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Consignee Control in Project Selection Results in Better<br />

Resource Integration. The Consignee's ability to control the<br />

selection process makes it possible to achieve a sizeable level<br />

of integration of the FFW resource with other resources. Many<br />

Consignees have In fact achieved such integration with cash<br />

resources from CRS and other donors.<br />

Weaknesses<br />

The element of Consignee control over selection of<br />

Projects is not without its weaknesses.<br />

Consignees can Present Individual Projects to Appear as<br />

Community Projects. For example, in certain housing projects<br />

that the team saw, the consignees had presented them to CRS as<br />

community projects, putting forth the logic that it was a<br />

"community housing scheme". Similarly, there were cases of<br />

"land-clearing" or even individual wells which were described<br />

as "community land clearing" and "community irrigation wells."<br />

Pressure from Peers. Since consignees and project holders<br />

are often peers in the church, pressure is sometimes exerted by<br />

peers for project approval. There are cases where consignees<br />

also happen to be project holders, and thus are seen as "one<br />

among equals" in project implementation.<br />

CRS Policy Guidelines Circumvented. Where the consignees'<br />

approach to the project selection is in conformity with CRS<br />

selection policy, implementation of that policy is<br />

accomplished; and where it is not, the policy is circumvented.<br />

Given such a situation, the implementation of CRS policy<br />

guidelines varies among consignees.<br />

Consignee "Looking for Projects" for FFW. Some consignees<br />

look for quick identification of projects to provide employment<br />

to people during the lean season. In such cases, it is obvious<br />

that proper planning is not done. This lack of planning<br />

results in ad-hocism in project implementation. In other<br />

words, resources that are available are not utilised optimally,<br />

resulting in less than "the greatest nu<strong>mb</strong>er of the neediest<br />

gettinc the largest amount. of benefit".<br />

Non-Adherrnce to Time-Schedules Vitiates Project Implementation.<br />

Whenl requests do not conform to CRS time schedules, commodities arrive<br />

late (sometimes during the rainy season) creating storage problems,<br />

and increasing the risk of spoilage. Moreover, when commodities<br />

arrive late workers may not be available.<br />

Pressure to Utilize Commodities Before End of Fiscal Year. FFW<br />

mandays which are not utilized by Septe<strong>mb</strong>er 30 are carried over to the<br />

next fiscal year, and deducted from that year's request. This

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