Feed the Future Knowledge-Based Integrated Sustainable Agriculture in Nepal (KISAN) II Project Year Three First Trimester Report July 15, 2019 to November 15, 2019
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FEED THE FUTURE KNOWLEDGE- BASED INTEGRATED SUSTAINABLE AGRICULTURE IN NEPAL (KISAN) II PROJECT
YEAR THREE FIRST TRIMESTER REPORT JULY 15, 2019 – NOVEMBER 15, 2019
CONTRACT NUMBER AID-367-C-17-00001
DISCLAIMER This report is made possible by the generous support of the American people through the United States Agency for International Development (USAID) under the Feed the Future initiative. The contents are the responsibility of Winrock International and do not necessarily reflect the views of USAID or the United States Government.
Cover photo: Durga Thapa, a farmer in Nuwakot who receives technical assistance and inputs from the Jagaruk Cooperative, sells her quality produce at the cooperative’s collection center and vegetable outlet in Chhahare. (Photo credit: USAID Feed the Future KISAN II Project/ Robic Upadhayay)
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TABLE OF CONTENTS Acronyms ...... 4
EXECUTIVE SUMMARY ...... 6 Introduction ...... 8 Key Output Level Indicator Results...... 10 Update On Activity Implementation ...... 12 Collaboration with Government of Nepal ...... 12 Component 2: Strengthen the Competitiveness, Resilience, and ...... 18 Inclusiveness of Selected Agriculture Market Systems ...... 18 Component 1: Improve The Productivity of Selected Agriculture Market Systems ...... 33 Component 3: Strengthen the Enabling Environment Of Selected Agriculture Market Systems...... 41 Component 4: Increase Vulnerable Communities Ability To Act On Business Opportunities Within Selected Market Systems ...... 48 Component 5: Apply Collaboration, Learning, and Adaption to Market Systems Development ...... 51 Monitoring, Evaluation, and Learning (MEL) ...... 55 Grants Under Contract ...... 57 Operational and Communication Activities ...... 59 Partnerships, Collaboration, and/or Knowledge Sharing ...... 62 Select Activities and Targets for Next Trimester ...... 63 Annexes ...... 65 Annex 1: Success Stories ...... 65 Annex 2: Summary of Signed MOUs in Y3T1 ...... 66 Annex 3: A Summary of Signed Partnership Agreements in Y3T1 ...... 67 Annex 4: Location map of KISAN II private sector firms ...... 68 Annex 5: Location map of grantees and their catchment areas...... 69 Annex 6: Detailed Implementation Plan (DIP) ...... 70 Annex 7: Performance Indicator Tracking Table (PITT) ...... 87
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ACRONYMS ADD Agriculture Development Directorate ADP Agriculture Development Plan ADS Agriculture Development Strategy ADS-JSR Agriculture Development Strategy-Joint Sector Review AI Artificial Insemination AITC Agriculture Information and Training Center ANROPI Association of Nepalese Rice, Oil and Pulses Industries AKC Agriculture Knowledge Centre APS Annual Program Statement AWP Annual Work Plan BLB Branchless Banking BLP Business Literacy Program BPRC Business Promotion Research & Communication Pvt. Ltd. CAIDMP Center for Agricultural Infrastructure Development and Mechanization Promotion CBS Core Banking Solutions CCDABC Center for Crop Development and Agro-Biodiversity Conservation CEAPRED Center for Environmental and Agricultural Policy, Research, Extension and Development CLA Collaborating, Learning, and Adapting CT Community Trainers DAA District Agriculture Alliance DAFACOS Dadeldhura Farmers’ Cooperative Society Limited DAG Disadvantaged Groups DCC District Coordination Committee DCCI District Chambers of Commerce and Industry DEPROSC Development Project Service Center DFTQC Department of Food Technology and Quality Control DOAD Department of Agriculture Development FAW Fall Armyworm FNCCI/AEC Federation of Nepalese Chambers of Commerce and Industry Agro Enterprise Center FWEAN Federation of Woman Entrepreneurs' Association of Nepal GAP Good Agricultural Practices GESI Gender, Equality and Social Inclusion GON Government of Nepal GUC Grants Under Contract GWG Goat Working Group HICAST Himalayan College of Agricultural Sciences and Technology IPM Integrated Pest Management
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JNSC Joint National Steering Committee JSR Joint Sector Review JTA Junior Technical Assistant KUSOM Kathmandu University School of Management LSP Local Service Provider M&E Monitoring and Evaluation MFI Microfinance Institutions MOALD Ministry of Agricultural and Livestock Development MOLMAC Ministry Land Management, Agriculture, and Cooperatives MOU Memoranda of Understanding MSD Market Systems Development MT Master Trainers NARC National Agriculture Research Council NLBO National Livestock Breeding Office NPPO National Plant Protection Office NSAF Nepal Seed and Fertilizer Project NSR New Siddhartha Refrigeration OSC Overseas Strategic Consulting Ltd. PAHAL Promoting Agriculture, Health, and Alternative Livelihoods Project PDCCD Planning and Development Cooperation Coordination Division PERSUAP Pesticide Evaluation Report and Safe Use Action Plan PIFAC Partnership Innovation Fund Advisory Committee PITT Performance Indicator Tracking Table PMAMP Prime Minister Agriculture Modernization Project PPD Public Private Dialogue PQPMC Plant Quarantine and Pesticide Management Center PSE Private Sector Engagement SABAL Sustainable Action for Resilience and Food Security Project SACCOs Saving and Credit Cooperatives SBCC Social and Behavior Change Communication SFCS Small Farmers Cooperative Society SMT Senior Master Trainers TC Technical Committee TOT Training of Trainers USAID United States Agency for International Development VHLSEC Veterinary Hospital and Livestock Services Expert Center ZECC Zero Energy Cooling Chamber ZOI Zone of Influence
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EXECUTIVE SUMMARY During this first trimester in Year 3, the Feed the Future Knowledge-based Integrated Sustainable Agriculture in Nepal (KISAN) II Project made progress identifying and addressing constraints within key market systems through its private sector-led facilitative approach, which promotes the business case for buyers, intermediaries, and service providers to improve their business outcomes through more substantial engagement with producers and other value chain actors. Below are some highlights from the trimester’s achievements across KISAN II components.
GON Coordination and Leverage. With KISAN II’s activities well underway, local government partners and other potential investors have begun to observe and directly support successful businesses and KISAN II-promoted approaches in their jurisdictions. This trimester, a total of Nrs. 5,982,020 in government funds was either delivered or committed to KISAN II partners or households. These funds came from federal entities, such as Prime Minister Agriculture Modernization Project (PMAMP), or directly from local municipalities. In Bheri Municipality alone, Nrs. 2.5 million was delivered to KISAN II partner, Kasturi Cooperative, towards construction of a vegetable collection center, with an additional Nrs. 1.4 million committed for a vegetable transport vehicle and a cold storage facility. More details on this partner’s growth can be found in Annex 1: Success Stories.
KISAN II’s high-level Government of Nepal (GON) coordination also thrived this trimester, with regular engagement with the Joint National Steering Committee (JNSC) of four USAID funded projects: KISAN II , NSAF, SABAL and PAHAL as well as, KISAN II-specific Technical Committee, which is chaired by the Joint Secretary of the Planning and Development Cooperation Coordination Division of Ministry of Agricultural and Livestock Development (MOALD). KISAN II also held a high-level rice sector discussion, chaired by the MOALD Secretary, with participation of key stakeholders from MOALD, Department of Agriculture Development (DOAD), and USAID. This discussion, focusing primarily on the GON mandate to reduce imports of select types of rice, has resulted in 1) drafting of a concept note by KISAN II and MOALD to jointly address this issue and 2) drafting of a scope of work for an upcoming request for applications for rice millers located in the PMAMP rice zones and super zones who wish to support farmers in producing fine and medium fine rice varieties for local milling.
In addition to engaging closely with GON, KISAN II also continues to collaborate with other USAID- funded programs in Nepal in areas of programmatic and geographic overlap. This trimester, KISAN II met with USAID’s Suaahara II Program to develop an action plan for future collaboration, to include joint assessments of potential locations for technology demonstrations, and the establishment of a ‘climate smart model village,’ among other activities.
Partnerships. Through the end of the first trimester of Year 3, KISAN II has awarded sub-grants to 122 private sector partners to defray the cost of new staff positions and for activities that support private
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sector-led agribusiness models. These partners include 52 agrovets, 53 cooperatives, six rice mills, and 11 traders. This trimester, KISAN II established nine new partnerships (four newly approved private sector grants and five new Memoranda of Understanding [MOU] partners). The new grants will reach 4,950 farmers and total USD 97,719 (KISAN II investment) in value. The new partners have agreed to invest their own funds to leverage external sources of up to USD 83,994, in addition to the grant amount. To date, through its partnerships, KISAN II is targeting 153,000 households from grants and an additional 1,940 households from previous MOU partners - totaling nearly 155,000 households.
The total grant funds awarded to private sector partners is more than USD 2.8 million, with partners agreeing to invest their own funds and leverage from other sources roughly USD 2.5 million, resulting in a total commitment of over USD 5.3 million and a cost share ratio of 53:47.
KISAN II’s private sector partners, under the grant activities, have employed 558 staff who provide agricultural extension services to local farmers and strengthen critical business capacities, including 326 extension agents, 93 local resource persons (part-time extension agents), 118 accountants, 19 marketing technicians, and two are collectors. The extension agents and local resource persons help private sector partners to increase their sales and provide much-needed training and technical demonstrations to farmers. The marketing technicians facilitate buyer-seller meetings to help farmers produce what buyers want, broker sales of quality inputs and agricultural commodities, and facilitate access to finance. The accountants support the partners to better manage their books of accounts.
Adoption of agricultural technologies. Among the agricultural technologies and investments tested by KISAN II partners to date, cold storage has proven to be a solid investment worth replicating and investing in. In total, there are six cold storage facilities underway in KISAN II ZOI: five are in progress and one is complete, in Surkhet. A cost benefit analysis conducted this trimester of the cold storage facility established by Babu and Shahi Vegetable Traders in Surkhet has demonstrated a relatively quick repayment period (1.5 years) and multiple benefits, leading to replication by two traders in Surkhet, prompted by a study visit of the site KISAN II facilitated in September for elected municipal representatives and executives of grantee cooperatives. In addition, KISAN II supported partners in constructing 11 new Zero Energy Cooling Chambers (ZECC) to reduce post-harvest loss for farmers. More ZECCs are planned in the coming trimester. This trimester, 22 irrigation schemes were installed in 10 districts, benefitting 409 households and irrigating 60.17 hectares. The total cost of all irrigation schemes implemented to date is Nrs. 2,096,920, of which Nrs. 1,003,450 (48%) came from KISAN II and Nrs. 1,093470.24 (52%) was provided by farmers and government entities.
Access to finance and mobile banking. KISAN II promotes savings as a core resiliency strategy to enable vulnerable farmers to cope with potential shocks and stressors. In addition to expanding farmers’ access to general credit and savings services and linkages to banking institutions, KISAN II’s partners have been promoting digital banking services, known as Branchless Banking (BLB), in order to bring banking services directly to farmers’ doorsteps through BLB agents that operate out of local businesses.
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This trimester, about 400 new BLB accounts were enrolled, and about 500,000 deposits were made by farmers through designated agents. KISAN II identified four potential BLB agents in Kailali, all of whom were oriented by Laxmi Bank representatives.
Business Literacy Program. KISAN II’s business literacy training program (BLP) is now well underway. Prior to starting the third batch of the BLP short course (covering Module 6 only) in July 2019, KISAN II held district-level orientations for 94 community trainers (CTs) from 12 districts. This trimester, KISAN II implemented Module 6 at 182 locations in 12 districts, led by these 94 qualified CTs. Of the 4,035 participants, 90% passed the course and 89% started or expanded agri-businesses following course completion. KISAN II recruited 59 new master trainers to run long courses in 23 districts, as well as nine new senior master trainers (SMT) this trimester. Lastly, KISAN II finalized Module 2 (nutrition) this trimester and also field-tested Modules 3, 4, and 5 to ensure suitability of content and delivery approach for target beneficiaries.
INTRODUCTION Winrock International implements the 5-year, USD 32.7 million USAID/Nepal-funded KISAN II Project (July 2017- July 2022), which focuses on five commodities: vegetables, rice, maize, lentil, and goats. KISAN II contributes to the objectives of the Government of Nepal’s Agriculture Development Strategy (ADS) and the US Government’s Feed the Future Initiative. The project is implemented in collaboration with three Nepali organizations as subcontractors: Center for Environmental and Agricultural Policy, Research, Extension and Development (CEAPRED), Development Project Service Center (DEPROSC), and Siddharth Inc; and two international subcontractors: Digital Green and Overseas Strategic Consulting, Ltd (OSC). The project’s overall goal is to increase the resilience, inclusiveness and sustainability of income growth through agriculture development. KISAN II has five components implemented throughout 25 districts in the project’s Zones of Influence (ZOI) that focus on: ● Strengthening relationships between input suppliers, millers, cooperatives, farmers, and buyers within selected value chains (rice, maize, lentils, vegetables, and goats) to promote better planning, transparency, and access to quality inputs, extension, and other services, thereby increasing yields and sales for farmers and firms (Components 1 and 2); ● Strengthening the enabling environment for market development by helping the GON engage the private sector in policy dialogues and linking market actors to sources of finance (Component 3); ● Providing business literacy training to members of disadvantaged communities to enhance their ability to shift from subsistence to commercial agriculture (Component 4); and, ● Creating a culture of continuous learning and improvement within the team and our project partners (Component 5).
See Annex 5 for a map outlining private sector firms in KISAN II’S ZOI.
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KISAN II’s approach begins with the identification of constraints within key market systems and then addressing those constraints through project initiatives. At the core of the KISAN II private sector-led facilitative approach is promoting the business case for buyers, intermediaries, and service providers to improve their business outcomes through more substantial engagement with producers and other value chain actors. Figure 1 illustrates KISAN II’s market systems development approach in working with multiple value chain actors to ensure farmers are food and income secure. KISAN II works with input suppliers (to introduce new technologies into the supply chain); cooperatives/ agrovets (to expand their reach, improve their marketing, and train farmers through forward linkages); cooperatives/ traders/ millers (to build their capacity to respond to market opportunities, implement new strategies, and train farmers through backward linkages); and financial service providers (to ensure access to financial services to support growth). In addition, KISAN II provides select households with business literacy training to encourage commercial participation of more vulnerable populations and works with the enabling environment to address critical constraints that impede the development of well-functioning market systems, reinforce KISAN II’s interventions, and enhance reach and value of benefits to women, youth, and marginalized groups.
Figure 1: KISAN II Market Systems Development Facilitation
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KEY OUTPUT LEVEL INDICATOR RESULTS KISAN II’s market-led approach engages with buyers - from relatively small-scale cooperatives and traders to end market wholesalers or processors - to facilitate linkages with target farming households in its ZOI. To build the capacity of farming households, KISAN II prioritizes working through buyer-led services, private sector service providers, and community-based expert resources as change agents. As each firm or cooperative partner is brought on through partnership agreements (cost-sharing grants or MOUs), their current and potential sourcing zone data is also collected and mapped. This mapping activity creates a more efficient, visual targeting strategy, allowing the project to zero in on unexplored commercial and other viable, yet underutilized sourcing opportunities. Pockets of marginalized populations can be more easily linked and wider distribution of project activities can be tracked.
Through the end of the first trimester of Year 3, KISAN II has awarded sub-grants to 122 private sector partners to defray the cost of new staff positions and for activities that support private sector-led agribusiness models. Table 1 outlines the partner types as well as the total reach of these partnerships to date.
Table 1: Total reach of grant partnerships – Years 1, 2 and First Trimester of Y3 Average % of No. of Grant Partner % of No. of Grant per Type of Firm Total Households Value Cost Share Portfolio Partners Partner Partners Targeted (USD) (USD) Value (USD) Agrovet/Input 52 43% 68,625 1,254,624 24,127 1,032,385 45% Suppliers Cooperatives 53 43% 61,665 1,116,750 21,071 1,102,944 40%
Rice Mills 6 5% 14,350 268,076 44,680 271,803 10%
Traders 11 9% 10,300 176,406 16,037 165,682 6%
Total 122 100% 154,940 2,815,856 23,081 2,572,814 100%
In this trimester more than 88,000 individuals (some from Y2 households and some new) directly participated in USG-supported agriculture and food security activities, out of which 76% of participants were female and 21% youth. Table 2 provides a breakdown of participant types for USG food security programs, as well as an update on progress towards Year 3 targets.
Table 2: Number of individuals participating in USG food security programs Trimester Annual Disaggregates First FY2020 FY2020 % of Y3Target Achieved Type of Individuals Target Actual Target Actual to Date Producer: Smallholder 88,442 88,442 Proprietors of USG- assisted private sector 32 32 firms People in government 8 8 Gender*
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Trimester Annual Disaggregates First FY2020 FY2020 Male 21,472 21,472 Female 67,004 67,004 Other 6 6 Age* Youth (15-29) 18,646 18,646 30 plus 69,836 69,836 Caste/Ethnicity* Dalit 9,576 9,576 Muslim 918 918 Brahmin/Chettri 32,501 32,501 Newar 805 805 Janajati 39,424 39,424 Others 5,258 5,258 Total 150,000 88,482 198,250 88,482 45%
Of those who participated in USG-supported short-term agriculture and food security programs, 94% received a service or training by a private sector entity. These interventions help producers and buyers gain increased access to goods, services, and markets. Table 3 disaggregates program participants and shares details on progress towards Year 3 targets.
