Evaluation of Shebab Demas Integrated Development Programme (SDIDP),

Background
After the completion in 2000 of the NCA supported Zula Project, SDIDP was initiated and identified by the Ministry of Agriculture (MOA) as a viable project for the Northern Red Sea Region. As per the request of MOA, a baseline study was carried out in September 2000 and came out with recommendations of issues of interventions. However, the recommended interventions were beyond the financial capability and mandates of NCA. With additional Reviews and agreements made between NCA and government, the emergence of SDIDP came into reality based on the communities’ priorities and was ready for implementation at the end of 2001. The project was implemented during 2002 through 2009. Initially, SDIDP’s duration was proposed for six years (2001-2006). In September 2006 an evaluation was carried out with recommendations that the project needed a further extension of 3 years.
The project covered five villages of Ghindae Sub-Zoba namely: Shebah, Metkel-Abiet, Adi-Shuma, Gahtelai and Demas with a total population of 11,265. The number of households has been estimated at 2,357 with an average family size of 4.74. The project consisted of four components (spate irrigation, water supply development and sanitation, capacity building and social services rendering facilities).

Purpose/ Objective
The overall goal of Shebah-Demas Integrated Development Programme (SDIDP) was to improve the living standards of the communities in the project area of Shebah-Demas through sustained food production, reduced food insecurity and higher farm incomes. The specific objectives of the project were
• maintained and improved infrastructural works (diversion structures) used in spate irrigation,
• improved water supply for domestic and animal consumption,
• capacity building to the target population (women, men) and project staff
• improved service delivery (health and education)
• sustained improvement in environmental protection.

Methodology:
The evaluation was a mix of joint and external evaluation.
The methodology applied comprised:
• desk review of
- the basic documents of SDIDP including project annual reports, Ghindae base line survey document, annual work plans and budgets,
- Consultants Report on the End Evaluation of the Shebah-Demas Integrated Development Programme (2002-2004/5)
- audits and financial statements,
- NCA global and country strategy document and other status reports.
- other secondary data were also utilized.
• Collection of qualitative data including individual interviews, key informant interviews,   focus group discussions with men, and focus group discussions with women. The data was collected using both semi-structured and open ended questions.

Key Findings:
• Overall performance: The performance of SDIDP is satisfactory in accordance with the review of its relevance, efficiency, sustainability and impact. The project’s objectives have been met to a greater extent.
• Spate irrigation component: The level of achievement vis-à-vis the planned activities are more than satisfactory. Seventy one percent (71%) of the achievements were 100% or over, while the rest 29% of the activities performed in the range of 75% – 85% of the target. Key activities of this component include: embankment construction with oxen; embankment construction with heavy machinery; diversion structures with gabion; excavation work of main canals; stone collection; procurement of gabion wire/mesh and galvanized binding; and develop new irrigable areas.
• Capacity building component: Though the numbers of trained beneficiaries were limited, the achievements under this component were significant. The achievements ranged from 90% to 111% of the planned target, except of implementing partner’s members of staff training (short courses), which was only 33%.
• Social services rendering component: The key activities were the renovations of two clinics (Gahtelai and Demas), one school at Demas village and a provision of an Ambulance serving all villages. The provision of the ambulance helped pregnant women with transport to the health centre for delivery. The two clinics assisted in improving the health conditions of the communities’ members at large. Similarly, the school has contributed to reduce dropouts and absentees.
• Project cost and finance: the total project cost was Nakfa 32,478,841 financed by NCA. The actual grant at project closure was 100%. The Government and beneficiaries contribution in kind has not been assessed. There are no receivables or accruals. The Programme has paid fully for all of the tasks accomplished during implementation period. Spate irrigation development utilized 66.1%, Water Supply development 11%, Nursery development 5.7%, Capacity building 4.9%, Support to social services (Health and education 4.0%) and project coordination (Project operation, and transport) used the remaining 8.3% of the total fund. It has to be commended that the progress of funding increased per year.
• Sustainability and viability: The activities of the project are likely to be sustained as they have responded communities’ needs. Different forms of associations (water users’ association committee and a committee administrating spate irrigation structures) have been initiated by the project and are put in place. Organizational capacities of these committees are limited and are at infant stage. Support for strengthening water committees and further training is required.

