Quarterly Report Quarter 4 – 07/01/2017 to 09/30/2017

Submission Date: 30 October 2017

Agreement Number: AID-625-A-17-00001 Activity Start Date and End Date: 12/23/2016 to 01/22/2021 AOR Name: Jennifer Karsner

Submitted by: Alissa Karg Girard, Chief of Party Lutheran World Relief Boulevard Mali Béro, Avenue du Kawar, Niamey, Niger Tel: +227.96.26.73.26 Email: [email protected]

The content of this report is the responsibility of Lutheran World Relief and does not necessarily reflect the views of USAID or the United States Government.

LIST OF ACRONYMS

AOR Agreement Officer Representative CBO Community-Based Organization CEB Contribution à l’Education de Base DMEL Design, Monitoring, Evaluation and Learning EMMP Environmental Monitoring and Mitigation Plan F&A Finance and Administration FTF Feed the Future FMNR Farmer-Managed Natural Regeneration FY Fiscal Year GDA Global Development Alliance GCC Global Climate Change ICT Information and Communications Technologies IR Intermediate Result LWR Lutheran World Relief MACF Margaret A. Cargill Foundation MEL Monitoring, Evaluation and Learning (Plan) MOU Memorandum of Understanding PEA Producer Enterprise Agent RISE Resilience in the Sahel Enhanced SAREL Sahel Resilience Learning Project SVPP Service Vétérinaire Privé de Proximité TOT Training of Trainers USAID United States Agency for International Development USG United States Government

1. PROGRAM OVERVIEW/SUMMARY

Program Name: 12/12: An Alliance for Year-Round Resilience in Tahoua and Maradi, Niger Activity Start Date And End Date: 12/23/2016 to 01/22/2021 Name of Prime Implementing Partner: Lutheran World Relief (LWR) Agreement Number: AID-625-A-17-00001 Name of Subawardees: Union Adaltchi, Union Amintchi, Union Nazari, Contribution à l’Education de Base (CEB) Major Counterpart Baharti Airtel Ltd, Ecobank, SH Biaugeaud, Margaret A. Cargill Organizations/Alliance Partners: Foundation (MACF) and others Geographic Coverage Ajékoria, Birnin Lallé, Korahane Communes (Maradi Region) (cities and or countries) Konni, Bazaga, Tsernaoua, Dogueraoua, Illéla, Badaguichiri, Malbaza Communes (Tahoua Region) Reporting Period: July 1-September 30, 2017

1.1 Program Description/Introduction

The 12/12 Alliance seeks to leverage new private-sector expertise and innovative solutions to improve the resilience of 12,760 households over all 12 months of the year in 10 communes and 115 villages located in agro-pastoral and marginal agriculture livelihood zones of Iléla, Konni and Malbaza departments (Tahoua region) and Dakoro (Maradi region)--and simultaneously help the 12/12 Alliance’s private sector partners expand their market share, mitigate operating risks and secure more reliable supply chains. Specifically, the 12/12 Alliance aims to:  Leverage private sector investment and innovations to increase and sustain household incomes, assets and adaptive capacity, and  Strengthen the organizational capacity of farmer associations to sustain member services, manage risks and leverage business opportunities.

Over the quarter, LWR signed a Memorandum of Understanding (MOU) with the Ministry of Community Development, conducted gender analysis and training, submitted an Environmental Monitoring and Mitigation Plan (EMMP) and continued work on the Information and Communication Technologies (ICT) Hub and its technical extension content. Following the design, field-testing and customization of the ICT Hub, LWR launched the Hub with training for project staff and Producer Enterprise Agents (PEAs) and field-tested draft videos on cowpeas, sheep, millet and entrepreneurism. LWR also continued work with Union partners on improved crop and animal production, savings and credit promotion and organizational capacity and marketing plans and met with Alliance members and other value chain actors to plan for possible collaboration. As of September 30, 2017, all project staff positions are filled and all project start-up operations concluded.

LWR also began planning for Year 2 project activities, submitting the annual revision to the project’s Monitoring, Evaluation and Learning (MEL) plan and a draft Year 2 work plan on August 29, 2017.

Project activities and progress monitoring and accompaniment with LWR’s four implementing partners— Union Adaltchi, Union Amintchi, Union Nazari and Contribution à l’Education de Base (CEB)— continued over the quarter. These activities are described in the sections that follow.

