Consolidated 2018 Detailed Implementation Plan (DIP) for the Drylands Development Programme (DryDev)
A Farmer Led Programme to Enhance Water Management, Food Security, and Rural Economic Development in the Drylands of Burkina Faso, Mali, Niger, Ethiopia, and Kenya ***2018***
Contents ACRONYMS ...... 3 1. Introduction ...... 5 2. ICRAF Coordination Detailed Implementation Plan, 2018 ...... 7 2.1 Summary of Lessons Learned from 2017 ...... 7 2.2 Key Priorities for 2018 ...... 7 2.2.1 Staffing Changes ...... 7 2.2.2 Main Coordination Focus for 2018 ...... 7 2.3 Description of Activities by Coordination Support Area (CSA) for 2018 ...... 8 2.4 2018 Detailed ICRAF Coordination Action Plan ...... 10 2.5 2018 Detailed Annual ICRAF Coordination Budget ...... 12 3. Kenya Detailed Implementation Plan, 2018 ...... 13 3.1 Summary of Lessons Learned from 2017 ...... 13 3.2 Key Priorities for 2018 ...... 13 3.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development ...... 13 Country Partnership Arrangement ...... 13 Plans for Capacity Development ...... 14 3.3 Main Programming Focus for Year 2018 ...... 14 3.4 Description of Specific Activities by Work Package & Activity Area for 2018 ...... 15 WP 1: Sub-catchment Level Natural Resource Management (NRM) ...... 15 WP 4: Enhancing Market Access ...... 16 WP 7: Planning, M&E, and Scaling of Learning ...... 17 WP 8: Policy Analysis & Influencing ...... 17 3.5 2018 Detailed Implementation Plan – Kenya ...... 18 3.6 2018 Detailed Annual Country Programme Budget for Kenya ...... 27 4 Ethiopia Detailed Implementation Plan, 2018...... 28 4.1 Summary of Lessons Learned from 2017 ...... 28 4.2 Key Priorities for 2018 ...... 29 4.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development ...... 29 4.3 Main Programming Focus for 2018 ...... 29 4.4 Description of Specific Activities by Work Package & Activity Area for 2018 ...... 30 4.5 2018 Detailed Implementation Plan – Ethiopia ...... 34 4.6 2018 Detailed Annual Country Programme Budget for Ethiopia ...... 42 5 Burkina Faso Detailed Implementation Plan, 2018 ...... 43
1 | Page
5.1 Summary of Lessons Learned from 2017 ...... 43 5.2 Key Priorities for 2018...... 44 5.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development ...... 44 5.2.2 Intervention Sites sites ...... 45 5.3 Main Programming Focus for 2018 ...... 45 5.4 Description of Specific Activities by Work Package & Activity Area for 2018 ...... 47 5.5 2018 Detailed Implementation Plan – Burkina Faso ...... 50 5.6 2018 Detailed Annual Country Programme Budget – Burkina Faso ...... 63 6 Mali Detailed Implementation Plan, 2018 ...... 64 6.1 Summary of Lessons Learned from 2017 ...... 64 6.2 Key Priorities for 2018...... 64 6.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development...... 64 6.2.2 Intervention Sites ...... 64 6.3 Main Programming Focus for 2018 ...... 65 6.4 Description of Specific Activities by Work Package & Activity Area for 2018 ...... 66 6.5 2018 Detailed Implementation Plan – Mali ...... 70 6.6 2018 Detailed Annual Country Programme Budget for Mali ...... 78 7 Niger Detailed Implementation Plan, 2018...... 79 7.1 Summary of Key Lessons Learned in 2017 ...... 79 7.2 Key Priorities for 2018 ...... 79 7.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development...... 79 7.2.2 Intervention sites ...... 80 7.3 Main Programming Focus for the Year 2018 ...... 80 7.4 Description of Specific Activities by Work Package & Activity Area for 2017 ...... 81 7.5 2018 Detailed Implementation Plan – Niger ...... 85 7.6 2018 Detailed Annual Country Programme Budget – Niger ...... 93
2 | Page
ACRONYMS AA Activity Area ADRA Adventist Development and Relief Agency AMEDD Malian Association for Awareness Raising and Sustainable Development AMEPPE Malian Association for Public Education and Protection of the Environment AREN Association for Livestock Revitalization in Niger ASECNA Agence pour la Sécurité de la Navigation Aérienne. CA Conservation agriculture CAP Community Action Plan / Planning CBOs Community Based Organizations CCT Country Core Team CGIAR / CSP Consultative Group for International Agricultural Research / Cost Sharing Percentage CLOCSAD Comité Local d’Orientation, de Coordination et de Suivi des Actions de Développement (Local Committee for the Coordination of Development Actions at district level) COFOB Commission Foncière de Base COFOs Commission Foncière (Land Tenure Commission) CRESA Centre Régional d’Enseignement Spécialisé en Agriculture (Regional Centre of Special Teaching in Agriculture) CSA Coordination Support Area CSWTs Community Sub-Watershed Teams DGIS Directorate General International Cooperation DIP Detailed Implementation Plan DryDev Drylands Development Programme EOC/DICAC Ethiopian Orthodox Church’s Development & Inter‐Church Aid Committee EP Enrichment Planting FO Farmer Organization FMNR Farmer Managed Natural Regeneration GAP Good Agronomic Practices Ha Hectare IP Implementing Partner ICRAF International Centre for Research in Agroforestry (World Agroforestry Centre) INERA Institut National de l’Environnement et de Recherches Agronomiques IWRM Integrated Water Resources Management JQM Joint Quality Monitoring KALRO Kenya Agriculture & Livestock Research Organization LQAS Lot Quality Assurance Sampling MA&D Market Analysis and Development M&E Monitoring and Evaluation MFI Microfinance Institution MIS Management Information Systems MMD Mata Masu Duraba (The name in Hausa language for the VSLA pioneered by CARE Niger, meaning “Enlightened women” or “Women on the move”) MoFA Ministry of Foreign Affairs (of the Netherlands) NLO National Lead Organization NRM Natural Resource Management ODK Open Data Kit
3 | Page
OHADA Organisation pour l'Harmonisation en Afrique du Droit des Affaires (Organization for the Harmonization of Business Law in Africa) OxC Options-by-Context PAC Programme Advisory Committee PICSA Participatory and Integrated Climate Smart for Agriculture PIP Programme Implementation Plan PMCs Programme Management Committee PMEL Participatory Monitoring, Evaluation and Learning RAIL Réseau d’Appui aux Initiatives Locales (Local Initiatives Support Network) RCC Regional Programme Coordination Committee REST Relief Society of Tigray Reseau MARP Réseau pour la Promotion des Méthodes, Approches et Recherches Participatives RUSACCO Rural Savings and Credit Cooperatives RWH Rain Water Harvesting RWHT Rainwater harvesting tank SCAPs Sub-catchment Action Plans SCMP Sub-Catchment Management Plan SLDCs Sub-Locational Development Committee SNV Netherlands Development Organization PAGIRE Secrétariat Permanent du Plan d'Action pour la Gestion Intégrée des Ressources en Eau (Permanent Secretariat for IRWM action plan) PMC Programme Management Committee SWC Sub-Watershed Committee ToT Training of Trainer WP Work Package WRA Water Resources Authority WRUA Water Resource User Association WVA World Vision Australia WVE World Vision Ethiopia WVK World Vision Kenya VC Value Chain VSLAs Village Savings and Loans Associations
4 | Page
1. Introduction
The Drylands Development Programme (DryDev) is a six-year initiative (August 2013 to July 2019) funded by the Ministry of Foreign Affairs (MoFA) of the Netherlands, with a substantial financial contribution from World Vision Australia (WVA). The World Agroforestry Centre (ICRAF) is the overall implementing agency. DryDev is designed to provide relevant and contextually appropriate support to smallholder farmers in selected dryland areas of Burkina Faso, Mali, Niger, Ethiopia, and Kenya. It is seeking to meaningfully contribute to the realization of a vision where households residing in such areas have transitioned from subsistence farming and emergency aid to sustainable rural development. The programme’s strategy for making meaningful contribution to the realization of this vision is outlined in its Inception Report. This strategy is operationalized in the five participating countries through country Programme Implementation Plans (PIPs) 2015-18, now extended (through a no-cost extension) to 2019. These plans are further complemented with the annual development and implementation of Detailed Implementation Plans (DIPs) and corresponding detailed budgets. ICRAF also has in place a Coordination Programme Implementation Plan (PIP) for DryDev’s full implementation phase, and it will also develop Coordination DIPs on an annual basis. This document is DryDev’s consolidated DIP for the year 2018. The document begins by presenting ICRAF’s 2018 Coordination DIP, which is followed by country-specific DIPs for each of the participating countries. For each DIP, key lessons learned from 2017 are first highlighted to link these plans to the previous year’s efforts. The key priorities for the upcoming year are then described, followed by a description of the specific activities that will be undertaken in the remainder of 2018. For ICRAF’s Coordination DIP, these specific activities fall under Coordination Support Areas (CSAs), whereas those associated with the country DIPs fall under Activity Areas (AAs). The total budget for the 2018 DryDev DIP is USD 11,766,820. The requested contribution from DGIS and WVA is USD 10,926,002 and USD 840,818 respectively. Of the overall budget, USD 6,135,135 is earmarked for supporting direct programme delivery and coordination support activities, while USD 4,561,703 and USD 1,069,982 is to support staff salaries/other administration expenses and overhead/ CGIAR CSP, respectively. A summary of the budget is presented on the following page. Greater detail can be found in an accompanying Excel workbook. The amount requested in the 2018 DIP from DGIS (USD 10,926,002) exceeds that specified in the no cost extension approval dated 29th June 2017 (USD 8,343,4671) by USD 2,582,535. This is because of the carry-over of a significant number of 2017 activities, with corresponding funds, into 2018, across all the participating countries.
1 In the no-cost extension approval, and following email communication between George Okwach (ICRAF) and Jan Hijkoop (MoFA), the budget figure for year 2018 (USD 5,400,000) was interchanged with the figure for year 2019 (USD 8,343,467) due to the fact that, with the no cost extension, year 2018 is now a full implementation year.
5 | Page
The Drylands Development Programme (DRYDEV) Detailed Implementation Budget 2018 (USD) Total (USD) DGIS WVA 1. Personnel 1.1 ICRAF 1,171,319 1,072,324 98,995 1.2 Kenya NLO and IPs 648,576 444,850 203,726 1.3 Ethiopia NLO and IPs 512,517 351,972 160,545 1.4 Burkina Faso NLO and IPs 531,260 531,260 0 1.5 Mali NLO and IPs 271,506 271,506 0 1.6 Niger NLO and IPs 352,033 352,033 0 Subtotal Personnel $3,487,211 $3,023,945 $463,266
2. Travel 2.1 ICRAF 175,000 161,500 13,500 2.2 Kenya NLO and IPs 45,568 27,389 18,179 2.3 Ethiopia NLO and IPs 58,277 43,366 14,911 2.4 Burkina Faso NLO and IPs 67,694 67,694 0 2.5 Mali NLO and IPs 53,727 53,727 0 2.6 Niger NLO and IPs 9,600 9,600 0 Subtotal Travel $409,866 $363,276 $46,590
3 . Equipment 3.1 ICRAF 0 0 0 3.2 Kenya NLO and IPs 7,500 0 7,500 3.3 Ethiopia NLO and IPs 2,538 2,538 0 3.4 Burkina Faso NLO and IPs 2,182 2,182 0 3.5 Mali NLO and IPs 4,909 4,909 0 3.6 Niger NLO and IPs 13,182 13,182 0 S ubtotal Equipment $30,311 $22,811 $7,500
4. Other Administration & Operational Expenses 4.1 ICRAF 59,080 59,080 0 4.2 Kenya NLO and IPs 154,992 52,299 102,693 4.3 Ethiopia NLO and IPs 148,686 65,299 83,387 4.4 Burkina Faso NLO and IPs 74,445 74,445 0 3.5 Mali NLO and IPs 115,374 115,374 0 3.6 Niger NLO and IPs 81,737 81,737 0 Subtotal Other Administration & Operational Expenses $634,315 $448,234 $186,080
Total for Staffing & Operational Costs $4,561,703 $3,858,266 $703,437
5. ICRAF Programme Coordination Support 5.1 Programme Governance & Oversight 89,670 89,670 0 5.2 Facilitation of Options-by-Context & Related Action Learning 7,500 7,500 0 Activities 5.3 Partner Capacity Development and Co-learning 108,000 108,000 0 5.4 Monitoring & Evaluation Technical Support 60,000 60,000 0 5.5 Programme Communications 24,500 24,500 0 5.6 Programmatic Technical Support for Country Teams 0 0 0 5.7 Support for Policy Analysis and Influencing 16,000 16,000 0 5.8 Support for Scaling of Evidence and Learning 34,000 34,000 0 TOTAL for Programme Coordination Support $339,670 $339,670 $0
6. Programme Delivery
Work Package 6.1 Subcatchment-level natural resource management 1,659,181 1,584,083 75,099 Work Package 6.2 On-farm water & soil management 1,145,426 1,145,426 0 Work Package 6.3 Agricultural commodity production 995,056 995,056 0 Work Package 6.4 Enhancing market access 558,450 558,450 0 Work Package 6.5 Financial services linking 230,877 230,877 0 Work Package 6.6 Local governance & institutional strengthening 349,189 349,189 0 Work Package 6.7 Planning, M&E, and scaling of learning 616,514 616,514 0 Work Package 6.8 Policy analysis & influencing 240,772 240,772 0 Total for Programme Delivery Costs $5,795,465 $5,720,367 $75,099 Total Direct Costs 10,696,838 9,918,303 778,535 Overhead 855,747 793,464 62,283 CGIAR CSP (2%) (DGIS Contribution Only) 214,235 214,235 0 Grand Total $11,766,820 $10,926,002 $840,818
6 | Page
2. ICRAF Coordination Detailed Implementation Plan, 2018 2.1 Summary of Lessons Learned from 2017 Key lessons learned from implementation in 2017 include: • Instituting a strong coordination and learning platform at a country level has been very key. In countries where this platform has been consistently used, their consortia have grown stronger and the sequencing of field activities has been seamlessly managed. In the coming year, all countries will be supported to have such a platform. • ICRAF has had to undertake, comparatively, more capacity building activities than the technical advisory role and this is expected to continue. Unfortunately, the expanded technical and advisory role of ICRAF, though important, was not adequately budgeted for. Further, the capacity to deliver technical support to the programme teams remains a challenge for certain technical aspects, especially those related to institutional building at community level. • Keeping the programme on track in terms of delivering quality outputs by 21 NGOs across five countries has not been an easy task, especially where some of the organizations are poorly structured or inadequately staffed, resulting in poor performance. Some implementing partners have not successfully fulfilled their roles and responsibilities, leading to serious slowing down or derailing of programme progress. For example, three implementing partners in Niger (OXFAM, CRESA and World Vision) pulled out of DryDev during the 2017 implementation period. And in Burkina Faso, ICRAF had to restructure the programme by replacing the national lead organization (NLO) (Reseau MARP) and taking up the role of coordinating the programme in the country. • Implementation of action learning activities have proven very important for those farmers who participated, as they have made decisions on what works better for them and adapted various interventions and designs to their own context. In the coming year, more farmers will be engaged and evidence sharing platforms organized for increased adoption and scaling. 2.2 Key Priorities for 2018 2.2.1 Staffing Changes It is expected that much of the level of ICRAF staff in the programme will remain the same as in 2017, given that 2018 will be a full (12-month) implementation period. However, some changes (e.g. in the relative staff times of various scientists and technicians) is necessary, arising from the need to strengthen certain weaknesses that became evident in past periods. Further, the recent restructuring of the programme in Burkina Faso—which resulted in ICRAF taking up the coordination functions in the country—means that ICRAF will now have staff in Burkina Faso. Four ICRAF staff are expected to serve in the country coordination unit in Burkina Faso, namely, the country programme coordinator, the monitoring and evaluation (M&E) specialist, the communication specialist and a driver. However, the costs of the four new ICRAF staff will be charged to the Burkina Faso country-level funds, rather than to the ICRAF part of the 2018 budget.
2.2.2 Main Coordination Focus for 2018 The major focus of ICRAF’s coordination function, in 2018, will center on the following aspects: • Facilitating evidence generation, learning and scaling. Key activities will include the finalization of the 2017 uptake survey, communication and dissemination, mid-term review, joint quality monitoring (JQM) activities, regional coordination committee (RCC) functions, M&E and action learning. Evidence will be documented and shared in various fora with farmers and other stakeholders.
7 | Page
• Continuing capacity building activities based on the capacity assessment survey and technical support in response to arising challenges during implementation. This will target programme staff, farmers and extension agents supporting the programme. • The coming year will be critical for the final planning period as the programme tails off. ICRAF will support the partners in reviewing and implementing the transition and exit strategies already laid out in the PIP and subsequent DIPs. 2.3 Description of Activities by Coordination Support Area (CSA) for 2018 CSA1: Programme Governance & Oversight The programme will continue using all tools for programme coordination, supervision and quality control, which include core team meetings; JQM missions; RCC meetings and programme advisory committee (PAC) visits. ICRAF will review and consolidate technical and financial reports submitted by the NLOs and submit programme reports to the DGIS. As part of supporting partners and ensuring adherence to principles of good financial and programme management, ICRAF will conduct compliance visits at least twice per year in each country. During the last half of the year, ICRAF will facilitate the development and submission of DIP 2019. CSA2: Facilitation of Options-by-Context & Related Action Learning Activities Despite the initial slow start and take off, a lot of progress has been made in 2016 and 2017 in facilitating action learning activities. The major challenge was financing of elaborate collection of the resulting data. In East Africa, most of the data was collected and reports drafted and shared with partners and farmers participating in the action learning activities. In the Sahel, strategies have been put in place for enhanced data collection. Such strategies include the assigning of a technician to help follow up action learning activities implemented by country teams and the use of students. Therefore, the 2018 period will see the strengthening of data collection, analysis and reporting of action learning activities, across the five programme countries. In addition, a major activity to be carried out across all work packages will be the facilitation of stakeholder co-learning platforms where data from the action learning will be a key part of evidence generation, sharing, learning and scaling together with other sources like uptake surveys and output tracking. CSA3: Partner Capacity Development and Co-learning The year 2018 will see the last full year of DryDev, and the question of sustainability of the programme agenda will be uppermost in the team’s mind. ICRAF will re-double its efforts at enhancing the staff capacity of the institutions making up the programme consortium, as a way of ensuring that the country teams have the knowledge and skills needed to continue designing and implementing development activities. Consequently, capacity development will be a major activity throughout 2018. Based on the report of the capacity assessment survey conducted in late 2016, efforts will be made to prioritize training needs and develop action plans that ICRAF and the NLOs will coordinate and/or facilitate their implementation. Cross learning events will be facilitated in the coming year, including in-country and regional reflection, sharing and learning events as well as thematic exchanges and visits across countries. Capacity development activities on institutional development and local governance will be key to ensure sustainability of interventions as the programme tails off. CSA4: Monitoring and Evaluation Technical Support Four main activities/processes will be undertaken in 2018. Firstly, there will be write-shops to finalize data cleaning and production of country and programme level reports for the 2017 uptake surveys. Secondly, ICRAF will prepare for and facilitate the mid-term external review of the programme, which is scheduled for the first quarter of 2018. Thirdly, the development of an on-line database and related training will be
8 | Page
undertaken, resulting in the consolidation of routine day-to-day output tracking and overcoming challenges of double counting and data storage, and improving the quality and consistency of reporting. Lastly, there will be an annual uptake survey in the fourth quarter of 2018. CSA5: Programme Communications The main tool for programme communication has been the programme website. However, towards the end of 2017 there were efforts to produce and document videos, as well as country or thematic specific briefs. In the coming year, there are plans to produce blogs, technical and policy briefs based on cases documented and shared during the 2017 global reflection, sharing and learning workshop and other ongoing activities. In addition, several briefs will be produced for various sharing, learning and evidence scaling events with farmers and local stakeholders. As a way of keeping the website current and active, more training on “Real Simple Reporting” will be conducted for the Sahel teams. CSA6: Programmatic Technical Support to Country Teams Remarkable progress has been made in the last two years regarding technical support to the programme during planning, review and reflection meetings, as well as field visits. These strategies will continue with special focus on technical quality and sustainability of interventions. ICRAF scientists will continue providing guidance and technical support on watershed management, agroforestry, soil and water management, small scale irrigation, pre- and post-harvest management, value chains, gender, institutional development, policy, monitoring and evaluation (M&E), as well as evidence generation and scaling. CSA7: Support for Policy Analysis and Influencing Activities in this technical support area stalled a bit across all countries due to country-specific constraints ranging from inadequate capacity to facilitate the process, to lack of preparedness on part of the local governance institutions to sustain such activities. Thus, in East Africa, more effort was put on institutional development and local governance functioning a prerequisite for creating an enabling framework and policy influencing. In the coming year, efforts in both Ethiopia and Kenya will focus on supporting the development of materials for policy awareness creation and influencing. In the Sahel countries, the first activity will be the production of synthesis reports based on the characterization studies and new developments to be shared with local stakeholders to further identify key policy constraints and propose policy influencing strategies. This will be followed by the development of policy briefs and policy awareness creation activities. National stakeholder workshops will then be organized with scaling stakeholders and policy makers across all countries. CSA8: Support for Scaling of Evidence and Learning As the programme nears its end, and much of the foundation activities (such as stakeholder mapping and social network analysis in all countries, except Niger) and evidence gathering have taken place, emphasis will be given to sharing the lessons and evidences generated by the programme to enhance learning and speeding up the scaling of evidences by various stakeholders. This is expected to enhance wider adoption by farmers. Feedback meetings will be conducted at fields and sub-national levels for the various stakeholders to take up the recommendations and for the programme staff to use the results in programming for activities across the work packages. This work has started in East Africa and will be a key activity in the Sahel countries in 2018. The other key activity will be the development of stakeholder engagement plans, development of communication materials and creation of platforms for engagement and sharing. In addition, identification of scaling stakeholders will be undertaken at subnational, and national levels.
9 | Page
2.4 2018 Detailed ICRAF Coordination Action Plan
Specific Activity by Programme Support Area 01 02 03 04 05 06 07 08 09 10 11 12 Who leads* Who supports* 1 Programme Governance & Oversight 1.1 Organize 2018 Programme Advisory Committee (PAC) mission 2 1,3,4,17 1.2 Convene Regional Coordination Committees (RCC) meetings 2,3 4,5,17 1.3 Participate in Joint Quality Monitoring missions with NLOs 2,3 4,5,17 1.4 Review submitted technical and financial reports 2,3 15,16 1.5 Carry out physical semi-annual financial reviews of NLOs and other partners 15,16 2,3 1.6 Prepare Annual technical and financial reports for submission to DGIS 2,3 15,16 1.7 Facilitate external and internal auditing of the programme 15,16 2,3 2 Facilitation of Options-by-Context & Related Action Learning Activities 2.1 Review and roll out participatory action learning designs in the Sahel and additional 3,5 4-13 one in East Africa 2.2 Produce report and publications from action learning activities 3,5 4-13 2.3 Facilitate and document co-learning activities 3,5 4-13 3 Partner Capacity Development and Co-learning 3.1 Finalize capacity assessment reports 3 3.2 Implement capacity development plans 2,3 4-8 3.3 Provide thematic training and cross learning events 2,3 4-13 3.4 Organize/facilitate 2018 reflection and learning meetings in East Africa & Sahel 2,3 4-8 4 Monitoring Evaluation Technical Support 4.1 Develop and roll out an online monitoring data base and management of 14 1-3,9,10, information system 4.2 Produce and disseminate 2017 uptake survey report 9,10 1-3 4.3 Facilitate 2018 uptake survey 9,10 1-8 4.4 Organize and facilitate the external programme review 1,2 3-8 5 Programme Communications 5.1 Keep DRYDEV’s website up to date 5.2 Facilitate the development of country communication plans 2,3 18, 19 5.3 Develop information communication and extension materials for farmers & local 3-13 2, 18, 19 stakeholders 6 Programmatic Technical Support to Country Teams 6.1 Participate in quarterly and annual technical country team meetings 2,3 4-13 6.2 Work with country teams towards wider adoption and sustained implementation of various technical aspects such as watershed management, agroforestry, soil and 2,3 4-13 water management, small scale irrigation; value chains, gender, institutional
10 | Page
Specific Activity by Programme Support Area 01 02 03 04 05 06 07 08 09 10 11 12 Who leads* Who supports* development, pre- and post-harvest management, FMNR, and monitoring and evaluation 7 Support for Policy Analysis and Influencing 7.1 Support Sahel partners to review the policy characterization studies and develop 2 5,8 and execute influencing strategies 7.2 Support country teams to implement policy influencing strategies 2,3 4-8, 17 7.3 Co-facilitate policy stakeholder workshops at national level 2,3 4-8, 17 8 Support for Scaling of Evidence and Learning 8.1 Finalize and disseminate stakeholder social network analysis reports 8,9 2, 5 8.2 Conduct stakeholder social network analysis and disseminate results in Niger 8,9 2, 5 8.3 Facilitate identification of scaling stakeholders and execute engagement plans 3,9 2-8 8.4 Support country teams to develop and implement evidence scaling strategies 2-13 3,9 including co-learning at subnational and national levels
1. Head of M&E and Impact Assessment 8. Sahel Programme Assistant 15. DryDev Sahel Finance Officer 2. DryDev Programme Manager/ Coordinator – Sahel 9. Senior Value Chains & PMEL / M&E Specialist 16. Senior Finance Officer (Headquarters) 3. DryDev Programme Coordinator – East Africa 10. Senior Sahel Impact Assessment/PMEL Specialist 17. ICRAF Regional Coordinators 4. Country Representatives 11. Senior Water Resources Development Engineer 18. Communication Officer – EA 5. Sahel Action Learning Coordinator/Programme Officer 12. Sahel Landscape Systems & Climate Smart Agriculture Specialist 19. Communication Officer – Sahel 6. Ethiopia Programme Officer 13. Water Resources Development Specialist -EA 7. Kenya Programme Officer 14. Knowledge management specialist
11 | Page
2.5 2018 Detailed Annual ICRAF Coordination Budget
The Drylands Development Programme (DRYDEV) ICRAF Coordination Budget 2018 (USD)
Budget Summary: ICRAF Coordination (Jan. 1 to Dec. 31, 2018) 2018 (01-12) DGIS WVA 1. Personnel 1.1 ICRAF HQ 406,291 374,706 31,585 1.2 ICRAF East Africa 382,749 315,339 67,410 1.3 ICRAF Sahel 382,278 382,278 0 Subtotal Personnel $1,171,319 $1,072,324 $98,995 2. Travel 2.1 ICRAF HQ 58,000 50,500 7,500 2.2 ICRAF East Africa 51,000 45,000 6,000 2.3 ICRAF Sahel 66,000 66,000 0 Subtotal Travel $175,000 $161,500 $13,500 3. Equipment 3.1 ICRAF HQ 0 0 0 3.2 ICRAF East Africa 0 0 0 3.3 ICRAF Sahel 0 0 0 Subtotal Equipment $0 $0 $0 4. Other Administration & Operational Expenses 3.1 ICRAF HQ 0 0 0 3.2 ICRAF East Africa 22,080 22,080 0 3.3 ICRAF Sahel 37,000 37,000 0 Subtotal Other Administration & Operational Expenses $59,080 $59,080 $0 Total for Project Management & Operational Costs $1,405,399 $1,292,904 $112,495 5. Programme Coordination Support 5.1 Programme Governance & Oversight 89,670 89,670 0 5.2 Facilitation of Options-by-Context & Related Action Learning Activities 7,500 7,500 0 5.3 Partner Capacity Development and Co-learning 108,000 108,000 0 5.4 Monitoring Evaluation Technical Support 60,000 60,000 0 5.5 Programme Communications 24,500 24,500 0 5.6 Programmatic Technical Support to Country Teams 0 0 0 5.7 Support for Policy Analysis and Influencing 16,000 16,000 0 5.8 Support for Scaling of Evidence and Learning 34,000 34,000 0 TOTAL for Programme Coordination Support $339,670 $339,670 $0 Grand Total $1,745,069 $1,632,574 $112,495
12 | Page
3. Kenya Detailed Implementation Plan, 2018 3.1 Summary of Lessons Learned from 2017 • Making use of existing self-help groups: The self-help groups that have been participating in the programme are predominantly welfare-oriented. The programme will take advantage of the strengths of these groups and mobilize them to federate into farmer organisations (FOs) as community-based organizations (CBOs) or cooperative societies that have at least production and marketing functions. These umbrella organisations will be supported and challenged to reorient their constituent groups from a welfare to an agribusiness orientation. DryDev will also guide and support these umbrella organisations to obtain legal registration so as to effectively engage on promoted value chains (VC) and benefit from economies of scale. • Influencing adoption through ICT: Integrating information-communication-technology (ICT) initiatives such as iShamba2 and Smart Projectors to complement the conventional extension methods proved effective in information sharing and technology dissemination. Observations made during the year indicate that these tools enhanced adoption rates while maintaining the quality of the messages relayed. • Input financing increases production: Through interaction with the Kenya Cereal Enhancement Programme (KCEP), the DryDev team has learnt that input financing arrangements for farmers can significantly increase access to inputs (equipment and planting materials) and hence production. This opportunity is being explored with prospective financial institutions. Input financing can also accommodate a repayment schedule aligned to the cropping calendar, thus reducing the costs associated with taking a loan on the open market. • Seed production on contract basis doesn’t always increase access to seeds: While commercial seed multiplication provides market benefits for rural farmers through contract farming, this direct contracting does not guarantee more access by farmers to the multiplied seed. This is because the entire amount of seed is returned to the contracting seed company. Alongside this, commercial approach, the programme will continue to help farmers develop a community-level seed multiplication system, an arrangement by which identified community seed multipliers will work through identified FOs to multiply open pollinated seed varieties (OPSV). 3.2 Key Priorities for 2018 3.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development Small changes in the staffing arrangement are planned for the programme in 2018. The total number of staff will slightly vary compared to the previous year among some implementing partners (IPs). For Caritas Kenya, there will be additional roles for two field-based interns; the other positions remain the same as 2017, although there are slight adjustments on the percentages of labour being provided. In World Vision Kenya (WVK), there will be an increase in the number of field staff by two community mobilizers, and there will be no intern as in the previous year. For SNV the agricultural sector leader’s role will not be engaged in 2018. Country Partnership Arrangement The Kenya partnership arrangement will largely remain the same as it was in the previous years.
