Resilience and Economic Growth in the Sahel - Accelerated Growth (REGIS-AG)

QUARTERLY REPORT Quarter 2, Fiscal Year 2019:

January – March 2019

This annex to joint work plans, submitted for review by the United States Agency for International Development, was prepared by

CNFA under USAID Contract No. AID-625-C-14-00001, Resilience and Economic Growth in the Sahel – Accelerated Growth Project. 1 Resilience and Economic Growth in the Sahel – Accelerated Growth (REGIS-AG) Contract No. #AID-625-C-14-00001 Resilience and Economic Growth in the Sahel – Accelerated Growth Project

Project Q2FY19 Report

(1 January 2019 – 31 March 2019)

REGIS-AG:

USAID Contract

No. AID-625-C-14-00001

Implemented by CNFA

Submitted to:

Patrick Smith

COR USAID/Senegal

16 May 2019

DISCLAIMER

The authors’ views expressed in this publication do not necessarily reflect the views of the U.S. Agency for International Development or the United States Government. TABLE OF CONTENTS ACRONYMS ...... v EXECUTIVE SUMMARY ...... vii PART 1 - PROGRAM DESCRIPTION ...... 1 1.1. REGIS-AG and the RISE initiative ...... 1 1.2. REGIS-AG Goal, Objectives, Expected Results and Intervention Areas ...... 1 1.3. Theory of change ...... 2 1.4. Implementation Partners ...... 2 PART 2 – OVERVIEW OF THE PROJECT INTERVENTION STRATEGY ...... 4 2.1. Justification: Producers’ low level of market access ...... 4 2.2. The project strategy in brief: a value chain approach based on two pillars ...... 5 PART 3 – ACTIVITIES PLANNED FOR FY19 ...... 8 3.1. Component 1 – Identify opportunities through value chain and end-market analysis ...... 8 3.2. Component 2 - Strengthening vertical and horizontal linkages in selected value chains...... 9 3.2.1. Cowpea Value Chain ...... 9 3.2.2. Poultry value chain ...... 19 3.2.3. Small ruminant value chain ...... 31 3.3. Component 3 - Strengthening input supply and other services and improving smallholders and agro- processors’ access to interconnected markets ...... 41 3.3.1. Cowpea inputs and agricultural services ...... 41 3.3.2. Animal Health Services ...... 48 3.4. Component 4 – Increasing access to finance, innovation, and private sector investment ...... 51 3.4.1. Functional literacy capacity building activities ...... 51 3.4.1. Functional literacy capacity building activities ...... 51 3.4.1. Access to Finance Facilitation Activities ...... 57 3.5. Component 5 – Improving the enabling environment for local and regional private investment ...... 67 3.5.1. Improving the policy environment for private sector investment ...... 67 3.5.2. Mainstreaming gender and governance in REGIS-AG value chain development ...... 73 3.5.2.1. Gender specific activities ...... 74 3.5.2.2. Strengthen governance in value chain development ...... 74 3.5.3. Strengthen resilience/disaster risk reduction (DRR) capacity of communities ...... 76 PART 4 - PROJECT MANAGEMENT ...... 78 4.1. Project staff count ...... 78

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4.1.1. A stable staff count throughout FY18 with minimal turnover ...... 78 4.1.2. Staff mobility ...... 79 4.2. Administration of offices ...... 80 4.3. Management activities ...... 81 4.4. Project Reporting and Public Communication ...... 81 4.5. Major meetings ...... 82 4.6. Major visits ...... 83 4.7. Security ...... 83 PART 5 - PROJECT PERFORMANCE - Level of Achievement in FY18 Expected Outcomes and Performance Indicators ...... 84 5.1. Overview of REGIS-AG MEL System ...... 84 5.2. Activities carried out during FY18 ...... 84 5.3. Status of achievement of performance indicators at the end of FY18 ...... 86

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ACRONYMS

A2N Association Nodde Nooto ADI Association des Distributeurs d’Intrants Agricoles du Niger AE Auxiliaire d’élevage AGED Association pour la Gestion de l’Environnement et le Développement AGIR Alliance Global pour la Résilience - Sahel Afrique de l’Ouest AGRODIA Association des Grossistes et Détaillants d’Intrants Agricoles du Burkina Faso AREN Association pour la Redynamisation de l'Elevage au Niger BDS Business Development Services CBO Community-Based Organizations CNFA Cultivating New Frontiers in Agriculture CERRA Centre Régional de Recherche Agronomique CILSS Permanent Interstate Committee for Drought Control in the Sahel (Comité Permanent Inter-États de Lutte contre la Sécheresse dans le Sahel) COFENBAVI Confédération des Fédérations Nationales de la Filière Bétail/Viande des pays de l’Afrique de l’Ouest COP Chief of Party COR Contracting Officer’s Representative CRS Catholic Relief Services DCA USAID Development Credit Authority DFAP USAID Development Food Assistance Program EMMP Environmental Mitigation & Management Plan FBO Farmers’ Based Organization Fcfa Franc de la Communauté Financiére d’Afrique GIE Groupement d’Intérêt Economique IEE Initial Environmental Examination INERA Institut de l'Environnement et de Recherches Agricoles du Burkina Faso INRAN Institut National de Recherche Agricole du Niger IR Intermediate Result JPC Joint Planning Cell LAHIA Livelihoods, Agriculture and Health Interventions in Action DFAP (Save the Children) M&E Monitoring and Evaluation MEL Monitoring, Evaluation and Learning MFI Micro-Finance Institution MOU Memorandum of Understanding MSME Micro, Small and Medium Enterprise NGO Non-Governmental/Non-Profit Organization ONV-BF Ordre national des Vétérinaires du Burkina Faso ONVN Ordre National des Vétérinaires du Niger OP Organisations Paysannes/Producer groups PASADEM Projet d’Appui à la Sécurité Alimentaire et au Développement dans la région de Maradi (World Bank)

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PASEL Programme d’Appui au Secteur de l’Elevage PERSUAP Pesticide Evaluation Report & Safe Use Action Plan PICS Purdue Improved Cowpea Storage PMP Performance Monitoring Plan PPAAO/WAAPP-Niger Programme de Productivité Agricole en Afrique de l’Ouest PRODEX Projet de Développement des Exportations des Produits Agro-Sylvo- Pastoraux au Niger (World Bank) PROFIL Projet des Filières Agricoles RCO Regional Contracting Officer REGIS-AG Resilience and Economic Growth in the Sahel – Accelerated Growth REGIS-ER Resilience and Economic Growth in the Sahel - Enhanced Resilience RISE USAID Resilience in the Sahel Enhanced ROI Return On Investment SAP Système d’Alerte Précoce SAREL Sahel Resilience Learning SAWKI Mercy Corps DFAP SIMA System of Agricultural Marketing Information SNV Netherlands Development Organization SVPP Service Vétérinaires Privés de Proximité UEMOA West Africa Economic and Monetary Union (Union Economique et Monétaire West Africaine) USAID United States Agency for International Development USD US Dollar USG US Government VC Value Chain VCA Value Chain Approach VCS Value Chain Study ViM Victoire sur la Malnutrition (Projet) VSF-B Vétérinaires Sans Frontières-Belgique VVV Vaccinateur Villageois de Volaille

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EXECUTIVE SUMMARY

The Resilience and Economic Growth in the Sahel – Accelerated Growth (REGIS-AG) project aims to increase the resilience of vulnerable populations in the Sahel region by increasing the incomes of vulnerable households and communities in agro-pastoralist and marginal agricultural zones of Niger and Burkina Faso. The project is achieving this goal through five components that aim to upgrade the competitiveness and inclusiveness of pro-poor value chains (cowpea, small ruminant and poultry).

Component 1 focuses on carrying out detailed analyses in the target value chains to identify opportunities for upgrading product quality and improving stakeholders’ operations. No such study was carried out during this quarter.

Under Component 2 (Strengthening vertical and horizontal linkages), the following activities were completed across the three target value chains during Q2FY19:

In the cowpea value chain, five activities were carried out:

(i) Five business cluster evaluation in workshops were held in Niger and Burkina Faso to ascertain the level of implementation of commercial transactions between POs and buyers (traders and processors) and identify challenges to be addressed in order to shore up the changes of achieving the expected results.

In Niger, 3 workshops were held to evaluate 8 cowpea business clusters with 232 participants: 173 PO members, 20 processors, 12 traders/collectors, 5 agro dealers, 6 representatives of regional bodies 9 representatives from the state technical services, and 9 members of the REGIS-ER team attended. The evaluation revealed encouraging developments, notably the fact that activities and commitments contained in the support plans are being implemented as cowpea POs have established commercial links with buyers in the clusters and commercial transactions are indeed taking place. The main challenge in the Niger clusters is the noncompliance to agreements made with some producers selling some of their animals to buyers outside the cluster; this highlights to the need for improved communication between buyers and sellers, and a need for improved monitoring and coaching by the project.

In Burkina Faso, the project organized 2 workshops to evaluate 7 cowpea business clusters with 56 participants: 46 PO members, 1 processor, 8 traders/collectors, and 1 agro dealer. Details on encouraging developments and challenges will be available in the Q3FY19 report.

(ii) Facilitating quality certifications for. The project made contact with partner institutions, particularly INRAN and the Agency for Standards Verification and Compliance (AVCN) in March, to better understand the process for certifying processed cowpea products in Niger. The cost for certification of a single product is approximately 3,500,000 FCFA ($6,481), not taking into account any of the required bacteriological analyses or the establishment of standards, the project plans to facilitate the certification of one product for each of 10 targeted processors. Products include dan waké flour, baby food, garin yara, kossay flour, béroua, and niériz.

(iii) REGIS-AG facilitated the organization of the warrantage activity in Niger and Burkina Faso.

(iv) In Niger in Q2FY19, 3 POs stocked 27.93 tons of agricultural products: 1 PO stocked 21.8 tons in Maradi, and 2 POs stocked 6.13 tons in Zinder. By the end of the FY19 warrantage activity (Q1FY19 and Q2FY19), 4 POs put 36.93 metric tons of agricultural products into warrantage: 9 vii

tons by 1 PO in Tillabéri, 21.8 tons by 1 PO in Maradi, and 6.13 tons by 2 POs in Zinder. These low levels of participation are due to insufficient liquidity on the part of MFIs. As such, many beneficiaries decided to sell their stocks instead of putting them into warrantage.

In Burkina Faso, 152 POs stocked 420.282 tons of agricultural products during the FY19 warrantage activity (Q1FY19 and Q2FY19). Of this total amount, 208.21 tons was stocked by 110 POs in Q1, and 212.072 tons was stocked by 42 POs in Q2. This relative success of the warrantage activity in Burkina Faso (compared to that of Niger) is explained by the liquidity of Burkina Faso MFIs and strong mobilization efforts.

(v) The project supported 16 female processors attending the Exhibition of Agriculture, Hydraulics, Livestock and Environment (SAHEL) fair in Niger, REGIS-AG supported the participation of 16 processors (all women) from 8 cowpea processing groups in SAHEL from February 19 – 24, 2019. Approximately 3 tons of processed cowpea products were sold for a gross revenue of 1,710,740 FCFA ($3,168).

(vi) The project trained 121 warrantage warehouse managers (27 men, 94 women) in Burkina Faso promote good storage practices including techniques of conservation and management of agricultural products placed into warehouses.

In the poultry value chain, 3 activities were carried out:

(i) REGIS-AG conducted 3 poultry cluster assessment workshops in Burkina Faso. The workshops gather a total of 114 participants (93 PO members from 23 POs, 5 processors, 16 traders). Encouraging developments included that poultry POs have also established commercial links with the processing and marketing with an increase in the sales volume within the clusters and significant improvement in selling prices and gross profit at all level. Poultry PO production has increased, and they are delivering more poultry to traders and collectors. Challenges included the low coverage of areas by animal health services, and low implementation of good governance practices.

(ii) A total of 170 actors of poultry marketing associations were trained in five sessions in biosecurity and hygiene standards in Niger. The training focused on the principles and risks of biosecurity, and the socio-economic impact of not respecting biosecurity measures at each stage in the value chain.

(iii) REGIS-AG also initiated the pilot youth entrepreneurship guinea fowl activities in Niger and Burkina Faso. A total of 48 beneficiaries (8 incubation unit beneficiaries, 30 beneficiaries conducting guinea fowl production in the rainy season only, and 10 beneficiaries producing guinea-fowl year- round) have already been selected. In Niger, REGIS-AG signed a Memorandum of Understanding (MOU) with BENALYA a private firm from Niger engaged in the dissemination of appropriate solar energy technologies for the development of poultry and agro pastoral production, as well as in the social integration of young boys and girls, to collaborate on the implementation of pilot guinea fowl production activities. BENALYA has committed to (i) identify, acquire and install suitable incubators (including their solar power system) by covering half the cost of this solar energy technology, (ii) provide technical support to beneficiaries through coaching sessions, and (iii) to use its social capital to help the project link these businesses to financial institutions to obtain loans. REGIS-AG and BENALYA conducted a field mission in all 3 regions in Niger to the 48 beneficiaries selected to verify the compliance and give feedback on infrastructure built by beneficiaries (poultry housing, resting areas, buildings to hold incubators/hatchers/brooders), and take dimensions of the rest areas to determine the correct size for the micro-climate systems. The project, in collaboration viii

with INRAN and the University of Tillabéri, trained 18 guinea fowl activity participants on production and management. The distribution of the birds and equipment is planned for Q3FY19.

In Burkina Faso, 24 beneficiaries were selected for guinea fowl activities: 20 guinea fowl kit beneficiaries for egg production in the rainy season and 4 promoters of incubation units. Training of the beneficiaries and distribution of the birds and equipment is also planned for Q3FY19.

In the small ruminant value chain, four activities were carried out: i) REGIS-AG conducted small ruminant cluster evaluation workshops as well in Burkina Faso. Four (04) business cluster evaluation workshops were held in Burkina Faso with 154 cluster members and 4 representatives of the Regional Chambers of Agriculture (CRA). Encouraging developments included that POs are regularly exchange information on the market, PO governance has improved, and group vaccinations have been organized. Challenges included the noncompliance to agreements made with producers selling some of their animals to buyers outside the cluster. A similar evaluation workshop was done in Niger in Q1FY19.

ii) REGIS-AG also trained of members of POs on commercial fattening techniques. The training focused on the choice of animal, feeding, animal health, pricing, etc. A total of 474 trainers who are members of POs were trained to replicate the training in their POs.

In Niger, 135 participants from 27 POs participated in commercial fattening training in January. The replica trainings were launched in March and will continue in Q3FY19.

In Burkina Faso, the training of trainers was also held in March for 339 participants from 69 POs. Trainers from 12 of the 69 POs began replicating the training reaching 256 PO members in March; trainings will continue in Q3FY19.

In both countries, the project team will also monitor a random sample of training sessions led by trainers for quality control and coaching in Q3FY19,.

iii) The project coached 6 Nigerien traders who were planning to attend the FIARA fair in Dakar (scheduled for April 11 – May 2) at own cost. These actors expect to transport approximately 500 animals to the fair in 3 trucks. The project coaching consisted in the following: giving information to traders on these processes and points of contact for vaccinations and the obtaining of the animal health certificate, obtaining of certificate of origin at the Chamber of Commerce; facilitating exchange between the actors and the FIARA Executive Secretary in Dakar to obtain an invitation letter for the participation in the fair, and to seek a reduction on the price of the enclosure; facilitating the passage of the trucks through Mali by contacting Malian deputy and who also serves as the President of the National Federation of the Interprofessional Groups of the Meat and Livestock Sector in Mali; sensitizing actors on road harassment; and providing advice on livestock pricing by category.

iv) In Burkina Faso, given the deteriorating security context, REGIS-AG started planning the Tabaski fair through meetings with the regional authorities (the Secretary General of the Central-North region, and the Secretary General of the Regional Chamber of Agriculture).

Under Component 3 (Strengthen Input Supply and Other Supporting Services and Improve Smallholder and Agro-Pastoralist Access to Interconnected Markets), the following activities were completed across the three target value chains during Q2FY19:

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To facilitate access to cowpea inputs and agricultural services, REGIS-AG:

(i) Trained 49 input distributors in Niger (39 men, 10 women) on the technical knowledge of inputs. The list of pesticides authorized by PERSUAP was made available to distributors who can read and write. Demonstrations of the personal protection equipment required during the preparation and application of the phytosanitary spray were also conducted. Water or diesel was used for the demonstrations. A monitoring mission will be conducted in Q3FY19 to evaluate the achievements of this training.

In Burkina Faso, the project team took steps to facilitate the licensing of distributor for the marketing of pesticides and fertilizers through meetings with Directorate of Plant Protection and Conditioning (DPVC), the Fertilizer Service, and the national association of input distributors (AGRODIA). In Q3FY19, REGIS-AG will assist AGRODIA in organizing a workshop on this topic, which will bring together input distributors, state technical services in charge of input regulation issues, and the AGRODIA Executive Board.

(ii) Provided support to AGRODIA in its effort to strengthen its provincial sections. This included coordination meetings with AGRODIA leadership in January, support to provincial sections in February, and supporting the organization’s General Assembly meeting in March.

(iii) Facilitated the validation by stakeholders of national action plans for the seed sub-sector development in Niger (March 27 – 28). During the workshop, participants reviewed the principal recommendations from the forum held in 2018, discussed and made recommendations for the action plan, and established implementation modalities and timelines for proposed activities. The Ministry of Agriculture and Livestock and the DGA will take the lead in mobilizing the remaining resources and implementing the action plan. REGIS-AG has already identify two activities to support before the project ends:

a. Facilitating a study tour in a country to learn about their experience in (i) developing public- private partnerships (PPP) in seed inspection and the production of foundation seed, and (b) designing and implementing a pro-market voucher system for input subsidy administration. b. Facilitating the finalization and validation by stakeholders of remaining legal instruments.

In Burkina Faso, a contract for the development of the seed and fertilizer action plan was signed with the selected consultants. The consultants also held a meeting with 9 representatives of the Directorate General of Plant Production (DGPV) to present and discuss the data collection methodology and timeline under the supervision of REGIS-AG. The draft action plan will be validated by stakeholders in early Q3FY19.

To facilitate access to animal health services, REGIS-AG: (i) Trained for the 33 AEs of the Torodi SVPP and continued refresher training for 140 AEs of the Dakoro, Guidan Roumdji and Filingué SVPPs (which began in Q1FY19).

(ii) Launched the procurement process for acquiring equipment for AEs in both countries. The distribution of the materials is expected in Q3FY19.

(iii) Facilitated 3 exchange workshops between public and private to strengthen the collaboration between the RASPs with the actors in the public sector in February and March. These exchanges focused on:

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a. explaining the strategy of RASP and the strategy of the vaccination campaign in particular; b. obtaining the opinion of public officials on the proposed strategy; c. making adjustments for greater efficiency and synergy of collaboration; and d. defining the role and content of the health mandate of the RASPs.

Under Component 4 (increasing access to finance, innovation, and private sector investment), the following activities were completed during Q2FY19:

In terms of functional literacy capacity building, REGIS-AG:

(i) Facilitated the selection of 3 centers to pilot the self-managed center model: the Lossa Kado center in Tillabéri, the Nakikarfi center in Maradi, and the Gada center in Zinder. A participative diagnostic was conducted with the prospective centers in collaboration with the Regional Literacy Directorates and the Departmental Literacy Directorates. Centers were selected on the basis of (a) commitment to mobilize the resources necessary for the operation of the center during the literacy campaign with at least 30 learners (covering the payment charges of the literacy facilitator, providing equipment and materials, and engaging the government technical services to conduct learner assessments), and (b) commitment to perpetuate the gains by continuing to run the center and taking charge of literacy activities until all the members of their POs have benefited. In Burkina Faso, the selection of centers to pilot the self-managed center model will roll out in the same manner as in Niger. To harmonize the selection approach between Burkina Faso and Niger, the Component 4 Lead traveled to Burkina Faso to meet with the Functional Literacy Coordinators in March. Selection of sites is expected in Q3FY19.

(ii) Opened 30 literacy centers (second year of learning) in Niger and 10 literacy centers in Burkina Faso.

In Niger, the project held refresher training for 30 literacy facilitators and 150 CGAA members at 30 centers which were opened in FY18 (20 in Maradi, 5 in Maradi and 5 in Zinder). Classes began in March at 30 centers.

In Burkina Faso, 10 animators and 3 supervisors were trained in 10 literacy centers in the Sahel region (all centers are in their second year of learning). The 10 centers began opening in February with all centers open by the end of Q2FY19; these centers have 206 registered learners.

(iii) Facilitated meetings to validate the results of the FY18 literacy campaign in Niger and gather recommendations to promote high-quality monitoring for the FY19 literacy campaign.

To facilitate access to finance, REGIS-AG: (i) Facilitated and monitored credit needs expressed by actors in business clusters. In Niger, at the end of February, provisional commitments from financial institutions amounted to 240,731,000 FCFA ($444,708) for 82 POs. This represents 75% of the needs expressed by the 172 POs at the end of Q1FY19. By the end of March 2019, no loans could be placed for these actors. In Burkina Faso, a team made up of project staff and agents of the Sebba Caisse populaire organized a mission to better analyze credit requests and gather additional information on actors in the small ruminant value chain. The final credit files were submitted and were still being analyzed at the end of the quarter.

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(ii) Implemented the warrantage activity In Niger during Q2, 3 POs received credit totaling 4,517,000 FCFA ($8,365): 1 PO obtained 3,318,000 FCFA ($6,144) Maradi, and 2 POs obtained credit totaling 1,199,000 FCFA ($2,220) in Zinder. For the FY19 warrantage activity overall, 4 POs received 7,017,000 FCFA ($12,994) in warrantage credit: 1 PO in Tillabéri for 2,500,000 CFA ($4,630), 1 PO in Maradi for 3,318,000 FCFA ($6,144), and 2 POs in Zinder for 1,199,000 FCFA ($2,220). The major constraint in Niger is the lack of financial liquidity on the part of financial institutions. The institutions validated loan applications and were willing to make loans, but they could not actually disburse any funds. In Burkina Faso, in Q2FY19, 100 POs obtained 41,500,000 FCFA ($76,852) in warrantage credit. The total amount of warrantage credit placed for the FY19 warrantage activity was 77,084,000 FCFA ($142,748) for 152 POs: 82 POs in Central-North received 51,043,000 FCFA ($94,524), 12 POs in East received 15,713,800 FCFA ($29,100), and 58 POs in Sahel received 10,327,200 FCFA ($19,124). This relative success of the warrantage activity in Burkina Faso (compared to that of Niger) is explained by the liquidity of Burkina Faso MFIs and strong mobilization efforts. (iii) Provided technical assistance to MFIs to support their requests for refinancing by supporting the refinancing request of 500,000 FCFA ($925,926) made by Nigerien MFI KOKARI to OIKOCREDIT. Project staff accompanied KOKARI representatives on a trip to Abidjan, Côte d'Ivoire in March to hold a working session at the OIKOCREDIT headquarters in West Africa. Recommendations were made to improve the quality of the request and a schedule was developed for the continuation of the process. OIKOCREDIT is planning a due diligence visit to Niamey from April 8 -12. REGIS-AG is also supporting the Nigerien MFI MUTUNCI Mutual MAYAYI in Niger in its refinancing request of 32,500,000 FCFA ($60,185) to BAGRI. The MFI is unable to access refinancing funds. REGIS-AG met with the Regulatory Agency for the Microfinance Sector in Niamey to engage the body in this issue. (iv) Evaluated 205 proposals (89 in Niger and 116 in Burkina Faso) from service providers under the 3S Fund for 89 lots (60 in Niger and 29 in Burkina Faso). Business services providers have been selected for 62 lots (39 in Niger and 23 in Burkina Faso). The next step is for the CNFA home office to approve to the field team selection results. Thereafter, the project will sign contracts with these service providers, hold the training sessions in Q3FY19, and launch the support effort for project beneficiaries that have support plans.

Under Component 5 (Improve the Enabling Environment for Local and Regional Private Investment), the following activities were completed across the three target value chains during Quarter 2 FY19:

(i) The project held a series of meetings to review the functionality of the 25 livestock market management committees it has been supporting in Niger and Burkina Faso.

In Niger, 209 participants including committee members, communal livestock managers and representatives of the relevant municipalities were involved. All GIEs have made efforts to formalize but with varying degrees of success.

In Burkina Faso, meetings were held to review the functionality of 10 livestock market management committees with 146 participants including committee members, ministry officials, and representatives of the relevant municipalities.

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(ii) In Burkina Faso, the team monitored personal action plans from empowerment training conducted in FY18. In Central-North, all 56 beneficiaries (100%) at the meeting had begun to implement their personal action plans. In Kaya, for the 4 beneficiaries at the meeting implementation of activities listed in their action plans exceeded 50%. A local video production unit called Radio Notre Dame de Kaya in Central-North (founded by the SPRING project) is creating a video to show the behavior change that can been seen in these participants.

(iii) In Niger, the project monitored the implementation of 16 GIEs’ action plans drafted in FY18; the level of implementation ranged from 50% to 83%. Several meetings were organized with the National Network of Regional Chambers of Agriculture (RECA) in Niamey to examine the extent to which they can continue monitoring implementation of these governance action plans after the end of the project. Discussion will be finalized in Q3FY19

(iv) In Niger the project also organized 3 training workshops to strengthen the capacities of ReCom and GIE members in governance and support them to develop roadmaps. A total of 321 participants were trained, coming from 114 POs and 16 GIEs. A total of 130 roadmaps were developed: 43 in Maradi, 43 in Tillabéri and 44 in Zinder.

(v) REGIS-AG facilitated access to market information and climate information in communities. In Burkina Faso, the project trained 114 ReComs on the importance of climate information and the market to facilitate better decision-making and how to use agro-meteorological data to assess options for adapting to climate change. To disseminate climate and market information at scale, REGIS-AG relies on community radio, SCAP / RU as well as ReComs who will be disseminators of this information within communities using project-provided smartphones loaded with simple applications in local language.

During the reporting period, project performance monitoring activities focused on (i) building an online database, (ii) updating the monitoring and evaluation database by making data collection sheets for output indicators available to technical staff implementing project activities, entering date collected into the database after verification, and analyzing them, (iii) monitoring field activities, data quality, and physical filing systems, and (iv) updating the performance indicator monitoring table

In terms of project staffing, during the reporting period, the project experienced three resignations for personal reasons. These resignations had limited negative impact on activity implementation because their duties were reassigned to other staff. The most significant of the resignations is that of the Program Manager in Niger on February 28. CNFA quickly identified a suitable replacement and submitted his candidacy to USAID for approval. In addition to the resignations, three new positions were created, and one CRS staff replaced by another staff.

The security situation in the ZOI was a major concern during Q2FY19. However, only regional fairs in the Sahel and some monitoring activities in insecure areas have been canceled. In a number of cases, the project had to either postpone the activity or move it to the region’s capital where security is much better. The project team and CNFA home office and the project continuously monitored the security situation.

Other key management activities carried out during the quarter included: (i) Weekly project planning/review meetings were held with staff in Burkina Faso and Niamey;

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(ii) Skype-based meetings were held at least once a month with CNFA backstopping team in Washington DC. (In addition to routine day-to-day multiple email exchanges on issues related to REGIS-AG);

(iii) One (01) face-to-face meeting held between the COP, the DCOP and Project Manager, once in Burkina Faso and twice in Niger, to develop a common understanding of various strategic orientations and discuss activity implementation.

(iv) Multiple Project Manager’s meetings were held with staff in field offices in Niger and multiple DCOP meetings with staff in field offices in Burkina Faso during which they discussed how activities were being implemented and challenges encountered, as well as strategic orientation to integrate in the interventions.

(v) Project reporting with a focus on the production of multiple handouts to support USAID visits of project activities as well on the production of three monthly reports were submitted to and approved by USAID.

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PART 1 - PROGRAM DESCRIPTION

1.1. REGIS-AG and the RISE initiative REGIS-AG, conceived as a cornerstone project under USAID’s Resilience in the Sahel Enhanced (RISE) initiative, aims to increase the resilience1 of vulnerable populations through upgrading the competitiveness and inclusiveness of three value chains (cowpea, poultry and small ruminants). On February 3, 2014, during the high-level launch of the United Nations’ Sahel Humanitarian Response Plan in Rome, USAID announced the RISE Initiative, which initially committed more than $130 million over the first two years of a five-year effort to build resilience to the recurrent crisis in the Sahel. RISE, based on joint analysis and planning, brings together humanitarian and development assistance to address the root causes of persistent vulnerability. Through RISE, USAID made a strong commitment to promote long-term food security and improved nutrition by increasing agricultural production and increasing incomes from that production.

The RISE strategy guides the implementation of four programs: SAREL, a Sahel learning agenda; REGIS-ER, a multi-sector resilience program; REGIS-AG, a focused value chain program; and the DFAPs, development food assistance programs. REGIS-AG will directly contribute to the USAID Sahel Joint Planning Cell (JPC) Strategy Results Framework, specifically to Objective 1: Increased and Sustainable Economic Wellbeing, IR 2: Intensified production and marketing for livestock and high potential crops, and Sub IR 2.2: High potential value chains strengthened.

1.2. REGIS-AG Goal, Objectives, Expected Results and Intervention Areas On January 28, 2015, USAID signed a $34.4 million contract with Washington-based Non-Governmental Organization (NGO) Cultivating New Frontiers in Agriculture (CNFA) for the implementation of a new project: Resilience and Economic Growth in the Sahel – Accelerated Growth (REGIS-AG). REGIS-AG is a five-year project focusing on strengthening the competitiveness and inclusiveness of the cowpea, small ruminant, and poultry value chains in agro-pastoralist and marginal agricultural zones of Niger and Burkina Faso to increase the incomes of vulnerable households, thereby enhancing the resilience of families and communities to shocks such as drought, conflict, and economic crises.

The target outcome of REGIS-AG is to increase income from sheep, goats, poultry and cowpeas by 50% among target households, which will, in turn, contribute to reducing the depth of poverty by 20%. REGIS- AG will reach 270,000 direct beneficiaries.

Program implementation is managed through five integrated components: • Component 1: Identifying opportunities through value chain and end-market analysis • Component 2: Strengthening vertical and horizontal value chain linkages and relationships in selected value chains • Component 3: Strengthening input supply and other supporting services and improving smallholder and agro-pastoralist access to these interconnected markets • Component 4: Increasing access to finance, innovation and private sector investment • Component 5: Improving the enabling environment for local and regional private sector investment

1 USAID defines resilience as: the ability of people, households, communities, countries, and systems to mitigate, adapt to, and recover from shocks and stresses in a manner that reduces chronic vulnerability and facilitates inclusive growth (USAID, 2012).

