fre 540 proposal (blue thunder)

540 Phase II M&E project.docx METR-‐Compliant (M&E) Proposal for the Mid-‐Term Evaluation of Livestock and Agricultural Marketing Project Mongolia

Prepared by: Blue Thunder Consulting Xilun Zhang, 12328118 Financial, Technical Specialist Isaac Jonas, 87148145 Economist, Technical Specialist Submitted on Nov 30, 2014

Proposal – METR-Compliant Mid-Term Review, LAMP-Mongolia 2

Executive Summary

The World Bank is a multilateral organization whose mandate is to reduce poverty by providing loans and investments, facilitating trade and supporting sustainable socio-‐economic projects around the globe1. Specifically the objectives support the Millennium Development Goals (MDGs). The World Bank approved a US$11.486 million Livelihood and Agricultural Marketing project (LAMP) to be implemented over the 15 districts of Mongolia. The project implementer is the Ministry of Agriculture Food and Light Industry (MOFLI). The project will last over four years since May 17, 2013.

The evaluators will conduct the Monitoring and Evaluation for Timely Response (METR)

framework to achieve the listed results: • Collect information from involved stakeholders (e.g., staff, herders, customers,

government official) in the Livestock and Agricultural Marketing Project (LAMP) • Ascertain successes, challenges, lessons learn and timely-‐respond to ensure

project outcomes that we obtained • Provide METR insights to help the project stakeholders achieve the set of goals

The main objectives of the project are:

• To improve the rural livelihoods • To improve food security

These would be achieved by enhancing productivity, market access and diversification in livestock-‐based production systems.

1 http://www.ehow.com/info_8106761_objectives-world-bank.html

Table of Contents

Introduction…………………………………………………………………………………………….5 METR Resources and Methodology……………………………………………………………………………………………6 METR Skills Involved …………………………………………………………………….6 Team Engagement …………………………………………………………………………7 Project Design ………………………………………………………………………………11 Project Implementation………………………………………………………………..14 Recommendations ……………………………………………………………………….22 Works Cited: Project Appraisal Document (PAD: Report Number 73827-‐MN) ……………………………………………………………………………………………………………….23 Appendix A: Sample Questions for Stakeholder Interviews…………………….24 Appendix B: Rapid Logical Framework …………………………………………………...27 Appendix C: Problem Tree ……………………………………………………………………..29


Acronyms & Abbreviations

GAFSP-‐Global Agriculture and Food Security Program GDP-‐Gross Domestic Product FAO-‐Food and Agricultural Organization LAMP-‐Livestock and Agricultural Marketing Project Millennium Development Goals (MDGs) MSB-‐Marginal Social Benefit MEC-‐Marginal External Costs MOIA-‐Ministry of Industry and Agriculture Objective Variable Indicators (OVI) PAD-‐Project Appraisal Document TOT-‐The Trajectory of Trust

2

2 Definition of terms-‐The words soum and aimags are used to mean a district and province respectively and the two are used interchangeably in the proposal

Introduction

In this M&E report, the evaluators will focus on figuring out the loopholes of the project design and implementation as well as highlighting the potential opportunities for the project: The fall of the Soviet Union left Mongolia at crossroads between continuing on a socialist development trajectory or taking a new capitalist direction. Mongolia chose the capitalist route, which resulted in market liberalization. This affected the agriculture and the food industry negatively. This resulted in increased rural-‐urban migration. The Mongolian population living below the poverty datum line increased to 36.3 percent in 1995 and suddenly dropped to 29.8% in 20113.Rural poverty increased to 33% for the same period (ibid). The slowdown in the global economy adversely affected the critical drivers of the economy, which are agriculture, mining and livestock production. The crisis limited the fiscal space. Until 2012, there still exists inequality, poverty and food insecurity in Mongolia with great number of households living around the poverty line. Livestock-‐based agriculture is one of the key drivers of the Mongolian economy accounting for at least 85% of the population. The livestock industry contributes 10% of the country’s Gross Domestic Product (GDP). The Mongolian GDP fell by 6% and has a population of approximately 3 million people. The country has a big herd of about 20 million herds of cattle, 18 million sheep, 2 million horses and 300000 camels4. The Livestock and Agricultural Marketing Project provides advisory services to herder cooperatives and targets 5 declared disease free zones, which are correspondingly Arkhangai, Bayankhongor, Govi-‐Altai, Khovsgul and Zavkhan.

