um.dk · volume ii-a evaluation of the first phase of the national agriculture development...

República de Moçambique

Ministério da Agricultura

FINAL EVALUATION OF THE FIRST PHASE OFNATIONAL AGRICULTURE DEVELOPMENT

PROGRAMMEPROAGRI (1999-2005)

VOLUME II-A: SOUTHERN PROVINCIAL REPORTS

MARCH 2007

Volume II-AEvaluation of the First Phase of the National Agriculture Development Programme

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Table of ContentsPage

PART A: BACKGROUND ...............................................................................1

PART B: REPORTS........................................................................................4

APPENDIX V: MAPUTO PROVINCE .............................................................4Introduction............................................................................................................................ 5Summary of Key Issues ........................................................................................................ 5Provincial Assessment .......................................................................................................... 6District Assessment............................................................................................................. 10Producer-level Assessment ................................................................................................ 12HIV/AIDS and Gender Mainstreaming, and Environmental Issues .................................... 14Importance of Impacts at User Interface Level ................................................................... 15Lessons Learned and Conclusions ..................................................................................... 15

APPENDIX VI: GAZA PROVINCE................................................................29Introduction.......................................................................................................................... 30Summary of Key Issues ...................................................................................................... 30Provincial Assessment ........................................................................................................ 31District Assessment............................................................................................................. 35Producer-level Assessment ................................................................................................ 37HIV/AIDS and Gender Mainstreaming, and Environmental Issues .................................... 38Importance of Impacts at User Interface Level ................................................................... 39Lessons Learned and Conclusions ..................................................................................... 39

APPENDIX VII: INHAMBANE PROVINCE ...................................................50Introduction.......................................................................................................................... 51Summary of Key Issues ...................................................................................................... 51Provincial Assessment ........................................................................................................ 53District Assessment............................................................................................................. 77Producer Level Assessment ............................................................................................... 94HIV/AIDS, Gender Mainstreaming and Environmental Issues ........................................... 98Important Impacts at User Interface Level ........................................................................ 100Lessons Learned and Conclusions ................................................................................... 102

APPENDIX VIII: SOFALA PROVINCE........................................................124Introduction........................................................................................................................ 125Summary of Key Issues .................................................................................................... 125Provincial Assessment ...................................................................................................... 126District Assessment........................................................................................................... 149Producer Level Assessment ............................................................................................. 155HIV/AIDS, Gender Mainstreaming and Environmental Issues ......................................... 156Partners............................................................................................................................. 158Conclusions and Recommendations................................................................................. 161


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Table of ContentsPage

APPENDIX IX: MANICA PROVINCE..........................................................167Introduction........................................................................................................................ 168Summary of Key Issues .................................................................................................... 168Provincial Assessment ...................................................................................................... 171District Assessment........................................................................................................... 188Producer Level Assessment ............................................................................................. 196Lessons Learned and Conclusions ................................................................................... 200

APPENDIX X: TETE PROVINCE................................................................202Introduction........................................................................................................................ 203Summary of Key Issues .................................................................................................... 203Provincial Assessment ...................................................................................................... 206District Assessment........................................................................................................... 221Producer Level Assessment ............................................................................................. 229Lessons Learned and Conclusions ................................................................................... 232

VOLUME I MAIN REPORT

VOLUME II-B NORTHERN PROVINCIAL REPORTS

VOLUME II-C CASE STUDIES

VOLUME III PROGRAMME BASELINE ANALYSIS ANDSURVEY INSTRUMENTS


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PART A: BACKGROUND

The PROAGRI Coordination Group has requested PricewaterhouseCoopers,under the agreed upon Terms of Reference in the bid proposal, to provide afinal evaluation of the first five-year phase of PROAGRI, the country’s firstSector Wide Approach (SWAp) Programme, which supported agriculturaldevelopment. Accordingly, a team was fielded in Maputo at the beginning ofAugust. The team consisted of five consultants; three locally based, and tworegionally based (see Appendix IV in Volume I for complete list ofconsultants).

The objective of the evaluation mission was to assess the impact ofPROAGRI at both the institutional level and at the level of the basic users ofagricultural services provided by the Ministry of Agriculture. Through theobjectives stated in the two main documents of the programme, the efficiencyof the activities, effectiveness of the results and the sustainability of outcomeswere analyzed.

The evaluation team held its initial meeting with the Comité deAcompanhamento (CA) on 27 July in Maputo, where they were briefed on thebackground of PROAGRI, its activities, and the intent of the PROAGRImanagement and the CA in proposing the mission being undertaken. The CAcomprises representatives from MINAG, relevant other ministries and donorscontributing to the PROAGRI SWAp (see Volume I, Appendix II for completelist of CA members). The Evaluation Team took full advantage of thesupervision of the CA at all stages: adjusting the initial survey documents toinclude observations by the CA members, arranging for CA members toaccompany the survey field activities at certain points, and conferring with theCA at an early stage of the document’s development to ensure the report hadfully absorbed all points of view.

A detailed review of current documentation and initial interviews of keyMINAG departments and donors followed the initial briefing, to allow the teamto develop the full view of the situation as PROAGRI was started. Using theinformation obtained, the team developed a work programme and draftedsome initial survey guidelines and questionnaires for the various levels ofinformation collection.

The methodologies, draft survey instruments, proposed timetable andproposed report layout were collected into a draft Inception Report andpresented to the CA on 16 August. The CA met several times to discuss theissues raised in the Inception Report, and delivered a detailed assessment tothe team in a report delivered on 13 September, followed by a meeting on 14September. The issues raised were included in the revised programme ofactivities, which then continued into field work.

A major part of the evaluation process was a series of stakeholder surveysthat obtained information on the perception of PROAGRI among the differentstakeholders – ministry officials, technicians, donors, NGOs, privatebusinessmen, and producers. The survey format included a mixture of both


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quantitative questions and qualitative interviews (see Volume III for copies ofthe formats used).

Field surveys were carried out at the provincial administrative level, the districtadministrative level, the private sector interface and the basic producer levelin each province. The various survey instruments covered all stakeholdersand looked at opinion and perception of PROAGRI. A full range ofadministrative officers at the provincial and district levels were contacted andinterviewed for the survey, including both qualitative and quantitative sections.Other stakeholders (NGOs, private traders, input suppliers, micro-lendinginstitutes, local donor offices, etc.) were included as found available in theareas visited, and were questioned using the main qualitative questionguidelines developed for the other survey participants. Visits with farmerswere extensively organized in each area. A wide range of types of farmerswas looked for, depending on availability at the time of the survey: individuals,associations, smallholder, commercial, women’s groups, youth groups, etc.These surveys concentrated on problems faced, changes in operatingenvironment and access/impact of MINAG field operations.

Separate compilations of financial, administrative and statistical data providedan inventory of inputs as a comparison. It was physically impossible to travelto all districts, but approximately 30% of districts in each province werevisited. Individual provincial reports are included as appendices to the mainreport (see Volume II-B as well as this volume).

At the same time, an extensive survey of central MINAG activities was carriedout. PROAGRI activities and results were identified and integrated into theoverall programme analysis. Financial tracking was of particular concern,especially in watching the delivery of funds to the field activities.

As well as the provincial reports identifying specific factors in each province,certain component areas were identified as focal evaluation areas and givenin-depth study by part of the evaluation team. The areas identified for specialstudy were Human Resources and Extension/Research. Each of the specialcase studies has its individual report included as an appendix. Data from allappendices are, of course, fully included in the main report.

The following caution regarding data must, however, be made: as mentionedin both the audit reports and the mid-term review, data obtained, even fromofficial sources, is not very reliable. It can serve as a broad indicator, butmust be viewed with critical scepticism.

Continuous contact with the CA, and PROAGRI administration, wasmaintained throughout, including arrangements for CA members toaccompany team members on portions of the provincial surveys. A draftreport was made available to the CA on 22 December 2006 for comment. Awider stakeholder workshop was held on 30 January 2007. Comments wereincorporated into the final report, which was delivered to MINAG at the end ofMarch 2007.


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This document is Volume II-A of the Final Evaluation of the First Phase of theNational Agricultural Development Programme (PROAGRI I), containing theSouthern Provincial Reports (Maputo, Gaza, Inhambane, Sofala, Manica andTete).


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PART B: REPORTS

APPENDIX V: MAPUTO PROVINCE


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Introduction

PROAGRI, the agricultural sectoral investment programme designed by theGovernment and a consortium of interested donors, was put into place in1999. The programme was established to address the fact that the economicand social environment, and the nature of the agricultural sector itself, hadbeen rapidly changing and looked to continue its rapid pace of change in thefuture. The Government needed to adjust its strategies to ensure maximumdevelopment of the agricultural sector; PROAGRI was the policy statement toindicate the direction of that change.

The provincial and district offices of the Ministry represent the leading edge ofall activities. It is here that the interface with the main clients (i.e. smallfarmers, farmer associations, community groups, local private entrepreneurs,NGOs, etc.) takes place. It is also here that the ground level impact of theprogramme will be visible. Therefore, as part of the end-of-programmeevaluation, interviews have been conducted in each province. In MaputoProvince, an interview sampling of 52 people were used. This can be brokendown into the following groupings:

Group No. %DPA 7 13%DDA 8 15%Subsistence farmers 30 58%Farmers associations 2 4%Commercial farmers 2 4%Private traders 2 4%NGOs 1 2%

Total 52 100%

The initial provincial meeting with the Director of DPA allowed us to refine thedistrict sample. The Director indicated two districts that had had the mostimpact from PROAGRI and suggested using those1. It was explained that oursample should include not only high-impact districts but also other areas;therefore only one of the suggested districts was added to the mission’sschedule. The districts surveyed were Namaasha, Boane and Moamba. Thefield survey took place between 1-12 September, 2006.

Summary of Key Issues

i) The decentralization process has been strongly developed underPROAGRI in Maputo Province, and continues to be developed further.This is allowing better community involvement in directing use of theirown resources and more involvement in the planning process.

1 It should be noted that by impact, most Mozambicans (government officials, farmers, privatebusinessmen, etc.) mean money or goods visibly delivered to beneficiaries. Availability ofbetter research would not be considered an impact.


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However, education of the community in the different processes isnecessary for continued growth of useful community involvement.

ii) Decentralization at the official level has also progressed, giving greaterauthority to provincial and district administrators. Staff caution that thisis a good trend, but has potential to become a problem. Investing toomuch dependence in a manager who might be poor at the jobassigned is not a good idea in the Mozambican context. There is aneed for checks and balances with central MINAG.

iii) PROAGRI has provided greater availability of “essential” workresources, (e.g. computers, vehicles, fuel, etc.) however, local staffhave not been fully briefed on the intended accessibility of theseresources. DAF in one district indicate that funds are delayed inarriving because of lack of transport: “the district only has twovehicles, one for the Director and the other for the livestock sector”.This transportation, although purchased for all district activities is still“unofficially” allocated. Well established procedures for transportmanagement are particularly important in the case of shared use. It isalso critical for maintenance of such high-use vehicles.

iv) Marketing concepts are developing among producers in MaputoProvince (although those districts without good infrastructure lagconsiderably – Matutuine, Magude). This is likely due equally to theadministration’s support of market development and the proximity toSouth Africa and its own market demands.

v) There is indication of greatly improved co-ordination between Ministrytechnicians and NGO technicians at the district level. This hashappened as a direct result of PROAGRI actions, at both theGovernment and donor levels, with appropriate programmes on bothsides that support each other and work toward sustainable long-termgoals.

Provincial Assessment

Objectives, Progress and Results Achieved

Decentralization in Maputo Province has been successful in shiftingresponsibility for activities from the central level to the provincial level, butfrom province to district it is still being developed. The planning processincludes all district level personnel and financial resources are channelled tothe districts based (generally) on the plans submitted. Procurement, however,is still a provincial level function. There are a variety of practical reasons forthis:

i) the software for procurement needs adjustments to work well at thedistrict level,


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ii) power problems and equipment breakdowns at the district level canlead to long delays, and

iii) most of the required materials cannot be purchased within the districtand must be sourced from Matola or Maputo.

It is a process that is being completed as the external factors allow progressto happen.

There was initially some confusion as to the role PROAGRI was to play.Local administrators were used to narrowly focused projects, not broad basedinstitutional programmes. Elements of this disconnect remain today, butappreciation is developing at the technician levels for the increased capacityavailable through the changes encouraged by PROAGRI in the Ministry.

The Arco Iris accounting software installed at the provincial level works well,making the major contribution to the Good Governance Objective inPROAGRI. The evaluation team, however, noted that this software is notinstalled at the district level. The district staff have to rely on the provincialstaff to input its data. Despite the installation of the accounting software in2001, a parallel manual system is being maintained. It was learned that thisparallel system is a source of frustration to the DAF staff, and a large numberof complaints were received during the survey.

There is a large turnover of key staff in DAF. It was not possible to fullyunderstand how the accounting software has been operating since the headof DAF had just joined the office in April 2006. The team sampled some ofthe reports produced by the software and found them to be appropriated.

The mission observed that the inspectors from MoF carry out inspectionsonce per year. The inspectors can revisit the province if there is a specificinvestigation. MINAG’s internal inspectors can take up to two years to visitthe provincial office, and had not been seen for a long time.

Development of private sector skills continues. Some of the districtinfrastructure, such as dip tanks, has been transferred to private sectormanagement.

As part of the process to encourage the private market sector whilewithdrawing Ministry participation from provision of market-sourced products,Maputo Province has indicated they are carrying out cost-recovery on someitems. This is a difficult process, however requiring a substantial attitudeadjustment on the part of both the community and the ministry staff. Muchwork needs to be done in parts of the province in terms of setting up the basicinfrastructure (roads, communication, financial institutions, electricity, etc.)supporting market activities. Agriculture staff are aware of the lack but areunaware of how they can contribute to the process of development.


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Gender Awareness and HIV/AIDS Awareness programmes have beenestablished in the province. There is a designated focal point for each, whohas attended seminars with the Central Ministry programme and hasdesigned workshops for presentation to the staff at both provincial and districtlevel. Progress in these areas is good, although it was pointed out that theseissues only started being actively stressed in the last two years.

Environmental concerns, however, are less strongly remembered. Ahandbook was developed at the central ministry, but few now refer to it orremember where it is.

The overall opinion of staff in Maputo DPA is that PROAGRI has set up theproper institutions and the process is begun. However, it has not yet reachedthe objective it set itself and there is a need to continue the effort or earlierexercises establishing foundations will be lost.

Resources

In general, interviewees consider that financial management and procurementin the province has improved considerably since responsibility was shifted tothe DPA. However, the evaluation team were advised by DAF that thebudgets were slashed by MINAG and MoF without knowledge of theprovincial administration, thereby affecting the provincial and district activities.It was further noted that disbursement for the first quarter was receivedbetween March and April of each year. During the interviews it became clearthat the proportion of decision making was still 60/40, MINAG and provincialoffice respectively.

Disbursement of funds to districts faces the further difficulty of there being nobank facilities in some districts. Ad hoc measures are in place to allow flow ofwork, but these are always more inclined to interruption and are viewedsuspiciously by auditors.

Information obtained from the provincial office indicates that as at the end of2005, there were 502 staff members for Maputo Province and its districtoffices. Of this number nine died, five were dismissed and six retired. Duringinterviews, it was reported that the DAF section had four positions filled andthree were expected to be filled. It was also reported that there were sevenstaff in the human resources section. In order to carry out the activities ofthese two sections adequately, a greater number of staff are required.

It was noted, during the provincial review, that there is no specific humanresource and financial system manuals. The provincial office uses thegeneral human resources guidelines from the Ministry of Public Administration(MAE), while treasury instructions from MoF are being used for financialmanagement.

Human resource capacity has improved during PROAGRI. The contractassistance brought in by PROAGRI has been important in uplifting capacity


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and increased training programming has been available for line staff. Thiscombined with increased work resources (transport, fuel, budget) hasprovided greater motivation among staff. There remain some issues aboutdevelopment of job descriptions and ensuring that staff are fully aware of thescope of their jobs. Eighty-six percent of the interviewees claim to havewritten job descriptions, but closer questioning shows these to be a generaldescription of the section, not a particular job description. The general MAEdescription of a generic position is considered by the provincial office asadequate written job descriptions for staff.

While the decentralization of procurement activities are visible at theprovincial office, the rules governing or minimizing conflict of interest are notstrictly adhered to. The procurement committee members do not declare ifthey have vested interest, the evaluation team observed. When the teamasked how the issue was being addressed, the interviewees confidentlystated that it was not possible to influence the other members because of theirlarge numbers.

The survey mission verified bank reconciliations and noted that it was difficultto indicate when the reconciliations were done because they are stamped, butnot dated. It was also noted that there is no proper fixed asset registers. Norare computer serial numbers collected and filed. Finally, there is no effectivefleet management.

At the beginning of PROAGRI, the province had several foreign supportedprojects active. These included IFAD projects in extension and livestock, anFAO project in agriculture support and Sasakawa2000 in extension activities.These have mostly been folded into the PROAGRI programmes or operateindependently but in support of PROAGRI larger goals. Currently there is anItalian project in irrigation and a continuation of the FAO project in agriculturethat are active in the province, but are not funded through the common fundssource of PROAGRI.

The planning activity is considered to be among the most usefuldevelopments of PROAGRI by local staff. They see direct results in terms ofassociating their own activity concepts linked to eventual fundingdisbursements. Greater experience in doing the PAAOs has led to betterinput at the provincial level, but staff still complain that they feel “constrained”by edicts from central level on how to prepare the year’s PAAO. In manycases staff will only consider PARPA or PES for guidelines concerning PAAO,thus omitting activities that may be important locally. Some awareness of thisproblem has been transmitted to central DE and it is hoped that adjustmentsto the system are in process.

There are also sections that have moved along their own path to improvinglocal input to the planning process. In the Land Management and Forestry &Wildlife sections, there has been strong community involvement. Thecommunities are organized into associations or committees for joint planningand identification of areas for tourism and livestock rearing, for betterutilization of natural resources. Both the private sector and active NGOs


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participate in the process. As well as being active in the administrativedecisions, communities are also receiving 20% of revenues from incomeearned on local resources (forestry, parks, etc.).

It is felt that considerable progress has been made on the issue of landregistry. Time between application and approval is better (staff estimatesabout four months, but did not have documentation available for support). It isfelt that local administration tends to favour some applicants over others, butthis tendency is visible and is being ameliorated by public pressure (anindication that PROAGRI’s work in bringing community awareness of theprocess to a higher level, is successful).

Monitoring of activities exists but is not yet well developed. Most staff indicatethat they are monitored by the six-monthly PES report. Each department hasits own monitoring/reporting responsibility back to the central administration ofthe department, but these are not shared directly with the planning andmonitoring office in DE, which has to rely on the more diluted reports from theprovincial DE section. Furthermore, indicators are not well established forassessing impact of activities: number of extensionist visits gives a look atlevel of activity, but no indication of quality of performance.

This needs to be developed, but it needs input from the field technicians.Unfortunately, this cadre of staff already feel they are being adequatelymonitored and feel no concern about making development of a better systema priority. More advocacy development from central DE monitoring sectionwould be worthwhile.

Originally it was felt that the TIA would provide monitoring indicator input tothe system, but the provincial technicians have not found it helpful as asupport tool. Data generated are not dissimulated quickly; it does not provideinformation by district; and information generated often is widely divergentfrom the “feel” of the situation that field officers have, leading to suspicion ofits accuracy. For agricultural production TIA is undertaken in the off-season,therefore any yield and area estimates are felt to be questionable.

District Assessment


At the district level, the planning activity is seen as the major functionalchange due to PROAGRI. Extensionists claim their planning now starts withproblems presented by farmers they have met, or community groups dealingwith their own issues. This has been the case, they say for the past threeyears, instead of receiving the top-down directives for planned activities thatpreviously was the case within the ministry hierarchy. However, it is quicklypointed out that while there is much more autonomy, programmes suggestedby the initial district plans receive less than half the amounts requested.


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Reports from the officers in charge of land management also confirm goodresults in empowering local viewpoints. They said, “With PROAGRI,communities became more powerful. The new land law protects more thecommunities, and improves land use control.” However, one district alsoreports increased conflict in land disputes and the land management officerhas requested training in conflict resolution.

Exploration licences for forestry resources are issued by DPA now. A 20%charge (tax) is deducted from fees paid to DPA and sent to the communityinvolved. Goba is one example of a success story: inspection takes placefrom DDA with participation of the communities.

Extensionists began assisting farmers with information about marketingissues since 2005. This was developed in parallel with two developmentprojects, PIDA and PAMA, which stressed the wider range of activities fromproduction to sales of product. These are at early stages and need continuedsupport.

In the Maputo Province districts there has been a large development inmarket concepts among the farmers, and a change from smallholder tocommercial farming. In one district, marketing of meat from livestock herdsincreased from 10 tons in 1999 to 200 tons in 2005, numbers of cattleincreased 275%, of which 70 to 80% belonged to smallholders. Farmers haveembraced the concept of marketing animals on a regular basis for increasedrevenue. This change is likely due as much to the economic situation (Foot &Mouth Disease in South Africa resulting in decreased local supplies, higherprices and a search for alternative places to source meat products) as toPROAGRI training in market issues and emphasis on encouraging marketaspects. However, that said, PROAGRI provided the fundamental conceptsfor producers to consider and prepared the extensionists for taking advantageof the situation to develop MINAG’s agenda. There has also been recordedincreases of tonnage and area planted of commercial crops.

Resources

The districts agree with the DPA that there is late disbursement of funds. Partof this, they admit, is due to internal logistical problems (lack of vehicle at timeneeded). Management of the financial administration needs to be constantlymonitored and improved.

The team observed that there are weak internal controls at the districts. Theaccountant initiates a payment and also signs the cheque with the districtdirectors. Because of shortage of staff, sometimes the secretary also signsthe cheques. The issue of budget ceilings was confirmed at the districts.

As previously indicated, programmes receive less than half the amountsrequested in plans developed initially. Staff feel this is an indication thatgovernment is not serious about its food security campaign: the speechessupport action, but budget allocations do not.


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District staff report seeing changes begin to happen in 2002. This tends tocoincide with delivery of support resources (equipment and contract staff). Anexample of the change in one district was the statement: “Before PROAGRI,extension staff was just one but now there are ten. Before they used to walkby foot, now they have bicycles and motorcycles.”

The survey did encounter negative attitudes about the impact of PROAGRI.These tended to be from Livestock Officers and reflected the change inavailable funds to their section. A prior project in livestock had supported theiractivities for several years; the advent of PROAGRI and more communalfunding resources dropped these unlucky technicians back to less exaltedlevels.

Monitoring of activities exists, but at a very superficial level. Staff do notdevelop indicators of activity to keep aware of their own progress. The mainform of monitoring is visits from provincial and central MINAG supervisors,which are more for management purposes than monitoring of activities. It isworth noting that all interviewees interpreted monitoring to mean ensuringactivities are carried out according to plan; none considered the need formonitoring if the activity carried out had the intended – or appropriate – impacton the community.

Staff have seen an increase in training as part of the institutional supportgiven by PROAGRI to the districts to enhance capacity. However, there is astrong feeling that all training is planned at DPA based on their own view ofneeds (and resources available). The district staff would like greater input intothe process of designing the annual training plans.

Communities have become more involved in self-development. They discussmarket requirements and how to develop it; they discuss inviting anddeveloping agro-industries into the area. However, extensionists have notdiscussed the need for environmental studies, assessing the impact of theseindustries. Much more active advocacy of the environmental issue is needed.

There is a distinct feeling in the districts that too much focus on institutionalreform has let some technical issues start to be lost due to lack of sufficientattention. Irrigation is a key component in increasing national agriculturalproduction, but the irrigation nucleus established in the province is not beingdeveloped or adequately supported. This loss of attention has led to severedeclines in maintenance of existing systems, much less any planning forfurther development. The system does seem to be left behind in the pre-PROAGRI concepts of state management of productive assets and needs aserious planning process to apply the new concepts to its programmes.

Producer-level assessment

The producer survey in Maputo Province had a total of 25 respondents. Ofthese, 56% were men and 44% were women. Among smallholders the


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number of women rose slightly to give a mix of half men and half women.Only eight percent of the surveyed producers were commercial farmers andnone of these were women. Although these figures do not exactly representthe situation in the province, they do indicate that the numbers of commercialfarmers is still low, and that the percentage of women commercial farmers isvery low indeed.

There seems to be a slight improvement in marketing structures in theprovince. This is probably led by the high interest in meat products fromSouth African buyers. The result is an improvement in productivity, increasedusage of veterinary services and treatment of disease (48%), and increasedavailability of animal services in the local areas (44%).

Although the market interest in crops is not as intense, the increasedawareness of market availability has led to improved farming practices:irrigation (92%), improved seed use (88%), fertilizer and pesticide use(100%). Seventy-two percent say they use Integrated Pest Managementtechniques to improve production. Thirty-six percent of the respondentsreceived some form of marketing assistance from the extension officer. As aresult, 80% indicate that they have increased production over the past fiveyears.

A major concern regarding production increases is irrigation facilities. Most ofthe existing ones have been given to the communities by government at somestage in the past, or donated by donor projects. All consider irrigation a key toincreased production, but expect it to be provided by some agency – it is notconsidered a production investment by the farmer due to the small-scaleoperation he is used to.

A further issue in irrigation is step-up capacity. Farmers indicated they are nothappy with treadle-pumps, as they are insufficient to be used in larger areaswhen the subsistence farmer tries to move to small-scale commercial farming– the energy required is beyond the capacity of his family to provide.

Producer associations represent an important way for producers to improvetheir capacity and share risk. Eighty-four percent of survey respondents aremembers of such organizations. This trend is more pronounced amongwomen producers with 91% being members of a producer association. Aswould be expected, none of the larger commercial farmers belong to anassociation.

The District Administration is highly influential in people’s welfare and hastaken responsibility for their social and economic development in all sectors.It takes a lead role in facilitating the provision of sector services (health,education and agriculture) to the rural areas. This was confirmed in thesurvey with 64% indicating they received assistance with land preparation andother technical matters. Another 20% did not need assistance with landpreparation, but received other technical production assistance. Ninety-sixpercent say they have seen increased assistance from extension officers in


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the past five years, which reflects well on the PROAGRI capacitydevelopment aspect.

Women continue to lag behind in the process of participating in thecommunity control of development through management committees. Fortypercent of respondents said they were members of such committees, but onlyone in ten of these were women. The community see women as lesspermanent than men for serving in such leadership capacity: men can makea commitment to remain for the year, women can only commit to remain untiltheir husband decides to move to another area. The DDA gender focal pointneeds to continue to develop community-based programmes.

On environmental issues, 60% of the survey respondents said they usedconservation techniques now. Forty percent received assistance on waterconservation. However, in priority rankings environmental concerns are muchlower than economic concerns.

HIV/AIDS and Gender Mainstreaming, and EnvironmentalIssues

Interviewees at the provincial and district levels indicate that the awareness ofHIV/AIDS and gender issues has grown over the past three years. 100% ofdistrict officers sampled and most provincial officers sampled indicated thatthey now incorporate both HIV/AIDS and gender issues into their regular workprogrammes (the 29% at the provincial level that indicated they do not, tend towork in administration and with a limited range of contacts outside their ownoffice). There is an official office focal point appointed in the provincial officeand each district office, who keeps other staff current with centralprogrammes and ensures continued local mainstreaming. Producersresponses also showed a high indication of HIV/AIDS messages arriving.There is a strong correlation between membership in an association offarmers and receipt of HIV/AIDS messages.

Gender issues are, perhaps, more complicated to analyze. As indicatedMINAG officials believe they have incorporated gender issues into theirprogramme. However, greater probing into what that means elicits aconfused mention that an equal number of men and women farmers areincluded in meetings. Usually the HIV/AIDS focal point is also the genderfocal point, and this is appended to the former as an afterthought. There hasbeen no in-depth advocacy or exploration of the range of gender issues thatcould apply in the agriculture sector. Producer interviews show minimalawareness of issues and no acknowledgement of the topic being discussedby MINAG staff. An indicator of this is the producer survey question aboutmembership on community management committees: half the men aremembers, but none of the women are.

Environmental programmes have gotten a bit lost in the need to deal with day-to-day issues and the pressure to introduce new cross-cutting programmes(HIV/AIDS and gender) to the sector. A PROAGRI programme highlighted


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the issue as an early activity; workshops were held and the results put into ahandbook for reference. Some of this remains intact: some farmers reportreceiving information on erosion and water conservation, but these representthe remnant of the early workshops and training activities. Interviewquestions at all levels seem to support the conclusion that environmentalconcerns have not progressed any further. Environmental impactstudies/assessments, even at a very basic level, have not been carried out,nor even suggested, for new community activities (agro-businesses,expanded commercial farming, etc.). Nor have suggestions regardingenvironmental impact of community economic coping mechanisms (e.g.firewood and charcoal sales) been presented to community managementcommittees. Much more independent advocacy is needed in this area.

Importance of Impacts at User Interface Level

Although not well recognized at the level of the major agricultural component– the producer – PROAGRI’s reformation and support programmes havedefinitely been felt. All producers surveyed indicated they have receivedmuch more support from the ministry field officers. The decentralizedplanning allows greater input by producers and other actors at the local level.District officers are also able to effect greater co-ordination among localstakeholders. Beginning in 2003, NGOs began working with ministrytechnicians to plan and co-ordinate local activities in support of producers.This has greatly improved producers’ access to technical support. In areaswhere large private producers have their own extension support, MINAGtechnicians are also working in co-ordination.

At present, ministry technicians’ links with traders and suppliers are weak.There are few shops, except in the one or two major cities, and these arestaffed with clerks, not management. The businesses’ managers are alloperating out of Maputo city, which has a completely different administrativeenvironment than Maputo Province.

Although MINAG has good co-operation with private commercial farmers forplanning, extension and development purposes (in fact, most smallcommercial farmers have used the local extensionist to assist them in theirstart-up), there is still reluctance to divulge planting and production data toofficials. This interferes with development of good early warning/food securitymonitoring efforts. While this is a common phenomenon in many countries,greater advocacy among producers is required to explain government’s needto monitor national security.

Lessons Learned and Conclusions

Despite the staff training and addition of contract workers, capacity at thedistrict level remains thin. This is inevitable, but can be forgotten in the pressof national concerns about moving to the express lane for development


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issues. Furthermore, working at the community level means developing newattitudes and new perceptions of their own roles: this is no small task.

Continued support of established changes (financial management, goodaudits, planning processes, cross-cutting issues) is extremely important toensure the programme is well entrenched in the day-to-day activities of thedifferent sectors. These reforms are in place, but remain fragile.

Project activity can do much in support of PROAGRI objectives, as long asthere is good co-ordination. Development of projects, however, should comefrom the community-level planning process, not from political impulses atcentral level or from external impressions of local requirements.

The attitude of technicians to monitoring represents one of the major reasonsfor its slow development. Monitoring is seen as a means of ascertainingwhether the field workers are doing their jobs adequately, not as a means ofassisting them to improve their capability to respond to the community’sproblems. A great deal more advocacy and local training needs to be carriedout with district and provincial technicians to ensure that they take ownershipof the concepts, and work to support it as a useful tool.

Core activities related to long-term agricultural development (such asirrigation) should be identified and kept in the list of priorities, despite pressureto move into a wide range of new concepts and activities. Lack of managerialand financial capacity can allow these issues to be “managed by inertia”.That is, they have to take care of themselves as best they can, because noone has time to think about them. Efficient and planned distribution ofresources for long-term development is also a goal to be pursued.


17

Annex 1

Total Respondants 7

1. Length of time worked in the sector?More than: 1 yr 5 yrs 10 yrs 20 yrs 30 yrs

29% 14% 29% 29%

2. Job descriptions available?yes no if yes, then written?

86% 14% 100%

3. Are you fully integrated into the MINAG HR system?yes no if yes, then how long?

57% 43% up to: 1 yr 3 yrs 5yrs25% 75%

4. Do you have easy access to a computer?yes no if yes, then how long?

100% up to: 1 yr 3 yrs 5yrs43% 57%

5. Do you have easy access to internet and email?yes no if yes, then how long?

100% up to: 1 yr 3 yrs 5yrs57% 43%

6. Do you have easy access to a fax?yes no

100%

7. Did you have access to a means of transport between 1999 to 2005?yes no

100%Did you have access to sufficient budget for fuel to carry out your work?

yes no if yes, since when?86% 14% since: 1 yr 3 yrs 5yrs

33% 67%

8. Do you receive the technical information you need?yes no

71% 29%Where from?

MINAGHQ

ResearchCenter

OtherDepts

67% 17% 17%

9. Do you have access to a documentation center?yes no

14% 86%

10. Have you encorporated gender aspects into your work?yes no

71% 29%

11. Have you encorporated HIV/AIDS aspects into your work?yes no

71% 29%

12. Have you worked with technical assistance?yes no

100%

if yes, what rating would you give it?(rating ref: 5= excellent, 3=medium, 1=bad)

relevantday-to-daywork assist.

new workassist.

effective

43% 57%

Provincial Analysis -- Maputo Province

PROAGRI Pre-PROAGRI


18

Annex 2

Total Respondants 8


50% 25% 25%


100% 38%


75% 25% up to: 1 yr 3 yrs 5yrs17% 17% 67%


88% 13% up to: 1 yr 3 yrs 5yrs29% 43% 29%


100% up to: 1 yr 3 yrs 5yrs


50% 50%


75% 25%Did you have access to sufficient budget for fuel to carry out your work?


33% 33%


88% 13%Where from?

MINAGHQ

ResearchCenter

Prov. HQ

43% 14% 29%

9. Do you have access to a documentation center?yes no if yes, then where is the center?

13% 75% Univ.


100%


100%


100%



new workassist.

effective

District Analysis -- Maputo Province

PROAGRI Pre-PROAGRI50% 50%


19

Annex 3

Analysis of Producer Surveys: All Farmers

Province: Maputo% men % women

Total Respondants 25 56% 44%% Comm'l % S'hldr yes no % yes % no

8% 92%

1 24 1 96% 4%

2 21 4 84% 16%3 16 9 64% 36%4 22 3 88% 12%5 25 0 100% 0%6 25 0 100% 0%

7 20 5 80% 20%

8 15 10 60% 40%9 14 11 56% 44%

10 18 7 72% 28%

11 9 15 36% 60%

12 20 5 80% 20%

13 10 15 40% 60%14 6 19 24% 76%15 16 9 64% 36%16 3 22 12% 88%17 10 15 40% 60%18 7 18 28% 72%19 6 19 24% 76%20 9 15 36% 60%21 14 10 56% 40%22 14 9 56% 36%23 12 11 48% 44%24 11 7 44% 28%

25 5 17 20% 68%

26 23 2 92% 8%

27 10 13 40% 52%

28 10 14 40% 56%

29 21 4 84% 16%

30 7 3 28% 12%

Has support from the extension service increasedin the last 5 years?Assistance with technical issues?Assistance with land preparation?Do you use improved seed?Do you use fertilizer?Do you use pesticides?Has your production increased because of thisassistance?Do you use conservation techniques?Do you use processing techniques?Do you use techniques to fight pests and disease?

Do you get assistance in marketing techniques?Has your production area increased in the last 5years?Are there shops that sell inputs in your area?Are the prices reasonable?Do you receive inputs on credit?From the shops?From NGOs?Do you have livestock?Cattle?Goats?Chickens?Do you treat your animals for disease?Do you go to a veterinarian?Is there a diptank in your area?Does your community receive income for the taxon forestry exploration?Do you practice irrigation?Have you received assistance on conservation ofwater?Do you belong to a community managementcommittee?Are you a member of a producers association?Did you receive any information on HIV/AIDSprevention?


20

Annex 3

Analysis of Producer Surveys: Men Commercial Farmers

Province: Maputo

Total Respondants 2yes no % yes % no

1 2 0 100% 0%

2 1 1 50% 50%3 1 1 50% 50%4 1 1 50% 50%5 2 100% 0%6 2 100% 0%

7 1 1 50% 50%

8 1 1 50% 50%9 1 1 50% 50%

10 2 100% 0%

11 1 1 50% 50%

12 2 100% 0%

13 1 1 50% 50%14 1 1 50% 50%15 1 1 50% 50%16 2 0% 100%17 2 0% 100%18 2 0% 100%19 2 0% 100%20 2 100% 0%21 2 100% 0%22 1 1 50% 50%23 1 1 50% 50%24 2 0% 100%

25 1 1 50% 50%

26 2 100% 0%

27 2 0% 100%

28 2 0% 100%

29 2 0% 100%30 1 0% 50%

Do you use fertilizer?Do you use pesticides?Has your production increased because of thisassistance?

Has support from the extension service increasedin the last 5 years?Assistance with technical issues?Assistance with land preparation?Do you use improved seed?

Do you use conservation techniques?Do you use processing techniques?

Do you use techniques to fight pests and disease?

Do you get assistance in marketing techniques?

Has your production area increased in the last 5years?Are there shops that sell inputs in your area?Are the prices reasonable?Do you receive inputs on credit?From the shops?From NGOs?Do you have livestock?Cattle?Goats?Chickens?Do you treat your animals for disease?Do you go to a veterinarian?Is there a diptank in your area?Does your community receive income for the taxon forestry exploration?Do you practice irrigation?

Did you receive any information on HIV/AIDS

Have you received assistance on conservation ofwater?Do you belong to a community managementcommittee?Are you a member of a producers association?


21

Annex 3

Analysis of Producer Surveys: Men Smallholder Farmers

Province: Maputo


1 11 1 92% 8%

2 10 2 83% 17%3 8 4 67% 33%4 10 2 83% 17%5 12 100% 0%6 12 100% 0%

7 11 1 92% 8%

8 7 5 58% 42%9 6 6 50% 50%

10 8 4 67% 33%

11 5 6 42% 50%

12 9 3 75% 25%

13 4 8 33% 67%14 2 10 17% 83%15 8 4 67% 33%16 2 10 17% 83%17 6 6 50% 50%18 7 5 58% 42%19 5 7 42% 58%20 4 7 33% 58%21 5 6 42% 50%22 7 4 58% 33%23 6 5 50% 42%24 5 3 42% 25%

25 1 11 8% 92%

26 11 1 92% 8%

27 5 6 42% 50%

28 9 3 75% 25%

29 11 1 92% 8%30 3 1 25% 8%

Has support from the extension service increasedin the last 5 years?Assistance with technical issues?Assistance with land preparation?Do you use improved seed?Do you use fertilizer?Do you use pesticides?Has your production increased because of thisassistance?Do you use conservation techniques?Do you use processing techniques?



Has your production area increased in the last 5years?Are there shops that sell inputs in your area?Are the prices reasonable?Do you receive inputs on credit?From the shops?From NGOs?Do you have livestock?Cattle?Goats?Chickens?Do you treat your animals for disease?Do you go to a veterinarian?Is there a diptank in your area?

Are you a member of a producers association?Did you receive any information on HIV/AIDS

Does your community receive income for the taxon forestry exploration?Do you practice irrigation?Have you received assistance on conservation ofwater?Do you belong to a community managementcommittee?


22

Annex 3

Analysis of Producer Surveys: Women Smallholder Farmers

Province: Maputo


1 11 100% 0%

2 10 1 91% 9%3 7 4 64% 36%4 11 100% 0%5 11 100% 0%6 11 100% 0%

7 8 3 73% 27%

8 7 4 64% 36%9 7 4 64% 36%

10 8 3 73% 27%

11 3 8 27% 73%

12 9 2 82% 18%

13 5 6 45% 55%14 3 8 27% 73%15 7 4 64% 36%16 1 10 9% 91%17 4 7 36% 64%18 11 0% 100%19 1 10 9% 91%20 3 8 27% 73%21 7 4 64% 36%22 6 4 55% 36%23 5 5 45% 45%24 6 2 55% 18%

25 3 5 27% 45%

26 10 1 91% 9%

27 5 5 45% 45%

28 1 9 9% 82%

29 10 1 91% 9%30 4 1 36% 9%

Has support from the extension service increasedin the last 5 years?Assistance with technical issues?Assistance with land preparation?Do you use improved seed?Do you use fertilizer?Do you use pesticides?Has your production increased because of thisassistance?Do you use conservation techniques?Do you use processing techniques?



Has your production area increased in the last 5years?Are there shops that sell inputs in your area?Are the prices reasonable?Do you receive inputs on credit?From the shops?From NGOs?Do you have livestock?Cattle?Goats?Chickens?Do you treat your animals for disease?Do you go to a veterinarian?Is there a diptank in your area?

Are you a member of a producers association?Did you receive any information on HIV/AIDS



23

Annex 3

Analysis of Producer Surveys: All Smallholders


Total Respondants 23 52% 48%yes no % yes % no

1 22 1 96% 4%

2 20 3 87% 13%3 15 8 65% 35%4 21 2 91% 9%5 23 0 100% 0%6 23 0 100% 0%

7 19 4 83% 17%

8 14 9 61% 39%9 13 10 57% 43%

10 16 7 70% 30%

11 8 14 35% 61%

12 18 5 78% 22%

13 9 14 39% 61%14 5 18 22% 78%15 15 8 65% 35%16 3 20 13% 87%17 10 13 43% 57%18 7 16 30% 70%19 6 17 26% 74%20 7 15 30% 65%21 12 10 52% 43%22 13 8 57% 35%23 11 10 48% 43%24 11 5 48% 22%

25 4 16 17% 70%

26 21 2 91% 9%

27 10 11 43% 48%

28 10 12 43% 52%

29 21 2 91% 9%

30 7 2 30% 9%

Are you a member of a producers association?Did you receive any information on HIV/AIDSprevention?


Chickens?Do you treat your animals for disease?Do you go to a veterinarian?Is there a diptank in your area?

From NGOs?Do you have livestock?Cattle?Goats?

Are there shops that sell inputs in your area?Are the prices reasonable?Do you receive inputs on credit?From the shops?

Do you use processing techniques?Do you use techniques to fight pests and disease?

Do you get assistance in marketing techniques?Has your production area increased in the last 5years?

Do you use fertilizer?Do you use pesticides?Has your production increased because of thisassistance?Do you use conservation techniques?

Has support from the extension service increasedin the last 5 years?Assistance with technical issues?Assistance with land preparation?Do you use improved seed?


24

Annex 4

Note: The Producer questionnaire used in Maputo Province was a prototypeand was subsequently adjusted to improve the information received, based onexperience gained in this province. The following tables represent theconversion of the prior analysis tables to ones comparable to those used in allother provinces.



Total Respondants 25 56% 44%% Comm'l % S'hldr yes no % yes % no

8% 92%1 22 3 88% 12%2 0 0 0% 0%3 21 4 84% 16%4 9 15 36% 60%5 23 2 92% 8%6 0 0 0% 0%

7 18 7 72% 28%

8 0 0 0% 0%NGO 0 0 0% 0%private 0 0 0% 0%

9 25 0 100% 0%10 0 0 0% 0%

NGO 0 0 0% 0%private 1 0 4% 0%

11 25 0 100% 0%12 0 0 0% 0%

Chokwe 0 0 0% 0%Maputo 0 0 0% 0%

13 0 0 0% 0%

14 0 0 0% 0%15 0 0 0% 0%16 0 0 0% 0%17 9 15 36% 60%18 0 0 0% 0%

Maputo 0 0 0% 0%19 0 0 0% 0%20 22 3 88% 12%

21 0 0 0% 0%

22 15 10 60% 40%23 22 3 88% 12%24 0 0 0% 0%25 0 0 0% 0%26 DDA 0 0 0% 0%

Other 0 0 0% 0%27 12 11 48% 44%28 0 0 0% 0%

29 0 0 0% 0%

30 14 10 56% 40%

31 0 0 0% 0%32 0 0 0% 0%33 0 0 0% 0%34 0 0 0% 0%35 7 3 28% 12%

Did you receive training to help prevent erosionof ground and pastures?

Drinking point?Dip tank?Animal pens?

Were the following infrastructure for livestock rehabilitated orconstructed by MINAG during 1999 to 2005?

If have cattle/goats

Are there any other private services for animals?

Testing and diagnosis laboratories?Did you receive any information on HIV/AIDS

From whom?Do you receive information on next season's weather?

Is there in the area, a private veterinarian?

Did you receive any cattle from MINAG or anNGO between 1999 and 2005?

Did you learn techniques from a demonstration farm?

Do you get market prices from agricultural services?Do you participate in rural fairs?

Do you use animal traction?

Were you taught improved storage of seeds?Do you obtain improved seeds?Do you produce improved seeds?

Which centers? Chokwe

Do you have any loss when saving seed for nextyear?

Does extension officer give answer to your problem?

Do you know the effect of these products on food crops?

Do you use fertilizer?

Have you heard about the environmental dangersof these products?

Where do you buy the product used: locally

Do you obtain seed or planting material?

Increased knowledge due to extension service?Receive extension message by radio?Member of producer organization?

Do you use pesticides?Who provides the package used: DDA

Do you use the available technological packagesfor diseases of plants/animals?Who provides the package used: DDA

Does extension service help with marketing issues?Does extension officer ask about your problems?


25

Annex 4


Province: Maputo


1 1 1 50% 50%2 0% 0%3 2 0% 100%4 1 1 50% 50%5 2 100% 0%6 0% 0%

7 2 100% 0%

8 0% 0%NGO 0% 0%private 0% 0%

9 2 100% 0%10 0% 0%

NGO 0% 0%private 1 50% 0%

11 2 100% 0%12 0% 0%

Chokwe 0% 0%Maputo 0% 0%

13 0% 0%

14 0% 0%15 0% 0%16 0% 0%17 1 1 50% 50%18 0% 0%

Maputo 0% 0%19 0% 0%20 1 1 50% 50%

21 0% 0%

22 1 1 50% 50%23 1 1 50% 50%24 0% 0%25 0% 0%26 DDA 0% 0%

0% 0%27 1 1 50% 50%28 0% 0%

29 0% 0%

30 2 0% 100%

31 0% 0%32 0% 0%33 0% 0%34 0% 0%35 1 0% 50%


Who provides the package used: DDA



From whom?

Do you know the effect of these products on food crops?Did you learn techniques from a demonstration farm?

Do you get market prices from agricultural services?

Do you receive information on next season's weather?







Do you obtain improved seeds?Do you produce improved seeds?

Is there in the area, a private veterinarian?Other (radio)

Do you use animal traction?Do you obtain seed or planting material?Do you have any loss when saving seed for nextyear?Were you taught improved storage of seeds?

Do you participate in rural fairs?


Do you use pesticides?



Do you use the available technological packagesfor diseases of plants/animals?

Increased knowledge due to extension service?Receive extension message by radio?Member of producer organization?Does extension service help with marketing issues?Does extension officer ask about your problems?Does extension officer give answer to your problem?


26

Annex 4


Province: Maputo


1 11 1 92% 8%2 0% 0%3 11 1 92% 8%4 5 6 42% 50%5 10 2 83% 17%6 0% 0%

7 8 4 67% 33%

8 0% 0%NGO 0% 0%private 0% 0%

9 12 100% 0%10 0% 0%

NGO 0% 0%private 0% 0%

11 12 100% 0%12 0% 0%


13 0% 0%

14 0% 0%15 0% 0%16 0% 0%17 5 6 42% 50%18 0% 0%

Maputo 0% 0%19 0% 0%20 10 2 83% 17%

21 0% 0%

22 7 5 58% 42%23 10 2 83% 17%242526 DDA

27 6 5 50% 42%28 0% 0%

29 0% 0%

30 9 3 75% 25%

31 0% 0%32 0% 0%33 0% 0%34 0% 0%35 3 1 25% 8%








Do you produce improved seeds?


Is there in the area, a private veterinarian?Other (inc. radio)

Do you use fertilizer?Where do you buy the product used: locally

Were you taught improved storage of seeds?Do you obtain improved seeds?



Do you use animal traction?Do you obtain seed or planting material?




Does extension service help with marketing issues?Does extension officer ask about your problems?Does extension officer give answer to your problem?






27

Annex 4


Province: Maputo


1 10 1 91% 9%2 0% 0%3 10 1 91% 9%4 3 8 27% 73%5 11 100% 0%6 0% 0%

7 8 3 73% 27%

8 0% 0%NGO 0% 0%private 0% 0%

9 11 100% 0%10 0% 0%

NGO 0% 0%private 0% 0%

11 11 100% 0%12 0% 0%


13 0% 0%

14 0% 0%15 0% 0%16 0% 0%17 3 8 27% 73%18 0% 0%

Maputo 0% 0%19 0% 0%20 11 100% 0%

21 0% 0%

22 7 4 64% 36%23 11 100% 0%24 0% 0%25 0% 0%26 DDA 0% 0%

0% 0%27 5 5 45% 45%28 0% 0%

29 0% 0%

30 5 5 45% 45%

31 0% 0%32 0% 0%33 0% 0%34 0% 0%35 4 1 36% 9%

























28

Annex 4



Total Respondants 23 52% 48%yes no % yes % no

1 21 2 91% 9%2 0 0 0% 0%3 21 2 91% 9%4 8 14 35% 61%5 21 2 91% 9%6 0 0 0% 0%

7 16 7 70% 30%

8 0 0 0% 0%NGO 0 0 0% 0%private 0 0 0% 0%

9 23 0 100% 0%10 0 0 0% 0%

NGO 0 0 0% 0%private 0 0 0% 0%

11 23 0 100% 0%12 0 0 0% 0%

Chokwe 0 0 0% 0%Maputo 0 0 0% 0%

13 0 0 0% 0%

14 0 0 0% 0%15 0 0 0% 0%16 0 0 0% 0%17 8 14 35% 61%18 0 0 0% 0%

Maputo 0 0 0% 0%19 0 0 0% 0%20 21 2 91% 9%

21 0 0 0% 0%

22 14 9 61% 39%23 21 2 91% 9%24 0 0 0% 0%25 0 0 0% 0%26 DDA 0 0 0% 0%

Other 0 0 0% 0%27 11 10 48% 43%28 0 0 0% 0%

29 0 0 0% 0%

30 14 8 61% 35%

31 0 0 0% 0%32 0 0 0% 0%33 0 0 0% 0%34 0 0 0% 0%35 7 2 30% 9%

Animal pens?Testing and diagnosis laboratories?Did you receive any information on HIV/AIDS



Drinking point?Dip tank?





Increased knowledge due to extension service?Receive extension message by radio?Member of producer organization?Does extension service help with marketing issues?


Does extension officer ask about your problems?Does extension officer give answer to your problem?


Did you learn techniques from a demonstration farm?Do you know the effect of these products on food crops?







From whom?



Do you obtain seed or planting material?Do you have any loss when saving seed for nextyear?Were you taught improved storage of seeds?Do you obtain improved seeds?


29

APPENDIX VI: GAZA PROVINCE


30

Introduction


The provincial and district offices of the Ministry represent the leading edge ofall activities. It is here that the interface with the main clients (i.e. smallfarmers, farmer associations, community groups, local private entrepreneurs,NGOs, etc.) takes place. It is also here that the ground level impact of theprogramme will be visible. Therefore, as part of the end-of-programmeevaluation, interviews have been conducted in each province. In GazaProvince, an interview sampling of 68 people was used. This can be brokendown into the following groupings:

Group No. %DPA 7 700%DDA 12 1200%Subsistence farmers 35 53500%Farmers associations 2 200%Commercial farmers 7 700%Private traders 2 200%NGOs 2 3%Financial institutions 1 2%

Total 68 100%

The initial provincial meeting with the Governor of the Province allowed us tointroduce the issues the team was planning to analyze for the evaluationprocess and request co-operation of the Provincial administration. TheGovernor was particularly happy with the work of PROAGRI, citing therehabilitation activities that took place after the 2000 flood. The districtssurveyed were Chokwe, Bilene, Chibuto and Massingir. The field survey tookplace between 18 September – 15 October.


a. There are a number of environmental concerns at theproducer/community level. These are not being fully addressed throughthe current programme, as they are a complex mixture of economic andenvironmental issues. A flexible look at community alternatives is needed.


31

b. The decentralization process has been well developed underPROAGRI in Gaza, and is continuing through further transformations.This is allowing better community involvement in directing use of their ownresources, and more participation in the planning process. However, thereis a need to bring the communities even further into the drivers seat.There is concern that the process can stall at this point with officials afraidto fully release control of management to the communities.

c. The private sector is weak, but struggling to become somethingbetter. There is need for much more effort to work with the private sectorat the level of the field technician, and need for greater commitment towork with cross-sectoral policy issues at higher administrative levels ofprovincial government.

d. In general, financial management and procurement has improvedconsiderably since responsibility was moved to the local level. Latedisbursement of funds, though, remains a major problem. PROAGRImanagement is aware of the problem as it is a long-standing one, and isworking on solutions, but it must still be flagged as a key constraint.

e. A similar situation exists with the issue of monitoring: programmesat the provincial level are very weak, and tied to activity completion, notimpact. Efforts at the central level to redesign the process are in effectand some results were seen in the MINAG 2005 Annual Report releasedthis year, but these have not yet reached field level. Both attitudinalchanges and techniques need to be developed.

f. The PROAGRI response to provincial needs due to the 2000 floodswas appreciated. The flexibility to convert identified developmentprogrammes into emergency responses programmes played an importantrole in the rehabilitation efforts. There were some complaints of slowness,but these were the understandably impatient responses of people in direneed.



There remains confusion regarding the role of PROAGRI, even at the highestlevel. The Governor of Gaza Province himself was unsure about its ultimatepurpose and considered it a donor driven activity, not a national developmenteffort. Programme budget is simplistically compared to direct physicalproducts (cattle, vaccination shots, maize seed, fertilizers, irrigation pumps)and considered lacking in impact.

At the provincial and district levels, institutional reform is most clearly seenthrough the decentralization process, mainly in the planning, budgetmanaging and capacity development that clearly started in 2000. The staffsee vast improvement in the office’s capability to conceive, plan and carry out


32

appropriate activities. However, it is cautioned that it remains a process thatneeds occasionally revitalizing: they see continued resistance from the centerto let go of some of the identified functions. Likewise, the provincial office hasits own problems moving authority to the districts (example cited was housingconstruction).

An indication of some flexibility in the basic process was the PROAGRIresponse to the 2000 floods, which caused severe problems in parts of Gaza.Programme funds were converted to emergency use and support activitieswere developed utilizing these funds. Thus, the rehabilitation of strickenareas was completed much quicker.

The Arco Iris accounting software installed at the provincial level works well,making the major contribution to the Good Governance Objective inPROAGRI. The software generates proper reports to the province andMINAG. However, budget ceiling and delivery of funds remain a problem tobe addressed.

The DAF section has 20 staff. The head has a middle level qualificationtogether with the two accountants. The rest of the staff has a lowerqualification. It was noted that if the staff was qualified, the number could bereduced to about thirteen. It was accounting software.

It was reported that it was difficult to replace staff because of a poor rewardingsystem within MINAG. It was also reported during the survey that there wasno annual meeting to discuss the 2005 PAAO with the districts. The surveyteam verified bank reconciliations and observed that they were not dated.There is no fleet management system in the Gaza Province agriculturaloffices. The fixed assets register inspected was not updated and was notcomplete. The team verified the procurement no objection approved byMINAG on 6/04/05 for less than US$50,000.

There was official support at the highest provincial levels for developing thecashew factories in northern Gaza, as a market support programme.However, lack of funds has slowed the effort. Many blame PROAGRI for notproviding funds to support the programme. It is clear, though, that such anactivity would not have fit into the designated institutional reform aspects thatPROAGRI focused on.

Gaza has not progressed well in developing the market functions. It is still atthe stage of conceptualizing the process. Discussions with staff, however,indicate a low level of understanding regarding the possibilities. It is seen asa straightforward change to “not supplying farm inputs through thegovernment offices,” which severely understates the support that could begiven through public/private partnerships on an interim basis. This wouldsupport what is recognized as a weakly developed private sector throughoutthe province.

A low level of activity in the financial sector was observed. In 2005 somemicro-lending programmes for agriculture and agri-business was developed.


33

The company works with the DPA/DDA, but financial flows are yet only verylow and policy level co-ordination is lacking.

NGOs are very active in Gaza Province. There are about 15, which vary insize, but average about 12 in-field employees. Co-ordination issues existbetween the NGOs and MINAG, but experience is increasing thecommunication between the two as they find their areas of common concern.

