April 2017 1

4th Quarterly Progress Report - Year V (2016-17)

Top: An SDP developed demo site. Bottom Left: Preparing Sohan Halwa during Training on Dairy Product Development in Islamabad. Bottom Right: Group work during Business Acceleration Training in Skardu

January 01 to March 31, 2017

Program Title: Satpara Development Project Sponsoring USAID Office: Economic Growth and Agriculture Cooperative Agreement Number: AID-391-A-12-00002 Recipient: AKF (P)/AKRSP Period of Agreement: March 12, 2012 to December 11, 2017

April 2017 1

Table of Contents

List of Acronyms ______4

1. EXECUTIVE SUMMARY ______6

2. INTRODUCTION ______7

3. ACHIEVEMENTS DURING THE REPORTING PERIOD ______7

3.1 Component I: Efficient Use of Irrigation Water ______7 A. Strengthening and Integration of WUAs ______8 B. Construction of Main and Secondary Channels ______8 i. Completion and Closing Out of Contracts (Main and Secondary Channels) ______8 ii. Development of Additional Water Sources ______8 C. Construction of Tertiary Channels ______9 D. Establishment of Demo land development Sites ______9 E. Introduction of Warabandi ______10 F. Formation of Farmer Organizations (FOs) ______10 G. Third Party Validation of Main Channels Construction ______11

3.2 Component II: Enhancing Productivity of High-Value Horticulture and Dairy Products ___ 17 A. Capacity Building in Enterprise and Marketing Skills ______17 i. Grants to FEG Members for Production Level Activities ______17 ii. Training in Orchard Management ______18 iii. Training in Green House Management ______18 B. Fruit Production ______18 i. Establishment of Commercial Orchards ______18 C. Vegetable Production ______19 i. Creation of Commercial Scale Vegetable Farms ______19 ii. Consultant for improvement in greenhouse and modification in bio-climatic cellar ______19 D. Grants for Silage Making and Marketing ______19

3.3 Component-III: Enhancing Processing and Marketing Capacity of the Area ______23 A. Processing of Agriculture Produce ______23 B. Facilitation in Wholesale & Retail Marketing of Local Horticulture Produce _____ 23 C. Support Lead Enterprises ______24 D. Product Promotion Activities ______25 2

E. Establishment of Market Infrastructure ______25 F. Business Acceleration Training ______26 G. Support to Establish Market Information System (MIS) ______26 H. Participation in National Exhibition Fairs ______26

3.4 Component-IV: Create an Enabling Environment for the Agricultural Sector to Grow ____ 30 A. Improvement in Water Utilization System and Rules ______30 i. The First formal meeting of the task force for Satpara Water Board. ______30 ii. The 2nd Task Force Meeting for Satpara Water Board held at Islamabad. ______31 iii. Organized Exposure Visit for the Task Force for the Satpara Water Board at Faisal Abad, ______33 B. Enhance Effectiveness of Agriculture Extension Services ______33 a. Facilitate Legislation for Horticulture Policy ______33 i. Follow Up Meeting with Deputy Director Agriculture Baltistan Region ______33 b. Facilitate in Crop Inspection System for Certification with FSC&RD ______34 C. Media Outputs ______34 i. Broad Cast a Radio Talk-Show via FM-99 Skardu. ______34 ii. Print Media Coverage ______35 iii. Video Documentary ______35

4. ADDRESSING GENDER EQUITY ______38 A. Gender Sensitization Workshops ______38 B. Gender Analysis of SDP Interventions ______38

5. CHALLENGES / PROBLEMS ENCOUNTERED DURING THE REPORTING PERIOD ______39

6. PROJECT MANAGEMENT AND M&E ______39 A. Staff Recruitment/HR ______39 B. Monitoring and Evaluation Activities ______40 I. Regular Monitoring and Reporting ______40 II. Project Experience Sharing Workshop ______40 C. Environmental Compliance ______41

7. LESSONS LEARNED: ______43 Annex I: Combined Indicator Targets Vs Achievements ______44 Annex II: Work plan for 2017 (Quarter I’s Planned Activities) ______50

List of Acronyms

AEW Agriculture Extension Worker AI Artificial Insemination AIOU Allama Iqbal Open University AKF-P Aga Khan Foundation, Pakistan AKRSP Aga Khan Rural Support Programme AoR Agreement Officer Representative BBC British Broadcasting Corporation BFCS Baltistan Farmer’s Cooperative Society CAD Computer Aided Design CoP Chief of Party DC Deputy Commissioner DD Deputy Director Disty Distributary DoA Department of Agriculture DoL Department of Livestock EoI Expression of Interest EoP End of Project FEG Farmers’ Enterprise Group FFS Farmers’ Field Schools FIER Field Irrigation Efficiency Ratio FO Farmer’s Organization FSC & RD Federal Seed Certification and Registration Department GAP Good Agriculture Practice GB Gilgit-Baltistan GBLA Gilgit-Baltistan Legislative Assembly GERES Groupe Energies Renouvelables, Environment Et Solidarités GPS Global Positioning System HSE Health, Safety and Environment IEE Initial Environmental Examination KKM Kisan Karobari Markaz Km Kilometer LBC Left Bank Canal LEW Livestock Extension Worker LoP Life of Project LSO Local Support Organization M&E Monitoring and Evaluation MAP Market Access Programme MC Municipal Committee MD Market Development MIS Management Information System MML Mountain Microorganism Liquid PCPS Pre-Cast Parabolic Segments

PD Project Director PKR Pakistani Rupees PMP Project Monitoring Plan PPP Public Private Partnership PWD Public Works Department RBC Right Bank Canal RD Rural Development SDP Satpara Development Project SMS Short Messaging Service SMS Short Messaging Service UC Union Council USAID United States Agency for International Development USD United States Dollar USG United States Government VC Value Chain WAPDA Water and Power Development Authority WPG Women’s Producer Group WUAs Water Users’ Associations

1. EXECUTIVE SUMMARY

This report narrates details of achievements made by SDP during the months of January to March , 2017. Under the ‘Efficient Use of On-Farm Water’, Component I, which entails development of irrigation infrastructure and their management system through community based WUAs, SDP made substantial progress on construction of additional water sources. The team carried out as built surveys on channels where work was completed. Besides this the project completed remaining documentation and final bills of tertiary channels. Five demo land development sites were completed. Social mobilization team, in collaboration with infrastructure development team, continued working on capacity building of farmers, WUAs and FOs on community led water management system and scheme of warabindi.

Under component II and III, which deal with enhancement of agricultural productivity, processing and marketing, SDP worked on activities as per plan to award grants and build capacity of farmers, interest groups and made technical follow ups with already supported farmers and community based farmer organizations. In this regard, an FEG level grant for mobile milk chiller was awarded. The team organized trainings on the themes of orchard management and greenhouse management and supported in establishment of four commercial fruit orchards and three vegetable farms. Under processing and marketing component of value chain, SDP facilitated local farmers to establish a Farmer’s Cooperative Society as lead enterprise. The team also supported local farmers in product development and packaging. The support was also extended for establishment of a permanent market infrastructure. On capacity building part the project organized trainings on business acceleration, dairy product development and facilitated two entrepreneurs to participate in exhibition and fairs.

Component IV of SDP focuses on creating an enabling environment for the agricultural sector to grow. This is one of the high impact component with broader scope of policy legislation. SDP is steadily and progressively moving in this regard and is mounting up on ladder step by step. During the reporting quarter, SDP facilitated two meetings of previously notified task force for establishment of Satpara and Skardu Areas Water Board. To enhance knowledge and understanding of task force members, SDP team organized an exposure visit for selected members of the task force to down country water boards. For active engagement of concerned line departments a follow up meeting was held with DD Agriculture for development of GB agriculture and livestock policy. The project facilitated SDP supported nursery owners in crop inspection for certification with FSC&RD. To raise awareness of farmers on issues related to agriculture, SDP representatives organized and participated in a radio talk show on local FM. The live show was focused on soil testing and its importance.

In cross cutting themes SDP continued its regular monitoring of activities for validation,

progress reporting, gender mainstreaming and environmental compliances. Moreover, SDP organized gender sensitization workshops for community at Skardu and an annual project experience sharing workshop in Islamabad.

2. INTRODUCTION

Satpara Development Project (SDP), with financial portfolio of US$ 19.75 million, is a five- year Project designed to maximize the impact of Satpara Dam Project on the people living within the command area of Right and Left Bank Canals of the Satpara Dam. The dam was completed earlier with a US$ 26 million funding from people of United States of America through USAID. SDP will contribute to this ultimate objective through four complementary components: (i) Efficient Use of On-Farm Irrigation Water, (ii) Enhanced Productivity of Higher Value Horticulture and Dairy Products, (iii) Enhanced Processing and Marketing Capacity of the Area, and (iv) Creation of an Enabling Environment for the Agriculture Sector to Grow. All the four components of the project are designed to be mutually reinforcing and interactive as to most effectively achieve long term, sustainable results at scale.

In terms of program implementation, the Aga Khan Rural Support Programme (AKRSP) is responsible for most of the project activities and directly implement in the field while Aga Khan Foundation Pakistan (AKF-P) is responsible for implementation of larger activities and is also responsible for inter-agency coordination, monitoring and grant management being the Executing Agency; it bears the ultimate responsibility for project results and reporting to USAID. The project is being implemented within the command area of LBC and RBC of the Satpara Dam in Skardu town between the villages of Hoto Ranga in the West and Thorgo Bala in the East with Skardu Town in the middle.

This report details the achievements made by the project during the period of January to March 2017, which is the fourth quarter of Project Year 2016-17.

3. ACHIEVEMENTS DURING THE REPORTING PERIOD

3.1 Component I: Efficient Use of Irrigation Water

SDP has been developing irrigation infrastructure for the last four years to bring 15,500 acres of land under irrigation. The last three years were spent mostly on the development of secondary and minor channels under Satpara dam and other sources, on both left and right banks of Satpara Dam. Tertiary channels development had covered 9,500 acres of SDP

command area till the end of the fourth year by lining 147 Kilometres (km) of channels. Fifth year work plan focused on the development of tertiary channels in the existing area and barren area along with the development of additional water sources for bringing more area under irrigation.

