THE USAID YIDGIRI ACTIVITY
USAID AGREEMENT NUMBER: 72068520CA00001
FISCAL YEAR (FY) 2020
ANNUAL PROGRESS REPORT (FEBRUARY 17, 2020 – SEPTEMBER 30, 2020)
Implemented by Cultivating New Frontiers in Agriculture (CNFA)
Submission Date: December 30, 2020
Submitted to:
Katherine Younker Agreement Officer’s Representative Resilience Coordinator USAID/Burkina Faso
Period of Performance: February 17, 2020 – February 16, 2025
This annual Progress Report was made possible by the support of the American people through the United States Agency for International Development (USAID) under its Resilience in the Sahel Enhanced program, which supports vulnerable communities in Burkina Faso and Niger to effectively prepare for and manage recurrent crises and pursue sustainable pathways out of poverty. The contents are the responsibility of CNFA and do not necessarily reflect the views of USAID or the United States Government. Table of Contents
ACRONYMS ...... iv EXECUTIVE SUMMARY...... 1 PART 1: PROGRAM DESCRIPTION ...... 3 PART II. REFINEMENT PERIOD ACTIVITIES AND RESULTS ...... 4 PART III: PROJECT MANAGEMENT ...... 32 PART IV: PROJECT PERFORMANCE ...... 36 ANNEXES ...... - 1 - Annex 1: Comprehensive property inventory list ...... 2 Annex 2: Table of indicator targets and results ...... 5 Annex 3: FY20 Financial Table ...... 9 Annex 4: Success story ...... 10 Annex 5: Annual Environmental Mitigation and Monitoring Report ...... 12 Annex 6: Annual Shock Response Contingency Plan Report...... 28
USAID Yidgiri | FY20 – Annual Report 3 | P a g e ACRONYMS
AE Health Auxillary AGRA Alliance for a Green Revolution in Africa AGRODIA National Association of Wholesalers and Retailers of Agricultural Inputs A2N Nodde Nooto (A2N) AMEA Agribusiness Market Ecosystem Alliance AMP Affordable Mobile Phones BDSP Business Development Services providers B2B Business-to-Business CFA Communauté Financière Africaine or “African Financial Community” CIPA Credit for Agricultural production Intensification CNFA Cultivating New Frontiers in Agriculture CPI Capacity Performance Index CODEC Coopérative Diocésaine d’Epargne et de Crédit de Kongoussi COGES Market Management Committees COP Chief of Party CRA Regional Chamber of Agriculture DGPV Direction Générale de la Protection des Végétaux DCOP Deputy Chief of Party EMMP Environmental Mitigation Monitoring Plan FCPB Fédération des Caisses Populaires du Burkina FOE Farmers’ Organization Extensionists GIE Groupe d’Intérêt Economique GIZ German Corporation for International Cooperation GRAD Groupe de Recherche et d’Action pour le Développement GSC Groupement de sociétés Coopératives INERA Institute for the Environment and Agricultural Research IDP Internally Displaced Person IR Intermediate Result MELP Monitoring, Evaluation and Learning Plan MFI Microfinance Institution MoHD Ministry of Agriculture and Hydro-agricultural Development MOU Memorandum of Understanding NGO Non-Governmental Organization
USAID Yidgiri | FY20 – Annual Report 4 | P a g e ONV-BF National Order of veterinarians of Burkina Faso PO Producer Organization REGIS-AG Resilience and Economic Growth in the Sahel – Accelerated Growth REGIS-ER Resilience and Economic Growth in the Sahel – Enhanced Resilience RISE Regional Resilience in the Sahel Enhanced RSAP Local Animal Health Network SME Small and Medium Enterprises SONAGESS Société Nationale de Gestion des Stocks de Sécurité Alimentaire TOR Terms of Reference UPCPN-S Provincial Unions of Cooperatives of Cowpea producers of Sanmatenga USAID United States Agency for International Development WFP World Food Program
USAID Yidgiri | FY20 – Annual Report 5 | P a g e EXECUTIVE SUMMARY Awarded on February 17, 2020, USAID Yidgiri was launched in a context marked by a double crisis: a global pandemic caused by the COVID-19 virus, and increased insecurity in the USAID Yidgiri intervention areas of Burkina Faso. Despite these challenges, in FY20 Yidgiri efficiently mobilized resources for operational start-up, implemented formative refinement period research, established important partnerships with stakeholders, and begin implementation of programmatic activities that will build resilience to the impacts of this increasingly volatile context. In terms of programmatic activity implementation: • A total of 84 demonstration plots were established in the Centre-Nord region to strengthen producers’ technical capacity and promote improved production technologies. Twelve Farmer Field days (10 communal and 2 provincial) were organized, reaching 2,013 people, including 1,601 women. • Yidgiri conducted a survey of provincial and communal unions as well as Producer Organizations (PO) to assess their current level of performance and identify capacity building needs. For the province-level unions, analysis showed that 2 unions had a high level of performance while the remaining 5 had a lower level of performance. For the commune-level unions, analysis showed that 9 unions had a low level of performance, 7 had an average level of performance, and 3 had a high level of performance. For POs, the majority of POs had a low to medium level of performance. The results of this assessment will inform FY21 work planning priorities. • A total of 208 new POs were identified in Centre Nord communes not covered by the predecessor activity, REGIS-AG. These new POs will receive USAID Yidgiri support. • The team identified 34 new potential buyers in the targeted value chains: 9 institutional buyers in the cowpea value chain, 3 hotels and 15 traders in the poultry value chain, and 7 buyers in the small ruminants value chain. • A total of 7 livestock markets were pre-selected for Yidgiri support. • Yidgiri developed a flier on best practices for fodder production and processing, which will be used in producer trainings. • Designed the methodology and launched data collection for the Market and Nutrition (M&N) Pathway Assessment. Yidgiri established strong collaboration with stakeholders, donor-funded programs, and private sector actors. • Yidgiri signed six (06) Memoranda of Understanding (MOUs) with unions: two (02) MOUs with Directorates in Charge of Agriculture and Livestock; and one (01) MOU with the Fédération des Caisses Populaires du Burkina (FCPB). • Yidgiri organized several meetings in Kaya and Ouagadougou with RISE II implementing partners (ViMPlus, TerreEauVie, Breakthrough Action, and Sahel Collaboration Communication), private sector actors (Generale Microfinance and Yeleen Sahelia Solar & Insurance products), and
USAID Yidgiri | FY20 – Annual Report 1 | P a g e government stakeholders (Technical Secretariat for Nutrition, the Directorate of Nutrition and the Regional Directorates of Health for the Est, Sahel and Centre-Nord). Moreover, the Yidgiri nutrition team joined the UN Nutrition Cluster and the ANJE-Prevention sub-group in May 2020. Project management activities focused on administrative and operational matters, as well as Monitoring, Evaluation, and Learning (MEL). • Yidgiri recruited 43 staff, which includes the consortium lead CNFA as well as consortium members CARE, GRAD and A2N. • A variety of health and safety measures were implemented in response to the realities of COVID-19 pandemic, including instituting a teleworking policy during the peak of the pandemic, maintaining hygiene measures in the office, practicing social distancing, and developing health protocols to be observed by staff and other participants to mitigate the spread of COVID–19. The COP initiated a review of key program activities and issued health and safety measures to allow staff to travel to the field when necessary. • Security assessments were conducted on the overall security situation in the zone of intervention as well as the security in the regional office of Kaya and sub-offices of Kongoussi and Boulsa. The recommendations were compiled in a Security and Safety Action Plan. Yidgiri staff was trained on safety and security awareness. A Conflict Sensitivity Advisor was also engaged to support the development of key deliverables and build staff capacity in considering the nuances between security and conflict-sensitivity in project implementation. • Yidgiri developed its Activity Monitoring, Evaluation and Learning Plan (AMELP) which was submitted initially to USAID on May 15. The final version for USAID review and approval was submitted on September 11. • Yidgiri also launched its performance indicator baseline survey. This included approval for the survey methodology, the training of 100 enumerators, and the start of data collection.
USAID Yidgiri | FY20 – Annual Report 2 | P a g e PART 1: PROGRAM DESCRIPTION USAID YIDGIRI and RISE II:
The five-year (2020 – 2025) United States Agency for International Development (USAID) Yidgiri Activity is designed to strengthen food market systems, sustainably increase household incomes, and improve the nutritional status of women and children in the Centre-Nord, Sahel, and Est regions of Burkina Faso.
Officially launched on February 17, 2020, USAID Yidgiri is implemented by Cultivating New Frontiers in Agriculture (CNFA) and consortium partners Association Nodde Nooto (A2N), Groupe de Recherche et d’Action pour le Developpment (GRAD), and CARE. Yidgiri, which means “grow” in the Mòoré language, reflects the activity’s goal to increase household incomes and improve nutrition.
Yidgiri’s interventions seek to address barriers and constraints to progress across the broader food market system, while also integrating strategies to promote the consumption of nutritious, safe foods and strengthen the resilience by building capacities of individuals and institutions across the agricultural sector in Burkina Faso.
YIDGIRI EXPECTED RESULTS
To achieve this goal, Yidgiri is implementing interventions across the following mutually reinforcing intermediate results (IR) areas:
IR1: Enhanced performance of commodity market systems; IR 2: Increased utilization of quality inputs and services; IR 3: Increased local consumption of nutritious, safe foods.
As a major cross-cutting intervention area, Yidgiri is also addressing barriers to market participation for women and youth through functional literacy, youth entrepreneurship, and rural innovation (YWERI) training programs.
As a key part of the second phase of USAID’s Regional Resilience in the Sahel Enhanced (RISE) Initiative, Yidgiri activity implementation directly contributes to achieving RISE II’s Objective 2 - Increase and sustain economic well-being and indirectly contributes to meeting Objectives 1, 3, 4 and 5.
This first annual report consists of both a narrative and a quantitative section. After this summary, the narrative section covers 1) key achievements and high-level impacts, 2) synergistic results, 3) scalability of results, 4) collaborative activities, 5) best practices, 6) lessons learned, 7) challenges encountered. The report ends with the following annexes: 1) a comprehensive property inventory list; 2) a table of indicator targets and results, 3) Financial table, 4) Success Story, 5) Annual Environmental Mitigation and Monitoring Report and, 6) Annual Shock Response Contingency Plan Report.
USAID Yidgiri | FY20 – Annual Report 3 | P a g e PART II. REFINEMENT PERIOD ACTIVITIES AND RESULTS IR 1 - Enhanced Performance of Commodity Market Systems
Sub IR 1.1: Improving market structure and governance.
Intervention 1.1.1 Business Clusters
Activity.1.1.1.1. Continue support to existing POs and Business Clusters formed under REGIS-AG From July to September, Yidgiri continued to monitor sales made by producers’ organizations (POs) which are members of the business clusters set up by REGIS-AG1. Data was collected from 11 clusters (7 clusters in the cowpea value chain, 2 clusters in the small ruminant value chain, and 2 clusters in the poultry value chain) by Yidgiri's technical staff. The total sales made by the clusters amounted to $277,325.65 distributed as follows according to the value chain: $137, 941.38 for the cowpea value chain; $57,283.62 for the small ruminant value chain; and $82,100.65 for the poultry value chain. These sales figures include not only sales made within clusters (sales to traders who are the usual buyer for clusters) but also sales made outside of clusters (individual sales with other traders). The sales situation in the three target value chains is as shown in the table below.
Table 1: Sales made by POs which are members of REGIS-AG supported business clusters from July to September
Provinces Cowpea Small Ruminants Poultry Total sales Quantity Value of Numbe Value of Numbe Value of (USD) (KG) sales r of sales r of sales (USD) heads (USD) heads (USD)
Namenten 100,790 40,408.62 460 57,283.62 20,390 82,100.65 179,792.89 ga
Sanmateng 130,800 77,127.59 n/a n/a n/a n/a 77,127.59 a
Gnagna 30,550 20,405.17 n/a n/a n/a n/a 20,405.17
Total 262,140 137,941.38 460 57,283.62 20,390 82,100.65 277,325.65
During meetings with POs and cluster buyers throughout FY20, it emerged that there were insufficiencies (non-respect of contractual deadlines, low production of the POs, insufficient credit granted, etc.) limiting the commercial relations established between the different actors. To remedy this, the project team will conduct an assessment of clusters in Q2FY21. It is important to note that for all activities that brought together groups of people, Yidgiri undertook COVID-19 preventive measures.
1 REGIS-AG facilitated the creation of 29 clusters to build business transactions among actors operating in the same locality on given segments of target value chains to take advantage of product sales and purchasing opportunities.
USAID Yidgiri | FY20 – Annual Report 4 | P a g e Participants were invited to maintain a social distance. Yidgiri encouraged handwashing including soap, sanitizers, as well as masks. Such gatherings began with reminder of preventive measures.
Activity.1.1.1.2. Conduct a survey of three main types of value chain actors in ZOI (POs, traders, processors) Yidgiri’s intervention strategy is based on the development of unions to play a key role in the targeted value chains. To strengthen governance within the unions, Yidgiri conducted a survey of provincial and communal unions as well as POs in FY20. The assessment of other stakeholders, including traders and processors, will take place during Q1FY21. The overall objective of this survey was to assess the organizational and managerial capacities of 7 provincial-level unions 19 communal-level unions, and 208 POs involved in the three value chains.
The project team used the Capacity Performance Index (CPI) tool to assess each organization in 8 areas at the organizational and managerial levels: (1) Accountability, (2) Professional competence, (3) Income diversification, (4) Strategic potential, (5) Production management, (6) Marketing, (7) Participation, (8) Advocacy. The CPI tool produces a ranking for each organization into one of three capacity levels as follows:
• Level 3 - Very Capable: A-(70-74%), A+ (75-79%), A++ (80%+) • Level 2 – Capable: B-(60-64%), B+ (65-69%) • Level 1 - Not Capable: D (49% &below), C-(50-55%), C+ (56-59%)
This evaluation (all 3 stages) involved the participation of 3,944 people, including 3,333 women. This evaluation can be further broken down into 115 producers (including 54 women) at the provincial and commune levels. and 3,829 people (including 3,279 women) at the PO level.
Evaluation of provincial-level unions: In the first stage of the evaluation which took place from June 25 - August 28, involved 7 provincial-level unions (4 cowpeas, 1 poultry, and 2 small ruminants). The CPI analysis showed that only 2 provincial-level unions had a high level of performance (Level 3), while the rest of the provincial level unions were at a low level of performance (Level 1). Following these participatory assessments, action plans were developed to address the shortcomings identified within the provincial-level unions.
Table 2: Summary of CPI scores and ranks of Provincial-level unions
N0 Provincial-level Unions Value CPI Capacity Level Chain score
1 UPCPN-S Cowpea 81% Very capable (A++) 3
2 Union "TOUISIDA" des producteurs Cowpea 78% Very capable (A+) 3 de Niébé du Namantenga
3 UPSCTPN/Bam Cowpea 38% Not Capable (D) 1
4 UP de petits ruminants Zeems Small 39% Not capable (D) 1
USAID Yidgiri | FY20 – Annual Report 5 | P a g e Taaba / Boulsa ruminants
5 UPNSCOOPS/EPR/S) Small 39% Not capable (D) 1 ruminants
6 FEDSFV Poultry 45% Not capable (D) 1
7 Sid Sida Wend-n-Manegde de BAM- Cowpea 36% Not Capable (D) 1 niébé
Evaluation of communal-level unions: The second stage, which took place from August 8 - 28, consisted of evaluating 19 communal-level unions (16 cowpea, 2 poultry and 1 small ruminant). Analysis of the diagnostic results shows that 9 unions are at a low level of performance (Level 1); they are legally constituted but have no strategy and no clear services to members. A total of 7 communal unions are at an average level of performance (Level 2). A total of 3 communal unions are capable of implementing a program of activity, mobilizing resources, and reporting to members (Level 3). Following these participatory assessments, action plans were developed to address the shortcomings identified within the commune-level unions.
Table 3: Summary of CPI scores and ranks, communal-level unions
N0 Unions Value CPI Capacity Level Chain score
1 UDPN/Bouamiyaba -niébé de Cowpea 47% Not Capable (D) 1 Bartiébougou
2 Tintaanisoani-niébé de gayiéri Cowpea 52% Not Capable (D) 1
3 UDPVL/Sampelga Volaille Poulry 37% Not Capable (D) 1
4 UDPN DE NIEBE WEND- Cowpea 29% Not Capable (D) 1 GOUNDI DE ROLLO
5 Union Boudyalma de Cowpea 38% Not Capable (D) 1 Bouroum
6 UCSCOOPS/WPNN Cowpea 40% Not Capable (D) 1
7 Union producteurs de Poultry 46% Not Capable (D) 1 volailles Relwende de kaya
8 UDPN KISWEND-SIDA DE Cowpea 38% Not Capable (D) 2 BARSALOGHO
9 Union communale de Cowpea 64% Capable (B+) 2
USAID Yidgiri | FY20 – Annual Report 6 | P a g e production de niébé Tegwende de Kongoussi
10 Union Zemmstaaba de Pissila Small 64/% Capable (B+) 2 ruminants
11 Union-Touisisida de Boulsa Cowpea 65% Capable (B+) 2
12 USCOOPS/NBWPN/K Cowpea 69% Capable (B+) 2
13 USCOOPS/Lagm Cowpea 75% Very Capable (A+) 3 Taaba/Bonam
14 SCOOPS/SPN -Dablo Cowpea 77% Very Capable (A+) 3
15 SCOOPS Neb Laboumbou Cowpea 79% Very Capable (A+) 3 Pissila/PN
16 UDPN NERWAYA Cowpea 81% Very Capable (A++) 3 NAMISSIGUIMA
17 SCOOPS/SSZPN-Pissila Cowpea 85% Very Capable (A++) 3
18 Société coopérative Zood Cowpea 87% Very Capable (A++) 3 Noma de Pensa
19 U-Scoop de producteurs de Cowpea 98% Very Capable (A++) 3 niebé /Dargo
SWOT analysis of unions: During the evaluation, a SWOT analysis of the provincial and communal unions was carried out. Some of the key findings were: The existence of missions, visions, and promising relationships, the need for capacity building, opportunities with banks and credit unions, and the on- going threats of insecurity and climate change.