2 Ishamba – A Kenyan based mobile phone messaging platform that provides farmers with production and market information
13 | Page
Plans for Capacity Development The Kenya DryDev IPs will undertake several initiatives to enhance the capacity of the team to deliver on the plans. These initiatives will include: • Technical support to implementing teams based on the recommendations from the PAC, the JQM report and the country core team deliberations. World Vision Kenya and ICRAF will continue to avail necessary guidelines to enhance understanding and effective undertaking of the concepts, such as farmer managed natural regeneration (FMNR), rain water harvesting (RWH), climate smart production and hot-spot mapping using geo-informatic techniques. • Staff induction will be conducted on the management information database developed in 2017 for effective monitoring and delivery of the programme outputs. Appropriate staff will also be trained on lot quality assurance sampling (LQAS) and use of open data kit (ODK). 3.3 Main Programming Focus for Year 2018 With the end of the programme expected in 2019, the DryDev Kenya team will make deliberate efforts towards consolidating the gains that have been made, strengthening institutions, empowering stakeholders, ensuring the sustainability and preparing for the programme’s exit. Key focus will be given to the following aspects: 1 Refining and concretizing the integrated approach to sub-catchment management: One area of focus for 2018 will be to institute a refined integrated sub-catchment approach. In this refined approach, the capacity of water resource users associations (WRUAs) which are the institutions mandated to spearhead sub-catchment management shall be enhanced through training in good governance, group dynamics, resource mobilization and on the relevant interventions and approaches for different levels of the sub-catchments (upper, middle, lower) across all eight sub-catchments. In addition, greater involvement of other local institutions resident within the said sub-catchments, such as the village councils, sub-locational development committees (SLDCs)3, schools, farmer organizations (FOs) and FOs involved in sub catchment management, will be enlisted. This will not only guarantee ownership of interventions but also increase the sustainability and productivity of the various on-farm and off farm interventions. 2 Institutionalization of input access: Strengthening the community access to farm inputs through revitalized community structures will be the focus in 2018. The programme will support farmers to develop a more structured community level seed multiplication system. The proposed system will work through identified community seed multipliers for seed proliferation of local OPSV seed. The multipliers will work in clusters likened to more structured FOs, such as the community-based organizations (CBOs) and cooperatives. These FOs will facilitate access to foundation seed and certification of the reproduced seed by the Ministry of Agriculture through the Kenya Agricultural and Livestock Research Organization (KALRO), while at the same time availing the seed to other farmers and providing monitoring services. 3 Scaling up evidence and learning: This will be given priority through the documentation of the learnings and best practices from output tracking, co-learning events, uptake survey and planned comparisons. Sharing and information exchange will be done through forums, electronic and print media, workshops and direct engagement with farmers and stakeholders to disseminate and scaling out interventions. 4 Programme Monitoring, Evaluation and Learning (PMEL): World Vision Kenya will continue to lead and provide leadership in the coordination of the PMEL framework to ensure implementation remains
3 SLDCs are the lowest level development committees in Machakos County that the programme shall be working with at that level since the County leadership is yet to devolve to Village level unlike in Kitui and Makueni counties
14 | Page
on track and in compliance to quality standards while delivering on the 2018 plans. Key focus areas will include planning and conducting JQM missions, preparing for the external programme review and conducting the 2018 technology uptake survey. 3.4 Description of Specific Activities by Work Package & Activity Area for 2018 WP 1: Sub-catchment Level Natural Resource Management (NRM) The capacity of WRUAs on integrated sub catchment management will be enhanced through training and exposure visits conducted to fill capacity gaps identified through a capacity assessment. The capacity of both county government and IP staff will be also enhanced though training and exposure to enable them to effectively backstop these local committees as they implement their sub-catchment management interventions. Further, as part of applying the new knowledge gained from the programme’s global reflection and learning event (held in Ethiopia in August 2017), DryDev Kenya will work closely with the water resources authority (WRA), WRUAs, PMCs (SLDCs, VCs and CDCs) to mobilize farmers owning land adjacent to riparian areas to set by-laws for the responsible and sustainable use of the natural resources that exist within these lands. The farmers will further be mobilized to develop action plans for rehabilitating highly degraded lands that stretch across the streams/rivers and the crop lands. Geo- informatic techniques will be used to highlight off-farm areas requiring rehabilitation and protection. The WRUAs will be facilitated to implement contextually appropriate rehabilitation and protection interventions. To ensure timely availability of seedlings within the sub-catchments, farmers will be supported to expand existing and to establish new tree nurseries to raise seedlings for enrichment planting (EP). Farmers will continue to be sensitized on the importance of tree planting and soil management. WP 2: On-farm Water & Soil Management With many farmers now adopting soil and water management practices following realization of the associated benefits, farmers will be mobilized to embrace soil fertility improvement through use of organic manure (compost), fertilizer trees and micro dosing using inorganic fertilizers. They will be trained on composting and micro dosing and shall be linked to FOs within their clusters to access appropriate farm inputs to facilitate increased adoption. On-farm FMNR and agroforestry will also be promoted by champion farmers and specific emphasis put on the integration of both fodder and fruit trees. The programme will build on the conservation agriculture (CA) service delivery model to increase farmers’ access to additional services on fertility management. Lead farmers on CA will be further trained to acquire skills on use and maintenance of CA equipment. Farmers (especially the youth) will be linked to suppliers of farm implements, and supported to acquire appropriate tools and implements for CA to reduce farm labour and increase production. On-farm RWH will be promoted through training of service providers and lead farmers as well as facilitating farmers’ cross learning visits. The programme will also conduct a cost-benefit analysis study to determine the potential of the different RWH technologies. Finally, to enhance farmers’ benefit from high prices associated with off-season value chain commodity production, more farmers will be sensitized on micro-irrigation. In addition, action learning will be facilitated through various community and county level platforms. WP 3: Agricultural Commodity Production Building on increased availability of water at sub-catchment and on-farm levels, fertility improvement, climate smart production options, CA options and mechanization among other technologies will be promoted to increase commodity production. Market led production will be a key priority in 2018. Famer organizations will be trained on development of production plan, guided by the market information on all the targeted value chain commodities (green grams, pigeon peas, cow peas, mangoes, poultry and goats). Training will be provided on good agronomic practices (GAP) relating to crop and livestock production (small animals). Farmers will also be sensitized on the importance of accessing credit to boost production.
15 | Page
Training will also be provided on post-harvest technology and value addition, and cross learning visits will be arranged. Demonstrations on options will be conducted to increase the farmers’ skills and knowledge on post-harvest management. Further, to increase the quantities of value chain commodities produced, and enhance profitability through increased bargaining power, FOs will be supported to form larger legally recognized producer groups such as cooperatives and CBOs. It is expected that through these amalgamated institutions, farmers will access targeted trainings, farm inputs (fertilizers, certified seeds, agrochemicals etc), mechanization through brokered contractual engagement with input suppliers as well as the off-takers (Simlaw Seed Company and other buyers) for input supply and market access. Through linkage to KALRO for technical support and certification of the seeds as well as making them available to their group members, community seed multiplication system shall be established through qualified FOs with possibility of higher prices per volume. WP 4: Enhancing Market Access To enhance market-led production, the programme will undertake rapid market assessment on the priority value chain commodities with the recommendations integrated in production and business plan development and implementation. To improve quantity and quality of the value chain (VC) commodities, larger and stronger FOs (cooperatives, CBOs, and associations) will be provided with business development support to aid production, business plan development, financial management and provide relevant market information. The programme will also intensify support of the VC platform activities at the sub-county levels where all actors (such as FO representatives, financial institutions, input suppliers, traders and other stakeholders) will play active roles and sign binding agreements. Further, to support emerging horticulture VCs reliant on micro-irrigation structures (such as the production of watermelon and tomatoes), the programme will assess the viability of these crops and facilitate negotiation with financial service providers to develop tailor-made credit products for input financing. Farmers’ access to market information will be enhanced through the integration of ICT such as iShamba mobile technology, as well as the use of the digital classroom in programme activities. Other activities will include cross learning exposure visits, documentation and sharing of learnings, strengthening input access modality and training to enhance resources mobilization. WP 5: Financial Services Linking DryDev Kenya will continue strengthening savings and credit and other financial management functions of FOs, marketing groups, WRUAs, cooperatives, associations. This will focus on building their capacity in planning, record keeping, resource mobilization and investment with the aim of attaining more formal and legal status to autonomously undertake the functions. Financial literacy training targeting FO members will be intensified. Additional ToTs will be trained and equipped with necessary tools to intensify the reach to more farmers. To increase access to, and utilization of savings and credit services by the FOs, the programme will strengthen savings and credit schemes through trainings and business development support services, and financial linkage forums will be organized with formal financial institutions (MFIs, SACCOs and banks). In addition, the programme will engage financial institutions (MFIs and SACCOs) to develop tailor-made credit products to support input and farm equipment access to boost production. WP 6: Local Governance & Institutional Strengthening DryDev will continue to consolidate efforts of strengthening FOs in WPs 1 to 5, building on the strategies identified during the institutional development training. Federation and formalization of the FOs into six key associations in relation to the VCs being promoted (pulses, mango, horticulture, poultry, goat, honey) will be a key focus activity to ensure structured input, market training and extension access. Thereafter, the FO leaders at various levels will be taken through a transformational leadership and gender inclusive training. Bi-annual reflection, performance review and follow up meetings will be held. Further, the programme will intensify working with the various local level development committees and build their
16 | Page
capacity through training on compliance monitoring, transformational leadership and gender inclusion. These committees will be facilitated to formulate village level by-laws related to natural resource management (NRM), conservation and utilisation among other areas of interest. Follow up reflection and learning forums on implementation of set by-laws will be conducted. In addition, programme staff and government officials will be trained on farmer to farmer extension system and the staff in turn will orient farmers’ ToTs to the extension with a view to improve on extension service provision. As part of improving service delivery by local government departments, FOs will be equipped with skills to hold the local duty bearers accountable through use of community score card methodology which will be piloted in collaboration with the Makueni County Ministry of Water and Irrigation who have expressed willingness to pilot the methodology. In addition, inter-county cross-learning sessions on service delivery change will be organized. WP 7: Planning, M&E, and Scaling of Learning The primary focus of the Participatory, Monitoring, and Evaluation and Learning (PMEL) operations will be to generate learning for continuous improvement and supporting scaling up of evidence and learning. A farmer information database will be utilized to track and report progress on farmers and stakeholders reached with different interventions within the 28 target sub-locations. The Kenyan team will prepare for and facilitate the external programme review expected in the first quarter of 2018. The programme will also undertake an annual uptake survey and consolidate the lessons from planned comparisons. The findings will be useful to the programme partners for learning and improvement of the delivery process. Documentation will be done and shared with external stakeholders. Further, learning will be promoted through the interactive processes of desk and site level reviews, regular joint reflection and planning forums between the farmers, technical teams and other stakeholders. Additionally, the quarterly monitoring visits by WVK, JQM visits with ICRAF and WVA to the programme sites and the involvement of M&E teams drawn from FOs and local stakeholders will be used to assess the progress made and ensure that timely corrective measures are put in place for the programme implementation to remain on the right course. Scaling up of learning and evidence will continue to be an integral part of the programme during implementation through organizing fora with the identified scaling stakeholders and programme partners at county and national levels to share evidence and learning generated. WP 8: Policy Analysis & Influencing Under WP8, the programme with engage with community and sub-county level leadership to influence policy. A general awareness on various relevant existing policies will be created among the communities. Meetings with key stakeholders will be held to create awareness on key policy implementation gaps. Constraints will be synthesized and shared with local government officials, extension staff, and farmers. This process will result in the generation of policy briefs for sharing and lobbying among scaling stakeholders and policy makers at county and national levels with a view to creating a more enabling environment at the local level. Further, a national level stakeholder’s workshop for sharing and learning on policy improvement will be held. Networking and alliance building will be promoted to enable production and marketing of key value chain commodities.
17 | Page
3.5 2018 Detailed Implementation Plan – Kenya
2018 Who Who Specific Activity by Activity Area and Work Package Unit of measure 01 02 03 04 05 06 07 08 09 10 11 12 Sites# Target Leads* Supports WP1: Sub-catchment-level natural resource management Farmers 10400 Activity Area 1.1: Sub-catchment Action Planning (SCAP) development 1.1.1. Conduct refresher training for Programme Management PMCs 28 1,4,5, 1,6 28 Committees (PMCs) on sub-catchment management approach 1.1.2. Organize workshops to consolidate and harmonize CAPs with Plans 5 1,4,5, 1,6 6 SCMPs and develop common approaches 1.1.3. Complete mapping using Geo-informatic techniques to identify NRM intervention hotspots and align with community Mapping Reports 15 1,4,5, 1,6 28 vision Activity Area 1.2: Sub-catchment capacity development for local institutions 1.2.1. Conduct in-depth capacity assessment of the extension agents Report 6 1,4,5, 1,6 6 (WRUAs, Community Facilitators, Extension staff) 1.2.2. Train local extension service providers on sub catchment Participants 250 1,4,5, 1,6 8 management approach 1.2.3. Train farmers on Community-Managed Disaster Risk Farmers 2920 1,4,5, 1 6 Reduction approach to promote integrated approaches 1.2.4. Conduct cross-learning (field days, exchange visits) among the Farmers 860 1,4,5, 6 28 WRUAs and local institutions, locally and nationally Activity Area 1.3: Sub-catchment level FMNR and Enrichment planting 1.3.1. Map suitable sites for FMNR and EP sites (integrated with Mapping Report 5 1,4,5, 1,6 28 1.1.3) 1.3.2. Work with the WRUA and other stakeholders to determine the Reports 3 1,4,5, 1,6 28 acreage of the riparian strips and denuded lands; include pegging 1.3.3. Conduct awareness raising on FMNR and EP in all sub- Farmers 9800 1,4,5, 1,6 28 catchments (Sub-location/cluster levels) 1.3.4. Support existing and new community-based nursery Farmers (Nursery 41 1,4,5, 1,6 6 operators to raise seedlings for enrichment planting operators) 1.3.5. Organize farmer-to-farmer learning events (field days, Farmers (Nursery 5300 1,4,5, 1,6 28 exchange visits, demonstrations) on FMNR and EP operators) Activity Area 1.4: Establishment and maintenance of water buffering 1.4.1. Establish compliant water buffering structures (ponds, Structures 16 1,4,5, 1,6 16 sand/sub-surface/earth dams, shallow wells, earth pans) and maintenance plans
18 | Page
2018 Who Who Specific Activity by Activity Area and Work Package Unit of measure 01 02 03 04 05 06 07 08 09 10 11 12 Sites# Target Leads* Supports 1.4.2. Rehabilitate existing water buffering structures and establish Structures 36 1,4,5 6 15 maintenance plans 1.4.3. Train and facilitate PMCs to carry out conservation of riparian PMCs 28 1,4,5, 1 6 areas and periodic reviews on established action plans 1.4.4. Monitor ground water recharge (availability and productivity) Report 5 1,4,5, 1,6 28 Activity Area 1.5: Resource leveraging for water buffering infrastructure 1.5.1. Train/carry out refresher trainings for WRUAs & PMCs on Participations 210 1,4,5, 1,6 28 local resource appraisal, exploitation and proposal development 1.5.2. Conduct proposal write-shops for WRUAs and PMCs targeting Proposals 8 1,4,5, 1,6 8 to raise at least KSh. 4 million per County Activity Area 1.6: Protection and rehabilitation of denuded lands 1.6.1. Define, map and come up with interventions for rehabilitation Reports 7 1,4,5, 6 6 of denuded lands - combine with geo-informatics 1.6.2. Support WRUAs in collaboration with other stakeholders to Hectares 28 1,4,5, 6 28 protect riverbank/riparian land around sand dam sites (1 hectare/sand site) 1.6.3. Conduct further sensitization of farmers on approaches to Farmers 11200 1,4,5, N/A 28 rehabilitate denuded lands (degraded, bare, invasion by Prosopis sp "mathenge", lantana etc.) 1.6.4. Train lead farmers on pasture and fodder production on Farmers 210 1,4, N/A 6 rehabilitated areas 1.6.5. Support community structures led by the WRUA with inputs Groups (Farmers) 172 1,4,5, 6 6 (grass seeds, tree seedlings etc.) to rehabilitate identified areas 1.6.6. Conduct cross-learning events, exchange visits, field days to Farmers 10900 1,4, 6 28 encompass all WP1 activity areas. 1.6.7. Train farmers on sustainable charcoal production (kilns, Farmers 500 4 6 5 FMNR etc.)
WP2: On-farm Water & Soil management Farmers 16200
Activity Area 2.1: On-farm rain water harvesting 2.1.1. Determine the potential of the different rainwater harvesting Report 3 1,4,5, 3 6 technologies (Cost-benefit analysis). 2.1.2 Refresher training for soil and water conservation service Participants 156 1,4,5, 6 28 providers (SWCSPs) to focus on up-scaling terraces, cut-off drains, sunken beds etc. and support with laying out tools and equipment 2.1.3. Support lead farmers to establish RWH (terraces, cut-off Farmers 86 1,4,5, 6 28 drains, sunken beds etc.) on-farm
19 | Page
2018 Who Who Specific Activity by Activity Area and Work Package Unit of measure 01 02 03 04 05 06 07 08 09 10 11 12 Sites# Target Leads* Supports 2.1.4. Conduct farmer-to-famer learning events (field days, Farmers reached 2880 1,4, 3 3 demonstrations, exchange visits) on RWH Activity Area 2.2: Agro-forestry and on-farm FMNR 2.2.1. Mapping and capacity assessment of existing nursery groups Groups 53 1,4,5 6 28 2.2.2. Train lead farmers on nursery and woodlot management. Farmers 75 1,4,5 6 16 Support the inclusion of fertilizer trees and fruit trees in the nurseries. 2.2.3. Establishment of woodlot demonstration sites by promoting Demo Sites 38 1,4,5 6 28 EP 2.2.4. Train lead farmers on FMNR, tree planting, and management Farmers 8400 1,4,5 2,6 6 (EP) (spp choices, variety matching, pruning, coppicing etc).
2.2.5. Support stakeholders’ co-learning including sharing of PC Report on 5 1,4,5 6 6 lessons/best practices on tree planting for scale-up Lessons/best practices Activity Area 2.3: Soil conservation and fertility management 2.3.1. Conduct awareness raising on soil conservation and fertility Farmers 10900 1,4,5 N/A 28 management 2.3.2. Support FOs to host CA delivery structure and its Farmers (reached 2500 1,4,5 1 6 implementation on availing the services by the model) 2.3.3. Train CA equipment handlers in collaboration with service Farmers 120 1,4,5 1 6 providers (KENDAT/ACT)
2.3.4. Train lead farmers on fertility management (composting etc.) Farmers 600 1,4,5 N/A 6
2.3.5. Train more lead farmers on FMNR to enhance farmer to Farmers 120 1,4 2,6 16 farmer learning 2.3.6. Conduct farmer to farmer learning, field days, exchange visits, Farmers 3500 1,4 6 6 on soil conservation, and fertility management
Activity Area 2.4: Small-scale Irrigation 2.4.1. Train/conduct refresher training for farmers on micro- Farmers 620 1,4,5, N/A 6 irrigation 2.4.2. Link farmers to value chain financing to acquire irrigation kits Farmers 620 1,4,5, 1, 3 6 to undertake micro-irrigation and work with WP 3 for input support. 2.4.3. Follow up/monitor farmers practicing small scale-irrigation Farmers 620 1,4,5, 1 6
2.4.4. Conduct farmer to farmer learning visits and field days on Farmers 8600 1,4,5 3 6 small-scale irrigation practices
20 | Page
2018 Who Who Specific Activity by Activity Area and Work Package Unit of measure 01 02 03 04 05 06 07 08 09 10 11 12 Sites# Target Leads* Supports WP3: Agricultural commodity production 11,400 Activity Area 3.1: Promotion of climate smart production for food security 3.1.1. Facilitate lead farmers /ToTs to sensitize farmers on climate Farmers 11400 1,4,5, 3 28 smart agriculture (soil & water conservation, minimum tillage, crop rotation (site specific), fertility improvement, …) through awareness raising meetings 3.1.2. Train lead farmers/TOTs on Climate Smart Agricultural Farmers 1100 1,4,5, N/a 28 Production 3.1.3. Conduct on farm training on good livestock husbandry Farmers 1900 1,4,5, N/A 6 practices (small stocks indigenous poultry, bees, goats, milk) reach the other farmers). 3.1.4. Provide monitoring support to farmers on PC/action learning Farmers 1050 1,4,5, 6 6 activities on storage pests control
3.1.5. Conduct cross learning forums; exchange visits, field days to Farmers 5300 1,4,5, 3 28 demonstrate and promote good agricultural practices (right crop varieties and livestock breeds) among farmers Activity Area 3.2 Promotion of climate smart production for Farmers income generation 3.2.1. Provide guidance to SHGs to form CBOs through clustering (primary distribution of inputs-extension, to strengthen market CBOs 18 1,5, 1, 3 18 oriented production) and to register with respective County ministries 3.2.2. Train FOs to develop production plans to meet identified Plans 14 1,4,5, 3 14 market requirements 3.2.3. Train farmers on post-harvest management (pest control, Farmers 5145 1,4,5, 3 6 transportation and storage) value chain specific 3.2.4. Train farmers on GAP to enhance quality production on target Farmers 4700 1,4,5, 3 6 value chains 3.2.5. Conduct cross and co-learning learning through forums, Farmers 2400 1,4,5, 3 exchange visits, field days 3.2.6. Promote site specific value chains: Mtito (goat, chicken, pulses), Kalawa (pulses, goats, chicken), Mwala (Mango, chicken), VC 6 5 1,3 28 Yatta (pulses, chicken) Mwingi (pulses, poultry, honey) Lower Yatta platforms/Forums (pulses, poultry) Activity Area 3.3: Establishment of sustainable seed and seedling supply system 3.3.1. Negotiate for establishment of Grant /loan product that is site Products 8 1,4,5, 1, 3 28 specific for inputs access for farmers
21 | Page
2018 Who Who Specific Activity by Activity Area and Work Package Unit of measure 01 02 03 04 05 06 07 08 09 10 11 12 Sites# Target Leads* Supports 3.3.2. Facilitate inputs access for VCs through FOs: Seeds, equipment Farmers 4000 1,4,5, 1, 3 28 (mechanization), hatcheries, vaccines, feed formulation equipment 3.3.3. Identify and provide information to farmers of correct Farmers 1100 1,4,5, 6 varieties of fodder seeds 3.3.4. Facilitate farmer groups to acquire Feed formulation Groups 510 1,4,5, 3 6 equipment, and linkages with hatcheries to access chick 3.3.5. Document good practices and lessons learnt for sharing and Documentations 5 1,4,5, 1,3 N/A scaling of evidence in climate smart production done
3.3.6. Conduct cross-learning forums; exchange visits, field days to Events 6600 5 1 28 demonstrate and promote good agricultural practices - GAP (right crop varieties and livestock breeds) among farmers. WP4: Enhancing Market Access Farmers 100000 Activity Area 4.1: Conduct market analysis 4.1.1. Conduct rapid market assessment for select value chains study reports (eg 2 3 1, 4, 5, 6 3 pulses, Chicken) 4.1.2 Conduct site specific feasibility studies on farm pond micro Study reports 6 3 1, 4, 5, 6 6 irrigation for select horticultural value chains
4.1.3 Hold meetings with FOs and other stakeholders to share Forums 4 3 1, 4, 5, 6 4 market research information and feasibility studies Activity Area 4:2: Establish and strengthen marketing groups 4.2.1. Evaluate and recruit additional farmer groups to the existing Farmers 1000 3 1, 4, 5, 28 FOs as well as new FOs to participate in various marketing interventions 4.2.2 Facilitate preparation of business plans for new FOs New Business 3 3 1, 4, 5, 6 3 (Marketing groups) Plans developed 4.2.3. Train farmer groups to develop and utilize production plans Production Plans 50 1,4,5 1 6 for various promoted VCs developed 4.2.4. Support implementation of developed business plans through Groups 12 3 1, 4, 5 12 training, meeting, mentorship 4.2.5. Support in formation of strong FOs/Associations FOs 15 1, 4, 5 3 15 (Cooperatives, CBOs, Value Chain Associations, WRUAS etc.) through clustering/ amalgamation of small farmer groups/CIGS and training activities 4.2.6 Facilitate market linkages through matchmaking and exposure Forums 4 3 1, 4, 5 4 visits 4.2.7. Training, linkages and facilitating access to technologies for FOs Reached 14 3 1, 4, 5 6 post-harvest handling (sorting, grading, packaging, value addition etc)
22 | Page
2018 Who Who Specific Activity by Activity Area and Work Package Unit of measure 01 02 03 04 05 06 07 08 09 10 11 12 Sites# Target Leads* Supports Activity Area 4.3: Establish multi-stakeholder value chain platforms 4.3.1 Support/organize farmers to participate in trade fairs/field FO representatives 200 3 1, 4, 5 28 days 4.3.2. Facilitate, organize and initiate workshops/forums for County Forums 6 3 1, 4, 5 6 multi stakeholder VC platforms/Associations 4.3.3. Document good practices and lessons learnt, for learning, Documents/articles 4 3 1, 4, 5 3 sharing and scaling of evidence in commodity production and marketing Activity Area 4.4: Strengthen market information systems 4.4.1. Promote and monitor usage of digital classroom systems and Farmers reached 10000 3 1, 4, 5 28 mobile/web based Market Information Systems WP5: Financial services linking 4000
Activity Area 5.1: Enhance financial literacy for the producer organizations and financial management for Marketing organizations 5.1.1 Financial literacy training for VSLAs farmer trainers and/ Farmers reached 2000 3 1, 4, 5 6 TOTs 5.1.2 Train farmer organizations on financial management and FOs trained 14 3 1, 4, 5 6 monitor application of lessons learnt 5.1.3. Document good practices and lessons learnt for learning and No of 3 3 1, 4, 5 28 scaling of evidence in financial linkages documents/articles produced Activity Area 5.2: Broker linkages with financial service providers 5.2.1. Organize/ linkage forums between FOs and financial Forums 6 3 1, 4, 5 6 institutions at the sub County level 5.2.2. Support development and implementation of bankable FO supported 12 3 1, 4, 5 6 business plans through investment training and linkages at the cluster levels 5.2.3. Support negotiation for development of tailor made savings VLSAs/FIs 12 3 1, 4, 5 28 and loan products by VSLAs and financial institutions to promote VC financing to the farmers 5.2.4. Support capacity building of the value chain No of Associations 12 3 1, 4, 5 6 associations/platforms and WRUAs on fund raising through training Trained on business plan development and linkages with financial institutions Activity Area 5.3: Support existing or establish savings and credit models:
23 | Page
2018 Who Who Specific Activity by Activity Area and Work Package Unit of measure 01 02 03 04 05 06 07 08 09 10 11 12 Sites# Target Leads* Supports 5.3.1. Facilitate training of farmers and farmer groups on savings Farmers 2000 3 1, 4, 5 6 and borrowing through use of TOTs and farmer trainers 5.3.2. Establish/strengthen saving and credit schemes/models FO 14 3 1, 4, 5 6 through training, linkages 5.3.3. Monitor and track progress of the savings and credit MIS/ Monitoring 60 3 1, 4, 5 28 groups/schemes operations through the Savix Saving’s Group MIS reports WP6: Local governance & institutional strengthening FOs 300 Activity Area 6.1: Strengthening existing & mobilizing new farmer organizations 6.1.1. Facilitate Farmers’ Associations to register their federated 28 Associations 6 1 2-6 producer & marketing groups with relevant government ministries 6.1.2. Conduct transformational leadership training for FOs’ leaders Training 36 1 2-6 3 6.1.3. Conduct reflection meetings/workshops with FOs to reflect on 6 Meetings 12 1 2-5 and improve local governance Activity Area 6.2: Action oriented capacity development for local gov. institutions 6.2.1. Hold an orientation meeting for IP staff on local level Meetings 30 28 1 2-6 institutional development - transformational Leadership 6.2.2. Facilitate establishment of fora for Ward level coordination Fora 9 1 2-5 9 6.2.3. Quarterly Ward Develop Committees meetings Meetings 27 1 2-5 6 6.2.4. Conduct good governance training inclusive of gender for 6 Leaders trained 200 1 2-5 community level governance structures 6.2.5. Facilitate formulation of village level by-laws related to Villages with By- 28 24 1 2-6 identification of aspects of the Programme e.g. NRM, production laws 6.2.6. Train local leaders to monitor the compliance of by-laws 6 Leaders Trained 300 1 2-6 related to the focus area/ areas of interest 6.2.7. Follow up/reflection and learning forums on implementation 6 Fora 12 1 2-5 of set by-laws Activity Area 6.3: Social accountability fora between FOs and local government institutions. 6.3.1. Hold meeting with community representatives to develop Meetings 3 4 1 2-5 performance monitoring scorecards 6.3.2. Conduct performance review meetings between community Reviews 3 2 1 2-5 members and service providers 6.3.3. Conduct inter-county cross-learning sessions on successful Events 3 1 1 2-5 policy change Activity Area 6.4: Institutionalization of famer-led extension system
24 | Page
2018 Who Who Specific Activity by Activity Area and Work Package Unit of measure 01 02 03 04 05 06 07 08 09 10 11 12 Sites# Target Leads* Supports 6.4.1. Induct Programme staff, and govt. officials on farmer to famer Staff 28 50 1 2-6 extension system 6.4.2. Induct lead farmers /ToTs on farmer to famer extension Farmers ToTs 6 200 1 2-5 system 6.4.3. Conduct review/reflection meetings with lead farmers/ToTs Farmers (trained) 6 280 1 2-5 participating in the Farmer to Farmer extension system WP7: Planning, M&E, and scaling of learning Farmers 34000 Activity Area 7.1: Programme Monitoring and Evaluation conducted 7.1.1. Track farmers with different options (Data collection, entry Farmers 34500 1 3, 4, 5, 6 28 and database management) 7.1.2. Conduct Annual Survey on Technology uptake and changes at Sampled Farmers 600 1, 6 6 28 sub-outcome by the farmers 7.1.3. Conduct JQM with ICRAF, NLO & IPs (in Q2 & 3) Events 2 1 6, 9 7.1.4. Conduct NLO quarterly field monitoring visits to project Visits 4 1 3, 4, 5 12 implementation sites 7.1.5. Conduct country team mid-year Review and learning Event Event 1 1 2, 3, 4, 5 1 (National level) 7.1.6 Country team 2018 Annual Review and 2019 Annual Planning Participants 1 1 3, 4, 5 1 7.1.7. Mid-term Evaluation led by External Consultant (support in Mid Term Eval 1 1, 6 2, 3, 4, 5 28 coordination) Report Activity Area 7.2: Participatory M&E with FOs and local stakeholders 7.2.1. Refresher training for community level M&E teams within M&E teams 14 1 6, 5, 4, 3 14 PMC on their participatory monitoring roles per site 7.2.2. Train staff on data management (including PCs) and Staff 21 1, 6 3, 4, 5 1 Reporting 7.2.3. Conduct review, reflection/learning and planning events with Participants 600 1, 4, 5 6 28 IPs, FOs' reps (field level), M&E teams and other stakeholders 7.2.5. Develop the programme Annual Report (for the previous year Report 1 1 2, 6, 5, 4 1 2017) Activity Area 7.3: Scaling of evidence and learning 7.3.1. Document and print good practices and lessons learnt as Documents 5 1 6, 3, 4, 5 materials for evidence scaling 7.3.2. Conduct documentation to showcase and communicate Documents (Print 5 1 6, 3, 4, 5 28 programme’s achievements (video and print) and Video) 7.3.3. Update programme website (RSR) with videos, photos with Monthly updates 12 1, 4, 5 6, 3, 4, 5 captions, memorabilia and key documentations generated
25 | Page
2018 Who Who Specific Activity by Activity Area and Work Package Unit of measure 01 02 03 04 05 06 07 08 09 10 11 12 Sites# Target Leads* Supports 7.3.4. Hold Fora/events to share evidence and lessons with targeted Meetings 2 1 6, 3, 4, 5 2 scaling stakeholders at site/ country WP8: Policy analysis & influencing Farmers 10,000 Activity Area 8.1: Country stakeholder mapping /power analysis 8.1.1. Hold meetings at Ward level to share Final mapping report Meetings 9 1 2-5 9 8.1.2 Develop a stakeholder engagement plan Plan 1 1, 6 2-5 3 Activity Area 8.2: Identification of key policy constraints & possible solutions 8.2.1. Create community awareness on relevant existing policies Farmers 10,000 1 2-5 28 8.2.2. Hold a stakeholder meeting to synthesize the constraints and 1, 6 1 Meetings 1 2-5 produce a policy brief 8.2.3. Conduct County level meetings to present the synthesized 1, 6 3 Meetings 3 2-5 policy constraints & lobby 8.2.4. National level stakeholders workshop for sharing and learning Workshop 1 1, 6 2-5 1
Activity Area 8.3: Networking and alliance building 8.3.1. Form alliances for respective value chain Federations Alliances 4 1 2-5 3 8.3.2. Facilitate annual alliance meetings for experience sharing Meetings 1 1 2-5 1 *1=WVK; 2-WVA; 3=SNV; 4=ADRA; 5=CARITAS, 6=ICRAF # The last column is for the number of sites (the sub-locations) in which the implementation will take place; there was 28 sub-location in total
26 | Page
3.6 2018 Detailed Annual Country Programme Budget for Kenya The total budget for 2018 is USD2,057,122. Out of this, USD1,649,925 will be funded by DGIS with a corresponding USD407,197 matching fund from World Vision Australia. A total of USD862,019 will support management and operational costs while USD 1,195,103 will support the delivery of programme activities. Out of the DGIS budget of USD 1,649,925, a total budget of USD 547,315 will support programme management and operational costs and the balance of USD 1,102,610 to support delivery of programme activities translating to an efficiency ratio of 33:67 respectively. The full budget is presented in the embedded Excel workbook below.
