USAID MIKAJYACTIVITY QUARTERLY PROGRESS REPORT OCTOBER 1, 2018 TO DECEMBER 31, 2018
Submission Date: January 16th, 2019
Contract Number: 72068718C00002 Contract Period: May 7, 2018, to May 6, 2023 COR Name: Tiana Razafimahatratra
Submitted by: Andrew Cooke, Chief of Party USAID Mikajy Tetra Tech Email: [email protected]
This document was produced for review and approval by the United States Agency for International Development/Madagascar (USAID/Madagascar).
July 2008 1 TABLE OF CONTENTS
Table of Contents ...... 1 Acronyms and Abbreviations ...... 3 1. Activity Overview/Details ...... 6 1.1 Activity Overview ...... 6 1.2 Activity Details ...... 6 2. Executive Summary ...... 7 3. Key Activities and Accomplishments ...... 9 3.1 Program Management and Administration ...... 9 3.2 Problems Encountered and Solutions ...... 10 3.3 List of Staff and Consultants International Travel ...... 10 3.4 List of Upcoming Events ...... 11 3.5 Key Communication Activities – Specific Activities That Reflect Branding Awareness for USAID ...... 11 3.6 Calendar of Planned Outreach and Communication Events for Next Quarter ...... 11 4. National (including Lessons Learned) ...... 12 4.1 Collaboration with other USAID programs ...... 12 4.2 Strategic Approach 1: Nature ...... 14 4.3 Strategic Approach 2: Wealth ...... 17 4.4 Strategic Approach 3: Resilient Communities ...... 21 4.5 Strategic Approach 4: Action ...... 21 4.6 Strategic Approach 5: Power ...... 23 4.7 Crosscutting (Climate, Gender, Youth Health) ...... 24 5. MaMaBaie Implementation ...... 25 5.1 Strategic Approach 1: Nature ...... 26 5.2 Strategic Approach 2: Wealth ...... 26 5.3 MaMaBaieStrategic Approach 4: Action ...... 27 5.4 Strategic Approach 5: Power ...... 29 5.5 Crosscutting (Climate, Gender, Youth, Health) ...... 29 6. Menabe Implementation ...... 30 6.1 Strategic Approach 1: Nature ...... 31 6.2 6.2 Strategic Approach 2: Wealth ...... 32 6.3 Strategic approach 3: Resilient communitiesError! Bookmark not defined. 6.4 Strategic Approach 4: Action ...... 32 6.5 Strategic Approach 5: Power ...... 34
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 1/47 7. Activities Planned for Next Quarter ...... 36 8. Deliverables Due Next Quarter ...... 39 9. Annexes ...... 40 Annex I. Indicator Performance Tracking Table ...... 40 Annex II. Success Stories ...... 40 Annex III. Training Report ...... 40 Annex IV. Pictures (Events, Trainings, Etc.) ...... 41 Annex V. Integration of Crosscutting Issues and Guiding PrinciplesError! Bookmark not defined. Annex VI. Environmental and Climate Risk Management Compliance ...... 45
TABLES
TABLE 1: ACTIVITY DETAILS ...... 6 TABLE 2: LIST OF STAFF AND CONSULTANTS...... ERROR! BOOKMARK NOT DEFINED. TABLE 3: EVENTS PLANNED FOR THE NEXT QUARTER ...... 11 TABLE 4: ACTIVITIES PLANNED FOR THE NEXT QUARTER ...... 36 TABLE 5: DELIVERABLES DUE NEXT QUARTER ...... 39 TABLE 1-1: INDICATOR PERFORMANCE TRACKING TABLE ...... ERROR! BOOKMARK NOT DEFINED. TABLE III-1: CONFERENCES, WORKSHOPS, AND TRAININGS ...... 40
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 2/47 ACRONYMS AND ABBREVIATIONS
AGM Annual General Meeting AHT Agrarund Hydro Technik AMELP Activity Monitoring, Evaluation, and Learning Plan APS Annual Position Statement (for Grants) AVG Alliance Voahary Gasy BIANCO Bureau Independent Anti-Corruption CBNRM Community-based Natural Resources Management CBO Community-Based Organization CCP Conservation & Communities Project CEADIR Climate Economic Analysis for Development, Investment, and Resilience CEEF Circonscription de l’Environnement, de l’Ecologie et des Forêts CNFEREF Centre National de Formation, d´Etudes et de Recherche en Environnement et Foresterie CNPE Coalition National pour le Plaidoyer Environnemental COBA Communauté de Base (cf. VOI) COFAV Corridor Forestier Ambositra-Vondrozo COMBO Conservation, Minimisation des impacts, et compensation au titre de la Biodiversité COP Chief of Party COR Contract Officer Representative CRM Climate Risk Management CRMP Climate Risk Management Plan CSO Civil Society Organization CTD Collectivités Territoriales Décentralisées DIANA Diego, Ambilobe, Nosibe, Ambanja Region DCOP Deputy Chief of Party DREEF Direction Régionale de l’Environnement, Ecologie et Forêts DRHP Direction Régionale des Ressources Halieutiques et de la Pêche EMMP Environment Management and Mitigation Plan EMMR Environment Management and Mitigation Report Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 3/47 FAPBM Fondation des Aires Protégées et de la Biodiversité de Madagascar FIVE Menabe Force Instrumentale pour Valoriser Ensemble Menabe GIZ Deutsche Gesellschaftfür Internationale Zusammenarbeit ICCO Interchurch Organization for Development Cooperation KfW Kreditanstalt für Wiederaufbau LAFA Forum of Protected Area Managers (Madagascar) LEM-SMART Law Enforcement Monitoring-Spatial Monitoring and Reporting Tool LMMA Locally Managed Marine Area MEEF Ministère de de l’Environnement, de l’Ecologie et des Forêts MEL Monitoring, Evaluation, and Learning METT Management Effectiveness Tracking Tool MNP Madagascar National Parks MOU Memorandum of Understanding MPA Marine Protected Area MRHP Ministère des Ressources Halieutiques et de la Pêche MSIS Multi-Sector Information Service MSME Micro-, Small, or Medium Enterprise NCBA-CLUSA National Cooperative Business Association Cooperative League of the USA NIF Numéro d ’Identification Fiscale NGO Non-Governmental Organization NRGT Natural Resource & Governance NRM Natural Resources Management OCAT Organizational Capacity Analysis Tool ONE Office National pour l’Environnement PA Protected Area PAGE Programme d’Appui à la Gestion Environnementale PAP Plan d’Aménagement des Pêches PCD Pêche Côtière Durable (Sustainable Coastal Fisheries) PHE Population, Health & Environment PIRS Performance Indicator Sheets PO Producer Organization
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 4/47 PPR Performance Plan Reporting (USAID) PRADA Programme d’Adaptation Agricole au changement climatique SA Strategic Approach SAVA Sambava, Vohémar, Antalaha Region SBCC Social Behavior Change Communication SMART Spatial Monitoring and Reporting Tool REBIOMA Réseau Biodiversité de Madagascar ROHY Rindran’ny Olompirenena HiarovananyIaraha-manana SAC Schéma d’Aménagement Communal SRAT Schéma Régional d’Aménagement du Territoire STTA Short-Term Technical Assistance STD Services Techniques Déconcentrés SWIOFISH2 South West Indian Ocean Fisheries Project 2 TAFITA Organizational Capacity Assessment Tool (OCAT) TBER Tableau de Bord Environnemental Régional TCN Third-Country National TOR Terms of Reference UNESCO United Nations Education, Science and Culture Organization USAID United States Agency for International Development USFS US Forestry Service VAT Value-Added Tax VOI Vondron’ OlonaIfotony (*cf. Communauté de Base =CoBA) WCS Wildlife Conservation Society WWF Worldwide Fund for Nature
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 5/47 1. ACTIVITY OVERVIEW/DETAILS
1.1 Activity Overview
The United States Agency for International Development (USAID) Mikajy Activity is a five-year activity in Madagascar that will advance biodiversity conservation in forest and coastal ecosystems, strengthen natural resource management and land tenure security among vulnerable populations, and promote sustainable economic growth in rural communities. The USAID Mikajy Activity fosters partnerships with communities, civil society, government and the private sector to reinforce capacity for conservation (nature), improve livelihoods through conservation-friendly enterprises (wealth) and empower communities to advocate for and participate in the governance of land and natural resources (power). Madagascar is a hotspot of global biodiversity with a high proportion of endemic plant and animal species. Despite the expansion of Madagascar’s protected area system and a robust legal framework for environmental protection, Madagascar’s biodiversity is threatened by habitat loss, unsustainable harvesting of fisheries, timber and wildlife and the breakdown of both traditional and government resource governance. In the last decade, political instability and stagnant economic growth have exacerbated these threats. The USAID Mikajy Activity fosters sustainable and inclusive economic growth by linking biodiversity conservation and improved natural resource management with sustainable livelihood development. Working closely with the USAID Hay Tao Activity, the USAID Mikajy Activity will integrate its implementation across the three themes of nature, wealth and power and promote site-based learning to inform broader government and donor-financed landscape programming. 1.2 Activity Details
Table 1: Activity Details
Activity Name USAID Mikajy Program Activity Start/End Date May 7, 2018/May 6, 2023 Name of Prime Implementing Partner Tetra Tech
Contract/Agreement Number 72068718C00002 Wildlife Conservation Society (WCS), National Cooperative Business Association Cooperative Name of Subcontractors/ League of the USA (NCBA-CLUSA), Interchurch Sub-Awardees: Organization for Development Cooperation (ICCO), Viamo, and Multi-Sector Information Service (MSIS) Geographic Coverage(Governorates/Districts) Mamabaie and Menabe Reporting Period October–December 31,2018
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 6/47 2. EXECUTIVE SUMMARY . The key accomplishment of the reporting period was to complete planning for Fiscal Year 2019, bring the project into a state of operational readiness in the two landscapes for the start of the new year and establish effective synergy with two other USAID projects – CEADIR and USAID Hay Tao. The main milestones of this achievement included: Completion and approval of the final version of the FY19 Annual Work Plan and associated deliverables (AMELP, EMMP, CRM) Recruiting the full teams for Antananarivo, Menabe and key team members for the Mamabaie landscape (coordinator and others) Securing offices in both landscapes and ordering office equipment to allow offices to open for business Recruiting a Grants Manager, providing training and finalizing grants manual Holding the start-up boot camp for Menabe landscape Catalyzing government action to halt illegal deforestation in Menabe and develop a Menabe safeguard plan to develop alternatives Signed subcontract with Durrell Wildlife Conservation Trust to support mobilization of community patrols and community sensitization events in Menabe The key implementation challenges of the period were: Extensive team time spent on planning work and deliverables development (especially on the Annual Work Plan and MEL Plan), at the expense of operational startup activities. Highly aggravated deforestation situation in Menabe threatens USAID Mikajy ability to achieve planned results in the Menabe landscape. Inability to directly support law enforcement efforts limited Mikajy’s ability to influence the Menabe Emergency plan towards long-term as well as short-term enforcement objectives Substantial challenges establishing effective coordination and complementarity with USAID Hay Tao without full reciprocation or receipt of partner work plan limited ability to translate collaboration into action Substantial work updating initial scopes of work for the principal subcontractors in line with revised SAs and Annual Work Plan slowed subcontractor mobilization to the field Recruitment challenges (notably for the Grants Manager and Mamabaie Landscape coordinator) meant existing team members were stretched Political uncertainty in the run up to elections combined with the Christmas period caused institutional slow down across the board Combined these challenges resulted in an operational slow-down that reflected in diminished project spending as noted by the USAID Mikajy Contracting Officer’s Representative (COR). Efforts were taken to remedy the root causes of these challenges in Q1 so that the team is poised for action in Q2. The main solutions in the period included: Undertaking an ideation workshop to identify ways to accelerate operationalization and project delivery, including ways to be bold and innovative. The team identified low hanging fruit and brainstormed strategies to better operationalize (the main finding was that successful operationalization depends on effective stakeholder engagement, duplicating the successes of other programs and strong engagement of the private sector). STTA missions from Head office (2 missions, 3 specialists) to support the national team work Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 7/47 Developing scope of work and recruiting for an Administrative Manager to reinforce the administrative team Appealing to the international community and the government to halt illegal deforestation in Menabe and investing effort in contributing to the Menabe safeguard plan Identifying new personnel arrangements to ensure a robust grants mechanism Resorting to vehicle hire to enable operations (notably for the Menabe boot camp and for the staff mobilized to Mamabaie) Prioritizing development of life of project scopes of work with subcontractors to ensure continuous activity on the project moving forward Receiving the finalized Annual Work Plan and Activity Monitoring, Evaluation, and Learning Plan boosted morale and offered a firm road map to action late in the quarter