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1.2 Summary of Results to Date

Annual

Performance On Baseline Annual Q1 Q2 Q3 Q4 Achieved to the Standard Indicators Target FY 2017 Target FY17 FY17 FY17 FY17 End of Reporting Y/N

Period (%) Proportion of households resilient to a shock experienced the previous year (Resilience in the 0 0 0 0 0 0 0% Y Sahel Enhanced/RISE) Number of rural/vulnerable households benefitting directly from USG interventions (Feed The 0 5,104 0 0 535 904 1,439 (28.19%) Y Future/FTF) Number of people using climate information or 200 18 599 implementing risk-reducing actions to improve 617 women, 338 0 women; 0 0 women, women, Y resilience to climate change as supported by USG men (95.5%) 800 men 27 men 311 men assistance (Global Climate Change/GCC) Gross margins per hectare (for cowpeas, wheat and 0 0 0 0 0 0 0% Y onion) and animal (sheep) of selected product (FTF) Number of hectares under improved management technologies or practices as a result of USG 0 500 ha 0 0 2.6 ha 0 0.52% Y assistance (FTF) Number of farmers who have applied new 200 18 599 0 617 women, 338 management technologies or management practices women, 0 0 women, women, Y men (95.5%) as a result of USG assistance (FTF) 800 men 27 men 311 men Value of agricultural and rural loans as a result of 0 0 0 0 0 0 0% Y USG assistance (FTF) Number of private enterprises, producer organizations, water user associations, trade and business associations, and community-based 0 3 0 0 4 0 133% Y organizations (CBOs) that applied new technologies or management practices with USG assistance (FTF) Note: The Results Performance Column depicts level of achievement expressed as a percentage of Actual versus Planned. The summary results table reflects the revised MEL plan submitted June 27, 2017 and the annual update submitted on August 29, 2017. Some indicators will be measured in Q1 of FY18.

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2. ACTIVITY IMPLEMENTATION PROGRESS 2.1 Progress Narrative

Key project activities with target farmers, households and stakeholders over Y1Q4 are as follows:

Objective/Intermediate Result (IR) 1: Leverage private sector investment and innovations to increase and sustain household incomes, assets and adaptive capacity

IR 1.1: Diversified economic opportunities: Over the quarter, partners Union Nazari, Union Amintchi and CEB identified 12 existing market gardens managed by women’s associations/cooperatives in target villages and the input needs of the women working in these gardens; support with basic tools (watering cans, hoes, shovels, wheelbarrows or other needs) and moringa oleifera seed will be provided to coincide with the irrigated production season in the coming quarter. CEB also purchased and provided seeds to women who built small fences and collected manure to start small, hand-watered, household-level plots of moringa oleifera.

IR1.2: Intensified production and marketing for livestock and high-potential crops Improved crop production techniques: Following the Training-of-Trainers (TOT) on improved production techniques for cereals and cowpeas last quarter, TOTs sensitized farmers in their respective villages during general assemblies and model farmers applied improved techniques1 on 45 demonstration plots this quarter. Each demonstration plot was located on a model farmer’s property; on some sites, one cereal or legume was grown, while on others, cowpeas were planted in alternating bands or in association once the cereal crop was thinned. The project provided improved seeds and compost to each model farmer. Each plot included demonstration (with improved seed, compost and spacing, thinning and other management practices) and control sections (without new technologies or techniques) to help show the differences between the practices. Demonstration plots were sited close to a village on an accessible route so that other farmers could easily see the new technologies in practice. The plots were planted in either June or July 2017, depending on when the first rainfall began.

LWR’s partners organized one-day facilitated visits to the 45 demonstration plots for 1,132 people (638 men and 494 women) to showcase improved techniques to other farmer association members. During each visit, the project team, village leaders and the model farmers explained the various techniques and inputs used on the demonstration and control portions of each plot and farmer participants were invited to compare crop growth in the two sections and ask questions about how the techniques were applied and what the expected yields would be. According to the partners’ reports from these facilitated visits, farmers were most interested in the use of compost and improved seed varieties and noted that many of the techniques are not costly, nor very time-consuming, and so there is broad interest from other farmers to apply the same practices next year. Follow-up demonstration visits are planned on several of the sites to see the differences in terms of yields and volumes of crop residues.

Partners also continued to monitor the rain gauges installed last quarter in 18 villages. Each rain gauge was installed based on the recommendations from the Ministry of Agriculture’s meteorology department; the department also trained a Producer Enterprise Agent (PEA) or other literate community member to read the gauges and record rainfall over the period from June to October. Recorded rainfall data is shared with local authorities in order to contribute to national weather forecasts and projections, is broadcast on local radio stations and shared with community members to suggest the appropriate time to plant. A new

1 Improved techniques or technologies promoted by the project include improved seed, growing cereals and cowpeas in association, crop rotation, use of compost, manure and crop residues and FMNR and/or other soil and water conservation techniques.

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project in Dakoro, ABC, provided rain gauges in the project’s target villages, so the activity was suspended in this zone to avoid duplication.

Union Amintchi purchased soil and water conservation kits (pickaxes, shovels and crowbars) for 5 of its cooperatives to help members apply soil and water conservation techniques on their own fields; each cooperative has a committee trained on how to use and manage the tools, including a register to track when the tools are used and returned. These tools will be used for the next growing season.