DRYDEV KENYA JAN -DEC 2018 BUDGET
Description TOTAL Budget DGIS WVA (USD) 1. Personnel 1.1 WVK Personnel 382,303 178,578 203,726 1.2 SNV Personnel 102,198 102,198 1.3 CARITAS Personnel 81,186 81,186 1.4 ADRA Personnel 82,888 82,888 Subtotal Personnel 648,576 444,850 203,726
2. Travel 2.1 WVK Travel 18,179 - 18,179 2.2 SNV Travel - - 2.3 CARITAS Travel 9,600 9,600 2.4 ADRA Travel 17,789 17,789 Subtotal Travel 45,568 27,389 18,179
3. Equipment 3.1 WVK Equipment 7,500 - 7,500 3.2 SNV Equipment - - 3.3 CARITAS Equipment - - 3.4 ADRA Equipment - - Subtotal Equipment 7,500 - 7,500
4. Other Administration & Operational Expenses 4.1 WVK Other Admins 102,693 - 102,693 4.2 SNV Other Admins 6,513 6,513 4.3 CARITAS Other Admins 27,817 27,817 4.4 ADRA Other Admins 17,970 17,970 Subtotal Other Administration & Operational Expenses 154,992 52,299 102,693 Total for Project Management & Operational Costs 856,636 524,538 332,098
Programme Delivery WP1: Subcatchment-level Natural Resource Management 431,046 355,947 75,099 WP2: On-Farm Rain Water Harvesting 201,852 201,852 - WP3: Agricultural commodity production 187,011 187,011 - WP4: Enhancing Market Access 127,253 127,253 - WP5: Financial services linking 48,690 48,690 - WP6: Local governance & institutional strengthening 74,810 74,810 - WP 7 Progamme Monitoring and Evaluation 97,874 97,874 - WP8: Policy analysis & influencing 31,950 31,950 - Total for Programme delivery Costs 1,200,486 1,125,387 75,099 Grand Totals 2,057,122 1,649,925 407,197
27
4 Ethiopia Detailed Implementation Plan, 2018
4.1 Summary of Lessons Learned from 2017 Key lessons learned during 2017 include: • Progress between districts is becoming increasingly divergent: Monitoring data, substantiated through consultations with various stakeholders, reflection and learning sessions, indicate that different sites and districts (or woredas) are at varying levels of achievement. Therefore, the programme plan for 2018 needs to focus on targeting different aspects at each site to ensure similar levels of achievement and benefits are accessible for all participants. • Production is yet to meet market demand: While the programme is successfully linking farmers of priority commodities to markets, production is not always sufficient to consistently meet the market demand. Producer groups, consisting of smallholder farmers, at times lack capacity or available land to produce adequate quantities of surplus produce. The programme needs to devise strategies to help producers meet market demands, e.g. expanding membership of producer groups, linking these groups with credit opportunities to help improve production (especially in the case of livestock value chains). • Addressing the gender gap: Despite intentional efforts by the team to include more women in the programme, the number of women participants remains low. This is not completely unexpected; for example, in the highly patriarchal Ethiopian society, farming decisions and activities are dominated by men. Landscape rehabilitation interventions generally require hard physical labor and women’s involvement remains limited. In such a backdrop, the team attempted to engage women through interventions where their access to and control over resources is increased rather than being content with mere participation or increasing their workload without ensuring benefits flow to them. In 2017, women were encouraged to participate in saving groups, and to engage in production and VCs traditionally managed by women (such as goats, poultry and milk). Nevertheless, it is not easy to ensure benefits flow to women without addressing structural barriers. Future programming should consider special interventions that focus on changing household. • Sustainability requires more institutional capacity at the grassroots: While the programme has formed and strengthened FOs, these FOs are at different levels of capacity. Although the programme is approaching its final year, FO capacity assessment and related training are required to enable the FOs to continue beyond the programme’s life span. • Water-related interventions are the game changer: DryDev’s context-specific water management practices continued to be a major success factor in helping farmers graduate from subsistence to commercial farming. Farmers who were accessing supplementary irrigation grew two crops in 2017 allowing entry into commercialization. Therefore, central to the 2018 plan will be a focus to further strengthen community resilience by fine-tuning and enhancing water buffering and water management in order to support crops and livestock production and product diversification. Based on the lessons learned, DryDev Ethiopia will continue to advocate with various stakeholders on how water security contributes to commercialization. • Results from planned comparisons (PCs): The tree planting PC data indicated that up to 95% seedling survival is attainable even in dry areas like Gursum if pre- and post-seedling survival management is intentionally promoted. For the FMNR PC, changes are becoming more visible at all sites and informal farmer-to-farmer co-learning is occurring and may lead to further uptake. Ethiopia DryDev wishes to proceed with the PCs co-learning activity in 2018 should a complementing budget be made available.
28
• Field-level M&E staff were important: Deploying M&E specialists at the woreda4 level in 2017 has improved reporting by Implementing Partners (IPs). However, without an automated tracking system (or MIS), various important issues such as double counting, tracking a large number of indicators (137 indicators) and determining the level of integration cannot be addressed. Until an MIS is deployed, DryDev Ethiopia will continue to build the capacity of the field M&E staff to help them manage data collection and collation using existing systems. • Crop insurance increased farmers’ confidence: The purchase of crop weather insurance (an agreement between the insurance company and producers in Boset) enhanced the confidence of farmers to amalgamate their land and expand their farm size, and sow more haricot bean and other crops. The programme will explore the opportunity to expand insurance coverage to other DryDev targeted commodities to achieve similar results. 4.2 Key Priorities for 2018
4.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development The country core team (CCT) comprised of World Vision Ethiopia (WVE), the NLO and implementer in two districts), ICRAF Ethiopia and the IPs (REST and EOC-DIDAC, each implementing in two districts), will continue to meet every two months. The country technical team (CTT) comprised of all IPs’ technical staff will meet quarterly to review progress, share lessons and provide technical advice to the CCT. Representatives from government institutions, FOs, IPs and other stakeholders, who are engaged in woreda-level steering committees and platforms, will continue to meet quarterly to guide district level implementation. To ensure quality of services, sustainability and to strengthen the exit strategy, DryDev Ethiopia will continue with the same number of programme staff as in 2017. Security personnel have been included to ensure security for WVE and EOC. Staff and stakeholder’s capacity building will continue starting from the beginning of the year. In 2018, training events will be organized on areas identified from the 2017 capacity assessment survey.
4.3 Main Programming Focus for 2018 • The key focus for 2018 will be to consolidate and build on the existing interventions, in each of the 29 sub-watersheds (SWS). Implementing partners will undertake a capacity assessment of the community sub-watershed teams (CSWTs) and will focus the capacity building interventions on bridging the capacity gaps and linking them with service providers to help them become self-reliant. In partnership with respective district governments, the programme team will continue mobilizing the communities to implement their SWS plans. • From the second half of 2018, DryDev staff will reduce its day to day guidance and focus on backstopping the district-level steering committees that are working in partnership with kebele counterparts to provide oversight and support to programme implementation. The steering committee and FOs will be prepared to gradually take-over. • Restoration of target SWS will continue and the focus of investment will be the areas where restoration has not reached to the optimum extent. Community-based water-harvesting and water- retention structures will continue to be developed with a special focus on SWS where the coverage is still lower than the level needed to ensure the sustainability of results.
4 Woreda is equivalent to a district
29
• Given the high impact of irrigation-related interventions, irrigated areas will be further expanded through the completion of small-scale earthworks and canals, and provision of training and technical support for community-based maintenance teams. Simultaneously, the programme will scale up the irrigation interventions by linking farmers with other stakeholders such as the Ethiopian Development Bank (EDB) and microfinance institutions (MFIs). • Promotion of agroforestry and soil fertility enhancement techniques in farm lands will be of major focus in areas not reached so far. Agronomic training and farmer skills-enhancement using training- of-trainers (TOT) and “farmer-to-farmer” extension approaches will continue alongside district and kebele5 extension services. • Increasing production levels and quality, enhancing trust among VC actors, value addition, financial services and market linkage will be the some of the major focus areas in 2018 to further address gaps and fine tune the approach of market-led agriculture. Input access will adhere strictly to the existing input distribution modality and improve direct linkages between farmers and their institutions. • The existing multi-stakeholder VC platforms will be strengthened. Refined marketing modality will be put in place to ensure target farmers have access to sustainable market linkages. Producers, marketing groups and village savings and loan associations (VSLAs) in the adjacent areas will be encouraged to merge to create broader more formal structures, and formal institutions will be linked to existing similar institutions such as rural savings & credit cooperatives (RuSACCOs). • A key area of focus in 2018 will be strengthening FOs, such as CSWTs, VSLA and producer groups, by linking them with service providers, provision of training, formation of constitutions, signing of MoUs, and further formalizing their arrangements. • Capacity development of DryDev staff will focus on the areas identified in the capacity assessment survey. Participation in conferences and other similar forums will be encouraged. In addition, peer- to-peer sharing with other DryDev countries will also be considered where feasible. Staff will also have opportunity to reflect and learn during JQMs, at the mid-term review, and at country and regional programme reflection events. • To facilitate policy implementation, awareness-raising sessions on various government policies, structures and programmes will be organized at the community level with local government agencies. • Data generation, analysis and documentation of co-learning through action-learning activities (FMNR and tree-planting PCs) will be undertaken in 2018. These activities need complementing resources other than the regular budget. A national-level scaling-stakeholder event will be organized in September for identified scaling stakeholders including donors, policy makers and scaling stakeholders to share lessons from DryDev, including those from farmer co-learning activities. 4.4 Description of Specific Activities by Work Package & Activity Area for 2018 WP 1: Sub-catchment Level Natural Resource Management (NRM) While significant progress has been made for the past three years with regards to establishing and strengthening CSWTs and restoring the sub-catchments, the programme will continue strengthening CSWTs to enable them to sustain the programme activities and results. In 2018, the focus will be on scaling-up activities in the unreached parts of the intervened SWS, complementation of ongoing interventions, and refinement of already completed interventions where needed. District-level forums or platforms will be conducted to explain the DryDev transition plan, to hand over rehabilitated areas, and to organise sustainability plans with relevant government sectors and communities in each SWS. CSWTs will become the frontline actors in integrated SWS management in partnership with the relevant
5 Kebele – smallest administration unit, a ward or village
30
government stakeholders, operating under established and well-articulated policies (i.e. linkages to WP8). DryDev’s approach to rehabilitate and manage the landscape will be documented with a special focus on adaptation. DryDev will continue to leverage community labour, government resources and other resources where available. WP 2: On-farm Soil and Water Management The programme team will continue to provide training on soil fertility management and soil and water conservation to all remaining target farmers and FOs. This will be mainly done through district SWS-to- SWS exposure visits, farmer-to-farmer co-learning, and basic materials support. Farmers will be mobilized to collectively construct appropriate physical structures on their farm lands, such as soil bunds and to practice soil fertility enhancement techniques. Farm-based rainwater harvesting (i.e. micro earthen dams, farm ponds, roof-water harvesting and flood diversion structures) will be further expanded, and several more small-scale irrigation schemes will be developed. Furthermore, based on the capacity assessment results, the capacities of irrigation water groups/associations will be enhanced through training or material support. WP 3: Agriculture Commodity Production In 2018, the programme will continue to promote the introduced technologies to new farmers and further introduce additional ones to augment production and meet market demand. Input access will be facilitated while strictly adhering to DryDev input access modality (through FOs). In the areas where farmer-based input suppliers exist, they will be provided with technical training and essential materials, while new suppliers will be identified and supported as needed. Private public partnerships will be strengthened to create sustainable input supply and market linkages. These farmer-managed input supply groups are expected to supply the other farmer groups with certified locally-adapted seed and technologies thereby improving the local supply system. In 2018 DryDev will engage the farmers within and beyond the DryDev operational areas (when appropriate and feasible) via a cluster production and satellite product collection approach to increase production volume with the intention of making the business viable. Input supplier groups who produce quality seeds will be certified by the relevant institution and will operate as a business entity. Foundation seeds will be accessed through DryDev rural resource centres, qualified local suppliers, or from the private sector. Input suppliers will be supported through further trust-building and linkage to supply what the farmers need. In the case of improved seed, training on agronomic practice and other similar support will be offered to improve the volume and quality of the production. Women and landless youth will receive training on income-generating schemes such as bee-keeping, fattening, poultry, shoat marketing, etc. A significant proportion of target farmers will access planting materials of staple crops (maize, wheat, teff), vegetable seeds or seedlings (cabbage, onion, tomato, pepper, potato), fruit tree seedlings (guava, apple, mango, avocado, orange), and shoats or poultry to support household food security through technology accessing modality. Demand-driven training on production and management will be provided as a package through the FOs for those farmers who access inputs. Use of model farmers will be continued for farmer-to-farmer learning. Lead-to- follower farmer linkages and action learning through peer-to-peer training and exposure visits will be conducted. WP 4: Enhancing Market Access In 2018, DryDev Ethiopia will work towards ensuring sustainable market linkages and identify appropriate types of marketing linkage modality for each commodity. Private public partnerships will be consolidated to enhance trust among all VC actors through the strengthening of multi-stakeholder platforms. Post- harvest technologies will be promoted to enhance the quantity and quality of agricultural commodities. The programme will facilitate access to marketing information and develop skills, such as business planning and record keeping, for existing producer and marketing groups. New marketing groups will be formed when there is none in the SWS to link the producers to markets. Capacity building of FOs on
31
marketing, price setting, business plan preparation, negotiation and quality will be given so that these groups function properly and establish win-win relationships. Potential buyers will be further identified for each commodity in each area and further engagement will be initiated with these public and private institutions such as hospitals, universities, correction centres and supermarkets. Business-to-business (B2B) and business-to-customer (B2C) negotiations will be arranged to support producers and marketing groups by participating in local and regional bazaars and exhibitions, and through radio. WP 5: Financial Services Linking Under WP5, DryDev Ethiopia will focus on strengthening the saving groups and their internal structures and systems based on the capacity assessment conducted in 2017. Further training on governance, financial management, and business development support will be given to ensure they are equipped to manage their businesses. As part of the training, plans to implement the DryDev exit strategy will be finalized. Lobbying and strengthening of MFIs/financial service providers will also be undertaken to manage appropriate credit requirements for farmer groups and farmers. To further strengthen the group, World Vision marketing and information system data collection and follow-up will be applied to enhance sustainability and monitoring. Through the financial stakeholder platforms, savings groups will be encouraged to transition or to become members of formal institutions such as RuSACCOs and MFIs. WP 6: Local Governance and Institutional Development A capacity assessment of the FOs will be undertaken to guide the planning and execution of capacity building activities. Organizational development and linking with sustainable service providers will take place through training, experience-sharing, and in partnership with district government authorities. FOs will be helped to refine their objectives and strategy, and to improve their governance systems. As a result, CSWTs and other FOs will plan how they can maintain and strengthen their relationship with stakeholders such as district-level government services, financial institutions, input suppliers, private sector and product buyers. FOs will be encouraged to conduct a participatory review and to refine their by-laws. Further, the programme will continue capacity building interventions for local government representatives to enable them to facilitate and support the FOs. District steering committees will continue to meet quarterly to oversee implementation and to ensure smooth delivery of interventions, leveraging resources and scaling up best lessons and experiences in their respective woredas. WP 7: Planning, M&E and Scaling of Learning Participatory monitoring will continue at respective scales by CSWTs, IPs and NLO through JQM missions; the findings will be incorporated into implementation. Regular monitoring visits, reflection meetings, experience-sharing, and data auditing at national and IP levels will contribute towards programme effectiveness and quality. To maintain a common understanding and quality focus, WVE, WVA and ICRAF will work together to enhance the capacity of field-level staff on the PMEL framework through periodic refining the tools and by mentoring the team. Lessons from various monitoring mechanisms will be shared using various communication channels such as websites, publications, brochures, booklets, media/video outputs and through other communication tools. International media, including WVA media, are expected to visit DryDev intervention sites and produce video outputs of best practices and lessons. In 2018, Ethiopia DryDev plans to produce a documentary video that captures the profound changes being experienced by the target communities. An external programme review, commissioned by DGIS, is expected to take place in Q1 of 2018 and the Ethiopia team will facilitate the process and incorporate the findings, as soon as available, into the plans for the remainder of the year. Towards the end of 2018, an ODK-based uptake and sub-outcome tracking survey will be conducted to assess the level of uptake and to capture progress at the sub-outcome level.
32
As in 2017, farmer-to-farmer learning through on-farm field days will be arranged to encourage cross- learning and co-learning. Data generated and the ensuing analysis from the action-learning activities on tree planting and FMNR, uptake surveys etc. will be shared with farmers and community groups to help them reflect and learn from the activity, and to consider techniques most suited to their context. Programme experiences and learning will take place at regional (i.e. sub-national) and national scaling stakeholders’ workshops in the second half of the year. In terms of budget for both sub-national and national scaling stakeholders’ workshops, DryDev Ethiopia budgeted a small amount anticipating promised matching funds from ICRAF. WP 8: Policy Analysis and Influencing DryDev Ethiopia team recognizes that the country has supportive policies, and awareness needs to be created among farmers and government stakeholders to facilitate the implementation of these policies. Policy awareness sessions will therefore be conducted at various levels addressing different audiences. Further community dialogue on the proposed strategies from the policy review processes in areas of water and NRM, rural economy (marketing and finance) and governance of local stakeholders will be conducted as these are sectors that DryDev is focusing on. In addition, at the planned sub-national and national levels, the scaling stakeholders’ workshops will provide a forum for discussions on policy issues pertinent to DryDev programming and how they relate to evidence-scaling and other national strategies, such as the government’s Climate Resilient Green Economy (CRGE) and the Growth & Transformation Plan II (GTP2).