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 8/47 3. KEY ACTIVITES AND ACCOMPLISHMENTS
3.1 Program Management and Administration
The administrative activities commenced or completed by the USAID Mikajy Activity team during this quarter included: Procurements, purchase of: - Office equipment (for Antananarivo and Morondava): office furniture, 2 video projectors, 1 multifunctional printer, - Rehabilitation of Morondava office, - Installation of 4 air conditioners in Morondava office, - 4 vehicles: process ongoing, - Medical insurance for the staff: process ongoing, - 14 motorcycles: process ongoing. - Signed lease for Maroantsetra Office - Signed lease for COP housing in Antananarivo Recruitment and contracting process: - 2 Staff in Antananarivo: Grants Manager and Administrative Manager (process ongoing), - 4 Staff in Morondava: Regional Office Manager, Regional Office Assistant, PA Specialist and Regional M&E Assistant, - 4 Staff in Maroantsetra: Landscape Coordinator, Regional Office Manager, Regional Office Assistant (process ongoing), Regional M&E Assistant. - 10 Subcontractor staff mobilized to fill the following roles: Menabe Natural Resource Governance (MSIS), Menabe Organizational Capacity Building Specialist (MSIS), Menabe Livelihoods Specialist (NCBA CLUSA), 2 Menabe Producer Organization Specialists (NCBA CLUSA), Mamabaie Natural Resource Governance (WCS), Mamabaie Organizational Capacity Building Specialist (MSIS- Process Ongoing), Mamabaie Livelihoods Specialist (NCBA CLUSA), 2 Mamabaie Producer Organization Specialists (NCBA CLUSA), Other administrative tasks: - Organization and logistic support of CEADIR workshop in Antalaha, November 20 to 21, 2018, - Organization and logistic support of the Boot Camp in Kirindy Village, Morondava, December 9 to 12, 2018, - Application process and issuance of NIF card of ARD Inc., - Application process and issuance of the “Accord de Siège” of ARD Inc. MEL tasks: - Indicators table and Performance Indicator Reference Sheets (PIRS) revised - Mikajy targets for 2019 and 2020 submitted under the Performance Plan Reporting (PPR) to USAID - Training support on ONA digital data collection instrument and data collection activity planning - AMELP finalized and validated by USAID - Meeting with SMART patrolling initiators, Viamo team and WWF Drone landscape monitoring team to discuss various field methodologies for data collection and spatial analysis and collaborating within Mikajy (this will help to organize the Mikajy hotline structure that will serve to establish the early warning system for Menabe).
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 9/47 - Meeting with ONE on regional environmental dashboard (TBER) to understand the methodological approach and potential opportunities that such dashboard represents for the USAID Mikajy Baseline. - Data, information and communication working group meeting to analyze spatial data level for Hay Tao and Mikajy activities (a first draft of site mapping considering commune level, protected areas and management transfers was established and shared with technicians to identify orientations for their interventions). - Recruitment of MEL Assistants for Menabe and Mamabaie.
Modifications and Amendments: None this quarter. Adaptation of the Activity: None this quarter. 3.2 Problems Encountered and Solutions
The delayed issuance of the NIF and Accord de Siège documents meant that Tetra Tech was obliged to hire staff through the US Office as international consultants rather than as local full-time staff until November 26th. As international consultants, there was additional administrative burden associated with their payment and management. Since the change to trial period employment contracts, recruitment has picked up steadily and the team has rapidly increased. With much of the staff new to USAID processes and procedures, there was a learning curve, particularly for the technical team. With the assistance of the Deputy Project Manager, systems were put in place and training was offered to move processes ahead more efficiently. With the initial geocode, some goods were more difficult or expensive to procure. Now that the project has been extended a 935 geocode, it is anticipated procurement will pick up this quarter. In addition, there are three pending procurement requests with USAID which the team hopes to resolve and move forward. These requests included RFA 027 for purchase of vehicles, RFA 030 for purchase of motorcycles, and RFA 029 for purchase of Health insurance. 3.3 List of Staff and Consultants International Travel
Table 2: List of Staff and Consultants
Traveler Name Purpose of the Trip Origin and Dates of Travel Destination USAID Mikajy Program Staff Clinton Sears MEL support United States to November 12 to Antananarivo 23, 2018 Molly McKeon Finalizing the staff onboarding United States to November 26, Boot camp Menabe Antananarivo, December 14, 2018 Functional implementation of Maroantsetra, Maroantsetra office Morondava Maureen Scanlin Mikajy grants STTA United States to November 29 to Antananarivo December 7, 2018
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 10/47 3.4 List of Upcoming Events
Table 3: Events Planned for the Next Quarter
Event Title Event Type Dates USAID Involvement Required (Yes or No) Mamabaie Bootcamp Planning 21-28 January Yes meeting Mamabaie Partners meeting Information 25 January Yes (conditional on lifting of workshop restrictions associated with US government shutdown) Mikajy Activity Launch Official launch TBD Yes (Menabe) (if permitted) Mikajy Activity Launch Official launch TBD Yes (Mamabaie) (if permitted)
3.5 Key Communication Activities – Specific Activities That Reflect Branding Awareness for USAID
The major communication or outreach activities of the period included: Stakeholder contact meetings during missions to Menabe and Mamabaie Participation by USAID Mikajy team members at an United Nations Conference on Trade and Development workshop on green value chains Making a presentation to the inter-ministry group for the safeguard of the Menabe forests in the presence of embassy representatives from Germany, USA and the UK Verbal presentation to a meeting organized by UNESCO on the safeguarding of World Heritage forests in the Mamabaie region Holding a communication workshop with regional partners for the Menabe region in Morondava, following the Menabe boot camp Activities that reflected specific branding awareness included: Use of the USAID logo and house style for PowerPoints to regional partners in Morondava Procurement of signs for the new Mikajy office sites It is anticipated that branding will become more evident once field operations begin in the next quarter. 3.6 Calendar of Planned Outreach and Communication Events for Next Quarter
The principal outreach and communication events will include: Meetings with key stakeholders in the Mamabaie region (beginning 11 January 2019) Partner’s workshop in Mamabaie – Friday 25 January 2019 (only if the US government shutdown ends) Intensified stakeholder engagement in Menabe with the onset of operations in that region (January onwards) Repeat meetings with the Menabe Emergency Plan Inter-ministry group Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 11/47 4. NATIONAL(INCLUDING LESSONS LEARNED)
4.1 Collaboration
During this quarter the team embarked with a new awareness of purpose from the Joint work planning workshop held in August to engage with partners and better understand how to maximize the impact and effectiveness of USAID Mikajy. In order to promote a strategic approach to work plan implementation upon approval, the team invested in building relationships and awareness with partners.
4.1.1 Collaboration with other USAID programs
The principal collaboration of the period was with USAID’s CEADIR (‘Climate Economic Analysis for Development, Investment & Resilience’) project and USAID Hay Tao Activity in the organization of a ‘training of trainers’ and a regional stakeholder workshop on the securing of finance for private sector initiatives that seek to contribute to climate change adaptation and mitigation. The collaboration provided a valuable introduction to the integration of climate change adaptation and mitigation into natural resources management (SA1), the promotion of conservation friendly value chains (SA2) and coordination with USAID projects (SA3). In addition, the holding of the stakeholder workshop at Antalaha, which is on the eastern side of the Mamabaie region, allowed for initial engagement with private stakeholders of the region on the topic of private sector contribution to climate change adaptation, as well as an opportunity for the Mikajy team to engage with other regional stakeholders located in Antalaha. Following the regional workshop, CEADIR provided a technical workshop for USAID Mikajy and USAID Hay Tao about climate change finance, to be followed in the next reporting period with specific guidance on strategies for securing complementary finance, which should increase USAID Mikajy’ s capacity for leveraging complementary funding associated with private sector initiatives. The CEADIR project is scheduled to close on March 31st 2019. A collaboration with the US Forests Service (USFS) project to support improved mangrove monitoring, management and restoration also progressed during the period in the form of a joint meeting between USFS, Mikajy, Hay Tao and USAID. The USFS project has been supporting the BNC-REDD+ program in the conduct of a national inventory of mangroves which includes an assessment of carbon content and will be useful for Mikajy’ s environmental baseline for Mamabaie and Menabe. It has been proposed that USFS should establish a pilot community mangrove management site in the Menabe seascape. USFS will also be working with USAID Hay Tao to develop a national symposium on mangroves in mid-2019. USFS has also been advising WCS on political economy aspects of ecotourism in Mamabaie, which may have some relevance to SA2 implementation in Mamabaie. The findings of this work will be taken account of in undertaking ecotourism sector assessments, planned for Q3.
Collaboration with USAID Hay Tao
USAID Mikajy continued efforts to achieve effective coordination and complementarity with USAID Hay Tao during the period. The main collaborations in the period with USAID Hay Tao were: Regular thematic group meetings established for coordination on Marine Governance, Youth and Gender, land tenure, data and information, community empowerment, grants, climate change, and the Menabe Emergency Plan
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 12/47 Regular meetings between project COPs and DCOPs One joint meeting with USAID CORs Joint training of trainers by USAID project CEADIR in business resilience for climate change Joint regional workshop on climate change resilience held in Antalaha (Mamabaie) Joint climate finance workshop given by CEADIR at the Mikajy office COPs joined a meeting between World Bank (SWIOFISH2), USAID, USAID Hay Tao and USAID Mikajy to discuss fisheries issues for Madagascar Collaboration on Menabe deforestation crisis (USAID Hay Tao developed a technical note from which USAID Mikajy prepared a PowerPoint presentation for the meeting on 15 November; both activities attended the key meetings) Collaboration on the AMELP Challenges of the USAID Collaborations: The challenge of collaboration with other USAID projects was the significant time required and the need to ensure that activities were in support of the USAID Mikajy key results and work plan. This required some creative thinking. The CEADIR collaboration was especially useful as providing a basis for USAID Mikajy engagement with actors, especially the private sector, in the Mamabaie region. USFS reinforcement of USAID Mikajy landscape actions may prove beneficial. USAID Hay Tao – The main challenge of coordination with USAID Hay Tao was the fact that both projects were working to complete their respective planning processes and submission of their Year 1 work plans. Program complexity and overlapping interventions were other challenges. The challenges were addressed by establishing thematic groups and holding regular coordination meetings. Some joint products emerged from these efforts, including a joint ToR for gender & youth assessments and a joint presentation to MEEF on the deforestation crisis in Menabe.