Evaluation of POs: The third step, taking place from August 26 - September 15 consisted of evaluating the performance of 208 POs (138 cowpea POs, 48 small ruminant POs and 22 poultry POs). The total membership of these POs totaled 3,829 individuals of which 3,279 were women. The evaluation was not as rigorous as that at province and commune-levels unions and did not use all CPI criteria. Instead, POs were evaluated on their level of organization as evidenced by such factors as capacity of production, holding regular meetings, capacity of marketing, and compliance with OHADA law. The analysis of the data reveals that the majority of POs have a low to medium levels of performance.
Activity.1.1.1.3. Using survey results and discussion with partners to select new POs (not supported under REGIS- AG) in Centre Nord to receive Yidgiri support The Yidgiri technical team identified new POs in communes not covered by REGIS-AG during the refinement period. These are the Centre-Nord region: Bam province (Bourzanga and Rollo communes)
USAID Yidgiri | FY20 – Annual Report 7 | P a g e and Namentenga province (Tougouri, Pensa, Dablo communes). A total of 208 new POs were identified (138 in the cowpea value chain, 22 in the poultry value chain, and 48 in the small ruminants value chain). This list will be shared with ViMPlus to identify PO’s whose will be supported by ViMPlus and Yidgiri.
Intervention 1.1.2 Commodity Fairs
Activity.1.1.2.1 Engage union leadership to discuss strategies for a fee-based mechanism to cover the cost of fairs. To ensure the sustainability of fair organization by the unions and its members started under REGIS-AG, the team undertook telephone calls and other informal exchanges with union leaders.
In addition to these exchanges, the Yidgiri team organized a workshop with representatives of the six provincial-level unions (3 cowpea unions, 2 small ruminant’s unions and 1 poultry union) in Kaya, Centre Nord region from June 11-12. The purpose of the workshop was to (1) improve understanding of the USAID Yidgiri Activity; (2) discuss roles and responsibilities with regard to providing services to their member organizations (fee-based participation in fairs, warrantage, and literacy etc.), including draft mechanisms to be put into place to ensure the sustainability of such activities through the unions; and (3) develop/agree on a roadmap for involvement in Yidgiri activities. This workshop, brought together 34 people, including 15 women. The proposed mechanisms will be evaluated in Q1FY21.
Key follow-up questions from the participants are summarized below. The team engaged in a productive dialogue with participants and provided satisfactory responses to these questions.
• What is Yidgiri’s intervention strategy in the insecure communes? • Since Yidgiri will emphasize the participation of women and young people what will be the place of men? • Why has Yidgiri defined youth as being between 15 to 29 years old whereas the Government of Burkina Faso considers the range to be 19 to 35 years old? • Most members of Farmers’ organizations are over 29 years old, what will Yidgiri do for them? • We did not hear much about other actors such as traders, seed producers, yet these actors are essential for the functioning of the target value chains, Yidgiri should take them into account.
Following the Q&A session, Regional and Provincial Directors facilitated group sessions focused on identifying services that unions should offer to members. A summary of identified services is included below:
• Cowpea production support by facilitating access to agricultural inputs and technical services through the network of local facilitators; • Dissemination of production techniques by establishing demonstration plots and organizing field days; • Marketing support through group sales; • Facilitation of access to credit through the warrantage mechanism; • Facilitation of access to credit by transporters and processors (cowpea); • Facilitation of access to credit and feed by breeders (livestock).
USAID Yidgiri | FY20 – Annual Report 8 | P a g e It is important to note, that the Yidgiri team took advantage of this meeting of provincial-level union leaders to also discuss several other activities including institutional buyers (activity 1.1.3.1), selection of new livestock markets (activity 1.2.1.2), discuss MOUs (activity 1.3.2.2) as described in the following sections.
Intervention 1.1.3 Industrial and Institutional Buyers
Activity.1.1.3.1 Conduct an initial inventory of potential institutional and industrial buyers for the three target commodities As described in Activity 1.1.2.1, the project team organized an exchange workshop from June 11-12 in Kaya which brought together 34 representatives of 6 provincial unions (3 cowpea unions, 2 small ruminant’s unions and 1 poultry union). During this workshop, the union leaders discussed the product needs of their various buyers, revealing the diversity of these buyers. Unions’ buyers range from individual buyers located in the villages (or even in the communes) - to institutional buyers such as the Société Nationale de Gestion des Stocks de Sécurité Alimentaire of Burkina Faso (SONAGESS), and the World Food Program (WFP). Added to these are local hotels and restaurants as well as municipalities in the intervention zone who buy cowpeas for school canteens. The team identified 34 individual buyers (including 3 women): 9 institutional buyers in the cowpea value chain; 3 hotels and 15 traders in the poultry value chain; and 7 buyers in the small ruminant’s value chain. During the fourth quarter, the project team organized missions to exchange with each identified buyer about their self-determined (potential) purchasing capacity, quality requirements, as well as the mode and period of purchase.
For the cowpea value chain, the project team identified 9 industrial and institutional buyers which are presented in the table below. Cowpea purchases made by institutional buyers from traders and producer organizations during 2019, amounted to 1,785 tons per year with a value of 428,400,000 FCFA ($738,620). These purchases were paid in cash in some cases or by invitation to tender.
Table 4: Quantities of cowpea purchased by the different institutional buyers from traders and producer organizations during the year 2019
N Buyer Type Location Quantity Amounts Mode Name (tons) (USD)
1 WFP Institutional Ouaga 300 124,137.93 Contrats
2 MAAH Institutional Ouaga 20 8,275.86 Contracts
3 Neertamba / Institutional Region 20 8,275.86 Contracts Centre Nord
4 PACES Institutional Region 5 2,068.97 Contracts /Centre Nord
5 Entreprise Institutional Ouaga 150 62,068.97 Cash Venegda
6 Mairie / Institutional Commune 40 16,551.72 Contracts
USAID Yidgiri | FY20 – Annual Report 9 | P a g e Boulsa
7 SONAGESS Institutional Ouaga 542 224,137.93 Cash
8 Mairie/ Institutional Kongoussi, 375 155,172.41 Cash Kongoussi et Zimtanga Zimtanga
9 CRS Institutional Ouaga 333 137,931.03 Cash
Total 1,785 738,620.69
For the poultry value chain, buyers in the intervention zone were 3 hotels and restaurants, 15 large traders (including 1 woman), collectors and processors. In terms of quantity demanded, Hotel Kaziende in Kaya consumes 100 to 500 chickens per week, and Hotel Pacific in Kaya consumes 200 to 800 chickens per week. Restaurants (grillers) in the ZOI such as "Poulets Bissimilaye" demand 1,000 chickens per order and Sawadogo Moussa demands 1,200 chickens per order.
For the small ruminants value chain, no industrial or institutional players were identified. Some mining companies make purchases, but they buy directly from traders/processors who deliver the finished product to them. The buyers that do exist in the zone of intervention are 7 large butchers supplied by 56 collectors; these buyers and collectors (all men) mobilize their animals for export to other countries in the sub-region, primarily Côte d'Ivoire. Despite their current export orientation, Yidgiri will engage them as potential buyers for Yidgiri supported POs.
In FY21, the project team will work to set up innovation forums for each value chain that will bring together all actors (union, buyers, transporters, collectors, research, microfinance institutions, etc.) operating at the provincial level. These innovation platforms will serve as frameworks for exchanges where buyers will express their needs and producers will work to satisfy them.
Sub IR1.2 Improving Livestock Markets System Structure and Governance
Intervention 1.2.1 Small Ruminant Marketplaces
Activity.1.2.1.2 Select two new livestock markets to support Bam and Namantenga Provinces On the sidelines of the workshop held for 6 provincial-level unions from June 11-12 described above, the Yidgiri team took the opportunity to discuss Yidgiri support to be provided to existing livestock market management committees and the selection of new markets with the 3 Provincial Directors in charge of Animal Resources.
Yidgiri developed a tool to identify and characterize livestock markets which was shared with these Provincial Directors. This enabled the Provincial Directors to identify the livestock markets in their
USAID Yidgiri | FY20 – Annual Report 10 | P a g e province(s) of coverage and detail their characteristics (category, existing facilities, state of security, and market attendance).
They identified 23 livestock markets in the Centre-Nord region: 13 in Sanmatenga, 5 in Namangtenga, and 5 in Bam. After this process, the team developed the following criteria for the selection of markets: (i) be in the communes where the project intervenes, (ii) have a minimum of development (fencing) and (iii) ensure security.
Based on these three criteria, 7 markets were pre-selected. In Namentenga province, three (03) markets were pre-selected in the communes of Yalgo, Boulsa, Tougouri; in the Bam province, 1 market was pre-selected in the commune of Koungoussi; in the Sanmatenga province, and 3 markets were pre- selected in the communes of Kaya, Barsalogo, Pissila. Exchanges will continue during Q1 and Q2 of FY21 with the relevant municipal authorities for the final choice of markets to be supported by Yidgiri.
Sub IR 1.3 Enhancing the Capacity of Market System Actors
Intervention 1.3.1 Capacity Building of PO and SMEs through BDSPs
Activity.1.3.1.2 Staff review and familiarize themselves with curriculum and tools available from Agribusiness Market Ecosystem Alliance (AMEA) vis a vis local context As part of preparatory activities for capacity building of provincial-level unions’, the Yidgiri team organized a workshop on June 20, to adapt institutional and managerial capacity building tools to the local context. The workshop brought together 11 Yidgiri and GRAD team members who discussed differing and complementary aspects of the Agribusiness Market Ecosystem Alliance (AMEA) compared to the Capacity Performance Index (CPI) tools, as well as their flexibility/adaptability in the context of assessing unions.
Next, GRAD organized a training course on institutional capacity assessment using the CPI tool on June 30 in Ouagadougou in collaboration with Yidgiri team members. A total of 8 participants attended (all Yidgiri staff members). The training improved staff capacities in using the tools and understanding the methodology behind the CPI assessment.
Activity.1.3.1.3 Select and modify (as needed) standardized capacity building tools for POs, SMEs, unions and agri-dealers from AMEA toolkit The Yidgiri and GRAD team members held a planning session in Ouagadougou and discussed the AMEA and the Capacity Performance Index (CPI). A field assessment test of the CPI tool was conducted in Sanmatenga province with the Provincial Union of Cooperatives of Cowpea Producers of Sanmatenga (UPCPN-S) for 2 days at the union’s office in Kaya (July 1-2). Ten (10) executive board members participated in this pre-test including 2 women. Based on the results, adjustments have been made to further adapt the tool to the current operational context of the target unions.
Intervention 1.3.2 Strengthen capacity of unions to provide services for producer organizations
Activity.1.3.2.1 Organize meetings with Provincial Producers Unions to further discuss involvement in Yidgiri and sign MoU
USAID Yidgiri | FY20 – Annual Report 11 | P a g e USAID Yidgiri’s approach to improving agricultural production and marketing is to partner with provincial-level unions as the entry point to providing a package of assistance to strengthen their technical, institutional and organizational capacities to provide services to their member organizations. Building on the workshop the six provincial-level unions held described previously, Yidgiri signed six (6) MOUs with the unions in July.
Activity.1.3.2.2 Organize meetings with private and public sector service providers and sign MOU On the margins of the workshop for the 6 provincial unions held in June, the Yidgiri team held a meeting with the Regional Directors in Charge of Agriculture and Livestock and their respective Provincial Directors to identify activities that will be included in MOUs with the relevant directorates. It was agreed that technical staff of the Regional Directorate of Agriculture will provide technical assistance to support agronomic activities in Yidgiri – supporting demonstration plots utilizing improved cowpea production technologies, as well as monitoring of beneficiary farmers. Moreover, the following activities were identified and agreed upon:
• Support to unions for seed production; • Promotion of soil fertility management techniques; • Promotion of soil water conservation techniques; • Promotion of fodder production and storage techniques; • Promotion of small ruminant fattening techniques; • Promotion of meat processing and storage techniques; • Promotion of poultry production techniques; • Support for the transition of producers’ organizations to cooperative society.
Two MOUs were signed with Directors in Charge of Agriculture and Livestock, both during Q4.
Intervention 1.3.3 Risk Management Planning at Grass Roots Level
Activity 1.3.3.1. Staff understand that risk management planning must be integrated into all capacity building support plans During Q3FY20, the Yidgiri team, in collaboration with the CNFA headquarters MEL team, conducted a study to capture the impact of the COVID19 pandemic, insecurity, and the increased number of internally displaced persons (IDPs) on the market dynamics and value chains in our intervention area. Tools were shared with USAID for input prior to conducting the survey. This report helped to inform the team’s thinking about the current risk context to inform ongoing FY20 activities and the development of FY21 activities.
During Q2FY21, Yidgiri will conduct a pilot to develop and implement a risk management plan in one commune. The risk management plan will include an early warning system to produce and disseminate timely information through SMS messages, voice messages, WhatApp, etc. to the approximately 5,000 member target population via NewPath’s AMPs and M-FARM electronic platform.
Sub IR 1.4 Enhancing Individual Capacities
USAID Yidgiri | FY20 – Annual Report 12 | P a g e Intervention 1.4.3 Conduct research to demonstrate link between literacy education and market success.
Activity1.4.3.1 Develop SOW for study to compare direct-beneficiary PO/cooperatives from REGIS-AG that received literacy (45%) training to those who did not (55%) To better inform our programming with regard to literacy training program for subsequent years, Yidgiri will commission International Poverty Action (IPA) to conduct a research to demonstrate the link between literacy education and market outcomes across the three regions of intervention with focus on the centers supported by REGIS–AG. During the Refine and Implement period, CNFA consulted with IPA to develop a research methodology to cover both USAID Yalwa (Niger) and USAID Yidgiri (Burkina Faso). IPA will complete the methodology in Q2FY21 for submission to USAID for approval and additional feedback.
Intervention 1.4.4 Entrepreneurship Marketplaces in targeted VCs
Activity.1.4.4.1 Planning commences for first Entrepreneurship Marketplaces to be held in second half of Year 1 Yidgiri launched a Rapid Assessment process to guide the activity’s youth and women entrepreneurship strategy in September 2020. The objective of this assessment is to conduct a SWOT analysis of organizations engaged in working for youth and women's entrepreneurship/employability in Burkina Faso, including public and para-public institutions, development projects financed from public and international funds, private training centers, RISE II development projects (ViMPlus and REGIS-ER), SMEs as well as youth and women's associations. The results of this assessment will enable Yidgiri to better adapt its approach to youth and women's engagement by learning from the strengths, weaknesses, assets and threats of existing approaches and mechanisms. The process will be completed in Q1FY21 and results and recommendations will be presented.
Sub IR 1.5 Stimulating and Leveraging Financial Services
Intervention 1.5.1 Strengthen the capacity of FSPs to finance the targeted value chains
Activity 1.5.1.1. Identify and engage FSPs interested in participating in B2B events, capacity building trainings and designing loan services for SMEs and POs in targeted value chains. From June 30 - July 30, the Yidgiri team organized an exchange mission with finance institutions (FIs) in Kaya and Boulsa to improve the knowledge of financial products offered and develop collaborations for promoting access to financial services for the Yidgiri promoted value chain actors. This included (i) identifying all the financing institutions operating in the project area, (ii) updating the list of financing institutions in the project area, (iii) presenting to potential FIs the types of financing needs of value chain actors; (iv) discussing with MFIs the specific needs of women and youth in terms of financing; (v) collecting information on the different services and financial products of MFIs. Yidgiri met with nine (09) FIs during the tour as indicated in the following table.
Table 5: List of financial institutions met in the Yidgiri intervention zone N° Locations Financing institutions
USAID Yidgiri | FY20 – Annual Report 13 | P a g e 1 Kaya Caisse Populaire de Kaya
2 Kaya Coopérative d’Epargne et de Crédit GALOR
3 Kaya Société Groupe d’Accompagnement à l’Investissement et à l’Epargne (GRAINE) SARL
4 Kaya Mutuelle Femme et Développement du Burkina- Kaya
5 Boulsa Caisse Populaire de Kaya et Boulsa
6 Kongoussi Mutuelle Femme et Développement du Burkina- Kongoussi
7 Kongoussi Coopérative d’Epargne et de Crédit GALOR- Kongoussi
8 Kongoussi Caisse Populaire de Kongoussi
9 Kongoussi Coopérative Diocésaine d’Epargne et de Crédit de Kongounsi (CODEC )
Activity 1.5.1.2. Begin to outline strategies to develop unmet financial services for value chain actors (e.g. union- based warrantage, collective marketing of inputs and materials, day-old chick production, and agri-processing equipment) Following the identification of FIs operating in Yidgiri's intervention zone, discussions on financial products show that the six (6) FIs below have developed financial products adapted to the investment model promoted by Yidgiri. To this end, discussions led to the signing of an MOU with the Fédération des Caisses Populaires du Burkina (FCPB) during the fourth quarter.