33
4.5 2018 Detailed Implementation Plan – Ethiopia
Specific Activity by Activity Area and Work Package Target 1 2 3 4 5 6 7 8 9 10 11 12 Who leads* Who supports
WP1: Sub catchment-level natural resource management
Activity Area 1.1: Strengthen CSWT
1.1.1. Strengthening CSWTs 29 1,2,3 1,4,5 1.1.2. Facilitate experience sharing events (on integrated watershed management) for CSWTs 251 1,2,3 1,4,5 1.1.3. Train CSWTs on integrated watershed development & management and support CSWT’s institutionalization and linking with service providers 11,309 1,2,3 1,4,5 1.1.4. Identify, assess and priorities gaps/potential within community watershed teams and develop capacity development plan 14 1,2,3 1,4,5 1.1.5. Promote champion NRM community watershed team members by involving them in exposure visits 690 1,2,3 1,4,5 1.1.6. Engage wider community on SWS management activities through CSWTs (physical soil water conservation (SWC) at community level) and leveraging resources from sector government 5,687 1,2,3 1,4,5 Activity Area 1.2: Define and/or refine SWS-based development/resource plans 1.2.1. Work with CSWTs to prepare and execute SWS action plans 9 1,2,3 1,4,5 1.2.2. Review the implementation of the SWS action plan 24 1,2,3 1,4,5 1.2.3. Completing sign post set installing in each watershed where the sign post not installed 9 1,2,3 1,4,5 Activity Area 1.3: Rehabilitate degraded land through tree-planting & FMNR practices 1.3.1. Train lead farmers on FMNR and area closure and facilitate to roll out the training to other farmers 4,425 1,2,3 1,4,5 1.3.2. Provide basic material support for FMNR practices 21 1,2,3 1,4,5 1.3.3. Mobilize the community for by-law refinement, and consolidate on FMNR practice and tree planting 5,324 1,2,3 1,4,5 1.3.4. Rehabilitate degraded areas through area closure and FMNR practices 10,929 1,2,3 1,4,5 1.3.5. Plant trees across SWS across SWSs 316,224 1,2,3 1,4,5 1.3.6. Train and equip community nursery groups for indigenous forest seed production 1,899 1,2,3 1,4,5
34 | Page
1.3.7. Conduct exposure visit to best practices on area closure mgt & utilization 377 1,2,3 1,4,5 1.3.8. Facilitate handing over of protected area closures from animal and human interference 532 1,2,3 1,4,5 1.3.9. Support action learning activities on FMNR and tree planting 1,072 5 1,2,3 Activity Area 1.4: Introduce / strengthen soil conservation & water- harvesting structures 1.4.1. Train unreached communities on SWC techniques 6,991 1,2,3 1,4,5 1.4.2. Construct SWC technologies (establishing micro basin, percolation ponds and channels, gully reclamations, cut of drain, deep trench, percolation pond, eyebrows and half moons 38,435 1,2,3 1,4,5 1.4.3. Mobilize the community for gabion and stone check dam (focusing on RWHS, communal ponds) 4,702 1,2,3 1,4,5 1.4.4. Supply raw materials (Gabion mesh wire, sand, stone, etc.) through DryDev input access modality 608 1,2,3 1,4,5 Activity Area 1.5: Promote mitigation measures on drivers of deforestation 1.5.1. Train new farmers on effects of deforestation and efficient energy utilization 4,516 1,2,3 1,4,5 1.5.2. Introduce energy efficient technologies (cook stoves) to areas not reached 2,100 1,2,3 1,4,5 1.5.3. Strengthen energy efficient technology producer groups to be self- reliant 2 1,2,3 1,4,5 Activity Area 1.6: Enhance sustainable grazing management 1.6.1. Provide training on grass and legume production and management 5,359 1,2,3 1,4,5 1.6.2. Link farmers with suppliers of improved grass and legume seeds by contributing a proportion of the inputs 3,626 1,2,3 1,4,5 WP2: On-farm water & Soil management Activity Area 2.1: Introduce & strengthen integrated soil & water management 2.1.1. Training in SWC for on-farm land (on farm soil bund construction & water management, micro basin, trenches, terrace etc.) in areas not reached 348 1,2,3 1,4,5 2.1.2. Training of farmers on soil fertility practices (intercropping, crop rotation, mulching, composting, manuring etc.) 383 1,2,3 1,4,5 2.1.3. Mobilize and support farmers to construct physical structures on- farm (terracing, soil bund, check dams, flood diversions, ponds etc.) 1,276 1,2,3 1,4,5 2.1.4. Access inputs for model farmers to demonstrate water & soil mg't on-farm 1,862 1,2,3 1,4,5 2.1.5. Experience sharing of on farm NRM 1,285 1,2,3 1,4,5
35 | Page
Activity Area 2.2: Enhance agro-forestry options that provide for multiple purposes 2.2.1. Training on multipurpose agro-forestry benefits and practices (forage, fertility, fuel, timber, food) 3,796 1,2,3 1,4,5 2.2.2. Access multi -purpose trees and fruit species (Grafted apple mango, avocado, guava, orange, papaya) 25,860 1,2,3 1,4,5 Activity Area 2.3: Facilitate & support small-scale irrigation practices and management 2.3.1. Training on rain water harvesting and efficient utilizations 2,899 1,2,3 1,4,5 2.3. 2. Establishment of communal water harvesting (pond), hand dug well and water harvesting check dams by programme and community participation 600 1,2,3 1,4,5 2.3.3. Construction of roof rain water harvesting structures at HH level 25 1,2,3 1,4,5 2.3.4. Train and facilitate the use of irrigation techniques (canal extension & maintenance) for users 145 1,2,3 1,4,5 2.3.5. Canal maintenance and construction for irrigation 501 1,2,3 1,4,5 2.3.6. Training on operation and maintenance of motor pumps 150 1,2,3 1,4,5 2.3.7. Facilitate and arrange access to basic inputs for water harvesting structures (ponds, shallow hand dug wells, roof water harvesting, rock water harvesting, check-dams, mini- reservoirs) through DryDev input access modality. 645 1,2,3 1,4,5 2.3.8. Strengthen, train, support and mobilize irrigation water users’ group/ association 40 1,2,3 1,4,5 WP3: Agricultural Commodity Production
Activity Area 3.1: Develop an efficient input supply system 3.1.1. Link farmers to suppliers of improved seeds (maize, haricot bean, tomato, onion, sweet chard etc..) and fruit seedlings (mango, avocado, orange, lemon, coffee etc…) 4,121 1,2,3 1,4,5 3.1.2. Facilitate and arrange access to better yielding livestock (shoats and poultry) and beekeeping materials and colony to farmers through DryDev input access modality. 545 1,2,3 1,4,5 3.1.3. Organize field days to link seed producers with seed quality and assurance institutions and share agronomic lessons 360 1,2,3 1,4,5 3.1.4. Facilitate certification of seed/seedlings produced by seed and seedling producer groups (Haricot bean) 160 1,2,3 1,4,5 3.1.5. Support action learning activities on beekeeping and honey production /colony splitting 58 5 1,2,3 3.1.6. Identify, establish and strengthen input producer groups 58 1,2,3 1,4,5
36 | Page
Activity Area 3.2: Capacity development on commodity production and utilization 3.2.1. Training on value chain development (fruit , vegetable, crop, shoat, milk production, fattening, poultry and apiculture) and utilization 1,355 1,2,3 1,4,5 3.2.2. Train experts, DAs, supervisor and farmers on Value chain development 95 1,2,3 1,4,5 3.2.3. Trial the planting of high value crops (mango, orange, tomato, potato and ground nut) at farmers’ homesteads in SWSs where such crops are not yet demonstrated 90 1,2,3 1,4,5 3.2.4. Organize exposure visit to farmers on shoat production 30 1,2,3 1,4,5 3.2.5. Organize discussion forum between producers and end processors (stakeholder meeting among the value chain actors) 237 1,2,3 1,4,5 3.2.6. Train farmers on bio-intensive gardening (vegetable and fruit), production compost and manure preparation and utilization, efficient water utilization to produce fruit and vegetables 60 1,2,3 1,4,5 3.2.7. Organize famers field days 326 1,2,3 1,4,5 Activity Area 3.3: Formation and Strengthening of producer groups 3.3.1. Assess the needs of the producer groups, strengthen producer and marketing groups and farmer cooperatives 168 1,2,3 1,4,5 3.3.2. Training and developing risk aware production plan 306 1,2,3 1,4,5 WP4: Value Chain Development
Activity Area 4.1: Promote post- harvest technologies 4.1.1. Identify and link farmers to post harvest technologies such as packaging materials, warehouse with its appropriate furniture, processing equipment food graded containers, threshers, etc to identified VC commodities such as honey, groundnut, potato, poultry, haricot bean, onion and milk 1,510 1,2,3 1,4,5 4.1.2. Facilitate the establishment of appropriate and affordable warehouses and collection units to improve the volume and quality of VC commodities and value addition process 1,997 1,2,3 1,4,5 4.1.3. Train farmers on postharvest technologies functions/operations/, Warehouse management, commodity handling (storage) and proper transportation 1,482 1,2,3 1,4,5 4.1.4. Exposure visit of VC actors within and outside the watershed to learn from each other and processing/manufacturing/ center 1,290 1,2,3 1,4,5 Activity Area 4.2: Capacity Development for farmers and other value chain actors (market) 4.2.1. Identify capacity gaps specific to enhancing market linkages, product development, adapt training materials to the context & provide refresher training to producers, and other value chain actors 10,547 1,2,3 1,4,5
37 | Page
4.2.2. Organize multi-stakeholder platform discussion /meetings to develop and strengthen trust among actors 15 1,2,3 1,4,5 4.2.3. Train women on market orientation and business approach 203 1,2,3 1,4,5 Activity Area 4.3: Formation and strengthening of marketing groups 4.3.1. Strengthening existing marketing groups to engage on identified VC commodity production and marketing 90 1,2,3 1,4,5 4.3.2. Link marketing groups to higher level market segment (cooperative, input supplier, financial institutes and traders, and facilitate signing of MOU and contract 856 1,2,3 1,4,5 4.3.3. Facilitate to prepare by-laws, business plans and their recording system and arrange exposure visit agriculture 950 1,2,3 1,4,5 Activity Area 4.4: Facilitate linkages between farmer groups with sustainable markets 4.4.1. Conduct rapid market assessment and analysis to further identify actual and potential buyers, volume and quality and estimated selling/purchasing/ prices for each value chain 6 1,2,3 1,4,5 4.4.2. Facilitate sustainable market linkages with local and regional markets through B2B negotiation, participating in trade faire/exhibition/events, selling through ECX 6,239 1,2,3 1,4,5 4.4.3. Facilitate product promotion using local media, flying paper, brochure, bill board, etc. 13 1,2,3 1,4,5 Activity Area 4.5. Strengthen market information systems 4.5.1. Identify market information providers, type of information, establish/strengthen marketing information system 9 1,2,3 1,4,5 4.5.2. Facilitate accessing updated marketing information being produced by trade and marketing offices of government 3 1,2,3 1,4,5 4.5.3. Facilitate and encourage farmers to link with reliable market information providers (such as ECX, TAMPA, Oromiya agricultural marketing office), and disseminate regular and current market information to producers/marketing groups 12,641 1,2,3 1,4,5 WP5: Financial Services Linking Activity Area 5.1: Establish and strengthen community based financial institutions 5.1.1. Strengthening SG/VSLA/VESA and link with link them to the respective VC commodities and introduce MIS 218 1,2,3 1,4,5 5.1.2. Assess the groups’ material and technical capacity gaps and bridge the identified gaps 193 1,2,3 1,4,5 5.1.3. Facilitate regular meeting and follow up of SGs 200 1,2,3 1,4,5 5.1.4. Translate VSLA training manuals into local language and adapt it to the local context without totally altering major guiding principles. 51 1,2,3 1,4,5
38 | Page
5.1.5. Training on financial and group business /enterprise/ management for cooperative and SG/VSLAs leaders 1,430 1,2,3 1,4,5 5.1.6. Mobilize community members to increase their saving and credit cultures using different strategies/mass mobilization using media, public gathering place, preparing small awards to those who perform better 5,205 1,2,3 1,4,5 Activity Area 5.2: Link value chain actors to financial service providers 5.2.1. Identify financial institutions that could work with producers and marketing cooperative and individual value chain actors 4 1,2,3 1,4,5 5.2.2. Organize and facilitate multi stakeholder discussion forum to initiate discussion among various actors/marketing groups, coops, financial institutions/ in order to lobby for better financial services. 2,723 1,2,3 1,4,5 5.2.3. Facilitate financial access and other services to farmers and SG/VSLA groups and other value chain actors with MFIs and RUSSACOs and banks to ensure sustainable linkage 2,167 1,2,3 1,4,5 5.2.4. Transitioning/informal Saving groups into legal financial entity/RuSACCO and other forms /by the means of amalgamation or merging together 206 1,2,3 1,4,5 WP6: Local Governance & Institutional Strengthening
Activity Area 6.1: Capacity building of farmer organizations 6.1.1. Review/adopt/refine bylaws in grazing, watershed management and Saving groups and scale out governance procedures/by-laws of CBOs (Cooperative, CSWTs, VSLA) 11 1,2,3 1,4,5 6.1.2. Strengthen watershed management forum (CSWTs), extension system and other CBOs through Farmer Training Centers and create a model learning center 15 1,2,3 1,4,5 6.1.3. Organize experience sharing on integrated WS management for CWST and experts 198 1,2,3 1,4,5 6.1.4. Train coop leaders, resource user groups, CSWTs on leadership, community resources management, NR based conflict resolution and handling 640 1,2,3 1,4,5 6.1.5. Refreshment awareness creation on gender mainstreaming in development activities for experts, DA & CSWTs 350 1,2,3 1,4,5 6.1.6. Train farmers and experts on governance of cooperatives and revolving fund management 120 1,2,3 1,4,5 6.1.7 Farmers organizations capacity assessment and develop capacity development plan 3 6.1.8. Conduct Institutional assessment for FOs and develop capacity development plan 3 3 1,5
39 | Page
Activity Area 6.2: Creating/Strengthening platforms for improved local governance 6.2.1. Woreda level steering committee meetings 22 1,2,3 1,4,5 6.2.2. Training for kebele leaders and watershed representatives on good governance 223 1,2,3 1,4,5 6.2.3. Conduct regular multi sectoral platform meetings for improved local governance 28 1,2,3 1,4,5
6.2.4. Train field staff (DryDev and govt extension) based on the capacity assessment survey to train FOs 67 1,2,3 1,4,5 WP7: Planning, M&E, and Scaling of Learning
Activity Area 7.1: Programme monitoring 7.1.1. Regular field level monitoring by programme staffs 38 1,2,3 1,4,5 7.1.2. Technology/practice uptake tracking with lot quality assurance sampling 3 1,4,5 1,2,3 7.1.3. Joint Quality Monitoring by NLO, WVA and ICRAF 1 1 & 5 1,4,5 7.1.4. Print promotional materials for programme scaling 24 1,2,3 1,4,5 7.1.5. Data storage development, management & auditing 2 1, 2, 3 1, 4 & 5 7.1.6. Country technical team quarterly and annual meetings 6 1 2,3, 4,5 7.1.7. Country Core Team meetings every two months, and Regional Coordination Committee meetings every 6 months 7 1 2.3,4,5 7.1.8. Production of videos and documentation of lessons learnt for programme scaling and learning 5 1,2,3 1,4,5 7.1.9. Communication, publishing website info and sharing through other communication platforms/media 12 1,2,3 4,5 7.1.10. Country and regional reflection and experience sharing meeting - 1 & 5 2,3,4 7.1.11. Regular recording & Reporting (Monthly, quarterly, semi & annual) 54 1,2,3 1,4,5 7.1.12. External programme review 3 1& 5 2,3, 4 Activity Area 7.2: Participatory M&E with FOs and local stakeholders 7.2.1. Participatory M&E with FOs and local stakeholders (DAs, KA leaders, CSWTs & experts) 232 1,2,3 1,4,5 7.2.2. Organize community level fora for sharing, exchange and learning 1 1,2,3 1,4,5 7.2.3. Annual/Mid-term reflection & planning workshops 84 1 2,3,4,5 Activity Area 7.3 Scaling of evidence and learning (ICRAF to co-lead with NLOs)
40 | Page
7.3.1. Synthesis and produce briefs and flyers from lessons learnt and the findings of action learning activities (including collection and dissemination of case studies, photos, web materials etc.) 28 1,2,3 1,4,5 7.3.2. Organize meeting/platform/event for learning and sharing with local scaling stakeholders 8 1,2,3 1,4,5 7.3.3. Organize meeting/platform/event for learning and sharing with national and international scaling stakeholders 30 1,2,3 1,4,5 WP8: Policy Analysis & Influencing Activity Area 8.1: Develop further evidence on identified constraints in policy implementation 8.1.1. Further discuss with the relevant stakeholders and the wider community on the policy review (Agriculture, NRM, Cooperatives, water 205 resource management, MF) 1,2,3 1,4,5 Activity Area 8.2: Stakeholder mapping and engagement 8.2.1. Develop a plan for stakeholder engagement and management and execute action plans 3 1,5 1,4,5 8.2.2. Stakeholders reflection and learning at woreda, regional & national levels 13 1,5 2,3 & 4 Activity Area 8.3: Raise awareness on policy provisions and constraints 8.3.1. Develop materials for community-level awareness-raising 1,234 1,5 1,4,5 8.3.2. Conduct awareness meetings on key policies and strategies at woreda level 363 1,5 1,4,5 *1=WVE, 2=EOC, 3=REST, 4=WVA, 5= ICRAF=5
41 | Page
4.6 2018 Detailed Annual Country Programme Budget for Ethiopia The total budget for 2018 is USD $1,733,851. Of this, a total of $1,475,008 is from DGIS and $258,843 is matching budget from WVA (17.55% of DGIS budget). The total administration cost with regards to DGIS funds is 31%. The 15% ETB devaluation in October 2017 and resulting inflation in combination with a reduction in the 2018 matching fund amount, due to earlier over-budgeting, has contributed towards a stressful 2018 budget for DryDev Ethiopia. DryDev Ethiopia Detailed Implementation Plan Budget for 2018 Detail Activities TOTAL Budget (USD) Budget Source DGIS WVA Project Management & Operational Costs 1. Personnel WVE & WVA Personnel total 351,116.99 267,542.99 83,574.00 EOC Personnel total 113,685.13 36,714.23 76,970.90 REST Personnel total 47,715.11 47,715.11 0.00 Total Personnel 512,517.23 351,972.33 160,544.90 2. Travel WVE & WVA Travel total 29,117.02 14,205.92 14,911.10 EOC travel total 8,160.00 8,160.00 0.00 REST travel total 21,000.00 21,000.00 0.00 Total Travel 58,277.02 43,365.92 14,911.10 3. Equipment WVE Equipment total 2,538.00 2,538.00 0.00 EOC Equipment total 0.00 0.00 0.00 REST Equipment total 0.00 0.00 0.00 Total Equipment 2,538.00 2,538.00 0.00 4. Other Administration & Operational Expenses WVE other administration cost 94556 11,169.00 83,387.00 EOC other administration cost 41960 41,960.00 0.00 REST other administration cost 12170 12,169.75 0.00 Subtotal Other Administration & Operational 148,685.75 65,298.75 83,387.00 Expenses Total for Project Management & Operational 722,018.00 463,175.00 258,843.00 Costs 5. Programme Delivery WP1: Subcatchment.00level natural resource 232,919.49 232,919.49 0.00 management WP2: On farm water & Soil management 179,791.37 179,791.37 0.00 WP3: Agricultural Commodity Production 167,062.85 167,062.85 0.00 WP4: Value Chain Development 130,654.21 130,654.21 0.00 WP5: Financial Services Linking 76,332.13 76,332.13 0.00 WP6: Local Governance & Institutional 77,597.99 77,597.99 0.00 Strengthening WP7: Planning, M&E, and Scaling of Learning 125,781.73 125,781.73 0.00 WP8: Policy analysis & influencing 21,693.23 21,693.23 0.00 TOTAL for Programme Delivery 1,011,833.00 1,011,833.00 0.00 Grand Total 1,733,851.00 1,475,008.00 258,843.00
42 | Page
5 Burkina Faso Detailed Implementation Plan, 2018 5.1 Summary of Lessons Learned from 2017 The key lessons learned in the year 2017 are: • Dialogue and communication between the programme partners and grassroot actors (local authorities, technical services, direct beneficiaries and other projects) in the intervention sub- catchments are important for ensuring mutual understanding, sharing of responsibilities, accountability, and visibility of the programme; • The involvement of local organizations as grassroot operational partners is important in building local expertise to ensure sustainability. However, such organizations need to be carefully chosen and strengthened to enhance their capacity to understand and execute a complex programme like DryDev. • Programme beneficiaries continue to expect handouts and subsidies from the programme despite all efforts at empowerment. More efforts will be given to explaining the philosophy and vision of the programme. • Technical services, local authorities and strategic partners, such as the Institute for the Environment and Agricultural Research (INERA), have been fully involved in some activities through mobilization of actors and resources. In 2018, greater commitment will be sought from these institutions to enhance sustainability and ensure that the interventions comply with the technical standards in operation as well as consistency with national priorities. • More work is needed to increase awareness of the DryDev programme among the beneficiaries and grassroot stakeholders in much of the intervention sites. This is a product of the previous structure of the programme in the country. Following the recent re-organization of the implementation structure, the two implementing partners (IPs), SNV and TREE AID will, in 2018, ensure that the messages delivered to the beneficiaries and other grassroot stakeholders are well organized in order to facilitate ownership and visibility of the program. SNV and Tree Aid will ensure that producers work together in a holistic approach to develop land and water management plans which meet the communities' needs. • The recommendations made by past visits (to the Sahel region) by of the donor representative and the PAC, the JQM mission and the quarterly monitoring conducted by the coordination team revealed the need to improve the approach and quality of the intervention with a view to enhancing the integration of the activities between the different components, the intensification and the scaling up of the technological options promoted by the programme within and through the sub- catchments. This will require SNV and Tree Aid to increase the efficiency and quality of the planning and monitoring of the intervention in the different sub-catchment. • There is need to make greater use of ICRAF to benefit from its expertise to ensure quality in implementing all program activities. • There is urgent need to consolidate and scale up the results and achievements of the programme’s interventions.
43 | Page
5.2 Key Priorities for 2018 5.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development DryDev Burkina Faso went through a significant restructuring process during the last half of 2017, which saw ICRAF taking on the role of country coordination, and SNV and Tree Aid becoming the only implementing partners (IPs). The country core team (CCT) will comprises ICRAF as national lead organization (NLO) and the IPs, SNV and Tree Aid. Each IP will oversee programme implementation in three sub-catchments, across work packages 1, 2, 3, 4, 5, 6 and 8, while ICRAF-NLO will lead the work on WP 7. Figure 5.1 illustrates the new DryDev Burkina organization structure.
Figure 5.1: Functional organization chart of DryDev in Burkina Faso • Country Programme Coordination: The function of coordinating DryDev activities in Burkina Faso will be performed by ICRAF-NLO. The office will comprise a country coordinator, an M&E specialist, a communication officer and a driver. • Country Technical Team: The country technical team (CTT), comprising the technical staff from SNV, Tree Aid and ICRAF (the M&E specialist), will meet quarterly to review progress, plan activities and share lessons. Other meetings, to be held quarterly, will involve the representatives from government institutions, decentralized technical services, FOs, and other stakeholders operating in target sub- catchment. They will guide sub-catchment level implementation, discuss progress, challenges, visit sites, recommend changes and leverage capacity and/or resources. • Implementing Partners: The team of each IP (SNV and Tree Aid) will include a coordinator / project manager, an agronomist with expertise in agroforestry, a socio-economist with value chain expertise and three field facilitators – one for each sub-catchment. The facilitators will play the role of implementing all capacity-building activities for project beneficiaries in the sub-catchment, implementing field activities across all work package, supporting and advising farmers on technical innovations, ensuring the integration of the 8 WPs, mobilizing farmers and FOs for their involvement in the activities to enhance ownership, representing the program at community level and ensuring its visibility; ensuring synergy and good collaboration with existing technical services and other NGO in the sub-catchment and ensuring close monitoring at the field level and data capture. Further, each
44 | Page
IP will have 2 project advisors (SNV) / project officers (Tree Aid), one for agriculture and agroforestry and another for markets, value chains and organization strengthening. The project advisor/officer for agriculture and agroforestry will oversee the implementation of WP1, 2, 3. He/she will provide technical backstopping to the field facilitators on aspects relating to water management, soil fertility and conservation, agricultural production and natural resource management in their respective sub- catchments. The project advisor/officer for markets, value chains and organization strengthening will oversee the implementation and monitoring of activity in WPs 4, 5 and 6. He/she will provide technical support to the field actors for developing value chains and strengthening institutional and organizational capacities. Finally, the project manager will ensure overall strategic leadership and program management in their respective IP, as well as overseeing the implementation of activities under WP 8. Table 5.1 shows the detailed staffing arrangement and proportion of time allocation.
Table 5.1: Staffing arrangement in DryDev Burkina SNV TREE AID ICRAF-NLO 1. Project Manager (PM); 100% 1. Project Coordinator; 100% 1. Country Programme Coordinator; 2. Project Administrator; 100% 2. Project Officer‐ agriculture and 100% 3. Project Adviser agriculture and agroforestry management ; 100% 2. Monitoring Evaluation and Learning agroforestry management; 100% 3. Project Officer- Value chain Officer; 100% 4. Project Adviser Value chain & management; 100% 3. Communication Officer; 100% organization strengthen 4. Project finance Assistant; 100% 4. Driver; 100% 5. Field facilitator Kyon; 100% 5. Field facilitator Arbollé ; 100% 6. Field facilitator Kiembara; 100% 6. Field facilitator Kongoussi/Tikaré; 7. Field facilitator Zogoré; 100% 100% 8. Country Director; 8% 7. Field facilitator Bassi; 100% 9. Country Sector Lead Agriculture; 8% 8. West Africa Head of Program; 25% 10. Financial Officer; 25% 9. West Africa Finance Officer; 15% 10. West Africa M&E Officer; 15% 11. Natural Resources Field Assistant; 30% 12. West Africa Finance and Resources Manager; 25% 13. Director of West Africa operations; 10% 14. Uk Senior Management Technical Lead; 10% 15. UK Program Manager; 10% 16. UK Finance Manager; 10%
5.2.2 Intervention Sites sites The DryDev intervention sites will remain the same as in 2017. However, unlike in the previous arrangements, the new structure assigns the sub-catchment to each implementing partner. SNV will now be responsible for the intervention villages located in the three sub-catchments of Kyon, Kiembara and Zogore, while Tree Aid will oversee the work in the intervention villages located the sub-catchments of Arbollé, Kongoussi and Bassi. Each IP will develop the necessary partnership and implement all the WPs in their zones of intervention, but also draw on the expertise and strength of the other partner as may be necessary. 5.3 Main Programming Focus for 2018 The process of restructuring the programme in Burkina Faso resulted in considerable interruption to the planned 2017 activities during the latter half of the year. It is expected that 2018 should see renewed energy and greater progress in carrying out the programme plans. At the same time, the Burkina Faso team is conscious of the need to begin earnest preparations for the programme’s exit in 2019. Greater
45 | Page
and deliberate efforts will be made to capture lost ground and put the programme’s agenda on a strong and sustainable footing. Emphasis will be given to building the capacities of the country programme team, empowering farmers and institutions and enhancing farmer knowledge through trainings, exposure visits, field demonstrations and linkages to markets and financial institutions. More specifically, the focus of the programme in 2018 will be to: • Revitalize farmers' organizations and organize them to work together in a holistic approach to develop and implement management plans tailored to the needs of sub-catchments communities. • Develop stakeholders' skills in conservation agriculture and smart agriculture technologies against the effects of climate change and improve the scalability of these techniques and technology packages by creating a network of community trainers. • Rehabilitate and develop new infrastructures in line with the implementation of sub-catchment management plans, including capacity building of local management committees and advocacy for the financing of their management plans. • Ensure intervention saturation of target sites by combining several options and promoting agricultural diversification. • Establish an input access mechanism involving the network of providers, service providers and local goods (local nursery owners, innovative farmers, community trainers, seed producers, etc.). • Develop community-based self-managed mechanisms for accessing agricultural inputs and financial services. • Offer more opportunities to stakeholders, especially women and youth, through the strengthening of technical and organizational capacities at different levels (production, conservation, processing, marketing), diversification of activities such as fattening small ruminants, production of local poultry, warrantage, and improved access to financial services to support activities. • Introduce structures and equipment that enhance productivity and reduce drudgery, especially for women. • Improve the quality of services offered by decentralized technical services, local authorities and stakeholder organizations by strengthening the link with research institutions (INERA). • Develop alliances in the field of advocacy (Program Voice for Change) in the area of financing (synergy with other projects and financial institutions such as Neertamba Project, Regis AG6, le FAARF,7 Le FODEL8, etc.) • Develop a database to monitor the evolution of the number of farmers supported by the program, the exploitation and implementation of sub-catchment development and management plans, silvo-pastoral areas, consolidation and extension of results, scaling up of experiences and promoted and proved options, capitalization of results and achievements. • Continue actions to promote integrated packages of water harvesting technologies to the plot for new and old beneficiaries of the programme with special attention to women and disadvantaged groups; introduction of runoff collection basins (BCER) and the principle of cascade training with a view to scaling up of the technologies and other interventions promoted by DryDev; • Continue programme support for the production of agricultural commodities, based on the results and experiences gained from demonstration plots and innovation sites, as well as capacity building of innovative farmers' and their networks. Further, attention will be given to strengthening the capacity of
6 Resilience and Economic Growth in Sahel 7 Fonds d’Appui aux Activités Rémunératrices des Femmes 8 Fonds de Développement de l’Elevage
46 | Page
producers on the use of climate information and supplementary irrigation, through the PICSA9 approach, with the support of ICRAF. • Implement a strategic advocacy plan to overcome legal and institutional barriers to agro-silvo-pastoral activities based on the results of the 2016 policy reviews. 5.4 Description of Specific Activities by Work Package & Activity Area for 2018 WP 1: Sub-catchment Level Natural Resource Management (NRM) In 2018, SNV will revitalize three management committees in the sub-catchments of Kyon, Kiembara and Zogoré. The programme will improve the capacity of these committees (through training) and facilitate, their official recognition. Cascade training will be provided to 22,500 producers on sub-catchment management approaches, as well as on various innovative and resilient natural resource management techniques. In addition, river banks and reservoirs will be protected by planting local trees species, and enrichment planting will be carried out on community areas (forest relics, river banks, groves, sacred forests, etc.) through reforestation with at least 10,000 seedlings of identified useful species. The programme will also promote innovative practices for the efficient use of energy, such as bio-digester, improved cooking stoves and renewable energies, to reduce deforestation and environmental degradation. Water security will be enhanced through the construction of two new water collection infrastructures and the rehabilitation (deepening) of five others for the benefit of 5,000 producers, 50% of whom are women. Management committees of water collection structures will be established and strengthened, and local craftsmen will be trained and empowered to maintain these structures. Participatory learning (planned comparison) activities will be conducted on the planting of 9,000 seedlings of valuable species and the management of 25 ha of shea plant to ensure resource availability. Further, in the sub-catchments of Arbollé, Kongoussi and Bassi, Tree Aid will facilitate the plantation 82,500 seedling (by18,300 men and women) on communal land (forests, forest relics, banks, gullies) and individually own land. Other activities will include covering 150 ha with FMNR, developing 110 ha of Sahelian bocage, building or rehabilitating 15 water buffering infrastructure, restoring and managing 700 ha of communal grazing land through direct seeding and soil and water conservation activities. The programme will also rehabilitate ponds for a storage capacity of 18,000 m3. The realization of these activities will strengthen the capacity of local governance bodies, conserve the resources in the sub-catchments and contribute to improving the biophysical and functional state of sub-catchments of the benefit of 22,500 producers. WP 2: On-farm Water & Soil Management Under WP2, SNV will facilitate the realization of runoff water collection basins (BCER) with a capacity of at least 900m3 in strategic locations, to provide water supplementary irrigation for off-season cropping and increase food availability. FMNR and on-farm situ grafting of important trees will be promoted, as well as enrichment of agricultural land by woody fertilizing and fruit species. Special attention will be given to the production of compost from biomass and to building water buffering infrastructure (CES/DRS10). Other activities will include training on market gardening, micro-dose, and agricultural water management. On the other hand, Tree Aid will facilitate the restoration of 900 ha of degraded land through technologies such as Zai, half-moon, FMNR, micro-dose, contour bund with earth and stone, and composting for the benefit of 1,200 producers. Efforts will also be given to the construction of nine water collection basins, the dissemination of innovative production technologies for 15000 producers, dissemination of agroforestry practices on 1,058 ha through FMNR, enrichment planting and hedgerows for the benefit of 1,108 farmers (30% of whom are women). It is also planned to fertilize 450 ha of
9 Participatory Integrated Climate Services for Agriculture 10 CES/DRS : Conservation des Eaux et des Sols/Défense et Restauration des Sols
47 | Page
agricultural land through production of 2,250 tons of compost, support the management of 40 ha of rice farm for 3,200 producers and 4 ha of market vegetable gardens for 280 producers, mostly women. WP 3: Agricultural Commodity Production The increase of agricultural production potential of the sub-catchment achieved through WP1 and WP2 will be exploited by the activities of WP3. To promote dissemination of best practices, SNV and Tree Aid plan to train 30 members of the DryDev technical team and the technical services on the PICSA approach. Dissemination of climate information and climate-smart practices will be done through the AGRIDATA platform, village general assemblies and community radios to reach 21,620 producers, 50% of whom are women. A network of innovative farmers on climate-smart agriculture will be established in each sub- catchment. These will demonstrate climate-smart practices. Initiatives to apply smart practices to climate change (e.g. use of improved seeds of annual crops and vegetables, rainwater harvesting and use) will cover at least 515 ha. Support will be provided to improving input supply systems and small-scale agricultural mechanization through the establishment and equipping of pilot cooperatives (CUMA). Support for access to inputs will affect 1,570 producers, improving poultry care for 1,700 poultry farmers, and supporting 60 women FBOs in improved cowpea seeds for the exploitation of 120 ha. WP 4: Enhancing Market Access Under WP 4, SNV and Tree Aid are considering joint training on value chain facilitation approach for 40 of their staff members and key partners. It is planned to develop several options for market access including group sales systems, investment in processing / conditioning equipment, negotiations for the financing of business plans. The coordination role of value chain platforms will also be strengthened i. On the basis of the trials conducted in 2017 with the AGRIDATA Market Information System (MIS), an alliance will be developed with the MODHEM project to disseminate this MIS that meets to farmers' needs. Further, In the sub-catchments of Arbollé, Kongoussi and Bassi, efforts will be made to bring 250 producers into value chain groups, link 2,315 producers to markets, strengthen the entrepreneurial business skills of 150 producers, equip 4,080 producers (50% of whom women) with processing and product preservation equipment, develop and update 600 business plans, revitalize multi-stakeholder value chain platforms, and facilitate the networking of suppliers of market information and local radios to reach 2,500 producers (50% of whom are women). WP 5: Financial Services Linking In 2018, Burkina Faso plans to continue promoting producers’ access to the financial needed for business development and expansion. Village savings and loan associations (VSLAs) will be strengthened and liked with established micro-finance institutions (MFIs). Emphasis will be placed on creating and expanding investment opportunities to ensure access to finance, especially for women. SNV plans to develop fast- growing business opportunities (such as livestock fattening, warrantage, processing, local poultry farming) for the benefit of 150 women, offer financial education opportunities to 70 VSLAs, build / rehabilitate three warehouses for warrantage, and facilitate the development of collaboration protocols between various actors (VSLAs, processing organizations and traders) and MFIs for access to credit. Tree Aid, on the other hand, plans to create / strengthen 68 VSLAs for 4,000 members, assist VSLAs in developing business plans, and establish agreements with MFIs for the benefit of 600 members. Tree Aid will also set up a functional warrantage system (construction / rehabilitation and equipping of four warrantage warehouses, training in warrantage techniques, linkage with MFIs, guarantee fund, warrantage stock) for the benefit of 600 producers, 50% of whom are women, and promote income generating activities.