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1.3. Theory of change The underlying theory behind the project is that the resilience of people, households, communities and systems in agro-pastoralist and marginal agriculture zones in Burkina Faso and Niger will be significantly enhanced by increasing sustainable economic well-being (defines by household income, food access, livelihood assets and adaptive capacity), strengthening institutions and governance, and improving health and nutrition. Those who are chronically vulnerable will adapt and become resilient and those who have adapted and become resilient will become further economically secure and strive.

Increased sustainable economic well-being will be achieved by scaling-up, deepening and expanding upon resilient adaptations and innovations already underway. Facilitating the scaling-up, deepening and expansion of these adaptations and innovations will also create an avenue for inclusive economic growth that will further increase sustainable economic well-being and further enhance resilience.

Stronger institutions and governance will provide a critical source of stability that both constitutes and creates resilience. It will also provide an enabling environment needed to facilitate inclusive economic growth, and increased and sustainable economic being.

Initiating and sustaining this positive dynamic of change requires (a) working with and investing in entire communities (from the most vulnerable to those who are striving), (b) bolstering the resilience of the social, economic and natural resource systems in which they operate, and (c) using an integrated and comprehensive approach to gender that recognizes women as innovative and dynamic change agents, addresses gender disparities inequalities, and leverages (economic, political, and socio-cultural) attributes, constraints and opportunities associated with being male or female.

1.4. Implementation Partners REGIS-AG is implemented by a CNFA-led consortium of international and local NGOs. From Fy15 to FY18, the international NGOs were CRS, SNV and VSF. At the end of FY18, SNV was dropped from the consortium. The local NGOs were and still are A2N and AGED in Burkina Faso, and Karkara and AREN in Niger. REGIS-AG implements innovative “pull” strategies linking smallholder groups to markets.

From FY15 to FY18, REGIS-AG worked in in close collaboration and synergy with the Enhanced Resilience Cooperative Agreement REGIS-ER, the learning agenda procurement Sahel Resilience Learning (SAREL) project implemented by the Mitchell Group, Food for Peace (FFP) Development Food Aid Programs (DFAP)2, and non-USAID funded projects3 in Burkina Faso and Niger. REGIS-ER, DFAP and the non-USAID funded projects focused on production-level “push” strategies, in order to move vulnerable households from subsistence-level farming to commercial farming and increased food security. To achieve its objectives, REGIS-AG worked as expected in tandem with these projects. REGIS-ER and other partners (in and

This included (a) Livelihoods, Agriculture and Health Interventions in Action (LAHIA) implemented by a consortium led by Save the Children International; Sawki implemented by a Mercy Corps-led consortium; and Program for Support to Household Food Security (PASAM-TAI) implemented by a CRS-led consortium in Niger, and (b) Programme Faso implemented by a CRS-led consortium, and Victoire sur la Malnutrition (ViM) Project implemented by an ACDI/VOCA- led consortium in Burkina Faso. 3 These are: IFAD-funded Projet d’Appui aux Filières Agricoles (PROFIL) by the governments in Burkina Faso, World Bank-funded Projet Régional d’Appui au Pastoralisme au Sahel (PRAPS) implemented by the government in Burkina Faso and Niger, and World Food Program projects.

2 outside the RISE consortium) focused on the supply side, supporting the production at the farm levels while REGIS-AG helps link their farmers to markets. In other words, by design, REGIS-AG worked with their beneficiaries to link them to markets.

By the end of FY18, all the DFAPs had come to an end and a new generation of FFP projects called DFSA was awarded and started in early October 2019. The project has not yet developed a collaborative framework with these new projects, but plans to hold coordination/planning meetings with the DFSA partners in Q2FY19. In addition, REGIS-ER intervention strategy changed to focus on ensuring the sustainability of its core activities by transferring their implementation to communes and coaching these communes to strengthen their ability in carrying out activities they have limited experience implementing. No collaborative activity was organized with REGIS-ER during Q1FY19 and Q2FY19. A meeting the project held with REGIS-ER in Q1FY19 to discuss areas of collaboration revealed that the two projects can only collaborate indirectly through communes.

3

PART 2 – OVERVIEW OF THE PROJECT INTERVENTION STRATEGY

2.1. Justification: Producers’ low level of market access REGIS-AG interventions focus on fostering inclusive economic development and competitiveness in the cowpea, poultry and small ruminant value chains in Burkina Faso and Niger. Through market-oriented, pro- poor interventions, REGIS-AG has the goal to reach 50,000 households and have the following impacts: (a) increasing household incomes by 50%, and (b) reducing poverty of vulnerable households by 20%, thereby strengthening household resilience to shocks. There are two sides to what these objectives imply. On the demand side, this implies changing the development trajectory of small marginalized producers by identifying opportunities within the value chain and demand in the markets (VC/End Market studies) and acting on what is required (work plan implementation) to shift these producers away from selling to collectors/intermediaries in thin local markets only, in favor of selling their products to more profitable markets within their country and abroad on fairer terms, which will lift them out of poverty. On the supply side, REGIS-AG sister project REGIS-ER and other partners (in and outside the RISE consortium) supported the production at the village and farm levels until the end of FY18. Consequently, REGIS-AG could not achieve its objectives without close and coordinated efforts with these projects; only together can these projects succeed in developing inclusive market systems that are resilient and beneficial to all.

To foster the inclusive economic development and competitiveness in the target value chains achieve this transformation, REGIS-AG interventions are focused on bringing about the kinds of systemic-level changes that would facilitate market linkages and product and process upgrading or allow them to take place at scale. Such interventions address systemic issues which were identified in the value chain and end market analyses carried out at the beginning of the project in FY15. The analysis concluded that marginalized producers (especially women) are consistently constrained from entering the targeted value chains or fully participating in their development, and links between the different segments in the various target value chains are weak. In particular, producers have limited access to markets and basic services which limits opportunities the farming populations in rural areas have to effectively participate in economic activities.

Households raising small ruminants usually sell to individual consumers through village collectors4, or to a lesser extent make direct sales in local markets. Until 2016, at least 95% of Niger's small ruminant exports were destined for Nigeria. However, most of the trade is not recorded; there are also exports to Burkina Faso and beyond. Since then, as a result of the devaluation of the Nigerian currency (naira), this trend has been reversed. The project team also noted that for cowpea, small farmers who are targeted by REGIS- AG (and therefore by REGIS-ER and DFAPs) have low bargaining power due to their limited production and the poor quality of their products. The marketing of cowpea is done informally and generally to the detriment of producers and processors. Yet, there is an important international market; but this market has requirements in terms of norms and standards that are still unfamiliar to exporters and local producers.

4 They are local buyers who walk through villages and rural markets to buy from producers directly or indirectly. In the case of direct collection, the collector acts for himself. He has his own capital, buys and resells to wholesalers; this is the main mode of collection, particularly for small ruminants and poultry. In the case of indirect collection, he acts as an intermediary for wholesalers. In the latter case, the collector receives money from a wholesaler and he is responsible for grouping the products in batches large enough to be transferred to the wholesaler for a salary or a commission.

4

2.2. The project strategy in brief: a value chain approach based on two pillars Given producers’ low level of market access, REGIS-AG has placed particular emphasis on improving access to the market and producers’ ability to interact productively and proactively with other actors in competitive markets (market readiness). The improvement in market access requires the aggregation of outputs from individual farmers at a PO level5 and the strengthening of vertical and horizontal links (or relationships among actors in the value chain) by facilitating removal of the constraints that limit the relationships and linkages between the various actors in the value chain. In its facilitation, REGIS-AG uses a value chain approach (VCA) and recognizes that the demand-drive approach is critical for success in value chain development. As a result, REGIS-AG Value Chain development begins by focusing on the nature and character of demand with an intervention strategy that is based on two essential pillars: • Facilitating the development and institutionalization (by municipalities, organizations of actors and/or other decentralized services of the State) of sales platforms for cowpea, small ruminants and poultry products during periods of high demand and which are close to stakeholders. For cowpeas, the platforms are warrantage schemes and fairs in communes. For small ruminants and poultry, the platforms are the fairs during Tabaski, Ramadan, Independence Day, and end of year, when their demand and associated prices are very high. For small ruminants, in addition to fairs organized in communes, the REGIS-AG project also facilitates the participation of Burkina Faso and Niger stakeholders in fairs organized in West Africa to diversify their sales opportunities and exploit the peculiarities of their breeds of sheep and goats which are highly appreciated in these markets. The project support focuses on strengthening the capacities of these organizations through coaching and on-the-job training to enhance the likelihood of the sustainability of these platforms. • Facilitating business linkages development by offering stakeholders in the cowpea, small ruminants and poultry value chains business-to-business (B2B) platforms for establishing commercial relations. Exchanges between producers and buyers at the B2B sessions that results buying and selling intentions are supported by the project based on an action plan that focuses on removing the constraints that may limit the success of the transaction. The project support focuses on capacity building in functional literacy, production, entrepreneurship6, group governance, gender integration, and access to finance. Two types of linkages development interventions or activities emerge from the B2B sessions: linkage to be developed between a set of producers and a buyer (trader or processor) and linkage between a set of traders and a processor. The actors involved in any of the linkages to be developed constitute a business transaction cluster or a cluster of relationships. Table 3 shows that, through this process and by the end of FY18, REGIS-AG was able to develop 53 business clusters that link 388 POs, 41 traders and 31 butchers or processors.

5 The aggregation of individual farmers’ outputs at a cooperative or association level is essential because grouping reduces the cost of food and services (including financial and animal health services), creates economies of scale, and contributes to increasing the efficiency of livestock producers. 6 The training in entrepreneurship focuses on business management skills development (simple accounting, procurement, cost calculation, price fixing, marketing, inventory management, and human resource management) and introduction to business plan development and analysis.

5

Table 1 : REGIS-AG business clusters by value chain and by country

# of # of traders # of processors # of agro- Total # of Value chain # of PO Clusters or collectors or butchers dealers support plans Burkina Faso 25 152 21 14 0 187 • Cowpea 11 51 11 7 - 69 − Center North 7 32 7 2 - 41 − East 3 17 3 2 - 22 − Sahel 1 2 1 3 - 6 • Poultry 6 48 4 5 - 57 − Center North 2 20 1 1 - 22 − East 2 11 2 2 - 15 − Sahel 2 17 1 2 - 20 • Small ruminants 8 53 6 2 - 61 − Center North 0 0 0 0 - 0 − East 5 22 4 1 - 27 − Sahel 3 31 2 1 - 34 Niger 28 236 20 17 5 278 • Cowpea 8 84 7 10 5 106 − Maradi 1 39 1 5 1 46 − Tillabéri 3 19 3 3 3 28 − Zinder 4 26 3 2 1 32 • Poultry 12 55 6 6 - 67 − Maradi 5 24 3 2 - 29 − Tillabéri 4 17 2 2 - 21 − Zinder 3 14 1 2 - 17 • Small ruminants 8 97 7 1 - 105 − Maradi 3 48 2 1 - 51 − Tillabéri 3 24 3 0 - 27 − Zinder 2 25 2 0 - 27 Burkina + Niger 53 388 41 31 5 465 • Cowpea 19 135 18 17 5 175 • Poultry 18 103 10 11 - 124 • Small ruminants 16 150 13 3 - 166

With this strategy, REGIS-AG envisages that, at the end in FY20, the project will have developed a market- ready group of POs that will have established business relationships with specific buyers and will have internalized / adopted the practice of setting up and achieving production objectives that include precise quantities for sales to specific buyers and/or in market platforms (fairs) set up by municipalities or any other appropriate organization during periods of high demand. As they become more efficient in terms of income generation and food security, a growing number of POs will adopt these practices, thereby strengthening their resilience to shocks.

6

Clearly, REGIS-AG workshops for developing market linkages between value chain actors (sellers and buyers) are the central pillar of the project intervention strategy. While they are central to the short term results of the project, they also have a potential of becoming essential for long term growth of the value chains if their organization can be sustained overtime. There are however two realities to consider when thinking about what the project exit strategy with this approach should be:

• B2B sessions organized thus far clearly demonstrated that the level of production REGIS-AG beneficiary POs can mobilize are too small for potential buyers’ demand. Because many of these buyers already have their suppliers, there must be enough incentive to keep them interested if they are to continue doing business in B2B events. Chiefly among the potential incentivizing factors are product quality, the reliability of the steadiness of the supply (which depends in large part on the productivity of producers, their commercial orientation and ability to aggregate large enough quantities) and their capacity to upgrade their operation to take advantage of business opportunities (which the project is helping achieve through their support plan).

• The fact is that the level of sophistication of REGIS-AG beneficiaries imposes the provision of substantial support and coaching to help them internalize a reasonable commercial orientation. For any mechanism that will be set up to sustain B2B events to be successful, it has to have enough human and financial resources for supporting producers in ways discussed in the work plan. As in the case of fairs, the project believes that the Regional Chambers of Agriculture7 (CRA) and value chain interprofessional organizations (IP) are the most appropriate groups to organize B2B events for their members in the long-term. To build their capacity, they are involved in all business workshop development the project organizes. However, given that REGIS-AG only had 2 full years of B2B events, these beneficiaries must be supported over a much longer period of time to be able to effectively organize these events by themselves.

7 The Regional Chambers of agriculture (CRA) are public institutions created by law to represent the interest of the agricultural professions in their territorial jurisdiction.

7

PART 3 – ACTIVITIES PLANNED FOR FY19

The previous REGIS-AG implementation plan was structured by project partners it was collaborating with. For Q1FY19, given that such partnerships could not be established as discussed in section 1.3, the present report is structured by project component.

3.1. Component 1 – Identify opportunities through value chain and end- market analysis Under the project’s Component 1, REGIS-AG focuses on carrying out detailed analyses in the target value chains to identify opportunities for catalyzing necessary upgrading of product quality and stakeholders’ operations. After the completion of the initial project inception studies in FY15 (Value Chain and End Market Analyses, Gender Assessment, etc.), additional complementary analyses are carried out either to deepen understanding of issues or to refine project strategies.

For this reporting period, no such study was carried out. In FY18, the project carried out three (03) studies that describe the current status of the seed sub-sector in Niger and the seed and fertilizer sub- sectors in Burkina Faso by identifying the challenges that hinder their development and by highlighting the approaches / practices of seed subsidies used by the partners. The reports served as a basis for the national forum that was held on April 4-6 in Niamey, and 10-12 July in Ouagadougou. For each of the seed and fertilizer sub-sector studies, a two-year action plan must be developed in collaboration with the ministry in charge of agriculture to address the challenges identified and implement the forum recommendations. During the reporting period, the development of the action plan for the Niger seed sub-sector development was carried. Details are presented in section 3.3.3 of the present report.

8 3.2. Component 2 - Strengthening vertical and horizontal linkages in selected value chains

This section of the quarterly report presents technical activities the project team carried out in Q2FY19. Under the project’s Component 2, REGIS-AG focuses on improving market access and aggregation functions by strengthening vertical and horizontal linkages or relationships among actors in the selected value chains. The vertical linkages are strengthened by facilitating the development of buying and selling relationships to drive innovations and upgrading of products and/or processes. Horizontal linkages are developed through cooperatives, associations and informal groups that lower the cost of agro-inputs and services (including financial services), create economies of scale, and contribute to increased efficiency.

3.2.1. Cowpea Value Chain Cowpea is the most important crop in the REGIS-AG project zone. With over 50% of production exported, it is produced by smallholder producers as both a source of food for households and for commercial purposes. The cowpea value chain faces several constraints, notably high rainfall variability, decreases in soil fertility, access to improved seeds, and disease and pests. In spite of these constraints, cowpea production has steadily increased in Burkina Faso and Niger over the past 20 years and has become an important source of income for both countries. The nutritional benefits of cowpea are significant; it contains essential proteins and amino acids important for human growth. In addition to facilitating access to market for cowpea beans, improving small-scale cowpea processing and marketing of processed products will contribute to increasing the incomes of women involved, thereby enhancing their resilience.

During Q2FY19, cowpea value chain activities focused on: (i) strengthening linkages in cowpea business clusters in Niger and Burkina Faso, (ii) facilitating the organization of the warrantage activity in Niger and Burkina Faso, and (iii) supporting female processors attending the SAHEL fair in Niger.

Activity 1: Strengthen business linkages between 133 cowpea POs and 18 traders in Burkina Faso and Niger Activity 2: Strengthen business linkages between 14 traders and 16 cowpea processors in Burkina Faso and Niger Activity 3: Strengthen business linkages between 2 POs and 1 processor in Niger

In FY17 and FY18, the project supported the development of the cowpea value chain through facilitating business market linkages. REGIS-AG facilitated the creation of 19 business clusters in the cowpea value chain with 175 support plans by the end of FY18 in Burkina Faso and Niger. These clusters are comprised of 135 POs, 18 traders, and 17 processors, distributed as the following: • 11 clusters in Burkina Faso with 69 support plans linking 51 POs, 11 traders, and 7 processors • 8 clusters in Niger with 106 support plans linking 84 POs, 7 traders, and 10 processors. In addition, the team also developed 5 support plans for agro dealers (1 in Maradi, 3 in Tillabéri and 1 in Zinder). 9 The tables below give more detail on these relationships by region and by partner.

Table 2 : Distribution of cowpea beneficiary support plans to be rolled out in FY19 in Burkina by region

Partner projects whose beneficiaries are involved in REGIS-AG business linkages Region REGIS-ER ViM PROFIL FASO Other partners Total Plans validated and ready for implementation for partner project’s POs linked to traders or processors • Center − 1 PO linked − 31 PO − None None None − 32 PO in 7 market North to 1 trader linked to linkages with 7 A 7 traders traders A-G • East − 1 PO linked − None − None − 16 PO − None − 17 PO in 3 market to 1 trader linked to 3 linkages with 3 H traders H-J traders • Sahel − None − None − None − None − 2 PO linked − 2 PO in 1 market to 1 trader K linkages with 1 trader Total − 2 PO linked − 31 PO − None − 16 PO − 2 PO linked − 51 PO in 11 market achieved in to 2 traders linked to linked to 3 to 1 trader linkages with 11 FY17 + 7 traders traders traders. FY18 Total − 8 PO to be − 4 PO to − 4 PO to be − 4 PO to be − na8 − 20 PO in 5 market planned in linked to 2 be linked linked to 1 linked to 1 linkages with 4 traders FY18 work traders & 7 to 1 trader & 4 trader & 4 & 19 PO in 5 market plan PO to 2 trader & PO to 1 PO to 1 linkages with 5 processors 4 PO to 1 processor processor processors processor Plans validated and ready for implementation for partner project’s butchers/processors linked to traders • Center − na − na − na − na − 2 processors − 2 processors A&B in North A&B linked 2 markets linkages to 7 traders (above) with 7 A-G traders • East − Na − Na − Na − Na − 2 processors − 2 processors C&D in C&D linked 2 markets linkages to 3 traders (above) with 3 H-J traders • Sahel − na − na − na − na − 3 processors − 3 processors EF&G EF&G linked in 1 market linkage to 1 trader K (above) with 1 trader Total − Na − Na − Na − Na − 7 other − 7 processors in 5 achieved in processors market linkages FY17 + linked to 11 (above) with 11 FY18 traders traders Total − na − na − na − na − 4 processors − 4 processors in 3 planned in linked to 3 market linkages with 3 FY18 work traders traders plan

8 This means that this type of market linkage did not emerge during the workshops organized in FY17.

10 Table 3 : Distribution of cowpea beneficiary support plans to be rolled out in FY19 in Niger by region

Partner projects whose beneficiaries are involved in REGIS-AG business linkages Region REGIS-ER LAHIA SAWKI PASAM-TAI Other partner Total Plans validated and ready for implementation for partner project’s POs linked to traders • Maradi − 8 PO − 12 PO − 2 PO − 10 PO − 7 PO − 39 PO in 1 linked to linked to linked to linked to linked to market linkage trader A trader A trader A trader A trader A with 1 trader A • Tillabéri − 13 PO − none9 − none − none − 6 PO − 19 PO in 2 linked to 2 linked to market linkages traders trader B with 2 traders B&C − 4 PO B&C − 1 PO above − 5 PO above in 1 above linked to 1 market linkage linked to 1 seed trader with 1 seed seed trader D trader D D • Zinder − 8 PO − none − 4 PO − 6 PO − 6 PO − 24 PO in 3 linked to 2 linked to 1 linked to linked to 1 market linkages traders trader E trader E trader F with 3 traders E&G − 2 PO EF&G linked to 1 − 2 PO in 1 processor market linkage J with 1 processor J Total − 29 PO − 12 PO − 6 PO − 16 PO − 19 PO − 82 PO in 7 achieved in linked to 5 linked to linked to 2 linked to 2 linked to 4 market linkages FY17 + traders 1 trader traders traders traders with 7 traders FY18 − 2 PO − 2 PO in 1 linked to 1 market linkage processor with 1 F processor F Plans validated and ready for implementation for partner project’s processors linked to traders • Maradi − na10 − 1 LAHIA − 2 SAWKI − 1 PASAM- − 1 other − 5 processors processor processors TAI processor ABCF&G in 1 A linked F&G linked processor C linked to market linkage to trader to trader B linked to trader A (above) with 1 A A trader A trader A • Tillabéri − na − none − none − none − 3 other − 3 processors processors DH&I in 1 DH&I market linkage linked to (above) trader B with1trader B

• Zinder − na − none − none − none − 1 other − 1 processor E in processor 1 market E linked to linkage (above) trader E with 1 trader E

9 This means that this type of market linkage did not emerge during the business linkages development workshops. 10 This means that this type of market linkage was not envisaged in the FY18 work plan.

11 Partner projects whose beneficiaries are involved in REGIS-AG business linkages Region REGIS-ER LAHIA SAWKI PASAM-TAI Other partner Total Total − Na − 1 LAHIA − 2 new − 1 PASAM- − 5 other − 9 processors in 3 achieved in processor SAWKI TAI processors market linkages FY17 + linked to processors processor linked to 3 with 3 traders FY18 1 trader F&G linked linked to 1 traders to 1 trader trader

During Q2FY19, the project effort in strengthening linkages in cowpea business clusters focused on: (i) holding business cluster evaluation workshops in Niger and Burkina Faso, and (ii) sensitizing and training processors in Niger on quality and safety standards and improved packaging options and products appropriate to their targeted market.

a) Sub-Activity 1: Organize a self-assessment and update of clusters’ support plans In Niger, the project organized 3 workshops to evaluate 8 cowpea business clusters11 to ascertain the level of implementation of commercial transactions between POs and buyers (traders and processors) and identify challenges to be addressed in order to shore up the chances of achieving the expected results. The workshops were held in Zinder from February 20 – March 1 and in Maradi and Tillabéri from February 21 – March 2.

Participation in workshops in Niger A total of 173 PO members (115 men, 58 women) attended the workshop along with 20 processors, 12 traders/collectors. Each PO and processor group was represented by 2 people including the PO ReCom. In addition, 5 agro dealers, 6 representatives of regional bodies (regional chamber of agriculture and interprofession), 9 representatives from the state technical services (Agriculture, Commerce, 3N Initiative), and 9 members of the REGIS-ER team attended. The table below provides detailed information on participants by region and type.

11 Note that the 8 business clusters are sub-divided into 15 sub-clusters: In Maradi, (1) the Ellh Nafiou cluster is made up of 5 sub-clusters of 43 POs with 85 members participating in the workshop. In Tillabéri, (2) the Moctar Idrissa cluster is made up of 3 sub-clusters of 18 POs with 46 membres participating in the workshop; (3) the Laouali Ibrahim cluster is made up of 1 sub-cluster of 5 POs with 10 members participating in the workshop; (4) the Ainoma cluster is made up of 1 sub-cluster of 8 POs with 13 members participating in the workshop. In Zinder, (5) the Ellh Bachir cluster is made up of 2 sub-clusters of 14 POs with 28 members participating in the workshop ; (6) the Ellh Dodo cluster is made up of 1 sub-cluster of 7 POs with 12 members participating in the workshop; (7) the Ibrahim Djibo cluster is made up of 1 sub-cluster of 5 POs with 10 members participating in the workshop; and (8) the Komi de Lokaci cluster is made up of 1 sub-cluster of 3 POs with 6 members participating in the workshop.

12 Table 4 : Distribution of participants by gender and structure

Tillabéri Maradi Zinder Structure Total Men Women Men Women Men Women PO members 35 12 43 31 37 15 173 Processors 0 6 0 10 0 4 20 Traders/collectors 2 0 5 0 5 0 12 Agro dealers 3 0 1 0 1 0 5 Regional chambers of agriculture 1 0 0 1 1 0 3 Cowpea interprofession 1 0 1 0 1 0 3 REGIS-ER 2 0 3 0 2 0 7 3N Initiative 1 0 1 0 1 0 3 Regional Direction of Agriculture (DRA) 0 1 0 1 0 1 3 Direction of Commerce 1 0 1 0 1 0 3 Total 46 19 55 43 49 20 232

Conduct of the workshops in Niger Before the clusters’ evaluation workshops were held, each PO organized a meeting to conduct an internal analysis of the status of their support plan, including the quantities of products sold (especially to the buyers specified in their support plan), and encouraging developments and challenges in the relationships. They also designated members of their group who will participate in the cluster assessment workshops. This pre-assessment allowed POs to have up-to-date information and data concerning the implementation of the commitments. For their part, the buyers involved in the clusters conducted a relationship analysis. These preparatory activities were supervised by the cowpea value chain coordinator.

After the self-assessment meeting, a 3-day evaluation workshop was held under the moderation a project staff for each of the 8 business clusters with all cluster members. The first day was devoted to the presentation of the cluster strategy and a review of activities carried out. This was followed by working group sessions on the second day and restitution and discussion of output from the working groups the third day. Participants asked questions and all participants contributed and discussed the issues raised. Participants at the cluster evaluation workshop in Tillabéri

Results of evaluation workshop assessments in Niger • The evaluation revealed encouraging developments, notably that: - Cowpea POs have established commercial links with buyers in the clusters and commercial transactions are indeed taking place. - Activities and commitments contained in the support plans are being implemented, particularly, 13 Table 5 : Summary of stock sales, consumption, and stocks available for sale of the 8 business clusters participating in the evaluation workshops, Niger

Quantities (tons) Use of cowpea Maradi Tillabéri Zinder Total Sales 196 89.7 72.4 358.1 Household consumption 63 42 72.2 177.2 Stocks 115 60.8 70.9 246.7

• The evaluation also revealed challenges to address: - There is a lack of communication between buyers and POs in some clusters, with cluster members no longer communicating outside of project-organized workshops. As a result, POs are selling to other buyers who are not members of clusters, and buyers are buying from other sellers who are not members of clusters. Several corrective measures were discussed, including formalizing the commitments, collecting and sharing contact information, explicitly defining periods and points of transactions. - ReComs who are the link between POs and coordinators are not well equipped to play this role. In terms of corrective measures, the project plans to further build their capacity through training and provide them with adequate equipment. - Project monitoring was weak because the coordinators who were charged for monitoring the clusters are overloaded. Several corrective measures were also discussed, including: (i) contracting with the government technical services or organizations such as the regional chambers of agriculture or Moriben, and (ii) designing and making available better tools for data collection in collaboration with the MEL team.

In Burkina Faso, the project organized 2 workshops to evaluate 7 cowpea business clusters. These workshops were held in East (Fada) from March 20 – 22 for 3 clusters, and in Central-North (Kaya) from March 25 – 27 for 4 clusters. Details on the conduct of the workshops and results of the evaluation will be available in the Q3FY19 report. A total of 56 people (23 men, 33 women) attended. The table below provides detailed information on participants by region and type. Details of the findings will be presented in the Q3FY19 report.

Table 6 : Distribution of participants by gender and structure, Burkina Faso

Distribution by region Structure Total Central-North East Kaya PO members 36 12 34 Processors 1 0 1 Traders/collectors 8 3 5 Agro dealers 1 0 1 Total 56 15 41

14 b) Sub-activity 3: Sensitize and train processors on quality and safety standards (including maintaining nutritional value) and improved packaging options and products appropriate to their targeted market / Sub-activity 4: Facilitate quality certifications for processed products

In Niger, REGIS-AG is facilitating the certification of processed cowpea products by processors supported by the project. In March, the project made contact with partner institutions, particularly INRAN and the Agency for Standards Verification and Compliance (AVCN)12, to better understand the certification process. The cost for certification of a single product is approximately 3,500,000 FCFA ($6,481) which does not take into account any of the required bacteriological analyses or the establishment of standards where needed. Originally, the project intended to facilitate the certification of 30 products (3 products for each of the 10 processors). Due to the high cost, the project has decided to facilitate the certification of one product for each of the 10 processors13, as detailed in the table below.

Activity 4: Facilitate the organization of warrantage schemes for cowpea and cereals in Burkina Faso and Niger The warrantage activity started in Q1FY19 with its planning and training the POs on the use of PICS bags and improved storage for cowpeas. In Q2FY19, the activity focus was on training members of the warehouses management committees of grain storage and warehouse management, and monitoring of the stocks and credit disbursements.

a) Sub-Activity 4: Train members of the warehouses management committees of grain storage and warehouse management In Burkina Faso, REGIS-AG trained 121 warrantage warehouse managers (27 men, 94 women) to promote good storage practices. The first training was held in Central-North (Kaya) from March 1 – 2 for 43 warehouse managers. This training was led by the Component 2 and Component 3 Leads, with the Cowpea Value Chain Coordinators, the Rural Finance Specialist and the Marketing Specialist observing. These latter actors (Cowpea Value Chain Coordinators, Rural Finance Specialist and Marketing Specialist) went on to train 78 warehouse managers from March 6 – 7 in Central-North, East, and Sahel.