3http://www.worldbank.org/en/news/press-release/2013/05/21/poverty-rate-came-down-to-27-4-percent-in-2012 4http://www.encyclopedia.com/topic/Mongolia.aspx


METR Resources and Methodology

METR Skills Involved, Team Member Responsibilities Zhang Xilun, B.A., Economics, MFRE candidate Role: Financial and Technical Specialist Xilun is a Master of Food and Resource Economics (MFRE) candidate at the University of British Columbia (UBC). He holds a Bachelor of Arts degree in Economics from UBC. His research interests lie in the field of agribusiness and commodity trading. He has strong passion and practical experience in financial analysis and business management. His financial work experience is drawn from his stint at China Citic Bank where he did second offering and FX trading for Investment Banking Division and Financial Markets. He gained a good sense of the foreign currency markets as well as customer serving skills. Xilun expects to integrate the current MFRE practical skills with his past experience from finance with agribusiness. He is an avid change maker desirous to apply the economics background and financial work experience to the real world development puzzles.

Isaac Jonas, B.Sc. in Economics, MFRE candidate Role: Economist and Institutional Specialist Isaac is a MasterCard Foundation Scholar currently studying towards Master of Food and Resources Economics (MFRE) at the University of British Columbia. He is a holder of a bachelor of Science Honors degree from the University of Zimbabwe. Since graduation with first degree in 2010, he has been working as a development practitioner in Zimbabwe. He has worked as programs manager for Youth Career Development Zimbabwe (YCDZ), a not-‐for profit youth development organization aimed at unlocking career opportunities for young people in Zimbabwe and abroad. Isaac is a pragmatic, dedicated and practical change agent. He is a Global Youth Ambassador for Award at School -‐ a United Nations Education Initiative aimed at championing access to education for the approximately 57 million young people around the globe who do not have access to education. He brings in wealthy of institutional experience from the institutional eye view based on his experience in Zimbabwe.

Team Engagement

Methodology The purpose of this M&E report is to assess the project performance as well as to make up the shortcomings of both project design and implementation from institutional, economic and sustainability perspectives. The two students in the MFRE program of University of British Columbia will work as a team “Blue Thunder Consulting” will do the project assessment. The evaluators will assess the project from qualitative and quantitative angles under the criteria as indicated below:

• Relevance of Objective • Efficacy • Efficiency • Sustainability • Institutional Development Impact • Impact • Outcome • Bank Performance • Borrower Performance

The methodology includes the series of steps needed to complete the final report by May 31, 2015.Blue Thunder will undertake the external evaluation based on the methodology listed below: 1. Project Launch Meeting

The Blue Thunder team will start the project assessment of the project by firstly, getting deep understanding of the PAD and information beyond the PAD because it basis of the intervention. This is really important to get involved and engaged in the project before starting the evaluation of the whole project. In order to proceed the METR process more efficiently and effectively. The team decides to take the advantage of complimenting expertise of the two-‐team members. The institutional specialist had been working as a development practitioner for 4 years. Over the past four years, he has accumulated lots of social and institutional work experience as well as government related work experience, he will be responsible for the institutional, governmental, and social parts in our M&E Report. Meanwhile, Xilun had a one-‐year investment banking experience as well as the foreign financial markets work experience, also his major in economics will


help him to better tackle the financial, economics, technological parts of the M&E report.

Time allocated: 1 day

2. Conduct field work and stakeholder interviews

The most important reason to do field work while doing project assessment is to conduct stakeholder interviews and also have a good opportunity to ask main stakeholders key questions. The pilot project will be undertaken in 5 aimags (provinces). The five aimags are Arkhangai, Bayankhongor, Govi-‐Altai, Khovsgul and Zavkhan. The Blue Thunder team will spend 15 days to visit all these 5 selected provinces to have a detailed observation. Specifically, the team will do 30 one-‐on-‐one stakeholder interviews and 5 interviews, which focus on stakeholder groups. During that time, the team will need a translator to communicate with the stakeholders. The evaluators will examine the technology in three ways namely:

(i) Enhancing process (ii) Improvement results for post-‐harvest marketing (iii) Stimulating results for production diversification (iv) Invigorating the oversight of procurement and other activities

Time spent: 3 weeks

Possible stakeholders involved

• Key beneficiaries (e.g. Herder households, marketing agencies, processing

groups, veterinarians and extension workers). o Herders and soum residents in selected aimags. As herders are producing

most of milk, meat, fiber and they operate a multi-‐purpose enterprise for Mongolia. The team will ask to get their views about the project as there may be some issues such as poor animal husbandry, poor market access, low product quality and poor business plan development. Specifically, the evaluators would get more information about the training process for those extension agents, veterinarians, herders and NGOs involved in the main projects.