48 | Page
WP 6: Local Governance & Institutional Strengthening In 2018, DryDev Burkina will support farmer organizations to comply with the new environment laws related to the OHADA11 uniform act and ensure their professionalization in economic interest groups (GIE). Trainings will be given to build capacities of organizations in topics of land laws, conflict management in relation to the management of natural resources. The programme will work to improve the quality of services provided by the government to farmers by facilitating the training the local technical services agents (to be provided by staff of research institutions) on new technologies and innovations. Multi-actor platforms will be promoted at the commune level to foster linking of program activities at local level and ensure sustainability of the programme outcomes. WP 7: Planning, M&E, and Scaling of learning Under WP7, the DryDev team in Burkina will conduct a number of activities to monitor the implementation of panned activities, produce evidence for scaling up the best practices, and share lessons learned. A monitoring and evaluation workshop will be organized, at the beginning of the year, to develop modalities for implementing planned activities from WP1 to WP8. The workshop will also be used to update the output tracking framework and the data collection system. In addition to the existing mechanism that allows monitoring of the process, another type of longitudinal monitoring will be set up at the level of each commune to track the results and changes on a sample of producers. Also, the results of the annual adoption survey will be shared, used to better organize the project's interventions on the promotion of technologies in WPs 2 and 3, design the scaling up process, and consolidate available capitalization products. Further, ICRAF will conduct two quality monitoring missions, in the first and fourth quarters of the year. The country team will convene quarterly review and coordination workshops, and each partner will hold a workshop to review and update output tracker each quarter. To disseminate and show the impact of DryDev on the lives of producers and the transformation of the landscape, the program plans to produce and share films as well as messages diffused on the local radios. WP 8: Policy Analysis & Influencing Work done in 2016 and 2017, under WP8, included the review of the constraints, drafting of policy briefs, formation of alliances and drafting of the advocacy and lobbying strategy. In 2018, collaborative advocacy / lobbying will be developed around these themes. The policy briefs will be finalized and disseminated. Alliances or groups of agricultural interest will be formed to influence policies in favor of agro-silvo- pastoral activities. The work will involve the government national, regional and local services to influence the review/adoption of practices to facilitate access to natural resources (water, forest and soil) by women and youth and migrants (basically pastoralist and neighbors) in the communities. The policy will provide some opportunities to share in the development framework at regional, provincial and communal levels to be used also by Projects, NGO, civil societies, and other development practitioners in the agriculture, forestry, pastoralism, soil and water conservation sectors in Burkina Faso.
11 Organization for Harmonization of Business Law in Africa
49 | Page
5.5 2018 Detailed Implementation Plan – Burkina Faso
Unit of Who Who Target 1 2 3 4 5 6 7 8 9 10 11 12 Target sites Specific Activity by Activity Area and Work Package measure Leads# Supports Work Package 1: Sub-catchment-level Natural Resource Management (NRM) Activity Area 1.1: Sub-catchment action planning 1.1.1. Revitalize 3 Management Technical Committees (structuring, formal # members 45 Kyon, recognition, roles and responsibilities) of CTG 1 7;6 Kiembara & Zogoré 1.1.3. Facilitate the development and implementation of operational action # of action 3 Kyon, plans (OAPs) (planning days, monitoring) plans 1 7;6 Kiembara & Zogoré 1.1.2. Support the implementation of identified community micro-projects # of 18300 Arbollé, Bassi / registered in the PAGs for the benefit of 18,300 beneficiaries, 50% producers 2 5, 3, Kongoussi of whom are women 1.1.4. Integrate and reinforce the actions of WP1, WP2 towards Ha 100 Arbollé, Bassi development of Sahelian bocage in the sub-catchments of Kongoussi 2 8, 3 Kongoussi and Bassi for the benefit of 420 producers, including 50% of women Activity Area 1.2: Local capacity strengthening in sub-catchment management 1.2.1. Training of stakeholders of Sub-Catchment Management Technical # of actors 90 Kyon, Committee, local governments and local technical services on the 1 3;7;6 Kiembara & sub-catchment approach Zogoré 1.2.2 Training of trainers on the sub-catchment approach # of trainers 76 Kyon, 1 7;6 Kiembara & Zogoré 1.2.3. Disseminate the sub-catchment approach trough community trainers # actors 22500 Kyon, 1 7;6 Kiembara & Zogoré 1.2.4. Train 45 Management Technical Committees members on project # 3 Kyon, development and resource mobilization from other partners partnerships 1 3 Kiembara & Zogoré 1.2.5. Train actors on technological packages (Zaï, half-moons, stone bunds, # producers 22500 Kyon, bunds, composting, FMNR, AIC, etc.) 1 7;6 Kiembara & Zogoré 1.2.6. Training management committees of managed areas (Gouéré forest, # 12 Kyon, sacred grove of Viresongdin, Shea park of Kyon) to ensure sustainable committees 1 7;6 Kiembara & resource management Zogoré
1.2.7 Operationalizing the management committees in the SBV (finalization # members 177 Arbollé, Bassi and adoption of statutory texts, official recognition, functionality, ...) of 2 5 Kongoussi committees 1.2.8. Training of stakeholders of Sub-Catchment Management Technical # of trained 207 Arbollé, Bassi Committee, local governments and local technical services on the actors 2 5 Kongoussi sub-catchment approach
50 | Page
1.2.9. Reduce the firewood cutting by producing improved stoves for the # households 3000 Arbollé, Bassi 2 6 benefit of 3,000 producers, 90% of whom are women Kongoussi Activity Area 1.3: Water facility development and maintenance 1.3.1. Protect banks of water reservoirs (bank fixation, gully treatments, Ha 30 Kyon, easement zone) 1 5;7;6 Kiembara & Zogoré 1.3.2. Revitalize / establish management committees for water harvesting # 11 Kyon, infrastructures committees 1 5;7;6 Kiembara & Zogoré 1.3.3. Rehabilitation of the pond of Virésongdin (Zogoré) by deepening it # ponds 1 1 7;6 Zogoré and bank protection 1.3.4. Manage 50 ha with Sahelian bocage for rehabilitating degraded lands Ha 50 1 8;6;7 Zogoré, and optimizing future agricultural production 1.3.5. Treat 110 ha of community gullies in sub-catchments by the Ha 110 Arbollé, Bassi constructing fascines, micro-dams, gabions, dikes for 22000 farmers 2 6 Kongoussi (50% of women) 1.3.6. Construct 2 water harvesting infrastructures and rehabilitate / # ponds 7 Arbollé, Bassi deepening 5 water harvesting infrastructures for the benefit of 5000 2 3 Kongoussi producers, 50% of whom are women Activity Area 1.4: Sub-catchment level Restoration/reforestation by FMNR and tree planting 1.4.1. Enriching community spaces (forest relics, banks, groves, sacred # producers 22500 Kyon, forests, etc.) through reforestation with useful species (10,000 plants) 1 7;6 Kiembara & Zogoré 1.4.2. Disseminate innovative practices of energy use (bio-digesters, # producers 1500 Kyon, improved stoves, renewable energies, etc.) 1 7;6;9 Kiembara & Zogoré 1.4.3. Conduct participatory learning activities on grafted ziziphus (9000 # producers 1500 1 3 Kyon plants) plantation 1.4.4. Conduct participatory learning activities on improvement of Shea Ha 25 1 3 Kyon tree production through grafting 1.4.5. Carry out plantations of alignment and enrichment in the community # producers 3000 Kongoussi, spaces by planting 80000 plants (alignment planting along the roads 2 6 Tikaré, Arbollé in collaboration with the communal authorities, village groves, ...) for et Bassi the benefit of 3000 producers 1.4.6. Realize FMNR in community spaces and silvo-pastoral spaces for the Ha 150 Arbollé, Bassi 2 3,4 benefit of 1050 producers including 50% of women Kongoussi Activity Area 1.5: Development of forestry and pastoral area management plans 1.5.1. Manage 60 km of pastoral areas (delineating of livestock corridor, Ha 248 Kiembara & 1 7;6 enrichment planting with trees, direct seeding of grass) Zogoré 1.5.2. Construct a livestock vaccination facility in Kouyglou (Kiembara) for # facilities 1 1 7;6 Kiembara 200 producers 1.5.3. Manage 2 silvo-pastoral areas on the basis of developed and Ha 100 Kongoussi & approved management plans (delineation of livestock corridors, 2 6 Arbollé enrichment planting, seeding, controlled grazing, pastoral wells), 1.5.4. Establish 2 management committees and put in place 1 surveillance # producers 30 Kongoussi, 2 6 system of managed silvo-pastoral areas Arbollé
51 | Page
1.5.5. Restore and enrich degraded landscapes through reforestation and Ha 100 Arbollé, Bassi seeding technologies of herbaceous forage species in sub-catchments 2 3, STD Kongoussi on 100 ha 1.5.6. Broadcast on local radio local agreements on management of natural # broadcasts 104 Radios Arbollé, Bassi 2 resources and pastoral routes in the sub-catchments Locales Kongoussi Work Package 2: On-farm Water & Soil Management
Activity Area 2.1: On-farm rain water harvesting promotion 2.1.1. Build 6 rainwater harvesting basins for supplemental irrigation # Basins 6 Kyon, 1 7;6 Kiembara & Zogoré 2.1.2. Disseminate water harvesting and integrated management # producers 1350 Kyon, technologies for the benefit of 1350 producers through field visits 1 5;7;6 Kiembara & Zogoré 2.1.3. Develop farm lands for agricultural production (rice, cereals, etc.) Ha 25 Kyon, 1 6;7 Kiembara & Zogoré 2.1.4. Restore 900 ha of agricultural land through technological packages Ha 900 Arbollé, Bassi (Zai, half-moon, FMNR, micro dose, contour bund with earth and 2 3 Kongoussi stones, composting) for 1200 farmers 2.1.5. Build 9 rainwater harvesting basins for supplemental irrigation # Basins 9 Arbollé, Bassi 2 3 Kongoussi 2.1.6. Carry out a planned comparison on stone cords and earth bunds for # producers 50 Arbollé, Bassi 2 3 soil moisture conservation in the 3 sub-catchments Kongoussi 2.1.7. Disseminate water harvest and integrated management technologies # producers 3000 Arbollé, Bassi for the benefit of 1500 producers, 30% of whom are women with the 2 3 Kongoussi support of 60 innovative farmers Activity Area 2.2: Promoting and on-farm Agroforestry 2.2.1. Restore the diversity of farmland through application of FMNR Ha 1200 Kyon, 1 6 Kiembara & Zogoré 2.2.2 Enrich agricultural land with soil fertility-enhancing trees Ha 1200 Kyon, 1 6 Kiembara & Zogoré 2.2.3. Train and equip local nursery producers # producers 10 Kyon, 1 6 Kiembara & Zogoré 2.2.4. Train market gardeners in installation and management techniques # producers 1500 Kyon, of protective live hedges and develop demonstration sites 1 7;6 Kiembara & Zogoré 2.2.5. Promote biomass and organic waste management for compost Tons of 9000 Kyon, production (heap composting) for 3,000 people, 50% of whom are compost 1 6 Kiembara & women Zogoré 2.2.6. Train and equip private nurseries producing local multipurpose and # local 8 fruit trees (Faidherbia albida, Acacia senegalese, Zizyphus mauritiana, nursery Arbollé, Bassi 2 6 Balanites aegyptiaca, etc.): 8 nurseries for a minimum production of producers Kongoussi 100,000 plants per year
52 | Page
2.2.7. Enrich 1058 hectares of farm lands by FMNR for the benefit of 1108 Ha 1058 Arbollé, Bassi 2 3 producers, 30% of whom are women Kongoussi 2.2.8. Conduct a planned comparison based on useful tree planting (depth # producers 300 Arbollé, Bassi 2 3 and width of holes, digging period) in the 3 sub-catchments Kongoussi 2.2.9. Carry out in situ grafting in fields and market garden sites using local # producers 301 Arbollé, Bassi "plus trees" for the collection of grafts for the benefit of 300 2 6 Kongoussi producers Activity Area 2.3: Improved on-farm soil conservation and fertility management 2.3.1. Build water buffering infrastructure (Zaï, stony cords, half-moons, Ha 3375 Kyon, bunds, 1 7;6 Kiembara & Zogoré 2.3.2. Disseminate the technique of micro dose on 3375 hectares # 6750 Kyon, producers 1 7;6 Kiembara & Zogoré 2.3.3. Planting around water buffering infrastructures (contour bund with Ha 844 Kyon, stone and earth, grass strips, seeding,) 1 7;6 Kiembara & Zogoré 2.3.4. Improve the fertility of 450 ha of agricultural land through the # producers 750 Arbollé, Bassi application of 2,250 tons of compost for the benefit of 750 producers, 2 6 Kongoussi 50% of whom are women 2.3.5. Disseminate the technique of the micro dose on 300 hectares for the # producers 750 Arbollé, Bassi 2 3 benefit of 750 producers including 40% of women Kongoussi Activity Area 2.4: Promoting small-scale irrigation 2.4.1. Develop an irrigation system on rice sites in Kyon Ha 10 1 7;6 Kyon 2.4.2. Rehabilitate market gardening wells (Nango-Fulcé, Tomo, Kiembara) Ha 5 Kyon, and equipping them with solar system for watering for the benefit of 1 7;6 Kiembara & 300 producers, 97% of whom are women Zogoré 2.4.3. Train producers on market gardening and agricultural water # 1500 Kyon, management producers 1 7;6, iDE Kiembara & Zogoré 2.4.4. Carry out / rehabilitate and diversify production on 2 market gardens # producers 560 Arbollé, Bassi (multipurpose) of 2 ha each with drip irrigation and solar watering 2 6, iDE Kongoussi system for the benefit of 560 producers including 50% women Work Package 3: Agricultural Commodity Production Activity Area 3.1: Promoting climate-smart (CSA) farming options 3.1.1. Organize study tours in the fields of innovative farmers Kyon, # 22,500 1 7;6 Kiembara & producers Zogoré 3.1.2. Training of 30 members of the DRYDEV technical team and technical Arbollé, Bassi # trained 30 2 3 service on the PICSA approach Kongoussi 3.1.3. Disseminate the use of climate information and climate-smart # 3, Arbollé, Bassi practices through the AGRIDATA platform, village general assemblies, 21,620 2 producers ASECNA Kongoussi community radios with 21,620 producers, including 50% of women 3.1.4. Install 100 modern hives and train and equip producers on # Arbollé, Bassi 100 2 6 beekeeping Hives Kongoussi 3.1.5. Support initiatives to apply climate-smart practices to climate change Arbollé, Bassi Ha 515 2 6 (use of improved seeds of annual crops and vegetables) on 515 ha Kongoussi
53 | Page
Activity Area 3.2: Promoting farmer-led extension systems 3.2.1. Develop local technical assistance through community trainers Kyon, # of trainings 6 1 7;6 Kiembara & Zogoré 3.2.2. Create demonstration fields led by innovative farmers Kyon, # 133 1 7;6 Kiembara & fields Zogoré 3.2.3. Establish extension and technology transfer centers led by Kyon, # community trainers 33 1 7;6 Kiembara & centers Zogoré 3.2.4. Disseminate to 22500 producers climate-smart practices through the Arbollé, Bassi # producers 22,500 2 6 organization of study tours on farms led by innovative farmers Kongoussi 3.2.5. Create demonstration farms led by 60 innovative farmers and boost # Arbollé, Bassi 3 2 3 / create extension networks led by innovative farmers networks Kongoussi Activity Area 3.3: Improving Input Supply Systems 3.3.1. Develop 1 sustainable input supply system (SADI) (agricultural & Kyon, # supply forestry seeds, fertilizers, etc.) 1 1 7;6 Kiembara & systems Zogoré 3.3.2. Establish 01 agricultural equipment utilization cooperative (CUMA) Kyon, # 1 1 7;6 Kiembara & cooperative Zogoré 3.3.3. Establish an input resource center (storage, sales counter, office, Kyon, botanical garden) related to SADI #centers 1 1 7;6 Kiembara & Zogoré 3.3.4. Train village extension volunteers (VEV) Kyon, # VEV 19 1 7;6 Kiembara & Zogoré 3.3.5. Organize meetings between FOs and agro-dealers (seed companies, Kyon, # of etc.) 6 1 7;6 Kiembara & meetings Zogoré 3.3.6. Establish 2 input stores in collaboration with seed producer unions to # Arbollé, Bassi facilitate access to agricultural inputs for 1570 producers 2 2 4, Input stores Kongoussi 3.3.7. Establish 4 networks of village poultry vaccinators in the 03 sub- # Arbollé, Bassi 4 2 STD catchments for the benefit of 1700 poultry farmers networks Kongoussi 3.3.8. Support 60 female FOs with improved cowpea seeds for the # women Arbollé, Bassi 60 2 4 exploitation of 120 ha for 1200 women FOs Kongoussi
Work Package 4: Enhancing Market Access
Activity Area 4.1: Building the capacity of countries in market system and value chain analysis 4.1.1. Train and equip the members of the project team and the # of Arbollé, Bassi 30 2 3 deconcentrated technical services on market systems analysis and participants Kongoussi l hi Activity Area 4.2: Organizational Development of Farmer Groups
54 | Page
4.2.1. Develop a collective sales system # farmers Kyon, 225 1 3 involved Kiembara & 4.2.2. Develop business relationships between value chains actors # value chain Kyon, 225 1 3 actors Kiembara & 4.2.3. Structure 250 groups and / or unions in value chains sub-sectors Arbollé, Bassié # groups 250 2 1 (onion, rice, sesame, cowpeas, local poultry, shea nuts, peanuts) Kongoussi 4.2.4. Linking 2,315 producers with market (market relations, market # producers Arbollé, Bassi 2,315 2 1;3 information) linked Kongoussi Activity Area 4.3: Farmers’ Business and entrepreneurship Capacity Building 4.3.1. Train actors on processing and packaging techniques of processed # actors Kyon, 150 1 6 products trained Kiembara &
4.3.2. Equip processing groups with processing and packaging kits and # 150 1 7 Kyon, equipment in the selected value chains groups Kiembara & 4.3.3. Train actors on simplified accounting and operating account # Actors 150 1 6;7 Kyon, development trained Kiembara & 4.3.4. Train local trainers on developing business plans # 185 1 2,3 Kyon, trainers Kiembara & 4.3.5. Promote value chains entrepreneurship days # 200 1 6;7;9 Kyon, participants Kiembara & 4.3.6. Strengthen the skills of 150 producers (50% of whom are women) in # Arbollé, Bassi 4080 2 1, agricultural business and entrepreneurship producers Kongoussi 4.3.7. Equip 4080 producers including 50% women in processing and # Arbollé, Bassi 4080 2 1,3 conservation (PIC bag, post-harvest management) products to producers Kongoussi i th lit d l f d t ( k t d Activity Area 4.4: Developing Business Plans for the Selected Value Chains
4.4.1. Negotiate with micro finance institution for business plans financing Kyon, # plans 10 1 2,3 Kiembara & 4.4.2. Develop business models with 76 trainers of trainers Kyon, # models 6 1 3 Kiembara & Zogoré 4.4.3. Conduct a planned comparison on options to access to production Arbollé, Bassi market # people 1000 1 3 Kongoussi 4.4.4. Develop / update and support producers in negotiating business Arbollé, Bassi # plans 60 2 1 plans for the benefit of 600 producers Kongoussi 4.4.5. Organize exchange and sharing sessions on successful value chains Arbollé, Bassi # producers 600 2 1,3 for 600 producers Kongoussi Activity Area 4.5: Multi-Stakeholder Value Chains platforms 4.5.1. Facilitating and participating in the general meeting of value chain Kyon, # of GM 12 1 6;7 platforms Kiembara & 4.5.2. Implement with the value chain platform management committees ZéKyon, # of OAPs 12 1 6;7 operational action plans (OAPs) Kiembara & 4.5.3. Build capacities of platforms in development and implementation of Arbollé,Zé Bassi # Plans 6 2 1,6 their annual operational plans Kongoussi Activity Area 4.6: Establishing and Strengthening the Market Information System (MISs)
55 | Page
4.6.1. Promote market information systems of the AGRIDATA platform # Kyon, 1 1 9 MIS Kiembara & Zogoré 4.6.2. Extend the coverage area of the AGRIDATA platform to interest Kyon, markets for sub-catchments Kyon, Kiembara, Zogoré # producers 3000 1 9 Kiembara & Zé 4.6.3. Network providers of market information and local radios to reach Arbollé, Bassi # producers 2500 2 3,1 2500 producers, including 50% of women farmers Kongoussi 4.6.4. Extend the coverage area of the AGRIDATA platform to interest # Arbollé, Bassi 1 2 1,3 markets for sub-catchments of Arbollé, Bassi, Kongoussi MIS Kongoussi
Work Package 5: Financial Services Linking
Activity Area 5.1: Strengthening Village Savings Groups 5.1.1 Develop fast-growing business opportunities (livestock fattening, Kyon, # warrantage, processing, local poultry) for the benefit of women 150 1 3 Kiembara & women through micro-credit Zogoré 5.1.2. Train VSLAs in financial management # VSLAs Kyon, 70 1 1;3 trained Kiembara & Zé 5.1.3. Create / strengthen 68 VSLAs for 4000 members. # Arbollé, Bassi 68 2 1;3 VSLAs Kongoussi Activity Area 5.2: Links with the Financial Services Providers 5.2.1. Build / Rehabilitate warehouses for warrantage for women # Kyon, 3 1 7 warehouses Kiembara & 5.2.2. stablish collaboration agreements between actors (VSLAs, processor Kyon, # organizations, traders) and MFIs for access to credit 3 1 1;3 Kiembara & agreements Zogoré 5.2.3. Developing fast-growing business opportunities (fattening, Arbollé, Bassi warrantage, processing, local poultry) for the benefit of women # producers 600 2 1;3 through micro credit Kongoussi
5.2.4. Establish an operational warrantage system for the benefit of 600 Arbollé, Bassi # producers 600 2 1;3 producers, 50% of whom are women Kongoussi Work Package 6: Local Governance & Institutional Strengthening Activity Area 6.1 Strengthening Farmer Organizations (FOs) 6.1.1. Train farmer organizations on the uniform act of OHADA and their Kyon, professionalization in economic interest groups (GIE) # FO 36 1 1;7 Kiembara & Zogoré 6.1.2. Train 36 new farmer organizations on land law, conflict management Kyon, in relation to natural resources, role and responsibility, leaderships, # FO 36 6 1 Kiembara & role of forest brigades, advocacy, institutional development) Zogoré
6.1.3. Train 210 members of 60 farmer organizations on the OHADA # Arbollé, Bassi 210 2 6 uniform act and cooperative life producers Kongoussi 6.1.4. Empower farmer organizations to organize themselves into a # of Arbollé, Bassi cooperative / EIG: EIG/coopera 6 2 6 tives Kongoussi
56 | Page
Activity Area 6.2 Local government Institution Capacity Building 6.2.1. Train trainers of deconcentrated technical services and local Kyon, authorities on the OHADA uniform act, pastoralism, the land law, etc. # of actors 50 1 7;6 Kiembara & Zogoré 6.2.2 Training deconcentrated technical services (DST) and innovative Kyon, farmers on monitoring and phytosanitary treatments, on new # of DST 6 1 3;7;6 Kiembara & agricultural practices developed by researchers Zogoré 6.2.3. Train municipal authorities, land commissions, prefect and local technical services on texts and laws (pastoralism, land tenure, etc.) # trainers 120 2 6 Arbollé, Bassi
and conflict management Kongoussi
Activity Area 6.3 Multi-purpose Multi-Stakeholder Platforms 6.3.1. Organize three (03) multi-actor platforms (communal consultation # of 3 1 7;6 Kyon, framework) in collaboration with communal authorities meetings Kiembara & Zogoré
6.3.2. Hold periodic self-assessment meetings involving municipal # of 4 2 6 Arbollé, Bassi authorities, decentralized technical services and sub-catchment meetings Kongoussi committees 6.3.3. Hold periodic meetings of municipal consultation frameworks in the # of Arbollé, Bassi 4 2 6 context of building synergy meetings Kongoussi Work Package 7: Planning, M&E, and Scaling of Learning
Activity Area 7.1: Programme Monitoring 7.1.1. Organize monitoring-evaluation-learning joint missions at the Kyon, communal level # Reports 1 1 2;3,4 Kiembara & Zogoré 7.1.2. Participate in review meetings of technical aspects of the program Kyon, (NLO, ICRAF & IP) # Reports 3 1 3;2 Kiembara & Zogoré 7.1.3. Organize the review and planning team meeting (country Kyon, coordination and implementation team) # Reports 4 1 1;2 Kiembara & Zogoré 7.1.4. Participate in 4 training workshops on monitoring and evaluation tools, techniques and tools for capitalization of results, techniques of Arbollé, Bassi 4 2 3 evaluation and inventory of trees organized by the country # Reports Kongoussi coordination 7.1.5. Conduct missions to monitor activities in the 3 sub-catchments Arbollé, Bassi (follow-up missions of the project manager, follow-up of surveys and # Reports 18 2 3 Kongoussi monitoring of technology adoption, Quality Monitoring Tree Aid, etc.) 7.1.6. Hold 2 training workshop on monitoring and evaluation tools Arbollé, Bassi, # staff (periodic reporting outline, indicator boards, database management, 20 3 2,3 Kiembara, terrains targeting, data collection, use of GPS etc.) Kyon
57 | Page
Kongoussi, & Zogoré
7.1.7. Organize the external review of the country program in the first Kyon, quarter of 2018 # of events 1 3 1;2 Kiembara & Zogoré 7.1.8. Participate in ICRAF monitoring missions / country coordination # JQM Arbollé, Bassi 2 3 2,1 (preparation, implementation, ...) reports Kongoussi 7.1.9. Hold 1 training session for field staff on evaluation techniques and Arbollé, Bassi, inventory of trees, plants, shrubs in DRYDEV intervention sites, Kiembara, # staff including survival rate of woody plants 20 3 2,1 Kongoussi/tika trained ré, Kyon, & Zogoré 7.1.10. Organize 2 quality joint monitoring involving local technical services Kyon, and IP in the sub-catchments # of missions 2 3 1;2 Kiembara & Zogoré 7.1.11. Participate in the project evaluation (preparation, reflection and # of Arbollé, Bassi 3 2,1 taking into account lessons learned, restitution to sub-catchments) workshops Kongoussi 7.1.12. Hold 1 training session for field staff on techniques and tools for Arbollé, Bassi, capitalization of results, good practices (stakes, choice of topics, steps Kiembara, # of and method of capitalization) 3 2,1 Kongoussi/tika participants ré, Kyon, & Zogoré 7.1.13. Conduct an annual survey on technology adoption and restitution Kyon, # survey sessions 1 3 1;2 Kiembara & report Zogoré 7.1.14. Hold 2 supervision and control missions (by country coordination Arbollé, Bassi, only) in the 6 sub-catchments Kiembara, # missions 2 3 1;2 Kyon, reports Kongoussi & Zogoré 7.1.15. Identify and train 96 local volunteer producers (from management Arbollé, Bassi, committees) on their role in data collection in the 48 villages Kiembara, # of trained 96 3 1;2 Kongoussi/tika producers ré, Kyon, & Zogoré 7.1.16. Hold 2 ICRAF Quality Joint Follow-up Missions (SNV, Tree Aid and Arbollé, Bassi, ICRAF, NLO) # of Kiembara, preparatory 2 3 1;2 Kyon missions Kongoussi & Zogoré 7.1.17. Conduct 2 missions of presentation of DryDev materials to the Arbollé, Bassi, administrative authorities, local authorities and technical services in Kiembara, # of joint the 6 sub-catchments 2 3 1;2 Kyon missions Kongoussi & Zogoré 7.1.18. Organize two ICRAF quality joint missions # of joint Arbollé, Bassi, 2 3 1;2 missions Kiembara,
58 | Page