Fifth year has added another 4,179 acres of land for irrigation.. 3,149 acres is new barren area to be irrigated out of 4,179 acres being brought under irrigation. The lining, including additional water sources, completed during this year is about 34,334 meters. Total lining completed under SDP comes out to be about 181 km. Progress made by Component I during reporting period is as follows:

A. Strengthening and Integration of WUAs

Formation of Water Users’ Association (WUAs) was not part of the work plan during reporting period but the social team continued working with WUAs regarding maintenance of channels and other issues which emerged during the reporting period. Engagement with WUAs of demo sites was quite crucial for completion of their work. B. Construction of Main and Secondary Channels i. Completion and Closing Out of Contracts (Main and Secondary Channels)

Infrastructure team carried out verification of As-built drawings submitted by the contractors. The submitted drawings had several discrepancies so those had to be verified and re-verified more than twice for each channel. They took too long but were finally certified. As a result final bills of RBC P-1 and 2 and LBC P-1 were prepared and submitted for payment. ii. Development of Additional Water Sources

SDP is working on additional water sources due to; (i) insufficient water in Satpara Dam to meet the requirements of the entire SDP command area, and (ii) RBC and LBC are not functional (iii) existing water rights holders are so far not convinced to share surplus water with those farmers who don’t have water rights. These sources lie above LBC and RBC and are currently the main source of irrigation water for a major part of the existing command area of SDP. Their development and proper channelization will add 2,800 acres of barren land to irrigable area. Using available savings under Component-1, SDP team is developing four streams namely, Burgae, Thayure, Hussainabad I and Hussainabad II. These works include two major parts for each package, i.e. Additional water source Thayour 8

construction of channel and construction of weir involving substantial blasting due to rocky nature of sites.

Physical works including excavation and construction of channels were started in August 2016. Due to delay in the whole process serious efforts were made during the third quarter leading to substantial completion of most of the works of three packages. Construction work on Thayure nulla, including work on weir is completed. Channels of Burgae and Hussainabad nulla-2 are also completed while two sections of Hussainabad nulla-1, about 250 meters, are yet to be completed. About 83 meters’ section of Hussaianabad-1 nulla was delayed due to internal issue of the community and about 180 meters was not worked on as material could not be transported there due to narrow passage. Weir The delay has been mainly due to some communities’ issues and ultimately work could not be started as per schedule. Furthermore, it involved substantial blasting, and obtaining permission for blasting from the district administration was a cumbersome process. Remaining construction work on Hussainabad Nullah has been resumed in March after long extreme winter season which will be completed by the mid of April.

C. Construction of Tertiary Channels

Target for Year V was 40 new tertiary channels (including 10 earthen) out of which 20 were planned to be in the existing area and 10 in the new barren area. Similarly, earthen improvement of 10 schemes had to be carried out where new land was being developed. An additional scheme of earthen improvement was also implemented in the MC area after getting approval from AOR. In total 41 schemes were initiated and civil works of all have been completed during third quarter. Some schemes were completed and closed while the PCPS Technology being replicated by AKRSP for remaining documentation and final bills have also been other similar Irrigation Projects. Sarfa Ranga completed during the fourth quarter. (Blind Lake Area) Shiger Skardu

D. Establishment of Demo land development Sites

Applications for demo land development sites were invited from WUAs in the area through Local Support Organizations (LSOs). A total of 11 applications were received out of which five sites were selected. The process of selection according to criteria was quite time consuming as most of visited sites didn’t fulfill Salmia Town Demo Site during Heavy Snowfall requirements.

A set of new technologies is being introduced at these sites for efficient use of water. These technologies include boring of tube wells for using groundwater for irrigation, storage tanks, land leveling, installation of solar system for lifting water and installation of pipes for water distribution. Tube wells and storage tanks were completed where required and land leveling for all five sites was also done. Procurement of materials was done by the concerned WUAs while services of the required Storage Tank at Demo Site in Hussainabad technician were hired for installation.

Demo land development sites were supposed to be completed during third quarter but procurement of new technologies by WUAs and their unavailability in the local market took longer than expected, therefore time extension was awarded up to February 28, 2017. All works have been completed now and bills have been finalized.

E. Introduction of Warabandi

SDP command area has a new irrigation system with proper control structures and other facilities but the conventional water distribution system is centuries old and needs to be improved with a more judicious system so that all users could receive water on the basis of landholding. SDP has been working on this and had hired experienced staff for achieving this objective. The team started working on the job in late July and has completed a few chaks but the desired achievements couldn’t be made because the team faced serious challenge of land measurement in the concerned chaks as plots were irregular in shape and took too long for measurements. Alternatively, GPS was also used but it has appeared to be a very time consuming process. However, the project is in continuous struggle in retaining the down country expert staff engaged for land measurement.

F. Formation of Farmer Organizations (FOs)

SDP has constructed 23 secondary and minor channels through contractors. Prevalent practice in the area is that beneficiaries are usually responsible for the operation and maintenance of irrigation channels but SDP has proposed for creating a formal representative body that would be responsible for management of water and would resolve related Meeting with Notables of Thayour for FO Formation issues. So far 16 FOs have been formed in on Additional Water Source Hussainabad, Shigri Khurd and Shigri Kalan. Many meetings and discussions have been held with MC area water users but FOs are yet to be formed. Overall, 21 FOs will be formed because Minor-1 is a small channel and will most

probably be run by WAPDA due to its strategic nature. Also, Ranga Disty and Ranga Minor have been merged together into one body. FOs will also be formed on four new channels, i.e. Thayure, Burgae, Hussainabad 1 and 2 being constructed under Additional Water Sources development.

G. Third Party Validation of Main Channels Construction

Consultants are hired through competitive bidding to conduct physical verification of the main channels constructed by contractors. Consultants are required to verify that work done on site for the selected 12 channels out of 23 is according to the standards and specifications of the employer (AKF-P) and validate that payments made to date conform to the work certified. The verification is still in progress as some of the data required for verification was still in the process of preparation, so was not available at that time. A draft report has been shared by consultants but final report will be submitted (which was expected in fourth Quarter), once the consultants have reviewed and verified the final bills and as-built drawings of the selected channels which have been submitted by contractors.

Table -1: Target vs. Achievement Component I

Efficient Use of On-farm Water Targets and Achievements for 2016

[Number of Construction of Main & hectares with Close Team Leader 2.3.1.2.a Secondary Meter 11105 11052 0 11052 irrigation and out Infrastructure drainage Channels LBC- services Package 1 (4.5.1-28) and Construction with improved of Main & Close Team Leader technologies 2.3.1.2.b Secondary Meter 5573 5520 0 5520 out Infrastructure or Channels LBC- management Package 2 241,437 Completed. practices as a Construction result of USG of Main & Close Team Leader assistance 2.3.1.2.c Secondary Meter 11072 10885 0 10885 out Infrastructure (4.5.2-2)], Channels RBC- [Increase in Package 3 number, size, Construction and length of of Main & Close Team Leader newly 2.3.1.2.d Secondary Meter 7960 7955 0 7955 out Infrastructure constructed or Channels RBC- improved Package 4 irrigation 250 m infrastructures length of Development in kilometers], channel and and [Decrease in Team Leader weirs of 2.3.1.2.e construction Meter 6313 0 6313 1,785,714 5740 5740 losses of Infrastructure Hussainabad of additional irrigation and water sources water due to remained faulty or incomplete. poorly Construction designed of Team Leader irrigation 2.3.1.3.a Watercourses Watercourse 57 24 27 750,500 27 51 Infrastructure structures and (Chaks) Above inefficient use 20,000

Efficient Use of On-farm Water Targets and Achievements for 2016

PMP Project Cumulative Targets Person Activity Budget Q4 Q4 Cumulative Project Remarks Indicators Activities Unit LoP Achievements for Yr.- Responsible # USD Target Achievement Achievement Cumulative target Year-1-4 5 by farmers (including 16 through carryover increasing the from last Field Irrigation year) Efficiency Construction Ratio (FIER)] of Team Leader 2.3.1.3.b Watercourses Watercourse 80 64 29 555,700 30 94 Infrastructure (Chaks) Below 20,000 EIOs evaluation, final selection of grantees was done Installation of and requires Team Leader 2.3.1.5 drip irrigation Numbers 6 3 3 40,800 0 3 approval Infrastructure system obtained. But, grantees refused to install the system at 11th hour. Assessment Study of water Team Leader 2.3.1.6 resources Study 1 0 1 20,408 1 1 Infrastructure outside existing Satpara Dam Establishment Team Leader 5 demo 2.3.1.7 Number 4 0 4 120,000 5 5 5 of demo sites Infrastructure instead of 4

Efficient Use of On-farm Water Targets and Achievements for 2016

have been completed Equipment (current Team Leader 2.3.1.8 Number 10 0 10 6,122 0 0 meters, Infrastructure flumes) Construction of gauge structures for Team Leader 2.3.1.9 flow Structures 6 0 6 18,408 6 6 Infrastructure measurement of additional water sources 3rd Party Evaluation of Main and Team Leader 2.3.1.10 Study 2 0 2 20,408 1 1 Tertiary Infrastructure Water Channels Assignments on irrigation water Team Leader 2.3.1.11 Consultants 2 0 2 31,633 2 2 2 governance Infrastructure and warabandi [Increase in Master plan number of target was WUAs Formation 137 WUAs registered, and Sr. Social but actually 2.3.2.1 a WUAs 137 110 40 0 46 156 trained and Realignment Mobilizer there will be fully of WUA's more due to functioning], demands [Increase in from users