Table 3: Number of individuals who have received USG supported short-term agricultural sector productivity or food security training Trimester Annual Disaggregates First FY2020 FY2020 % of Y3 Target Type of Individuals Target Actual Target Actual Achieved to Date Producer: Smallholder 83,030 83,030 Proprietors of USG-assisted private 11 11 sector firms (Extension worker) **People in government 7 7 Gender* Male 20,148 20,148 Female 62,894 62,894 Other 6 6 Age* Youth (15-29) 17,521 17,521 30 plus 65,527 65,527 Caste/Ethnicity* Dalit 8,839 8,839 Muslim 888 888 Brahmin/Chettri 29,813 29,813 Newar 707 707 Janajati 37,580 37,580 Others 5,221 5,221 Total 140,000 83,048 191,200 83,048 43%
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This trimester, KISAN II established nine new private sector partnerships (four newly approved grants and five new MOUs). Altogether, including the new grants, KISAN II is targeting nearly 155,000 households. Table 4 presents details on targeted households, grant value, and cost share for KISAN II’s grants to date.
Table 4: Number of partnerships, financial details, and farm households by type of organization Trimester Annual First FY2020 FY2020 Partner Partner Partner Number Grant Number Grant Type Targeted Cost Targeted Cost of Value of Value HHs Share HHs Share Grantee (USD) Grantee (USD) (USD) (USD) Agrovet/ Input Suppliers 1 800 16,010 11,881 52 68,625 1,254,624 1,032,385 Co-op. 3 4,150 81,710 72,113 53 61,665 1,116,750 1,102,944 Rice Mills 0 0 0 0 6 14,350 268,076 271,803 Trader 0 0 0 0 11 10,300 176,406 165,682 Total 4 4,950 97,720 83,994 122 154,940 2,815,856 2,572,814
Detailed progress against each activity is illustrated in the detailed implementation plan (DIP) table in Annex 7.
UPDATE ON ACTIVITY IMPLEMENTATION Progress in this section is reported per component activity and objective, as outlined in KISAN II’s approved Year 3 Annual Work Plan. The below information reflects specific progress under each component from this reporting period.
COLLABORATION WITH GOVERNMENT OF NEPAL Coordination and collaboration with the GON are undertaken with the aim of keeping public sector organizations updated on the implementation of KISAN II activities which are aligned to achieve objectives of the GON’s ADS. KISAN II and partner staff are working closely with federal, provincial, and municipal governments for this purpose. There are several principal activities identified for Year 3 to maintain coordination and collaboration with the GON. These include the JNSC meeting of four USAID-funded projects, including KISAN II; the project TC meeting; joint monitoring visits at all three levels of government; briefings and discussions with different public and private sector entities on KISAN II’s approach and methodology; and lastly, support to the MOALD to propel the Agriculture Development Strategy-Joint Sector Review (ADS-JSR) initiative. These activities were all carried out in the first trimester of Year 3, as per the targets set forth in the Year Three Annual Work Plan (AWP).
Activity CL 1: Disseminate and deepen understanding of the private sector-led approach To facilitate local government understanding and buy-in of KISAN II’s areas of work, regional and cluster-level project and partner staff engage directly with Municipal governments to orient them to KISAN II’s private sector led approach and to involve them in field observation and monitoring for
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activities being implemented by different agencies in their jurisdictions. Since the private sector-led approach to implementing activities is a new concept for several municipalities, KISAN II has been organizing briefings in municipalities where private sector partners have already begun working or will soon begin work. This is a strategic activity carried out just once per municipality over the project duration. However, refresher briefings will be conducted at the province-level, as needed, due to staff turnover. In the first trimester of Year 3, municipal-level briefings were carried out in 11 municipalities. Of those, one briefing was conducted directly by KISAN II and the remaining 10 briefings were conducted by grantee partners.
Joint monitoring visits provide an opportunity for municipality officials to see firsthand the performance of activities implemented in the field and changes brought by project intervention. These visits help draw the attention of elected representatives and officials towards the agriculture sector, and the important role that the private sector plays within the agriculture sector. Altogether, 18 joint monitoring visits were organized in the first trimester of Year 3.
As a result of these briefings and joint monitoring activities, municipality officials had a positive impression towards KISAN II’s private sector-led approach—thus facilitating an enabling environment to leverage local government resources to increase efficiency of marketing agricultural produce in their areas. During the reporting period, KISAN II has observed resource leveraging in municipalities across its ZOI to support a range of agricultural activities, including: installation of irrigation schemes (shallow tube-well and drip irrigation), construction of cool chambers at market centers, establishment of market centers (i.e. supporting a KISAN II-led feasibility study for three markets), construction of plastic tunnels, and lastly, provision of machinery and equipment support directly to several farmers' groups and cooperatives among KISAN II beneficiary households.
Table 5 illustrates a sample of some of the federal and local government-level support in the first trimester alone (totaling nearly Nrs.6 million), which was leveraged to assist KISAN II grantees and/or beneficiaries.
Table 5: Leveraged or committed federal and local government support in Y3T1 Support Leverage Governance Name of Institution Amount extended to KISAN Purpose Level /Municipality (Nrs.) Grantee/Beneficiary Subsidy for mini tillers, Aatmanirbhar corn shellers, milk cane PMAMP Multipurpose 917,300 freezer, irrigation pump, Cooperative, Kavre etc. Federal Subsidy for vegetable Patikhoriya Cooperative, seeds, electric PMAMP 539,500 Kavre sprayers, mini tillers, chaff cutters, etc.
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Support Leverage Governance Name of Institution Amount extended to KISAN Purpose Level /Municipality (Nrs.) Grantee/Beneficiary Nawajeeban Helambu Gaunpalika- Cooperative, for Gaon Irrigation scheme 250,000 6, Sindhupalchowk Khet Farmers Group Gulmi Chandrakot Laxmi Vet Center, IPM school operation 122,000 Rural Municipality- 7 Dhurpur Krisak Samuha
Unique Agrovet Center Buddhabhumi and Rupak Vet Pharma Municipality- 4, Vegetable seeds 26,220 (98 farmers from four Kapilbastu farmers’ groups)
Ribdikot and Bagnaskali Rural 109 households Training and inputs 102,000 Municipalities Municipalities, Palpa Construction of vegetable collection center; vehicle (mini Bheri Municipality, Kasturi Multipurpose truck) for transportation 3,910,000 * Jajarkot Cooperative of Jajarkot of vegetables, and establishment of cool chamber Shree Hatemalo Krishi 21 drip irrigation sets (8 Bansghadi Bazar Cooperative Ltd lines) and 21 plastic 115,000 Municipality for distribution to four house tunnels farmers groups
TOTAL (Nrs.) 5,982,020 * Of this total leveraged amount, Nrs. 2,500,000 was delivered in T1 towards the construction of the vegetable collection center, while the remaining Nrs. 1,410,000 was committed in T1 towards covering the cold chamber and the vegetable transport vehicle.
In addition to the above leveraged funds, many other governments have committed to expressed interest in supporting similar efforts. Several other local governments have offered partial subsidies to KISAN II partners towards agriculture-related initiatives. Some of those include: • Cost-share by Gulmidarbar Rural Municipality for a solar irrigation scheme to support 27 households from the Milijuli Krisak Samuha group • Partial subsidy from PMAMP to Acharya Agrovet in Arghakhanchi towards the following technical materials: seeds for demonstration, 12 re-chargeable power sprayers, mulch plastic, plastic houses, 30 drip sets, 3 irrigation schemes, 5 eartho-augur spreaders, 50 fencing wire- nets, 15 power tillers, 8 permanent tunnels with metal stands, 3 hi-tech tunnels, 3 semi-hi-tech tunnels, and 5 digital balances
Activity CL 2: Coordination with Government of Nepal KISAN II coordinates with the GON at all levels through two mechanisms: a JNSC and a TC. In order to provide opportunities for strategic guidance and support during program implementation and to monitor progress, a JNSC of four USAID-funded projects (KISAN II, Nepal Seed and Fertilizer Project
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(NSAF), Sustainable Action for Resilience and Food Security Project (SABAL), and Promoting Agriculture, Health, and Alternative Livelihoods Project (PAHAL) was established under the chairmanship of the MOALD Secretary. Similarly, to address operational issues during program implementation, a separate TC of KISAN II was formed under the chairmanship of the Joint Secretary of the Planning and Development Cooperation Coordination Division (PDCCD) under MOALD.
KISAN II organized its TC meeting in September 2019 under the chairmanship of Joint Secretary Mr. Tej Bahadur Subedi, PDCCD, MOALD. The meeting started with a review of past TC meeting decisions, followed by a presentation and discussion of progress made by the project through the end of Year 2, and an overview of the Year 3 AWP. Meeting outcomes included a recommendation for the JNSC to endorse KISAN II’s Year 3 AWP, and suggestions to review the baseline yield of hot pepper and work towards achieving the yield target for lentils. To ensure ministry ownership, the group agreed to involve MOALD from the beginning to the end of any policy studies.
On the same day, the JNSC meeting of four USAID-funded projects was held, under the chairmanship of Secretary Dr. Yubak Dhoj GC, MOALD. Following a review of progress on past JNSC decisions, the Chiefs of Party of all four projects, including KISAN II, presented on their project status, including achievements to date and plans for the current fiscal year (2019/20) or remaining period. Satisfied with KISAN II’s past progress, the JNSC officially endorsed the Year 3 AWP, with a provision for KISAN II and the World Bank to support MOALD by reviewing existing policies for Private Sector Engagement (PSE) and developing new national PSE guidelines. A meeting will be held in trimester two with the World Bank to discuss next steps. The JNSC also suggested that all four projects align their activities and budgets to achieve the output and outcome targets set in the GON’s ADS, and to focus their activities towards improving the production and supply of domestic rice in Nepal. The meeting concluded with an expression of satisfaction on the initial outcomes of the ADS-JSR initiative, and encouragement for relevant agencies to continue collaborating to address key sector issues.
Apart from regular JNSC and TC meetings, a special high-level meeting was organized in October under the chairmanship of MOALD Secretary, Dr. Yubak Dhoj GC, with participation from senior MOALD, DOAD, USAID, and KISAN II officials. The meeting discussion emphasized different aspects of Nepal’s rice sector, including measures to increase production and reduce imports through coordinated interventions of public sector organizations and development partners in different stages of the rice value chain. The meeting concluded with the formation of a joint KISAN II-GON working group to proceed in this sector.
Activity CL 2.2: Provincial level coordination KISAN II coordinates with provincial-level organizations through formal and informal meetings, joint monitoring visits, and joint efforts to manage operational issues. At the province level, the project is working with the Ministry of Land Management, Agriculture and Cooperatives (MOLMAC) and other public sector organizations, such as Agriculture Knowledge Centers (AKC); Veterinary Hospital and
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Livestock Services Expert Centers (VHLSEC); research stations of the Nepal Agricultural Research Council (NARC); training centers; Soil, Pesticide and Seed Laboratories; federal-level organizations working at the sub-national level, such as ‘zones’ and ‘super zones’ of the PMAMP; and other development partner-supported projects. During the first trimester of Year 3, KISAN II’s regional and cluster teams conducted informal meetings with all four provincial MOLMACs, as well as one joint monitoring visit with officials from Province 5. In addition, they conducted one meeting with the District Coordination Committee (DCC) and one with the District Chambers of Commerce and Industry (DCCI). Lastly, during the first trimester, 17 meetings were carried out with AKCs, VHLSECs, and PMAMP zones and super zones.
KISAN II’s regional and cluster teams were invited to participate in annual progress review workshops organized in respective headquarters of Province 5, Karnali Province, and Sudur-paschim Province by MOLMACs. KISAN II presented its Year 2 progress and plans for Year 3. The MOLMACs commended KISAN II's private sector-led approach to providing technical services to farm households.
The National Plant Protection Office (NPPO) of Nepal officially declared the invasion of the Fall Armyworm (FAW) pest in Nepal in August 2019 at the Plant Quarantine and Pesticide Management Center (PQPMC), spurring a sense of urgency to raise awareness on the identification and management of FAW at the province level for different stakeholders. KISAN II organized a Training of Trainers (TOT) on FAW identification and management in collaboration The Karnali Province Secretary inaugurates the with the Agriculture Development Directorate (ADD) of KISAN II-led FAW identification and management Karnali Province in Surkhet in November. More detail TOT in Surkhet. on this training can be found below, under Partnership,
Collaboration and/or Knowledge Sharing.
Activity CL 2.3: District level coordination KISAN II continuously updated the government and other relevant stakeholders from districts within KISAN II’s ZOI on the project approach, progress through Year 2, and plans for Year 3. Coordination with district-level organizations is strategic, and done as needed, where needed. For example, in Arghakhanchi, KISAN II’s private sector partner, Acharya Agrovet Center, is proactively working to develop close relationships with Government organizations and other relevant stakeholders at the district level. They are doing this by including officials from municipalities, wards, AKCs, PMAMP zones and super zones, traders, and media representatives when conducting monitoring visits of their project sites.
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In collaboration with farmers’ groups in rice super zones, Shikha Agro-Center of Bardiya conducted varietal demonstrations of high yielding fine and stress-tolerant (i.e. drought-tolerant) rice varieties (Cheharang Sub-1, Hardinath-3, Arrize-6444) in order to enable farmers to select the variety of their choice for commercial production. In addition, KISAN II partner, Nawa Durga Chiura Udhyog, is working with the farmers, who are producing spring rice in support of rice super zones of PMAMP.
In early October 2019, a heavy infestation of Rice Ear Cutting Caterpillar, or army worm, (Mythimna separata) was observed in around 15,000 hectares of rice fields in Banke and Bardiya Districts. To rescue standing rice, the District Agriculture Alliance (DAA) formed a Task Force, which included KISAN II. The Task Force immediately held a joint field visit to monitor the infestation, then distributed a one-pager detailing information on management practices, and also provided pesticides directly to farmers of heavy infested areas. KISAN II supported the effort in Banke by contributing Nrs. 12,000 towards pesticide (in accordance with the Pesticide Evaluation Report and Safer Use Action Plan [PERSUAP]), distributing 500 copies of the pest management fact sheet, and by broadcasting a radio jingle to raise awareness in wider areas through Jaljala Agriculture Cooperative. KISAN II’s Kailali team also contributed to a discussion to resolve the crisis for the Garima rice variety.
Activity CL 3: Support for Joint Sector Reviews (JSR) Out of the 11 specific actions identified in the annual JSR meeting (22 April 2019) to address structural issues that surfaced after introduction of federalized governance system, implementation responsibility of six actions has been assigned to the government and five actions to development partners (DPs). Preparation of a program planning guidelines was one of the priority actions identified in the annual JSR meeting and entrusted to DPs for preparation. Now, DPs, particularly jointly by EU and USAID, with support from, and coordination with the JSR team and MOALD have prepared the draft guidelines. Governments in all three tiers are expected to use the guidelines in agriculture program planning for FY2020/21, as the planning exercise is starting from February/March 2020.
As an another priority action, DPs were assigned to conduct ADS orientation, and program planning orientation and training aligning with ADS to MOLMACs and municipalities. ADS orientation and program planning training has been completed to all MOLMACs, and they have prepared draft program plan for FY2020/21 aligning with ADS. Similar ADS orientation and program planning orientation are being organized in coordination with MOALD and facilitated by JSR team with a target to cover all 753 municipalities. There is a plan to provide detail planning training followed by support to prepare annual program to selected municipalities for FY2020/21. Mechanism for jointly financing orientation and/or training events has been agreed between EU and USAID through coordination/facilitation by JSR team, which will be replicated for collaboration with other DPs. By coordinating with the Legislation Management Committee of the National Assembly, the JSR team also contributed to the “Federal, Provincial and Local Level Interrelations and Coordination Bill” by informing issues faced by the sector and suggesting provisions for resolution.
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COMPONENT 2: STRENGTHEN THE COMPETITIVENESS, RESILIENCE, AND INCLUSIVENESS OF SELECTED AGRICULTURE MARKET SYSTEMS Market and private sector demand drives KISAN II’s implementation strategy. As such, we have structured this report so that the summary of component activities begins with Component 2, which aims to strengthen the competitiveness, resilience, and inclusiveness of agriculture market systems.
Activity 2.0: Conduct and update opportunity mapping exercise In first trimester of Year 3, KISAN II mapped a total of 15 new organizations as part of the opportunity mapping exercise conducted by the field team, ensuring that typically excluded groups, such as youth and women-led organizations, were among those mapped. The total private sector partners mapped by KISAN II to date are 3,813. (See Annex 5 for a detailed map illustrating private sector firms in KISAN II’s ZOI.) The project team used the maps to recruit partners and extend project reach across the two ZOIs, including in less commercial, under-served areas and areas where there are high concentrations of disadvantaged groups (DAG).
Sub-objective 2.1: Strengthen the organization and coordination of selected market systems
Activity 2.1.1 Streamline vertical linkages and select partners Through its grants fund, KISAN II partners with private sector actors to pilot new business models for input supply, service provision and purchase of commodities. The project provides grants and technical assistance on a cost share basis to buy down the risk associated with piloting these innovative models. Cumulatively, through the end of Year 3 Trimester 1, KISAN II received 448 concept notes from private partners and awarded 122 grants to collaborate and strengthen relationships with partners. At present, KISAN II has already committed USD 2.8 million in grant funds, while some applications are still awaiting approval. Based on current commitments and available applications, KISAN II closed its ‘annual program statement’ in August so as to not solicit further applications from private companies through the annual program statement. As KISAN II’s current partners have the capacity to reach the program’s targeted households, the number of new private sector partners being approached and selected is being scaled down on KISAN II. Many clusters are reaching their household targets and have already conducted a series of meetings with potential and interested businesses. In the first trimester of Year 3, KISAN II’s primary focus was to provide backstopping support to already- contracted private sector partners. However, a request for application will be published in Trimester 2 specifically designed to buy down risk for rice millers seeking to invest in KISAN II project areas to strengthen their supply chain for medium/fine rice.