• Service providers. Blue Thunder Consulting will interview some service providers

who are responsible for delivering the advisory services to the selected areas.

During the interview, the evaluators will mainly focus on the problems they met when they were taking their responsibilities. Specifically, there might exist emergencies when they were forming development of business plans. For example, it would be difficult to figure out whether the business plan is financially and technically feasible. In addition, they might need more human, physical, social and financial capital while linking cooperatives to markets.

• Recipients in both Sustainable Livelihoods Project (SLP) and Index-‐based Livestock

Insurance Project (e.g. beneficiaries selected by the soum social welfare office)

• Private processors. As the project will encourage commercial buyers to participate and share their views, the evaluators will talk to those private processors/buyers and get to know where they would be interested in the project implementation.

• Community leaders

• Internal evaluator (e.g. the PIU M&E officer, staff in MOAI)

• Main donors (e.g. World Bank staff)

3. Synthesize site and stakeholder information

• The reason why the team would visit sites to interview stakeholders is to help fill

gaps in both information and related knowledge. After the evaluators collect useful information from the dialogue of main stakeholders and observation of the field, the team will come up with ideas and recommendations for policy change to address their needs. These would be useful for effecting timely-‐response to the ongoing LAMP.

• Budget and Cost Component: o It includes the transport expense travelling to the selected 5 aimags and

living expenses during the time we do the field work Time spent: 20 days

Timeline


Project Deliverables • Deliverable #1 -‐ Draft Report: June 6, 2015 • Deliverable #2 -‐ Final Report: June 30, 2015

Application of METR Parameters as the Basis of Performance Assessment

Project Design

1. Conceptual Integrity • Assess the Logical consistency of planned interventions. In this part the

team will figure out whether the objectives of the project are consistent with the objectives of the organizations, Ministry of Finance and Ministry of Food, Agriculture and Light Industry. In order to do this, the evaluators will examine the PAD to see if there is any difference.

2. Relevance of Objectives

• The assessment mainly focuses on the relevance of the project objectives as well as how well they are going to be reflected in the project design. Specifically, Blue Thunder Consulting will rate the relevance in a one to five scale. The objective is to improve livestock productivity, quality and strengthen the linkage between herders and markets.

3. Efficacy

• In this part the evaluators will test the extent of the project’s objectives achievement. The team will evaluate the relative efficiency of the scale of one to five notches.

4. Logical framework

• The project did not have its own logical Framework in Project Implementation, which includes the Objectives, Objective Variable Indicators (OVI), Assumptions and Risks and Main Activities. The team created the Logical Framework using information of Project Appraisal Document. However, because of the lack of analytical work and informational gaps, the Logical Framework is incomplete. The evaluators will work with project implementers to solve these problems.


5. Key stakeholders • Blue Thunder Consulting will visit the sites and stakeholders in person to

identify the property rights, responsibilities, relationships and main roles for all the main stakeholders.

6. Assets and capital management.

• In this part the team will figure out the most important assets that the project could be using and who should be responsible for managing these assets. The team will mainly focus on the inefficient allocation of the assets among implementers such as overlap and neglect areas existence in the implementing process. Lastly, the evaluators will assess the following capital assets:

Financial capital (e.g. grant finance)

Component 1: • US $6 million grant for Living Herders to Markets • US $4 million grant for Meat and Fiber Market Development • US $1 million grant for Dairy Market Development • US $1 million grant for Pilot Horticulture Production Component 2: • US $4 million grant for Raising Livestock Productivity and Quality • US $1.5 million grant for Promoting Animal health • US $1.5 million grant for Animal Breeding and Genetic Improvement • US $1 million grant for Animal Nutrition