Efficient Use of On-farm Water Targets and Achievements for 2016

PMP Project Cumulative Targets Person Activity Budget Q4 Q4 Cumulative Project Remarks Indicators Activities Unit LoP Achievements for Yr.- Responsible # USD Target Achievement Achievement Cumulative target Year-1-4 5 number and Registration Sr. Social all 2.3.2.1 b WUAs 137 110 40 2,480 46 156 length of of WUAs Mobilizer completed water delivery Consultant’s systems, appointment Formation of Team Leader adopted by, was delayed 2.3.2.1.c Farmer FOs 23 0 23 3,519 16 16 Infrastructure/Sr. managed by & and so is the Organizations Social Mobilizer maintained by formation of WUAs], FOs [Private sector services for WUA Team Leader 2.3.2.2 a Managers Conference 6 4 2 1632 2 6 Infrastructure/Sr. support to operation and Conference Social Mobilizer maintenance Team Leader of irrigation WUA 2.3.2.2.b Training 19 16 3 1,530 4 20 Infrastructure/Sr. infrastructure Trainings are in place, Social Mobilizer funded Exposure through fees Team Leader visits for the from the 2.3.2.2.c Visit 5 3 2 10,406 3 6 Infrastructure/Sr. members of water rights Social Mobilizer WUAs trading system] Team Leader Workshop on 2.3.2.2.d Workshop 2 0 2 1,632 2 2 Infrastructure/Sr. Warabandi Social Mobilizer Community Consultations Team Leader 2.3.2.2.e for Additional Consultation 7 0 7 4,000 7 7 Infrastructure/Sr. Water Social Mobilizer Sources Exposure visit Team Leader of Field Staff 2.3.1.3 b Visit 1 0 1 8,163 1 1 Infrastructure/Sr. to Efficient Social Mobilizer Irrigation

Efficient Use of On-farm Water Targets and Achievements for 2016

systems

Training of Team Leader Staff and FO 2.3.1.3.d Training 2 0 2 10,244 2 2 Infrastructure/Sr. members on Social Mobilizer Warabandi

3.2 Component II: Enhancing Productivity of High-Value Horticulture and Dairy Products

During this quarter, the project remained focused on completion of critical infrastructures and establishment of services, which are critical to pave way towards enhancing fruit and vegetable production, lowering current rate of losses and enhance marketability of the products to increase income of the command area’s farmers. SDP is doing this by introducing locally appropriate technologies for improved agricultural production and processing. Employment creation and gender mainstreaming are cross cutting features of each planned activity.

A. Capacity Building in Enterprise and Marketing Skills

In the previous years, the main focus was on formation of Farmers’ Enterprise Groups (FEGs). The focus in year V mainly remained on capacity building of the FEGs in organizational and technical trades of the 40 FEGs which have been formed and registered with their respective LSOs to-date. SDP has already assisted FEGs in devising by-laws required for running these groups. Currently, FEGs are providing a platform to aggregate agri-produce to create volumes of quality products for improving bargaining power of member producers, with a better market access. The future role of FEGs is envisioned as formal interest groups to access markets and market based services such as loans to purchase inputs and acquire technical services. i. Grants to FEG Members for Production Level Activities

This activity helped not only in developing the institutional skills of FEGs but also acted as an incentive for collective action. In the Year V, the project had to offer a total of three such grants whereas two potential groups were identified. One of the groups was supported for establishment of fresh fruit aggregation and packing center in quarter 3. The grant for mobile milk collection unit was initiated in Mobile Milk Chiller third quarter and now has been completed in fourth quarter after procurement of all required equipment. Milk collection unit was prioritized considering previous year’s learning and interest of the group. It is now fully functional and FEG is actively using mobile chiller for collection of milk from selected farmers and delivery of milk and yogurt to local consumers.

ii. Training in Orchard Management

During the reporting quarter the project organized four events of trainings on orchard management for the members of FEGs/WPGs and orchard owners. A total of 56 women and 50 men farmers participated in these training events. To deliver these trainings two experts (a man and a woman) with rich expertise and knowledge of indigenous and advanced practices were hired. The mentioned training included in house lectures, group discussions, video screening, demonstrations and practical sessions in the field. The participants were practically demonstrated to prepare Bokashi (Japanese organic fertilizer), Mountain Microorganism Liquid (MML), Lime Sulphur and Bordeaux mixture. These fertility enhancing and disease deterrent products can be

prepared with locally available materials and are In field and in-house sessions on orchard management economically cost effective. The farmers were also taught techniques of pruning, budding, grafting and thinning. The skills acquired through these trainings will contribute in better orchard management, disease control and improving the productivity and quality of fruits.

iii. Training in Green House Management

In the reporting quarter, the project organized one-day training on the management of passive solar greenhouse. The participants were the new awardees of passive solar greenhouses. A total of 27 men and three women farmers participated in this training. SDP used in-house expertise of value chain staff for organizing and delivering this training. Themes covered during the training included sowing calendar, type of crops, seed and its importance, pest and disease management and production methods.

B. Fruit Production

i. Establishment of Commercial Orchards

Establishment of commercial orchards continued in Year V. During the reporting quarter establishment of five new commercial orchards have been completed. Of the five orchards, four orchards were established on demo land development sites. Cherry and Apricot fruit

plants have been planted in these orchards being the targeted value chains. The activity has been completed under the technical supervision of VC experts.

C. Vegetable Production

i. Establishment of Commercial Scale Vegetable Farms

Since its inception the project has been able to make substantial investments in developing the capacity of farmers/FEGs that was required to embark on commercial scale vegetable production. This included vegetable nursery raising in passive solar greenhouses and establishment of vegetable production farms. Vegetable farming is complemented with strengthening of input supply system especially the availability of high quality vegetable seed. During the reporting quarter project established three vegetable farms on demo land development sites. ii. Consultant for improvement in greenhouse and modification in bio-climatic cellar

This technical visit of a consultant from GERES Tajikistan was planned in the last year’s work plan but due to difficulties in acquiring the NOC timely, it couldn’t be materialized.

D. Grants for Silage Making and Marketing

The project had planned to provide two grants for commercial silage making and marketing. Few farmers applied for the grant however no potential applicant could be identified. Hence the activity couldn’t be completed and has now been dropped from the upcoming plans.

Table -2: Target vs. Achievement Component II

Targets and Cumulativ Achievements for 2016- Project e 17 Activit Targets Budget PMP Indicators Activities Unit LoP Achievem Cumulativ y # for Yr-5 USD Q4 target ents Year- e Person Q4 Target Achievem Remarks 1-4 Achievem Responsible ent ent [# of FEGs (men and women) Training of the VC Specialist / formed and functioning to enhance members of the Agriculture 3.3.3 Training 32 22 10 5,100 - 10 productivity of horticulture and FEGs/WPG and Marketing dairy products by EOP], [% increase Extension workers Specialist in number of entrepreneurs and VC Specialist / business groups reporting Exposure visit of the Agriculture 3.3.3 a Visit 3 1 2 4,082 - 2 improved levels of market FEGs/WPG Marketing independence], [% increase in Specialist private sector organizations VC Specialist / Grants to FEGs for reporting improvement in public Agriculture 3.3.3 b production level Grants 8 5 3 15,306 - 1 2 sector policies and services], Marketing activities [Number of micro, small and Specialist medium enterprises (MSMEs), VC Specialist / including farmers, receiving 3.3.4.3. Provision of packaging Agriculture business development services VCs 8 4 4 15,612 1 4 d material for FEGs Marketing from USG assisted sources (4.5.2- Specialist 37)] Establishment of Bio VC Specialist / 3.3.4.4. Climatic Cellar Cellar 4 0 4 24,488 - 4 Fruit Processing [# of cold storage facilities for b (storage) Officer freshly picked fruits, vegetables and/or dairy products established Consultant for improvement in and fully functional is increasing by 3.3.4.4. Consultan greenhouse and 1 0 1 12,000 0 VC Specialist EOP] c t modification in bio- climatic cellar Agri/ Livestock VC Extension Workers Specialist/Dairy 3.3.8 Training 4 4 1 12,245 - 1 Training and Value Chain [# and outreach of subject matter provision of tools kit Developer extension services increased Facilitation of VC (Agriculture and Livestock On Agri. and DOA,DOL staff in Facilitatio Specialist/Dairy departments)], [# public private 3.3.14 6 1 5 5,100 - 1 5 Livestock providing extension n Value Chain partnerships (PPP) linked to policy service to grantees Developer improved extension services increasing over project duration] Grantees Technical 3.3.14a Person 5 0 5 8,060 1 5 VC Specialist follow up

Targets and Cumulativ Achievements for 2016- Project e 17 Activit Targets Budget PMP Indicators Activities Unit LoP Achievem Cumulativ y # for Yr-5 USD Q4 target ents Year- e Person Q4 Target Achievem Remarks 1-4 Achievem Responsible ent ent [# of commercial fruit and nut orchards established by pooling 3.3.4.2. Establishment of VC Specialist / Orchard 53 48 5 25,510 - 4 5 adjacent farmland through FEGs a commercial orchard Horticulturalist increases year on year to EOP], [% of farming households adopting improved varieties of fruit and nut trees and using improved 3.3.4.2. Training in orchard VC Specialist / Training 4 2 2 6,122 - 1 2 natural/organic vegetable farming b management Horticulturalist practices (GAP) is increasing yearly to EOP] [# improved seed producers is increasing (mainly through locally- Establishment of based women’s groups) yearly to 3.3.5.2. vegetable production Farm 37 27 10 25,510 - 3 10 VC Specialist EOP], [‘x’ % of farming households a adopting improved varieties of farms (3 kanal/ farm) vegetables and improved natural/organic vegetable farming practices (GAP) is increasing yearly to ‘x’ % year on year], [ Increase in production of farm-fresh vegetables sold in the local markets continues to EOP (disaggregated by 3.3.5.2. Training on vegetable Training 2 0 2 6,122 - 2 VC Specialist quantity, variety and time period of b farming sale)], [Ratio of net income of farming households from sale of higher value branded vegetables against non-branded increases by EOP]