4.1.2 Collaboration with other partners
Durrell Wildlife Conservation Trust (‘Durrell’) – subcontract signed to formalize collaboration to support community-based monitoring and community sensitization. Additional collaboration continues in relation to the Menabe Emergency Plan and USAID Mikajy Safeguard Plan Fanamby – USAID Mikajy collaborated with Fanamby over the Menabe Emergency Plan and on the coordination of important meetings at the MEEF Agrarund Hydro Technik (AHT) and KfW are implementing a technical assistance project with Madagascar National Parks (MNP) on marine protected areas and sustainable coastal fisheries in Menabe & Mamabaie. A meeting with the technical adviser identified potential areas of coordination including coordination between sub-contracted partners in Menabe and the Bay of Antongil, testing new technologies for aerial surveillance, training of practitioners and Cost Benefit Analysis (CBA). Blue Ventures – USAID Mikajy is coordinating with BV on the Menabe Fisheries management plan (PAP) WWF – Cooperation continued in relation to the Menabe Emergency Plan, and generally on future collaboration in the Menabe landscape/ seascape. Medair (a humanitarian relief agency) – discussions began on cooperation in Menabe on the National Early Warning System to increase the resilience capacity of the target communities of the USAID Mikajy project. Through early alignment with Medair during the project design phase, USAID Mikajy was able to influence the geographic focus selected to promote greater human well-being as outlined in SA 3.
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 13/47 Challenges to Collaboration: • The number of collaborators and interests tied to biodiversity conservation in Madagascar made prioritization at times challenging. Armed with a better understanding of the landscape, the team is better equipped to be strategic in collaborating in Q2.
4.1.3 Collaboration with Government
The main collaborations with government were: Collaboration with the Ministry of Environment, Ecology and Forests (MEEF) to push for action in stopping deforestation in Menabe (ongoing). USAID Mikajy advocated for a meeting bringing together key actors from Menabe, including Fanamby and Durrell, with international donors, including USAID, and the MEEF to highlight the seriousness of threats facing the Menabe Antimena Protected Area. After that initial meeting the Prime Minister called an emergency meeting to identify immediate solutions that led to budget allocation of 180,000,000 MGA to deploy the military to evict offenders from target forest areas. Following the eviction, there has been heightened judicial follow-up of delinquents. Requested collaboration with the Ministry of Aquatic Resources& Fisheries (MRHP) to develop a fisheries management plan (PAP) for Menabe (to be defined in Q2).
Challenges to Collaboration: Main challenges and solutions were: Government: The MEEF was initially reluctant to take responsibility and lead action in Menabe, but this was overcome by mobilizing multiple ministries and engaging the international community. Even with actions identified, collaboration with Government departments were primarily concerned with securing funds for short-term interventions rather than on technical collaboration over a longer time scale. 4.2 Strategic Approach 1: Nature
Efforts this quarter centered around finalizing activity planning and launching initial partner coordination. At the national stage, the USAID Mikajy team began attending subject matter conferences for SA 1 and building relationships with key partners including MEEF, Fanamby and others as outlined above. From November 30 to December 2, the SA1 technical specialist attended the annual LAFA forum on professional exchange between protected area managers in Madagascar. Key themes covered including securing community commitment to protected areas, self-financing, fire prevention and firefighting strategies and international trends in PA management and generated a series of best practice recommendations which will be useful for Mikajy SA1 activities in both landscapes going forward. The largest SA 1 initiative related to participation in the Menabe Emergency Plan and development of the Menabe Safeguard Plan. Efforts occurred at the national level to engage MEEF and international interests, as well as at the local level. Progress below is reported by key result for ease of reference with the Annual Work Plan.
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 14/47 4.2.1 Achievements Key Result 1.1: Target actors have improved capacity for natural resource management and protected area management and/to support conservation (Year 1 Target: Needs assessed, training designed, capacity improved for managers of protected areas and adjacent NRM areas) The focus of actions during the period was on the identification of protected area management capacity needs and direct support to conservation. USAID Mikajy supported the effectiveness evaluation of several Ramsar wetlands in Menabe. This provided USAID Mikajy with hands on experience of protected area effectiveness evaluation which will be used for supporting further evaluations and developing training packages for PA managers. During the period WCS gave a technical training workshop to the Mikajy team on the application of the SMART+ monitoring system which will enable the Mikajy team to integrate SMART+ into PA training. Mikajy technical support to the Menabe Emergency Plan has helped to highlight the capacity needs of protected area managers in that region and which have been addressed in the Mikajy contribution to now renamed the ‘Menabe Safeguard Plan’ (see below). Main steps for the next quarter will include: Building on the experience with wetlands, extend protected area effectiveness evaluations in both regions to the full range of protected areas (forested, marine etc.) Develop the necessary PA Manager training packages with Hay Tao, integrating SMART+ monitoring, climate change adaptation and latest best practice into PA management training. Extend the above processes to Community-based management (CBNRM), including LMMAs, in each landscape (including community monitoring groups and incentives for engaging youth and women in CBNRM) Implementing of training and capacity reinforcement of PA managers in Menabe (as part of the Menabe Safeguard Plan – see below)
Key Result 1.2: Improved coordination and engagement among/by target actors (Year 1 Target: Coordination and engagement processes initiated) The focus of actions during the period was on supporting implementation of the emergency plan for Menabe-Antimena protected area, including participating in working group meetings, supporting Durrell to reinforce community patrolling and awareness raising. As a result of coordination meetings attended by USAID Mikajy at the national level, over 80 military personnel were mobilized for a period up to 60 days to lead eviction of forested areas in Menabe to put an immediate stop to forest clearing and prevent agriculture developments in recently burned areas. Over 128 encampments were removed as a result. In the next period Mikajy will: Continue support to the Menabe Emergency Plan (including community-based patrolling and awareness raising, developing community and PA manager firefighting capacity, alternative forms of agriculture etc.) Evaluate the causes of breakdown in management of Menabe to extract lessons learned. Soft launch of mobile platform, including hotlines and push alerts, for biodiversity surveillance for NRM/PA Managers in order to test concept and finalize management and content
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 15/47 Key Result 1.3: Information for decision making is available and better used for natural resource management (Year 1 Target – Information collection and distribution systems established and PA & adjacent CBNRMs trained) Information on various parameters (e.g. forest fires, illicit activities, forest cover, climate etc.) is fundamental to protected area management and CBNRM. The main focus during this period was on preparing to implement SMART+ in the PAs of the two landscapes, and on designing a mobile alert system for the case of Menabe. Participation at the CEADIR ‘training of trainers’ workshop on integrating climate resilience into natural resource management (see above) provided Mikajy with an understanding of climate information needs of protected area managers and other beneficiaries and climate vulnerability assessments. Mikajy was able to glean awareness on the level of regional stakeholder knowledge about climate change and to learn about the steps taken by the region of Sava as a case study for implementing climate change adaptation and mitigation plans. The subsequent regional climate workshop in Antalaha identified the information needs of protected area managers in Mamabaie which will be used in designing capacity reinforcement for Mamabaie PA managers. Actions in the next quarter will include: Systematic review of SMART experience in the PAs of both regions and formulating a harmonization plan Extend climate resilience assessments to the Menabe Work with Hay Tao to link landscape/seascape information sources to a national portal Develop and launch a SMART+ roll out plan
Key Result 1.4: Improved local and institutional capacity to enforce laws relating to conservation and natural resource management (Year 1 Target – Law enforcement capacity assessed and capacity building initiated) At the national level, USAID Mikajy spent time exploring the potential avenues to work with law enforcement. Echoing the advice of the Regional Legal Officer, the team prioritized community based efforts to enforce laws relating to conservation. In Menabe, an example of that approach is the subcontract signed with Durrell Wildlife Conservation trust detailed further in the Menabe section. Actions in the next period will include: Undertaking an effectiveness assessment and analysis of how law enforcement broke down so completely in the Menabe and identifying the institutional capacity needs in detail Use the Mamabaie boot camp to compare the case of Menabe and help local actors to undertake a self-assessment. Explore the case for if Leahy vetting of a corps of forest officers in Menabe for the purposes of ongoing enforcement against illegal deforestation would be appropriate Plan the capacity reinforcement actions for both regions Key Result 1.5: Conditions in place for natural resource management to be successful (Year 1 Target - Grants system, sustainable finance tools & plans identified, SBCC launch) The focus in the period was on finalizing the grants manual and recruiting the grants manager. SBCC actions were identified in the ideation workshop as ‘low hanging fruit’ for the purposes of operationalization and will therefore be accelerated. These SBCC ideas will be pursued through our subcontract with Viamo, the launch of an APS for grants solicitations, and through activation of targets of opportunity. Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 16/47 Actions for the next period will include: Secure approval of Grants Manual by USAID Identify potential uses of grant funding and launch the grants system with a first call for proposals Continue USAID Mikajy support to the Menabe emergency plan at national and local level Launch SBCC actions, including the making of high impact videos to promote stakeholder awareness 4.3 Strategic Approach 2: Wealth
For the period the main achievements of SA2 were the constitution of an operational team and establishing contacts with different partners (technical and financial) to enrich the implementation strategy. The main operational actions included: Recruitment of the regional team of NCBA-CLUSA for the implementation of activities linked to SA2 – 6 individuals were recruited, including 2 livelihood specialists for Mamabaie and Menabe, and 4 Producer Organization specialists (2 per landscape). Recruitment as a consultant of a value chains and livelihoods specialist to support the implementation of SA2 activities Finalization of operational plan with the regional specialists At a national level, the team worked to identify opportunities for collaboration with other donors in the space including GIZ and Helvetas. The team also began identifying and meeting with potential corporate partners with conservation interests in Madagascar such as Star Breweries. Subcontracting partner NCBA CLUSA finalized their assessment of potential marine and terrestrial value chains, providing a basis for decision making and prioritization. Next quarter the team is planning to recruit a full-time SA 2 specialist to join the team in Antananarivo.
4.3.1Achievements
Key Result 2.1: Conservation friendly private sector investment increased in target areas (Year 1 target -Destructive value chains evaluated and improved, potential conservation friendly enterprises identified, piloted and links with impact investors facilitated)
Progress began on identification of destructive value chains and the selection of target value chains for USAID Mikajy. The bulk of the assessment work was led by the central office team, but will be reinforced in the coming quarter by regionally based Livelihood Specialists deployed in December.
The central team began identifying potential conservation enterprises and meeting with them. Details included in the regional sections below.
Actions for the next quarter include:
Evaluation of maize and peanut value chains in Menabe-Antimena with an accent on the environmental costs of the current practices, the generation of employment and the research for alternative techniques for the growing of peanuts on formerly forested land
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 17/47 Evaluation of the scope of the study on the rosewood value chain in Mamabaie to be led by USAID Hay Tao subcontractor AVG to inform next steps to support the removal of the Masoala National Park form the World Heritage Threatened Sites list Selection of at least 2 value chains per region through the preparation and organization of regional workshops with relevant stakeholders Market studies and analysis of the potential for the development of ecotourism in Menabe and other value chains such as seaweeds, wild silk and farafatsy (light wood for boat construction). Key Result 2.2: Communities have skills, resources and certifications to participate in sustainable value chains (Year 1 target – Community skills & resource needs identified, certification opportunities identified and introduced to sustainable value chains.)