Training on HIV/AIDS started in 2002. Both a Gender Awareness andHIV/AIDS Awareness programme has been established in the province.There is a designated focal point for each, who has attended seminars withthe Central Ministry programme and has designed workshops for presentationto the staff at both provincial and district level in co-ordination with theProvincial Nucleus to Combat HIV/AIDS (Ministry of Health). Progress inthese areas is good, although it was pointed out that these issues only startedbeing actively stressed since 2004.

Resources

Human resource capacity has improved during PROAGRI. The contractassistance brought in by PROAGRI has been important in uplifting capacityand increased training programming has been available for line staff. Thiscombined with increased work resources (transport, fuel, budget) hasprovided greater motivation among staff. There are issues aboutdevelopment of job descriptions and ensuring that staff are fully aware of thescope of their jobs. Fifty-seven percent of the interviewees claim to havewritten job descriptions, but closer questioning often shows these to havebeen written by themselves. DAF confirms this is the case for almost all staff.

During PROAGRI the level of contracted staff, and numbers of which havebeen subsequently absorbed into the main MINAG personnel system is asshown. By overall numbers, there was 33% contract staff in 2005, comparedwith 27% in 2002

Contracted1999-2005

Of which,changed topermanent

University(No.)14

(No.)8

Medio 93 46Secondary 12 0

Permanent staff have received nineteen scholarships as part of the capacitybuilding process. These are shown in the table below. Of these, eight haveconcluded their studies and returned to work at the DPA.


34

Scholarships

BSc Agronomy(No.)

7BSc Economics 2Medio level in Public Administration 10

PROAGRI also offered five short courses during the programme period, whichwere taken by 77 technicians from Gaza. Selection of participating stafffollows the training regulation guidelines of MINAG.

Course Participants

Rural Extension(No.)19

Public Relations & Secretariat 3Accounting, HR & General Administration 23Computer 26Management 6

In general, interviewees consider that financial management and procurementin the province has improved considerably since responsibility was shifted tothe DPA. However, late disbursement of funds is still a problem, particularlyat the beginning of the year. The evaluation mission inspected the books andnoted that disbursement for Quarter 1 was generally received in March andApril of each year. It was reported that the delays in disbursement disruptedthe districts activities. The team observed that there was no verification ofimplementation before the next disbursements were recommended for thedistricts. The provincial DAF accept the quarterly reports without question,and do not physically verify the expenditure with actual implementation.

The improved planning activity is considered to be an important developmentof PROAGRI. Local MINAG staff see direct results in terms of developingtheir own activities and being able to fund them. Greater experience in doingthe PAAOs has led to better input at the provincial level, but guidelines onPAAO content inhibit full development of local interests. The most seriousconstraint, however, is in the budgetary limitations – both the initial limitgranted at the end of the planning process, and the final amount received,which is usually less than the amount indicated. Both of these situationsrequire reprioritizing and elimination of some activity concepts.

It is felt that considerable progress has been made on the issue of landregistry. Time between application and approval is better (staff estimatesabout four months, but did not have documentation available for support). It isfelt that local administration tends to favour some applicants over others, butthis tendency is visible and is being ameliorated by public pressure (anindication that PROAGRI’s work in bringing community awareness of theprocess to a higher level, is successful).


35

The provincial survey shows good delivery of capacity enhancing tools underPROAGRI. One hundred percent of senior technicians have had access to acomputer for the past five years and eighty-six percent had access to internetand email for the past three years. Transportation for work is available to allsurveyed staff, but only seventy-one percent felt they had sufficient fuelavailable for their programmes.

Monitoring is carried out through an M&E Unit in the DPA’s Economic Section.Technical officers provide data for the reports but don’t see the information asrelevant to them, or able to assist them in doing their job better.

Most surveyed provincial-level technical staff had worked with TA duringPROAGRI. They rated it as very good for relevance and effectiveness, andgood for assisting in their day-to-day work and preparing them for new work.

District Assessment


The planning system introduced through PROAGRI brought significantchanges to the district level. The process involves all the local stakeholdersand includes joint development of activities. There is continuity of activities,as the first items to consider in developing the year’s plan is last year’sactivities: which need continuing; which were left out because of budget cuts;which are now no longer relevant.

The districts had developed good co-ordination in implementing food securityand relief policies. This is also a result of better community participation in theprocess of implementation.

The private sector in Gaza is not perceived as being very strong. This is inpart due to its low level of development, but also in part due to DDAs’reluctance to give up its traditional functions of providing full support tofarmers. This reactive attitude is understandable but needs to be adjustedthrough increased advocacy. On the other hand, there are also many staffthat have embraced the concepts and found ways to expand their capacity toassist development: agricultural and extension specialists who considerassistance to agro-industry as important as direct assistance to farmers.

Environmental issues started well: land use was established according to theenvironmental management legislation. Some interim activities are beingplanned and carried out (information on pesticide management, erosiontraining, etc).

Both gender and HIV/AIDS issues are being addressed by both the DDAs andthe communities as “important cornerstones of development.” The feeling,however, is that these expressions of support are token nods toward what isseen as a political agenda: real support would fall away in the face ofeconomic choices. It, nonetheless, represents considerable progress.


36

Resources

The district staff identified availability of resources as their main personalperception of PROAGRI impact. Beyond the training and equipment, therewas also the greater availability of funds to work with (i.e. more discretionaryfunds). One Director indicated his budget before PROAGRI was aroundMTn3 million per quarter, now it is MTn30-120 million per quarter. It is feltthat there is now a great deal more flexibility in the district’s capacity to makedecisions.

However, the level of record keeping is a great concern in most of thedistricts. When the team asked for specific financial records, the district staffshowed signs of panicking. Training in file management is needed to ensuregood supervision of resources.

Despite the increased resources, the districts also indicated that receipt offinancial resources remains a major concern. Disbursements were generallylate by about three months, particularly in the first quarter of each year. Thisis a common problem, but one that needs to be flagged for urgent attention bymanagement.

Procurement has been decentralized to the district level and works well in thedistricts that have good access (e.g. Bilene, Xai-Xai, Chokwe, Chibuto,Mandlakazi) to the central business centers (Xai-Xai, Chokwe, Maputo), butcan cause difficulties in those districts with poor access (e.g. Massingir,Chicualacuala, Massangena). These less well placed districts can end upspending much of their budget for purchases just trying to obtain three validquotes.

DAF says that all districts (eleven) received one vehicle and computers withnecessary peripherals (printers, etc): however, records are only availablefrom 2002 and show that most vehicles and computers were purchased forDPA, not the districts. Offices had been constructed in Bilene, Mabalane,Chicualacuala, Massangena and Chigubo. PROAGRI funds were also usedto rehabilitate dip tanks, dams and develop communal irrigation in Massingir,Massangena, Mabalane and Chibuto.

The district survey shows technicians have gained access to a computerwithin the last three years (83%) and generally (67%) have access to a fax.Access to internet and email is still not available. Most (67%) had gainedaccess to a means of transport during PROAGRI, but only one-thirdconsidered that they had sufficient budget for fuel to carry out their duties.These figures are an indication of the impact of PROAGRI at the level of fieldtechnicians.

Technicians in the districts indicated they had less knowledge of TA than wasthe case at the DPA level. Only about seventeen percent had worked with TAand only rated it as moderately good in assisting them to be effective in theirwork.


37

Monitoring of activities exists, but at a very superficial level. Staff do notdevelop indicators of activity to keep aware of their own progress. The mainform of monitoring is visits from provincial and central MINAG supervisors,which are more for management purposes then monitoring of activities. It isworth noting that all interviewees interpreted monitoring to mean ensuringactivities are carried out according to plan; none considered the need formonitoring if the activity carried out had the intended – or appropriate – impacton the community.

Producer-level Assessment

The producer survey in Gaza Province had a total of 42 respondents. Ofthese, one-third were men and two-thirds were women. This is as expected inthese communities, as off-farm labour in South Africa is a major part of theexisting economic scenario. This division is even more pronounced amongsmallholders, where 74% are women.

Only about seventeen percent of the respondents are commercial farmers,and only twenty-nine percent of those are women. The low level ofcommercial farmers in the survey indicates the lack of development of themarket infrastructure. During questioning, some commercial farmersindicated that they were unable to find markets for a good part of theirhorticultural produce and had to give it away locally or dump it as spoiled.Twenty-nine percent indicate that the extension officer assists them with somemarketing problems; eighty-six percent say they receive information onmarket prices from the service. Fifty-seven percent also receive thetechnological package of integrated pest control and pesticides from the DDA.

Ninety-one percent of small holders in the sample are members of producerorganizations, indicating a great need for collective community response towidely-felt difficulties. Eighty-six percent say the extension service assistswith marketing questions. Eighty-nine percent participate in rural input fairsand ninety-seven percent say they are now using improved seed.

The District Administration is highly influential in the people’s welfare and hastaken responsibility for their social and economic development in all sectors.It takes a lead role in facilitating the provision of sector services (health,agriculture, and education) to the rural areas. This is reflected in the attitudeof the people in what they expect from the government representatives.

The survey sample indicates that eighty-six percent of all producers(commercial and smallholder) feel that they have seen increased assistancefrom extension officers in the past five years. Seventy-nine percent feel thattheir problem was answered by the officer.

Over eighty-three percent of the survey used animal traction for farming.Fourteen percent indicate that there is now private veterinary services in theirarea and two percent say there is also other private services for animals.During the PROAGRI period, respondents indicate the following items were


38

constructed or rehabilitated in their area: drinking point (7%), dip tank (5%)and animal pens (31%).

On environmental issues, ninety-five percent said they had been apprised ofthe environmental dangers of pesticides, and sixty-nine percent had receivedtraining to prevent erosion. However, when economic issues clash with theenvironmental, local communities cannot yet put a stop to harmful practices:Gaza is the main supplier of firewood and charcoal to the booming Maputomarket, but the impact on the land is devastating. Large tracts are denuded,leaving it vulnerable to increased erosion.

Subsistence farmers along the water-rich Limpopo and southern areas havebecome established and access the DPA’s programmes, but those in the driercentral and northern parts of the province are very mobile. The environmentalproblems of shifting agriculture are well known but difficult to address withouteconomic alternatives.

HIV/AIDS and Gender Mainstreaming, and EnvironmentalIssues

Interviewees at the provincial and district levels indicate that the awareness ofHIV/AIDS and gender issues has grown over the past three years. 100% ofprovincial officers sampled and 75% of district officers sampled indicated thatthey now incorporate both HIV/AIDS and gender issues into their regular workprogrammes. There is an official office focal point appointed in the provincialoffice and each district office, who keeps other staff current with centralprogrammes and ensures continued local mainstreaming. Producers’responses also showed a high indication of HIV/AIDS messages arriving(98%).

Gender issues are being developed in the communities in a mixed manner.Only twenty-nine percent commercial farmers are women, but on the otherhand, women have a high level of representation on the management ofassociations. This would be supported by the indication that eighty percent ofthe survey sampling that were part of associations were women.

As indicated, MINAG officials believe they have incorporated gender issuesinto their programme. However, this most often means that both men andwomen farmers are fully included in meetings.

Environmental programmes exist, as the survey showed: a large number hadbeen given environmental training and information. A PROAGRI programmehighlighted the issue as an early activity; workshops were held and the resultsput into a handbook for reference, which is still in use. However, there remainareas where much more work with both advocacy and economic alternativeprogramming is essential.

Gaza Province has a large number of national parks, game parks, gamereserves and wildlife conservation concessions. This can be advantageous to


39

local communities as they will receive a portion of the income (20%) fordevelopment activities, and can develop subsidiary support projects fortourism (entertainment, food and lodging, etc). However, these alternativesare not progressing rapidly, and farmers complain about the increasing loss ofcrops to roaming animals without compensation. The local sense of beingincluded in the managerial process is lost.

Discussions with District Directors elicit the response that it is still early in theprocess, and inclusion of local communities has far to progress. Most are atthe stage of developing resettlement programmes for displaced smallholders.Some payments from the parks are being evaluated, but these will be in theform of investments in social infrastructure (schools, clinics, etc), decided bythe administration and replacing normal government expenditures, rather thandecided by community associations and focused on developmentprogrammes.

Importance of Impacts at User Interface Level

Although not well recognized at the level of the major agricultural component– the producer – PROAGRI’s reformation and support programmes havedefinitely been felt. Most producers surveyed indicated they have receivedmuch more support from the ministry field officers. The decentralizedplanning allows greater input by producers and other actors at the local level.District officers are also able to effect greater co-ordination among localstakeholders.

Farmers have expressed great difficulty in finding markets for produce, andtraders have expressed great difficulty in carrying out a commercialenterprise. Ministry technicians have forged some links with the variousprivate sector actors, but have no clear guidance on how to proceed inassisting in the development of the sector. There is no clear policy guideline,with associated activities and objectives, that the technicians can refer to.

Producers continue to look for free direct assistance from PROAGRI. Theyexpect, if it is an agricultural programme, then it must provide free seed andinputs, free tractors and irrigation pumps, free cattle and farm tools. Theseexpectations are what they have been conditioned to expect from apaternalistic government and humanitarian (rather than development) NGOs.MINAG’s institutional reform to a facilitator agency still is being fully absorbedby both the communities and the technicians working in the districts at thedirect producer interface level.


Despite the staff training and addition of contract workers, capacity at thedistrict level remains thin. This is inevitable, but can be forgotten in the pressof national concerns about moving to the express lane for development


40

issues. Furthermore, working at the community level means developing newattitudes and new perceptions of their own roles: this is no small task.

Continued support of established changes (financial management, goodaudits, planning processes, cross-cutting issues) is extremely important toensure the programme is well entrenched in the day-to-day activities of thedifferent sectors. These reforms are in place, but remain fragile.

The process of including community management into the various sectoralactivities (planning, land use, park supervision, etc) has shown some positiveresults, empowering communities to greater self-reliance. There is need tocontinue to support the process.

Perception is important to consider: people wanted rapid results andproductivity of farmers did not improve much, therefore PROAGRI was felt tohave little impact. However, the great range of institutional changes thatallowed MINAG to work more closely with stakeholders and work toward long-term goals in a better manner is not visible.

Environmental concerns need to be supported with projects providingeconomic alternatives.

There is an issue of sustainability that needs to be addressed by MINAG andPROAGRI over a range of concerns: capacity enhancement (vehicles andcomputers are not being maintained and need replacement), farmerassistance (concepts of equipment maintenance and eventual replacementare not well developed), community management programmes (discussionsof sustainable land use need to be initiated – an avenue of approach shouldbe developed), and cross-cutting issues (sustainability of all these newlyintroduced concepts are poor without continued follow-up and advocacyprogrammes).


41

Annex 1

Total Respondants 7


57% 29% 14%


100% 57%


71% 29% up to: 1 yr 3 yrs 5yrs100%


100% up to: 1 yr 3 yrs 5yrs100%


86% 14% up to: 1 yr 3 yrs 5yrs33% 50% 17%


86%


100%Did you have access to sufficient budget for fuel to carry out your work?


40% 60%


100%Where from?

MINAGHQ

ResearchCenter

OtherDepts

86%


57% 43%


100%


100%


71% 29%



new workassist.

effective

4.4 4 4 4.2received information averaged for answer

Provincial Analysis -- Gaza Province



42

Annex 2

Total Respondants 12


8% 17% 8% 42% 25%


58% 33% 14%


83% 8% up to: 1 yr 3 yrs 5yrs10% 90%


100% up to: 1 yr 3 yrs 5yrs25% 58% 17%


100% up to: 1 yr 3 yrs 5yrs


67% 33%


67% 33%Did you have access to sufficient budget for fuel to carry out your work?


25% 75%


75% 25%Where from?

MINAGHQ/DPA

ResearchCenter

OtherDepts

33% 42%


92%


83%


75% 8%


17% 83%



new workassist.

effective

3.5 3 3 3received information averaged for answer

District Analysis -- Gaza Province



43

Annex 3


Province: Gaza% men % women

Total Respondants 42 33.3% 66.7%% Comm'l % S'hldr yes no % yes % no

16.7% 83.3%1 36 5 85.7% 11.9%2 39 3 92.9% 7.1%3 35 7 83.3% 16.7%4 32 10 76.2% 23.8%5 39 3 92.9% 7.1%6 33 9 78.6% 21.4%

7 42 0 100.0% 0.0%

8 37 0 88.1% 0.0%NGO 0 0 0.0% 0.0%private 3 0 7.1% 0.0%

9 41 0 97.6% 0.0%10 34 0 81.0% 0.0%

NGO 0 0 0.0% 0.0%private 9 0 21.4% 0.0%

11 35 7 83.3% 16.7%12 16 0 38.1% 0.0%

Chokwe 15 0 35.7% 0.0%Maputo 3 0 7.1% 0.0%

13 40 2 95.2% 4.8%

14 40 1 95.2% 2.4%15 33 9 78.6% 21.4%16 37 5 88.1% 11.9%17 26 16 61.9% 38.1%18 2 0 4.8% 0.0%

Maputo 1 0 2.4% 0.0%19 35 5 83.3% 11.9%20 38 4 90.5% 9.5%

21 36 6 85.7% 14.3%

22 33 8 78.6% 19.0%23 41 0 97.6% 0.0%24 11 30 26.2% 71.4%25 38 4 90.5% 9.5%26 DDA 17 0 40.5% 0.0%

Other 19 0 45.2% 0.0%27 6 36 14.3% 85.7%28 1 41 2.4% 97.6%

29 14 27 33.3% 64.3%

30 29 13 69.0% 31.0%

31 3 39 7.1% 92.9%32 2 39 4.8% 92.9%33 13 28 31.0% 66.7%34 0 42 0.0% 100.0%35 41 1 97.6% 2.4%























44

Annex 3



Total Respondants 35 25.7% 74.3%yes no % yes % no

1 30 5 85.7% 14.3%2 33 2 94.3% 5.7%3 32 3 91.4% 8.6%4 30 5 85.7% 14.3%5 33 2 94.3% 5.7%6 30 5 85.7% 14.3%

7 35 0 100.0% 0.0%

8 33 0 94.3% 0.0%NGO 0 0 0.0% 0.0%private 2 0 5.7% 0.0%

9 34 0 97.1% 0.0%10 30 0 85.7% 0.0%

NGO 0 0 0.0% 0.0%private 6 0 17.1% 0.0%

11 30 5 85.7% 14.3%12 15 0 42.9% 0.0%

Chokwe 12 0 34.3% 0.0%Maputo 3 0 8.6% 0.0%

13 33 2 94.3% 5.7%

14 33 1 94.3% 2.9%15 29 6 82.9% 17.1%16 31 4 88.6% 11.4%17 20 15 57.1% 42.9%18 2 0 5.7% 0.0%

Maputo 1 0 2.9% 0.0%19 32 3 91.4% 8.6%20 33 2 94.3% 5.7%

21 30 5 85.7% 14.3%

22 31 3 88.6% 8.6%23 34 0 97.1% 0.0%24 7 27 20.0% 77.1%25 32 3 91.4% 8.6%26 DDA 16 0 45.7% 0.0%

Other 16 0 45.7% 0.0%27 3 32 8.6% 91.4%28 0 35 0.0% 100.0%

29 12 22 34.3% 62.9%

30 27 8 77.1% 22.9%

31 1 34 2.9% 97.1%32 1 33 2.9% 94.3%33 12 22 34.3% 62.9%34 0 35 0.0% 100.0%35 34 1 97.1% 2.9%

From whom?









Did you learn techniques from a demonstration farm?Do you know the effect of these products on food crops?












Drinking point?Dip tank?Animal pens?Testing and diagnosis laboratories?Did you receive any information on HIV/AIDS


45

Annex 3


Province: Gaza


1 26 100.0% 0.0%2 26 100.0% 0.0%3 26 100.0% 0.0%4 26 100.0% 0.0%5 26 100.0% 0.0%6 26 100.0% 0.0%

7 26 100.0% 0.0%

8 26 100.0% 0.0%NGO 0.0% 0.0%private 0.0% 0.0%

9 26 100.0% 0.0%10 24 92.3% 0.0%

NGO 0.0% 0.0%private 2 7.7% 0.0%

11 26 100.0% 0.0%12 14 53.8% 0.0%

Chokwe 10 38.5% 0.0%Maputo 2 7.7% 0.0%

13 26 100.0% 0.0%

14 26 100.0% 0.0%15 26 100.0% 0.0%16 24 2 92.3% 7.7%17 16 10 61.5% 38.5%18 0.0% 0.0%

Maputo 0.0% 0.0%19 24 2 92.3% 7.7%20 26 100.0% 0.0%

21 25 1 96.2% 3.8%

22 26 100.0% 0.0%23 25 96.2% 0.0%24 1 24 3.8% 92.3%25 26 100.0% 0.0%26 DDA 14 53.8% 0.0%

12 46.2% 0.0%27 26 0.0% 100.0%28 26 0.0% 100.0%

29 10 16 38.5% 61.5%

30 24 2 92.3% 7.7%

31 26 0.0% 100.0%32 26 0.0% 100.0%33 10 16 38.5% 61.5%34 26 0.0% 100.0%35 25 1 96.2% 3.8%

Other (inc. radio)






















46

Annex 3


Province: Gaza


1 4 5 44.4% 55.6%2 7 2 77.8% 22.2%3 6 3 66.7% 33.3%4 4 5 44.4% 55.6%5 7 2 77.8% 22.2%6 4 5 44.4% 55.6%

7 9 100.0% 0.0%

8 7 77.8% 0.0%NGO 0.0% 0.0%private 2 22.2% 0.0%

9 8 88.9% 0.0%10 6 75.0% 0.0%

NGO 0.0% 0.0%private 4 50.0% 0.0%

11 4 5 44.4% 55.6%12 1 25.0% 0.0%

Chokwe 2 50.0% 0.0%Maputo 1 25.0% 0.0%

13 7 2 77.8% 22.2%

14 7 1 77.8% 11.1%15 3 6 33.3% 66.7%16 7 2 77.8% 22.2%17 4 5 44.4% 55.6%18 2 50.0% 0.0%

Maputo 1 25.0% 0.0%19 8 1 88.9% 11.1%20 7 2 77.8% 22.2%

21 5 4 55.6% 44.4%

22 5 3 55.6% 33.3%23 9 100.0% 0.0%24 6 3 66.7% 33.3%25 6 3 66.7% 33.3%26 DDA 2 33.3% 0.0%

4 66.7% 0.0%27 3 6 33.3% 66.7%28 9 0.0% 100.0%

29 2 6 22.2% 66.7%

30 3 6 33.3% 66.7%

31 1 8 11.1% 88.9%32 1 7 11.1% 77.8%33 2 6 22.2% 66.7%34 9 0.0% 100.0%35 9 100.0% 0.0%

























47

Annex 3

Analysis of Producer Surveys: All Commercial Farmers


Total Respondants 7 71.4% 28.6%yes no % yes % no

1 6 0 85.7% 0.0%2 6 1 85.7% 14.3%3 3 4 42.9% 57.1%4 2 5 28.6% 71.4%5 6 1 85.7% 14.3%6 3 4 42.9% 57.1%

7 7 0 100.0% 0.0%

8 4 0 57.1% 0.0%NGO 0 0 0.0% 0.0%private 1 0 14.3% 0.0%

9 7 0 100.0% 0.0%10 4 0 57.1% 0.0%

NGO 0 0 0.0% 0.0%private 3 0 42.9% 0.0%

11 5 2 71.4% 28.6%12 1 0 14.3% 0.0%

Chokwe 3 0 42.9% 0.0%Maputo 0 0 0.0% 0.0%

13 7 0 100.0% 0.0%

14 7 0 100.0% 0.0%15 4 3 57.1% 42.9%16 6 1 85.7% 14.3%17 6 1 85.7% 14.3%18 0 0 0.0% 0.0%

Maputo 0 0 0.0% 0.0%19 3 2 42.9% 28.6%20 5 2 71.4% 28.6%

21 6 1 85.7% 14.3%

22 2 5 28.6% 71.4%23 7 0 100.0% 0.0%24 4 3 57.1% 42.9%25 6 1 85.7% 14.3%26 DDA 1 0 14.3% 0.0%

Other 3 0 42.9% 0.0%27 3 4 42.9% 57.1%28 1 6 14.3% 85.7%

29 2 5 28.6% 71.4%

30 2 5 28.6% 71.4%

31 2 5 28.6% 71.4%32 1 6 14.3% 85.7%33 1 6 14.3% 85.7%34 0 7 0.0% 100.0%35 7 0 100.0% 0.0%

From whom?























48

Annex 3Analysis of Producer Surveys: Women Commercial Farmers

Province: Gaza


1 2 100.0% 0.0%2 2 100.0% 0.0%3 2 100.0% 0.0%4 1 1 50.0% 50.0%5 2 100.0% 0.0%6 2 100.0% 0.0%

7 2 100.0% 0.0%

8 1 50.0% 0.0%NGO 0.0% 0.0%private 0.0% 0.0%

9 2 100.0% 0.0%10 2 100.0% 0.0%

NGO 0.0% 0.0%private 0.0% 0.0%

11 1 1 50.0% 50.0%12 1 50.0% 0.0%

Chokwe 0.0% 0.0%Maputo 0.0% 0.0%

13 2 100.0% 0.0%

14 2 100.0% 0.0%15 2 100.0% 0.0%16 1 1 50.0% 50.0%17 1 1 50.0% 50.0%18 0.0% 0.0%

Maputo 0.0% 0.0%19 1 1 50.0% 50.0%20 2 100.0% 0.0%

21 2 100.0% 0.0%

22 2 0.0% 100.0%23 2 100.0% 0.0%24 1 1 50.0% 50.0%25 2 100.0% 0.0%26 DDA 1 50.0% 0.0%

Other 0.0% 0.0%27 1 1 50.0% 50.0%28 2 0.0% 100.0%

29 1 1 50.0% 50.0%

30 1 1 50.0% 50.0%

31 1 1 50.0% 50.0%32 1 1 50.0% 50.0%33 1 1 50.0% 50.0%34 2 0.0% 100.0%35 2 100.0% 0.0%







Do you use animal traction?Do you obtain seed or planting material?Do you have any loss when saving seed for nextyear?














49

Annex 3


Province: Gaza


1 4 80.0% 0.0%2 4 1 80.0% 20.0%3 1 4 20.0% 80.0%4 1 4 20.0% 80.0%5 4 1 80.0% 20.0%6 1 4 20.0% 80.0%

7 5 100.0% 0.0%

8 3 60.0% 0.0%NGO 0.0% 0.0%private 1 20.0% 0.0%

9 5 100.0% 0.0%10 2 40.0% 0.0%

NGO 0.0% 0.0%private 3 60.0% 0.0%

11 4 1 80.0% 20.0%12 0.0% 0.0%

Chokwe 3 60.0% 0.0%Maputo 0.0% 0.0%

13 5 100.0% 0.0%

14 5 100.0% 0.0%15 2 3 40.0% 60.0%16 5 100.0% 0.0%17 5 100.0% 0.0%18 0.0% 0.0%

Maputo 0.0% 0.0%19 2 1 40.0% 20.0%20 3 2 60.0% 40.0%

21 4 1 80.0% 20.0%

22 2 3 40.0% 60.0%23 5 100.0% 0.0%24 3 2 60.0% 40.0%25 4 1 80.0% 20.0%26 DDA 0.0% 0.0%

3 60.0% 0.0%27 2 3 40.0% 60.0%28 1 4 20.0% 80.0%

29 1 4 20.0% 80.0%

30 1 4 20.0% 80.0%

31 1 4 20.0% 80.0%32 5 0.0% 100.0%33 5 0.0% 100.0%34 5 0.0% 100.0%35 5 100.0% 0.0%

Do you use the available technological packagesfor diseases of plants/animals?

Increased knowledge due to extension service?Receive extension message by radio?Member of producer organization?Does extension service help with marketing issues?Does extension officer ask about your problems?Does extension officer give answer to your problem?



Do you use pesticides?



Do you use animal traction?Do you obtain seed or planting material?Do you have any loss when saving seed for nextyear?Were you taught improved storage of seeds?




Do you obtain improved seeds?Do you produce improved seeds?

Is there in the area, a private veterinarian?Other (radio)







From whom?






50

APPENDIX VII: INHAMBANE PROVINCE


51

Introduction


The provincial and district offices of the Ministry represent the leading edge ofall activities. It is here that the interface with the main clients (i.e. smallfarmers, farmer associations, community groups, local private entrepreneurs,NGOs, etc.) takes place. It is also here that the ground level impact of theprogramme will be visible. Therefore, as part of the end-of-programmeevaluation, interviews have been conducted in each province. This report isan assessment the impact of PROAGRI I in terms of activities, and resultsachieved, relevance of policies, efficiency of the activities, effectiveness of theresults and the sustainability of outcomes in Inhambane Province.


Management capacity: Most staff at district and provincial levels did notidentify their needs in this area, however the need for training in managementof various areas from information and finance through to transport wasevident in most locations visited. Some of the management tools provided byPROAGRI I were limited in their application which frustrated many users.

Field managers and technical staff felt the discrepancy of no availableway of linking funds to activities and funds to results, was a majorinhibitor of sector development – particularly when too few resourceswere being used to serve various sub-sector needs, but that this couldnot be concretely demonstrated. The PAAO could not be used toanalyse the costs and benefits of activities or the impact of sectoractions.

Due to irregular fund disbursements, the PAAO had been carried out byDDAs and Provincial Services that were obliged to continue activitieswhere possible and run up debts.

Poor maintenance and management of vehicles due in an important partto the fact that funds for maintenance and fuel were irregular andinadequate, significantly shortened the effective lives of vehicles tobarely lasting through Phase I. This had a negative impact on theimplementation of planned district level activities.


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The issue of maintenance and management of agricultural machineryand equipment used by communities was not adequately dealt with byany of the sub-sectors, with potentially complex consequences.

Private sector capacity: The implementation of outsourced agriculturalservices, input provision, technical support, and ultimately in support ofcommercialization and/or processing of agricultural products by the privatesector was not strong or reliable. The results were that the quality, timelinessand responsiveness of services, products and actions were varied and difficultto control. The results of participation of the private sector were thus notalways predictable nor reliable. The agriculture sector had inadequate qualitycontrol, supervision and coordination capacity to ensure the best results on alarger scale. Inhambane’s innovative outsourcing pilot activities are a goodsource of lessons to be learned on the subject.

The weakness of the private sector in the province was a severe constraint tothe withdrawal from implementation foreseen for the government sector. Ifthere had been a more developed private service sector and trading network,then crop commercialization and processing would not have reached such acritical imbalance in relation to productive capacity and production of manycrops in the province.

Partnerships: Partnership with NGOs, though not as predictable andcontrolled as using the State extension services, can provide effective impactsat community level.

Decentralization: Decentralization within the sector revealed a number ofweaknesses in capacity at district level, but more importantly, the assumptionthat all districts could participate equally, was found to be false. Some districtsdid not have the operational and physical capacity established to place themon a level playing field with the others.

Relations with the District Administrations appeared to have been generallygood over the seven years of PROAGRI I. However the prospect ofdecentralized district services will probably increase the incipient demands forsupport with resources for non-agricultural sector activities. Theimplementation of planned agricultural activities depends on the dedicateduse of its already too few funds, but the reality of decentralization and thespirit in which it is implemented must be addressed directly.

Outreach capacity: The impact of extension networks at community level wasevident in the areas where they worked. The inherent limitations of their directoutreach capacity has produced various community service providers andgroups that act as linkages with other community members to spreadmessages and share benefits in the longer term. These community membersare involved in providing certain technical services and in some cases theirorganizations benefit members and their communities. Although theobjectives are pragmatic, such outreach strategies require continued supportfrom technicians (and donors). Once this support is lost, most groups andservice providers quickly lost their motivation and ceased their activities.


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In addition, the very high cost of doing wood extraction business has meantthat natural resource management committees with weak organisation, littlebusiness experience or support, have become one of the most vulnerableactors in the sub-sector. This situation points to the need to ensure adequatesupport for these groups as business actors for longer than has beenallocated to date

Regional specialists: These were created as an innovative reaction to theneed to be able to better respond to demand for services in the areas ofGeography and Cadastre (approvals of DUATs and land management), andfor Veterinary support. The initiative allowed lessons to be learned aboutwhen to decentralize and when it may not be advisable. The Geography andCadastre technical personnel were more able to respond to demand for theirservices, particularly on the coast where investors had enough capital to payfor transport and field surveys etc. DUAT requests from the interior districtswhere requestors’ money was not enough to cover transport over the longerdistances were much less frequently processed.

Veterinary services on the other hand, were much less effectively transferredvia the regional services. Demand for services was not concretized in aproduct such as the DUAT, nor were service requestors or other DDAsinterested in paying or able to pay to transport the veterinary technician toanimals. Hence the areas of impact were limited mostly to the district wherethe technician was based, and for the veterinarian in Mabote, even this isseverely limited inside the district.

Capacity development: Most contracted staff are in the age range for training,who when trained will become eligible for higher level responsibilities, and asis already happening, may have to return to their old jobs. The need to openup opportunities for positions for higher qualified personnel to occupy or, toprovide salary incentives to retain these people is foreseen to become a majorissue in the near future.


Progress and Results Achieved

Institutional Development

Very few staff in Inhambane were involved in the initial process of design ofactivities and identification of the equipment that the province would require toimplement PROAGRI I.

The PAAO was used from approximately 2000. Indicators were initiallyidentified in the districts through consultation with producers. PAAO annualplanning started out and continued to be a participatory process, however thematching of needs to resources was not carried out adequately, this led tofrustration and perceptions that the tool could have been designed better. Theevaluation visit to the province noted the dissatisfaction with the present


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PAAO format which is fixed and only allows changes to be made to activity /budget line item quantities. This it was found was not compatible to flexiblebottom-up planning in a sector that should respond to a wide variety ofcommunity needs.

In 2003, Inhambane was identified as the province with the best quality ofdata collected. Since then, in the opinion of the DPA they improved, andpersonnel from other provinces were sent to Inhambane to learn from thisprovince.

Systematic impact monitoring of agricultural trends over time is dominated bythe TIA managed from MINAG in cooperation with the provincial EconomicDepartment. Additionally, food security monitoring was maintained in alldistricts and information regularly passed to the province and MINAG forformulation of food security reports, and harvest and needs forecasts.

The collection of as much quantitative information as possible was attemptedby all sub-sectors. Activities were reported on but the systems for collectionexternal data depended to a large extent on community members’ reports oflivestock numbers, crop harvest figures and services performed for example.Where possible, the results were cross-referenced with input provisioninformation. However much of the basic data depended on the extent ofcoverage and contacts made by agricultural staff with community members,as well as the latter’s recall and registers, which did not always ensure theresults reflected as much of the reality as they should have done. As a result,the rise in production figures over the period of PROAGRI I for example, wasmore a reflection of better monitoring rather than better production. The samecan be said for the numbers for livestock, and cashew nut production andcommercialization, they are a reflection of the efficiency of the system forcollecting information and not necessarily what exists.

Routine monitoring and supervision were carried out by DPA sub-sector visitsto the districts, and once a year MINAG sent a multisectoral group and donorpartners to visit four or five districts in an ‘independent’ monitoring activity.

The sector’s functional analysis identified the need for more qualifiedpersonnel, and as a result 187 staff were contracted in Inhambane duringPhase I. Although human resource management was perhaps less wellorganised than it should have been, with only about 50% of its activitiesachieved in a year, the department took on new responsibilities duringPROAGRI, including provincial level structure decisions and staffing profiles.

No documentation centre was established at provincial level. The person whowas entrusted with this responsibility was transferred and the actions stopped.


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Extension

Over the period under review the extension network in Inhambane wastransformed; the contracts of the few basic level technicians that existed wereterminated. They passed to other sectors such as education, cottonproduction or joined NGOs. The upgrading and increase in numbers ofextension technicians in the service followed a very low ebb when in 1997 and1998, immediately prior to PROAGRI extension staff were at their lowestnumbers (see table below for 1998 figures). However the revitalisationinitiated in 1999 stimulated development of the extension services and onemore network was added in 2003/4.

Evolution of Extension Technicians in Inhambane Province

Description 1998 1999 2002 2003 2004 2005Extension technicians 9 40 31 31 43 38Team supervisors 4 5 4 4 6 6Network supervisors 0 2 2 2 3 3SPER technicians 4 4 5 4

All extension technicians were hired on contracts via PROAGRI during thefirst phase except for those transferring from PRDSA who moved across tobeing paid by PROAGRI with the same conditions as before. Extensiontechnicians like other technicians contracted at this time, when approved tobecome State employees will lose the subsidies used as incentives as part oftheir initial contract conditions, and may take reductions in salaries as well.

Extension staff during the period of PRDSA received additional benefits suchas housing which was not carried on through PROAGRI. However means oftransport were provided through the latter in the form of five motorbikes(2003) and some of the 28 bicycles (2004) and the shared use of the twentyone single and double cab vehicles supplied to the districts in Inhambanefrom 1999 to 2004. Unfortunately these means of transport were not wellmaintained, and the demands made of them, often in bad terrain, were high.

Training for medium level technicians incorporated into the extensionnetworks consisted of some 45 days of basic training, with follow-up of manyregular short courses to maintain their knowledge about new issues,techniques and technologies. All of the extension technicians met appearedsatisfied with the training they had received.

The monitoring and evaluation system is well structured via quarterly reportsmade by all extension technicians and compiled team reports made by theteam supervisors. The team supervisors send the compiled district reports tothe SPER. The extension sub-sector is well organized with regard to verticalaccountability. SPER and other technicians visit during the quarters, andthese are reported on in the supervisor’s report permitting a certaintransparency about the mobility of provincial level staff. As expected, more


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SPER visits are made to easily accessible districts or districts that must bepassed through to reach others, and significantly less to those further away.

Evaluation of community associations in terms of their potential sustainabilityand activities is made annually with a special form evaluating groupdevelopment. All other impact indicators are measured by final production persquare metre of crops. This indicator is considered the main final result of allthe agricultural education and support provided.

Reports at district level are not systematically organised and copies are notalways retained at this level. This means that it is difficult to trace progress ofan activity through reports at district level. When supervisors are changed, orextension technicians are sent to other districts, the knowledge about the pastis disrupted, and extension teams may find themselves repeating past errorswith community groups or other stakeholders without even realizing it.

The extension services expanded their approach and main messagestransmitted between 1999 and 2005. These varied by district / ecologicalzone, and according to priority or pilot activities taking place in differentlocations at different times. Overall however they tended to evolve from fewertopics in 1999 to a variety of messages in response to new policies, sub-sector responsibilities and initiatives in the province up to 2005. In 2004/5messages included key problem areas such as how to contact buyers toinform them about the location of produce for sale. However despite the highproduction of fruit, cowpeas, maize and even rice with no markets causedmany complaints from producers about why they have been encouraged toproduce more.

Technology packages were all designed by MINAG, but the DPA preparedlocal level guidelines for use, and the content for local radio programmes.

Extension technicians were themselves trained and then became involved intraining the groups they work with so that where relevant, these could becomeinstitutionalised as associations. Extensionists’ responsibilities for socialissues were supported at provincial level by a social sciences graduate whosefocus was to provide support to the development of producer groups.

Producer groups tended to depend heavily on the technicians who visitedthem. Many groups failed due to an inability to manage financial matters in thelonger term. Other groups left by outgoing NGOs and extension technicians,failed. Some were resuscitated by public and private extension networks,others, such as the groups created for food for work by the World FoodProgramme were deemed impossible to work with. Indeed the WFP wasasked not to continue working in some of the localities worst affected by foodinsecurity of Inharrime district precisely because of promoting attitudes ofdependency and expectations that could never be met in a developmentcontext.

Links of the extension services with research mostly focused on the onlyresearch station in Inhambane province, the Posto Agronómico de


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Nhacoongo. The Post works with extension technicians to carry out trials ofcrops that are better adapted for greater productivity or tolerance to drought orto fungi and diseases. These are often grown in demonstration fields ownedby contact farmers or occasionally producer groups especially in districtswhere extension networks and /or the Post can reach. Trials of newtechnologies have also included cassava processing machines and thechemical treatment of cashew trees in the province which were initiated andsupervised by INIA before transferring the responsibilities for greater uptaketo the provincial extension services.

The extension services played an important though admittedly weak role indisseminating information about market prices and they also promotedagricultural and livestock fairs for the sale of produce. The latter were verysuccessful where there was a market.

Cross-cutting issues were dealt with at different levels. Environmentalmanagement was probably one of the least well handled of the issues, whereit was usually seen and carried out as tree planting in schools and erosionprotection in schools. It was clear from implementation of questionnaires inthe districts that messages about the effects of insecticides and otherchemical treatments of plants and livestock were not well understood. Theinformal market sale of drugs in nameless containers, by people withoutspecialist knowledge of the area meant that when extensionistsrecommended that the users follow the instructions on the packaging, theycould not.

One of the extension technicians in the SPER is responsible forcommunication and HIV/AIDS and, together with the Economics Departmentis responsible for integrating gender into planned field activities. HIV/AIDSactivities were first taken up by SPER in 2000 when focal points wereidentified in every DPA. Despite not having received any PROAGRI funds forcarrying out specific activities (which were said to be ‘cut’ at the harmonizationphase of the DPA planning process), with CNCS funds in the main, and somelocal NGO partners such as GOAL, HIV/AIDS activities were carried out byDPA.

Gender was dealt with less directly. Awareness-raising regarding gender rolesand attitudes of men and women were less frequently dealt with by theextensionists although the SPER technician responsible for gender diddiscuss these issues in her work with producers. Overall, in districts such asInharrime where the majority of group members were women, their variousroles in productive activities were recognised, and it was this kind ofpromotion of their positions that was sought in other districts.

Research

The Nhacoongo Agronomic Post is located in Inharrime District, and since2003/4 became subordinate to the Chokwe ZRC. Up to that time, it wassubordinate to INIA concerning research, and the DPA Inhambane in terms of


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policy decisions, strategies and operating funds. The Post was part of thenational cashew research programme in the southern region up to the time itpassed to the ZRC in Chokwe under the new institutional organization of thesub-sector. Other zoo-technical posts that were part of the research system inInhambane were converted to breeding centres (Inhassune and Moabsa)where research has not yet been taken up again.

The shift of the Post’s subordination link from INIA to Chokwe ZRC wasaccompanied by much less timely delivery of funds for operation. In theopinion of Post staff, the Chokwe ZRC is more susceptible to resourceallocation shortcomings and reductions made at central level for research,whereas funding the province including research, was a priority, as it was alocal government function like any other service.

Up to now the ZRC does not appear to be operational for planning purposes.Activities carried out by the Post follow IAM’s general PAAO, but its prioritiesare guided by the five year National Cashew Masterplan for research intoimproved varieties and plant breeding. All staff are still employed via the DPA.It was noted that no staff member has ever been for training since arriving atthe Post.

New research is carried out at Nhacoongo for cashew productionimprovements, while all other the crops types produced are replicas fromother research stations. In 2006 the Post participated in the socio-economicassessment of chemical spraying in the control of Oidium anacardii. By2001/2 large scale spraying was undertaken through a user-pays systemwhere community service providers with kits supplied through credit linesperformed the actual tasks. Price fluctuations over the years were a result ofefforts to make the service more widely available to the poor and alsoreflected changes in the market price and the applications of subsidies. In twoor three years spraying had expanded to the whole province, with INCAJU theCashew Institute providing the inputs and partner organisations the extensionservices. The Post was responsible for training extension technicians.

Although ADRA has been a long term partner in the area of cashewdevelopment it was perceived as following its own agenda more than that ofthe public sector programme.

With regard to supply of seedlings of improved cashew varieties the Postprovided these according to identification of needs by the extension servicesin the districts.

Agricultural Production

Some of the main agricultural successes in the province in the last sevenyears have been identified by the DPA as related to the distribution,reproduction and adoption of improved varieties of cassava, pineapples,bananas, orange pulp sweet potato, livestock infrastructure construction andirrigation initiatives. New products have been introduced to some of the


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districts in the province such as the Irish potato and salad vegetables whichhave good local markets.

The commercial cotton sector in Inhambane is a good example of thedifficulties the private sector had in successfully developing cash cropindustries. Private sector reluctance to invest and the lack of capacity ofcompanies to assume the full responsibilities of growing cotton with theparticipation of local communities confounded all efforts up to 2005, whenAlgodão de Moçambique a joint venture company with mixed South Africancapital was attracted to invest. This company is apparently showing evidenceof commitment to the activity, it has bought and is rehabilitating a ginningfactory, it has mobilized machinery and seeds from South Africa andcontracted personnel.

The Cotton Delegate’s offices in the INCAJÚ building were rehabilitated andequipment and a vehicle purchased in 2005, at the end of PROAGRI I.

As has been shown, cashew production became an important focus forwidespread improvements with the aim of making crops more marketableduring Phase I of PROAGRI. From 1999 onwards, particularly with the start-up of spraying chemical treatments on the trees in 2001, propagation (2002)and development of nurseries with grafted plants (2003), andcommercialization monitoring PROAGRI funds assisted with the developmentof this area. Resources were used for training of extension technicians tosupport the area, and their mobilization. In 2003 trading in cashew nuts wasregulated, and operators were obliged to obtain a trading license and reporton trade flow. Over time the quality of this monitoring is improving, but whilethere is no incentive to register transactions, and the registration impliestraders should be paying taxes on their income, serious under-reportingprevails.

The most significant impact to producers at family level is considered by theDPA to be in Mabote. Efforts throughout the province focused on trying topromote producer group formation so that a stronger basis for negotiationcould be built up when the nuts were sold to traders, and also onrecommending ways to cut costs. The special problem of weak enforcementof regulations concerning the commercialisation of cashew nuts underminednot only monitoring of trade transactions in the sector, but efforts to raise thequality of the crops and promote formal sector development. The problem oftoo few local markets for agricultural products was also discussed in thesection above under extension.

Outsourcing in 2005 was carried out with Frutimel, a honey processing andproduction enterprise, and in 2006 the contract with the NGO ABIODES inconjunction with the company Family Fun will be signed for fruit processing.However during negotiations, final processing was seen as a private sectorundertaking and its development not appropriate for donor funding.

Frutimel did not require factory sized infrastructure for its honey processingactivity, rather it required adoption of fairly costly improved hives and methods


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of developing honey of acceptable quality for processing in honey processingcentres. So far, despite small design problems and the need to bring costs toproducers down further, this initiative is developing well. It is the only one offour outsourcing initiatives in Inhambane that has retained the full productioncycle in its contract, and is the only one which is advancing with less difficultysince its business rationale has not been inhibited as much by donor andgovernment requirements or limitations as in all the other cases.

Private sector participation in the provision of chemicals and other inputs, andvegetable seeds grew as these operators slowly gained confidence that therewas enough demand. Factors constraining the expansion of commercialprovision of inputs to producers included the producers’ own lack ofknowledge about what was available and in general about the management ofthe chemical control of disease of plants and animals, as well as their lack ofresources to purchase products. One of the reasons why bagged productswere sold and ended up without labels of instructions on their use, wasbecause the larger quantities sold by the manufacturers cost too much to beresold to producers without breaking them down into much smaller and moreaffordable units.

Pesticides, fungicides and other chemicals used for disease and pest controlwere all registered by the agricultural sector in each district and at provincelevel. All the chemicals were certified before use as recommended in thePROAGRI EIA, and they were usually only supplied to districts covered by anextension network to further guarantee their best use.

Another factor that limited the potential business returns on investing in adistrict such as Mabote, was that with the additional transport costs, it wasunlikely that the products could still be affordable to those who needed them.Alternative solutions used to date have been products taken on credit(insecticides for dipping to a private producer in Mabote, Actellic to twoDDAs), and supply to intermediaries. Traders in agricultural inputs are onlylocated in four towns where they claim there are adequate markets.

Certification of seed quality in Inhambane was not foolproof during PROAGRII. Vegetable seeds were cited by some end users and retailers as havingfailed. The responsibility for seed sales was not passed entirely to the privatesector. Indeed, the DDAs made scrupulous efforts to test acquired seed lots inorder to avoid germination failures. A lack of quality control of seeds soldthrough informal traders, and quality control problems with the suppliersthemselves were cited as some of the reasons for germination failure. Qualitycontrol problems also included seeds such as cowpea IIT18 packs whichwere mixed with other varieties (in 2004).

Control of disease in plants has been reasonably successful in Inhambaneover the past seven years, and for example the province has managed toavoid infection with the fatal yellow palm disease due to rigorous measures tocontrol imported plants. Oidium is controlled via genetic and chemicalmethods. IPM was not implemented except insofar as crop rotations werepromoted to impede disease replication in certain areas, physical destruction


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of some pests was carried out, chemical means and natural pesticides wereused.

Animal / plant health inspection points exist at Vilanculos international airportand Rio Save on the border with Sofala. Imported plants are verified, such asthe oranges and mangoes imported from South Africa which were for graftingand propagation in nurseries in Massinga and Vilanculos.

NGOs were involved in the replication of vegetative material such as theorange flesh sweet potato, pineapples, and bananas on the NGO’s own fieldsin localities where the communities they work with live. Private producers or atleast larger producers also provided their fields which were turned intomultiplication centres for cassava, pineapple or such like, and the productsthen passed on to interested neighbours.

Overall seed reserves grew in the province. Local producers of selectedseeds had these certified and sales at rural fairs increased. Jofane in GovuroDistrict produced Changalane maize which was certified and, following muchdemand was supplied to the whole province. Larger producers werestimulated directly by the DDA providing drought tolerant varieties forreplication.

Information on when to plant, management of crop production and rainfallforecasts was supplied via the DPA to the districts in mid-October each year.Some extension technicians claimed not to be aware of the forecastinformation service.

Small producers were encouraged to participate in commercial cropproduction in all districts visited, including cotton, cashews, copra and sugarcane, Matuba maize and some rice varieties, and peanuts. Markets for cropsonly extended to the processing of copra, coconut fibre and some cashewnuts with six processing factories in the province. A fruit processing plant iscurrently being constructed close to Maxixe. All districts except Panda andFunhalouro have small cashew nut processing operations run by associationsfor their own benefit.

It was widely recognised in the province that the problems of post-harvestconservation and processing difficulties were linked to lack of access roads,the lower bargaining level of producers in relation to the other market actors,and the fact that agricultural policy challenges the sector to influence otherkey sectors. However other factors were also important such as the creationand effectiveness of producer associations, the use and effectiveness ofimproved crop storage methods, and the use of insecticides if availablethrough the weak commercial network in the province. The relative scarcity ofmachines for processing cassava meant that only producers living close to amachine managed by an association or an individual producer really had achance of processing their produce. Family maize mills were fairly commoncloser to district centres among better off families, but industrial mills were fewin the province.


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Irrigation

The aim to maximise the use of water resources for agriculture has inInhambane been tested in most districts on a relatively small scale, and dueto problems of food insecurity in the province, partners have been on hand tosupport many of the developments. Based on studies made in 2001/2 andlater, it was established that the province has approximately 1,500 ha withpotential for irrigation (excluding areas for drip irrigation). Since 2001 effortshave been made annually to rehabilitate increasingly more of theapproximately 750 ha of existing irrigation infrastructure and around two thirdsof this area has been recuperated with canals cleaned and gravity andsprinkler systems established. The focus on irrigation in Inhambane waspromoted greatly by PROAGRI and other partners (FAO, NGOs, ItalianCooperation) working in the province. The major push was in establishingaround 30 small scale schemes of half to one hectare either operating withdrip irrigation or hand sprinklers from tanks filled by treadle pumps. Theseschemes brought vegetables to become commonplace in some of the aridareas that had never before been used to consuming them.

Most of the irrigation initiatives in Inhambane were classified as pilot with thereservation that they need to be improved. Of the three DPA staff responsiblefor irrigation, only one is trained in irrigation management and techniques. Theknowledge and experience among NGOs supporting the development ofirrigation schemes in the province was also uneven, and it was noted by DPAtechnicians that only FAO established good schemes in the province thatwere well designed, managed and potentially sustainable, an example ofwhich is Maramba in Zavala District.

When accompanied by poor quality technical inputs, the associations andgroups managing these systems have an even greater challenge facing them,and the likelihood of failure once support has been withdrawn is even greater.In addition, there was no real consideration of the environmental impact ofirrigation interventions and the drawdown on water resources (particularlysurface sources) was not mentioned.

Apart from lack of adequate expertise in the area, the irregularity of arrival offunds to invest and use for production from small irrigation systems, wasanother great impediment to their success. Progress in opening up newsystems and wider development of operating ones was hampered by thegovernment taking responsibility for providing resources, in the face of analmost non-existent private sector that was not interested in investing in thesub-sector. At the end of PROAGRI I it was the NGOs, that supported mostirrigation, association and production development. While the governmentdoes not have the capacity to ensure technical and management organizationchoices are viable, communities are still at risk of food insecurity, and assystems fail, will lose their trust in the promoters of these.

Information about the irrigation systems in Inhambane is not well managedwith records that are not updated, and information about the status ofoperation is not monitored. It would appear that for the sub-sector to develop


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sustainably, there is a need to seriously invest time in establishing bases formanagement, technical and social norms for system operation that are sharedwith all partners in the province, as well as some capacity developed to verifycompliance with these.

Livestock

The Provincial Livestock Services have 37 technicians, four senior leveltechnical staff based in the DPA, two regional veterinary specialists, elevenmedium level technicians in the districts, provincial laboratory, the statisticsdepartment and the Livestock Promotion Post. The remaining supporttechnicians are distributed through the districts and laboratory. Districtdelegates, section heads and regional staff are all medium level or highertechnical staff, mostly as a result of PROAGRI recruitment.

As part of the reform process, unqualified or staff nearing retirement wereencouraged to retire early. During the last three years of Phase I most of thestaff responsible for supervision of the dip tanks were retired through thisprocess. Dip tank supervisors were phased out and community managementof infrastructure and animal health services was phased in during PROAGRI I.However these community organizations are much more tenuous and usuallyless effective in collecting information about numbers of animals in thelocality, in disease vigilance, and in functioning as the linkage forcommunication with the district services. Interestingly, refresher training fordip tank supervisors still continued in 1999, and houses were rehabilitated forthem in Homoine for example.

One of the initiatives taken in Inhambane to ensure technical assistance wasdecentralized (though in the context of a shortage of technical staff), was topost two first degree level veterinarians to Mabote and Inharrime Districts withregional responsibilities. In practice the regional reach has been negligible inthe south and absent in the north and in Mabote the value of the regionalveterinary technician is significantly underexploited.

Institutional reform in the livestock sub-sector has resulted in the developmentof two outsourcing initiatives in restocking and animal traction promotion, andsystems for cattle commercialisation and processing. Outsourcing was astrategy never previously used by the DPA and the initiatives were treated aspilot projects. The pilot outsourcing process finally resulted in contracting oneNGO for the restocking and animal traction promotion activities, and a privatecompany contracted with a co-financing role for the commercialisation andprocessing activity. The NGO was weak managerially and an incompatibleuse of resources and without visible results during the first year ofimplementation meant that its contract was terminated.

The outsourcing technical committee comprised of CIPAGRI (for MINAG),DPA as the fund receiver and contracting agency, and the EU as donor,decided that a donor could not fund the construction and establishment of awholly commercial activity such as an abattoir, and this would have to be


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removed from the scope of work. Its removal lowered the level of confidenceof the company which also had to invest in the animal health, purchase,fattening and slaughter process. The construction of an abattoir is beingplanned and implemented separately with its own independent dynamic andtimeframe. The potential of these actions losing coherence and underminingthe viability of the outsourcing contract is an important disincentive for theimplementing agency.

During the seven years of implementation of Phase I of PROAGRI,Inhambane has promoted and raised the numbers of livestock (the number ofcattle has almost doubled in seven years). However the means of obtainingthese figures depend largely on how many livestock producers participate indipping and obligatory vaccination campaigns, for it is here that counts areperformed. In this respect figures are likely to be underestimations since thesub-sector only counts the stock brought and the recall of a stock-owner ofhis/her other stock left at home. If a stock-owner does not bring any stock forvaccination for example, his/her stock is not counted.

Total meat production in 2005 was more than four times greater than in 1999.The variety of meat sources and the growth in importance of meat from smallanimals has inevitably positively affected nutrition and food security. Theprocessing of small animals and birds is especially important since thebenefits of income from this activity tend to impact a greater number ofpeople.

During Phase I, introduction of cost recovery affected various aspects ofanimal health management. The use of dip tanks became more irregular afterthe middle of Phase I as responsibility for acquisition of the pesticide productand management of the tanks required organised community members toraise funds, acquire the product and enough water for the tank. Unfortunatelyticks are the most threatening source of disease in the districts, and the roundups of stock for dipping are the moments when diseases are identified.