This trimester, KISAN II evaluated 29 concept notes, out of which 17 were approved for full proposals, resulting in nine new partnerships, which include four newly approved grants and five new strategic MOUs. (See Tables 6 and 7 for details.) Following the grant agreement, the cluster team conducted a half-day orientation on grant implementation, milestone and financial reporting, and the overall partnership agreement. Details of partnership agreements from this trimester are found in Annex 4.
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Table 6: Concept notes and full applications evaluated to date Detail Received Accepted Rejected On hold Unevaluated Dropped by entity Concept Papers 448 205 237 6 Full Application 180 136 28 10 1 5
Table 7: Approved full applications Post USAID- Pre USAID- Dropped FA Approved Grant awarded Under process Approval Approval by entity Cancellation Cancellation 136 118 12 2 3 1
Apart from these partnerships, KISAN II signed strategic MOUs with five partners: 4-H Nepal (to conduct the "Asian Agriculture Summit & Exhibition"), Prabhu Management (to increase the adoption of digital finance and accounting system), New Siddhartha Refrigeration (NSR) (to educate traders on the science and management of cold storage), Krishi Tech Nepal Pvt. Ltd. (to demonstrate grain drying technology), and Kathmandu University School of Management (KUSOM) (to integrate private sector and educational institutions). After the MOUs are signed, activities will be implemented and adapted as needed, per market requirements. For example; Prabhu Management promoted their digital services and as demand grew from the cooperatives, they adopted their offer package. (See Annex 3 for more details on MOUs signed this trimester.)
This trimester, KISAN II conducted three pre/post-harvest meetings in Kavre, Kanchanpur, and Kailali Districts between buyers (traders) and farmers, in which traders provided their demand details (i.e. commodity, volume, quality, timing requirements, and conditions for price premiums). As a result, three farmers’ groups in Tamaghat at Panchkhal (Kavre) have adopted market-led production and are in the process of installing plastic tunnels to produce off-season vegetables.
To achieve better marketing and pricing of vegetables produced, KISAN II partnered with Sana Kisan Cooperative of Rabiopi, Kavrepalanchok to open an outlet in Banepa old market and assisted the cooperative in planning and designing another outlet in Tinkune, Kathmandu. Through this approach, the number of middlemen will be reduced, and farmers anticipate getting better prices for their produce. In Trimester 2, KISAN II will support other interested partners to design similar outlets to market their produce.
Lentils are one of the most important legumes and a key cash crop for Nepal. Lentil cultivation is traditionally a smallholder enterprise using conventional technologies and post-harvest practices. Due to low production volume and fragmented production pockets, the bargaining power lies with the traders, resulting in highly volatile pricing. In order to understand major constraints, gaps, and opportunities in the lentil sector, KISAN II is conducting a rapid assessment that will identify interventions, business models, and potential partners to help stimulate this sector. The assessment consultant will be fielded in in Trimester 2, with the report expected by March 2020.
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Activity 2.1.2: Build capacity of farmer groups/cooperatives Cooperatives are uniquely positioned to deliver a range of services and products to farmers. KISAN II helps cooperatives optimize service delivery, increase membership, and improve financial management to boost sustainability and to provide farmers with reduced transactional costs by working with one vendor/partner to address a range of their agricultural needs.
In Bardiya, Jaljala Agriculture Cooperative is moving into the second year of their partnership with KISAN II. They have formed additional 24 farmer groups, covering 602 households (538 females, 64 males). After one year of implementation, the cooperative has formed a vegetable collection point for their members (operating two days per week), leased 0.5 ha of land for commercial farming (with support from Provincial government), received Nrs. 180,000 in support for solar irrigation, and has added Farmers Group Formation by Jaljala Agriculture services, such as remittances, insurance, and digital Cooperative financing. Similarly, Srijanshil Mahila Sahakari in Kailali formed 52 farmers’ groups comprised of 1,304 female members.
After the cooperatives finished group formation and their staff received updated TOTs, a range of technical trainings (provided by trained cooperative staff) were provided to the farmers’ groups to enhance their knowledge on marketing and productivity of agriculture commodities. KISAN II played a facilitating role, to help the private sector extension staff improve their training delivery. The trainings were designed to provide farmers with a full range of technical knowledge, from field-to-market.
KISAN II provides need-based and tailored technical support to its cooperative partners. This trimester, Dadeldhura Farmers’ Cooperative Society Limited (DAFACOS), a KISAN II grant partner, located in Dadeldhura, requested KISAN II’s support to develop a strategic plan. KISAN II facilitated a SWOT analysis workshop in August for 15 participants (10 male, 5 female), including board members, account committee members, and DAFACOS staff. During the workshop, the group identified key constraints and challenges faced by DAFACOS, in terms of capital, coordination, and capacity.
To support implementation of the programs developed by the cooperatives, KISAN II held a refresher technical TOT for extension workers, which integrated Gender Equality and Social Inclusion (GESI) and Social Behavior Change Communication (SBCC) in September in Nepalgunj. A total of 33 participants joined from different districts. Almost 70% of the content was delivered through practical sessions. A similar refresher TT was also conducted in September at Taulihawa, Kapilbastu for rice miller extension staff. A total of 10 Junior Technical Assistants (JTA)/Local Service Providers (LSP) (7 male, 3 female) participated from Kapilbastu, Banke, Bardiya, and Kailali Districts.
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Activity 2.1.3: Empower and link vulnerable and marginalized groups
This trimester, KISAN II developed a GESI Text Box 1. A young farmer builds confidence checklist (self-guidelines) to ensure GESI and income in Arghakhanchi integration within project and partnership Shivahari Paudel felt defeated after an unsuccessful implementation. The GESI checklist will be attempt at foreign employment, which cost him Nrs. applied in different contexts considering gender- 150,000 (USD 1300) in broker fees. Despite this, the 25-year-old decided to give commercial farming a try. sensitive project planning, implementation, He joined the Bhumikathan Krishak Samuha farmers monitoring, and post-evaluation, to check and group, formed by Acharya Agrovet (a KISAN II partner) and has since thrived. balance actual implementation at both project and Following an intra-district farm exposure visit, and partnership levels. The GESI checklist will guide continuous technical support from the Acharya responses to ongoing questions, such as: Agrovet, Shivahari registered his own farm and purchased inputs, including quality seedlings, a • Does the planning assumption adequately sprayer, and irrigation materials. With the right reflect the constraints on women’s and guidance from Acharya Agrovet, he is practicing improved nursery techniques, such as raised and line excluded groups’ participation? sowing, tomato staking, balanced dosing of fertilizer, • Can the project effectively assist the proper irrigation, postharvest management, and more. private sector in building the capacity for GESI integration? Shivahari’s work and investment have paid off for him. Last season, his income from farming was Nrs. • What more can KISAN II do for women’s 200,000—an unimaginable sum prior to this journey. economic empowerment to strengthen the market system?
In the coming trimester, KISAN II will publish and distribute the GESI check-list and guidance among staff and private sector partners, in addition to organizing ongoing orientation to better integrate GESI into project activities. Text Box 1 highlights how a KISAN II partner supported and empowered one youth—an often marginalized group.
Activity 2.1.4: Strengthen horizontal linkages Horizontal linkages are critical for the market system to sustain and thrive. As actors create strong partnerships across the business spectrum, it allows them to optimize operations and create a thriving market system that benefits all partners and the value chain actors downstream.
For example, Jaljala Agriculture Cooperative was linked with Acharya Agro Firm Trader (a wholesaler agrovet) in Bardiya. Following the linkage, Jaljala established a sales counter at its cooperative and began providing quality inputs, purchased from Acharya, to their members at a minimal price, despite
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the lower profit margin for the cooperative. Prior to this initiative by the cooperative, members had to travel a long distance to collect necessary inputs to cultivate vegetables and cereals.
This trimester, in Dadeldhura and Kailali clusters,
KISAN II facilitated eight linkage and sales This trimester, Jaljala Agriculture Cooperative opened meetings between various value chain actors an input sales counter where they sell quality products (traders, collectors, palika representatives, etc.). from Acharya Agro Firm Trader to their members. Traders from nearby market points were invited to share their market demands and requirements with participants, mainly farmers and producer group representatives. Similarly, in Surkhet cluster, Kasturi Multipurpose Cooperative organized a vegetable value chain actor meeting in collaboration with Bheri Municipality in Jajarkot. During the meeting, traders and collectors shared their market demands for vegetables and committed to purchase vegetables from farmers if the farmers produce according to market specifications.
Addressing industry and sector wide issues: Nepal’s rice sector faces limited capacity and inefficiencies of existing rice mills. KISAN II recognizes rice mills as a key value chain actor responsible for overall development of the rice value chain. Farmers are incentivized, as they can sell directly to rice millers for higher prices, provided their rice meets the millers’ requirements. Given the status of existing rice mills and the issues faced by these private actors, KISAN II launched a study this trimester titled, “Landscape Analysis of the Rice Milling Industry in Nepal and the Constraints to Process Fine and Aromatic Varieties,” expected to conclude in February 2020. The study will survey 100 rice mills from all over Nepal, including rice mills in KISAN II’s ZOIs. The study will provide a comprehensive inventory of the existing rice mill industry in Nepal, including a sample survey with rice mill owners/operation managers to uncover issues that they face in upgrading and/or diversifying their processing facilities.
In addition to the landscape analysis, KISAN II will release a request for applications to engage rice millers, particularly in the PMAMP’s zone/super zone areas, to increase the production and processing of medium/fine rice, thereby supporting the GON mandate to stem rising imports.
Expand the market for local rice: KISAN II held an initial dialogue with relevant project partners (cooperatives and rice millers) in Doti District this trimester to discuss a marketing strategy for Jorayal basmati (a potential high-value aromatic rice). In Trimester 2, KISAN II will organize a joint meeting between all relevant value chain actors, including rice farmers, cooperatives, millers, and municipality representatives, to plan further action.
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Share findings from studies and experience: This trimester, KISAN II completed a cost benefit analysis of the trader model for cold storage technology for vegetables, based on the practical experiences of Babu and Shahi Fruit and Vegetable Traders, a KISAN II grantee partner (see Text Box 2). Following the analysis, a supplementary MOU was signed between KISAN II and NSR, the official dealers of commercial refrigeration, to pilot two cold room/pack house operations within the KISAN II ZOI.
KISAN II also conducted a rapid study on the Text Box 2: Seeing is believing for hill district farmers feasibility of custom hiring centers—facilities where farmers or other interested individuals Cold storage can be a critical tool in terms of delivery of fresh produce when the price is right. To support can rent agri-machinery and get other related knowledge and uptake of this technology, KISAN II services to support their farming activities and brought representatives from Bheri Municipality, Narayan Municipality and the Agriculture Knowledge Center (AKC) mechanization. See below section on Activity of Jajarkot to see firsthand success of multi-chamber cold 2.4.2 (Increase access to mechanized services) room installed at Babu and Shahi Fruit and Vegetable Traders in Surkhet, which has been operational since for more details on this study. February 2019. The KISAN II-supported facility has helped Babu and Shahi increase business volume by 40%, improved price realization by 12.5%, and reduced Promoting systemic change: postharvest losses by 10%. A recent cost benefit analysis found the investment to be viable, with a relatively quick KISAN II continued its effort to address value payback period of 1.5 years. chain-specific constraints to bring about After seeing the facility and hearing this story, the systemic changes at the sector level. participants agreed that installing a pre-cooling system in Specifically, KISAN II focused on working Jajarkot and Dailekh markets could bring similar benefits. Following the visit, all of the municipal participants made a with private actors to develop basic grading commitment to invest in a private sector-run small scale and/or quality standards to promote price multi-chamber cold room in order to improve the vegetable market system in their respective districts. differentiation of vegetables based on quality. In addition to the partnership with NSR, KISAN II signed a strategic partnership with Krishi Tech Nepal Pvt. Ltd. to demonstrate the effectiveness of an affordable and portable maize dryer, a critical step which can significantly reduce the potential for aflatoxin contamination—a common risk and subsequent hindrance to expansion of domestic maize production for the feed industry. KISAN II is working to promote the use of this portable dryer at the farmer-level to address a major systemic constraint of the maize value chain, which is inadequate drying approaches or technologies that can help farmers reduce aflatoxin risk and thus, expand production to commercial levels and standards, in order to meet domestic feed industry demands. The dryer was demonstrated in five districts, generating huge demand from farmers, cooperatives, and PMAMP, which is now investigating the module. KISAN II is also working on goat sectoral constraints by collaborating with MOALD to develop and implement goat breeding strategy.
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Activity 2.1.5: Include an additional commodity for commercialization This trimester, three goat-related applications were approved and are being implemented, while five others are in the approval process. The partnerships cover the following broad interventions. • improve goat breed and breeding system • improve goat feed, feeding and forage production system • improve information and advice on goat health and husbandry practices • improve goat trade and marketing through small slaughterhouse operations
KISAN II is also in the process of finalizing an MOU with Hester Bio-sciences Pvt. Ltd. Nepal to promote thermostable vaccination to improve goat health and husbandry practices.
KISAN II partnered with the National Livestock Breeding Office (NLBO) and the Agriculture Information and Training Center (AITC) to expand artificial insemination (AI) services among goat farmers to improve quality of breed, by helping develop course curricula for future trainings. AITC will conduct three AI trainings for 36 technicians, planned in Khajura in December, in Bandipur in January, and in Buditola in March. AITC has agreed to print and disseminate the training manual on goat AI; and NLBO has agreed to: liquid nitrogen to relevant veterinary hospitals and livestock expert centers for semen storage. Two videos will be developed by Digital Green during this training – one for AI technicians (how to conduct AI, steps, and procedures), and another for farmers (how to detect heat, when to inseminate). Others will be housed in AITC and NLBO and will be disseminated to every technician trained in goat AI.
In addition, KISAN II supported the MOALD to conduct a public private dialogue on goat breeding strategy development in November with a total of 75 participants, including researchers, university professors, Federation of Nepalese Chambers of Commerce and Industry, NGO staff, provincial and federal governments, federations of Nepal’s Commercial Goat Farming Association, and boer goat farmers. The first half of the event focused on developing and implementing a goat breeding strategy, while the second half consisted of paper presentations from NARC, the Department of Livestock Services, Heifer International, and the private sector on their experiences and challenges in goat breeding. The goat breeding strategy will be aligned with the overall livestock development strategy being developed by MOALD. Furthermore, a chapter on goat rearing was included in KISAN II’s Module 6 of BLP, through which 4,035 participants were educated on improved goat rearing.
Sub-objective 2.2: Strengthen lead firms and other SMEs to support selected market systems
In order to track progress among private sector after nine months of partnership, KISAN II developed an assessment based on the Organizational Capacity Assessment Tool and Organizational Performance Index, wherein partners are assessed for effectiveness of business operations, efficiency, relevance to business, and sustainability of activities. Based on the assessment, KISAN II will strengthen partners’ capacity, modify or potentially expand partnership agreements, as appropriate.
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KISAN II staff visited private sector partners to support and strengthen their capacity. For instance, a cooperative in Bardiya lacked a comprehensive business plan. To address this, a technical team visited the cooperative to conduct a half-day session on cooperative business planning and lease-hold farming. In Surkhet cluster, the cluster team supported two partner cooperatives in preparing business plans, loan policies, and in conducting a PEARLS analysis—an approach to evaluate the adequacy of protection afforded to a credit union by comparing the allowance for loan losses to loan delinquency.
Activity 2.2.1: Strengthen partner firms and other SMEs to support selected market systems Improve and systematize production planning Due to poor production planning and management at the farmer level, farmers are not able to supply vegetables according to market demand. Thus, collectors, traders, and wholesalers have little incentive to establish backward linkages with smallholder farmers. To address this constraint, KISAN II developed the necessary content and training material to build the capacity of traders to better communicate demand schedules with farmers’ groups and cooperatives, and to run pre-season production planning sessions and post-season reviews.
Promoting inclusive development KISAN II is reviewing the partnership status/performance and its inclusiveness to support selected market system development. KISAN II will analyze how the GESI sub-populations of farmers and staff are performing compared to other groups. KISAN II will also develop a strategy to conduct a quick study to identify current status and gaps in private sector partnership implementation before the mid- term assessment in Trimester 2.