Component 3: • US $1 million grant for Project Management

Human Capital. Blue Thunder Consulting will take human capital into account because it is a stock of productive capabilities, which could yield a flow of services and contribute to improve productivity in Mongolia. The team proposes the project implementers focus on investment for education, health system, labor training and skill development for local workers. Specifically, the evaluators will first compare the data related to agricultural commodity production before and after the project is undertaken to see if the team will fulfill the project objective of raising livestock productivity and quality. The evaluators will cooperate with the officials from Government of Mongolia (GOM), Ministry of Industry and Agriculture (MOIA), Ministry of Information System (MIS) and Ministry of Finance (MOF) to get the data for evaluation and analysis. The team

will do financial analysis on the audit reports, balance sheet and financial statement to see if there are any severe problems in project, company and association records. Secondly, the team will do formal surveys such as household income survey in project and control groups, Core Welfare Indicators Questionnaire (CWIQ), household’s nutrition survey and Client Satisfaction (or Service Delivery) Surveys. This would be a way to find out evidence for better market access and stronger market linkages.

• Bank’s important role in the livestock sector

• The participation of Food and Agriculture Organization (FAO) of UN (e.g. field a team of expert for project design and implementation)

• Key role of the International Development Associations (IDA)

rural development program

Physical Capital. Blue Thunder Consulting will find out the physical capital that could be invested in the selected areas in Mongolia. The possible physical capitals are as follows:

• Infrastructure (e.g. roads, transportation equipment, communication line, school)

• Produced capital generated by applying human activities that aim on providing goods and services in business sectors, public sector of government and NGO and communities in Mongolia.

Social Capital. Blue Thunder Consulting will find the available social capital because it is a stock of socially held knowledge which facilitates the social coordination of economics activities. The evaluators will find the characteristics of a society or community among a group of people (e.g., workers) whose joint work will contribute to efficiency and higher productivity of Mongolia. The team will propose a survey which will mainly focus on the social activities which promote people to work together. This would optimize the social productivity rather than maximize individual profits at the expense of others. Precisely, the team will conduct well-‐organized events to do cost and benefit analysis of the project.


Cost and Benefit Analysis (CBA). Blue Thunder team will evaluate the opportunity cost of the 12% discount rate invested in Mongolia. The evaluators will analyze the opportunity cost of capital by talking to the project implementers and looking for the data supporting this in PAD.

Project Implementation

Building Inter-‐Institutional Trust at Inception Government Level

• The government of Mongolia plays part through the Ministry of

Industry and Agriculture (MOIA) and Ministry of Finance (MOF).

Community Level

• The beneficiaries in the disease free provinces (aimags) of Arkhangai, Bayankhongor, Govi-‐Altai, Khuvsgul and Zavkhan. These are further split into 15 district (soums). The target population herder for the project is 8110. The total population with all is 28385. These five aimags were selected on the basis of access to the markets, potential fodder production, and existence if herder groups, no overlap with other ongoing development projects and demand for value chain development. There will be 80 extension workers who will benefit as agents or processes. These may benefit through training.

• The blue Thunder team will engage a carefully chosen sample of

beneficiaries to take part in the key information interview. This would give the beneficiary side view of the project.

Stakeholder Analysis and Participation

Donors and Government

• As indicated above, the key stakeholders are from Government of Mongolia (GOM) as represented by key government ministries (Finance & Industry and Agriculture), donors like Mercy Corps, Germany Agency for International Cooperation (GIZ) and Non-‐

governmental organizations (NGOs). Food and Agricultural Organization (FAO) would provide technical assistance for food related activities through the Global Agriculture and Food Security Program (GAFSP). The evaluators will contact the FAO team to do a due diligence check on their sustainability of their support on a rolling basis. The impact of the involvement of FAO will also be assessed through interviewing the beneficiaries of the project and the FAO technical staff.

Beneficiaries

• The implementation of the Livestock and Agricultural Marketing

Project (LAMP) might pose several challenges to the livelihoods of the beneficiaries in Mongolia. LAMP may create a power struggle for the community between those community leaders of the project and the ordinary community beneficiaries. There is need to be transparent in choosing the community leaders to engage in the whole project on the basis of merit and ability to integrate the community to drive them towards one common goal in line those of the project. This would improve the lives of the de-‐linked Mongolian herders.

• The evaluators would also look into how much the project would

affect welfare of the children in the process of involving the women to suit gender equity and equality condition of the project. The team would also assess the hypothesis that women headed household would not contribute to the matching grant of the 5 percent contribution in cash and kind (Project Appraisal Document p.19)

• In addition, there may be inconvenience due to travel time between

buyers and herders. The LAMP could potentially disrupt the beneficiaries’ daily routines during interviewing and survey process by the project implementers.