12 The certification process will involve 4 national institutions: (i) INRAN through its Food Technology Laboratory that will perform analyses of the nutritional composition of products; (ii) the National Office of Pharmaceutical and Chemical Products (ONPPC) which will conduct bacteriological analyses; (iii) the Direction of Standardization and Promotion of Quality and Metrology (DNPQM) which will create or assign standards where none exist; (iv) the Agency for Standards Verification and Compliance (AVCN) which verifies and assigns compliance certificates. 13 They are the following: REFAM de Maradi, Réseau Lahia, Komi da lokaci de Matameye, Akula de Kowa de Mayahi, Martaba de Guidan Alkali, Gakassinay de Kollo, GIE INCHALLAH de Zinder, Maraba da Baki de Guidan Alkali, POTAL de Torodi, and Choukran de Balleyara

15 Table 7 : Distribution of participants in warehouse manager training, Burkina Faso

Training Nber of management Number of participants Location date committee members Men women Total March 1 – 2 Central-North (Kaya) 14 10 33 43 March 6 – 7 Central-North (Kaya) 15 5 40 45 East (Manni) 10 0 19 19 Sahel (Dori) 5 12 2 14 Total 44 27 94 121

The trainings focused on techniques of conservation and management of agricultural products placed in stock. Participants also visited a warehouse. Specifically the following topics were addressed: • generalities of the grain; • identification of the main enemies of cowpea stocks and cereals and appropriate means of controlling pests; • principles of grain storage; • management documents and costs of storing products; • warehouse and stock maintenance conditions; • storage techniques to prevent falls and deterioration of grain quality; • simplified management tools (inventory sheets, bill of sale, sales and cash record books, etc.).

b) Sub-Activity 5-8: Monitor stocks In Burkina Faso, RE In Niger, by the end of Q1FY19, 62 POs expressed interest in participating in the warrantage activity with a provisional commitment to stock 486.91 tons of agricultural products; in addition, one PO placed 9 tons of products into warrantage.14 By the end of Q2FY19, only 3 additional POs decided to participate in warrantage with 34.23 tons of agricultural products. Thus, at the end of Q2FY19, a total of 4 POs participated in the FY19 warrantage activity with a total quantity of 36.93 tons of agricultural products stocked. The evolution of the warrantage activity by month is detailed in the table below. The figures on the amount of credit obtained by these POs are presented in the Component 4 Access to Finance section of this report.

14 In the Q1FY19 report, the project reported that 63 POs had provisionally committed to stock 495.91 tons of agricultural products with a total credit need of 81 143 540 FCFA ($150,266) by the end of December. After monitoring missions conducted in Q2FY19 with MFIs, it became clear that one PO in Tillabéri had already put 9 tons of agricultural products into storage and obtained a loan of 2,500,000 FCFA ($4,630) by the end of December.

16 Table 8 : Evolution of the number of POs and quantity of agricultural products put into warrantage for the FY19 warrantage activity (cumulative), Niger

Number of Number of Quantity : Quantities Month POs that intended POs that provisionally Stored to participate participated committed (tons) (tons) End of December 2018 62 1 486.91 9 End of January 2019 33 1 280.27 9 End of February 2019 32 2 258.47 30.8 End of March 2019 30 4 252.34 36.93

MFIs lacked sufficient liquidity to provide credit to POs which had intended to participate in warrantage. Although MFIs expressed their willingness to disburse funds throughout the quarter, they did not have the capacity to follow through. Accordingly, many beneficiaries decided to sell their stocks instead of putting them into warrantage. The project encouraged POs to maintain stocks in warehouses for group sales and to keep ReComs and project coordinators updated on the evolution of group sales. Buyers within business clusters were also informed of the availability of these stocks for purchase.

In Burkina Faso, 152 POs stocked 420.282 tons of agricultural products (85% cowpea) during the FY19 warrantage activity (Q1FY19 and Q2FY19). Of this total amount, 208.21 tons was stocked by 110 POs in Q1, and 212.072 tons was stocked by 42 POs in Q2. The evolution of the quantity stocked and the number of POs during the FY19 warrantage activity are detailed in the table below. Details on the amount of credit placed are available in the Component 4 Access to Finance section of this report.

Table 9 : Evolution of the number of POs and quantity of agricultural products put into warrantage for the FY19 warrantage activity (cumulative), Burkina Faso

Quantity stocked Month Number of POs participating (tons) End of December 2018 110 208.21 End of January 2019 110 208.21 End of February 2019 152 212.07 End of March 2019 152 420.28

The table below presents the distribution of the quantity stored region in warehouses in Burkina Faso by region. By the end of Q2FY19, 152 POs put 420.282 tons of agricultural products into warrantage: 82 POs stocked 261.370 tons of products in Central-North, 12 POs stocked 89.572 tons of products in East, and 58 POs stocked 69.34 tons of products in Sahel.

17 Table 10 : Distribution by region of the quantity of products stored in warrantage in FY19, Burkina

Number of participants Quantity stocked Region # POs # warehouses (metric tons) Women Men Total East 12 147 70 217 89.572 10 Central-North 82 1,142 27 1,169 261.370 26 Sahel 58 62 48 110 69.34 5 Total 152 1,351 145 1,496 420.282 41

This relative success of the warrantage activity in Burkina Faso (compared to that of Niger) is explained by: • Strong information / awareness efforts to mobilize POs as well as adherence to the process; • Regular monitoring of stocks by members of POs, MFIs and project agents to avoid deterioration; • Identification of traders and putting them into contact with the POs for the flow of the quantities stored; • Monitoring of the marketing of warranted products; and • An assessment was made with all the actors involved in the process (producers, traders, MFIs and members of the project team, etc.) to discuss the problems experienced during the FY and propose solutions to difficulties. This helped to establish a climate of trust between MFIs, POs and traders for future campaigns.

Nevertheless, there are still challenges in warrantage implementation. These include: • Prompt flow of warranted stocks is always a challenge with producers waiting for the optimum price to sell their stocks to buyers; • Lack of equipment in the warehouses such as pallets, scales, fire extinguishers, tarpaulins; • PICS bags breaking during the campaign; • Poor quality of the other triple-layer bags used; • Low mastery in the use of management tools such as beneficiary registration; and • Illiteracy of many warehouse management committee (COGES) members which necessitates close monitoring for the completion of management tools by project staff and MFI agents during field missions.

Activity 5: Facilitate the organization of cowpea fairs in Burkina Faso and Niger

REGIS-AG facilitates access to markets for actors through direct participation in trade fairs and exhibitions within and outside the country, and through the development of direct linkages with specific buyers. These fairs are platforms where actors throughout the value chain (input supply, production, processing, and marketing) meet to exhibit, display, and sell cowpea products. In-country fairs are 2-to 4-day events held in the main town of a region or department to bring market opportunities closer to the beneficiaries. They are organized annually or during times of high demand for food products associated with important events such as Republic Memorial Day, etc.

18 During Q2FY19, REGIS-AG planned the organization of three (03) 3-day fairs in Niger (one per region) and two (02) 2-day fairs in Burkina Faso. The project also facilitated the participation of its beneficiaries in the Agricultural Hydraulic and Livestock Show (SAHEL) in Niger, a 6-day fair organized by the Network of Chambers of Agriculture (RECA) each year.

Participation of processors in the SAHEL fair in Niamey In Niger, REGIS-AG supported the participation of 16 processors (all women) from 8 cowpea processing groups in the Exhibition of Agriculture, Hydraulics, Livestock and Environment (SAHEL) from February 19 – 24, 2019. Project support included covering the cost of (i) transportation to/from Niamey, (ii) lodging in Niamey for non-resident participants during the fair, (iii) 8 stands of 6 meters square each (1 for each group), and (iv) visibility items such as banners. The participating processors came from all 3 regions: 6 from Tillabéri, 6 from Maradi, and 4 from Zinder. Group members selected the members to participate in the Female processor displaying products at the SAHEL fair in fair. Approximately 3 tons of processed Niamey cowpea products were sold for a gross revenue of 1,710,740 FCFA ($3,168).

During B2B sessions organized by the SAHEL fair, participants learned about accessing credit, entrepreneurship, and improving packaging. In addition, participants were supported in presenting their products for competitions during the fair. The GIE INCHALLAH, supported by REGIS-AG, won a national prize of 1,000,000 FCFA for a processed millet product. Among these products, niériz particuarally captured the attention of fair organizers; in March, this product was also awarded third prize by the Inter-State Committee for Drought Control in the Sahel (CILSS) at the African Agricultural Exhibition in Ndjaména, Chad.

3.2.2. Poultry value chain

In Burkina Faso and Niger, traditional poultry farming is practiced by over 90% of rural households and is an important source of cash for basic household needs and emergencies. In the project areas, poultry farming is mainly carried out by women for whom it is one of the few opportunities for savings, investment and protection against risk. Consumer preference for local poultry results in a high demand for poultry products (eggs, chicken and guinea fowl in urban centers) throughout the year. There is an established marketing system with experienced collectors and dealers going to producer markets and purchase poultry for the end markets in larger towns and cities. However, the poultry sector is characterized by the lack of proper hygiene and biosecurity measures throughout the value chain which causes high mortality and lowers profit margins as stakeholders lack required management tools, have limited access to credit

19 and are poorly organized when faced by epidemics. This is compounded by competition from imported frozen chicken and table eggs.

In Q2FY19, poultry value chain activities focused on (i) conducting poultry cluster assessment workshops in Burkina Faso, (ii) training members of poultry marketing associations in biosecurity and hygiene standards in Niger, and (iii) implementing guinea fowl activities in Niger and Burkina Faso.

Activity 1: Strengthen business linkages between 52 poultry POs and 10 traders/collectors in Burkina Faso and Niger Activity 2: Strengthen business linkages between poultry 51 POs and 9 processors in Burkina Faso and Niger Activity 3: Strengthen business linkages between 1 trader and 2 processors in Burkina Faso

REGIS-AG activities in the poultry value chain focus mainly on linking producers and buyers through business-to-business platforms and beneficiaries support plans as well as through local trade fairs. In terms of market linkages development and as stated in the project FY19 annual work pIan, by the end of FY18, REGIS-AG activities in the poultry value chain in FY17 and FY18 in Burkina Faso and Niger resulted in the setting up of 18 business clusters with 124 beneficiary support plans. These clusters involve 103 POs, 10 traders and 8 processors or butchers. They are distributed as follows: • 6 business clusters in Burkina Faso with 57 support plans that link 48 POs, 4 traders and 5 processors or butchers. • 12 business clusters in Niger with 67 beneficiary support plans that link 55 POs, 6 traders and 6 processors.

Table 11 and Table 12 below provide details on these business relationships by region and by partner projects that supported the POs.

Table 11 : Distribution of poultry beneficiary support plans to be rolled out in FY19 in Burkina by region

Partner projects whose beneficiaries are involved in REGIS-AG business linkages Region REGIS-ER ViM PROFIL FASO Other partners Total achieved Plans validated and ready for implementation for partner project’s POs linked to traders 15 16 • Center None 8 PO linked to Na None None 8 PO in 1market North trader A linkages with 1 trader A • East 4 PO linked to Na Na Na 7 PO linked to 11 PO in 2 market 1 trader B 1 trader C linkages with 2 traders B&C 17 • Sahel Na Na 8 PO linked to Na Na 8 PO in 1 market 1 trader D7 linkage with 1 trader D

15 This means that this type of market linkage did not emerge during the business linkages development workshops. 16 This means that this type of market linkage was not envisaged in the work plan. 17 This means that this type of market linkage did not emerge during the workshops organized in FY17.

20 Partner projects whose beneficiaries are involved in REGIS-AG business linkages Region REGIS-ER ViM PROFIL FASO Other partners Total achieved Total achieved 4 PO linked to 8 PO linked to 8 PO linked to Na 7 PO linked 27 PO in 4 market in FY17 + 1 trader 1 trader 1 trader to 1 trader linkage with 4 traders FY18 Plans validated and ready for implementation for partner project’s POs linked to processors • Center 11 PO linked 1 PO linked to na None 12 PO in 1 market North to 1 1 processor A linkage with 1 processor A processor A • East None na None na 1 trader C 1 trader C in 2 market linked to 2 linkages (above) with 2 processors processor B&C B&C • Sahel 1 PO linked to na na na 8 others PO 9 PO in 2 market 1 processor D (above) linked linkage with 2 to 1 processor D&E processor E Total achieved 1PO linked to 11PO linked 1 PO linked to na 1 trader 21 PO in 3 market in FY17 + 1processor to 1 1processor linked to 2 linkage with 3 FY18 processor processors processors 8 others PO 1 trader C in 2 market (above) linked linkages (above) with 2 to 1 processor B&C processor E

Table 12 : Distribution of poultry beneficiary support plans to be rolled out in FY19 in Niger by region

Partner projects whose beneficiaries are involved in REGIS-AG business linkages Region PAASAM- REGIS-ER LAHIA SAWKI Other partner Total achieved TAI Plans validated and ready for implementation for partner project’s POs linked to traders 18 19 • Maradi 10 PO linked none na Na 1 PO linked 11 PO in 3 market to 2 traders to 1 trader C linkages with 3 traders A&B AB&C • Tillabéri 5 PO linked to None Na Na 4 to be linked 9 PO in 2 market 1 trader D to 1 trader E linkages with 2 traders D&E • Zinder None None 5 PO linked to Na Na 5 PO in 1 market 1 trader F linkage with 1 trader F Total achieved 15 PO linked None 5 PO linked to Na 5 PO linked 25 PO in 6 market in FY17 +FY18 to 2 traders 1 trader to 2 traders linkage with 6 traders Plans validated and ready for implementation for partner project’s POs linked to processors • Maradi 3 PO linked to 5 PO linked Na na 5 other PO 13 PO in 2 linkages 1 processor A to 1 linked to 1 with 2 processors processor B processor A A&B • Tillabéri 8 PO linked to na None na none 8 PO in 2 market 2 processors linkages with 2 D&E processors D&E

18 This means that this type of market linkage did not emerge during the business linkages development workshops. 19 This means that this type of market linkage was not envisaged in the work plan.

21 Partner projects whose beneficiaries are involved in REGIS-AG business linkages Region PAASAM- REGIS-ER LAHIA SAWKI Other partner Total achieved TAI • Zinder 3 PO linked to na 6 PO linked to na none 9 PO in 2 market 1 processor F 2 processors linkage with 2 (1 new +1old) processors F&G F&G Total achieved 14 PO linked 5 PO linked 6 PO linked to Na 5 PO linked 30 PO in 6 market in FY17 + to 4 to 1 2 processors to 1 linkage with 6 FY18 processors processor processor processors

During Q1FY19, poultry value chain activities focused on (i) conducting business cluster evaluation workshops in Niger and one cluster in Burkina Faso (the Song Venessé business cluster20), (ii) training PO members on production techniques for poultry and guinea fowl in Niger, (iii) organizing information and awareness campaigns on vaccination and poultry deworming, and (iv) identifying beneficiaries for guinea fowl kits and pilot incubation units in Niger.

During Q2FY19, poultry value chain activities focused on (i) continuing business cluster evaluation workshops in Burkina Faso, and (ii) training PO members on biosafety, hygiene standards in poultry slaughtering and poultry meat conservation in Niger.

a) Sub-activity 1: Organize a self-assessment and update of clusters’ support plans In Burkina Faso, REGIS-AG continued holding three (03) 3-day poultry value chain cluster evaluation workshops: the WendPouiré business cluster workshop held January on 17 – 19 in Kaya, the Kayaba business cluster workshop held January on 24 – 26 in Fada, and the Drogba business cluster workshop held on March 5 – 7 in Dori. The purpose of these evaluations was to assess the functioning of the clusters and to verify the level of implementation of the commitments involved.

Participants in the workshops

The workshops brought together 93 PO members (73 men, 21 women) from 23 POs as well as 16 traders, and 5 processors as shown in the table below.

Table 13 : Participation of the participants in poultry cluster evaluation workshops, Burkina Faso

Name of # Type of participant Region Cluster PO # PO members # traders # processors Kaya Wend Pouiré 8 29 (25 men, 4 women) 5 0 Fada Kayaba 7 30 (24 men, 6 women) 6 3 Dori Poulet Drogba 8 34 (24 men, 10 women) 5 2 Total 23 93 (73 men, 20 women) 16 5

20 The Song Venessé business cluster consists of 12 poultry POs in Central-North, a poultry processing and marketing company called Song Venesse (this company serves as the lead of the cluster), and a network of 19 collectors.

22 The conduct of workshops Before the evaluation workshops were held, self-assessments meetings were organized by each POs and each buyers in all clusters. During these self-assessments, participants (i) analyzed the implementation status of support plans, (ii) estimated the quantities of poultry sold (particularly to the buyer of the cluster), and (iii) identified the strengths and weaknesses of the business linkage, and (iv) designated members who will participate in the workshop. These self-assessment sessions were facilitated by the Poultry Value Chain Lead with the assistance of data collectors and ReComs.

Under the moderation a project staff, 3-day evaluation workshops were held for each cluster with all cluster members; the first day was devoted to the presentation of the cluster strategy and a review of activities carried out. This was followed by working group sessions on the second day and restitution and discussion of Working group session during the evaluation output from the working groups the third day. workshop in Dori

Results of the workshops • The evaluation revealed encouraging developments, notably : - Poultry POs have established commercial links with the processing and marketing businesses in the clusters and commercial transactions are taking place between the actors with marked improvements, particularly: (i) the capacities of the cluster leaders have increased; (ii) the sales volume within the clusters with a significant improvement in selling prices and gross profit at all levels; and (iii) poultry PO production has increased, and they are delivering more poultry to traders and collectors. - Activities and commitments contained in the support plans are being implemented, particularly, (i) the application of knowledge acquired during technical trainings, and (ii) the investment of funds generated into production activities such as the construction of poultry housing or coops, and the purchase of feed and veterinary products. - Cluster actors are receiving credits from MFIs. In the Wend Pouiré cluster, the MFI Caisse populaire of Kaya funded two (02) POs; in the Kayaba cluster traders, the MFI the Caisse populaire of Fada funded processors and two (02) poultry POs. This funding enabled the actors to implement the activities planned in the support plans. Overall, MFIs have loaned over 34,000,000 FCFA ($62.963) to poultry value chain cluster actors21. - The combined actions of all stakeholders (POs, processors, traders, MFIs, REGIS AG) have made it possible to achieve a good level of operation and integration among actors in the business clusters.

21 This figure includes all poultry value chain actors in Burkina Faso, not just the clusters participating in Q2FY19 evaluation workshops.

23 • The evaluation also revealed challenges to address: - Low geographical coverage by animal health services: Despite the presence of the RSAP, coverage of communes and localities by AEs and state agents remains inadequate with some POs remaining far from animal health services providers. Given the necessity of animal health treatments in poultry production, the limited access to these services plays a major role in the development of the production activities of these POs. - Governance challenges of POs: Thanks to the project support to POs in structuring and organizing themselves, there has been an improvement in POs’ internal governance; but there are still efforts to ensure effective governance. This includes improving the collection of dues, participation in meetings, and respect of instructions by certain members. This finding suggests that improving the governance of POs requires a long enough period of coaching. - Slow process of the MFIs financing of cluster actors: Although support plans have been submitted to MFIs in Sahel no POs have received funding yet. Steps are being taken to improve access to funding for cluster stakeholders.

This sub-activity was carried out in Niger during the previous quarter.

b) Sub-activity 7 : Train members of poultry traders associations of the Maradi, Tillabéri and Zinder Regions on biosafety, hygiene standards in poultry slaughtering and poultry meat conservation In Niger, REGIS-AG organized training sessions on biosecurity measures, norms and hygiene for poultry slaughter and conservation, and management for three poultry marketing associations (including collectors, resellers, traders, and processors): one session in Tillabéri from January 17 – 18, three sessions in Maradi from January 22 – February 2, and one session in Zinder from February 18 – 21. As shown in the table below, a total of 170 actors (155 men, 15 women) participated in these five training sessions.

Table 14 : Participants in training for members of poultry market associations

Number of participants Region Name Total Location Men Women Maradi ARVM Maradi 97 14 111 Tillabéri Wafakaye Tillabéri 31 0 31 Zinder ALKAWALI Zinder 27 1 28 Total 155 15 170

More specifically, the training focused on the following:

24 • Principles and risks of biosecurity; • Socio-economic impact of not respecting biosecurity measures at each stage in the value chain; • Key biosecurity measures to take during poultry collection and transport; • Different processing stages and the hygiene measures to apply during each of the stages; • Packaging and storage of slaughtered poultry to guarantee high-quality meat; • Marketing basics (clients, the 4Ps); • Cost calculation; • Simplified accounting (notebook of expenses and receipt, etc.); Participants during biosecurity training in Maradi • Simplified operating account.

Activity 5: Promote guinea fowl businesses for youth in Burkina Faso and Niger

a) Sub-Activity 1: Facilitate the establishment of 13 pilot guinea fowl incubation business units for the sale of keets and/or live adult birds for home consumption

Sub-Activity 2: Facilitate the establishment of 50 pilot guinea fowl business units for the production and sale of live adult birds and/or some eggs during the rainy season only

Sub-Activity 3: Facilitate the establishment of 10 pilot Galor guinea fowl business units for the production and sale of adult birds and/or some eggs throughout the year

REGIS-AG is promoting guinea fowl production at a pilot scale by working by building the capacity of young producers in addressing these constrains is an attractive. This pilot initiative seeks to provide opportunities to youth to exercise authentic participation and pursuit their own visions, dreams, hopes, and concerns pertaining to overall well-being.

In Niger, REGIS-AG signed a Memorandum of Understanding (MOU) with BENALYA on January 30. BENALYA is a Nigerien private- sector business, to collaborate on the Meeting between the COP, the Poultry Value Chain Lead and implementation of pilot guinea fowl representatives of BENALYA production activities targeted for youth in 25 Burkina Faso and Niger. BENALYA, a private firm from Niger managed by Nigeriens and engaged in the dissemination of appropriate solar energy technologies for the development of poultry and agro pastoral production, as well as in the social integration of young boys and girls out of school. BENALYA has committed to partner with REGIS-AG in: • installing suitable incubators (including their solar power system) as well as covering half the cost of this solar energy technology, • providing technical support to beneficiaries through coaching sessions, • using its social capital to help the project link these businesses to financial institutions to obtain loans.

Under these sub-activities, the following was carried out during the reporting period:

Field visits were conducted to validate beneficiaries’ sites REGIS-AG and BENALYA conducted a field mission in all 3 regions from February 18 – March 6. This mission visited 48 beneficiaries selected during the previous quarter: 8 incubation unit beneficiaries22 (2 Tillabéri, 3 Maradi, and 3 Zinder), 30 beneficiaries conducting guinea fowl production in the rainy season only, and 10 beneficiaries producing guinea-fowl year-round. Due to security concerns, the team was unable to visit three Poultry coop built by a beneficiary of an incubation unit in Zinder (03) beneficiaries in Torodi who were selected for guinea fowl production in the rainy season only. During the visits, the team: • verified the compliance of infrastructure built by beneficiaries (poultry housing, resting areas, buildings to hold incubators/hatchers/brooders), • took the dimensions of the rest areas to determine the correct size for the micro- climate systems (i.e. solar misting) BENALYA will install, and • made observations and recommendations on infrastructure built by beneficiaries.

For those beneficiaries whose infrastructure was not approved, recommendations were given with timelines (one week or one month maximum); the local coordinator will monitor progress in Q3FY19. Poultry housing for the production of guinea fowl in all seasons in Farié Haoussa village in Tillabéri region

22 At the end of the previous quarter, the project has identified 8 incubation unit beneficiaries; two more needed to be added. During the reporting period, the project was able to identify an additional beneficiary; only one remains.

26 Roles and Responsibilities for the implementation of guinea fowl activities were clarified

Bénéficiaires • Formalization of the pilot unit as a private for-profit enterprise belonging to him or her; • Provision of a suitable site or site for the conduct of the activity; • Securing investments through the signing of a lease contract for the rental of a site or using a site belonging to the beneficiary's family; • Financing of complementary investments (namely, construction of poultry coop, construction of incubator house, purchase of brooder, hatcher, brooder); • Application of the technological package (vaccination, nutrition, health monitoring); • Compliance with the tax regulations applicable to companies of the same nature; • Professional management of the daily operations of the pilot unit.

BENALYA • Acquisition of incubator and solar panel system, including verification of compliance and functionality of the incubator, certification of its functionality, and delivery • Definition, installation, and parameterization of the installations (incubators, hatchers, brooders, power supply from solar, solar misting) • Development or construction of equipment (brooders, misting system in the resting areas, and solar power supply) • Contribution to the financing of the incubator and the solar panel system • Incubator functionality test and placement of the eggs • Training beneficiaries on equipment maintenance • Facilitating beneficiaries’ access to financing • Contribution to the financing of the pilot units • Supporting beneficiaries in the maintenance of the incubator and the solar panel system

REGIS-AG • Identification of bénéficiaires • Validate of beneficiary sites for guinea fowl egg incubation and egg production units in all seasons. Make technical recommendations on sites and infrastructure. • Train bénéficiaires on production techniques and marketing • Donation of guinea fowl kits (including guinea fowl, feeders, waterers, and poultry feed23

23 Contents of the Start-Up Kit: For incubation units: i) an incubator with a capacity of at least 500 eggs for artificial incubation; ii) 24 Gablor breed guinea fowl (18 female, 6 male) for the production of high-quality fertilized guinea fowl eggs; iii) 10 feeders and 10 waterers ; iv) 3 brooders equipped with a regulator and a system capable of holding 200 keets; v) a system of solar panels capable of ensuring energy supply in the event of power cuts and to create a microclimate to lower the temperature by forced convection of fresh air and misting indispensable to the production of eggs outside the rainy season. For the units for the production of eggs in all seasons: i) a kit containing 9 Galor breed guinea fowl (6 female, 3 male); ii) a kit of poultry feed to last 3 months; iii) a kit of 5 feeders and 5 waterers; iv) a system of solar panels capable of ensuring energy supply in the event of power cuts and to create a microclimate to lower the temperature by forced convection of fresh air and misting indispensable to the production of eggs outside the rainy season. For units for production in the rainy season: i) a kit containing 9 Galor breed guinea fowl (6 female, 3 male); ii) a kit of poultry feed to last 3 months; iii) a kit of 5 feeders and 5 waterers; iv) a brooder.

27 • Contribution to the financing of the incubator and the solar panel system; • Technical support in production and management.

The following diagram describes the mechanism of the microclimate device:

Beneficiaries were trained on the main techniques for poultry production and management: The project organized 3 training sessions to build the technical capacity of the 48 beneficiaries of the pilot guinea fowl activity: in Tillabéri from March 19 – 23, in Maradi from March 26 – 30, and in Zinder from April 1 – 5. Training was animated by INRAN, the University of Tillabéri and REGIS-AG.

Table 15 : Participants in guinea fowl production and management training Number of participants Region Total Location Men Women Tillabéri Tillabéri 04 14 18 Maradi Maradi 07 08 15 Zinder Zinder 08 07 15 Total 1 19 29 48

28 The training focused on: • Production techniques o Cleanliness and sanitary conditions of the environment before receiving the guinea fowl kit o Production techniques (prevention of avian diseases, hygiene measures, de- worming, and housing) o Production of poultry feed using locally available ingredients o Techniques for breeding guinea fowl in all seasons o Maintenance and management of incubators Participants at the guinea fowl production training in Zinder o Techniques of recognizing fertilized eggs o Management and maintenance of guinea fowl

• Management o Entrepreneurs hip o Basics of marketing (products, clients, the 4Ps) o Calculation of costs o Simplified accounting (notebook of expenses and receipt, etc.)

The procurement process for guinea fowl kits, feeders, and waterers was initiated: REGIS-AG selected a service provider in March to provide the Galor breed guinea fowl, feeders, and waterers in all 3 regions after following a competitive procurement process. This process is being finalized.

In Burkina Faso, REGIS-AG also organized a series of field missions in Sahel from April 2nd to 3rd and identified and selected 20 guinea fowl kit beneficiaries for egg production in the rainy season; and 4 promoters of incubation units. Training of the beneficiaries and distribution of the birds and equipment will be done in Q3FY19.

Potential promoters of incubation units were surveyed: The preselection of the 4 potential promoters was carried out on the basis of the list of companies or persons with some experience guinea fowl egg production. This was considered necessary because of the

29 highly technical nature of the activity.24 Using an interview guide, the coordinators visited potential candidates during field missions to verify their experience and eligibility. They also exchanged and collected information from organizations and the state deconcentrated technical services. Exchanges during the visits focused on the following points: • producers' experience on guinea fowl production; • interest and benefits of guinea fowl production; • difficulties encountered in the production of guinea fowl; • support measures to be implemented for the development of guinea fowl production by PO; • existence of private potential promoters producing or capable of producing keets for sale; • potential demand for day-old guinea fowl; • identification of guinea fowl kit beneficiaries.

Eligibility is defined by the following criteria: (i) age (18-29 years); (ii) proven experience in the guinea fowl production business; (iii) knowledge of guinea fowl breeding techniques (diploma or internship); (iv) commitment to apply the technical package that will be provided; (v) availability of a space suitable for the activity; (vi) willingness to contribute to the financing of housing construction, food and sanitation; (vii) willingness to collaborate with the groups supported by REGIS-AG; and (viii) stability (be sedentary or commit to not migrating).

20 guinea fowl kit beneficiaries for egg production in the rainy season were selected: The preselection of the 20 guinea fowl kit beneficiaries for the production of eggs in the rainy season was carried out by the leaders of POs to which they belong. Coordinators visited potential candidates during field missions to verify eligibility. They also exchanged and collected information from the organizations and state deconcentrated technical services. In these different localities, exchanges with the people we met focused on the same points mentioned above.

Criteria for the identification and selection of guinea fowl kit beneficiaries for egg production in the rainy season were as follows: i) Being young (male or female) in a dynamic/engaged poultry value chain group between 18 and 29 years old; ii) have proven experience in raising guinea fowl iii) commit to applying the entire technological package (housing, feed, and health monitoring); (iv) be willing to finance housing construction, food and health monitoring; (v) be able to maintain simple management tools for revenue and expenditure; vi) agree to work with the RSAP or its AE through an agreement that will be signed in advance.

24 The effect of the constraints and challenges associated with the traditional rearing practices are the decrease resistance of birds due to exposure to severe weather and disease, the high rate of animal losses, stunting due to food deficiencies, and the low productivity of the bird at the adult stage. These effects are more pronounced for guinea fowl chicks or keets because they are naturally less resistant than poultry chicks because they have lower weight than chicks at hatching, and at that stage, they are poorly protected with small down, are fragile, fearful, and more predisposed to diseases. The inherent fragile nature of keets during their first days after hatching makes it challenging for non-experienced farmers to raise them. All the necessary conditions must be met to provide them with effective protection during their first months after hatching.

30

New poultry housing constructed using local materials by an incubation unit beneficiary

Training for beneficiaries is anticipated to begin in April. As in Niger, the distribution of the guinea fowl will be done in early Q2FY19.

3.2.3. Small ruminant value chain

Livestock farming in Niger and Burkina Faso is an important economic activity with a long tradition in both countries. Small ruminants, such as sheep and goats, play a major role in livelihood strategies, food security and economic activities of men and women in local communities. REGIS-AG focuses on linking producers to live animal buyers through local and international fairs, as well as through B2B platforms. In addition, the project provides for interventions to enhance the competitiveness of value-added products such as dried and fresh meat, milk and cheese, as well as hides and skins.