Sub-objective 2.3: Enhance financial services markets that serve selected market systems
Activity 2.3.1: Expand SME agribusiness lending and investment Facilitate farmer credit a. Wholesale loan To fulfill the increasing demand for loans by cooperative members, KISAN II facilitated linkages between selected partner cooperatives and potential wholesale lending organizations, like RMDC, Lagubitta Bittiya Sanstha, Agriculture Development Bank Limited, National Cooperative Bank Limited, RSDC Lagubitta Bittiya Sanstha, etc. KISAN II assisted interested cooperatives with the loan application process.
b. Interest subsidies on agriculture loan To help provide appropriate agriculture loans to eligible agribusinesses or agri-entrepreneurs, KISAN II signed an MOU with Sanima Bank in Year 2. As a result of this partnership, two farmers affiliated with Bhandari Agro-Vet (Palpa) have both received interest-subsidized agriculture loans of Nrs. 400,000 each. The farmers are using the loans for vegetable production, livestock herd expansion, and
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marketing. The subsidized loan applications of Indrakanya Agrovet Center (Nuwakot) and a farmer affiliated with Laligurans Multipurpose Cooperative (Dailekh) are currently being processed.
c. MOU partnership between partners and local Financial Services Providers (FSP) Since working with KISAN II, many private companies realized the importance of leveraging other private sector actors in the market system to deliver services efficiently to farmers. For example, Rupak Agrovet supplies input services to farmers, but realized the need to partner with three agricultural cooperatives to provide financial services to its customers. Similarly, five KISAN II partners facilitated partnerships with new private companies, benefitting 671 farmers. Details of these partnerships are listed in Table 8 below.
Table 8: Partnerships with FSPs Name of KISAN II Partner’s new No. of affiliated Number of Remarks partner linkages to FSPs groups linked with farmers who FSP gained access to financial services Laxmi Agrovet, Janajagaran 5 60 Surkhet SACCOs DAFACOS, NADEP MFDB Loan disbursed 4 76 Dadeldhura NRs. 8,56,999. Rana Agrovet, NADEP MFDB Loan disbursed 19 324 Kailali NRs. 1,16,82,000. Chetradai SACCOs; Unique Agro-center Krishi Multipurpose & Rupak Vet Cooperative; and 23 117 pharma Lokpriya Agriculture Cooperative Siddheshwor 368 members Mahara fruit and SACCOs 10 94 oriented on financial agrovret, Batadi literacy so far. Pilot crop insurance products for target commodities, including as embedded services within MFIs or other credit products.
KISAN II currently works with 51 cooperatives, serving 60,225 farmers. Out of the 51 cooperatives, only 14 are providing micro-insurance/assurance services to farmers in collaboration with Agricultural Development Bank Limited, Sana Kisan Bikas Bank Limited, and other insurance companies. To enable the remaining 37 cooperatives to provide micro-insurance/assurance services to farmers, KISAN II conducted a one-day orientation program on micro-insurance for interested partner cooperatives. The orientation was jointly organized with support from the Nepal Insurers’ Association. Representatives from 11 partner cooperatives participated, of which 6 committed to become insurance agents.
KISAN II plans to pilot crop and livestock insurance with partner cooperatives who become insurance agents. Providing insurance services to farmers will increase the revenue of cooperatives and more importantly, aid in securing loans provided by the cooperatives to member farmers.
The list of committed cooperatives includes: • Bihani Madhybarti Multipurpos Cooperative, Bardiya
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• Laxmi Sarswati Multipurpose Cooperative, Doti • Laligurash Multipurpose Cooperative, Dhailekh • Srijansil Saving and Credit Cooperative, Kanchanpur • Unnat Agriculture Cooperative, Kailali • Kasturi Multipurpose Cooperative, Jajarkot
KISAN II also organized an orientation meeting between Bindabasini Saving and Credit Cooperative Limited (BISCOL) and two private insurance companies (Siddhartha Insurance Company and Himalayan Insurance Company) to link farmers with insurance providers. Promote use of digital finance. a. Branchless banking (BLB) As part of an MOU signed with Laxmi Bank in Year 2, KISAN II is promoting BLB through three agrovet partners in Kavre, Dang, and Dadeldhura. BLB helps improve farmers’ access to financial savings and credit services through verified banking agents that operate from nearby businesses, such as agrovets. Thus far in Year 3, one farmer in Kavre has accessed a subsidized agriculture loan worth Nrs. 1,000,000 through a BLB membership enrollment being conducted in Dadeldhura this trimester. BLB agent to scale up commercial vegetable production and purchase agricultural machineries. As per bank records, the present status of BLB is presented in Table 9. Table 9: BLB status in Y3 T1 BLB activity Kavre Dadeldhura Dang Total No. of Accounts enrolled in system 120 120 159 399 Deposits of farmer through agent in NPR 47,612 447,512 0 495,124 No. of Loans submitted by agent 2 0 0 2 No. of loans approved 1 1
Key learnings from BLB implementation: • Internet facilities are needed to operate the transactions smoothly. For example, poor internet service in the locality of Janta Agrovet, a BLB service provider, hindered progress. The location has been shifted and the agent has invested in ensuring proper internet facilities. • If the agent and bank’s locations are too close, clients will prefer financial services from the bank rather than the agent.
Based on learnings to date, KISAN II identified four potential branchless banking agents in Kailali, Kanchanpur, and Jajarkot—all of whom have been oriented by branch managers of Laxmi Bank.
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b. Support partners to initiate digital finance service KISAN II entered into a strategic partnership with Prabhu Management to promote a digital package on core banking solutions (CBS) to cooperatives. As part of the MOU, Prabhu Management committed to provide discounted rates to KISAN II partner cooperatives who want to adopt their CBS package. CBS ensures accurate and error-free delivery of financial services to customers, thus enhancing the cooperatives' efficiency and performance. CBS also supports the smooth operation of SMS-banking, internet-banking, and debit card service to members. Thus far, KISAN II has provided the list of 51 cooperatives interested in adopting the digital package to Prabhu Management. Consequently, Prabhu Management approached 27 cooperatives to discuss the digital package; 20 cooperatives are negotiating with Prabhu Management, two cooperatives (Kanchanpur and Dadeldhura) are finalizing their agreements, and one cooperative (Gulmi) has signed the agreement.
Activity 2.3.2: Expand access to rural credit Coordination meeting with microfinance institutions (MFI), banks, grantees and farmers KISAN II organized a coordination meeting between microfinance institutions, banks, grantees, and farmers in November in Nuwakot. Participants included representatives from KISAN II partners (Indra Kanya Agro Center and Khanidevi Sana Kisan Krishi Sahakari Sanstha), Forward Community Microfinance, Asha Laghubitta Bittiya Sanstha Limited, Samudiyak Laghubitta Bittiya Sanstha Limited, and Jyoti Bikash Bank. During the meeting, KISAN II partners provided their farmers’ group details to the microfinance institutions to link beneficiary farmers with respective micro-finance institutions. Commercial farmers were linked with Jyoti Bikash Bank for access to interest subsidized loan.
Conduct gap analysis on rural credit supply and demand KISAN II is currently analyzing financial data captured by the FY19 farmer survey to identify the demand and supply of rural credit among beneficiary farmers. Following the gap analysis, KISAN II will organize a roundtable discussion with “B” class banks and selected project partners to devise a way forward on how to provide rural credit to those farmers who lack access. KISAN II is targeting “B” class banks because they are development banks with an objective of serving public interest, which work directly with farmers and offer better saving and credit options than typical banks.
Training to cooperatives KISAN II worked with partner cooperatives to identify and prioritize their needs, and to help them prepare action plans. Based on the action plans each developed, various capacity building trainings were conducted. KISAN II provided personalized one-on-one coaching to the cooperatives (details in Table 10), with an emphasis on those cooperatives working for rural women and marginalized groups.
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Table 10: Number of trainings conducted by partner cooperatives to date as of Y3T1 Cluster Number of coop. Male participants Female Total coop. trainings to date to date participants to training date participants to date Banke 878 5,813 14,794 20,607 Kailali 343 1,338 7,574 8,912 Surkhet 0 0 0 0 Kapilvastu 587 4,538 5,971 10,509 Dadeldhura 684 1,808 13,374 15,182 Dang 899 4,155 17,164 21,319 Total 3,391 17,652 (23% total) 58,877 (77% total) 76,529
This trimester, cooperatives across KISAN II’s clusters were trained in a Text Box 3: Cooperative complements financial services with agricultural support to members for a win-win range of relevant topics. Fourteen cooperatives across five clusters Business was not great for Unnat Cooperative in Tikapur, with stagnating membership and limited services. As a business received business plan training; seven focused solely on providing financial services (mainly savings and cooperatives from three clusters loans), KISAN II helped the cooperative’s management team understand the business potential of integrating agricultural and received loan-related training (i.e. marketing services into their financial services package. developing agri-loan products, Unnat started to promote the production and marketing of documenting wholesale loans, or vegetables and rice to their members through technical trainings, demonstrations, field days, and meetings with vegetable and rice orientation on subsidized loans); 19 traders. To support vegetable marketing for their members, the cooperatives in six clusters were cooperative established a marketing outlet in Tikapur market and established links with several vegetable traders from further-flung trained on general cooperative policy markets. and management; and nine Initial sales of fresh vegetable from the newly opened outlet were cooperatives from two clusters Nrs. 30,000 (USD 265) per month. Since expanding their received accounting and financial services, Unnat’s membership has increased by 42%, and their annual financial transactions have also increased by 11% overall. literacy training. Text Box 3 shares the According to the cooperative’s manager, Mr. Kamal Thakulla, progress of one trained cooperative, “Earlier, we were totally unaware of the value of integrated agriculture services with financial services. Leaning from KISAN II which recently expanded into has helped us develop good relationships with members, whose agricultural services. income has increased.”
Additionally, KISAN II plans to organize financial and resource management training, and a loan product development and business plan preparation workshop in Trimester 2 for a group of cooperatives selected based on their
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willingness and capacity to convert finances into profit making centers, their membership base, and their cash flow, among other factors.
Activity 2.3.3: Promote group savings and credit activities and link to MFIs, Saving and Credit Cooperatives (SACCO) Saving and credit activity at the farmers’ group- level is a key intervention to increase farmers’ access to financial services. KISAN II supported the technical staff of project partners to promote group saving and credit at the farmer-level. Beneficiary farmers were trained on group-based saving and credit, resulting in 5,049 farmers starting group-based saving and credit activities. (District breakdown is provided in Table 11, below).
Table 11: Savings groups by cluster Cluster Groups Members Dang 24 441 Dadeldhura 101 2,382 Kapilvastu 91 1,976 Surkhet 10 250 Total 226 5,049
Sub-objective 2.4: Enhance market infrastructure and other services to support selected market systems
Market infrastructure, such as storage facilities, marketing facilities, and custom hire centers provide a much-needed boost to farmers by providing a bridge that connects them to the market. These supporting systems also relay critical market information back to the farmers, which allows them to adapt their agriculture practices to market needs.
Activity 2.4.1: Expand access to safe and cost-effective storage and warehousing A ZECC is a type of evaporative cooler. It is a simple and inexpensive way to keep vegetables fresh without the use of electricity. Evaporation of water from the surface removes heat, which can improve vegetable storage and shelf life.
This year, 11 ZECCs were constructed—through cost-share between KISAN II partners and external sources—to reduce post-harvest losses and have a positive impact on farmers’ income. One ZECC was constructed by Jaganath Agri Coop in Baitadi, Dasrathchand Municipality, four by Prasamsha Tarkari Pasal in Doti, Singh Rural Municipality, and six by Indrakanya Agrovet in Belkotgadi, Nuwakot. Bindhavasini Saving and Credit Cooperative is also constructing a ZECC in Bethanchok Municipality.
NSR, an MOU partner of KISAN II, conducted a one-day technical workshop on cold chain management in Kathmandu in August for 31 private actors representing various cooperatives, agro- industries, and vegetable traders, as well as KISAN II and USAID representatives. Led by proprietors
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of NSR, the workshop contained technical presentations on the value and science behind establishing and properly managing cold chain facilities.
Mr. Prabal Shahi, a KISAN II grantee and a client of NSR, shared his positive experience operating a cold room, which will be paid off in 1.5 years, largely through reduced post-harvest losses.
Carrier Commercial Refrigeration, NSR, and KISAN II held a meeting after the successful workshop to chart a way forward and agreed that Carrier-India and KISAN II would pilot two pack house/cold room operations in KISAN II ZOI. An MOU to this effect has been signed and appropriate locations for the pilot sites are being explored by both NSR and KISAN II.
Besides cold storage, another key approach for helping farmers effectively manage storage and warehouse of produce is inventory credit. Many farmers struggle to capture and benefit from price differentials during lean and peak seasons (especially for cereals). During peak harvesting period, farmers fetch a low price for their commodities due to excess supply. However, over time, the price spikes as supplies dwindle. Despite knowing this fact, most farmers sell their produce almost immediately due to lack of storage structures to safely and efficiently store their grains, and their urgent need for financing to purchase inputs for the next crop cycle.
IC is a proven instrument to help farmers, traders, and processors obtain finance secured by goods deposited in a warehouse. With an IC scheme in place, instead of selling produce immediately, the farmer can deposit produce in the warehouse and obtain credit of up to 70% of the collateral’s value, which can be used to fund consumption needs and inputs for the next season. The warehouse operator uses the stored grains in the warehouse as collateral, thus giving farmers flexibility to determine when their produce can be sold, in order to maximize their economic returns.
KISAN II held a meeting with eight representatives from Sana Kisan Krishi Cooperative, Manahari (a KISAN II grant partner) to discuss piloting an IC scheme. Sana Kisan’s management agreed to the viability and need for such a scheme and committed to organizing lead farmers to share this idea at their upcoming general assembly. With lead farmers’ and shareholders’ consent, an MOU will be signed to pilot IC at Sana Kisan.
IC is an established system that has stimulated agriculture and agribusiness development- with proven models in Africa and parts of South Asia. However, it is a new concept in Nepal and merits a pilot study to determine the costs, benefits, and viability for respective actors associated with this new system. KISAN II is actively looking for partners who would be able to pilot IC schemes.
Activity 2.4.2 Increase access to mechanized services KISAN II continued to promote farm-mechanization in the ZOI through its private sector partners. Considering that many partner cooperatives have received significant subsidies for mechanized equipment in the past and are operating – or considering establishing - custom hiring centers from which farmers can rent out agri-machinery, KISAN II conducted a rapid feasibility study and breakeven
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point analysis on custom hiring centers The findings will be applied when piloting cooperative-based custom hire businesses in Year 3. The findings of the study indicated that all the custom hiring centers (both private companies and cooperatives) lacked cost benefit analyses and were unaware of their profit margins, which affected both the companies and the farmers. There was a heavy reliance on government for subsidy to open custom hiring centers. Thus, it is recommended that all centers conduct cost benefit analyses for each type of farm machinery before investing further, to confirm worthiness of investment and to prevent significant losses.
In Bardiya District, to increase awareness and promote agri- machineries crop production, Modern Agriculture Farm, a custom hiring center, conducts demonstrations and provides rental services to farmers of machinery tools, like seed drills for dry direct seeded rice, an alternative technology for rice production; line sowing in lentils; and laser land levelers for land reconsolidation and precision leveling. In addition, Modern Agriculture Farm provides services using reapers and threshers on rice. In this trimester, this firm procured a combine harvester for harvesting rice, maize, and wheat and is delivering services to the farming community.
Activity 2.4.3 Improve grading, testing, and standards adherence services In the vegetable sector, there is a lack of product differentiation based on quality and standards. This is largely due to the absence of any vegetable-related grading and quality standards in the country. To address the issue, KISAN II shared a draft grading standard for six vegetables (okra, broccoli, cauliflower, tomato, capsicum, and cabbage) with Safe Food Alliance, a private sector representative. Based on feedback received, KISAN II is working to develop a simpler version of grading and quality standards that is relevant, applicable, and meets the requirements of the private sector. The standards will be developed considering the current status of product differentiation and pricing in Nepal’s vegetable sector. KISAN II team is in negotiations with Safe Food Alliance, a newly formed informal consortium of organic producers and marketers, to finalize a strategic partnership to develop and implement voluntary standards in the vegetable sector.
In addition, a vegetable pack-house consultant has also been hired to develop postharvest guidelines for a list of identified vegetables which have the potential to benefit from price differentiation based on improved postharvest management. Following the postharvest guidelines, the consultant will also develop a design, management and operation guideline of a vegetable pack-house for selected partner cooperatives, in addition to providing some relevant support on KISAN II’s cold storage activities, as appropriate.
Activity 2.4.4 Improve access to market information services KISAN II conducted a meeting with Akash Mass SMS in Kathmandu to explore the opportunities to pilot agri-extension/marketing using SMS. Akash Mass SMS provides its clients with the option to run campaigns and competitions to engage their customer base along with providing information on new products and services.
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A pilot is being proposed in Surkhet, Banke and Kapilvastu Clusters to check the effectiveness of agri- extension delivery as well as the economic viability of rendering such a service through the private sector.
Activity 2.4.5 Expand availability and use of business and training services KISAN II conducted a detailed analysis of all partner cooperatives to identify their constraints and developed an action plan for each cooperative. Based on the action plan, various tailored capacity building and linkages have been developed.
KISAN II is developing an assessment for non-cooperative partners to identify their gaps. In the upcoming trimester, the assessment will be conducted, and an action plan developed for each partner. Based on the requirement identified, KISAN II will approach Business Development Service firms to strengthen the capacity of our partners. KISAN II will also identify women and youth led private sector partners to strengthen their capacity in women entrepreneurship and leadership skills training in second trimester. The model will be replicate in other cooperatives and the institution.
Sub-objective 2.5: Expand trade in domestic and regional markets to support agricultural market systems development
Activity 2.5.1 Identify opportunities for import substitution KISAN II worked with local traders to gather basic market information about vegetables in Attariya and Mahendranagar markets. After analysis of the data received, KISAN II will disseminate the findings among traders and farmers to better help them identify and capitalize the opportunities for local vegetable production and sales. (See Component 3, Activity 3.2.2: Assess enabling environment for public and private sector investment in infrastructure for an update on KISAN II’s efforts in the rice sector.)