3.3.5.3. Establishment of Greenhou 334 304 30 150,000 - 30 VC Specialist [# households and groups a Green house se adopting tunnel greenhouses for off-season vegetable production is Training on increasing yearly to EOP], 3.3.5.3. Management of Training 13 9 4 6,124 1 1 4 VC Specialist b Greenhouse

Targets and Cumulativ Achievements for 2016- Project e 17 Activit Targets Budget PMP Indicators Activities Unit LoP Achievem Cumulativ y # for Yr-5 USD Q4 target ents Year- e Person Q4 Target Achievem Remarks 1-4 Achievem Responsible ent ent [% of farming households that have VC received improved breeding stock 3.3.6.1. Improvement of Specialist/Dairy increasing yearly to EOP], [# of Grants 115 15 100 150,000 - 100 c existing animal Shed Value Chain hectares of new fodder varieties Developer introduced on farmland and community land increasing yearly VC 3.3.6.2. Grants for Silage Specialist/Dairy to EOP], [A range of innovative Grants 2 0 2 6,122 - 0 models of feed type and feeding b making, and marketing Value Chain techniques for dairy cattle is Developer introduced by EOP], [# and VC outreach of subject matter 3.3.6.2. Training in Silage Specialist/Dairy extension services increased Training 1 0 1 1,020 - 0 c making Value Chain (Agriculture and Livestock Developer departments)]

3.3 Component-III: Enhancing Processing and Marketing Capacity of the Area

Project activities under component III are focused on post-harvest handling and marketing of the agricultural and livestock products. These interventions will enhance capacities of local farmers and entrepreneurs in adding value to their products and will increase the marketability of fresh and dried produce.

A. Processing of Agriculture Produce

Due to consistent investments in production level activities, farm production has substantially increased and is on further growth trends. This productivity not only improved household food and nutrition status but considerable tonnage has been offered for sale in the market. The sale of the surplus in the local and domestic markets is facilitated by SDP through the facilitation to local fruit processers in establishing processing facilities, capacity building and market linkages. In last quarter of Year V too, the capacity building in post-harvest handling and marketing remain in focus with some consolidation efforts to prepare towards project exit strategy.

B. Facilitation in Wholesale & Retail Marketing of Local Horticulture Produce

In the wake and anticipation of greenhouse vegetable productions at volumes after initial success from the previous years the project foreseen a need to bring the produce to a central selling point on lines of weekly bazaars. SDP had strong realization that a permanent place with shop/stall structures is of prime importance, so SDP deliberated and explored different options including the idea to develop retail sale points under FEGs networks at different locations of Project area. In this connection SDP value chain team held series of meeting with the FEG networks and visited proposed sites to check the feasibility for business viability, sustainability and profitability. The site of FEG network of MC area was found the most feasible being located at central location in Skardu city. Physical work on this Farmer Market has been completed. All FEGs members will supply their produces (fruit, vegetables & dried fruit) by adopting direct marketing approach and share its profit among the members.

C. Support Lead Enterprises

Given the FEGs and individual entrepreneurs’ enhanced production and processing capacity as a result of project activities especially grant assistance, the need for venturing into a lead enterprise significantly increased. Therefore, the project facilitated individual farmers to get together for forming a lead enterprise. Individual farmers, with representation from all UCs of command area, reached to consensus that the lead enterprise would be a Cooperative Society and they named that as Baltistan Farmers’ Cooperative Society (BFCS). The process of registration of society with GB Government registrar office has been completed. SDP team BFCS organizes a multi-stakeholders workshop on importance of modern agriculture practices facilitated the command area farmers to develop bye-laws of the society and got approval from registrar offices. It has started work as legal entity to lead and support agribusiness of farmers at production and marketing. Cooperative has organized orientation workshop with all stakeholders including Govt. agriculture department and shared its objectives, working modalities and business model with members and Govt. institutions.

SDP also facilitated BFCS for exposure visit for down country cooperative societies which included Citrus Exporters Cooperative Society, Kinnow Growers Cooperative Society, Okara Potato Society, Nestle Dairy Institute and Nishat Dairy farm.

During the reporting period cooperative society collected shares from farmers and facilitated them in BFCS members during exposure visit supplying fertilizer at their door step on factory price. The society also linked different farmers with government departments to attain extension services. On one hand SDP is building capacity of the society and on the other side the society has started its own activities with the existing technical and financial resources.

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D. Product Promotion Activities

Project is supporting individual farmers and enterprises in promotion of their products through various promotional tools and activities which are primarily focusing on value chains targeted by SDP. During the reporting quarter promotional material was developed for products like jams, apricot, apple, cherries and quince. Farmers are also promoting their products through SDP supported mobile based SMS marketing technology.

E. Establishment of Market Infrastructure

SDP supported FEGs to establish one sale point “Kisan Karobari Markaz (KKM)” - a farmers’ permanent business center which operates in SDP command area under the ambit of BFCS. The center facility is comprised of washing, sorting, grading and packaging section and display area to sale locally grown and down country imported fruits and vegetable directly to the customers. The direct marketing Secretary Agriculture GB Inaugurates the Kisan Karobari Markaz with RPM -AKRSP Baltistan interventions are expected to increase profit margins of local farmers which they otherwise lose to bigger fruits and vegetable vendors of Skardu market. Earlier small farmers of fruit and vegetables didn’t have alternative to traditional marketing and they were really handicapped by traders, commission agents and retailers to sell their produce at low prices. Now FEG’s direct marketing initiative will significantly enhance the profit margins of farmers as compared to traditional marketing approach.

The major features of KKM are:

 Farmers will market directly and receive profit by eliminating other intermediaries. Permanent Sale Point (Kisan Karobari Markaz) Skardu  A person will collect fruits and vegetables from the greenhouses, vegetables farms and fruit orchards and will market at KKM (retail store).  The operational cost of such business model will be shared by each farmer member of KKM.  Farmers will participate in the business of other fruit and vegetable products (e.g. citrus, mango, banana garlic etc.) which are imported from down country markets.  FEG Network/Cooperative Society will manage such business model.

F. Business Acceleration Training

SDP organized a business acceleration training for the members of BFCS. A total of 22 agri-entrepreneurs including four women entrepreneurs participated in this training program. Focus of the subject training was on positioning business in the market by adopting different strategies and business opportunities through cooperative society. SDP staff is continuously mentoring the trained farmers. Business Acceleration Training G. Support to Establish Market Information System (MIS)

SDP supported Market Information System (MIS) with an idea to provide up to date market information to command area’s farmers and other actors in agri- businesses. Besides this, the SMS based system sends customized messages on pre and post crop management, market rates of different value chain in local and national markets, agriculture extension services and acts as refresher to many important tips imparted through various capacity building trainings and activities. During the reporting period MIS continued its operations and now it has database of 2330 mobile SMS receivers which included all value chain actors including farmers of green SMS Alert from SDP ICT house, dehydration units, animal-sheds and orchards. The database also includes traders of fruits and vegetables, retailers, agri-input suppliers, FEGs networks and LSOs representatives. During reporting period generated business revenue by providing SMS services to four agribusiness enterprises and three non- agribusiness enterprises in the project area.

H. Participation in National Exhibition Fairs

During the reporting period SDP facilitated two FEG/WPG members to participate in Nomand Market Place at Islamabad. In this event the dried and value added products like apricot, walnut, cherry, nuts, jam and fruit leather were displayed in improved packaging for promotion and developing market linkages. The participating farmers made good sales and also developed important and crucial market linkages with different market actors for supply of their products.

M. Training in Dairy Product Development

During the reporting quarter the project organized training for dairy farmers and entrepreneurs on dairy product development. This training was focused on value addition and product development of milk. Four women and seven men farmers and entrepreneurs participated in the said training. Services of a national expert with rich experience in dairy product development was hired to deliver this training. The training encompassed both in house lectures and practical demonstrations. The Participants preparing Sohan Halwa trainer demonstrated making of products like Sohan Halwa (a traditional sweet), yogurt and milk cream. The aspect of good hygienic practices and food safety were also stressed in the training program. The participants were also given orientation on improved packaging for fetching good market price.

Table - 3: Target vs. Achievement Component III

Targets and Achievements for Cumulative Project 2016-17 Achieveme Targets Budget Person PMP Indicators Activity # Activities Unit LoP Q4 Cumulative Remarks nts Year-1- for Yr-5 USD Q4 Responsible target Achieve Achieveme 4 Target ment nt VC Specialist / Post-Harvest Handling Fruit 4.3.2.b Training 14 12 2 5,102 - 3 Training Processing Officer VC Specialist / Provision of improved Fruit 4.3.2.2.a Plant 133 73 60 51,120 - 60 dehydration units HH level Processing Officer [# of effective fruit and vegetable VC Specialist / drying technologies established and Establishment of fruit Fruit 4.3.2.2.b Center 2 0 2 20,408 - 1 fully functional is increasing by dehydration center Processing EOP] Officer VC Specialist / Training in drying Fruit 4.3.2.2.c Session 3 2 1 2,551 - 1 Technology and processing Processing Officer VC Specialist / Training in food safety and Fruit 4.3.2.2.d Training 1 0 1 2,551 - 1 Hygiene Processing Officer

[# of certified small-scale fruit, VC Specialist / vegetable, and dairy processing Establishment of fruit Fruit 4.3.2.3.c Center 2 1 1 19,388 - 1 units established and fully processing center Processing functional is increasing by EOP] Officer

VC Facilitation in the Specialist/Dair 4.3.2.4.a establishment of fresh Center 2 1 1 7,143 - 0 y Value Chain [‘x’ % increase in production of at milk collection centers Developer least five (5) key horticulture & VC dairy products by EOP] Training on dairy product Specialist/Dair 4.3.2.4.d Training 2 1 1 3,571 - 1 1 development y Value Chain Developer [‘x’ % increase in sales of at least Agriculture five (5) higher value branded Participation in National Marketing 4.3.3.b Persons 32 24 8 5,712 - 2 8 products to domestic and Exhibition, fairs etc. Specialist/VC international markets by EOP], [‘x’ Specialist