Outside of campaigns for any of the obligatory vaccinations (anthrax andrabies), people have to pay for inoculation of their animals, whether dogs,cattle or other small species.

Newcastle’s vaccination has over the period of PROAGRI I become muchmore accessible with the use of a simple drip applicator that extensiontechnicians were taught to use to in order to expand the potential coverage. Inaddition, in Inhambane Vetaid trained community vaccinators to provideNewcastle’s inoculations. These actions had a very important impact on thecoverage of vaccinations and better control of the disease. However there isstill some resistance to the use of the vaccine in some areas because of its,albeit symbolic, cost (at 5MTn a chicken) and the need for re-vaccination.

A service provider can recoup costs and make a small profit of 100 MTn oneach bottle of vaccine if there is no spillage or loss. However with the generalreluctance to pay in some areas, and the complex attitudes towards acommunity member providing local services that must be paid for among


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neighbours, makes the guarantee of a reasonable income less sure. Despitemuch promotion for women to become service providers in Inhambane, fewhave taken up the role. Among the many reasons for discouragement areworkload increase, the lack of a guaranteed income and the need to travel alot.

Over Phase I NGO partners and communities have been active in assistingthe sector to rehabilitate and construct new dip tanks, public crushes andpens and other infrastructure related to animal management. Although it is notclear how many used PROAGRI resources or those of other partners, it isimportant to note that between 1999 and 2005 the total number of operationaldip tanks and crushes rose by about 260%.

The expected transformation of livestock-raising into a basis for business, forexample by helping producers learn to value animal health as a means ofraising the price of an animal for sale, was not really established very widelyduring Phase I of PROAGRI. The result is a repressed demand for animalhealth products and services in the interior of the province where most of thecattle owners live.

There are however some exceptions in Zavala, Inharrime, Govuro and partsof Panda District where cattle producers are more aware and able toparticipate in markets which has made them take the issue of animal healthmore seriously. These are the districts where there are examples ofcommunity managed dip tanks and crushes, and where some livestockowners have invested in water troughs. These developments have beenaccompanied by the establishment of private sector pharmacies in somedistrict centres that are accessible to the producers (i.e. in Inharrime).

Internally the livestock sub-sector has a very close coordination relation withthe unified extension services, particularly in planning and implementingNewcastle’s disease control measures – increasing the impact of this over theperiod 1999-2005 by reaching over ten times more birds.

Sub-sector development was highly hindered by the receipt of funds withsignificant shortfalls in relation to the quantity planned and approved. Inaddition the tardiness of arrival of funds meant that very often the inputsrequired for certain activities could not be bought and activities carried out.

At provincial level it was said that links with research were very weak.Research, it was explained, has very little knowledge of the needs in the field,and the SPP does not send information concerning these to any researchinstitution. There is very little communication overall.

The sub-sector paid its continuously growing annual income from theLivestock Promotion Programme to FFA. In terms of benefits from the FFA,some salaries were covered, Coche Livestock Promotion Post wasrehabilitated and some Nguni cattle were acquired for the post to train foranimal traction.


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The sub-sector had close coordination with the NGOs working in the area oflivestock (VetAid/Kulima, CARE, Malhalhe, AAA, AJOAGO, UNAC andATAP). Actions became more closely planned over time, with a greatlyincreased information flow. Many activities were financed and carried out byNGOs and latterly in response to identification of priorities established by thesub-sector.

Cross-sectoral issues were dealt with indirectly – no messages werespecifically designed for men or women livestock producers, but insteadefforts were made to target the small species health care and ownership towomen for example. HIV/AIDS was barely dealt with in 1999, but by 2005families with AIDS sufferers were identified to benefit from Newcastle’svaccinations for example, so that indirectly, their nutrition could be benefited.The Provincial AIDS Nucleus trained extension staff on how best to transmitmessages in the most sensitive way regarding improved nutrition and how topromote this.

Land Management

The most notable institutional change that occurred during PROAGRI I wasthe allocation with new terms of reference of Regional Geography andCadastre technicians to the north in Inhassoro, Inharrime in the south andMassinga in the centre. During the period two higher level and eight mediumlevel technicians were contracted for the sub-sector. This move todecentralize the services was well carried out and has in the opinion oftechnicians involved, expedited the processing of land use titles (DUAT). It isclear that the number of DUAT requests has slowly risen each year since thebeginning of PROAGRI so that the number received in 2005 is double thatwhich were received in 1999. Managing double the workload amongsignificantly more staff, has also meant that 55% of DUATs were approvedwithin the legal period of 90 days in 2004, and 62% in 2005.

The sector attributes the continuous rise in requests to the fact that theservices have been decentralized and demand is rising, that the State andpublic companies are organising the acquisition of titles for occupied land, andan improvement in the procedures in relation to the field visits and communityconsultations.

Evolution of the Approval Process of DUAT Requests

1998 1999

DUAT RequestProcess

Nr. Area(ha)

Nr Area(ha)

Nr Area(ha)

Nr. Area(ha)

Nr. Area(ha)

Nr. Area (ha) Nr. Area(ha)

Nr. Area(ha)

Nr. Area (ha)

Opened 226 12,394 231 51,125 134 7,046 273 58,531 360 57,736 404 186,832 404 78,486 488 5,271 2,294 445,026Approved 154 7,215 134 16,752 124 6,974 266 58,399 358 57,722 328 127,141 343 59,441 241 1,521 1,794 327,951Not approved 2 2 3 4 3 15 6 49 2 16 13 18 3 22 9 349 39 472Cancelled /Desisted

200220012000

23287 194 515.27 2 51506 14

Total 99-2005200520042003

Between 2004 and 2005 the number of requests approved fell by about 30%to half the number received. This has been attributed by the sub-sector to


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poor involvement of the requestors in putting together all the elements of theprocess for approval, different procedures in dealing with the edicts aboutrequests and management of requests by some Municipalities (Vilanculos -responsible for the largest number of requests in 2005) and some DistrictAdministrations causing delays.

The sub-sector acquired three computers, a vehicle and a high precision GPSvia PROAGRI I. The sub-sector has moved ahead with functionalimprovements by integrating the existing sub-sector data into the LAHS andthe LIMS databases all organised under a master register in Excel and inphysical form. Digitalisation of the provincial cadastre was almost concludedin 2005 (4,070 of the total 4,206 cases) and a back-up of this sent to theNational Land Directorate for entry into the national land registry database.The system for collecting taxes on land titles and land rates was improvedduring the period. In Phase I, staff were trained to operate and manage all thenew software and instruments and refresher courses were carried outwhenever the software was updated.

Although computer hardware and software was provided via PROAGRI, it waslamented that the equipment and programmes were not sufficiently ‘state ofthe art’ – for example ArcView is an old version. In addition the digitising deskis shared between various provinces, and Inhambane only has access to it forthree to six months at a time.

In terms of improving procedures the Provincial Services (SPGC) was of theopinion that the community consultation process has the potential to workeffectively as a safeguard for communities’ rights, and for this reason is avaluable tool. It was noted that one of the areas of difficulty encountered isthat the regulations do not apparently establish criteria for compensation forthe loss of property in the case of revoking land use rights. Along the coast itis not unusual to find double claims and land use plans that are not carried outwithin the stipulated legal periods, situations in which claims should berevoked.

To facilitate the more expedient use of time and resources, the SPGC initiateda partnership with the Agricultural Land Surveyors Association for plotdemarcation and inspections, as well as awareness-raising sessions aboutthe law and regulations. The SPGC also works with NGO partners atprovincial and district levels to raise awareness about the Land Law and rightsand duties linked with this and the regulations.

Map production capacity is limited at provincial level because of the lack of aplotter. The aim in 2006 to digitalize titles in each zone of the province anddecentralize the records to the respective provincial regions where possible,to help mitigate conflicts over land resources was little realized due tountimely fund disbursement. The SPGC was forced to reduce or cease muchof its mapping activities since the annual window for license renewal tooperate the Services’ three GPS closed before the funds arrived so thatavailable money could only cover the operation of a single one.


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SPGC is a member of the Multisectoral Technical Committee at provinciallevel and participated in the preparation of coastal management plans andstrategic environmental assessments of those areas. The services alsoparticipated as members in the preparation of the Strategic DistrictDevelopment Plans, and as members of the Provincial Tourism Forum. TheMultisectoral Technical Committee can also assist in cases where adequateconsultation may not have been made and conflicts are detected.

Requests for land use title data is disaggregated and monitored by the sex ofthe person requesting a land title. This allows a view of the trend of women’sawareness of their rights and assertiveness in making legal claims to use ofland. Data showing this discrimination was only found for two years andshowed an almost constant ratio between women and men at 1: 6. Thus forevery woman requesting and receiving an approved title, six men also do.

Conflicts over land were cited in 2003/4 as being over the sale of land userights, lack of knowledge about rights and responsibilities by communitymembers, local disputes between Mozambican nationals and foreigners notfollowing established procedures. By 2005, experience with the procedureshad produced new sources of conflicts that reflect the evolution of use of thesystem and regulations. Thus conflicts were identified as being caused bylocal communities complaining of lack of compensation for lost property, poorproperty reconnaissance at the initiation of a request process, communityconsultation being carried out with small groups not representative of thewider community, and with people who are identified with the communityleaders, lack of development and demarcation on ceded plots, and the sale ofproperty without due attention to third party interests. New situationsdemanded new capacities and measures. SPGC responded well in the pastand again in 2005 structured its strategic response to address the causes ofthese conflicts.

Cost recovery processes were continuously improved during PROAGRI I andby 2005 the DUAT fees and land taxes were established sources of income.Procedures to make land users aware of their dues were devised andupgraded over time. These ranged from newspaper advertisements todoorstep delivery. In 2005 systematic registration of payments andorganization of procedures for processing these as well as creating space forthe participation of private sector legal support for obligating non-payers tocomply were proposed.

Forestry and Wildlife

When MINTUR was created in 1999 staff in Inhambane were transferred tothe sector to manage the parks and reserves that became the domain of thenew ministry. The division between the Forestry and Wildlife sub-sector andresponsibilities of other sectors was, and still is, not completely clear. ForForestry there is still a lack of clear definition of responsibilities in relation toMICOA and MITUR, particularly in relation to management of ecologicalsystems for example. Regarding Wildlife, the responsibilities are blurred when


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there are animal:human conflicts as these are usually brought initially to DDAsor SPFFB first, even when they are related to a park and should go toDPTUR.

Priority areas of intervention in Inhambane through PROAGRI I were directedby the PAAO, and covered four main activities: licensing and inspection ofresource use, community management of natural resources, reforestation ofcoastal areas, and awareness-raising concerning the dangers of uncontrolledfires. The Sustainable Resource Use Project in Mabote and Inhassorofinanced by Finland was also a focus of provincial sub-sector actions.

During the period between 2002 and 2005 funds were reported as beingdisbursed late and in quantities that were so low that activities were severelyconstrained. During this period it was recalled that some two billion Meticaiswere budgeted for component activities in the province, and approximately20% of this actually received.

The profile of activities carried out in the sub-sector in the province in the earlyyears of PROAGRI clearly show that only the core activities of inspection andreforestation of coastal zones were carried out up to 2001 / 2002. PROAGRI-supported actions only started after mid 2002, with the installation of someradios in the inspection vehicles and posts, training of eight technicians inCEFE (training of business people in economic efficiency and effectiveness),and bee-keeper training and equipping of 20 individuals in Mabote andFunhalouro.

In 2001, resources from the off-budget Finnish Project facilitated theidentification and initiation of training and support to community naturalresource management committees (CBNRMCs). In addition, Finnish supportcovered activities prioritized by PROAGRI I. By the end of 2005 the sub-sector claimed that good progress towards its objectives had been achievedwith contributions from the two main financing sources – the Finnishgovernment and PROAGRI.

Throughout PROAGRI I, forestry exploitation was only carried out via simplelogging licenses which are not tied to any requirement for sustainablebeneficiation from the resource, with the result that some of the species ingreatest demand have been put under risk such as umbila. Despite promotionof the rationale and procedures for creating concessions, it was only in 2004that the first request for a forestry concession (58,000 ha in Panda District)was made in Inhambane. The process for approval was very slow, having tobe approved by the Provincial Governor and the Minister. Although thisconcession achieved approval, up to now it still has no management plan. Todate the SPPFB has 10 requests for concessions, three of which are ready topublish edicts.

In June 2002 a decree established new licensing fees and procedures forbecoming eligible for forest exploitation licenses. One of the results of thisdecree was that income from SPFFB activities in the province rose to be thehighest of all sub-sectors. This was mainly due to the income derived from the


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licensing of logging and other forest product extraction. The new fee ratesrose, and from 2003 onwards caused the number of operators and licenses todrop by around a quarter and a third respectively. Under the new licensing feesystem, even larger operators did not have enough capital to pay for thelicenses for the volumes of logs they cut, even in instalments, and the volumelicensed in 2004 also reduced to a quarter of that in 2002. Demand from theAsian market in 2005 was instrumental in raising the volume of logs cut. In thesame year however, the weakness of the inspection capacity was also madevery evident, as the licensed volume of logs was only 87% of the volumeactually extracted.

Licencing and extraction of forest products

Species2000 2001 2002 2003* 2004 2005 TOTAL

Nº logging licenses 97 36 35 28Nº operators 43 36 35 28

Chanfuta 3,620 6,860 9,620 3,127 23,227Umbila 150 655 850 250 1,905Mecrusse 700 560 770 521 2,551Others 895 1,585 1,065 1,350 4,895

5,365 9,660 12,305 5,249 3,568 4,437 40,5841,647 5,544 9,372 3,952 2,084 5,071 27,669

2000 2001 2002 2003* 2004 2005 TOTALNº licenses otherextractn

40 35 30 33

Nº operators 33 35 37 33Poles (esteres) Mecrusse 4,026 1,950 2,491 1,262 1,827 3,067 14,622Charcoal (esteres) 4th class 347 157Firewood (esteres) 5th class 4,612 366Total other actually extracted 8,985 2,473 2,891 3,815 7,541 15,446 41,150

* = Data only up to 3rd quarter of 2003 available for logging license volumes.

Total vol. of licensed loggingTotal volume extracted

Product type

Logs

Volume logging licenced (m3)

400 2,553 5,714 12,379 26,528

Volume other wood products extracted (m3)

Other forest products extracted under license including firewood, charcoal andpoles for construction have over time generally been extracted by a slowlygrowing number of operators producing an increasing quantity of woodproducts. This is mainly the result of awareness-raising among producers tolicense their activities or be fined for carrying them out illegally. The fines arehigh, inspectors have a good idea of locations of extraction, and as a resultmany operators have obtained licenses. A phenomenal rise in production offirewood and charcoal in 2005 - by about 140% - is a reflection of improvedsupply in relation to continuously increasing demand in Inhambane, Gaza andMaputo. Production of building poles on the other hand followed a downwardtrend in production due to the high licensing costs after 2002.

Facilities for wood processing in Inhambane are mostly obsolete, and mosttimber operators sell logs directly to markets outside of the province. A declinein the local processing industry has been continuous throughout Phase I ofPROAGRI. For example, in 2002 only 18 of the 22 sawmills in the provincewere operational. At the end of 2005 only 13 sawmills were operational, andonly sawed wood was produced. However, the volume of this sawed woodhas increased slowly over time, reflecting the more efficient equipmentinstalled by some of the operators.


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Inspections were organized in the province via fixed posts in five districts onkey roads used by transporters of wood products. With financing from FFA,the Finnish project and at the peaks of funding, via PROAGRI, a few mobileinspection brigades were reported to have also operated. Most apprehensionsin areas without vehicles were made following information from localinformants.

With regard to the benefits to communities from taxes levied for resource use,an inventory of communities eligible for benefits was only made in 2005.These were identified as communities organised in associations or informallyinto groups living in the areas where logging was being carried out. Prior to2005 the 20% of income from the logging licenses due to be paid to them wasincluded in the total income paid to the FFA and was not returned to theprovince. In 2005, the system changed and 20% of the payments for licencesin the province was retained by the DPA to be paid directly to the communities(in 2005 this was approximately 34 million Meticais).

Community management was reported to be guided and supported by the twoor three forestry inspectors in each district. They were charged with trainingthe communities to improve their knowledge and management techniqueswith regard to forest resources. By the end of 2005, 13 natural resourcemanagement committees and 32 community agents in the four northerndistricts had been trained and established to manage local natural resourcesand curb illegal use of these. Six of the committees had primary activities ofthe production of fuel wood, five committees production of building poles, andtwo committees for the extraction of logs. Seven of these committees werelegally recognized and held bank accounts for receipt of the 20% beneficiationfrom the payment of lumber and wood product extraction licenses.

Only in 2005 was income derived from fines and paid to FFA finally injectedback into SPFFB in support of the mobility of the inspection brigades. Thisresulted in a phenomenal rise in the number of apprehensions made (50% ofall fine notices emitted between 2002 and 2005).

During Phase I of PROAGRI forestry inspectors were trained in communityrelations and should have participated in six monthly refresher courses onprocedures. These courses included training for the head of the SPFFB andthe legal advisor attached to the sub-sector.

PROAGRI funds supported the reactivation of nurseries in 2002 in Tofo,Inharrime and Inhassoro by the DDAs. By 2003 the responsibility for thesehad been passed to private sector operators and the SPPFB reduced itsresponsibilities to monitoring and supervision. This experience was notsuccessful and after failures to meet objectives and non-payment of nurseryworkers, in 2004, the SPPFB took back direct responsibility for their operationthrough the DDAs and of subsequent reforestation activities through to theend of 2005. Although the majority of plants grown in the nurseries weredestined for reforestation of coastal areas being eroded, one of them wasfocused on producing plants for subsequent fuel wood supply.


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Resources

Material and Programme Resources

Agricultural development in Inhambane prior to PROAGRI was supported bydonor projects and some NGOs. In 1999 there were approximately fifteenprojects that were operational outside of PROAGRI. IFAD, FAO and theFinnish project’s activity programmes were integrated into the PAAOshowever their budgets were not, and they and the NGOs projects continuedas off-budget projects after 2000. Irish Aid’s funding continued as it had beenprior to PROAGRI, delivering funds through a provincial level mechanism tocover activities within the PROAGRI operating principles.

Most of the NGOs operating in 1999 still operate in the agricultural sector inInhambane to today. The international NGOs generally improved theircoordination over Phase I aligning their activities with PROAGRI priorities andto various degrees coordinating with the sector, but they remainedindependent of the government. They used civil society, their own technicaland extension staff and resources for implementation.

As new players entered the sector during PROAGRI, they were operationallyand strategically closely coordinated with the sector, for example: Kulimabecame a responsive financing partner covering shortfalls that prevented therealization of various activities in Mabote. World Vision took a similar role inInharrime while also supporting an extensive extension network and farmers’groups.

Many of the projects working with the sector during PROAGRI also providedmaterial resources and equipment including vehicles, motorbikes andinfrastructure. It was not possible to identify the weight of these inputs inrelation to those of PROAGRI, but it was evident that almost all of themotorbikes in the sector (the number of motorbikes tripled in the period) forexample, were provided from outside of PROAGRI.

The number of vehicles provided by PROAGRI during the period wasapproximately 27, which made the operational fleet 240% larger. Interviewedstaff reported that their effectiveness improved greatly as a result of theavailability of these vehicles, it was only lamented that they could have lastedlonger with better maintenance. Staff added that the computers and trainingprovided also contributed significantly to their improved working capacity.

Notably, decisions were decentralized to provincial level in the planning andfinancial management areas. New responsibilities assigned to the DPAincluded decisions on distribution of funds and other resources to the districts.

Overall it was the opinion of interviewed staff that the improvements broughtabout by having better qualified staff, training to upgrade others, andrenovation and minimally equipping the workplace has improved morale andpeople’s interest and commitment to work. The DPA has internet accessthough few people take advantage of it and the server is not very reliable.


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Interviews with staff about how restructuring could have been more effective,underlined that planning according to needs and then not providing resourcesto meet the needs for the actions had the result of spreading the resources sothinly that there was very little impact. Suggestions included focusinginterventions in localities or administrative posts according to availablebudgets. Indicators of actions that would alter the status or situation of thecommunity should have been identified to measure progress.

Financial Resources and Expenditure

The vehicle fleet that expanded by 240% as a result of PROAGRI funds, wassupplied by a fuel and lubricants budget that increased 87% between 2000when the acquisitions were started and 2004 when they were concluded 2. Inaddition to this apparent disparity between directly dependent resources, therise in the real cost of fuel over the period probably made the actual quantitiespurchased considerably less.

The cost of a vehicle doubled in the period under consideration too, makingpurchases later in the programme relevant in terms of being new and muchneeded, but by being purchased later, fewer could be bought with the samebudget. The budget for maintenance of equipment rose 40% in the periodunder consideration (in 1999 there was no allocation whatever however), andit is assumed that vehicle maintenance would have been one of the itemscovered in this budget line item.

According to provincial records, the value of all equipment includingcomputers, communication, agricultural equipment, and air conditionerspurchased at provincial level by PROAGRI was about 20% of the value of thevehicles purchased. While the value of construction and rehabilitation ofhouses and offices paid for at provincial level was budgeted at a level a littleunder the value spent on vehicles, less than half this figure was spent up to2004.

Given that so much was spent on the vehicle fleet, it appears that inadequatefuel and maintenance budgets at provincial level would have seriouslyundermined the impact of the fleet on field operations.

The budgeted amounts for other operational costs such as water andelectricity almost doubled during the period, probably as a result of PROAGRItaking a larger cost share over time, since actual expenditure on these lineitems rose around 160% between 2000 and 2004.

Budget ceilings for PAAO components were provided to provincial level byMINAG, and via consultation with the district directors, these were set for thedistricts by the provincial services.

2 PROAGRI funding in 1999 was not used to measure the growth since the budget not havingPAAO activities on which to be based, was very low.


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It was reported at provincial level that disbursements to the province throughthe Ministry of Finance were irregular and very often late. Transfers to thedistricts once decentralized accounts had been set up, were instantaneous asthey were electronic transfers to district bank accounts. Provincial staffidentified problems with the districts not providing their expenditure reports ontime and so delaying the process even further, since the system requires theprovince to present the provincial expenditure report to MINAG with input fromall district reports, and not before.

Up to 2001 major problems with the use and management of the funds werereported by provincial services staff interviewed. These problems were relatedto lack of clarity in the DPA about the criteria for management of the funds,and the significant expectations that abounded about the acquisition oftransport, equipment and furniture for DPA operation. After the middle of 2002the situation improved with the decentralization of fund allocations to theProvincial Services and the DDAs for sub-sector programmes.

It should be noted that with the adoption of SISTAFE in July 2006 the speedof processing expenditure reports will reducing from over a month to aninstant when the relevant parties are on-line. However the system will alwaysonly be able to operate on a provincial level as fast as the slowest district canprocess its expenditure reports and accounts.

Accounts and financial management are inspected by MINAG and ProvincialFinance Directorate (DPF). Internally there are four people who carry outsupervision and internal inspections. Eight people are involved in accountmanagement – two people managing PROAGRI, one person the State funds,one person managing the Irish account, two people on salaries, and one onrevenues. The procedures involve the requestor, the receiving secretary ofDAF, DE, DPA to authorise a request at provincial level, and back to the DAFaccount manager to make the payment. Throughout PROAGRI I all originaldocumentation accompanying accounts was presented to the DPF. Thischanged in July 2006, and now DPA is responsible for its own originalaccounting documents with copies being sent to the DPF.

It was reported at provincial level that the inventory was supposed to beupdated every three months. In reality updating depended on resourcesavailable, and it might only occur once every six months. The physicalinventory was registered with the date and the value of the item.

Since 2005 local procurement was guided by the Decree 54/05 and allmanagement institutions were set up for this. No problems with losses or non-accountability of funds occurred during PROAGRI I.

It was commented that the burden of replicating accounts registers was highfor the accounts managers – each had to register transactions and accountsin SISTAFE, ARCO IRIS and the obligatory physical books as well.


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Capacity Development

No international long-term technical assistance operated in Inhambane duringPROAGRI I.

The human resources management system in Inhambane used the PAAO forplanning activities and the SIP for registering staff data. However it wasexplained that the SIP had a number of limitations. A particularly difficultmanagement problem was the fact that the SIP is static, it does not keephistorical data. Once a person has died or left the sector, their data can nolonger be accessed. It is not possible to count therefore the number of deathsor retirements that occurred in a given period in the past. As a result all thedata on training needs, annual reports, retirements etc. was printed and/orcopied into other programmes such as Excel, and calculations andmanagement information maintained via printed sheets.

Training needs assessments were reportedly carried out via the heads of theservices or sub-sectors. The plans for professional training that would resultfrom these were approved at central level, and short term training wasapproved at DPA level.

During the period under review the staffing profile for the DPA changedaccording to the restructuring as expected. The number of medium leveltechnicians increased 309% and higher-level technicians increased 286%. Atthe same time some 50% of elementary and other unqualified technicalpersonnel were shed.

The figures concerning contracted staff are not completely clear andconsistent in various reports, however it can be estimated that 187technicians were contracted via PROAGRI and 93 of these are in the processof integration into the State apparatus. The largest number of technicians wascontracted in 2001, the majority of whom were medium level technicians. Onehundred and seven technicians contracted by PROAGRI applied to beintegrated in 2005. Three failed, and 76 of the approved technicians did notgain places. They are in the process of renewing their contracts and will notbe integrated as State staff immediately. The results of the 93 who gainedpositions were published in the official gazette early in 2006. The process isnow in the Administrative Court. Ten contracted staff were reported to havebeen automatically nominated for positions in the State system.

The full body of sector personnel in the province has 572 places and by 2005,412 staff occupied these. Eighty one people were legally released from thesector during the period 2001 to 2006. This was mainly the result of age limitsand reaching the end of their terms of service. Others who left the sectorthrough early retirement, expulsion, resignation, transfer and death totalled145. Fifty eight early retirement pensions were arranged for all those who leftbut only 12 pensions were provided for the 49 staff members who died duringthe period. Twenty six staff members rescinded their contracts during theperiod, though the reasons were not clear.


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Human resource management problems were reported as the lack of budgetfor the Careers and Salary System and the time taken for the process fromcandidature through to incorporation into the State system. The lack of fundswas reported to have been the main reason for the late initiation (July 2003),and subsequent irregular and lower numbers of promotions than should haveoccurred. Thus during the period only eight staff were promoted after placingthemselves as candidates for promotion. At the same time nine staff receivedautomatic promotions, 249 progressed within their positions, and 12 changedtheir career positions as a result of gaining additional academic qualifications.Between 2001 and 2005, 17 people benefited from formal training includingtwo for masters’ level and 10 licentiates.

It was reported by the sub-sector that among the problems faced by itincluded, lack of information about staff tenure, and the long period requiredfor processing pensions for the families of staff who died and also for earlyretirement pensions. In addition, is the fact that so many contracted staff arein the age range for training, who when trained will become eligible for higherlevel responsibilities, and as is already happening, will find themselves back intheir old jobs and become demoralized if no new opportunities arise. Theneed to open up opportunities for positions for higher qualified personnel tooccupy or, to provide salary incentives to retain these people were foreseen tobecome major issues in the near future. Already the funds available forsalaries and management of promotions are too few, the integration processis very slow, and the implications for the future look bleak. Interviewed staffcommented that restructuring might have managed to avoid the problemsfaced today by the sub-sector, if it had trained its own staff rather thancontracting from outside.

Other anomalies that make human resource management more complexinclude the existence of staff who have reached the age limit for employment,but who have not completed the minimum period of employment for them togain the benefits of retirement, a situation which arose with the contracting ofstaff outside of the State system prior to PROAGRI. Poorly qualifiedadministrative staff is another major obstacle to more efficient function of thesector.

Sub-sector terms of reference or definitions of responsibilities were definedafter a survey of positions carried out in 2004. This was confirmed in the smallsurvey of staff carried out as part of the present evaluation, though there wasa certain disparity in the cited sources of the job descriptions, ranging from theDPA, sub-sector service, the Ministry, to contract specifications.

Interviews further noted the general interest in learning English and increasingknowledge about computer use, planning and areas of technical expertise.Few people mentioned the need for management training, a reflection of thestill entrenched attitude of technical staff as being first and foremost technicalspecialists and not necessarily managers. All the heads of department, sub-sector or service interviewed had achieved promotion to the position duringPROAGRI I, most of these after 2003.


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Influence of Other Reform and Decentralization Activities on PROAGRIImplementation

The weakness of the private sector in the province was a severe constraint tothe withdrawal from implementation foreseen for the government sector. Thecotton sector tried twice to contract out its operations in the province duringPROAGRI I, without success for the various reasons identified above.Commercial links for the sale of plant and animal health inputs were limited tothe provincial centres of Inhambane and Maxixe, and key district centres onthe main EN 1 where transport costs were not so high. It is clear that if therehad been a more developed private sector service and trading network, thenissues such as crop commercialization and processing would not havereached such a critical imbalance in relation to the productive capacity andproduction of many crops in the province.

Decentralization of governance to the districts has been on the agenda formany years, and its roll-out has taken time, but during PROAGRI I theexperience of decentralization highlighted the benefits and some of thechallenges that will continue to undermine effectiveness for years to come.While the computerisation and systematisation of financial and managementinformation showed that it would probably be effective after the end of PhaseI, the difficulties of how to incorporate districts with severe logistics constraintsinto a system that assumes an efficient operational ambience and capablestaff were not addressed. In addition, the tendency towards sharing scarceresources at district level which is a reality in most districts, is likely to becomeeven further enhanced in the future as the new amalgamated District Servicesbegin to operate. It will be a challenge for the agriculture sector programme toidentify its position on resource use in the future.

District Assessment

Progress and Results Achieved


Interviews noted that despite the use of the PAAO, senior technical staff in thedistricts received no feedback on budget ceilings, activity expenditure reports(except for during the Coordinating Council meetings), and they were alsosometimes not informed about fund disbursements to the district. As a resultof knowing so little about how resources have been distributed and why, itwas observed that technicians found it very difficult to assess impacts and theeffectiveness of activities.

During PROAGRI I the districts were provided with responsibility forprocurement of small equipment and paying their operating costs in terms offuel, office materials, house-painting and minor repairs to vehicles amongothers.


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It was noted by some of the technical staff in the districts that one of the greatdifficulties is ensuring the extension technicians have sufficient understandingof the areas they have to deal with.

Extension

The annual extension planning process is based on the experiences ofproblems and priorities identified over the past year, and via consultation withcommunity leaders who also contribute to the prioritisation process. It wasnoted however, that planned activities may not actually be funded, afterbudgets are reduced during district and provincial level screenings.

In most districts NGOs working with the DDAs are invited to monthlycoordination meetings. They may, when it is warranted also participate in thebi-weekly sessions. There are admitted difficulties in working with NGOs.NGOs are involved in annual reporting and planning sessions at district level,though the level of shared information varies among the different NGOs.

The extension service in Inharrime is exemplary in terms of its organization,its role in stimulating coordination and decision-making regarding resourcesand messages among other sub-sectors. It was lauded by those within it andfrom the other sub-sectors as providing through the bi-weekly meetings heldfor reporting and planning, an institutional means of motivating all other sub-sectors.

Transfers to other districts reducing the numbers of extension technicians in anetwork had a significant impact on the capacity to maintain trust and helppromote development among producer groups. In Homoine District sevenpublic and seven NGO extensionists covered the district in 2004. This numberreduced later, so that now there are three public sector extension techniciansand one supervisor. Extensionists were shifted to cover the most important(productive) groups, others covered groups that had assets ceded to them,and yet others were left on their own. When ADRA’s extension support projectended, most of the 20 associations and groups supported by it, stopped tryingto obtain official recognition and stopped paying their membership fees andoperating as organised groups. In all districts visited, within weeks of groupsbeing abandoned by extension technicians, they tended to break down andcease their operations.

The fragility of producer groups was commented on and witnessed throughoutthe district visits, even when these had capacity built to become associations,they were still weak. The visited district with the highest number of extensionworkers was Inharrime with a total of 22 technicians, four of these beingsupervisors. Six of these are public sector extensionists and the remaining 16are from four NGOs each focusing in different areas: agriculture (WorldVision), cashew production (ADRA), animal traction and breeding (Vetaid) andassociation building (ORAM). Between them these technicians provideeducation, training and direct technical support to approximately two and a


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half thousand producers, over two thirds of whom are women in just over 100groups. Four of these groups are legalized associations.

After initially following a continuous expansion strategy to increase coveragein Inharrime, the extension services found that without follow-up, groupsquickly dissolved. They thus had to resort to fixed numbers of groups and theprovision of follow-up as a viable strategy.

In most areas, production has increased. Laments from producers throughoutthe districts visited were endorsed by the extension technicians to the extentthat in good faith the technicians had encouraged producers to produce moreand better quality produce – but this produce had no markets. No transportavailable for collection of pineapples and the solitary market of any size beingin Maputo, resulted in various years of pineapples rotting in fields. Citrusfruits too are left to rot when the market prices drop so that producers cannotafford to send them to Maputo for sale. Other food crops and cash crops runsimilar risks throughout the province as road access is poor. Producers alsoclaim that transporters, if they reach the producer, define prices for almost allproducts. The lack of post-harvest solutions for producers is a significantconstraint for extensionists whose messages must continue to appeal tocommunity members.

At district level cross-sectoral issues are dealt with in as practical a way aspossible: the approach regarding HIV/AIDS is to promote nutritional crops andtheir use to strengthen those affected by the virus. Talks are carried out onthese subjects by extension technicians together with NGOs and the healthsector, and condoms are distributed. GOAL an NGO working in Inharrimeworks with some producer groups by purchasing their products and supplyingthem to families living with AIDS. HIV/AIDS interventions began in Inharrimeand Homoine for example in 2004, after all provincial extension technicianshad been trained by the DPA.

Gender issues are not distinguished at the level of messages, however groupmembership and the position of women within these wherever possible arepromoted by public and private sector extensionists. Whereas thetechnologies for cassava processing have been easily assimilated by womenin Inharrime, in Mabote the technologies are dominated by men. Chemicalcontrol of disease in cashew trees by community service providers is mostlycarried out by men, and even women’s participation in pruning the trees issaid by the extensionists to be physically difficult for them, resulting in fewerwomen taking this up in Homoine. In Mabote however, women do participatemore in this activity and the association processing cashew nuts ispredominantly made up of women.

In Homoine, demonstration of the use of chemicals for controlling pests beforeand after harvests was claimed not to have been possible prior to PROAGRI,due to lack of resources for the acquisition of these products.

With regard to effectiveness, it was noted by the district extension teams thatdespite coordination with NGOs, their effectiveness in gaining the participation


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of producers is weaker than that of the NGOs. It was explained that this is dueto the additional resources which NGOs use to attract community participation(kits, inputs, demonstration models etc.) which the public sector does nothave. These important differences are some of the reasons why groups failafter an NGO withdraws at the end of a project, leaving its groups in theresponsibility of the public services.

The link of extension and research at district level is based mostly on requeststo the Nhacoongo Agronomic Post and distribution of seedlings (improvedcashew, citrus and coconut palms) to district nurseries and thereon todemonstration plots and producers. The distribution of cassava (1,571 m3 in2005/6) and sweet potato reproductive material (111 m3 in 2005/6) to droughtaffected districts has also been greatly facilitated by the direct linkage with thePost in Nhacoongo. NGOs have played an important role in the request andtransport of these materials to the districts where the linkages are then madewith groups and individual larger producers via the extension services fordistribution.

Research

Research at district level has had impact insofar as vegetative material forreproduction of improved plants and crops was obtainable from theNhacoongo Agronomic Post. This is the only research post in the province.

The Post is located in Inharrime where it has been pointed out women are themost numerous of the extension technician’s contacts. Women it wasexplained, are delegated by their husbands to spray cashew trees, reproduceseeds and process cassava flour. They were the most numerousbeneficiaries of extension and indeed of the work of the post in Nhacoongo.

Demand was created via a participatory process in which the Post spreadinformation about an improved variety for example by having field days inwhich groups gathered to listen and ask questions and see if the species orproduct fitted their need. Demand for drought tolerant cassava vegetativematerial and improved peanut seeds was created in this way. The methodwas proven to be very effective and the take up of these crops waswidespread in Inharrime.


Mabote is a good example of a district with many technical challenges due toits semi-arid characteristics, but since it also has no extension service itillustrates how operations are carried out without the apparent linkages madeby extension. Assistance to producers directly is very weak. The DDA has twotechnicians, and a single vehicle that is used by all sub-sectors including theDistrict Director and administration and finance. The resources for repair ofmotorbikes and fuel are limited, and as a result only one motorbike is


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operational. For a district far from active commercial centres, transportlimitations provide important constraints.

NGOs play a very important role in Mabote given that they are much moremobile, have more resources, and generally complement governmentstrategies for agricultural production. The DDA identifies areas of priorityneeds, and facilitates NGOs introduction to the communities. The DDA itselfworks with six producer groups, two of which are irrigated agricultureproducers. The INCAJÚ technician responsible for the cashew sector, hasover the period of PROAGRI seen a decline and rise of tree spraying serviceproviders. After a faltering beginning continued promotion of the activityresulted in demand for services, and now 17 operate in the district. TheINCAJÚ technician is trained by the provincial delegation technicians, and isresponsible for training the community service providers. Regarding thecreation of demand for improved species of cashew, the DDA worked with theDistrict Administration and local authorities to spread information about theadvantages.

The district received two small cassava processing machines in 2003 and2005. These were allocated to two larger producers. However repayment ofthe subsidised cost in instalments to the DDA has suffered as the district hadincreasingly drier seasons over the past three years, cassava productiondropped, and people also had less capacity to pay in cash for the service.

Although the DDA technicians try to make contacts with traders andtransporters to activate the commercial network out of the district it is noteasy. Many transporters and traders interested in purchasing cashew nutsoperate through the semi-formal system, of buying a license for operating,and then negotiating with producers directly to purchase the nuts fromcollection posts in the localities – usually at a low price due to the fact thatproducers do not carry out any selection of the better quality nuts. The nutsthat were treated against Oidium are mixed with ones which were not.

Mabote is a district that has had inputs fairs since 2002/3. These are designednot only to promote the production and sale of certified seeds by producers,but also to support the development of families who have fewer resourceswith subsidised tokens to purchase seeds, tools and other inputs. The fairshave limited coverage and benefits, thus about 1/7th of families in the districtbenefited from the subsidised tokens in 2005/6.

Pesticides are rarely used in Mabote. This is the result of the policy decisionrequiring that these be sold by the private sector, and their use should beguided by extension workers - both of which Mabote does not have.Occasionally Mabote DDA informally purchased and sold pesticides, thoughthe last time Actellic was made available in the district was in 2001. Some useof biological deterrents and crop rotation was used in the district, but not verymuch.

The DDA provides various seeds including vegetable seeds resold at thepurchase price and NGOs also supply seeds. Much of the vegetative material


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and some seeds are provided to contact producers where they are grown inthese people’s fields for replication and provision to others locally.

Irrigation

At district level there were no personnel met that had experience and/orqualifications with regard to irrigation. Comments were made in Mabote aboutthe limitations caused by having inadequate knowledge and experienceresources in the district. Neither the DDA nor NGOs had qualified supervisionstaff for the construction of small reservoirs or small earth dams with theconsequence that the infrastructures did not perform well. Without aguarantee that construction standards and norms are used, it is difficult tojustify the high investments in water management for irrigated agriculture –particularly very small scale irrigation.

To gain an appreciation of the relatively small scale of irrigation activities inInhambane, Inharrime district for example, has about 20 lowland areasappropriate for irrigated agriculture, but this is all carried out using wateringcans.

In most districts irrigation and drainage schemes in the lowlands withextension support to produce vegetables appeared to be the most successfulof the technical options. In particular these options appeared mostappreciated by groups located closer to markets for the vegetables. In areasfurther away from markets, or using drip irrigation or hand sprinkler systems indry areas, the lack of easy access to markets from these areas often meansthat much of the production is consumed by the groups locally, and income isnot sufficient to maintain drip irrigation systems. Most schemes with fairlyextensive investments in equipment are still supported by the DDA or NGOs.However, the sustainability of the schemes is an important issue that is notbeing adequately addressed.

Even the long established association managing 60ha of rehabilitatedirrigated land in Chidjinguir in Homoine District has been beset by problemssince the DPA ceased PROAGRI funded support for it in 2005.

In Mabote all the small scale irrigation schemes are new. The DDA and NGOshave been responsible for making seeds available for production throughoutthe year. Unfortunately however, it is evident that simple measures that couldprolong the life of the equipment used and which could reduce the costs ofirrigation are not being undertaken.

The demand for irrigation systems has risen so greatly as a result of thepositive experiences of producers in Mabote, that one of the projectsapproved for expending the first decentralized district funds (‘the eight billionMeticais provided in 2006’) is an irrigation system to be installed in the farnorth of Mabote drawing water from the River Save.


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In Inharrime about five treadle pumps were introduced with about three tanksfor irrigation through the DDA, and after a short while the systems wereabandoned. The groups using the systems complained that too much strengthwas required to fill the tanks. The systems were never used again. NGOsworking in Inharrime found the same problem and also had to abandon theuse of these pumps.

Livestock

At district level animal health was initially separated from the other livestockservices (improved production, animal traction and extension). The link withextension occurred during PROAGRI, and was said to be much in need.Extension workers in this sector were seen as being an important means ofproviding legal advice to communities about animal health regulations etc.The majority of producers were perceived as having little idea about theseregulations.

The lack of knowledge about funds allocated to the sub-sectors was felt to bea limiting factor by senior technicians at district level, particularly having noavailable way of linking funds to activities and expenditure to results. This wasseen as a major inhibitor of sub-sector development – particularly since it wasfelt that too few resources were being used to serve sub-sector needs.

Two of the districts visited have resident regional veterinary healthtechnicians, both of whom expressed the limitations of their postings withoutany transport. During Phase I of PROAGRI they had no vehicles and couldoffer little additional value to the quality of services in their regions ofresponsibility. Impacts were only felt in the districts in which they were posted.In Inharrime more NGOs operated in the area, more producers had vehiclesand there was in general, easier access to most of the district than in Mabote.Even in Inharrime however, some zones were only visited once a year, andthis only when vaccinations were being carried out.

The sub-sector has however become more responsive to producers over theseven year period, and the veterinarian in Inharrime for example, since he hasno transport and no outreach capacity himself, has a day of the weekspecifically devoted to receiving questions and advising producers on how todeal with problems. This kind of regular open day in Inharrime, andcommunication via local radio (Homoine) and provincial radio for sending outspecific messages are appropriate responses to the limited resourcesavailable for transport.

Community participation in message definition is non-existent, as these aredefined by the SPP. However, it was noted that in some areas communitymembers take decisions concerning dip tank water changes and purchase ofdrugs.

In Inharrime and Homoine the regular reporting and planning sessions held inthe DDA and led by the extension team supervisor are a key tool for the


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provision of information to the sub-sector on the number of families assisted,animals counted, vaccinations and treatments carried out. All participants inthese meetings noted that they were extremely effective in ensuring thecoordination of all sub-sectors in the DDA. As noted in Inharrime, theextension supervisor’s role as the bi-weekly facilitator of the meetings, ‘is themotor for all of us’.

Homoine District has community animal health promoters and communityvaccinators (Newcastle’s) trained by Vetaid and Kulima. These buy theirmedicines from the DDA and sell their services from there onwards. Thissystem functions because of the proximity of Homoine to Maxixe andpharmacies. In fact the system of community and private management of theseven dip tanks and approximately 20 crushes and pens for sprayinginsecticide in Homoine also operates reasonably well, although one or two ofthe tanks are still looked after by sector staff. ADRA contributes extensionstaff in two Localities in Homoine that also assist with transmitting livestockhealth and management messages.

Obligatory anthrax vaccinations for cattle are provided free of charge and allefforts are made to encourage livestock owners to bring their cattle, howeverthere are still areas where the distance is too great to bring stock and peoplestill do not see the benefits of vaccination. Many of these are in Mabote andother districts without extension services where it is difficult to ensureadequate outreach and coverage.

The dependence on NGOs for collaboration and outreach services in thedistricts is great. Community animal health promoters and vaccinators arehighly dependent on the NGOs for stimuli (work kits etc.) and also onavailability of drugs from pharmacies, NGOs or the DDA. Where drugs exist,and in districts where the extension networks operate (this was also verified inHomoine) communities tend to continue managing dip tanks and otherresources. In Mabote however, the situation is very different.

In Mabote, community members are not as interested in managing dip tanksor animal health when they cannot easily replenish their stocks of insecticidesetc., when no NGO or the DDA visits them regularly to support them withadvice or drug stocks, and where there is less circulation of money in generalfor the purchase of services than in many other areas. With no local pharmacyand access to one being over 200 km away, there is little incentive to take upsuch responsibilities.

There is a pernicious attitude of dependence that still exists among manycommunities in Inhambane. Lack of collaboration if services are not providedfree is an effective instrument for frustrating development where there are noextension services and poor coverage of the area by existing technicians.Sometimes vaccination campaigns for cattle and chickens have to be reruntwo or three times in Mabote due to lack of attendance; sometimes as a resultof uncooperative local leaders, other times as a result of lack of demand.


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Mabote is an example of a district where it is claimed that up to today no-onelives off cattle, where there is no ambition to strategically build up herds forsale, and where the majority of cattle are still inherited. This situationpersisted through PROAGRI I. No dip tanks were constructed or rehabilitateduntil 2006.

Inharrime may not have many cattle but the main EN1 highway runs throughthe district and cattle transport to the slaughterhouse in Maputo requireslicensing. This is a source of income to the district. Inharrime was involved in2005/6 in constructing and rehabilitating drinking troughs. Homoine wasinvolved in this rehabilitation earlier on. However, in none of the districts hasthere evolved any means of diagnosing disease. The provincial laboratory istoo far, communications too poor and transport non-existent and there is noway of stopping people from eating meat from sick livestock.

Links with research are only activated if there are disease outbreaks or newphenomena to be understood: for example INIVE has visited districts toinvestigate and monitor the prevalence of various diseases over the pastseven years.

With regard to gender, the livestock sub-sector has tried working with women,but without much success – many times women are selected as community orgroup representatives to carry out certain activities, and after a period of timeeither a husband takes the woman away or she marries. However inInharrime, where support to promoters is greater through NGOs and thestimulus of the new extension network in 2003 promoted women’sparticipation in livestock related activities more strongly, to date,approximately one third of promoters are women. The sub-sector has seenmore general success with women in cattle rearing. Among families who havenever had cattle, a technician observed, women are the most careful owners,they spend more time with the animals in the field than men. The challenge isto involve more women in cattle rearing.

Land Management

Most of the requests for title come from coastal areas where there is greatcompetition for land use for habitation and various aspects of tourism,particularly in Vilanculos. The interior districts, particularly Mabote, have veryfew requests, and in 2005, no titles approved whatever. In 2005 for example,the technician was requested to leave Vilanculos where the number ofrequests was 115, to attend to two new requests in Mabote in 2005. No onein Mabote advanced funds for transport to the district and the technician foundit difficult to go there. This is a stark reflection of the demand and capacityimbalances in the province.

Decentralisation to regional technicians is a transitional measure until enoughstaff are available for them to be distributed to each district. The proximity ofthe technician to the requestors in some cases has helped procedures and itwas reported that a request for agricultural land use can sometimes be


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processed in 60 days. The technicians are dependent on the requestors oftheir services to provide them with transport and cover the costs of their fieldvisits. This system works reasonably well in areas where the costs areaffordable – i.e. close to the technician’s base. Since it is more expensive toreach districts to the interior of the province, and the regional technicians arebased along the coast, of the total of 11 new requests in 2005 from the threeland-locked districts, three were approved and one not approved. The level ofresponse is just over one third of the total, which is less but not significantlyso, than the average of 49% for all districts.

It was noted by the technical staff, that it is often the collaboration with othersectors that tends to hold up the process of putting together all the requireddocuments. For example, the need for no-objections or technical opinionsabout requests from the Tourism sector or the District Administration prolongsthe process.

It was remarked that there are generally less conflicts involved in demarcationwithin town boundaries, which may be a reflection of the fact that most land isalready attributed in a town, or to the fact that more people are aware of theirrights and responsibilities in these areas. Despite the NGO ORAM workingwith the DDA in Homoine throughout PROAGRI I in raising awareness aboutland rights, and in the formation of legally recognised associations to claimlegal rights to land they occupy, it was noted that there were hardly any landuse requests or titles registered in the district during this period.

In Mabote where, like Homoine there is also no technician, requests are keptin the district waiting for the technician’s visit. They are then left behind whenhe returns to the coast meaning that although in 2005 only two new requestswere made for example, an accumulation of others from previous yearsactually existed, making a total of approximately 10 or 11 being held in thedistrict. Payments must be carried out in Vilanculos where otherauthorisations are made for the procedures to move ahead. Most peoplerequesting titles in Mabote, lose interest when they learn that they have to goto Vilanculos and perform a number of tasks that must be paid for. They judgethat they lose money and time doing this, and would rather not. So the filesaccumulate due to inaction.

The regional technician’s visits to Mabote, usually lasted approximately threedays, and occurred about twice a year, though they should have occurredonce a month.

Whenever community consultation was carried out efforts were made by thetechnician to raise awareness about the land law, and people’s rights andresponsibilities. However, in Inharrime in 2005 they invariably failed. Theregional technician required technical support from SPGC higher leveltechnical staff and from the District Administration for these occasions.Forming this group proved difficult to achieve, and as evidently the activitywas not a priority for the others they did not appear for the meetings. Thiscaused negative attitudes in communities, and a certain amount ofantagonism between those involved.


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Inspections of property developments were also carried out, and for theseactivities the regional technician in Inharrime depended on SPGC transport.The technicians in the north and centre tended to be more mobile, and alsocarried out such inspections while performing other duties, since most of theproperties were fairly close to one another along the coast. Results ofinspections in the districts in 2005 showed that approximately half of thecases visited that were provisionally authorised for development, actually hadno development whatever established. One third of them had somedevelopment but not according to the approved plan, and approximately 60%of the plots inspected were not demarcated. The result of thesetransgressions and others was the notification of 62 land users that their rightshad been terminated.

In order to simplify claims without recourse to digitalised sources, and prior todigitalisation being decentralised to the districts or regions, draft drawingswere made for all titled land. Technicians could use these with new requestorsto mitigate any potential conflicts. The technician in Inharrime was of theopinion that the new regulatory framework had simplified the procedures andmade it easier to mitigate conflicts.


Two districts were visited with no logging and only the use of forest productsfor fuel, and one district with active logging and extraction of other forestproducts. The districts with no logging activities had four inspectors(Inharrime) and one inspector (Homoine). In Mabote there was one forestryinspector, a second one had been transferred and his substitute was awaited.Inharrime (and Homoine) had no source of income from sub-sector activitiesexcept for the fuel wood and charcoal transport levies. Inharrime has twoposts on the main EN1 highway manned by police and forestry inspectors todetain illegal transporters of logs. However success was reported to be rare,and more than a month might pass without one truck being apprehended.

Forestry and wildlife personnel it was reported are provided with annualrefresher courses. It was found that the single inspector in Homoineparticipated annually, while the inspector in the Mabote claimed not to haveever participated in such training. In addition, the latter noted that there wasno training on community involvement carried out by the province.

In all districts visited it was reported that activities were severely limited due tothe lack of transport (none of the districts visited had transport for sub-sectoractivities). None had received funding for budgeted activities, except foroccasionally one or two days of per diem expenses per year. However two fullsets of the uniform worn by FFB inspectors were reported as having beenprovided in 2004.

In Homoine and Inharrime no NGOs or private sector were active in the sub-sector. No natural resource management committees existed, allegedly


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because there was no need, since there were no licensed extractors of woodproducts who would provide beneficiation to any communities.

Interviewed personnel in Homoine and Inharrime spoke of their awarenesscreation activities regarding uncontrolled burning of vegetation, and the lack ofimpact of these. In Homoine it was explained that although it is rare that it canbe proved who burns vegetation no-one is ever reported anyway becausemost of the land has an ‘owner’ and once a transgressor knows thatpunishment is one year in jail, most antagonists sort out the issue betweenthem. Where the traditional leaders do not know the penalties, they do notbother reporting such cases anyway.

FFB personnel tend to only apprehend illegal operators by reacting tocomplaints brought by trained community monitors or information provided byinformers (who receive approximately 10% of the eventual fine). They rarelyhave access to transport and despite good incentives in terms of benefitingfrom a good percentage (around 38%) of the fine, the conditions of operationare not conducive to success. It is only the fact that the fines for illegaltransport of goods are so extremely high, that encourages traders andtransporters to pay the official levies for transport. The only way to force thepayment of fines is the confiscation of goods until the fine is paid. This iscarried out where feasible in Mabote, however fines posted for activitiescarried out by local people without transport whose products are confiscated,are almost never paid, since they are not affordable.

In each district visited the DDA had a nursery of young plants for reforestationon its premises. However as was pointed out in Inharrime, since this activityrequires community participation in transporting the plants, which does nothappen, the only areas supplied with plants are schools and coastal areas indanger of erosion where government transports the plants.

Regarding conflicts between people and animals, in Inharrime and Homoineexperiences of hippos and other smaller animals destroying crops hasinvolved the services over the years. In Inharrime the reaction was to identifya local hunter and authorise this person to collect and use a gun kept by thepolice command in the event of the need to kill an animal.

Mabote was the only district visited with a broad experience of communitynatural resource committees all of which had been created and supported bythe Finnish Sustainable Resource Use Project. Unfortunately since the projectended in mid 2005, all of the five committees in Mabote and along the mainroad to Mabote in Inhassoro district, except one, ceased to operate followingpoor financial management and subsequent loss of funds. Even one othercommittee which initiated on its own, maintained good leadership and fundmanagement, ceased to function after two years due to lack of money.

The dynamics of operation of these committees depend on a very welldeveloped capacity to manage funds and human resources, because theneed for capital is high simply to continue operation. The dividends are alsohigh for those that can make it through.


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Although proven to be fairly robust, the single surviving committee like somany other community groups, requires continued support services long afterits constitution and mobilisation of activities. Gauging how and when toprovide such support with scarce resources, and no extension assistance is achallenge that tends to overwhelm Mabote DDA with its self-reported scarceoperational resources.

Resources

Material and Programme Resources

Since government and PROAGRI funds were never enough for the volume ofactions planned each year, complementary funding was seen by the DistrictDirector of Mabote as an essential factor in bringing the sector closer toreaching its planned targets and goals.

The actions of NGOs were seen by most technicians to complement, respondto, and augment the capacities of the government in areas such asassociation building, awareness-raising, provision of inputs and stocks, agro-processing and HIV/AIDS training. Some NGOs were regularly approachedduring annual planning and during the year to specifically cover the costs ofactivities underway, when funds were late in arriving or too little to covercosts. On the other hand however, some NGOs did not have adequatetechnical capacity within their staff, some approaches to improved agriculturewere inadequate, some employed poor construction quality control and lackedexit strategies for withdrawal at the end of the project. Producer groups feltthe costs of these inadequacies directly.

Through PROAGRI a number of vehicles were provided, but in the opinion ofdistrict managers, their operational lifespan was too short to have beeneffective. It was also reflected that either the numbers of vehicles should nothave risen as they did, or the quantities of fuel and resources for maintenanceshould have increased so that they corresponded with the means of transportin the field. Without adequate support the means of transport becameinoperable far too quickly. It was remarked, that even now means of transportare distributed by the Ministry, but the maintenance budget is notdecentralized.

There is a single vehicle available for use in Mabote, located 150 km from oneof the district’s bank accounts and 250 km from its other bank account. It isone of the largest districts for agricultural sector staff to cover, and the vehicleis also used by the District Director. In addition, other sectors or the DistrictAdministration also request the use of this vehicle for critical activities, due tothe shortage of transport in the district. It was commented by one technician inMabote that this district had the best coordination capacity of all districts as aresult of its scarce resources – all sub-sectors had to plan their activitiestogether otherwise nothing got done.


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It was confirmed in the districts that the inventory of property was verified bythe DDAs between three times and once a year. The provincial commissionfrom the DPA and DPF visited the districts twice a year, though some districtssuch as Mabote may only have been visited once.