COMPONENT 1: IMPROVE THE PRODUCTIVITY OF SELECTED AGRICULTURE MARKET SYSTEMS Most of the smallholder farmers in KISAN II’s ZOIs are not yet producing at commercial levels. KISAN II aims to increase production and productivity by ensuring a consistent supply of quality inputs and agricultural support services to smallholder farmers through a private sector-led approach. KISAN II focuses on capacity building of farming households through the private sector’s extension workers and expert staff.
Under Component 1, KISAN II engages with provincial government leaders and USAID-funded projects, such as Suaahara II, NSAF, SABAL, PAHAL, and iDE to identify possible areas for collaboration. KISAN II and Suaahara II have exchanged work plan activities for the coming year and
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have identified possible areas for collaboration, including developing a ‘climate smart model village’ and disseminating training materials to farmers in areas of overlap.
KISAN II actively coordinates with province-level counterparts by serving on task forces for the surveillance, monitoring, and management of FAW. This trimester, KISAN II conducted one province- level training of trainers (TOT) on identifying and managing FAW to provincial officers, private sector partners, and KISAN II staff in Surkhet. (See Collaboration with GON section.)
KISAN II also works closely with private sector partners towards intensification and commercialization of agriculture. KISAN II staff collaborate with NSAF staff for the joint implementation of demonstrations for new varieties of rice, maize, and lentils. KISAN II staff continuously work with grantee staff to enhance their technical capacity to produce cereals and vegetables, supporting them through group formation, training, and implementation of demonstrations at farmers’ fields. KISAN II also builds private sector staff’s capacity to manage and implement grant activities, this trimester, through one TOT and two refresher trainings.
Sub-objective 1.1: Facilitate intensification and diversification of male and female farmers and socially excluded groups into higher-value commodities
Activity 1.1.1: Form farmer groups, inclusive of women, youth, and marginalized groups
During this trimester, KISAN II enrolled 12,580 individual farmers (80% female, 20% male) to participate in KISAN II program activities. During Group formation is facilitated by Shikha Agrovet Trimester 1, KISAN II supported the formation of Centre, Bardiya. 482 farmer groups, which help efficiently deliver services and communication for agricultural product collection and transportation. Through private sector partners, KISAN II enhances the capacity of these farmers’ groups through training, demonstrations, and field days in order to help farmers produce high-value commodities. Partners specifically ensure inclusivity by promoting participation of women in farmers’ groups. The groups are encouraged to buy quality inputs in bulk and accumulate their produce for collective marketing. Trainings are designed for both literate and semi-literate participants, with practical sessions included wherever possible.
Sub-objective 1.2: Strengthen the capacity of input supply systems to deliver timely and affordable productivity-enhancing technologies
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Activity 1.2.1: Strengthen capacity of agrovets to deliver quality inputs and other services When agrovets provide extension services to farmers, their sales and their client base tends to increase. However, most of KISAN II’s private sector partners lack the agronomic knowledge to provide the quality extension services farmers need. Therefore, KISAN II focuses on strengthening the technical knowledge and extension skills of its private sector partners.
This trimester, KISAN II staff conducted a TOT for 30 private sector agrovet extension staff (15 male, 15 female) from nine agrovets in Taulihawa, Kapilvastu. The TOT integrated GESI and SBCC approaches into agronomic skill development, in order to provide participants with a better understanding of how integrating GESI into agriculture through a behavior change approach is good for business and good for farming households. The training also highlighted the effectiveness of integrating Participants learn post-harvest grading practices during these cross-cutting themes and the role and refresher training. responsibility of extension staff in grant implementing. Participants learned various agriculture production technologies and practices suitable for hill and terai locations.
Also this trimester, two refresher trainings were conducted for 60 existing private sector staff (31 male, 29 female) to review progress, share field experiences and challenges, and agree upon improvements for the remaining period of the project. Practical sessions enhanced participants’ technical knowledge and extension skills and gave them a better understanding of a behavior approach in technology adoption, as well as gender and social inclusion.
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Activity 1.2.2: Enhance input supply to farmers through outgrower schemes and cooperative membership During the reporting period, one agrovet and three cooperatives were able to reach 4,950 farmers with improved quality inputs and extension services through outgrower schemes. To strengthen input management and delivery systems, Jaljala Agriculture Cooperative was linked with Acharya Agro- firm (a wholesaler agrovet) in Bardia District, which led to the cooperative supplying all necessary agriculture inputs in bulk to its Inputs are sold at an outlet of Jaljala Agriculture Cooperative. member farmers.
Jaljala Cooperative opened mini outlets within the cooperative to supply the required inputs to their farmers, thus improving access of quality inputs to its members. The cooperative is also linked with GATE-Nepal (a seed company based in Kohalpur, Banke) to source high quality cereal seeds, such as rice, maize, and lentil.
Similarly, Aatmanirbhar Cooperative in Bela, Kavrepalanchok strengthened its agro-outlet for the proper sales of agri-inputs, in addition to installing accounting software for improved record and account keeping.
Plant health clinic campaign: KISAN II encourages its partner agrovets to Aatmanirbhar Cooperative in Bela sets up an agro-inputs expand their outreach services to their customers outlet. based on need. One such activity is the “plant health clinic campaign,” through which officers and technicians with knowledge in plant protection are deployed to identify issues and provide plant protection advice to farmers at the community level.
In Trimester 1, Patikhoriya Agriculture Cooperative of Kavrepalanchok District conducted two plant health clinic campaigns in Kavrepalanchok. Farmers A plant clinic is held by Patikhoriya Cooperative in Kavre.
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brought disease-infected vegetable crop samples or pest samples for examination by Mr. Rit Kumar Sharma (National Integrated Pest Management (IPM) Trainer), who then recommended possible curative and preventive measures. Farmers shared that receiving live plant clinic support at the community level was very effective for getting immediate solutions to their pest problems and to gain overall insight on crop management.
Activity 1.2.3: Expand development, dissemination, and adoption of IPM IPM is becoming a widely accepted approach for safe food production. KISAN II promotes IPM technology to reduce the use of pesticides through training and demonstrations, and by building capacity of project and private sector staff on IPM through TOTs. Trained staff then further disseminate IPM knowledge through one-day trainings at farmers’ fields. KISAN II encourages private sector partners involved in vegetable production to adopt IPM practices for safe food production. This includes introducing IPM technologies, such as the use of bio-pesticides and pheromones for insect trapping, which have been found to be very effective in farmers’ fields. KISAN II regularly coordinates with iDE on IPM-related activities. During this trimester, KISAN II’s partners facilitated 95 IPM trainings covering 1,668 households and 26 Good Agricultural Practices (GAP) trainings covering 412 farmers. Similarly, private sector partners conducted 137 demonstrations on IPM. KISAN II produced 10,000 copies of IPM booklets, which were disseminated directly to farmers’ groups.
Sub-objective 1.3: Increase adoption of profitable, productivity-enhancing, and climate-smart technologies by all groups, including youth, women, and disadvantaged groups
Activity 1.3.1: Continue consultations and coordination with NSAF, iDE, and other donor and GON projects to catalogue and share training materials KISAN II developed, printed, and distributed a total of 20 farmer-friendly extension materials on improved agriculture practices, and shared them with private sector partners. Topics covered in the extension materials addressed low productivity, crop protection, post-harvest packaging, unsafe pesticide applications, and storage grain pests, and other issues. All materials produced by KISAN II for farmer groups included simple instructions for cultivating and harvesting practices of target commodities. Materials incorporated pictorials, which were easy-to-understand and adopt by farmers. The materials were also shared with Suaahara II and other USAID projects. In response to FAW, KISAN II, through its private sector partners, developed and disseminated a one-pager for affected farmers and communities outlining recommended practices from the national FAW task force.
KISAN II engaged in a tripartite agreement with Helambu Rural Municipality and Suaahara II to develop Gaonkhet Farmers Group as a “climate smart model village.” To do so, the rural municipality will contribute Nrs. 400,000 against Nrs. 100,000 from Suaahara II for construction of plastic houses for off-season vegetable production. KISAN II will provide technical support on the construction of the plastic house and on crop production technologies.
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Activity 1.3.3: Develop locally produced training videos In the KISAN II model, extension activities are a key activity to pass on knowledge and technologies to smallholder farmers. Input suppliers, mostly agrovets and cooperatives, are adopting a video- based extension approach to educate farmers and expand their outreach and business. KISAN II enhances the extension capacities of private sector partners to boost the quality of the services and outreach they provide, to strengthen the overall market system. KISAN II aims to support private sector partners in producing 51 community videos,
and disseminate them to 51,000 farmers through Dhulikhel Municipality’s ward chairperson participates in agrovets, cooperatives, and municipalities. video preparation.
In Trimester 1 of Year 3, KISAN II’s target was to produce at least 10 videos and reach 10,000 farmers. In total, 24 videos were produced on various agriculture and business-related topics, reaching 7,673 farmers at over 300 video dissemination events.
The process began with video production training facilitated by Digital Green to 34 participants from 24 private sector partners from 18 districts. The training program focused on pre-production (actor selection, location scouting, storyboarding), production (camera angles and frames), and post-production (editing)
techniques. Out of the 24 new videos, six were Videos are disseminated during a Ujyali BLP class in Bikrampur Rajapur -6, Bardiya. produced by Bagchaur Municipality in Salyan. Earlier in Year 2, KISAN II supported the municipality with production and dissemination training, as well as video equipment to support their video-based extension efforts.
Also this trimester, 52 participants representing 41 private sector partners from 18 districts received video dissemination training, focused on facilitation techniques and management of Pico projectors, speakers, and video file management. During this trimester, KISAN II organized 338 video dissemination events for farmers’ groups and BLP classes, reaching a total of 7,673 farmers (83% women). After seeing the videos, farmers stated increased confidence to adopt the shown technologies. (See Text Box 4.) Video dissemination sessions were conducted using a “pause-and-reflect” method in which the facilitator. Video dissemination training will continue to be incorporated into future BLP classes in the coming year.
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Activity 1.3.4: Conduct demonstrations, field days, and exposure visits To increase adoption of new technologies and practices, private sector partners Text Box 4: Business literacy program participant ‘learns by seeing’ through video dissemination conducted crop production and management demonstrations in farmers’ Belmati Chaudhary is a 30-year old participant in KISAN II’s two- month business literacy program (BLP) in B-Gaau, Banke. fields. These demonstrations are key extension tools for technology “In BLP, I learned many new things about improved production dissemination among the farmers and are technology, harvesting, grading, packaging and marketing. The videos shown in between the sessions were eye opening for me also useful for creating input demands for because I could see how things are done in the field, how fields agrovets. Private sector staff conducted a are prepared, how seeds are planted, and how organic pesticides total of 1,480 demonstrations on IPM and IPM technology are used. I also saw how simple IPM tools can increase yields.” technology, manual weeding machine, super grain bag, seed drill, plastic Now, Belmati knows many new things. For example, one video mulching, post-harvest technology, showed a JTA from Sidhha Agrovet sowing rice seeds in a nursery, highlighting the importance of keeping seeds in water for improved seed variety, and improved crop 24 hours, and then covering with gunny bags for 48 hours to production and management practices. germinate. She shared this knowledge with her in-laws, and, for These demonstrations were conducted in the first time, they accepted her farming knowledge and involved her in sowing the rice seeds in their fields. “Now, I am very happy” lead farmer's fields. says Belmati.
KISAN II conducted joint demonstrations with NSAF in Banke, Kapilbastu, Palpa Kailali, and Dang Districts on new varieties of rice and maize, in order to promote the new seed varieties through private sector partners of both NSAF and KISAN II. Demonstration guidelines were jointly developed and implemented in farmers’ fields. Similar joint planning and joint demonstrations were done with NSAF to promote lentils and winter maize varieties.
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Participants observe plastic mulching and netting for bitter gourd Farmers’ field day is organized by Siddharta production during a farmers’ field day. Agri-Center in Dang.
During this trimester, private sector partners conducted 99 field days, in which neighboring farmers gathered to observe innovative and improved technologies and management practices applied by lead farmers. Ward chairs and officials from municipality-level agriculture units were also invited to participate, and they shared their observations and positive feedback regarding the promotion of improved agriculture technologies and management practices in their jurisdictions. Farmers who participated in the field days interacted with host farmers to understand the benefits of improved technologies and improved seed varieties. Farmers directly observed the differences (i.e. improved productivity and production) between their existing practices and improved techniques.
Activity 1.3.5: Expand access to irrigation Irrigation is a key factor for increasing agricultural productivity, and consequently, farmers’ incomes. KISAN II promotes proven irrigation technologies, like shallow tube wells, lift irrigation, solar irrigation, canal maintenance, water harvesting tanks, and multi-use water systems. During Trimester 1, a total of 22 irrigation schemes were installed in 10 districts based on needs identified by private sector partners, prioritizing those in less Example of a shallow tube well in Kanchanpur District. commercial areas with the potential to reach more users. Schemes were selected based on water availability and geographic location of farmers’ settlements (hill or Terai), and most schemes were implemented in collaboration with local palikas, who
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then take more direct ownership of the irrigation schemes. KISAN II links private sector partners with palikas for maximum leveraging of resources.
Out of 22 schemes, 10 schemes were implemented through farmer cost-share with seven private sector partners, and 12 schemes were implemented by KISAN II, as recommended by private sector firms working in the area. Out of the 12 schemes implemented by KISAN II, eight were implemented in commercial areas and four in non-commercial areas, per KISAN II guidelines. Altogether 409 households gained irrigation facilities from these 22 schemes, which covered 60.17 ha of land. A total of Nrs 1,093,470.24 was leveraged from palikas and farmers’ groups towards these schemes, while KISAN II contributed Nrs. 1,003,450.
In the areas where KISAN II and private sector firms installed the irrigation systems, KISAN II facilitated 44 trainings on operation, repair, and maintenance for 44 groups, reaching 833 farmers. After installing the irrigation schemes, private sector extension workers encouraged farmers to grow high- value crops in their fields by providing technical training, demonstrations, and other support for the production of high-value vegetables. The below tables outline KISAN II’s irrigation achievements (Table 12) and irrigation coverage and external leverage (Table 13) from this trimester.
Table 12: Irrigation achievements in Y3 T1, by type of scheme
Irrigation Method
Shallow Water Lift Lift Canal MUS Pipe Solar lift tube well storage irrigation irrigation rehabilitation only tank with (electric (diesel pipes motor) pump) Total 2 1 4 9 1 1 3 1 22
Table 13: Households, coverage, and leverage amount for Y3 T1 irrigation schemes
Total HHs Total Total covered by Total Area Leverage KISAN II cost amount schemes schemes covered (ha) amount (Nrs) (Nrs) (Nrs) Total 22 409 60.17 1,093,470 1,003,450 2,096,920
COMPONENT 3: STRENGTHEN THE ENABLING ENVIRONMENT OF SELECTED AGRICULTURE MARKET SYSTEMS Under Component 3, KISAN II works closely with government at the federal (MOALD, among others), provincial and municipal levels and with private sector organizations like the Association of Nepalese Rice, Oil and Pulses Industries (ANROPI) and the Federation of Woman Entrepreneurs' Association of Nepal (FWEAN). KISAN II’s enabling environment team works on activities that: (1) address critical constraints that impede the development of well-functioning market systems, add undue costs to actors across a market system, and create disincentives for investment at all levels of selected market systems;
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(2) reinforce KISAN II interventions across other objective areas; (3) have the potential to accrue time and labor savings, cost reductions, and enhance reach and value of benefits to women, youth, and marginalized groups; and (4) integrate KISAN’s best practices (i.e. private sector models in rice, maize, and vegetables) into MOALD’s annual program for wider scale up.
Sub-objective 3.1: Build capacity for streamlining, harmonizing, coordinating GON policies and regulations
Activity 3.1.1: Develop policy support agenda with GON After extensive discussions with different agencies within the GON during Year 2, KISAN II initiated two policy support activities: 1) drafting two technical regulations required for effective implementation of Food Laws, in line with international best practices; and 2) drafting Agribusiness Promotion Rules required to implement the Agribusiness Promotion Bill, once it is passed as an Act. KISAN II continued its efforts to complete these activities in Year 3.
Following a bidding process this trimester, PACE Nepal was selected to undertake an assessment linked with the drafting of two food safety-related technical regulations, in support of the Food Laws Enforcement Authority’s Department of Food Technology and Quality Control (DFTQC). The two regulations to be drafted are a licensing and registration of food business regulation, and an import- export inspection and certification regulation.
The assessment is expected to begin in early December 2019, with draft regulations ready for stakeholder consultations and public private dialogues (PPDs) by the end of next trimester. In the meantime, KISAN II has already requested that the Director General of DFTQC initiates the process of forming technical committees and task forces to lead and oversee the process of drafting these regulations.
The Ministry of Law, Justice and Parliamentarian Affairs returned the Agribusiness Promotion Bill to MOALD, which then made a series of changes, including removing legal provisions for the dispute settlement process required for contract and lease farming, and also condensing other provisions, resulting in a less comprehensible Bill. Following these revisions, the KISAN II team and Agro Enterprise Centre (AEC) of the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) jointly engaged with the Secretary of MOALD to recommend further reshaping of the Bill. MOALD expects to make some modifications, if possible, and take the final Bill to Parliament in the upcoming winter Parliamentary session. KISAN II is positioned to assist MOALD in drafting Agribusiness Promotion Rules, which are required to implement the Bill, once it is passed as an Act. Both KISAN II and AEC are continuously following up on these policy developments.