Expenditure by component:
• Spate irrigation:  66%
• Water Development: 11%
• Nursery Development: 6%
• Capacity building:  5%
• Social services:  4%
• Operational costs:  8%

Recommendations
Limit the number of project components and present a clear focus: The synergies among the different components were modest. Funds for one component became a contingency for another. The most capital intensive components were the spate irrigation and the water supply. However, in 2005 40% of the water supply and spate irrigation component budget was shifted to the rehabilitation of the health clinics due to price escalation of building materials. It is therefore recommended that in future projects of similar nature to have a prioritized, but integrated focus. In this case construction of spate irrigation structures and water supply systems were better priorities.
Strengthening social capital and empowerment: Various social capital committees have been initiated by the project, like water users association and committees to manage and administer spate irrigation systems. These committees are essential for sustainability of assets, water abstraction and irrigation operations. Currently, they are infants and may be difficult to properly take over ownership and management of the establishments.  Further training is needed to administer and manage (Collect fees, monitor works, and O&M) the structures and farm plots.   
Women’s participation: Women’s participation in the life of the project was positive, e.g.. involvement in various trainings, income generating activities, energy saving ovens and FGM awareness. Involvement in all established committees increased. However, their participation was very low particularly in ensuring ownership, land distribution and in the development of irrigation schemes. Hence, Government and interested parties have to support women in strengthening their capabilities and managerial skill in order to build confidence and sense of ownership.
Monitoring and evaluation mechanisms: The Programme has done a lot of efforts in setting up an M&E system for data collection. Follow-up of activities were frequent by both implementing parties and the responsible field staff. However, bench mark data for measuring project impact are not yet established. Data on cropped area, output, yield and prices of crops in the project areas are lacking. Records of data for monitoring project performance; assessing outcome and impact are not kept systematically. Therefore, it is recommended (i) to initiate and design a Management Information System (MIS) or data base. This should be in place from the inception of the project, and (ii) Pre-Project Baseline surveys should be conducted at the project planning stage to set the required benchmarks and indicators.
Enhancing coordination in building water supply schemes: In Zoba Northern Red Sea a number of national and international agencies are involved towards providing water supplies for human and livestock use. Key informants indicated that coordination among these institutions is inadequate. It is therefore advisable to improve on the system for coordination between stakeholders in order to avoid duplication and waste of resources.
Motivation and incentives: The Programme was generally with high efforts and collaboration between the implementing partners. However, key informants from implementing parties noted that lack of exposure (training) to other countries of similar interventions was among the key problems. In addition, the daily subsistence allowances are only 45 Nakfa/day which does not cover actual costs, were key problems throughout the project life. Lack of motivation and incentives experienced is one of the main factors that contributed to delays and worsening the quality of work. It is therefore recommended that the GoSE and concerned bodies seek a range of motivation mechanisms (incentives, training, allowances etc) for forthcoming projects if they are going to be implemented and sustained effectively.
 
Enhancing appropriate integration mechanisms: The construction of spate irrigation structures contributed significantly to the overall goal of attaining food security objectives. However, in addition to water shortages, key problems listed in relation to crop production include shortage of improved seed, pest and weed infestation and lack of draught animals. The Programme’s contribution to crop and livestock diversification in the spate irrigation schemes was partial. It is therefore recommended to diversify crop and livestock technology transfer along with the construction of physical structures.

Spate irrigation structures: The diversion structures constructed by oxen and machinery are highly relevant in the project areas. However, breaching is the key problem that repeatedly occurs every year. It also demands frequent maintenance which is very laborious with little time left for other agricultural activities. A means of permanent diversion structures need to be established to reduce the efforts and gain more time for agriculture and to avoid trees cutting.

Comments from Norwegian Church Aid:
The Evaluation Report covers achievements on an overall basis, but does not include specific data on achievements when it comes to food security, water and soil conservation and water for households.
These are provided by NCA Eritrea as follows - for the years 2005-2009:

Extension and improvement of farm land / soil and water conservation

Overall crop assessment statistics are not available from the Local Min of Agriculture, which means that other than yield on irrigated land, it is not possible to assess the results of other outputs in the programme.

Tree seedling survival rate:
2007: 40%
2008: 35%
2009: 80% December 2009. However this rate will decrease during the dry season. Normally a second inspection of the survival of seedlings is conducted during the dry season.

Due to Eritrea in general being a drought prone country, and the rains having failed over the last years, it should be noted that the survival rates are considered a success.

Water for households
This project component was not the highest priority during the last 5 years of the life of the Programme, however, some rehabilitation and new initiatives were taken in three villages:

Training done in the 5 project villages