Improved animal production techniques: This quarter, two project implementing partners, Union Nazari and CEB, began sheep fattening operations with 250 women in 40 villages after signing agreements with the Government of Niger’s communal livestock departments in the zone to provide technical assistance with selection, vaccination, de-worming and animal health monitoring. Women animal fattening participants were selected in a general assembly within existing farmer associations/cooperatives at the village level. Each woman selected formed a solidarity group with 4 other members and paid 20% of the estimated cost of two sheep and a start-up kit (which included supplies like wheat bran, salt licks and/or tags) up-front to her local association. These funds are kept by the association’s management committee and used as insurance should members of the solidarity group decide to make a payout in the case of a sick, injured or lost sheep; management fees are deducted, but should no payout be made, the remaining funds are returned to the participants once the sheep are sold. Participants select their own sheep; following selection and negotiation of the price, the management committee and veterinary agent validate each participant’s chosen animals and purchased the sheep and kit on their behalf. Sheep will be fattened for 3-4 months to be sold near the end of the calendar year, when prices typically increase. Following sale, the beneficiary reimburses the cost of the animal/start-up kit to her management committee so that a new round of animal fattening, with new beneficiaries from the same local association, may begin.

During the quarter, local governmental veterinary/livestock agents trained 135 women leaders, animal fattening beneficiaries and management committee members of CEB, Union Adaltchi and Union Nazari over three-day sessions on improved animal production techniques. Training content included planning and timing of fattening operations for greatest profitability, selection, feeding, hygiene and building a hangar to protect the sheep, basic first aid and disease recognition and who to contact with potential animal health issues. Management committees were also sensitized on their roles and responsibilities and the tools to manage fattening operations.

Monitoring of the sheep by the government of Niger’s communal livestock agents also continued over the quarter across the project zone. Of the 500 sheep purchased this quarter, 13 became ill, injured or were lost; all 13 were replaced from the beneficiaries’ 20% contributions. Of the 340 animals previously purchased, 14 animals became ill or injured and were slaughtered or sold and replaced over the entire 3-4 month round (4.1% of the sheep were replaced). However, one partner, Union Adaltchi, received multiple complaints via the community feedback mechanism about the quality of care provided by the communal agents and when the agents said they were unable to improve services or support, the Union negotiated an end to the agreement and contracted instead with the local Service Vétérinaire Privé de Proximité (SVPP) to provide health monitoring; changing the provider also helped prevent an outbreak of anthrax, as all animals were vaccinated as a preventive measure following one confirmed case of the disease. To promote future access to animal health services (and support to new rounds of animal fattening), the project has identified all SVPPs and their local networks of auxiliaries in the project zone; where there is no current animal health coverage, the project will work to expand the current SVPP network through PEAs and support training and provide basic first aid supplies and veterinary pharmaceuticals to PEAs or auxiliaries working in the project zone. The supplies were purchased this quarter but have not yet been distributed.

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The first rounds of sheep fattening operations (340 animals owned by 170 women) supported by implementing partners Union Amintchi and Union Adaltchi concluded this quarter. Project supervisors regularly monitor live animal prices on local markets and informed beneficiaries about the time to start selling in advance of the Tabaski (Eid al Adha) holiday. As of September 30, 2017, 337 of the 340 sheep were sold on local markets, most of them prior to the holiday; the 3 remaining have since been fattened and sold. The two partners are also planning for subsequent rounds of animal fattening and, as such, have helped the 20 local management committees to collect 100% of the planned reimbursements from beneficiaries from the first round of fattening operations. Local management committees are opening bank accounts to secure these funds (and the 20% contributions from new beneficiaries) while waiting for the next round of fattening operations to begin.

Market assessments and outreach: Over the quarter, LWR’s Chief of Party, Marketing Officer and other members of LWR’s technical team met with private sector input suppliers, service providers and potential buyers in the project’s target value chains to better understand these actors’ interests, needs and opportunities to advance mutual business interests. In addition to discussions with an intermediary from Senegal, LWR met with l’Agence Nigérienne de Promotion des Exportations, Société de Collecte, de Production, et de Commercialisation des Produits Agro-Pastoraux, seed company Sahelia Sem, input supplier AGRIMEX, wheat buyer Grand Moulin de Tenéré, l’Office des Produits Vivriers du Niger (OPVN), the World Food Programme (WFP) and financial institutions (Ecobank and Banque Agricole du Niger/BAGRI) with agricultural credit lines. LWR also shared the results of the market/value chain assessment conducted the previous quarter with Union partners and began exploring each group’s marketing strategy and plan. LWR used these discussions with value chain actors and Union partners to help the Unions develop expressions of interest for sale of 900 MT of millet, 200 MT of cowpeas, 300 MT of corn and 200 MT of wheat to the WFP and OPVN in late 2017/early 2018; LWR will continue to work with the Unions and buyers to support contract negotiation, bulking operations and sales. LWR continues to discuss plans for collaboration with SH Biaugeaud on the onion value chain and is also exploring a small pilot for garlic production, based on interest from a regional buyer.