KISAN II is jointly working with Sahaj (the Nepal Agricultural Market Development), convened by the Joint Secretary of MOALD (Livestock), towards the development of a Goat Breeding Strategy. In May
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2019, the three parties agreed that Sahaj would hire a consultant to prepare a draft Goat Breeding Strategy and subsequent action plan. Then, in late June 2019, a Goat Working Group (GWG) was formed, including representatives from KISAN II and Sahaj, as well as NARC, Department of Livestock Services, Federation of Goat Producers Association of Nepal, Himalayan College of Agricultural Sciences and Technology (HICAST), Kishan ka Lagi Unnat Beubijan Karyakram, and National Livestock Improvement Project. Since it was formed, the GWG has met regularly, in addition to a PPD organized by KISAN II in November to discuss the draft strategy. Following incorporation of feedback from the PPD, the GWG is expected to finalize the strategy and submit it to MOALD for adoption in Trimester 3.
An important task included in KISAN II’s Year 3 AWP is to support the review of existing policies for PSE and to draft new national PSE Guidelines. This activity was officially endorsed by the Joint Project Steering Committee at their meeting held in October. KISAN II and the World Bank are currently discussing how to jointly support MOALD in the preparation of these guidelines. Next trimester, KISAN II will initiate the process of developing SOWs for the consultant team on this task.
Activity 3.1.2: Engage private sector advocacy groups in policy dialogue In Year 2, KISAN II engaged the FWEAN to conduct as assessment identifying gaps and constraints limiting women’s engagement in agribusiness, and to conduct a PPD in Kathmandu for policy-makers and key stakeholders from GON and private sector. This trimester, FWEAN completed the field survey, held discussions in three proposed districts of Province 3, and submitted a draft assessment report in September 2019. The study identified key issues and challenges, such as political favoritism to access the resources, government’s new policies about the tax system, gaps in women entrepreneurship development, and low investment in livestock for women and marginalized groups. In coordination with KISAN II, FWEAN will organize a PPD. Advocacy material as well as discussion outputs will be utilized by FWEAN for further policy advocacy with planners and policy-makers at the federal and provincial government levels.
Similarly, to strengthen the capacity of ANROPI to advocate for favorable policies that boost investments in Nepal’s rice mills, an MOU was signed in July 2019 with ANROPI to collaborate on KISAN II’s landscape analysis of the rice mill industry (Activity 3.2.2) currently underway and expected to be complete by January 2020. ANROPI has committed to conduct one federal level evidence-based PPD meeting based on the outcome of the study, bringing together relevant government agencies, including policy-makers and representatives from the private sector, such as rice millers and commodity association members, traders, financial institutions, development partners, etc. Outputs from the PPD will be used by ANROPI for further advocacy and dialogue with GON in order to introduce policy reform measures required to improve rice milling in Nepal.
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Sub-objective 3.2: Improve investments, management, and governance (e.g. standardization) of infrastructure
Activity 3.2.1 Develop a menu of proven post-harvest technologies and infrastructure Building off a partnership initiated in Year 2, KISAN II is collaborating with two government agencies the Center for Agricultural Infrastructure Development and Mechanization Promotion (CAIDMP) and the Center for Crop Development and Agro-Biodiversity Conservation (CCDABC)—to prepare a menu of proven technologies for rural grain storage and grain dryers for rice and maize. The objective of the menu is to prepare a roster of technical information available and successfully adopted post-harvest technologies or infrastructure associated with maize and rice drying and storage. This can facilitate the selection of suitable technologies to promote at the provincial and local government levels for farm-level use.
This trimester, KISAN II held a field visit to three sites (Jhapa, Morang, and Sunsari) to observe some successfully adopted dryers and storage infrastructure. KISAN II also established contacts with the International Rice Research Institute, the Feed the Future Innovation Lab for the Reduction of Post- Harvest Loss /Kansas University, and NARC to facilitate information sharing. KISAN II also sought help from the Nepal Agriculture Machinery Entrepreneurs Association and select Nepalese manufacturers and distributors of dryers and storage facilities to collect information required for the menu development. KISAN II completed the process of information collection this trimester and is now engaged in designing and developing the menu itself, which should be drafted by the end of December 2019. After an extensive joint review by KISAN II’s expert team as well as CAIDMP, and CCDABC, the menu will be finalized by the end of Trimester 2.
Activity 3.2.2: Assess enabling environment for public and private sector investment in infrastructure KISAN II undertook a pilot program to examine the prospect of establishing and operating community or cooperative-level grain warehouses to provide services to farmers, including inventory credit facilities in KISAN II’s ZOI. After a series of scoping assessments, the Component 2 team identified the Small Farmers Cooperative Society (SFCS) in Manahari Rural Municipality of Province 3, as a cooperative with keen interest to take up the pilot program. KISAN II’s Component 2 team prepared a draft MOU with SFCS for the pilot, which would include construction of a grain storage facility and operation of a warehouse receipt services to its member farmers. Once the MOU is signed and the SFCS begins the warehouse construction work, KISAN II’s Component 3 team will support SFCS in developing the service guidelines and package of practices required for storage services. (See Component 2.)
In Year 2, KISAN II initiated a study to develop a comprehensive landscape of Nepal’s existing rice mills. The purpose of this study is to identify issues rice mills face in upgrading and diversifying their milling facilities and to recommend reform measures that can help promote, upgrade, and enhance competitiveness and viability of the existing rice milling industry to process medium and fine varieties.
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Through a bidding process, KISAN II selected Business Promotion Research & Communication Pvt. Ltd. (BPRC) to conduct the study. BPRC began the field survey and focus group discussions in September and has already completed surveys of around 75 rice mills with milling capacity between 1 to 5 tons per hour along the major grain belts of Nepal (Terai and inner Terai). The study team plans to complete survey work by the end of November and will submit the study report by mid-January 2020.
Activity 3.2.3: Support participatory administration of infrastructure and planning
Provincial/municipality level Preparatory work is ongoing for a training to be held next trimester in Provinces 3 and 5 for provincial officials on agriculture-related program planning, approving, investing, monitoring, and evaluation. Preliminary discussions on this training were held between KISAN II and the Secretaries of MOLMACs in both provinces. To enhance sustainability and usefulness of the training, KISAN II is intentionally involving provincial level agri-training centers and nearby AKCs, along with a hired technical sub-contractor, to enhance the government’s future capacity to host similar trainings beyond the life of the project period.
Federal level In Year 2, KISAN II initiated the process of organizing a tailor-made training program on agricultural policy analysis for ten senior officials from MOALD and explored the possibility of organizing it in either India or Thailand. After intensive consultations, MANAGE India (formerly National Institute of Agricultural Extension Management), which is responsible for the Feed the Future India Triangular Training program for the region, agreed to organize a 15-day specialized training program for GON officials in January 2020, based on course requirements suggested by MOALD. Invitation letters were received from MANAGE India, and official nomination of the candidates by MOALD is expected by the end of November.
Sub-objective 3.3: Improve systems to increase quality of selected commodities
Activity 3.3.1 Development of industry-driven commodity norms and standards KISAN II compiled and compared quality grading practices (i.e. commodity norms and standards) adopted by international agencies, such as the United Nations Economic Commission for Europe and Codex in the Association of Southeast Asian Nations countries for six important vegetables (capsicum, okra, broccoli, cauliflower, cabbage, and tomato). Based on these findings, KISAN II developed draft commodity grading norms (i.e. voluntary grade/standard) for these vegetables for possible adoption by fresh vegetable producers and traders marketing these six vegetables, initially within Kathmandu Valley. During its meeting with the Safe Food Alliance in September, KISAN II shared these draft commodity grade norms with core vegetable producers and wholesaler members. KISAN II is further discussing with the Alliance the possible promotion of the grading system and expects to sign an MOU for further collaboration in Trimester 2. (See Component 2.)
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Activity 3.3.2: Promote safe food practices In Trimester 3 of Year 2, KISAN II initiated the task of developing campaign messages and content to raise awareness amongst farm families producing and selling vegetables. The messaging focused on food safety and hazard related considerations required at the farm level. KISAN II prepared the text covering key technical aspects to be included in the messages and held discussions with the Suaahara II team for the collaboration with their radio program called “Bhanchin Aama.” The radio program modality and the scripts will be finalized in Trimester 2, and campaign messages will be aired by the end of Trimester 3.
In the meantime, some content on food safety and grading has been developed as a part of training materials for the following training topics: • Post-harvest management for vegetables, rice, and maize • GAP • Business Literacy Program (Module 6)
Using these materials, KISAN II has been running business literacy programs for beneficiary farmer groups and the private sector, which are becoming instrumental in promoting safe food practices at the farm level.
At the request of MOALD, KISAN II extended travel support to two government officials linked with GAP implementation, in order to attend the “Regional Training on GAP in South Asian Countries,” held in India in August.
Sub-objective 3.4: Support local government agencies to improve investments in support of market system development
Activity 3.4.1: Increase understanding and adoption of market systems development strategies KISAN II aims to build capacity of local government units to align investment strategies to support increased market access for farmers and increased adoption of private or cooperative sector- led market system development models. To that end, KISAN II organized a case-study visit in September for elected representatives (mayors and ward chairs) and officials responsible for agriculture from Narayan and Bheri Municipalities, as well as officials from AKC-Jajarkot, and executives of grantee cooperatives from Dailkeh and Jajarkot. The purpose of the visit was to showcase the KISAN II- promoted multi-chamber cold room installed by Babu and Shahi Vegetable Traders in Birendranagar, Surkhet, and to assist the above municipalities in conducting case studies of pre-cooling systems to facilitate their leveraging support to the cooperative sector.
At the request of four grantee cooperative partners and Panauti Municipality (as requested at the municipal coordination committee meeting in July 2019), KISAN II agreed to conduct a pre-feasibility study on establishing collection points and a wholesale marketing hub in Panauti to help market
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vegetables produced within and around Panauti Municipality. KISAN II completed the process of recruiting a consultant for the pre-feasibility study, which is expected to start at the beginning of Trimester 2. The findings of the study will help guide the Panauti Municipality authority in is decision- making for resource allocation towards this cooperative-led initiative.
Two rounds of meetings have been held between MOALD and KISAN II officials to improve production and supply of domestic rice in Nepal. Since the market share of fine rice is high in Nepal, discussions are focused on increasing the production of fine rice and reducing the cost of production for farmers. KISAN II will help prepare a concept note before the next GON planning cycle (February 2020) to generate intended outcomes through collaboration between MOALD (PMAMP and other organizations at the federal level) and KISAN II.
Activity 3.4.2: Build capacity of local government units to align investment strategies to support increased market access for farmers One contributor to increased capacity of local government to better coordinate agricultural and market access investment came from the fourth ADS-JSR committee meeting, held in August. As a result of this meeting (detailed in Component 3), MOALD outlined specific actions and roles for development partners to undertake, which would help MOALD achieve ADS objectives. The following four activities were specified for joint implementation by KISAN II and European Union/Technical Assistance (EU/TA): • Prepare draft Program Planning Guidelines with separation of activities to be implemented at three tiers in consultation with federal, provincial, and local governments; • Support and develop an Agriculture Development Plan (ADP) and Action Plan at municipal and local levels aligning with ADS; • Prepare and conduct program planning capacity building for federal, provincial, and municipal governments; and • Develop an ADS Agriculture Progress Monitoring and Reporting System at all three levels aligning with ADS.
EU/TA will take responsibility for recruiting planning and monitoring and evaluation (M&E) consultants to lead the preparation of the planning guidelines, ADP, and Progress Monitoring and Reporting System for all three tiers of governments. KISAN II will take responsibility for organizing provincial and municipal level consultations and workshops in all provinces within its ZOI for all the above actions. KISAN II is currently in close contact with the EU/TA team to initiate specified actions. A series of consultations and workshops will be organized in the coming trimester.
Activity 3.4.3: Launch internship program
An MOU was signed between KISAN II and Kathmandu University School of Management (KUSOM) to facilitate the placement of KUSOM MBA students at KISAN II partner firms, including agrovets,
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cooperatives, rice mills, feed factories, and vegetable traders, for student internships and rural exposure services. A batch of four MBA students were placed in Birendranagar, under the supervision of the Surkhet cluster team for a duration of 15 days, to analyze business operations of one KISAN II partner, and to make recommendations on a similar model in Jajarkot and Dailekh Districts.
Towards the end of Year 2, one female intern from HICAST was recruited and placed in Panchkhal, Kavre to assist Panchkhal Beej Bhandar and Agro Centre with technical and business skill development and report writing. She will be completing her assignment by December 2019. Furthermore, three interns from Council for Technical Education and Vocational Training -affiliated schools have been selected for future six-month internship assignments to provide technical support to three grantee partners, one each in Surkhet, Jajarkot, and Dailekh. (Further details are reported under Component 1.)
COMPONENT 4: INCREASE VULNERABLE COMMUNITIES ABILITY TO ACT ON BUSINESS OPPORTUNITIES WITHIN SELECTED MARKET SYSTEMS In KISAN II’s ZOI, many individuals lack the necessary business, financial, and technical skills to initiate or expand their agri-enterprises, and many youth are deterred entirely from pursuing careers in agri-business due to this lack of knowledge. KISAN II builds the capacity of marginalized Nepalese communities, equipping them with the knowledge, skills, and confidence to sustainably integrate themselves into the market system. Under Component 4, KISAN II prepares and delivers training modules to selected KISAN II households to provide basic skills and motivate them in their agri- businesses. (See Text Box 5 for breakdown of modules.) There are two types of training packages: long course (6 modules, 10 months), for illiterate and semi-literate farmers; and short course for literate participants, covering Module 6 (2 months). Households which are selected and registered by KISAN II grantees can send one participant to either course, based on interest or capacity. The training is run two hours per day, six days a week.
Sub-objective 4.1: Enhance literacy and business skills
Activity 4.1.1: Develop and adapt business literacy training Text Box 5: KISAN II’s Approach to materials Improving Business Literacy This trimester, KISAN II conducted field testing for Module Module 1: Literacy and Numeracy 3 of its BLP, to ensure that the training materials are suitable Module 2: Nutrition and useful for the targeted beneficiaries. This exercise was conducted in two districts (Sindhupalchowk and Kavre) for Module 3: Life Skills Module 3. In November, KISAN II administered a 10- Module 4: Entrepreneurship Skills question survey to 108 KISAN II beneficiaries of different Module 5: Financial Literacy awareness levels, literacy levels, and ethnicities. Module 6: Business Development
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KISAN II received the following feedback from the field testing, which will be incorporated into Module 3. • Gender inequality is reducing; most participants agreed that men and women should be equal in practice • Men and women should make a fair distribution of household workload • Although the concept of life skills is a new topic for most, it is very relevant to families’ needs and will be useful to learn • Family budget preparation is valuable and needed • Domestic roles are not solely for women, nor are external roles solely for men • Soft skills will be useful to interact with agrovets, wholesalers, banks, and traders • KISAN II’s two-month short course (Module 6) was found to be very effective and useful • Participants hope the 10-month course will be equally effective
During this trimester, Module 2 (nutrition) was finalized and printed. Module 6 was further revised and additional copies were also printed. KISAN II previously received technical assistance from Suaahara II to finalize this 16-chapter module, which includes sections on “1000 golden days,” four types of food, use of water, sanitation, and behavioral change. KISAN II also developed and printed the Module 2 Facilitator’s Guide.
This trimester, KISAN II screened videos on agri-technologies for a total of 2,748 BLP participants (2478 female, 270 male) in 125 locations. The videos covered topics, such as plastic mulching, tuta absoluta virus, cocopeat, market-led production planning, soil treatment, post-harvest handling, mechanization, and IPM.
Recruitment and training of trainers During Year 2 implementation of Module 6, KISAN II summarized and documented some learnings. Before commencing the third batch of Module 6 trainings in July 2019, KISAN II organized a one-day district level orientation to 94 CTs for 12 districts (10 events) to share these learnings and to hear insight, experiences, and challenges from CTs in each district.
During this trimester, KISAN II recruited 59 new master trainers (MT) to run long courses (Module 1- 5) for 23 districts. MTs will organize TOTs for CTs and they will also monitor business literacy classes. Similarly, nine SMTs were recruited to manage beneficiary information, finance, and handling of training materials. The remaining MTs will be recruited in Trimesters 2 and 3.
In August, KISAN II held an orientation event in Kathmandu to prepare these newly recruited staff, which include two literacy and business skills Officers (LBSO), eight SMTs and four MTs. They were oriented on several topics, including: KISAN II approaches, market system development,
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implementation flow, staff code of conduct, beneficiary selection procedure, M&E requirements, data handlings, and Year 3 targets and timeline.
This trimester, KISAN II organized a master training of trainers (MTOT) in Nepalgunj for 80 staff, including 7 LBSOs, 14 SMTs and 59 MTs –all of whom will be implementing the long course in 23 KISAN II districts. Some sessions were led by KISAN II experts, as well as Suaahara II’s Banke Cluster Coordinator. Participants covered Module 1 (Literacy and Numeracy), Module 2 (Nutrition), including how to use guidebooks for both modules, and implementation issues, such as selection of CTs, class management, logistics, beneficiary registration, pre- and post-test management, and finance. A post-training test on Module 2 indicated that staff’s knowledge on Attendees, as well as Mr. Pitambar Prasad Acharya, Executive Director of nutrition increased by 24.5% from DEPROSC and Mr. Bharat Prasad Upadhyay, KISAN II DCOP, attend master TOT session. baseline/pre-test.