Working conditions were improved in all districts visited during PROAGRI,including the rehabilitation of offices, directors’ houses, other buildings ofrelevance and used by the DDAs. Office furniture was supplied to all districts,computer equipment and training in the use of the latter. These improvementswere greatly appreciated by the sector staff. Equipment and means oftransport were also supplied to the DDAs by partner organisations in thedistricts during the period of PROAGRI I, as part of their complementaryprogrammes, or following their exit from the district at the end of a project.

New buildings were received by the cashew programme when ADRA reducedthe scale of activities supported at the end of PROAGRI I, dip tanks and otherstructures were also constructed by Vetaid, Kulima and others, and theoutsourcing programmes have also made some infrastructure improvements.

Although all districts visited had computers, only one of them was operating.The breakdowns were said to be short-term and would be resolved. Thecauses of these ranged from user mismanagement to power-surges. None ofthe districts visited had internet connections, though they did have access to afax machine. All had at least one operational vehicle.

As commented elsewhere, the lack of transport and shortage of fuel severelycurtailed the implementation of field programmes. Staff commented on this inall districts visited. The availability of fuel for fieldwork was said to havedeclined in the past few years.

A very important support to technicians in the field as has been noted werethe NGOs with their means of transport and greater resources. However inaddition to these, most district staff also provided positive comments on thelevel of support received from the DPA services, INCAJÚ and the DistrictAdministrators and their representatives.

It was observed in all districts visited, that that PROAGRI I appeared tooperate in two distinct phases – one where there was transport, fuel andresponses to requisitions, and following this, the phase they are currently in,of having severe limitation placed on all these resources, so that work hasbeen affected throughout the sub-sectors.

It was also commented by district technicians that they perceived theacquisition of resources as depending significantly on leadership and thecapacity of district directors to lobby for their cases. In reality this may be true,and as such the system would benefit from being even more transparent interms of fund allocations and expenditures. In districts with the leastresources available to them it was notable that a great many of the technicalstaff believed that decentralization was a theory that was not being practiced.


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Financial Resources and Expenditures

The distribution of financial resources between districts did not initially takeinto account any operational issues, they were simply based on plannedactivities in the PAAO. However Mabote and a few others lobbied for othercriteria to be considered in the distribution of funds, mainly as a result of thesignificant distances that had to be covered in order to carry out plannedactivities and basic administrative and management tasks. After 2004, thedistance of a district from the provincial centre, the number of staff and theirlevels and the surface area of the district were taken into account, andMabote gained a small increase in the relative allocations.

All districts visited confirmed that their activity budgets were never met byallocated funds – hence the need for collaboration with local partners, whowere regularly approached to cover the costs activities within their spheres ofoperation. They confirmed that PROAGRI funds always arrived quarterly, butthey were often late and never in the amount requested. In order that thePAAO be carried out, the districts were obliged to continue spending moneythat they did not have. It was only on the surety that they would eventuallyreceive it, that they were able to convince fuel stations and other traders toallow them to take products on credit. This situation continued throughoutPRAOGRI I, improving and worsening at different moments.

The district finance officers said they were never informed of budget ceilingsfor planning purposes; instead activities were planned according to need.They said cuts were made later by the district directors or the provincialservices. Technicians said was not possible to monitor the use of resources inthe district since the provincial level supplied seeds, vegetative material, andoffice equipment to the district without it being clear where the funding sourcewas.

The case of Mabote district is a clear example of the difficulties of operating afinancial and property management system based on assumptions thatbanking and commercial facilities are available in every district. It is illustrativeto review the predicament of Mabote: Initially the DPA handled all finances, allsalary payments were made in Inhambane and family members or colleaguescollected the salaries of those who could not reach the provincial centre. Nowsalaries are paid directly into staff members’ bank accounts, either by theDPA or the district of posting. They are drawn from one of two accounts theState fund account in Inhambane and the PROAGRI account in Vilanculos.However the difficulty in Mabote was not so much the salaries, afterdecentralization of financial management to the district, the problems focusedon the difficulties of:

having to follow international standards in getting three quotes on apurchase,

having to pay from a bank in Vilanculos, having no local shops selling the materials required, or at least not three

able to provide official quotes,


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requiring photocopies of all quotes for the district files since originalswould be sent to the DPA, in a district with electricity that only operatedoccasionally for one or two hours a night,

having to obtain a signature on the cheque from the District Directorlocated in the district or very often elsewhere in the province or country,and

having to carry out all these activities using the single vehicle availableto the District Director and the whole district agriculture programme.

One of the results of these difficulties was that Mabote was one of the districtswith the worst performance in returning its expenditure reports to the DPA in atimely manner. Indeed the district suffered some penalties until the accountswere provided. Unfortunately, the lateness in arrival of funds and their almostarbitrary volume, compounded the difficulties in Mabote, since the payment ofdebts incurred during the delay period, and purchases of necessary material,now had to be carried out in parts of the country distant from the district, andat even greater financial and time costs to the district.

Homoine, despite its obvious logistical advantages, also noted that itexperienced delays in the procurement system when there was no timelyaccess to transport.

Capacity Development

No technical assistance was provided to any of the districts during PROAGRII.

Human resources were managed by the DPA throughout PROAGRI I. Alldecisions regarding study awards were taken at DPA level. No jobdescriptions were specifically developed during PROAGRI Phase I, exceptsome for finance, administration, the regional veterinarian and landmanagement positions.

Contracted staff posted to the districts were invited in 2005 to candidatethemselves for admission into the State career structure. All contracted staffmade submissions through two stages in that year. All those in the districtsvisited, who submitted their candidature passed in terms of qualifications,however, the number of positions open to receive them were limited. Overone year later no-one at district level had official knowledge of their status, butsome had been invited to extend their contracts.

Technicians engaged via PROAGRI were provided with various incentivepayments in terms of subsidies. Isolation subsidies for location in Mabote(60% of salary), 25% subsidy for living in the field for all staff, a leadershipsubsidy (25%) for heads of departments, directorates or teams such asextension. Staff were all aware that they would lose, and some had alreadylost, these subsidies, and also on occasion received lower salaries uponbeing integrated into the State apparatus. The need for employment and


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security of tenure, outweighed these losses, and there were no casesencountered of people leaving the sector to join NGOs or the private sector.

The allocation of regional veterinarians to districts in the expectation that otherdistricts would finance their visits failed, as no funds were ever forthcoming.However, the attitude was that the positions were valid and their servicesessential, and as a result the districts would continue to fight for theseresources to be allocated.

The early retirement process seemed to be being applied in the three districtsvisited with no negative repercussions mentioned by anyone interviewed.

Interviewed staff mainly identified needs for further training in the areas oftheir technical specialisation. The veterinarians also lamented their lack ofequipment to perform diagnostics locally so that livestock could be treatedand numbers of deaths reduced.

Access to the information about opportunities for training and promotion weredifficult to obtain in the more remote districts and areas without easycommunication. There was no routine distribution of information concerningtraining opportunities nor space or means for people in the districts torespond. Most often selections were made by the DPA, to the chagrin ofvarious district staff who believed they were being overlooked.

Many of the medium level technicians recruited and contracted via PROAGRIsaid in their interviews that following their professional training in agriculture ora related area, they had taken up work in other sectors, usually educationwhich was short of qualified staff, before being provided with the opportunityto work in the agricultural sector that they had trained for. This wasundoubtedly an important source of motivation for them to join, and may serveas sufficient for them to stay.

Influence of Other Reform and Decentralization Activities on PROAGRIImplementation

The weak private sector in the province was a severe constraint togovernment withdrawal from direct service provision. In the districts, Mabotefor example, initially the district tried to invite local traders to stock and sellagricultural inputs and equipment, however the lack of a guaranteed marketand slow turnover deterred them. By the end of 2005, plans were going aheadto install a pharmacy as part of a larger outsourcing project, but in themeantime, even specialist suppliers interviewed, said that they could notafford to open branches in areas with such difficult access and weak demand.Unfortunately a ‘catch-22 situation’ characterises the non-conducivecommercial environment, and the outsourcing approach is hoped to besufficient to overcome some of the difficulties.


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Producer Level Assessment

Impacts

The results below demonstrate that although the extension services areeffective in transmitting most messages (except for some of the more complexmessages about insecticide management for example), where they areabsent, collaboration with partners in a district can produce impacts usuallyassociated with extension activities.

Undoubtedly the radio is a very important source of information for manypeople on all sorts of subjects. The value of this source is seen in itstransmission of information about agricultural techniques, avoidinguncontrolled fires, when to start planting, and about HIV/AIDS, nutrition andcare of orphans.

Many people claimed to have learned agricultural techniques from theirneighbours and family members, mainly husbands. Men are thus importantchannels leading to women and this should be accounted for.

The impact of Newcastle’s vaccinations on bird owners was demonstrated inthe large proportion of women who were reported as having brought theirbirds for treatment, some of whom confirmed this in the quantitative surveycarried out during this evaluation. Although many less, a few women are alsoparticipating in the chemical treatment of their crops, as can also be seenbelow.

As has been commented on already, interviewed people were very concernedabout difficulties they were having in gaining access to markets, and obtainingreasonable prices, though the latter was secondary, as most could not evenget their produce sold. The issue of markets was reaffirmed as being criticalby extension agents who underlined the dilemma, when they reported thedifficult position they find themselves in, promoting a product with no market.There is a significant chance of producers losing trust over time as a result.

Rural fairs for the sale of seeds and other inputs were used in a controlledmanner to try and provide seeds and inputs to the most vulnerable producers.The reach of these was very limited, but wherever they were carried out theywere lauded by all, and there were requests to involve more formal agenciesselling tools, equipment and health products.

In Mabote, without extension services the lack of knowledge about planthealth was noticeable, and people lamented their lack of capacity in this area.Animal health was assisted by promoters and NGO interventions. Awillingness to work and produce much more, was expressed by people inMabote who claimed that they needed to learn more about agriculture. Theyalso recognised that external factors such as drought and locusts /grasshoppers were major impediments to good productivity and lamented thelack of chemical protection for their plants.


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Equipment provided to groups during PROAGRI I, such as petrol or dieselirrigation pumps, drip irrigation equipment and other piping, cassavaprocessing machines, cashew processing machines or spray pumps forcashew trees, all require maintenance and information about their proper careso that the benefits are long-standing. Spare parts systems must exist, andthese must be available, their whereabouts known by producer groups, andthey be affordable. No case of local repairs was heard about during theevaluation, and as soon as a machine broke down or other materials failed,the groups tended to wait for the agriculture sector to come and repair orreplace them. The issue of maintenance and management was not dealt withby any of the sub-sectors, with potentially dire consequences.

Poor timing in provision of seeds and vegetative material in relation to therainy season caused a few losses of plants over the PROAGRI period.Producers remembered these moments as though they characterised theperiod. Avoiding failure when it can be foreseen should be the option insteadof following the plans even when for various reasons they are late beingimplemented.

Results of Quantitative Study

A problem identification and ranking exercise using votes was carried out withthe groups of producers met in the districts. Below is a table showing theranked problems by district and according to the men and women whoidentified them.


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Ranked Problems by District (Weighted Averages)

Problems Men Women Men Women Men Women Men Women BothLack cattle 9.0 14.0 4.6 7.0 9.7 6.8 7.8 9.3 8.5Lack pesticides 11.0 6.0 3.5 2.0 7.0 5.5 7.2 4.5 5.8Lack seeds 5.7 4.5 3.0 3.3 3.0 7.3 3.9 5.0 4.5Lack fertilizer 5.7 5.5 1.0 4.0 7.0 2.2 5.5 3.9Lack hoes 4.3 2.0 2.5 4.0 3.5 6.3 3.4 4.1 3.8Lack deisel pump 2.0 15.0 1.5 4.0 1.2 6.3 3.8Lack watering cans 8.0 3.0 3.0 1.5 5.0 1.5 5.3 3.4Lack of plough 2.5 2.5 8.0 2.5 3.5 1.7 2.6Lack tractor 3.0 8.0 1.0 2.7 1.8Lack boots 5.0 3.0 2.0 1.0 2.3 1.7Lack catana 3.0 1.0 6.0 1.3 2.0 1.7Lack trough 6.0 4.0 2.0 1.3 1.7Lack donkeys 2.0 7.0 0.7 2.3 1.5Lack dip tank 5.0 1.7 0.0 0.8Lack cart 1.0 4.0 0.3 1.3 0.8Lack irrigation system 3.0 1.0 0.0 0.5Lack goats 2.0 0.0 0.7 0.3Lack spray pump 1.0 0.3 0.0 0.2

Weighted average>5 = Majority preferences

Total Weighted AverageHomoine Inharrime Mabote

Overall the results of this exercise showed a predominant interest of men incattle and pesticides. Women were also interested in cattle, but they werealso interested in irrigated production and fertilizer.

In Homoine although cattle are a priority for men and women, women in onearea were exclusively interested in a diesel pump and in another wateringcans. Both were interested in gaining access to inputs such as pesticides andfertilizer.

In Inharrime the transport of heavy products such as pineapples and tapiocapreoccupied people most. Men were not focused on a single issue, theirneeds were varied and individualised, while women were most interested inanimal traction, transport, and inputs.

Land preparation was the greatest overall issue in Mabote and how to reduceeffort on cultivating larger areas. Here men were most interested in animaltraction, while women prioritised inputs and a tractor.

A small survey was carried out with nine medium-scale producers and 39small producers in three districts of Inhambane Province: Homoine, Inharrimeand Mabote. Forty six percent of those interviewed were women. Almost allthose interviewed were members of a producer group or association, andtherefore had had contact with the agricultural sector in the development oftheir productivity. Men and women equally said they had learned techniques


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from DDA staff. In terms of information sources, men and women in Homoinesaid they had heard agricultural messages on the local community radio,whereas it was mainly men from the other two districts who had heard anymessages from the Inhambane and Gaza transmitters.

About half of those interviewed in Inharrime, and half the men in Mabote saidthat extension agents had helped informally in marketing their produce,though this referred mainly to association produce. Less than half the womeninterviewed in Mabote and practically no-one in Homoine said they helped.

Inharrime extension technicians appeared to be the most participatory askingmen and women about their problems and responding to them. In Mabote andHomoine most of the dialogue appeared to occur with men, and responsesseemed less emphasised.

Pest control was mostly practiced by men, and mostly in Homoine andInharrime. In Mabote about a third of men and women stated they practicedpest control. Most pesticide and fertilizer use was found in Homoine, followedby Inharrime and Mabote. However most producers did say that they usedtraditional fertilizers such as dung and compost. Very few people anywhereclaimed to know clearly about the effects of insecticides on the environment(soils and water), the bulk of these being men in Inharrime. The effects onfood products men and women in Homoine and Inharrime were much clearer,probably because these could be found on the labels of the products, whichwere within purchasing distance in Maxixe. Very few people in Mabote knewabout the effects of pesticides on food products, since it was not policy topromote the provision of these to districts where no extension service existed.

Interestingly respondents in Inharrime and Mabote said that they learnedtechniques from demonstration plots, while very few admitted this in Homoine.This is likely to be due to the great efforts of the DDA and NGOs in Mabote inpromoting drought tolerant crops in the district even without an extensionservice.

Approximately half those interviewed in each district had participated in ruralfairs, and the majority of these were men in all districts except Inharrimewhere it was equally men and women, reflecting the preponderance of womengroup members in that district.

Knowledge of market prices was very low in all districts, with perhaps thehighest proportion being around 40% of the men interviewed in Homione withsome knowledge. Overall the use of animal traction was practiced by almostall men and women in all districts except for women in Mabote, where only30% said they used this means of tillage.

Around 70-80% of men and women interviewed in Inharrime and Mabote saidthey had received vegetative material for production and reproduction. Thishigh figure reflects the activities of Nhacoongo Agricultural Post in Inharrimein distributing material in the district, and the efforts made to supply Mabotewith material to help improve food security there. Only some 50% of those


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interviewed in Homoine said they had benefited from this distribution. Underhalf of those interviewed in all districts said they were involved in reproducingvegetative matter, this figure being particularly low (30%) in Inharrime.

Despite all people interviewed admitting seed loss every year, only about 40%of them had ideas of how to reduce this, other than traditional storage.Improved seed was only really being used more widely (70% of responses) inInharrime, probably as a result of the proximity with the Agricultural Post,whereas only 40% said they used them in Homoine and Mabote.

Information about the next season’s rains and when to plant was said to bereceived by about 40% of those interviewed in all the districts. The grandmajority of these were men, and most of them heard this in Mabote fromRadio Xai Xai, Homoine from the community radio and extension network,and Inharrime from the extension network.

Veterinary services (vaccinations and dipping) were said to be received fromprivate providers by an average of about 40% of those interviewed in alldistricts. The highest proportion of these were in Inharrime (50%), however,interestingly many more women in Mabote than men said they receivedservices, probably vaccinations against Newcastle’s disease. Most of thepeople who said they had had cattle distributed to them were in Mabote beingmen (70%) and women (30%), many less people in the other two districts saidhad received cattle.

Not many people had heard about soil degradation (average 30%), thoughslightly more in Mabote and Inharrime than Homoine.

Questions about infrastructure simply referred to their existence, rather thanuse by community members, and here the answers are very localised,depending on the experience and location of residence of the informants. As aresult the answers do not represent any very useful statistics except that it ispertinent to note that troughs were mainly constructed in Mabote, dip tanks inall districts (some by NGOs), and cattle crushes and animal pens wereconstructed by agencies not using PROAGRI funds.

HIV/AIDS information had been received by all those interviewed, except forone elderly man, and in almost all cases it was said to have been heard viathe radio or from NGOs.

HIV/AIDS, Gender Mainstreaming and Environmental Issues

HIV/AIDSIt was reported that the sector managed to raise the amount of the pensionpayment following death of a staff member in recognition of the impacts ofHIV/AIDS on personnel.


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At district level the DPA solicited DDAs to provide focal points for HIV/AIDSactivities. These staff were then trained in Massinga by the health sector andthe DPA focal point. Upon returning to their districts they shared theinformation they received and waited for the material they were promised tohelp them carry out their awareness-raising. This material was never sent. Asnoted by the provincial focal point, no resources were ever attributed to theactivity throughout PROAGRI I, instead all funds used were obtained via theprovincial representation of CNCS.

The importance of HIV/AIDS issues has resulted in many NGOs working inthis area in the districts, and these were the agencies providing district focalpoints with materials and support during Phase I.

GenderIt was admitted by most people interviewed that the principles and actionsassociated with a process to promote gender equality had not become rootedat district or indeed provincial level to any significant degree during PROAGRII. Although the managers (District Directors and Service and Departmentheads) ensured that gender aspects were included in the planning process,objectives and activities, the only real actions were the encouragement ofwomen to participate as members of groups, and within these to take updecision-making positions where possible.

Efforts at incorporating women staff members into field teams are beingpromoted at district level and in the research sub-sector. Since most producergroup members in Inharrime are women, the extension sub-sector isstruggling to formalise the temporary allocation of the single woman extensiontechnician to the INIA supported cassava processing project, to stay in thedistrict more permanently.

Culturally it was remarked on that ‘men in Inhambane do not like to work, theyprefer to order women to work’ while they ‘take decisions’. Although thepromotion of women’s position is carried out, it will be a long time before theimpact of the increasing awareness actually translates into actions. Anexample cited was if a group of 27 women is joined by two men, this makesthe women unable to take a decision. Although probably a slightexaggeration, the anecdote does underline the conservative attitudes of olderwomen and the fact that if change is to be brought it is likely to be throughyounger women, and will undoubtedly take time.

The sector at provincial level has no policies reflecting positive recruitment ofwomen or similar. Throughout the sector women are treated in terms ofbenefits, rights and responsibilities in the same way as men. Humanresources has no member associated with gender or HIV/AIDS awareness-promotion activities.


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EnvironmentEnvironmental issues were integrated as an issue in the PAAO via provinciallevel review and finalisation by the Economic Department of the DPA.Environmental considerations were focused mainly on tree planting in areaswith erosion risks in the district towns and on the coast, controlling fires withthe involvement of communities, the sustainable use of forestry resources andillegal hunting. Creating community natural resource management committeeswas reported as being the main expression of environmental concerns inactivities in the province.

Important Impacts at User Interface Level

There are not very many commercial producers in Inhambane, and during theevaluation visit, medium level producers were visited. This group is comprisedof people at an intermediary stage. They noted their in-betweeness insofar astheir needs were almost identical to small producers, however they lacked theinterest in forming an association or group in order to obtain benefits from theagricultural sector.

One interviewed producer had formed a group and in the position of patronand beneficiary member, continued as an independent medium-scaleproducer, skilfully using the contacts and demonstration of capacity to secureaccess to more needed inputs. Two medium sized producers interviewed hadsmall cassava processing machines, one provided by an NGO and the otherby the DDA. Both men had used this asset to improve their productivecapacity, capitalising on income and involvement in the supply of cassavavegetative material to small producers to develop small local transactions andfirm up relations as service providers.

The tenuousness of groups and associations was verified in variousinterviews at different levels including the community. The approaches takenby the agricultural sector encouraged dependent attitudes in many places,and through insufficient, or wrongly targeted capacity development, most ofthese groups have proven to be fragile enough to dissolve as a result of weakmanagement and leadership soon after external support is withdrawn.Associations that are strong enough to continue have generally receivedassistance from the sector in the provision of some kind of processingmachine or capacity building in an income generating activity that providesadded value to a product. Much of these groups’ development depends ontheir continued support over time.

The strategy to build capacity at community level in the form of serviceproviders can expand the reach of service provision, but given the weaknessof the commercial sector in the rural areas of the province these operators areoften very vulnerable. In addition, where they operate without extensionservices, they as community members sometimes have a difficult timepersuading people to change their attitudes and accept new costly services


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for the health of their plants and animals. An animal and plant health providerin Mabote said he had 15 clients with cattle for dipping and vaccination – outof 84 cattle owners in the area.

Private sector service providers were ambivalent about their positions. As hasbeen recorded above, the private sector has a number of difficulties: providinggoods especially when long distances are covered, some products requiretechnical advice in their use, and the majority of their clients are the poorestpeople in the country. Outsourcing is being tried to offer leverage in variousstages of the cycle involving production, processing and sale of crops andanimal products. However, due to limitations imposed by donor andgovernment policy, the full circle may not be completed, and some of thecontracts will no longer include the establishment of processing facilities inInhambane.

The high costs of operating any wood extraction and/or processing businessforced many operators out of business during PROAGRI. Unfortunately, thehigher costs are passed on to the traders, and they and the wood processingcentres are also having difficulties making businesses viable, especially asillegal operation flourishes when the forestry inspection services are notmobile. Operators with enough capital are able to stay functional. However,natural resource management committees involved in wood productextraction and sales, are probably made the most vulnerable by the high costsof business. This situation underlines the need to ensure adequate support forthese groups as business actors for longer than has been allocated to date.

Timber and sawmill companies such as one interviewed in Mabote havetraditionally been the patrons of the communities of sawmill workers that livearound them. They have provided social facilities such as schools, watersupplies, fields for food crops, and shops. However, even the survival of thesewell established companies is threatened by having uncompetitive obsoletemachinery and the illegal logging that is carried out around them.

NGOs and donors have had to rethink their actions and strategies forintervention in the light of sector principles. Almost all of them adapted theirways of working so that they were compatible to those of the government.However, each NGO is unique, they have their own delivery methods,agendas and their actions also have varied impacts. With more resourcesthey tend to be asked by the government to provide complementary inputsthat cover shortfalls caused by lack of government resources. Howeveralmost all operate within finite project formats, short achievement deadlines,and an inherent inability to scale up to the level that government is likely toperceive as an adequate use of resources. These differences mean thatstrategies for their incorporation as service providers, capacity builders, andresource stepping-stones need to be much more carefully considered andworked out with them.

Different donors have preferred the delivery of their resources to bechannelled in different ways. Many entered PROAGRI, others supportedprojects in and outside PROAGRI in the province (EU, FAO), others


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concluded their activities and left (Finland). It would appear that the pragmaticapplication of resources through PROAGRI and in parallel to it, via projects inthe province, has been a very effective means of ensuring greater coverageand lowering the risks of failure when the main financing stream has a hitch inmaking resources available in a timely fashion.


Lessons learned and conclusions are presented in the list below.

Approaches and Interfaces

The pilot approach to outsourcing is an excellent approach to a complexarea, which needed considerable shared preparation, revisions, flexibility,the capacity to listen and respond to interests, and subsequently,government coordination, management and monitoring. The experience,even after considerable preparation and mutual understanding, ofdifferent levels and qualities of performance of the service providers isnot well understood or used. There is a need for adequate monitoringand management of private sector contracts. It may be necessary toinstitutionalise and expand on the position of the coordinator in the futureas the private sector gains strength, experience and takes on anincreasingly important role in implementing other agriculture sectorprogrammes and projects.

Outsourcing services should be not be considered where the governmenthas no capacity in remote areas where there are no easily accessibleresources for transport, no established commercial network for productsor experience of paying for services, and no means of creating demandin the absence of extension services.

The weakness of the private sector in the province was a severeconstraint to the withdrawal from implementation foreseen for thegovernment sector.

o If there had been a more developed private service sector andtrading network, then crop commercialization and processing wouldnot have reached such a critical imbalance in relation to productivecapacity and production of many crops in the province.

Private sector service providers have a number of difficulties includingthe supply of expensive goods, with added costs when long distances arecovered, some of which require technical advice in their use, with clientsthat are in the majority the poorest people in the country.

o Outsourcing has been tried to address the issue by offeringcontracts that would permit establishing leverage in various stagesof the cycle involving production, processing and sale of crops andanimal products. However, due to limitations imposed by donor andgovernment policy, the full cycle may not be completed, and someof the contracts will no longer include the establishment ofprocessing facilities in Inhambane.


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The larger NGOs with their own personnel and resources althougheffective within the geographical areas of their implementation, respondto a mixture of mandates, sometimes rendering their actions and timingdisparate to those of other partners. Almost all operate within finiteproject formats, have short achievement deadlines, and an inherentinability to scale up to the level that government is likely to perceive as anadequate use of resources

o There should be significantly more coordination of exit strategies,sustainable interventions and dialogue concerning how to make thebest use of multi-sectorally oriented NGOs, that extend into keyareas such as the commercialization and processing of crops.

o These differences mean that strategies for their incorporation asservice providers, capacity builders, and resource stepping-stonesneed to be much more carefully considered and worked out withthem.

Most irrigation schemes with fairly extensive investments in equipmentare still supported by the DDA or NGOs, and with a tendency to practiceexternally financed replacement rather than community repairs of brokenmachinery and the like, sustainability of the schemes may not be beingadequately addressed.

The issue of maintenance and management of agricultural machineryand equipment used by communities was not adequately dealt with byany of the sub-sectors, with potentially dire consequences.

Given the lack of forestry concessions in the province and the level ofillegal logging in the face of potentially scarce resources, the recordedpositive impact of providing transport to the forestry inspection service interms of effectiveness and efficiency of cost recovery, is important.

The very high cost of doing wood extraction business has meant thatnatural resource management committees with potentially weakorganisation, little business experience or support, have become one ofthe most vulnerable actors in the area. This situation points to the need toensure adequate support for these groups as business actors for longerthan has been allocated to date

The lack of post-harvest solutions (market access or processing) forproducers is a significant constraint for both the producers and theextensionists whose messages must continue to appeal to communitymembers.

Partnership with NGOs, though not as predictable and controlled asusing the State extension services, can provide effective impacts atcommunity level. i.e. in the uptake of cassava and pineapple in Mabote.

The direct and indirect impacts of Newcastle’s vaccinations on women(food, nutrition, income generation etc.) were evidenced in the largeproportion of them that took their birds for inoculation.

Rural fairs had limited reach, but with such limited commercial activities,communities were anxious that they should involve more formal agenciesselling tools, equipment and health products without them raising the


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prices unnecessarily. It would go a long way towards meeting the gapsleft by the lack of shops in the districts.

Targeting small producers in groups or associations is justified, however,committed medium-scale producers were concerned that they lose out bynot being a target group for any agricultural initiatives, despite thepotential impact they offer since they can pass on services, knowledge orproducts.

The tenuousness of groups and associations was verified andapproaches taken by the agricultural public and private/NGO sectorencouraged dependent attitudes in many places. Greater considerationof approaches and longer term strategies must be reviewed and agreedon so that intervention actions do result in sustainable impacts.

The strategy to build capacity at community level of service providers,can expand the reach of service provision, but these operators are oftenvery vulnerable given the weakness of the commercial sector in the ruralareas of the province. In addition, where they operate without extensionservices, they have a difficult time persuading people to change theirattitudes and accept new services that must be paid for, for the health oftheir plants and animals.

Institutional

It was recognised through experience that data collected was only asgood as its system of collection, and where this depended on communityinputs, it remained poor quality.

So much was spent on the vehicle fleet, but inadequate fuel andmaintenance budgets in the province probably seriously undermined theimpact of the fleet on field operations.

Field managers and technical staff felt that having no available way oflinking funds to activities and expenditure to results was a major inhibitorof development. Particularly when too few resources were being used toserve various sub-sector needs.

The pragmatic application of resources through PROAGRI and in parallelto it, has been a very effective means of ensuring greater coverage andlowering the risks of failure when the main financing stream has a hitch inmaking resources available in a timely fashion.

o Since State and PROAGRI funds were never enough for thevolume of actions planned each year, complementary NGO anddonor funding was seen by people in the districts as a necessarycomponent for helping to meet planned targets and goals.

Due to irregular fund disbursements, the PAAO had be carried out byDDAs and Provincial Services that were obliged to continue spendingmoney that they did not have. This did not improve on the situation priorto PROAGRI when debts were run up regularly too.

Contracted staff were all aware that they would lose, and some hadalready lost, various subsidies and perhaps also receive lower salaries


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upon being integrated into the State apparatus. The need foremployment and security of tenure, still seemed to outweigh theselosses, and no cases were mentioned of people leaving the sector to joinNGOs or the private sector.

Most contracted staff are in the age range for training, who when trainedwill become eligible for higher level responsibilities, and as is alreadyhappening, may have to return to their old jobs. The need to open upopportunities for positions for higher qualified personnel to occupy or, toprovide salary incentives to retain these people is foreseen to become amajor issue in the near future.

The early retirement process seemed to be being applied in the threedistricts visited with no negative repercussions mentioned by anyoneinterviewed.

With no access to the information about opportunities for training andpromotion in the more remote districts and areas without easycommunication, most often selections of candidates for training weremade by the DPA, to the chagrin of various district staff who believedthey were being overlooked.

The principles and actions associated with a process to promote genderequality did not become rooted at district or indeed provincial level to anysignificant degree during PROAGRI I.

o The only real actions were the encouragement of women toparticipate as members of groups, and within these to take updecision-making positions where possible.

The prominent role of CNCS represented by its provincial nucleus, in thefinancing of low key activities carried out by the agriculture sector hasshaped the small impact in the area of HIV/AIDS awareness andmitigation. I


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ANNEX 1. Tables

Table 1

Dates of payments of PROAGRI funds to Inhambane Province

Year / months 1 2 3 4 5 6 7 8 9 10 11 12 Total Amount Transferred (MTs)2003 18 8 29 19 30 18 21,509,099,434 in 6 tranches2004 19 15 4 4 23 29,657,015,000 in 5 tranches2005 14 11 27 16 20,053,210,000 in 4 tranches2006 13 27 x 7,139,029,000 in 2 tranches

Notes:The figure is the date of the month of the year shown

Table 2

BUDGETED FUNDS - INHAMBANE PROVINCEIN METICAIS

FUND NAME 1999 2000 2001 2002 2003 2004 2005 2006 (to May)Permanent Fund 7,319,540,500.00 12,891,680,000.00 10,749,172,680.00 17,406,570,440.00 18,246,030,000.00Internal Inv. Fund 2,913,390,000.00 3,844,790,000.00 4,130,240,000.00 5,629,420,000.00 8,550,000,000.00F.PROAGRI 576,901,000.00 18,747,137,000.00 11,516,240,000.00 28,758,260.00 44,711,700.00 50,201,700.00 31,548,977,000.00 27,753,965,000.00IRELAND 5,581,887,659.11 9,359,809,287.00 11,675,015,000.00 13,017,622,968.00 13,500,847,000.00OUTSOURCING - - - 19,437,911,774.00 16,729,420,669.00TOTAL 15,843,576,419.11 26,140,990,987.00 26,604,629,380.00 87,040,502,182.00 84,780,262,669.00

Table 3

FUNDS SENT TO INHAMBANE PROVINCE BY MINAG/MINFININ METICAIS

FUND NAME 1999 2000 2001 2002 2003 2004 2005 2006 (to May)Permanent Fund 6,880,407,964.80 9,331,512,099.00 11480037716 12,235,773,756.00 5,469,881,157.00Internal Inv. Fund 2,913,390,000.00 3,294,697,850.00 3560969349 3,437,920,461.00 3,316,420,346.00F.PROAGRI 1,282,000,000.00 8,356,323,000.00 9,149,283,000.00 27,494,262.00 31,318,331.00 29,657,015,000.00 24,329,611,680.00 4,156,968,000.00IRELAND 4,218,234,529.18 7,995,977,555.00 6989676863 12,555,398,343.00 327,350,799.00OUTSOURCING - - 0 19,431,268,874.00 7,909,304,284.00TOTAL 14,039,526,755.98 20,653,505,835.00 51,687,698,928.00 71,989,973,114.00 21,179,924,586.00


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Table 4FUND DECENTRALIZATION TO THE DISTRICTS - PLAN AND EXECUTION 2005

Districts 2005Planned Received Expended % expended of

plannedMeticais x10 Meticais x10 Meticais x10 %

Zavala 367.60 367.60 367.60 100Inharrime 778.20 778.20 778.20 100Panda 945.70 945.70 945.70 100Jangamo 589.70 589.70 589.70 100Homoine 1,186.00 1,186.00 1,186.00 100Morrumbene 540.00 540.00 540.00 100Massinga 1,426.00 1,426.00 1,426.00 100Funhalouro 539.60 539.60 539.60 100Mabote 307.00 307.00 307.00 100Vilankulos 497.60 497.60 497.60 100Inhassoro 659.10 659.10 659.10 100Govuro 331.00 331.00 331.00 100Zonas Verdes I´bane 100.00 100.00 100.00 100Zonas Verdes Maxixe 201.30 201.30 201.30 100CPFA 45.00 45.00 45.00 100Total districts (1) 8,513.80 8,131.90 8,131.90 100Gab. Director 639.70 639.70 639.70 100Admin. & Finances Dept. 200.00 200.00 200.00 100Human Resources Dept. 400.60 400.60 400.60 100Geography & Cadastre 750.00 750.00 750.00 100Livestock 477.60 477.60 477.60 100Forestry and Wildlife 878.00 878.00 878.00 100Rural Extension 350.00 350.00 350.00 100Economy Dept. 2,808.50 2,808.50 2,808.50 100Agricultural Production 1,060.00 1,060.00 1,060.00 100Rural Development 100INCAJU 220.00 220.00 220.00 100Total Provincial (2) 7,784.40 7,784.40 7,784.40 100% (1)/(2) 109% 100Source: DAF

Expenditure Rate

Table 5

DPAP INHAMBANE TRANSPORT RESOURCES - 1999

Location Vehicles Motorbikes Bicycles Tractors LorriesInhambane 11 (4*) 3 (1*) 0 0 1**Zavala 1 ** 3* 0 0 0Inharrime 1 3* 0 0 0Jangamo 0 0 0 0 0Panda 1 1* 0 2 (1*) 1*Homoine 1* 2 0 0 0Maxixe 6 (1*) 2 0 0 0Morrumbene 1* 2 0 0 0Massinga 3** 2 0 1 1**Funhalouro 1** 2 0 0 0Mabote 1 1 0 0 0Vilanculos 2 (1* + 1**) 2 0 0 0Inhassoro 2 (1**) 2* 0 0 0Govuro 2 (1**) 2 0 0 0Total 34 (14*) 25 (10*) 0 3 (1*) 3** Inoperational but recoverable** Permanently inoperational


108

Table 6

Inventory: Vehicles: 2006 1st semesterDistrict Operational vehicle Non-operational

vehicleOperationalmotorbike

Inoperationalmotorbike

Operational bicycle Inoperational bicycle

DPA Sede 27 3 4 0 0 0Zavala 2 0 6 0 0 0Inharrime 2 0 6 0 0 0Panda 1 1 9 0 0 0Jangamo 2 0 5 0 0 0Homoine 1 2 10 0 0 0Morrumbene 2 0 6 0 0 0Massinga 3 0 9 3 0 0Funhalouro 1 0 2 2 0 0Mabote 1 1 3 0 0 0Vilankulos 2 0 5 1 0 0Inhassoro 2 0 3 0 0 0Govuro 1 1 2 0 0 0Zonas Verdes Maxixe 1 0 0 0 0 0

TOTAL 48 8 70 6 0 0

Table 7

ITEM YEAR QTY FUND AMOUNTNº ACQUIRED DESCRIPTION METICAIS1 1999 1 Vehicle double cab Toyota 3000 PROAGRI 471,250,000.002 1 Vehicle double cab Toyota 3001 PROAGRI 571,500,000.003 5 Vehicle single cab 3000cc PROAGRI 1,582,830,000.004 1 Vehicle double cab Ford Ranger 2500 PROAGRI 509,950,000.005 4 Vehicle double cab Ford Ranger 2501 PROAGRI 1,377,100,000.006 1 Viatura Station Wagon Nissan Patrol PROAGRI 1,423,200,000.007 1 Vehicle double cab Ford Ranger 2500 PROAGRI 509,000,000.008 3 Vehicle double cab Toyota 3000 PROAGRI 1,526,745,000.009 1 Minibus Mitsubishi 12 seats PROAGRI 446,586,900.0010 1 Agricultural Tractor PROAGRI 714,359,360.0011 5 Motorbikes 125cc PROAGRI 629,010,000.0012 1 Vehicle double cab Isuzu KB 3000 PROAGRI 872,311,590.0013 3 Vehicle double cab Isuzu KB 3000 PROAGRI 1,687,519,860.0014 1 Light passenger vehicle PROAGRI 548,531,350.0015 1 Agricultural Tractor PROAGRI 505,000,000.0016 1 Vehicle double cab Isuzu KB 3000 PROAGRI 631,306,520.0017 1 Lorry Mercedes 10 tons PROAGRI 2,136,534,698.0018 20 Bicycles 28 PROAGRI 23,500,000.00

52 16,166,235,278.00

2000

2001

2002

2003

2004

TRANSPORT PURCHASED VIA PROAGRI I

Table 8

ITEM YEAR QTY FUND AMOUNTNº ACQUIRED DESCRIPTION METICAIS1 2 Computers IBM PENT.III PROAGRI 94,750,110.002 1 Photocopier CANON PROAGRI 60,265,037.003 2 Computer notebookTOWER PROAGRI 91,869,570.004 3 Modems for computers PROAGRI 23,390,114.005 4 Printers PROAGRI 54,512,950.006 1 FAX CANON B- 155 PROAGRI 14,478,750.007 1 Computer: ACCESS PENTIUM III PROAGRI 37,584,378.008 1 Computer portable Compaq PROAGRI 18,742,000.009 1 Fridge 2 door - KIC - PROAGRI 8,000,000.0010 3 Computers P3 PROAGRI 113,169,420.0011 5 Printer Office JetG55/LJ1200 Dj1220 PROAGRI 71,184,240.0012 5 Computers Mecer P4 PROAGRI 313,005,220.0013 6 UPS de 650Vas PROAGRI 18,642,820.0014 1 Printer Office JetK80 PROAGRI 13,275,333.0015 12 Comput. Desktop p4 PROAGRI 534,350,044.8016 12 Printers 1300 PROAGRI 143,640,011.0017 12 UPS 650VA PROAGRI 23,021,107.2018 1 Portable computer PROAGRI 67,727,088.0019 2004 2 Computers P4 PROAGRI 119,053,100.0020 1 Processor pentium4 2.GHz, 1GB PROAGRI 31,700,000,0021 1 Printer HP Laserjet 1320 PROAGRI 10,500,000,00

2005

2000

2001

2002

2003

COMPUTER EQUIPMENT


109

Table 9COMMUNICATION EQUIPMENT

ITEM YEAR QTY FUND AMOUNTNº ACQUIRED DESCRIPTION METICAIS1 2000 1 FAX CANON B- 150 PROAGRI 9,606,870.002 2000 1 Central telefónica PROAGRI 74,493,000.003 2001 1 Mobile radio for vehicle PROAGRI 83,558,318.004 2001 1 CENTRAL TEL - Panasonic PBX PROAGRI 18,000,000.005 2005 1 Fax machine PROAGRI 9,477,000,00

Table 10AUDIO-VISUAL EQUIPMENT

ITEM YEAR QTY FUND AMOUNTNº ACQUIRED DESCRIPTION METICAIS1 2002 1 Datashow PROAGRI 135,000,000.002 2002 1 TV and video camera PROAGRI 26,886,600.00

Table 11TOPOGRAPHIC EQUIPMENT

ITEM YEAR QTY FUND AMOUNTNº ACQUIRED DESCRIPTION METICAIS1 2002 Topog filer/Est.dores PROAGRI 93,359,280.00

Table 12PLOUGHING EQUIPMENT

ITEM YEAR QTY FUND AMOUNTNº ACQUIRED DESCRIPTION METICAIS1 2003 1 Ploughs Galucho D328H PROAGRI 198,702,400.002 2003 1 Plough & harrow 18 & 3 discs PROAGRI 103,500,000.00

Table 13OTHER EQUIPMENT

ITEM YEAR QTY FUND AMOUNTNº ACQUIRED DESCRIPTION METICAIS1 2000 19 Airconditioners 18000 BTUS PROAGRI 203,980,000.002 2001 6 Tents for camping PROAGRI 78,325,970.003 2004 7 Single block safes PROAGRI 132,235,740.004 2004 38 Spraying equipment PROAGRI 29,640,000.005 2004 500 Litres of pesticide Cipemetrina PROAGRI 69,650,000.006 2004 8 Airconditioners 12000 Btus PROAGRI 93,600,000.007 2004 1 Freezer 510L PROAGRI 14,100,000.00

Table 14

DPAP INHAMBANE USE AND OWNERSHIP OF BUILDINGS 1999

Location Houses owned Houses rented Warehouses Offices owned Offices rentedInhambane 4 2 3 3 2Zavala 6 0 0 1 0Inharrime 10 0 1 1 0Jangamo 1 0 0 0 0Panda 5 0 1 1 0Homoine 2 0 0 1 0Maxixe 13 1 3 6 0Morrumbene 1 0 0 1 0Massinga 11 0 1 1 0Funhalouro 5 0 0 1 0Mabote 3 0 0 1 0Vilanculos 3 0 0 1 0Inhassoro 0 0 0 0 1Govuro 16 0 2 1 0Total 80 3 11 19 3


110

Table 15

Property inventory, 2006 1st semesterDistrict New building Old building New house Old houseCidade de I,bane 0 3 0 8Zavala 0 1 0 3Inharrime 0 1 0 3Panda 0 1 0 2Jangamo 0 1 0 1Homoine 0 1 0 1Morrumbene 0 1 0 1Massinga 0 1 0 4Funhalouro 0 1 0 4Mabote 0 1 0 3Vilankulos 0 1 0 3Inhassoro 0 1 0 1Govuro 0 1 0 9Cidade da Maxixe 0 5 0 9Total 0 20 0 52

Table 16

House Construction for Technical Personnel

NUMBER YEAR QTY WORKS LOCATION1 99-2001 2 Type 1 houses Jangamo2 99-2001 2 Type 2 houses Panda3 99-2001 1 Guest house Funhalouro4 2002 1 Type 2 houses Mabote5 2003 1 Type 3 houses Inhassoro6 2004 1 Type 1 houses Inharrime7 2005 1 Type 1 houses Inhassoro

TOTAL 9

Table 17

Rehabilitation WorksYEAR QTY WORKS LOCATION

Number 2002 3 DDA residence, guest house and offices Zavala1 2002 1 Zavora beach guest house Inharrime2 2002 1 DDA residence Jangamo3 2002 1 INCAJU-Maxixe office Maxixe4 2002 1 DDA office Mabote5 2002 2 DDA residence and office Homoine6 2002 1 DPA building & annexes & official DPA residence Inhambane city7 2002 2 DDA residence and office Funhalouro8 2002 1 DDA office Govuro9 2002 1 Guest house & extension Vilanculos10 2005 1 Studies and Projects room Inhambane city11 2005 1 Agricultural Production technicians office Inhambane city

DPA acquired two Type 3 houses in 2002 (Inharrime, Vlk), and in 2005 acquired three Type 3 houses in Inhambane city


111

Table 18

RECEIVED INCOME1999 2003 2004 2005

SECTOR 483,900,000.00 2,705,192,402.00 2,366,408,300.00 6,679,114,882.00SPFFB 4,200,000.00 11,638,700.00 14,924,200.00 30,271,150.00SPP 88,400,000.00 198,862,071.00 133,633,730.00 145,325,438.00SPGC 219,187,500.00 43,720,000.00 15,095,000.00SPA 47,654,922.00 78,200,875.00 61,451,835.00DDA Govuro 104,904,574.00 96,608,145.00 85,221,174.00DDA Inhassoro 187,917,000.00 337,946,500.00 279,240,200.00DDA Vilanculo 13,905,120.00 22,614,439.00 11,519,000.00DDA Mabote 22,133,500.00 12,651,500.00 11,278,500.00DDA Funhalouo 118,441,586.00 87,443,150.00 166,836,000.00DDA Massinga 21,229,000.00 77,934,500.00 198,493,500.00DDA Morrumbene 17,931,240.00 27,337,000.00 46,441,000.00DDA Homoine 9,513,500.00 134,224,000.00 23,058,000.00DDA Panda 108,669,000.00 114,212,243.00 269,908,000.00DDA Inharrime 44,801,100.00 75,118,500.00 69,908,000.00DDA Zavala 3,824,500.00 30,665,000.00 51,000,900.00DDA Jangamo 11,693,500.00 21,587,500.00 46,797,000.00Z.V.Inhambane 24,880,000.00DDAs 24,880,000.00 664,963,620.00 1,038,342,477.00 1,259,701,274.00TOTAL 601,380,000.00 3,847,499,215.00 3,675,229,582.00 8,190,959,579.00

Table 19

EVOLUTION OF PERSONNEL OF INHAMBANE DPA 1999 - 2005

QUALIFICATION LEVEL 1999 2000 2001 2002 2003 2004 2005HIGHER TECHNICIANS N1 7 13 13 15 22 30 27HIGHER TECHNICIANS N2 0 0 1 1 2HIGHER TECHNICIANS N2 SFC 3 3 3 3 3MEDIUM TECHNICIANS 34 37 49 69 120 157 139BASIC TECHNICIANS 64 64 78 85 105 86 83ELEMENTARY TECHNICIANS 84 84 84 74 62 59 53OTHER TECHNICIANS 125 125 130 155 131 111 109

TOTAL 317 326 358 402 445 444 412

1 1

Table 20

DISTRIBUTION OF PERSONNEL BY GENDER - 2003MEN WOMEN TOTAL

ZAVALA 24 2 26VILANCULO 12 1 13PANDA 19 2 21MORRUMBENE 22 1 23MASSINGA 29 4 33MABOTE 21 1 22JANGAMO 20 1 21INHASSORO 5 1 6INHARRIME 31 3 34HOMOÍNE 26 2 28GOVURO 15 1 16FUNHALOURO 19 0 19CIDADE DA MAXIXE 30 8 38CIDADE INHAMBANE 110 35 145TOTAL 383 62 445


112

Table 21

DISTRIBUTION OF PERSONNEL BY DISTRICT 2006

ACADEMIC LEVEL ZAVALA INHARRIME JANGAMO PANDA HOMOÍNE MAXIXE CID. I´BANE CIDHigher tec. Ag./livestock N1 0 3 0 1 0 10 11Higher technician N2 0 1 0 0 0 0 1Medium technician Ag./livestock 3 13 9 7 8 10 19Medium tech. Public Administration 0 0 0 0 0 0 8Basic technician 4 5 1 2 7 17 23Elementary technician Ag. / livestock 6 11 5 3 10 0 8Other technicians 5 4 1 1 2 21 43TOTAL 18 37 16 14 27 58 113

ACADEMIC LEVEL MORRUMBENE MASSINGA F´LOURO VILANCULO MABOTE INHASSORO GOVUROHigher tec. Ag./livestock N1 0 0 0 0 1 0 1Higher technician N2 0 0 0 0 0 0 0Medium technician Ag./livestock 8 17 5 5 7 3 3Medium tech. Public Administration 0 0 0 0 1 0 0Basic technician 5 5 1 2 0 3 3Elementary technician Ag. / livestock 0 8 6 4 8 1 1Other technicians 5 4 2 1 4 3 4TOTAL 18 34 14 12 21 10 12

Table 22

PERSONNEL CONTRACTED BY DPA INHAMBANE 1999 - 2005.

CAREER QUALIFICATION 1999 2000 2001 2002 2003 2004 2005Higher technician economics 1Higher tec. Ag./livestock N1 6 7 5 1 1Higher technician N1 1 2 1Higher technician N2 1 1Professional technician Ag./livestock 34 37 55 5 16 9Professional technician Ag. Planning 2Professional tech. Public Administration 1 1Professional technician 2Technician 1 1 1 4 3Assistant technician Ag./livestock 7Technical assistant 1 6 3 7 11 1Administrative auxiliary 4 7 12 8 2Agent of the services 1 5 3 2Auxiliary 2 2Ag./livestock auxiliary 1

Total 36 49 85 41 49 22 2

Table 23

PERSONNEL WHO BENEFITED FROM STUDY GRANTS 1999 - 2005

LEVEL / CAREER 1999 2000 2001 2002 2003 2004 2005 TOTAL OBSERVATION

Medium to licenciate in agriculture 1 2 1 1 5

1 concluded, 1 grantcancelled & 2continuing

Medium to licenciate in social sciences 1 1 Training concluded

Medium to licenciate in law 1 1Began with own fundsand continuing

Basic to medium in forestry 3 3

1 concluded, 1continuing & 1 grantcancelled

Basic to medium in ag. / livestock 1 1 2 Training continuing

Basic to medium in public administration 1 2 3 All training concludedBasic to medium (modular) in pub. Admin. 1 1 2 Training continuingBasic to medium (modular) in assets management 1 1 Training continuingElementary to basic in ag. / livestock 1 1 Training concluded

TOTAL 9 3 2 1 2 19


113

Table 24

PERSONNEL WHO CEASED WORKING WITH DPA INHAMBANE 2001 - 2005

REASON FOR CEASING WORK Nr. Staff 2001 2002 2003 2004 2005EARLY RETIREMENT 46 3 4 15 5 19RESCINDED CONTRACT 26 2 4 3 6 9DEATH 49 7 8 14 4 11EXPULSION 3 2 1TRANSFERS 9 1 2 2 3 1

TOTAL 133 13 18 36 19 40

Table 25

Evolution of Groups and Associations in Inhambane 1999 - 2005Observation

1999 2000 2001 2002 2003 2004 2005 Legal SituationMassinga 1 1 2 2 5 8 11 1 legalizedMorrumbene 1 1 2 2 3 5 5 2 legalizedHomoíne 3 3 3 3 3 8 8 5 legalizedPanda 1 1 1 1 3 14 14 4 legalizedZavala 0 0 1 1 3 7 7 2 legalizedInharrime 1 2 0 0 3 12 15 6 legalizedJangamo 0 0 0 0 1 4 4 1 legalizedInhambane 1 1 1 1 1 6 6 5 legalizedMaxixe 1 1 1 1 1 1 2 Not legalizedVilankulo 0 1 1 1 3 4 4 Not legalizedMabote 0 0 2 2 2 3 3 3 legalizedInhassoro 0 0 0 0 2 7 7 2 legalizedFunhalouro 0 1 1 1 1 2 3 1 legalizedGovuro 0 0 0 0 1 4 4 4 legalizedTotal 9 12 15 15 32 85 93 36 legalized

District Period

Table 26

2005/6 Group and association membersDistrict Total 2005 Members Total 2006 Members

Zavala 15 280 21 470Inharrime 38 1035 30 840Jangamo 6 95 6 105Panda 14 1289 18 1604Homoíne 8 457 16 526Morrumbene 5 86 8 341Funhalouro 3 659 11 659Massinga 11 132 11 392Mabote 2 46 8 566Inhassoro 9 373 9 373Govuro 6 351 6 351Vilankulo 4 0 7 107Inhambane 6 177 7 209Total 127 4,980 158 6,543


114

Table 27

NGO EXTENSION COVERAGE AND ACTIVITIES IN INHAMBANE PROVINCE 2005/6NGO COVERAGE (DISTRICTS) ACTIVITYADRA Homoíne, Jangamo, I’rrime & Zavala Cashew promotionACORD Panda Rural devt. & association promotionAJOAGO Govuro Rural extension & association promotn.CARITAS Vilankulo, I’ssorro, Morrumbene, Inharrime, Panda & I’bane Rural extensionAAA/KULIMA Vilankulo Mabote Rural extension, micro-projects & HIV/AIDSCARE Vilankulo, I´ssoro, Govuro Mabote & Funhalouro Extension, Rural devt. & HIV/AIDSGTZ/PRODER Panda, Inharrime & Zavala Rural extesnion and developmentVISÃO MUNDIAL Inharrime e Zavala Rural extensionMALHALHE Massinga & Inhassoro Association promotionORAM Todos distritos Association promotionUNAC Funhalouro e Mabote Livestock promotionFAO I’ssoro, Vilklo, Massinga, M’bene, Maxixe, Homoíne, Panda, Zavala &

I’rrimeExtension, school vegetable production

GOAL Inharrime, Zavala & I’bane Extension & HIV/AIDSVETAID Jangamo, I ‘rrime & Zavala Veterinary assistce. & infrastructure

Total 58 NGO extension technicians or 61% of extension assistance in province

Table 28

NR BENEFICIARIES OF RURAL EXTENSION IN

INHAMBANE 2005 / 6INDICATOR PLAN 2005/06 REAL 2005/06

Total nr. Producers assisted 22.994 19.949Men 10.332 9.336Women 12.662 10.613Total nr.contact farmers 1.295 1.089Men 771 745Women 524 344Total n r. Of producer groups 1.134 685Total nr of members of producer groups 13.824 11.431Men 6.574 5.768Women 7.25 5.663Nr of producer associations 159 125Total nr of members of producer associations 6.171 4.9Men 2.473 3.042Women 3.698 3.626Nr of field days 53 12Nr of participants in field days 2.72 357Men 1.314 117Women 1.406 240


115

Table 29

AGRICULTURAL PRODUCTION IN INHAMBANE - 1997/8 ~~ 2005/6

Crops Area Plan(ha)

Area Sown(ha)

Yield(ton/ha)

Production(ton)

Area Plan(ha)

Area Sown(ha)

Yield(ton/ha)

Production(ton)

Prodn. trend ofcrops (%)

Maize 158,340 0.5 79,170 170,440 163,413 0.5 86,609 109%Mapira 40,950 0.3 12,285 45,070 41,475 0.3 12,437 101%Mexoeira 16,808 0.2 2,521 15,730 12,801 0.2 2,560 102%Rice 4,160 1.7 7,072 5,300 1,240 2.0 2,480 35%Cow peas 75,250 0.3 22,575 69,520 66,857 0.5 34,431 153%Peanuts 96,120 0.4 38,448 68,900 67,164 0.5 33,582 87%Cassava 84,500 6.0 507,000 94,650 93,143 6.0 558,858 110%Jugo beansSweet pot.VegetablesPineapplesBananasTotal - 476,128 669,071 469,610 446,093 730,957 109%

Crops Area Plan(ha)

Area Sown(ha)

Yield(ton/ha)

Production(ton)

Area Plan(ha)

Area Sown(ha)

Yield(ton/ha)

Production(ton)

Prodn. trend ofcrops (%)

Maize 115,000 102,000 0.1 10,200 115370 103,800 0.4 176,460 1730%Mapira 36,000 28,800 0.3 8,640 36000 32,400 0.3 58,320 675%Mexoeira 32,000 25,600 0.1 2,560 32000 28,800 0.2 8,640 338%Rice 3,700 6,500 1.5 9,750 4500 3,800 2 7,600 78%Cow peas 49,000 46,000 0.2 9,200 49000 44,100 0.3 17,640 192%Peanuts 75,000 60,000 0.2 12,000 75000 67,500 0.4 94,500 788%Cassava 72,000 57,600 4 230,400 72000 64,800 6 518,400 225%Jugo beans 45 45 0.3 15 45 45 0.3 14 93%Sweet pot. 26 26 3 78 26 26 10 260 333%Vegetables 1,300 780 5 3,900Pineapples 78 78 15 1Bananas 10 22 6 220Total 384,071 327,351 286,743 384,029 345,371 882,055 308%

Campaign Campaign1997/8 1998/9

Campaign2004/05

Campaign2005/06

Table 30

NUMBER OF TREATED CASHEW TREES ANDFAMILIES BENEFITING 2001 - 2005

Year Plan Treated % realized Nrfamilies

2001 60,000 64,584 108% 5,4222002 60,000 11,210 19% 8472003 200,000 45,199 23% 2,9452004 150,000 109,432 73% 5,6422005 150,000 108,734 72% 4,006

Table 31

YOUNG CASHEW PLANT PRODUCTION AND NEW ONES PLANTEDYOUNG CASHEW PLANT PRODUCTION - 2005/06

Nursery name Plan Young plantsgrown

1999/2000 --- 15000 --- --- Nhacoongo 30,000 25,3532000/2001 100 33928 2174 Mapinhane 30,000 10,0302001/02 --- 39072 --- 208 Mabote 15,000 9,5972002/03 75 51650 68.9 209 Massinga 2,500 4,4652003/04 100 62498 62.5 163 Morrumbene 2,500 3,1122004/05 150 104353 69.6 259 ADRA-I’bne# 20,000 100,2872005/06 100 152844 110.1 262* Total 152,844

# ADRA – CDC - Maculuva, Nhacoongo, Homoine & community nurseries

Year Plan Young plantsproduced

% realized Familiesbenefiting

*Being distributed and planted


116

Table 32

SCHOOLS INVOLVED IN THE 'PLANT MORE CASHEWS PROGRAMME' & NR. PLANTED

Candidates Benefiting Planned Realized2004/05 87 28 5,220 1,8002005/06 54 32 3,240 3,537

COMMERCIAL CASHEW TREE PLANTATIONS IN INHAMBANE 2005Nr. District Village Farm name Nr. Plants Size (m) Area (Ha)

1 Zavala Guilundo King Eduard 1,256 10*10 212 Zavala Maculuva Constatino J.

Faustino1,500 12*12 21.6

3 Inharrime Mangorro Cajú Afrique 500 5*5 12.54 Inharrime Sede E. P. Salesiano 1,500 8*10 125 Funhalouro Manhiça Dalilo 2,600 15*15 58.5

TOTAL 7,356 125.6

CASHEW TREES PRUNED AND CLEANED, & NR. FAMILIES BENEFITING 1999 - 2006

Plan Realized Plan Realized1999 ---- 6,200 ---- 40,0002002 ---- ---- --- ---2003 ---- --- --- ---2004 150 11,415 150 60,3052005 150 51,191 150 84,4242006 60 52,242 100 57,348*

CASHEW PRODUCTION SOLD 1999 - 2006Year Quantity

Planned (Tons)Quantity

monitored(Tons)

Average Price(MTs/Kg)

1999/00 4,000 6,5732001/02 --- 7502002/03 --- 3,386 5,3002003/04 5,000 2,130 6,0002004/05 5,000 6,2382005/06 7,500 5,314** campaign continuing

NUMBER OF PARTICIPANTS IN TRAINING ACTIONS 2002-2005Year Pruning &

cleaningChemicaltreatment

Salesmonitoring

2002 --- 202 ---2003 --- 237 1602004 --- 317 492005 392 395 482006 1,585 P/d P/d

Year Schools Cashew trees planted

* Data not complete--- Activity not monitored.