Table 6: List of Financial Institution agreeing to collaborate with Yidgiri
N° Financing institution
1 Fédération des Caisses Populaires du Burkina
2 Coopérative d'Epargne et de Crédit GALOR
3 Société Groupe d'Accompagnement à l'Investissement et à l'Epargne (GRAINE) SARL
4 Mutuelle Femme et Développement du Burkina
5 Générale de la Microfinance
6 Coopérative Diocésaine d'Epargne et de Crédit de Kongoussi (CODEC)
Intervention 1.5.2 Strengthen the capacity of FSPs to finance warrantage services
Activity 1.5.2.1. Engage FSPs in discussion to strengthen their warrantage loan products with the inclusion of third-party operators.
USAID Yidgiri | FY20 – Annual Report 14 | P a g e REGIS-AG technical assistance to program participants ended in February 2020 as the activity shifted focus to operational close-out. The five-year implementation of REGIS-AG resulted in increased trust between the Federation des Caisses Populaires du Burkina Faso (FCPB) and beneficiary smallholder farmers. The Yidgiri team continued to work with the provincial branches of the FCPB to ensure they disburse credit the target POs for a smooth continuation of warrantage activities supported by REGIS- AG. Remote follow up on credit disbursement with the FCPB and the beneficiary smallholder farmers revealed warrantage credit totaling 5,402,000 FCFA ($10,004) was disbursed to beneficiaries in two communes, Dargo in Namentenga Province of the Centre–Nord Region and Manni in Gnagna Province of the East region. Disaggregated information on the number of POs and individuals benefitting will be available in Q1FY21.
Since warrantage is a seasonal activity, Yidgiri staff has been exchanging with producers since September in the experienced areas to prepare for the mobilization of stocks for the FY21 warrantage season. Advice was provided for the stocking of products. A mission will be organized during Q2FY21 to check stocks in the stores and establish lines of credit. Although cowpea production is expected to be poor overall this year, 18 stores are expected to be opened with an anticipated total of $142,857 in warrantage credit disbursed.
Activity.1.5.2.2 Begin to design FSP warrantage services with unions serving as third-party warehouse operators, drawing from lessons learned from regional USAID programming / Activity.1.5.2.3 Design capacity building training for Cowpea Producer Unions to provide fee-based third-party collateral management During the implementation of activities 1.5.1.1. and 1.5.1.2. the project's staff took the opportunity to exchange with FIs on the third party holding of cowpea stock with a private party as a stakeholder. Under this model, the private party would be responsible for building its stores and managing them. This initiative is appreciated by the FIs with the main concern being the profitability for the private sector to invest in the construction of multiple stores.
In addition, the representatives of the unions are supportive of the third-party holding model; one options is for the unions themselves to serve as the third-party holders in the absence of a private store owner. The subject will be discussed with the unions during a workshop to be held in Q1FY21. The workshop will be conducted as a training session and will allow the union leaders to understand the benefits of third party holding and encourage the most advanced unions to try third party holding as an experiment.
IR 2 – Increased Utilization of Quality Inputs and Services
Sub-IR 2.1: Strengthening the enabling environment for seed and fertilizer
Intervention 2.1.1 Strengthen the enabling environment in the agricultural input sector
Activity 2.1.1.2. Consultant applied a political economy analysis to develop a strategy for engagement with the government on seed policy reform, in particular how private input providers can be more central to the future functioning of CAIMA Yidgiri is promoting the participation of private input suppliers in the functioning of the CAIMA (Projet de Création d’une Centrale d’Approvisionnement des Intrants et Matériels Agricoles). In July and September, the
USAID Yidgiri | FY20 – Annual Report 15 | P a g e Yidgiri team held two working sessions with the Ministry in Charge of Agriculture. During these sessions it was clear that CAIMA had been created and the board had been constituted with the functioning rules approved. Therefore, there was no need to conduct a political economy analysis. Yidgiri team has taken the opportunity on these working sessions to discuss the relevant activities in the seed and fertilizer sub-sector action plan that can be included in the FY21 annual work plan. These activities are:
• Support the Ministry in the organization of a workshop to align the law n ° 010/2006 / AN with the ECOWAS regulations • Support the Ministry in Charge of Agriculture in the organization of a validation workshop of the adjusted texts • Facilitate the organization of a technical working session for the preparation of regulations and application texts of the seed law • Organize an information / sensitization workshop on legislative and regulatory texts relating to fertilizers in Burkina Faso • Support the Ministry in charge of Agriculture in the finalization of the revised mechanism for the implementation of agricultural inputs subsidy program.
Sub-IR 2.2 Livestock related inputs and services
Intervention 2.2.1. Improve the enabling environment in the animal health service sector
Activity 2.2.1. Engage the National Order of Veterinarians (ONV) to discuss initial reform priorities to improve the business environment In September, the Yidgiri team held a working session with the president of the National Order of Veterinarians (ONV) to discuss reform priorities to improve the business environment. From this working session the following priorities were established:
• The establishment of a consultation framework for animal health stakeholders; • The development of complementary regulatory texts for the veterinary profession and business environment improvement for the private sector.
During FY21, Yidgiri will support the National Order of Veterinarians (ONV-BF) in the implementation of these two activities.
Intervention 2.2.2 Improve breeds for poultry
Activity 2.2.2.1. Continue support to youth who participated in the REGIS-AG guinea fowl pilot initiative The Poultry Value Chain Specialist visited 16 beneficiaries of the REGIS-AG guinea fowl pilot initiative in Dori from September 26 - 30 to: i) monitor the activities; ii) provide advisory support (coaching) to the promoters of pilot units; and iii) evaluate the operating condition of the equipment, beneficiaries’ productivity, and economic performance. The information gathered is anticipated to highlight the implementation of Yidgiri’s youth and women entrepreneurship program as an activity success story. The findings of this visit will be documented in a report in Q1FY21.
Intervention 2.2.4 Improve the availability of quality fodder
USAID Yidgiri | FY20 – Annual Report 16 | P a g e Activity 2.2.4.2. Develop training curriculum for fodder production techniques, fodder seed production, and fodder processing for conservation (collection, drying, storage) and for quality enhancement (urea treatment). During the Refinement and Implement period, Yidgiri developed a flier for producer training on the following topics: fodder production techniques, fodder seed production, fodder processing for conservation (collection, drying, storage) and for quality enhancement urea treatment. The flier is an extension tool, developed in collaboration with the Regional Direction in Charge of Livestock and is based on existing materials from the Environmental Institute for Agricultural Research (INERA). The materials will be validated in FY21 with the participation of the Regional Directorate in Charge of Livestock. In FY21, Yidgiri will produce the flier and distribute it through unions for use as a teaching aid by Farmer Organization Extensionists in the training of small ruminant and cowpea POs.
Intervention 2.2.5 Increase the delivery of veterinarian services
Activity 2.2.5.1. Work with VETAGRI to develop a plan to expand the coverage of RSAPs in the Yidgiri ZOI VETAGRI is a private veterinary establishment led by Doctor Charles Dieudonné MANDE, a private veterinarian based in Kaya. The establishment has a veterinary clinic and provides technical services as well as veterinary, zootechnical and agricultural inputs and equipment supply. With the support of REGIS-AG VETAGRI created a local animal health network (RSAP). This network includes a veterinary clinic and a network of 35 Livestock Auxiliaries (including 15 trained and equipped by REGIS-AG). Between the auxiliaries and the veterinary clinic, there is a network of 5 veterinary care practices established or in the process of being established in the following communes of the Sanmatenga province: Barsalgho, Korsimoro, Boussouma, Pissila, Mané, Pibaoré and Ziga.
On August 12, a work session was held with the VETAGRI private veterinarian in the Yidgiri office in Kaya with the following objectives: i) to understand VETAGRI functioning and the priority actions for the extension of its network in the intervention area of Yidgiri in the Centre Nord region; and ii) to support VETAGRI in the development of its network expansion plan (RSAP) with the possible opening of new veterinary practices and the recruitment of livestock auxiliaries (AE) in the project the intervention area. To support VETAGRI in expanding its RSAP, Yidgiri has planned the following activities for FY21:
• Reinforce the technical capacities of RSAPs through the establishment of three veterinary care clinics linked to the VETAGRI network • Conduct refresher training for animal health auxiliaries (AE) • Identify and train 20 new animal health auxiliaries (AE) • Equip the 20 new animal health auxiliaries with basic veterinarian kit. A MoU is under development between Yidgiri and VETAGRI to formalize this collaboration. Sub-IR 2.3 Cross cutting objectives under inputs and services
Intervention 2.3.1. Increasing the use of climate-smart agriculture practices
Activity: 2.3.1.1 Engage Union leadership and finalize a plan for Union Field Agronomists to demonstrate ISFM techniques to producers with Yidgiri support
USAID Yidgiri | FY20 – Annual Report 17 | P a g e Demonstration plots are an extension tool that encourages producers to adopt good agricultural practices. The aim of these demonstrations is to strengthen the technical capacities of producers on production systems, to disseminate technologies and to compare yields of improved cowpea and fodder varieties. In FY20, a total of 84 demonstration plots were conducted in 11 communes and 56 villages in the Centre-Nord region.
The monitoring of all 84 demonstration plots was conducted on a biweekly basis from July to September by both Yidgiri staff (MEL Assistants, Cowpea Value Chain Lead, the Agro-pastoral Value Chains Specialists), the Regional Directorate in Charge of Agriculture and the Farmers’ Organization Extensionists This monitoring included the crop establishment, and fields operations (weeding, fertilizer application, pesticide treatments, farmers field days and harvesting).
Table 7: Distribution of the demonstration plots within communes
PROVINCE COMMUNE VILLAGE Number OF Demo plots
NAMENTANGA BOUROUM Logbilin 1
Damkarko 2 3
Logbilin 3
Toubayiri 1
TOTAL 8
NAGBINGOU Boalin 2 2
Rassamtenga 1
Bissiguin 1
Nagbingou 2 1
Kotoulgoum 1
Bougou 1
Kouini 1
TOTAL 8
DARGO Signoghin 1
Yarcin 1
Daporé 1
Poéssin 1
Sanga 1
Karbolé 1
Nabissonri 1
USAID Yidgiri | FY20 – Annual Report 18 | P a g e Louinoghin 1
TOTAL 8
BOULSA Ouidin 1
Kadiogo 1
Paspanga 1
Sect 6 1
Samadin 2
Natenga 1
Naroodin 1
TOTAL 8
TOUGOURI Tougouri 4
Tafgo 4
TOTAL 8
YALGO Gouengo 1
Nongfairé 1
Kario ouidi 1
Bagkienga 1
Kirisyiri 1
Boulmanga 2
Kossoghin 1
TOTAL 8
SANMATANGA KAYA Fanka 2
Tangasgo 1
Tansèga 1
Niangado 2
Iryastenga 2
TOTAL 8
PISSILA Pissila 1
Ouidlao 1
Tikato 1
USAID Yidgiri | FY20 – Annual Report 19 | P a g e Dawaka 1
Poulallé 1 Karka 1
Nongtenga 1
Solomnoré 1
TOTAL 8
DABLO Dablo 1
Bawene 2
Guelkoto 1 Kougpèla 3
Perko 1
TOTAL 8
BAM KONGOUNSI Kourpélé 4
Kongoussi 2
TOTAL 6
ROLLO Rollo 6 TOTAL 6
Total 11 56 84
Collaboration with key partners: The demonstration plots were implemented in partnership with the Ministry in Charge of Agriculture and AGRODIA.
Collaboration with AGRODIA: In July, Yidgiri staff organized a working session with AGRODIA to discuss the areas of collaboration for the establishment and monitoring of the demonstration plots. Moreover, AGRODIA agreed to provide inputs for the demonstration plots and to participate in Farmer Field Days to promote the use of proper fertilizer by cowpea producers. AGRODIA’S contribution of inputs (seeds, fertilizers, and pesticides) for the demonstration plots totaled 1,549,750 FCFA ($2,672). The inputs, which were delivered in 50 kg bags for fertilizer and 5 kg for seeds were repackaged in bags of 5 kg for fertilizer and 1 kg for seed.
Collaboration with the Regional Directorate in Charge of Agriculture: In the framework of the MOU signed with the Regional Directorate in Charge of Agriculture in the Centre-Nord region in July 2020, the directorate agreed to support: i) the monitoring of demonstration plots (various farm operations) by extension agents, ii) the organization of farmers’ field days, and iii) the cowpea yield evaluation on the demonstration plots.
USAID Yidgiri | FY20 – Annual Report 20 | P a g e Farmers’ organization extensionists (FOE) training: Prior to the establishment of the demonstration plots, a three-day training session was organized in July to build the capacity of 22 farmers’ organization extensionists (FOE) including 10 women. This equals to two (02) FOE per commune.
During this training, Yidgiri Value Chain Specialists prepared the FOEs for the establishment and monitoring of the demonstration plots for 2020 cropping season. The outcomes of this training were:
• FOEs mastered the criteria for selecting suitable demonstration plot sites and demonstrator farmers • The FOEs understood the necessary cropping operations • FOEs mastered the steps for conducting farmers field days and evaluations • The list of demonstrator farmers is available • FOEs received the inputs needed to implement the 84 demonstration plots
The choice of these FOEs was left to the discretion of the Provincial Unions. The main criteria were: i) FOEs must be residents of the targeted communes and available for the entirety of the life of project; ii) be accepted in the community and open to innovation; iii) accept to conduct several trips to the field to support demonstrator farmers.
Types of demo plots: The purpose of establishing and managing these demonstration plots was to demonstrate the agronomic and economic efficiency of Yidgiri-supported View of FOE training improved technologies to cowpea producers. Three (3) types of trial options were conducted.
Demonstration plots on cowpea cultivation using Integrated Soil Fertility Management (ISFM) following the contour bands: The use of different techniques of integrated soil fertility management (ISFM) for cowpeas and based on four (04) major components namely: i) the use of mineral fertilizers and the safe use of fertilizers and pesticides as applicable; ii) the use of organic matter; iii) the use of improved seed varieties; and iv) the use of techniques for adaptation to local conditions. ISFM techniques used in Burkina Faso include combining fertilizer with compost, micro-dosing, crop improvement, crop rotations with legumes, and contour bands cultivation in order to mitigate drought effects. This demonstration test was composed of two elemental plots of 500 square meters each, ploughed following the contours.
Demonstration plots on dual purpose cowpea production: Yidgiri recognizes that producers appreciate the multiple uses of cowpea, especially the fodder value and the increasing importance of crop residues as feed resources for small ruminants in the project intervention area (where expansion of agricultural land and intensification mean reduced availability of land for planted forage). A "dual purpose" cowpea variety with the potential to provide both good yields as well as quality fodder was tested. Specifically, fodder production of the variety KVX 745-11-P was compared to the variety KVX 442-3-25-SH (Komcallé). This demonstration test was composed by two elemental plots of 500 square meters each.
USAID Yidgiri | FY20 – Annual Report 21 | P a g e Demonstration plots on cowpea grain production: The objective of this demonstration plot was to show the response of two cowpea varieties to mineral fertilizer (NPK) application.2 Specifically, the performance of KVX 775-33- 2G (Tiligré) was compared to the variety KVX 442-3-25 for grain production. This demonstration test was composed by two elemental plots of 500 square meters each.
Farmer Field Days: Two set of Farmer Field Days (sometimes called guided tours) are to be conducted during the cropping season. The first set of Farmer Field Days took place during the cowpea vegetative stage in September 2020 as described below. In total for this first set, twelve (12) Farmer Field days (10 communal and 2 provincial) were organized where producers were trained on good practices in the production of improved cowpea varieties. These commune- and province-level Farmer Field Days reached 2,013 people, including 1,601 women. The second, set of farmer field days will take place during maturity period which falls in October 2020; Yidgiri will report on these farmer field days in the Q1FY21 report.
Commune-level Farmer Field Days (vegetative stage): In September, 10 farmers field days were organized in 10 communes when cowpeas were at the vegetative stage. The objectives of the commune-level farmer field days were to: i) train producers on good agricultural practices for cowpea production; ii) enable producers to see the relevance of new technologies by comparing them in-person, iii) encourage a change of attitude and behavior; display the clear results obtained in the field to a wide audience; and iv) promote the adoption of new technologies in order to mitigate the impacts of climate change. These Farmer Field Days gathered all the cowpea production actors at the commune level. A total of 1.276 producers (1,107 women and 169 men) were trained.
Demonstration plot in Niangado
2 Cowpea is often produced on soil with low clay and organic C content, with low nutrient availability. Cowpea is often responsive to applied manure and fertilizer. Cowpea is efficient in fixing atmospheric nitrogen to the soil but research results showed that cowpea was often responsive to 15 kg N ha-1 applied at planting.