In Q2FY19, small ruminant value chain activities focused on (i) conducting small ruminant cluster evaluation workshops in Burkina Faso, (ii) training of members of POs on commercial fattening techniques in both countries, (iii) coaching Nigerien traders who may attend the FIARA fair in Dakar, and (iv) holding exchanges with the regional authorities of Central-North for the organization of the next Tabaski fair in Burkina Faso.

Activity 1: Strengthen business linkages between 32 small ruminant POs and 3 butchers in Burkina Faso and Niger Activity 2: Strengthen business linkages between 126 small ruminant POs and 12 traders in Burkina Faso and Niger

In terms of market linkages development and as stated in the project FY19 annual work pIan, by the end of FY18, REGIS-AG activities in the small ruminants value chain in FY17 and FY18 in Burkina Faso and Niger resulted in the setting up of 16 business clusters in the small ruminant value chain with 166 beneficiary support plans by the end of FY18 in Burkina Faso and Niger. These clusters involve 150 POs, 13 traders and 3 butchers. They are distributed as follows: • 8 business clusters in Burkina Faso with 61 support plans that link 53 POs, 6 traders and 2 butchers;

31 • 8 business clusters in Niger with 105 beneficiary support plans that link 97 POs, 7 traders and 1 butcher.

Table 17 and Table 18 below provide details on these business relationships by region and by partner projects that supported the POs.

Table 16 : Support plans of small ruminant value chain beneficiaries finalized in Burkina Faso during FY1825

Partner projects whose beneficiaries are involved in REGIS-AG business linkages Relationship REGIS-ER ViM PROFIL FASO Other partners Total planned Plans validated and ready for implementation for partner project’s POs linked to traders • Central North none26 none None none None None • East 03 PO linked None None none 18 PO linked 21 PO in 4 market to 2 traders to 4 traders linkages with 4 A&B A-D traders27 PO • Sahel 4 PO linked None None none 27 linked to 1 31 PO in 1 market to 1 trader E trader E linkages with 1 trader28 Total achieved in 07 PO linked None None none 45 PO linked 52 PO in 5 market FY18 to 3 traders to 5 traders linkages with 5 traders Plans validated and ready for implementation for partner project’s POs linked to butchers • Central North na29 na Na Na None None • East Na na Na Na 01 PO linked 01 PO linked to 1 to 1 butcher A butcher30 • Sahel Na na Na Na 08 PO linked 08 PO in 1 market to 1 butcher B linkages with 1 butcher Total achieved in Na na Na Na 09 PO linked 09 PO in 2 market FY18 to 2 butchers linkages with 2 A&B butchers A&B

25 In reality, some of the plans were drafted towards the end of FY17 and finalized in FY18. 26 This means that this type of market linkage did not emerge during the business linkages development workshops. 27 Kabore Alphonse, Mano Domano, Traore Djibril, and Walabri Yarba. 28 Goune Abdou. 29 This means that this type of market linkage was not envisaged in the work plan. 30 Soubeiga Rene.

32 Table 17 : Support plans of small ruminant value chain beneficiaries finalized in Niger during FY1831

Partner projects whose beneficiaries are involved in REGIS-AG business linkages Relationship REGIS-ER LAHIA SAWKI PAASAM-TA Other partners Total planned Plans validated and ready for implementation for partner project’s POs linked to traders • Maradi 2 PO linked na32 3 PO linked 11 PO linked 9 PO linked 25 PO in 2 market to 1 trader A to 2 traders to 1 trader A to 2 traders linkages with 2 A&B A&B traders A&B33 • Tillabéri 9 PO linked Na none34 none 15 PO linked 24 PO in 3 market to 2 traders to 2 traders linkages with 3 C&D C&E traders CD&E35 • Zinder 9 PO linked Na 1 PO linked 6 PO linked 9 PO linked 25 PO in 2 market to 2 traders to 1 trader F to 1 trader G to 1 trader F linkages with 2 F&G traders36 Total achieved 20 PO linked Na 4 PO linked 17 PO linked 33 PO linked 74 PO in 7 market in FY18 to 5 traders to 4 traders to 2 traders to 5 traders linkages with 7 traders Plans validated and ready for implementation for partner project’s POs linked to butchers • Maradi none 4 PO linked na na 19 PO linked 23 PO in 1 market to 1 butcher to 1 butcher linkages with 1 A A butcher • Tillabéri none Na Na Na none none • Zinder none Na Na Na none none Total achieved none 4 PO linked Na Na 19 PO linked 23 PO in 1 market in FY18 to 1 butcher to 1 butcher linkages with 1 butcher

In Q1FY19, business linkages development activities in the small ruminant value chain focused on (i) business cluster evaluation to ascertain the level of implementation of commercial transactions between POs and buyers (traders and processors) in 8 clusters in Niger and 3 in Burkina Faso., and identifying challenges to be addressed in order to sure up the chances of achieving the expected results; (ii) training producers in commercial fattening, and (iii) facilitating financing for small ruminant value chain cluster members.

In Q2FY19, activities focused on (i) continuing business cluster evaluation in Burkina Faso; (ii) continuing training producers in commercial fattening in Burkina Faso and Niger which are detailed in this section of report.

a) Sub-Activity 1: Organize a self-assessment and update of clusters’ support plans In Burkina Faso, the small ruminant value chain team organized four small ruminant clusters’ performance assessment workshops that ran simultaneously from January 14 - 9 in Kaya. Four clusters

31 In reality, some of the plans were drafted towards the end of FY17 and finalized in FY18. 32 This means that this type of market linkage was no envisaged in the FY18 work plan. 33 GIE Zumuntchi Kara and Tatalin Arzikin 34 This means that this type of market linkage did not emerge during the business linkages development workshops. 35 Entreprise ALHERI, trader Abdou Mayaki, and trader Amadou Hassane 36 Trader Elh Hamissou, trader El Hachimou

33 bearing the names of the buyers in Central-North made up of 72 OPs, 6 collectors and 4 traders were evaluated: the Kouégo cluster, the Saidou cluster, the Mohamado cluster, and the Oumarou cluster.

Participation in Burkina Faso cluster evaluation workshops

These 4 workshops brought together 154 cluster members and 4 representatives of the Regional Chambers of Agriculture (CRA) as detailed in the table below.

Table 18 : Small ruminants cluster members’ attendance in the evaluation workshops, Burkina Faso

Number of POs Number of participants Cluster represented PO members Traders Total Name REGIS-ER REGIS-AG M F M F M F Total Mohamado 0 21 11 31 3 0 14 31 45 Kouégo 7 18 8 42 2 0 10 42 52 Saïdou 0 13 14 12 2 0 16 12 28 Oumarou 0 13 9 17 3 0 12 17 29 Total 7 65 42 102 10 0 52 102 154

Conduct of the workshops in Burkina Faso Prior to the evaluation workshops, each PO organized a meeting to exchange and evaluate relations with buyers using tools put at their disposal by the team. During these self-assessment meetings, the POs collected information about productions, sales, and the difficulties encountered.

Each evaluation workshop was carried out at cluster level for two (02) days; they all followed a common approach. Participants discussed: (i) the strengths and challenges related to the operation of the clusters, (ii) the situation of PO members, (iii) the number of animals available at the level of each PO, (iv) the amount of the credit requested by POs, and (v) the status of relations with traders.

Results of the workshops in Burkina Faso

• The evaluation revealed encouraging developments, notably:

- POs regularly exchange information on the market, particularly prices, during the meetings and also informally.

- There has been an improvement in POs’ internal governance (organization of periodic meetings, assessment of the activities, use of management tools, improvement due collection). - Group vaccination has been organized (PO members organize and call on the services of the state technical services or AEs) which has help reduce the cost of vaccinations. - Since the business market linkage workshops, POs and some buyers have discussed conditions of commercial transactions without the project involvement. - 2,007 heads of small ruminants were sold in the four clusters; this corresponds to 58% of the 3,460 planned (2,664 sheep and 796 goats).

34 Table 19 : Number of heads of small ruminants sold to buyer by cluster, Burkina Faso

Number of small ruminants sold Number of Number of Name of sold within sold outside Cluster Total Sheep Goat the cluster the cluster Mohamado 440 75 515 110 405 Kouégo 555 155 710 0 710 Saïdou 263 123 386 0 386 Oumarou 285 111 396 199 197 Total 1,543 464 2,007 309 1,698

• The evaluation also revealed a major challenge to address: Out of the 2,007 heads sold, only 309 heads (15%) were sold to the buyers within the cluster. I other words, majority of the sales are done outside the cluster. The table below gives the breakdown of sales.

Participants discussed actions that can help increase sales within clusters. These include: - strengthening links between the different cluster members and improving internal governance; - improving the exchange of information between POs as well as among POs and buyers; and - improving the products offered to buyers.

Concerning products offered to buyers, discussions revealed that POs have not yet mastered fattening techniques well enough. Training in fattening techniques is intended to raise the technical level of producers, and POs members are encouraged to apply the technical themes received, especially with regard to animal selection criteria, feeding, and health protocol monitoring. More coaching is therefore required. REGIS-AG plans to monitor producers on their production site in order to identify improvements and difficulties, propose solutions where required, and provided coaching where necessary. In addition, POs members are encouraged to make regular contact with the animal resources services to learn about all the opportunities that exist (training, funding, etc.), and to share information.

A similar evaluation workshop was done in Niger in Q1FY19.

b) Sub-Activity 2: Build the technical capacity of POs in Burkina Faso and Niger in animal fattening

In Niger, 135 participants (31 men, 104 women) from 27 POs participated in commercial fattening training in Q2FY19 as detailed in the table below.37 The project used a training of trainers (ToT) approach. Under the direction of the PO president, ReCom led the process of selecting 5 PO representatives to attend the training. These training participants serve as trainers who will go on to train members of their POs. Training sessions were organized in five centers: at the Madarounfa and Dakoro centers from January 9 – 14 in Maradi, at the Gragoumsa and Matameye centers from January 14 – 19 in Zinder, and at the Kollo

37 These participants are added to the 345 participants of 59 POs trained on commercial fattening during Q1.

35 center from January 29 – 30 in Tillabéri. The table below shows the distribution of trained PO members (trainers) by region and gender.

Table 20 : Distribution of trainers trained in the commercial fattening by region and gender, Niger

Number of Center / Number of participants (trainers) Region Date POs Commune Men Women Total represented Madarounfa 2 33 35 7 Maradi 9 – 14 January Dakoro 15 15 30 6 Tillabéri 29 – 30 January Kollo 1 19 20 4 Gragoumsa 6 19 25 5 Zinder 14 – 19 January Matameye 7 18 25 5 Total 31 104 135 27

The training module was developed by the Regional Directorate of Livestock of Maradi and then validated together with the REGIS-AG small ruminant value chain team. The training topics included the following: • choice of animal (breed, coloring, size, and age), • feeding (importance of feeding livestock, different nutritional requirements for animals, their roles and formulation of animal feed), • animal health (recognition of signs of diseases, factors facilitating the spreading of disease, prophylaxis plan), • equipment and materials, • establishment of an operating account, • pricing, • definition of production and marketing objectives to meet market demand.

The trainings were facilitated by 3 experienced trainers the project identified in collaboration with the Regional Directorates of Livestock of Tillabéri, Maradi and Zinder. Training included both theory and practice. The practice was done with the support of the livestock service of the Commune. It consisted in a visit to a cattle market/fattening site to see different breeds, and to practice the identification of an animal’s age based on his teeth or horns. Demonstrations of how to give an animal a zootechnical product (first care) were conducted for participants. Expressing her satisfaction of the training, Hannatou Habou, a participant at the Madarounfa center in Maradi said "I give salt to my animals every day, today, I realized that it is not necessary. It can be done once a month and in reduced quantities. It significantly reduces the cost of the activity”.

The training replications were launched in March directly following the training of trainers’ sessions and they will continue in Q3FY19. In Q3FY19, the project team will also monitor a random sample of training sessions led by trainers for quality control and coaching.

During this training, the SVPP of Matamey seized the opportunity to inform the participants of the names of the AEs in the SVPP network and their locations. Training participants will be able to solicit them for the veterinary services needed in their livestock activities.

36 In Burkina Faso, the project also used a ToT approach. The training of trainers’ session was held in Kaya from March 4th to 19th. As shown in the table below, a total of 339 participants from 69 POs attended. They will serve as trainers for other members of their POs. Each PO’s ReCom participated as well as 4 other PO members selected by their POs during General Assembly on the following two criteria: (i) their ability to speak in public, and (ii) the ability to lead a group and to transmit messages received.

Table 21 : Participants (trainers) in the commercial fattening training

Number of participants (trainers) Region Center Number of POs M F Total Central-North Regional Chamber 33 127 160 32 Central- of Agriculture North City of 11 December of Kaya 16 163 179 37 Total 49 290 339 69

Training sessions were co-facilitated by the project staff and the Livestock Technicians of the Regional Directorate of Animal and Fisheries Resources of Central-North (DRRAH / CN). The training covered the same modules as in Niger. To strengthen the theoretical training, working groups were organized to evaluate and reinforce the knowledge impacted.

Training replications began on March 11 in 12 of the 69 POs. A total of 256 PO members (12 men, 244 women) as detailed in the table below were trained. These replications will continue in Q3FY19.

Table 22 : Participants in the replica training for commercial fattening training

Number of participants Region Center/Commune (replica training) M F Total Bouroum 0 144 144 Centre Nord Dargo 0 19 19 Kaya 12 81 93 Total 12 244 256

The small ruminant value chain team conducted two monitoring field visits in Central-North (Fanka and Sian villages) to provide support to the trainers during the training replications from March 21th to 22nd. In Fanka, two POs (Zeemstaaba2 and Manegbzanga) held replica trainings. In Sian, the Teeltaaba PO organized training with 11 participants out of an expected 19 participants. This low participation is due to social events experienced by some members. The group plans to hold a second session to permit all members of the PO to participate. The following observations were made during on the monitoring visits:

37 • The importance of the training in activity budgets development carried out in local language during the literacy for PO members. The training modules were translated into the local language and the training was conducted in Mooré as well as the presentation of group work. This allows farmer to better understand the material used and to be able to assess their benefit associated with animal fattening A session of training replication being conducted in Fanka activity.

• Producers acknowledged their weakness in fully mastering the animal fattening techniques the project trained them on. This suggests that they need to be properly coached after the initial training to ensure effectiveness. This planned through the Business Development Service Providers (BDS-P) that are being mobilized under the 3S Fund to provide services to project beneficiaries. • More coaching of POs on good governance is still necessary. While some changes have been noted after project training on this theme (exp.: holding regular meeting, producing minutes of meetings, improvement in the collection of membership dues, and improvement in record keeping), it is clear that many difficulties POs experienced (exp.: over reliance of ReCom or the leadership, and absence of election to renew the leadership) are partly linked to weaknesses in governance.

Activity 3: Support local actors in organizing Tabaski fairs for small ruminants in Burkina Faso and Niger

Mobilizing local authorities in Burkina Faso

In Burkina Faso as part of the preparations for the next Tabaski fair and given the deteriorating security context,, the small ruminant team met the Secretary General of the Central-North region (SGR / CN) and the Secretary General of the Regional Chamber of Agriculture (CRA / CN) in Kaya on March 21 and 22, respectively.

The Secretary General of the Central-North region and his team were informed about the organization of the next fair Tabaski in the difficult security context. During the discussions, the second senior official of the Regional Administration highlighted the importance of this event for the region and his satisfaction that REGIS-AG is not abandoning activity due to the security context. He highlighted the need to start consultations early and adapt as security considerations require. He also reassured the team of the willingness and readiness of authorities to support the project for the success of its missions.

At the meeting with the Secretary General of the Regional Chamber of Agriculture of Central-North, exchanges focused on the partnership to be formed to institutionalize the organization of Tabaski fairs. The Secretary General plans to organize a meeting in April with interested partners to discuss the issue and ensure that fairs will continue to be organized after the end of REGIS-AG.

38 Coaching for FIARA participants in Niger

The International Fair of Agriculture and Animal Resources (FIARA) is scheduled for April 11 – May 2 in Dakar, Senegal. In Niger, the small ruminants value chain team coached 6 actors (5 traders and one GIE member) considering participating in the FIARA 2019.38

REGIS-AG has been gradually eliminating its financial support for this fair. The project limited its assistance this year to coaching interested actors to better communicate and organize among themselves as well as to understand the necessary expenditure for participation before committing themselves.39 More specifically, the project team’s coaching and facilitation consisted in the following: • Facilitating vaccinations and the obtaining of the animal health certificate at the level of the Regional Directorate of Livestock of Zinder (giving the information to the traders on these processes and the points of contacts). • Facilitating the obtaining of certificate of origin at the Chamber of Commerce (giving information to traders on these processes and points of contact). • Facilitating exchange between the actors and the FIARA Executive Secretary in Dakar to obtain an invitation letter for the participation in the fair, and to seek a reduction on the price of the enclosure.40 • Facilitating the passage of the trucks through Mali by contacting Malian deputy and who also serves as the President of the National Federation of the Interprofessional Groups of the Meat and Livestock Sector in Mali. • Sensitizing actors on road harassment. • Providing advice on livestock pricing by category.

Merchants are financing their own participation this year, including: • All transportation costs for their animals • Their own transportation from Niamey to Dakar • Lodging and expenses in Dakar • Animal feed and herders to care for the animals during transit • Extra fees

38 These are: Elh Oumarou Daouda, Elh Moussa Issaka, Inoussa Dan Douma, Elh Hamissou Harouna, Elh Bachir Mahamadou Kanta, and Manouga Mamaember (member of the GIE Haouchin Rago de Gouré in Zinder). Among these actors, four are in the clusters: Oumarou Daouda, Elh Hamissou Harouna and Inoussa Dan Douma, and GIE Gouré/Zinder. 39 In FY18, traders financed the following facilities: i) transport of animal from the commune to the regional center, ii) transport of animals from the regional centers in Niamey, and Niamey to Dakar for 3 trucks, iii) accommodation and daily expenses in Dakar, iv) their own transport from Dakar to Niamey, v) animal feed and management of cattle herdsmen, and vi) incidental expenses. REGIS AG financed the following facilities: i)transport of animals from the regional centers in Niamey, and Niamey to Dakar for 4 trucks, and from Kaya and Fada to Dakar for two trucks, ii) transport for traders in Dakar (in the trucks), iii) ear tagging and quarantine and compliance with relevant veterinary legislation (vaccinations), iv) rental of stands 9 square meters for buyers / sellers meetings, with an enclosure of 400 square meters for animals where buyers could inspect and buy, v) support to traders in obtaining official documents required for the export of animals (health certificate, certificate of origin, authorization export of animals, etc.), and vi) transit fees (customs, zoo- sanitary, “nuisance” charges, etc.). 40 Ultimately, the reduction in price was not obtained.

39 • Quarantine and compliance with applicable veterinary legislation (vaccinations) • 100 square meter animal pen where buyers can inspect and buy • Transit fees (customs, animal health, "nuisances", etc.)

Exchanges are still ongoing to determine the number of heads to bring to the fair and organize their departure with the actors expecting to transport approximately 500 animals to the fair in 3 trucks in early April.

In addition, REGIS-AG did not actively recruit traders to participate in the FIARA in FY19 as it did in FY18, not did it organize mini-fairs to mobilize animals for the traders’ to purchase. The traders purchased animals from local markets but have not sought out REGIS-AG POs. It appears that no traders purchased animals from REGIS-AG POs this year. No traders obtained financing for their participation in the FIARA this year.

Activity 4: Opportunistic business linkages development

These are business linkages development facilitations that are not planned the FY19 work plan. Such facilitations are done when opportunities emerge. In February 2019, a trader from Abidjan (Cote d’Ivoire) came to Niamey to explore business opportunities with small ruminant producers in Niger. He was directed to REGIS-AG. The project contacted a number of traders and facilitated a meeting in Niamey with a trader from Zinder. Their discussion focused on the average prices of the animal depending on its size and race in Niamey and Zinder, the cost of animal transport by truck from Niamey to Abidjan, and incidental expenses (such road harassment), and the seller's interest and ability to meet the needs of the buyer. At the end of the meeting, they exchanged contacts and made a commitment to continue negotiations for sales during the Tabaski period.

40 3.3. Component 3 - Strengthening input supply and other services and improving smallholders and agro-processors’ access to interconnected markets

REGIS-AG value chain studies clearly indicate that access to quality inputs and supporting services are important to enable project beneficiaries (agro-pastoral smallholders, traders, processors, and/or buyers) to upgrade their operations and increase their potential income. The effective and timely delivery of these inputs and services is essential for achieving the project goals. Furthermore, gender is a critical dimension in increasing access to and delivery of inputs and services given the barriers that exist to women’s mobility and participation in off-farm commercial activities. Under Component 3, REGIS-AG is expected to develop sustainable commercial networks for the supply of inputs and services by training and certifying 250 private-agro-dealers and linking producers and traders to these proven rural service providers. REGIS-AG is also expected to create 7 professional animal health networks linking 7 private veterinarians, 44 veterinary stores, 233 Community Animal Health Workers (CAHWs) and 65 female village-level vaccinators, as well as supporting disease surveillance in the project area.

Activities under this component are therefore structured around two broad intervention areas: cowpea input services and animal inputs services. These planned activities are geared towards facilitating access to agro-inputs and animal health services for project beneficiaries involved in value chain development activities presented in Component 2 of this report. As such, they are considered as sub-activities and are complementary to activities planned in these axes of collaboration.

3.3.1. Cowpea inputs and agricultural services

Access to agro-inputs (quantity and quality) and agricultural services is a key factor in improving the development of the cowpea value chain. To inform project activities to facilitate access to agro-inputs and services, by project-supported producers cowpea value chain development activities (section 3.2.1), REGIS-AG carried out a scoping study on input distribution in Niger and Burkina Faso and a census that led to the mapping of these agricultural input distributors and grain storage warehouses in the project intervention areas in collaboration with project partners. On the basis of this information, the project carried out the following interventions under this section of the plan in FY16 through FY18: • Facilitating direct contact between producers and seed and fertilizer distributors in the implementation of the warrantage activity and the beneficiary support plans, • Training input distributors to increase technical knowledge to improve their provision of technical advices to the producers (their customers), • Organizing agro-input fairs that facilitated contacts and the purchase of inputs and PICS bags for cowpea conservation.

In addition, REGIS-AG supported the ministers in charge of agriculture in Burkina Faso and Niger in organizing a national forum for the development of seed and fertilizer sub-sectors.

In Q2FY19, agricultural inputs activities focused on: i) training input distributors in Niger, ii) supporting the strengthening of the agro-input distributor network in Burkina Faso, ii) holding the validation workshop for the action plan for the implementation of the recommendations from the national forum on the seed sub- sector in Niger, and facilitating the validation of national action plans for the seed and fertilizer sub-sector development in Burkina Faso. 41 Activity 2: Facilitate the strengthening of formal networks of agro-input distributors in Burkina Faso and Niger

a) Sub-Activity 1: Train of a new set of agro-dealers on technical knowledge of agricultural inputs and on the management of agro-input shops

In Niger, the work plan calls for the project to train 32 additional input distributors on Module 6 (pesticides) in FY19 to complete the life of project target of training 250 input distributors.41 The project organized a series of trainings from March 10 – 15 in Maradi for input distributors from all 3 regions. A total of 49 input distributors (39 men, 10 women) participated. Of these, 30 were trained on Modules 1-5 only (since they had already been trained on Module 6 in FY18) and 19 were trained on Module 6 only (since they had already been trained in Modules 1-5 in FY17).

The training carried out by a project team in collaboration Box 1: REGIS-AG Training Modules for distributors of agricultural inputs with the relevant technical services.42 The training consisted in a theoretical and a practical phase. The theoretical phase Module 1 - Technical knowledge of certified improved seed, seed law, seed focused on the following aspects: production and marketing conditions. • Explaining the PERSUAP, its contents, the pesticides Module 2 - Technical knowledge of authorized by the Sahelian Committee of Pesticides fertilization and fertilizers, good practice of (CSP), the list of pesticides rejected by PERSUAP fertilizer use. while appearing on the list of approved pesticides, Module 3 - Good practices in the the list of pesticides accepted by the PERSUAP. production and conservation of cowpea - use of PICS bags. • Benefits and adverse effects of pesticides. • Different categories and / or classes of pesticides and Module 4 - Management of agricultural input shops. their use. • Risk assessment and risk reduction measures. Module 5 - Technical knowledge of livestock and poultry feeds, from • Current regulations on pesticides (regional and production to food distribution, good national regulations on pesticides) and pesticide procurement, management, storage and control. marketing practices. • Good practices of pesticide use, choice of pesticides, Module 6 - Knowledge and good practices and case cowpea field treatment: How to prepare of pesticide management. the phytosanitary mixture without risk • Different types of intoxication and emergency measures in case of pesticide intoxication. • How to recognize and avoid fraudulent and counterfeit products • Causes, consequences of fraud and counterfeit pesticides.

41 During FY17, REGIS-AG trained 218 input distributors in Niger and Burkina Faso on modules 1 – 5 contained in the project training curriculum for distributors (Box 1). Module 6 was not administered because the PERSUAP had not yet been approved. REGIS-AG trained the input distributors in Burkina Faso on Module 6 in August 2018, following USAID approval of the PERSUAP in Q4FY18. 42 This was a change in approach compared to the training of trainers (TOT) approach used for Modules 1-5 in FY17. In the TOT, the project team trained a select group of members of the national association of agro dealers and they in turn trained other agro dealers in the regions. The change was necessary due to the specificity of the content of Module 6.

42 The practical phase focused on the following aspects: • How to read a pesticide label • How to safely prepare the phytosanitary mixture • How to regulate pesticide treatment equipment • Protection of the applicator during treatment • How to successfully treat cowpea pests in the field • How to hold and orient the device during the treatments taking into account the direction of the winds, cleaning the apparatus after treatment, etc.

The list of pesticides authorized by PERSUAP was made available to distributors who can read and write. Demonstrations of the personal protection equipment required during the preparation and application of the phytosanitary spray were also conducted. Water or diesel was used for the demonstrations. A monitoring mission will be conducted in Q3FY19 to evaluate the achievements of this training.

In Burkina Faso, the project team took steps to facilitate the licensing of distributor for the marketing of pesticides and fertilizers. Each distributor selling fertilizers, seeds and pesticides must in principle have a certificate43 for each type of inputs sold (i.e. up to 3 certificates). These certificates are issued by the state and require the distributor to prove in his application file that he has technical knowledge of the inputs s/he wants to commercialize.

The Agricultural Inputs and Services Specialist engaged the administrative services in charge of certificates to address this issue, meeting with the Directorate of Plant Protection and Conditioning (DPVC) and the Fertilizer Service on January 11. He also met with the national association AGRODIA44 on January 23 during which the conditions for obtaining marketing certificates were discussed as well as the factors that limit distributors' efforts to obtain certificates. Limiting factors include: (i) distributors’ lack of information on the process of obtaining certificates, (ii) their inability to justify their knowledge of marketed inputs (pesticides, fertilizers), and (iii) lack of tax certificate. He also met with the Permanent Secretariat and the Executive Board of AGRODIA in March. Another meeting was held with the Plant Protection and Packaging Protection (DPVC) technicians in April.

In Q3FY19, REGIS-AG will assist AGRODIA in organizing a workshop on this topic, which will bring together input distributors, state technical services in charge of input regulation issues, and the AGRODIA Executive Board.

b) Sub-Activity 3: Facilitate the strengthening of the structuring of input distributors at the regional level

In Burkina Faso, the project provided support to AGRODIA throughout the quarter as part of the support to the structuring of input distributors at the regional level.

Exchange and coordination meetings with AGRODIA executives:

43 Certificate: An administrative authorization that allows the individual or his company to buy, transport, produce or market (distribute) a type of input (fertilizer, seeds, pesticides). 44 Association des Grossistes et Détaillants d’Intrants Agricoles du Burkina Faso

43 The project organized two meetings in Ouagadougou with 7 representatives of the Executive Board of AGRODIA and the Permanent Secretariat: one on January 17 which included the Permanent Secretary, and a second on January 24 which included the President. These meetings provided insights into AGRODIA's context and its evolution, the strategic plan and the operational plan (2019 and 2021). AGRODIA officials shared their expectations on the support to be provided to their members in the regions, and also communicated their program of preparatory activities for the General Assembly in March 2019. This information has allowed the project to better prepare activities to be carried out jointly with this organization.

Preparatory Workshops for AGRODIA's General Assembly and Support for Regional Sections: In February, the project supported AGRODIA in the organization of two workshops in Kaya. The first workshop was held from February 19 – 22, gathering 24 people (21 men, 3 women) including members of AGRODIA's Executive Board, former presidents of the organization, and the technical staff of AGRODIA as well as two resource persons including one from the Directorate of Producers' Organization and Rural Institutions Support (DOPAIR) and a legal assistant. The project’s Component 3 Lead also attended. This first workshop allowed participants to: (i) inform Participants at the first workshop to support the the leaders of AGRODIA about the OHADA structuring of input distributors at the regional level uniform act on cooperative societies, (ii) discuss the life of the organization, as well as its internal governance, mission and activities, (iii) discuss the professionalization of distributors, and (iv) review the statutes and bylaws of AGRODIA. Recommendations were formulated for discussion at the General Assembly held from March 25 – 28.

The second workshop was held from February 25 – 26 in Kaya, which brought together representatives of all 3 regions to (i) discuss the reinforcement and structuring of the networks of the distributors of inputs, and (ii) evaluate AGRODIA's provincial sections before the General Assembly. This workshop brought together 47 people (39 men, 8 women) including 25 agricultural input distributors and 15 livestock feed traders.