• To evaluate these inconveniences, the evaluators will conduct a site

visit across the five project areas to consult on the most efficient and effective way to minimize production disruptions. This could be achieved by conducting focus group interviews with the stakeholders of the project.


Program Staff

• The staff from involved ministries-‐Finance and Industry and

Agriculture, National Association Agricultural Cooperation and its member organizations, Ministry of Social Welfare, SME department of the Ministry of Labor would constitute the local project staff. There should be a critical assessment of the extent these project staff members would be challenged with their responsibilities during the project implementation phase. These constitute the project steering committee. It is critical to assess and strike a balance between the different staff involved in the project and avoid over-‐dependence on certain staff. This would enable building of trust between the locals and the donor. The need for skills training and knowledge capacity would be assessed. Key questions like motivation and rewards will be raised and addressed.

Donor and Government

• The evaluators will conduct a due diligence assessment on the present market conditions across the horticulture, livestock and animal health sectors in the five districts of Mongolia where the project would be implemented. There would also be counterfactuals to spatially and temporally check the variance between the areas where the project is being implemented and non-‐project areas. To achieve this, the evaluators would conduct a fact finding mission to study the market linkages and synergies across the five provinces of Mongolia where the project is taken place. The evaluators would also look into the government statistics from the statistical agencies and the two respective ministries involved in the project. The use of Google earth image would also be applied to study the temporal and spatial trends across the areas of project implementation.

Implementation Governance

• The fundamental tenets of a successful project hinge on

transparency, accountability and information sharing across the board. There should be clear responsibility as the specific duties

assigned to key stakeholders and those who are answerable when things go off track. Respective stakeholders like the governments and donor agencies like the World Bank in this case must fulfill these necessary conditions for project success to be realized.

• The evaluators would scrutinize the financial statements, project

documents and how accessible they are to the involved stakeholders and the public. The evaluators will also look into the preliminary and progress reports with equal attention to the internal monitoring system of the project. The team would also engage the independent think tanks and follow media reports on the project as a signal for the project progress. The evaluators would round off by interviewing the beneficiaries from across the board. These would involve the livestock and horticulture components of the project. The institutional staff from the World Bank, Government ministries of finance and Industry and Agriculture and the community leaders would also be contacted regarding their willingness to share their views on the progress, challenges and opportunities posed by the project.

Implementation Efficiency, Effectiveness, Legal Framework and government policy

Efficiency

• To measure efficient use of time resource during the project life cycle, the evaluators will engage the key beneficiaries involved in the livestock and horticulture components of the project. This will be achieved by interviewing them their views on the project.

• The evaluators will measure the opportunity cost of labor even in

cases where there is ‘free’ labor from the beneficiaries through volunteers. This would answer the question of the true market cost of labor even in case there were volunteers who assist in the project.

• To check on the proportion of administrative costs to the whole

project activities, the evaluators will find out the ratio of the two and comparatively analyze the financial resources committed to the project activities as in relation to the administrative expenses. The issue of corruption and or theft would also be assessed by key


informant interviews with the beneficiaries across the five project areas. The evaluators would also check out with local newspapers whether there have been cases of theft or misappropriation of the project money.

• There shall also be engagement of external environmental analysts to

get the independent outsider’s view with regards to the project impact. This would be done transparently by publicly advertising and selecting the best applicant based on meritocracy.

Effectiveness

• The evaluators will conduct a diligence check on whether the project

is on a successful path. This would be accomplished by making a comparison between the set out project goals and what actually take place on the ground across the five project areas. Blue Thunder Consulting would assess the impact of excluding female-‐headed household in making financial contributions on the project. We will interview the beneficiaries on this key issue as it has potential for creating divisions between those who are financially better off and financially poor. Furthermore, the evaluators would assess whether having the male-‐headed household beneficiaries contributions did not pose a burden due of different income contribution abilities.

• The evaluators will examine the linkages between the different

producer groups and commodity associations to investigate the linkages between the two. This is done to evaluate whether bargaining, as a union is the best way to create market linkages for the project. The role of involved intermediary National associations such as the Dairy Breeder Association would also be evaluated. In this case, the evaluators would interview key informants from the beneficiaries and the respective national associations to get their side of the story with regards to this issue. The evaluators will also research from the local media about these organizations’ conduct. This is because they play a key role in LAMP.