A first meeting was held on November 13 with ECOCERT Madagascar to discuss certification systems and their application in Madagascar. On November 23, ECOCERT presented its “Fire for life” program to Mikajy. This was to introduce the organic (“bio”) certification and equity market referential, and to analyze how such a process could be leveraged for Mikajy activities, and then related to the specific challenge of establishing certifications for Mikajy supported value chains in Menabe and Mamabaie. Further discussion will be continued. Field application of lessons learned will begin in Q2. Actions for next quarter include:
Evaluation of resource and capacity needs for target producer groups Development and application of “smart agriculture” tools and producer training Elaboration and implementation of tools for capacity reinforcement of target groups Key Result 2.3: Target groups more involved throughout production value chains (Year 1 – Target groups’ understanding of opportunities for improved value capture improved and facilitated, scale up opportunities identified.) Engagement of target groups began at the site level and is detailed below. Actions for next quarter include:
Identification and supporting target producer groups to better capture benefits from the selected value chains Key Result 2.4: Improved income for target communities and local government (Year 1 target – Improved income and revenue opportunities for target communities and local government identified and training provided to capture them.) Partner NCBA-CLUSA PO specialists and trainers deployed to the field towards the end of Q1. Activities to improve incomes for target communities will commence in Q2. Key Result 2.5: Communities and private sector adopt and implement conservation friendly practices (Year 1 target – conservation friendly opportunities identified and partnerships brokered with private sector.) To identify opportunities, USAID Mikajy contacted a series other projects intervening in the areas of environment, promotion of value chains and reinforcing partnerships with the private sector in support of the local economy. Contacts were established with the programs of GIZ including PRADA
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 18/47 (adaptation of value chains to climate change), PAGE (environmental management) and DeveloPPP (partnerships with the private sector). The following table summarizes the main points of the meetings held with GIZ projectsat the national level and the relevant strategies to consider in the implementation of SA2.
Project/Program Areas/Themes of intervention Relevant approaches to consider PRADA Farafangana (South East), Taolagnaro and Taking account of climate information in Androy (Far South) selecting value chains to develop Improve the resilience and performance Value chain analysis tools to help the team of agricultural actors and value chains collect the necessary field data and for Agro-meteorological information value chain selection Development of value chains Acquisition and diffusion of agro- Climate risk insurance meteorological data from target communities for improved decision making on climate change adaptation measures for value chains. DeveloPPP Project Analanjirofo, SAVA and Analamanga. Analysis of vanilla value chain underway Co-finance of economic development under the leadership of PIC projects with the private sector: Mikajy is requested to become involved in Strategic alliance with Symrise& the partnership of technical and financial Unilever on vanilla in the north. partners in Madagascar PPPs on the eastern region with the Take account of the co-finance system Savonnerie Tropicale company with the private sector to support the promotion of sustainable agricultural value chains PAGE Sustainable management of forest Promotion of individual villager-based resources with 5 components: reforestation (RVI) through incentives via Sustainable management of natural use rights and title to reforested plots resources and use of forest resources Promotion of wood value chains for Wood and energy with the fuel- community forests and/or management efficient stoves value chain transfer sites (case of farafatsy value chain National policy – support national (in Kirindy Mitea for example) institutions on the elaboration of a new forestry policy, the national Membership in the national committee forests master plan (PDFN), and platform for Forest Landscape development of local planning tools Restoration will allow USAID Mikajy to (SRAT, SAC), national strategy of adapt their approach in the 2 landscapes forest landscape restoration and advocate for key restoration zones in Artisanal and small-scale mining the target landscapes (ASM) for semi-precious stones Climate change prevention program with co-finance from the European Union Support to the cashew and honey value chains in the District of Ambilobe, and sustainable management of natural resources
Zone of intervention: DIANA, Boeny & South West.
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 19/47 A representative from the USAID Mikajy team will attend the GIZ workshop on the Results of the Agriculture and Climate Change Value Chain Analyses on March 7th, 2019 to ensure our work continues to leverage what has already been accomplished. Targets of opportunity in other landscapes Additionally, other opportunities for conservation-friendly value chainsin the COFAV rainforest corridor were identified and prospected with the NGOs NyTanintsika and Tandavanala: NyTanintsika - Essential oils production (ginger): The cooperative KOMET transforms ginger oil in the COFAV forest corridor. The activity is on hold because producers cannot meet demand of the client (Symrise). NyTanintsika wishes to continue using a more productive and diversified farming system via dynamic agroforestry and intercropping using a combination of lemon grass, ginger, moringa, green beans, soya, peanuts and groundnuts, reducing pressures on the forest. Mikajy is considering future grant support to promote the new production techniques. As a complement, NyTanintsika supports community reforestation in the peripheral zones of COFAV to meet energy needs for essential oil processing while also increasing forest cover. Governance measures to ensure sustainability of the scheme could include allocation of reforestation lots, communal regulation for adoption of anti-erosion techniques and securing an environmental permit from ONE.
CMP Tandavanala – Fuel efficient stoves CMP Tandavanala produces fuel efficient stoves in the COFAV – Mikajy sees an opportunity to combine this with establishing a contract for the sale of carbon credits to the Ministry of Environment in Norway (this would be subject to approval of the Government of Madagascar, which claims carbon rights).
Actions for next quarter include: Documentation and awareness raising of private sector actors and communities around conservation-friendly enterprises Begin signing MOUs between producer groups and the private sector companies to develop conservation friendly value chains Identify and valorize experiences on conservation practices positive reward program Organize a joint workshop with GIZ to exchange approaches, synergies and scaling up of different value chains.
4.2.2 Challenges Encountered (Solutions – If Any)
The principal challenges of value chain selection concern the lack of information on the relationship between economic activities and conservation impact. Whilethe current practices of maize and peanut growing in Menabe have clearly demonstrated impacts on forests, the relationship is not yet known for other value chains potentially identified such as mangrove crab fisheries, seaweed farming, apiculture and spices (vanilla, cloves, cacao) or finfish fisheries (in the case of Menabe). Evaluation studies on value chains planned for the near future should take account of these questions.
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 20/47 4.4 Strategic Approach3: Resilient Communities
USAID Mikajy intends to conduct an inventory of all social development programs in FY’19 Q2. This quarter the COP, Andrew Cooke, led efforts to identify potential collaborations at the national level. He will continue to oversee the development of the engagement strategy once the inventory is complete. In Mamabaie the inventory will be undertaken in close consultation with WCS, as they are an existing NGO leader in the community, with support from the full-time USAID Mikajy Community Manager Liaison Officer Julien Rajoelina. In Menabe, the process will be championed by the landscape coordinator, Mamisoa Andrianjafy. There are no specific actions to report at the regional level as no activities were planned this quarter. 4.5 Strategic Approach 4: Action
Achievements
Key result 4.1: Shared governance vision on land tenure and CBNRM (Year1 Target: Shared governance vision for priority zones). This activity was initiated through sharing documents within the USAID Mikajy staff on Landscape approaches. Effectively USAID, WWF, other partners and the regional administrations already have their own vision on landscape management. The impregnation by the USAID Mikajy team on what existsin the field will help to build a shared vision on land tenure and CBNRM amongst local actors. The team began compiling an inventory of existing key CBNRM actors, governance and tenure systems and plans. Progress in each region is highlighted below. For the next period, USAID Mikajy will: Complete inventory of existing key CBNRM actors, governance & tenure systems and plans, analyzing weaknesses and strengths (including trust between actors); Organize commune level planning meetings with key actors and local CSOs.
Key result 4.2: Landscape and seascape effective coalitions for implementation of shared vision (Year1 target: Key actors have the knowledge and confidence to act as part of effective coalitions). Working with Hay Tao partners AVG & SIF in two communes (Tsimafana, Belo-sur-mer), the USAID Mikajy field team, led by subcontracting partner MSIS, tested the organizational capacity analysis tool (OCAT) adapted for the local administration under TAFITA scoring during this Fy2019 first quarter as basis for improving the capacity of USAID Mikajy supported CBOs and local government. TAFITA was field tested with four different types of organizations including the commune and the fokontany of Tsimafana, a communal platform of 8 CSOs, and a COBA. For the next Quarter, USAID Mikajy will: Identify and meet key actors to prepare them and collect background information for meetings; Broker meetings between actors (CTD, STD, local CSOs) to seek common ground; Use results of NRGT/TAFITA to identify training needs for key actors in target communities. Key result 4.3: Financial mechanisms established for natural resource management (Year1 Target: Understanding of finance needs & mechanisms, supporting sustainable financing initiatives in priority zones). Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 21/47 The USAID Mikajy office in Antananarivo hosted the CEADIR workshop on Climate Finance during which some private sector actors were invited to share their experience on what has been done to address climate change at their level. The main benefit of the workshop was to provide insight in how to work with the private sector to integrate climate resilience into conservation friendly enterprises and investments. In the next quarter, CEADIR has agreed to share specific guidance on strategies for securing complementary finance, which should increase USAID Mikajy’ s capacity for leveraging complementary funding associated with private sector initiatives.
For the next Quarter, USAID Mikajy will: Identify the sustainable financing needs of prioritized NRM systems or plans for Menabe and Mamabaie regions; Valorize previous studies on sustainable financing mechanisms and match with stakeholder needs. Key Result 4.4: Commune / Fokontany / Fokonolona / COBAs strengthened for NRM and land / resource tenure (Year1 Target: Community management structures are reinforced in priority zones including Menabe emergency zone, Antongil Bay and its borders). The two CCP project activities (USAID Hay Tao and USAID Mikajy) addressed through the CCP coordination meetings, the complementarity and the clarification of the attributions for USAID Mikajy (at the level of Regions, Districts, Communes, and Fokontany) and for Hay Tao (National level, and thematic approach). The thematic joint-working group on land tenure will allow for better collaboration between local subcontracting partners of Hay Tao and Mikajy including MSIS, AVG and SIF, that each bring specific strengths to this aspect if the activity. In Q1, the principal community management structures in the Menabe emergency zone were identified. Some reinforcement was provided through support to community-based patrolling structures around Menabe-Antimena protected area. Capacity development needs were identified through test application of the TAFITA tool as described above in the communes of Tsimafana and Belo-sur-mer. For the next quarter, USAID Mikajy will: Extend interventions to the Mamabaie landscape Design NRM and land tenure training modules for community-level actors based on modules provided by the “training working group” with Hay Tao; Identify, recruit, train & monitor volunteer champions mini-groups for NRM and land tenure. Key result 4.5: Rules of access to Natural Resources and land implemented & under control of the community (Year1 Target: NRM and land use policies adopted for implementation in priority zones). After establishment of the land governance working group with USAID Hay Tao, and once its mandate had been clarified, meetings were held to identify the methodology for conducting the land parcel census and for selecting pilot communes wherethis activity will begin. For the next Quarter, USAID Mikajy will: Undertake a diagnostic study on NRM and land tenure rules, as complement to the study on dina and other studies for the regions of Menabe and Mamabaie; Define an approach to go further than the pilot communes in terms of land tenure security process.