Effective November, KISAN II will begin implementing its long-course BLP in 944 locations of 23 districts during Trimester 2 and onward. One CT will deliver Modules 1 and 2 to two classes (hence why 495 CTs were recruited and mobilized). In September and October, KISAN II staff consulted with private sector grantees to organize around 1,000 community level meetings involving 20,000 potential beneficiaries. As a result, KISAN II has identified 944 locations for course implementation.
Activity 4.1.3: Deliver business literacy training to participants in commercial and non-commercial areas KISAN II’s 2-month short course (Module 6) is targeted at those who can read and write but need some additional skills to manage their agri-businesses. From July-October, KISAN II implemented this short course at 182 locations of 12 districts (Banke, Bardiya, Kailali, Kanchanpur, Dang, Pyuthan, Palpa, Kapilvastu, Arhgakhanchi, Sindhupalchok, Kavre and Makawanpur), led by 94 CTs. Table 14 provides enrollment and course completion data for the short course in Y3T1.
Table 14: BLP short course (Module 6) enrollment and completion for Y3T1
Percent Participants female Mid-course Participants who Participants who enrolled in course participants dropout rate completed course passed final exam Total 4,042 84.35% 0.17% 4,035 3,649 (90.43%)
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Of those who completed the course, 88.5% either initiated new agri-enterprises or expanded their ongoing ones following the course.
More than 90% of those who participated in KISAN II’s BLP short course this trimester passed their final exam, and nearly 89% started or expanded their agri-businesses following completion of the course.
COMPONENT 5: APPLY COLLABORATION, LEARNING, AND ADAPTION TO MARKET SYSTEMS DEVELOPMENT Collaborating, Learning, and Adapting (CLA) runs through all KISAN II activities and those of our partners. In Year 3, KISAN II plans to: i) Gather information and evidence to answer higher-level learning questions; pause and reflect on progress, challenges, and successes to glean learning; and test our assumptions and overall theory of change, ii) Build the capacity of private sector organizations and staff on understanding adaptive management and its role in competitive business development and the development of the overall market system, and iii) Support application of CLA to build competitive, inclusive, and resilient agriculture market systems development. During the first trimester of Year 3, many CLA activities were incorporated into regular cluster, regional, and central-level events. This approach was taken to integrate results and findings into other activities implemented in Trimester 1, helping the technical team continuously learn and improve by analyzing trimester results and building evidence for better development results.
Learning agenda Ten learning questions across competitiveness, inclusiveness, resilience, and policy development in market systems development were proposed for Year 3. These questions were designed to test assumptions that underpin the KISAN II’s theory of change and may extend into out years of the project. In Year 3 Trimester 1, component leads and cluster managers gathered information to identify priority studies, assessments, and methodologies in consultation with the COP and DCOP. In Trimester 2, detailed methodologies will be prepared and the team will gather information accordingly.
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The following activities were conducted to support CLA approaches per the MEL plan.
Application of CLA to advance competitiveness Activity 5.1.1: CLA activities on Market Systems Development (MSD), sector level information, and interlinkages In KISAN II’s Kathmandu cluster, three meetings were held with value chain actors on the market systems development approach to impart information about MSD. They were held in Myakang-2, Bungtang, Kispang-3, Kaule, and Helambu, Gaonpalika, facilitated by KISAN II grantees in each location. Participants discussed improvements being implemented for the vegetable market system. Another MSD workshop for Kathmandu cluster staff was organized in Dhulikhel, which helped internally disseminate knowledge about the MSD approach, particularly how to identify the root causes of market problems and to plan accordingly. The practical workshop will help KII staff better identify and facilitate the private sector’s role in MSD improvements.
Activity 5.1.4: Cluster level review, reflection, and learning workshops A central level meeting was held in Kathmandu this trimester for 17 participants, including the DCOP, component leads, cluster managers, and senior managers, to share preliminary results of the Year 2 household survey with regional and cluster teams. KISAN II component leads shared progress on participation of producers and firms, yields of targeted crops, and sales value of grantees. The grants team shared the status of household targets for KISAN II ZOIs. Participants also discussed how to increase the number of participating households to meet the project target of reaching 200,000 households. The Regional Director shared a suggested approach to reduce time required between signing agreement to training farmers, to boost efficiency of the grant program for private sector partners who manage them. KISAN II organized one cluster-level review, reflection, and learning workshop in Jajarkot district this trimester. The main objective of workshop was to understand the current situation and progress of ongoing grant activities of different grantees, particularly integration of GESI among private sector partners. One cooperative, two agrovets, and KISAN II’s GESI advisor and Surkhet cluster team (3 female, 12 male) participated in the meeting. The discussion was focused on challenges adopting a market system approach for inclusiveness. Most of the households covered through partners are marginalized and women-led households (11.58% Janajati, 23.73% Dalit, 93% female) which are willing to start commercial farming for their income growth. The agrovets are providing a 5-10% discount on inputs to those farmers. KISAN II’s partner cooperative suggested focusing more improvements on developing marketing linkages to rural farmers, to ensure a win-win scenario for both farmers and the cooperative. A key challenge in this remote district is transportation. As such, KISAN II private sector partner “Kasturi Multipurpose Cooperative” is collaborating with the local government and received support to build a collection center with transport services. KISAN II suggested linking with other agrovets and farmers so the business will continue to function at the collection center. Similarly, the private sector requested enrolling all farmers in business literacy classes to help motivate them in their farming businesses. The partners also emphasized the need for support towards irrigation
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activities, which has the potential to boost production and is an attractive entry point for local government support and leverage.
KISAN II has already documented some outcomes and results from these activities. Some highlights from Trimester 1 include the following: • In Palpa District, two farmers from farmers’ groups under KISAN II-promoted Bhandari Agrovet received Nrs. 400,000 each in subsidized agriculture loans from their local Tansen branch of Sanima Bank. • In Gulmi District, the following activities are being implemented: o New software was installed at Nawaratna Cooperative to improve efficiency and transparency of transactions. o 71 new members were added to Nawaratna Cooperative. o The Majuwa Collection point sold 11,850 kg of vegetables worth of Nrs. 364,640. o Maitree Sasto Pasal (a subsidiary of KISAN II grantee, Maitree Multipurpose Cooperative) purchased one ton of vegetables worth of Nrs. 57,000 and sold agriculture inputs totaling Nrs. 18,500. o Nawaratna Agriculture Cooperative provided loans of Nrs. 18,000 at a rate of just 1% interest to JTA, Bishnu Rajali, to purchase agri-inputs. Subsequently, the JTA has been selling inputs to interested farmers in groups where Nawaratna Agriculture Cooperative is working. o Nawaratna received a wholesale loan of Nrs. 3,500,000 from the Youth and Small Entrepreneur Self Employment Fund (Yuwa Swarojgar Kosh) • In Arghakhanchi, Pali SACCOS increased its members from 217 to 400, and Silsila MCOL increased its members from 234 to 500 - both after partnering with KISAN II.
Apply CLA to advance inclusiveness
Activity 5.2.2: Coordination meetings with USAID and other USAID projects During this trimester, KISAN II coordinated and engaged with USAID and other USAID projects on the following meeting activities:
USAID: A GESI team, consisting of Daniel Grant (USAID Washington), Whitey Stockwell (USAID Washington), Manju Tuladhar (GESI Advisor), and Sumitra Manandhar (Governance Specialist, USAID Nepal) visited three farmers’ groups in Kailali District in September. During the visit, the group discussed women members’ involvement in decision-making at home and in the community, local ward office, and other places. The GESI team’s observations and recommendations will be reported to USAID Nepal.
In addition, KISAN II participated in an ‘interaction and knowledge sharing’ meeting with USAID- funded partners and programs in July 2019 in Surkhet district. The major objective of the meeting was to build a harmonious relationship among USAID-funded programs in order to improve coordination
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and collaboration for better impact. Twenty representative of USAID implementing partners attended the meeting, including Suaahara II, PAHAL, Integrated Pest Management-Innovation Lab Nepal program, the NSFP, the Early Grade Reading Program, and Breakthrough Action. The group agreed that the meeting served as a good forum for discussion on possible areas of coordination and learning among USAID partners at both the provincial and district levels. Moving forward, the participants agreed to organize monthly meetings, rotating hosting duties.
Suaahara II: A joint meeting was organized at KISAN II’s Kailali cluster office in November with the Suaahara II team. The meeting resulted in the following key action points: The Suaahara II team agreed to share a list outlining names of current Village Model Farmers, Local Resource Persons, and Female Community Health Volunteer and their working areas. KISAN II agreed to share a list of the names of all grantees, grantee staff, and AMTs within their working locations, to jointly assess potential locations to establish demonstrations of different technologies, and to carry out joint field observation of such demonstrations.
KISAN II staff attended a Public Private Partnership meeting organized by Suaahara II in Dadeldhura District on June 23, 2019 and in Baitadi on July 9, 2019. KISAN II staff from the Dadeldhura cluster attended a District Program Advisory Committee meeting in Achham and Doti Districts on June 26, 2019 and July 4, 2019, respectively. In both meetings, KISAN II staff shared their activities and discussed possible ways to improve coordination among USAID projects.
KISAN II staff participated in the annual work plan workshop organized by Suaahara II on August 7, 2019 in Balthali, Kavrepalanchok. KISAN II presented its Year 3 work plan and approach. KISAN II and Suaahara II developed a consensus to work jointly and share information and knowledge wherever possible to coordinate and harmonize activities at field level.
SABAL: KISAN II’s Area Coordinator attended a meeting with SABAL’s Sindhuli cluster team to discuss recent progress. KII, grantee staff, and SABAL district partners discussed their coverage areas to understand ways KISAN II grantees can better support SABAL’s 1,470 members and 52 groups in the area. SABAL’s partner NGO adopted KISAN II’s BLP Module 6 to help disseminate business skills and information to their own group members. The meeting concluded with an agreement for SABAL to coordinate regularly with KISAN II staff and grantee staff as needed.
NSAF: KISAN II facilitated a joint demonstration with the NSAF in Banke, Kapilbastu, Palpa Kailali, and Dang Districts during first trimester. Demonstrations of new varieties of rice, lentils, and maize were jointly established to promote new seed varieties through private sector partners of both projects. Joint meetings were held before establishing demonstrations to identify the role and responsibility of each project. Demonstration guidelines were developed and implemented in farmers’ fields. Similar planning was held with NSAF to promote lentils and winter maize varieties through joint demonstrations.
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MONITORING, EVALUATION, AND LEARNING (MEL) KISAN II’s revised MEL Plan, effective April 2018, provided a detailed theory of change, results framework, detailed guidance on indicators, data collection and reporting requirements, as well as an updated MEL plan. During the first trimester of Year 3, KISAN II continued sharing and operationalizing the new MEL plan with project staff at all levels, in addition to continuing to disseminate household and organizational survey results. Other planned activities for Year 3 Trimester 1 are as follows. Activity 5.5.1: Update and submit MEL plan to USAID/Nepal During Year 3 Trimester 1, KISAN II conducted a target adjustment exercises with component leads and the DCOP for outcome-level indicators based of on Year 2 survey results. KISAN II plans to update its MEL Plan in Trimester 2.
Activity 5.5.2: Upgrade and operationalization of WIKISAN 2.0 In first trimester of Year 3, KISAN II focused on ensuring the WIKISAN system was user-friendly and consistent in reporting. The MEL team, along with Pathways key staff, organized a Pause, Review, and Learning Workshop on July 22, 2019 to further upgrade the design and operationalize the system. The workshop documented the following modules operationalized by WIKISAN: i) Activity and Training Form and Participant Attendance Sheet: The data entry is done through the Grantee Mobile App, which is being continuously updated, ii) Participant Enrollment Form, iii) Grantee Agreement with Milestones, iv) Organization Survey, v) Organizational Performance Score (P-Score), vi) BLP, v) indicators summary report, and vi) workflows in all modules.
The WIKISAN 2.0 system tracked organizations, activities, trainings, and participant data in real-time. Field staff regularly updated data in WIKISAN 2.0. Data was collected through mobile apps and an online browser developed by a contracted firm (Pathways technologies) which stored the data on a server. Staff were involved in data cleaning and data quality assurance protocols. Reporting was done as required by tracking and analyzing indicators and targets vs. achievements per trimester.
Activity 5.5.6: Conduct spot checks and internal Data Quality Assessment A team comprised of Mr. Navin Hada, USAID/Nepal’s COR for KISAN II Nepal, Ms. Maneka Gurung, Monitoring and Evaluation lead, USAID/Nepal, Dr. Krishna Joshi, Mr. Basan Shrestha from USAID/MEL project and KISAN II team members visited four districts (Palpa, Gulmi, Arghakhanchhi, and Kapilvastu) of Kapilvastu cluster from October 15-18, 2019 to conduct an external Data Quality Assessment. The exercise covered the following seven indicators: 1. E.G. 3-2: Number of individuals participating in USG food security programs, 2. E.G.3.2-14: Value of new USG commitments and private sector investment leveraged by the USG to support food security and nutrition, 3. E.G. 4.2-7: Number of individuals participating in USG assisted group-based savings, micro-finance or lending programs,
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4. EG.3.1-12: Number of agricultural and nutritional enabling environment policies analyzed, consulted on, drafted or revised, approved, and implemented with USG assistance, 5. CBLD-9: Number of USG assisted organizations with increased performance improvement, 6. GNDR-2: Percentage of female participants in USG-assisted programs designed to increase access to productive economic resources, and 7. YOUTH-3: Percentage of participants in USG-assisted programs designed to increase access to productive economic resources who are youth (15-29).
This trimester, KISAN II shared the following project indicator- related information with the USAID/MEL team: KISAN II’s MEL Plan, cheat sheet, PIRS, list of grantees, list of participants in four selected grantees, and annual household survey respondents in the above-mentioned districts. The DQA team had meetings with the grant and policy teams on October 24, 2019 to gather information on grant and policy-level indicators. A DQA report will be drafted by USAID/MEL team and shared with KISAN II team for feedback and information. KISAN II will prepare an action plan, considering issues and suggestions raised.
Activity 5.5.8: Design and conduct annual farmers survey to measure outcomes Data collected in Year 2 were subjected to detailed checks and cleaning in order produce values for all Performance Indicator Tracking Table (PITT) indicators. The project team worked closely with the subcontractor, Full Bright Consultancy Pvt. Ltd., to provide data quality control. The quality results were incorporated into the Year 2 Annual Report. All outputs were measured through July 15th and captured the full year, but the outcomes were measured through June 1st (cut-off for the farmer level survey). As a result, crop cycles for monsoon season vegetables were missed. Data comparisons were made between outcomes, targets, and baselines to show achievements against targets and baseline values.
Target revision based on the FY18 results KISAN II revisited FY 2019 and outyears targets based on results of Year 2 survey results, both for output and outcome indicators. For indicators which were 10% above or below targets, KISAN II prepared deviation narration, which was included in the PITT of the Year 2 Annual Report. Targets for FY2019 and out years were fixed, in consultation with component leads and field teams.
Activity 5.5.11: Submit project data to USAID and GON KISAN II uploaded finalized data into Feed the Future Monitoring System on November 15, 2019 and shared its Data Management Tool and PITT with USAID.
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GRANTS UNDER CONTRACT KISAN II’s Partnership and Innovation Fund (PIF) encompasses all activities related to grants under contract (GUC), which aims to ease bottlenecks within Nepal’s agriculture markets systems through the cost-sharing of innovative activities that lead to improved quality or increased availability of agriculture inputs, enhanced production or post-harvest practices and technologies, improved market access or information, and increased availability of financing. KISAN II is specifically interested in supporting activities that expand and/or strengthen direct or indirect linkages between businesses and smallholder farmers. Through the PIF, KISAN II works with private sector partners including, but not limited to, agrovets, cooperatives, and financial institutions in supporting agriculture related activities that expand and/or strengthen direct or indirect linkages between smallholder farmers, traders and consumers. The grants program is pivotal to KISAN II’s efforts to encourage service delivery to its targeted project participants through private sector partners, and to ensure long-lasting sustainability of these partner- farmer relationships.
To date, KISAN II has received 448 concept papers from various private sector partners and has signed sub-grant agreements with 122 partners (including agrovets, cooperatives, millers, and traders) totaling USD 2,815,856, which target 154,940 farming households. This includes four new grant awards this trimester totaling USD 97,719, which will reach 4,950 households. (See Annex 2 for more details on these grantees, as well as Annex 6 for a detailed map illustrating KISAN II grantees and their catchment areas.)
The grants program is essential to KISAN II’s efforts to connect with private sector partners and to provide agricultural extension services to its targeted project participants. In order to engage with private sector partners, KISAN II announced and issued two rounds of the Annual Program Statements (APS) and requested applications from interested organizations for the implementation of grant activities. The selected organizations have been working with KISAN II as a sub-grantee and aim to increase their income as well as farmer’s income through the implementation of the business model proposed in full proposals. The grants program is primarily designed to increase yield and ensure project participants to adopt GAP for increasing the resilience, inclusiveness, and sustainability of income growth through agriculture development of the selected 25 districts in Nepal.
This trimester, 17 full proposals were evaluated by the Partnership and Innovation Fund Advisory Committee (PIFAC), and four new partnership agreements have been fully executed. In this trimester, KISAN II submitted six grant requests to USAID for approval after thorough evaluations of concept notes and full applications by the PIFAC. This trimester, KISAN II obtained USAID approval for four grant requests and the remaining two requests are pending. The approved grantees during this trimester include one agrovet and three cooperatives, which, through backward and forward linkages, will reach 4,950 project participants. KISAN II required proposals to provide evidence of their commitment to continue service even after the completion of activities covered under the grants program. KISAN II
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grantees are persuaded to cost-share activities to increase commitment and buy-in for project support. This trimester, grantees committed to providing USD 83,994 in cost share to leverage the USD 97,719 provided by KISAN II grant funding. Short descriptions of each grant and MOU approved during the first trimester of Year 3 are included in Annexes.