USAID Yidgiri | FY20 – Annual Report 22 | P a g e Table 8: Participation in commune-level Farmer Field Days
Province Women Men Total Commune Villages Date Women Men Total (15-29 years) (15-29 years) (15-29 years) SANMATENGA Kaya Niangado Sep t 1 54 46 100 6 7 13 Pissila Pissila Sept 15 119 23 142 0 0 0
Sub-Total 173 69 242 6 7 13
NAMENTENGA Dargo Daporé Sept 3 151 5 156 52 0 52
Boulsa Bonam Sept 15 243 1 244 49 0 49
Bouroum Damkarko2 Sept 17 145 23 168 67 8 75
Nagbingou Bougou Sept 18 216 36 252 59 10 69
Tougouri Tougouri Sept 17 25 10 35 5 1 6
Yalgo Kossoghin Sept 16 9 8 17 3 2 5 Sub-Total 789 83 872 235 21 256
BAM Rollo Poessin Sept 3 95 3 98 32 3 35
Kongoussi Kongoussi Sept 22 50 14 64 30 7 37 Sub-Total 145 17 162 62 10 72
TOTAL 1,107 169 1,276 303 38 341
USAID Yidgiri | FY20 – Annual Report 23 | P a g e Province-level Farmer Field Days (vegetative stage): Two provincial Farmer Field Days were organized during the vegetative stage of cowpea cultivation from September 7- 28, gathering all the cowpea productions actors at the province level. The objectives of the provincial Farmer Feld Days were similar to the commune-level Farmer Field Days: allow the gathered cowpea production actors to view and evaluate the performance of the promoted technologies and to train the farmers on good cowpea production techniques. A total of 737 farmers (494 women and 243 men) were trained during these Farmer Field Days.
Table 9: Participation in province-level Farmer Field Days
Province Women Men Total Commune Village Date Women Men Total (15-29 (15-29 (15-29 years) years) years) Samenteng Kaya Niangado Sept 22 113 161 274 23 48 71 a Namenten Boulsa Daporé Sept 24 381 82 463 160 11 171 ga TOTAL 494 243 737 183 59 242
According to the Focal Point for the monitoring of the demonstration plots from the Regional Directorate of Agriculture of the Centre-Nord region, Mr. Diessana Arthur:
“The relevance of the demonstration tests is no longer to be demonstrated. They have enabled both extension agents and producers to observe the performance of varieties and the effects of integrated soil fertility management options on the productivity of cowpea cultivation. Producers will be able to choose varieties and technology packages for the coming season that are adapted to their specific situations. The demonstration tests on dual-use cowpea are an opportunity for agropastoral households to choose cowpea varieties that can ensure food and livestock feed security”.
In general, the Farmer Field Days went well. All the participants showed enthusiasm for this activity as a practical school for the extension of new technologies to improve the yields and quality of cowpea. The heads of commune-level unions expressed their appreciation for this activity. Information on the productivity/production of the demonstration plots, the economic analyses and the profitability of each demonstration plot will be evaluated in Q1FY21.
Visit to the demonstration plots in Niangado
USAID Yidgiri | FY20 – Annual Report 24 | P a g e IR 3 – Increased Local Consumption of Nutritious, Safe Foods
Sub-IR 3.1. Increase understanding of pathways to transforming market systems to increase local supply of nutritious foods
Intervention 3.1.1 Iterative Research: Market and Nutrition Pathways Assessment
Prior to designing and implementing market-oriented nutrition activities, it was critical for the Yidgiri team to understand the food environment and identify pathways that Yidgiri could pursue to increase local supply and consumption of nutritious, safe foods. As a result, the design and implementation of the Market and Nutrition (M&N) Pathway Assessment was the primary focus of IR3 during FY20.
The Yidgiri team, led by partner CARE, planned and prepared for implementation of the Market and Nutrition Pathways Assessment, including designing, submitting to USAID, and receiving approval on a detailed methodology, or terms of reference (TOR). Data collection for the Market and Nutrition Pathways Assessment began in September. The final report will be submitted to USAID in Q1FY21. Key findings will be integrated into the FY21 work plan.
The overall objective of the assessment is to articulate the most promising nutrition-sensitive impact pathways to achieve nutrition outcomes through market systems. More specifically, it will inform the approach to targeting participants for IR1 and IR2 interventions; the targeting process will prioritize opportunities for vulnerable households to fill nutrition gaps identified in local diets. Moreover, the assessment will also define indicators, outcomes and outputs that can be used to monitor progress and impact. The components of the study include a complete a desk review, collection of baseline information, market survey of rural and urban markets and market actors, and qualitative analysis (focus group discussions and key informant interviews.
Targeted participants in the Market Survey included market actors (e.g. food suppliers, PO leads), provincial Directorates, COGES health workers, women, youth and teenage girls. The study was also intended to inform the approach to targeting participants for IR1 and IR2 interventions. The results will also inform SBC's strategies for creating demand for locally produced nutritious foods. It is important to note that Yidgiri requested formal authorization to collect data in the coverage areas of the Ministry of Health. In addition, Yidgiri shared the Markets and Nutrition Pathways Assessment TOR and data collection tools with the following authorities for their review, feedback and validation: the Directorate of Nutrition, the Regional Directorate of Agriculture and Hydraulic Works, the Regional Directorate of Health of the Centre-Nord and the Regional Directorate of Women, National Solidarity and Humanitarian Action.
Given the security context, quantitative data collection (face-to-face) in secure zones was carried out by enumerators. In less secure zones and in markets that were affected by flooding and were this unreachable, data collection was carried out via telephone. Data collection was conducted considering the impacts of the Covid-19 pandemic. At the end of the reporting period, market survey and Focus Group Discussion (FGD) data collection was still ongoing.
Intervention 3.2.1 Increase local food production that can fill nutrient gaps
USAID Yidgiri | FY20 – Annual Report 25 | P a g e Activity 3.2.1.1. Nutrition-sensitive agricultural market development activities will be implemented through commercial actors under IR 1 and IR2 to ensure sustainability In September, the Nutrition and Gender Director and Nutrition and Gender Technical Assistant Specialists created modules for a foundational training session on nutrition to be conducted with Yidgiri staff members in Q1FY21. Training modules focus on nutrition-sensitive agriculture and nutrition sensitive markets. The first module focuses on the fundamental of understanding nutrition: nutrients, food groups, and nutritional diseases. The second module focuses on agricultural production and market systems that can provide foods with high nutritional value.
The objective of this training will be to strengthen the capacities of Yidgiri team members on key nutrition concepts, including an introduction to nutrition-sensitive agriculture and market systems. Specifically, this training will target the IR1 and IR2 technical teams, including the cross-cutting teams (gender, governance, MEL and communication). Additional trainings, based on need, will be conducted periodically to build the capacity of technical staff.
Intervention 3.3.3 Leverage Sahel Collaboration and Communication (SCC)
Yidgiri will draw on the expertise of Breakthough Action (BA) and Sahel Collaboration Communication (SCC) for the landscape analysis of existing and potential social platforms/networks for SBC activities. To this end, the team held several introductory meetings with these partners from May – September to establish relationships, understand project mandates, and become familiar with the type of mutual support each can offer to achieve shared goals.
Breakthrough Action (BA): Exchanges focused on potential support for the implementation of Yidgiri SBC activities. through this exchange, Yidgiri came to understand that BA only intervenes at the strategic level and does not provide operational-level support to implementers.
BA organized a training session from September 14-18 in Ouagadougou on the Community Action Cycle. The SBC Technical Assistant from Yidgiri participated. This training, conducted in collaboration with the Ministry of Health of Burkina Faso, was aimed at building the capacity in community outreach strategies (as Community Action Cycle) of the staff of the technical directorates of the Ministry of Health and the implementing partners of the RISE II initiative.
This session enabled Yidgiri's SBC technical assistant to gain knowledge that will be applied in the establishment of communication platforms on the promotion of nutritious foods and gender balance in the purchase and consumption of nutritious foods.
Breakthough Action recommended that Yidgiri start by identifying the team’s specific SBC capacity needs by conducting a self-assessment of the team’s current SBC skills. Based on this assessment, BA can define support actions. At the end of FY20, the diagnosis is still in progress. Results will be provided to BA in order to set up a monitoring and capacity building action plan.
Sahel Collaboration Communication (SCC): Discussion on collaboration with Sahel Collaboration Communication (SCC) were held during several meetings from June - August. These meetings were held either in person or virtually. SCC has requested that Yidgiri define its specific needs in terms of communication support, and confirmed its availability to provide support.
USAID Yidgiri | FY20 – Annual Report 26 | P a g e Meetings with SCC also exposed Yidgiri to a social media network of young people which is specialized in the animation of youth and adolescent clubs. Yidgiri was featured on this network’s radio program "Résilience Sahel" in Q4FY20.
USAID Yidgiri | FY20 – Annual Report 27 | P a g e Collaborative Activities with USAID Implementing Partners and Stakeholders
Yidgiri recognizes the importance of synergy, collaboration and coordination among RISE II implementing partners, private sector actors, and government stakeholders. Several meetings were organized in Kaya and Ouagadougou. Yidgiri has met with four (4) RISE II partners - ViMPlus, TerresEauVie, Sahel Collaboration Communication (SCC) and Breakthrough Action as well as private sector actors and government stakeholders. These meetings, which were held either face-to-face or virtually, aimed to present the Yidgiri project and to identify areas for collaboration.
VimPlus (ACDI/VOCA): The meeting on May 15, 2020 between VimPlus and Yigdiri managers took place in the offices of VimPlus in Ouagadougou and resulted in the identification of the following joint areas of programmatic synergy:
• Youth entrepreneurship - support innovative startup projects through small grants. • Joint installation and management of demonstration plots for demonstrating the efficiency of inputs to farmers. ACDI VOCA will provide inputs and CNFA will provide a technical package. • Governance capacity building for farmer-based organizations – Harmonization of governance tools for training commonly supported beneficiaries. • Common use of GRAD’s M-FARM platform – ACDI VOCA is interested in the platform for a fertilizer e-voucher implementation. The technical teams of the respective programs met on June 11, 2020 at VimPlus’s office in Kaya and developed a detailed activity plan for the upcoming 6 months. The M&E team members of Yidgiri and VimPlus met in the last week of June to develop a joint M&E plan, including commonly shared indicator targets, PIRS, indicator data supporting documents to better track the performance of joint activities and the quality of related indicator data.
The nutrition team of the Yidgiri project participated in the restitution of several studies to Kaya, including the Cost of the Diet, the Wash Market, the Needs of Youth, Health and SBC in order to learn lessons for the conduct of Market & nutrition Pathway.
TerreEauVie (Winrock): As a result of a workshop held between TerrEauVie and Yidgiri managers in the office of TerrEauVie in Ouagadougou, the following joint areas of programmatic synergy were identified:
• Joint support to livestock market committees (COGES) and mayors on the management of potable water stations in marketplaces – Winrock will focus on communes and CNFA on COGES. • Common use of GRAD’s M-FARM platform – Winrock is interested in the platform for weather information. Breakthrough Action: The Yidigiri nutrition team met with the Breakthrough Action team on June 29, 2020 in their Ouagadougou office. The discussions were focused on supporting Yidgiri’s Social and Behavior Change (SBC) activities for increased consumption of local nutritious and safe food by target population.
Sahel Collaboration Communication (SCC): A virtual meeting was held between the nutrition team and SCC Burkina, Niger and the US on June 30, 2020. From the discussions, it appeared that the role of SCC is to
USAID Yidgiri | FY20 – Annual Report 28 | P a g e support RISE II partners to better understand their interventions through visibility and capitalization actions. Thus, SCC suggests that Yidgiri define its specific communication needs in order to benefit from effective support.
New Path: Continued discussions during the quarter between Yidgiri, GRAD and NewPath on possible areas of collaboration resulted in an agreement to synchronize our M-FARM platform with NewPath’s affordable mobile phones (AMPs). This will disseminate technological packages (weather information, MIS, agricultural extension information, etc.) to our target farmers and value chain actors as a business decision making tool. In addition, the partnership provides two business opportunities for Yidgiri beneficiaries: 1) Management of their solar powered kiosks for internet connectivity and, 2) sales of AMPs in the three regions by potential youth/women entrepreneurs trained by USAID Yidgiri. The Yidgiri team will support the development of business plans and commercial contracts to secure these business deals between NewPath and our beneficiaries.
Yidgiri and NewPath are part of key activities that contribute to achieving the DO2 of the USAID’s RISE II. Based on consultations between the two activities and USAID during the “refine and implement period”, clear areas of synergy have been identified for increased efficiency of program implementation. These areas of collaboration include 1) synchronization of NewPath’s AMPs with Yidgiri promoted cloud – based M-FARM platform, 2) sales and management of AMP’s smartphones by youth through Yidgiri provincial unions, 3) management of AMP’s solar powered kiosks by youth through target provincial unions.
As a result of these collaborations, two young members of targeted unions in the Kaya and surrounding villages (Centre–Nord Region) were jointly selected (using pre-defined selection criteria) and trained by Yidgiri and NewPath teams on the maintenance and marketing of solar powered kiosks and AMPs and have started selling the AMPs and internet connection services in late September as a full-time business (new job creation).
USADF: USADF strengthens market connections and improves incomes for value chain actors through seed and investment capital. They focus on capacity building for value chain actors and focus on empowering women as a key priority. Following several consultations with the USADF/Burkina Faso team (meeting with Country Representative and staff in Ouagadougou), the following areas of collaboration were identified:
• Joint funding for value chain actors – USADF will provide seed and investment capital and Yidgiri will support the development of innovative business plans and start-up projects for value chain actors and youth /women. • Joint support to farmers’ unions – Yidgiri will provide capacity building for the provincial-level unions to deliver sustainable and quality services (access to finance, business linkages, technical capacity building) to their members. USADF will specifically target Yidgiri beneficiaries’ unions for disbursement of seed and working capital on behalf of their member organizations • Joint monitoring of funds disbursed – USADF and Yidgiri teams will conduct joint field performance monitoring and impact evaluation trips. Generale Microfinance: Generale Microfinance is a microfinance institution that has adapted their financial products (match between loan and crop/livestock cycles) to the needs of agriculture value chain and
USAID Yidgiri | FY20 – Annual Report 29 | P a g e smallholder farmers. As a result of consultations with Generale Microfinance management during the quarter (meeting with CEO and staff in Ouagadougou), the following areas of collaboration were identified:
• Facilitation of access to loan - Yidgiri and Generale Microfinance will support the participatory development of solid business plans and loan applications for Yidgiri’s beneficiaries. Generale Microfinance will pay particular attention to loan applications originating from Yidgiri’s beneficiaries given their understanding of the capacity building assistance these applicants are receiving. • Facilitation of youth/women’ access to loans – Generale Microfinance has a customized product to support youth and women’ projects. CNFA will steer innovative youth and women projects towards Generale Microfinance • Possible reduction of interest rate – considering that Yidgiri will connect well trained potential borrowers to Generale Microfinance’s funding, they are willing to revise their interest rate downward (current interest rate for a 0 to 6 month loan is 10% and 15% for a loan over 6 months), Yeleen Sahelia Solar & Insurance products: Sahelia solar has developed solar powered rural electrification for households, small and medium scale processing enterprises and insurance (drought) products and services. To attract these business opportunities for Yidgiri beneficiaries operating in the three regions of intervention, the management team initiated several skype calls during the quarter with the Sahelia Solar and Insurance team members and agreed on the following:
• Power solar – for Yidgiri’s supported innovative youth / women projects, nutritious processing and other community-based business operations. • Insurance products – Yidgiri is in consultation with Sahelia Solar for their drought and flood insurance on a pilot basis. Government Nutrition Stakeholders: The Yidigiri nutrition team had meetings with key government partners in this component during June, July and August; in this case, the decentralized structures of the Ministry of Health to establish the institutional anchoring of project interventions. These include the Technical Secretariat for Nutrition, the Directorate of Nutrition and the Regional Directorates of Health for the Est, Sahel and Centre-Nord. In addition to these first-rate decentralized structures, the Regional Directorate of Agriculture and Hydraulic Works and the Regional Directorate of Women, National Solidarity and Humanitarian Action are also involved. The objectives of these various meetings were to present the project with a focus on the nutrition component and to inform these partners of the upcoming nutrition-market survey in order to collect their recommendations and request their support for the smooth conduct of these studies.
The meetings with the state structures allowed the establishment of technical focal points for monitoring the nutrition activities of the project at the level of each of the above-mentioned state services in July 2020.
Formal partnership protocols were developed during the period from July to September 2020 to support collaboration with these state structures. The various heads of the designated directorates amended and validated the said protocols, which will be signed after the installation of the new Regional Health Directors of the Sahel, Est and Centre-Nord Regions.
USAID Yidgiri | FY20 – Annual Report 30 | P a g e Meetings were held with the District Medical Officers (DMOs) of the health districts of Kaya, Kongoussi and Boulsa in July 2020. They were pleased with the implementation of the project in their health areas, the results of which will help improve nutrition indicators.
Nutrition clusters and ANJE-prevention sub-group: Yidigiri's nutrition team joined the nutrition cluster and the ANJE-Prevention sub-group in May 2020 in order to be regularly informed of nutrition news. Thus, it participates regularly in the periodic meetings of these two platforms.
