Operational recommendations

This section presents some of the key operational recommendations of the CPE for the ongoing and future project portfolio; the full set of recommendations can be found in Chapter IX of the main report.

Perform environmental assessment for de-rocking areas. A special team should be formed in MAAR (with international support if needed) to undertake a full evaluation of the countrywide experience of land reclamation. The main objectives of the evaluation should be: (i) to review the technical aspects of de-rocking and assess the risk of soil erosion in various agro-ecologies (and define appropriate mitigation measures); (ii) to look at the effects on the water balance in general, including underground water recharge; (iii) to evaluate the impact on farming systems, and particularly on the livestock subsector; and (iv) to assess the impact on local flora and fauna.

Assess utilization of de-rocked land. While more land continues to be developed through de-rocking, the CPE visited sites that were poorly utilized and/or partly abandoned. While drought can be a major factor, this situation needs to be investigated so that project staff can better understand the reasons for poor use. If the reclamation is found to be deficient, projects should consider giving priority to the rehabilitation of such land. (SRADP-II should urgently consider doing so.)

Introduce de-rocking charges. Consideration should be given to introducing a sliding scale of charges related to the amount of land de-rocked in the ongoing projects.

Investigate efficiency of water use. As there is a particular problem with the depletion of groundwater, projects that include the possibility of irrigation should also promote modern irrigation techniques that can save water and increase the efficiency of water use. To emphasize the efficiency of water use to farmers and planners, a scale could be derived to compare the water utilization in the production of various crops. Crops could then be ranked according to their relative efficiency of water use to guide policy-makers.

Investigate production activities in ASZs 3 and 4. Some of the most disadvantaged areas in Syria are found in ASZs 3 and 4. To define the potential for these areas, further investigations should be undertaken in conjunction with regional organizations (e.g., ICARDA and ACSAD) that are knowledgeable about the technology appropriate for conditions in these zones. In both areas, farming systems are based mainly on the monocropping of cereals, linked with livestock production. Actual yields of most crops are far below potential. In ASZ 3 it would be possible to consider the development of cereal cropping mainly through diversification of activities and improvement of production techniques. For ASZ 4, it would be more beneficial to develop linkages between cropping and livestock production systems. The inclusion of fodder cropping and some semi-intensive livestock production systems could also be considered.

Provide training in rangeland management. The CPE notes a shortage of range management specialists in Syria, but rangeland development and management will be a major growth area for the future. To address this need it is recommended that priority be given to providing training at all levels for rangeland management.

100. Promote savings. Savings mobilization offers advantages of consumption smoothing and provides a source of funds in times of emergencies for low-income clients. As part of the project-supported credit programmes, savings schemes should be introduced to foster and institutionalize the savings habit among project beneficiaries.

Provide marketing support. Consideration should be given to providing marketing support, in particular for perishable produce such as milk, dairy products and fruits. Where appropriate, this would include processing, and provisions for investments in storage, processing and transportation.

Ensure sustainability. For the credit operations, CAB branch staff should begin to be associated with the staff of extension units in the processing and appraisal of loan applications, and during post-credit supervision visits. This is not only to facilitate eventual recovery of loans, but also to ensure post-project sustainability of credit operations.

Improve selection of IGAs. Where women expected income from IGAs and took out loans for expensive equipment, the CPE found that credit sometimes became a liability that risked deepening the women's poverty, rather than the reverse. This was particularly the case when marketing prospects were not studied and/or clarified. Hence, some IGAs (e.g., sewing, knitting) have not contributed to the achievement of the poverty alleviation objectives of the projects. The recommendation is to revise the identification, analysis and promotion of women's IGAs so that there is more assurance that the IGAs promoted will be profitable. Training for socially oriented activities should also be revisited and possibly scaled down, while training for basic business skills and marketing of IGA products should be expanded.

Provide adequate information. If individuals are encouraged to take credit for inherently risky activities, and all small businesses have a degree of risk, then they must be fully involved and informed. If not, then the responsibility lies heavily with the project staff. A key role for the projects must therefore be the supply of adequate information for decision-making to household members applying for loans.

Enhance village-level leadership training. The formation and training of village-level groups and committees should be an important aspect of participatory capacity development under ongoing and future IFAD projects. Training used under ECSWA (administrative skills and cooperatives management) and under the Healthy Villages Programme (training in participatory approaches) can be adapted to IFAD projects and replicated.

Use technical assistance to address identified constraints. In general, the technical assistance programmes are being very well implemented, and are having significant impact. This use of resources should now be directed towards some of the more basic constraints identified. This applies particularly to socioeconomic issues: for example, training in participatory techniques, the identification of suitable IGAs and preparation of business plans for these and marketing constraints.

Upgrade the M&E Units. The position of M&E units should be reconsidered. The head of the M&E unit, if suitably experienced, should be assigned as an adviser to the project director in planning, implementation and strategy formation. At the province level, specific monitoring units should be established that are solely responsible for M&E and planning, and that should not be involved in implementation of project activities. The overall intention is to upgrade and strengthen the M&E function.

Train staff. There is an urgent need to upgrade and increase the training of staff in the newer projects, CMADP, JHADP and BRDP. These projects should utilize the experience of SRADP in the training of drivers of heavy machinery and mechanics. Training in computer skills, monitoring and evaluation, and finance should also be intensified.

Improve contents of progress reports. In addition to providing physical descriptions, the M&E units should seek to make some form of qualitative assessments of the implementation experience. The CPE recommends that progress reports aim to provide more information on who has access to project services and inputs, beneficiary reactions to project interventions and the performance of credit provided under the project.

Hold workshops for consolidating M&E systems. The CPE concluded that it would be beneficial to the projects if a series of workshops were arranged to compare M&E systems. The purpose would initially be to help establish report formats, to streamline activities and to develop standard procedures. The projects would also benefit from assistance in selecting the most appropriate indicators that were both informative and easy to collect. Consideration should be given to the establishment of a central coordinating M&E unit in MAAR.