IR 1.3: Increased access to financial services Savings and credit management training: Partner CEB conducted training on savings and credit management for 120 Presidents, Secretaries and Treasurers of 40 existing village savings and credit groups over two 3-day sessions. The training sessions, facilitated by a 2-person team of external trainers, included fund mobilization, basics of loans and interest, reimbursement management and recording simple financial transactions (for literate Secretaries and/or Treasurers). Each savings and credit group trained last quarter by Union Nazari and Union Adaltchi received a kit of basic management tools and supplies (transaction registry, calculators, pens, etc) for their ongoing savings and credit operations. Additional training activities and technical support to the groups are planned for the coming quarter.

Objective/IR 2: Strengthen the organizational capacity of farmer associations to sustain member services, manage risks and leverage business opportunities

IR 2.1: Strengthened organizational, technical and management capacity Organizational capacity assessments: Given that there are a number of existing Unions of producers organizations in Dakoro department, LWR developed selection criteria and began to deepen the analysis with these existing groups and their membership in the target villages to decide which groups might be strengthened and how the project might best target the groups’ specific capacity development needs. The results of initial organizational capacity assessments conducted last quarter with LWR’s other Union partners will be used to inform further discussions with members to triangulate the information and start the process of developing a tailored organizational capacity strengthening plan. Training on the identified capacity needs is also planned for the coming quarter.

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ICT-enabled extension: See “3.9 Science and Technology and Innovation Impacts” for details.

IR2.2: Strengthened disaster risk management capacity: Implementing partners have identified local contacts for potential alerts; these contacts will be entered into the ICT Hub to receive reports of individual alerts and trends in a given zone.

In addition, LWR staff participated in USAID’s Financial Management training from July 11-12, 2017, a learning event for RISE partners organized by the Sahel Resilience Learning Project (SAREL) on September 25-26, 2017 and met with REGIS-AG to discuss coordination and possible collaboration over the quarter.

2.2 Implementation challenges

Several challenges affected implementation over the quarter:  Intermittent internet connectivity for LWR and implementing partners affected coordination and timely communication, especially during training events and ICT Hub development.  Delays to the start of the rainy season, particularly in Iléla and Dakoro departments, affected demonstration plots and placed additional stress on producers in these communities. Eleven of 45 demonstration plots over the entire project zone were affected due to the late onset, irregularity or short duration of the rainfall, but the improved, early-maturing varieties and techniques applied helped mitigate these challenges at some sites.  Challenges for the first identified animal fattening participants to mobilize the 20% contribution in Dakoro lead to their replacement by other interested candidates.  Union Adaltchi ended the agreement for animal health monitoring with government veterinary service providers in Konni, but is very satisfied with the new provider (the local SVPP).  Partner Union Adaltchi’s project Accountant resigned on September 30, 2017; interviews are underway with short-listed candidates from the initial recruitment to quickly fill the vacancy.  Several local animal fattening management committees struggled to open bank accounts as their leaders don’t have birth certificates or were reluctant to commit to commercial banking for religious reasons; sensitization and support in problem-solving with the groups has alleviated the issues, so this support and accompaniment continues.

2.3 MEL Plan Update

Building on the MEL plan workshop held the previous quarter and the development, field-testing and customization of the ICT Hub this quarter, LWR finalized and rolled out Excel-based forms (used to collect and record data that LWR plans to collect via ICT in the future) in a workshop on August 15, 2017. LWR submitted the revised MEL plan for 2018 on August 29, 2017; the few minor revisions to the MEL plan were those identified through from the ICT Hub design and testing process.

The content of Table 1.2: Summary Results to Date and Annex A: Progress Summary reflects the MEL plan and its update for Year 2.

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3. INTEGRATION OF CROSSCUTTING ISSUES AND USAID FORWARD PRIORITIES

3.1 Gender Equality and Female Empowerment

LWR commissioned a gender assessment and planning consultancy to a.) identify potential gaps and strategies for ensuring that both men and women benefit from the project’s activities; b.) provide training to project staff to increase capacity and ownership for successful gender-equitable implementation and c.) develop a monitoring plan for key gender considerations for each activity in order to assist with the team’s implementation and future gender monitoring. Fieldwork with famer association members, value chain stakeholders, farmer association leaders and training for project staff was conducted from July 23- August 9, 2017; the report, analysis and plan is expected to be finalized in October 2017.

3.2 Sustainability Mechanisms

LWR’s strategy of working with local farmer associations as implementing partners under the project will help lay the groundwork for sustainability; the project is working with the partners on their capacity development plans that include that are member-focused (organizational governance, financial management, business planning and communication) and market-focused (collecting and bulking, marketing and negotiation and market information exchange).

