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Zimbabwe - Agricultural Services and Management Project (English)

The assessment of outcome is unsatisfactory, sustainability is highly unlikely, while the institutional development impact is only modest. Several lessons are therefore drawn from the project. Institutional reform entails not only, strong commitment from every level of Government, but a constant reinforcement of how its process will impact cultural change. Such procedural change needs to be recognized as of the early stages in the project design, and should as well include a clear management structure, i.e., responsibilities, and accountability need to be assigned at the design stage for project implementation, coordination, and supervision. Unfortunately, the framework prepared during project design was too complex to overcome, and particularly difficult for monitoring purposes. Further damaging factors, were the economic downturn, and governance crisis which emerged at the time of project approval. Nonetheless, the decision to proceed with the project was correctly taken in spite of the transpired unsatisfactory status of the project, an appropriately taken risk to hopefully maintain the reform process in the agricultural sector.

Details

  • Document Date

    2002/01/23

  • Document Type

    Implementation Completion and Results Report

  • Report Number

    23515

  • Volume No

    1

  • Total Volume(s)

    1

  • Country

    Zimbabwe,

  • Region

    Africa,

  • Disclosure Date

    2010/06/18

  • Disclosure Status

    Disclosed

  • Doc Name

    Zimbabwe - Agricultural Services and Management Project

  • Keywords

    foot and mouth disease;capacity for policy formulation;project monitoring and evaluation;human resource management;present value;land and agrarian reform;Soil and Water Conservation;Internal rate of return;alternative service delivery mechanism;Financial Management System;quality at entry;small scale farming;suspension of disbursement;core functions;financial reporting system;crop and livestock;principal performance ratings;delivery of service;cost recovery measure;country assistance strategy;ad hoc policy;flow of information;control of resource;Country Assistance Strategies;food security situation;performance management system;recruitment of advisors;financing service delivery;provision of service;program of support;agricultural extension service;transfer of technology;animal disease outbreak;public service function;alternative delivery mechanism;client satisfaction survey;service delivery system;development of communication;soil fertility management;seed production technology;finance and economic;breakdown of expenditures;human resource development;cost recovery study;lack of commitment;change management process;assignment of responsibility;parallel exchange rate;success of reform;quality assurance group;technical assistance service;agricultural service;agricultural sector;economic crisis;budgetary allocation;tsetse control;land reform;institutional strengthening;land invasion;efficient management;stakeholder consultation;operational capacity;smallholder farmer;land issue;revolving fund;rural resettlement;investment program;producer price;financial allocation;Exchange Rates;institutional culture;positive impact;government expenditure;laboratory equipment;livestock disease;change process;political environment;donor support;loan repayment;crisis recovery;impact indicator;livestock sale;computer software;crop production;participatory approach;pricing policy;decentralization framework;monitoring purposes;logical framework;reform process;governance crisis;zimbabwe dollar;market control;agricultural commodity;borrower commitment;political support;sectoral ministries;short course;component managers;political instability;project reporting;management structure;borrower performance;cultural change;management culture;Management Systems;agency performance;budgetary resource;civil society;agricultural information;public resource;overseas training;advanced skill;community base;macro policies;macro policy;investment opportunities;organizational development;peer assessment;organizational communication;small holder;supply of computers;commodity price;computer skill;institutional policy;dairy development;lending activities;economic stabilization;stabilization program;macroeconomic crisis;budget deficit;foreign currency;general elections;transition arrangement;regular operations;donor funding;future bank;economic recovery;decentralized decision;management capacity;primary author;institutional change;social skill;competitive grant;selection system;maximum benefit;project costing;government contribution;procurement delay;computer equipment;sustainability rating;urban agricultural policy;imported inputs;export commodity;export earning;export earnings;raw material;farm input;reporting requirement;agriculture sector;high inflation;real income;input price;policy reversal;government decision;pricing control;improved delivery;government control;Political Violence;rural area;export performance;rural family;life span;government commitment;safeguard issue;political will;research need;stakeholder participation;statutory bodies;stakeholder need;commercial farmer;political problem;beneficiary assessment;special account;smallholder farming;improved public;asset disposal;qualitative assessment;maize yield;financing arrangement;government's commitment;input cost;increase poverty;financial sustainability;marketing control;field staff;operational budget;procurement process;Rural Sector;organizational structure;natural disaster;consultative process

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Citation

Zimbabwe - Agricultural Services and Management Project (English). Washington, D.C. : World Bank Group. http://documents.worldbank.org/curated/en/385671468334456622/Zimbabwe-Agricultural-Services-and-Management-Project