The Nutrition Cluster is the federating unit for nutrition interventions created with the advent of COVID-19. Led by the Directorate of Nutrition, it brings together almost all the NGOs working in the nutrition sector in Burkina Faso. It is therefore a fruitful platform for exchange and learning about good/new practices in nutrition.
The meetings, which take place virtually, regularly bring together about forty participants with a common link to nutrition in all its forms.
The Nutrition Cluster is divided into several sub-groups, in particular: PCIMA, ANJE/Prevention, Wash and Nutrition and the Information Systems Support subgroup. Depending on the specificity of its interventions, each partner is invited to join a subgroup. Thus, the Yidgiri nutrition team joined the ANJE/Prevention sub-group.
Project Reporting and Public Communication
USAID Yidgiri project reporting and communication team focused on the following:
• Two quarterly (2FY20 and Q3FY20) reported submitted to and approved by USAID • Two success stories included in Annex 4. o Success Story Issue N0.1 – Demonstration plots o Success Story Issue N0.2 – USAID Yidgiri-Newpath • Preparation of the annual work plan for FY21 • Drafting joint work plans with ViMPlus and TEV
USAID Yidgiri | FY20 – Annual Report 31 | P a g e PART III: PROJECT MANAGEMENT Project management activities focused on ensuring adequate project staffing, meaningful reporting, effective communication, and adequate planning and monitoring. This part of the report presents USAID Yidgiri’s activities carried out in these areas during the reporting period (FY20). Activities reported in this section correspond to those planned in the refinement period work plan.
Staffing, Administration and Finance
Staff count: Yidgiri recruited 43 staff, which includes the consortium lead CNFA as well as consortium members: CARE, GRAD and A2N. Staff are distributed over four (04) project offices as presented in the following table. The project staff operated from four (4) offices: the overall project coordination located in Ouagadougou, 3 Regional offices Boulsa, Kaya and Kongoussi.
Table 10: USAID Yidgiri’s employees and their geographic distribution Number of staff Project offices Technical Admin & Finance Total In Burkina Faso: • Ouagadougou 4 8 12 • Kaya 18 4 21 • Kongoussi 5 0 5 • Boulsa 4 0 4 Total 31 12 43
COVID-19 prevention: The USAID Yidgiri Activity began in a challenging national context marked by two crises: the global COVID – 19 pandemic and increased insecurity in our target intervention areas. Most of the national orders issued by public officials to limit the spread of the virus on March 21, 2020 remained in place during this reporting period. These include but are not limited to: (i) a curfew from 7 p.m. to 5 a.m. (ii) the closure of land, rail and air border crossings (Ouagadougou and Bobo-Dioulasso), (iii) the closure of markets, churches, mosques, schools and universities, and (v) the prohibition of large gatherings.
To meet the objectives of the Refine and Implement period while ensuring the safety of our staff and beneficiaries, the COP initiated a review of key program activities and issued health and safety measures (during travel and activity implementation cycles) to allow staff to travel to the field when necessary. A variety of measures were instituted in response to the realities of COVID-19.
• Assessed ability to teleworking to create the optimal conditions for this approach; institute staff teleworking during the peak of the pandemic; • Developed mitigation efforts to assessing risks to staff physical and financial well-being: o Granted paid time off for symptomatic employees, employees who must care for family members who are diagnosed with COVID-19, and/or employees with diagnosed cases of COVID-19 o Used standing sick leave, extended sick leave, vacation time, paid time off. • Encouraged staff to equip themselves with the magnetic card (specific or visa/master card) for banking operations • Continued to maintain key information about staff (updated list, contact persons, location,)
USAID Yidgiri | FY20 – Annual Report 32 | P a g e • Continued to maintain/reinforce hygiene measures in the office (regular disinfection, hand washing devices, hydro alcoholic solution, awareness raising, etc.) • Prepared stockpiles of PPE and sanitary supplies (hydro alcoholic gel, paper towels, toilet paper, soap, detergent powder, bleach, hand-washing device, garbage cans, gloves, garbage bags, etc.) in regional offices • Prepared for shortages, transportation and communication delays. • Maintained and enforced current regulations in respect of the missions and internal / external meetings (number of participants, means of communication, hygiene measures, destination of the missions, etc.) • Developed of health protocols to be observed by staff and other participants in our activities to mitigate contamination of COVID–19; • Established of staff WhatsApp groups to facilitate communication between staff members and disseminate COVID-19 preventive measures; • Installed of handwashing stations at the entrance of the offices in Ouagadougou and Kaya; • Adopted usage of DocuSign for signatures to reduce in person contact and promote social distancing.
Staff Mobility: The project operated with 3 vehicles and 2 motorcycles, all in good condition, distributed as follows.
Table 11: Number and status of REGIS-AG vehicles and motorcycles at the end of FY2020
Number Type Make Condition Ouaga Kaya Total Toyota Land All in good cruiser (02) condition Vehicle 1 2 3 Toyota Pick-up (01) Yamaha YBR All in good Motor 0 2 2 125 E condition
Total 1 4 5
Administration and Finance; In FY20, Yidgiri set up electronic payment systems. This included: i) configuring the payment system via OMNI in the main office of Ouagadougou; ii) payment requests continuing to be made via DocuSign with relevant supporting vouchers as per COST POINT requirements instead of in-person requests; iii) updating banking information for all partners and service providers. In addition, the project began sending cash transfers via Orange money for partner’s payment during field activities. The Senior Grant & Procurement Officer and Office Manager visited the Boulsa, Kaya and Kongoussi offices to identify and negotiate contracts with service providers such as hotel and restaurant managers. The project signed Professional Services Agreement with various hotels (Hôtel des Héritiers Kaya, Hôtel Pacific Kaya, Auberge du 11 décembre Kaya, Auberge du 11 décembre Fada N’Gourma).
USAID Yidgiri | FY20 – Annual Report 33 | P a g e The Director of Finance and Administration led a meeting in Burkina Faso (Ouagadougou) to review CNFA and USAID regulations and ensure that administrative processes and forms such as contracts and requests, are well understood by the staff including sub-grantees staff.
Annex 3 presents the FY20 financial table.
Management Activities
During the reporting period, the COP provided the overall leadership of the project management. However, for each of the project components, specific staff members were formally assigned the leadership responsibility for the day-to-day management of activities under a component.
Other key management activities carried out during FY 20 are the following:
• Weekly project planning/review meetings were held with staff; • weekly Teams or Zoom-based meetings were held with CNFA backstopping team in Washington DC. (In addition to routine day-to-day multiple email exchanges on issues related to YIDGIRI); • Multiple face-to-face meetings held between the COP, the DCOP and the Directors to develop a common understanding of various strategic orientations and discuss activity implementation. • Multiple DCOP meetings were held with the Directors and staff in field offices during which they discussed how activities were being implemented and challenges encountered, as well as strategic orientation to integrate in the interventions. • Three (3) coordination meetings were held with the project consortium partners to discuss project performance status and implementation challenges. • Multiple e-mail and biweekly exchanges between the COP and the AOR occurred. These exchanges are highly appreciated by the project team because they continue to provide critical guidance and orientation that significantly improves project performance. SECURITY
Security Assessments: The assessments covered the overall security situation in the communes of intervention of Yidgiri as well as the security in the regional office of Kaya and sub-offices of Kongoussi and Boulsa. The recommendations were compiled in a security and safety action plan to ensure all the requirements are met and the staff are aware and adhere to them. Furthermore, specific safety and security assessments were made on the literacy centers in the communes of Centre-Nord Region including those in Boulsa, Kaya and Kongoussi provinces.
Safety and Security Management Plan: A safety and security management plan was completed in September to consider specific matters the management team and the staff should comply with as an NGO operating in a volatile/insecure environment. The plan includes the responsibilities of each employee in the safety and security, the general course of actions when at the offices and moving in the field for activities, the specific courses of actions in case of incident.
USAID Yidgiri | FY20 – Annual Report 34 | P a g e Security Trainings: The staff was trained in September on three safety and security awareness matters:
• General security: how to behave at the office, in the street, at home, including the reaction to an assault, • Field security: how the staff should prepare field activities and how to behave with local communities, partners, security forces, etc. The respect of the core principles of neutrality, impartiality and independence is a key in enhancing the field security. • Advanced security: Due to their administrative responsibilities, the Regional Representative (Market Systems Development Director) and the office manager in Kaya have received an advanced training on security assessment, field security, etc.
Physical security and safety: The security at the offices in Ouagadougou, Kaya, Boulsa and Kongoussi was reinforced with the following (some are ongoing).
• Access control system (electronic access and security check) to ensure the visitors have access to the office only when basic security measures are met. • Cameras were installed in the yard at specific areas to help monitoring the perimeter by guards(screen monitor at the gate) and by 3 key senior staff (remote monitoring); • The perimeter of the offices is demarcated by fences (walls) topped with concertina barbed wire; • Safety devices were installed in the offices of Ouagadougou, Kaya, Kongoussi and Boulsa to prevent/mitigate safety risks. The devices include first aid kits, fire extinguishers, smoke detectors, safety evacuation plans, must points, etc.
Field Security: Activities include the monitoring of the security situation in the field on a regular basis to help deploying additional measures/readjust procedures should a new threat emerges.
For the monitoring of teams in the field, we are in process of purchasing GPS trackers that will be linked to a control room when installed on the vehicles. The options to be deployed are the live monitoring of the movements, the panic button that can be activated to send an alarm to the control room and other safety-related (speed limit alert, geofencing, etc.).
Yidgiri has requested, a waiver on the vehicles’ marking because of the security situation in the operating areas from USAID. Yidgiri also submitted a waiver for the marking of field activities in selected geographic areas where the risk of being targeted is assessed as high.
USAID Yidgiri | FY20 – Annual Report 35 | P a g e PART IV: PROJECT PERFORMANCE 4.1. Overview of YIDGIRI MEL System
A Monitoring, Evaluation and Learning (MEL) system is intended to meet three types of objectives:
• Operational objectives: when answering the question of how program or project managers can track and improve implementation of activities. • Strategic objectives: when addressing the issue of whether the project is achieving its goals; hence the use of output/result, outcome indicators or progress markers, impacts, etc. • Learning objectives: drawing from and sharing of lessons learned from the program or project.
Under Yidgiri, the focus of the MEL system is primarily on the operational and strategic objectives and on the supervision and management functions. However, in support to the project communication efforts and activities under the RISE II program, Yidgiri MEL efforts are devoted to the learning functions as well, especially the documentation and sharing of success stories. The system is designed to ensure the efficient tracking of the activity implementation process and to facilitate critical discussions to allow for informed decision making towards project objectives and implementation.
To this end, the specific objectives of Yidgiri MEL system are therefore threefold:
• To organize in a systematic way the collection of data, analysis and reporting procedures allowing for the prompt dissemination of reliable project information on its performance results based on the list of approved indicators; • To assess and document progress towards the project’s outputs and outcomes as stated in the logical framework and annual work plans to allow sound management decisions;
• To document and share the project’s success stories and best practices within the project and externally within the RISE II and non-RISE community.In general, Yidgiri's MEL system is built on the elements described in the AMELP. Data collection focuses on field trips to either monitor and collect data or assess the quality of data already collected. Data are collected either by project managers during the implementation of activities or through surveys.
4.2. Activities carried out in FY20
Development of AMELP
The USAID Yidgiri AMELP is a management tool to be used by the technical team to help plan and manage the successful implementation of activity interventions and to measure results at the output and outcome levels. The AMELP describes detailed processes for ongoing monitoring and evaluation (M&E) of interventions and performance, guidelines and instruments for data collection, management, and analysis, and use of information to inform decision making and evidence-based reporting. The Activity Monitoring,
USAID Yidgiri | FY20 – Annual Report 36 | P a g e Evaluation and Learning Plan (AMELP)3 was submitted initially to USAID on May 15. USAID provided feedback and updates were incorporated on an iterative basis. The final version for USAID review and approval was submitted on September 11. Formal approval of the AMELP with baseline values is expected in October.
Conduct performance indicator baseline survey
The aim of this study is to carry out a household survey of a representative population to confirm the baseline indicators defined by Yidgiri. In FY20, Yidgiri i) prepared a TOR for the baseline survey, which was approved by USAID, ii) prepared a questionnaire which was approved by USAID, ii) trained enumerators, and iv) began data collection.
As defined in the TOR, a composite approach is used combine quantitative and qualitative methods as well as using probabilistic sampling. Questionnaires include topics such as socio-demographic information on households to establish their typology, Household income; WEAI modules; Specific questions to women of childbearing age; Specific questions to the youth; module on dietary preferences and habits, module on access to market; module on milk production.
A total of 100 enumerators were trained on: the questionnaire administration technique, including conflict sensitivity, and how to use Kobo Collect data collection tool on which the questionnaires were digitized. The updated AMELP with baseline values will be submitted to USAID in October.
Performance monitoring
Development of MEL tools: The MEL team, in collaboration with the technical team, developed data collection tools for reporting project performance indicators. Based on the PIRS for each indicator, these tools were developed for routine data collection by Community Relays (ReComs) and the technical teams. Three MEL assistants were trained on the data collection tools.
Building an online database: The MEL team built an online database for data hosting by KoboTools an electronic platform that allows data to be collected by telephone or by on-site data entry. In terms of operations, the technical staff implementing project activities collected data on their mobile phones using data collection forms. The completed forms were then transferred to the MEL Coordinators in the relevant region; forms were verified and entered into the database (with the support of data entry providers as needed). The database will enable the MEL team to analyze the data stored in KoboTools by exporting them to the Tola data platform for the calculation and aggregation of performance indicators.
3 The AMELP includes the activity theory of change, performance and context monitoring plan, and approach to Collaborating, Learning, and Adapting (CLA). The final indicators, annual and life of activity performance targets, Performance Indicator Reference Sheets (PIRS), and Context Indicator Reference Sheets (CIRS) are included as annexes.
USAID Yidgiri | FY20 – Annual Report 37 | P a g e Updating database with REGIS-AG POs, buyers, traders and processors: The MEL team updated the database of producer organizations, buyers and traders, and processors inherited from REGIS-AG in each value chain. To date, 500 POs as well as 100 buyers and processors have been entered. Further information on the details of these actors are being added as it becomes available.
Status of achievement of performance indicators at the end of FY20: Although Yidgiri’s AMELP includes a list of 23 indicators used to measure and report project progress and impact, FY20 results were only achieved for 7 of these indicators. All 7 are designated as either Feed the Future (FtF) indicators (5) or custom indicators (2) developed especially for the Yidgiri project. Project performance on these indicators is presented in Annex 2 with justifications and observations.
Conduct Insecurity and COVID-19 pandemic survey
Yidgiri conducted surveys to capture possible impacts of the COVID-19 pandemic and insecurity on the dynamics of the target markets and value chains. The survey was carried out in 4 communes in the project intervention zone (Kaya, Pissila in the Sanmatenga province, Boulsa and Dargo in the Namentenga province) among 302 members of 7 clusters of REGIS AG and 17 traders including 7 buyers and 10 collectors. The full report was shared with USAID in July. Key findings included:
• For 72% of the respondents, this study revealed several elements of negative impacts on the activities of producers and market actors. • Inputs for cowpea production have increased significantly. The study shows a 22% increase in the price of cowpea seed, a 5% increase in the price of NPK tripe 15 and 3% for NPK 14 23 14. • For the small ruminant value chain, the study shows a significant increase in the sale of fodder bales with a 32% increase in price, followed by grain bran (18%), while the price of animals is down 23%. • The Poultry value chain experienced difficulties in the supply of inputs for poultry feed during the period including high feed prices (43%), non-availability of feed (35%), scarcity of transport (22%), and especially the decline in poultry prices.