Kyon Kongoussi & Zogoré 7.1.19. Organize and / or participate in 12 activity monitoring missions, Arbollé, Bassi, monitoring of technologies disseminated by implementing partners Kiembara, # of joint 12 3 1;2 Kyon missions Kongoussi & Zogoré 7.1.20. Conduct 1 opinion survey to monitor performance and relevance of Arbollé, Bassi, water harvest infrastructure, input supply systems and innovation Kiembara, platforms, # of surveys 1 3 1;2 Kyon Kongoussi & Zogoré 7.1.21. Organize one (1) mission of the Advisory Committee of the Program Arbollé, Bassi, (PAC) to examine the evolution of the Program in Burkina Faso Kiembara, # of PAC 1 3 1;2 Kyon mission Kongoussi & Zogoré 7.1.23. Conduct 2 preparatory workshops with SNV and Tree Aid on the Arbollé, Bassi, external evaluation of the project Kiembara, # of 2 3 1;2 Kyon workshops Kongoussi & Zogoré 7.1.24. Organize 1 workshop reflection and consideration of lessons Arbollé, Bassi, learned from the external evaluation in the implementation of the Kiembara, DIP 2018 participants 30 3 1;2 Kyon Kongoussi & Zogoré Activity Area 7.2: Participatory M&E with FOs & local stakeholders
7.2.1. Hold community meetings to review the results and plan activities at Kyon, # each sub-catchment 3 1 2;3 Kiembara & meetings Zogoré 7.2.2. Organize 4 quarterly assessment and planning meetings with the Arbollé, Bassi, county coordination and 12 in the sub-catchments # Meetings 4 2 3 Kongoussi/tika ré, 7.2.3. Participate in the launch workshop of country 2018 DIP and conduct Arbollé, Bassi, launch and planning sessions for 2018 activities in sub-catchments Kiembara, # of with authorities, and local technical services 20 3 2,3 Kyon participants Kongoussi & Zogoré 7.2.4. Organize 1 launch workshop of 2018 DIP and planning of activities of Arbollé, Bassi, the first quater with the Country Team Kiembara, # of 30 3 1,2 Kyon participants Kongoussi & Zogoré 7.2.5. Organize data collection missions to update the beneficiary database # of Kyon, supervision 27 3 1;2 Kiembara & missions Zogoré
59 | Page
7.2.6. Conduct 4 quarterly assessment and activity planning meetings with # of 4 3 1;2 Ouagadougou implementing partners (SNV and Tree Aid) meetings 7.2.7. Train agents and trainers on data collection tools # participant 30 3 1;2 Ouagadougou
7.2.8. Convene the 2018 Annual Review Planning Workshop (to prepare for # of 1 3 1,2 Ouagadougou DIP2019) workshops 7.2.9. Participate in the 12 participatory follow-up meetings planned by Arbollé, Bassi, SNV and Tree Aid with producers to share experiences Kiembara, # meetings 12 3 1;2 Kyon Kongoussi & Zogoré 7.2.10. Organize 6 community meetings for good practices capitalization Arbollé, Bassi, (on land and water management forest governance, innovation and Kiembara, # of market access platforms) in the 6 sub-catchments 6 3 1;2 Kyon meetings Kongoussi & Zogoré Activity Area 7.3: Scaling of evidence and learning (ICRAF to co-lead with NLO) 7.3.1. Produce and disseminate awareness raising videos on technologies Kyon, # videos 4 1 3;2 Kiembara & Zogoré 7.3.2. Produce and distribute capitalization documents on the results, Kyon, # principles and value of DRYDEV 3 1 3;2 Kiembara & Documents Zogoré 7.3.3. Organize an in-country learning, sharing of experience visit (farmer Kyon, # producers organizations, producers) and scaling up among producers on cases 60 1 3;2 Kiembara & reached of success Zogoré 7.3.4. Disseminate good practices via local radios Kyon, # people 22500 1 6;7 Kiembara & reached Zogoré 7.3.5. Organize an in-country learning and experience sharing visit (FOs, Arbollé, Bassi, # of producers) 30 2 1,2 Kongoussi/tika participants ré, 7.3.6. Sharing the results of the technology adoption survey conducted in Arbollé, Bassi, 2017 in the sub-catchments Kiembara, # innovative 60 3 1,2 Kyon producers Kongoussi & Zogoré 7.3.7. Produce and disseminate technical guide on best practices on land Arbollé, Bassi, and water management, forest governance, innovation platforms and Kiembara, ≠ Guides market access in the 6 sub-catchments 1100 3 1,2 Kyon produced Kongoussi & Zogoré 7.3.8. Produce and broadcast 1 micro program on DRYDEV's approach and Arbollé, Bassi, results on 6 local radio stations Kiembara, # broadcasts 60 3 1,2 Kyon Kongoussi & Zogoré
60 | Page
7.3.9. Produce and broadcast 1 documentary film on DRYDEV on local channels # films 1 3 1,2 - 7.3.10. Produce DryDev's hard and virtual visibility media (Akvo platform, # support 10 3 3;2 - DropBox, Facebook, Unwinder, website, flyers, t-shirt, etc.) products 7.3.11. Share the results of the technology adoption survey conducted in # of 1 3 1,2 Ouagadougou 2017 with the country team meetings 7.3.12. Produce and distribute semester newsletters (June and December Arbollé, Bassi, 2018) # copies Kiembara, 700 3 1,2 distributed Kongoussi/tika ré, Work Package 8: Policy Analysis & Influencing
Activity Area 8.1: Review of Policy Constraints and Challenges
8.1.1. Conduct / deepen policy analysis to influence policy Arbollé, Bassi, Kiembara, # of studies 1 1 9;2; Kongoussi/tika ré, 8.1.2. Share the finding on agriculture inputs, equipment and finance Arbollé, Bassi, # of Kiembara, 1 1 9;2 meetings Kongoussi/tika ré, 8.1.3. Summarize and disseminate constraints review to political Arbollé, Bassi, authorities and decision-makers to inform and influence policies and Kiembara, # of copies 500 2 3 laws Kongoussi/tika ré, 8.1.4. Produce and Disseminate Policy Briefs (Policy Brief Arbollé, Bassi, # of policy Kiembara, 1500 2 &,3 briefs Kongoussi/tika ré, Activity Area 8.2: Capacity building at Local Level 8.2.1. Build organization’s skills in advocacy # of sessions 1 1 9;2
8.2.2. Develop 2 advocacy plans with civil society organizations # advocacy 2 1 9;2 Kiembara plans 8.2.3. Develop alliances with civil societies about advocacy plans (restitution of advocacy plan and charter of collaboration) # meetings 5 1 9; 2; Kiembara
8.2.4. Train sub-catchments committees to consider policies, laws and # of Arbollé, Bassi regulations in developing participatory and sustainable management committee 83 2 3 Kongoussi tools for agro-silvo-pastoral activities members 8.2.5. Train alliances of organizations to strengthen dialogue with policy- # of alliances makers members 3 2 1;3 meetings
61 | Page
Activity Area 8.3: Lobbying and Advocacy
8.3.1. Develop and share policy briefs based on analytical studies # of policy 3 1 9; 2 Arbollé, Bassi, briefs Kiembara, Kongoussi/tika ré, 8.3.2. Organize workshops with policy-makers and other key actors to # of 1 1 9; 2 Arbollé, Bassi, present and disseminate the findings of studies and policy meetings Kiembara, implications Kongoussi/tika ré, 8.3.4. Disseminate the advocacy strategy # of copies 1500 2 1,3
8.3.5. Organize advocacy and lobbying campaigns to leverage constraints # of 3 2 1,3 achieved campaigns *1 = SNV; 2 = TREE AID; 3 = ICRAF; 4 = INERA ; 5= PAGIRE; 6 =STD; 7 =Commune; 8 = NGO Terre Verte; 9 = Other Project
62 | Page
5.6 2018 Detailed Annual Country Programme Budget – Burkina Faso The total budget associated with this implementation plan in 2018 is USD 1,663,409, with USD 675,580 to support management and operational costs and USD 987,829 to support the delivery of programme activities. The high management and operation costs arise from the recent restructuring of the programme implementation framework. The detailed budget is contained in an accompanying Excel sheet, and summarized in the table below.
The Drylands Development Programme (DRYDEV) January-December 2018 Detailed Implementation Budget BURKINA FASO Programme Budget - 2018
Budget USD
1. Personnel SNV $220,461 TREE AID $178,091 ICRAF Coordination Office $132,707 Subtotal Personnel $531,260
2. Travel SNV $10,756 TREE AID $15,600 ICRAF Coordination Office $41,338 Subtotal Travel $67,694
3. Equipment SNV $0 TREE AID $0 ICRAF Coordination Office $2,182 Subtotal Equipment $2,182
4. Other Administration & Operational Expenses SNV $31,200 TREE AID $23,667 ICRAF Coordination Office $19,578 $74,445 Subtotal Other Administration & Operational Expenses
Total for Project Management & Operational Costs $675,580
5. Programme Delivery WP1: Subcatchment-level natural resource management $209,257
WP2: On-farm water & soil management $162,099
WP3: Agricultural commodity production $199,529
WP4: Enhancing Market Access $115,874
WP5: Financial services linking $61,517
WP6: Local governance & institutional strengthening $46,468
WP7: Planning, M&E, and scaling of learning $136,822
WP8: Policy analysis & influencing $56,264
Total for Programme Delivery Costs $987,829
Grand Total $1,663,409
63 | Page
6 Mali Detailed Implementation Plan, 2018 6.1 Summary of Lessons Learned from 2017 Several relevant lessons were learned from the implementation of DryDev activities in Mali during 2017, and have been considered in the developing of plans for 2018. • There is need to begin consolidating and documenting programme achievements at the sub-outcome and outcome levels, and to make deliberate efforts towards the saturation of activities in the intervention sub-catchments. • Lessons learned from the DryDev global reflection and review workshop, held in August 2017 at Mekelle, Ethiopia, enabled the Mali team to introduce into the DIP 2018 some innovative water management technologies promoted in other programme countries. • The recommendations made by the various visits of the donor representative, the DryDev Programme Advisory Committee, the JQM mission led by ICRAF and Sahel Eco and the quarterly monitoring conducted by the coordination team revealed the need to improve the quality of the achievements and our approach of intervention taking into account the integration of the activities between the different components, the intensification and the scaling up of the technological options promoted by the programme within the sub-catchments. This will require the provision of good leadership by the lead organization (Sahel Eco), in close collaboration with the Sahel programme coordination office at ICRAF Bamako. • There is need to improve communication, capitalization and visibility of programme achievements. Sahel Eco will provide strong leadership to support the documentation of work being undertaken by the programme team, as well as documenting the experiences and evidence expressed by the beneficiaries. 6.2 Key Priorities for 2018 6.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development The personnel needed to implement the DryDev programme in Mali will remain the same as described in the PIP document, and has been in place in previous years. However, to improve the visibility of the programme in 2018, the Mali team will engage the services of a communication firm to guide and support the team’s efforts relating to communication issues. The number of OXFAM-recruited field delivery agents to provide closer support to producers for the effective implementation of WP4 (Enhancing market access) and WP5 activities (Linkages with financial service providers) in the 83 villages of DryDev's ten sub- catchments of intervention in Mali will be reduced as value chain actors have benefited from several capacity-building activities.
6.2.2 Intervention Sites The implementation of the programme will continue in 10 sub catchments as in 2017 (Table 6.1).
Table 6.1 : DryDev Intervention sub-catchments in Mali INTERVENTION ZONES Région Cercle Commune Sous bassin Village Menamba 1 Menamba 1 5 Sikasso Yorosso Kifosso1 Kifosso1 5 Koumbia Koumbia 7 Ségou Cinzana Kondian 15 Ségou Tominian Tominian Kondala 11
64 | Page
Mandiakuy Mouina 15 Soroly Dologou 3 Bandiagara Bara-Sara Mandoli 3 Mopti Ségué Kogo 8 Bankass Kani-Bonzon Sadia 12 Total 83
6.3 Main Programming Focus for 2018 With the expected end of the programme in 2019, the focus of the programme activities in 2018 will hinge on the need to consolidate the gains so far made, empower farmers and the country programme team, strengthen institutions, enhance technology uptake and adoption and ensure the sustainability of the interventions and technologies advanced to the farmers. The Mali DryDev team will focus on the following aspects: • Saturate, integrate and intensify interventions in sub-catchment landscape sites. • Restore and enrich the degraded communal lands in the sub-watersheds through enrichment plantation, the revegetation of the earth bunds, the application of farmers managed natural Regeneration (FMNR) and its improvement by in-situ grafting, and the delineation of community protected forest area (mise en défens). • Develop rainwater collection and storage facilities for supplementary irrigation, domestic and livestock use and other uses. • Establish the infrastructure for the promoting livestock production through introduction of improved breeds, restoration and enrichment of degraded rangelands with herbaceous species and plantations of ligneous fodder. • Empower producers to apply contextually appropriate soil and water management options at the farm level. • Enhance the capacity of lead farmers to enable them train (in their respective villages) their peer farmers on rainwater harvesting techniques and use in supplementary and off-season irrigation, the dissemination of improved and grafted local fruit trees, agroforestry, restoration and improvement of soil fertility. New champion farmers will be identified and trained. • Establish rural resource centers that will serve as training and experimentation sites for lead farmers, • Equip the market gardening farms with efficient water pumping and distribution systems to reduce drudgery and workload. • Conduct at least three participatory learning activities, • Improve access to financial services and agricultural extension for value chain actors on the promotion of agricultural businesses. • Formalize cooperatives established around value chains, • Formalize partnership frameworks between producers and financial service providers and agriculture extension. • Train 100 new farmer organizations on the new agriculture land tenure law, the prevention and management of conflicts related to natural resources through the creation of fires buffers, local convention for the use of pasture areas and corridors, training on the role and responsibility of forest brigades, establishment of village land commissions in accordance with the provisions of the new agricultural land law. • Train 200 members of the elected communal council and the extension services on how to upscale the technologies promoted by DryDev, institutional capacity development, leadership, advocacy, natural resource management (bushfire buffer enforcement, rational use of grazing areas and management of livestock corridors) management of conflicts, the restitution of the administrative
65 | Page
account, the elaboration of annual plan and achievements, how to enforce local conventions for the management of fallow lands and pastoral routes, etc. • Convene and sponsor consultative meetings between the different platforms: IWRM sub-catchment committee, agricultural business unions, CLOSSAD, COCSAD, water committee, unions of seed and cereals cooperatives to discuss issues that are relevant to DryDev. • Facilitate the establishment of land commissions (COFOs) in 18 communities train the members and develop action plan for them to fulfill their mandate on land tenure issues. • Conduct participatory monitoring of the practices and innovations applied by farmers and document evidence and lessons learned to facilitate scaling up. • Disseminate the policy briefs on i) land tenure security, ii) how to remove bottlenecks to widespread of agroforestry practices, iii) how to remove bottlenecks for the financing of agriculture sector. • Formulate policy briefs on: i) the decree for the application of the new land law; and ii) agriculture risk financing instrument. • Produce and disseminate communication materials (manuals, leaflets, brochures, articles, photos, posters, documentary video, T-Shirt, web, etc.) to disseminate relevant evidence and lessons learned for capitalization and experience sharing. • Partner with strategic civil society actors and networks, active in influencing policy in the agriculture sector, to conduct advocacy events relevant for DryDev.
6.4 Description of Specific Activities by Work Package & Activity Area for 2018 WP 1: Sub-catchment Level Natural Resource Management (NRM) Under WP1, significant progress has been made during 2017 with regards to capacity building of the IWRM Committees. In 2018, the programme will mobilize and support farmers and local stakeholders to implement their IWRM plans and saturate, integrate and intensify interventions in sub-catchment landscape sites. The programme will build on the achievements realized so far to rehabilitate an additional 9,684 ha of the targeted sub-catchments through FMNR and reforestation activities. The programme will also delineate and enrich 155 km of livestock corridors. Land use plans will be developed for the communes of Kiffosso 1, Ménamba 1 and Koumbia to facilitate landscape management activities beyond DryDev. The programme will also promote the construction of 10,000 improved cooking stoves to reduce firewood consumption. Forest brigades will be supported to protect and manage 15,000 ha of forest. The construction of water collection and retention structures (pond, dam and micro-dam, filter dams, roof water harvesting, water pumps) have started in 2017. This will continue in 2018 to support rice production, vegetable production, arboriculture, and watering of domestic animals. Sub-catchment afforestation will be promoted through the protection of village groves and planting of trees along roadsides. Throughout Mali, traditional rangeland is being squeezed as some pastures are converted into cropland and others become degraded from overgrazing and climate change. The DryDev programme will delineate 155 Km of livestock corridors and enrich 563 ha of rangeland pastures with herbaceous and woody forage species for livestock production. The communities will be supported in their efforts to construct pastoral wells, vaccination parks, and market closures for livestock. Finally, the programme will develop interactive maps to visualize DryDev interventions in the 10 sub watersheds in Mali. The maps would present an opportunity to document and advocate for land ownership, particularly by women and the youth, in the context of the new land law in Mali WP 2: On-farm Soil and Water Management By the end of 2017, DryDev Mali will have covered 4,484 ha of farm lands with various improved water and soil management technologies, which represent 63% of the target 7,000 ha. In 2018, the programme will continue to provide training about on-farm soil and water management techniques. This will be
66 | Page
achieved through training of trainers, exposure visits and basic materials support (solar water pumping systems, drip irrigation systems, etc). Farmers will be mobilized to construct appropriate physical structures on their farm lands, such as earth bunds, zai pits, stone lines, trees planting on earth bunds, rainwater collection basins for supplemental irrigation, production and application of "fast compost" and biofertilizer and the practice of animal roaming and mulching. Famer managed natural regeneration as well as trees planting on agriculture lands will be promoted. It is envisaged that 16,500 hectares will be covered by these technologies. WP 3: Agriculture Commodity Production In 2018 under WP3, the programme team in Mali will set up resource centers in the 10 intervention communes to serve as training and experimentation sites for climate smart techniques and other adapted technologies. Agronomic practices like intercropping will be promoted through exposure visits and field demonstration sites. The programme will also support the local hydro-meteorology multi-disciplinary working groups (GTPA) to collect and disseminate climatic information and climate-smart practices on local radio stations to allow producers to better plan the agriculture season. The production of honey will be promoted through the installation of 600 modern beehives and the training and equipment of producers on honey harvesting and processing methods. Direct support will be provided to women to acquire improved breed of goats, pigs and poultry. Participatory action learning will be undertaken in the 10 sub-catchments on the effectiveness of varying doses of various plant extracts on insect pests and parasites, and the effect of using climate information on yields, planting of improved fruit trees, in situ grafting of Balanites and jujube trees, and the revegetation of earth bunds. Farmer groups will be encouraged to install 10 village level input storage warehouses in the 10 sub-catchments to facilitate small packages of inputs stored in village and accessible to producers. Linkage with input suppliers will be facilitated to help producers have access to inputs. WP 4: Enhancing Market Access Significant efforts have been made in 2017 to build the capacity of the producers along the different segments of the selected value chains. In 2018, the DryDev team in Mali plans to complete the work of forming cooperatives around value chain products, and strengthening the capacity of 1,218 producers working in these selected value chains. This will meet the 10,000 targeted in the PIP. The cooperatives and enterprises will also be supported to have legal status. The programme will mobilize the value chains cooperatives to elaborate 50 business plans that they can use as a marketing tool to mobilize funds from financial institutions and other development partners to support their work. The programme will also facilitate the participation of value chain actors to exhibition fairs and exposure visits outside DryDev zones to expose value chain stakeholders to entrepreneurial practices. Inadequate post-harvest management of crops has been identified as a cause for significant production loss. During harvest time producers also sell all their products for a low price. The programme will then provide training in post- harvest techniques. The leaders of the cooperatives will be trained on the principles of entrepreneurship, interventions to improve market access, organizational diagnosis and the establishment of the relationship diagram with other stakeholders. Four cooperatives involved in processing of millet, peanut, and Balanites will be supported with processing equipment through a cost-sharing arrangement. Further, market information systems that meet the specific needs of the value chains actors will be set up through the strengthening of existing formal and informal market information systems (telephone, local radios and public announcers in villages). Video documentary and communication materials will be developed and shared to highlight the successes of value chain stakeholders within DryDev to facilitate scaling and learning. WP 5: Financial Services Linking
67 | Page
In the year 2018, the programme will continue its support to the saving groups which have been established by strengthening their internal structures and systems. The programme will also develop a basic financial management manual that the cooperatives can use to facilitate their management. The DryDev programme will strengthen linkages between the cooperatives and the financial service providers through the signing of formal agreements. The cooperatives’ leaders will be trained on how to establish and maintain business relations based on trust. Support for the development of the warrantage system (using non-perishable products as loan guarantees at harvest time to help finance income-generating activities) will be extended to three communities, in addition to those already developed in previous efforts. In this regard, the programme will also support producers to construct storage facilities for collection and aggregation of produce. WP 6: Local Governance and Institutional Strengthening In 2018, under WP6, DryDev Mali will organize training sessions for 100 new FOs on the new agriculture land tenure law, the prevention and management of conflicts related to natural resources through the creation of fire buffers, local convention for the use of pasture areas and corridors, training on the role and responsibility of forest brigades, establishment of village land commissions in accordance with the provisions of the new agricultural land law. The programme will also build the capacity of 200 members of the elected communal council and the extension services on how to upscale the technologies promoted by DryDev, institutional capacity development, leadership, advocacy, natural resource management (bushfire buffer enforcement, rotational use of grazing areas and management of livestock corridors) management of conflicts, restitution of the administrative account, the development of annual plan and achievements, how to enforce local conventions for the management of fallow lands and pastoral routes. The programme will also facilitate the establishment of land commissions (COFO) in 18 communities, train the members and develop action plan for them to fulfil their mandate on land tenure issues. DryDev Mali will convene and sponsor consultative meetings between the different platforms (Water Resources Management Committees or WRMCs) at sub-catchment level, Unions of Agricultural Enterprises, Municipal Committees for Orientation, Coordination of Development Actions (COCSAD), Local Committees for Orientation, Coordination and Monitoring of Development Actions (CLOCSAD), Integrated Water Resources Management Committees, and Unions of Agricultural Seeds and Cereal Cooperatives to discuss local development issues relevant to DryDev with the aim of building intervention synergies and scaling up of the evidences learned from DryDev-promoted technologies. WP 7: Planning, M&E and Scaling of Learning Activities to be carried out under WP7 in 2018, will include carrying out bi-monthly monitoring missions, conducting review visit by the country team and the Board of Directors of Sahel Eco, facilitating the mid- term review of the programme in Mali, carrying out the annual adoption survey as well as ad-hoc surveys on the effects and evidence produced, and organizing quarterly reporting and planning workshops with the IPs. Other activities include conducting JQM missions by Sahel Eco and ICRAF, and the organization of the review and planning workshop for 2019. Workshops will be organized to conduct a participatory assessment of the community actions plans (by the communities), to determine the changes, progress and lessons learned. The programme team will produce and distribute communication materials (manuals, pamphlets, brochures, articles, photos, posters, documentary films, post logs on the programme website, etc.) to disseminate the relevant evidence and lessons learned for the sharing of experience. WP 8: Policy Analysis and Influencing In 2018, the programme will organize meetings with relevant actors at the national, regional and district levels to disseminate the policy briefs developed in 2017 on the following themes: i) land tenure security,
68 | Page
ii) how to remove bottlenecks to widespread of agroforestry practices, iii) how to remove bottlenecks for the financing of agriculture sector. The programme will also identify relevant successes of DryDev and write case studies that will be disseminated through mass media to inform about successes. The programme will organise a workshop at the national level with agriculture extension services, FOs, insurance companies and financial institutions, and agriculture services to reflect on how to establish an insurance scheme in Mali to assist farmers manage crop-related climatic risks. The outcomes of the meeting will be used to develop policy briefs on such a scheme. The programme will also partner with strategic civil society actors and networks, active in influencing policy in the agriculture sector, to conduct advocacy events to ensure that the decree for the application of the new land law are in favour of smallholder producers at the rural level.