Table 23 : Distribution of participants at the input distributor structuring workshop, Burkina Faso

Number of-dealers Region of Livestock feed and distributors of Total origin tracers PICS bags Centre Nord 10 6 16 Sahel 3 7 10 Est 12 2 14 Total 25 15 40

44 This workshop enabled the evaluation of 7 provincial sections of AGRODIA in the project’s regions of intervention, namely, the sections of Sanmatenga and Namantegna in Central-North, the sections of Seno and Yagha in Sahel, and the sections of Komondjari, Gnagna and Gourma in East. This evaluation revealed a great variation from one section to another. The sections of the Central-North and East regions seem to perform better than those in the Sahel. • All sections except Kaya (Central-North) mobilize their own resources focusing on membership dues only. The Sanmatenga section seems the best in terms of mobilizing own resources. Indeed, the rate of the members up to date of their annual membership dues varies: 100% in Sanmatenga, 69% in Gourma, 50% in Namantenga, 45% in Gnagna and 0% in Séno and Yagha. • While some section leaders seem to have a good grasp of AGRODIA's missions and activities, some do not link well to the organization's vision and legal status. At the individual level, everyone hopes for the association's support to prosper in their business, while at the same time many continue to work without having a trade register and certificate for the marketing of inputs. • This means that many act informally and avoid taxation. Each distributor selling fertilizers, seeds and pesticides must in principle have a trade registry45 and a certificate46 for each type of inputs sold (i.e. up to 3 certificates). Input distributors are making efforts to obtain approvals, but remain well below expectations as demonstrated by their rate of obtaining these documents: Gourma (46%), Sanmatenga (40%), Koumdjari (22%) and Séno (8%) provinces. • Reform needs were discussed and focused on better matching the needs of grassroots members with AGRODIA's vision and mission, as well as improving decision-making processes, managing and mobilizing resources. Each section should be able to mobilize at least 90% to 100% of membership dues; this can be used as a simple way to measure the level of engagement of members.

At the end of the workshop, it was recommended that the evaluation methodology and results be shared with other sections. The main recommendations made during the workshop were transmitted to the AGRODIA Executive Board, some of which were discussed during the General Assembly. These recommendations included: • The need for the General Assembly to endorse the membership of new members including feed traders who have joined. More than 300 new membership applications were endorsed during the workshop. • Support for members in sections to obtain their trade registry and certificates for the marketing of inputs. • Improve the collection of dues in the sections. • Improve communication between the grassroots and the central level of AGRODIA. • Support for group purchases of inputs for regions and sections.

45 Trade Registry: This is a document that recognizes the distributor of inputs as a commercial enterprise and officially registered at the level of the commercial court. This register gives information on the identity, the activity, the legal status of the company. 46 Certificate: An administrative authorization that allows the individual or his company to buy, transport, produce or market (distribute) a type of input (fertilizer, seeds, pesticides).

45 In addition, the project gender specialist who participated in the workshop had discussions with the Women's Coordinating Unit on women's participation. Their discussion resulted in the establishment of an advocacy plan. This advocacy will be carried by the AGRODIA Women's Coordinating Unit to the PAPSA and NERTAMBA projects to solicit financial support for a woman as a wholesaler and 4 women retailers at the national level. In addition, they will advocate to the agricultural authorities to negotiate facilities allowing women to become more involved in issues related to the distribution of agricultural Participants at the AGRODIA General Assembly on March 28 inputs.

Support for the organization of AGRODIA's General Assembly: REGIS-AG supported AGRODIA in the organization of its General Assembly held from March 26 – 28 in Kaya in Central-North. The General Assembly was attended by 125 AGRODIA agricultural input distributors (116 men, 9 women). In particular, the project supported the active participation of 35 distributors from its areas of intervention who advocated the need to take into account the needs of the sections, the acceptance of new members, and the consideration of gender in organizational life.

Activity 4: Facilitate the validation of national action plans for the seed and fertilizer sub-sector development in Burkina Faso and Niger

In Niger, the project continued the process of developing the seed sub-sector action plan. The consultant submitted a revised action plan in January in response to comments from REGIS-AG and USAID. Several meetings were held between REGIS-AG, the Ministry of Agriculture and Livestock, and USAID to discuss the direction and content of the action plan. REGIS-AG then facilitated the organization of a final action plan review in Niamey from March 5 – 6 prior to the validation workshop. The meeting gathered 10 participants from the Central Services of the Ministry of Agriculture and Livestock and the National Institute of Agricultural Research of Niger (INRAN) as well as 3 REGIS-AG team members including the COP. Suggestions made at the meeting were integrated in the a new version of the draft action plan that was discussed at the project-facilitated validation workshop held in Niamey from March 27 – 28. A total of 96 participants from the seed sub-sector attended.47

47 Several Nigerien ministries participated, including the Ministry of Agriculture and Livestock (MAG / EL), the Directorate of Seed Control and Certification (DCCS), the Directorate General of Agriculture (DGA) at the national level. Regional ministries were also well represented with participants coming from the Regional Directorates of Agriculture (DRA) of Maradi, Dosso, Zinder, Diffa, Tahoua, and Niamey. Participating donors included USAID, Millennium Challenge Authority (MCA), World Food Program (WFP), as well as staff of IFDC and ICRISAT. Private sector actors were also present including seed producers and seed companies such as Amate Seed Farm, Manoma SA, Ets HUSA'A, and AINOMA, as were professional organizations / associations such as Association of Private Seed Producers of Niger and the National Network of Chambers of Agriculture. Finally, given the important role of financing the sector, the microfinance institutions ASUSU.SA and BAGRI also participated.

46 The validation workshop was structured as follows: (i) review of the principal recommendations from the forum held in 2018, (ii) presentation of the action plan, (iii) group work to discuss and make recommendations to the action plan as well as to establish implementation modalities and timelines for proposed activities, (iv) presentation and discussion of group deliberations. The following recommendations were adopted into the action plan.

• For the Ministry of Agriculture and Livestock (MAG/EL): - Set up an ad hoc committee to monitor and accelerate the adoption process of the Seed Sub- Sector Support Fund (FASS); - Accelerate the adoption of pending regulatory texts; - Accelerate the settling of unpaid bill of seed suppliers; and - Given the delays experienced in making funds available for the production of basic and foundation seed, facilitating the disbursement of funds generated by the seed services that re housed in the public treasury.

• For the private sector, - Given the arrears in payments by the government to seed suppliers by the public sector, which further weakens the private sector and delays the achievement of 3N's goals on issues related to seeds and agricultural professionalism, seed companies must actively and collectively advocate to the government for the payment of seed sales which are in.

The Ministry of Agriculture and Livestock and the DGA will take the lead in mobilizing resources and in implementing the action plan. REGIS-AG has already identified two activities to support before the project ends: • facilitating a study tour in a country to learn about their experience in (i) developing public-private partnerships (PPP) in seed inspection and the production of foundation seed, and (b) designing and implementing a pro-market voucher system for input subsidy administration. • Facilitating the finalization and validation by stakeholders of remaining legal instruments.

In Burkina Faso, the consultancy contract for the development of the seed and fertilizer action plan was signed in Q2FY19. On March 19, the consultant held a meeting at the Department of Agricultural Mechanization to present and discuss the data collection methodology and timeline with the Directorate General of Plant Production (DGPV) under the supervision of REGIS-AG. This meeting brought together 13 people: 9 representatives of the Ministry of Agriculture, 2 consultants, and 2 representatives of REGIS- AG. Meeting participants gave their input and amendments were made. The consultants then sent the finalized documents to REGIS-AG for validation. After this validation, the consultant developed a program for field data collection. To facilitate data collection, the Director General of Agricultural Production produced a letter of introduction of the consultants to the various structures identified for the field mission. Work continues, and the first draft of the action plan is expected in April 2019 and the validation workshop later in Q3F19.

47 3.3.2. Animal Health Services In Q2FY19, animal health activities focused on: (i) holding training and refresher training for AEs in Niger, and (ii) launching the procurement process for acquiring equipment for AEs in both countries, and (iii) strengthening the public-private partnership for implementing the health mandate of private veterinarians in Burkina Faso.

Activity 1: Strengthen the technical capacity of existing SVPP in Burkina Faso and Niger

a) Sub-Activity 2: train AEs of the Madarounfa and Torodi SVPP The project facilitated training for 16 AEs (13 men and 3 women) of the Torodi SVPP from February 23 – 26, 2019. This training focused on the first 4 modules of the AE curriculum (Box 1). The project facilitated a second training (refresher) for 17 AEs (14 men, 3 women) of the Torodi SVPP on modules 5 and 6.

The training sessions were administered by the private veterinarian of the SVPP under the supervision of the REGIS-AG Animal Health Specialist and the Torodi Departmental Participants at the training in Dakoro Directorate of Livestock. Training was planned to be held in Torodi but where moved to Siloé in the Kollo department approximately 70 km from Torodi for security reasons. In Q3FY19, these AEs will be trained on Modules 7, 8, 9, and 10.

b) Sub-Activity 3: Complete refresher training Box 1: REGIS-AG Training Modules for AEs for 147 AEs of the Dakoro, Guidan Roumdji REGIS-AS uses the official training curricular for and Filingué SVPP AEs that is structured in the following 10 modules: In Q1FY19, REGIS-AG conducted refresher training Module 1 - Roles, functions and limitations of the for AEs in the Tillabéri, Mirriah and Magaria SVPPs in livestock auxiliaries (AE). October. This refresher training covered the 10 Module 2 - Basic animal health concepts. modules listed in Box 1. In Q2FY19, the project Module 3 - Parasites and parasitic cycles. continued refresher training for the AEs of the Module 4 - The main diseases of domestic animals, Dakoro, Guidan Roumdji and Filingué SVPPs. A total of their diagnosis, prevention and treatment. 140 AEs (all men) attended these training sessions held Module 5 - Vaccination practice under the between March 18 and 27, 2019. All sessions covered supervision of a veterinarian. Modules 8 to 10. In addition to the theoretical Module 6 - Poultry farming. sessions, the knowledge of the AEs was reinforced by Module 7 - Strategic feed supplementation. practical sessions to conduct sensitization sessions. Module 8 - Herding. Refresher training sessions were animated by private Module 9 - Animal health awareness guides, veterinarians of the relevant SVPPs under the strategic supplementation during lean season and supervision of the Departmental Directorate of herd management. Livestock. Module 10 - Managing the livestock auxiliary activity. 48 Table 24 : Distribution of participants in refresher training

Number of AEs Training Center Period Male Female Total Dakoro 18 – 22 March 42 0 42 Guidan Roumdji 19 – 23 March 40 0 40 Filingué 23 – 27 March 58 0 58 TOTAL 140 0 140

c) Sub activity 4: Sensitize animal health practitioners of Takeïta in Zinder for the expansion of the Matamey SVPP Sub activity 5: Select and train 15 AEs in the Takeïta department for the Matamey SVPP To address animal health needs in the Takeïta département, REGIS-AG began to recruit 15 AEs and began to explore operational arrangements with the Matamey SVPP for the supervision of these AEs. In January, the Animal Health Specialist followed up on the administrative procedures submitted by the SVPP de Matamey to the Regional Directorate of Livestock and the Ministry of Livestock. The request for an official health mandate was rejected due to new provision in the law on the installation of SVPPs that obliges a private veterinarian to limit his or her interventions to a single department. As a result, this activity will no longer be possible. REGIS-AG will follow up in Q3FY19 to explore alternatives to cover the animal health needs of the POs in its Takeïta area.

Activity 3: Provide basic equipment to community animal health auxiliaries (AE)

In Niger and Burkina Faso, the project launched the process of acquiring equipment for AEs in early March. The administrative file was set up according to the purchasing procedures and the distribution of the materials is expected in Q3FY19. Each kit for AE equipment will consist of 14 articles (with some slight differences with Niger). These are: a small veterinary kit, a simple cooler for maintaining the chain of cold vaccines, syringes and needles for poultry and small ruminants, an AE blouse, plastic boots and a bag.

Activity 4: Flight against major epidemic diseases of livestock in Burkina Faso and Niger

a) Sub-Activity 1: Strengthen the public-private partnership for implementing the health mandate of private veterinarians in Burkina Faso In Burkina Faso, to strengthen the collaboration between the RASPs and the actors in the public sector, REGIS-AG facilitated 3 exchange workshops between public and private actors in Q2FY19. These exchanges focused on: (i) explaining the strategy of RASP and the strategy of the vaccination campaign in particular; (ii) obtaining the opinion of public officials on the proposed strategy; (iii) making adjustments for greater efficiency and synergy of collaboration; and (iv) defining the role and content of the health mandate of the RASPs.

49 The first workshop was held February 12 in Bogandé and gathered 10 people (all men) 2 private sector actors from SIRBA VETO SERVICES, and 8 public sector employees. The second workshop was held on February 19 in Fada for 2 RSAPs from the Eastern Region (VETO ASSISTANCE and VETO CONSULT) bringing together 15 people (all men). The third workshop was held on March 7 in Kaya and brought together 22 participants (16 men, 6 women).

Table 25 : Distribution of participants in RASP/public sector workshops, Burkina Faso

Number of Participants Region Location RASP Date SVPP Public Total sector 1. SIRBA VETO Bogandé 12 février 2 8 10 SERVICES East 1. VETOASSISTANCE Fada 19 février 3 12 15 2. VETO CONSULT Central Kaya 1. VETAGRI 7 mars 2 20 22 Notrth Total 7 40 47

Discussions provided participants with a better understanding of the content of the health mandate and the role of private veterinarian. Recommendations were made to enhance local stakeholder consultation at the beginning of each campaign. These included:

• The organization of a day of consultation between public / private actors on the operationalization of distributing veterinary drugs. • The establishment of a regional consultation framework for the coordinated implementation of health and animal production activities. • The organization of a workshop on the dissemination of legislative and regulatory texts for all public / private actors engaged in the provision of health services and animal production. • Provide support from public/private veterinary services to fight against fraudulent and/or counterfeit drugs. • Invite the private veterinarians to the DRRAH Board of Directors.

50 3.4. Component 4 – Increasing access to finance, innovation, and private sector investment

In REGIS-AG, increasing access to financial services is first and foremost complementary to the value chain development efforts the project deploys under Component 2. This section of the annual report presents activities carried out in FY18 to build the functional literacy of project beneficiaries and facilitate their access to finance.

3.4.1. Functional literacy capacity building activities To capitalize on the momentum achieved under Component 2 and to foster sustainable upgrading within the value chains, investment in inputs, equipment, storage, and processing is deeply needed in Burkina Faso and Niger. REGIS-AG value chain studies indicates that most financial institutions in these countries have been reluctant to dedicate significant - if any - portions of their loan portfolios to the agriculture sector. This is largely due to their perception of agriculture as a high risk for lending and the lack of rural infrastructure and agribusiness expertise. At the same time, many of the micro, small, and medium enterprises (MSMEs), farmer-based organizations, and women’s groups who could benefit from increased availability of credit, lack basic business and financial management skills, have poor financial literacy, and a limited understanding of traditional banking requirements. Indeed, in the project target area, most project beneficiaries are illiterate and consequently, they are unable to develop business plans, prepare loan applications, or otherwise prove creditworthiness to lenders. The PRODEX (Projet de Développement des Exportations des Produits Agro-Sylvo-Pastoraux au Niger) baseline survey and REGIS-AG value chain and end market studies found that most producer organizations’ access to credit came not through financial institutions, such as banks and MFIs, but rather through donor interventions.

In particular, women’s access to agricultural finance in rural areas is a major concern in Burkina Faso and Niger, as they are often marginalized. This limitation is largely due to non-financial barriers such as lack of collateral (such as land), biased perceptions of lending institutions towards women, high illiteracy rate among women, and limited incentives to reach out to more women. Yet, as indicated by the REGIS-AG value chain and end market studies, women play significant roles in many aspects of agricultural production and processing in the projects’ value chains which would significantly contribute to improving food security, income generation, and resilience of vulnerable communities if access to credit for women is increased.

To increase investment in REGIS-AG value chains, it is critical to address factors limiting access to finance that stem from both the “supply” and “demand” sides. In other words, increased access to financial services is first and foremost complementary to the value chain development efforts the project deploys under Component 2. This section of the work plan presents activities planned for FY19 to build the functional literacy of project beneficiaries and facilitate their access to finance.

3.4.1. Functional literacy capacity building activities

Most producers in the project area cannot read or write, which limits their ability to negotiate with microfinance institutions. This low literacy also limits the adoption of technology and the development of relevant marketing strategies for their products. To resolve this problem, the project trains smallholder farmers in functional literacy centers in the intervention zone. Farmers receiving literacy training were selected in collaboration with RISE partner projects (REGIS-ER and DFAPs). Functional literacy centers are 51 managed by the project under the supervision of the local literacy authorities to ensure coherence with the national literacy program. Three local NGOs (sub-partners on the project) – AGED, A2N, and Karkara – lead the implementation of these activities during the first three quarters of the year with an interruption during the growing season. Karkara covers all of Niger. In Burkina Faso, AGED covers Central-North and East, while A2N covers Sahel.

During Q2FY19, literacy activities focused on (i) site selection for piloting self-managed centers, and (ii) the opening of 30 literacy centers (second year of learning) in Niger and 10 literacy centers in Burkina Faso, and (iii) monitoring of the literacy campaign.

Activity 1: Establish 6 pilot literacy centers self-managed through income generating activities (3 in Burkina Faso and 3 in Niger)

To ensure the continued operation of the literacy centers after the end of the project, centers need to develop activities aimed at generating resources to cover the costs associated with its management. in Q2FY19, REGIS-AG facilitated the selection of centers to pilot the self-managed center model in Niger.

The pre-selection processes Preselection of 8 centers: REGIS-AG functional literacy coordinators pre-selected 8 centers through a desk review in January and February based on the centers' performance (the lowest drop-out rate coupled with the highest success rate) and the commitment of the Management Committee of Literacy Actions - CGAA48 (in terms of mobilization of learners, management of materials, motivation of the literacy facilitator). The project organized a series of meetings with the Regional Literacy Directorate and the Departmental Literacy Directorates to validate the list of 8 pre-selected centers: in Tillabéri on February 27, in Maradi on March 4, and in Zinder on March 6. The list was validated (as detailed in the table below), and participants discussed the orientation, strategy, and approach.

Table 26 : Distribution of the 8 pre-selected centers

Region Department Commune Village / center Tillabéri49 Tillabéri Kourthèye LossaKado Filingué Filingué Kania Koira Zéno Zinder Mirriah Dogo Gada Mirriah Zermou ChadaWannan Magaria Bandé Kaba Maradi GuidanRoumji GuidanRoumdji Karazomé Aguié Aguié Nakikarfi Gazaoua Gangara Boulonkousha

48 The CGAA is composed of (5) five members, namely: A President, Secretary, Treasurer and two (2) Members. The Village Chief / Ward / Tribal Leader is ex officio Honorary President of the CGAA. The President and the Treasurer are elected in the Village General Assembly. Any person belonging to the beneficiary community and interested in literacy actions may be eligible. Two representatives for the learners are elected by their peers. The position of secretary goes to the community organizer. The CGAA's task is to create learning conditions conducive to the training of learners and to monitor their work regularly. 49 The Torodi Department was not considered for security reasons.

52 Mobilization, sensitization, and participative diagnostic for the 8 pre-selected centers From February 28 – March 9, the project conducted field missions to mobilize prospective participants and sensitize them on the approach as well as to conduct a participative diagnostic at each of the 8 centers. The dates of these evaluations are listed in the table below.

Table 27 : Dates of evaluations at the 8 pre-selected centers

Region Department Commune Village /center to visit Date Tillabéri Tillabéri Kourthèye LossaKado February 28 Filingué Filingué Kania Koira Zéno March 2 Maradi Guidan Roumji Guidan Roumdji Karazomé March 5 Aguié Aguié Nakikarfi March 6 Gazaoua Gangara Boulonkousha March 7 Zinder Mirriah Dogo Gada March 7 Mirriah Zermou ChadaWannan March 8 Magaria Bandé Kaba March 9

These missions were conducted in collaboration with the Regional Literacy Directorates and the Departmental Literacy Directorates. The first mission in each region also served as training for all concerned actors involved on how to use the tools and conduct the diagnostic with the participation: the project literacy coordinator, the representative of KARKARA, the Component 4 Lead, representatives of Regional Literacy Directorates, representatives of the Departmental Literacy Directorates, and community members. After this mission, the functional literacy coordinator and the departmental literacy inspector continued to conduct evaluations at the remaining pre-selected centers in each region.

Participants reviewed activities carried out at the centers over the past 2 – 3 years and provided information on participation as well as discussed the strategy behind the self-management approach. More specifically, the following points were addressed: • Number of POs supported by REGIS-AG around the center • Number of members of POs supported by REGIS-AG • Number of members of POs supported by the REGIS-AG who participated in the literacy campaign • Number of members of POs supported by REGIS-AG who did not previously participate but are interested in participating in a future literacy campaign • Providing beneficiaries results of the evaluations of the literacy campaigns • Establish the situation of activities and their costs during a 2-year literacy campaign • Explain the approach to the beneficiaries • Define the commitments of PO members and CGAA on the possibility of covering the costs of the activities

Participants conducted a participatory diagnostic (i.e. a self-assessment) of their current capacities that could enable them to self-manage a literacy center. The self-assessment focused on:

53 • Business sectors of POs and members? • Are activities carried out by POs and its members collective or individual? • How do members contribute to the collective activities of POs? • Why and how will POs and their members stay together to support activities at the self-managed center? • In case of difficulty of a PO in contributing to support the collective activities of the literacy center, how do the others complement each other to cover the difference? • Entrepreneurship opportunities (market gardening, other activities) that can improve support to the activities of the center, and the strengths and weaknesses of these opportunities • Financing needs (start-up fund, working capital requirements) expressed

Selection, notification, and planning for 3 centers to pilot the self-managed approach Selection: Based on the results of the participatory diagnostic, the literacy coordinators, the Regional Literacy Directorates, and the Departmental Literacy Directorates completed the "evaluation sheet for the choice of the self-managed pilot center" to make the final selection of the 3 centers (1 per region). The choice was based on the following: • The commitment of beneficiaries to mobilize the resources necessary for the operation of the center during the literacy campaign with at least 30 learners (which includes the payment of a service fee to the literacy facilitator, providing equipment and materials, and engaging the government technical services to conduct learner assessments). • The commitment to perpetuate the gains by continuing to run the center and taking charge of literacy activities until all the members of their POs have benefited.

The following three centers selected to implement the self-managed approach: • The Lossa Kado center in the Tillabéri region • The Nakikarfi center in the Maradi region • The Gada center in the Zinder region

Notification: Beneficiaries were notified of their centers’ selection from March 11 – 17.

Planning: From March 16 – 22, in collaboration with the Departmental Literacy Directorate and the Regional Literacy Directorate of Primary Education of the Promotion of the Literacy of National Languages and Civic Education (DREP / A / PLN / EC), the project conducted a mission of planning and strategic orientation with the beneficiaries as detailed in the table below. These meetings produced a roadmap for the support of each center towards empowerment and self-management. The meetings mobilized all the influential people of the villages as well as the communal authorities.

Table 28 : Dates and participants in the planning meetings for the 3 pilot centers Number of participants in the planning meeting Center Region Date Number Number of Literacy selected Total of learners CGAA members Facilitator Tillabéri Lossa Kado March 21 34 5 1 40 Maradi Nakikarfi March 22 28 5 1 34 Zinder Gada March 16 33 5 1 39 Total 95 15 3 113 54 In Burkina Faso, the pilot centers for self-management is planned to roll out in the same manner as in Niger. To harmonize the selection approach between the two countries, the Component 4 Lead traveled to Burkina Faso to meet with the two Functional Literacy Coordinators on March 21 – 22. The tools used for the implementation of this activity in Niger were discussed (mobilization, participative diagnostic, selection, planning, etc.). In Q3FY19, sensitization missions and the diagnostic will be conducted to select 3 pilot centers.

Activity 2: Upgrading 50 literacy centers REGIS-AG operated in FY18 from level 1 to level 2 in Burkina Faso50 and Niger51

In Niger, the project conducted refresher training for 30 literacy facilitators (who had previously taught at these centers) from January 3 – 14 at 30 centers which were opened in FY18 (20 in Maradi, 5 in Tillabéri, and 5 in Zinder). The training focused on the teaching and learning techniques of topics related to the value chains promoted by the project (governance, management, etc.), writing in the local language (Haoussa or Zarma), and their support roles for CGAA members. Also, meetings were organized with the regional directorates of education and the departmental literacy inspectors in each region.

In February, the project trained 150 CGAA members (45 men, 104 women) in 30 centers as detailed in the table below. The trainings were held in Tillabéri from February 18 – 23, in Maradi from February 28 – March 25, and in Zinder from February 22 -24. Training focused on roles and responsibilities of members as well as action plans for monitoring centers. It was conducted by literacy coordinators with the support of the departmental inspector.

Table 29 : Distribution of CGAA members trained in Niger by region and gender Number of Number of CGAA members trained Region CGAA Men Women Total Tillabéri 5 11 14 25 Maradi 20 25 75 100 Zinder 5 10 15 25 Total 30 46 104 150

50 The Burkina Faso literacy program lasts two years and it is structured as follows: • First year: (a) Initial Literacy (AI) which provides 300 hours of learning in reading, writing and arithmetic, and (b) Complementary Basic Training (FCB) which aims to consolidate the skills acquired in AI and to provide a minimum level of knowledge considered indispensable in social and professional life. • Second year: (a) fundamental functional French learning (A3F); and (b) Specific Technical Training (FTS): provides the newly-literate of the first two levels of training to set the stage for a transfer of skills to the newly literate, covering topics such as environment, agriculture, livestock, management, health, family life, etc. 51 The Niger literacy program lasts two years and it is structured as follows: • First year: (a) Initial Literacy (AI) which provides 300 hours of learning in reading, writing and arithmetic, and (b) Complementary Basic Training (FCB) which aims to consolidate the skills acquired in AI and to provide a minimum level of knowledge considered indispensable in social and professional life. • Second year: (a) Initial Literacy (AI) which provides 300 hours of learning in reading, writing and arithmetic is continued; and (b) Specific Technical Training (FTS): provides the newly-literate of the first two levels of training to set the stage for a transfer of skills to the newly literate, covering topics related to the 3 targeted value chains and management (content created by REGIS-AG).

55 Equipment and materials (notebooks, pens, pencil, chalk, erasers, and slates) were also placed in these 30 centers in February. All 30 centers started classes in March.

In Burkina Faso, from January 23 – February 15, 10 instructors (4 men, 6 women) and 3 supervisors (2 men, 1 woman) were trained in 10 literacy centers in the Sahel region (all centers are in their second year of learning). Training topics included: (i) pedagogical methodology of thematic modules translated into Fulfulde, (ii) cowpea conservation, (iii) small ruminants fattening, (iv) good governance and (v) the technique of teaching basic French.

The 10 centers began opening in February with all centers open by the end of the month. These centers have 206 registered learners (45 men, 161 women), as detailed in the table below. The opening of the centers was marked by the visit of the local authorities in the communes of Dori, Seytenga, Sampelga, Bani, and Sebba.

Table 30 : Distribution of learners in the 10 literacy centers in Sahel, Burkina Faso Number of Number of Learners Commune Centers Men Women Total Dori 3 3 64 67 Seytenga 2 19 36 55 Sampelga 2 3 37 40 Bani 1 1 20 21 Sebba 2 19 04 23 Total 10 45 161 206

A project team made a monitoring mission that included a visit to the Katchirga center in Dori commune on March 19. The team was accompanied by a representative from the Departmental Literacy Service. The literacy facilitator for this center is from the village, which gives the center comparative advantage as a prospective center to implement the self- managed pilot activities. On March 20, the same team also monitored the center in the Bani commune.

Centers in East and North-Central will open in Q3FY19 after the training of facilitators and A training session at the Katchirga literacy center supervisors.

Activity 3: Monitor and evaluate literacy centers in Burkina Faso and in Niger In Niger, meetings were held to validate the results of the FY18 literacy campaign on February 27 in Tillabéri, on March 4 in Maradi, and March 6 in Zinder. They were conducted in collaboration with the literacy inspectors. During these meetings, recommendations were made to promote high-quality monitoring for the FY19 literacy campaign. Monitoring will include monthly follow up and 2 pedogeological days (same as was done in previous years). 56 3.4.1. Access to Finance Facilitation Activities A major constraint faced by value chain actors is access to finance. Without credit, most producer organizations cannot afford critical inputs such as certified seeds, improved storage, or animal feed. In addition, many processors cannot afford to upgrade their operations by investing in equipment, transportation or storage without credit. Moreover, animal health service providers (private veterinarians or animal health auxiliaries) may not be able to stock veterinary drugs and chemicals. Moreover, most producers, processors, and traders lack basic business and financial management skills, making it difficult for them to develop business plans, prepare loan applications, or otherwise prove creditworthiness to lenders. In particular, women’s access to agricultural finance in rural areas is a major concern. Women have higher rates of illiteracy, often lack collateral to secure loans, and face bias against lending to women from many lending institutions.

Most financial institutions in the two countries have been reluctant to dedicate significant, if any, portions of their loan portfolios to the agriculture sector. This is largely due to their perception of agriculture as a high risk for lending and the lack of rural infrastructure and agribusiness expertise on the part of banks and/or microfinance institutions.

Activities for facilitating access to financing during Q2FY19 focused on: (i) facilitating and monitoring credit needs expressed by actors in business clusters, (ii) implementing the warrantage activity, and (iii) providing technical assistance to MFIs to support their requests for refinancing.

Activity 1: Facilitate access to finance in business clusters REGIS-AG facilitates access to finance in the cowpea, small ruminants and poultry value chains, as part of the beneficiary support plans developed with POs, traders, processors, and butchers. Access to financing facilitation is targeted at two groups: members of business clusters form during the business linkages development workshops that are in need of credits and the agents of financial institutions whose capacity need strengthening to allow them to better analyzes applications before the granting credits. The financing needs expressed by the first group of actors (producers, processors and traders) fall into four main categories: • Cowpea POs: certified seeds, fertilizers, pesticides, PICS bags and warrantage credit; • Small Ruminant POs: feed for fattening and purchase of animals; • Processors: purchase of poultry, equipment (cold chain, exhibition and sales equipment) for poultry, small equipment for cowpea and small ruminant processors, infrastructure to formalize their shop windows / point of sale; • Merchants: equipment, means of transport, etc.

In Niger, the status of MFIs' provisional commitments evolved throughout Q2FY19. At the end of Q1FY19, the overall credit needs expressed by 172 POs with support plans totaled 320,807,320 FCFA ($594,088). The total credit need of these actors (producers, traders and processors) was for various types of income-generating activities (IGA), including commercial fattening, working capital, and investment funds.

57 By the end of January 2019, financial institutions provisionally committed to finance 2,728 beneficiaries from 78 POs for 231,971,000 FCFA ($429,576) which represented 72% of the needs expressed by the 172 POs at the end of Q1FY19.52

The project carried out field mission to follow up on these provisional financing commitments from February 14 – 19 with a focus on working with the financial institutions to develop a roadmap to operationalize these commitments, and to obtain an additional commitment from BAGRI in Zinder to finance 4 POs for 8,760,000 FCFA ($16,222). As a result, at the end of February, provisional commitments from financial institutions amounted to 240,731,000 FCFA ($444,708) for 82 OPs. This represents 75% of the needs expressed by the 172 OPs at the end of Q1FY19.