Year Pruned Cleaned


117

Table 33

Year HaematicAnthrax

SymptomaticAnthrax

Skin Nodules Rabies Brucellosis Newcastle Tuberculosis

1999 33,398 13,914 - 1,470 - 34,717 -2000 50,203 19,345 3,782 1,700 279 13,309 52001 53,966 22,052 4,864 3,602 - 34,998 -2002 68,231 26,359 - 5,559 - 49,424 -2003 67,313 23,824 23,876 3,920 47,2242004 60,365 22,596 7,480 3,598 145,6582005 70,314 26,546 - 4,135 310,929

EVOLUTION OF VACCINATION CAMPAIGNS 1999-2005

Table 34

Operational Inoperational Total Dips Pour Ons Spray race Manual sprays Total1999 71 28 99 55,855 3,700 0 160,650 220,2052000 71 28 99 528,670 5,483 0 14,405 548,5582001 71 28 99 461,019 27,770 0 263,941 752,7302002 89 19 108 746,201 3,130 0 241,135 990,4662003 177 27 204 445,698 7,251 11,758 234,241 698,9482004 120 28 148 413,582 11,696 9,012 303,090 737,3802005 188 28 216 387,326 1,985 9,960 298,615 697,886

DIP MONITORING DATA - FROM DIP TANKS AND CRUSHESDip Tanks and Crushes Use Frequencies

Year

REHABILITATION OR CONSTRUCTION OF LIVESTOCK INFRASTRUCTURE 1999 - 2005

Description Quant. District Rehab / Constr. Financier FutureDip tank 2 Zavala Constructed Livestock ownersDip tank 3 Inharrime Rehabilitated PRPDip tank 4 Panda Rehabilitated PRPDip tank 4 Homoine Rehabilitated PRPDip tank 1 Mabote Rehabilitated Kulima/AAA (2005)Dip tank 2 Govuro Rehabilitated UNAC & communityDip tank 2 Jangamo Rehabilitated Community / DDADRDip tank 1 Vilankulo Rehabilitated PrivateTreatment crush 5 Zavala Constructed Community / DDADRTreatment crush 7 Zavala Rehabilitated Community / DDADRTreatment crush 6 Inharrime Constructed Community / DDADRTreatment crush 8 Panda Rehabilitated Community / DDADRTreatment crush 4 Panda Constructed Community / DDADRTreatment crush 6 Homoine Constructed Community / DDADRTreatment crush 8 Jangamo Constructed Community / DDADRTreatment crush 3 Maxixe Constructed Community / DDADRTreatment crush 8 Morrumbene Constructed Community / DDADRTreatment crush 7 Massinga Constructed Community / DDADRTreatment crush 3 Funhalouro Constructed Community/VetaidTreatment crush 3 Vilankulo Rehabilitated Food for workTreatment crush 2 Vilankulo Constructed Food for workTreatment crush 10 Mabote Constructed Food for workTreatment crush 4 Inhassoro Constructed Community / DDADRTreatment crush 2 Govuro Constructed Community / DDADRAbbatoir 1 Zavala Constructed For pigsAbbatoir 1 Maxixe In rehabilitation For MaxixeSlaughter house 1 Zavala Constructed DPADR For pigsSlaughter house 1 Vilankulo In construction Municipality For VilankuloSlaughter house 1 Mabote In construction For Mabote


118

Table 35EVOLUTION OF LIVESTOCK COUNTED IN INHAMBANE PROVINCE 1999 - 2005

Year Cattle Sheep Goats Pigs Buffalo Donkeys Total1999 65,383 8,641 42,318 10,523 20 1,041 127,9262000 74,695 8,928 65,113 13,580 22 1,588 163,9262001 84,375 14,397 82,428 23,855 18 6,130 211,2032002 94,000 16,000 104,000 40,000 29 2,000 256,029

2003 (TIA) 93,680 3,304 396,391 287,887 15,160 796,4222004 103,048 103,0482005 113,353 113,353

Table 36MEAT PRODUCTION IN INHAMBANE 1999 - 2005

1999 2000 2001 2002 2003 2004 2005Species Prod

(ton)Prod (ton) Prod (ton) Nr anim Prod (ton) Nr anim Prod (ton) Nr anim Prod

(ton)Nr anim Prod

(ton)Cattle 68.5 71.4 105 732 108.07 777 116.14 822 117.15 1277 180.93Pig 6.7 17.1 28 912 32.59 1650 62.85 2110 77.84 3021 115.17Small 0.5 3.8 10.1 1247 12.19 1239 18.93 783 9.83 640 6.52Chickens 3.5 15.9 40 16344 16.34 7509 7.51 6018 6.02 9666 9.67Chicken 62605Total 79.2 108.2 183.1 169.19 205.43 210.84 312.29

Table 37CATTLE DISTRIBUTED TO DISTRICTS BY GOVERNMENT AND NGOs 1999 - 2005

Source 1999 2002 2003 2004 2005 TOTALOutsourcing 78 456Ag. Prom Fund 115 115IRELAND 97 97DINAPMalhalhe 46 38 84INAS 85 51 24 160Kulima 81 81Caritas 12 12AAA 60 30 90UNAC 450 108 558VetAid / Kulima 105 110 74 289ANS 270 270Movimondo 100 100ATAP 80 80SASOL 120 120Com Reins social 8 8TOTAL 844 263 208 452 1,767

Table 38

2002 2003 2004 2005 TOTALState 200 200Malhalhe 272 272AMDU 42 33 75VetAid 158 96 300 554Kulima 44 44Care 1,132 1,132INAS 50 50TOTAL 472 1,305 550 2,327

GOATS DISTRIBUTED BY NGOs 2002 .


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Table 39

Year Permits Inspec Slaughter Other Fines Promotion Total2002 202,974.77 20,897.79 4,398.00 9,948.37 25,510.00 45,400.00 309,128.932003 216,680.11 47,132.26 1,200.00 4,000.00 186,600.00 455,612.372004 282,031.95 47,310.10 2,949.50 23,697.50 140,000.00 495,989.052005 196,328.95 71,510.35 6,982.40 5,696.80 108,900.00 389,418.50

EVOLUTION OF INCOME 2002 - 2005 (10^3 MTs)

Table 40

PARTNERS IMPLEMENTING LIVESTOCK ACTIVITIES IN INHAMBANE PROVINCE 2005Partners Location ActivitiesVetaid / Kulima Zavala, Inharrime, Jangamo Breeding, Newcastle's controlAAA Vilanculos BreedingCARE Vilanculos, Mabote, Inhassoro Breeding, awareness about bird 'fluCaritas Inharrime BreedingMalhalhe Massinga Breeding goats, Newcastle contrlHandicap Intl Panda (concl) -ORAM Inharrime BreedingATAP Vilanculos, Inhassoro (contract rescinded) Breeding, animal traction, food securityVetagro Commercialization, livestock development centres

Table 41

Licencing and extraction of forest products

Species2000 2001 2002 2003* 2004 2005 TOTAL

Nº logging licenses 97 36 35 28Nº operators 43 36 35 28

Chanfuta 3,620 6,860 9,620 3,127 23,227Umbila 150 655 850 250 1,905Mecrusse 700 560 770 521 2,551Others 895 1,585 1,065 1,350 4,895

5,365 9,660 12,305 5,249 3,568 4,437 40,5841,647 5,544 9,372 3,952 2,084 5,071 27,669

2000 2001 2002 2003* 2004 2005 TOTAL

Nº licenses other extractn40 35 30 33

Nº operators 33 35 37 33Poles (esteres) Mecrusse 4,026 1,950 2,491 1,262 1,827 3,067 14,622Charcoal (esteres) 4th class 347 157Firewood (esteres) 5th class 4,612 366Total other actually extracted 8,985 2,473 2,891 3,815 7,541 15,446 41,150

* = Data only up to 3rd quarter of 2003 available for logging license volumes.

Volume logging licenced (m3)

Volume other wood products extracted (m3)Product type

Product type

Logs

400 2,553 5,714 12,379 26,528

Total vol. of licensed loggingTotal volume extracted

Table 42

Volume of wood products processed Volume of wood products exported

Year Sawed wood (m3) Year Logs (m3) Sawed wood(m3)

2002 511 2002 0 02003 353 2003 109 22004 498 2004 46 432005 750 2005 185 64

2005 illegal export 1522


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Table 43

Fines

Nº FinesFine amount (MT) Amount paid (MT) % paid advised

19992000 21,899,7002001 46,855,8522002 191,149,963 96,779,226 51% 652003 996,199,658 297,918,366 30% 562004 1,163,024,855 611,751,401 53% 822005 3,627,496,210 1,407,581,312 39% 192Total 5,977,870,686 2,482,785,858 42% 395

Year Income (MT)1999 --2000 418,223,1002001 661,912,8522002 1,141,718,2312003 2,561,948,044Total 4,783,802,227

Income received by DPA from licences

Year

Fines for transgressions - DPA Inhambane

Table 44

Break down of income sources Inhambane 2002 - 2005

Other TotalLicences[1] Fines Sale of

confiscatedproducts

Licences Fines

2002 1,033,185,575 96,779,226 - 2,155,930 - 9,597,500 1,141,718,2312003 2,106,551,178 297,918,366 96,111,000 - - 11,743,500 2,512,324,0442004 1,867,440,400 612,885,775 1,990,000 - - 26,250,500 2,508,566,6752005 5,075,781,053 1,407,581,312 419,344,000 - 29,000,000 203,565,750 7,135,272,115[1] Includes Certificates for Products in Tourism Sites

Year

Forestry Wildlife

Table 45

Evolution of the Approval Process of DUAT Requests

1998 1999

DUAT RequestProcess

Nr. Area(ha)

Nr Area(ha)

Nr Area(ha)

Nr. Area(ha)

Nr. Area(ha)

Nr. Area (ha) Nr. Area(ha)

Nr. Area(ha)

Nr. Area (ha)

Opened 226 12,394 231 51,125 134 7,046 273 58,531 360 57,736 404 186,832 404 78,486 488 5,271 2,294 445,026Approved 154 7,215 134 16,752 124 6,974 266 58,399 358 57,722 328 127,141 343 59,441 241 1,521 1,794 327,951Not approved 2 2 3 4 3 15 6 49 2 16 13 18 3 22 9 349 39 472Cancelled /DesistedSource: SPGC, Numerador Geral dos pedidos de DUAT

Total 99-2005200520042003

6 14 515.27 2 5150 23287 194

200220012000


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Table 46

Activity Type Nr. Area(ha)

Nr. Area (ha) Nr. Area (ha) Nr. Area (ha) Nr. Area(ha)

Nr. Area (ha) Nr. Area (ha)

Reconnaisance 62 19,336 78 233,634 108 73,055 143 78,132 199 15,357 128 2,368 718 421,882Public consultation of local communities 30 866 119 233,640 210 1,733 232 25,604 119 285 103 213 813 262,341Demarcation by SPGC 16 9,639 17 2,279 59 3,726 139 875,580 31 100 21 88 283 891,411Demarcations by private sector 1 7 2 9 1Delimitations 4 5,519 10 1,279 5 179,577 7 13,021 8 15,500 34 214,896Conflict resolution 14 17 12 16 3,031 47 3,043Inspection 21 266 45 52 15,264 15 133 15,530Verification 10 12 10 12

Total

FIELD WORK - SPGC 2000 - 2005

No data for previous years

2006 1st 1/420052003200220012000

Table 47

DOCUMENTS EMITTED 1998 - 2006

Document Type 1998 1999 2000 2001 2002 2003 2004/5 2005/6 TotalProvisional authorisation 99 40 55 194Special licences 31 12 12 9 64Definitive titles 2 11 17 3 5 12 6 56Digitalized processes 4,070 65 4,135

Table 48

INCOME FROM 'DUAT' FEE PAYMENTS 2001 - 20052001 2002 2003 2005

Amount received 125,442,000.00 221,782,000.00 409,733,500.00 366,770,390.00No data for previous years

Table 49

Implementation of simplified procedures - Inhambane Province

Situation Nº Area (ha) % Nº Area (ha) %Approved 343 59,441 100% 241 1,522 100%Within legal period 190 41,673 55% 149 1,358 62%Outside legal period 153 17,739 45% 92 164,115 38%Failed 3 22 100% 9 384,786 100%Within legal period 3 22 100% 7 30,786 78%Outside legal period - - 2 354 22%

2004 2005

Table 50

REHABILITATED IRRIGATION SYSTEMS

YEARDISTRICT LOW LAND TOTAL AREA

(ha)CROP TYPE Nª FAMILIES

Inhambane Liberdade 37 Diverse 5602001/2 Panda Bloco 6 70 562001/2 Massinga Chilacua 200 1502001/2 Maxixe Macuamene 349 6502001/2 Homoíne Mubalo 2 98 1092005 Homoíne, Jangamo, Massinga, Panda 5 systems

TOTAL 754 1525


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Table 51

IRRIGATION SYSTEMS IN OPERATION

YEAR BENEFICIARY

2002/3 Homoíne Chindjinguir Spray 60 Association2002/3 Jangamo Mutamba Gravity 120 Family sector2002/3 Panda Mubique Gravity 70 Family sector2002/3 Jangamo Mutamba Gravity 30 Family sector2002/3 Morrumbene Mahangue Gravity 100 Family sector2002/3 Massinga Ngomane Gravity 50 Family sector2004/5 Homoíne, Maxixe, Massinga, Panda &

Inhambane cidadeGravity 5 systems Family sector

DISTRICT LOCATION TYPE AREA ha

Table 52

DRIP IRRIGATION SYSTEMS INSTALLED

Year Districts Location Area Nº systems Nº Beneficiaries Beneficiary2002/3 Homoíne Inhamússua Bloco B 0.5 ha 1 1 Sousa Chirindza2002/3 Inharrime Bié 0.5 ha 1 1 Mário João2002/3 Mabote Chichongue 0.5 ha 1 1 Family sector2002/3 Inhambane Chivanene 0.5 ha 1 1 Moisés2002/3 Funhalouro Tome 0.02 ha 1 1 ?2005 Vilanculos Mapinhane 1 ha 1 ? Citrus & mango nursery2005 Vilanculos Mapinhane 2 ha 1 ? Citrus & mango nursery2005 Massinga Massinga 9 ha 6 ? Mango nursery

Total 14.02 ha 13 5

Table 53

IRRIGATION SYSTEMS INSTALLED WITH TANKS AND TREADLE PUMPS (AND HAND SPRINKLINGOR LATER UPGRADES TO DRIP IRRIGATION)

Qty Material

2002/3 Homoíne Covane 0,5 ha 2 100 m 1” 1 50-----1 Association2002/3 Escola Agrária 0,5 ha 2 100 m 1” 1 50-----1 Agricultural school2002/3 Macavane 0,5 ha 2 100 m 1” 1 50-----1 Horácio Siquice2002/3 Gulane 0,5 ha 2 100 m 1” 1 50-----1 Association2002/3 Marange 0,5 ha 2 100 m 1” 1 50-----1 Alfredo Ndovete2002/3 Funhalouro Mavume 0,5 ha 2 100 m 1” 1 50-----1 Family sector2002/3 Chicomene (Sede) 0,5 ha 2 100 m 1” 1 50-----1 Family sector2002/3 Inharrime Mucumbí 0,5 ha 2 100 m 1” 1 50-----12002/3 Inhassune 0,5 ha 2 100 m 1” 1 50-----12002/3 Jangamo Marrumuana 0,5 ha 2 100 m 1” 1 50-----12003 Mabote Catine 0,5 ha 1 100 m 1” 1 50-----1 Family sector2003 Chipswatsane 0,5 ha 1 100 m 1” 1 50-----1 Family sector2003 Banamana 0,5 ha 1 100 m 1” 1 50-----1 Family sector2003 Chichongue 0,5 ha 1 100 m 1” 1 50-----1 Family sector

2003/5 Banamana 1 0,5 ha 1 + 1 deiselpump

100 m 1” 1 50-----1 Kulima bought

2003 Mangalaze ? 1 + 1 deiselpump

? 1 ? CARE bought

2003/4 Mussengue ? 1 sabotaged 1 ? ..2004 Malindile 1.5 ha 1 deisel pump

(inop)? 1 ? ..

2005 Homoine 1 ha 1 ? 1 ? Family sector2005 Inharrime 1 ha 1 ? 1 ?2005 Jangamo 1 ha 1 ? 1 ?2005 Vilanculos 1 ha 1 ? 1 ?2005 Zavala >1 ha 1 ? 1 ?

Total >13 ha 36 23 750 m10

BeneficiaryYear Nº tanks MAN/VALDistricts Location Area Nº pumps


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ANNEX 2

Basic results of Producer Qeustionnaire

Interviewees #Nr. private producers interviewed 9 19%Nr. small producers interviewed 39 81%Men interviewed 26 54%Women interviewed 22 46%Questions # Yes # No % Yes % NoLearned techniques from the agricultural services 35 13 73% 27%Heard technical messages via radio 24 24 50% 50%Is member of an agricultural association 42 6 88% 13%Agricultural extensionists informally help to commercialize products 16 32 33% 67%The extensionist habitually asks about your problems 36 12 75% 25%The extensionist brings responses to your problems 33 15 69% 31%Uses techniques to combat disease in plants / livestock 20 28 42% 58%Normally use pesticides 19 29 40% 60%Normally use fertilizer 19 29 40% 60%Knows of environmental issues related to agro-chemical use 20 28 42% 58%Knows the effect of those products on food crops 30 18 63% 38%Learned techniques from a demonstration farm 28 20 58% 42%Normally participates in rural fairs 21 27 44% 56%Normally obtains market prices of products to sell 9 39 19% 81%Use animal traction or tractor 37 11 77% 23%Received vegetative reprod. Cassava, sweet potato, pineapple etc. 30 18 63% 38%Part of the seeds stored for planting the following year are destroyed 41 7 85% 15%Trained how to reduce seed losses 17 31 35% 65%Obtain improved seeds (and vegetative material) 24 24 50% 50%Produce improved seeds (and vegetative material) 18 30 38% 63%Normally receive information about rain due for following season 17 31 35% 65%Private veterinary services exist 17 31 35% 65%Other private services for livestock treatment exist 8 40 17% 83%Received livestock between 99 and 2005 18 30 38% 63%Received orientations on soil and pasture degradation 14 34 29% 71%Troughs constructed / rehabilitated between 99 and 05 12 36 25% 75%Dip tank constructed / rehabilitated between 99 and 05 22 26 46% 54%Animal pen constructed / rehabilitated between 99 and 05 9 39 19% 81%Testing and diagnosis laboratory 0 48 0% 100%Received information about AIDS 47 1 98% 2%

% of total


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APPENDIX VIII: SOFALA PROVINCE


125

Introduction


The provincial and district offices of the Ministry represent the leading edge ofall activities. It is here that the interface with the main clients (i.e. smallfarmers, farmer associations, community groups, local private entrepreneurs,NGOs, etc.) takes place. It is also here that the ground level impact of theprogramme will be visible. Therefore, as part of the end-of-programmeevaluation, interviews have been conducted in each province. This report isan assessment of the impact of PROAGRI I in terms of activities, resultsachieved, relevance of policies, efficiency of the activities, effectiveness of theresults and the sustainability of outcomes in Sofala Province.

The report consists of a rapid review of key issues, an evaluation of theprogress and impact of planned actions in each of the eight components ofthe Programme at provincial and district levels, a review of impacts atproducer and user interface levels, and finally, annotation of some of thelessons learned and conclusions. Consideration is given to cross-cuttingissues as they have been mainstreamed and as they can be distinguished asmore independent actions or policies.


Management capability

Management capability and a strong system of management are essential toany institution. Investment in management training activities constituted afundamental gap in PROAGRI I which has likely impacted implementation.Interviews with those working at both provincial and district level highlightedthis issue. While those interviewed did not specifically highlight lack ofmanagement training as a concern the very fact that this was not a concern tothe managers within the institution indicates that this is a gap that they are noteven aware of.

Private Sector

Support to the private sector as one of the premises for agriculturaldevelopment in any area merits consideration. Through PROAGRI I the focuswas on the family sector as a basis for agricultural development, with the


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principal priority being creating food security in the province. This prioritizationwas a policy decision taken at Ministry level.

Decentralization

Decentralization is crucial for district development. It is important to see eachdistrict’s individual development and the effort made to develop each sectorwithin that district as a contributor to the overall development of the provinceas a whole. During PROAGRI I decentralization was piloted in several districtsin Sofala and later rolled out to the remaining districts. It was mainly financialdecentralization and provided important experiences which should be takeninto consideration.

Partnerships

The role of partners in PROAGRI I was a positive one, with partners acting aspromoters of innovative technology and to a certain extent as providers ofalternative funding covering cuts which undermined planned activities in thePAAOs (Annual Budget & Activity Plan) at provincial level.

In view of this, it might be worth considering promoting not only budgetsupport, but also independent programmes carrying out private sectorinterventions that are outside of the scope of the State, though without losingthe collaboration in planning and implementation of district developmentactions.




Between 1999 and 2001 PROAGRI I reached only four districts in SofalaProvince (Dondo, Buzi, Nhamatanda and Gorongosa), but was rolled out tothe remaining districts at the end of 2001.

Lack of (qualified) human resources and of financial resources at bothprovincial and district level to respond to the requirements of the expandedprogram and lack of basic conditions for technicians working in the districts(accommodation, transport etc.) impacted the initial roll out.

From 2002 onwards DPA invested in creating the conditions for PROAGRI I tobecome a reality in all the districts in the province. This was done by:

Investing in transport and communication equipment (faxes, computers,e-mail for each of its services, photocopiers, PABX system, etc).

Investing in house and office furniture. Investing in construction or renovation of houses for technicians. The contracting of qualified technicians. 136 technicians were contracted

from 2003 (61 higher level, 66 mid-level, 1 basic level, 2 service agents,


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5 drivers and 1 radio operator), with a view to increasing the technicalcapability of the institution.

Beginning the process of legalizing the contracts of higher and mid-leveltechnicians who, up to 2003, had been employed through serviceprovision contracts with PROAGRI which were not compliant either withthe civil service norms or the labour law.

In February 2006 the number of civil servants was 254, with part-timeworkers numbering 216 meaning that Sofala’s DPA had 470 staff at itsdisposal.

The process of integration into the civil service career progressionsystem was regularized for many functionaries under PROAGRI I. Thisprocess is supposed to result in career review every three years withpromotion depending among other factors on time worked, andperformance. 173 functionaries in Sofala DPA have benefited from thisprocess to date.

In 2003 six study scholarships for higher education were given to DPAfunctionaries and 20 places were provided in various schools in Beira forthose wanting to continue their studies at different levels.

In 2003 a formal Human Resource Department was created. Up to 2003a combined administration and human resource department had existedbut it had not had the same attributes as the new department.

A Human Resource data base was created. Though SIP had been inuse prior to the start of PROAGRI a computer crash had resulted in allthe data held in that system being lost.

In 2003 a system of subsidies for technicians travelling to the field wasintroduced. This reduced reliance on per diems and was designed toincrease the mobility of technicians. This subsidy system was run for anexperimental phase between August 2003 and December 2004.

The number of functionaries studying after hours was increased byproviding study incentives. These incentives were given in the form of afinancial incentive for studying and a bonus for good results.

Courses and trainings were provided by PROAGRI, APROS and GTZ-PRODER in areas as diverse as English, Rural Development ProgrammeManagement, Conservation Agriculture, Planning, Monitoring &Evaluation, Public Financial Management, Statistics etc. and participationwas encouraged by DPA.

Despite these gains it is also important to mention the number of deaths,particularly from HIV/AIDS related illnesses during the period (13 in 2001, 13in 2002, 22 in 2003 - of which 20 were confirmed HIV/AIDS cases, 26 in 2004of which 20 were confirmed HIV/AIDS cases and 17 in 2005 of which 6 wereconfirmed HIV/AIDS cases). This clearly represents a major loss in terms ofhuman resources.

Short term advances were achieved in the field of human resources, as aresult of DPA staff performance, the allocation of qualified personnel to thedistricts and the incentives provided by innovations in the form of subsidypayments, bonuses and prizes and bonuses for good performance. Subsidies


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represented a significant contribution to people’s income, allowing them to forexample improve their living conditions or return to school. As a resultmotivation increased considerably.

However all these incentives ended during PROAGRI I either as a result ofthe fact that they were pilots or as a result of the fact that they did not coincidewith the norms for civil service employment. As a result many staff aredissatisfied and de-motivated and the past two years has seen a majorexodus of qualified personnel (in 2005 12 people resigned of which 4 werehigher level technicians, 6 mid-level technicians, 1 a basic level technicianand 1 a driver. In the first half of 2006 a further 21 resigned of which 3 werehigher level technicians, 17 mid-level technicians and 1 a basic leveltechnician).

Also a change of leadership at DPA in 2005 has led to some restructuring andchanging of jobs for certain technicians.

In considering institutional reform from a human resource point of view thepicture in 2006 does not reflect the results achieved during the lifetime ofPROAGRI I. While the Program did have a significant impact in terms ofrenewal of human capital which in turn led to a more open mindset in theagriculture service a number of the technicians involved in this change havesubsequently left the directorate or been reshuffled in the internal changeswhich are now taking place in DPA.

In summary, in terms of human resources few advances were made. Onehundred and thirty six staff were admitted 124 were lost (91 died and 33resigned), and the integration of staff was unsteady. However it is not allnegative, opportunities to study have been taken up and are ongoing. Thetechnical team in place is young and could, in a motivating situation, growmore effective.

Transport and EquipmentThe acquisition of transport and equipment in 2004 was an important facet ofthe investment made by DPA. Purchases included 8 vehicles, 38 motorbikes(which, when taken in conjunction with those purchased in 2002 meant that23% of the 187 extension workers had access to transport) 48 bicycles (whichwere used for the TIA and then distributed to contact farmers and livestockpromoters), IT and communication equipment, photocopiers, and furniture foroffices and staff accommodation.

The original vehicle fleet is depleted as a result of lack of maintenance or poorquality maintenance at both district and provincial level. Bicycles andmotorbikes are in poor condition and many are reaching the end of theiruseful life. However district interventions and activities depend solely on thisfleet.

DDAs have had their offices basically equipped. While these serve as aresource within the district it is worth noting that the electronic equipment


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suffers from the same lack of maintenance as the vehicle fleet and is in asimilarly poor condition.

Between 1998 and 2005 a total of 62 computer sets (comprising computer,printer and UPS) were distributed to the districts and provincial services.Between one and four sets were sent to districts, though most districtsreceived a single set during the period. The provincial services received anaverage of 7 sets each, with the most being received by Rural Extension (9sets) and the least by Livestock and SPFFB (5 sets each). It is not clear if thestationary and equipment maintenance budget increased in accordance withthe number of machines. Although the provincial inventory does not identifywhich items were paid for by PROAGRI, all the equipment would have beenat risk due for example to having no power surge protectors. Management ofthe equipment is complicated by the inventory not identifying the operationalstatus of each item, its whereabouts if absent from its normal location, orsoftware installed in computers.

In summary Sofala DPA is not completely devoid of assets and access tomodern technology, despite the fact that the efficacy of much of what it hasavailable to it is severely impacted by lack of maintenance.

InfrastructureInfrastructure work was undertaken during the period evaluated for severalservices (SPFFB, SPGC, SPP), including the construction of offices for someof the DDAs, the rehabilitation of 18 houses (comprising 32% of the 57renovations required) and the construction of 23 houses for technicians(comprising 20% of those needed in the province).

In terms of property the construction and renovation provided minimumconditions in the province for accommodating technicians in rural areas.

Decentralized Planning and Use of Financial ResourcesDecentralization of resources mainly took place after 2002, at which time eachof the DDAs received 60% of the total fund attributed to DPA through thePAAOs.

Taking into account the lack of resources and delays in receipt of theseresources an internal mechanism was developed at provincial level formanaging the DPA budget. The following criteria were used for distribution ofresources to the districts:

equal division; proportional division based on population numbers; proportional division based on poverty levels; relative potential of each district.

According to some of those interviewed, this was perhaps not the best way todeal with decentralization of resources because instead of directing money atthe poorest (as these criteria prioritise) it would have been more useful todirect funds towards those who wanted to work, in accordance with theaspirations and performance of each district.


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It is important to note certain issues that impeded the decentralization ofresources:

Late disbursement of funds was a major impediment; The PAAOs were often cut at central level to readjust budgets without

consultation on provincial priorities.

The decentralization mechanism was without doubt a positive gain. DDAs ineach district have bank accounts and are able to autonomously disburse thebudget they receive.

The participative planning process involving the development of PAAOs andPTAOs began in 2003 with the objective of involving the community inplanning and definition of priority activities to be undertaken at district level.Communities at administrative post and locality level were involved withcooperation partners (APROS e GTZ-PRODER) who provided financialsupport for the participative planning process.

In this respect it merits mention that the involvement of communities in thedesign of PAAOs was an important exercise in decentralization, but that manytimes their aspirations and concerns were not met, firstly because of the arrayof planning priorities at provincial level and secondly because of budgetadjustments and cuts at national level.

Another aspect which impacted the effectiveness of the process was thecomputer program designed at the start of implementation of decentralizedplanning, which does not correspond to the needs of a decentralized planningprocess involving the districts.

In summary the participatory planning exercise was used by DPA technicalpersonnel. This methodology was always used when preparing the PAAOsbut did not always correspond to the implementation of activities partly due tobudget constraints and also partly because there were no mechanisms inplace to respond to the level of demand. This is not only a question of use ornot of mechanisms, but of knowing if the measures are taken up by thepeople putting them into practice.

Few of those who currently occupy key posts in DPA were actually involvedduring the design and conception phase of PROAGRI I. As indicated abovemany technicians were recruited as part of the Programme and thereforewere caught up in the reforms rather than having been involved in theirinception.

MonitoringA multi-sectoral supervision team with responsibility for monitoring reformswas introduced in 2003 in the province. This team, comprising 5 techniciansfrom rural extension (2), livestock (2), and forestry (1) supervising theprovince in three regions, south, central and north. However the performanceof this team has not been totally satisfactory owing to lack of funds.


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In conclusion, the institutional development achieved under PROAGRI I didnot have the anticipated impact. It was undertaken in a very grand way andmoved around many people. But it did not manage to achieve thedevelopment objectives hoped for and in many cases some time and someinstitutional change was enough to completely shake up the whole designframework.

Extension

In 1999 there were four extension networks supported by various partnerssuch as FHI, GTZ, PAN, IFAD, SG-2000 and V&M. Public Extension whichuntil 2002 covered just four districts (Dondo, Buzi, Nhamatanda andGorongosa) began expanding with a view to covering all districts and reducingasymmetries between the districts.

These networks (public and private) grew over time (in 2005 the province had10 extension networks), were coordinated, began working together and bydeveloping a genuine collaboration managed to cover 55,000 directbeneficiary families in the second half of 2004.

The farmer to farmer methodology introduced through PROAGRI I permittedthe increase in the number of families served and the more complete use ofparticipative extension methodologies.

Based on this methodology which was initially trialed in Buzi and DondoDistricts and was then adopted throughout the province, each extensionworker supports a group of 20 farmers known as promoters or contactfarmers. These promoters then support 20 farmers in their community thusdisseminating information and spreading knowledge using a snowball effect.

Of all the extension work undertaken during PROAGRI I it is important to notecritical actions which had major impacts on the lives of farming families:

Use of participative methodologies involving community leaders, contactfarmers and farmers associations, which were achieved through usingthe farmer to farmer methodology as a practical basis for extension work.

Support to associations as a form of organizing farmers to obtain benefits(technical assistance, training, communal infrastructure etc.). Theorganization of farmers into associations strengthened participativeextension and in some cases enabled the extension service to make astronger connection with the producers, providing them with trainingpackages which included not only technological inputs but also training inmanagement and capacity building in leadership and negotiating.

Agricultural fairs were a major catalyst for marketing and had someresults.

Leading farmers were identified as points of contact for dissemination oftechnology.


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The media was used to provide technical messages – radio messageswith agro-economic information in Portuguese, Ndau and Sena wereplayed in all districts and information bulletins were distributed.

Partnerships were created with companies and NGOs. Thesepartnerships operated not only at the level of shared effort in developingthe extension networks but also in planning.

Service provision was improved by the presence of qualified techniciansliving in the communities.

CDRs were set up to demonstrate various agricultural techniques “on-farm”.

Field days were held to encourage horizontal sharing of technology andcontact between producers and potential buyers as well as sellers ofinputs.

Capacity was built through training courses and experience exchangesbetween farmers. Activity planning and training in collaboration withpartners meant that training activities were more cost effective andreached those served by both public and private extension networks.

Construction of improved granaries reduced the incidence of post-harvestlosses despite the tendency of producers to sell off harvests for quickfinancial gains.

Introduction of new technologies such as conservation agriculture andagro-processing techniques (such as the processing of cassava, sweetpotato and fruit, the manufacture of homemade sesame and sunfloweroil).

Introduction of a unified extension system which was only partiallyachieved, restricted as it was by funding limitations.

There was a growth in the extension network both in quantitative terms(increase in the number of districts reached and in the amount of assistancegiven through the use of farmer to farmer techniques) and in qualitative terms(reinforcement of the extension service and training of producers madepossible by the introduction of farmer to farmer techniques).

The strengthening of the participative extension network was due in part tonew techniques and to the work done with producers associations, but it wasalso due to collaboration between the government’s extension service and itspartners not only in implementation but also in planning.

The introduction and dissemination of new technology (conservationagriculture, improved granaries etc.) created a basis for farmers to increasetheir income and improve food security on the one hand and thereby tomitigate some of the impacts of HIV/AIDS.

Introducing and implementing the unified extension service was only achievedin those services with the more intensive field activity, which in the case ofSofala is livestock and forestry.


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Monitoring mechanisms for extension activities were established at districtlevel through periodic reporting to provincial level by both the individualservices themselves and the economic department which was responsible forcentralizing information at DPA level.


During PROAGRI I a number of strategies and technological innovations wereused with a view to increasing production in the family sector and improvingself-sufficiency. These included:

Provision of information about construction of improved granaries in eachdistrict. The practices proposed were adopted by a number of families ineach district. However, despite the effort invested in disseminating thisinformation storage continues not to be common practice and sale ofcrops to serve immediate needs continues to be the norm with 70% offamilies preferring to sell part of their harvest and only 30% storing it.This means that the majority of families do not have sufficient food storedto last until the next harvest.

In times of greatest need the lack of cereals is compensated for withroots and tubers and by other survival strategies. These include artisanalfishing, small-scale poultry and livestock rearing, hunting, charcoalselling, sale of bamboo poles, apiculture, sale of fruit and vegetables andpiece work. Owing to the importance that they represent in smallproducers’ diet, the DPA has begun gathering production statistics foryams and taro.

Encouragement to grow cash crops such as piri-piri (bird’s eye chili),paprika and sesame to increase household incomes.

Encouragement to commercialize crops through the promotion of fairs,particularly at harvest time. These activities were supported by theagriculture and rural extension services along with certain projects whichtook place outside PROAGRI such as those managed by AustrianCooperation and GTZ.

Training on cash crop production and agricultural marketing. Suchtraining actions involved extension workers and producers, who receivedvarious technology packages related to cash crops.

Mediation of the relationship between producers and potential privatesector buyers. Various contracts were mediated between groups offarmers and buyers, which often involved the provision of seed on creditto the producers and the promise of purchase of all production. V&M,WFP, SEMOC (replaced in 2005 by Munguambe & Sons) and Mobeirawere involved in developing these types of relationship. Buyers enteredinto relationships with producers organized into associations and thesetypes of agreement stimulated the formation and consolidation of suchassociations.

Further encouragement towards marketing was given by fairs,dissemination of improved production techniques (rice transplanting,second season crops) and post-harvest methods (improved granaries,use of Actelic) and the collection of data on prices of produce which couldthen be used to inform farmers.


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Constant monitoring of diseases and pests to protect crops. Sofala has aresident IRLCO-CSA (international migratory pest control organization)representative with whom the DPA have had a collaborative relationshipsince the 80s.

Control and registration of chemical pesticides and the introduction ofbotanical pesticides. In the case of this intervention it is important to notethe involvement of various international organizations (such as FHI, GTZ-Proder and Austrian Cooperation) on the ground, both as catalysts andas co-financiers of these measures. As a result of these activities in 2006the province managed to collect and store obsolete pesticides.

Contingency planning in collaboration with INGC to prevent problemscaused by drought, floods and cyclones.

Regulation and certification of seed in accordance with nationalregulations. This program began in 1997 and involved FHI, GTZ-Proderand later also Austrian Cooperation as partners. From 2002 onwards theinvolvement of these partners began reducing. Drought also impactedthis activity because it was not carried out in irrigated areas where theexisting irrigation systems were insufficient.

Education program for small-scale producers for the saving of seed forfuture use, and conservation and preservation methods for such seed.

Introduction of conservation agriculture to reduce labor, water andfertilizer usage and thus mitigating some of the effects on people livingwith HIV/AIDS.

Analysis of the agricultural seasons shows the following results:

Table 1 – Production of Main Crops between 1998 and 2005

During the 1999/2000 season, sowing was delayed because of the lateness ofthe rain. Overall though the balance was positive showing an increase incereal production, with the exception of maize which was likely affected by theirregular rainfall.

The 2000/2001 season was affected by the floods that hit the province andcaused a critical situation of low production. However vegetable production

Crop1997-1998 1998-1999 1999-2000 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005

Maize 108.197,00 115.976,00 97.092,00 112,14 70,23 83,59 101,15 63.057,00Rice 66.499,00 55.727,00 62.785,00 72,58 23,27 80,81 75,93 42.854,00Sorghum 30.229,00 45.099,00 59.975,00 27,84 33,85 58,33 53,48 11.818,00Millet 6.712,00 6.940,00 13.794,00 6,05 5,08 4,96 17,49 3.033,00Cassava 26.370,00 53.833,00 59.835,00 47,22 78,34 57,07 103,49 89.238,00Sweet potato 23.237,00 60.518,00 47.696,00 76,36 49,01 19,88 41,65 34.774,60Peanut 4.713,00 14.641,00 3.858,00 6,21 3,28 3,28 5,14 1.954,00Beans 7.584,00 5.432,00 7.462,00 6,85 7,07 14,24 13,79 9.256,00Vegetables 19.316,00 46.734,00 37.557,00 41,90 14,86 53,98 59,17 633,00Sunflower 251,00 466,00 1.385,00 1,48 302,00 2,16 2,14 1.669,00Sesame 1.165,00 796,00 3.420,00 477,00 951,00 2,21 3,84 1.669,00Soya 60,00 243,25Yams 270,00 1.637,00Taro 5.020,00 270,00Irish potato 1.505,00 1.506,00

. . . . . . . . . . . . . . . . . . Production in tons . . . . . . . . . . . . . . . . . . . . . . .


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on the low-lying areas around the rivers Save, Búzi, Púnguè and Zambézeincreased because of the post-flood fertility and the timely sowing of cropsfacilitated by the opportune intervention of the extension service.

The results of the 2001/2002 season were unsatisfactory in that productiondid not meet the province’s food needs. Despite the floods which hit the00/01 season, the production of cereals and legumes in the 01/02 season wasless than that in the 00/01 season which shows that the drought in this yearhad a number of negative repercussions, though they affected the differentdistricts in different ways (Chibabava, Machanga, Muanza and parts of Buzi,Chemba and Gorongosa were most affected).

The low production was mainly due to drought which affected the provincereducing the value of the crops in the field particularly in the districts ofMachanga, Chibabava, Muanza, Buzi, Chemba, creating pockets of hunger.The drought not only hit field crops but also pastures and sources of water forlivestock.

The situation was aggravated further by destruction of crops by wild animals(mainly elephant, hippo and monkeys) and an infestation of locusts whichaffected certain districts.

In general the 02/03 season had better results with significant increases inproductivity over the previous season. These results were due to acombination of the following factors which together created a favorablesituation for production:

Availability of inputs (seeds and utensils) which was supported by anumber of organizations

Availability of pesticides to combat infestations of locusts andgrasshoppers.

During the 02/03 season a number of further measures were taken with aview to creating further income generating opportunities for the family sector:

Supply of orange-pulp sweet potato seedlings to all districts whichbenefited some 3,831 families.

Planting of madumbe (Calocasia antigorum L.) to benefit 200 families inthe districts of Beira and Marromeu.

Acquisition of approximately 1,050 fruit plants (including lychee,pineapple, lemon, orange and avocado).

Creation of pineapple breeding areas to promote pineapple production. Introduction of new fishing techniques, with positive results. Creation of approximately 1,554 CDRs of different crops in all districts. Construction of 503 improved granaries with 1 ton capacity. Introduction of drip irrigation systems. Dissemination of messages for producers using Radio Moçambique and

Radio PAX. Themes covered included forestry regulations, control ofinfestations and disease, cultivation in low-lying areas, Newcastle’s


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disease, use of agro-meteorology, uncontrolled burning, conservationagriculture, soil improvement, HIV/AIDS and preparation for the 03/04season.

Publication of 12 issues of the information bulletin “Machamba”. Increase of the number of associations from 117 in 2002 to 139 in 2003.

The lack of rain at the start of the 03/04 season once again impacted sowing,making it late. However there was an increase in production of all crops byaround 25.52% which contributed to improved security throughout theprovince.

It is important to note that it was not possible to comply fully with the AnnualActivity Plan and Budget for 2004 because of the irregular disbursement offunds.

Cereal production reached 101,154 tons of maize which represented a 21%increase over the previous season (a guaranteed market for this maize, whichwas not only produced for subsistence but also for sale led to an increase inthe areas cultivated and consequently an increase in levels of production) and17,491 tons of millet, both of which are important indicators for provincial foodsecurity.

A significant increase was also seen in the production of roots and tubers,resulting from the intensive promotion of these crops during the previous twoseasons and the favorable climatic conditions (dryness of the dry season).

The supply of good quality seed to the farmers in conjunction with theavailability of a market led to production of vegetables, especially peanuts(which increased by 57%).

An increase also took place in the cultivation of oil-producing crops, mostnotably sesame, which was motivated by companies both within and outsidethe province encouraging production and by local producers extracting the oil(the production of these crops grew 36.6% over the previous season withsesame up 73% in comparison to the 2003 season).

Vegetable production was also up, in the region of 10% over the previousseason largely as a result of the availability and distribution of good qualityseed and the use of small-scale irrigation techniques.

In the fruit sector the number of plants rose 100% over the previous seasonwith the greatest increase being in cultivation of pineapples.

The good results achieved in the 03/04 season were the result of a number offactors:

The timely availability of sufficient inputs. The dissemination of new techniques (use of recommended

measurements, use of animal traction, crop rotation, use of irrigationtechniques, provision of good quality seed through agricultural input fairs,


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technical support in combating infestations and diseases) played animportant part.

Increase in areas under cultivation (362,787ha of various crops). Yams and taro becoming recognized as important crops in the local diet

in this part of the country, and being drought-resistant crops which couldbe included in activities to promote subsistence alternatives in foodinsecure situations.

Notable growth in support to farmers as a result of the introduction ofparticipative extension methodologies involving community leaders,contact farmers and farmers associations (the farmer to farmermethodology).

The 2004-2005 season was affected by drought throughout the province andby floods in the districts of Marromeu, Caia and Chemba.

The drought affected crops at the critical stages of developing leaves andflowering which led to poorly formed and underweight ears. Farmers wereforced to take recourse in second-harvest crops such as maize, sweet potato,cassava, butter beans and vegetables.

It is notable however that those farmers who had benefited from assistanceand had their fields covered with vegetable matter (as per conservationagriculture practices) were better able to cope with the lack of water andobtained better results.

In this season production was approximately 324,673.80 tons of which120,762 tons were cereals, 127,426 tons were roots and tubers, 11,210 tonswere legumes, 51,206.20 tons were vegetables, 2,545.30 tons were oil-producing crops and 22,117 tons were cash crops.

Comparing the 03/04 season with the 04/05 season shows a major reductionin production, most notably in cereal crops (maize, sorghum, rice and millet)which are those most affected by drought. Cash crops, particularly cotton,were less affected, being more drought-resistant.

In order to deal with the drought situation a number of measures were takenwith a view to encouraging diversification of food sources on a major scale.Fishing, horticulture, apiary and the growing of fruit were encouraged.Maximization of use of water resources was also focused on including theconstruction of reservoirs, and of small and medium scale irrigation schemes.Specific measures included:

Distribution of 96 treadle pumps Distribution of 5,000 drought resistant plants (roots and tubers) Distribution of vegetable seed Distribution of 160 head of poultry (guinea fowl and turkeys) Distribution of sweet potato and cassava seedlings, pineapple crowns

and vegetable seeds to affected families throughout the province.


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The local production of quality seed has encountered a number of difficulties,principally that the market cannot absorb locally produced seed when sold ata higher than average price. Starting in the 2001/2002 season DPA began alocal seed production campaign in partnership with SEMOC and FHI in Buzi,Nhamatanda, Marromeu, Caia and Gorongosa Dstricts. However thisexperiment did not yield the expected results because the seeds used did notgerminate well and there was insufficient field irrigation.

Despite this, attempts to produce seed locally continued and involved anumber of local families under the SSSP (Small Scale Seed Program)supported by Promec, SEMOC and GTZ-Proder.

Overall seed production did not attain the expected results partly due todrought and partly due to financial difficulties at DPA which prevented theacquisition of seed.

From 2004 DPA tried to implement a credit scheme to enable farmers to buyseed, but farmers were extremely reluctant to receive seed on credit withoutsurety of being able to return the inputs after harvest. Experience has shownthat in almost all cases seed is only partially returned.

Given the financial difficulties experienced by DPA it is very difficult toundertake such a credit program without the support of partners, and currentlythere are no partners particularly interested in it.

When analyzing agricultural production in general, one cannot separateproduction from the work done by the extension services and through theintervention of partners. This is because the activities undertaken were basedon joint planning and often in the field the responsibility for implementationwas divided between the state and its partners. In fact the success of manyof the interventions mentioned can be attributed directly to this partnership.

These partners undertook a number of projects in support of PROAGRI Irather than pooling their resources via the Ministry of Agriculture throughdirect budget support. The projects and activities which they undertook weremanaged with parallel budgets and direct implementation, while someactivities were included in the PAAOs. Overall these activities complementedPROAGRI I’s budgetary gaps to a certain degree.

The introduction of new technology such as conservation agriculture andimproved granaries were implemented by both the state and its partners butthe success of these activities is attributed to the fact that they did not dependon disbursement of PROAGRI I funds.

There was major investment in conservation agriculture both by DPA and itspartners in the form of training extension teams and producers themselvesand this new technology produced substantial results particularly in terms ofproduction capacity (through time saved, reduced labor needs and irrigation)and in terms of opportunities created for women farmers. Women proved tobe major adherents to this type of farming practice.


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However, despite improvements in food security as a result of improvedgranaries and other post-harvest practices the food reserve situation changedlittle. Producers continued to sell their produce rather than saving it for timesof scarcity. In the case of maize for example producers tend to sell 70% oftheir production. This situation was aggravated further by the purchasingpower of those in the south of the country, buying cereals in large quantities totransport south.

Other post-harvest techniques were promoted and actions undertaken withfew tangible results such as with agro-industrial processing for example, inspite of training provided to producers.

Despite the post-harvest techniques disseminated and all the clarificationprovided about the advantages of improved granaries and conservationtechniques many families continued to live with the annual dilemma of whatthey would eat before the season’s end.

Encouragement to grow cash crops with guaranteed markets was animportant strategy to improve income and food security and farmers producedfood for subsistence and crops that contributed to household income.

Strengthening producers associations has been effective and developedcapacity among producers to commercialize their produce in a sustainablemanner.

Actions undertaken to promote commercialized agriculture (such as fairs) andthe facilitation of contact between producers and buyers, as well as access tomarket information, and business and management training have allcontributed to creating a more business-oriented climate and mindset amongfarmers.

The promotion of marketing brought farmers and the private sector closertogether so that direct negotiations could take place. This development playedan important part in driving marketing.

However despite the positive aspects of marketing, precise control of thisactivity in the province has not been possible and documented figures of whathas actually been commercialized are not available.

The monitoring of plant disease and of use of chemical pesticides as well asthe introduction of organic pesticides was achieved and has had ongoingimpacts. Indeed these activities allowed for the collection of obsolete andoutdated chemical preparations.

Despite being activities which were implemented from the beginning ofPROAGRI I the regulation and certification of seeds, as well as attempts toencourage producers to produce their own seeds, have not shown positiveresults. Not only were actions unsustainable but they also failed to encouragethe production of seed.


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Drought prevention did not function well despite a programme of introducingdrought resistant crops. During emergency situations, plants, seeds, poultryand treadle pumps were distributed. However some of those interviewed wereof the opinion that the evaluation of the situation when these pumps weredistributed was poor and the pumps are not working.

Irrigation

From 2001 onwards a process of identifying sites in all districts for thedevelopment of small-scale irrigation systems was undertaken. In terms of theinfrastructure constructed, in the 2001/2002 season a small-scale gravityirrigation system covering two hectares and benefiting 14 producers inGorongosa was financed under PROAGRI I and in the same district anothersystem covering 10 hectares and benefiting 22 families was financed by FAO.

Throughout the lifespan of PROAGRI I the number of areas under irrigationgrew annually as a result of investments in the construction and rehabilitationof irrigation schemes by DPA and its partners AfDB funded Small ScaleIrrigation Project (SSIP) and the Integrated Agricultural Development Program- PIDA.

Also under PROAGRI I in 2002, 72 treadle pumps were distributed to farmersalong with the 5 pumps distributed by Promec and 69 by PAN making a totalof 146 pumps distributed in the province, a number which grew to 325 by2004.

In 2005 focus was turned to rehabilitation of existing infrastructure and to theconstruction of small-scale irrigation systems which were undertaken by theSSIP and PIDA.

At the same time DPA distributed 42 treadle pumps bringing the total numberof pumps distributed to 367 and constructed 14 drip irrigation systems andconstructed 28 reservoirs.

However the treadle pumps have not been as effective as expected. Theexpectation was that they would increase the total area under irrigation butthe reality is that the area that can be irrigated using a treadle pump is lessthan one hectare owing to the amount of physical energy required to pumpthe water.

In 2005 a soil survey was carried out in Nhamatanda District within the scopeof the SSIP and a demonstration of the use of furrows for gravity irrigationwas carried out on 200 m² of land in the Sede area of the district of Caia.


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Table 2 – Development of Irrigation Systems

PeriodITEM 1999 2000 2001 2002 2003 2004 2005

Windmill --- --- 5 ha 5 ha 5 ha 5 ha 5 haTreadle pump --- --- 6,5 ha 15,25 ha 45,5 ha 325 ha 367 haOther systems --- --- 37,5 ha 40 ha 90 ha --- ---Bucket --- --- 10 ha 10 ha 10 ha 10 ha 10 haReservoir --- --- --- --- 10 43 ha 71 haDrip irrigation --- --- --- --- 30 32 ha 46 haTotal areairrigated 6,65 ha 12,27ha 59 ha 70,25ha 190,5 ha 340 ha 499 ha

As shown by the previous table, the development of irrigation systems duringthe lifespan of PROAGRI I was clearly an important strategy. Small systemswere built and others were repaired but the strategy was not efficient becausethe costs produced relatively small benefits. In the later years of theProgramme the construction of small reservoirs was also an importantcontributor to irrigation in the province.

Once again it is important to take note of the role played by partners(particularly SSIP funded by AfDB and PIDA funded by Italian Cooperation) inthe success of the irrigation projects.

Drip irrigation systems were also used towards the end of the Programmewith some positive results though their impact on the overall outcome was notgreat.

Treadle pumps were used by a number of producers but did not yield theexpected results owing to the physical energy required to use them and therelatively small areas irrigated compared to the energy expended. There issome disparity in the data available regarding treadle pumps and we haveopted to use the lower figures as a basis for this report.

Livestock

In 1999 the province was severely affected by uncontrolled burning whichimpacted those engaged in livestock rearing. Pastures were reduced and itwas necessary to seek out and move to other areas.

In 2003 a program of repair of dip tanks was undertaken. Eight crushes wereconstructed or repaired and 50 improved corrals were built along with 203improved goat pens which had a significant impact on livestock rearing.Under PROAGRI I and with the support of GTZ and GPZ, 53 farmers weretrained in the use of animal traction and 53 sets of oxen were provided.

From 2004 improved veterinary services at district level and investigationprogrammes (principally funded by partners) ensured that during the lifespan


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of PROAGRI I there was growth in the number of species kept (cattle, goats,pigs and also poultry, mainly chickens). There was also general growth in theproduction of both meat and milk.

This growth was mainly attributable to improved veterinary services and theinvolvement of livestock promoters at district level which contributed to areduction in animal mortality levels and overall growth in livestock production.

In 1999 the family sector was a major supplier of meat in the province, withmeat from chickens and small ruminants being the most commercialized.