• The evaluators would also look into the ex ante and ex post analysis

to see the difference and progress on creating the market linkages and on the counterfactual areas.

Impact

• The impact of a project answers the question of the extent to which

the project improves the livelihoods of the intended beneficiaries (World Bank). This could be measured by analyzing the variance in incomes between the project areas compared to the non-‐project areas (counterfactuals). The evaluators will compare the incomes for the herders from a sample of five provinces where LAMP was undertaken. This would be analyzed and compared to the income levels of the surrounding community where the project was not implemented. Further, across the sample of the 15 districts where the project is being implemented, the team will also further split the herders into two categories i.e.

1. Income for early adopters 2. Late adopters

• These would be analyzed and compared. Blue Thunder Consulting would expect on average, ceteris paribus, the early adopters to have higher income streams compared to the late adopters if the project is benefiting the intended beneficiaries. The team would expect the early adopters to reap more benefits from early connections to more lucrative export markets.

• In light of the above point, the evaluators will also document and

analyze the statistics of those people who would be involved in forward contracts with respective buyers of livestock products and horticultural products. The team would expect, on average, an increasing rate of the herders and horticulturalists in project areas entering into the futures market contracts compared to the non-‐project areas. This would be an indication of better market linkages in LAMP areas (Purcell and Hudso: 1985)

• The Blue Thunder team will interview a sample of beneficiaries and

the project surrounding area population about their income experience. The team would also conduct research on the Internet and other local media houses to track down the income changes that may be accruing from LAMP.


• The second methodology would be to use light illuminating evidence to track down the development in the project implementation zone against the surrounding areas. On average, all things being equal, the team would expect more indication of development as indicated by more illuminating light in areas where the project is being implemented than in non-‐project areas (rural areas alike)

• The Blue Thunder team would also enumerate the differences in the

livestock herds growth and horticultural yield per acre between the project and non-‐project areas. All things being equal, we would expect the LAMP project areas to have higher scores in all the two indicator scores compared to the non-‐project areas. The research impact would be achieved by gathering and comparing agricultural statistics across the 15 project areas against the non-‐project areas.

The Trajectory of Trust (TOT)

• The project involved partnership between the agribusiness and

producers and also incorporated the governor’s offices at all levels. This is a crucial principle to build mutual respect that is important to build trust. Locals serve as the face for the other beneficiaries as they would have a sense of ownership of the program.

Environmental Assessment and Social Safeguards

• Environment is defined to mean the surroundings in the project

areas. This may be the human and or physical environment like the flora and fauna. The environmental assessment standards were conducted according to the World Bank Operational Policy OP 4.01 standards. This assesses the negative externalities posed by implementing the project. As a guideline, the Marginal Social Benefit should exceed the Marginal External Costs (MEC) of implementing the project. The team will interview the beneficiaries on the impact of the project across the 15 districts. The evaluators will take a sample for each province to ask questionnaires about the environmental impact of the project. Extensive research on the media about the environmental impacts of the project would also be tabled. The evaluators will follow key environmental news and trends on the

international media with particular focus on Mongolia or East Asia. Although costs are not easily measurable, the team will use the closest approximation methodology to come up with a fair cost estimate.

• To ensure this crucial principle would be followed, the evaluators will

conduct interviews with the beneficiaries to the extent of the selection of the local project partners.

Government policy

• Government policy plays a key role in national development. The

evaluators would assess the extent to which LAMP adhers to the laws of Mongolia. This is important to make sure the project follows the law otherwise it would be a constraint to the project in both intermediate and long term.


Recommendations to improve the project result in terms of all aspects of the project The M&E recommendations will focus on the following aspects of the project design and implementation:

• Technology introduction and usage • Capital allocation and management • Project sustainability • Economic efficiency • Project-‐support training

In order to enhance project design and implementation, the evaluators will provide recommendations in terms of project efficiency, efficacy, sustainability, level of management and capital allocation. Most importantly, the most severe issues in the livestock sector in Mongolia is the poverty and low productivity, the team will research beyond the PAD document and find out solutions to improve project efficiency if need be.

Referenced Material

“Marginal Social Cost (MSC) Definition.” Investopedia. Accessed November 14, 2014. http://www.investopedia.com/terms/m/marginalsocialcost.asp.