By the end of March 2019, no loans could be placed for these actors. Provisional commitments made by financial institutions are detailed in the table below.

Table 31 : Provisional financing commitments from financial institutions at the end of February, Niger

Provisional Financing Number Financial Institution Type of Credit Commitment Value Chain of POs FCFA USD BAGRI MATAMEYE Investment 4,550,000 8,426 1 Small ruminant BAGRI MAGARIA Fattening 7,200,000 13,333 2 Small ruminant BAGRI ZINDER Fattening 8,760,000 16,222 4 Small ruminant KOKARI ZINDER IGA 7,350,000 13,611 13 Poultry Total Zinder 27,860,000 51,593 20 BAGRI DAKORO Fattening 6,560,000 12,148 2 Small ruminant BAGRI MARADI Fattening 77,044,000 142,674 20 Small ruminant MUTUNCI MAYAYI Fattening 10,685,000 19,787 4 Small ruminant Fattening and MECAT 60,715,000 112,435 21 Small ruminant working capital Total Maradi 155,004,000 287,044 47 KOKARI FILINGUE Fattening 8,005,000 14,824 2 Small ruminant KOKARI BALEYARA Fattening 4,860,000 9,000 1 Small ruminant BAGRI TILLABERI Fattening 45,002,000 83,337 12 Small ruminant Total Tillabéri 57,867,000 107,161 15 TOTAL provisoire 240,731,000 445,798 82

Also in Niger, loans placed in FY17 and FY18 which are overdue total 3,359,556 FCFA ($6,221) of which 234,950 FCFA ($435) was for cowpea inputs credit, 2,104,596 FCFA ($3,897) for poultry processors and traders, and 1,020,010 FCFA ($1,889) for traders of small ruminants. Monitoring in Q2FY19 showed that, according to the procedures of the relevant financial institutions, a credit that remains outstanding after 3

52 Provisional financing commitments by region are as follows: 155,004,000 FCFA ($287,044) in Maradi, 19,100,000 FCFA ($35,370) in Zinder and 57,867,000 FCFA ($107,161) in Tillabéri.

58 months is classified in the Portfolio at Risk (PAR); after 12 months, this credit is considered a loss for the institution while after 24 months is declassified from the portfolio.

a) Sub-activity 1: Facilitate cowpea producer organizations’ access to finance for the procurement of inputs In Niger, the 234,950 FCFA ($435) in overdue cowpea input credit placed by MECAT in previous fiscal years was declassified from the portfolio of the institution.

b) Sub-Activity 2: Facilitate access to credit for small ruminant POs to support animal fattening activities In Burkina Faso, during Q1FY19, REGIS-AG submitted support plans for actors in the small ruminant value chain to facilitate their ability to obtain funding. In Q2FY19, a team made up of project staff and agents of the Sebba Caisse populaire organized a mission to better analyze credit requests and gather additional information on the producers. From February 26 – 27, team sensitized 12 POs in the Sebba commune on the conditions of access to credit, credit management and reimbursement. After this sensitization, the team supported producers in the compilation of credit files (including the required copies of National Burkinabe Identity Cards, list of credit applicants, the amount of credit requested, personal contributions, management fees, and insurance costs). The final credit files were submitted and were still being analyzed at the end of the quarter. The project will follow up in Q3FY19 to determine which POs have received credit.

c) Sub-activity 3: Facilitate access to credit for processors in the three value chains In Niger, in January 2019, the project supported BAGRI in monitoring loans made to poultry producers in FY18 for their participation in the 2018 poultry fairs. At the end of March 2019, credit amounting to de 2,104,59653 FCFA ($3,897) (excluding penalties) remained outstanding. Repayment will be monitored in April.

d) Sub-activity 4: Facilitate access for credit for traders participating in cluster relationships In Niger, at the end of March 2019, the outstanding balance on a loan to small ruminant trader Djibo Boukari of Tillabéri for participation in Tabaski in Senegal 2018 equals 1,020,010 FCFA ($1,889) without interest and penalties. Repayment will be monitored in April.

Activity 3: Facilitate access to finance in warrantage schemes In Niger, at the end of Q1FY19, financial institutions registered warrantage credit needs of 78,640,540 FCFA ($145,631) from 62 POs; one PO received credit of 2,500,000 FCFA ($4,630).54 During Q2FY19, only 3 additional POs received credit totaling 4,517,000 FCFA ($8,365). Thus, at the end of Q2FY19, a total of 4 POs participated in the FY19 warrantage activity with total credit of 7,017,000 FCFA ($12,994).

53 The 1,531,721 FCFA is for SINA and 572,875 FCFA is for 6 other poultry value chain actors in the Tillabéri region. 54 In the Q1FY19 report, the project reported that 63 POs had provisionally committed to stock 495.91 tons of agricultural products with a total credit need of 81,143,540 FCFA ($150,266) by the end of December. After monitoring missions conducted in Q2FY19 with MFIs, it became clear that one PO in Tillabéri had already put 9 tons of agricultural products into storage and obtained a loan of 2,500,000 FCFA ($4,630) by the end of December.

59 The evolution of credit for the FY19 warrantage activity is detailed in the table below. Figures on the quantity of agricultural products stocked are presented Cowpea Value Chain section under Component 2of this report.

Table 32 : Evolution of the number of POs and credit obtained for the FY19 warrantage, Niger

Number of Amount of credit: Amount of Number of POs that credit: POs that provisionally Month made actually committed Placed provisionally participated commitment FCFA USD FCFA USD End of December 2018 62 1 78,643,540 145,636 2,500,000 4,630 End of January 2019 33 0 39,693,550 73,507 2,500,000 4,630 End of February 2019 32 2 36,375,550 67,362 5,818,000 10,774 End of March 2019 30 4 35,176,550 65,142 7,017,000 12,994

The major constraint in Niger is the lack of financial liquidity on the part of financial institutions. The institutions validated loan applications and were willing to make loans, but they could not actually disburse any funds. For example, the project held a meeting with MECAT on February 15 to facilitate the disbursement of the 16,552,000 FCFA ($30,652) in credit MECAT had provisionally committed for the FY19 warrantage activity. Ultimately, MECAT was not able to make any loans for warrantage credit.

During Q1FY19, one PO benefitted from credit of 2,500,000 ($4,630) in Tillabéri. No warrantage credit was placed in Maradi or Zinder.

In January, the project conducted joint missions with financial institutions in the three regions. It was noted that the number of POs expressing their interest in participating in the warrantage had decreased since provisional commitments had been made in Q1FY19. At the end of the missions, the financial institutions had provisionally committed to finance 33 POs for an amount of 39,693,550 FCFA ($73,507). No new warrantage credit was placed during the month.

Table 33 : Distribution of provisional credit commitments in January, Niger

Provisional credit commitments Region Number of POs FCFA USD Tillabéri 8 2,549,000 4,720 Maradi 15 28,100,850 52,039 Zinder 10 9,043,700 16,748 Total 34 39,693,550 73,507

In February, one PO received 3,318,000 FCFA ($6,144) in warrantage credit in Maradi. No credit was placed in Tillabéri or Zinder.

60 In March, 2 POs in Zinder received credit totaling 1,199,000 FCFA ($2,220). No credit was placed in Maradi or Tillabéri.

By the end of the FY19 warrantage activity in March, 4 POs received 7,017,000 FCFA ($12,994) in warrantage credit: 1 PO in Tillabéri for 2,500,000 CFA ($4,630), 1 PO in Maradi for 3,318,000 FCFA ($6,144), and 2 POs in Zinder for 1,199,000 FCFA ($2,220).

Also in Niger, it should also be noted that for the FY18 warrantage activity a balance of 170,800 FCFA ($316)55 is still outstanding (without taking into account interest and penalties) and has been placed in KOKARI’s Portfolio at Risk.

In Burkina Faso, the total amount of credit placed for the FY19 warrantage activity totaled 77,084,000 FCFA ($142,748) for 152 POs with 1,496 members (145 men, 1,351 women). In Q1FY19, 52 POs received 35,584,000 FCFA ($65,896) in credit56; in Q2FY19, 100 POs received 41,500,000 FCFA ($76,852) in credit. The evolution of credit placed during the FY19 warrantage activity is detailed in the table below. Details on the quantity of agricultural products put into warrantage are listed in the Component 2 Cowpea Value Chain section of this report.

Table 34 : Evolution of the number of POs and credit obtained for the FY19 warrantage activity (cumulative), Burkina Faso

Month Number of POs Amount of credit placed engaged in warrantage FCFA USD End of December 2018 52 35,584,000 65,896 End of January 2019 147 68,339,200 126,554 End of February 2019 152 77,084,000 142,748 End of March 2019 152 77,084,000 142,748

This relative success (compared to that in Niger) is explained by several factors, including: • Strong collaboration with MFIs to conduct field missions to visit warehouses and place credit; • Regular monitoring of stocks by members of POs, MFIs and project agents to avoid deterioration; • Project monitoring the repayment of credit by POs; and • An assessment was made with all the actors involved in the process (producers, traders, MFIs and members of the project team, etc.) to discuss the problems experienced during the fiscal year and propose solutions to difficulties, notably: o Credit disbursement was often late. In response, the MFIs agreed to speed up the processing of applications.

55 This total comprises 2 POs: (i) PO Djamdjabou for 20,150 FCFA and (ii) PO Souji for150,650 FCFA (the entire amount outstanding is to one member). 56 In the Q1FY19 report, the project reported that 52 POs received credit totalling 22,867,000 FCFA ($42,346) in Q1: 15,484,000 FCFA ($28,674) for 42 POs in Central-North, and 7,383,000 FCFA ($13,672) for 10 POs in Sahel. However, this amount reflects the total during the credit monitoring of December 22, 2018. By December 31, amount of credit placed had increased by 12,717,000 FCFA ($23,550), all in Central-North.

61 o POs have challenges putting together their credit applications; As a result, the project provided additional coaching to PO.

This discussion helped to establish a climate of trust between MFIs, POs and traders for future campaigns.

However, challenges still exist in the implementation of the warrantage activity, notably the placement of warrantage credit by the MFI that is still considered to be late by the POs. Thus, members always want a shortening of the deadlines for the placement of the credit.

In a more detailed fashion, although 110 POs stocked their products in Q1FY19 only 52 POs benefitted from credit in Q1FY19. At the end of December, these 52 POs benefitted from 35,584,000 FCFA ($65,896) in warrantage credit.

Table 35 : Distribution of warrantage credit placed in Q1FY19, Burkina Faso

Credit placed in January Credit placed in February Credit placed in March Region # POs FCFA USD # POs FCFA USD # POs FCFA USD Central- 42 28,201,000 52,224 35 21,526,000 39,863 5 1,316,000 2,437 North East 10 7,383,000 13,672 2 902,000 1,670 0 7,428,800 13,757 Sahel 0 0 58 10,327,200 19,124 0 0 0 Total 52 35,584,000 65,896 95 32,755,200 60,658 5 8,744,800 16,194

In January, the remaining 58 POs that stocked their products in Q1FY19 received 10,327,200 FCFA ($19,124) in credit (all in Sahel). Also in January, 37 POs in Central-North and East also received 21,526,000 FCFA ($39,863) credit and 2 POs in East benefitted from 902,000 FCFA ($1,670) in credit. In total, 95 POs received credit totaling 32,755, 200 FCFA ($60,658) during the month.

In February, 5 POs in Central-North received 8,744,800 FCFA ($2,437) in credit. In East, members of the 3 POs which had previously benefitted from credit added to their stocks and received additional credit of 7,428,800 FCFA ($13,757) during the month.

In March, no new credit was placed. At the end of Q2FY19 (i.e. the end of the FY19 warrantage activity), 152 POs benefitted from 77,084,000 FCFA ($142,748) in credit: 82 POs in Central-North received 51,043,000 FCFA ($94,524), 12 POs in East received 15,713,800 FCFA ($29,100), and 58 POs in Sahel received 10,327,200 FCFA ($19,124).

During Q2FY19, several field missions were carried in Burkina Faso out to monitor warehouses, support producers in developing loan applications, and exchange with microfinance institutions on placing credit. • Mission in Sahel region from January 16 – 26 with the Credit Officer of the Caisse populaire of Dori. • Mission in Central-North region from February 11 – 17 with Caisse populaire agents to visit 23 warehouses. The communes covered were Kaya, Barsalogho, Pissila, Boulsa, Dargo, Bouroum, and Nagbingou. • Mission in East from February 18 – 12 to visit 6 warehouses with the managers of the Manni and Gayéri Caisse populaires. 62 • A project team paid a courtesy call to the Director of Caisse populaires in the Central-North region on March 5. The project team thanked him for their coaching efforts in financing warrantage and support plans. The Director expressed his appreciation for the project's approach in facilitating beneficiaries' access to credits and the monitoring mechanisms put in place. • Mission on March 6 to Poulallé and Pissila in Central-North. In Poulallé, the project team visited warehouses and exchanged with 10 beneficiaries (4 men and 6 women) to discuss their motivation for participating. Among the motivating factors, the beneficiaries highlighted the advantages derived from the warrantage credit such as paying for school, purchasing food, purchasing small ruminants, and conducting income generating activities. In terms of challenges, the beneficiaries considered the introduction of credit to be late. In Pissila, the team visited warehouses and exchanged with two members of the relevant warehouse management committee in the presence of the Credit Officer of the Pissila Caisse populaire.

Activity 4: Provide technical assistance to financial institutions Refinancing request made by Nigerien MFI KOKARI to OIKOCREDIT In Niger, the MFIs were unable to satisfy a meet satisfy the demand in FY18 due to liquidity constraints. A total of 204 379 800 Fcfa ($378,481) demanded in credit was not awarded. It was clear that, to meet the significant credit needs of value chain actors, microfinance institutions in Niger need to be refinanced by banks. As reported in Q1FY18, the project contacted Oikocredit, a social impact investor and worldwide cooperative with over four decades of experience in promoting sustainable development through investments.57 After the first contact with the Benin desk in November, the bank requested the following documents to be able to assess Visit to OIKOCREDIT in Abidjan by KOKARI General KOKARI for refinancing. Manager and REGIS-AG Financial Services Specialist

In January and February 2019, project support in facilitating the refinancing of microfinance institution KOKARI by OIKOCREDIT resulted in OIKOCREDIT sending a letter of intent notifying KOKARI of the possibility of receiving 500,000 FCFA ($925,926) in refinancing. This refinancing is subject to the fulfillment of a number of conditions, including: (i) the pledge of the class A portfolio; (ii) the personal and solidarity guarantee of the members of the board of directors of the cooperative society, and (iii) a letter from the Regulatory Agency for the Microfinance Sector (ARSM) confirming their support for this transaction (called a “comfort letter”).

57 Oikocredit focuses its investments on financial inclusion, agriculture and renewable energy. It has offices in Côte d'Ivoire, Ghana, Mali, Nigeria and Benin. It offers loans and investments in Benin, Burkina Faso, Ghana, Côte d'Ivoire, Mali, Niger, Nigeria and Senegal.

63 After providing the documents required, the project accompanied KOKARI General Manager on a trip to Abidjan, Côte d'Ivoire from March 13 – 16 to hold a two-day working session at the OIKOCREDIT headquarters in West Africa. The meeting was held with REGIS-AG, KOKARI, and OIKOCREDIT. The meeting included a presentation of all stakeholders, a debriefing on the situation of the microfinance sector in Niger, and analyses of the file and documents KOKARI sent earlier. Recommendations were made to improve the quality of the request and a schedule was developed for the continuation of the process. OIKOCREDIT is planning a due diligence visit to Niamey from April 8 -12.

Refinancing request made by Nigerien MFI MUTUNCI Mutual of MAYAYI to BAGRI In Niger, REGIS-AG is supporting MUTUNCI Mutual MAYAYI in resolving challenges it faced in making loans to POs participating in warrantage. The MUTUNCI Mutual of MAYAYI previously expressed a need for refinancing of 32,500,000 FCFA ($60,185) to BAGRI-Maradi under the guarantee fund of the PADMIF project (Support Program for the Development of Micro-Finance). A meeting with BAGRI Maradi enabled REGIS-AG to identify the bottleneck impeding this refinancing request: the problem is related to the eligibility of MUTUNCI Mutual of MAYAYI i to use the PADMIF guarantee fund. Even though the PADMIF project ended in 2016, these funds are still usable for MFI use. However, BAGRI has requested a correspondence from PADMIF that will enable them to refinance the MFI under the guarantee fund. But, given that project had closed, the letter has not been sent. REGIS-AG met with the Executive Secretary of the Niger Regulatory agency for the microfinance sector (ASRM)58 in Niamey in January to engage the body in this issue.

In February a tripartite meeting between BAGRI, MUTUNCI and REGIS-AG made it possible to determine that the application was already approved but the disbursement has been conditioned the presentation of a letter for the use of the guarantee placed under MUTUNCI’s name by the PADMIF project. Faced with this problem, a meeting with the Executive Secretary of the ASRM resulted in a correspondence from the board of directors of MUTUNCI Mutual of MAYAYI to address the Executive Secretary of the ARSM explaining the reason for the blockage in order to address the issue.

In March, two meetings were held between the ARSM and the EU on the use of this guarantee fund. At the end of these meetings, the EU agreed on the principle of retroceding these funds to MFIs to enable them to carry on their activities. The ARSM expects official support from the EU but taking into account the procedure of the EU, it can take time. In view of the urgency, the project has asked ARSM to advocate for this specific case to be resolved and that access to the guarantee fund to permit this refinancing request is unblocked. The project will follow up in April.

Evaluation of offers submitted by service providers under the 3S Fund The 3S Fund is designed to mobilize services (not equipment) to target value chain actors that are in a position to stimulate growth of the target value chains in project intervention areas in Burkina Faso and Niger. It is a tool for catalytic interventions aimed at driving upgrading that improves both the competiveness and the inclusiveness of the value chains. The main service provisions targeted are the following: • Technical capacity building interventions of agro dealers and private veterinarians (SVPP/RSAP), as well as their respective associations or networks;

58 ARSM : Agence de Régulation du Secteur de la Microfinance.

64 • Technical capacity building interventions for producers’ organizations and processors from all three value chains; • Training of certified seed producers and their organization; • Financial product development; • Access to finance facilitation for all value chain actors, including business plan preparation.

The beneficiaries support plans the project developed contains request for technical capacity building. In FY18, the project grouped these needs into 70 bundles or lots (29 in Burkina Faso and 41 in Niger); each constituting a manageable set of combinable services to be provided to a defined number of beneficiaries in a given geographical area by a service provider.

The first call for proposals in Niger In Niger, as reported in Q1FY19, two calls for proposal were made. For the three value chains, the first call for proposals included 38 lots but 35 proposals were submitted by 18 service providers for only 24 lots. Of the 38 proposals, 23 were pre-selected for due diligence visits involving 12 service providers and 17 lots. At the end of the evaluation process, 9 service providers were selected for the 17 lots.

Table 36 : Results of the selection of service providers after the first call for proposals in Niger

Proposals pre-selected Proposals selected after Number Proposals receiving Value (score >=60%) due diligence visits of lots chain # pro- # # of # pro- # of published # lots # lots # of BDS-P posals lots BDS-P posals BDS-P Cowpea 12 12 7 6 7 3 3 3 1 Poultry 9 4 2 4 2 2 2 2 2 Small 17 19 15 8 14 12 7 12 6 ruminants Total 38 35 24 18 23 17 12 17 9

The second call for proposals in Niger The project published a second call for proposals on February 13, 2019 for the lots 22 lots that did not receive any offers in the first round and for the lots for which no proposals achieved a score of at least 60/100 in the first round. A total of 54 proposals were submitted by 29 service providers for all lots. Of the 54 proposals, 32 were pre-selected for due diligence visits involving 18 service providers and the 22 lots. At the end of the evaluation process, 14 service providers were selected for the 22 lots.

Table 37 : Results of the selection of service providers after the second call for proposals in Niger

Proposals pre-selected Proposals selected after Number Proposals receiving Value (score >=60%) due diligence visits of lots chain # pro- # # of # pro- # of published # lots # lots # of BDS-P posals lots BDS-P posals BDS-P Cowpea 7 18 7 9 11 7 6 7 5 Poultry 9 23 9 12 14 9 8 9 6 Small 6 13 6 8 7 6 4 6 3 ruminants Total 22 54 22 29 32 22 18 22 14

65 Contracting and implementation The next step is for the CNFA home office to approve to the field team selection results. This has taken much longer than anticipated. When it will be concluded, the project will then sign contracts with these service providers, hold the training sessions in Q3FY19, and launch the support effort for project beneficiaries that have support plans.

In Burkina Faso, only one call for proposal was published for 29 lots. A total of 116 proposals were submitted by 28 service providers for 25 lots. Of the 116 proposals, 47 were pre-selected (involved 18 service providers and the 23 lots) for due diligence visits conducted between December 6 – 18. At the end of the evaluation process, 12 service providers were selected for the 23 lots.

Table 38 : Results of the selection of service providers after the call for proposals in Burkina Faso

Proposals pre-selected Proposals selected after Number Proposals receiving Value (score >=60%) due diligence visits of lots chain # pro- # # of # pro- # of published # lots # lots # of BDS-P posals lots BDS-P posals BDS-P Cowpea 8 29 7 5 10 6 3 6 2 Poultry 10 25 8 10 11 7 6 7 3 Small 11 62 10 13 26 10 9 10 7 ruminants Total 29 116 25 28 47 23 18 23 12

Contracting and implementation As in Niger, CNFA home office approval of the field team selection result is taken much longer than anticipated. The next step is to sign contracts with these service providers, hold the training sessions in Q3FY19, and launch the support effort for project beneficiaries that have support plans.

66 3.5. Component 5 – Improving the enabling environment for local and regional private investment

This section of the report focuses on activities planned for improving the policy environment for private sector investment, for mainstreaming gender and governance in the value chain development, and strengthening the disaster risk reduction (DRR) capacity of communities. These interventions cut across all value chains and intervention areas, targeting policies, regulations, governance, gender, and other factors external to the target value chains affecting their inclusiveness and competitiveness. Interventions under this component are therefore designed to complement value chain development efforts carried out in the project Component 2. As such, they focus on analyzing the enabling environment, identifying issues affecting value chain competitiveness and inclusiveness (including governance and gender related issues), identifying appropriate actors to collaborate with for addressing the issues identified, providing training in advocacy when necessary, linking actors together in advocacy efforts, strengthening governance, addressing gender issues, and providing follow-up and oversight.

3.5.1. Improving the policy environment for private sector investment Value chain enabling environment interventions focus on facilitating the creation of a regulatory climate that allows the private sector to operate without unnecessary restrictions that limit the success of their business. While this element is critical to competitiveness, it does not in itself strengthen the resilience of the populations who participate in the value chain. Under Component 5, REGIS-AG will also focus on the “softer” aspects of the enabling environment, e.g. issues of access to land and water resources for women and men, farmers, agro-pastoralists and pastoralists, conflict mitigation, cattle market inclusive management, reinforce capacities of platforms / interprofessional associations for advocacy actions, etc.

Regarding the business enabling environment, the ECOWAS regulations on the free movement of goods and services (ECOWAS Trade Liberalization Scheme, or ETLS) represent a well-established enabling environment for expansion of trade in poultry and poultry products, cowpea and cowpea products, live birds, eggs, processed poultry meat, whether chilled or frozen, and whole birds or chicken parts. They may circulate freely throughout the 15 countries of ECOWAS without paying customs duties, other import-related fees, or Value-Added Tax (VAT). The same holds for live small ruminants and many of the subsidiary products such as hides and skins and leather, chilled whole carcasses of sheep and goats, and rendered small ruminant meat cut into consumer-size portions.

For many years, USAID regional and bilateral programs have participated in the initiative to ensure the free circulation of basic staple foods (including REGIS-AG VC products) under the ETLS. Despite the well-established framework within which free trade should occur within West Africa, many barriers to trade still exist, costing traders and transporters substantially in terms of both time and money. REGIS- AG value chain studies list a number of product and non-product specific fiscal, physical and technical barriers to increasing intra-ECOWAS trade in West Africa, namely: • Import bans in several countries on live animals, meat and eggs due to avian influenza; • Nigeria and Ivory Coast ban the import of poultry meat outright; • Need for certificate of origin to avoid paying the full range of customs duties; • VAT and other fees charged on livestock imports by Senegal; • Basket of fees for transit operations; • Non-respect of equivalence of veterinary certificates across borders;

67 • Difficulties in exporting to Cote d’Ivoire; • Corruption on the roadways; • Difficulties in transferring funds across borders; • Burkina Faso’s “computerization tax” (1%); • Ghana’s “processing fee” (0.25%); • “Parking tax” imposed by local authorities in Bitou, Burkina Faso; and • Transit tax imposed on exporters in Niger.

Enabling environment activities focused on (i) holding series of meetings to review the functionality of livestock market management committees in both Niger and Burkina Faso, and (ii) preparing for the exchange visit between COGES in Burkina Faso.

Activity 1: Support the establishment, organization, and training of market management committees a) Sub-activity 1: Support the establishment, organization, and training of market management committees In Niger, the Component 5 Lead and Small Ruminant Coordinators organized a series of 15 meetings to review the functionality of livestock market management committees in all 3 regions: in Maradi from February 7 – 1, in Zinder from January 29 – February 4, and in Tillabéri from February 27 - March 2. All of 15 livestock market management committees have been transformed into GIEs. A total of 209 actors (187 men, 22 women) participated including committee members, communal livestock managers and representatives of the relevant municipalities. In four municipalities (Guidan Roumdji, Balayera, Tchadoua, Mirriah) the mayors of attended, while in the 11 other municipalities (Gada, Kwaya, Katohou, Torodi, Filingue, Magaria, Matamaye, Yaouri, Sabon Machi, Mayahi and Dakoro) the Mayor was represented by the Deputy Mayor along with municipal receivers and/or the municipal secretaries and communal livestock agents. In addition, representatives from the Regional Trade Directorate for the Zinder and Tillabéri regions and the Maradi regional Chamber of Commerce and Industry also attended. The participation of these regional directorates aimed to facilitate understanding of the process and the importance of formalization.

During the meeting, the participants discussed the functionality of each GIE (these updates are added to the monitoring conducted by the project team in 2018) through a SWOT analysis. The following were noted: • Strengths o Cohesion of executive board and committee members; o Cohesion of members and different groups; o Awareness of the market actors on the existence of GIE and support for its market management activities; o Aware of the market actors of need to pay taxes and the GIE tax collection activities; o Optimism of the market actors. • Weaknesses o Lack of regular meetings both within the Executive Board and the General Assembly, as well as in external meetings with the municipality; o Weak mobilization of dues by members of the GIE office and market actors; 68 o Lack of knowledge of the statutory texts, the bylaws and the content of the GIE convention in some markets; o Illiteracy of some members of the GIE executive office; o Lack of collaboration between the GIE, the municipality, and the livestock technical services. • Opportunities o Presence of the PRAPS project which will build modern livestock markets in the areas of intervention (feasibility and socio-economic study done, but construction not yet started) ▪ Magaria - Acquisition of a 5ha plot to house the new cattle market; signing of the construction agreement financed with PRAPS for 156 million FCA ▪ Gada - Acquisition of 2.5 ha of land to house the new market to be built by PRAPS in 2019. ▪ Dakoro – market of 5 ha to be built by the PRAPS / MCC ▪ Mayahi - Acquisition of more than 4 ha of land on municipality’s own funds for the construction of the new cattle market. o Presence of financial and technical partners (PASEC, PAC 3, PRODAF, P2RS, PRAPS, etc.) o The close proximity to Nigeria, a major consumer of livestock, of some markets • Threats o The close proximity to Nigeria, where insecurity is rising, of some markets o The political influence within the markets which limits the operation of the GIE.

The level of formalization of each GIEs was also discussed during the workshops. REGIS-AG supports these GIEs to obtain official documents, notably: RCCM59, NIF60, and the opening of a bank account. As shown in the table below, all GIEs have made efforts to formalize but with varying degrees of success. By the end of Q2FY19, 7 GIEs out of 15 have been able to get their RCCM while only 4 have their NIF. NIF may take longer to obtain than other documents. Almost all the GIEs have signed a convention with the municipality. However, all GIEs have their municipal authorization as well as statutes and by-laws. The challenges faced by the GIEs in obtaining these formalization documents were discussed. The representatives of the regional trade directorates for the Zinder and Tillabéri region and of the Maradi Chamber of Commerce and Industry were interested in understanding the holdup, providing clarifications, and proposing for solutions to speed up the process.

Table 39 : Level of achievement in obtaining GIE official documents, Niger

Completion ratio in documentation (Number of GIEs that have obtained the document / total number of GIEs) Region Communal Opening of bank Convention RCCM NIF Agreement account signed Zinder 1 / 6 0 / 6 6 / 6 3 / 6 4 / 6 Maradi 4 / 6 3 / 6 6 / 6 2 / 6 6 / 6 Tillabéri 2 / 3 1 / 3 3 / 3 0 / 3 3 / 3 Total 7 / 15 4 / 15 15 / 15 5 / 15 13 / 15

59 Registre du Commerce et du Crédit Mobilier (RCCM) 60 Numéro d'Identification Fiscal (NIF)

69 In Burkina Faso, workshops were held with each committee between January 29 and February 22 (detailed in the table below) to strengthen the capacity of the management committees, and to improve communication between COGES, municipalities, and the livestock technical services. For each locality, participants conducted a SWOT analysis on the functioning of the COGES (Strengths, Weaknesses and Opportunities and Threats), and supported the COGES in (i) resolving difficulties in their partnership with the Vue des participants à l’atelier d’échange avec les COGES de la communes, (ii) selecting the best form of région de l’Est institutionalization for the future of the committee (i.e. formalization in the form of a cooperative society or GIE), and (iv) developing a draft development plan for their market. In East, the workshop was held in Fada for security reasons.