Targets and Achievements for Cumulative Project 2016-17 Achieveme Targets Budget Person PMP Indicators Activity # Activities Unit LoP Q4 Cumulative Remarks nts Year-1- for Yr-5 USD Q4 Responsible target Achieve Achieveme 4 Target ment nt % increase in value added (per kg Agriculture or per liter) for at least five (5) Business accelerator Marketing 4.3.3. c Training 5 0 5 6,870 1 1 5 selected value chain commodities training program Specialist/VC in domestic and international Specialist markets by EOP], [% of growers Agriculture Market access (traders) selling at least four (4) Marketing 4.3.3.d Program(MAP)for target Persons 8 0 8 5,304 - 8 key horticulture products down Specialist/VC VCs country or to exporters by EOP], Specialist [Value of exports of targeted Agriculture Achieved in commodities as a result of USG Product promotional Marketing 4.3.3.e VCs 4 0 4 20,408 1 4 previous assistance (4.5.2-36-mod)] activity Specialist/VC quarter Specialist Agriculture Support to establish Marketing 4.3.3.1.c market information Service 1 0 1 15,306 - 1 Specialist/VC system Specialist Agriculture Facilitation in Weekly Marketing 4.3.3.3 a establishment of weekly 14 9 5 2,040 - 5 Bazaar Specialist/VC bazaar Specialist Agriculture Assist in the establishment Marketing 4.3.3.3.c Enterprise 1 0 1 17,347 - 1 1 of lead enterprise Specialist/VC Specialist Agriculture Scope changed. Establishment of market Marketing Kisan Karobari 4.3.3.3.d infrastructure for weekly Structure 25 0 25 25,500 - 1 Specialist/VC Markaz bazar Specialist Established

3.4 Component-IV: Create an Enabling Environment for the Agricultural Sector to Grow

Component IV specifically focuses on policy level issues, identify strategic bottlenecks and incorporate programming solutions to create a viable, favorable and enabling environment for agriculture sector to grow. Though the activities of first three components directly contribute to this component, however, this component has been separated to assert more emphasis on removing hindrances impeding agricultural growth of Skardu and the region in general and SDP command area in specific. AKF/SDP team made following progress on component IV:

A. Improvement in Water Utilization System and Rules i. The First formal meeting of the task force for Satpara Water Board.

SDP team organized the first formal meeting of the task force for Satpara Water Board in Skardu. The meeting was chaired by Mr. Haji Akbar Taban Senior Minister GB Chairman Task force. All the notified members of the proposed task force and two members of traditional Jheel Committee participated in this meeting. In the first session of the meeting Mr. Melad ul Karim, Chief of Party (CoP) SDP briefly introduced the background of the Senior Minister with member GBLA Halqa 2 Skardu and DC formation of task force, its objectives and Skardu Terms of Reference (ToRs). He shared that work done under SDP has added new stakeholders, created a need for new management skills and necessitated the creation of a specialized governing institution. Thus this task force has been assigned a critical role to review the SDP proposed plan for creation of a self- sustainable institution to ensure the efficient utilization of water of Satpara First formal meeting of Task Force Satpara Water Board dam for irrigation, drinking and power generation.

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During the meeting Project Director (PD) Water and Power Development Authority (WAPDA) delivered a presentation on the Satpara Dam Project, its objective, achievements to date and future plan of WAPDA.

The Senior Minister GB instructed the representatives of Public Works Department (PWD) and WAPDA to submit a proposal for repairing LBC and RBC and he assured that the GB government will provide necessary funds to operate these channels. He also spoke that the role of WAPDA will always be important because of dam, its management and security. Senior Minister appreciated the presence of all the members of the task force for their active participation in the meeting. ii. The 2nd Task Force Meeting for Satpara Water Board held at Islamabad.

SDP Team organized the second meeting of Task Force for Satpara Water Board in Islamabad. The meeting was again chaired by the Chairman Task Force for Satpara Water Board/Senior Minister GB Haji Akbar Taban. All the notified members of the Task Force participated in the meeting where they were briefed on recommended technical, organizational and financial business plan for the Satpara Water board by Professor Dr. Muhammad Jamal Khan, Professor Doctor Muhammad Zulfiqar and Doctor Jawad Ali of University of Agriculture Peshawar. The chairman AKF-P, CoP SDP and other SDP team members also participated in the meeting.

Director Rural Development AKF-P welcomed Sr. Minister, members of Gilgit- Baltistan Legislative Assembly (GBLA), Deputy Commissioner (DC) Skardu, departmental representatives, members of Jheel Committee and other participants of Prof. Zulfiqar from University of Agriculture Peshawar briefing the meeting participants on proposed Satpara Water Board the meeting. During opening session he briefed the participants on SDP achievements and the process adopted for the formulation of Proposed Water Governance Board. He also acknowledged role of SDP CoP Mr. Melad for his outstanding leadership in the planning and implementation of activities and achieving desirable impacts. The Consultants from Agricultural University Peshawar briefed the participants about the Water Rights Studies conducted in the command area of SDP and additional water source development in the 11 catchments of Skardu valley. Dr. Jamal Khan shared the salient findings of the study along with the recommendations to be adopted by the stakeholders, including the government of the GB.

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It was shared and discussed that available water in the Satpara dam is not sufficient to meet the water requirements for 15,500 acres of land. It would be possible only if Shatung Nalla, originating from Deosai plains, is diverted in the dam. Other option could be to develop additional water sources in the 11 catchments of Skardu which would certainly help people deprived of water rights to get water for irrigation purpose.

It was also discussed that both the Left and Right Bank Canals constructed through the financial support of USAID by WAPDA are not operational and need massive rehabilitation at various points/sites, nd otherwise both canals would be unable to 2 Meeting of Task Force at AKF Islamabad carry even 20% of irrigation water. The participants were apprised by Irshad Khan that the matter of canal deterioration has been shared with GB Officials including Chief Minister and USAID through various meetings and sharing site. However, till date no sustainable allocation is made for operation and maintenance of canals.

It was discussed that the primary water rights’ areas of the Satpara Lake are mostly limited to Municipality Areas and some parts of other union councils, where availability of agricultural lands is very limited due to urbanization and massive infrastructure developments such as residential houses, public service buildings, markets and roads. The DC Skardu emphasized and requested for exact Water requirement calculations for the primary water right holders from these areas, so that it can be used as negotiation tool with stakeholders.

Director RD AKF-P also highlighted the issue of water losses due to the absence of over-head tanks at household level. It has been agreed by all participants that the water provision for drinking purpose is very high and that needs to be rationalized.

The Sr. Minister Water and Power GB Haji Akbar Taban thanked both AKF-P and AKRSP for great work undertaken in Skardu, he also thanked the USAID and the American people for a land mark support for the development of Baltistan especially Satpara Command Area. He also reiterated the GB Government’s stance that successful activities of the SDP will be replicated to other part of GB with the assistance of USAID and other donors. With the changes in Task Force members and TORs, the name has been suggested as “Satpara and Skardu Areas Water Board”. Moreover, Secretary GB suggested to acquire the services of Pakistan Institute for Parliamentary Services (PIPS) for drafting and formulating Satpara Water Board Bill. As a result, AKF (P) obtained the quote from PIPS and approved the proposed award of sole-source consultancy internally from CEO. Currently the case for

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approving the consultancy has been submitted to USAID for AO approval which is still awaited. At the same time the procurement process to acquire services of consultants for development of Business Model for Satpara Water Board is underway.

SDP team met with PD WAPDA in Skardu to discuss arrangements of upcoming meeting of Task Force for Satpara Water Board. iii. Organized Exposure Visit for the Task Force for the Satpara Water Board at Faisal Abad, SDP organized an exposure visit for the members of the Task Force. The members visited Area Water Board in Faisalabad and studied their organizational structure, irrigation infrastructure, water distribution system and sustainability plan. During the visit they were briefed on structure and functions of the Punjab Irrigation Department at Faisal Abad.

Members of Task Force during exposure visit-Area Water Board Faisalabad B. Enhance Effectiveness of Agriculture Extension Services

a. Facilitate Legislation for Horticulture Policy

i. Follow Up Meeting with Deputy Director Agriculture Baltistan Region

A meeting was held at the agriculture office Skardu with the Deputy Director, Agriculture Department Skardu regarding assistance to develop agriculture and livestock policy for GB. The DD Agriculture appreciated the efforts of SDP team regarding development of agriculture and livestock policy and assured his support in legislating policy which will be instrumental in creating an enabling environment for agriculture all over the GB. CoP and other SDP members participated in a workshop for the agriculture extension workers organized by the Agriculture Department in Skardu and shared the best agri practices of SDP during the implementation of the project. All the agriculture extension workers of Skardu were oriented on importance of Agriculture and Livestock policy for GB.

Furthermore, The CoP along with other team members met with Secretary Agriculture and Livestock GB in Gilgit to discuss the progress on formulation and legislation of GB Agriculture and Livestock policy. They also met with the Director Agriculture for Research GB and discussed developments on policy matters. SDP Team also met with Deputy Commissioner Skardu and discussed matters related to water governance and GB

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Agriculture and Livestock Policy. In a recent development, AKF (P) has advertised for acquiring the services of consultants to update the said policy and the procurement process is underway.

b. Facilitate in Crop Inspection System for Certification with FSC&RD

During the reporting quarter Mr. Jan Mohammad the provincial focal person of Federal Seed Certification and Research Department (FSC&RD visited six SDP supported mother nurseries and tagged 150 plants. He also gave instructions to the team for further tagging of 800-1000 plants. This visit was a planned calendar visit in the light of previous visits.

C. Media Outputs i. Broad Cast a Radio Talk-Show via FM-99 Skardu.

SDP broadcasted a radio talk show from FM- 99 Skardu. Main objective of the show was to disseminate information regarding soil testing for enhancing the production capacity and also encourage the farmers to use progressive approaches towards farming.