Despite the increase in the number of those involved in poultry farming in theprovince during the 7 years of PROAGRI I, the availability of meat reducedfrom 2003 onwards because of the economic crisis in Zimbabwe which wasthe main supplier of chicks and feed for the province of Sofala. The increasein feed prices meant that a number of new poultry farmers left the sectorbecause it became more difficult to produce meat for sale at competitiverates.

Beef production grew during the Programme period with the private sectorbeing the largest contributor. This was partly attributable to improvedveterinary services and also to the reinstatement of livestock infrastructurewhich took place from 2003. Livestock production promotion also led to anincrease in the number of animals kept and in beef production.

There was growth in demand for pork in the family sector because the privatesector had largely withdrawn from production after the outbreak of AfricanSwine-Fever which impacted the region in the 90s. This growth in porkproduction was even more marked after 2004 when the embargo onmovement of pigs was lifted and the swine-fever outbreak ended.

Goat meat production also grew substantially during this period, principally inthe family sector, on the one hand because of a drive to increase householdincome and on the other as a result of the supply of goats from Tete andManica as part of the supply project under PROAGRI I and of individualsupply projects implemented by partners.

The livestock supply program had good results in terms of redistribution ofanimals with activities financed by the Agriculture Promotion Fund (FFA) onthe one hand and by partners such as PNI and FDC (cattle) and GTZ-Proderand Dorcas Aid (goats) and PACDIB (cattle, goats, poultry and rabbits) on theother.

However despite increases in stock numbers there were a number ofproblems as a result of late disbursement of funds and of non-compliance withagreements by some farmers.

With regard to fishing, this sector only fell within the scope of the Ministry ofAgriculture for the first two years of PROAGRI (after which an independentfisheries ministry was created). From the small amount of data available it can


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be seen that there was some improvement in the collection of statistical dataabout artesanal fishing and that there was a growth in the fish and prawncatches. Inspection of fishing activities in the port, at sea and at fishingcenters was undertaken more regularly along with health inspections. Thenumber of fishing licenses issued both for artesanal and semi-artesanal boatsgrew during the period.

In general terms livestock production developed greatly in the province underPROAGRI I. An increase in the number of programs promoting livestockproduction along with improved veterinary services and the construction andrepair of infrastructure (dip tanks etc.) at district level created a basis for thisdevelopment in the family sector.

The following table shows the development of livestock numbers duringPROAGRI I.

Table 3 – Livestock Population

Species 1999 2000 2001 2002 2003 2004 2005

Cattle 15.284 17066 19.658 21.938 25.368 27.610 32.357

Goats 156.826 137595 170.617 171.222 181.136 213.059 243.755

Pigs 37.033 43109 65.184 64.201 84.905 107.042 120.365

Chickens 409.091 466267 453.056 501.120 779.168 623.396 749.241

Ducks 31.309 23845 24.295 23.333 70.414 145.828 167.445

Livestock numbers increased significantly registering a 50% increase at theend of PROAGRI I over numbers kept in 1999.

Livestock production was as follows:

Table 4 – Livestock production

Product Quantity in tons per year

1999 2000 2001 2002 2003 2004 2005

Private SectorBeef 101.925 186.5 147.7 139.7 171.3 229 322.9Pork 18.407 2.5 0.5 1.5 7.7 17 22.5Chicken 103.772 127.9 139.1 142 110 109.1 149.1Goat 0.665 1.9 1.7 2.5 2.3 20 33.1Milk (thousand/liters) 364.2 219 273.8 280 285 409.4 618.8Family SectorBeef 16.352 13.9 9.4 23 28.0 49 7.4Pork 27.359 ---- 13.4 13.5 69.6 110.9 150.5Chicken 12.704 37.6 23.7 10.5 44.9 5.9 6.3Goat 48.640 104.2 82.8 73.6 94.0 120 129.1Milk (thousand/litres) ---- ---- ----- ---- ---- ---- ----


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Growth in beef production by the private sector during the period isparticularly notable. Growth in production of beef and milk by the privatesector is also registered. This is due in part to improved veterinary services,investments by large private producers and improved infrastructure.

The production and consumption of pork and goat also grew considerably inthe family sector, largely as a result of their promotion throughout PROAGRI I.The livestock sector was among those that benefited most from the unifiedextension system, because this system permitted basic veterinary assistanceto reach all those areas covered by the rural extension structure.

Land Management

As a result of the growing number of requests for title of use and benefit ofland (DUAT), from 1999 onwards groups of qualified technicians were sent tothe districts to begin the land registration process.

With sector approval in October 2001 of the simplified DUAT authorizationprocedures (which provided for the authorization of a request within 90 days)the number of DUATs issued increased substantially. In 2002 for examplethere was an increase in the number of applications from private investors, aswell as the sale of state property at district level.

Public cadastre services also began to be decentralized to district level asdemarcation activities by private registered land surveyors became permitted.

The intensification of national private investment in the province (particularlyin the livestock sector) also impacted this tendency to growth.

From 2002 two databases for digital registration of land holdings wereintroduced and two mapping and planning programs were installed.

From 2003, based on these improvements, services to the public becamemore efficient and the time taken to dispatch DUAT requests reduced.Significant improvements were also seen in the organization of the provincialcadastre and in the information available about land (due to the operation ofthe cadastral registration and land tax collection data bases and thedigitization of processes filed in the provincial land archive).

There was also an increase in the number of provisional licenses issued witha view to legitimizing land holding by citizens.

Cadastral atlases were developed for the districts of Buzi, Chibabava, Dondoand Nhamatanda, four types of statistical brochures about land holding in theprovince were produced. One hundred and twenty copies of brochurescontaining information on the norms for applying for DUAT, simplifiedprocesses and the land legislation were produced as part of the effort todisseminate this information.


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During the Programme period there was a growth in national privateinvestment at district level, particularly in the livestock sector, and a race toacquire land and buildings. This growth accelerated the process ofdecentralizing the public cadastre service and it was necessary to send newtechnicians to the districts. Demarcation of land at district level by registeredprivate surveyors was also a response to this demand.

In conclusion through PROAGRI I conditions were created for substantialimprovements in the organization of the provincial cadastre and in theavailability of information about land and an increased efficiency in servicesprovided to the public.

However the non-disbursement or late disbursement in small tranches of sub-sector funds placed a major constraint on the proper functioning of theservices.


During the 7 years of the PROAGRI I programme a number of forestryconcessions to explore various species were given. Between the introductionof forestry concessions in 2001 and the end of 2005 Sofala Province had 15forest concessions with 9 management plans approved.

During this period the participation of communities and the private sector inforestry and wildlife management and in reforestation programs aimed atconserving resources and using them for social, economic and environmentalbenefit grew. This development was reinforced by the approval of the forestryand wildlife regulations of the law in 2002 and the creation of wildlifemanagement areas.

From 2003 onwards natural resource management committees involving thestate, private sector and communities were created.

Community participation in natural resource management was a concernthroughout PROAGRI I and much effort was directed at training, educatingand empowering the communities in this area.

Natural resource management committees formed at community levelconstituted an entry point for developing capacity in this area with traininggiven in natural resource management, association building, and business,and exchanges of experiences between communities stimulated dynamism incommunity activities.

However much remains to be done, as can be seen from the ongoingdevastating impact of uncontrolled burning and clearing forest areasthroughout the province in order to produce charcoal and firewood in supportof basic subsistence.


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Throughout PROAGRI I one of the major issues facing this sector was forestdestruction and uncontrolled burning. A number of activities were undertakento reduce these practices as follows:

Specific meetings about fires with the community in collaboration with theadministrative and local traditional authorities.

Dissemination of the forestry and wildlife legislation at community leveland training regarding uncontrolled burning.

Introduction of improved charcoal production techniques and training ofcharcoal makers in all aspects of this industry from the felling of the treeto the extraction of the charcoal from the pits.

Monitoring of the production of firewood and charcoal. Production of plants in nurseries to reforest degraded areas and to

establish matrices for the production of agro-forestry seeds.

There was a progressive increase in the number of authorized requests forfirewood production, possibly as a result of the increasing number ofoperators and the introduction of licensing for cyclist transporters of charcoaland firewood in 2003.

However the volume licenses for timber as logs and construction materialsreduced considerably, possibly as a result of the increased licensing fees andthe requirement to provide a bank guarantee, as well as increased rigor in thecollection of fees and fines.

Increases in fees led to an increase in income to the sub-sector.

Another important change was the drastic reduction in the number of huntinglicenses issued in the province, due to increases in hunting and trophy feesand the restriction of hunting in multiple use areas to nationals. Thesemeasures led to an increase in poaching.

Human-animal conflict was a major issue often leading to destruction of cropsand even to deaths particularly along river banks, possibly as a result ofdrought. Primary causes of such conflict were hippo, crocodile, elephant andmonkeys.

In an effort to reduce this conflict danger areas were signposted andboreholes were constructed to reduce the need to use rivers as sources ofwater for the communities affected. These activities were undertaken throughcollaboration of the private sector and communities with local government.

The issue of human-animal conflict was a problem which increased duringPROAGRI possibly as a result of a lack of clear policy on this issue in the faceof more animals in the province and greater movement by them into areasinhabited by people.

Inspection activities by mobile brigades, fixed inspection posts and by district-level inspection teams focused on compliance with the forestry and wildlifelegislation by licensed operators and the general public. Information about the


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new legislation was disseminated through workshops, pamphlets and trainingof communities and inspectors.

In order to reinforce inspection activities two vehicles were purchased andmobile brigades were established (one operating in the north and the other inthe south and centre of the province) which improved the system of control ofsustainable use of natural resources. Medium-level technicians were hiredinto the inspection force. Improvements in the inspection system led to areduction in the number of transgressions, improved compliance with the lawand increased income from fees and fines.

The timber industry continues to have little capacity to absorb the productionpotential of the province largely as a result of financial problems.

There was an increase in the production of sawn timber (planks, poles,boards, slats and un-edged boards) as a result of the growing demand forsuch products for construction and furniture manufacture.


During PROAGRI I implementation in Sofala, agricultural activities plannedunder the PAAOs were jointly supported by PROAGRI funds and funds fromthe general state budget.

Owing to the irregularity of disbursements (principally to the end of 2004)through PROAGRI the carrying out of activities as programmed waspractically impossible and resulted in a number of gaps in implementation ofthe PAAOs.

Timely disbursement did take place in 2005 but at the same time the amountsdisbursed reduced substantially in comparison with funds available inprevious years and also in comparison with that planned under the PAAOs.

The role of those Programmes functioning outside of PROAGRI (principallyAustrian Cooperation and GTZ) in Sofala was crucial in providing alternativefunding sources to fill the shortfall for activities planned under the PAAOs atprovincial level.

Decentralization of finances led to each district having its own bank accounts.This process began in 2003 in the districts of Buzi and Dondo, where bankingfacilities were available and was expanded to all districts in 2005. Conditionswere created in each district for the employment of an accountant to accountfor funds received. With the current exodus of technicians from the DPA theactual number of accountants at district level is greatly reduced.

The use of the Arco-Íris package was an important contribution to the successof the Programme, making available quarterly reports on financial transactionsand permitting annual auditing.


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The procurement of vehicles and equipment up to the value of US$1,000 wasdone directly while for values between US$1,000 and 50,000 invitations to bidwere used and for values over US$50,000 a public tender process was used.

The DPA has a tender board comprising three people with the Head of DAFgiving approval and the Provincial Director giving final authorization.

An inventory system is used and is updated each time new equipment ispurchased. Inventories are checked annually. Although an analysis of thevehicle fleet inventory for 2006 shows that poor maintenance andmanagement of vehicles does not seem to have been an issue in Sofala withthe majority of vehicles purchased during PROAGRI I reported to be in a verygood state of repair. Insufficient information is available to determine howvehicles have been categorized according to state of repair.

The variety of vehicle makes purchased would suggest a need for fleetstreamlining particularly in the districts to facilitate maintenance and repairand to ensure that parts could be held in stock in the districts. If furtherinformation were available on the specific maintenance problems of thevarious types of vehicle purchased an assessment could be made of whichtypes are the most reliable for future use, and a policy decision onprocurement could be made.

Table 5 – Expenditure on vehicles in the period 1999 -2005

Location ExpenditurePlant health 150,000,000Rural development 310,000,000Beira city 564,979,332Muanza 1,206,554,351Marromeu 1,233,404,648Extension Services 1,309,309,089Chemba 1,377,534,673Cheringoma 1,617,038,125Economic Department 1,664,634,936Directorate 1,774,102,222Dondo 1,826,382,998Agriculture 1,881,419,476Geography and land registration 2,002,379,300Machanga 2,186,118,876Gorongosa 2,301,759,184Marringue 2,363,570,790Caia 2,377,614,559Buzi 2,478,703,799Chibabava 2,786,375,998Livestock Services 2,947,493,222Nhamatanda 3,522,164,502Administration 4,159,262,739SPFFB 4,776,330,300


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Little information was available about agricultural machinery and equipmentand maintenance thereof. Three tractors were purchased during the life of theProgramme, for the districts of Nhamatanda, Dondo and Cheringoma. Thatbelonging to Nhamatanda District is reported to be broken down.

Extension staff had shared use of two 4x4 vehicles and six motorbikes as wellas access to the vehicles distributed to the districts. All these vehicles arereported to still be operational.

The number of vehicles purchased during the life of PROAGRI I was 191.Interviewed staff reported that their effectiveness improved greatly as a resultof the availability of these vehicles. Staff also added that the computers andtraining provided also contributed significantly to their improved workingcapacity.

The cost of a vehicle almost doubled in the period under consideration too,making purchases later in the program relevant in terms of being new andmuch needed, but by being purchased later, fewer could be bought with thesame budget. The budget for maintenance of equipment remained more orless the same from 2003 – 2005 despite growth of the fleet and the increasedneed to maintain older vehicles purchased at the start of the program.

It is probable that inadequate fuel and maintenance budgets at provincial levelundermined the positive impact of the fleet on field operations.

By far the largest beneficiary of vehicles according to value during the periodwas the Forestry and Wildlife Service, followed by the DPA administrationdepartment with the Rural Development Department receiving the leastinvestment in terms of vehicle values. In terms of vehicle numbers the districtof Nhamatanda received the most, with 19 motorbikes, two 4x4 vehicles and atractor.

District Assessment



The districts themselves were not involved in the preparation for PROAGRI I.However those interviewed that had been in the districts since the start of theProgramme noted that PROAGRI I had led to massive change at district level,particularly in the area of human resources with the injection of technicians ofmid and higher education levels and the training of those technicians alreadyon the ground.

Investment in improved working conditions (renovation or construction ofoffices and houses, provision of equipment and vehicles) was also asignificant development at district level.


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Participatory planning was also a cornerstone of PROAGRI in the districts,involving as it did the communities in defining priorities and plans. Whileconcrete implementation of the plans was often problematic the planningprocess itself was felt to be important. However, as elsewhere in theProgramme funding problems and particularly late disbursements severelyimpacted the success of activities and the development of PTAOs wasconditional on these late disbursements. Therefore while the theory ofparticipatory planning is seen as having been good, the practicalimplementation left a lot to be desired.

Decentralization (particularly in the area of finances) was another significantchange which took place during PROAGRI I and which had majorrepercussions in the DDA’s, especially those involved in the pilot phase aswas the case with Buzi and Dondo, as districts could manage funds inaccordance with their own plans.

However the impact of decentralization on decision-making and planning wasnot significant since the DDAs could not take decisions without consultationwith provincial level, concerning decisions about their normal activities, abouthuman resources or about funds and resources at their disposal.

Monitoring plans are not in place at district level, though some ad hoc work inthis area is being undertaken by supervisors. Seasonal statistics are collectedthrough small questionnaires randomly applied by technicians toapproximately six families per area from which district estimates are thenextrapolated.

The integration of technicians into the new system is taking place in phaseswith those who joined the agriculture department from 1999 to 2000 being thefirst to be integrated. In Cheringoma, for example, none of the staff have yetbeen integrated into the State system.

Despite the changes and advances made in human resources, including theallocation of resources, and the planning and decentralization processes theactual human resource situation at district level is not encouraging. The lossof personnel through transfers decided at provincial level, throughresignations and through death have had a major negative impact at districtlevel.

Extension

The performance of rural extension at district level improved significantlyduring PROAGRI I as a result of the various activities aimed at making it amore effective and far-reaching service. These services focused onimprovements in the family sector and barely touched on private sectordevelopment, with only veterinary and livestock vaccination services beingavailable to both family and private sectors. Improvements in the extensionservice included:


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Development of a contingent of technicians with mid and higher leveleducation leading to an extension service with greater capacity torespond to the demands placed upon it.

Planned training of extension workers, improved planning, supervision,monitoring and evaluation, participatory and consultative methods usedwith communities availability of micro-finance and savings andtechnology packages focusing on crops, post-harvest techniques,irrigation and conservation agriculture among others.

Introduction of the farmer to farmer methodology allowed expansion ofthe extension network in terms of the geographic area and number offamilies reached and ensured a more efficient and participative service.This methodology was initially piloted in Buzi by PACDIB (an AustrianCooperation programme) in collaboration with DDA and was later rolledout to all districts in the province.

Provision of incentives and subsidies to the extension workers, whichincreased motivation. The ending of these benefits led to a number oftechnicians leaving the service.

Improved working conditions at district level for extension workers(housing, offices, equipment and transport). However now someequipment (especially computers) is non-operational. Vehicles are out ofoperation owing to poor maintenance. For example in Buzi out of 11motorbikes received only one is operational while Cheringoma also onlyhas one motorbike to use.

Introduction of a unified extension service linking agriculture, fishing,forestry and wildlife.

Use of community radio to disseminate information. Joint planning with partners. Introduction of new techniques, the majority of which involved major

participation of partners. Introduction of cash crops and facilitation of the relationship between

producers and buyers, leading to the development of competitivemarkets. Partners also played an important role in this development.

Introduction of biological products in the phyto-sanitary package.

Crop Production

Until 2003 seasonal plans were produced by the Provincial AgricultureServices. Starting in the 2004/2005 season DDAs participated in thedevelopment of seasonal plans. However the planning process continued tobe based o pre-defined figures such as average area per family and thiscaused major constraints because the figures used differed greatly from thereality as seen by the technicians.

Under PROAGRI I various new technologies and strategies were introduced.Some were introduced at Ministerial level (such as zero tillage) and others atprovincial level without discussion with the DDAs or the producers.


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PROAGRI I brought a number of positive results such as: Increased production of vegetables and cash crops. Small agro-processing initiatives for vegetables, fruit and tubers. Increased commercial cereal production. However there is no organized

system to gather data to measure this development. Improved post-harvest techniques (improved granaries) Growth and capacity strengthening of associations to commercialize

products. Introduction of agricultural fairs. Control of seed quality. Development of seed and vegetable material production sites. Adoption of conservation agriculture.

Research

The implementation of demonstration plots (CDR) was done without rigor,mostly based on numbers defined at provincial level and not on demand byproducers. Many times producers were involved in developing a CDR withoutknowing what they should expect to achieve from it. In most cases CDRscould not be considered a research activity because they did not produce anyresults to analyze.

Trial and Validation Units (UTV) were another investigative method used byDDAs. They were used in connection with conservation agriculture. Howeverin these UTVs monitoring and oversight were weak. There were gaps in thetraining of technicians to enable them to accompany the process and therewas a lack of the equipment needed to assess results, such as a humiditymeasure for maize.

Irrigation

Driven by the ongoing threat of drought which periodically affected differentparts of the province, small-scale irrigation made some advances underPROAGRI I and provided an alternative to suffering under drought conditions.

Gravity systems were introduced, small reservoirs were rehabilitated orconstructed and existing irrigation systems identified and rehabilitated. Withirrigation, producers can produce all year round because water is readilyavailable.

Irrigation systems are managed by producers organized into associationswhich are responsible for the maintenance of the system, repair of the pumpand purchase of fuel for the generator.

Treadle pumps were one of the cornerstones of the irrigation strategy.However there are a number of difficulties with such pumps including


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availability of parts and accessories (such as flexible hose). Many farmersuse the treadle pumps for irrigating fields of vegetables and as a result thepumps are idle for much of the year, which causes maintenance problems.When these pumps were distributed extension workers were not trained inmaintaining them, and many of the pumps which were distributed are now outof operation.

Livestock

Developments in the cadastral service led to the emergence of new livestockfarmers, which in turn led to job opportunities for the communities on the onehand and to increased livestock numbers on the other. This represented asignificant improvement for the family sector.

At district level assistance is provided to both the family and private sectors,though for the private sector such assistance is limited to vaccinations. Themajority of assistance is focused on the family sector. A number of producershave their own staff providing technical support to their activities.

Some districts have dip tanks but most are in need of repair, are lacking wateror are poorly managed.

Partners played an important role in livestock development particularly in theprovision of stock and the construction of improved corrals and goat pens.

The training of extension workers and communities was also undertaken incollaboration with partners. Training courses, exchanges of experience anddissemination of information through community radio were used.

There are some conflicts between livestock breeders and communities atdistrict level, often provoked by animals invading fields of crops or theuncontrolled burning of pasture.

Land Management

During PROAGRI I a number of measures were taken to improve landmanagement. These included:

Identification of new areas for livestock breeding which led to theemergence of new stock farmers in the province.

Unified extension services being used to disseminate information aboutthe land legislation in Portuguese and local languages.

Community consultations were used as part of the land allocationprocess, to reduce the incidence of conflict and permitting communities tonegotiate social benefits. A number of ongoing conflicts remain howeversuch as that around lands allegedly belonging to Companhia de Buzi.


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Considerable improvements were made in mapping. Districts were providedwith GPS technology to enable them to provide information to update andproduce maps at central level.


At district level the creation of natural resource management committees gavecommunities the opportunity to utilize their own resources sustainably.However in this area problems arose from the implementation of PROAGRI Iwhich merit mention:

Despite creating these committees, mechanisms allowing effectivecontrol of resource utilization were not created. Therefore in certaincases the committee itself has been responsible for deforestation forcharcoal production with no legal requirement to replant the trees felled.

Uncontrolled burning is a major threat to forestry in the districts. Despitepublic meetings, lectures and inspections (with limited resources) theburning continues. In some districts the forestry and wildlife servicespatrol on foot or catch lifts with extension workers in areas wherepoaching is particularly serious.

The lack of reforestation is a major problem which is directlycompromising the maintenance of forests.

Human-animal conflict is an issue which the districts have not yetmanaged to control and is something which arises regularly with thedroughts that sporadically affect parts of the province.

The state is obliged to pay communities 20% of the value of timber cut inforest concessions. However this is rarely complied with (less than 5communities in the province has so far received a payment) allegedly asa result of irregularities in the legalization of community natural resourcemanagement committees (members lacking ID cards and criminal recordchecks etc.).


The late allocation of funds to the districts was a major hindrance to theimplementation of PROAGRI I despite support from other partners. The latedisbursement impacted on reporting periods and forced DDAs to spend fundsso as not to run the risk of using money outside the stipulated time period.

Procurement is undertaken by DAF at provincial level even in respect ofpurchases for the districts.


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Impacts

The interventions as a result of PROAGRI I had a number of repercussions atfamily level though the impact was less than expected. A number of changesand improvements in living conditions were made as follows:

The adoption of the farmer to farmer methodology greatly increased thenumber of families assisted by the extension services and createdconditions for more families to access technology that could improve theirproductivity.

Assistance provided was more efficient due to the unification of theextension system.

Farmers became more inclined to produce vegetables, possibly as aresult of developments resulting from the introduction of conservationagriculture.

Acquisition of new eating habits, including increased consumption ofvegetables and fruit.

Increased income with more formers producing cash crops and improvedavailability to engage with the market and negotiate prices – this isparticularly notable in Buzi where farmers in business clubscommercialize their products and negotiate favorable prices. Howeverthis aspect marketing was undertaken outside PROAGRI I by AustrianCooperation in direct collaboration with the DDAs of Buzi and Dondo.

Increased number of grinding mills at community level as a result ofincreased production.

As a result of post-harvest techniques some farmers (albeit very few)keep their produce in improved granaries either for consumption or, ingood years for sale as the market price improves.

Conservation agriculture leads to reduced labor requirements (time andmanpower) and reduced water requirements. This agricultural practicealso supports the mitigation of the effects of HIV/AIDS by reducing thenumber of hours worked and resources used. As with marketing, partnerswere involved in supporting the DDAs in planning and implementation ofthe introduction of conservation agriculture.

One of the major successes of PROAGRI I was the way that it enabledthe government to enter into a healthy relationship with its partnersdividing roles and responsibilities.

Identification and repair of irrigation systems in support of new andexisting producers with the aim of moving from subsistence to marketagriculture, based on year-round availability of water.

Implementation of small-scale irrigation schemes to increase productivityof small producers.

New job opportunities arose as a result of new livestock farmersbeginning operations in the districts.


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Results of the Survey

A survey was conducted among producers in the three districts selected as asample for this evaluation. The survey covered 35 producers in three districtsof which 11 were private producers and 24 small producers (21 men and 14women).

In statistical terms the sample is not representative and it is not possible tomake universal extrapolations of the conclusions reached. However anumber of frequencies emerge on the basis of this sample:

57% of the 35 producers interviewed received technical knowledge fromthe Extension Services, with 8 of these producers being in Buzi district.

For 63% of interviewees the extension workers were concerned enoughto assist them and brought answers to their concerns.

57% of producers obtained information via radio, with the majority beingin Cheringoma (9).

Of the 35 producers interviewed 37% are members of associations linkedto agriculture.

57% of producers had contact with and received technological inputsthrough CDRs.

Of the 35 producers only 29% received market price information, themajority (7) being in Buzi.

51% of the 35 producers had information on seed conservationtechniques.

57% of producers said that they had access to improved seeds thoughonly 7 said that they had produced improved seeds.

51% of producers said that they had received information about rainfall,of which 10 were in Buzi.

Only 6% of the 35 interviewees benefited from supply of livestock underPROAGRI I.

94% of producers had received information about AIDS though themajority had received this information through the media or healthactivists.

HIV/AIDS, Gender Mainstreaming and Environmental Issues

HIV/AIDS

Agriculture technicians represent one of the groups most at risk fromHIV/AIDS, living and working as they do far from their families. In Sofala, thedistricts most affected by the pandemic are those along the Beira Corridorincluding the cities of Beira and Dondo and the districts of Dondo andNhamatanda. Those areas bordering Malawi (Caia and Chemba) also havehigh prevalence rates.


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Employees most at risk are inspectors (hunting, forestry and fisheries), driversand extension workers, though with extension workers being morepermanently based in the districts would often have their families with them.

Understanding the risk DPA developed a sensitization and treatmentcampaign which was extended to employees and farmers and their families,with one dedicated DPA employee focusing on this issue (focal point).

The following actions were undertaken: Capacity building extension workers to answer questions about the

disease. Sensitization workshops. Distribution of pamphlets. Distribution of condoms to DPA and DDADR workers. Individual contact and counseling for DPA and DDADR staff. Sending of those who were ill to the Day Hospital. Home care for those who were sick. Provision of antiretroviral treatment to staff. Dissemination of information about domestic gardens in the districts.

Important successes were achieved in directing counseling to suspectedcases of HIV/AIDS and the integration of affected employees into treatmentschemes. A number of members of staff are now on antiretroviral treatment.However the department has sustained heavy losses of trained humanresources and as a result of institutional knowledge which threatensdevelopments achieved, and necessitates substantial new investment inrecruitment and training.

Table 2 – Effect of HIV/AIDS on Human Resources

Tested Nº infected(not accumulated)

Nºdeaths

2003 40 20 122004 81 35 202005 33 21 62006 (1st quarter) 25 20 6Total 179 96 34

DPA continues to collaborate with various partners providing support indifferent activities such as distributing condoms and financing training on theHIV/AIDS issue.

In respect to training for farmers and their families, extension workers havebasic orientation and have been trained in delivery of messages aboutprevention of HIV/AIDS and the risks associated with the disease. Howeverthere has been no refresher course and consequently no refreshment of the


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messages passed, so in some districts extension workers have stoppedrepeating the same message that they have repeated many times before.

Gender Mainstreaming

The involvement of women in agriculture is something which occurs naturally.While there were no specific programmes targeting gender at district level (thereason being that gender is considered transversal) a number of aspects ofthe developments under PROAGRI I directly benefited women and theirsituation.

Conservation agriculture mobilized more women than men, possibly becausethey felt the greater need to reduce the labor required to farm.

Women’s involvement in associations and as promoters and contact farmersalso changed their standing at community level. However, it remains difficultto find female producers whose production has developed sufficiently for themto be considered involved in commercial agriculture.

Environmental Issues

Environmental impact studies undertaken by the sector in the province weremainly for forestry concessions. However some measures were undertakento sensitize communities of the need to conserve resources and preventuncontrolled burning.

Partners

During PROAGRI I, in Sofala DPA counted on, on the one hand communityparticipation and on the other hand on various partnerships which they haddeveloped over the years and which were based on memoranda ofunderstanding and open dialogue.

The relationship with partners in planning and implementation was very strongduring PROAGRI I with partners undertaking activities in direct coordinationwith district authorities and covering areas where the public extension networkcould not reach owing to lack of both human and material resources. Partnersalso provided transport, small-scale financial assistance and training fortechnicians and farmers.

Of these partners a number played a fundamental role either in theimplementation of PROAGRI I itself or in complementary projects.


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a) Fundo de Fomento Agrário (FFA)

Contributed by financing activities aimed at: Improving the communication between DPA and the DDADR’s by

acquiring and installing communication equipment based on portableradios.

Construction of housing for technicians. Promotion of community education around natural resource conservation

and regional planning in response to environmental degradation. Livestock promotion (pigeons).

b) Programo Integrado de Desenvolvimento Agrícola (PIDA)

Active in Dondo and Nhamatanda districts, this Italian Cooperation biennialprogram focused on financing activities concerning:

Construction and renovation of irrigation systems. Training in association development for agri-business.

c) GTZ -PRODER

Active in Gorongosa and Cheringoma, this German-funded project focused onagriculture and livestock activities:

Institutional support at provincial and district level. Provision of equipment. Supply, production and dissemination of appropriate technology such as

post-harvest conservation techniques. Conservation agriculture. Construction and renovation of infrastructure. Support to the extension network. Supply of livestock. Risk management.

d) Cooperação Austríaca para o Desenvolvimento

Austrian Cooperation managed three agriculture and rural developmentprojects in Sofala as follows:

d1) APROSActive in Dondo, Buzi, Chibabava and Machanga this PROAGRI I supportproject was based within the DPA and provided institutional support atprovincial and district levels as follows:

Renovation and construction of district infrastructure. Training for technicians of all levels. Provision of materials, equipment and vehicles.

d2) PACDIBActive in Buzi district this Program worked directly with Buzi’s DDADR toimprove food security and family sector income.


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This project introduced the farmer to farmer methodology. Under thismethodology each extension worker was responsible for 20 promoters(farmers elected in the community), each of which must provide support to afurther 10 farmers. Under this methodology 5 extension workers and 100promoters supported approximately 2,500 family units.

This project also had a micro-project component which supported initiativesby small family farmers to get produce to market.

d3) PROMECActive in Dondo and Buzi, promoting marketing of agricultural products andlinking groups of farmers and associations to buyers. This project alsoprovided training for extension workers and farmers on cash crops andmarketing and was involved in the introduction of conservation agriculture.

e) ORAMActive in Buzi and Machanga, working on disseminating information andenhancing understanding of the land and natural resource use legislation.

f) FHIActive in Nhamatanda, Gorongosa, Marromeu and Caia this organizationfocused on:

Support to the extension network. Training of farmers and extension workers. Support to marketing of agricultural produce.

g) PAN (FAO)Active in Nhamatanda and Gorongosa and focused on:

Support to the extension network. Training. Support in dissemination of new technologies. Irrigation programs. Conservation agriculture. Processing of foodstuffs. Supply of equipment. Distribution of inputs.

h) V&MActive in Nhamatanda and Gorongosa working on the marketing of crops.

i) SG-2000Active in Dondo, Nhamatanda, Buzi and Gorongosa focusing on:

Demonstration of zero and minimum tillage and use of pesticides. On-farm testing.


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j) SARRNET

Active in Machanga, Chibabava, Buzi, Maríngue, Muanza, Dondo and Beira inthe production of orange-pulp sweet potato seedlings.

k) ACDI/VOCAActive in Nhamatanda in supporting marketing.

l) CEDES RRRActive in Cheringoma in distribution of stock.

m) SSIP (Programa de Irrigação de Pequena Escala)Construction and renovation of irrigation systems.

n) Caritas DiocesanaSupport to the extension network.

Conclusions and Recommendations

During PROAGRI I the agriculture sector underwent a number of actions witha view to institutional reform, with changes in human resource systems andstaffing, infrastructure development, and procurement of equipment andvehicles. However these reforms did not have the desired effect and withsome unintended consequences for the institution:

1. Despite major changes in human resources the loss of many staff by theend of the Programme indicates that this reform was not as solid as it wassupposed.

A socio-organizational assessment should be undertaken at provinciallevel with a view to reversing this trend and creating a more favorableemployment climate within the institution.

2. Renovation and construction of infrastructure created improved workingconditions in rural areas.

In order to preserve the assets developed under the Program a repair andmaintenance inventory should be undertaken.

3. While the provision of vehicles and equipment supported the institution inundertaking its activities under the Program weak maintenance hasresulted in most of the resources purchased now being obsolete and thevehicle fleet being largely out of operation.

A full inventory of all equipment and vehicles should be undertaken.Anything found to be broken should be sold off and new equipmentpurchased based on a maintenance plan.


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4. Decentralization of financial resources gave the districts the opportunity tomanage their own funds though the success of this part of the Programmewas affected by late disbursements.

The capacity developed through financial decentralization should be usedand built upon. Despite recent measures under the LOLE it is importantand indeed relevant that at district level, an agriculture structuretechnically managed by the agriculture sector should continue.

5. The quantitative and qualitative growth of the extension service and theuse of farmer to farmer methodology enabled information and messagesto reach many more farmers. This helped move families along the tangentfrom subsistence to commercial agriculture. This was possible on the onehand through the support and collaboration of the partners and on theother through the new technologies introduced, which contributedsignificantly to improved food security and mitigation of the effects ofHIV/AIDS.

These experiences should be studied so that those which were positivecan be replicated and those which were negative can be analyzed andlearnt from.

6. Investment in small-scale irrigation systems was an important strategy,creating conditions for strengthening commercial agriculture. Howeverthere are certain reservations about the efficacy of treadle pumps whichdid not produce the expected results.

The positive investments should continue and other activities should bebased on a careful analysis of the situation. It could be for example thatthe difficulties with the treadle pumps are partially attributable to thepersistent drought conditions in certain areas. A risk preventioncomponent should be developed at provincial level focusing onimplementing tried and tested strategies.

7. Improved veterinary assistance and the involvement of livestock promotersalong with the supply of stock contributed to a significant increase inlivestock farming in the family sector in the province. Increased meat andmilk production in both the private and family sectors contributed toimproved diet.

Experiences which could contribute to food security should be consideredpositively and continued, assuming an important strategic role inPROAGRI II.


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8. The development and training of community natural resource committeeswas an important issue under PROAGRI I, but was faced with a number ofproblems to overcome in the empowerment of these communities.

There should be increased investment in this area, particularly in thetraining and education of the committees to develop a mentality favorableto natural resource management and community empowerment.

9. Non-disbursement, late disbursement and disbursement of small tranchesof funds were major constraints on the functioning of the services and thecarrying out of activities under PROAGRI I.

Under PROAGRI II there should be a focus on this area of management toavoid repetition of the same constraints.


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ANNEX 1

Basic results of Producer Qeustionnaire

Interviewees #Private producer 11 23%Small producer 24 50%Man 21 44%Woman 14 29%

Questions % Yes # No % Yes % No

Learned techniques from the agricultural services 20 28 42% 58%Heard technical messages via radio 20 28 42% 58%Is member of an agricultural association 13 35 27% 73%Agricultural extensionists informally help to commercialize products 14 34 29% 71%The extensionist habitually asks about your problems 22 26 46% 54%The extensionist brings responses to your problems 21 27 44% 56%Uses techniques to combat disease in plants / livestock 22 26 46% 54%Normally use pesticides 18 30 38% 63%Normally use fertilizer 9 39 19% 81%Knows of environmental issues related to agro-chemical use 15 33 31% 69%Knows the effect of those products on food crops 12 36 25% 75%Learned techniques from a demonstration farm 20 28 42% 58%Normally participates in rural fairs 14 34 29% 71%Normally obtains market prices of products to sell 10 38 21% 79%Use animal traction or tractor 11 37 23% 77%Received vegetative reprod. Cassava, sweet potato, pineapple etc. 13 35 27% 73%Part of the seeds stored for planting the following year are destroyed 23 25 48% 52%Trained how to reduce seed losses 18 30 38% 63%Obtain improved seeds (and vegetative material) 20 28 42% 58%Produce improved seeds (and vegetative material) 7 41 15% 85%Normally receive information about rain due for following season 18 30 38% 63%Private veterinary services exist 4 44 8% 92%Other private services for livestock treatment exist 3 45 6% 94%Received livestock between 99 and 2005 2 46 4% 96%Received orientations on soil and pasture degradation 7 41 15% 85%Troughs constructed / rehabilitated between 99 and 05 0 48 0% 100%Dip tank constructed / rehabilitated between 99 and 05 0 48 0% 100%Animal pen constructed / rehabilitated between 99 and 05 1 47 2% 98%Testing and diagnosis laboratory 0 48 0% 100%Received information about AIDS 33 15 69% 31%

% of total


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ANNEX 2 Tables

Table 1 : Land Management Summary

Item 1998 1999 2000 2001 2002 2003 2004 2005

Nr. DUAT requests47 17 27 76 170 97 126

Nr. Titles emitted5 3 21 40 79 16 3

Demarcated land(ha) 27,244 13,400 7,200 15,653 994

Table 2Forestry concessionaries per district - 2002

1 ITM Muanza-Samacueza 19,4632 MBL-Moçambique, Lda Gorongosa-Cudzo,Mbulaua 36,5653 TCT Cheringoma-Catapú 24,822

Muanza-Galinha 61,715Caia-Murraça 20,000

5 Companhia Madeireira de Moçambique Cheringoma-Inhaminga 27,852Dondo-Savana 10,000Muanza-Derunde 10,000

7 Indústria Madeireira de Moçambique Cheringoma-Inhamitanga 16,0008 Eco-Timber Cheringoma-Inhaminga 33,6719 Frumar Caia-Murraça 9,70610 Carpintaria e Marcenaria Ultramar Cheringoma-Maciambozi

Total 279,656

4 Empacol, Lda

NºOperator District / location of Operation Area (Ha)

6 Moçambique Florestal, SARL

Table 3Simple Cutting / Logging Licenses emitted by District - 2003

Area Authorised( ha) Volume (m3)

Búzi 18 16 90,000 4,725 2,852Cheringoma 1 1 27,059 250 250Chibabava 4 4 35,637 700 600Dondo 1 1 3,000 315 315Maríngue 6 6 51,492 2,314.83 2,264.83Nhamatanda 9 8 94,082 2,458 1,973Total 39 36 301,270 10,763 8,255

District Nr authorisedoperators

Nr licensedoperators

Licensed volume(m3)


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Table 4Official Coutadas (Hunting Blocks) 2005

Official Ajudicated to Nr. CertificatesCoutadas(hunting

Company for export

5 Machanga 6,868 Soc. Eko Turistic.Gorongosa Lda

--- ---

6 Maríngue 4,563 Moçamb. Safaris 7 7Muanza/Chering.

11 Marromeu 1928 Promotur 48 21Marromeu/Chering.

14 Marromeu 1354 Nhati Safaris 20 20N.B: Eko Turismo Gorongosa Ltda. has never requested trophy certificates.

21

12 2963 Grupo Entreposto 23 23

Location Area (Km) Nr. certificates ofproperty ownership

10 2008 Bahati Adventure 21


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APPENDIX IX: MANICA PROVINCE


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Introduction


The provincial and district offices of the Ministry represent the leading edge ofall activities. It is here that the interface with the main clients (i.e. smallfarmers, farmer associations, community groups, local private entrepreneurs,NGOs, etc.) takes place. It is also here that the ground level impact of theprogramme will be visible. Therefore, as part of the end-of-programmeevaluation, interviews have been conducted in each province. This report isthe field survey of Manica Province.


This section is intended to provide a brief presentation of the key issues thatemerged from the team assessment at provincial level on PROAGRI Iintervention. It does not necessarily follow the organization or the sequenceof the eight components, but it does follow the PROAGRI I principles (ofinstitutional reform and modernization, reinforcement and development ofcapacity of the civil services support to agriculture, livestock production,forests and wildlife and sustainable management of the natural resources --farming land, forests; wildlife and water) and the immediate objectives andstrategies defined in the Master Document:

a) transforming MAP into a modern structure of public agrarianmanagement focusing on activities of formulation, regulation andimplementing sector policies in order to create an environment which isfavorable to the development of the family sector and the consolidationof the entrepreneur sector;

b) Increase the levels of production and productivity in agriculture,livestock, forests, and wildlife in order to increase the rural family’sincome and promote food security while preventing the degradation ofthe natural resources, and;

c) Protect, preserve, develop and ensure the population access to thenatural resources for the rational and sustainable utilization for theeconomic, social and ecological benefit of the present and the future.

The first observation is that during its implementation, PROAGRI I was moreconcentrated on the first immediate objective and, to some extent with thirdimmediate objective and very little on the second. Therefore, the evaluationteam assessment is that the expectation of increased production and


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productivity was not addressed in a significant manner. The generalassessment by components is presented in the next sections as follows:

Policy

The Agricultural Policy and Implementation Strategy (PAEI) translated byPROAGRI I indicated that government should have a facilitating role(regulations and policy formulation) without direct intervention in theproduction function. This principle, though theoretically good, was prone todifferent interpretations on the one hand (some implementers would tend tolook strictly and follow these guidelines), on the other hand others would try tofollow but at same time would try to respond to the PAEI guidelines ofpromoting field activities to meet the political directives of increasingproduction and productivity as a contribution to reduce food insecurity,alleviate poverty and move subsistence into commercial farming. This conflictseems to have been overlooked during the functional analysis exercise andduring the conceptualization of the PAAOs. As such, it is important to clarifyright at the outset the approaches taken for the evaluation exercise. The TORclearly state the role of the evaluation team was to review PROAGRI Iimplementation in the light of its eight components, functional analysis andbasic principles. In doing so, we realized that PROAGRI I design, overlookedits mother instrument, PAEI. This apparent divergence should be taken intoaccount during the evaluation process of PROAGRI I. Furthermore, theenvironment in which PROAGRI I was designed and implemented was suchthat by the time when centralized economy “was phased out and the marketoriented economy in the country was established”, neither the private sectornor the small scale farmers were prepared to take over the productionfunction left by government and an institutional vacuum was created.

Reorganization of MADER

As a consequence of functional analysis in 2001, the restructuring of MADERwas proposed in order to substitute “current” technical departments withothers having less directorates. The new structure was to be based on policy,regulation, inspection and service provision. However this never materializeddue to lack of consensus within MADER/Government in general.

Coordination

Coordination between MADER and donors provided tools for negotiations andchanges in attitudes and procedures in both parties. This allowed theimplementation of PROAGRI I with tangible results but the transfer ofresponsibilities from donors to MINAG is thought by government to be movingat a slow pace. The same however cannot be said for other stakeholders.Indeed, during the implementation of PROAGRI I there was lack of aconcerted empowerment in other agricultural related stakeholders like credit,marketing and input suppliers. Under these circumstances, internal


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institutional development of MADER alone was not able to be effective andresolve all the problems of the production chain and food security.

Context

Being a new experience of the kind in the country coupled with the weakcoordination and lack of a holistic approach, the implementing administrationof PROAGRI I tended to do whatever they felt as most appropriate. Someinterviewees compared PROAGRI implementation to the seven billionMeticais allocated to the districts where some Administrators started buildinghouses and purchasing vehicles due to lack of experience and clarification onproper use.

Human Resources Management

There was significant progress in the management of human resources duringPROAGRI I in terms of training and recruitment. The allocation of staff waslargely dependent on the ministry’s structuring process. The activitiesundertaken by staff still depended on the area of training or are planned atsectoral level with no clear common institutional vision as to where thetraining was targeted. The absence of a human resources policy in theMinistry was and continues to be a serious constraint to further progress inthe definition and management of human resources in terms of taskassignment, salaries and incentives.

Decentralization

PROAGRI I increased the capacity of DPAs and DDAs in terms of localplanning and execution capacity to meet its mandate of institutionaldevelopment. However, this decentralization was felt as only partial, giventhe fact that all procedures were determined at central level including thefinancial ceilings. The definition of budget at central level at most times failedto consider sectoral and local priorities. According to our interviews, theallocation of budget resources at provincial level was also too concentrated inthe hands of the Provincial Director. Therefore, some districts continued withno capacity to undertake their own procurement. This was largely due to thelack of related services (input markets, equipment, office supplies and banks).Nonetheless, the introduction of the planning and budgeting Model (MPFP) forPAAOs, is considered by most as a good example of PROAGRI I success.


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Administrative Management

The introduction of common planning, budgeting, and implementationmechanisms was key to the development of administrative capacity andmanagement within MADER to meet its institutional development goal asindicated in the basic principles of transparent management of financial,patrimonial and procurement using donors and government funds. However,our interviewees considered the Software utilized during PROAGRI I (ArcoIris) to be inflexible and did not allow the inclusion of field activities. Plansunder PROAGRI were too concentrated on indicators like number of familiesassisted, CDRs, vaccinations, community pharmacies with no emphasis oneventual results generated.

Patrimony Management

During the course of PROAGRI I, US$1,175,0783 were spent for theacquisition of materials and equipment as indicated on Table 1. Vehiclesalone represented 61.58% of capital investment. An important issue is thelack of clear mechanism of their utilization management and maintenanceboth at provincial and district level.

Sustainability

Our key evaluation question was to what extent the ministry was prepared, interms of human capacity and motivation, to replicate and even continue todevelop the results so far achieved. We concluded that it is important thattrained staff will need a concrete plan and coherent development policies forsustenance of benefits. For financial sustainability in the implementation ofactivities there is need for careful cost-benefit analysis by capital and humanresources invested by donors.


Perception of PROAGRI I

The general opinion of interviewed people in Manica Province indicated that:

From its inception, PROAGRI I created to most of its interested partiesthe expectation that they would have direct benefit as was the case whenother “mega projects” were implemented in the country. However, mostof these expectations did not come about.

PROAGRI I increased the capacity of DPA and DDAs through theprovision of infrastructure, transport, materials and office supplies; humanresources; more qualified staff and financial resources.

In Manica Province, 79% of people interviewed participated in one way oranother in the development of PROAGRI I and all took part in its

3 1US$ = 25,000 MZM. Figures do not include infrastructure and training


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implementation. There was a common understanding that there were nochanges in PROAGRI philosophy during its implementation.

However, the feeling from our contact persons was that in ManicaProvince, PROAGRI results only started to be visible from 2002 in termsof institutional development: assignment of qualified staff, access totransport and operational funds for better implementation of activities.

Despite these achievements, concerned people considered thedisbursement process as not satisfactory. Procurement was referred toas not having respected field conditions.

There is also an understanding that being the first experience, planscontinued to be directed to basic indicators such as number of familiesassisted, CDRs number of animals vaccinated but with no indication onhow much these contributed to increased production and productivity andfood security. The majority however, considered that PROAGRI Iimproved their working conditions.

Regarding the Institutional Development of MADER, the understanding ofinterviewees was that there was an improvement of communications,coordination, financial flows, accountability, rules and procedures,equipment and quality of services.

The PAAOs, were considered useful planning and implementation toolsand helped in the improvement of management and coordination withindifferent DPA and DDA sectors. A main concern continued to be latedisbursements with particular emphasis in the first quarter which iscrucial for agricultural field activities.

There is also perception that despite the usefulness of the MPFP due toits participatory approach it continued to be very time consuming andinflexible to allow any unpredicted event at planning process that is doneabout 8 months prior to implementation. With the introduction of PTAOs,this situation could eventually be improved.

Another perception concerning PROAGRI I is the fact that the nationalpolitical principle of poverty alleviation seems to be contradictory withMADER’s principle of confining its interventions to nuclear functions(policy formulation and regulations). People want goverment to continueto provide production inputs and credit for field activities.

The perception regarding the institutional reforms emerging from thefunctional analysis were mixed. About 50% of interviewed staff at alllevels (central, provincial and district) level were favorable, while about10% were not favorable but not against. The remaining 40%, especiallyat local level, had no opinion about institutional reforms.

Objectives and Implementation of PROAGRI I

Objectives

The objectives defined at the outset of PROAGRI I remained in terms ofphilosophy but there was a considerable change in its implementation along


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with the realization of the functional analysis especially in the decentralizationof functions to the private sector and farmer associations.

Basic Principles

There is a general understanding that the implementation of PROAGRI Ibrought a positive change in terms of coordination and procedures for bothparties, i. e., MADER and the development partners. There is also aconsensus that MADER improved its internal institutional capacity to performits basic undertakings but it failed to translate this capacity in creating theconducive environment to meet the governments major objectives ofimproved agricultural production through better public services and improvedsustainability in management of natural resources.

Therefore, despite these achievements, the design of PROAGRI I did notaddress the issue and challenges of triggering the participation of other actorsoutside the agriculture sector. As such PROAGRI I missed the challenge ofdeveloping a system that is efficient, market driven, and responsive tofarmers’ needs. Building such a system would require a holistic approach toaddress several critical components of the system concurrently. It shouldhave focused on creating a conducive policy environment, improving importmechanisms, building dealer networks, developing information on inputs andoutputs and transferring this information to farmers, cultivating demand forcash and food crops at smallholder level, developing a credit systemresponsive to the needs of inputs dealers and farmers, managing donor-funded inputs (fertilizers, seeds, pesticides) and improving markettransparency. It is important to emphasize that these interventions shouldoccur concurrently. The failure to involve partner institutions linked toagricultural production on the part of both MADER and donors was a majorshortcoming in the implementation of PROAGRI I policies and programs.

Decentralization, was probably one of the most visible aspects of PROAGRI Idue to the creation of capacity and allocation of resources (including financial)at central, provincial and district level. At a later stage, the planning processtook place from the districts. However, the set up of MADER by components,was also reflected in the planning process at district and provincial level.


In terms of integration, 75% of the interviewed staff holding a position as headof department/services worked in the current (September 2006) position atDPA HQs. The same interviewees indicated that their responsibilities werewell defined and were fully integrated into the system. This gives on the onehand a good basis for judgment in terms of pre and post PROAGRI Iperformance of the institution, and on the other hand implies that in ManicaProvince the capacity created in terms of human resources is in place toperform the objectives set. This is a commendable achievement which canbe judged as an indication of sustainability in terms of continuation and


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effectiveness of activities in the future. However, despite the fact that most ofstaff have had enough experience in their respective functions, it was thegeneral understanding that for a sustainable continuation of current or for animproved level of implementation of activities, there would be a need forfurther and specific training in areas like GIS, animal health, crop protection,meat inspection and, field management of demonstration plots.

In terms of working conditions, about 90% of managerial staff at DPA HQshave access to computers for their work. According to the survey, thisequipment was acquired during the period from 2001 to 2006 as a result ofPROAGRI I contribution. However, only two of the interviewees had accessto internet and fax since 2005. From the same survey, 75% had means oftransport during the period 1999 to 2005 but only 25% said they had enoughfuel to perform their normal field activities. Staff interviewed indicated thatthere is an improvement in communications, financial flows, accountability,rules and procedures, equipment and quality of services provided.

Regarding technical information, most of interviewees (75%) besides theirtraining capabilities, received technical backstopping from their “motherinstitutions4” from Maputo HQs because there is no updated technicaldocumentation center at DPA.

As far as restructuring of MADER as the result of functional analysis isconcerned5, the perception of interviewed staff was mixed. Half ofinterviewees saw no effect on the restructuring. The constant changes of thename of the Ministry of Agriculture6 for example was seen as waste of timeand resources and diverted people from concentrating on productive issues.The livestock people referred the privatization of dip tanks as a completedisaster and the rest mentioned that although PROAGRI I created betterworking conditions for staff, it did not bring any new perspective in terms ofclear definition of activities at field level. It is the understanding of some staffthat within DPA, there should have been more sharing of information andharmonized program activities. For example, they believed that if thishappened in the past, the ‘mistake’ of privatizing dip tanks would have beenprevented.

The planning process on its turn, at some extent, was done with involvementof partners namely, farmers’ associations and community leaders and relatedindicators were based on the importance of activities in the province, such astraining, number of farmers and demonstration plots under the nuclearfunctions defined by PROAGRI. There is also an understanding that due tothe lack experience, plans continued to be directed to basic indicators such as

4 Mother institutions like INIA, IPA, INIVE, CEF, DINAGECA, DE, DINA, DNER, DNFFB and DINAP5 The functional analysis that took in the Ministry of Agriculture aimed at promoting agriculturaldevelopment through the identified nuclear functions, marginal functions and non nuclear functions(policy analysis and formulation; regulation and inspection mechanisms; and, provision of publicservices). as well as actions to be transferred to other institutions, privatized or outsourced or evenremoved

6 MINAG up to 1994; MAP from 1994 to 1999; MADER from 1999 to 2004 and MINAG from 2004 todate.


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number of families assisted, CDRs, number of animals vaccinated but with noindication of how much these contributed to increased production andproductivity and food security.

Despite the fact that PAAOs and PTAOs were developed at same time,expenditures did not always correspond to the plans due to many unpredictedactivities that resulted in budget redistributions along the year. The M&Ebased at DE was good for evaluating expenditures but this was not related toresults.

Regarding PTAOs, there were considerable delays in disbursements. Thefirst quarter amounts sometimes arrived in April, the second quarter in Augustand the third in December. In this situation, planned activities could not becarried out although, the money would be spent! There seems to be threereasons for these delays. The donors were late in delivering the funds,government also delayed in finding its matching 10% of funds, and thedistricts also failed to provide requested accountability on time.

In terms of decentralization, it is generally agreed that PROAGRI I made aconsiderable improvement in creating capacity at the DPAs and DDAs. From2002, this capacity was increased by allocating about 60% of PROAGRIresources to the districts as the basis for transforming the districts into theplanning units. The bottom-up planning process introduced with PAAOsallowed for direct transfer of financial resources to the districts coupled withmanagement capacity building. This made the component structure of theministry progressively less relevant. Unfortunately, the PAAO planningprocess is still based on PROAGRI components which reflects the currentstructure of MINAG. Therefore, the sectoral approach prevails in real termsand the common vision and objectives of the ministry are not yet reflectedeven with the PAAOs. It was mentioned many times that PAAOs areinflexible, not allowing for necessary reorientation of resources during theimplementation process.

One of the most important achievements of PROAGRI I was the developmentof institutional procedures and institutional capacity building. The introductionof planning and budgeting procedures as well as financial managementremains a key issue for internal capacity-building within. This is inaccordance with the basic principles which recommended that both donorsand government funds should be budgeted and managed in a transparent andresponsible manner. PROAGRI I administrative and financial proceduresystem became a vehicle for local capacity building and decentralization.

The introduction of PROAGRI funds, increased substantially the resourceswithin DPA and DDAs and created significant unbalance between otherprovincial government and district directorates. Some people said that withinMADER “previous independent projects, now came altogether causingimbalances between ministries at all higher levels”. It seems that MINAG isaware of these problems and there is a need to improve the situation beforeembarking on the next phase of PROAGRI.


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Data on procurement provided by DPA during the period of 2002 to 2005(Table 1), show categorically the focus given PROAGRI I in terms ofinvestment was 85,54% for institutional development, with transport and officeequipment taking 84.14% of the total expended in procurement. Theproduction sectors received 15.87%, of which field equipment was thesmallest (less than 1%). Under this scenario, it was apparent that conditionsto change subsistence into commercial agriculture were not created byPROAGRI I. According to our interviewees, all procurement execution wasbased on the planned activities.