Table 40 : Distribution of participants in livestock market management committee workshops

Livestock Number of participants Date of the Region Location market Municipality COGES61 meeting Total COGES and Ministry Men Women January 31 Barsalogho Barsalogho 3 20 1 23 Central-North January 30 Pissila Pissila 3 19 3 22 February 8 Yalgho Yalgho 3 16 2 19 February 5 Dori Dori 2 16 1 18 Sahel February 6 Sampelga Sampelga 3 18 0 21 February 7 Seytenga Seytenga 1 18 3 19 Tankoualou 2 4 0 6 February 20 Haaba 2 4 0 6 East Fada – 23 Kibaaré 2 4 0 6 Manni 2 4 1 6 Total 10 23 123 11 146

During meetings, an update on the functioning of each of the 10 COGES using a SWOT analysis resulted in the following findings: • Strengths o Most COGES started the process to become a Cooperative Company (as required by the OHADA law) or GIE although no COGES has yet finalized its registration. o The vast majority (8/10) have an agreement with their municipality for the management of the market. All have finalized their communal agreement. o In terms of financial management, the majority of markets have bank accounts (6/10) as detailed in the table below. Some markets have more than one million FCFA in their

61 This includes resource person and executive office members.

70 accounts (Dori, Pissila). Several COGES directly recover revenue with personalized tools. (Dori, Pissila). o The COGES of the Barsalogho market, which has existed for 20 years without real operation, has had a positive evolution with the support of REGIS AG. Indeed, dialogue has now started with the municipality to negotiate self-management with the renewal of the executive office, and the elaboration of the status and internal regulations are in process. The workshop established a timetable for the implementation of these actions. • Weaknesses o Women are poorly represented on market management committees. Indeed, women make up 9% of COGES members at the 10 markets (12 women out of 137 total members). Following the sensitization, the COGES which are in the process of renewing their executive office in Q3 have committed improving this rate. o Some COGES do not have funds or bank accounts (Barsalogho, Yalgho). o Weaknesses in governance include lack of regular meetings, weak use of management tools (notebooks, minutes, etc.), and weak communication between members of the executive office and non-restitution of external meetings in the general assembly. At Pissila, governance is a major concern and members agreed on actions to hold regular internal meetings and meetings with the municipality and market players. o Relations between the COGES and the communal authorities are a little strained in some markets. The main reasons include non-compliance with the clauses of the communal agreement lack of communication, and low transparency in management. o Tax collection is low due to a low willingness to pay taxes, poor organization of the COGES, a lack of security on the site, and a lack of infrastructure. o The departmental livestock technical service is a member of COGES in certain municipalities which will likely inhibit the sustainability of the committee. Its presence in the office of the COGES inserts the state into the operational management of the infrastructure belonging to the community and negatively influences the internal operation of COGES. • Threats o Insecurity in certain markets, especially those in the East region.

Table 41 : Level of achievement in obtaining GIE official documents, Burkina Faso

Completion ratio in documentation (Number of GIEs that have obtained the document / total number of GIEs) Region Registration Convention Registration Communal Opening of bank as signed with the as GIE Agreement account (IMF) Cooperative municipality Central-North - 0/3 3/3 1/3 2/3 Sahel 0/1 0/2 3/3 2 / 3 2/3 East - 0/4 4/4 3 /4 4/4 Total 0/1 0/9 10/10 6/10 8/10

Recommendations were made during the workshops to address the difficulties enumerated, and roadmaps were drawn up for each COGES with timelines established to implement the proposed actions. Some of 71 the activities listed in the roadmaps will be implemented directly by the COGES, others require engagement from the municipality, the relevant technical services and/or other technical and financial partners, including REGIS AG. Recommendations included:

• Building the capacity of COGES members o The committees need training on financial management, the role of each member of the executive board, and good governance. Unfortunately, for this year FY19, REGIS AG has not planned funding for this purpose for all the themes and the COGES concerned will turn to other partners or the financially wealthier livestock markets may pay out of their own funds. A schedule has been established to support some COGES in complying with the provisions of their bylaws; REGIS-AG will follow up to provide support in the absence of being able to organize a training session on Governance. o REGIS-AG will be organizing exchange trips to view other markets and exchange with other COGES from other more efficient markets in FY19. • Improving collaboration with the commune o It is a matter of sensitizing all COGES members about the content of the agreement, re- reading the agreement in certain municipalities, and increasing transparency in the management of the funds. COGES will also set up periodic meetings with the municipal authorities. • Improving market-generated revenues o Improving revenues generated from the market requires increased market attendance and tax collection. This involves the completion / rehabilitation of market infrastructures, the sensitization of market players, and transparency in the management of funds. These activities will be carried out with the support of the municipality, the livestock technical services, and partners including REGIS AG. • Improving participation of women o Women are very much present in livestock markets for catering and small businesses. The aim here is to involve women in market life by integrating them into the COGES executive office, involving them in all activities, and building infrastructures to their benefit. REGIS- AG has already initiated sensitization and monitoring of COGES to increase the involvement of women.

b) Sub-Activity 2: Facilitate experience sharing among livestock markets’ management committees A REGIS-AG team visited the Fada livestock market62 from February 23 -25 in preparation for the exchange visit between COGES to better understand how the market works. During the visit, the mission observed the function of the market, and was also able to interact with market management officials, technical services and traders and buyers.

The Fada livestock market is a reference in West Africa. The team observed that it is large and well organized with offices and spaces dedicated to various business activities; however, infrastructure is poorly maintained with visible damage and a the lack of water due to a drilling failure. The market space is not

62 Note that this market is not supported by REGIS-AG.

72 totally occupied, based at least in part on a drop in attendance due to problems of insecurity in the region. Moreover, the COGES has management difficulties such as the absence of meetings, non- publication of financial statements, the borehole of the market out of order for several weeks.

In view of these problems coupled with insecurity in the Eastern Region, the project will select a different market for the exchange visit in Q3FY19. A view of the small ruminant section of the Fada market In Niger, the project will facilitate two study and experience sharing trips for livestock market GIEs in Q3FY19. These trips will reinforce GIE capacity to better organize and structure their management. The project also plans to develop a manual and management procedures tool that will be made available to each GIE.

3.5.2. Mainstreaming gender and governance in REGIS-AG value chain development REGIS-AG approach to integrating gender focuses on addressing women’s specific needs in all project activities. Key areas are effective participation in activities, and access to productive resources, credit, and training. The starting point for achieving this is the review of terms of reference of all project activities by the gender and governance specialists before they are finalized. The review focuses on making sure that vulnerable groups are not excluded from the activity either because of its timing, its location, the beneficiaries targeted, or the methodology used.

The gender and governance specialists also look at the extent to which the organization of vulnerable groups, the technical capability of its members, prevailing attitudes and behaviors are likely to limit their ability to benefit from the activity or prevent men and women from fully participating in the activity. Key issues they often look at include land ownership rights that limit women access to land, access to literacy, gender-based labor division that prevents women from generating income, access to markets, as well as gender-based obstacles to improving product quality, increasing production / marketing and to making effective and informed decisions.

Based on this analysis, a gender integration plan consisting of minor adjustments and/or specific complementary interventions are discussed and agreed upon with component leaders to address the issues identified in each activity. The gender integration plan identifies entry points, approaches and activities to be implemented so that women can increasingly participate in value chains and reap greater benefits. The minor adjustments usually include the following: • Making sure that women participating in an activity also benefit from the project literacy activity, • Changing the timing or location of an activity to allow full participation of women, • Improving the list of beneficiaries of an activity to ensure adequate representation of women, • Reviewing the frequency of the intervention to ensure effective learning, • Reviewing the activity report to ensure that recommendations made are gender sensitive.

73 Generally, complementary interventions focus on sensitization to induce behavior change or attitude using a video developed in partnership with SPRING, drama, community dialogue, and community radio messages. REGIS-AG also plans to use existing platforms such as Modern Husbands schools and SAWKI’s Safe Space for adolescent girls. For FY18, the following complementary activities are planned to induce changes in attitudes and behavior and achieve greater female participation in value chain activities.

3.5.2.1. Gender specific activities

a) Sub-activity 3: Promote the empowerment of women and youth among project beneficiaries in Burkina Faso and Niger Monitoring personal action plans from empowerment training In Burkina Faso in FY18, REGIS-AG held women’s empowerment training for 7 beneficiaries (6 women, 1`man) on self-confidence and developing skills in collaboration with the SPRING project. These beneficiaries went on the train additional beneficiaries on the same topics. At the end of this training, each participant developed a personal action plan. In Q2FY19, the Gender Specialist monitored the implementation of these action plans with SPRING. The first series of meetings were held in Central- North from February 4 – 9, and the second were held in Kaya from February 12 – 15.

In Central-North, 4 meetings were held in the communes of Dargo, Boulsa, Dori, and Barsalogo where all of the 56 beneficiaries (100%) at the meeting have begun to implement their personal action plans. Each implementing at least one activity listed in the plan. In Kaya, 4 trainers participated in the meetings. For all 4, implementation of activities listed in their action plans exceeded 50%.

Production of video of empowerment training beneficiaries by Radio Notre Dame de Kaya The SPRING project trained a local video production unit called Radio Notre Dame de Kaya in Central North. This unit is on the ground and observed the evolution of empowerment training beneficiaries. Radio Notre Dame de Kaya suggested that they make a video to show the behavior change that can be seen in these participants. In Q3FY19, REGIS-AG will review the video to enrich it further.

3.5.2.2. Strengthen governance in value chain development The underlying theory behind the project is that the resilience of people, households, communities, and systems in agro-pastoralist and marginal agriculture zones in Burkina Faso and Niger will be significantly enhanced by increasing sustainable economic well-being (defined by household income, food access, livelihood assets, and adaptive capacity), strengthening institutions and governance, and improving health and nutrition. Stronger institutions and governance will provide a critical source of stability that both constitutes and creates resilience. It will also provide the enabling environment needed to facilitate inclusive economic growth as well as increased and sustainable economic being.

Governance activities in Q3FY19 focused on: (i) holding good governance training workshops in all 3 regions, and (ii) monitoring the progress of GIEs in formalizing and the implementation of their road maps.

a) Sub-Activity 1: Train 169 ReComs and 16 GIEs in good governance for ReComs and GIE members The project organized 3 training workshops to strengthen the capacities of ReCom and GIE members in governance and support them to develop roadmaps. The workshops were held from January 27 – 31 in 74 Maradi, from February 1 – 6 in Zinder, and from February 11 - 15 in Tillabéri. In total, 321 participants (100 men, 221 women) were trained, coming from 114 POs and 16 GIEs, as detailed in the table below.

Table 42 : Distribution of participants in good governance training, Niger

Number of participants Region Value Chain Women Men Total Small ruminants 47 10 57 Poultry 6 1 7 Maradi Cowpea 33 7 40 Total 86 18 104 Small ruminants 1 0 1 Poultry 13 16 29 Tillabéri Cowpea 35 24 59 Total 49 40 89 Small ruminants 49 17 66 Poultry 1 9 10 Zinder Cowpea 36 16 52 Total 86 42 128 Total 221 100 321

The first 2 days of the workshops focused on the 8 modules of good governance through presentations in plenary sessions, group work, additional presentations followed by questions and debates. Day 3 was dedicated to exercises on how to develop a roadmap. A total of 130 roadmaps were developed: 43 in Maradi, 43 in Tillabéri and 44 in Zinder. Note that although livestock market GIEs did not participate in good governance training, they did develop roadmaps. Monitoring on the level of implementation of good governance practices and the implementation of actions programmed in roadmaps will be conducted with an evaluation taking place in September.

b) Sub-Activity 4: Monitor governance In Niger, REGIS-AG supported the transformation of 40 OPs into 16 GIE (Economic Interest Groupings) in FY18. In FY19, the project is supporting these GIEs in obtaining their official documents (RCCM, NIF, approval, etc.). This support is provided by the regional coordinators, the focal points of the formality centers and the Governance Specialist. The project also supports the GIEs in the implementation of their action plans focusing on improving governance (organizational development), in particular assisting in the drafting and signing of partnership agreements between GIEs, REGIS-AG, the SME Incubator Center in Niger, the Center for Authorized Management in Niamey, and the Center for Investment Promotion.

From January 4 – 9, the Governance Specialist conducted a field mission to monitor the progress of 5 GIEs in Maradi. Concerning their progress in formalization, there was no change of status of formalization documents during Q2FY19 (i.e. the documents remained at the same level of implementation as at the end of Q1FY19). The Governance Specialist also evaluated the level of implementation of the action plans drafted in FY!8; the level of implementation ranged from 50% to 83%. It can be noted that the outstanding activities related to access to finance and facilitation of connections between banks and MFIs promised by REGIS-AG. She also supported the groups to develop new action plans for FY19. 75 In March, several meetings were organized with the National Network of Regional Chambers of Agriculture (RECA) in Niamey in an effort to identify an appropriate local partner that will continue to support PO and GIEs in improving their governance as well as the organization of fairs for the three targeted value chains after the end of the project. A draft MOU is currently being reviewed by REGIS-AG and RECA.

3.5.3. Strengthen resilience/disaster risk reduction (DRR) capacity of communities There are several ways that disaster risk reduction is recognized and advanced in an effort to deal with different types of risks and shocks. REGIS-AG activities have tended to be limited to supporting public sector vaccination campaigns and promoting preventive veterinary services by scaling up and strengthening RSAP/SVPP (as discussed in Section 3.3.2 of this work plan). In FY19, in addition to these efforts, REGIS- AG also plans to focus on finalizing the production of an emergency plan for destocking small ruminants in case of crisis, and sharing available information in an early warning surveillance (disease and pasture) system to further reduce the exposure and vulnerability of the poor to disasters.

a) Sub-Activity 2: Facilitating access to market information and climate information in communities In Burkina Faso, REGIS-AG is setting up a climate information and market price monitoring mechanism managed by farmers' organizations through ReCom) and members of the Community Early Warning and Emergency Response Systems (SCAP / RU). This system allows for: (i) facilitating relationships between buyers and sellers of cowpea, small ruminants and poultry, (ii) allowing POs to better understand market needs, and (iii) being able to respond to adequately to the demands of this market.

This mechanism is based on market information services that already exist in the country (SONAGESS and Afrique Verte) in collaboration with these structures. The information shared by these services is very important to communities to prevent disaster risks, but which unfortunately do not reach rural populations in time to allow them to cope. This situation is explained by the fact that the channels for transmitting climate and market information are essentially radio, television, sometimes the Internet and periodic newsletters. Populations targeted by the project do not have access to the majority of these information channels (apart from the radio).

To disseminate climate and market information at scale, REGIS-AG relies on community radio, SCAP / RU as well as ReComs who will be disseminators of this information within communities. As a result, REGIS- AG will equip each ReCom with a smartphone loaded with simple applications in local language.

En Q2, les formations ont été initiées au profit des ReComs pour leur faciliter un accès et une connaissance des différents moyens et systèmes de diffusion des informations climatiques et du marché afin de permettre aux producteurs une meilleure prise de décision. Ces ateliers se sont déroulés dans les trois centres de formation selon le chronogramme suivant : 1 – 2 février à Sahel (Dori), et 4 – 5 février à Centre-Nord (Kaya), et 29 – 30 février à l’Est (Fada).

In Q2, trainings were initiated for the benefit of the ReComs to facilitate their access and knowledge of the various means and systems for disseminating climate and market information. These workshops were held in the three training centers: in Sahel (Dori) from February 1 – 2, in Center-North (Kaya) from February 4 – 5, and in the East (Fada) from February 29 – 30. 76 As detailed in the table below, 114 ReComs were trained on (i) the importance of climate information and the market to facilitate better decision-making at the local level, and (ii) how to use agro-meteorological data to assess options for adapting to climate change. In addition, the appropriate channels for transmitting information in each region have been identified, the type(s) of message(s) to be sent to the ReComs have been agreed upon.

Table 43 : Distribution ReComs trained on the use of climate and market information

Number of participants Region Dates Representative of ReComs technical services 40 1 Central-North February 4 - 5 (13 men, 27 women) (1 men, 0 women) 41 3 Sahel February 1 -2 (25 men, 16 women) (3 men, 0 women) 33 1 East February 29 - 30 (19 men, 14 women) (1 men, 0 women) 114 5 Total (57 men, 57 women) (5 men, 0 women)

77 PART 4 - PROJECT MANAGEMENT

Project management activities focused on ensuring adequate project staffing, meaningful reporting, effective communication, and adequate planning and monitoring. This part of the report presents activities REGIS- AG carried out in these areas during the reporting period (Q2FY19).

4.1. Project staff count

4.1.1. A stable staff count throughout FY18 with minimal turnover REGIS-AG started Q2FY19 with 75 employees distributed in the seven (07) project offices as detailed in the following table.

Table 44 : REGIS-AG staffing and geographic distribution at the beginning of the FY19

Number of staff Co-location with Project offices Technical Admin & Finance Total REGIS-ER In Burkina Faso: 20 9 29 - • Ouagadougou 6 6 12 Yes • Dori 10 2 12 No • Fada 4 1 5 No In Niger: 35 11 46 - • Niamey 17 8 25 No • Maradi 5 0 5 No • Tillabéri 5 0 5 Yes • Zinder 8 3 11 No Total 55 20 75

In addition, the following three positions were vacant at the beginning of Q2FY19:

Table 45 : Vacant positions at the beginning of Q2FY19 and replacement status

Position Date vacated Post location Status at end of Q1FY18 (name of the employee) (reason) (organization) Livestock and Dairy October 1, 2017 Tillabéri, Niger A replacement was identified but Market Access Specialist (Resignation) (Karkara) contracting was unsuccessful. A (Alio Dadi) new replacement has been identified and his contracting is being processed. BDS/Innovation specialist November 30, 2017 Dori, Burkina Faso, The former holder of the position (Abdoul Kader Sawadogo) (Resignation) (was SNV, now applied and was offered the CNFA) position and then decided not to join. A new replacement is still being sought. Communication January 5, 2017 Ouagadougou, Burkina Replacement mobilized on October Specialist (Resignation) Faso, (CNFA) 8, 2018 and then resigned few days (Christophe Zongo) later. USAID approved a new replacement (Amsatou Kiema Thiombiano) on April 30, 2019. Contract being finalized.

78 During the reporting period, the project experienced three resignations for personal reasons. These resignations had limited negative impact on activity implementation because their duties were reassigned to other staff. In addition, three new positions were created, and one CRS staff replaced by another staff. Replacement statuses are presented in the table below.

Table 46 : Changes in staffing (resignations, additions and new) observed during Q2FY19

Post location Position Date vacated Status at end of Q1FY18 (organization) Program Manager February 28, 2019 Niamey, Niger Replacement identified (Ali Toure (Aichatou Zada Ouba) (Resignation) (CNFA) Abdourahmane) and candidacy submitted to USAID for approved approval in April 2019. Poultry VC Coordinator January 4, 2019 Zinder, Niger Replacement being sought (Sadissou Alassane (Resignation) (KARKARA) Issoufou) Small Ruminant VC 31, January 2019 Fada, Burkina Faso Replacement being sought Specialist (Resignation) (CNFA) (Abroulaye Sanfo) Office Manager New Maradi, Niger Candidacy submitted to USAID for (Tankari Bango Souley) (CNFA) approved approval on April 25, 2019 Administrative Assistant New Maradi, Niger Candidacy submitted to USAID for (Saidou Djibo Rabiatou) (CNFA) approved approval on April 25, 2019 Administrative Assistant Replacement of ErIc Dori, , Burkina Faso Candidate identified and being Ouedraogo who (CNFA) processed for submission to CFNA was promoted as home office Regional Office Manager Office Manager New Fada, Burkina Faso Candidate identified and being (CNFA) processed for submission to CFNA home office DRR Specialist (Barthe Replaced another Niamey, Niger COR provided his technical Garba) CRS staff Lawali (CRS) concurrence on March 6, 2019 Abdoulaye who was moved to another CRS project.

4.1.2. Staff mobility The project continued to operate with 7 vehicles and 14 motorcycles distributed as described in the table below. Staff mobility using motorcycles continues to be a challenge due to long distances to cover, road condition (quality) especially during the raining season, and the insecurity situation. Staff have been using hired vehicles.

Table 47 : Number and status of REGIS-AG vehicles and motorcycles at the end of Q3FY18

Number Type Make Location Condition Burkina Niger Total Toyota Land Burkina: 1 in Ouaga and 2 in Dori All in good Vehicle 3 4 7 cruiser Niger: 3 in Niamey and 1 in Zinder condition Burkina: 1 in Ouaga and 1 in Dori All in good Toyota Land Motor 2 12 14 Niger: 4 in Maradi, 4 in Tillabéri, 4 in condition cruiser Zinder

79 Staff mobility using motorcycles continues to be a challenge due to long distances to cover, road condition (quality) especially during the raining season, and the growing insecurity situation. The employees were asked to use hired vehicles. The main challenge in project staffing will however continue to be to keep staff turnover as low as possible and the team focused on assigned duties and responsibilities. This is particularly accentuated with the launch of new projects in both countries. This will be handled through open dialogue with the staff and continuous dialogue between the team and the leadership of the organizations that constitutes REGIS-AG implementing consortium, which will complement the strategic focus sharpening to ensure a stronger project performance.

4.2. Administration of offices As reported in Table 44 above, the project staff operated from seven offices. The overall project administration is from the Niamey office while the Burkina-level coordination is in Ouagadougou office. The two Regional offices in Burkina Faso (Dori and Fada) and three in Niger (Maradi, Tillabéri, and Zinder) are administered locally with supervision from the Ouagadougou and Niamey offices, respectively. Until the end of Q1FY19, regional offices were managed by an Office Manager supported by an Administrative, Accounting and Logistics Assistant. With the exception of Zinder, Office Managers are technical specialists hired for technical responsibilities. As a result, much of the heavy administrative assignments are handled at the coordination office in Niamey or Burkina Faso. The Administrative, Accounting and Logistics Assistant handled the administrative and logistic duties as well as petty cash disbursements and the pouch and direct visitors. Addressing a recommendation of the last USAID financial review in Burkina Faso, the Administrative, Accounting and Logistics Assistant position was replaced by an Administrative Assistant position with responsibilities limited to handling petty cash disbursements, the pouch and directing visitors while the Office Manager will be responsible for handling administrative work and can be deployed outside of office to support workshop and training activities63.

With the addition of MEL assistants and SNV exit and in response to observation made during the USAID financial review in Burkina Faso, CNFA engaged in reassigning staff to various responsibilities which imposes changes in personnel involved in administering the Dori, Fada and Maradi offices. • In Dori, responding to SNV exit from the REGIS-AG consortium, the project reassigned the Dori Office Manager to the vacant position of Livestock and Dairy Market Access Specialist formerly held by an SNV employee in Q1FY19. He was replaced by the Administrative, Accounting and Logistics Assistant Eric Ouédraogo who was given the responsibility for handling administrative work at the beginning of the quarter and can be deployed outside of office to support workshop and training activities. The Administrative, Accounting and Logistics Assistant position was replaced by an Administrative Assistant position with responsibilities limited to handling petty cash disbursements, the pouch and direct visitors. • In the Fada office, Mrs. Antoinette Tiendrebeogo who was the Administrative, Accounting and Logistics Assistant was reassigned as Administrative Assistant and an Officer Manager will be hired

63 Note that in the FY19 work plan, CNFA instead envisaged to split the position of Administrative, Accounting and Logistics Assistant into two: an Assistant Administrative Officer who will be handling administrative work and can be deployed outside of office to support workshop and training activities, and a Receptionist to handle petty cash disbursements, pouch and direct visitors. Given the limited workload in these satellite offices, the project management changed its initial plan from two positions to one position.

80 if approved by USAID. A suitable candidate has been identified and his application being processed for submission to CFNA home office. • In Maradi where REGIS-AG employees were co-located with REGIS-ER in FY18 in a building REGIS-ER managed for the two projects on a cost-share basis. With, REGIS-ER could no longer accommodate the REGIS-AG team. The project team moved to a nearby building due to the the increase on the number of staff when new employees were hired (MEL Assistants), which imposes the need for the project office to have its own office administration. (to be hired), namely an Office Manager and an Assistant Administrative officer. As indicated in Table Candidates identified have been submitted to USAID and approved on April 25, 2019.

4.3. Management activities During the reporting period, the project COP provided the overall leadership of the project management. However, for each of the project components, specific staff members were formally assigned the leadership responsibility for the day-to-day management of activities under a component.

Key management activities carried out during the quarter are the following: a) Weekly project planning/review meetings were held with staff in Burkina Faso and Niamey; b) Skype-based meetings64 were held at least once a month with CNFA backstopping team in Washington DC. (In addition to routine day-to-day multiple email exchanges on issues related to REGIS-AG); c) One (01) face-to-face meeting held between the COP, the DCOP and Project Manager, once in Burkina Faso and twice in Niger, to develop a common understanding of various strategic orientations and discuss activity implementation. d) Multiple Project Manager’s meetings were held with staff in field offices in Niger and multiple DCOP meetings with staff in field offices in Burkina Faso during which they discussed how activities were being implemented and challenges encountered, as well as strategic orientation to integrate in the interventions.

4.4. Project Reporting and Public Communication During Q1FY19, project reporting focused on the following: • Multiple handout were produced to support USAID visits of project activities: o A travers le projet REGIS-AG, l’USAID soutient la revitalisation des marchés à bétail de Filingué au Niger pour une gestion inclusive (March 5) o Schéma grappe Wafakeye (March 5) o OPCV Niébé : TCHIGABA de YANTA (March 6)

64 These are meetings that bring together REGIS-AG management team (i.e., COP, DCOP, Program Manager, Value Chain Advisor, and DFO) and the CNFA backstopping team based in Washington DC (Program Manager, Program Coordinator, Finance Officer, and Vice President for Programs) to discuss updates on activities and administrative issues. They are led by the DC-based Program Manager who sends an agreed upon agenda before each meeting. This platform informs the Washington DC team guidance and support to the COP.

81 o Mayor’s office scene setter - Balleyara (visit date - March 21) o REGIS-AG scene setter – Farié Haoussa (visit date – April 8) o PICS bags, an effective and healthy solution for cowpea storage (visit date – April 8) o Promoting entrepreneurship and youth employment in rural areas through intensifying guinea fowl production (visit date – April 8 and April 17-18) o Overview of Transactions in the Madougou business cluster as of Jan 2019 (visit date - April 8 and April 17-18) o Cluster Diagram MADOUGOU MAI ZABI de Maradi (visit date - April 8 and April 17-18) o REGIS-AG scene setter - Toirin Barewa (visit date - April 8 and April 17-18) o REGIS-AG scene setter – El Kolta and Guidan Roumdji (visit date - April 8 and April 17- 18) • Three monthly reports were submitted to and approved by USAID.

During the reporting period, three (03) 5-minute videos of REGIS-AG's success in livestock market reforms, promoting commercial production of poultry feed made from locally available products and participation in FIARA for small ruminant sales were shared with USAID. These are being revised by taking USAID comments into consideration.

4.5. Major meetings

In Niger • On March 12, the Cowpea Value Chain Lead participated in the General Assembly of the Association of Private Seed Producers of Niger (APPSN). The organization’s main partners were invited to the first day of this two-day workshop including the Directorate General of Agriculture, INRAN, ICRISAT, PASEC (Climate Sensitive Agriculture Support Project), BAGRI, and REGIS-AG.

• As part of the development of the World Bank Agricultural and Livestock Transformation Project (PIMELAN), Ms. Salome Hemmings had a meeting with the Gender Specialist and the COP in February to discuss the project and learn about the value chain approach of REGIS-AG This project will be located in Tillabéri, Maradi and Zinder as well as in the regions of Diffa, Tahoua.

• Gender Specialist attended the "Gender and Youth" workshop organized by the USAID Office of Food for Peace (FFP). Held from March 12 -15 in Dakar, this workshop was a consultation on gender, youth and social dynamics and is part of the wider process of refining the implementation of development food security activities (DFSA) in Niger and Burkina Faso. The workshop brought together approximately 50 participants from Food for Peace projects as well as partner projects such as REGIS-AG. REGIS-AG shared its experience in integrating women into value chain development, supporting functional literacy and numeracy training, and targeting young people in its recently launched guinea fowl activities.

In Burkina Faso • On March 6, the DCOP and Component 5 Lead participated in the launch of the DJAM project, financed by the European Union and to be implemented in Central-North and Sahel.

82 4.6. Major visits

In Niger • On March 6, a USAID/Niamey, supported by a representative from the USAID/Dakar, conducted a field mission to view the achievements of REGIS-ER and REGIS-AG in the Filingué area (Tillabéri region). The visitors met the PO Cigaba de Yanta which is involved in cowpea production and the production of certified seed in partnership with the seed company AINOMA. The group also participated in warrantage. The PO shared about their experience in seed production and their relationship with AINOMA. Visitors were particularly impressed by good condition of the warehouse and the use of PICS bags for cowpea storage. Visitors also met with the Filingué livestock market GIE which was put into place with REGIS-AG support. The delegation then met with the municipal council which maintains a partnership with REGIS-ER through various activities like those of the Citizen Working Groups (GTC) which implements activities such as conservation farming, nutrition, Habbanayé, water and hygiene, etc. • A USAID delegation visited the Balleyara livestock market on March 21 to meet with the livestock market management committee. At the mayor’s office, visitors also met with the President of the Special Delegation to Balleyara (Tagazar), Mr. Allassane Abouba, and members of the livestock market management committee including the committee’s president, Mr. Mayaki Amadou. Participants discussed market reforms, increased commune revenue, and self-reliance

In Burkina Faso

• A team from USAID/Washington visited Barsalogho on March 19, accompanied by the Component 3 Lead and the Cowpea Marketing Specialist. The two USAID representatives, Cheryl L. Anderson (Deputy Assistant Administrator) and Kevin Sturr (Senior Advisor), viewed ViM project activities and held a working lunch with the mayor of the Barsalogho commune and RISE partners. The visitors did not view REGIS-AG activities due to security concerns; the impact of security on the implementation of USAID-funded projects was heavily discussed.

4.7. Security The security situation in the ZOI was a major concern during Q2FY19. However, only regional fairs in the Sahel and some monitoring activities in insecure areas have been canceled. In a number of cases, the project had to either postpone the activity or move it to the region’s capital where security is much better. The project team and CNFA home office and the project continuously monitored the security situation.

83 PART 5 - PROJECT PERFORMANCE - Level of Achievement in FY18 Expected Outcomes and Performance Indicators

5.1. Overview of REGIS-AG MEL System A Monitoring, Evaluation and Learning (MEL) system is intended to meet three types of objectives: • Operational objectives: when answering the question of how program or project managers can track and improve implementation of activities. • Strategic objectives: when addressing the issue of whether the project is achieving its goals; hence the use of output/result, outcome indicators or progress markers, impacts, etc. • Learning objectives: when drawing and sharing of lessons learned from the program or project.

Under the REGIS-AG project, the focus of the MEL system is primarily on the operational and strategic objectives, and on the supervision and management functions. However, in support to the project communication efforts and SAREL activities under the RISE program, REGIS-AG MEL efforts are devoted to the learning function as well, especially the documentation and sharing of success stories. The system is designed to ensure the efficient tracking of the activity implementation process and to facilitate critical discussions to allow for informed decision making towards project objectives and implementation.