The program panelists included Agriculture

Assistant from agriculture department Radio Talk Show on Soil Testing –FM99 GB Skardu Skardu and a horticulturist from SDP. Both shared information and their experiences regarding advantages of soil testing.

The horticulturist of SDP emphasized on need for creating more awareness on the life- supporting functions of the soil and interpretation of soil test results. He further elaborated the importance of soil fertility, its management and nutrient deficiency management methods. He further explained the objective of the soil-testing program is to give farmers a service leading to better and more economic use of fertilizers and better soil management practices for increasing agricultural production.

The Agriculture Assistant of agriculture department Skardu explained soil-plant-animal relationship as well as the importance of soil testing and procedure of soil sample collection for nutrient analysis. Furthermore, he shared that efficient use of fertilizers is a major factor in any program designed to bring about an economic increase in agricultural production. During the program ten live calls were entertained and the panelists answered the

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questions of callers. The positive response of the public particularly their interest in the program also indicates the high acceptability of the USAID-funded SDP project.

ii. Print Media Coverage Local Print media of GB highlighted the meetings of task force to constitute Satpara Water Board and the GB’s Agriculture and Livestock Policy. The newspapers which highlighted SDP activities included Baidar. Daily K2, Daily-Salam, Pamir Times and Daily Bad-e-Shamaal.

iii. Video Documentary AKF-P awarded the contract of documentary shoot to Mercury Transformations (Pvt) Limited Islamabad. After series of visits and meeting with beneficiaries, project staffs and other stakeholder they have completed the video documentary with the title of “The Reservoir of Progress” and it has been circulated to the wider audiences.

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Table - 4: Target vs. Achievement Component IV

Targets and Achievements for 2016- Cumulat 17 Project ive Targe Person Activity Budget PMP Indicators Activities Unit LoP Achieve ts for Responsibl Remarks # USD Q4 target ments Yr-5 Q4 Cumulative e Achieve Year-1-4 Target Achievement ment Team Leader Infrastructu Support LSOs/Networks to 5 [# of enabling environment working re/VC 5.3.3.a form WUAs and handle LSO 4 (Continu 4 40,816 - 0 groups functioning] Specialist/S Social/Water issues e) r. Social Mobilizer/C oP

[# of standards of good agricultural practices for production of fruits and vegetables developed and implemented], [Certification Facilitate in crop inspection CoP/VC Activity procedures for a range of fruit and 5.3.2.c system for certification with Event 4 1 3 3,060 1 1 3 Specialist Completed vegetable crops developed at FSC&RD Karakorum International University in conjunction with FSC&RD, PARC, KARINA, DOA GB)]

[# of enterprise networks Agriculture established], [# of products Marketing introduced under one label], Establish Farmers' Resource BFCS will be taken LSO/FEG Specialist/V [Number of micro and small 5.3.3.d Forum under LSO/ FEG 1 0 1 71,429 0 on board for this network C enterprises linked to larger-scale Networks activity Specialist/C firms as a result of USG assistance to oP the value chain]

Support to Govt. on water 5.3.1.b board and drafting bill and Events 4 0 4 12,244 1 1 4 CoP its institutionalization

Facilitate consultation and 5.3.2.b legislation for horticulture Events 4 0 4 12,244 1 1 4 CoP policy and bill for GB- HDEB

[03 Hold dialogues with Government/GBLA to policies/regulations/administrative 5.3.4.a Dialogues 3 1 2 12,244 3 CoP procedures at a given stage of remove legal issues in agric. development as a result of USG & marketing assistance (4.5.1-24 )], [Legal instruments for improving the water Manager management system are drafted or Administrat in place], [Number of USG-assisted ion/Resour organizations that participate in ce Activity 5.3.4.b Thematic Conferences Conference 18 15 3 3,060 3 legislative proceedings and/or Person(iv) Completed engage in advocacy at all levels], /Social [Rules on use of water and improved Mobilizatio water delivery systems established], n Team [Role of private sector included in Manager A serebian water management system] Administrat program recording 5.3.4.c Media Outputs (radio talks.) Shows 16 5 11 4,488 2 1 10 ion/Resour for BBC Urdu ce Service is Person(iv) underway

Manager Documenta 5.3.4.d Video Documentary 6 3 3 13,470 1 Administrat ry/Visit ion

4. ADDRESSING GENDER EQUITY

A. Gender Sensitization Workshops

Gender monitor conducted a gender sensitization workshop for community. The gender sensitization workshop was organized for the members of FEGs, WPGs, LSOs and WUAs. This workshop focused on concepts of gender, gender analysis, status of women, gender policy and gender & Islam. A total of 22 community members, five women and 17 men, attended this workshop.

Along with the planned activities, being one of the major cross cutting themes, gender focal person remained active and vigilant for gender scanning of SDP interventions. This consistent effort has resulted in gender mainstreaming of almost all VC grants.

B. Gender Analysis of SDP Interventions

Capacity Building of FEG Members / Training on Dairy Product Development

A three days training of 11 dairy farmers including four women farmers on Dairy Product Development has been completed in Islamabad. The purpose of this activity and specifically involving women was to train local women so that they can support their peer women on their own.

Training on Orchard Management

VC team conducted two events of training in orchard management for women farmers in which a total of 56 women were trained in orchard management. Earlier this activity focused men, however later on it was felt that the women members of orchard owner households also play a vital part in orchard management.

Training in Greenhouse Management

In this training a total of 27 men and three women farmers participated. SDP used in- house expertise and value chain staff conducted the training. The training covered the areas including sowing calendar, type of crops, seed and its importance, pest and disease management and production methods.

Training in Dairy Product Development

This training was focused on value addition and product development of milk. Four women and seven men farmers and entrepreneurs participated in the said training. Services of a national expert with rich experience in dairy product development were hired to deliver this training.

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Business Acceleration Training

Business acceleration training was conducted for the members of BFCS. Twenty two agri- entrepreneurs including four women entrepreneurs participated in this training program. Focus of the subject training was on positioning business in the market by adopting different strategies and business opportunities through cooperative society.

Exposure Visits

SDP organized an exposure visit for members of the Task Force. The members visited Area Water Board in Faisalabad and studied their organizational structure, irrigation infrastructure, water distribution system and sustainability plan. A women member for the BFCS was part of this visit representing women farmers of the command area.

5. CHALLENGES / PROBLEMS ENCOUNTERED DURING THE REPORTING PERIOD

Some of the challenges faced by SDP during the reporting period are as under:

i. Procurement of materials for demo land development sites was WUAs’ responsibility. SDP did provide technical support but lack of experience and knowledge about new technology caused considerable delays in completing the process. Also, selected vendors were reluctant to supply the equipment until full payment was made and then, they took quite longer to deliver because all the equipment was not readily available. ii. Low production of fruits due to heavy rains during last flowering season appeared as a challenge for the farmers of the project area in meeting the growing demand for quality fruits and dry fruit products with the label Beautiful Baltistan. iii. Project needs to put more efforts to overcome the policy and reforms related issues with Government whereas time and resource availability is insufficient considering magnitude of work required. iv. Implementing the proposed scheme of warabandi remained a challenge for which the project is actively pursuing policy reforms which requires time. v. All irrigation infrastructures have been completed by the project however water distribution mechanism is still undefined and RBC and LBC are still not functional after six years. 6. PROJECT MANAGEMENT AND M&E

A. Staff Recruitment/HR

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This was the last quarter so all SDP staffs were served with notices for contract closing. However, after the award of the No Cost Extension (NCE), project has retained required human resource for the period of the NCE period. In this regard AKRSP issued new contracts to the retained staffs for a period of six to nine months. The detail of staffs that concluded their contract period and left AKRSP is as under:

 Admin Officer, HR Assistant from admin section and four drivers left the project.  Two Assistant Business Mobilizers from VC section didn’t continue with the project.  The contract of an Assistant Environmentalist, two M&E Assistants and Gender Monitor could not be extended.  Under component-I Design Engineer, CAD Operator, two Field Engineers, GIS Officer, Lab Technician were among those whose role in the extension period was not required so they were released from their roles with SDP.  Value Chain Specialist left the project and the process of hiring against this vacant post has been finalized and the recommendation for selected candidate has been submitted to USAID for approval being a key position.

B. Monitoring and Evaluation Activities

I. Regular Monitoring and Reporting

Monitoring and Evaluation Section collected monitoring data regularly and reported on that in bi-weekly and quarterly reports. The section updated its internal MIS as per progress during the quarter and facilitated grants sections to update their records accordingly. In addition to updating its internal systems and reporting the project is quarterly updating its progress on outcome indicators in USAID’s online data accumulation system PakInfo.

II. Project Experience Sharing Workshop

SDP organized an experience sharing workshop in Islamabad. This experience sharing and progress review workshop was a planned/budgeted activity to review the progress made by SDP during 2016-17, fifth project year. Since the project was going to be concluded in March 2017 so an experience sharing session was the focus of the activity to share the experiences and learnings by project A Group Photo of SDP Staff after Project Experience Sharing staff during the whole project duration. Workshop held in Islamabad It was an effort to document the best practices, success stories and lessons learned during the project life. All SDP staffs travelled from Skardu to participate in this meeting held in

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Islamabad. All SDP staff both from AKF-P and AKRSP participated in the event. The staff contribution towards the project was recognized by distributing acknowledgement shields among them.

C. Environmental Compliance

The Environment Team worked closely with all the sections to ensure optimum compliance on all the activities. The Environment Team conducted numerous field trips to green houses, dehydration units, animal sheds, additional water sources sites and demo sites. These visits focused on ensuring compliance of EMMP at all levels.

On field training and awareness sessions were also part of the visits. All stakeholders including communities have been engaged in a discourse about environmental sustainability in post SDP scenario. The environment team designed and delivered series of trainings to ensure holistic and environment friendly approach towards maintenance of SDP funded irrigation infrastructure.