3.3 Environmental Compliance

USAID shared the Initial Environmental Examination for the project on June 22, 2017. LWR hired a consultant to assist with development of the EMMP; the consultant worked with LWR staff and partners to develop the plan over two field sessions on July 28-30, 2017 and September 7, 2017. LWR translated and submitted the draft EMMP to USAID on September 28, 2017.

3.4 Youth Development

N/A

3.5 Policy and Governance Support

N/A

3.6 Local Capacity Development

LWR continues to work with each sub-grantee to implement policies and procedures as needed to assure their compliance with the requirements of their subaward. LWR conducted monitoring visits to all four implementing partners over the quarter, including multiple visits to the partners identified at the highest risk levels. A corrective action plan was developed during each trip to provide clear, actionable recommendations for improvements in the partners’ financial and administrative management. LWR held a practical refresher session for the four partners’ Accountants on August 5-8, 2017 as follow-up to the training on project financial management, compliance and reporting in QuickBooks held in June 2017.

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3.7 Public Private Partnership (PPP) and Global Development Alliance (GDA) Impacts

Over the quarter, LWR met or spoke with all 12/12 Alliance partners (Airtel, Ecobank, SH Biaugeaud and MACF) to discuss early progress and coordination on key activities and investments. Investments under the MOU for the GDA total over $8 million US dollars in funds leveraged from the private sector in cash or in-kind. The MOU for the Alliance was signed electronically and shared with all partners on July 19, 2017. LWR initially planned a reflection meeting with private sector Alliance partners in September 2017, to coincide with a visit planned by SH Biaugeaud in Niger; since that trip was postponed, LWR is also proposing to reschedule the meeting until early 2018. 3.8 Conflict Mitigation

N/A

3.9 Science, Technology, and Innovation Impacts

LWR is working with a contracted technology firm, TaroWorks, to co-design, roll-out and maintain an ICT Hub to help a.) private Producer Enterprise Agents (PEAs) promote quality local extension services, provide access to information on potential input suppliers and market outlets, b.) Unions better plan for bulk acquisitions, sales and timely communications with their members and c.) LWR compile and analyze project performance and management data. On July 7, 2017, LWR and TaroWorks concluded an 8-day workshop with staff and partners (including LWR’s implementing partners and Airtel) to define the processes and timing for key extension activities and how the platform will be used to collect, analyze and disseminate early warnings, communications from the Unions, market information, supplier information and other project performance data.

Following the design workshop, TaroWorks worked to customize the platform and solutions for field- testing, revision and validation by LWR. TOT sessions for LWR ICT staff to deploy and manage the Hub were held from August 7-11, 2017. LWR lead the workshop to review and test the prototype with LWR staff and 14 partner Technical Coordinators and Supervisors from August 16-18, 2017; this workshop used practical simulations to test the discrete tasks and get feedback about the Hub’s process flow, content and specific tasks. Following further customization of the Hub by TaroWorks based on this feedback, LWR began deployment of Hub with a training/TOT session for partner Technical Coordinators and Supervisors from September 6-7, 2017. This session also included training by Airtel on using the M’Koudi (mobile money) platform for project and other financial transactions and rollout of an Airtel closed user group for unlimited communications among key project staff and stakeholders.

The project team also compiled lists of over 17,000 potential project beneficiaries in the target villages over the quarter; these lists will be migrated to the ICT Hub so that each PEA has a list of the cooperative members in his/her zone (which will help save time in the registration process). Airtel is planning to provide SIM cards to these potential beneficiaries.

After the screening process revealed that only 76 (4 women, 72 men) of the 115 identified PEAs had the skills and experience to successfully provide extension services through mobile technologies, LWR re- designed the ICT Hub rollout and training strategy. The new strategy includes training different cohorts over multiple sessions and support from project Technical Coordinators and Supervisors as co-trainers to be able to provide more individualized attention to each PEA; each initial 2-day training session includes training exercises on entrepreneurism/farming as a business, roles and responsibilities of PEAs, use of the mobile phone and executing a few initial tasks with the smartphone (completing registration and

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beneficiary data). The first two training sessions for 25 PEAs began on September 25-26, 2017 and September 28-29, 2017; five additional sessions are planned over October 2017. Each quarter following the deployment of the ICT Hub, new sessions for the PEAs are planned to refresh training, troubleshoot potential problems and train on new technical skills and tasks.

LWR is also working with a firm to develop technical extension content, drawings, photos and videos for use in the ICT Hub. The firm has already filmed, developed graphics for and edited 24 short clips--with video, graphics and narration in Hausa--on sheep fattening (selection, care, feeding and preparing sheep for sale), millet production (FMNR, planning, traction, spacing and natural pest management practices), cowpea production (planning, traction, spacing, natural pest management practices and post-harvest management) and entrepreneurism (banking, calculating profit and loss and marketing basics). The firm will also develop technical content on onions and wheat. From September 11-14, 2017, LWR held 4 sessions to field test the videos with farmers, partners and LWR technical staff. The firm is revising the content and video based on the feedback from these sessions and plans to share the revised content in a workshop with local authorities and technical service providers in November 2017.