Table 1 Summary of PROAGRI I Expenditure for Manica Province(Meticais) from 1999 to 2005

1999 2000 2001 2002 2003 2004 2005 Total %

2. Transport 6667722960 6998261612 3388998960 1034938280 18089921812 61.6

3. Office Equip 1975901334 2346793548 1208198865 1096864046 6627757793 22.6

4. Field Equip 94058314 1642817787 280750000 280750000 0.96

5. Field inputs 123425000 686796000 810221000 2.8

6. Medicine&Drugs 1148275152 1538327768 131732004 749983000 3568317924 12.2

TOTAL 1148275152 1538327768 255157004 3849333331 29376968529 100

Source: Direcção Provincial de Agricultura de Manica

General Evaluation

The general evaluation was that, PROAGRI I in Manica Province createdcapacity in terms of human resources to perform the objectives set. But thePAAOs, although they were considered useful planning and implementationtools and helped in the improvement of management and coordination withindifferent DPA and DDA sectors, there is concern about late disbursementswith particular emphasis in the first quarter which is crucial for agricultural fieldactivities.

There is a concern that despite the usefulness of the MPFP due to itsparticipatory approach, it continues to be very time consuming and inflexible.It does not allow for any events not forseen at the planning, ( planning takesplace about 8 months before implementation). With the introduction ofPTAOs (Planos Trimestrais de Actividade e Orçamento), this situation couldeventually be improved.

A major aspect of concern with PROAGRI I is the fact that the political focuson poverty alleviation seems to be contradictory with MINAG’s principle ofconfining its interventions to its core functions (policy formulation andregulations) without direct intervention in the provision of production inputsand credit for field activities. It is felt there should be some phasing of thechanges in functions to allow the environment the Ministry operates within toevolve with it.


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As an indication of human resource capacity building, the agricultural sectorbecame the source of manpower that is appointed for most nominations ingovernment.

Some interviewees considered that, PROAGRI I being a new and unusualtype of programme and a learning experience, it was subject to varyingexpectations, successes, errors and mistakes but the lack of involvement ofother partners like service providers remained a gap.

According to some interviewees, PROAGRI I looked strange to theMozambican context. “It was oriented to MADER and not to the society as awhole”. The feeling for many people was that the agricultural sector became“a project”. It seems as if a “Boeing full of American Dollars has landed intoMADER” that were largely managed at the discretion of the Provincial Directorof DPA. Outside people thought that the staff working in the agriculturalsector had special salaries. Indeed, this happened through incentives forsome field staff but the system was not transparent.

There was a clear recognition that PROAGRI I was good for institutionaldevelopment but it failed in the utilization of funds. The utilization of fundswas heavily dependent on the Provincial Directors, without accounting to theProvincial Directorates of Finance according to some interviewees. The onlycontrol mechanism was the Arco Iris that the donors requested. “It seemsthat besides the donors there was no other “concerned institution” about thePROAGRI I funds. Some people said it seems that Ministry of Finance andTribunal Administrativo were not involved in the utilization of these funds andthere was too much “freedom” in the hands of DPA Directors. Therefore,there could have been inappropriate utilization of funds. In PROAGRI II thereshould be more monitoring to verify and follow up the utilization of funds.

To avoid this kind of misunderstanding, PROAGRI II will need to be wellexplained (advocacy) to other government and non government institutions tomake all the society aware about its nature, goals and procedures. InPROAGRI I for example, when the process of integrating the contracted staffinto the “Aparelho de Estado” started, there was considerable scepticism asthe colleagues from Treasury (Ministry of Finance) were not fully aware ofPROAGRI. It was also mentioned that the contracting process underPROAGRI I did not follow the procedures demanded by TribunalAdministrativo. This needs to be corrected in PROAGRI II.

Support to Agricultural Production

For the analysis of agricultural production, maize was utilized as a referencecrop by being one of the major staple food crops grown by the majority offarmers, and a strategic cereal crop under agricultural policies. Theproduction of this commodity has increased during the period under analysisas indicated on Table 2. However, it is difficult to establish a direct linkage ofthese results to the achievements indicated on the institutional development.


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Table 2 indicates the area, production, and, yield of maize crop during theperiod 1999 to 2004 cropping seasons.

Table 2. Maize Production in Manica Province (Small holder Farmers)

99/00 00/01 01/02 02/03 03/04 04/05

CultivatedArea (ha)

156,240 190,821 195,050 202,144 207,497 217,393

HarvestedArea (ha)

142,140 185,712 190,100 170,144 190,225 172,821

Nr of familiesProd (ton) 184,696 198,661 200,859 169,688 233,554 207,223

Yield (ton/ha) 1.30 1.07 1.06 1.00 1.23 1.20

Source: National Early Warning System For Food security; MADER - DINA

As can be observed from Table 2, the objective of increased production wasachieved mainly due to area expansion, but this was not accompanied by anyincrease in yield per unit of area. In fact, the yields per unit of area remainedsteady over the whole period.

On the other hand, there were considerable losses in average cultivated areaas compared to the corresponding harvested area ranging from 3% (cropseason 01/02) to 25% (crop seasons 04/05). If we consider a lump sum ofUS$407 for land preparation and seed alone, these losses would implyUS$198,000 in the crop season 01/02 and US$1,782,880 corresponding to44,572 and 4,950 hectares respectively.

General Evaluation

These results constitute sufficient evidence that the objective of increasedproductivity (efficiency) was not attained, neither in terms of yield per unit areanor in terms of labour. Therefore, the increase in area and production can beattributed to other factors, such as return of refugees due to the advent ofpeace, good climatic. However, the effort made by MADER in distributingseeds and some field implements should be recognized. Still, it remainsdifficult to establish a direct linkage of these results to the achievementsindicated previously in institutional development.

Extension

In terms of institutional set up, in 1999 the extension network in ManicaProvince was composed only of elementary and certificate level technicians.With the introduction of PROAGRI I only Diploma level were accepted. Somecertificate level technicians were funded by PROAGRI to pursue Diploma

7 Manual model of production.


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level and some Diploma holders to pursue University degrees. Along with therecruitment of new staff the coverage was increased. PROAGRI I alsoprovided more transport means, computers and uniforms for extensionagents. PROAGRI I allocated degreed staff to the districts; the only problemwas the lack of houses for them. There were also complaints from theextension staff that PROGARI I did not do much to improve workingconditions for farmers in terms of inputs, (indication of a lack of profoundunderstanding of PROAGRI’s role, and the need for more awareness of theprogramme).

When PROAGRI I started there were 5 extension networks. DuringPROAGRI I, one more extension network was opened and four extensionlines8 were introduced to cover areas where formal extension networks werenot present and made sure the whole province was assisted. Therefore,number of extension agents increased in both networks and extension lines.All newly recruited technicians are now in the process of being integrated ascivil servants (Aparelho do Estado).

Regarding technology dissemination, the attempt of introducing treadle pumpswas not successful. Farmers did not find them acceptable as they required toomuch human energy to manage. However, the discussions the evaluationteam undertook with central level experts found that the treadle pumpsconstitute a good alternative as long as proper technical assistance is inplace, based on experiences from neighbouring countries like Swaziland andZimbabwe.

Before PROAGRI I technology packages were defined at the central level byDNER. As a result of PROAGRI, from 2002/03 the technology packagesstarted to be designed locally as qualified staff were available to adapt themessages to local conditions. This was the time when the modified T&V wasintroduced.

For coordinated efforts, the unified extension system was introduced but notat a desirable level as the integration of other partners besides the livestocksector was a very slow process. There was reference to the need for moretechnical discussions with partners to realize this objective. In terms ofNGOs, it was recognized that some of them send their reports, but this is nosubstitute for open discussions -- and some were not even aware of whatpublic extension was doing. This was probably caused by lack of involvementof external partners, despite the fact that the plans under the public extensionwere designed based on PAAOs from DDA’s and harmonized at DPA. Eventhe consultation at Postos Administrativos and Community Leaders for thedefinition of basic activities (like rehabilitation of irrigation systems) from 2004onwards did not include external partners.

One shortfall of the extension programs was the tendency to disseminatetechnologies on crops with no market demand information. The input markets

8 By extension lines, it is meant those areas where the area’s extension agents are not insufficient numbers to constitute a team, or a network, as defined by extension basicprinciples.


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also did not function in any significant manner. Therefore, the farmer wasunable to obtain the inputs for the technologies that extension officers aredisseminating.

The communication component had one full time staff for field collection ofinformation that was further refined by different sectors and sent to RadioKulima two times per week. Main areas addressed by these radio messageswere Newcastle Disease and bush fire control. Besides this, the Guari GuariMagazine was developed under DE to deal with market information. The roleof extension agents was to collect data on production as well as on prevailingmarket prices that were transformed into information sent to the radio. From2005, there was a private company with silos (ACD/VOCCA) involved inmarketing of agricultural products. The role of this company was to buyfarmer produce, store and sell during the hunger periods. There were alsoother buyers from southern Mozambique. The market for cereals seemsguaranteed in Manica Province.

General Evaluation

The unified public extension system was implemented at district level by frontline extension agents in a multi range of services including crops, forestry andwildlife, livestock, and HIV/AIDS. A major issue worth mentioning is theapparent conflicting understanding of the extension services’ performance.On the one hand, the Extension Master Plan seems to blame Research fornot delivering relevant technologies to extension , whilst on the other hand,research institutions claim that they have released a number of technologypackages that were and are not properly delivered to farmers due to theinability of extension services to do so. The lack of a holistic value chainapproach from MADER could have been the underlining problem, which led tofragmented institutions within the Ministry.

The Extension Master Plan argues that the technology messages are weak,and there is insufficient training and weak management as main shortfalls inthe system (Gemo at al 20059). On the extension side there are no socioeconomic studies to show the profitability of currently used technologypackages on the research side. Under such a situation, it is difficult tomeasure the contribution of extension to the welfare of farmers.

Research

Before 2002 the research stations worked independently. EAS worked alonewith funds from INIA; CEF received funds from mother CEF in Maputo and theProvincial Lab from INIVE. The respective operational programs came frommother institutions while specific and provincial programs were integratedindependently by each research station.

9 Helder Gemo, Carl K. Eicher and Solomon Teclemariam, 2005. Mozambique’s Experiencein Building a National Extension System


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From 2002 onwards the integration began, but materialization of jointprograms under IIAM has (at the date of interview – Sept 2006) not yet beenfully implemented. The approaches were still different from institution toinstitution. So far, what has changed with Central Zonal Research Centrewas the flow of funds because they come from the same pool. The mobilityhas improved with opening of the Zonal Research Centre and helpedreducing too much dependence on DPA.

The Zonal Research Centre only now is trying to establish multidisciplinaryfarming systems teams but the high turnover of staff has been detrimental tothe process. The first attempt was a diagnostic survey but nothing else wasdone. Even the Consultant who worked with the Zonal Centre to establish theZonal Research Centre was not very sure of how to proceed. He wasseemingly more concerned with administrative aspects, and not much withresearch issues.

On the other hand, Zonal Research Centers started working legally with theofficial creation of IIAM and the appointment of the Director General in 2004.The relationship between the Zonal Research Centre and DPA is still to beworked out.

The perception of staff from Zonal Research Centre (ZRC) based inSussundenga and Angónia was that the conception of PROAGRI I wascentralized until the crop season 2002/03 when they started to be involvedwith planning of PAAOs and the three monthly plans (PTAOs).

There was decentralization of funds but only up to the level of DPA.Disbursements were late in general. Some times money arrived in Novemberto be used up to December. The money that was allocated had no direct linkwith development activities at field level. PAAOs were not adequate. They didnot accommodate local conditions. They only accommodated core functions(per diems, fuel). The Software (Arco Iris) was considered as “designed byeconomists”, and was inflexible.

Some people complained that M&E was more administrative (to collectreceipts on expenses incurred) rather than on impact of activities. But thiscomplaint seems not to be fair because what was meant by PROAGRI wasinstitutional development that was fully complied! Maybe the shortfall herehad to do with the lack of proper advocacy to make PROAGRI I understoodto others.

There was a significant amount of training but people were not given the toolsto implement what they have learned. The perception was that PROAGRI Iwas only concerned with creating conditions to work in PROAGRI II althoughit was not yet clear what PROAGRI II will look like.

Moreover, it should be mentioned that the institutional development underPROAGRI I was partial in the sense that it did not include other developmentpartners. Therefore, PROAGRI I was not implemented as a system.PROAGRI I apparently ignored PAEI (its mother source) during its


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implementation exercise. It seems that MADER and donors overlooked thedevelopment aspects of poverty alleviation and food security stated in PAEI.Maybe this occurred because MADER was in need of financial resources andGoM chose to persuade partners by emphasizing market orientation. Table 3shows the expenditures incurred by PROAGRI I for the research componentin the Veterinary Laboratory alone.

From Table 3, it is apparent that planning with PROAGRI I funds only reallystarted in 2003. Even then, disbursements never met the requested amounts.Therefore, INIVE continued to play a role to cover the needs in terms ofrunning costs for the Lab.

In terms of results generated by research during the period under analysis, allthe sub-components had some contribution including: (crop varieties and cropmanagement – INIA; Animal health and animal husbandry – IPA and INIVEand natural resources management like soil erosion -CEF) as indicated in theannex case study for research and extension (Amelia C. and Carlos M.,2006). One critical issue with the research component is lack of a holisticvision of results generated. From our interviews most of researcherscontinued with a classic vision that their role terminates once they produce areport on their research findings and the rest is the responsibility of extensionand producers. However, in a society like Mozambique where most farmersare not aware of research activities and the usefulness of its outcomes it iscrucial that researchers “care” about the promotion of utilization and thecontribution that the related technologies bring to the country’s economy. Thislack of a holistic vision continues to be a serious constraint.

Table 3. PROAGRI I Expenditures (Laboratory-Chimoio)

Year Plan (Mt) Received(Mt) Expend (Mt) Nature of

expenditure Remarks

1999 141.341 124.690

Lab supplies andmaterials receivedfrom INIVE, RTTCPand GTZ-29,335 Mtnfrom DPA for vehiclerepair

2000 222.337* 198.214

Lab supplies andmaterials receivedfrom INIVE, RTTCPand GTZ-34,110 Mtnfrom INIVE

2001 180.328* 166.294

Land RoverDefender,LaptopCompaq, FieldEquipment

Late disbursement;Some supplies andmaterials receivedfrom INIVE andRTTCP 56,492 Mtn formaintenance

2002 532.853 520.925

Isuzu 2,5 KB,Freezer,Fridge, 3Bicycles,Generator

Some supplies andmaterials receivedfrom INIVE andRTTCP

2003 1.556.825 1.322.474 1.320.000 GPS First funds received in


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Year Plan (Mt) Received(Mt) Expend (Mt) Nature of

expenditure Remarks

April 15; Somesupplies and materialscame from INIVE

2004 2.248.218 860.310 819.064

First funds received inFebruary 15; Notenough to buyMicroscope asplanned

Total 3.805.043 3.259.643 3.149.187

* Source of funds: DPA; Source of information LRV-Chimoio

General Evaluation

The critical issue according to the team point of view is that researchers needto move beyond the confines of their research stations and laboratories andlook into downstream aspects of market and consumption on a value chainapproach in collaboration with extension, private sector and policy makers.One major shortfall under the research component is the lack of socioeconomic studies. The other main problem is the linkage with extensionwhich remains to be resolved and needs to be addressed from all levelsstarting from the central level. It seems most people do not understand whatis really meant by research/extension linkage.

Livestock

During the implementation of PROAGRI I, there has been attention to specificproblems. Some problems are similar across the province and others arelocation specific. In dry areas for example, there was a need to includedrinking points/infrastructure while in other districts that is not a problem.There are districts with high numbers of animal (Sussundenga, Gondola,Barue) where there is a need to encourage selling and other districts with lownumbers (Macossa, Tambara) where there is need to encourage promotion.

The planning process in the livestock component, started from districts withlisting of priorities that were consolidated at DPA. For example, Barue hasbeen identified as having potential for milk production, for which the serviceshave already prepared a program for 2006 with involvement of “PostosAdministrativos” and local authorities as well as farmer representatives forpriority setting.

The Institutional changes in what regards “encarregados de tanquecarracicida” was seen as a negative decision in terms of their dismissal. Thestrategy of establishing Associations/Committees to manage the dip tanks didnot meet the expectations. These organizations received the initial kits butwhen finished they did not know how to proceed. On the other hand, inManica Province there were no shops selling animal drugs except for the


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Manica district. With the dismissal of government employees at the dip tanks,the animals were left with no protection. For example, Anaplasma wasreported to be 45.5% in 2004 as opposed to 20% in 1999; Trypanosomes23.8% in 2003 as opposed to 8% in 1999 and, Babesia 34.5% in 2004 ascompared to 12% in 1999.

PROAGRI I stopped subsidies to farmers (livestock raisers) as a result ofMADER functional analysis. Theoretically, this was a good decision.However, since there was no substitute to government the decision isquestionable. Although staff was able to visit more locations with PROAGRI Iresources, this was not translated in better assistance as farmers had noresources to implement the recommendations provided. The therapyrecommended after Laboratory analysis were not followed by the availabilityof appropriate medicines. The Veterinary Pharmacies did not develop in anysignificant fashion.

Therefore, the evaluation team feels that the government failed to find acorrect exit strategy to step out from assistance to farmers as they were notprepared to take over the task nor the private sector was in a position to doso. As such, farmers had no incentive to invest in the treatment of theiranimals. Some DPA staff even suggested that government should considerreturning to the mode of production that was in place during the preindependence era, i.e. providing services that were charged in a form oftaxes. Table 4 shows the evolution of cattle production during the periodunder analysis in Manica Province.

Table 4. Cattle Production in Manica Province

Year 1999 2000 2001 2002 2003 2004Cattle Nr 51,581 58,059 58,059 64,371 116,959 137,257Meat (ton) 152 157 160 169 196 295Extract rate(%) 2.2 1.9 3.4 7.0 7.3 5.4

Carca Av.weight 136 141 143 150 158 154

Birth rate 55.8 50.9 53.8 89.1 48.7 N/ADis. Incidence

Total 84 Total 107 Total 119 Total 119 Total 194 Total 194Op Non Op Non Op Non Op Non Op Non Op Non

Dip Tanks Nr

69 15 93 14 119 0 119 0 173 21 173 21

Source: Annual Report 2002, 2003, 2004, DINAP

The table above shows a steady increase in numbers of cattle during theperiod from 1999 to 2004 but there is no evidence to indicate that was a resultof PROAGRI I intervention as indicated by most of our interviewees in theprovinces and at central level as they claimed that technical assistancedeclined with the “abandonment” of basic services such as animal treatmentand most diseases increased specially tick diseases, brucellosis and others.


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For mortality rates, the evaluation team was only able to find generic data for2003 which indicates that this was not a normal task for DINAP. Despite theinterest shown to include this aspect in annual reports, the provinces have notyet initiated its implementation. Other available indicators (3.0% in Chobela.Morgado, 1994; 19.9%, CAP, 2000 and 12.6%, TIA, 2002) are not conclusive.This also supports the idea that there is no evidence to show that the increasein numbers of cattle can be attributed to any improved management as aresult of PROAGRI I intervention.

Marketing was indicated to be the role of farmers and buyers with someassistance from district delegates who organize trade fairs. “But in generalthis activity is left as a producers’ affair”. The services however, do record thenumber of animals moving out of the province every three months. For themeat consumption in the province the information was collected from thebutcheries. The critical point is the lack of an appropriate strategy toencourage farmers to enter the commercial production system, which was animportant point in PROAGRI documents.

The system established for monitoring and evaluation under DE providesconsolidated data that only for the so-called impact activities which are notdisaggregated by sectors which make their use difficult. The ideal would be towork on the basis of each district and sector. However lack of fundsconstitutes a serious constraint to realize sectoral specific data collection thatwould be more useful for related services. For the same reason, theVeterinary medical services were forced to only address emergency situationslike vaccinations and do not follow any planned activities. The lack of fundswas particularly critical in the last two years where there were nodisbursements at all. The services cannot involve farmers’ participation in theevaluation process especially after decentralization of dip tanks.

SUE was implemented through SMS. There was training of extension agentsfor vaccination of chickens, cattle and dogs against rabies. The system alsohelped in the dissemination of information to producers especially on feedproduction for supplementation during the dry season, animal traction, as wellas on animal health against Newcastle Disease and rabies

General Evaluation

As in the agricultural production component, these results constitute sufficientevidence that the objective of increased productivity (efficiency) was notattained, neither in terms of births nor in terms of survival of animals.Therefore, the increase in number of livestock can be attributed to otherfactors like the return of refugees due to the advent of peace, good climaticconditions, for example. The effort made by MADER in restocking programsshould however be recognized. But, it remains difficult to establish a directlinkage of these results to the achievements indicated in the institutionaldevelopment section.


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The legal framework brought some problems with inspection. For example,MICTUR was supposed to monitor the activities in game concession/gameparks but was not prepared to undertake the task in terms of personnel andtransport. Forestry services from MINAG had to continue with interventions tofill this gap in the concession and conservation areas. “It was a trickysituation! When the animals are in a protected area they are under MICTURauspices but when they move out, same animals become the responsibility ofMINIAG.” This situation deserves a serious review.

There are zones where the communities have official land rights and therelated power to decide on it. When any interested entity wants to undertakeactivities, it is up to the community to authorize it. There are examples inPindanhanga and Muda in Gondola and Mucombwe in Manica District. “Thecommunities are the real owners of the resources”. Even in the case ofrequests for exploration by private operators, the community has to approve.Otherwise, it has to go and look for alternative areas to undertake the activity.In case of approval, the rule of 20% is applied. The community has the rightto decide on how to use the 20% revenue. This process however, has to startfrom the evaluation of the available potential by provincial services (SPFFB)with participation of the communities. The communities have to be trained forthis. The community leaders are key to this process. A business plan has tobe developed for the activities to take place.

At the beginning the majority was “licença simples”. Now the applicants areencouraged to go for concessions. In Manica Province, the situation hasevolved from one concession in 2004 to four in 2005 and there are requestsqueued. There is an increasing trend. This system based on the decree93/05 looks fine and is well received by the communities. The problem is thatthe money collected and sent to FFA was never returned to reinvest in thesector. Only from 2006 FFA started sending this money but it is still retainedat DPA and the mechanism of sending it to the communities is a verycomplicated and long process because most of community members do nothave even an ID. They do not have any bank account and the concernedassociations do not have legal statutes. The proposed alternative to be usedas a way of simplifying the system is to allow that three members of thecommunity open a bank account, but this could be a potential source ofconflict in the future if proper monitoring of the situation is not put in place.

In terms of inspection, 90% of the sectoral budget is allocated to this activity(per diem and transport). There are now three stations (Vanduzi, Machipandaand Inchope) and mobile brigades throughout the province. It was felt thatthis was very important because some operators were seen by the communityas being not honest.

General Evaluation

The transfer of responsibilities to MICOA and MICTUR had no impact at all.Staff from DPA continued to do what was done in the past as these two


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ministries were not prepared to take over this role. Therefore, it is suggestedthat the three ministries revisit the situation.

A major weakness in the forestry sub sector was the lack of a nationalstrategy for regeneration of forestry resources, as well as guidelines tosupport the activity. Therefore, the concessionaries sometimes refuse to doregeneration because there is no legal instrument to oblige them to do so. Itis a big gap in the system.

On the other hand, there was a problem regarding the money collected andsent to FFA which never returned to be reinvested in the sector. Only from2006, FFA started sending this money but it is still retained at DPA and themechanism of sending it to the communities is a complex and long processbecause most of community members do not have even an ID. They do nothave any bank account and the concerned associations do not have legalstatutes.

Agricultural Land Management

In 1998 there was a process of land redistribution, along with law andregulations accompanied by the training of staff in aspects of communityconsolidation as a means of facilitating their implementation at local level.This was followed by the process of simplification of procedures in compliancewith the new reforms in the public sector. The simplification included thereduction on the time to approve any request up to 90 days maximum asopposed to the 2 to 3 years that was common practice before. Theinvolvement of the communities in this exercise was one of major innovationsand achievements brought by PROAGRI I reforms. These instruments helpedenormously as they allowed space for all stakeholders to participate with thepositive effect on reduction of conflicts on land. The instruments opened awindow for more investments due to the speed in the process of landallocation.

Decentralization was as a result of the overall public sector reforms.PROAGRI I created a district service of geography and cadastre. In ManicaProvince, new technicians were contracted, two with University degrees (1 forSussundenga and 1 for Barue). The choice for these districts was due to thehigh pressure on land in the districts. The allocation of the staff at districtlevel helped in speeding up the process of land allocation, as well as inreducing related costs due to the expertise available locally.

At the provincial level, the activities undertaken during PROAGRI I consistedin incorporating information with GIS and available maps in order to updatethe classic information whenever there was new allocation of land tointerested people. But mapping per se continued to be the responsibility ofcentral level. This work was facilitated by the allocation of new computers forGIS and precision GPS through DINAGECA as well as the allocation two newvehicles to support to the activities.


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With recruitment of new staff and their assignment in districts, there was anincrease in capacity at local level. This helped the province to respond torequest on land. This was followed by inspection and title assignments to thecommunities. So far, there have been provided a total of 76 titles of which 37to Manica District, 11 in Gondola, and 28 in Barue. These activities wereimplemented in coordination with NGOs, “Postos Administrativos” andcommunities in aspects of dissemination of land law as well in the definition ofrole of each partner through joint planning and workshops.

Financial recovery was done in compliance with the land law as follows: a)40% for the Treasury (Ministry of Finance); 24% for DINAGECA; 24% forSPGC and, 12% for the District Government where the land belongs. Thesetaxes are meant to reinforce the cadastre services at province and districtlevels and as a supplement to PROAGRI PAAOs.

At the beginning (1999), the province was being assisted by developmentprojects such as SPFS/FAO (constraint analysis on technology adoption),SG2000 (for crop intensification), ADIPSA (support on initiatives for mediumscale private sector in market area). ADEM (Agencia para o DesenvolvimentoEconomico de Manica) for assistance to farmers in business managementunder the financial support from Kelloge/RSA was another project assistingthe province in agricultural activities. These projects planned andimplemented activities through SPER (PAAOs) but they never enteredPROAGRI common funds mechanism although they were part of the “Forumde Desenvolvimento Agrario da Provincia (Agricultural Development Forum inthe Province).

All informants said they incorporate HIV issues in their normal work and 75%of them included gender aspects. These interventions were done through thecoordination with the respective focal points established at DPA. Themessages delivered to farmers tend to be uniform and not tailored by genderbut the local focal point for HIV/AIDS makes sure that in all field interventionsthese aspects are tackled as part of extension messages

District Assessment

Manica District

Institutional

For the preparation of PROAGRI I the role of the district was to undertake asurvey of problems in the “Postos Administrativos” and with ongoing projectslike GTZ for infrastructure (houses for extension agents, improved stores andanimal housing), Africare for sunflower oil. It should be mentioned howeverthat these projects remained outside PROAGRI I common funds mechanismalthough there was always a close collaboration with DDA.


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The PAAOs designed at central level at the beginning were not alwaysadapted to local conditions. From 2002/03 real participation began with localplanning of PAAOs at district level with assistance from staff coming fromDPA HQs. At this point, the district also included the contribution from thecommunities. However the PAAOs guidelines were too rigid in terms ofceilings.

The PAAO assessment was done by a multidisciplinary team from DPA/DE toverify the implementation of planned activities, field visits, reports and, theConsultative Council of the district.

The reforms brought by the functional analysis were good. They helped topass some functions to the private sector. However, these were neverimplemented. The process was too slow. For example, in livestock theveterinary pharmacies and dip tanks did not operate as expected. The privatesector lacked the financial capacity to perform those functions.

There was a significant support in the rehabilitation of infrastructure, transport,computers, rehabilitation of irrigation canals, improved storage facilities,cereal driers.

The disbursements were not satisfactory at all, both in terms of amount andtimeliness. Delays of 2 to 3 months were a common practice. Sometimes thedistrict only received 30% of planned and approved amounts in the PAAOs.The cuts on budgets were done at DPA and MADER.

Livestock

The private sector increased in terms of numbers of animals in ManicaDistrict. The Information disseminated included improved animal housing,fodder, animal manure, vaccination and milk production. This was done incollaboration with partners like American Friends in poultry production throughassociations; Caritas with transport and organization of communitycommittees for green medicine initiatives and involvement of community radioto disseminate information on aspects of African Swine Fever and Newcastlewith close linkage with EAS on aspects like on-farm research for maize andorange sweet potato

In the implementation of livestock strategy of decentralization or privatizationor even community based associations, there have been meetings with staffin charge of dip tanks where district authorities learn about the problems.Major problems included lack of incentives and working materials andequipment. The concerns were included in PTAOs but this system did notwork. Therefore, the decision of privatizing this service, did not improve theanimal health situation. The assistance to animals worsened. The situation isexpected to worsen if appropriate measures are not put in place to correct it.Associations in real terms did not assume the role performed by governmentin the past.


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Before PROAGRI I, this “encarregados de tanque” belonged to government.Now they became private/associations. In the past the “encarregados detanque” were responsible for livestock census and updated information onavailable numbers per family. They issued declarations for transfer, sell ordead of animals and were the key persons who recorded all the informationon who sells or buy animals from his point of work.

Extension

Before PROAGRI I the resources were insufficient to cover the activities.With PROAGRI I there was support in improved animal housing and irrigationfacilities. There was provision and maintenance of equipment and officesupplies and uniform for extension staff. There was training and recruitmentof new staff. In 1999 there were 6 staff and it increased to 12 with PROAGRIintervention and it was possible to open the Vanduzi extension network. Theimplementation of SUE through the SMS (in livestock, forestry and cropproduction) has been a good mechanism for implementing extension activitieswith assistance from provincial services. Schools and communities were alsoinvolved to take care and benefit from plant trees. These activities werecoordinated with local NGOs such as Africare, American Friends. Theharmonization of plans was done at district administration.

There has been training on technical aspects like leadership and computertraining. Technical information to farmers included also conservationagriculture, soil erosion and fish culture for both male and female farmers. Inall field interventions there was inclusion of HIV issues prepared by theprovincial focal point for HIV. During training sessions about 10 minutes wereallocated to address HIV issues including the use of medicinal plants

The planning process before came from DPA. Now with the implementationof PROAGRI there was consultation with the communities. At provincial HQsthere is only consolidation of information from the district. Farmers participatein the consultations through community leaders and “Chefes de PostosAdministrativos”. At district level, all concerned parties (DDA, Administrator,DE-DPA) were involved in M&E using contact farmers and field visits. A newcompany ACDI/VOCCA has been involved in marketing through farmerassociations since 2003.

General Evaluation

PROAGRI I was a welcome initiative, but despite the large amount of moneyallocated the results were not visible at field level. “We could have donemore”. For example, when a GTZ project was implemented, the results werevisible because they indicated the activity and the money allocated to it.PROAGRI II should be directed to concrete activities.


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The regulations assisted in the sense that they provided an instrument topenalize those who do not comply with exploration plans. The penalty is 2years for foreigners and 5 years for nationals. Lack of compliance implies thatthe land is confiscated or it is given to other interested parties according to thedecree number 66/98. This decree obliges the communities to hold a title aswell including their areas of residence. In 2005 there was an allocation of 45titles for families through PROAGRI financial resources and 4 areas forpastures were identified. In the course of implementation of new rules andregulations the users argued that government is charging too high taxes.Apparently the payment of DUAT (land use rights) poses no problems but thefees paid on the interests are felt as unfair.

General Evaluation

From our interviewees, there was a general feeling of frustration in terms ofuse of PROAGRI funds. Some of our contact persons expressed that “we donot understand that the planned/approved money does not reach theplanner”. For example there were constructions that did not continue to theend. There is a feeling that money was diverted to somewhere else: “Why isthat when money arrives we are not called and given the respective money toimplement the planned activities? These were some sort of disappointmentsindicated. PROAGRI should be orientated to resolve community problems andaddress private sector concerns. There is a need to implement programmeslike outsourcing with private sector.

Gondola District

Institutional

When PROAGRI I came, the district was facing many difficulties to performbasic activities. With PROAGRI I funds the available staff became moreoperational; thus, additional staff were not recruited. The district embarkedstrongly on a livestock and fish programme.

In terms of privatization of dip tanks for cattle the only one that followed thisinitiative became non operational

In the area of inputs for example, up to the last year the district was able toestablish 15 shops for seed and other inputs and brought treadle pumps fromBuzi.

The financial situation became worse in the last years and the district had toabandon even the core functions under the PAAOs, i.e. inspection which is acore role of DDA. Therefore, the district is not performing its basic function asthe MINAG representative.


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PROAGRI in 2006 only paid salaries and provided Mt20,000,000,00 (inMarch)! It seems planning in 2006 was done by “economists with no idea onwhat is going on in the field”. Even vaccinations that used to be a commonfunction, in 2006 only covered 48%. In practical terms, PROAGRI stoppedfinancial support in 2004. In 2005 it only paid salaries plus 20,000,000Quarterly instalments. No one at district level, knows what happened. Thereis a feeling that PROAGRI in Gondola only existed up to 2004. “PROAGRIworked as Project”. When it injected funds, everything was fine. It “slimedand dried up”.

The budget for the current PTAO (July-September) was only disbursed at22% to cover Jathropha, Cassava and PES.

Some of the main sentiments received include:

- PROAGRI did not have a development perspective;- the development assistance must be continuous;- crops must be grown every year;- We need consistency and persistence” for development to take place;- PROAGRI I created expectations on the farmers;- People think we still have resources;- they do not understand that the source/tap dried up;- some activities were interrupted on the way without any support. We

have 15 motorcycles and 2 cars but in the last PTAO we received only8,000,000 MT from MINAG.

- from the Finance we also received 1,200,000 MT. This is nothing. Wehave 9 technicians without resources.

- We started building a house but we could not furnish it. We cannot useit. It is a pit”. The financial package (Arco Iris) did not work.

Extension

The number of extension staff increased from 7 to 9 as a result of recruitmentmade by PROAGRI. Therefore the number of farmers assisted alsoincreased from 1,680 to 2,160. With PROAGRI we bought motorcycles,computers and office supplies.

Technology disseminated consisted on community forestry regeneration,CDRs on cultural practices, soil conservation, fish culture and conservationagriculture for all farmers with no gender distinction. Extension staff deliveredalso messages related to agriculture, livestock and forestry after propertraining from respective SMS based on the unified extension system. Thiswas done through joint planning at DDA and joint implementation at field level.

There was a joint planning and implementation among sectors within DDA.The planning process included consultations with communities. The jointplanning at DDA with involved NGOs (ORAM and SPFS/FAO for theorganization of farmer associations and dissemination of the land law);


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ACD/VOCCA for marketing and, Africare for agriculture and infant nutritionand health.

There was on-farm research in collaboration with EAS on maize and beanvarieties and soil fertility. New technical messages generated by researchinclude agro processing of cassava in collaboration with IIAM Roots andTubers National Program.

In the area of communication, there was a collection of information that wassent to the DPA focal point that was responsible for preparing the messagefor the radio in Chimoio.

For the market aspects, at DDA there was one person in charge of collectingdata on prices of different products in the market that is sent to DPA to beincluded in the Guara Guara Magazine. The Magazine was then sent to the“Postos Administrativos” for dissemination. There was also a provision ofinformation to ACD/VOCCA and Shoprite about the availability of agriculturalproducts. For example, the Association 16 de Junho has a contract withShoprite for marketing of vegetables like cabbage, onion and pepper.

In the area of plant protection there was a training to identify pests and theuse of natural pesticides in 2002/03. The use of chemical pesticides likeBaythroid was common practice in coordination with SPA when there was aneed and PROAGRI provided the financial support.

The monitoring and evaluation of extension results was done through reportson the number of farmers who adopt new technologies

General Evaluation

PROAGRI funds should be more flexible in their utilization, for example,the construction of houses for extension staff the funds should notdepend on the donors

PROAGRI funds should be linked with PDD. This should be the approachin PROAGRI II. This way the coordination with related services would bebetter/assured

Frontline staff do not benefit from per diems because they do not movefrom their location. Per diems benefit only us who are in the district andprovincial HQs. This needs a considerable review

DPA instituted an incentive system of 1,000,000 MT for frontline staff;1,500,000 MT for the supervisors and, 3,000,000 MT for DDA’s but thedonors were against this arrangement and the process was stopped.

There is a need to finance local projects in terms of inputs to farmers. Notonly per diems.

Decentralization has not been accompanied by necessary workingconditions and tools. Therefore, “we were forced to change our priorities”all the time.


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The communities have been involved on the best use of forestry resourcesthrough the formation of local management committees. For the explorationof forestry resources, there are private sector operators in Penhalonga whohave positive interaction with community management committees. InPenhalonga, the community has already benefited from the 20% revenuestipulated by the law through the construction of one Hospital and a water wellbased on community request. DDA intervened in the licensing for thecommunity. Thus far, the district is issuing only “lincença simples” for thecommunities. A similar situation (licença simple) is in Macate where thecommunity has benefited a concession of 50,000 ha for its own use.

The government was involved in issuing “licença simples”, penalties andcollection of the 20% revenue from the private sector operators. The amountwas channeled to DPA and we do not know what then happened for the lastthree years with that amount. Regarding inspection, nothing has happeneddue to lack of transport. The available 3 inspectors operating along the roadsand in the operational areas and at Inchope control station, work under verydifficult conditions. For this activity, the participation of PRM has beenworthwhile, especially when there a need to go after transgressors

General Evaluation

With PROAGRI I We were able to implement the PTAOs. For forestry,transport is a key issue. The idea of accepting only staff with Diploma level asthe minimum requirement is welcome, but managers at central level need tounderstand that there is need to use whoever is available.

Sussundenga District

Institutional

During PROAGRI I preparation, there was not much attention to fieldactivities. Instead focus was on infrastructural support: the district received 18motorcycles and 2 vehicles. DDA has 34 houses for technicians.

The timing on disbursements needs to be improved to avoid cuts ontelephone, lack of fuel and maintenance of equipment. Only 5 out of the 18motorcycles are still operational.

During PROAGRI, there was rehabilitation of irrigation canals that nowbenefits 150 farmers from PROAGRI funds. As a result, the district nowproduces potato at yields of about 35 ton/ha that is sold to Shoprite.

There was a recruitment of a qualified accountant and technical assistancereceived from EAS. At the beginning, funds were distributed according topotential. Now there is a tendency of equal distribution for all districts.


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The work is based on community-based committees for management offorestry resources. There are legalized conservation areas in Sussundenga,Chimanimani, Mahate, Tsetsue, Chikukua, Zoba and Moribuani where thecommunities control their resources such as hunting and interaction withforestry exploiters including inspection. The 20% revenue has been collectedand is still in the hands of DPA. It is expected that these amounts will beforwarded to the community at the end of the year in 5 communities exceptTsetsue, Chikukua whose processes are not yet complete. The operators areunder “licença simples”.

The interested part/private operator needs to consult with the local authority(Régulo) then the local level, followed by district for confirmation. Theprocess then goes to DPA which in turn goes back to the community forconsultation before issuing the license.

In Sussundenga, there are associations of up to 20 members who areresponsible for the forestry. At the moment there is support from an Italianproject for reintegration of demobilized solders. CEF was also involved in theselection of species aimed at fertility restoration in the soil and training

At district level, there is only 1 inspector who works with Regulos to undertakehis inspection duties. He has also support from DPA and PRM in case ofemergency. Community inspectors were involved with “Trans Border Project”and now they have been integrated in MICTUR.

Livestock

“PROAGRI I was considered good as it helped in staff mobility and otherworking conditions like per diems. The private sector increased in terms ofnumbers of animals in Sussundenga District. The Information disseminatedincluded improved animal housing, fodder, animal manure, vaccination andmilk production. In the implementation of livestock strategy of decentralizationor privatization or even community based associations, there have beenmeetings with staff in charge of dip tanks where district authorities learn aboutthe problems.

Major problems included lack of incentives and working materials andequipment. The concerns were included in PTAOs but this system did notwork. Therefore, the decision of privatizing this service, did not improve theanimal health situation. The situation is expected to worsen if appropriatemeasures are not put in place to correct it. Associations in real terms did notassume the role performed by government in the past.


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Plant protection activities consisted on surveying and producingrecommendations to farmers on the treatments. In the case of treatmentthere has been use of Baythroid provided by DPA for insect control.

There was seed production in 2002/03 for maize (Matuba) and beans (Bonus)through associations of 20 members each. After harvesting farmers sold theseed to other farmers. The original seed came from PROAGRI includingfertilizers. The produced seed was not certified. The program was interruptedto lack of funds to renew with quality seed after three year period of recycling.

In terms of early warning, the district was able to record rainfall and yields.This instrument was also used as a planning tool for upcoming crop seasonsin combination with information the district receives from Maputo or throughthe radio.

The district introduced Yam, Sunflower, Sesame, Cotton, Banana andTobacco as commercial commodities. The marketing system depends onfarmers and buyers. There is no control of amounts sold except for Sunflowerand Tobacco.

General Evaluation

PROAGRI I did not look into sustainability aspects or an exit strategy. It didnot allocate funds for the transition phase. There is a feeling of abandonmentfrom PROAGRI. Therefore, PROAGRI II will have to re-invest in some areas,like in transport means.

PROAGRI II must put emphasis on field activities. Sussundenga will need toprioritize agriculture and livestock where it has its most potential. For the diptanks, the communities will need a considerable training on management.

There is general lack of legislation documents in the district. Trainingprograms should also involve all levels for degree including “old staff”.

There should be funds that correspond to the planned activities. WithPROAGRI what was planned was not approved and what were approvedwere not the planned activities. Plans from the district are not respected.


Sussundenga District

Production System

The predominant cropping system continues to be rainfed. Only 20% ofinterviewees mentioned that they had some sort of irrigation facilities but therewas lack of technical assistance for better use of irrigation schemes.


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However, the irrigation technology to produce good results need to bebalanced with other related interventions like the use of improved varieties,fertilizers and pesticides which was not the case in Sussundenga District.

Technical Information

From the survey conducted in Sussundenga District, 80% of intervieweesdeclared that they have received some sort of support from agriculturalservices in the last five years in a form of technical messages and improvedseed but they received no support in terms of instruments for land preparationand fertilizers at all. The use of pesticides was quite common (80%) mainlyinsecticides as a result of influence from neighboring Zimbabwean farmersacross the border.

Livestock

About 40% of farmers owned cattle, but this was considered as not enoughfor animal traction for land preparation. Only 40% of farmers declared theyhad some sort of animal treatment or received veterinary support servicesfrom DDA. According to the same interviewees, there was single dip tankworking in the area by the time of study. Therefore, most of technicalmessages offered by veterinary services could not be implemented.

Inputs

The lack of input distributors has been a serious constraint to meet thedemand even for those farmers who are willing to adopt technical messagesdelivered by extension services. The farmers who received inputs (60%)declared that these come from NGOs but when the interventions from thesenon government organizations terminate, the system collapses, as usual.

Post Harvest

Only 40% of interviewees declared they were exposed to technologies relatedto post harvest handling like processing and conservation. In terms ofmarketing, farmers had no major problems due to the establishment ofcompanies like ACD/VOCCA who purchased all their produce despite theunsatisfactory prices. This fact may explain the increase in the area croppedfrom year to year in this district.


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Manica District

Production System

The predominant cropping system continues to be rainfed. Only 20% ofinterviewees mentioned that have some sort of irrigation facilities but therelack of technical assistance for better use of irrigation schemes. However, theirrigation technology to produce good results need to be balanced with otherrelated interventions like the use of improved varieties, fertilizers andpesticides which is not the case in Manica District.


From the survey conducted in Manica District, 86% of interviewees declaredthat they have received some sort of support from agricultural services in thelast five years. Of these only 36% received technical messages and improvedseed but they received no support in terms of instruments for land preparationand fertilizers at all.

Livestock

About 40% of farmers own cattle, but this is not enough for animal traction inland preparation. The use of pesticides is quite common (80%) mainlyinsecticides as a result of influence from neighboring Zimbabwean farmersacross the border. Only 40% of farmers declared they had some sort ofanimal treatment or received veterinary support services from DDA.According to the same interviewees, there was single dip tank working in thearea at the time of the study (Sept 2006). Therefore most technical messagesoffered by veterinary services cannot be implemented.

Inputs

The lack of input distributors has been a serious constraint to meet thedemand even for those farmers who are willing to adopt technical messagesdelivered by extension services. The farmers who received inputs (60%)declared that these come from NGOs but when the interventions from thesenon government organizations terminate, the system collapses, as usual.

Post Harvest

Only 40% of interviewees declared they were exposed to technologies relatedto post harvest handling like processing and conservation. In terms ofmarketing, farmers had no major problems due to the establishment ofcompanies like ACD/VOCCA who purchased all their produce despite the


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unsatisfactory prices. This fact may explain the increase in the area croppedfrom year to year in this district.

Gondola District

Production System

The predominant cropping system continues to be rainfed. However, 33% ofinterviewees mentioned that have some sort of irrigation facilities but only50% received technical assistance for better use of irrigation schemes.However, the irrigation technology to produce good results need to bebalanced with other related interventions like the use of improved varieties,fertilizers and pesticides which is not the case in Gondola District.


From the survey conducted in Gondola District, 67% of interviewees declaredthat they have received some sort of support from agricultural services in thelast five years in a form of technical messages including improved seed andfertilizers as well as in terms of instruments for land preparation.

Livestock

About 67% of farmers own cattle, which is partially utilized for animal tractionin land preparation. The use of pesticides is quite common (67%) mainlyinsecticides as a result of influence from neighboring Zimbabwean farmersacross the border. Only 50% of farmers declared they had some sort ofanimal treatment or received veterinary support services from DDA.According to the same interviewees, there was single dip tank working in thearea by the time of study. Therefore most of technical messages offered byveterinary services are only partially implemented.

Inputs

The lack of input distributors has been a serious constraint to meet thedemand even for those farmers who are willing to adopt technical messagesdelivered by extension services. The farmers who received inputs (33%)declared that these come from private companies and NGOs. One majorconcern is the lack of continuity and consistency of service provision fromboth the private sector and NGOs.

Post Harvest

Only 67% of interviewees declared they were exposed to technologies relatedto post harvest handling like processing and conservation. In terms of


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marketing, farmers had no major problems due to the establishment ofcompanies like ACD/VOCCA who purchased all their produce despite theunsatisfactory prices. This fact may explain the increase in the area croppedfrom year to year in this district.


There was a general consensus that PROAGRI I provided financial, materialand human resources for better implementation of activities that resulted in asignificant institutional development of MADER. However, this institutionaldevelopment is not yet reflected in increased production or food security, sofar. Despite these achievements, concerned people considered that thedisbursement process is not satisfactory. The procurement process was notconsidered appropriate for field conditions.

Plans continued to be directed to basic indicators such as number of familiesassisted, CDRs, number of animals vaccinated but with no indication on howmuch these contributed to increased production and productivity and foodsecurity.

The rehabilitation of infrastructure (buildings and laboratories) without relatedfurnishing, no provision of working equipment and supplies (vaccines,“seringas”) hampered better impact for field execution of activities. But it wasrecognized that in Manica Province PROAGRI I had its merit for example inthe livestock promotion for meat production and animal traction.

Recommendations

- For better performance in the next step of PROAGRI, it is recommendedthat MINAG should work in coordination with other concerned ministries.

- There is a need to empower agricultural related services (inputproviders, credit, agricultural equipment) with financial support so as toallow the implementation of local bankable projects where applicable.

- Next steps of PROAGRI should be clearly oriented to increasedproduction and productivity.

- Government should focus attention in areas like in agro possessing,equipment for the laboratories, dip tank management. This could bedone through the utilization of Agricultural Promotion Funds (FFA) amongother mechanisms.

- PRAOAGR II should be based on local development projects involvingcommunities and eventual emerging private sector .

- Development actions like institutional development, field activities andcreation of related services need to be undertaken concurrently and noton a serial basis.


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- There is a need to revisit the strategy about food reserves by way ofusing schemes such as those used in the past like ICM.

- PROAGRI II should be more transparent in the utilization of funds, createmanagement bodies like what happen at central level and avoid toomuch concentration on the DPA Director.

- Some senior officials in the province suggested that DPA should presentthe amount received from PROAGRI accompanied by the respective planto the Provincial Government for better integration with other governmentplans and activities and to allow follow up by provincial government.Same authorities were concerned about the possibility of usingPROAGRI funds at provincial level to assist other initiatives related toagricultural development.

- There was a strong emphasis on the need of participation of private andsmall holder sectors and other stakeholders including agro processingand community development projects as direct clients of PROAGRI II.

- Institutional building should continue in order to cope with newdevelopments and sustain the results achieved. It should also take intoconsideration that some of equipment and materials acquired duringPROAGRI I became obsolete and will need replacement.

- Other aspects like marketing and roads are issues that go beyond theagricultural sector and must be brought to the attention of higher level ofdecision (the Council of Ministers). PROAGRI II should look at aspectsrelated to mechanization, credit and subsidies to the farming community.

- Like in other countries agriculture in Mozambique will need subsidies inone way or another. The Mozambican private sector is almost non-existent in terms of capital.

- PROAGRI II should encourage projects in agricultural areas or relatedservices aimed at agricultural development. Examples of such projectsinclude water harvesting, marketing, agro processing, mechanization andcredit for inputs. For the problems that may arise with lack of capital andskills, the government is called to play a role. But PROAGRI II needs tobe more flexible to avoid too rigid procedures like in PROAGRI I.


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APPENDIX X: TETE PROVINCE


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Introduction


The provincial and district offices of the Ministry represent the leading edge ofall activities. It is here that the interface with the main clients (i.e. smallfarmers, farmer associations, community groups, local private entrepreneurs,NGOs, etc.) takes place. It is also here that the ground level impact of theprogramme will be visible. Therefore, as part of the end-of-programmeevaluation, interviews have been conducted in each province. This report isthe field survey of Tete Province.


This section is intended to provide a brief presentation of the key issues thatemerged from the team assessment at provincial level on PROAGRI Iintervention but does not necessarily follow the organization or the sequenceof the eight components. However, it follows the principles PROAGRI Iprinciples of (institutional reform and modernization, reinforcement anddevelopment of capacity of the civil services support to agriculture, livestockproduction, forests and wildlife and sustainable management of the naturalresources (farming land, forests; wildlife and water) and the immediateobjectives and strategies defined in the Master Document:

a) transforming the Ministry of Agriculture and Fisheries (MAP) into amodern structure of public agrarian management focusing on activitiesof formulation, regulation and implementing sector policies in order tocreate an environment which is favorable to the development of thefamily sector and the consolidation of the entrepreneur sector;

b) Increase the levels of production and productivity in agriculture andlivestock, forests, and wildlife in order to increase the rural family’sincome and promote food security while preventing the degradation ofthe natural resources, and;

c) Protect, preserve, develop and ensure the population access to thenatural resources for the rational and sustainable utilization for theeconomic, social and ecological benefit of the present and the futuregenerations.

The first observation is that during its implementation, PROAGRI I was moreconcentrated on the first immediate objective and, at some extent with thirdimmediate objective and very little on the second. Therefore, the evaluation


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team assessment is that the expectation of increased production andproductivity was not addressed in a significant manner. The generalassessment by components is presented in the next sections as follows:

Policy

The Agricultural Policy and Implementation Strategy (PAEI) translated byPROAGRI I indicated that government should have a facilitating role(regulations and policy formulation) without direct intervention in theproduction function. This principle, though theoretically good, was prone todifferent interpretations on the one hand (some implementers would tend tolook strictly and follow these guidelines), on the other hand others would try tofollow but at same time would try to respond to the PAEI guidelines ofpromoting field activities to meet the political directives of increasingproduction and productivity as a contribution to reduce food insecurity,alleviate poverty and move subsistence into commercial farming. This conflictseems to have been overlooked during the functional analysis exercise andduring the conceptualization of the PAAOs. As such, it is important to clarifyright at the outset the approaches taken for the evaluation exercise. The TORclearly state the role of the evaluation team was to review PROAGRI Iimplementation in the light of its eight components, functional analysis andbasic principles. In doing so, we realized that PROAGRI I design, overlookedits mother instrument, PAEI. This apparent divergence was, should be takeninto account during the evaluation process of PROAGRI I. Furthermore, theenvironment in which PROAGRI I was designed and implemented was suchthat by the time when centralized economy “was phased out and the marketoriented economy in the country was established”, neither the private sectornor the small scale farmers were prepared to take over the productionfunction left by government and an institutional vacuum was created.

Reorganization of MADER

As a consequence of functional analysis in 2001, the restructuring of MADERwas proposed in order to substitute current technical components with othershaving less directorates. The new structure was to be based on policy,regulation, inspection and service provision. However this was nevermaterialized due to lack of consensus within MADER/Government in general.

Coordination

Coordination between MADER and donors provided tools for negotiations andchanges in attitudes and procedures in both parties. This allowed theimplementation of PROAGRI I with tangible results but the transfer ofresponsibilities from donors to MINAG is thought by government to be movingat a slow pace. However, the same cannot be said for other stakeholders.Indeed, during the implementation of PROAGRI I there was lack of aconcerted empowerment in other agricultural related stakeholders like credit,


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marketing and input suppliers. Under these circumstances, internalinstitutional development of MADER alone was not able to be effective andresolve all the problems of the production chain and food security.

Context

Being a new experience of the kind in the country coupled with the weakcoordination and lack of a holistic approach, the implementing administrationof PROAGRI I tended to do whatever they felt as most appropriate. Someinterviewees compared this process to the seven billion Meticais allocated tothe districts where some Administrators started building houses andpurchasing vehicles due to lack of experience and clarification on proper use.

Human Resources Management

There was significant progress in the management of human resources duringPROAGRI I in terms of training and recruitment. The allocation of staff waslargely dependent on the ministry’s structuring process. The activitiesundertaken by staff still depended on the area of training or are planned atsectoral level with no clear institutional common vision as to where thetraining was targeted. The absence of a human resources policy in theMinistry was and continues to be a serious constraint to further progress inthe definition and management of human resources in terms of taskassignment, salaries and incentives.

Decentralization

PROAGRI I increased the capacity of DPAs and DDAs in terms of localplanning and execution capacity to meet its mandate of institutionaldevelopment. However, this decentralization was felt as only partial, giventhe fact that all procedures were determined at central level including thefinancial ceilings. The definition of budget at central level at most times failedto consider sectoral and local priorities. According to our interviews, theallocation of budget resources at provincial level was also too concentrated inthe hands of the Provincial Director. Therefore, some districts continued withno capacity to undertake their own procurement. This was largely due to thelack of related services (input markets, equipment, office supplies and banks).Nonetheless, the introduction of the planning and budgeting Model (MPFP) forPAAOs, is considered by most as a good example of PROAGRI I success.


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Administrative Management

The introduction of common planning, budgeting, and implementationmechanisms was key to the development of administrative capacity andmanagement within MADER to meet its institutional development goal asindicated in the basic principles of transparent management of financial,patrimonial and procurement using donors and government funds. However,our interviewees considered the Software utilized during PROAGRI I (ArcoIris) to be inflexible and did not allow the inclusion of field activities. Plansunder PROAGRI were too concentrated on indicators like number of familiesassisted, CDRs, vaccinations, community pharmacies with no emphasis oneventual results generated.

Patrimony Management

During the course of PROAGRI I 46.633.442.143 Meticais were spent for theacquisition of materials and equipment (see Table 1). As indicated on tablevehicles alone represented a major part of capital investment. An importantissue is the lack of clear mechanism of their utilization management andmaintenance both at provincial and district level.

Sustainability

The issue here is to what extent the ministry was prepared, in terms of humancapacity and motivation, to replicate and even continue to develop the resultsso far achieved. Therefore, it is important that trained staff will need aconcrete plan and coherent development policies. On the other hand,financial sustainability for the implementation of activities will require a carefulattention in terms of cost-benefit of capital and human resources relatedinvestments both from donors or from services rendered by MINAG10 (thesecan be a source of counterpart funds that could be utilized on a transparentbasis with PROAGRI resources to augment external funds from donors).


Perception of PROAGRI I

The general opinion of interviewed people in Tete Province indicated that: From its inception, PROAGRI I created to most of its interested parties

the expectation that they would have direct benefit as was the case whenother “mega projects” were implemented in the country. However, mostof these expectations did not come about.

10 MADER collected and managed financial resources from forestry and animal transport licenses,concession licenses, taxes from land use and others whose management do not enter the generalaccounting system


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PROAGRI I increased the capacity of DPA and DDAs through theprovision of infrastructure, transport, materials and office supplies; humanresources; more qualified staff and financial resources.