Health and Safety standards were ensured as per Environmental Monitoring and Mitigation Plant (EMMP) during all four construction phases. The environment team in close coordination with the engineering team ensured that the contractors follow suit on the EMMP and comply with it fully.

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Table 5. Target Vs Achieved: Project Planning and M&E Activities

Acti Cumula Remarks Q4 Ref. vity Q4 tive Budget Activities Unit Total Achieve code Cod Target Achieve USD ment e ment 6 Gender 6.2 Facilitate mother and children during training and workshops Lump sum 1 1 3,061

6.3 Gender awareness workshop for staff Workshop 2 2 1,020 Gender sensitization workshops for community 6.7 Workshop 4 4 1,224 institutions/LSOs Conferenc 6.8 Conference on International Day of Rural Women 1 1 1,020 e 7 Environment

Experience sharing with GBEPA regarding Environmental 7.7 Meeting 1 1 1,020 Monitoring and Management in SDP Capacity building of LSOs/WUAs/staffs regarding 7.8 Training 2 2 2,040 environmental compliance 7.9 Seminar on Earth Day Seminar 1 1 816 7.1 Training to VC awardees on Safe use of pesticides Training 1 1 204 Could not be Training of Drip irrigation Practices and mitigation measures conducted due 7.11 Training 1 204 to awardees and implementers to low number of participants Comments from GBEPA 7.12 Environmental Assessment of Additional Water Resources Study 1 15,306 are being incorporated 8 Monitoring and Evaluation 8.12 Quarterly Planning and Progress Review Workshop Workshop 1 1 2000 8.13 Biannual Planning and Progress Review Workshop Workshop 1 1 12,688 8.15 Case studies/Success Stories/Small Scale Studies Report 2 16,326 Draft received 8.16 Capacity Building of M&E staffs in Survey Designs Training 1 1 5102 8.19 Project Experience Sharing Workshop Workshop 1 1 1 1 30,612

7. LESSONS LEARNED:

Some of the key lessons learned by the project that might be fruitful for future planning and strategizing its course of action are as under: i. Capacity building opportunities for the project staff are useful in bringing new ideas in implementation approach and practice innovation. ii. Investing in high-value horticulture can generate employment opportunities for youth which can ultimately lead to increased income and sustainable livelihoods. iii. Dehydration Unit is a low cost investment but the profitability and impact is much higher. iv. Practicing farmers are more progressive, receptive and willing to adopt new technology and practice the acquired knowledge. v. Linking FEGs/WPGs with financial institutions through project platforms pave way for self-initiated cooperation and can contribute towards a rich culture of agribusiness on sustainable basis.

Annex I: Combined Indicator Targets Vs Achievements

Combined Indicators and Targets

Targets and Achievement Person Q4 Responsible Remarks Project Cumulative S. LoP Achievements Targets for Achievemen No. Indicators Unit target Year-1-4 Yr.-5 Target ts Increase in number, size, and length of newly constructed or Team Leader 1 KM 204 128 76 0 0 improved irrigation Infrastructure infrastructures in kilometers Increase in number of WUAs Sr. Social 2 registered, trained and fully WUA 137 110 40 0 0 Mobilizer functioning Increase in number and length of Chaks One channel closed water delivery systems, adopted (Tertiary Sr. Social 3 137 94 56 0 0 at 41% due to by, managed by & maintained by Channels Mobilizer community issues WUAs )

Private sector services for support Team Leader to operation and maintenance of Already Continuou Infrastructure 4 irrigation infrastructure are in LSO 4 4 0 Achieved s activity /Sr. Social place, funded through fees from Mobilizer the water rights trading system

Same will be applied Already achieved as Decrease in losses of irrigation for newly project estimated water due to faulty or poorly Field built brought down losses designed irrigation structures and Irrigation 40% Already channels Team Leader as 30% as compare to 5 30% Losses 0 inefficient use by farmers through Efficienc Losses Achieved as those Infrastructure target 40% however increasing the Field Irrigation y Ratio are using project will make Efficiency Ratio (FIER) same some field technolog measurements y

Combined Indicators and Targets

Targets and Achievement Person Q4 Responsible Remarks Project Cumulative S. LoP Achievements Targets for Achievemen No. Indicators Unit target Year-1-4 Yr.-5 Target ts # of commercial fruit and nut VC orchards established by pooling 6 Orchard 53 48 5 0 4 Specialist/Hor adjacent farmland through FEGs ticulturalist increases year on year to EOP

# households and groups adopting tunnel greenhouses for Greenho 7 334 304 30 0 0 VC Specialist off-season vegetable production is use increasing yearly to EOP

# of FEGs (men and women) formed and functioning to Agriculture VC section will work Already 8 enhance productivity of FEG 40 40 Marketing on strengthening of Achieved horticulture and dairy products by Specialist formed FEGs EOP Final Report of % increase in number of Agriculture Outcome Study entrepreneurs and business Outcome Marketing awaited so the 9 3 1 2 groups reporting improved levels Study Specialist/M& indicator will be of market independence E Specialist covered in Annual Progress Report % increase in private sector Agriculture organizations reporting Outcome Marketing Currently working on 10 3 1 2 improvement in public sector Study Specialist/M& policy reforms policies and services E Specialist # of cold storage facilities for freshly picked fruits, vegetables 11 and/or dairy products established Facility 5 1 4 VC Specialist and fully functional is increasing by EOP

Combined Indicators and Targets

Targets and Achievement Person Q4 Responsible Remarks Project Cumulative S. LoP Achievements Targets for Achievemen No. Indicators Unit target Year-1-4 Yr.-5 Target ts Final Report of Outcome Study # and outreach of subject matter Agriculture awaited so the extension services increased Outcome Marketing 12 3 1 2 indicator will be (Agriculture and Livestock Study Specialist/M& departments) E Specialist covered in Annual Progress Report

AI, Soil Testing, # public private partnerships (PPP) Continuou CoP/VC Capacity Building in linked to improved extension Partners s work on Specialist/Tea Agriculture, Capacity 13 5 4 1 services increasing over project hip policy m Leader Building in Livestock, duration making Infrastructure (Policy Making planned for Year 5) # of effective fruit and vegetable Fruit drying technologies established Dehydrat 14 103 73 60 Processing and fully functional is increasing ion Unit Officer by EOP # of certified small-scale fruit, Fruit vegetable, and dairy processing Processin 15 2 1 1 1 Processing Project Certified units established and fully g Unit Officer functional is increasing by EOP Final Report of Agriculture Outcome Study ‘x’ % increase in production of at Outcome Marketing awaited so the 16 least five (5) key horticulture & 3 1 2 Study Specialist/M& indicator will be dairy products by EOP E Specialist covered in Annual Progress Report

Combined Indicators and Targets

Targets and Achievement Person Q4 Responsible Remarks Project Cumulative S. LoP Achievements Targets for Achievemen No. Indicators Unit target Year-1-4 Yr.-5 Target ts Final Report of ‘x’ % increase in sales of at least Agriculture Outcome Study five (5) higher value branded Outcome Marketing awaited so the 17 3 1 2 products to domestic and Study Specialist/M& indicator will be international markets by EOP E Specialist covered in Annual Progress Report Final Report of ‘x’ % increase in value added (per Outcome Study kg or per liter) for at least five (5) Marketing Outcome awaited so the 18 selected value chain commodities 3 1 2 Specialist/M& Study indicator will be in domestic and international E Specialist covered in Annual markets by EOP Progress Report Final Report of % of growers (traders) selling at Agriculture Outcome Study least four (4) key horticulture Outcome Marketing awaited so the 19 3 1 2 products down country or to Study Specialist/M& indicator will be exporters by EOP E Specialist covered in Annual Progress Report 04 LSOs are already working towards creating an enabling environment whereas LSO/Wor # of enabling environment Continuou CoP/ Sr. Social two working groups 20 king 5 4 2 0 working groups functioning s activity Mobilizer one on water board Group and the other one for horticulture authority are expected to be notified by quarter II

Combined Indicators and Targets

Targets and Achievement Person Q4 Responsible Remarks Project Cumulative S. LoP Achievements Targets for Achievemen No. Indicators Unit target Year-1-4 Yr.-5 Target ts Scope # of standards of good agricultural of practices for production of fruits Activit 21 No. and vegetables developed and y implemented Chang ed A range of innovative models of VC feed type and feeding techniques Feed Specialist/Dair EOP Study/Outcome 22 2 1 1 for dairy cattle is introduced by Type y Value Chain studies EOP Developer # of hectares of new fodder VC varieties introduced on farmland Already 23 Acres 75 75 Specialist/Hor and community land increasing Achieved ticulturalist yearly to EOP VC % of farming households that Scope of Specialist/Dair 24 have received improved breeding Activity y Value Chain stock increasing yearly to EOP Changed Developer Certification procedures for a Scope range of fruit and vegetable crops of VC developed at Karakorum Certificat Activit 25 Specialist/Hor International University in ion y ticulturalist conjunction with FSC&RD, PARC, Chang KARINA, DOA GB) ed Task force for establishment of Legal instruments for improving Policy Continuou Satpara 26 the water management system Docume 1 0 1 0 CoP s activity Water Board are drafted or in place nt Established and pursuing closely on

Combined Indicators and Targets

Targets and Achievement Person Q4 Responsible Remarks Project Cumulative S. LoP Achievements Targets for Achievemen No. Indicators Unit target Year-1-4 Yr.-5 Target ts GB Agri-Livestock Policy

Rules on use of water and WUA Continuou Team Leader Linked to policy 27 improved water delivery systems Guidelin 1 0 1 0 s activity Infrastructure regulations established es Private Role of private sector included in Already Team Leader 28 Contract 4 4 0 water management system Achieved Infrastructure ors

Annex II: Work plan for 2017 (Quarter I’s Planned Activities)