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 22/47 Challenges Encountered (Solutions – If Any) Contributingto the management of conflicts which lead to insecurity, including intensive immigration, bush fires, and clearance of protected areas, will be a real challenge to USAID Mikajy success and for the Menabe-Antimena emergency plan at both the field and national level. Slowing migration to the Menabe landscape would require interventions in the home regions of the migrants which is beyond the scope of USAID Mikajy. Use of tools – WCS has stated that for Mamabaie, NRGT (Natural Resources Governance Tool) will be used in place of TAFITA (a similar tool developed by MSIS). It was determined that NRGT will be used to evaluate COBAs, while TAFITA will be used at the commune level. 4.6 Strategic Approach 5: Power
Achievements
Key result 5.1: Key actors in community-based land and natural resource management strengthened (Year1 Target: Key intracommunal CBNRM actors in priority zones identified, engaged and receive initial training). A baseline survey was initiated to inventory intracommunal CBNRM actors (users, managers, producers etc.: Fokontany, Communes, COBA, CSO) in collaboration with the Data, Information and Communication group. The two parties agreed on the pilot Communes where to start this activity. For the next Quarter, USAID Mikajy will: Complete inventory of intracommunal CBNRM actors Facilitate self-assessments of communes (including fokontany, COBA & CSO) and intracommunal CBNRM actors using TAFITA / NRGT. Key Result 5.2: Relationships between intercommunal key actors strengthened. (Year1 Target: Key CBNRM actors in priority zones regionally networked). The Mikajy team already started to exchange information with protected area managers (MNP, WCS, Fanamby, Durrell) and CBNRM/LMMA promoters (Blue ventures) to have an initial situation of key actors in every region. Such information helped to establish a mapping on intervention areas. For the next Quarter, USAID Mikajy will: Organize intercommunal workshops / forums with CSOs, COBAs and PA managers to identify and define common interests; Develop grass-roots engagement methodology and tracking system; and
Key result 5.3: Collaboration to create shared vision enabled (Year1 Target: CBNRM actors in priority zones equipped to collaborate initially on shared landscape vision). The Mikajy team started to study the feasibility of a rapid community socio-anthropological surveys of target communes to better know these actors & cultures during their field missions, and to test the organizational capacity of communities. Also, following to the presentation of the Dina and Fady assessment by MSIS, the technicians were trying to establish a mapping of dina and fady in relation to NRM. Three channels were identified through discussions for engagement with Viamo to launch an Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 23/47 SBCC campaign focused on rights and obligations of actors in relation to conservation. These channels included the Menabe emergency warning system, the potential for integration of the Mikajy mobile platform with SMART, and radio broadcasts. For the next Quarter, USAID Mikajy will: Empower key CBNRM actors through SBCC campaign Key Result 5.4: Reduced tensions between actors (Year1 Target: Tensions between actors in priority zones identified, initially reduced and used to help address insecurity issues). The Mikajy team has already started the actors mapping in collaboration with implementing partners. Mikajy contributed to the management of conflicts that result from insecurity, intensive immigration, bush fires, clearance of protected areas and other illicit actions. It is a challenge for Mikajy to succeed in conflict resolution, especially in the context of the Menabe Antimena emergency plan (field or national level) which involves the eviction of farmers. For the next Quarter, USAID Mikajy will: Extend the assessment to identify tensions between actors at the intracommunal level. Key Result 5.5: Strengthened authority of forest officials (Year1 Target: Corps of forest officers with improved authority established to allow urgent actions in priority zones). During the field missions, the Mikajy team started to introduce the activity to authorities and the local forest administration, which helped to identify the optimal approach for collaborating with these entities. For the next Quarter, USAID Mikajy will: Hold forest officer consultations to identify empowerment needs for urgent actions; Key Result 5.6: Better accountability of state (Year1 Target: Judiciary and civil-society reinforced in priority zones). We identified during the Ideation brainstorming as a low hanging fruit this aspect of collaboration with judicial authorities even if there was not enough time to analyze the precise judiciary actions to be taken. For the next Quarter, USAID Mikajy will: Hold Roundtables of key judiciary officers (prosecutors, judges) and conservation experts on needs for an effective prosecution of cases. Challenges Encountered (Solutions – If Any) Generally, stakeholders including civil society were preoccupied throughout the period with government transition and presidential elections. This was a significant distraction for some stakeholders, especially local authorities and government bodies. 4.7 Crosscutting (Climate, Gender, Youth Health)
The main achievement of the period on climate change was the collaboration with the USAID CEADIR project, already described above. The main progress on gender and youth was at the level of identifying women and youth groups at the regional level (see regional reports). USAID Mikajy and USAID Hay Tao collaborated on a joint ToR for Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 24/47 gender and youth assessment that has allowed both programs to identify areas of focus. In the context of the Gender and Youth Assessment, capacity needs were identified. It was determined based on a joint TOR that Mikajy would focus on supporting women’s groups whereas Hay Tao would lead training on financial management targeting youth in Menabe. The focus in the next quarter will be on: Completing climate resilience assessments for the two landscapes Engaging women and youth groups at the local level in activity implementation Completing the inventory of social development programs envisioned under SA3 including USAID and other donor funded projects relating to health
5. MAMABAIE IMPLEMENTATION
During Q1, the regional office of USAID Mikajy at Maroantsetra was opened. Four full-time project staff were mobilized to the office and began local implementation of activities and initial stakeholder engagement. Progress can be reported across the five strategic approaches as outlined in the sections below. Recruitment for the Mamabaie Landscape Coordinator proved more difficult than anticipated, resulting in delayed operationalization of the Maroantsetra office. The first candidate presented by WCS failed to demonstrate the leadership necessary to carry the project. It was determined that to ensure efficient project operations, Tetra Tech would take responsibility for identifying and staffing the Mamabaie Landscape Coordinator. Identifying a candidate with the requisite technical knowledge and operational leadership proved challenging. During FY’2019 Q1 the final candidate was identified and hired. Mamy Rakotondrazaka began work at the beginning of Q2 as the Mamabaie Landscape Coordinator and will contribute to accelerated implementation in the landscape.
Collaboration with USAID Activities, Government and Other Donors
With the Maroantsetra office now open for business, greater efforts for collaboration are planned in Q2 and the remainder of the fiscal year. For the moment, the priority of the team is to build strong working relationships with the delegated management authorities of the target protected areas: subcontracting partner WCS in Makira National Park and the Bay of Antongil and Madagascar National Parks (MNP) in Masoala National Park. In the next quarter conversations, will continue into activity implementation with WCS and an MoU with MNP for cooperation in Masoala. WCS welcomed a new regional coordinator for their Mamabaie operations last quarter and he was subsequently brought up to speed on USAID Mikajy. In addition, the USAID Mikajy team has met with the Chef de Région, Prefect, and DREEF for the SAVA Region. During the climate change workshop, the team engaged in discussion with the state services, briefing them on Mikajy activity objectives and agreeing on future coordination. The team will work to engage further with government and DREF counterparts in the other target regions including Analanjirofo and Sofia in Q2. With the Mamabaie boot camp planned for this upcoming quarter, there will be greater opportunities for partner and government engagement. Other donors While in Antalaha, Mikajy held a meeting with CARE and CEEF to discuss the capacity needs for LMMAs and marine protected areas (MPAs) on the east side of the Masoala peninsular. Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 25/47
5.1 Strategic Approach 1: Nature
Achievements
The recruitment for the Protected Area Management Specialist is ongoing. WCS will be staffing the position and is actively recruiting. It is anticipated this position will be filled in Q2. With the arrival in Q2 of the Mamabaie landscape coordinator for USAID Mikajy, there is an anticipated uptick in activity which should be reinforced by the arrival of the Landscape coordinator Mr. Rakotondrazaka. Meanwhile, the team did meet with the director of the Makira National Park at WCS, the new Mamabaie Landscape coordinator for WCS, and the head of MNP in Maroantsetra to further collaboration agendas.
Next Quarter
In Q2 the team will move ahead with the planned stakeholder mapping and self-evaluations. Based on the outcomes of those initial activities, USAID Mikajy will begin to develop trainings and initiate updates of management tools for PAs and CBNRM areas to share. It is anticipated the development of these trainings will be coordinated with Hay Tao and will continue into subsequent quarters. The team will work to undertake a review of experience with SMART and identify a harmonization plan for LEM-SMART+ in the three major parks in Mamabaie. USAID Mikajy will continue to explore the best avenue for contributing to efforts to improve law enforcement effectiveness in Mamabaie while following the guidance received from the Regional Legal Officer and shared by the COR. Utilizing learning from the national level, USAID Mikajy plans to begin work alongside the delegated management authorities to update the climate resilience plans of the three main protected areas in Mamabaie, paying particular attention to the dangers of cyclone activity, sea level rise, and coastal erosion. 5.2 Strategic Approach 2: Wealth
Achievements
For SA2, the project began with a period of prospection and evaluation of value chains in the region. The communes of Voloina, Ankofabe, Antsirabesahatany and Mahalevona were initiated. The project was able to leverage the existing work of subcontracting partner NCBA CLUSA with vanilla producers and cooperatives in the target zones. In early December, the livelihood specialist and producer organization specialists mobilized to Maroantsetra. They oversaw the distribution of advances from private sector vanilla purchaser Ramanandraibe Export to the members of the vanilla cooperatives. This system of advances provides important off-season income to farmers to cover living expenses and school fees while providing incentives for the farmers to produce vanilla that meets the quality standards required for export goods. Since October 2018 Helvetas has been implementing a feasibility study on the promotion of the cacao value chain in Makira in partnership with WCS which ensures partnership link with the community management associations (COBA). The study emphasizes the development of a dynamic agroforestry model for the plantation of cacao. The pilot project will last 8 months, with a view to leading on to a large-scale project with a Swiss company transforming cacao. The support of Mikajy is requested for the
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 26/47 organization of production in a cooperative structure and through the organizational reinforcement of producer groups. For Mamabaie, the knowledge base on vanilla and cloves continued to grow, including an understanding producer needs for upstream finance (see vanilla advances success story). In addition, the USAID Mikajy team has begun to meet with Maroantsetra entrepreneurs including CEPALI, a company that crafts silk products from caterpillar cocoons. CEPALI works closely with local women in a conservation friendly way but lacks access to international markets and reliable business planning.
Next Quarter:
- Elaboration of an MoU with Helvetas and WCS on the promotion of the cacao value chain in Maroantsetra. - Expansion of work on vanilla and clove value chain - Exploration of potential MOU on Vanilla with McCormick through NCBA CLUSA - Leverage AVG assessment under USAID Hay Tao on rosewood situation in Mamabaie to support actions to remove Masoala National Park from the World Heritage danger list. - Begin assessment of eco-tourism opportunity in Mamabaie 5.3 Strategic Approach 4: Action
Achievements
For SA4, an inventory was begun of key actors in the community-based management of natural resources. USAID Mikajy began the identification of plans and governance systems and of the land tenure regime. In order to collect baseline information, the team began the identification and meeting of different key actors to facilitate future meetings. The CEADIR regional stakeholder workshop on the securing of finance for private sector initiatives that seek to contribute to climate change adaptation and mitigation at Antalaha, which is on the eastern side of the Mamabaie region, allowed for initial engagement with private stakeholders of the region on the topic of private sector contribution to climate change adaptation, as well as an opportunity for the Mikajy team to engage with other regional stakeholders located in Antalaha. Climate change adaptation and mitigation related initiatives funded by the private sector also demonstrate potential for as sustainable finance mechanisms for natural resource management to be further explored pending additional guidance from CEADIR next quarter.