4. STAKEHOLDER PARTICIPATION AND INVOLVEMENT

LWR’s four implementing partners have submitted a formal accountability and feedback plan. LWR is working with Airtel to configure the project “short code” (5335) with the ICT Hub to field potential questions or concerns from stakeholders via SMS; project leadership will analyze these and any complaints reviewed via the community accountability mechanism in order to identify possible solutions.

In August 2017, LWR signed an MOU with the Ministry for Community Development, to outline collaboration and coordination, including the Ministry’s participation in steering and review activities with 12/12 Alliance partners.

5. MANAGEMENT AND ADMINISTRATIVE ISSUES

The AOR and regional USAID colleagues have followed up the few remaining questions from the post award orientation, with minor changes planned for the next anticipated award modification. Over the quarter, LWR’s request to purchase veterinary pharmaceuticals and supplies was approved by USAID on September 1, 2017. LWR’s Chief of Party will be on leave from October 13-November 5, 2017.

6. LESSONS LEARNED

Some of the lessons from this quarter of project implementation include:  Demonstration plots provided an opportunity to both reinforce the training for TOTs and for farmers to observe the results from applying new technologies and techniques; several varieties (HKP for millet and IT90K for cowpeas) were particularly appreciated and the training and input provision timed well, which contributed to the success of the activity.  The project’s approaches to communicate regularly and have transparent processes for decision- making and accountability are appreciated by communities, especially as complaints or concerns

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raised during implementation have been addressed. LWR’s upcoming Reflection Meeting will promote additional discussion, feedback and learning from implementing partners.  Engagement with traditional and administrative authorities has supported implementation and contributed to the government of Niger’s strategies; for example, the rain gauges help deepen the government’s analysis of meteorological trends and so the government has provided training, forms to fill out and prepaid envelopes so that the data can be mailed to their offices regularly.  Private sector buyers and other actors are interested in several other value chains, notably garlic, corn and tomatoes. LWR is interested in exploring support to these activities as a pilot to see if they have the potential for profitable marketing at scale.

7. PLANNED ACTIVITIES FOR NEXT QUARTER INCLUDING UPCOMING EVENTS

Key activities planned for the coming quarter include steps to:  Continue organizational capacity assessments, marketing assessments and value chain actor outreach; conclude capacity development and marketing action plans with Union partners.  Conclude initial deployment of the Hub ICT through training sessions with 76 PEAs in October 2017; conduct ongoing/refresher training for PEAs, including use of Airtel products.  Conclude the compilation of potential beneficiary lists, migrating the lists to the ICT Hub.  Hold a workshop with local authorities, technical service providers and technical staff to review and validate technical and audio-visual content on November 2, 2017.  Continue implementation of project activities (tailored capacity strengthening plans and support/training on identified capacity areas, animal fattening operations, training on savings and credit, support to local private veterinary service providers and market gardens managed by Union partners, work on marketing plans and collective marketing of target crops, mobilizing resources and developing modules for functional literacy) and conduct regular project monitoring and supervision with partners.  Conduct Reflection meeting with partners on October 8-12, 2017; use lessons learned to finalize the Year 2 Work Plan.  Conduct annual data collection in accordance with the project’s MEL plan in November and December 2017.  Finalize gender analysis and planning in October 2017.

8. WHAT DOES USAID NOT KNOW THAT IT NEEDS TO?

SH Biaugeaud does not plan to begin investments in onion production and marketing in the project zone until sometime in 2018, which will delay start-up of these activities with LWR partner Union Amintchi.

9. HOW IMPLEMENTING PARTNER HAS ADDRESSED A/COR COMMENTS FROM THE

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LAST QUARTERLY OR SEMI-ANNUAL REPORT

The report includes updates on challenges and administrative issues and additional details on savings and credit training, animal fattening operations and development of the ICT Hub.

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ANNEX A: PROGRESS SUMMARY Table 1(a): PMP Indicator progress - USAID Standard/FTF Indicators and Project Custom Indicators* Goal: Increased ability of households in Niger’s agro-pastoral and marginal agriculture livelihood zones to adapt to climate shocks and stresses all 12 months of each year

Baseline data FY 2017 Quarterly Status – FY 2017 Comment(s) Annual Annual Data Annual Performance Indicator Cumulative Source Year Value Cumulative Q1 Q2 Q3 Q4 Achieved to Planned Actual Date (in %) target Proportion of households resilient to a Baseline year; shock experienced the previous year Survey 2017 0 0 0 0 0 0 0% Survey FY18Q1 0 (RISE)* Proportion of individuals reporting 41.6% men; 45% men; current household resilience capacity Survey 2017 0 0 0 0 0 0% Survey FY18Q1 22.6% women 30% women (Custom) Model farmers/ Number of rural/vulnerable households Project benefitting directly from USG 2017 0 5,104 1,439 0 0 535 904 28.19% TOTs and Records interventions (FTF) demonstration participants