USAID Yidgiri | FY20 – Annual Report 38 | P a g e ANNEXES
USAID Yidgiri | FY20 – Annual Report 1 | P a g e
Annex 1: Comprehensive property inventory list Description Qa Category Manufacturer's Serial Vou Yid Purc Local US Usage Resid Location (office location) Cond N unt Number cher giri- hase Curr Dollar durati ual ition N ID Date ency Cost on vale Cost (at (Year) (Fcfa (at purcha ) purc se) hase) 1 GPS MAP 64S 1 GPS MAP 64S 3BP 132311 112 15/02/ 0 $ YIDGIRI kAYA Office Good 45 2015 - 2 GPS MAP 64S 1 GPS MAP 64S 3BP 132309 112 15/02/ 0 $ YIDGIRI kAYA Office Good 46 2015 - 3 GPS MAP 64S 1 GPS MAP 64S 3BP 130845 112 15/02/ 0 $ YIDGIRI kAYA Office Good 47 2015 - 4 Digital Camera 1 Digital Camera PC220/FCCID AZD224 111 15/02/ - - 0 YIDGIRI Ouaga office Fair 82 2015 5 Scanner HP scanjet 1 Scanner/Printer CN4ABD706T 111 15/02/ - - YIDGIRI / Ouaga Office Fair Enterprise Flow 7000s2 96 2015 6 HP Printer 1 HP Printer HP Laserjet 1102 15/02/ $ YIDGIRI kAYA Office BASSOLE Good 2015 - Dominique 7 CANON Printer 1 CANON Printer CANON i-Sensys 112 04/09/ 1 375 $ 2 2,58 867 YIDGIRI kAYA Office DIESSONGO and Good LBP60310 83 2017 000 541,59 560 KABORE Emmanuel 8 HP PC Unit 1 Computer TRF4470VTD 112 15/02/ 0 YIDGIRI Office Ouaga / Ex Resp. Good 43 2015 Administrative & Financière (Beatrice) 9 Laptop Dell Latitude E 1 Laptop 6WM8Q12 110 09/03/ 517 $ 5,25 129 YIDGIRI Office / Dori Reg. Manager Good 64440 01 2015 500 900,00 375 1 Laptop IBM / Lenovo 1 Laptop 20AQ005QUS 110 11/04/ 503 $ 5,00 143 YIDGIRI Ouaga Office/Deputy Chief of Good 0 Thinkpad 03 2015 125 875,00 750 Party 1 Laptop IBM / Lenovo 1 Laptop PC 031CLR15/01 110 11/04/ 503 $ 5,00 143 YIDGIRI Ouaga Office / Agri input and Good 1 Thinkpad 04 2015 125 875,00 750 Services Specialist 1 Executive Office Desk 1 Desk - Wooden N/A 110 24/04/ 400 $ 4,92 YIDGIRI Ouaga / DCOP Good 2 Executive Desk 07 2015 000 683,76 1 Laptop Lenovo T450 1 Laptop PC050NMQ 110 15/06/ 495 $ 4,75 159 YIDGIRI / Ouaga Office (SNV Zone) Fair 3 67 2015 000 900,00 107 1 Laptop Lenovo T450 1 Laptop PC053SJ6 110 15/06/ 495 $ 4,75 159 YIDGIRI /Ouaga Office (Ex Zoma Justin Good 4 68 2015 000 900,00 107 VSF) 1 Laptop Lenovo T450 1 Laptop PC053SHC 110 15/06/ 495 $ 4,75 159 YIDGIRI / Kaya Office (Ex Guiro Good 5 70 2015 000 900,00 107 Souleymane) 1 Laptop Lenovo T450 1 Laptop PC053SJ8 110 15/06/ 495 $ 4,75 159 YIDGIRI / YIDGIRI Office (Ex Sawadogo Good 6 71 2015 000 900,00 107 SNV) 1 Laptop Lenovo T450 1 Laptop PC051YHT 110 15/06/ 495 $ 4,75 159 YIDGIRI / Ouaga Office (Ex Brigitte Good 7 77 2015 000 900,00 107 SNV) 1 Laptop Lenovo T450 1 Laptop PC051YHU 110 15/06/ 495 $ 4,75 159 YIDGIRI / Dori Office (Gender Good 8 81 2015 000 900,00 107 Specialiste Josephine) 1 HP PC Unit 1 Desktop Computer TRF4470VTD 110 10/08/ 515 $ 4,58 177 YIDGIRI Office Ouaga / Ex Good 9 60 2015 000 905,10 798 Administrative Assistante 2 HP PC Unit 1 Desktop Computer TRF44470VLD 110 10/08/ 515 $ 4,58 177 YIDGIRI Office Ouaga / Ex Accountant Good 0 63 2015 000 905,10 798 Assistant 2 HP PC Unit 1 Desktop Computer TRF4440VSY 110 10/08/ 515 $ 4,67 171 YIDGIRI Kaya / Caroline Good 1 66 2015 000 905,10 667
USAID Yidgiri | FY20 – Annual Report 2 | P a g e 2 Toyota Land Cruiser 1 Vehicle JTEEB71J007028111 111 26/08/ 21 $ 36 4,58 11 YIDGIRI / Kaya Office Good 2 97 2015 370 844,83 575 000 417 2 Toyota Land Cruiser 1 Vehicle JTEEB71J607028100 111 26/08/ 21 $ 36 4,58 11 YIDGIRI / Ouaga Office Good 3 99 2015 370 844,83 575 000 417 2 Color Printer 1 Color Printer Laserjet Pro 200 Color 110 04/09/ 320 $ 4,58 110 YIDGIRI Ouaga / Francine Good 4 MFP 276 51 2015 000 557,49 476 2 Color Printer 1 Color Printer Laserjet Pro 200 Color 111 04/09/ 320 $ 4,58 110 YIDGIRI Kaya / Eric Good 5 MFP 276 78 2015 000 551,72 476 2 NEC/HDMI Video 1 Video Projector NEC/NP VE 110 12/04/ 481 $ 5,00 137 Yidgiri Kaya office Good 6 Projector 281X/4Y00645EF 06 2015 250 875,00 500 2 Copieur & Printer 1 Scanner/Printer E353MB20071 112 21/06/ 1 990 $ 3 3,75 923 YIDGIRI / Ouaga Office Fair 7 RICOH MP2501L 06 2016 000 479,02 929 2 Copieur & Printer 1 Scanner/Printer E353M920106 112 21/06/ 1 990 $ 3 3,75 923 YIDGIRI / Ouaga Office Fair 8 RICOH MP2501L 08 2016 000 479,02 929 2 Generator - Dori 1 Generator J3315010992 112 31/08/ 7 706 $ 13 3,58 4 944 YIDGIRI / Kaya Office Good 9 26 2016 200 558,42 812 3 Toyota Hilux Double 1 Vehicle AHTFK8CD500321228 112 25/04/ 17 $ 29 2,92 12 YIDGIRI / Ouaga Office Good 0 Cabine / Pick up 50 2017 387 028,08 316 820 373 3 Motorcycle YBR125 E 1 Motorbike LBPKE1292G0168118 112 08/05/ 1 190 $ 1 2,92 842 YIDGIRI Kaya Office Good 1 51 2017 000 986,64 917 3 Motorcycle YBR125 E 1 Motorbike LBPKE1293G0168113 112 08/05/ 1 190 $ 1 2,92 842 YIDGIRI Kaya Office Good 2 52 2017 000 986,64 917 3 Safe(secure Lock Box) 1 Safe (secure lock box) Safe 100 Kg 112 18/06/ 435 $ 2,75 264 YIDGIRI / Ouaga Office Ex - Good 3 53 2017 000 755,21 107 TIENDREBEOGO Antoinette 3 Copier CANON 1 CANON IR 2520 CANON IR 2520 R- 04/09/ 1 375 $ 2 2,58 867 YIDGIRI kAYA Office Good 4 (Chargeur + socle + (Chargeur + socle + (Chargeur + socle + 112 2017 000 395,47 560 toner) toner) toner) 83 3 Laptop HP PROBOOK 1 Laptop 5CD7150YNB 112 04/09/ 400 $ 2,58 252 YIDGIRI / Ouaga Office Ex -SANFO Good 5 450 G4 71 2017 000 739,37 381 Abroulaye 3 Laptop HP PROBOOK 1 Laptop 5CD7150YSX 112 04/09/ 400 $ 2,58 252 YIDGIRI / Ouaga Office Ex - LOMPO Good 6 450 G4 72 2017 000 739,37 381 Sibiri Clément 3 Laptop HP PROBOOK 1 Laptop 5CD7150YNB 112 04/09/ 400 $ 2,58 252 YIDGIRI / Ouaga Ex -DIESSONGO Good 7 450 G4 73 2017 000 739,37 381 Nayaba 3 Laptop HP PROBOOK 1 Laptop 5CD7150Z07 112 04/09/ 400 $ 2,58 252 YIDGIRI / Ouaga Ex -SORE Josias Good 8 450 G4 74 2017 000 739,37 381 3 Laptop HP PROBOOK 1 Laptop 5CD7150Z5Y 112 04/09/ 400 $ 2,58 252 YIDGIRI / Ouaga Ex - OUEDRAOGO Good 9 450 G4 75 2017 000 739,37 381 Dieudonné 4 Laptop HP PROBOOK 1 Laptop 5CD7150ZCR 112 04/09/ 400 $ 2,58 252 YIDGIRI / Ouaga Ex -BANGRE Béatrice Good 0 450 G4 76 2017 000 739,37 381 4 Laptop HP PROBOOK 1 Laptop 5CD7150ZJ5 112 04/09/ 400 $ 2,58 252 YIDGIRI /Ouaga Office Ex- Good 1 450 G4 77 2017 000 739,37 381 SAMADOULOUGOU Zénabou 4 Laptop HP PROBOOK 1 Laptop 5CD7150ZCN 112 04/09/ 400 $ 2,58 252 YIDGIRI /Ouaga Ex- MILLOGO Nicole Good 2 450 G4 78 2017 000 739,37 381 4 HP Color LaserJet PRO 1 Printer HP Color LaserJet PRO 112 04/09/ 325 $ 2,58 205 YIDGIRI / Ouaga - NEZIEN Francine Good 3 Printer M477FNW M477FNW 81 2017 000 600,74 060 4 HP LaserJet PRO Pritner 1 Printer HP LaserJet PRO 112 04/09/ 325 $ 2,58 205 YIDGIRI / Ouaga Office Ex - Good 4 M127FN M127FN 82 2017 000 600,74 060 TIENDREBEOGO Antoinette 4 SONY Video Projector - 1 Video Projector SONY VPL-DX220 112 04/09/ 300 $ 2,58 189 YIDGIRI Ouaga office Good 5 VPL-DX220 79 2017 000 554,53 286 4 30 KVA Generator 1 Generator J3316014971 112 22/06/ 8 146 $ 14 1,75 6 720 YIDGIRI / Kaya Office Good 6 2X 2018 250 865,44 656 USAID Yidgiri | FY20 – Annual Report 3 | P a g e 4 Laptop HP 15-CC123 CL 1 Laptop 5CD8061C40 106 10/08/ 484 $ 1,67 369 YIDGIRI office / Ouaga Good 7 84 2018 415 872,82 078 4 Regulateur de Tension 40 1 Regulator 40 Amperes 380 Volts 41 113 29/05/ 900 $ 1 246 YIDGIRI / Ouaga Office New 8 Amperes 380 volts 423 00 2020 000 503,68 5,08 429 4 Fauteuil Directeur 1 Chair n/a 43 113 03/07/ 375 $ 111 YIDGIRI / COP Office New 9 Médical 824 01 2020 000 649,05 4,92 607 5 Salon Rembouré (5 Places 1 Salon visiteurs n/a 43 113 03/07/ 850 $ 1 252 YIDGIRI / COP Office New 0 + Table Centrale) 824 02 2020 000 471,17 4,92 976 5 Bureau Directeur 1 Desk n/a 43 113 03/07/ 650 $ 1 193 YIDGIRI / COP Office New 1 824 03 2020 000 125,02 4,92 452 5 Fauteuil directeur Medical 1 Chair n/a 43 113 03/07/ 375 $ 111 YIDGIRI / Sr DFA Office New 2 824 04 2020 000 649,05 4,92 607 5 Air Conditionner for 1 AC 1,5 CV 44 113 24/07/ 355 $ 105 YIDGIRI/ Server Room New 3 Server 202 05 2020 000 615,63 4,92 655 5 Ouaga Office 1 Partition n/a 48 113 17/09/ 1 664 $ 3 495 YIDGIRI / Ouaga Office New 4 Partitionning 288 06 2020 931 061,76 4,92 515 5 Laptop LENOVO 1 Laptop PC1GR23M 48 113 18/09/ 928 $ 1 298 YIDGIRI Ouaga / Edouard New 5 ThinkPad X390 313 07 2020 456 707,40 4,75 432 5 Laptop LENOVO 1 Laptop PC1GQYMA 48 113 18/09/ 928 $ 1 298 YIDGIRI Ouaga / Yonaba A2N New 6 ThinkPad X390 313 08 2020 456 707,40 4,75 432 5 Laptop LENOVO 1 Laptop PC1GQY6P 48 113 18/09/ 928 $ 1 298 YIDGIRI Ouga / Justin New 7 ThinkPad X390 313 09 2020 456 707,40 4,75 432 5 Laptop LENOVO 1 Laptop PC1GR26K 48 113 18/09/ 928 $ 1 298 YIDGIRI Ouaga / Isabelle New 8 ThinkPad X390 313 10 2020 456 707,40 4,75 432 5 Laptop LENOVO 1 Laptop PC1HDLX7 48 113 18/09/ 928 $ 1 298 YIDGIRI Ouaga / Sahadou New 9 ThinkPad X390 313 11 2020 456 707,40 4,75 432 6 Laptop LENOVO 1 Laptop PC1HDLXC 48 113 18/09/ 928 $ 1 298 YIDGIRI Ouaga / Joanny New 0 ThinkPad X390 313 12 2020 456 707,40 4,75 432 6 Laptop LENOVO 1 Laptop PC1GR24A 48 113 18/09/ 928 $ 1 298 YIDGIRI Bousa / Adama GRAD New 1 ThinkPad X390 313 13 2020 456 707,40 4,75 432 6 Laptop LENOVO 1 Laptop PC1GQYMD 48 113 18/09/ 928 $ 1 298 YIDGIRI / Kongoussi Coulibaly GRAD New 2 ThinkPad X390 313 14 2020 456 707,40 4,75 432
6 Laptop LENOVO 1 Laptop PC1GQYMR 48 113 18/09/ 928 $ 1 298 YIDGIRI kAYA / Emmanuel GRAG New 3 ThinkPad X390 313 15 2020 456 707,40 4,75 432 6 Laptop LENOVO 1 Laptop PC1GQZKJ 48 113 18/09/ 928 $ 1 298 YIDGIRI kAYA / DIESSONGO New 4 ThinkPad X390 313 16 2020 456 707,40 4,75 432 6 Laptop LENOVO 1 Laptop PC1GQZYL 48 113 18/09/ 928 $ 1 298 YIDGIRI kAYA /Josephine New 5 ThinkPad X390 313 17 2020 456 707,40 4,75 432 6 Laptop LENOVO 1 Laptop PC1GR04E 48 113 18/09/ 928 $ 1 298 YIDGIRI kAYA / Eric New 6 ThinkPad X390 313 18 2020 456 707,40 4,75 432 6 Laptop LENOVO 1 Laptop PC1GR04G 48 113 18/09/ 928 $ 1 298 YIDGIRI Kongoussi / Souleymane New 7 ThinkPad X390 313 19 2020 456 707,40 4,75 432 6 Laptop LENOVO 1 Laptop PC1GR12F 48 113 18/09/ 928 $ 1 298 YIDGIRI kAYA / ZEBA D. CARE New 8 ThinkPad X390 313 20 2020 456 707,40 4,75 432 6 Laptop LENOVO 1 Laptop PC1GR26H 48 113 18/09/ 928 $ 1 298 YIDGIRI kAYA / SANOU Zakaria A2N New 9 ThinkPad X390 313 21 2020 456 707,40 4,75 432
7 Laptop LENOVO 1 Laptop PC1HB7YA 48 113 18/09/ 928 $ 1 298 YIDGIRI kAYA / SORE Josias CNFA New 0 ThinkPad X390 313 22 2020 456 707,40 4,75 432 7 Laptop LENOVO 1 Laptop PC1HB7YJ 48 113 18/09/ 928 $ 1 298 YIDGIRI Ouaga / Lompo New 1 ThinkPad X390 313 23 2020 456 707,40 4,75 432 7 Laptop LENOVO 1 Laptop PC1HB7YK 48 113 18/09/ 928 $ 1 298 YIDGIRI kAYA / Apolinaire GRAD New 2 ThinkPad X390 313 24 2020 456 707,40 4,75 432 USAID Yidgiri | FY20 – Annual Report 4 | P a g e 7 Laptop LENOVO 1 Laptop PC1HDLWZ 48 113 18/09/ 928 $ 1 298 YIDGIRI kAYA / Jean Luc CNFA New 3 ThinkPad X390 313 25 2020 456 707,40 4,75 432 7 Laptop LENOVO 1 Laptop PC1HB7YG 48 113 18/09/ 928 $ 1 298 YIDGIRI kAYA / Dominique CNFA New 4 ThinkPad X390 313 26 2020 456 707,40 4,75 432 7 Laptop LENOVO 1 Laptop PC1GR016 48 113 18/09/ 928 $ 1 298 YIDGIRI kAYA / Sermé CNFA New 5 ThinkPad X390 313 27 2020 456 707,40 4,75 432 7 Laptop LENOVO 1 Laptop PC053SJ6 48 113 18/09/ 928 $ 1 298 YIDGIRI kAYA / TENGUERI A2N New 6 ThinkPad X390 313 28 2020 456 707,40 4,75 432 7 Laptop LENOVO 1 Laptop PC1HDLXN 48 113 18/09/ 928 $ 1 298 YIDGIRI Ouaga /COP New 7 ThinkPad X390 313 29 2020 456 707,40 4,75 432
Annex 2: Table of indicator targets and results4 Indicator Indicator Disaggregation Unit Feb 2020 – Achievement Rate of # Sept 2020 achievement Target 1 EG.3.2-26 Value of annual sales of farms and firms receiving 6 USG assistance* (province, type of product or service, type of US$ 275, 500 277,326 101% 5 producer/firm, sex, age) Type of Product or Service Agricultural commodities: sold Cowpea US$ 140, 000 137,941 99% Poultry 80, 000 82,101 103% Small ruminants 55, 000 57,284 104% Type of producers Smallholders US$ 275, 500 277, 326 101% Non smallholder US$ 0 0 0% Type of Enterprises Microenterprises US$ 275, 500 277, 326 101% Microenterprises employed <10 people US$ 0 0 0% in the previous 12 months small enterprises employed 10-49 US$ 0 0 0% people in the previous 12 months in the previous 12 months medium enterprises employed 50-249 US$ 0 0 0% individuals in the previous 12 months
4 This annex includes actual results for indicators which the project made progress towards during the fiscal year. The indicators omitted from the table all have targets and actuals of 0 for the reporting period, and will be included in future reports. 5 The target for this indicator was met during the reporting period. Please note that in the DIS reporting system, the target was entered as 0 and the actual was entered as $68,456. 6 1 USD= 580 XOF
USAID Yidgiri | FY20 – Annual Report 5 | P a g e large enterprises and corporations US$ 0 0 0% employed >250 individuals in the previous 12 months Sex Male US$ 0 0 0% Female US$ 0 0 0% Mixed US$ 275, 500 277, 326 101% Age 15-29 US$ 0 0 0% 30+ US$ 275, 500 277, 326 101% Mixed US$ 0 0 101% Provinces Sanmatenga US$ 155, 000 159, 228 103% Gnagna US$ 20, 000 20, 405 102% Namentenga US$ 100,000 97, 692 98% 2 EG.3-2 Number of individuals participating in USG food Number 2,850 2,911 102% security programs Sex Female Number 2, 300 2, 329 101%
Male Number 550 582 106%
Age 30+ Number 2,000 2,100 106% 15-29 Number 850 801 94% Categories of individuals Plots demonstrators (Producers) Number 80 82 103% Smallholders Number 2, 770 2, 829 102% 3 Number of full time equivalent jobs supported (full-time, part-time, and 2 2 100% seasonal) (Custom) Type of job Full time Number 2 2 100%
Part time Number 0 0 0%
Seasonal Number 0 0 0%
Value chain Cowpea Number 2 2 100%
Small Ruminants Number 0 0 0% Poultry Number 0 0 0% Sex Female Number 0 0 0% Male Number 2 2 100% Age 15-29 Number 2 2 100% 30+ Number 0 0 0% Provinces Sanmatenga (Kaya Commune) Number 2 2 100% 4 Number of individuals who have received USG-supported, 2, 850 2, 911 102% short-term agricultural-sector productivity or food security training (region, value chain) Sex Female Number 2, 300 2, 329 101% Male Number 550 582 106% Categories of individuals Plots demonstrators Number 80 82 103% Smallholders Number 2, 770 2, 829 102% Region Centre nord Number 2, 850 2, 911 102% USAID Yidgiri | FY20 – Annual Report 6 | P a g e Value Chain Cowpea Number 2, 850 2, 911 102% Poultry Number 0 0 0% Small ruminants Number 0 0 0% 5 EG.3.2-27 Value of agriculture-related financing accessed as a US$ 10,0007 10, 004 100% result of USG assistance* (type of financing accessed, type of debt, size of recipient, sex, age, province) Type of financing Debt US$ 10, 000 10, 004 100% Non-Debt US$ 0 0 0%
Type of Debt Cash US$ 10, 000 10, 004 100%
In-kind US$ 0 0 0 Size of recipient Microenterprises employed <10 people US$ 10, 000 10, 004 100% in the previous 12 months
small enterprises employed 10-49 US$ 0 0 0%
people in the previous 12 months in the
previous 12 months
medium enterprises employed 50-249 US$ 0 0 0%
individuals in the previous 12 months
large enterprises and corporations US$ 0 0 0% employed >250 individuals in the previous 12 months Sex Female US$ 0 0 0% Male US$ 0 0 0% Mixed US$ 10, 000 10, 004 100% Age 15-29 US$ 0 0 0% 30+ US$ 0 0 0% Mixed US$ 10, 000 10, 004 100% Provinces Sanmatenga US$ 0 0 0% Namentenga US$ 6000 6,281 105% Gnagna US$ 4000 3,722 93% 6 EG.3.2-7 Number of technologies, practices, and approaches Number 8 8 100% under various phases of research, development, and uptake as a result of USG assistance* (category of research, phase of development)Research &Development Production Systems Research Number 8 8 100% category:
7 The MEL and technical team set an internal target of 10,000 for this indicator which was fully met during the reporting period. Please note that in the DIS reporting system, the target was entered as 0 and the actual was entered as 0.