Other activities of Q1 included: Collection of information and data on actors from the Cantonment of Forests and at the level of Communes around the bay. Collection of information and data on the land tenure regimes and the land and topography services. Meeting with the WCS Maroantsetra teams to: Prepare the organization of a workshop with the COBA and other local partners to identify and analyze the existing governance systems and to analyze the strengths and weaknesses of actors (including their relationships and confidences), of the land tenure systems and to
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 27/47 engage them in the improvement of the management of natural resources management and land tenure. Prepare the organization of community meetings for raising awareness and information on the harmonious community NRM projects and to launch the call for small community projects (Grants under Contract) Prepare the organization of workshops to identify the training needs for NRM and on land tenure, for community level actors. Inventory existing key CBNRM actors, governance & tenure systems and plans, analyzing weaknesses and strengths (including trust between actors) Concerning the inventory of actors and partners for the management and conservation of natural resources in the Mamabaie landscape the below information was compiled on seascape actors:
Structures and systems in place in Mamabaie Seascape
Key Actors in the Bay of Antongil
1 Federation: Fédération des Pêcheurs de la Baie d’Antongil (FPBA) : - 37 member associations - Covers 3 districts : Mananara-, Maroantsetra, Antalaha (Commune Vinanivao): - Registration n° 63/Fénérive Est
113 fishers’ associations (village and/or hamlet level) - 37 are members (32%) of FPBA
27 LMMA (APGL) : 7 in Maroantsetra and 20 in Mananara Nord - Management transfer of marine resources (TGRH) under law Loi 2005-053.
15 Unions (Communal level)
2 Vovonana (District level)
Other fisheries governance structure at the level of the Bay of Antongil :
- PCDDBA : Plateforme de Concertation pour le Développement Durable de la Baie d’Antongil - Ad hoc committee (structure at District level), under the lead of District and composed of PCDDBA, FPBA, Forces of law & order, Tribunal, Mayors, WCS (as technical and financial support agent) : role of control and awareness raising, application of the Dina and functioning of the APGL, intervention in case of local problems - COPIL or Steering Committee (structure at regional level) under the lead of Prefect of Fénérive Est, composed of Chief of Region Analanjirofo, of the Regional Direction of Fisheries, of the PCDDBA, FPBA, economic Operators such as Réfrigépêche and SPSM (Société des Pêches de Sainte Marie), of WCS - MIHARI: Mitantana Harena and RanomasinaenyI fotony: for the North East zone: Atsinanana, Analanjirofo, SAVA, a network of 27 LMMA + 2 NGOs: WCS and GRET - (also a national coordination platform with 200+ LMMAs and 23 NGO members).
Challenges Encountered (Solutions – If Any)
The accessibility and means of transport are limited in the Mamabaie zone; even by air, there are difficult weather conditions. It was necessary to quickly find motorbikes to allow the teams to function.
Next Quarter
For the next quarter, the team envisages completing the inventory of landscape and seascape actors. Subsequently USAID Mikajy will work to foster engagement with key actors to organize commune level
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 28/47 meetings in the 3 target communes across the Mamabaie and bring actors together around shared visioning. In addition, USAID Mikajy is drafting an MOU with MNP to facilitate collaboration on roll-out of NRGT and TAFITA capacity evaluations. Coordination with the PCD (Pêche Cotière Durable) project of AHT/KfW will enable the identification of marine interventions around the Bay of Antongil in 2019, including confirmation that Mikajy will support the dinabe process for the Bay of Antongil. 5.4 Strategic Approach 5: Power
Achievements
For SA5, USAID Mikajy launched the identification and engagement of inter-communal CBRNM actors (users, managers, producers etc.) for the zone around the Bay of Antongil. Using a study on Gender and Youth and on Dina and Fady completed by local partner MSIS, USAID Mikajy continued to deepen knowledge of the socio-anthropological aspects of the dinas (social pacts) and fady (taboos) in the Mamabaie region. The following activities were realized in Q1: Participation at the AGM of the Fishers federation of the Bay of Antongil at Maroantsetra. Contact with 2 local radio stations (Akon’iMaroa and Radio Infinity 2000) for awareness and information program on the call for small community projects on NRM (GuC). Meeting with WCS Maroantsetra teams to: Identify and do an inventory of key intracommunal CBNRM actors target Communes of Mamabaie. Discuss the organization of an internal workshop at WCS and Mikajy to: . Elaborate information collection tools from actors, . Program the collection of data, . Analyze data collected, . Prepare a meeting of actors to present / discuss the baseline information.
Next Quarter
For the next quarter, activities will be commenced in target communes: Identify and engage intracommunal CBNRM actors (users, managers, producers etc.) Facilitate self-assessments of communes (including fokontany, COBA & CSO) and intracommunal CBNRM actors using TAFITA with MSIS and NRGT with WCS Identify CBNRM common interests between communes Rapid community socio-anthropological surveys of target communes to better know these actors & cultures Mapping of dina and fady in relation with NRM Develop grass-roots engagement methodology and tracking system Empower key CBNRM actors through inscription into Mikajy mobile landscape platforms in the 2 regions 5.5 Crosscutting (Climate, Gender, Youth, Health)
Climate: The Mamabaie region suffers from extreme cyclone damage, sea-level rise and a recent increase in extreme weather which may pose challenges to smooth implementation in this region. Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 29/47 Climate change also creates obstacles to achieving sustainability of interventions. Cyclones cause damage to primary forests which may degrade forest condition over large areas. Vanilla crops are also highly vulnerable to cyclones. This will be considered as the USAID Mikajy team evaluates how value chain interventions could alleviate pressure on important centers of biodiversity. The team will seek to use weather and climate data in a pragmatic way to reduce risks to implementation as outlined in the CRM Plan. Women and youth: This quarter USAID Mikajy benefited from the finalization of the MSIS preliminary study on inclusion of women and youth. The report identified opportunities to engage young people more fully in patrols and eventual restoration work to engage them in conservation and create leadership opportunities for the next generation. On economic empowerment, the report noted examples of youth leading eco-tourism initiatives. Women play an active role in near shore fishing and markets. Efforts to protect the shoreline or manage fishing will benefit from working closely with women’s groups. Near Maroantsetra, an organization called CEPALI works predominately with women to collect and craft with local silks.The women face specific barriers to involvement in economic work, particularly like family obligations that will need to be navigated. Health: As the team works to compile our inventory of social development projects for SA 3, further opportunities for action in Health in Mamabaie will emerge.
6. MENABE IMPLEMENTATION
The focus of action in the period was the recruitment and installation of the Menabe team, preparation and implementation of the Menabe Bootcamp (09-12 December) including a workshop with regional partners, and support to the Menabe emergency action plan (at both central and regional levels). The USAID Mikajy COR, the USAID Communications Specialist, and the Environmental Compliance Specialist participated in the Menabe boot camp and partners workshop. On December 10, the USAID team independently visited the terrestrial and coastal sites where USAID Mikajy plans to work, and could hold discussions with local communities, observe the realities of the field, including socio-environmental issues and the main threats to the forests of Menabe-Antimena. During the boot camp on December 11, the USAID team offered training on how to elaborate success stories for future reporting purposes. USAID also contributed to the technical workshop with regional partners on December 12.
Collaboration with USAID Activities, Government and Other Donors
At the central level, USAID, accompanied by USAID Mikajy, USAID Hay Tao and the regional partners (Fanamby, Durrell and WWF), launched the discussion with the Ministry of Ecology, Environment and Forests (MEEF)about the destruction of the forests of Menabe-Antimena. After the first meeting, multisector meeting was held at the MEEF twice between the international communities and some Governmental peoples (Environment, Agriculture and Farming, Public security, …) to find solutions to secure this protected area. At the regional level, weekly meetings with the Menabe Emergency plan. Working groups were led by the regional representative of the Ministry of Environment, Ecology and Forest (MEEF), with the
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 30/47 participations of the regional actors (Fanamby, Durrell, WWF, FIVE) to schedule activities linked to the emergency plan of PA Menabe-Antimena. The aim was to focus on securing the protected area. At the central level, as mentioned above, the Government led by the MEEF met the international community and the actors linked to Menabe-Antimena, to try to find solution to the major issues (migration of the community from the south and the destruction of Menabe-Antimena by slash and burn cultivation for maize). After the two meetings, the Prime Minister called the regional partners (Region, Prefecture, DREEF) to explain the situation. The first reaction was to send 80 military and forestry officers to apprehend individuals committing offences inside the core conservation zones of Menabe- Antimena and destroy the plantations of crops. The aim was to protect the remaining dry forest of Menabe-Antimena. To oversee the action, a technical committee was designatedby the MEEF to develop an action plan to secure the Protected area, in which Mikajy participated on December 17. An activity plan with budget was developed and sent to the Prime Minister for validation and finance. On other issues: USAID Mikajy, WWF and Blue Ventures met to discuss development of the fisheries management plan (PAP) for Menabe and agreed in principle to collaborate. USAID Mikajy launched a technical workshop with regional partners to identify the intervention of each partner, and to work out how USAID Mikajy will help ensure conservation of terrestrial and marine ecosystems in the Menabe Landscape/Seascape. Challenges: The main challenges for Menabe were the deforestation and absence of leadership already mentioned, the high degree of insecurity in the region, high levels of corruption and the difficulty of finding sustainable value chain alternatives that would be attractive to local actors or investors. For MEEF, the priority has been to react to international pressure to secure the Menabe-Antimena protected area and to sanction offenders, without considering long term social development aspects, potentially creating a conflict between conservation and local and migrant communities. Consequently, it is important to find sustainable solutions which combine conservation with development. 6.1 Strategic Approach 1: Nature
With the news of extensive fires in September and October, USAID Mikajy helped catalyze the Menabe Emergency Plan implementation by the government and other actors (see success story 2). USAID Mikajy joined the working group for the Menabe Emergency Plan and is deeply involved at both the national and regional levels. The team also developed its contribution to the plan in the form of the Menabe Safeguard Plan which looks at preventing continued deforestation in the short and medium term as the emergency interventions of the government of Madagascar and the military wind down. The Menabe Safeguard Plan builds on USAID Mikajy’ s strategic approaches to identify conservation actions such as restoration and reforestation, private sector engagement opportunities and agricultural interventions, local capacity building initiatives and outreach priorities including the development of an alert system for Menabe with Viamo. In October 2018, USAID Mikajy implemented a subcontract with Durrell WildlifeConservation Trust to support to communities to monitor their forest boundaries, and to sensitize communities around the protected area. These efforts do not support formal law enforcement but are providing useful experience and insights for assessing and reinforcing the capacity of NRM managers and law enforcement professionals. As the government moved to mobilize armed forces into the Menabe- Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 31/47 Antimena to end catastrophic deforestation USAID Mikajy will continue to monitor the need to engage with the military and pursue Leahy vetting. In addition, USAID Mikajy supported the effectiveness evaluation of Ramsar wetlands in the northern part of the Menabe landscape (Lake Bedo, Tsiribihinina mangrove) and the wetland within the KirindyMitea protected area in the southern half of the landscape.
Next Quarter
In the next quarter, USAID Mikajy will continue to focus efforts on SA 1 around the Menabe Safeguard Plan and contributing to the larger Menabe Emergency Plan. With the Menabe based Protected Area Management Specialist now mobilized, the team hopes to accelerate fielding of necessary consultants (for the law enforcement effectiveness assessment, the corn and peanut traceability assessment, and LEM-SMART+ Assessment) as well as direct implementation. Next quarter Mikajy intends to engage in the process to establish the Menabe Fisheries Management Plan (PAP) as well to offer technical assistance to guide development of the plan. 6.2 Strategic Approach 2: Wealth
In Menabe, the destructiveness of maize and peanut value chains was assessed during assessments done for the Menabe emergency action plan, identifying maize as the most destructive, while peanuts tend to be grown only on land already deforested. Discussions with agricultural specialists determined that improvements are feasible and that non-destructive maize production is and can be achieved with minimal investment in soil conditioning and the use of fertilizers. One group of potential maize farming investors was contacted. Research will continue.