Mikoluk, Kasia. “Marginal Social Benefit: Basics of Microeconomics.” Accessed November 14,

2014. https://www.udemy.com/blog/marginal-‐social-‐benefit/. http://www.worldbank.org/projects/P122123/zambia-‐livestock-‐development-‐animal-‐health-‐

project?lang=en . Accessed November 17,2014. http://www.gafspfund.org/sites/gafspfund.org/files/Documents/Mongolia_LAMP_IE_Conce

pt%20Note_final.pdf . Accessed November 17,2014 http://www.farmdoc.illinois.edu/irwin/archive/books/Futures-‐Regulatory/Futures-‐

Regulatory_chapter6.pdf . Accessed November 17,2014 http://www.ehow.com/info_8106761_objectives-‐world-‐bank.html.Accessed online.29

November 2014.


Appendix A – Sample Questions for Stakeholder Interviews

Partners World Bank

1. Why did you provide funding for the Livestock and Agricultural Marketing project? 2. What are the goals of the Livestock and Agricultural Marketing project? 3. Do you think the Livestock and Agricultural Marketing project have done what you

expect so far this year? 4. Have you visit that 15 selected areas of the project? 5. Do you have dialogues with the beneficiaries? (e.g., Herders) 6. What do the community members comment on the Livestock and Agricultural

Marketing Project? 7. What do you think is the major flaw of the project? 8. In which aspects do you think the Livestock and Agricultural Marketing Project could

improve? How to improve it? Project Developers and Implementers Ministry of Food, Agriculture and Light Industry

1. What is the best moment during the project development step? 2. What were your most original objectives for the Livestock and Agricultural Marketing

Project? 3. What do you think the Livestock and Agricultural Marketing Project could improve? 4. Are there some big issues during the project process that need to be fixed? 5. What are some big challenges of Livestock and Agricultural Marketing Project in steps of

Designing, Planning, Developing and Implementing? 6. Did you have any problems or barriers while developing the project? (e.g., finance,

support of the government) 7. Who received training during the project process? 8. Did you receive grant funding last year? 9. How much grant funding did you received last year for the project? 10. Does the grant funding amount meet the amount that you expected? 11. Are there any changes in the neighborhoods after the project started? 12. What do you hear about the comments on the Livestock and Agricultural Marketing

Project from community members? 13. Would you recommend the Livestock and Agricultural Marketing Project to other areas

similar to Mongolia? Why and why not?

Beneficiaries Herders from selected areas

1. Do you think the Livestock and Agricultural Marketing Project really change your lives? 2. Did the Livestock and Agricultural Marketing Project increase your income? 3. Do you have any recommendations on the project? 4. Do you think you are better off in your lives than other herders that are not included in

the project? 5. What aspects do you think the Livestock and Agricultural Marketing Project should

change to be more efficient? 6. Do you think the Livestock and Agricultural Marketing Project changed your

neighborhood? Make it better or worse? Staff The PIU M&E officer and staff in MOAI

1. Do you have any related project-‐related work experience before joining the Livestock and Agricultural Marketing Project?

2. What do you think were the hardest parts in the Livestock and Agricultural Marketing Project?

3. What good habit and skills have you cultivated during the whole process of the project? 4. Do you think the project will achieve its goals or meet its objectives during the process? 5. What do you think the project components should add in? 6. Do you think the objectives of the project are consistent with the objectives of the

organization helping to implement the Livestock and Agricultural Marketing Project? 7. Do you think the herders will really benefit from the Livestock and Agricultural

Marketing Project? 8. To what extent do you think the sustainability of the Livestock and Agricultural

Marketing Project will have? Community members

1. What do you think the Livestock and Agricultural Marketing Project has created for the community?

2. What has been changed to the neighborhood after the Livestock and Agricultural Marketing Project got started?

3. What did the neighborhood look like before the project implementation? 4. What did the neighborhood look like after the implementation? 5. Do you think the Livestock and Agriculture Marketing Project has brought benefits to

the community?


6. What do you think the Livestock and Marketing Project should improve? To what aspects it could be improving?

Appendix B – Rapid Logical Framework

Appendix C – Tree Diagram

fre 540 proposal (blue thunder)

Documents

introduction inthismereport

tableofcontents introduction

soviet union left mongolia

poverty datum line

food industry

forthesame periodibid

mongolian population

market liberalization