Intermediate Result (IR): Leverage private-sector investment and innovations to increase and sustain household incomes, assets and adaptive capacity

272,442 CFA 272,442 CFA men; 225,961 men; 225,961 Average value of assets (Custom) Survey 2017 CFA women; CFA women; 0 0 0 0 0 0% Survey FY18Q1 households households 384,159 CFA 384,159 CFA

Number of people using climate 910 Model information or implementing risk- 45 (18 (599 farmers/TOTs/ 200 women, 617 women, 955 people, reducing actions to improve resilience to Survey 2017 0 0 0 W, 27 W, animal fattening 800 men 338 men 95.5% climate change as supported by USG M) 311 beneficiaries; assistance (GCC)* M) Survey FY18Q1 Men Men Average value of individual savings 25,440 CFA 25,440 CFA accumulated by project beneficiaries Survey 2017 0 0 0 0 0 0% Survey FY18Q1 Women Women (Custom) 10,790 CFA 10,790 CFA Sub-IR: Diversified economic opportunities

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% of households reporting at least one new income source due to project Survey 2017 0 0 0 0 0 0 0 0% Survey FY18Q1 interventions (Custom)

Sub-IR: Intensified production and marketing for livestock and high-potential crops

Baseline data FY 2017 Quarterly Status – FY 2017 Comment(s) Annual Annual Data Annual Performance Indicator Cumulative Source Year Value Cumulative Q1 Q2 Q3 Q4 Achieved to Planned Actual Date (in %) target Gross margins per hectare (for cowpeas, Baseline year, wheat and onion) and animal (sheep) of Survey 2017 0 0 0 0 0 0 0% Survey FY18Q1 0 selected product (FTF)* Men: Men: Millet: 333.2 Millet: 333.2 Kg/ha Kg/ha Cowpeas: Cowpeas: Yields of targeted crops reported by 168.3 Kg/ha 168.3 Kg/ha Survey 2017 0 0 0 0 0 0% Survey FY18Q1 project participants (Custom) Women: Women: Millet: 259.92 Millet: 259.92 Kg/ha Kg/ha Cowpeas: Cowpeas: 119.9 Kg/ha 119.9 Kg/ha Number of hectares under improved Project Demonstration management technologies or practices as 2.6 Records; 2017 0 500 ha 2.6 ha 0 0 0 0.52% plots; Survey a result of USG assistance (FTF ha2 Survey FY18Q1 Indicator) 910 Model Number of farmers who have applied Project 45 (18 (599 farmers/TOTs/ new management technologies or 200 women, 617 women, 955 people, Records; 2017 0 0 0 W, 27 W, animal fattening management practices as a result of 800 men 338 men 95.5%3 Survey M) 311 beneficiaries; USG assistance (FTF Indicator) M) Survey FY18Q1 54 T Volume per value chain marketed Project 54 Tons wheat; wheat; collectively by smallholder farmer 2017 0 0 0 0 0 100% Records 60 Tons millet 60 T associations (Custom) millet

2 Includes three Technology Types: Crop Genetics, Cultural Practices and Soil Fertility and Conservation (2.6 hectares for each type for 18 women and 27 men farmers) 3 Includes application of four Technology Types: Crop Genetics, Cultural Practices and Soil Fertility and Conservation (18 women and 27 men farmers for each type growing millet, sorghum and/or cowpeas), Cultural Practices (179 women and 311 men farmers) and Livestock (420 women farmers)

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Baseline data FY 2017 Quarterly Status – FY 2017 Comment(s) Annual Annual Data Annual Performance Indicator Cumulative Source Year Value Cumulative Q1 Q2 Q3 Q4 Achieved to Planned Actual Date (in %) target Sub-IR: Increased access to financial services Proportion of project participants who Men 6.2%; Men 10%; used financial services in the past 12 Survey 2017 0 0 0 0 0 0% Survey FY18Q1 Women 14.5% Women 20% months (Custom) Value of agricultural and rural loans by Project 2017 0 0 0 0 0 0 0 0% farmer associations (FTF)* Records Intermediate Result (IR): Strengthen the organizational capacity of farmer associations to sustain member services, manage risks and leverage business opportunities Profitability of farmer associations 2,655,000 Survey 2017 2,655,000 CFA 0 0 0 0 0 0% Survey FY18Q1 (Custom) CFA Cash awards Value of new investments leveraged Project from MACF and 2017 0 $3m USD $2.6m $0 $2.6m 0 0 86.7% (Custom) Records Frehner/Murray family Sub-IR: Strengthened organizational, technical and management capacity Proportion of members of farmer associations who say they have Men 2.7%; Men 5%; Survey 2017 0 0 0 0 0 0% Survey FY18Q1 confidence in their association's Women 22% Women 25% management/leadership Number of private enterprises, producer organizations, water user associations, trade and business associations, and 3 Producer community-based organizations (CBOs) Number 2017 0 3 4 0 0 4 0 133% organizations, 1 that applied new technologies or CBO management practices with USG assistance (FTF)* Proportion of individuals using ICT- assisted extension in decision-making Survey 2017 04 0 0 0 0 0 0 0% Survey FY18Q1 (Custom)