Initial information was gathered on the functioning of the maize and peanut value chains and market prices, highlighting how little benefit isderived by farmers and how exploitative the production system is, especially for migrant farmers. A maize supply chain study planned for Q1 could not proceed due to the limited availability of the consultant – it will be adapted and revived in Q2. A valuable PhD thesis on the peanut value chain was obtained for further analysis. A first meeting was held with The Beekeeper NGO which works with Madagascar National Parks in KirindyMitea (Menabe landscape) for the promotion of apiculture with the local committees for the Ambararatabe park. The company plans to export honey from dry forest and mangroves for the market in France from 2019. Contact was also made with the STAR brewery and NBM (Malto) to better understand the maize supply chain of the companies with a view to an eventual partnership for developing a product traceability mechanism. In addition, USAID Mikajy has engaged stakeholders on the marine side to explore the alternative livelihood benefits of responsible fisheries use. Next quarter the team will work to finalize an MoU with the different stakeholders and MRHP for the process to develop a fisheries management plan Menabe. 6.3 Strategic Approach 4: Action
As a foundational step to launch SA 4, USAID Mikajy activities in Menabe focused on the inventory of key CBNRM actors, accelerated by a need to understand the landscape to move forward with the Menabe Emergency Plan. The interim results of that inventory are completed below:
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Entity Institution/Organization Administrative authorities Chef de Région Prefect of region Procureur de la République Heads of districts Mayor of Morondava Mayors of rural communes around protected areas (Marofandilia, Tsimafana, Beroboka…)
Technical government services Regional Directions of Environment,Fisheries and Agriculture Circonscription Domaniale (land tenure) Regional directions of health, education,population and women,youth, tourism & water, Gendarmes, public security BNGRC (Central and regional offices) Direction of Meteorology (and regional offices)
Projects/programs USAID MAHEFA Miaraka, UNICEF, FID, UNDP, SAHA, Louvain Coopération Morondava, CNFEREF, AD2M
Civil Society Organizations Code Menabe, FIVE Menabe, FIVOI (Fiarohyan’I Menabe federating 24 VOIs), Consortium LALANDA fishing association, SAF FJKM, SIF, TAFO MIHAAVO Youth associations (MaheryFOSA) Women associations – Ampela Miray Asa, Marofandilia, Association Vehivavymahaleotena, Kirindy village Women seaweed producers - Menakia / Belo sur mer
NGOs and biodiversity conservation Madagascar National Parks, FANAMBY, Durrell, WWF, RBG KEW-GIZ
Private sector STAR, LFL, De Heaulme, Aquamen, La Saline
Traditional and religious authorities Traditional and religious authorities in communes and fokontany where project intervenes
The systems of local governance, planning and land tenure systems have not yet been inventoried. During the activities implemented in the field during November, Mikajy met with several actors to understand their fields of activity, objectives and opportunities for collaboration including: Deputy Prefect, Morondava Prosecutor at the first instance court of Morondava Deputy Mayor of the Rural Commune of Tsimafana Ministry departments (DREEF, DRHP, DR Pop) Civil society (FIVE Menabe, SIF (land tenure specialists), Youth Consortium Mahery, Durrell, Fanamby, Civil society platform in the commune of Tsimafana, Women’s Association ‘MAZOTO’, women’s association FITAHIANTSOA. All actors met support the safeguard of the Menabe-Antimena protected landscape and hold important information for the project. During meetings, the youth platform Mahery manifested a wish for training with monitoring of the generation of income such as through poultry and beekeeping. Women’s associations insisted on the need to find markets for their artisanal products, products from vegetables and fruits and diversification of their activities during the closure of the crab fishery. Blue Ventures supports activities related to the Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 33/47 sustainable management of crab fisheries in this area, but women’s groups are seeking additional options in the off-season. USAID Mikajy will seek to provide additional support to such activities through the release and award of their APS. Numerous additional options remain to be explored as the sample of actors encountered was not representative of the entire landscape.
Challenges Encountered (Solutions – If Any)
The challenge encountered during implementation of these activities resides in the availability of actors and constraints of time, which has prevented the team so far from meeting all actors. Procurement of vehicles and motorbikes will make the team more flexible in setting up meetings.
Next Quarter
For the next quarter, Mikajy will undertake the following: Organize commune level planning meetings in the 5 target communes with key actors and local CSOs Bring key actors together to frame a shared vision for Menabe Emergency plan in the Northern part of the landscape Broker meetings between actors (CTD, STD, local CSOs) to seek common ground Work with Viamo and Telecom providers to explore opportunities to expand coverage and provide a mobile platform for alerts and information sharing Complete NRGT/TAFITA to identify training needs for key actors in target communities Valorize previous studies on sustainable financing mechanisms and match with stakeholder needs Identify, recruit, train & monitor volunteer champion mini-groups (chosen by community) for NRM and land tenure 6.4 Strategic Approach 5: Power
Achievements
Activities were initiated in the Tsimafana commune where Mikajy could meet the local authorities (Mayor’s deputy, Mayor’s team, President of Fokontany, members of the civil society platform for Tsimafana, representatives of women of Tsimafana and members of the VOI of Tsinaloka). All actors are engaged in the cause for protection of the environmental and conservation of natural resources. Mikajy also undertook the following: Rapid community socio-anthropological surveys of target communes to better know these actors & cultures Mapping of dina and fady in relation with NRM The report on dina and fady (by MSIS) is a key document for the deepening of our socio-anthropological knowledge of the different areas of intervention. On the other hand, studies must continue to improve our understanding of social organization and perceptions towards natural resources. Concerning the TAFITA tool, a test of this governance auto-evaluation tool was conducted for the institutions of the Tsimafana commune, including the fokontany of Tsimafana, civil society platform and VOI Mamelombahoaka of Tsianaloka.
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 34/47 The Mikajy project participated at the meeting of civil society entities, including FIVE Menabe, AVG, CNPE, MSIS and ROHY with BIANCO to discuss the case of Menabe-Antimena. The irregularities in the exploitation of natural resources were discussed. During this meeting, it was decided it was fundamental to find evidence of wrongdoing. Special advocacy sessions will be set up with the central and regional authorities and local community.
Challenges Encountered (Solutions – If Any)
During implementation of the TAFITA tool at Tsimafana, we noted there was insufficient time to prepare the activity at local level. Even so, the activity worked out well since we were able to convince local authorities and the community to collaborate. The main challenge during the quarter for SA5 was the search for evidence and proof by Civil Society and Bianco in order to charge those responsible for the illegal exploitation of natural resources of the Menabe-Antimena protected area.
Next Quarter
The focus of the USAID Mikajy intervention in Menabe remains the Emergency Menabe Plan, although under the new name ‘Menabe Safeguard Plan’, to highlight the fact the Mikajy contributions will focus on sustainable solutions, rather than law enforcement, which the government has assumed responsibility for. Specific activities next quarter will include: Facilitate self-assessments of communes and intracommunal CBNRM actors using TAFITA / NGRT Identify CBNRM common interests between communes Establish intercommunal interest groups (users, producers, managers etc.) Identify tensions between actors at intracommunal scale Develop grass-roots engagement methodology and tracking system Hold forest officer consultations to identify empowerment needs for urgent actions
6.5 Crosscutting (Climate, Gender, Youth, Health)
Climate change: By their own account, the community is aware of climate change at a regional scale (citing the shifting riverbed of the Tsiribihina river, lateness of the rainy season, lateness of the growing season and depletion of natural resources). The community is convinced that degradation of the environment, notably deforestation, is the main cause of these changes. The team will seek to use weather and climate data in a pragmatic way to reduce risks to implementation as outlined in the CRM Plan.
Gender, Youth: It was noted that youth is not empowered in the system of local governance. During the self-evaluation sessions, youth were not represented. In contrast, women are represented and are active (especially women members of the VOI) but remain in the minority.
Youth: Integration of the youth associations “Jeunes Mahery” promoted by WWF and “Jeunes Fosa” are identified to be potential target partners in the Menabe implementation. An introductory contact with the Director of Youth and Sports administration in Morondava was established during the Boot camp mission.
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
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7. ACTIVITIES PLANNED FOR NEXT QUARTER
Table 4: Activities Planned for the Next Quarter
Planned Activities from Actual Status from FY19 Q1 Proposed Activities for FY19 FY19 Q1* Activities Q2
SA 1: Nature
1.1.1 Map existing and proposed PAs and CBNRM areas in the target regions against key stakeholders 1.1.4 Initiate update of management tools 1.1.2 Facilitate self-evaluation by PA for PAs and CBNRM areas based on best managers in both landscapes practice (METT) These activities are ongoing and were 1.1.5 Create community monitoring groups planned to continue into Q2 for CBNRM throughout the 1.1.3 Develop trainings (including landscape/seascape with incentives for the mobile learning tools) on PA and engagement of youth and women NRM management in coordination with Hay Tao
1.2.1 Support Menabe Emergency Plan (coordination, patrolling & enforcement, firefighting, Work has begun on the Menabe communication etc.) Emergency Plan and coordination will 1.2.3 Launch mobile platform for continue throughout the agricultural cycle to prepare for next year’s burning season. NRM/PA managers (including alert 1.2.2 Implement systematic coordination
on illegal/dangerous activities, meetings of key actors Mobile platform development faces linked to LEM-SMART+) limited network connectivity in key zones 1.2.6 Participatory patrol missions in PAs and community managed The subcontract with Durrell is areas to roll out improved control supporting improved patrols and surveillance system with SMART 1.3.1 Undertake a review of experience with SMART and 1.3.2 Update climate resilience assessments identify a harmonization plan for Development of consultant SOW for decision making on PA management LEM-SMART+ in Mamabaie and delayed till Q2 CBNRM Menabe (consultant)
1.4.1 Law enforcement 1.4.2 Law enforcement capacity-self effectiveness assessment Due to the collaboration of Fanamby and assessment by enforcement actors undertaken as part of Emergency the military in the evacuation of forested (Mamabaie) Action Plan for the Menabe areas, this evaluation was postponed.