69 | Page
6.5 2018 Detailed Implementation Plan – Mali
Who Who Unit of measure Target 1 2 3 4 5 6 7 8 9 10 11 12 Targeted sites Specific Activities by Activity Area and Work Packages leads* supports Work Package 1: Sub catchment-level Natural Resource Management Activity Area 1.1: Sub catchment action plan development 1.1.1 Convene meeting in each sub-catchment to present the DIP # Meetings & All 10 Target 2018 to the stakeholders and formulate strategies for its 10 1,2 ,3 4, 6 Sub-catchments implementation reports # Plans All 10 Target 1.1.2 Work with the ommunity to implement their IWRM plans 10 1,2 ,3 4, 6 implemented Sub-catchments 1.1.3 Develop interactive maps to visualized DryDev interventions All 10 Target # Maps 10 1,2 ,3 4,5,6 in the 10 sub watersheds Sub-catchments 1.1.4 Develop Local Spatial Planning Plans (SLAT) for the communes # Local spatial Kiffosso, 3 1,2 ,3 4,5,6 Ménamba and of Kiffosso 1, Ménamba 1 and Koumbia plans Koumbia 1.1.5 Update the Forest Management Plan of Kiffosso to cover an # Forest Plan 1 1,2 ,3 4,5,6 Kiffosso area of 1050 ha 1.1.6 Support communities to develop and disseminate of bylaws Fambougou, # Meetings & or conventions for the management of natural resources in 3 3 1,2 ,3 4,6 Kondala &
sub-catchments: Fambougou, Kondala and Mouina Convention Mouina Activity Area 1.2: Local capacity strengthening in sub catchment mgt. Kiffosso, 1.2.1 organize meetings with communities to develop bylaws or # Meetings & 10 1,2 ,3 4,,6 Ménamba and conventions for the management of the ponds excavated Convention Koumbia
1.2.2 Train 415 artisans to facilitate the construction of 10,000 All 10 Target # Artisans 415 1,2 ,3 4, 6 improved cooking stoves to reduce firewood consumption Sub-catchments
# Forest Kiffosso, 1.2.3 Strengthen the capacity of forest brigades to protect and 300 1,2 ,3 4, 6 Ménamba and manage 15,000 ha of forest brigadiers trained Koumbia Activity Area 1.3: Development/maintenance of water buffering 1.3.1 Treat 60 km of ravines by the realization of fascines, micro- Fambougou, # km 60 1,2 ,3 4,6 dams, gabions, dikes in 3 sub catchments of Segou Kondala and 1.3.2 Plant trees along shorelines of ponds and water bodies to Fambougou, # ha 800 1,2 ,3 4, 6 protect 800 ha Kondala and
70 | Page
Who Who Unit of measure Target 1 2 3 4 5 6 7 8 9 10 11 12 Targeted sites Specific Activities by Activity Area and Work Packages leads* supports
1.3.3 Rehabilitate (8) and build (26) Structures for water collection and retention (pond, dam and micro-dam, filter dams, roof All 10 Target # Structures 34 1,2 ,3 4,5,6 water harvesting, water pumps) and develop maintenance Sub-catchments plans
1.3.4 Mobilize producers to develop and exploit 155 ha of shallow for rice production, vegetable production, arboriculture, watering of domestic animals in the villages of Douna, Fambougou, Wassadialan, et Sonsorobougou (Fambougou), Kansènè, # ha 155 1,2 ,3 4, 6 Kondala, Mouina Minso, Daga and Sokoro (Kondala) and Kenekuy, Boumboro, and Kiffosso Vanekuy, Tiou-Tiou, Pèrakuy, Kombiokuy, Mandiakuy, Kiffosso1 Activity Area 1.4: Sub catchment-level Afforestation and FMNR All 10 Target 1.4.1 Protect 50 ha of village groves and plant trees along roads # ha 50 1,2 ,3 4,5,6 Sub-catchments 1.4.2 Protect 6700 ha of village forests through area closure All 10 Target # ha 6,700 1,2 ,3 4, 6 management Sub-catchments 1.4.3 Restore and enrich 4,550 ha of village forest through planting All 10 Target of indigenous and exotic tree species for medicine and wood # ha 4,450 1,2 ,3 4,5,6 Sub-catchments needs Activity Area 1.5: Development of forest & pastoral management plans 1.5.1 Restore and enrich 563 ha of rangeland pastures with the All 10 Target introduction of herbaceous and woody forage species for # ha 563 1,2 ,3 4,6 Sub-catchments livestock production
1.5.2 Mobilize communities to construct structures for livestock All 10 Target development (pastoral wells, vaccination parks, market # Structures 20 1,2 ,3 4,6 Sub-catchments closures for livestock, step houses)
1.5.3 Broadcast on local radio local conventions on the All 10 Target management of natural resources and the use of pastoral # Broadcasts 26 1,2 ,3 4, 6 Sub-catchments corridors in 26 villages
Work Package 2: On-farm Water & Soil Management
Activity Area 2.1: On-farm rain water harvesting promotion
2.1.1 Restore 16,500 ha of farmland by SWC techniques (earth All 10 Target bunds, zai pits, stone lines, trees planting on earth bunds, 16,500 1,2 ,3 4,5,6 Sub-catchments supplemental irrigation # ha
71 | Page
Who Who Unit of measure Target 1 2 3 4 5 6 7 8 9 10 11 12 Targeted sites Specific Activities by Activity Area and Work Packages leads* supports
Activity Area 2.2: On-farm agroforestry promotion
2.2.1 Restore 10 150 ha of agricultural land through Agroforestry All 10 Target # ha 10,150 1,2 ,3 4,5,6 (FMNR, planting trees on agricultural land) Sub-catchments
Activity Area 2.3: Soil conservation and fertility enhancement
2.3.1 Fertilize 16,625 ha of farm land through the production and All 10 Target application of "fast compost" and biofertilizer and the # ha 16,625 1,2 ,3 4, 6 Sub-catchments practice of animal roaming and mulching
Activity Area 2.4: Small-scale irrigation promotion Sadia dogon, 2.4.1 Mobilize the communities to construct rainwater collection # Water basins 5 1,2 ,3 4,5,6 Kogo, Soroly of basins for vegetable production on 20 ha Mandoli
2.4.2 Develop 15 ha of vegetable garden equipped with solar water # Vegetable Sikasso, Ségou 15 1,2 ,3 4,5,6 pumping systems and drip irrigation systems garden/ha and Mopti
Work Package 3: Agricultural Commodity Production Activity Area 3.1: Promotion of climate smart agricultural practices
Sadia dogon, 3.1.1 Organize exposure visits in 26 villages to disseminate the # exposure visits 26 1,2 ,3 4,6 Kogo, Soroly and practice of intercropping Mandoli
3.1.2 Develop and operationalize 20 fish ponds annexed to the Sikasso, Ségou
vegetable production gardens plots and stocking of 4 ponds # Fish ponds 24 1,2 ,3 4,5,6 and Mopti with fingerlings
3.1.3 Collect and disseminate climatic information and Climate- Smart practices on local radio stations for the benefit of # radios All 10 Target 83 1,2 ,3 4,5,6 producers in 83 villages through Local Hydro-meteorology broadcasts Sub-catchments Multi-Disciplinary Working Groups (GTPA) 3.1.4 Mobilize voluntary farmers to construct 88 pilot rainwater harvesting ponds for supplementary irrigation to reduce the # Water All 10 Target 88 1,2 ,3 4,5,6 impact of short drought on rain fed crops and facilitate honey harvesting basins Sub-catchments production
72 | Page
Who Who Unit of measure Target 1 2 3 4 5 6 7 8 9 10 11 12 Targeted sites Specific Activities by Activity Area and Work Packages leads* supports
3.1.5 Install 600 modern beehives and train and equip producers All 10 Target # Modern hives 600 1,2 ,3 4,6 on honey production Sub-catchments
3.1.6 Train women and youth on animal fattening, animal health Fambougou, # Participants 1460 1,2 ,3 4,6 and poultry-raising techniques Kondala & Fambougou, 3.1.7 Link 638 producers with suppliers of vegetable improved # Producers 638 1,2 ,3 4,6 Kondala & seeds Mouina
3.1.8 Train Auxiliary veterinarian living in proximity to the Fambougou, communities on livestock health and nutrition to provide basic # Participants 82 2 6 Kondala & veterinarian services and advice to herders and animal fatteners Mouina
Activity Area 3.2: Promotion of farmer-led extension systems 3.2.1 Install 10 resource centers in the 10 sub-watersheds for All 10 Target dissemination of agroforestry techniques and other innovative # Centers 10 1,2 ,3 4,5,6 Sub-catchments agriculture practices 3.3.2 Organise meetings to link 30,000 producers with input suppliers and Micro Finance institutions (in liaison with All 10 Target # meetings 10 1,2 ,3 4,5,6 OXFAM) and negotiate for input stores to facilitate producers’ Sub-catchments access to inputs Activity Area 3.3: Improving input supply systems
3.3.1 Install 10 village level input storage warehouses in the 10 sub- All 10 Target 10 1,2 ,3 4,6 catchments to facilitate small packages of inputs stored in # Input Sub-catchments village and accessible to producers warehouses 3.3.2 Organize meetings to link 30,000 producers with input suppliers and Micro Finance institutions (in liaison with All 10 Target # meetings 10 1,2 ,3 4,6 OXFAM) and negotiate for input stores to facilitate producers’ Sub-catchments access to inputs Work Package 4: Enhancing Market Access
Activity Area 4.1: Organizational development for producer groups
4.1.1 Organize meetings between value chains actors to facilitate # Meetings & All 10 Target 260 4 1 ,2 ,3, 6 signing of business contract Contracts Sub-catchments
73 | Page
Who Who Unit of measure Target 1 2 3 4 5 6 7 8 9 10 11 12 Targeted sites Specific Activities by Activity Area and Work Packages leads* supports
4.1.2 Support 200 cooperatives to have legal status according to All 10 Target # Cooperatives 200 4 1 ,2 ,3, 6 the OHADA12 law Sub-catchments
Activity Area 4.2: Business & entrepreneurial skills dev. for producers
4.2.1 Coach value chain stakeholders in enterprise management # All 10 Target techniques and how to make an inventory of the products and Participants/coop 260 4 1 ,2 ,3, 6 Sub-catchments material assets eratives 4.2.2 Organize two exposure visits outside DryDev zones to expose Ségou, Sikasso # Exposure visits 2 4 1 ,2 ,3, 6 value chain stakeholders to entrepreneurial practices and Mopti
Kondala, 4.2.3 Support four cooperatives involved in processing of millet, Mandoly, Sadia peanut, and Balanites with processing equipment through cost # Cooperatives 4 4 1 ,2 ,3,6 dogon and sharing arrangements Koumbia
# stakeholders All 10 Target 4.2.4 Train stakeholders in value chains on entrepreneurship 260 4 1 ,2 ,3,6 trained Sub-catchments
4.2.5 Produce a documentary video and communication materials on warrantage, Saving for change groups and vegetable market 1 ,2 ,3, 5, All 10 Target # Materials 3 4 gardening to highlight the successes of value chain 6 Sub-catchments stakeholders within DryDev for scaling and learning
4.2.6 Organize an exhibition day for the benefit of producers # Ehibition and Yorosso, 1 4 1 ,2 ,3,6 (participants: traders, banks, processing units, etc.) reports Tominian and Bankass Activity Area 4.3: Business plans development for selected value chains All 10 Target 4.3.1 Develop business plans for Selected Value Chains # Plans 50 4 1 ,2 ,3, 6 Sub-catchments Activity Area 4.4: Strengthen multi-stakeholder value chain platforms 4.4.1 No activity planned in 2018 under this activity area NA NA Activity Area 4.5: Establish and strengthen market information system 4.5.1 Operationalize the market information system using # Sub- All 10 Target telephone, local radios and public announcers in villages in the 10 4 1,2,3,5,6 catchments Sub-catchments ten sub-catchments
12 OHADA (Organisation pour l'Harmonisation en Afrique du Droit des Affaires/ Organisation for the Harmonization of Business Law in Africa)
74 | Page
Who Who Unit of measure Target 1 2 3 4 5 6 7 8 9 10 11 12 Targeted sites Specific Activities by Activity Area and Work Packages leads* supports Work Package 5: Financial Services Linking
Activity Area 5.1: Strengthen village savings and credit associations
5.1.1 Produce basic manual for cooperative financial management # manuals & All 10 Target of the cooperatives, develop loan application documents 3 4 1,2,3,5,6 documents Sub-catchments necessary to access credit for value chain related activities
Activity Area 5.2: Linkages with financial service providers Fambougou, Kondala, 5.2.1 Mobilize the communities to construct 3 storage facilities for Mouina, # Warehouses 14 4 1,2,3,6 collection and aggregation of produces for warrantage Kiffosso, Menamba and Koumbia Fambougou, Kondala, 5.2.2 Train the beneficiaries of the Warrantage system on the # Training Mouina, management of the stocks and how to negotiate with 5 4 1 ,2 ,3, 6 sessions Kiffosso, microfinance institutions and agro-dealers Menamba & Koumbia
Work Package 6: Local Governance & Institutional Strengthening Activity Area 6.1: Farmer organization strengthening
6.1.1 Train 100 new farmer organization leaders on the new # FO leaders All 10 Target 100 1,2 ,3 4,6 agriculture land tenure law and other related matters trained Sub-catchments Activity Area 6.2: Capacity development for local government institutions
6.2.1 Train 200 communal council and the extension services staff All 10 Target technology upscaling and other institutional development # Trainees 200 1,2 ,3 4,6 Sub-catchments matters
6.2.2 Facilitate the establishment of Land Commissions (COFO) in # Land All 10 Target 18 communities train the members and develop action plan for 18 1,2 ,3 4,6 commissions Sub-catchments them to fulfill their mandate on land tenure issues
Activity Area 6.3: Multi-stakeholder, Multi-issue Platforms
75 | Page
Who Who Unit of measure Target 1 2 3 4 5 6 7 8 9 10 11 12 Targeted sites Specific Activities by Activity Area and Work Packages leads* supports
6.3.1 Convene and sponsor consultative meetings between the # Meetings & All 10 Target 15 1,2 ,3 4,6 different existing platforms Reports Sub-catchments
Work Package 7: Planning, M&E, and Scaling of Learning
Activity Area 7.1: Programme Monitoring
7.1.1 Organize workshop to update DRYDEV staff the indicators, # Workshop & 2, 3, 4, 5, All 10 Target 1 1 collection tools, beneficiary database report 6 Sub-catchments
83 interventions # monitoring 7.1.2 Organize bi-monthly monitoring visits 6 1 2, 3, 4, 6 villages in all 10 reports Sub-catchments 7.1.3 Organize quarterly reporting and planning workshops with # Reports and All 10 Target 4 1 2, 3, 4, 6 implementing partners plans Sub-catchments 7.1.4 Carry out two joint quality monitoring (JQM) by Sahel Eco and 2 ; 3 ; 4 ; All 10 Target # JQM reports 2 1, 5 ICRAF 5 ; 6 Sub-catchments
7.1.5 Conduct performance reviews by Country Team and Sahel 2, 3, 4, 5, All 10 Target # Reports 2 1 ECo 6 Sub-catchments
# Annual survey 2, 3, 4, 5, All 10 Target 7.1.6 Conduct annual technology uptake survey 1 1 & reports 6 Sub-catchments # Workshops & 2, 3, 4, 5, All 10 Target 7.1.7 Organize annual progress review and planning workshop 1 1 reports 6 Sub-catchments
2 ; 3 ; 4 ; All 10 Target 7.1.8 Facilitate external mid-term evaluation and donor visits. # Visits & reports 1 1, 5 6 Sub-catchments
7.1.9 Prepare and install signboards to enhance visibility of the All 10 Target 20 1 2, 3, 4, 5 programme Sub-catchments # Signboards
Activity Area 7.2: Participatory M&E with FOs & local stakeholders
7.2.1 Collect data from village monitoring committees and weekly # Village All 10 Target 83 1, 2, 3, 4 5, 6 exchange meetings with facilitators committees Sub-catchments
76 | Page
Who Who Unit of measure Target 1 2 3 4 5 6 7 8 9 10 11 12 Targeted sites Specific Activities by Activity Area and Work Packages leads* supports 7.2.2 Organize monitoring visits to each sub-catchment to enable local agricultural extension services and 100 local stakeholders All 10 Target # Visits &reports 40 1, 2, 3, 4 6 and IWRM committee members to monitor farmers' adoption Sub-catchments of technologies promoted by DRYDEV 7.2.3 Organize 3 exchange and experience sharing visits involving All 10 Target producers, implementing partners with the participation of # Visits &reports 3 1, 2, 3, 4 6 Sub-catchments strategic partners Activity Area 7.3: Scaling of evidence and learning (ICRAF to co-lead)
7.3.1 Produce and disseminate communication materials (manuals, # leaflets, brochures, articles, photos, posters, documentary video, All 10 Target communication 1 1, 5 2, 3, 4, 6 T-Shirt, web, etc.) to disseminate relevant evidence and lessons Sub-catchments learned for capitalization and experience sharing materials Work Package 8: Policy Analysis and Influencing
Activity Area 8.1: Policy constraints and challenges identification
# Case studies & All 10 Target 8.1.1 Identify relevant successes of DryDev and write case studies 3 1, 5 2, 3, 4, 6 report Sub-catchments 8.1.2 Organise workshop at the national level with agriculture extension services, farmers organization, risk insurance # workshop & 1 1, 5 2, 3, 4, 6 Country-wide companies and financial institutions agriculture services to report reflect on how to establish agriculture risk insurance systems
Activity Area 8.2: Networking and alliance building
8.2.1 Partner with strategic civil society actors and networks, active # Advocacy in influencing policy in the agriculture sector, to conduct 4 1, 2,3,4, 5,6 Country-wide events & reports advocacy events relevant for DryDev Activity Area 8.3: Lobbying and advocacy 8.3.1 Formulate policy briefs on: i) the decree for the application of All 10 Target # Policy briefs 2 1, 5 2, 3, 4, 6 the new land law; and ii) agriculture risk financing instrument Sub-catchments 8.3.2 Organize workshops with policy makers and other key players at the national, regional and district levels to present and # workshop & disseminate the results of the study and the political 4 1, 5 2, 3, 4, 6 Country-wide report implications to solve the constraints identified to increase agricultural production 8.3.3 Disseminate case studies through new papers and mass # dissemination 4 1, 5 2, 3, 4, 6 Country-wide media to inform public about successes of DryDev events *1=Sahel Eco; 2= AMEPPE; 3= AMEDD; 4= OXFAM America; 5=ICRAF; 6= Services techniques
77 | Page
6.6 2018 Detailed Annual Country Programme Budget for Mali The total budget for the implementation of the Mali DryDev plan for 2018 amounts to USD 1,932,881, with USD 445,517 to support administrative and operational management costs and USD 1,487,364 to support the delivery of programme activities. The table below gives a summary of the budget for the Mali DIP 2017 by budget line. This information is further detailed, for each budget line, in a separate Excel file. The detailed budget for each implementing partner and the budget for the lead organisation is also described in the accompanying Excel file.
Tableau 4: Budget Global du DIP 2018 du Mali Budget Lines Budget (local) Exchange Rate TOTAL Budget (USD) 1. Personnel Sahel Eco 80 890 002 550 147 073 Amedd 24 638 400 550 44 797 Ameppe 24 638 400 550 44 797 Oxfam 19 161 600 550 34 839 Subtotal Personnel 149 328 402 550 271 506 2. Travel Sahel Eco 17 454 000 550 31 735 Amedd 4 248 000 550 7 724 Ameppe 4 248 000 550 7 724 Oxfam 3 600 000 550 6 545 Subtotal Travel 29 550 000 550 53 727 3. Equipment Sahel Eco 2 700 000 550 4 909 Amedd 0 550 0 Ameppe 0 550 0 Oxfam 0 550 0 Sub-total Equipment 2 700 000 550 4 909 4. Other Administration & Operational Expenses Sahel Eco 44 819 250 550 81 490 Amedd 6 953 000 550 12 642 Ameppe 6 953 000 550 12 642 Oxfam 4 730 500 550 8 601 Subtotal Other Administration & Operational Expenses 63 455 750 550 115 374 Total for Project Management & Operational Costs 245 034 152 550 445 517 5. Programme Delivery TOTAL for WP1: Sub catchment-level natural resource 279 403 800 550 508 007 management TOTAL for WP2: On-farm water & soil management 143 705 000 550 261 282 TOTAL for WP3: Agricultural commodity production 174 591 500 550 317 439 TOTAL for WP4: Enhancing Market Access 40 000 000 550 72 727 TOTAL for WP5: Financial services linking 8 450 000 550 15 364 TOTAL for WP6: Local governance & institutional 59 000 000 550 107 273 strengthening TOTAL for WP7: Planning, M&E, and scaling of learning 68 900 000 550 125 273 TOTAL for WP8: Policy analysis & influencing 44 000 000 550 80 000
Total for Programme Delivery Costs 818 050 300 550 1 487 364
Grand Total 1 063 084 452 550 1 932 881
78 | Page
7 Niger Detailed Implementation Plan, 2018
7.1 Summary of Key Lessons Learned in 2017 The major lessons learned in 2017, which will benefit ongoing work, include: • The Innovation Platform model can be effective in producing the expected change in the target communities. However, under the DryDev approach, the model requires the full participation of grassroots beneficiaries and farmer organizations (FOs). DryDev Niger will endeavour to incorporate this missing link with a view to establishing more favourable environment for fulfilling DryDev’s vision and mission. • A good understanding of the local institutional context and relevant stakeholder create networking opportunity, synergy in action and complementarity in order to have greater efficiency and impact; • Programme visibility in Niger is relatively poor, and will need more attention in 2018. Use will be made on the lessons learned from other target countries, as shared during the global programme reflection and review workshop held in Mekelle, Ethiopia in August 2017. • The inter-country interactions are important tools for developing and exchanging new ideas. The Niger team learned much from the visits in Burkina Faso in February 2017, from which the team received the ideas of implementing sahelian bocage and small-scale irrigation, while the global programme reflection and review workshop (in Ethiopia) helped the team to further its knowledge in the implementation of WP1, WP3, WP4 and WP6. • The practice of involving village agents in data collection has improved the quality and quantity of data collected, as well as the monitoring and evaluation system. It has generated collective ownership of the implementation and capacitated grassroot actors on monitoring and documenting development interventions. This participatory data collection approach will be strengthened in 2018 as a way of further guaranteeing the sustainability of the DryDev activities. • The original composition of the country team did not take into consideration all the technical expertise that would be required in implementing DryDev. One of the areas that were left out relates to small-scale irrigation. In 2018, provisions will be made to engage consultants to fill such technical gaps within the country technical team.
7.2 Key Priorities for 2018 7.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development The Niger DryDev Consortium has undergone significant changes in 2017, arising from the suspension / departure of three members (implementing partners), namely OXFAM, CRESA and World Vision. In the DryDev Niger structure, the three organizations had the following responsibilities: • OXFAM: Implementation of WPs 4, 6 and 8 in the five target communes, because of their strength on the issues relating to value chains, institutional development and policy advocacy; • CRESA: Coordination and implementation of DryDev in the commune of Dogon kiria, as well as backstopping the other four DryDev intervention communes on aspects relating to FMNR, Agroforestry, scaling-up innovations and value addition to agricultural products; • World Vision Niger (WVN): Coordination and implementation of DryDev in the commune of Torodi, and provision of expertise on VSLA and the facilitation of formal financing. The circumstances surrounding the exit of the three implementing partners are as follows: • OXFAM: Due to the observed low performance in 2016 and lack of evidence of any positive change in the first quarter of 2017, CARE Niger decided in April 2017 to suspend OXFAM from the consortium. • World Vision Niger: The region of Torodi, under the stewardship of WVN, has experienced very little progress in implementing DryDev activities. A joint (ICRAF – CARE) monitoring mission, carried out on October 20, revealed that the level of progress made by WVN was unacceptably low. When confronted
79 | Page
with the report of the joint review mission, WVN opted to pull out of the Niger DryDev consortium. • CRESA: The decision to drop CRESA is based on the persistent weakness in their financial management, as documented by ICRAF compliance visit and audits conducted in 2016 and 2017, as well as very low progress in implementing DryDev activities in their mandate commune. The risks that these weaknesses pose and their impact on the progress of the commitments made in the DIP 2007 justify CARE Niger’s decision to cease collaboration with CRESA. CARE Niger's strategies for ensuring good performance and compliance with the commitments made in the 2015-2018 PIP, following the changes described above, are as follows: 1. Mooriben, a federation of farmer organizations with good grassroot representation in Niger, was brought in (with the approval of the DryDev management at ICRAF) to provide leadership in the implementation of WP4 and WP6 (formerly under OXFAM) during the period of July to December 2017. This was a provisionary measure, and CARE will conduct a performance evaluation before formalizing the partnership agreement with Mooriben. 2. Following the withdrawal of WVN from the DryDev Consortium, and given the very low level of progress in Commune de Torodi CARE Niger has, with concurrence from ICRAF, dropped the region of Torodi from the programme; 3. The activities of the commune of Dogon Kiria will be taken over by CARE in 2018. This decision is CARE Niger’s guarantee of success, as it will require a short time to move in and fill the intervention and financial gaps. Thus, CARE will recruit a full-time Focal Point (FP), based in the commune to ensure effective coordination and implementation of the project; 4. Regarding WP6 and WP8, CARE will engage and work with consultants to ensure the effectiveness of the implementation and the expected results on these components that are lagging behind. 5. To ease the work burden of community facilitators (currently one facilitator serves up to 51 villages), it is planned to increase the number of field facilitators to three per commune. This will come with increased support for field travels, by way of additional motorbikes. These additional human and material resources are expected to improve efficiency, coverage and the quality of implementation of the programme activities across the target communes. Further, plans to provide each innovation platform with a volunteer (to strengthen their technical capacity) have been finalized. This approach will help to provide innovation platforms with the technical support opportunities offered by the Niger Volunteers’ Agency (ADVN). 7.2.2 Intervention sites There will be a slight change in both the intervention and comparison sites in Niger as compared to previous year. This is based on the decision of CARE to cease activities in the commune of Torodi. The intervention sites will therefore include villages spread out in the 4 communes of Dogon Kiria, Malbaza, Aguie, and Droum, with a total population of 198,625 inhabitants. In 2018, the Niger team plans to give focus to at least 3 clusters, in each commune, with a view to achieving high level of ground saturation of integrated interventions in the villages landscape with high potential for impact. The potential for impact will be determined through the review of achievements so far realized, populations to be covered, as well as agro-ecological and economic potential. 7.3 Main Programming Focus for the Year 2018 With 2018 being the last full year of implementation, DryDev Niger will strive to make greater strides towards reaching the targets and achieving the results indicated in the PIP document. At the same time, efforts will be made to enhance the sustainability of interventions, as the country engages clear exit strategies in preparation for the end of the programme in 2019. This will be accomplished through the following actions: • Strengthening the gender inclusiveness approach, by engaging and targeting men, women and the youth in all project activities, and designing activities specifically targeting women and youth. • Concentrating the implementation of an integrated suite of activities (across WPs) in carefully selected villages cluster with a view to achieving saturation and enhancing impact. • Continuing and consolidating participatory learning activities and scaling up of evidence
80 | Page
• Reducing subsidies and incidents of giving handouts on farm inputs, and limiting these to very poor and vulnerable communities with a view to minimizing dependency syndrome and enhancing ownership and sustainability of the programme activities. • More water mobilization with the construction of large catch basins in the river system; the spreading thresholds. A federating body of small committees created in 2016-2017 will be set up and strengthened in order to ensure a good coordination of actions. • Promotion of appropriate irrigation systems (drip, network with relay ponds, use of solar pumps, etc.), for better access to water with a logic of water saving; targeting 12 markets gardening sites, 100 ha coverage and 240 producer groups. • Strengthen the use of models and improved technologies that would attract the youth to agriculture and rural sector through the development of entrepreneurship skills, the use of solar water drainage systems and the information-training and communication system based on NICTs, climate and weather information systems, crop and livestock production systems, as well as other modern and labour-saving livelihood activities. • Operationalizing the Integrated Information System, “Allo Dubaru”, for providing the support advice- popularization service, climate information, market information, monitoring-evaluation and communication. • Strengthening the community-based monitoring and evaluation system and ensuring documentation of evidence. • Continuing media and local discussion on information relating to land tenure, water, access to credit; conduct advocacy activities focused on (a) getting MFIs to provide adequate and innovative financial services for supporting agriculture at communal level, and (b) securing land tenure; enhance programme visibility and communication with a view to increasing technology dissemination and uptake. 7.4 Description of Specific Activities by Work Package & Activity Area for 2017 WP 1: Sub-catchment Level Natural Resource Management (NRM) In 2018, the DryDev Niger will continue consolidating the achievements made during the years 2016 and 2017. The programme will consolidate and expand activities relating to rehabilitation of degraded land, enhancing water harvesting, strengthening the capacity and governance of this natural resource management through established local committees. The country team will revisit and expand the 26 sub-catchment management plans to include other activities not originally included. A minimum of 1,020 hectares of degraded land will be restored using various options of soil and water conservation, control of invasive plants and direct seeding of grass species on pasture lands and grazing corridors to increase the biomass and improve the quality of pastures in interventions areas. Further, 150,000 seedlings of multi-purpose and fruit tree species will be produced and planted on communal land under restoration, on farms fields and around water points. About 10 km of fire-breaking strip will be established around restored pasture land in the commune of Aguié. Four weirs and 12 water ponds will be built to increase water availability and opportunity for off-season crop production through irrigation. Thirty water storage basins will be dug and managed for watering animals on grazing lands that have already been rehabilitated through DryDev interventions. Land restoration and water storage infrastructure works will be realized through the Gayya13 system. Where investment is required which communities cannot afford, Drydev will provide technical expertise and logistical support and the beneficiary community will provide labour and locally available materials. Through strategic partnerships, additional resources will also be sought from mayor offices, NGOs, other community based projects, the United Nations system and governmental services for financing the implementation of the sub-catchment management plans of the various innovation platforms. WP 2: On-farm Soil and Water Management Under WP2, DryDev Niger will promote water buffering infrastructures (Zai, half-moons, stones walls, earth bunds, etc.) to cover 3,500 ha of degraded farms to optimize infiltration and soil productivity. The programme will also continue promoting bocage perimeter to reach 340 ha in the four communes. To enhance
13 Collective work system 81 | Page agroforestry practice, the programme will promote the “one woman 20 Moringa plants” operation that will target the growing of 200,000 Moringa plants by 10,000 vulnerable women across the five communes. A range of integrated soil fertility management practices will be promoted, as well as the construction and use of on-farm water harvesting infrastructures and FMNR to optimize crop production. Training on a range of technological packages (composting, micro-dose-FMNR-improved seeds) will be given, to target 27,000 new producers. Beyond training, there are plans to promote compost production by at least 2,000 new producers. To continue the efforts began in 2017 towards reducing pressure on wood and forests, the Niger team will continue to promote the use of bio-digesters. Ten additional bio-digesters will be established, and biogas producers will be linked with providers of quality compost. Further, 12 additional market gardening sites will be established, equipped with boreholes, solar water drainage materials and distribution basins. These new gardens will be expected to cover 100 ha and benefit 6,000 women and youth (240 groups). DryDev will also popularize the drip irrigation technology using recycled mineral water bottles. Thirty producers will be mobilized to participate in testing the practice, and exchange visits will be organized around their sites. The potential for using drip irrigation will be evaluated, and the practice promoted WP 3: Agricultural Commodity Production Under WP3, the Niger DryDev team will promote the production of value chain commodity crops (cowpea, sesame, peanut and sugar cane) to benefit 20,000 producers (mostly women and youth), and boost farming entrepreneurship. To enhance entrepreneurship, commodity diversification and integration, the programme will establish 35 poultry, fishing and beekeeping farms for the benefit of 300 vulnerable youth. The young entrepreneurs will be supported in developing their business plans. In addition, 2,000 vulnerable women and youth, platform members organized in VSLAs, will receive goat kits in efforts aimed at promoting the small ruminants value chain. Four hundred goats will be shared among members of 80 saving groups (unisex or mixed) who will apply the Habanae system14. Further, training of the trainers will be organised for the benefit of the four communes, on the Participatory and Integrated Climate Services for Agriculture (PICSA) approach, and field guide on the use of climate information will be developed and disseminated to help producers plan their production and livelihood options. About 4,000 middle school level youth will also be trained on climate information and production options (use of improved seeds, appropriate planting date, fertilization, grafting, etc.). Participatory action learning will be carried out in the four communes, to demonstrate the use of climate information in farming. Further, plans will be made to support the installation of input shops at the level of 26 sub-catchments in the four communes. For reducing drudgery for women, use of animal traction will be promoted for the benefit of 400 women farmers who possess a minimum of 0.5 ha of land and Thirty-five farming equipment users’ cooperatives (FEUCs) will be put in place. WP 4: Enhancing Market Access Under WP4, twenty-five technical staff will be trained on aspects relating to business plan development process, the process for elaborating strategic development contracts between producers and the private sector and other value chain stakeholders, the development of small scale processing, and linkage of producers to markets. Emphasis will be given to the sensitization of communities on the status and importance of food security value chains. Twenty radio sessions will be aired on various themes, including the quality of products/calibration, forces of supply – demand in relation to product availability and pricing, sensitization sessions on the market system, the role of innovation platforms in value chain development, and other value chain and market dynamics. Finally, the information and communication system, Allo Dubaru, that was established in 2017 to strengthen existing formal and informal market information systems, will be strengthened and aligned more closely to the needs of the users. WP 5: Financial Services Linking In 2018, DryDev Niger will organize 6,600 value chain producers in groups which will then be strengthened to enhance their access to inputs and equipment through membership contributions. Further, to facilitate access of men and women in the intervention area to financial products, the programme will oversee the following activities: • Establishment 33 VSLA networks (corresponding to the number of clusters in DryDev intervention sites) to increase saving and linkage with microfinance institutions;
14 Traditional system used to help poor producers to have their own livestock. 82 | Page
• Training of 1,250 VSLA women in financial education through the 49 village agents (VAs); • Linking value chain groups to microfinance institutions (MFIs) to facilitate access to credit (Warrantage, agro-dealers credits) through exchange meetings; • Installation of telephone services (by Orange and/or Airtel, depending on their coverage) to cover 209 villages to facilitate transactions and information exchange; • Facilitate the drafting of memoranda of understanding between organizations in charge of communes and MFIs selected per commune to ensure that the various parties meet their commitments. WP 6: Local Governance and Institutional Strengthening WP6 will be expanded to include the recognition of the roles played by grassroots farmer organizations (FOs) and strengthening of identified FOs. DryDev Niger will also continue the strengthening of innovation platforms as an organ to facilitate, coordinate and provide extension and capacity building support to grassroots farmer organizations. Farmer organizations will be identified and trained on leadership and other related institutional development processes. DryDev Niger has, in the past, focused on the establishment and strengthening of innovation platforms which were expected to mobilize farmers for community actions and promote better management of natural resources. In 2018 an inventory of existing grassroots farmers' organizations for various intervention communes will be undertaken to strengthen their network with the innovation platforms. Through this approach, innovation platforms will be positioned as federating organizations of grassroots farmer organizations. Efforts to strengthen the capacity of innovation platforms will continue through training on leadership and good governance to better ensure its coordination role of grassroots farmer organizations. A dynamic communication will be conducted, through radio broadcasts, to promote the innovation platform, farmer organizations and social commitment at the level of the different municipalities to promote behavioural change and promote good governance. A unit of 33 multidisciplinary community animators will be established and coached in the four communes to ensure the existence of competent human resources who will continue education, training and sensitization activities, for purpose of ensuring strong grassroots farmer organizations. WP 7: Planning, M&E and Scaling of Learning DryDev Niger will organize a monitoring and evaluation workshop, early in 2018, to develop the methodological briefs needed for implementing activities planned from WP1 to WP8. This will enable the updating of both the indicator plan and the data collection mechanism. Also, longitudinal monitoring will be established in each commune, with the aim of tracking outcomes and changes at the level of a sample of producers. Further, quarterly monitoring of achievements will be conducted by agents of governmental technical services. Two joint monitoring missions will be conducted, involving CARE and ICRAF, and a further three missions by the staff of CARE and those of the implementing partners. However, CARE and its implementing partners will continue to implement the recommendations made by previous monitoring missions under DIP 2017. In total, 50 monitoring missions will be conducted over the year. Further, in 2018, each consortium partner will be encouraged to organize a workshop to review and update the indicators plan. CARE will organize support and capacity strengthening missions to partners for facilitation, review and data use. A survey on the Most Significant Change will be conducted with a view to identifying activities and approaches which better transform producers’ livelihood. To disseminate and showcase the impact of DryDev interventions in both the farmers’ livelihoods and management of natural resources, the Niger team will endeavour to produce a film and a series of videos, and develop three thematic documents. DryDev Niger will also enhance the visibility of the programme through the publication of a quarterly bulletin and regular posting of video clips, blog and tweet on the programme website. WP 8: Policy Analysis and Influencing In 2017 DryDev Niger conducted a study of the laws and texts related to land tenure, water, the management of agroforestry parks and agricultural credit, as well as the level of knowledge of these texts and their applications by communities and local authorities. This study revealed poor knowledge and weak application of existing laws by communities and local authorities. To remedy this situation the programme plans, in 2018, to create awareness on the laws and regulation in force in Niger in relation to land tenure, water management, and agricultural loans to reach more than 50,000 producers. Also, radio programs will be aired by the community radios to reach and enlighten a wider population on current laws and regulation. To bring 83 | Page the local and departmental institutions to better apply existing regulation, DryDev plans to train 15 institutions (prefecture, town hall, traditional chiefdom, technical services, justice, law enforcement, religious leaders, etc.) at the municipal and departmental level on the laws and regulation in force in Niger. The training will cover land tenure, water management, agroforestry park management and agricultural loans. The project also plans to set up, through the innovation platforms, a mechanism for citizen control of the application of laws and regulation in force.