To this end, the specific objectives of REGIS-AG MEL system are therefore threefold: • To organize in a systematic way the collection of data , analysis and reporting procedures allowing for the prompt dissemination of reliable project information on its performance results based on the list of approved indicators; • To assess and document progress towards the project’s outputs and outcomes as stated in the logical framework and annual work plans to allow sound management decisions; • To document and share the project’s success stories and best practices within the project and externally within the RISE and non-RISE community.

In general, REGIS-AG's MEL system is built on the elements described in its USAID-approved Performance Monitoring Plan (PMP). Data collection focuses on field trips to either monitor and collect data or assess the quality of data already collected. Data are collected either by project managers during the implementation of activities or through surveys.

5.2. Activities carried out during FY18

During Q3FY18, monitoring and evaluation team activities focused on (i) building an online database, and (ii) assessing the project performance.

84 Activity 1: Strengthening the capacity of the MEL system

a) Sub-Activity 1: Building an online database The consulting firm Société d'Etudes de Conseils et d'Assistance Multisectoral (SECAM) was selected in FY18 to develop the new project data base. The database development activities in Q2FY19 started with a meeting on January 23, 2019 in in Ouagadougou between two consultants, the project staff the REGIS-AG office in Ouagadougou, and the entire monitoring and evaluation team from Burkina Faso. The meeting focused on the presentation and discussion of the specifications and the database framework. Particular attention was given to the PO members in the design of the tables and forms of these POs.

Thereafter, two SECAM office consultants trained the monitoring and evaluation team in the handling of this database in March 1 – 2, 2019. During the training, a draft version of the database was installed on the computers of the MEL staff and the various key features of the database presented to the team. The consultant also gathered valuable suggestions to improve the design and presentation of different interfaces or menus. After integration of the changes required by the consultants, the next step is the online release of the database in Q3FY19.

b) Sub-Activity 2: Update the monitoring and evaluation data base This is a continuous activity carried out by the REGIS-AG MEL team. It consisted in making data collection sheets for output indicators available to technical staff implementing project activities. The completed forms are transferred to the MEL Coordinators in the relevant region who perform the verification and entry into the database either by themselves or with the support of data entry providers. Analysis of the data collected made it possible to determine the performance level of each output indicator and to update the performance indicator monitoring table. Results of the FY18 outcome indicators generated from the FY18 annual survey data were also updated.

Activity 2: Assessing project performance

a) Sub activity 1: Data collection by ReComs In order to intensify the monitoring of the actions carried out by the POs thanks to the support of the project, the ReComs set up to be the interface between the project and the POs benefited from training during the FY18. Among these ReComs, the evaluation identified 447 POs (196 in Burkina Faso, and 251 in Niger) capable of completing the simplified data collection sheets. To activate this data collection device by these RECOMs, terms of reference Q2FY19 have been developed and approved which will make it possible to train these RECOMs during Q3FY19.

b) Sub-activity 3: Monitor field activities, data quality, and physical filing systems To improve the quality of the interventions and data collected, the monitoring and evaluation team planned field trips during the implementation of activities for the project’s components and cross-cutting activities. During Q2FY19 in Burkina Faso, the team made several outings. They focused on (1) the formation of ReComs on access to information on climate change and the price of agricultural products on the markets, (2) sensitization for the placing of credit for warrantage, (3) workshops for the strengthening of the public 85 / private partnership for the implementation of the sanitary mandate of private veterinarians, (4) the workshops for monitoring and strengthening livestock market management committees, (6) training workshops for members of management committees of warrantage warehouses. In Niger, supervised activities include (1) sensitization for warrantage, (2) evaluation of the functioning of clusters, participation of poultry POs in the SAHEL event, (3) workshops on the technique of animal fattening, (4) the training of agro-dealers on the identification of fertilizers and pesticides, (5) refresher training for livestock markets management committees, (6) training for ReComs on good governance (7) training for literacy center management committees and literacy facilitators. Thanks to these field missions, the output indicator sheets were filled out and then entered in the various databases for the determination of the level of each indicator.

5.3. Status of achievement of performance indicators at the end of FY18 REGIS-AG Monitoring and Evaluation Plan includes a list of 26 indicators used to measure and report project progress and impact. All indicators used are designated as either Feed the Future (FtF) indicators (13) or custom indicators (13) developed especially for the REGIS-AG project. Sixteen (16) of these indicators are Output (OP) indicators while 10 are Impact/Outcome (I/O) indicators. Project performance on these indicators is presented in Table 33 below with justifications and observations.

86 Table 48 : Project performance and progress towards achieving project performance results

Target achieved FY18 Target achieved to Target Unit/ Target (31/03/2019) date (FY15-19) Indicator LOP Target achieved Justifications and observations Disaggregation FY19 Rate Unit Rate FY15-18 Unit (%) (%) 0.1 - Value (US $) US $ by country: of Incremental − Total $4.21mil $0 $1,800,000 $467,390 26% $467,390 11% This indicator’s results are quite mixed sales (collected − Niger $ 912,032 $424,612 47% $424,612 20% sales are made throughout the year and at farm level) − Burkina Faso $ 887,968 $178,408 20% $178,408 9% producers do not record the sales data. attributed to US $ by VC Generally, producers tend to sell only program − Cowpea $820,588 $333,366 41% $333,366 17% when the household needs money. implementation − S. ruminants $608,824 $-205,832 -34% $-205,832 -14% Consequently, this indicator is not good − Poultry $370,588 $339,856 92% $339,856 39% to measure the resilience of producers. US $ by Sex: − Men $530,671 $ 116,147 22% $116,147 9% − Women $1269,329 $280,530 22% $280,530 9% 0.2a - Gross US $ by country: margins (US $) − Total $158 $120 $158 $129 81% $129 81% In a survey a survey format, it is difficult per hectare for − Niger $109 $99 $109 $140 129% $140 129% for producers to correctly estimate the cowpeas − Burkina Faso $157 $143 $157 $115 73% $115 73% variables used to determine gross US $ by Sex: margins; this is particularly the case of − Men $139 $126 $139 $136 98% $136 98% production, sale prices, and production − Women $124 $113 $124 $123 99% $123 99% costs. This is particularly true for small ruminants and poultry for which the disaggregation is done only during calculations by using group size as a weighting factor. 0.2b - Gross US $ by country: margins (US $ − Total $17.00 $0 $14 $21.74 155% $21.74 128% Same as above per adult animal) − Niger $0 $18.92 $18.92 for small − Burkina Faso $0 $29.26 $29.26 ruminants: US $ by Sex:

− Men $0 $21.09 $21.09 a) Goat − Women $0 $22.15 $22.15 US $ by country: − Total $17.00 $0 $14 $56.23 402% $56.23 331% Same as above b) Sheep − Niger $0 $54.24 $54.24 − Burkina Faso $0 $59.94 $59.94

87

Target achieved FY18 Target achieved to Target Unit/ Target (31/03/2019) date (FY15-19) Indicator LOP Target achieved Justifications and observations Disaggregation FY19 Rate Unit Rate FY15-18 Unit (%) (%) US $ by Sex: − Men $0 $53.42 $53.42 − Women $0 $58.13 $58.13 0.2c - Gross US $ by country: margins (US $) for − Total $3.40 $0 $2.50 $2.87 115% $2.87 84% Same as above poultry : − Niger $0 $2.90 $2.90 − Burkina Faso $0 $2.79 $2.79

US $ by Sex: Chicken a) − Male $0 $2.85 $2.85 − Female $0 $2.95 $2.95 US $ by country: − Total $3.40 $0 $2.50 $4.93 197% $4.93 145% Same as above − Niger $0 $5.06 $5.06 b) Guinea − Burkina Faso $0 $4.24 $4.24 fowl US $ by Sex: − Male $0 $3.79 $3.79 − Female $0 $6.41 $6.41 2.1 - # of food # by country: security private − Total 753 753 0 0 753 100% enterprises, − Burkina Faso 369 369 0 0 369 100% producer, water • Cowpea user or 180 180 0 0 180 100% community- • S. Ruminant 129 129 0 0 129 100% based • Poultry 60 60 0 0 60 100% organizations, − Niger 384 384 0 0 384 100% women’s groups, • Cowpea 164 164 0 0 164 100% trade and • S. Ruminant 124 124 0 0 124 100% business • associations Poultry 96 96 0 0 96 100% receiving USG- # by New/Continuing: funded assistance − Total 753 753 0 0 753 100% − New 753 0 0 0 0 − Continuing 0 753 0 0 753 2.2 - Number of New/Continuing: The poor performance of the project in for-profit private − Total 52,105 38,161 52,105 42,658 82% 42,658 82% FY18 for this indicator is attributable to enterprises, − New - - 4,000 834 21% 834 a change of strategy described for the producers’ − Continuing 52,105 38,161 48,105 41,824 41,824 light support group below.

88

Target achieved FY18 Target achieved to Target Unit/ Target (31/03/2019) date (FY15-19) Indicator LOP Target achieved Justifications and observations Disaggregation FY19 Rate Unit Rate FY15-18 Unit (%) (%) organizations, Country water users’ − Total 52,105 38,161 52,105 42,658 82% 42,658 82% associations, − Niger 41,006 31,088 41,006 34,254 84% 34,254 84% trade and • New - - 3,000 340 11% 340 business • Continuing 41,006 31,849 38,006 33,914 33,914 associations, − Burkina Faso 11,099 7,073 11,098 8,404 76% 8,404 76% women’s groups, • New - - 1,000 494 49% 494 and community- • Continuing 11,099 7,073 10,098 7,910 7,910 71% based Location: organizations − (CBOs) receiving Total 52,105 38,161 52,105 42,658 82% 42,658 82% USG food − Rural 52,105 38,161 52,105 42,658 82% 42,658 82% security-related • New - - 4,000 834 834 organizational • Continuing 52,105 38,161 48,105 41,824 41,824 80% development − Urban/Peri urban 0 0 0 0 0 assistance

a) Combined b) Heavy/Inte New/Continuing: nse − Total 20,184 20,292 20,184 20,292 101% 20,292 101% Heavy/intense support relates to support − New - - 0 0 0 activities carried out or project − Continuing 20,184 20,292 20,184 20,292 20,292 beneficiaries that have support plan. In Country: the project strategy, no new − Total 20,184 20,292 20,184 20,292 101% 20,292 101% beneficiaries were added in FY19. − Niger 12,248 12,382 12,248 12,382 101% 12,382 101% • New 0 0 0 0 0 • Continuing 12,248 12,382 12,248 12,382 12,382 − Burkina Faso 7,936 7,910 7,936 7,910 100% 7,910 100% • New 0 0 0 0 0 • Continuing 7,936 7,910 7,936 7,910 7,910 Location: − Total 20,184 20,292 20,184 20,292 101% 20,292 101% − Rural 20,184 20,292 20,184 20,292 101% 20,292 101% • New - - 0 0 0 • Continuing 20,184 20,292 20,184 20,292 20,292 − Urban/Peri urban 0 0 0 0 0

89

Target achieved FY18 Target achieved to Target Unit/ Target (31/03/2019) date (FY15-19) Indicator LOP Target achieved Justifications and observations Disaggregation FY19 Rate Unit Rate FY15-18 Unit (%) (%) c) Light New/Continuing: support − Total 35,532 21,532 35,532 22,366 63% 22,366 63% The project performance is below − New - - 4,000 834 21% 834 expectation because the vaccination − Continuing 35,532 21,532 31,532 21,532 - 21,532 activity that would have provided the Country: data needed has not yet been − Total 35,532 21,532 35,532 22,366 63% 22,366 63% implemented. Indeed, the number − Niger 31,532 21,532 31,532 21,872 69% 21,872 69% targeted for project light support in • New - - 3,000 340 11% 340 FY19 was largely going to be new • Continuing 31,532 21,532 28,532 21,532 21,532 beneficiaries of vaccination campaign − Burkina Faso 4,000 - 4,000 494 12% 494 12% supported by REGIS-AG. This is • New - - 1,000 494 49% 494 scheduled in Q3FY19. After vaccination, • Continuing 4,000 - 3,000 0 0 - the team believes that the performance Location: indicator will improve. − Total 35,532 21,532 35,532 22,366 63% 22,366 63% − Rural 35,532 21,532 35,532 22,366 63% 22,366 63% Note also that, the project was already • New - - 4,000 834 21% 834 under performing for this indicator • Continuing 35,532 21,532 31,532 21,532 21,532 because there was no vaccination − Urban/Peri urban 0 0 0 activity done in Burkina Faso in FY16 0 0 0 and FY17. 2.3 – Percentage % by country: (%) of households − Total 25% 20% 11% 56% 11% 45% No data reported because savings/loan in which a − Niger 10% 10% programs are the VSLA that are being woman has − Burkina Faso 14% 14% promoted by REGIS-ER and the DFAP. benefited directly % by VC: Furthermore, REGIS-AG was not from ownership − Total 25% 11% 11% 45% allowed to donate animals to its of personal fields, beneficiaries as is REGIS-ER does − Cowpea 16% 16% new ownership of through its habbanaye intervention. The − S. ruminants 4% 4% small ruminants only intervention REGIS-AG has that − Poultry 11% 11% or poultry, or contributes to this indicator is the involvement in a improvement in the usage conditions of savings/loan land reclaimed by REGIS-ER. program 2.4 – Percentage % by country: (%) of households − Total 40% 7.0% 35% 11% 30% 11% 28% engaged in a new − Niger 40% 6.5% 35% 12% 34% 12% 30% income-generating − Burkina Faso 40% 7.4% 35% 8% 23% 8% 20% micro-enterprise as a result of USG

90

Target achieved FY18 Target achieved to Target Unit/ Target (31/03/2019) date (FY15-19) Indicator LOP Target achieved Justifications and observations Disaggregation FY19 Rate Unit Rate FY15-18 Unit (%) (%) interventions 2.5 - Full-time # by country: equivalent (FTE) − Total 275 245 275 0 0% 245 89% The project planned to set up an jobs created with • New 0 0 30 0 0 0 additional SVPP in Niger in FY18 with

USG assistance • Continuing 275 245 245 0 0 245 89% 30 new AE that would have allowed the − Niger 170 140 170 0 0 140 82% team to meet its target. The process of • New 0 0 30 0 0 0 setting up the SVPP is taking longer than • Continuing 170 140 140 0 0 140 82% planned. As a result, this data could not − Burkina Faso 105 105 105 0 0 105 100% be reported in Q1FY19 as indicated in • New 0 0 0 0 0 the annual report; it will be reported in • Continuing 105 105 105 0 0 105 100% Q2FY19 when the process will be # by VC: completed. − Total 275 245 275 0 0% 245 89% − Cowpea 0 0 0 0 0 − S. ruminants 0 0 0 0 0 − Poultry 275 245 275 0 245 89% # by Sex: − Total 275 245 275 0 0% 245 89% − Male 252 222 247 0 222 − Female 23 23 28 0 23 2.6 - Number of # by country : people using − Total 19,355 7,514 7,266 9,777 135% 17,291 89% No update was provided for this climate − Niger 12,743 4,947 4,784 5,992 125% 10,939 86% indicator in Q1FY19 because the information or − Burkina Faso 6,612 2,567 2,482 3,785 153% 6,352 96% corresponding data was generated implementing # by Sex: through the annual survey and results of risk-reducing − Total 19 355 7,514 7,266 9,777 111% 17,291 89% the survey were only available in actions to − Male 6,185 2,118 2,495 4,455 128% 6,573 106% Q2FY19. Based on survey data, the improve project outperformed for this indicator − Female 11,823 4,049 4,771 5,322 102% 9,371 79% resilience to due to the training the DDR specialist climate change − Disaggregates not 1,347 1,347 1,347 available administered to a large majority of POs as supported by in FY18. USG assistance 2.7 – Number of # by country : Data used for this indicator relates to market − Total 111 114 10 0 0% 114 103% exchanges fairs organized by the project. For FY19, − Niger 63 86 5 0 0% 86 137% (bourses) and all fairs are planned in the third quarters − Burkina Faso 48 27 5 0 0% 27 56%

91

Target achieved FY18 Target achieved to Target Unit/ Target (31/03/2019) date (FY15-19) Indicator LOP Target achieved Justifications and observations Disaggregation FY19 Rate Unit Rate FY15-18 Unit (%) (%) fairs linking − International 1 1 (Q3FY19). sellers and # by VC: buyers − Total 111 114 22 0 114 103% − Cowpea 40 25 10 0 25 63% − S ruminants 38 67 5 0 67 176% − Poultry 33 22 7 0 22 67% 2.8 - Number of # by country : Currently 40 POs of 1,072 members women’s groups − Total 40 41 10 0 41 103%% (64 men, 1,008 women) have gone transformed into − Niger 15 41 5 0 41 273% through the transformation process, 7 GIEs − Burkina Faso 25 0 5 0 0 0% in Zinder, 5 in Maradi and 4 in Tillabéri. # by VC: The project gave priority to Niger − Total 40 41 10 0 41 103% because in Burkina Faso because the − Cowpea 20 21 5 0 21 105% government had enacted a law that − S ruminants 20 20 5 0 20 100% mandated the transformation of POs − Poultry 0 0 0 0 0 into cooperatives. 3.2 - EG.3.2-24 # by country : Number of − Total 21,152 14,424 4 306 7,778 178% 22,202 105% Compared to data presented in the individuals in the − Niger 13,170 8,981 2,681 6,112 228% 15,093 115% FY18 annual report, there was an error agriculture − Burkina Faso 7,982 5,443 1,625 1,666 103% 7,109 89% in the Q1FY19 report for the system who have # by Sex: performance achieved up to FY18. In applied improved − Total 21,152 14,424 4,306 77,78 178% 22,202 105% this report, we made the correction and management this change the project performance to − Male 6,800 4,490 1,478 1,822 129% 6,312 93% practices or date. technologies with − Female 13,005 8,587 2,827 59,56 204% 14,543 112% − not available USG assistance 1,347 1,347 1,347 3.3 - Number of # by country : The project is under performing in FY18 agro-dealers − Total 250 243 32 5 16% 248 99% because the team realized that trained in − Niger 126 125 16 2 13% 127 101% performance to date did not require as business − Burkina Faso 124 118 16 3 19% 121 98% much addition for the project to meet management and # by Sex: the LOP. Realizing the target set for technical skills − Total 250 243 32 5 248 98% FY19 will lead to 110% achievement − Male 223 216 28 4 220 99% level at the end of the project. Priority − Female 27 27 4 1 28 104% for team efforts was given to other project needs. 3.4 - Number of # by country : private − Total 10 9 1 1 100% 10 100% veterinarian − Niger 5 4 1 1 100% 5 100%

92

Target achieved FY18 Target achieved to Target Unit/ Target (31/03/2019) date (FY15-19) Indicator LOP Target achieved Justifications and observations Disaggregation FY19 Rate Unit Rate FY15-18 Unit (%) (%) outreach services − Burkina Faso 5 5 0 0 5 100% (SVPPs) created 3.5 - Number of # by country : for-profit private − Total 546 456 30 286 742 135% The project target for FY19 was set enterprises, − Niger 263 220 14 161 381 145% based on 61% achieved in FY17 with an producers’ − Burkina Faso 283 236 16 125 361 127% assumption of additional 8% in FY18, 4% organizations, # by organization type: in FY19 and 0% in FY20. But, the annual water users’ − Total 545 456 30 286 742 135% survey results for FY18 yielded 98% in associations, − Women groups 269 225 2 129 354 131% Burkina Faso and 99% in Niger, which is trade and well above the projected adoption rate business − Men groups 34 28 13 7 35 103% used to determine the annual target associations, − Mixed groups 242 203 15 150 353 146% women’s groups, # by VC: This is larger than projected and community- − Total 546 456 30 286 742 135% performance because we considered based − Cowpea 283 236 19 143 379 134% governance activities as a management organizations − Small ruminants 169 141 9 81 222 131% practice. Because all beneficiaries (CBOs) that − Poultry 95 79 5 62 141 148% applied improved support plans included the need to organization- improve the PO governance, the project level ended up working with them through technologies or governance action plans. This ended up management exploded the project achievement practices with because it was not anticipated when USG assistance. setting the target. 3.6 - Number of # by country : for-profit private − Total 480 260 480 260 54% 260 54% No new organization received the enterprises, − Burkina Faso 231 125 260 125 54% 125 54% project organizational development producers’ − Niger 249 135 220 135 54% 135 54% assistance in FY19 as envisaged because, organizations, to be more effective and achieve greater water users’ impact, REGIS-AG focused coaching the associations, # by VC POs that have support plans in finalizing trade and − Total 480 260 480 260 54% 260 54% their governance roadmap and business − Cowpea 229 124 229 124 54% 124 54% monitoring their implementation. associations, women’s groups, − Small ruminant 198 107 198 107 54% 107 54% and community- − Poultry 54 29 54 29 54% 29 54% based # by New/Continuing: organizations − Total 480 260 480 260 54% 260 54% − New 0 0 0 0 0

93

Target achieved FY18 Target achieved to Target Unit/ Target (31/03/2019) date (FY15-19) Indicator LOP Target achieved Justifications and observations Disaggregation FY19 Rate Unit Rate FY15-18 Unit (%) (%) (CBOs) receiving − Continuing 480 260 480 260 260 USG food security-related organizational development assistance 4.1 - Value(US $) US$ by country : of new private − Total $167,629 $0 $167,629 $0 0% $0 0% Although the performance for this sector capital − Burkina Faso $62,778 $0 $62,778 $0 $0 indicator is still zero, it does not reflect investment in the − Niger $104,851 $0 $104,851 $0 $0 the reality on the ground because, after agricultural training ReComs in data collection, sector or food US$ by VC investment made at PO level have been chain leveraged − Total $167,629 $0 $167,629 $0 $0 documented but they are not yet by Feed the − Cowpea $32,971 $0 $32,971 $0 $0 reported because they are being Future project reviewed for validation. The project implementation − Small ruminant $59,548 $0 $59,548 $0 $0 − Poultry $75,110 $0 $75,110 $0 $0 planned to report data in Q2 FY19, but US$ by New/Continuing: data collection took more time than − Total $167,629 $0 $167,692 $0 $0 anticipated. It will be reported in − New $0 $0 $167,692 $0 $0 Q3FY19. − Continuing $167,629 $0 0 $0 $0 4.2 - Value (US $) US$ by country: of agriculture − Total $3,585,594 $341,341 $1,324,843 $ 58,811 4% $400,152 11% The project is under performing and rural loans − Niger $1,454,042 $256,605 $ 705, 810 $10,587 1% $95,574 7% because the MFI have liquidity problem. made as a result − Burkina Faso $2,131,552 $25,556 $348,561 $ 48,224 14% $304,578 14% The project is working with some of the of USG US $ by VC: MFI to identify refinancing opportunities. assistance − Total $3,585,594 $341,341 $1,324,843 $ 58,810 2% $400,150 11% For example, the project is facilitating − Cowpea $1,934,838 $256,605 $ 705, 810 $ 58,810 8% $315,415 16% the refinancing of microfinance − Small ruminant $929,497 $ 25,556 $348,561 $ 0 $25,556 3% institution KOKARI by OIKOCREDIT resulted in OIKOCREDIT sending a − Poultry $721,259 $59,180 $ 270,472 $ 0 $59,180 8% letter of intent notifying KOKARI of the US $ by Sex: possibility of receiving 500,000 FCFA − Total $3,585,59 $ 341,341 $58,810 $400,150 11% ($925,926) in refinancing.

− Male $ 138,182 $34,911 $173,093 − Female $ 139,893 $23,899 $163,792

− $ 63,266 Disaggregation $ 63,266 100% not available

94

Target achieved FY18 Target achieved to Target Unit/ Target (31/03/2019) date (FY15-19) Indicator LOP Target achieved Justifications and observations Disaggregation FY19 Rate Unit Rate FY15-18 Unit (%) (%) 4.3 - Number of # by New new and/or /Continuing: innovative − Total 12 9 3 0 0% 9 75% The innovation being considered in services − New 0 4 3 0 4 FY19 are donation of equipment that is planned for AE in the 9 SVPP the (including − Continuing 12 5 0 0 5 project has helped set up (5 in Niger insurance) and # by country: and 4 in Burkina Faso). These were technologies − Total 12 9 3 0 0% 9 75% available to VC supposed to have been distributed in − Niger 7 5 2 0 5 71% actors as a result Q2FY19 but the procurement process − Burkina Faso of USG 5 4 1 0 4 80% has taken longer than expected. assistance Distribution is now planned for Q3FY19. 4.4 - Number of # by country: micro, small, and − Total 6,512 2,642 2,127 876 41% 3,518 54% Same as in indicator 4.2. medium − Niger 2,973 691 945 0 0% 691 23% enterprises − Burkina Faso 3,539 1,951 1,182 876 74% 2,827 55% (MSMEs), # by Sex: including − Total 6,512 2,642 2,127 876 41% 3,518 54% farmers, receiving − Male 1,333 638 390 141 36% 779 58% agricultural- − Female 5,179 2,004 1,737 735 42% 2,739 53% related credit as # by Size: a result of USG − Total 6,512 2,642 2,127 876 41% 3,518 54% assistance − Micro (1-10 6,512 2,642 2,127 876 41% 3,518 54% employees) − Small (11-50 - 0 employees) − w Medium (51- - 0 100 employees) − Disaggregates Not Available

4.5 – Number of # by country: There has not been an award under the Strategic − Total 20 0 5 0 0% 0 0% 3S Fund yet. But, the team is confident Services Sub- − Niger 0 that it will be able to outperform for awards (3S) − Burkina Faso 0 this indicator by the end of the project. awarded This is because the project evaluated

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Target achieved FY18 Target achieved to Target Unit/ Target (31/03/2019) date (FY15-19) Indicator LOP Target achieved Justifications and observations Disaggregation FY19 Rate Unit Rate FY15-18 Unit (%) (%) 205 proposals (89 in Niger and 116 in Burkina Faso) from service providers under the 3S Fund for 89 lots (60 in Niger and 29 in Burkina Faso). Business services providers have been selected for 62 lots (39 in Niger and 23 in Burkina Faso). The next step is for the CNFA home office to approve to the field team selection results. Thereafter, the project will sign contracts with these service providers, hold the training sessions in Q3FY19, and launch the support effort for project beneficiaries that have support plans. 4.6 - Number of # by country: business plans − Total 416 39 163 426 261% 465 112% The project is over performing because developed with − Niger 224 11 101 267 264% 278 124% the team is now considering beneficiary USG assistance − Burkina Faso 192 28 62 159 256% 187 97% support plans as business plans. These were not envisaged when the targets were being set. 4.7 - Number of # by country: Justification provided in Q1FY18: Our MSMEs, including − Total interpretation of this indicator is that farmers, − Niger every support we give to farmers are receiving − Burkina Faso business development services. business Consequently, this indicator captures development the same information we are capturing services from under indicator 2.2. Based on this USG assisted interpretation, we propose that it services should be dropped. 4.8 - Number of # by country: public-private − Total 27 25 2 0 0% 25 93% So far, this indicator only capture the partnerships − Niger 16 15 1 0 0% 15 PPP in the livestock market management formed as a − Burkina Faso 11 10 1 0 0% 10 the project has been strengthening. In result of FtF FY19, the project plan to promote PPP assistance # by partnership between seed producers and the public focus: sector in basis seed production and field − Total 27 25 2 0% 25 93%

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Target achieved FY18 Target achieved to Target Unit/ Target (31/03/2019) date (FY15-19) Indicator LOP Target achieved Justifications and observations Disaggregation FY19 Rate Unit Rate FY15-18 Unit (%) (%) − Ag. production 2 0 2 0% 0 0% inspection in seed production. − Ag. marketing 25 25 0 25 100% Implementation of this PPP will be part − Ag. transformation 0 0 0 0 of the action plans that will be validated − Nutrition 0 0 0 0 for the development of the Burkina Faso − Multi-focus 0 0 0 0 and Niger seed sub-sectors. 5.1 – Number of # by country: Several laws were reviewed in laws or regulatory − Total 10 0 10 0 0% 0 0% workshop platforms in Niger (FY16) and actions advocated − Niger 6 0 6 0 0 0% in Burkina Faso (FY17) to advocate by associations of − Burkina Faso 4 0 4 0 0 0% necessary reforms. Advocacy activities value chain actors are planned in FY19 but there is a (e.g., farmers, limited chance that these will result in agro-pastoralists, the adoption of laws or regulatory cooperatives, actions by the end of the project due to traders, processor, the intrinsically lengthy process of exporter adoption. Other advocacy intervention associations) and accepted by host will also emerged from the seed and fertilizer conferences the project is government organizing with host countries. 5.2 - Number of # by country: multi- − Total 57 55 0 22 77 135% Although there was no target set for stakeholder − Niger 26 29 0 10 39 150% this indicator in FY19, multi-stakeholder workshops − Burkina Faso 31 26 0 12 38 122% workshops were conducted in Burkina organized # by VC: Faso when evaluating the − Total 57 55 0 22 77 135% implementation of business support − Cowpea 24 19 0 8 27 112% plans. This was not envisaged when the targets were set. − S. ruminant 13 13 0 8 21 161% − Poultry 20 23 0 6 29 145% 5.3 - Number of # by country: livestock markets − Total 25 25 0 0 25 100% revitalized − Niger 15 15 0 0 15 100% through − Burkina Faso 10 10 0 0 10 100% community # by New/Continuing: management − Total 25 25 0 0 25 100% − New 25 0 0 0 − Continuing 0 25 0 0

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Target achieved FY18 Target achieved to Target Unit/ Target (31/03/2019) date (FY15-19) Indicator LOP Target achieved Justifications and observations Disaggregation FY19 Rate Unit Rate FY15-18 Unit (%) (%) 5.4 - Number of # by country: trade − Total 34 35 2 0% 35 103% associations / − Niger 23 35 1 0 0% 35 152% profession groups − Burkina Faso 11 0 1 0 0% 0 0% supported with # by New/Continuing advocacy skills − Total 34 35 2 0% 35 103% and strategic plans − New 34 2 0 0% 33 − Continuing 0 35 0 0 2 5.5 - Number of # by country: quarterly learning − Total 20 15 6 0 0% 15 75% The project is under performing for this meetings & project − Niger 10 7 3 0 0% 7 70% indicator because the quarterly learning wide learning − Burkina Faso 10 8 3 0 0% 8 80% meetings that were considered when summits setting the target for FY19 were the project quarterly review and planning meetings; these were canceled to allow the team to focus on implementation during the last year.

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