Project description and activities
Phasing of project implementation
During the first year of implementation, the organization
and management arrangements of the project will be put in place
and completed. This consists of: the recruitment of the staff of
the PCU, the equipment of their premises in Kigali, in the provincial
offices, the rehabilitation of the OCIR-Thé housing at Nshili,
the preparation and negotiations of the contracts with all the service
providers including TWIN, and the related recruitment of personnel,
purchase of vehicles, office equipment, and so on. In addition,
the pilot project of the new cash and export crop component (assistance
to gooseberry producers) will be undertaken and lessons learned
will be drawn to ensure the completion of the detailed organization
of the component. The target for the end of year 1 of the project
will be to have all personnel involved in implementation of project
activities ready for action, and the selection of the coffee growing
areas for project intervention completed.
The following table summarizes the expected phasing of key project
implementation activities after year 1.
Table 11: Phasing of project activities
|
Project years |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
Project activities |
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Setting up implementation
arrangements |
xxxxxxxxx |
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1. Coffee diversification
component |
xx |
xxxxxxxx |
xxxxxxxx |
xxxxxxxx |
|
|
|
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- Area selection |
xxx |
|
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|
|
|
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- mobilization & training of local communities |
xx |
xxxxxxx |
xxxxxxx |
xxxxxxx |
|
|
|
|
- Cooperatives & processing company 1 |
|
xxxxxxx |
|
|
|
|
|
|
- Cooperatives & processing company 2 & 3 |
|
|
xxxxxxx |
|
|
|
|
|
- Cooperatives & processing company 4 |
|
|
|
xxxxxxxx |
|
|
|
|
- TWIN support under the project |
xxxxxxxx |
xxxxxxxx |
xxxxxxxx |
xxxxxxx |
xxxxxxxx |
|
|
|
|
|
|
|
|
|
|
|
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2. Nshili tea sub-component |
|
|
|
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|
|
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- distribution of OCIR-Thé plantation |
xx |
xxxxxxxx |
|
|
|
|
|
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- cooperative formation |
|
xxxxxxxx |
|
|
|
|
|
|
- factory detailed design & feasibility study |
|
xxx |
|
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|
|
|
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- Tea (cooperative) Co establishment |
|
x |
|
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|
|
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- factory construction |
|
|
xxxxxxxx |
xxxxxxxx |
|
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|
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- power connection design & construction |
|
xxxx |
xxxxxxxx |
|
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- TWIN support under the project |
xxxxxxxx |
xxxxxxxx |
xxxxxxxx |
xxxxxxx |
xxxxxxxx |
|
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- Tea Company management contract |
|
|
xxxxxxxx |
xxxxxxxx |
xxxxxxxx |
xxxxxxxx |
xxxxxxxx |
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3. Mushubi tea
sub-component |
|
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|
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- plantation planning with farmers |
xx |
xxx |
|
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|
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|
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- nursery development |
|
xxxx |
|
|
|
|
|
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- plantation 1/3 of tea and woodlots |
|
|
xxxxxxxx |
|
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- plantation 1/3 of tea and woodlots |
|
|
xxx |
xxx |
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- plantation 1/3 of tea and woodlots |
|
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|
xxxx |
xxxx |
|
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- tea cooperative formation & training |
|
|
xxxxxxx |
xxxxxxx |
xxxxxxx |
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4. Smallholder credit scheme |
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- establishment of scheme for coffee growers |
|
|
xxxxxx |
xxxxxx |
|
|
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- establishment of scheme for Nshili tea growers |
|
|
|
xxxxxx |
|
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5. New cash and export crop |
|
|
|
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- pilot project (gooseberry) |
xx |
|
|
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|
|
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- definition of implementation arrangements |
xxx |
|
|
|
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|
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- SME support activities, other than loans |
|
xxxxxxx |
xxxxxxx |
xxxxxxx |
xxxxxxx |
xxxxxxx |
|
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- establishment of credit arrangements for SMEs |
|
xxx |
xxx |
xxx |
|
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6. Monitoring & Evaluation |
|
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- Design of M&E system |
|
xxx |
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- Interim project performance review |
|
|
xx |
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- Mid Term Evaluation |
|
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|
xxx |
|
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- External audits, commercial & financial operations |
|
|
xxxxxxxx |
xxxxxxxx |
xxxxxxxx |
xxxxxxxx |
xxxxxxxx |
|
- Beneficiary assessment and impact evaluation |
|
xxxxxxxx |
xxxxxxxx |
xxxxxxxx |
xxxxxxxx |
xxxxxxxx |
xxxxxxxx |
|
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The above schedule envisages a very heavy workload
during the first four years of project implementation. By the end
of year four, all the industrial and commercial enterprises would
be established and operating, and the support for new cash and export
crops would be tested and functioning. There will be an interim
project performance review in year 3, from which possible adjustments
to the organization and rescheduling of the operations may be called
for, and a full Mid-Term review during year five, when the size
of the PCU will be drastically reduced, since a large share of project
funds should have been disbursed by that time. Barring unforeseen
delays, the only remaining activities will be the continuous M&E
functions, audit, reporting and wind up activities.
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