84 | Page
7.5 2018 Detailed Implementation Plan – Niger
Target Unit of 0 Who Who Target 01 02 03 04 06 07 08 09 10 11 12 Sites # Specific Activity by Work Package and Activity Area measure 5 leads * supports *
Work Package 1: Sub-catchment-level Natural Resource Management Activity Area 1.1: Sub-catchment management plan development 1.1.1 Revisit clusters’ management plans (to include non-covered activities) # Collections 4 1 2,3,4 D, A, M, Dk, and draft accessible notes to communities Activity Area 1.2: Capacity development in sub catchment management 1.2.1 Elaborate local conventions to reduce conflicts and ensure good # 2 4 1,2,3 D, A, M, Dk management of community resources Conventions
1.2.2 Establish and animate federating bodies for implementing sub- Federating 26 2,3,4 1 D, A, M, Dk catchment management plans bodies
1.2.3 Train Community-based Land Commissions (COFOBs) and conduct Sensitization sensitization actions in communities (showing films and radio 209 2,3,4, 1 D, A, M, Dk sessions broadcasts)
1.2.4 Train members of the specialized IWRM commission by involving all # Participants 4 2 1,3,4 D, A, M, Dk water actors (legitimacy, mandate) and strengthening them
1.2.5 Sensitize sub-catchment populations (through community media) on # Sessions 15 2,3,4 1 D, A, M, Dk, the importance, roles and responsibilities of IWRM committees
Activity Area 1.3: Rehabilitation / Restoration of degraded areas 1.3.1 Construct soil and water conservation structures (half-moons, stone bunds, zaï, etc.) on degraded communal land to improve ecosystem Ha 250 2,3,4 1 D, A, M, Dk services and production 1.3.2 Apply mechanical destruction of Sida Cordifolia on pasture lands and Ha 1050 2,3,4 1 D, Dk, restore them for improving fodder availability and quality
1.3.3 Produce seedling in community nurseries and plant them on communal 15000 land under restoration, farmland, on river bank and around water point # Plants 2,3,4 1 D, A, M, Dk 0 to reduce evaporation 2,3,4 1 1.3.4 Direct seeding of communal land (pasture areas, corridors) with grass Ha 1020 D, A, M, DK 1.3.5 Recover and delineate grazing corridors to reduce rural conflicts and Km 300 3,4 1 A, M, Dk improve herd mobility
1.3.6 Establish firebreak strip to secure the fodder produced on restored sites Km 10 4 1 A
1.3.7 Continue and consolidate participatory learning/planned comparison planning activities on the restoration of degraded community lands (seeding, 4 2,3,4 5 D, A, M, Dk comparison plantation holes)
85 | Page
Target Unit of 0 Who Who Target 01 02 03 04 06 07 08 09 10 11 12 Sites # Specific Activity by Work Package and Activity Area measure 5 leads * supports *
Activity Area 1.4: Water buffering promotion
1.4.1 Construct water harvesting basins in pastoral areas for watering animals # Basins 30 2,3,4 1,5 A, M
1.4.2 Treat koris (dry rivers) by building dry stone/gabions dams for limiting # Koris 10 2,3 1 D, M, Dk the erosion of farming lands and the loss of crops 1.4.3 Build weirs for increasing agricultural production through irrigated # Weirs 4 2;3 farming 1,5 D, Dk 1.4.4 Manage ponds for agricultural, fish-farming or pastoral purposes # Ponds 12 3; 4 1,5 M, A, DK
1.4.5 Build permeable rock dams for increasing infiltration and refilling # Dykes 10 2, 3 water layers 1,5 D, M, Dk, Activity Area 1.5: Resource mobilization for sub-catchment management 1.5.1 Train and support platform members in designing micro-projects # micro- 4 2.3.4 1,5 D, A, M, Dk projects Work Package 2: On-farm Water & Soil Management Activity Area 2.1: On-farm rain water harvesting
2.1.1 Build anti-erosion works on degraded farms by integrating Zaï and Ha 2,885 2.3.4 1 D, A, M, Dk half-moons for optimizing infiltration and productivity
2.1.2 Manage 340 ha with bocage for rehabilitating degraded lands and
optimizing agricultural production (Zai+2basins/ha +Trench + Ha 340 2.3.4 1,5 D, A, M, Dk
hedge)
2.1.3 Build leveling infrastructures (earth bunds, grass strips) for Ha 200 4 5 A achieving zero runoff)
2.1.4 Build various size water harvesting infrastructures to support irrigation for growing market crops (peanut, sesame, cowpea) and # Basins 40 2.3.4 5 D, A, M, Dk rain-fed gardens Activity Area 2.2: Agroforestry and FMNR 2.2.1 Train and equip private nurseries for producing local multipurpose use and fruit trees (Faidherbia albida, Acacia senegal, Zizyphus # Nursery 12 2.3.4 1 D, A, M, Dk mauritiana, Balanites aegyptiaca, etc.), grafting (+ in situ), the size gardeners and treatment of fruit trees 2.2.2 Animate a community forum on FMNR for making committees operational and for drafting local conventions for forestry park # Forums 4 2.3.4 1 ,5 D, A, M, DK management
2.2.3 Plant 200, 000 Moringa plants serving as a food bank for vulnerable youngsters and women through the “1 woman/20 Moringa plants” # Producers 40,000 2.3.4 1 D, A, M, Dk operation (5 plants + 20 seeds)
86 | Page
Target Unit of 0 Who Who Target 01 02 03 04 06 07 08 09 10 11 12 Sites # Specific Activity by Work Package and Activity Area measure 5 leads * supports *
2.2.4 Conduct planned comparisons on bio-pesticides and the use of local # Producers 100 2.3.4 4 D, A, M, Dk spraying equipment
2.2.5 Perform in situ grafting on farms and market gardening sites as # Grafted 4.000 2.3.4 5 D, A, M, Dk from locally selected grafts plants
Activity Area 2.3: Soil fertility enhancement 2.3.1 Assess the performances of peer trainers for reconstituting a # database and strengthening their capacities for conducting multi- 4 2.3.4.5,6 1 D, A, M, Dk Assessments thematic training
2.3.2 Train 27,000 new producers on the integrated practice package # Producers 27,000 2.3.4 1 D, A, M, Dk
2.3.3 Provide 2 000 market gardening and value chain producers with an input-equipment kit (activator + tarpaulin) to boost compost Kit 2000 2,3,4 1,5 D, A, M, Dk production
2.3.4 Establish bio-digesters at the level of poultry farms and on market # Bio- 16 2,3 1 D, M gardening sites. digesters Activity Area 2.4: Small scale irrigation 2.4.1 Install 12 market gardening sites equipped with boreholes, solar water drainage equipment, distribution basins for 6,000 women and # Sites 12 2.3.4 1 D, A, M, Dk young people for irrigating 100 ha
2.4.2 Popularize drip irrigation (including the use of recycled bottles) # Producers 30 2,3;4 1,5 D, A, M among 30 pilot producers on?? hectares of land
Work Package 3: Agricultural Commodity Production Activity Area 3.1 : Agro-silvo-pastoral systems development
3.1.1 Establish poultry farming, fish-farming or bee-keeping units to youths 35 2.3.4 1 D, A, M, Dk benefit vulnerable youth aged under 25 3.1.2 Train poultry producers on the making and use of hurricane lamp # Producers 800 2.3.4.5,6 1 D, M, Dk incubators
3.1.3 Introduce 400 red goats through "habanae" for women, members of # Women 2400 4 12.3.4 D, A, M, Dk VSLAs 3.1.4 Train producers on technical production standards (pure and associated crops), disease and parasites management mainly based # Producers 1000 2.3.4 1 D, A, M, Dk on “bio-pesticides”, the conduct of the harvest and post-harvest operations
3.1.5 Produce additional training and animating tool kit (production, Training 3 1 2.3.4,5 post-harvest operations and conservation) Guide
87 | Page
Target Unit of 0 Who Who Target 01 02 03 04 06 07 08 09 10 11 12 Sites # Specific Activity by Work Package and Activity Area measure 5 leads * supports *
# 3.1.6 Establish production plans for the value chain products at the 20 Production 16 2.3.4 1 sites plans 3.1.7 Train producers on the PICSA approach and produce sensitization # Producers 500 1 5 D, A, M, Dk, messages on climate information
3.1.8 Conduct planned comparisons on the effects of using climate # information for managing livelihood activities on progress margins 10 3,4, 5 A, M Participants (advantages and challenges)
3.1.9 Create 25 beekeeping units for 250 young people in the communes of Droum, and Aguié youths 350 D, A
3.1.9 Train 4000 students at the college level on grafting, the importance of improved semen and climate information to influence parents in Students 4000 D, A, M, Dk, the choice of cultural practices options
3.2.1 Train and network auxiliary veterinarian with animal husbandry # Auxiliary technical service or the private sector to improving animal health 32 2.3.4. 1 D, A, M, Dk breeding coverage # Sales 3.2.2 Establish/consolidate and equip individual input sales points 26 2.3.4 1 D, A, M, Dk points
3.2.3 Establish 26 rain-fed/irrigated and market gardening improved seeds multiplication units (onion) in link with VCs (groundnut, # Sites 24 2.3.4 1 D, A, M, Dk cowpeas, sesame) aligned with market demand 3.2.4 Establish operational Farming Equipment Users’ Cooperatives # FEUCs 35 2.3.4 1 D, A, M, Dk (FEUCs) for women producers
3.2.5 Train and equip MMD groups on community coverage of # MMD 30 4 1 A malnutrition using local products Groups
Work Package 4: Enhancing Market Access Activity Area 4.1: Building country capacity in market systems and value chains 4.1.1 Train 25 staff of DryDev Niger’s country team on VC analysis and # development and business plans Participant 1 5 country 25 s Activity Area 4.2: Value chain group establishment and strengthening 4.2.1 Link professional and inter-professional VC groups with commercial partners for the grouped product selling/animate value chain # groups 60 1 consult D, A, M, Dk platform consultation and coordination meetings at cluster and communal level
88 | Page
Target Unit of 0 Who Who Target 01 02 03 04 06 07 08 09 10 11 12 Sites # Specific Activity by Work Package and Activity Area measure 5 leads * supports *
4.2.2 Develop business plans for selected value chain actors/bodies # Plans 10 2.3.4. 5 D, A, M, Dk
# 4.2.3 Build multipurpose use warehouses for value chain groups 6 3,4 1 A, M, Dk Warehouses 4.2.4 Animate the consultation and coordination meetings for the different value chains platforms # Meeting 72 2.3.4 1 D, A, M, Dk
Activity Area 4.3: Market information system strengthening 4.3.1 Organize sensitization sessions in main markets on the importance # number of 38 2.3.4 1 D, A, M, Dk and use of DRYDEV established information systems passages 4.3.2 Design and broadcast radio messages relating to value chains (product quality/calibration, supply mastery, demand knowledge and coverage, pricing, commercials at the level of input sales points, agro- # 16 1 2.3.4 D, A, M, Dk dealers, sensitization sessions on the market system, the role of the IP Broadcasts within the value chain, organizing actors and its facilities in value chain dynamics
4.3.3 Continue tune-fining and extension of the “Allo Dubaru” information Information system and the establishment of the strategy for making the services system 1 1 2.3.4 D, A, M, Dk sustainable Activity Area 4.4: Agro-processing promotion
4.4.1 Equip processing groups with solar processing kits for selected # Kits 28 2.3.4 1 D, A, M, Dk value chain products
4.4.2 Train 300 sub-catchment women on processing-production and the # Women 300 2.3.4 1 processing of farming products in link with value chains
4.4.3 Build processed product sales counters to support the penetration # counters 2 3,4,2 1 A, M of the market
Work Package 5: Financial Services Linking Activity Area 5.1: Village savings and credit associations
5.1.1 Organize VC producers and market gardening sites in villages into groups for facilitating the organization of production-sales, access to # groups 165 1 2.3.4 D, A, M, Dk inputs and production equipment through member contributions
5.1.2 Train 1,250 producers, FO and MMD members on financial # Producers 1,250 1 2.3.4 D, A, M, Dk education and the use of simple credit management tools
Activity Area 5.2: Link actors to financial services providers
89 | Page
Target Unit of 0 Who Who Target 01 02 03 04 06 07 08 09 10 11 12 Sites # Specific Activity by Work Package and Activity Area measure 5 leads * supports *
# Number of 5.2.1 Link VC groups with MFIs for facilitating access to credit Groups 26 2.3.4 1 D, A, M, Dk (Warrantage, credit) through exchange meetings linked Work Packages 6: Local Governance & Institutional Strengthening
Activity Area 6.1: Establishing and support grassrotts farmer organisations
6.1.1 Organize the existing farmers’ organizations at commune level and link them to innovation platforms for building a constituent base for Network 4 2.3.4 1 D, A, M, D the innovation platform
6.1.2 Organize training sessions for leaders of farmers’ organization: i) Number of good governance, ii) gender and leadership iii) monitoring leaders 250 2.3.4 1 D, A, M, Dk performance and conflicts, trained
Activity Area 6.2: improving local governance and extension services
6.2.1 Convene meetings to facilitate the coordination of functions and # meetings 10 2.3.4 1 D, A, M, Dk operations of IPs
6.2.2 Sponsor radio broadcasting programs for promoting innovation # radio 20 2.3.4.5,6 1 D, A, M, Dk platforms, farmer organizations and social commitment programs
6.2.3 Conduct technical training for members of IPs and extension # Animators 33 2.3.4 1 D, A, M, Dk agencies
6.2.4 Promote social commitment: case of GAYYA in the commune of # 1 4 1 A Aguié Promotions
Work Package 7: Planning, M&E, and Scaling of Learning Activity Area 7.1: Program Monitoring
7.1.1 Organize a write shop for drafting technical briefs (targeting, # strategy, targeted results, cost, date and place) and updating result- 1 1 5 Country writeshops based monitoring sheets
7.1.2 Train community agents on data collection tools and motivate them # agents 230 1 2.3.4 D, A, M, Dk through the granting of gratuity
7.1.3 Organize 2 ICRAF/CARE joint quality monitoring missions # missions 2 1 5 D, A, M, Dk
7.1.4 Organize 3 monitoring missions with local authorities and CARE # missions 3 1 2.3.4 D, A, M, Dk leaders
90 | Page
Target Unit of 0 Who Who Target 01 02 03 04 06 07 08 09 10 11 12 Sites # Specific Activity by Work Package and Activity Area measure 5 leads * supports *
7.1.4 Organize 60 missions for monitoring activities and the adoption level of the various practices disseminated by implementing # missions 60 2.3.4 1 D, A, M, Dk partners and technical services 7.1.5 Conduct the annual survey for monitoring the adoption and Survey 1 1 5 D, A, M, Dk restitution sessions 7.1.6 Organize the external review of the country Programme in the first Review 1 5 1 D, A, M, Dk quarter 2018 Activity Area 7.2: Participatory M&E with FOs, IPs and local stakeholders
7.2.1 Organize a quarterly monitoring, review and planning workshop at # 20 2.3.4 1 D, A, M, Dk the communal level workshops
7.2.2 Organize strategic and capitalization quarterly review meetings # meetings 4 1 2.3.4 D, A, M, Dk
7.2.3 Organize 4 coordination meetings with implementing partners # meetings 4 1 2.3.4 Country
7.2.4 Conduct a survey on the most significant change for activities which Survey 1 1 2.3.4 D, A, M, Dk have produced good outputs # 7.2.5 Organize a DIP 2018 review and DIP 2019 planning workshop 1 1 5 Country workshops Activity Area 7.3: Scaling of evidence and learning 7.3.1 Establish and reinforce the commune multi-actor consultation # meetings 15 2.3.4 1 D, A, M, Dk framework
7.3.2 Organize 50 learning and scaling workshops among on producers on # 50 2.3.4 1 D, A, M, Dk cases of success/planned comparisons outcomes Workshops
7.3.3 Enhance the visibility of DryDev through flyers, brochures, signs, # Items 2 500 1 2.3.4,5 D, A, M, Dk posters, t-shirts, etc. 7.3.4 Animate 2 writes hops on the drafting of capitalization documents # Meetings 2 1 2.3.4,5 Country (1 at the end of each semester) 7.3.5 Produce 3 capitalization documents on the outcomes of DryDev’s # 3 1 5 Country principles and values documents
# 7.3.6 Disseminate, each quarter, a DryDev Niger bulletin and poster each Bulletins/vi 4 1 5 Country month, a video on DryDev’s site deos
7.3.7 Produce and broadcast DryDev activities through films and # 6 1 2.3.4.5, Country television Broadcasts
91 | Page
Target Unit of 0 Who Who Target 01 02 03 04 06 07 08 09 10 11 12 Sites # Specific Activity by Work Package and Activity Area measure 5 leads * supports *
7.3.8 Purchase an agricultural drone and accessories for monitoring # Kits 1 1 5 Country adoptions and learning
7.3.9 Establish thematic maps of DryDev’s interventions in Niger for # Maps 6 1 5 D, A, M, Dk visualizing outcomes
7.3.10 Organize 5 workshops for restituting the outcomes of the Number of Numb 2017 annual survey 1 2.3.4. D, A, M, Dk meeting er of meet Work Package 8: Policy Analysis & Influencing Activity Area 8.1: Policy awareness raising 8.1.1 Conduct awareness caravans on the laws and texts in force in Niger awareness in relation to land tenure, water management, and agricultural loan 10 2.3.4. 1 D, A, M, Dk caravans to reach more than 20 000 producers
8.1.1 Organize radio broadcasts to senstitize 50,000 producers on laws and texts on agroforestry park management, access to land, access # broadcasts 100 2.3.4. 1 D, A, M, Dk to financial products and water code 8.1.2 Elaborate image toolbox (pagivolts) and train platform leaders on Number of 40 1 5 Country animation techniques relating to laws and texts Pagivolts
Activity Area 8.2: Policy influencing at local and national levels
8.2.1 Train 15 institutions (prefecture, town hall, traditional chiefdom, technical services, justice, law enforcement, religious leaders, etc. .) Institutions 15 2.3.4 1 D, A, M, Dk on the laws and texts in force in Niger on land tenure, water management, agroforestry park management and agricultural loan
mechanism 8.2.2 Set up through the innovation platform a mechanism for citizen for citizen 5 2.3.4 1,5 D, A, M, Dk control of the application of laws and texts in force in each commune control
8.2.3 Organize meetings between IPs and local decision-makers to have their support (women’s access to land, taking into consideration # meetings 10 2.3.4 1 D, A, M, Dk young people and women opinions, adherence to IPs’ ideals, etc.)
*1=CARE; 2-KARKARA; 3=RAIL; 4= AREN; 5=ICRAF; # D = Droum; A = Aguie; M = Malbaza; Dk = Dogon Kiria;
92 | Page
7.6 2018 Detailed Annual Country Programme Budget – Niger The total budget required for the implementation of the DIP 2017 is USD 1,564,506 in which USD 456,552 will support management and operational costs, while USD 1,107,953 will go into investment in the implementation of program activities. The full budget is summarized below, with more details presented in an accompanying Excel workbook. NIGER 2018 DIP Programme Budget Summary Budget (local) Exchange Rate Budget (USD) 1. Personnel Fcfa 550 1.1 CARE 157,288,194 550 $285,979 1.2 KARKARA 14,070,000 550 $25,582 1.6 RAIL 11,460,000 550 $20,836 1.7 AREN 10,800,000 550 $19,636 Subtotal Personnel 193,618,194 $352,033
2. Travel 2.1 CARE 5,280,000 550 $9,600 2.2 KARKARA 0 550 $0 2.6 RAIL 0 550 $0 2.7 AREN 0 550 $0 Subtotal Travel 5,280,000 $9,600
3. Equipment 3.1 CARE 4,700,000 550 $8,545 3.2 KARKARA 850,000 550 $1,545 3.6 RAIL 850,000 550 $1,545 3.7 AREN 850,000 550 $1,545 Subtotal Equipment 2,550,000 $13,182
4. Other Administration & Operational Expenses 4.1 CARE 32,331,610 550 $58,785 4.2 KARKARA 4,020,000 550 $7,309 4.6 RAIL 4,820,000 550 $8,764 4.7 AREN 3,784,000 550 $6,880 Subtotal Other Administration & Operational Expenses 44,955,610 $81,737
Total for Project Management & Operational Costs 246,403,804 $456,552
5. Programme Delivery TOTAL for WP1: Subcatchment-level natural resource management 152,873,861 0 277,952 TOTAL for WP2: On-farm water & soil management 187,221,061 0 340,402 TOTAL for WP3: Agricultural commodity production 68,207,896 0 124,014 TOTAL for WP4: Enhancing market access 61,567,896 0 111,942 TOTAL for WP5: Financial services linking 15,935,965 0 28,974 TOTAL for WP6: Local governance & institutional strengthening 23,671,931 0 43,040 TOTAL for WP7: Planning, M&E, and scaling of learning 71,919,931 0 130,764 TOTAL for WP8: Policy analysis & influencing 27,975,725 0 50,865
Total for Programme Delivery Costs 609,374,267 $1,107,953
Grand Total 855,778,071 $1,564,506
93 | Page