Cumulative Activi Project LoP Targets Budget Q-1 Person PMP Indicators Activities Unit Achievements Year-1- ty # target for NCE USD Targets Responsible 5 Component-1 ( Efficient Use of On-farm Water) [Number of hectares Team with irrigation and Leader drainage services Development and Infrastructu 2.3.1. 300,00 (4.5.1-28) and with construction of additional Meter 6,313 5,740 250 250 re / 2.e 0 improved technologies water sources Manager or management Infrastructu practices as a result of re USG assistance (4.5.2- Team 2)], [Increase in 2.3.1. Kanal / Units of Leader Land leveling and terracing 100 0 50 90,000 25 number, size, and 12 sub grants Infrastructu length of newly re constructed or improved irrigation infrastructures in kilometers], [Decrease Team in losses of irrigation Leader water due to faulty or Infrastructu 2.3.2. Formation of Farmer poorly designed FOs 23 16 7 2,300 7 re / 2 c Organizations irrigation structures Manager and inefficient use by Infrastructu farmers through re increasing the Field Irrigation Efficiency Ratio (FIER)] [Increase in number of Team 2.3.2. Leader WUAs registered, WUA Managers' Conferences Conference 6 6 2 6000 1 trained and fully 2 a Infrastructu functioning], [Increase re in number and length Team 2.3.2. Leader of water delivery WUA Trainings Training 19 20 6 3,060 3 systems, adopted by, 2 b Infrastructu managed by & re maintained by WUAs], Team 2.3.2. Exposure visits for members [Private sector services Visit 5 6 2 10,000 1 Leader 2 c of WUAs to best practices for support to Infrastructu

Cumulative Activi Project LoP Targets Budget Q-1 Person PMP Indicators Activities Unit Achievements Year-1- ty # target for NCE USD Targets Responsible 5 operation and re maintenance of irrigation infrastructure are in Team place, funded through 2.3.2. Leader Workshop on Warabandi Workshop 2 2 2 9,600 1 fees from the water 2 d Infrastructu rights trading system] re Team 2.3.2. Exposure visits for members Leader Visit 5 6 2 10,000 1 2 c of WUAs to best practices Infrastructu re Team 2.3.2. Leader Workshop on Warabandi Workshop 2 2 2 9,600 1 2 d Infrastructu re Component II: Enhancing Productivity of High-value Horticulture and Dairy Products [# of FEGs (men and women) formed and VC functioning to Training of the members of Specialist / enhance productivity 3.3.3 the FEGs/WPG and Extension Training 32 32 6 3,060 3 Agriculture of horticulture and workers Marketing dairy products by Specialist EOP], [% increase in number of VC entrepreneurs and Specialist / business groups 3.3.3 Grants to FEGs for Grants 8 8 3 18,000 2 Agriculture reporting improved b production level activities Marketing levels of market Specialist independence], [% increase in private sector organizations VC reporting Specialist / 3.3.4. Provision of packaging improvement in public VCs 8 8 1 3,903 1 Agriculture 3.d material for FEGs sector policies and Marketing services], [Number of Specialist micro, small and medium enterprises

Cumulative Activi Project LoP Targets Budget Q-1 Person PMP Indicators Activities Unit Achievements Year-1- ty # target for NCE USD Targets Responsible 5 (MSMEs), including farmers, receiving business development services from USG assisted sources (4.5.2-37)] [# of cold storage facilities for freshly VC picked fruits, Specialist / vegetables and/or 3.3.4. Establishment of Bio Climatic Cellar 4 4 2 12,244 1 Fruit dairy products 4.b Cellar (storage) Processing established and fully Officer functional is increasing by EOP] [# and outreach of subject matter extension services increased (Agriculture and Livestock departments)], [# 3.3.14 VC Grantees Technical follow up Person 5 5 6 6,000 2 public private a Specialist partnerships (PPP) linked to improved extension services increasing over project duration] [# of commercial fruit and nut orchards established by pooling adjacent farmland through FEGs VC increases year on year 3.3.4. Establishment of commercial Specialist / Orchard 53 53 5 25,510 5 to EOP], [% of farming 2.a orchard Horticultura households adopting list improved varieties of fruit and nut trees and using improved natural/organic

Cumulative Activi Project LoP Targets Budget Q-1 Person PMP Indicators Activities Unit Achievements Year-1- ty # target for NCE USD Targets Responsible 5 vegetable farming practices (GAP) is increasing yearly to EOP] [# improved seed producers is increasing (mainly through locally-based women’s groups) yearly to EOP], [‘x’ % of farming households adopting improved varieties of vegetables and improved natural/organic vegetable farming practices (GAP) is increasing yearly to ‘x’ Establishment of vegetable % year on year], [ 3.3.5. VC production farms (3 kanal/ Farm 37 37 5 12,755 3 Increase in production 2.a Specialist farm) of farm-fresh vegetables sold in the local markets continues to EOP (disaggregated by quantity, variety and time period of sale)], [Ratio of net income of farming households from sale of higher value branded vegetables against non-branded increases by EOP] 3.3.5. Establishment of Green VC [# households and Greenhouse 334 334 19 95,000 10 groups adopting 3.a house Specialist tunnel greenhouses 3.3.5. Training on Management of VC Training 13 13 2 2,800 2 for off-season 3.b Greenhouse Specialist

Cumulative Activi Project LoP Targets Budget Q-1 Person PMP Indicators Activities Unit Achievements Year-1- ty # target for NCE USD Targets Responsible 5 vegetable production is increasing yearly to EOP], [% of farming households that have received improved breeding stock increasing yearly to EOP], [# of hectares of new fodder varieties introduced on farmland and VC community land Specialist/D increasing yearly to 3.3.6. Improvement of existing Grants 115 115 12 18,000 6 airy Value EOP], [A range of 1.c animal Shed Chain innovative models of Developer feed type and feeding techniques for dairy cattle is introduced by EOP], [# and outreach of subject matter extension services increased (Agriculture and Livestock departments)] Component III: Enhancing Processing and Marketing Capacity of the Area VC Specialist / 4.3.2. Post-Harvest Handling [# of effective fruit Training 14 14 2 4,800 1 Fruit b Training and vegetable drying Processing technologies Officer established and fully VC functional is increasing Specialist / 4.3.2. Provision of improved by EOP] Plant 133 133 10 8,520 5 Fruit 2.a dehydration units HH level Processing Officer

Cumulative Activi Project LoP Targets Budget Q-1 Person PMP Indicators Activities Unit Achievements Year-1- ty # target for NCE USD Targets Responsible 5 x’ % increase in VC production of at least Specialist/D 4.3.2. Training on dairy product five (5) key Training 2 2 1 3,571 1 airy Value 4.d development horticulture & dairy Chain products by EOP] Developer Agriculture 4.3.3. Participation in National Marketing Persons 32 32 2 1,428 2 b Exhibition, fairs etc. Specialist/V C Specialist [‘x’ % increase in sales Agriculture 4.3.3. Business accelerator training Marketing of at least five (5) Training 5 5 1 1,374 1 higher value branded c program Specialist/V products to domestic C Specialist and international Agriculture markets by EOP], [‘x’ 4.3.3. Market access Marketing Persons 8 8 3 1,989 2 % increase in value d Program(MAP)for target VCs Specialist/V added (per kg or per C Specialist liter) for at least five Agriculture (5) selected value 4.3.3. Training in business Marketing Training 1 7,000 chain commodities in e development Specialist/V domestic and C Specialist international markets Agriculture by EOP], [% of growers 4.3.3. Training of women groups in Marketing Training/Visit 2 6,800 1 (traders) selling at f marketing skills Specialist/V least four (4) key C Specialist horticulture products Agriculture down country or to 4.3.3. Linkages with national Marketing Visit 1 3,061 exporters by EOP], g market Specialist/V [Value of exports of C Specialist targeted commodities Agriculture as a result of USG 4.3.3. Facilitation in establishment Marketing Weekly Bazaar 14 14 6 2,448 - assistance (4.5.2-36- 3 a of weekly bazaar Specialist/V mod)] C Specialist Agriculture 4.3.3. Marketing Market exposure visits Visit 3 3,060 1 3 b Specialist/V C Specialist

Cumulative Activi Project LoP Targets Budget Q-1 Person PMP Indicators Activities Unit Achievements Year-1- ty # target for NCE USD Targets Responsible 5

Component IV: Create an Enabling Environment for the Agriculture Sector to Grow [# of enterprise networks established], [# of products Agriculture introduced under one Marketing label], [Number of Establish Farmers' Resource 5.3.3. LSO/FEG Specialist/V micro and small Forum under LSO/ FEG 1 0 1 19,898 - d network C enterprises linked to Networks Specialist/C larger-scale firms as a oP result of USG assistance to the value chain] [03 Meetings with community / 5.3.1. policies/regulations/a Govt. on issues / formulate Events 4 0 4 10,920 2 CoP b dministrative reforms procedures at a given Facilitate developing CoP and 5.3.2. stage of development Agriculture and Livestock Events 0 5 14,000 2 Program b as a result of USG policy for GB Director assistance (4.5.1-24 )], 5.3.4. Produce papers and reports [Legal instruments for Events 3 1 1 3,061 1 CoP a on policy issues improving the water management system VC 5.3.4. Specialist/M are drafted or in Thematic Conferences Events 18 18 3 3,000 2 place], [Number of b anager USG-assisted Admin Manager organizations that 5.3.4. Media Outputs (radio talks.) Events 16 5 3 1,224 1 Administrati participate in c legislative proceedings on and/or engage in Agriculture/horticulture/wat advocacy at all levels], er governance policy/public Studies 2 40,000 [Rules on use of water private partnership and improved water delivery systems Programme established], [Role of Officer Video / Audio documentary Documentary 1 3,000 private sector included AKF(P) / in water management Manager

Cumulative Activi Project LoP Targets Budget Q-1 Person PMP Indicators Activities Unit Achievements Year-1- ty # target for NCE USD Targets Responsible 5 system] Admin

CoP and Project closure workshop / Workshop 1 21,000 Program close out ceremony Director