USAID Yidgiri | FY20 – Annual Report 7 | P a g e Phase III of development Made available for uptake as a result of Number 8 8 100% USG assistance
Type of technologies, cowpea variety 1: KVX 745-11-P Number 1 1 100% Approaches and practices cowpea variety 2 KVX 442-3-25-SH Number 1 1 100% cowpea variety 3: KVX 775-33-2G Number 1 1 100% soil fertility management techniques: Number 1 1 100% contour bands mineral fertilizer 1: DAP Number 1 1 100% mineral fertilizer 2: NPK Number 1 1 100% organic fertilizer Number 1 1 100% Demonstration plot approach: field Number 1 1 100% guided visit EG 3.2-25 Number of hectares under improved management 8.4 7 practices or technologies with USG assistance* (type of Hectares 8 105% hectare, sex, age, management practice or technology type) Management practice or Crop genetics, Hectares 4 4 100% technology type Cultural practices Hectares 4 4.4 110% Type of technologies and cowpea variety 1: KVX 745-11-P Hectares 1 1.05 105% practices cowpea variety 2 KVX 442-3-25-SH Hectares 1 1.05 105% cowpea variety 3: KVX 775-33-2G Hectares 6 6.3 105% soil fertility management techniques: Hectares 8 8.4 105% contour bands mineral fertilizer 1: DAP Hectares 4 4.2 105% mineral fertilizer 2: NPK Hectares 4 4.2 105% organic fertilizer Hectares 4 4.2 105% Demonstration plot approach: field Hectares 8 8.4 105% guided visit Crop land Cowpea Hectares 8 8.4 105% Sex Female Hectares 4 4.4 110% Male Hectares 4 4 100% Age 15-29 Hectares 1 1 100% 30+ Hectares 7 7.4 106% Province Sanmatenga Hectares 2 2.4 120% Namentenga Hectares 5 4.8 96% Bam Hectares 1 1.2 120%
USAID Yidgiri | FY20 – Annual Report 8 | P a g e Annex 3: FY20 Financial Table
FY 20 Quarter 4 Total FY20 Year to Remaining Description 02/17/2020 7/1/2020 to Budget Date Budget to 6/30/2020 9/30/2020
Personnel 4,158,043 284,845 322,584 607,430 3,550,613
Fringe Benefits 1,631,496 58,404 48,452 106,856 1,524,639 Travel, Per Diem and Ground Transportation 963,494 2,776 23,464 26,241 937,254
Equipment 174,032 - 616 616 173,417
Supplies 258,750 4,312 50,535 54,847 203,903
Contractual 4,842,778 21,834 72,328 94,162 4,748,616
Other Direct Costs 1,929,102 51,012 45,757 96,769 1,832,334
Total Direct Costs 13,957,695 423,184 563,737 986,920 12,970,775
Indirect Costs 3,507,197 151,796 189,069 340,865 3,166,332
Crisis Modifier 2,000,000 - - - 2,000,000
Total Costs 19,464,892 574,979 752,806 1,327,785 18,137,107
USAID Yidgiri | FY20 – Annual Report 9 | P a g e Annex 4: Success story Success Story Issue N0.1: Demonstration plot: A public-private partnership for the development of the cowpea value chain
The USAID Yidgiri project, in partnership with the Ministry of Agriculture and Hydro-agricultural Developments and the Association of Wholesalers and Retailers of Agricultural Inputs of Burkina Faso (AGRODIA) has implemented 84 cowpea demonstration plots during the 2020-2021 crop year in the Centre-Nord region of Burkina Faso. The aim of these demonstrations is to strengthen the technical capacities of producers on production systems, to disseminate technologies and to compare the yields of improved cowpea and fodder varieties. Three types of demonstrations were conducted: 1) fodder production of the variety KVX 745-11- P compared to the variety KVX 442-3-25-SH (Komcallé), 2) KVX 775-33- 2G (Tiligré) compared to the variety KVX 442-3-25 for grain production and 3) Integrated Soil Fertility
Management (ISFM). Raising phase Guided tour of a plot of land Twelve guided visits (including 10 communal and 2 provincial) were organized during the month of September 2020 to train producers on good practices in the production of improved cowpea varieties and reached 2,013 people, including 1,601 women. These visits were opportunities for exchange of experiences and capacity building of producers to seek solutions to their problems by themselves. Saidou OUEDRAOGO, producer of the simplified cooperative Bénéwendé in Fanka, located 7km from Kaya, will not say otherwise, he who appreciates the initiative developed for their benefit. "I find that the trial plots are so useful, because they allow me to strengthen my knowledge of new varieties and techniques and will allow me, after experience, to be a model for my peers to learn from. "He says. The focal point for monitoring the demonstration tests at the Regional Directorate of Agriculture of the Centre- Nord Region Arthur DIESSANA agrees.
According to him "the relevance of Guided field visit on a demonstration plot demonstration tests is no longer demonstrated. They have enabled both extension agents and producers to assess the performance of varieties and the effects of integrated soil fertility management options on the productivity of Niébé. Producers will be able to choose varieties and technology packages for the coming season that are adapted to their specific situations. The demonstration tests on dual-purpose cowpea are an opportunity for agropastoralist households to choose cowpea varieties that can be used for food and feed".
USAID Yidgiri | FY20 – Annual Report 10 | P a g e Success Story Issue N0.2 USAID Yidgiri - NewPath: Establishing effective partnerships for introducing ICTs in producer unions and promoting youth employment
Yidgiri and NewPath are among the key activities contributing to achieving DO2 in USAID's RISE II program. As a result of consultations between the two activities and USAID over the past four months, clear areas of synergy have been identified for more effective program implementation. Areas of collaboration have been identified and include the synchronization of NewPath's Affordable Mobile Phones (AMPs) with Yidgiri's cloud-based M-FARM platform, the sale and management of NewPath's AMPs by youth from Yidgiri-supported provincial producers' unions, and the management of NewPath's solar kiosks by these youth. The objective of this collaboration is to increase the incomes of value chain actors (including youth) through innovative communication tools at affordable prices. Training of union youth on mobile kiosk management: As a result of these collaborations, two young members of target unions in the Kaya and surrounding villages (Centre – Nord Region) were jointly selected (using pre-defined selection criteria) and trained by Yidgiri and NewPath teams on the maintenance and marketing of solar powered kiosks and AMPs and have started selling the AMPs and internet connection services in late September as a full-time business (new job creation). As a result of this partnership, the two projects expect to provide access to improved agricultural technologies (extension advice, weather information, etc.) to beneficiary farmers, agro-dealers and other stakeholders by synchronizing the Yidgiri M-FARM platform with telephones promoted by NewPath as an agricultural and commercial decision-making tool. In addition, this partnership will enable the creation of jobs and income through the sale and management of NewPath's MPAs for young people in the member communities of the farmers' unions targeted (men and women) by Yidgiri. Finally, for the wider target regions/communities these activities will strengthen communication/commercial links between Training of young people from the unions on the stakeholders within and beyond the target areas. management of the mobile kiosk The Unions thanked USAID Yidgiri for this initiative, which they believe creates jobs and allows the introduction of new technologies in their localities. Despite the enormous difficulties in the world of entrepreneurship, Lassané KANAZOE, President of the Union, said that the initiative was a success.
USAID Yidgiri | FY20 – Annual Report 11 | P a g e Annex 5: Annual Environmental Mitigation and Monitoring Report ENVIRONMENTAL MITIGATION AND MONITORING REPORT (EMMR) Project/Activity Data Project/Activity Name: USAID Yidgiri Geographic Location(s) (Country/Region): Burkina Faso Implementation Start/End Dates: February 17, 2020 / February 16, 2025 Contract/Award Number: 72068519CA00005 Implementing Partner(s): CNFA, GRAD, A2N, CARE International Tracking ID: TBD Tracking ID/link of Related IEE: Burkina Faso Markets and Nutrition S-IEE https://ecd.usaid.gov/document.php?doc_id=52523 Tracking ID/link of Other, Related Analyses: Sahel RISE II PAD PIEE.0712.2018 https://ecd.usaid.gov/document.php?doc_id=51010 FFP FY18 RFA IEE https://ecd.usaid.gov/document.php?doc_id=50497 FFP FY18 RFA IEE https://ecd.usaid.gov/document.php?doc_id=50497 2018 REGIS-ER/RISE Amendment (29 January 2018) https://ecd.usaid.gov/document.php?doc_id=50615 2017 Burkina Faso ASTER https://ecd.usaid.gov/document.php?doc_id=50407 Global Health Supply Chain –Procurement and Supply Management https://ecd.usaid.gov/document.php?doc id=50325 Sahel Collaboration & Communication CLA Activity - Amendment 1 https://ecd.usaid.gov/repository/pdf/51786. pdf Water Security and Resilience (SIEE) https://ecd.usaid.gov/document. php Organizational/Administrative Data Implementing Operating Unit(s): USAID Burkina Faso (e.g. Mission or Bureau or Office) Lead BEO Bureau: Bureau for Africa / Bureau for Food Security (BFS) Prepared by: CNFA Date Prepared: Aug 2020 Submitted by: CNFA Date Submitted: TBD Environmental Compliance Review Data Analysis Type: EMMR Additional Analyses/Reporting Required:
USAID Yidgiri | FY20 – Annual Report 12 | P a g e Purpose Environmental Mitigation and Monitoring Report (EMMRs) are required for USAID-funded projects when the 22CFR216 documentation governing the project impose conditions on at least one project/activity component. EMMRs ensure that the ADS 204 requirements for reporting on environmental compliance are met. EMMRs are used to report on the status of mitigation and monitoring efforts in accordance with IEE requirements over the preceding project implementation period. They are typically provided annually, but the frequency will be stipulated in the IEE or award document.
Generally, EMMRs are developed by the IP (and updated at least annually) in conjunction with the Annual Report. Responsibility for ensuring IPs submit appropriate EMMRs rest with USAID CORs/AORs. These reports are an important tool in adaptive management and are used by Mission, Regional, and Bureau Environmental officers to ensure USAID interventions are implemented in compliance with 22 CFR 216 and mitigation measures are adequate. Scope The following EMMR documents the status of each required mitigation measure as stipulated in the associated EMMP. It provides a succinct update on progress regarding the implementation and monitoring of mitigation measures implemented as detailed in the EMMP. It summarizes field monitoring, issues encountered, actions taken to resolve identified issues, outstanding issues, and lessons learned.
This EMMR includes the following:
1. A succinct narrative description of the EMMP implementation and monitoring system, any updates to the system, any staff or beneficiary trainings conducted on environmental compliance, lessons learned, and other environmental compliance reporting details. 2. EMMR table summarizing the status of mitigation measures, any outstanding issues relating to required conditions, and general remarks. 3. Attachments such as photos of mitigation measures and activities, waste disposal logs, water quality data, etc.
USAID REVIEW OF EMMR Approval: Kathy Younker, AOR Date
Clearance: Abdourahmane Ndiaye, Mission Environmental Officer Date
DISTRIBUTION: Burkina Faso AOR, MEO
USAID Yidgiri | FY20 – Annual Report 13 | P a g e Activity Summary
The goal of the five-year United States Agency for International Development (USAID) Yidgiri Activity is to strengthen food market systems, sustainably increase household incomes, and improve the nutritional status of women and children in the Centre-Nord, Sahel, and Est regions of Burkina Faso. Officially launched on February 17, 2020, USAID Yidgiri is implemented by Cultivating New Frontiers in Agriculture (CNFA) and consortium partners Association Nodde Nooto (A2N), Groupe de Recherche et d’Action pour le Developpment (GRAD), and CARE. Yidgiri, which means “growth” in the Moore language, reflects the activity’s goal to increase household incomes and improve their nutrition.
Focusing on the cowpea, small ruminants and poultry value chains, interventions will address barriers and constraints to progress across the broader food market system, while also integrating strategies to promote consumption of nutritious, safe foods. USAID Yidgiri aims to strengthen the resilience and improve the inclusivity of food market systems by building individual and institutional capacities among agricultural actors in Burkina Faso. To achieve this goal, Yidgiri will implement interventions across the following mutually reinforcing intermediate results (IR) areas:
IR1: Enhanced performance of commodity market systems; IR 2: Increased utilization of quality inputs and services; IR 3: Increased local consumption of nutritious, safe foods.
As a key part of the second phase of USAID’s Regional Resilience in the Sahel Enhanced (RISE) Initiative, Yidgiri activity implementation directly contributes to achieving RISE II’s Objective 2 - Increase and sustain economic well-being. It also contributes to meeting Objectives 1, 3, 4 and 5 - enhancing social and ecological risk management systems, improved nutritional outcomes, enhancing governance of institutions and organizations and enhancing the social, economic, and political agency of women and youth, respectively.