4 As per baseline survey, 72.6% of men and 38.0% of women surveyed have previously used mobile technologies (mobile phones, SMS, electronic transfers or other mobile money products).

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Baseline data FY 2017 Quarterly Status – FY 2017 Comment(s) Annual Annual Data Annual Performance Indicator Cumulative Source Year Value Cumulative Q1 Q2 Q3 Q4 Achieved to Planned Actual Date (in %) target Number of hits to ICT extension support Project 2017 0 0 0 0 0 0 0 0% platform (Custom) Records Sub-IR: Strengthened disaster risk management capacity Proportion of members who feel their Men 27.4% ; Men 30%; farmer association can help them in the Survey 2017 0 0 0 0 0 0% Survey FY18Q1 Women 38.0% Women 40% event of a shock or a stress (Custom) Number of alerts referred to designated Project individuals by the early warning system 2017 0 0 0 0 0 0 0 0% Records (Custom)* * New or revised indicator as per revised, submitted MEL plan and annual update

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ANNEX B: SUCCESS STORIES

“A Way Up”: Habi Oumarou is a widow from Bazaga in Niger’s Tahoua region. Habi is a member of Dan Awalchi, a small women’s cooperative that belongs to Union Adaltchi, one of Lutheran World Relief’s producer organization partners under the 12/12 Alliance project.

Habi was nominated to participate in the Union’s sheep fattening activities under the project during a village meeting by members of her cooperative because she is seen to be trustworthy and capable. She paid 20% of the estimated cost of two sheep and a start-up/feeding kit up-front to her group. Habi and other women participants went to a local market to select their sheep. Local veterinary agents from the government’s Department of Animal Husbandry checked the animals to be sure they were healthy and the Union’s management committee purchased the sheep for her. The Union explained that she would receive the sheep as a loan and that she would need to reimburse her cooperative once the sheep were sold so that other members could benefit from animal fattening in the future.

Habi learned about how to care for and feed her sheep from one of her neighbors who was trained as a trainer on animal fattening. “I followed her advice very closely and my animals remained healthy until it was time to sell them,” says Habi.

She fattened the animals for around three months, just in time for the Tabaski (Eid el Adha) holiday when sheep prices in Niger peak. When the prices started to rise, Habi asked her son to take the animals to a local market on her behalf; he sold both the sheep for around 135,000 FCFA ($230). With the proceeds from the sale, Habi was able to reimburse her cooperative for the cost of the sheep and kit and, with the 35,000 FCFA ($60) in profits, Habi had enough money left over to buy a little food for her grandchildren and a new lamb for herself.

“Thanks to God and this animal fattening activity, I now have a new, unexpected source of income. I am going to continue to fatten sheep because it’s like insurance against a poor harvest and a way up for me and my family,” says Habi.

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“More Profitable Than Sales”: Sawdi Zakari, member of Say De Hasarda cooperative and Union Amintchi, one of Lutheran World Relief’s producer organization partners under the 12/12 Alliance project in Niger, may not consider herself a businesswoman, but she knows what to do to make a profit.

Sawdi learned about selecting and fattening her animals from her next-door neighbor who had been trained as a trainer by the project. “The Union offered me a 100,000 FCFA loan to purchase sheep and animal feed, but I contributed a little extra to get large, healthy sheep with nice coats, as I thought it would help me sell them for a better price, “ says Sawdi.

Sawdi’s husband sold one of her sheep on the market and she sold the other sheep herself in the village just before the Tabaski (Eid el Adha) holiday when the prices were high. According to Sawdi, “My two sheep sold for 190,000 FCFA, and because I had a start-up kit for feeding and the animals were vaccinated and treated, I didn’t have other costs.” Sawdi was able to reimburse her cooperative for the cost of the sheep and was left with 90,000 FCFA (over $150, as much as many Nigerien farmers earn in a year) from the sale.

With the profits from animal fattening, Sawdi purchased a stock of food to cover her family’s needs through the end of the lean season and put aside money to buy a new sheep when prices are lower. “This activity really helped me. I was able to have income and savings that I never thought possible, earning more than I would have from selling goods in the market—and I didn’t even need to leave my family to do so. I feel happy and empowered to have my own income. I can only say thank you to Union Amintchi and the 12/12 Alliance project.”

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