In Tete Province, 53% of people interviewed participated in one way oranother in the development of PROAGRI I and all took part in itsimplementation. There was a common understanding that there were nochanges in PROAGRI philosophy during its implementation. In TeteProvince there is consensus that PROAGRI brought significantimprovements in planning and financial management.

In Tete Province, 75% of staff holding a position as head ofdepartment/services, worked in the current (September 2006) position atDPA HQs. All interviewees indicated that their responsibilities were welldefined and that they were fully integrated into the system. This gives agood basis for judgment in terms of pre and post PROAGRI Iperformance of the institution.

About 90% of managerial staff at DPA HQs indicated they had access tocomputers for improving their working conditions. According to theirinformation this equipment was acquired during the period from 2000 to2006 as a result of PROAGRI I. All the interviewees had access tointernet and fax since 2005. Furthermore, 75% had means of transportand had enough fuel to perform their normal field activities.

All interviewees indicated that, besides their training capabilities, theyreceived technical backstopping from their “mother institutions11” fromMaputo HQs as one source of information coupled with the technicaldocumentation center available at DPA since 1991 (although it needs anupdating).

Another perception concerning PROAGRI I is the fact that the nationalpolitical principle of poverty alleviation seems to be contradictory withMADER’s principle of confining its interventions to nuclear functions(policy formulation and regulations). People want goverment to continueto provide free production inputs and credit for field activities.

The perception regarding restructuring was mixed. Some intervieweesmentioned the coming of internet was a good improvement, others saidthat the removal of vehicles from provincial HQs to the districts was aserious drawback as some of these districts had no budget to run them.As a result, most of them are now broken. The other part considered thatfrom 2000 to 2004 things were reasonable. Now, there is better planningat provincial level which is not much depending on the central level, butdisbursement became worse from last year to date. Structuring, however,should be location specific taking into account the agro ecologicalcharacteristics of different regions.

There is the understanding that institutional capacity created in MADERshould also have been accompanied by building the capacity of otherinstitutions like agricultural service providers in terms of credit for inputsand marketing.

11 Mother institutions like INIA, IPA, INIVE, CEF, DINAGECA, DE, DINA, DNER, DNFFB andDINAP


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Furthermore, the internal capacity created in MADER in terms of mobility,per diems and housing for DDAs encountered a vacuum at farmer levelas farmers were not provided with necessary working tools. Therefore,the capacity created by MADER although it can be commendable,remains questionable because it did not go beyond its own institutionalbuilding and try to increase production and productivity at the farmerslevel.

On the other hand, it’s a general understanding that PROAGRI I broughta clear vision about the national agricultural sector, despite the fact thatreal participatory planning only started in the 2002/03 cropping season.

There is also an understanding that being the first experience, planscontinued to be directed to basic indicators such as number of familiesassisted, CDRs number of animals vaccinated but with no indication onhow much these contributed to increased production and productivity andfood security. The majority however, considered that PROAGRI Iimproved their working conditions.

Regarding the Institutional Development of MADER, the understanding ofinterviewees was that there was an improvement of communications,coordination, financial flows, accountability, rules and procedures,equipment and quality of services.

The PAAOs, were considered useful planning and implementation toolsand helped in the improvement of management and coordination withindifferent DPA and DDA sectors. The main concern continued to be latedisbursements, with particular emphasis in the first quarter which iscrucial for agricultural field activities.

There is also a perception that despite the usefulness of the MPFP dueto its participatory approach, it continued to be very time consuming andinflexible to allow for any thing not foreseen the planning process which isdone about 8 months prior to implementation. With the introduction ofPTAOs, this situation could eventually be improved.

Views on the institutional reforms emerging from the functional analysiswere mixed. About 50% of interviewed staff at all levels (central,provincial and district) level were favorable,(ie thought well of ) whileabout 10% were not in favour of but not against. The remaining 40%,especially at local level, had no opinion about institutional reforms.

In terms of cross cutting issues, all informants said they incorporated HIVand gender issues in their normal activities through the coordination withthe respective focal points established at DPA, field days, theater andseminars.

Despite the fact that most staff had enough experience in their respectivefunctions, it was a general understanding that for sustainablecontinuation of current or improved level of implementation of activities,there would be a need for further and specific training in areas like GIS,extension methodology and, seed production technology.

Regarding impact, it was indicated in the survey that the main impact ofPROAGRI I in Tete is MADER institutional development (humanresources, vehicles, computers, and office equipment and supplies) as a


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means of elevating the morale for the employees as they knew there wasmoney to implement their activities without depending on traditionaltreasury titles. According to the same interviewees, the second impact ofPROAGRI I was on field activities (CDRs, water reservoirs, treadlepumps) that stimulated field activities. However, PROAGRI did notconsider local initiatives like micro projects. If this component wasincorporated the impact of PROAGRI I would have been even greater.

According to the perception of some high ranking officials, the majorshortcoming of PROAGRI I was the fact that it did not make any effort interms of assisting farmers to increase production and productivity.

Objectives and Implementation of PROAGRI I

Objectives

The objectives defined at the outset of PROAGRI I remained in terms ofphilosophy but there was a considerable change in its implementation alongwith the realization of the functional analysis especially in the decentralizationof functions to the private sector and farmer associations.

Basic Principles

There is a general understanding that the implementation of PROAGRI Ibrought a positive change in terms of coordination and procedures for bothparties, i. e., MADER and the development partners. There is also aconsensus that MADER improved its internal institutional capacity to performits basic undertakings but it failed to translate this capacity in creating theconducive environment to meet the governments major objectives ofimproved agricultural production through better public services and improvedsustainability in management of natural resources.

Therefore, despite these achievements, the design of PROAGRI I did notaddress the issue and challenges of triggering the participation of other actorsoutside the agriculture sector. As such PROAGRI I missed the challenge ofdeveloping a system that is efficient, market driven, and responsive tofarmers’ needs. Building such a system would require a holistic approach toaddress several critical components of the system concurrently. It shouldhave focused on creating a conducive policy environment, improving importmechanisms, building dealer networks, developing information on inputs andoutputs and transferring this information to farmers, cultivating demand forcash and food crops at smallholder level, developing a credit systemresponsive to the needs of inputs dealers and farmers, managing donor-funded inputs (fertilizers, seeds, pesticides) and improving markettransparency. It is important to emphasize that these interventions shouldoccur concurrently. The failure to involve partner institutions linked toagricultural production on the part of both MADER and donors was a majorshortcoming in the implementation of PROAGRI I policies and programmes.


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Decentralization, was probably one of the most visible aspects of PROAGRI Idue to the creation of capacity and allocation of resources (including financial)at central, provincial and district level. At a later stage, the planning processtook place from the districts. However, the set up of MADER by components,was also reflected in the planning process at district and provincial level.


In terms of integration, 75% of the interviewed staff holding a position as headof department/services worked in the current (September 2006) position atDPA HQs. The same interviewees indicated that their responsibilities werewell defined and were fully integrated into the system. In Tete Province,human resources capacity was created to perform the objectives set. This isa commendable achievement which augurs well sustainability in termscontinuation and effectiveness of activities in the future. However, despite thefact that most of staff have had enough experience in their respectivefunctions, there is common understanding that for a sustainable continuationof current or for an improved level of implementation of activities, further andspecific training in areas like GIS, animal health, crop protection, meatinspection and, field management of demonstration plots is required.

In terms of working conditions, about 90% of managerial staff at DPA HQshave access to computers for their work. According to the survey, thisequipment was acquired during the period from 2001 to 2006 as a result ofPROAGRI I contribution. However, only two of the interviewees had accessto internet and fax since 2005. From the same survey, 75% had means oftransport during the period 1999 to 2005 but only 25% said they had enoughfuel to perform their normal field activities. This led the interviewed staff to theunderstanding that there was an improvement in communications, financialflows, accountability, rules and procedures, equipment and quality of servicesprovided.

All interviewees indicated that they, received technical backstopping from their“mother institutions12” from Maputo HQs, information from the technicaldocumentation center available at DPA since 1991.

As far as restructuring of MADER as the result of functional analysis13, theperception of interviewed staff was mixed. Some interviewees mentioned thecoming of internet as a good improvement, others said that the removal ofvehicles from provincial HQs to the districts was a serious drawback as some

12 Mother institutions like INIA, IPA, INIVE, CEF, DINAGECA, DE, DINA, DNER, DNFFB andDINAP

13 The functional analysis that took in the Ministry of Agriculture aimed at promoting agriculturaldevelopment through the identified core functions, marginal functions and non-core functions (policyanalysis and formulation; regulation and inspection mechanisms; and, provision of public services). aswell as actions to be transferred to other institutions, privatized or outsourced or even removed.


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of these districts had no budget to run them. As a result, most of them arenow broken. The other part considered that from 2000 to 2004 things wentreasonably well. Now, there is better planning at provincial level which is lessdependent on the central level. Disbursements have considerably beenreduced from an erratic last year to date.

The planning process in its turn, to some extent, was not involved withpartners, i.e. farmers’ associations and community leaders. Relatedindicators were based on the importance of activities in the province such astraining, number of farmers and demonstration plots under the core functionsdefined by PROAGRI. There is also an understanding that due to the lackexperience, plans continued to be directed to basic indicators such as numberof families assisted, CDRs number of animals vaccinated without anyindication on how much these contributed to increased production andproductivity and food security.

In terms of decentralization, there is an understanding that PROAGRI I madea considerable improvement in creating capacity at DPA and DDA. From2002, this capacity was increased by allocating about 60% of PROAGRIresources to the districts as the basis for transforming the districts into theplanning units. The bottom-up planning process introduced with the PAAOsallowed for direct transfer of financial resources to the districts coupled withmanagement capacity building. This made the component structure of theministry progressively less relevant. Unfortunately, the PAAO planningprocess is still based on PROAGRI components which reflects the currentstructure of MINAG. Therefore, the sectoral approach prevails in real termsand the common vision and objectives of the ministry is not yet reflected. ThePAAOs continue to be inflexible, not allowing for eventual reorientation ofresources during the implementation process.

Regarding administrative management in PROAGRI I, our survey indicatedthat everything was clear including PTAOs. The problem was too muchcentralization for distribution of funds at the hands of Provincial Directorswhose utilization was not always based on PAAOs as is argued. Thepurchase of vehicles for instance, constituted a major portion of the budget.This process was not that transparent and could have led to misuse ofresources.

On the other hand, PROAGRI I activities were not publicized enough becauselocal authorities were only marginally involved. The irregularity in the flow offunds meant that people in most cases could not implement planned activitiesand ended up using the money for non planned activities. However, as amatter of following administrative procedures, these expenses were justifiedunder the budget lines/items just to comply with the rules. Our intervieweesestimated that more than 50% of PROAGRI money was spent in this manner(which could also be part explanation for the few achievements of PROAGRI Iat field level).

There were some activities that depended on the external environment thatMADER could not do. At same time, there were many activities under the


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MADER mandate that were left undone as well. These include laboratories,inspection, research and extension. There is a need to balance the amount offinancial resources used in indirectly useful things (data show, new officeequipment and furniture, new types of air condition). For example therehabilitation of EZA without proper furnishing with lab equipment andchemicals absolutely necessary for research and the non allocation ofadequate staff, is an incorrect investment. Our interviewees also indicatedthat the allocation of scholarships followed mechanisms that were not clear tomost people. They suspected that it depended on lobbying with ProvincialDirectors.

A key question that needs to be addressed is “how can resources reach thehands of frontline extension agents”? Frontline extension agents did not havemuch benefit as those working in the HQs both at central and provincial level.“If ways of getting resources in the hands of frontline extension agents werefound the amount spent with per diems would be reduced”. They wouldmanage these resources as main players at local level. Under this scenario,the District Administrators could be more interested in agricultural activities.

Table 1. Summary PROAGRI I Expenditure for Tete Province (Meticais)from 1999 to 2005

1999 2000 2001 2002 2003 2004 2005 Total %1. Infrastructure 727.590.240 1.519.233.284 3.312.809.936 5.559.633.460 122. Transport 2.776.248.000 5.816.865.300 9.955.028.574 6.916.759.495 25.464.901.369 553. Office Equip 97.744.935 2.006.020.738 3.441.846.266 2.614.346.101 703.043.532 8.863.001.572 194. Field Equip 1.390.862.204 1.390.862.204 35. Seed 1.914.064.500 1.914.064.500 46. Vet Medicines 3.440.979.038 3.440.979.038 7TOTAL 3.601.583.175 9.342.119.322 16.709.684.776, 9.531.105.596 7.448.949.274 46.633.442.143 100

Source: Direcção Provincial de Agricultura e Desenvolvimento Rural de Tete

Data on procurement provided by DPA during the period of 1999 to 2005(Table 1), shows categorically the focus given PROAGRI I in terms ofinvestment made with 85.5% for institutional development with transporttaking more than half of the total expended in procurement. The productionsectors took a total percentage of 15%, of which field equipment received theleast (less than 5%). With this situation, it becomes apparent that conditionsto change subsistence into commercial agriculture were not created byPROAGRI I. According to our interviewees, all procurement execution wasbased on the planned activities.

General Evaluation

An important aspect in evaluating PROAGRI I implementation is to considerits design intentional. Considering the recommendations emerging from thefunctional analysis, PROAGRI in Tete Province can be judged positive as itcreated capacity in terms of human resources to perform the objectives set.


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From the narrow vision of creating its internal capacity alone on the other sideit was very successful. However if we consider the meeting of expectationsfrom the whole society (increasing production and productivity towardsimproved food security and poverty alleviation) the programme was lesssuccessful.

The general evaluation was that, PROAGRI I in Tete Province, created thecapacity in terms of human resources to perform the objectives set. Althoughthe PAAOs were considered useful planning and implementation tools andhelped in the improvement of management and coordination within differentDPA and DDA sectors, there is concern about late disbursements withparticular emphasis in the first quarter which is crucial for agricultural fieldactivities.

There is a concern that despite the usefulness of the MPFP due to itsparticipatory approach, it is very time consuming and inflexible to allow anyunpredicted event at planning process, which is made about 8 months prior toimplementation. With the introduction of PTAOs (Planos Trimestrais deActividade e Orçamento), this situation could eventually be improved.

A major concern about PROAGRI I is the fact that the political principle ofpoverty alleviation is not considered in MINAG’s principle of confining itsinterventions to core functions (policy formulation and regulations), withoutdirect intervention in the provision of production inputs and credit for fieldactivities.


For the analysis of agricultural production, maize was utilized as a referencecrop by being one of the major staple food crops grown by the majority offarmers, and a strategic cereal crop under agricultural policies. Theproduction of this commodity has increased during the period under analysisas indicated on Table 2. However, it is difficult to establish a direct linkage ofthese results to the achievements indicated on the institutional development.Table 2 indicates the area, production, and, yield of maize crop during theperiod 1999 to 2004 cropping seasons.

Table 2. Maize Production in Tete Province (Small holder Farmers)

99/00 00/01 01/02 02/03 03/04 04/05Cult Area(ha)

141,914 161,258 164,996 168,924 175,208 181,453

Harv Area(ha)

141,681 157,639 160,131 156,634 172.514 173,895

Nr of familiesProd (ton) 138,790 148,731 175,171 178,890 184,946 187,312

Yield (ton/ha) 0.98 0.94 1.09 1.14 1.07 1.08

Source: National Early Warning System For Food security; MADER - DINA


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As can be observed from Table 2, the objective of increased production wasachieved mainly due to area expansion, but this was not accompanied by anyincrease in yield per unit of area. In fact, the yields per unit of area remainedsteady over the whole period.

On the other hand, there were considerable losses in average cultivated areaas compared to the corresponding harvested area ranging from 7% (cropseason 02/03) to less than 1% (crop seasons 99/00). If we consider a lumpsum of US$4014 for land preparation and seed alone, these losses wouldimply US$491,600 in the crop season 02/03 and US$9,320 in the crop season99/00 respectively. These results constitute sufficient evidence that theobjective of increased productivity (efficiency) was not attained neither interms of yield per unit area nor in terms of labor. On the other hand, the greatvariation in the loss of cultivated area can be attributed to the “by chanceagricultural system” leading to the general conclusion that the increase in areaand production can be attributed to other factors such as return of refugeesdue to the advent of peace, and good climatic conditions.

General Evaluation

These results constitute sufficient evidence that the objective of increasedproductivity (efficiency) was not attained, neither in terms of yield per unit areanor in terms of labour. Therefore, the increase in area and production can beattributed to other factors, like return of refugees due to the advent of peace,good climatic conditions, for example. However, the effort made by MADERin distributing seeds and some field implements should be recognized. Still, itremains difficult to establish a direct linkage of these results to theachievements indicated previously in institutional development.

Extension

In terms of institutional development, there was an increase in staff numbersduring PROAGRI I. In 2004, 12 extension agents were recruited. Extensionnetworks were expanded to two new districts: Chiuta and Macanga.

For technology dissemination, basic information delivered included soilconservation (erosion control); immunization against Newcastle; Workshopsabout HIV for both male and female farmers through the unified extensionsystem with emphasis on the livestock component that has been the moreactive and community radio in Angónia, Tsangano and Macanga. Technologydissemination also included training on IPM in coordination with IIAM andICRISAT followed by fieldwork to sensitize farmers “to reduce chemicalpesticides” and encourage them in the use of Tephrosia and Papaya leaves tomitigate environmental hazardous. Regarding chemical pesticides, onlyActellic Super was encouraged as a post harvest preservative. Trainingprogrammes on best use of pesticides was another remarkable undertaking.

14 Manual model of production


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The participation of the private sector, such as MLT and ICRAF, wasremarkable in areas of training extension agents on tobacco productiontechniques and forestry regeneration. On the other hand, the EstaçãoZootécnica de Angónia helped in the preparation of mineral blocks and foragebanks for use as supplementary animal feed. Besides that, all extensionagents in the province were trained in the use of cactus as supplement foranimal feed during the dry season.

In the planning, process, it was mentioned that before 2000 the extensionservices (DNER) designed the programmes that were sent to DPA anddistricts. Plans now come from the districts. SPER now only plays the role ofglobalization and monitoring of activities. During this process, research andNGOs are invited to provide their contributions. “For planning of crop season2005/06 community leaders, NGOs, and input providers” were also invitedand farmers were represented through their associations.

For M&E within SPER, the work has been based on data collected byextension supervisions for activities carried out using prepared formats forM&E that are filled at district level and sent to SPER. Extension agents usedto be evaluated based on these formats. Farmers participate in the evaluationof field activities through field days but this was stopped in 2004 due to lack offinancial resources.

General Evaluation

In the area of marketing, there has been a sensitization of farmers in order notto sell all their produce at harvest time because of low prices offered and toprevent hunger in subsequent periods. This work involves communityleaders. This approach is good only for the short term as it encouragespeople to be self-sufficient but in the long run it is contradictory to the generalobjective of transforming subsistence into commercial farmers.

Research

The Angónia Research Station (EZA) is part of the IIAM system devoted toanalyzing the main constraints in animal production. Related research isdirected to solving those problems. Technology transfer is through fielddemonstrations with participation of extension agents, community radio andlivestock raisers. For this to happen, PROAGRI funds were crucial for fieldactivities. Before PROAGRI EZA was strongly supported by funds comingfrom SPP.

Table 3. Funds Received from PROAGRI (Mt), EZA

Year Proposed Approved Received %2002 3,585,039,000 3,585,039,000 1,969,741,000 54.942003 3,509,849,000 3,509,849,000 1,885,889,000 53.732004 3,509,849,000 3,696,652,740 2,693,865,078 72.802005 3,509,849,000 2,476,069,600 2,496,794,150 100.802006 3,753,113,980 1,595,509,170 774,380,840


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The problem with PROAGRI is lack of compliance with the calendar fordisbursements. Most of field activities cannot afford delays in disbursement.Money in some cases came “off season” and it was not possible to implementkey activities in time. The budget ceilings on the other hand were neverrespected and did not match with local needs. The ceilings were too rigid andthe basis for budgets cuts was not clear. “Why cuts if PAAOs are based onthe ceilings given by central level?” These are issues yet to be clarified.

Even the disbursements in the three monthly instalments did not match withfield activities. For example vaccinations of animals and some cyclic diseaseshave their own calendar that needs to be respected. Otherwise, the moneyprovided outside the indicated period will be of no use for a given season oryear.

The hand over of dip tanks for animals (to private sector or associations) wasa complete disaster. In 1997, there were 57% of tanks working. Now there isvery much less. At that time, government was responsible for theirmanagement. With privatization, there are less tanks operational. In realterms there was no privatization. The tanks were simply abandoned. Theidea of farmers paying for the services looks good, but private sector andassociations were not prepared to take over this activity. “We propose thegovernment to come back and manage the dip tanks on a charge basis to thefarmers for the services” provided. Part of these charges could be used byFFA for promotion activities. “It is not fair that we collect revenue for FFA withno counterpart services”.

Also the rehabilitation of EZA without proper furnishing with lab equipmentand chemicals absolutely necessary for research and the non allocation ofadequate staff it is an incorrect investment.

General Evaluation

The work undertaken in this research unit is commendable, however for betterperformance the Central Research Center would need to play a moreproactive role in assuring the timely allocation of resources, and completefurnishing of rehabilitated buildings and labs.

Livestock

During the implementation of PROAGRI I, specific problems arose. Some ofthese problems are the same across the province and others are locationspecific. In dry areas, for example, there was a need to include drinkingpoints/infrastructure while in other districts that is not a problem. There aredistricts with high numbers of animals (Changara, Angonia and Moatize)where there is a need to encourage sales and other districts with low numbers(Cabora Bassa) where there is need to encourage development.


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The Institutional changes in “encarregados de tanque carracicida” was seenas a negative decision in terms of their dismissal. The strategy of establishingAssociations/Committees to manage the dip tanks did not meet expectations.

PROAGRI I stopped subsidies to farmers (livestock raisers) as a result of theMADER functional analysis. Theoretically, this was a good decision, howeversince there was no substitute to government the decision is questionable.Although staff were able to visit more locations with PROAGRI I resources,this was not translated in better assistance as farmers had no resources toimplement the recommendations provided. The therapy recommended afterLaboratory analysis were not supported by availability of appropriatemedicines. The Veterinary Pharmacies did not develop in any significantfashion.

Therefore, the evaluation team feels that the government failed to find thecorrect exit strategy to step out from assistance to farmers: they were notprepared to take over the task, nor was the private sector in a position to doso. As such, farmers had no incentive to invest in the treatment of theiranimals. Some DPA staff even suggested that government should considerreturning to the mode of production that was in place during the before 1975(preindependence era), i.e., providing services that were charged in a formof taxes. Table 4 shows the evolution of cattle production during the periodunder analysis in Tete Province.

The table shows a steady increase in numbers of cattle during the period from1999 to 2004 but there is no evidence to indicate that was a result ofPROAGRI I intervention as indicated by most of our interviewees in theprovinces and at central level as they claimed that technical assistancedeclined with the “abandonment” of basic services like animal treatment andmost diseases increased (specially tick diseases, brucellosis and others.

Table 4. Cattle Production in Tete Province

1999 2000 2001 2002 2003 2004Cattle Nr 108,131 129,158 129,158 164,706 278,768 374,694Meat (ton) 140 158 147 165 279 199Extract rate (%) 1.6 1.2 1.6 2.0 3.1 1.7Carca Av.weight 83 104 103 104 90 90

Birth rate 53.6 57.8 66.5 90.3 53.2 N/ADis. Incidence

Total 54 Total 54 Total 54 Total 54 Total 54 Total 54Op Non Op Non Op Non Op Non Op Non Op Non

Dip Tanks Nr

28 26 28 26 28 26 28 26 28 26 28 26

Source: Annual Reports 1999, 2000, 2001 2002, 2003 and 2004, DINAP

For mortality rates, the evaluation team was only able to find generic data for2003 which indicates that this was not a normal task for DINAP. Despite theinterest shown to include this aspect in annual reports, the provinces have not


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yet initiated its implementation. Other available indicators (3.0% in Chobela.Morgado, 1994; 19.9%, CAP, 2000 and 12.6%, TIA, 2002) are not conclusive.This also supports the idea that there is no evidence to show that the increasein numbers of cattle can be attributed to any improved management as aresult of PROAGRI I intervention.

The report from LRV15, indicates that trypanosomes constitutes a seriousconstraint to the cattle production in the family sector in the last years in thecentral region of the country. This situation became worse in the years duethe lack of dip tank drugs, the privatization of dip tanks and, the refusal offarmers to pay for the health services. This, in part, can be attributed to thefact that most of the livestock producers in the family sector had a free servicefor a long period of time and they did not understand why this should change.This supports PROAGRI’s concern that MINAG should move away fromindiscriminate subsidies as they distort the economic structure of theagricultural areas.

PROAGRI I (besides livestock restocking programme16) did not on its ownhave enough resources to transform the production mode into a morecommercial mode of production.

Marketing was left to farmers and buyers with some assistance from districtdelegates who organize trade fairs. “But in general this activity was left was aproducers’ affair”. The services however, do record the number of animalsmoving out of the province every three months. For meat consumption in theprovince information was collected from the butcheries. The critical point isthe lack of an appropriate strategy to encourage farmers to enter thecommercial production system, which was an important point in PROAGRIphilosophy.

The system established for monitoring and evaluation under DE providesconsolidated data that only for the so-called impact activities which are notdisaggregated by sectors which makes their use difficult. The ideal would beto work on the basis of each district and sector. However lack of fundsconstitutes a serious constraint to realize sectoral specific data collection thatwould be more useful for related services. For the same reason, theVeterinary medical services were forced to only address emergency situationslike vaccinations and do not follow any planned activities. The lack of fundswas particularly critical in the last two years where there were nodisbursements at all. The services could not involve farmers’ in the evaluationprocess especially after decentralization of dip tanks.

SUE was implemented through SMS. There was training of extension agentsfor vaccination of chickens, cattle and dogs against rabies. The system alsohelped in the dissemination of information to producers especially on feedproduction for supplementation during the dry season, animal traction, as wellas on animal health against Newcastle Disease and rabies

15 Elisabeth Specht. 2006. P.P. presentation for the meeting with SPP (unpolished)16 The livestock restocking programme was not financed by PROAGRI I


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General Evaluation

As in the agricultural production component, these results constitute sufficientevidence that the objective of increased productivity (efficiency) was notattained, neither in terms of births nor in terms of survival of animals.Therefore, the increase in number of livestock can be attributed to otherfactors such as the return of refugees due to the advent of peace, and goodclimatic conditions. The effort made by MADER in restocking programmesshould however be recognized. But, it remains difficult to establish a directlinkage of these results to the achievements indicated in the institutionaldevelopment section.


At the beginning there were some misunderstandings between MINAG,MICOA and MICTUR about boundaries of responsibilities. This has improvedwith better understanding and coordination in the management of naturalresources, i.e. in the areas Tchuma Tchato Programme in Magoe andChangara Districts through the establishment of multidisciplinary teamsworking together for the establishment of a game park in Zumbo District underthe leadership of MICTUR.

In terms of management of natural resources there were inspectors in alldistricts who were responsible for dissemination of the law and organization oflocal management committees in aspects like prevention of bush fire, huntingand wildlife management. The engagement of the community furtherincreased the capacity to control the natural resources in the province. As aresult, bush fire and uncontrolled hunting were significantly reduced. At leastpeople know what they are or are not supposed to do and why. Theseactivities have been implemented in collaboration of the Ford Foundation.

The licensing process has also improved with the involvement of thecommunities. After the identification of resources there is process ofcommunity consultation followed by field demarcation and approval by theprovincial government. There were no changes in contracting proceduresduring PROAGRI I except that for two years all payments were at DPA incash, but now the applicants deposit the money into a DPA account. Despitethese improvements there are still no communities benefiting from the 20%tax in Tete

General Evaluation

Generally money was collected and sent to FFA, in most cases was neverreturned to reinvest in the sector. Only recently was some returned, howevermost of it is still retained at DPA as the mechanisms of sending it to thecommunities is very complex and long. Most community members do nothave IDs neither do they have any bank accounts to receive the money.


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The process of land legislation was a success in the province,. With goodinspection and monitoring. “Six new qualified staff “ were contracted forAngónia (1 BSc and 1 Diploma), in Moatize (1 Diploma), for Mutarara (1Diploma), for Maravia (1 Diploma) and at provincial level (1 BSc). “There isstill a problem of transport as there was no allocation of vehicles to thisdepartment during the course of PROAGRI I despite the fact that it wasplanned for.

As a result of the recruitment of new staff, it became possible to know who isreally using the land that was allocated and take appropriate measures likewithdrawal from those who did not use and reassign it to other people whohad the capacity.

In terms of decentralization, it took time to train people for decentralization.The digitalization table was only available in Tete HQs from 2005. WithPROAGRI computers were bought. There was capacity building for technicalstaff for updating the land situation in the province. With recruitment of newstaff and their assignment to the districts capacity at local level was created.For example, the technician of Maravia covers Zumbo and Chifundi; the onein Angonia covers Tsangano and Macanga; the one in Moatize covers onlythat district because it is very large; the one in Mutarara covers only thatdistrict; the one in Cabora Bassa covers Magoe and, finally the one in TeteHQs covers also Chiuta and Changara.

People requesting land have to pay emoluments on DUAT (Direito de Uso eAproveitamento da Terra); along with the consigned revenue, i.e. tax on useof land every year. Of this tax, 40% is sent to treasury and 60% for SPGC (ofwhich 24% for DNGC, 24% SPGC 12% for district administrations).

When a request for a given portion of land, was received concernedinstitutions (agriculture, tourism, environment) were invited to visit theidentified area and comment on the viability of the proposal before judgmenton its application was made.

General Evaluation

PROAGRI I was implemented according to the guidelines which weresummarized on the basic principles. But for better results, PROAGRI shouldhave selected some strategic issues to be addressed and where to focusmost of its attention. For example no houses were constructed toaccommodate the recruited staff at district level. The transport means werenot adequate for field activities, all terrain vehicles were required. ZumboDistrict, , does not have a building for DDA to operate from.


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District Assessment

Changara District


In Changara District, 50% of interviewed staff holding a position as head ofservices worked in the current (at the time of interview) position at DDA before1999 and were fully integrated into the system. They indicated that theirresponsibilities were well defined. There was high turnover of staff and withconsequent failure in keeping the institutional memory.

There is no access to computers, fax or e-mail at DDA in Changara at all, but75% of staff had means of transport and said they had enough fuel to performtheir normal field activities. All interviewees mentioned that besides theirtraining capabilities, they received technical backstopping from their “motherinstitutions17” from Tete HQ as the only source of information because therewas no technical documentation center at DDA.

All informants said they incorporated HIV issues in their normal work includinggender aspects. Most of these interventions were done through thecoordination with the respective focal points established at DPA HQs.

Despite the fact that most staff had enough experience in their respectivefunctions, it was a general understanding that for sustainable continuation ofcurrent, or improved level of, implementation of activities, there would be aneed for further and specific training in areas like irrigation management,animal health and, forestry inspection.

Those interviewed were less forthcoming regarding restructuring. Apparentlythey were not concerned about any structural reforms or they were not awareor many felt it did not affect them. However, they mentioned that the mergingof Forestry and DINAGECA did not result in improvement of service provision,rather the situation seemed to be worse than with the former structure ofspecialized institutions.

For institutional support there were on-going projects prior to PROAGRI I suchas IFAD for livestock with the main focus on drinking points, rural pharmacies,and local cheese production as well as animal health and erosion control.This project was terminated in July 2006. It was integrated into PROAGRIonly for planning and implementation by DNER and DINAP.

There is a feeling that the decentralization took place in a satisfactory mannerwith the consequent planning that was related to PAAOs and PTAOs throughannual meetings based on PES of the district. “Stakeholders indicated thatthey list the activities with potential impact and sent them to DPA”. The PAAOassessment was based on activities and budget and monthly reports. Targetswere set based on agreed indicators; for example, for livestock the target set

17 Mother institutions like DINA, DRH, DNFFB and INIA


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by DINAP was 80% depending on the type of vaccine and the number ofanimals to be covered.

For M&E basic instruments used consisted of reports as a basis forverification of planned activities, field visits including direct consultation withthe communities. Regarding TIA, there were complaints about its results. Thenormal livestock census seems to be much closer to the reality as comparedto TIA indicators. Most people did not know the usefulness of TIA information.

Livestock

Despite the fact that Changara is a major producer of livestock, there are noprivate sector phasers in the district. There are families with more than 200cattle but the management system is still classified as smallholder. Peopleare of the view that MINAG should revisit this issue.

Technical messages consisted of the selection of animals for reproduction;production of mineral blocks and hail production for supplementation of animalfeed through the unified extension system. “In addition HIV messages werediscussed with farmers in meetings. Also during the field visits every one hadto deal with all aspects (forestry, livestock, agriculture). These activities wereundertaken in collaboration with NGOs such as WVI, APN (Ajuda Popular daNoruega) in transport means until 2004, when the project was terminated.

The programme design was based on PAAOs and PTAOs. Trade fairs (1 inMissawa) were the major development in the province. Farmers establishedthe prices. DDA participated in issuing licenses through SPP. Before thePAAOs were established, extensionists just invited farmers to indicate theirneeds which were incorporated in the plans.


There has been training for farmers in the identification of pest and diseases,as well as on biological, mechanical and chemical control

Some farmers were selected for local seed production. However the seedproduced was not certified. Seed was sold in cash, exchanged with otherproducts (sorghum, chicken) or returned back to DDA with double received atthe beginning of the season. The district participates through the trade fairsand the participation of private companies like IAP, SEMOC and PANNAR.Regardless of these efforts, there is no seed reserve in Changara, so far.


“Communities were sensitised on the best use of forestry resources throughthe formation of local management committees”. Organizations like PMAhave been involved in the establishment of forestry nurseries. Resulting


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plants were distributed to communities to plant them along the Luenha Riverto prevent erosion. In the Tchuma Tchato Programme partial protection wasencouraged, i.e. hunting for self-consumption. The implementation of the20% benefit to the community is taking place in Chioco.

Inspection is lacking due to limitations in transport. The only existingmotorcycle cannot reach Chioco, for example.

Angónia District


In Angónia District, only 57% of interviewed staff holding a position as head ofservices worked in the current (September 2006) position at DDA before 1999and were fully integrated into the system and they indicated that theirresponsibilities were well defined.

About 57% of interviewed staff indicated to have access to computers from2001 to 2006 as a result of PROAGRI but they had no fax or e-mail in DDA.About 71% of the staff had means of transport but only 43% indicated theyhad enough fuel to perform their normal field activities

All interviewees mentioned that besides their training programmes, theyreceived technical backstopping from their “mother institutions18” from TeteHQ. There is no technical documentation center at DDA.

All informants said they incorporate HIV issues in their normal work includinggender aspects. Most of these interventions were done through thecoordination with the respective focal points established at DPA HQs fortechnical reference and informants.

Despite the fact that most of staff had enough experience in their respectivefunctions, it is generally agreed that for a sustainable continuation of current,or improved level of implementation of activities, there is need for furthertraining. Training required in areas like communications, researchmethodology, forestry inventory, administration management, animal health,irrigation management, human resources management and map digitalization.

Those interviewed had little to say on restructuring of the changes. Apparentlythey were not concerned with structural reforms. Most were not aware and orthey felt that they did not affect them. However, they mentioned that there isa need to considerably reduce bureaucracy. It was also suggested DDAshould merge forestry, livestock, extension and support to agriculturalproduction services into one single unit given the fact that these activities arecarried out by the same people. This will improve service delivery andreporting.



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Meetings to plan activities were convened with the community, communityleaders, institutions (ICRAF, GPZ, Paprika, MLT Microfinance) and other DDfor joint planning. The planned activities were evaluated in meetings withcommunity leaders, field visits and reports.

The district received staff with University level training, including 2Agronomists and 2 on Land use specialists. They also received transportmeans and computers based on the district requests in terms of humanresources. There were no major complains besides the maintenance ofequipment and there were no problems with housing in Angónia.

Private NGOs

ICRAF is operating in Tete since 2002 covering Angónia, Tsangano andMoatize. There was good collaboration with DDA. The understanding wasthat PROAGRI I has improved working conditions with special emphasis onPAAOs. They feel that PROAGRI should have covered more farmers interms of providing seed and prevented deforestation because of cleaning newareas for cultivation of tobacco.

The paprika company, Shiita, is operating in Tsangano, Angónia, Moatize andMacanga. They complain that public extension did not collaborate in thepromotion of paprika activities. The company argued for more coordinationwith local DDA. “It is important that private companies should be invited toparticipate in DDA planning events which was not the case here”. Thisstatement is in contradiction with what was mentioned by DDA staff.

According to MLT, PROAGRI I was a challenging experience. No one knewabout financial management before PROAGRI I. “With PROAGRI I welearned how to plan district activities. In this sense, PROAGRI was positive”.Some short comings of PROAGRI I were:

Planning of non priority activities with the only aim of spending availablefinancial resources

Before PROAGRI I, There was no idea of impact actions

Money spent with per diems was always more than that spent for theactivities themselves

Purchased vehicles (Hard Body) were not the most appropriate for fieldconditions. Land Cruisers could have fared better.

There was no visible field impact because PROAGRI I was not focused inthis direction as the context was not the farmer

PROAGRI I should have been designed to produce more food in thecountry but that was not the case. Farmers retorted that it is a pity thatequipped the referee not the player”

PROAGRI I should have created the capacity to the concernedinstitutions (credit, agricultural service providers). Other governmentinstitutions related to agricultural production were capacitated to support


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PROAGRI I developments. They watched PROAGRI I doing things alonethat however led MADER no where. The overall sentiment in the provinceis financed in the following quote when we do start thinking of theplayers, the equipment of the referee will have become obsolete and wehave to equip him again. PROAGRI was a waste of resources”

Government should not dismiss itself from its functions while hunger isstill prevailing in the country. “There is need to create food reserves”. ICMshould be invited to play this role (build silos and food reserves, provideinputs and assure commercialization of farmer produce)

Research and Extension are core activities that government should nevermiss its sight


Post harvest activities were concentrated on training and construction ofimproved storage and use of Actellic Super. DDA did not participate inmarketing: farmers seek their own markets.

There has been pest and disease control using pesticides like Cypermetrinne,Kharate and Maconzeb.

The private sector was involved in potato and maize seed production. Thisseed was sold to other provinces (Niassa, Zambézia, Inhambane) throughseed companies like PANNAR. Despite the absence of seed certificationfrom SNS, there is enough seed in Angónia.

Early warning has been used for monitoring the crops (evaluation of landprepared and planted and yield estimation and for crop season analysis).Background information on rainfall forecast for the next season was receivedfrom DPA and passed on to farmers (early rains, late rainfall).

The main commercial crops in Angónia are Tobacco with participation of MLT;Paprika with Shiita and Soja with support from FFA.

Extension

Information disseminated consisted of community forestry regeneration,CDRs on cultural practices, soil conservation, fish culture, post harvest (use ofActellic Super) and hay for animal feed supplement. Most of these messagesincluded HIV issues through the district focal point for this aspect, and throughSMS. There was a community radio that was used when any new messageneeded to be disseminated (agriculture, livestock and forestry. New technicalmessages included inorganic and organic fertilizers and hay.

For planning there were three monthly and annual meetings based on thecropping calendar with the involvement of extension supervisors, SMS and


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frontline extension agents. For farmer participation each extension agentconvened a meeting with farmers in his/her area of operation.

In the marketing technical area, farmers were encouraged not to sell all theirproduce at the time of harvesting.

Livestock

Technical messages in livestock included animal health, reproductivemanagement, feed supplement with hay and mineral blocks for both men andwomen in the family sector, as there is no private sector in Angónia. In thetransmission of technical messages, there was the inclusion of HIV issuesthrough the focal point for HIV in coordination with NGOs like GPZ for supporton transport and fuel and EZA for transport and veterinary materials. As well,there was community radio for campaigns against NC and, movement ofanimals from border to border.

The planning process started from listing of activities. There were meetings ofextension agents with community leader to access the needs. For planningpurposes, the community leaders were also invited to the DDA planningsessions. Then the activities were prioritized and budgeted.

In terms of marketing, besides the information received from the butcheriesthere is no other form of control on marketed products.


There are forestry nurseries whose plants are distributed in the whole district.There is no forestry operator in Angónia. There is only one community basedinspector in the district.

Land Management and Cadastre

New procedures helped in the work with community leaders. Radio is usedfor dissemination of the new land law. This helped to reduce conflictsregarding land. Most conflicts were about the inheritance of land, especiallyfor families where the husband had more than one wife. There is no mappingat district level. The only mapping that was made in the district was based onthe community, not on the land use.

General Evaluation

With PROAGRI it seems agricultural sector became advanced as comparedto other government sectors. However, the administration of PROAGRI didnot follow the decentralization. It was centralized and penalized districts thatcomplied with timetables for accounting. PROAGRI II should deal with localdevelopment projects. These projects should be designed and oriented to the


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communities and respective funds separated from those meant for normalrunning of DPA/DDA activities.

Moatize District

Institutional

In Moatize District, only 20% of interviewed staff holding a position as head ofservices worked in the current (September 2006) position at DDA before 1999and that they were fully integrated into the system with were well definedresponsibilities. This is a strong sign of high rotation of staff and theconsequent failure in keeping the institutional memory.

All the interviewed staff indicated to have access to computers from 2002 to2006 as a result of PROAGRI, but they had no fax or e-mail in DDA. Only20% of staff had means of transport, but they indicated that they did not haveenough fuel to perform their normal field activities.

All interviewees mentioned that besides their training programmes, theyreceived technical backstopping from their “mother institutions19” from TeteHQ as the only source of information because there is no technicaldocumentation center at DDA.

All informants said they incorporate HIV issues in their normal work includinggender aspects. Most of these interventions are done through thecoordination with the respective focal points established at DPA HQ.

Despite the fact that most staff had enough experience in their respectivefunctions, it was a general understanding that for a sustainable continuation ofcurrent, or improved level of implementation of, activities there is need forfurther training. The areas mentioned for training are rural development,water harvesting, irrigation management, human resources management,accounting, conservation agriculture and, community management.

The interviewed people were conservative regarding restructuring.Apparently they were not concerned about any structural reforms, or theywere not aware, or they felt it did not affect them. However, they mentionedthat there was a need to stop unnecessary staff movement. Also theymentioned a need for real decentralization and to reduce the things done byDPA HQ.

For institutional support there were on-going projects including IFAD forlivestock with the main focus on drinking points, rural pharmacies, and localcheese production as well as animal health and erosion control. This projectwas terminated in July 2006, and it was integrated into PROAGRI only forplanning and implementation by DNER and DINAP.



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Planning started with meetings with the Heads of Postos Administrativos andcommunity leaders. They presented the ideas on what was possible to bedone. This was followed by priority setting (irrigation with treadle pumps,livestock restocking). Then the ideas were restated in activities and budgetover the whole year. Finally it is taken for harmonization at DPA.

Targets were based on animal census for livestock; number of farmers; cropsfrom where DDA estimated the inputs and materials (CDRs, fertilizers, seeds,herbicides). The early warning programme also was used to forecastproduction and yield per hectare.

In terms of M&E, DDA did its own evaluation. The provincial services did theirown assessment at field level. Reports were basic instruments for evaluation.Some times there were activities that were not undertaken due to latedisbursements. This created problems and frustrations because theseactivities had been listed in the district plans and the District Administratorcharged for them. For example PTAO (2) for 2006 only reached the districton 18/09/06 instead of April.

There were institutional changes. The DDA building is new; furniture in DDAis new, as well as transport and training. The idea of replacing lower levels byDiploma and University level created instability. There were people whodevoted their entire life to the State. Now it seemed they are being thrownaway; this created a bad feeling among staff. There are a lot of people withlong experience that are being put aside because of their lower training level.

The late arrival of PTAO with its 28 Million MT was a clear indication that thecore decisions were not decentralized. As well, this is a small amount in adistrict like Moatize.


Bicycles and motorcycles have been allocated for work. From 2002/03 inputs,arrived on time. There was training on animal health, grafting and erosioncontrol. However, some extension agents died and they were not replaced.

There were CDRs using complete packages (improved seed, herbicides,fertilizers). Now there are farmers requesting improved seed like Sussuma.There is a community radio that was used for any new messages to bedisseminated (agriculture, livestock and forestry) including aspects related toHIV. This was stopped in 2002/03 due to lack of money.

There was a joint planning and implementation through SMS. Everyextension agent sat with farmers to set up needs and priorities, contactfarmers and community leaders also participated. Extension staff participatedin the establishment of forestry nurseries. For livestock there were jointefforts in vaccination against newcastle and rabies. Extension agentscollected early warning information. Monthly meetings for planning withparticipation of SMS at DDA were held. In the implementation, UNAC assist


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the organization of farmer associations; FAO with production of vegetables inschools; IFAD with fish culture and drinking points, and erosion control. Therewere brochures on livestock from EZA and training on animal feedsupplementation

There were market days in each zone. Every Monday extension staff visitedlocal markets in Moatize town to collect data on prices for different productsand informed farmers on the best market prices for their products. Farmerswere encouraged to grow cash crops like cotton, tobacco and sesame.

M&E was implemented by extension supervisors based on monthly plans upto 2002/03. There are now serious problems with fuel for mobility. Coupledwith the lack of accommodation, working conditions are hard for agriculturalstaff. The district did not receive any transport from 2003. The existingequipment has no maintenance due to scarce financial resources.

In terms procurement, the district received checks from DPA which weredeposited in the DDA local account. Programme funds came late most of thetime. The reasons for delays in accounting. Most field staff did not complywith the set timings for acquittal. Internal expenses were handled by a groupof three people who did procurement locally for minor purchases including perdiems and fuel. For major purchases everything is done by DPA.


The work was based on community-based committees for management offorestry resources. The 20% has been forwarded (from “licenca simples” intimber exploitation) from FFA. Main species include Monzo, Umbila, andChamfuta to the community. There are associations for selling charcoal butthere are no concessions in Moatize. There is no private sector in Moatize.For inspection services there are only 3 inspectors (one is due to retire). Theyhave serious problems with transport. Most of the work is done by the 6community inspectors, who only inspect their own communities.


Changara District

Production System

The predominant cropping system continues to be rainfed. About 25% ofinterviewees mentioned that they have some sort of irrigation facilities, withtechnical assistance for better use of irrigation schemes from DPA. However,the irrigation technology to produce good results needs to be balanced withother related interventions like the use of improved varieties, fertilizers andpesticides, which is not the case in Changara District. This can explain thelow yields attained.


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Technical Assistance

From the survey conducted in Changara District, 95% of intervieweesdeclared that they have received some sort of support from agriculturalservices in the last five years in the form of technical messages, landpreparation and improved seed, but they received no support in termsfertilizers. From the interviewed farmers, 80% reported the use of pesticides,mainly insecticides. This may explain the increase in yields reported by 90%of them.

Livestock

About 50% of farmers own cattle, part of these animals are used for animaltraction for land preparation. Other species like goats are very common inChangara District. About 60% of farmers indicated that their animals hadbeen treated or received veterinary support services from DDA. According tothe same interviewees, there was no single dip tank working in the area bythe time of study. Therefore most of technical messages offered by veterinaryservices cannot be implemented.

Inputs

The lack of input distributors has been a serious constraint to meet thedemand even for those farmers who are willing to adopt technical messagesdelivered by extension services.

Post Harvest

About 85% of interviewees declared they were exposed to technologiesrelated to conservation, but none to processing of agricultural products. Interms of marketing, farmers had no major problems and were able to sell allthe surplus production despite the unsatisfactory prices. This fact mayexplain the increase in the area cropped from year to year in this district.


About 15% of interviewed farmers were community members, but they havenot received any benefit from the exploration of forestry resources.

Moatize District

Production System

About 80% of interviewees mentioned that they have some sort of irrigationfacilities, with technical assistance for better use of irrigation schemes (90%)


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from DPA. The high rate may be due the proximity of Moatize to the capital,Tete. However, the irrigation technology to produce good results needs to bebalanced with other related interventions like the use of improved varieties,fertilizers (only 50% of interviewees used fertilizers) and pesticides which isnot the case in Moatize District.

Technical Assistance

From the survey conducted in Moatize District, 95% of interviewees declaredthat they have received some sort of support from agricultural services in thelast five years in the form of technical messages, land preparation andimproved seed. This includes fertilizers (80%). From the interviewed farmers,80% reported the use of pesticides, mainly insecticides. This may explain theincrease in yields reported by 90% of them.

Livestock

About 65% of farmers own cattle, part of these animals are used for animaltraction for land preparation. Other species, like goats, are very common inMoatize District. All interviewed farmers indicated that they had some sort ofanimal treatment or received veterinary support services from DDA.According to the same interviewees, there was no single dip tank working inthe area at the time of the study. Therefore most of technical messagesoffered by veterinary services cannot be implemented.

Inputs

The lack of input distributors has been a serious constraint to meet thedemand even for those farmers who are willing to adopt technical messagesdelivered by extension services. About 50% of farmers mentioned to haveaccess to inputs through local dealers.

Post Harvest

About 90% of interviewees declared they were exposed to technologiesrelated to conservation and 75% on processing of agricultural products. Interms of marketing, only 40% of farmers had no major problems and wereable to sell all the surplus production despite the unsatisfactory prices.


About 75% of interviewed farmers were community members, but they havenot received any benefit from the exploration of forestry resources.


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Recommendations

1. PROAGRI II should include other ministries than just MINAG.

2. Related services should be included in capacity building (agriculturalservice providers: inputs, equipment, credit, local bankable projects).

3. Institutional development must continue (some equipment and materialshave become obsolete).

4. The State must assume its responsibilities, i.e. furnishing the labs,management of dip tanks /FFA (privatization/Association model seemsto have failed).

5. There is need to review the disbursement system (calendar, budgetceilings, districts that comply with the rules should not be penalized bythose who do not comply).

6. Encourage local development projects for communities and theemerging private sector

7. Development actions should be undertaken concurrently and not “on arank basis”

8. There is a need to revisit the strategy about food reserves by way ofusing schemes such as those used in the past like ICM

9. In order to have impact, PROAGRI II should select 2 or 3 core fieldactivities to focus its attention on, provide working conditions to farmersand encourage agricultural service providers through proper training andallocation of resources to assist farmers produce more food and cashcrops towards food security and poverty alleviation on a holisticapproach.

10. PROAGRI II should also consider training the District Administrators onissues of rural development in parallel with its internal institutionalcapacity building.

11. PROAGRI II should assure the participation of the private and smallholder farmers and other stakeholders, including agro processing andcommunity development projects. Institutional capacity should continue.It should also take into consideration that some of equipment andmaterials acquired during PROAGRI I became obsolete and will needreplacement.

12. Other aspects like marketing and roads are issues that go beyond theagricultural sector and must be brought to the attention of higher level ofdecision (the Council of Ministers). PROAGRI II should look at aspectsrelated to mechanization, credit and subsidies to the farming community.“There is no county that developed its agriculture without subsidies in


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one way or another”. Our private sector is almost non-existent in termsof capital.

13. PROAGRI II should encourage projects in agricultural areas or relatedservices aimed at agricultural development. Examples of such projectsinclude water harvesting, marketing, agro processing, mechanizationand credit for inputs. For the problems that may arise with lack of capitaland skills, the government is called to play a role. PROAGRI II needs tobe more flexible to avoid too rigid procedures like in PROAGRI I.

14. Institutional development should provide incentives for field staff interms of subsidies, housing and credit facilitation. Field staff, asdevelopment staff, need to be empowered with adequate means

15. Extension agents should indicate best farmers to access creditprogrammes.


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Annex 1. Summary PROAGRI I Expenditure for Tete Province (Meticais) from 1999 to 2005

Designation 1999 2000 2001 2002 2003 2004 20051. InfrastructureConst DDA/Moatize 727590240Water service at CPFA 120319627Const typ1 house/Tete 547863964Constr DDA Office/Magoe 851049693Const typ3 house/Moatize 815123264Const WC CPFA/Tete 71198648Const 3 typ2 house/Zumbo&Maravia 1308311929Const DDA/Zumbo 292680451House rehabil/Tete 255000003 House rehabil/C.Basa 799995644Sub total 727590240 1519233284 33128099362. Transport2 Nissan Hardbody 10343880005 Motorcycles XL 125 56210000062 Bicycles 6510000010 Motorcycles XL 125 11146600007 Motorcycles XL 125 8768655006 Motorcycles XL 125 76800000053 Bicycles 609500002 Nissan Hardbody vehicles 9680000001 Toyota Hilux 3.0 vehicle 7929322002 ISUZU KB 2.8 vehicle 9523176001 Nissan Patrol SGL vehicle 13978000001 Toyota Hilux 3.0 vehicle 792322002 Toyota Hilux 3.0 vehicles 174426080010 Motorcycles XL 125 8768656001 Toyota Hilux 3.0 vehicle 79293220022 Bicycles 2409000053 Bicycles 556500002 Land Rover vehicles 14500000006 ISUZU KB 2.8 vehicles 49319977741 Toyota Hilux 3.0 vehicle 924290000


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Designation 1999 2000 2001 2002 2003 2004 20051 Land Rover vehicle 99775000023 Motorcycles XL 125 30954782601 Toyota Hilux 3.0 vehicle 9749512351 Toyota Hilux 3.0 vehicle 924290000Sub total 2776248000 5816865300 9955028574 69167594953. Office Equipment1 Laptop computer 749449352 Freges 160000001 Frege 68000005 Desktop computers 276000002 Printers 630000002 Air condition 841189056 Desktop computers&Printers 3061158752 Freges 180000003 Parabolic Anthens 793347203 Receptors 486708751 Frege 900000014 Funs 103194001 Desktop computes&Printer 784416004 Desktop computers&Printers 2703788101 Air condition 347865002 Air condition 321100002 Air condition 378665327 Air condition 1879583215 Desktop computers&Printers 3106935003 Desktop computers&Printers 1553467508 Typing machines 954868001 Photocopying machine 784080005 TV 467941506 Video Cassete 315900003 Desktop computers 155364750Fax repair 275000002 Desktop computers 1490229001 Photocoying machine 784080001 Photocopying machine 803409752 Bad/basis 114859264 Drawers 69365957


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Designation 1999 2000 2001 2002 2003 2004 20053 Freges 281000002 Electric pumps 3694798483 Air condition 7189650026 Drawers 16742700026 Chairs with arms 10677420026 Chairs without arms 6002100013 Tables 12509640013 Tables 10519470013 Drawers 1225692008 Air condition 16230000010 Desktop Computers 44058641012 Printers 01 Data Show 04 Laptop Computers 014 Funs 1031984005 TV 270000006 Motorcycles 7680000006 Tables 607796006 Drawers 208990006 Chairs 160980001 Dinning room furniture 93600001 Seating room furniture 105300002 Beds 32760001 Book case 111150001 small table 11115006 Drawers 7954500022 Tables & 66 chairs 4920771148 Tables & 24 chairs 2741622048 Tables & 32 chairs 15768548632 Chairs 022 Desktop Computers 64350000022 Printers 3758040002 Desktop Computers 877500008 Air condition 2741622041 Digitalizer table 1260000001 Cook 100000001 Frege 15500000


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Designation 1999 2000 2001 2002 2003 2004 20051 Desktop Computer 47500002 Air condition 250000001 Frege 135000001 Table 97500003 Chairs 90000001 Seatung room furniture 289950001 Dinning room furniture 319950001 Dip Freezer 129950001 Cook 109950002 Room furniture 389900002 Matrasses basis 279900001 Frege 209950001 TV 99950001 Vedeo cassete 59950007 Desktop Computers 2428291867 Key boards 57279227 Printers 624864242 Desktop Computers 1150000004 Laptop Computers 277000000Sub total 97744935 2006020738 3441846266 2707586008 7030435324. Field Equipment66 Tradle pumps 244200000200 Tradle pumps 68000000025 GPS 27416220470 Plouhs for animal traction 192500000Sub total 13908622045. Seed1108 kg of diverse seed 356185003300 kg of maize and sonflower seed 765000005950 of diverse seed 1074500002644 of diverse seed 16600000010000 of soya seed 47992000020000 of diverse seed 6900000002350 of diverse seed 50000001205 of diverse seed 353576000Sub total 1914064500


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Designation 1999 2000 2001 2002 2003 2004 20056. Veterinary MedicinesDrugs and veterinay medicines 1097804160Veterinay medicines 1391437500Veterinay medicines 33000000Veterinay medicines 17250000Veterinay medicines 901487378Sub total 3440979038

Source: Direcção Provincial de Agricultura e Desenvolvimento Rural de Tete

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