1.5.1 (Pending Approval of Grants Manual)Grants system in place by end of 1.5.3 Launch emergency radio and Year 1 to support implementation of Durrell has undertaken sensitization mobile SBCC campaign to raise shared vision for the Menabe Emergency training in the Menabe. Further efforts will awareness and promote Plan be undertaken in Q2. conservation behavior
SA 2: Wealth
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 36/47 2.1.1 Assessment of maize and Recruitment of consultant for Maize and 2.1.4 Identify and assess market feasibility peanut value chains (Menabe) Peanut value chain assessment delayed of specialist terrestrial and marine value 2.1.2 Updated assessment of due to finalization of AWP. chains (including wild silk, farafatsy trees
rosewood value chain (Mamabaie) and seaweeds) In Menabe the team will focus on maize 2.1.5 Complete an assessment of 2.1.3 For each region select >/= 2 and peanuts and in Mamabaie they will existing value chains (e.g. maize, ecotourism opportunities in the two focus on vanilla and cloves. regions peanuts, crabs, vanilla, cloves) for 2.1.7 Pursue project identification with improvement / enhancement NCBA CLUSA completed an assessment interested private sector operators and 2.1.5 Complete an assessment of of potential value chains impact investors ecotourism opportunities in the two regions Ecotourism Assessment to begin in Q2 2.2.2 Identify and engage target In Menabe the team has met with COBA 2.2.1 Capacity and needs assessments for producer communities in priority leaders. In Maroantsetra the team is target producer communities value chains building off NCBA CLUSA relationships with vanilla producers in key zones and has already begun work 2.3.1 Target groups with Target groups have begun to be identified 2.3.2 Target groups trained in fuller opportunities for enhanced value and that identification process is planned benefits capture chain benefits capture identified to continue through Q2 with focus moving to training that will continue throughout the year. 2.4.1 Train community leaders in The NCBA CLUSA livelihood specialists 2.4.2 Establish cooperatives for target producer communities on and producer organizers were mobilized conservation friendly businesses (CFB) benefits and implementation of to both sites and have begun the work to around selected value chains connect with community leaders where cooperatives they do not already have connections. 2.5.1 Begin signing MOUs between producer groups and the private sector Began meeting with private sector Nirina Solofoniaina was brought on as a companies to develop conservation friendly actors to understand their potential value chains roles in conservation facing consultant to work with the DCOP to partnerships move this objective forward 2.5.4.1 Identify and valorize experiences on conservation practices positive reward program SA 3: Resilient Communities Initial contact with potential program Meet with, engage, and interview partners has been made, including other development partners promoting the Menabe as a critical area 3.1.1 Conduct an inventory of social including donors such as the United for further donor support, including development programs in key intervention Nations, World Bank, and GIZ, as encouraging the World Bank to include areas well as local organizations such as Menabe under SWIOFISH2 and Medair to Blue Ventures, MNP, and Fanamby propose interventions in Mikajy target communities in Menabe SA 4: Action 4.1.1 Inventory and analyze existing key CBNRM actors, governance & tenure Inventory of seascape and landscape systems and plans 4.1.1 Inventory and analyze existing actors in CBNRM began, certain 4.1.2 Organize commune level planning key CBNRM actors, governance & challenges identified in view of partners meetings with key actors and local CSOs tenure systems and plans siloed approaches 4.1.3 Bring key actors together to frame a shared vision (for Menabe Emergency plan (Northern part) 4.2.2 Broker meetings between actors to 4.2.1 Identify and meet key actors seek common ground Meetings with key actors begun, to prepare them and collect 4.2.3 Provide mobile platform for ongoing collaboration to continue and bear fruit in background information for exchange Q2 meetings 4.2.5 Use results of NRGT/TAFITA to identify training needs for key actors in
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 37/47 target communities The identification of such needs is 4.3.1 Identify the sustainable Continue with identification ongoing. In Menabe, sustainable financing financing needs of prioritized NRM 4.3.2 Valorize previous studies on may be postponed by the urgent need systems or plans for each region sustainable financing mechanisms and Emergency protection efforts and a push match with stakeholder needs for immediate action. 4.4.1 Design NRM and land tenure Awaiting further input from Hay Tao on 4.4.2 Identify, recruit, train & monitor training modules for community- training modules. Prioritized identification, volunteer champion mini-groups (chosen level actors (based on modules engagement, and assessment activities in by community) for NRM and land tenure from Hay Tao) Q1
Efforts in Menabe focused on 4.5.1 Undertake a diagnostic study in NRM understanding the effects of migration and and land tenure rules in the 2 regions (as the drivers of deforestation. This complement to dinas and other studies) information will help frame this diagnostic
study. SA 5: Power 5.1.2 Facilitate self-assessments of communes and intracommunal CBNRM actors using TAFITA / NGRT 5.1.1 Identify and engage Early results from the identification of 5.2.1 Identify CBNRM common interests intracommunal CBNRM actors CBNRM actors under SA 4 included in between communes (users, managers, producers etc.) the regional sections. 5.2.2 Establish intercommunal interest groups (users, producers, managers etc.) 5.4.1 Identify tensions between actors at intracommunal scale 5.3.1 Rapid community socio- 5.3.3 Develop grass-roots engagement anthropological surveys of target methodology and tracking system communes to better know these MSIS completed a preliminary study on actors & cultures the inclusion of women and youth as well 5.3.4 Empower key CBNRM actors as Dina and Fady. through inscription into Mikajy mobile 5.3.2 Mapping of dina and fady in landscape platforms in the 2 regions relation with NRM 5.5 Substantial actions were taken 5.5.1 Hold forest officer consultations to to gain insight on the process of Need to determine the factors inhibiting identify empowerment needs for urgent Leahy Vetting and how to work forest officials from carrying out actions with forest officers, particularly in enforcement work the urgent context of Menabe
*The annual work plan was approved December 21st, 2018. Work has begun on many of the proposed Q1 activities, but USAID Mikajy did experience implementation delays.
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 38/47 8. DELIVERABLES DUE NEXT QUARTER
Table 5: Deliverables Due Next Quarter
Deliverable Due Date STTA Report – Nirina Solofoniaina January 30th, 2019 Quarterly Accruals March 21st, 2019
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 39/47 9. Annexes
Annex I. Indicator Performance Tracking Table
This quarter the USAID Mikajy Activity Monitoring Evaluation and Learning Plan was approved. A Tetra Tech home office MEL specialist, Mr. Clinton Sears, completed an STTA assignment to train the USAID Mikajy MEL Specialist Mr. Tovo Rasolofoharivelo. In FY’19 Q2 Mr. Rasolofoharivelo will lead establishment of baselines so that in future reports, indicators may be reported against those baselines. An indicator performance tracking table will be included once progress towards those indicators can be substantiated.
Annex II.Success Stories
Submitted as separate documents
Annex III.Training Report
Table III-1: Conferences, Workshops, and Trainings
Conference/Workshop/ Training Dates Participants Women Men Total Climate vulnerability of private sector with CEADIR November 20th-21st, 2018 13 29 42 CEADIR Climate Finance workshop November 26th, 2018 19 14 33
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 40/47 Annex IV. Pictures (Events, Trainings.)
USAID Mikajy team (including USAID COR and USAID Environmental Compliance Officer) at Kirindy forest lodge for the Menabe boot camp.
USAID Mikajy team to Menabe Bootcamp contemplating the Menabe Safeguard Plan. Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
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USAID Mikajy MEL Specialist presenting at the Menabe boot camp.
USAID Mikajy Protected Area Management Specialist meeting with community members in Lambokely.
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USAID Chief of Party presenting at Menabe Regional Partners Meeting
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USAID Mikajy Chief of Party surveying damages from Menabe fires
USAID Mikajy Livelihoods Specialist in Maroantsetra leading a meeting with Vanilla producers in the Voloiana Cooperative
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 44/47 Annex V. Report on Environmental and Climate Risk Management Compliance
Table V-1. EMMR Activities under Categorical Exclusion
Classes of actions Actions implemented Remarks as per 22 CFR 216.2(c) (2); ADS 201. (I) Education, 1.2.6 Participatory patrol missions in PAs and community technical assistance, managed areas to roll out improved control and or training programs surveillance system with SMART– with Durrell subcontract The development of the Menabe 1.2.1 Support Menabe Emergency Plan (coordination, Safeguard Plan aims to include some patrolling & enforcement, communication etc.) forest restoration 1.2.3 Design mobile platform for NRM/PA managers (including alert on illegal/dangerous activities) This mobile platform may be developed 2.2.2 Identify and engage target producer communities in in conjunction with alerts for climate priority value chains related disasters to mitigate climate 2.3.1 Target groups with opportunities for enhanced risk for NRM/PA Managers. value chain benefits capture identified Began meeting with private sector actors to understand their potential roles in conservation facing partnerships 4.2.1 Identify and meet key actors to prepare them and collect background information for meetings Co-organization of workshops with CEADIR on Climate Vulnerability of Private Sector and Climate Finance (iii)Analyses, studies, 1.1.1 Map existing and proposed PAs and CBNRM areas academic or research in the target regions against key stakeholders When the team moves to actionize the workshops and 2.1.1 Assessment of maize and peanut value chains findings of these analyses, they will do meetings (Menabe) so in line with the EMMP 2.1.3 For each region select >/= 2 existing value chains (e.g. maize, peanuts, crabs, vanilla, cloves) for improvement / enhancement 4.1.1 Inventory and analyze existing key CBNRM actors, governance & tenure systems and plans
Table V-2. EMMR -Activities under Negative Determination with Conditions Planned Recommended Status of mitigative Outstanding Remarks activities mitigation actions measures/Actions issues on required taken conditions 1.5.1 Grants If sub-grants will be The grants program is still None None system in place included in this activity that under design and awaiting by end Yr. 1 to are not explicitly analyzed, approval of Grants Manual. support The formal AFR The team is cognizant of implementation subproject/sub grant polices and will continue to of shared vision review process, must be follow EMMP for the Menabe completed and approved by Emergency Plan the A/COR, MEO and REA prior to each new activity
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
P 45/47 Table V-3. CRM Activities with Low and Moderate Climate Risk Rating Activities
Classes of Actions implemented Steps Taken to Mitigate Climate Risk actions
Low 1.1.1 Map existing and proposed PAs and CBNRM Climate areas in the target regions against key stakeholders - Meetings and workshops were planned around Risk 1.2.3 Design mobile platform for NRM/PA managers typical poor weather patterns to ensure safety of Rating (including alert on illegal/dangerous activities) attendees 2.1.1 Assessment of maize and peanut value chains - Part of ongoing analysis of CBNRM actors to include (Menabe) knowledge of climate change, begun noting during 4.1.1 Inventory and analyze existing key CBNRM CEADIR workshop on climate vulnerability actors, governance & tenure systems and plans - Assessment of Maize and Peanut value chains to 4.2.1 Identify and meet key actors to prepare them inform potential alternatives or improved methods and collect background information for meetings to make livelihoods less destructive and more *Co-organization of workshops with CEADIR on climate resilient Climate Vulnerability of Private Sector and Climate Finance 5.1.1 Identify intracommunal CBNRM actors *Pilot of TAFITA tool *Completion of Gender and Youth preliminary Assessment Moderate 1.2.1 Support Menabe Emergency Plan (coordination, Climate patrolling, communication etc.) - The long-term interventions to stop deforestation Risk 1.2.6 Participatory patrol missions in PAs and and burning in the Menabe through the Emergency Rating community managed areas to roll out improved Plan account for anticipated climate threats including control and surveillance system with SMART– with worsening drought and increased sea level rise Durrell subcontract - Impacts of climate change were considered in the 2.1.3 For each region select >/= 2 existing value selection of initial key value chains: Corn and chains (e.g. maize, peanuts, crabs, vanilla, cloves) for Peanuts exacerbating worsening environmental improvement / enhancement conditions in drought affected areas; Vanilla and 2.2.2 Identify and engage target producer cloves needing reinforcement with changing seasonal communities in priority value chains patterns due to climate change 2.3.1 Target groups with opportunities for enhanced - As niche value chains are identified the potential value chain benefits capture identified impacts of their expansion will be considered before 2.1.4 Identify niche value chains (including wild silk, scaling; the climate resilience of required inputs for farafatsy trees and seaweeds) niche value chains will also be considered before support is extended
Quarterly Progress Report, USAID Mikajy Activity (October–December 2018)
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