USAID Yidgiri will empower private and public market actors to effect sustainable, systemic change, increasing sales and incomes of 85,000 farmers and agribusinesses by at least $75 million over five years. With a significant emphasis on women and youth (ages 15-29) in 49 communes in the three regions, the activity will improve productivity of cowpea and other crops, small ruminants, and poultry value chains by at least 50 percent and increase the organizational and technical capacity of at least 650 producer organizations and agribusinesses, strengthening their profitability and resilience. These market actors will adopt risk management plans, increasing their credit worthiness and ability to advocate for needed services in their communes. Strengthening relationships across the market system through business-to-business (B2B) events, Yidigiri will leverage at least $3.3 million in new financing and credit. As a result of Yidgiri interventions that will strengthen 12 market management committees, small ruminant and poultry producers will access markets with improved governance, disaster preparedness, and adherence to biosecurity and food safety standards. In addition, Yidgiri will strengthen 23 market actors to implement demand-driven strategies to improve sales of affordable, nutritious, safe foods in local markets, increasing the prevalence of women consuming a diet of minimum diversity by 20 percent. Together these activities will achieve transformative outcomes at the household, market, and community levels. ENVIRONMENTAL COMPLIANCE MONITORING AND REPORTING This EMMR tracks the EMMP’s risk mitigation measures for success and for resolving any continuing issues that are not being sufficiently mitigated.
LESSONS LEARNED NA
USAID Yidgiri | FY20 – Annual Report 14 | P a g e EMMR TABLE FOR USAID YIDGIRI IN BURKINA FASO February 17, 2020 – September 30, 2020
Activity/Sub-Activity Mitigation Measure(s) Summary Field Monitoring/Issues/Resolution Outstanding Issues, (i.e. monitoring dates, observations, issues identified and proposed resolutions resolved) Activity 1: Intervention 1.1.2 Commodity fairs Select two of the seven Put in place adequate During the research and pre-selection process, COVID-19 REGIS-AG-supported preventive measures preventive measures were taken when gatherings of people livestock markets to (social distancing, masks, were held (such as the June 11-12 meeting with provincial level continue supporting in handwashing stations, unions and the study on COVID-19 impacts conducted during the Sahel and Est sanitizers, etc.) to avoid the the summer). To comply with Yidgiri’s COVID-19 preventive Regions spread of COVID-19 measures, the participants were invited to maintain a social distance. Yidgiri encouraged handwashing including soap, sanitizers, as well as masks. The work session started with reminder of preventive measures. If fair is located in urban NA environment, must provide for sanitary evacuation of waste; if fair is located in rural area, must verify sanitary measures for disposal of waste off-site.
Training the Livestock Market Management Committee (LMMC) Members on good management practices, including the need to: 1) improve hygiene and sanitation conditions at the marketplaces, and; 2) provide options for waste disposal.
Activity 2: Intervention 1.3.2 Strengthen capacity of unions to provide services for producer organizations; Organize meetings with Same as 1.1.2 (Covid) To comply with Yidgiri’s COVID-19 preventive measures, the private and public participants were invited to maintain a social distance. Yidgiri
USAID Yidgiri | FY20 – Annual Report 15 | P a g e sector service providers encouraged handwashing including soap, sanitizers, as well as and sign MOU masks. The work session started with reminder of preventive measures. In addition to that, Yidgiri opened 4 rooms during the organization of the workshop work while limiting the number of people per room to 10.
Activity 3: Intervention 1.4.1 Functional literacy; Same as 1.1.2 (Covid) NA
Activity 4: Intervention 1.4.2 Scaling and sustainability for functional literacy Same as 1.1.2 (Covid) NA
Activity 5: Intervention 1.4.3 Conduct research to demonstrate link between literacy education and market success Share research findings Same as 1.1.2 (Covid) NA with stakeholders at a workshop, and validate Yidgiri plans for functional literacy trainings
Activity 6: Intervention 1.4.4 Entrepreneurship Marketplaces in targeted value chains Planning commences Train farmers on proper NA for Entrepreneurship use of agricultural tools Marketplaces: and machinery (as Introduction and use applicable) of agricultural the multi-crop thresher, solar-powered poultry incubators and cowpea fodder presses (threshers/winnowers) Activity 7: Intervention 1.4.5 Grants All funds (grants, loans, NA finance, vouchers) recipients and partners must address the risks and implement risk-reduction measures noted herein, in
USAID Yidgiri | FY20 – Annual Report 16 | P a g e the RISE II PERSUAP and FFP Fumigation PEA—as relevant—and report on risk reduction progress to Yidgiri. Activity 8: Intervention 1.5.1 Strengthen the capacity of FSPs to finance the targeted value chains Identify and engage Same as 1.1.2 (Covid) To comply with Yidgiri’s COVID-19 preventive measures, the FSPs interested in participants were invited to maintain a social distance. Yidgiri participating in B2B Same as for 1.4.5 (funds encouraged handwashing including soap, sanitizers, as well as events, capacity recipients) masks. building trainings, and designing loan services for SMEs and POs in targeted value chains. Begin to outline Same as for 1.4.5 (funds NA strategies to develop recipients) unmet financial services for value chain actors (e.g. union-based warrantage, collective marketing of inputs and materials, day-old chick production, and agro- processing equipment) Activity 9: Intervention 1.5.2 Strengthen the capacity of FSPs to finance warrantage services Engage FSPs in Same as 1.1.2 (Covid) Relevant activities were conducted remotely where possible. If discussion to Same as for 1.4.5 (funds not, Yidgiri encouraged individual meetings rather than group strengthen their recipients) meetings to discuss with each MFIs on the financing and third warrantage loan party holding of stocks. Yidgiri’s COVID-19 preventive products with the measures have been encouraged. inclusion of third-party operators. Design capacity Same as for 1.4.5 (funds NA building training for recipients) Cowpea Producer Unions to provide fee- based third-party collateral management Warehouse selection Ensure that Yidgiri USAID Yidgiri advised the POs for the use of stores that had supported grain storage been identified and met the standards for warrantage of FY20.
USAID Yidgiri | FY20 – Annual Report 17 | P a g e warehouses have sufficient The storage warehouses have sufficient ventilation. Yidgiri also ventilation and light both of encouraged the producers to use PICS Bags. which reduce pests and losses Activity 10: Intervention 1.5.3 Strengthen the capacity of FSPs to develop value chain finance services Same as for 1.4.5 (funds recipients) Activity 11: Intervention 2.1.2 Facilitate collective procurement of agro-inputs and cowpea seed Validate the Agri-input See inputs risks mitigation NA mechanism outlined below in the Yidgiri proposal with the Unions, AGRODIA, and MFIs Train members of the See inputs risks mitigation NA Unions, AGRODIA below and MFIs on the Agri- input mechanism validated Support seed and Collaborate with GoBF to NA seedlings implement procurement, use or recommendations from both, including seed sub-sector policy plan training, developed under REGIS- demonstrations, AG supply, provision of vouchers, support seed multiplication, and establishment of nurseries. Support fertilizer Promote the use of natural For the demonstration plots, both inorganic (mineral fertilizers) inputs (organic and and green manures as well and organic (compost) sources of nutrient combined with inorganic, green as use of household improved cowpea variety and soil and water conservation manure) procurement wastes, with or without techniques (contour band) have been used to ensure or use that includes composting on sustainable cowpea production training, demonstration sites The monitoring of all 84 demonstration plots was done on a demonstrations, biweekly basis from July to September by both Yidgiri staff Promote use of Integrated (MEL Assistants, Cowpea Value Chain Lead, the Agro-pastoral Soil Fertility Management Value Chains Specialists), the Regional Directorate in Charge (ISFM) – the use of both of Agriculture and the Farmers’ Organization Extensionists This organic and inorganic monitoring included the crop establishment, and fields
USAID Yidgiri | FY20 – Annual Report 18 | P a g e sources of nutrients rather operations (weeding, fertilizer application, pesticide treatments, than either alone farmers field days and harvesting). Support pesticide Follow mitigation measures For the demonstration plots, Titan 25 EC, a systemic insecticide input retailers and use in the RISE II PERSUAP for cowpea insect pests’ control has been used by all the of pesticides on demonstrators. RISE II PERSUAD mitigation measures have demonstration trials been rigorously followed including the rate, the application equipment and techniques and the protection. The farmers’ organization extensionists have been trained on the proper use of pesticides and the demonstrator farmers were trained as well
Activity 12: Intervention 2.1.3 Improve storage of cowpea for food and seed. Establish a task force Training on benefits of NA of donor-funded using PICS. implementers to coordinate donor A proper sack disposal support to Perdue system must be put in Improved Crop place eventually. Storage (PICS) bags and limit subsidization Implementation of Fumigation PEA best practices, as needed Aflatoxin Train farmers and NA contamination of warehouse workers on stored grains ways to reduce aflatoxin contamination Activity 13: Intervention 2.2.1 Improve the enabling environment in the animal health service sector Engage the National Same as 1.1.2 (Covid) To comply with Yidgiri’s COVID-19 preventive measures, the Order of Veterinarians participants were invited to maintain a social distance. Yidgiri (ONV) to discuss encouraged handwashing including soap, sanitizers, as well as initial reform priorities masks. The work session started with reminder of preventive to improve the measures. business environment Activity 14: Intervention 2.2.2 Improve breeds for poultry Continue support to Same as 1.1.2 (Covid) To comply with Yidgiri’s COVID-19 preventive measures, the youth who beneficiaries were invited to maintain a social distance. Yidgiri participated in the See poultry input risks encouraged handwashing including soap, sanitizers, as well as REGIS-AG guinea below masks. The discussion started with reminder of preventive fowl pilot (IR 1.1.1) measures.
USAID Yidgiri | FY20 – Annual Report 19 | P a g e Continue support to existing POs and Business Clusters formed under REGIS- AG
Include strategy for egg incubators for youth entrepreneurs in planning of the Entrepreneurship Marketplaces Poultry feed Avoid sole use of man- management, made and introduced Demonstration plots on dual purpose cowpea have been promotion of feeds; use local natural established Yidgiri recognizes that producers appreciate the balanced poultry diet, fodders and forages multiple uses of cowpea, especially the fodder value and the improved feed, and increasing importance of crop residues as feed resources for introduction of new On demo farms and in small ruminants in the project intervention area. See description fodder species flyers, promote use dual above in Activity 11: Intervention 2.1.2 Facilitate collective purpose cowpea varieties, procurement of agro-inputs and cowpea seed forage and fodder production
Support 200 youth Include NA entrepreneurs environmental risk and investing in mitigation in training and guineafowl technical assistance. businesses Refer to 2018 REGIS PERSUAP for poultry pests and diseases Integrated Vector Management (IVM) tools
Promotion of various Conduct training NA vaccines to protect of AE’s (Animal Health poultry flocks from Auxiliaries, or village disease, especially vaccinator technicians) for Newcastle virus proper storage and use of vaccines.
USAID Yidgiri | FY20 – Annual Report 20 | P a g e Activity 15: Intervention 2.2.3 Improve breeds for small ruminants Develop a financing Same as for 1.4.5 (funds NA strategy for a livestock- recipients) cross breeding business opportunity to inform the Entrepreneurship Marketplaces Work with the Animal Train ruminant value chain NA Production Directorate actors on disease risk to introduce a prevention and other hybrid crossbreeding program risks between local goat breeds and the “chèvre rousse de Maradi” Activity 16: Intervention 2.2.4 Improve the availability of quality fodder Intervention Coordinate with the Same as 1.1.2 (Covid) NA Water Security and Resiliency (WSR) See fodder issues below Activity to discuss related activities to date and proposed plan to introduce fodder species in land reclamation activities. Develop training Same as 1.1.2 (Covid) Environmental mitigation issues will be taken into account during the curriculum for fodder validation of the curriculum for fodder production techniques. production techniques, See fodder issues below fodder seed production, and fodder processing for conservation (collection, drying, storage) and for quality enhancement (urea treatment). Training producer and Avoid sole use of man-made NA entrepreneurs on and introduced feeds; use cover fodder local natural fodders and processing for forages conservation
USAID Yidgiri | FY20 – Annual Report 21 | P a g e (collection, drying, and On demo farms and in flyers, storage) and quality promote use of cover crops, enhancement (urea forage and fodder production treatment) Work with GoBF to manage entry and distribution of approved seed; train farmers to use certified seed
Forage and Fodder Ensure that project NA continued assistance does not decrease the local production of seeds
Promotion of use and rotations of introduced with local crop varieties
Use trained Agents to provide seed treatment services Activity 17: Intervention 2.2.5 Improve the delivery of veterinarian services Work with VETAGRI to Veterinary services risks Yidgiri coordinated with VETAGRI on preparing a plan for develop a plan to mitigation below expansion of the RASP in FY21. No training for RASP members expand the coverage of took place in FY20. RSAPs (Réseau de Santé Animale de Proximité) in the Yidgiri ZOI Support or promotion Coordinate and collaborate NA of veterinary and with the GoBF, ONV animal health (National Order of services, including Veterinarians) and AEs recruiting, training, (Auxiliaires d'Elevage) to and supporting combat epidemic livestock individuals to provide diseases through those services as well participation in national as strengthening vaccination campaigns to existing service contain the spread of providers animal transmitted
USAID Yidgiri | FY20 – Annual Report 22 | P a g e - Vaccination diseases campaigns - Use of veterinary Incorporate animal products husbandry, appropriate - Use of pesticides housing, waste for livestock and feed management, basic production biosecurity measures into trainings for entrepreneurs engaged in livestock production
Acaricide, antibiotics As part of technical training NA project will extend best practices in veterinary products use to prevent misuse.
Follow 2018 REGIS PERSUAP recommendation
Hazardous veterinary Train private vets and AEs NA wastes disposal on best veterinary (BVPs) with disposal of infective animal wastes and other veterinary wastes. Disposal of sharps Train private vets and AEs NA (needles, scalpels, on best veterinary etc.) practices (BVP) for dealing with disposal of sharps.
Promotion of various Conduct training of village NA vaccines to protect AE’s for proper use and herds of sheep and stocking of vaccines. goats from disease, especially ovine rinderpest Activity 18: Intervention 2.3.1 Increasing the use of climate-smart agriculture practices Engage Union Same as risks and risk For the demonstration plots, both inorganic (mineral fertilizers) and leadership and finalize reduction measures and organic (compost) sources of nutrient combined with improved
USAID Yidgiri | FY20 – Annual Report 23 | P a g e a plan to for Union indicators above under cowpea variety and soil and water conservation techniques Field Agronomists to Section 2.1.2 Fertilizer (contour band) have been used to ensure sustainable cowpea demonstrate ISFM inputs production. techniques to The monitoring of all 84 demonstration plots was done on a producers with Yidgiri biweekly basis from July to September by both Yidgiri staff (MEL support Assistants, Cowpea Value Chain Lead, the Agro-pastoral Value Chains Specialists), the Regional Directorate in Charge of Agriculture and the Farmers’ Organization Extensionists This monitoring included the crop establishment, and fields operations (weeding, fertilizer application, pesticide treatments, farmers field days and harvesting). Activity 19: Intervention 3.2.1 Increase local food production that can fill nutrient gaps Provide commercial - Compost or landfill NA incentives for the processing waste production, processing, and sale of nutritious foods - Recycle or landfill spent NA packaging or canning materials
- Processing wash water NA hoses with shut-off nozzles
- Simple capture NA and treatment of wastewater - Check local open burn NA regulations for any restrictions on this activity - Check with REMA for any needed permits for burning/smoke - Check local regulations on NA reuse and disposal of cooking fats/oils/greases - Do not reuse the fats/oils/greases if foaming occurs during heating, changes color (darkens or
USAID Yidgiri | FY20 – Annual Report 24 | P a g e lightens) during heating or acquires an off/odd odor - All used fats/oils/greases must be refrigerated, but not for more than one month - Do not give away used frying fats/oils/greases as it may contain toxins - Do not dispose of used fats/oils/greases in sewer or municipal waste stream Dispose of fats/oils/greases by using it for biodiesel/biogas energy production - Install a ‘grease hood’ that NA captures hot fats/oils/greases vapor - Use, clean and regularly have the grease hood checked
Activity 20: Intervention 3.3.1 Promote household consumption of nutritious foods Integrate findings of TBD NA (note that the integration of Market and Nutrition Pathways the Market and Assessment into FY21 work plan will take place in Q1FY21. Nutrition Pathways Adaptive Management Plan into Y1 Workplan Dairy, meat and food TBD Based on M&N Pathway NA processing including Assessment supply of small processing equipment Packaging material Recycle or landfill waste NA packaging materials Education on food Train farmers and NA storage and households on proper food preparation storage and preparation Activity 21: Intervention 3.3.3 Leverage Sahel Collaboration and Communication (SCC) Intervention
USAID Yidgiri | FY20 – Annual Report 25 | P a g e Education on food Train farmers and NA storage and households on proper food preparation storage and preparation
Additional Comments NA
USAID Yidgiri | FY20 – Annual Report 26 | P a g e ATTACHMENTS NA
USAID REVIEW OF EMMR
Approval: Kathy Younker, AOR Date
Clearance: Abdourahmane Ndiaye, Mission Environmental Officer Date
USAID Yidgiri | FY20 – Annual Report 27 | P a g e Annex 6: Annual Shock Response Contingency Plan Report Not applicable this reporting period. USAID is currently reviewing the draft Activity Contingency Plan (ACP). USAID Yidgiri ACP Report will be submitted following its approval.
USAID Yidgiri | FY20 – Annual Report 28 | P a g e