Activity GUC.1 Update the Grants Under Contract Manual to support program activities: The grants under contract manual was updated during this trimester to further elaborate on the contract modification process, and among others. KISAN II is expecting grant amendment requests from a few promising partners to increase the number of targeted beneficiaries and to extend the current scope of work.
Activity GUC.2 Issue an APS and/or RFA to identify potential grantees: During this trimester, the APS was not required to publish as the second APS published in August 2018 was valid until August 2019. KISAN II received overwhelming interest from the private sector partners by the end of the second round of the APS. Request for Application will be published in forthcoming trimesters if KISAN II requires additional grant applications from interested organizations.
Activity GUC.3 Assess applications and award grants: To date, KISAN II has received 448 concept papers and the PIFAC accepted 205 concepts. Further, KISAN II has received 180 full proposals (out of 205 approved concepts), and the PIFAC approved 136 grant proposals after a thorough assessment as outlined in the GUC manual. The applicants of the approved full proposals were further negotiated, and 118 partners are engaged to implement the grant activities. In this trimester, 16 concept papers were received and evaluated by the Committee; and four grants were awarded.
Activity GUC.4 Coach and monitor recipients: This trimester, a TOT was conducted for 23 accountants and Cluster Business Managers focusing on financial management, reporting guidelines, and documentation requirements. The accountants were also provided with standard templates to compile and report against activities as mentioned in the grant agreements. After this TOT, the field team, especially KISAN II accountants visited 92 grantees to coach on the reporting and monitoring of the implementation of the grant activities. The coaching and monitoring activity were fruitful not only for the grantees but also for the KISAN II staff as the KISAN II staff got firsthand field experience through these activities. Moreover, the grantees are performing well at the field level but require additional support from KISAN II staff to prepare reports as most of the grantees have not worked with USAID-funded projects before and were unaware of reporting requirements included in the sub-award agreement. Grantee staff are being closely monitored and are being supported with their first three periodic reports.
Activity GUC.5 Market system contribution: KISAN II staff has trained grantees to ensure adaptive learning and implementation and engaged other value chain actors. The detail of technical assistance to partners is described in Components 1 and 2.
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OPERATIONAL AND COMMUNICATION ACTIVITIES Activity OP.1 Submit key deliverables to USAID/Nepal: In the first trimester of Year 3, KISAN II produced its Year 2 Annual Report, which was submitted to USAID in August 2019, with subsequent reviews and revisions made through November 2019. It was approved by KISAN II’s COR in Trimester 1. Also during the first trimester, in July 2019, KISAN II submitted an updated Grants Under Contracts Manual to USAID.
Activity OP.2 Establish agreements with subcontractors: During the reporting period, the obligation amounts of CEAPRED, DEPROSC and Digital Green sub-contracts were increased to carry out Year 3 activities.
This trimester, (BPRC was subcontracted to conduct a landscape analysis of Nepal’s rice milling industry, and constraints to process fine and aromatic varieties. The field study has been completed, and a final report will be followed by a validation workshop organized with related government agencies, private sector, and development partners in Year 3 Trimester 2.
In terms of ongoing subcontracts, the Pathway Technologies and Services subcontract remained operational during the first trimester of Year 3. Services for operation and maintenance of WIKISAN2 M&E system will continue until the end Year 5. FWEAN completed its policy assessment and submitted a draft report to KISAN II. The subcontract was extended until mid-December 2019. FWEAN is organizing public private dialogue in December and will submit a final report with recommendation to the GON for creating favorable enabling environments to attract woman entrepreneurs and potential agribusiness entrepreneurs. Full Bright Consultancy Pvt. Ltd. submitted a data set for 20 outcome-level farm indicators, which were included in the Year 2 Annual Progress Report submitted this trimester. By mid-December, they will deliver data in RDBMS as well as a Final Annual Survey report.
Activity OP.3 Implement Branding and Marking Plan: This trimester, KISAN II continued to adhere to the branding and marking policy as provided to USAID. No changes were made from previous reporting periods.
Activity OP.4 Staff recruitment and training: There were some key personnel changes on KISAN II this trimester. The project finalized recruitment of the previously vacant DCOP/Agriculture position, which was filled by Mr. Bharat P. Upadhyay this trimester. KISAN II also completed a COP transition in November, replacing outgoing COP, Mr. Phillip Broughton, with Ms. Alexis Ellicott.
In addition, recruitment for a Senior Communications and Outreach Manager to replace Ms. Sangita Budhathoki (now KISAN II’s GESI Specialist) is currently underway. KISAN II selected and interviewed top candidates during the first trimester. Selection will be finalized in Trimester 2.
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This trimester, Dang’s CBM resigned and the CBM from Dadeldhura was transferred to Dang. Recruitment is underway to replace the CBM for Dadeldhura. During this reporting period, 66 Master Trainers were appointed to conduct business literacy activities and training.
A staff breakdown as of this trimester is provided below, in Table 15.
Table 15: KISAN II Staff List as of November 15, 2019 KTM Regional Cluster District Staff by category Organization Total Staff Staff Staff Staff Professional (Full Time) Winrock 28 3 7 0 38 Professional (Part Time) Winrock 0 0 0 0 0 Staff below Professional Level Winrock 1 1 7 0 9 (Full Time) Support staff Winrock 4 3 6 0 13 Pending Approval Winrock 0 1 0 0 1 Sub-total Winrock Staff 33 8 20 0 61 Professional (Full Time) CEAPRED 5 4 10 24 43 Professional (Part Time) CEAPRED 2 0 0 0 2 Staff below Professional Level CEAPRED 1 0 12 47 60 (Full Time) Support staff CEAPRED 0 2 10 0 12 Pending Approval CEAPRED 0 0 1 0 1 Sub-total CEAPRED Staff 8 6 33 71 118 Professional (Full Time) DEPROSC 3 4 12 0 19 Professional (Part time) DEPROSC 2 0 0 0 2 Staff below Professional Level DEPROSC 0 1 15 71 87 (Full time) Support staff DEPROSC 0 0 0 0 0 Sub-total DEPROSC Staff 5 5 27 71 108 Professional (Full Time) Siddharthinc 0 0 0 0 0 Professional (Part time) Siddharthinc 0 1 0 0 1 Sub-total Siddharthinc Staff 1 0 0 0 1 Professional (Full Time) Pathways 1 0 0 0 1 Staff below Professional Level Pathways 6 0 0 0 6 (Full time) Sub-total Pathways Staff 7 0 0 0 7 Total Junior and 54 19 80 142 295 Professional Staff
During this trimester, KISAN II engaged the following consultants and STTA:
• Robic Upadhayaya, photographer, continued providing short-term technical assistance to capture photographs of KISAN II field activities in Kavre, Surkhet, Kailali, Kanchanpur, Banke, and Bardiya.
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• Prof. Durga Mani Gautam, Vegetable Packhouse Consultant, started an assignment this trimester to develop post-harvest guidelines for a list of identified vegetables with potential for price differentiation based on improved post-harvest management. • Dr. Namita Singh replaced Avinash Upadhyay to lead the Digital Green’s training programs. • Vishal Vardhan, a training consultant from Digital Green, provided training on video production to existing grantees and led on training program. • Anil Nepal, Country Engagement Manager, has been providing key on–site support in designing and implementing Digital Green solutions and managing partner relationships regarding video production and dissemination. • Ms. Kimberly Keeton, Short-Term Communication Consultant has been providing strategic communication support to consolidate input, synthesize, and edit key deliverables and to produce new communication materials. • Mr. Brent Willey, Technical Advisor, was engaged to provide technical guidance for the KISAN II rice milling study.
Activity OP.5 KISAN II procurement: During this trimester, Winrock International submitted its procurement plan for Year 3, which was approved by USAID. As outlined in the procurement plan, project laptops, multimedia projectors, and desktop computer sets were procured in this trimester.
Activity OP.6 Update Standard Operating Procedures: KISAN II’s employee handbook is being updated to comply with the Labor Act of Nepal. In September, at the request of Winrock International, USAID approved providing a lump-sum payment for earned unused annual leave to each CCN staff member who is unable to utilize their accrued annual leave prior to the end of their employment, with certain conditions.
Per recommendations of an internal audit conducted in August, KISAN II has taken measures to improve its internal control in procurement and payroll preparation. KISAN II is working on establishing a leave accrual methodology, and an online banking platform for payment to vendors will be implemented at the Nepalgunj Regional Office.
Activity OP.7 Consultative meetings: KISAN II will continue to conduct meetings with GON, donors operating in Nepal, and other Feed the Future projects to ensure collaboration, avoid duplication of efforts, and build synergies where possible. These stakeholders are invited to all sector wide events. Regular meetings are conducted to coordinate on multiple joint activities, especially in Component 1 and Component 4.
Activity OP.8 Emergency management preparedness and training: A Project Security Management Handbook was updated this trimester with a current staff contact list and phone tree. An external First Aid Training is planned for several administrative staff members in the coming trimesters.
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Activity OP.9 Orientation to local media/journalists to document/highlight practices adopted by partner firms and farmers: KISAN II is planning to conduct an orientation for local media next trimester on reporting and highlighting a success stories on women entrepreneurs, youth involvement in agriculture, economic empowerment of marginalized groups, inclusive business development, and opportunities for women and disadvantaged groups.
Activity OP.10 KISAN II Review and annual planning workshops: KISAN II plans to conduct a mid-year review workshop in Trimester 2 (December 2019/January 2020) to review grants and commodity chain activities and allow staff to share lessons learned and engage in teambuilding. The workshop will include KISAN II’s Area Coordinators and/or officers from all districts, as well as cluster, regional, and central office staff.
PARTNERSHIPS, COLLABORATION, AND/OR KNOWLEDGE SHARING KISAN II meets regularly with a wide range of organizations, including USAID partners, private sector representatives, associations, GON agencies and projects, other development partners, and civil society representatives and organizations. These meetings help inform KISAN II project implementation. Below are highlights from key collaboration activities in Trimester 1.
FAW Taskforce and TOT. The NPPO of Nepal officially declared the invasion of the FAW pest in Nepal in August at the PQPMC, spurring a sense of urgency to raise awareness on the identification and management of FAW at the province level for different stakeholders. Since its declaration, the pest has been identified in Kavre, Sindhupalchowk, Makwanpur, Gulmi, Dang, Banke, Kanchanpur,Kailali, Salyan, Pyuthan, Rolpa districts.
KISAN II joined a FAW Task Force formed by the DAA to help manage the devastating infestation in Banke and Bardiya Districts. KISAN II joined a joint field visit to monitor the infestation, contributed pesticides (in accordance with PERSUAP) worth Nrs. 12,000 and 500 copies of pest management information fact sheets and broadcasted a radio jingle to raise awareness in wider areas through Jaljala Agriculture Cooperative. Local palikas also provided pesticides to farmers to minimize the spread, and in Duduwa Rural Municipality, officials noted an immediate drop in pest sightings in the Hirminiya area following the use of pesticides.
KISAN II also organized a TOTon FAW identification and management in early November for 40 GON and implementing partner participants, in collaboration with the ADD of Karnali Province in Surkhet. The event was inaugurated by MOLMAC of Karnali Province, and facilitated by a senior scientist from NARC, plant protection officer from PQPMC, and IPM Coordinator from iDE Nepal. The TOT concluded with an agreement to form a district-level FAW Task Force with subsequent district-level TOTs, and a plan to lead a similar TOT in Far West Province in Trimester 2.
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SELECT ACTIVITIES AND TARGETS FOR NEXT TRIMESTER Collaboration with Government of Nepal • Conduct each steering and technical committee meeting. Conduct meeting in each province. • Continue meetings with AKC, VHLSEC and PMAMP, DCC, DCCI and private sectors. • Conduct one ADS-JSR technical committee meeting for review and planning.
Component 2 and 1 • Establish 10 partnerships. • Conduct two linkage workshops for grantees and agri-input suppliers to improve access to new and improved agri-inputs. • Ensure two wholesale loans. • Establish one MOU with a bank or MFI to expand agricultural lending. • Pilot agency banking with five new agrovets. • Conduct workshop on effectiveness of crop insurance and design the strategies. • Pilot ICT solutions to market information. • Conduct study on development women’s cooperative leadership program. • Install 98 irrigation schemes and train water users’ group.
Component 3 • Draft food safety regulation (licensing and registration of food business). • Draft food safety regulation (import-export inspection and certification). • Develop a menu of proven post-harvest technologies and infrastructure. • Train 10 senior GON officials for policy analysis. • Conduct training to 40 personnel of municipalities on planning.
Component 4 • Finalize and print Modules 3 and 4. • Disseminate community videos in 150 BLP classes. • Conduct TOTs for MTs and CTs. • Graduate more than 6,500 participants through short BLP course. • Enroll more than 20,700 participants in long BLP course.
Component 5 • Conduct two cluster-level review, reflection and learning workshops. • Conduct two events of training on theory of change and performance indicators. • Train field staff on data collection and regular checks.
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Operation and Communication • Conduct three events of TOT on SBCC and GESI to existing KISAN II staff. • Conduct orientation program to ten journalist and conduct exposure visits to six journalists to collect and present KISAN II stories. • Conduct mid-year project review.
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Providing Agriculture Services in Hard to Reach Places Success Story
A financial cooperative Kasturi Multipurpose Cooperative Ltd. (“Kasturi”) is a long-standing cooperative in expands into agriculture and Jajarkot, Nepal – a district with difficult terrain and limited access during certain parts of soars, backed by local the year. Kasturi, with an aim of empowering rural communities through saving and credit services, has more recently begun promoting agriculture business improvements to guide government support rural communities towards sustainable farming businesses. Since then, the cooperative’s business is booming, their members are thriving, and the local government is supporting and recognizing their efforts in multiple ways. Working with KISAN II helped Kasturi members gain new skills and a platform to perform better in the agriculture sector. Expanding their agriculture service offerings gave the cooperative a good opportunity to more closely coordinate with their members and with different agriculture-related stakeholders. They began offering trainings, technical demonstrations, and field days to coach members on better agriculture practices. They also engaged with market actors to strengthen marketing linkages. Kasturi soon saw membership grow from 890 members to 1,636 members—an increase of 54% in roughly one year. Partnering with KISAN II also led to new linkages with local government and resources to help Kasturi pursue new developments. For example, they received a wholesale loan of Photo: KISAN II Nrs. 10 million from the National Cooperative Bank Ltd. in order to fulfill the credit needs of members and farming households. Kasturi initiated remittance financing, along with Collection center becomes a reality as a producing and disseminating a low-cost short video on remittance finance to raise result of cooperatives new collaboration with awareness on the productive use of remittances. The cooperative also collaborated with local government. their district’s Agriculture Development Office (ADO) to construct a vegetable collection center, which will not only boost the cooperative’s income, but will also contribute to a
strengthened local vegetable market system. The ADO, which covered 70% of the Nrs. 3,600,000 (USD $32,000) cost of the collection center is currently underway. The ADO also supported the cooperative with Nrs. 960,000 (USD $8,500) towards the purchase of a small truck to be used for transportation of vegetables from farmers groups to the soon- to-be opened collection center, as well as to further flung markets. According to a senior manager at Kasturi, Raju KC, "After partnering with KISAN II, we got several opportunities to interact and coordinate with different agriculture stakeholders. This creates good bonds to expand our working area in agriculture, which supports sustainability of the cooperative.” Kasturi also leveraged funding from the Bheri Municipality of Jajarkot, which has given written commitment of Nrs. 450,000 (USD $4,000) by establishing a cool chamber at the new collection center. This commitment was secured after the Municipality visited the successful cool chamber facility of Babu & Shahi Vegetable Traders of Surkhet – an earlier site visit organized by KISAN II. These developments did not go unnoticed in the district. As a result of its improvements and contributions to local agriculture, Kasturi was awarded a Nrs. 50,000 (USD $450) prize by the province-level Chief Ministry for being the “best cooperative in the district.” Since linking with KISAN II, the cooperative has realized the importance of jointly strengthening their own capacity alongside that of their member farmers in order to contribute to the success of agriculture in their district.
Shared Family Labor Reaps Farming Success Success Story
Market-led vegetable For Champa Devi Chaudhary, a 34-year old mother of two in Kanchanpur District in western Nepal, farming is a family affair, with help from her husband and college-age son. production: investing in a In one year, Champa has grown her family’s business and doubled their monthly net family business income by practicing demand-driven production techniques and by incorporating new technologies gained by becoming an active member of the Saphal Farmers Group under Shirjansil Saving and Credit Cooperative in Shuklaphata—a KISAN II partner.
Prior to joining the group, Champa mostly cultivated cereals (rice, wheat, maize and mustard), or seasonal vegetables using traditional methods on her family’s small piece of land. She and her husband did not know much about about growing or marketing seasonally-produced vegetables. They worked hard but with an average monthly income of around Nrs. 15,000 (USD $135), they struggled to make ends meet.
An opportunity to improve and scale up production Staff from Shirjansil Cooperative welcomed Champa into the farmers group, where she received an orientation on their agricultural extension services and learned about market- led production, crop calendars, and different improved production technologies. Champa Photo: KISAN II learned the concept of cost-benefit analysis and assessing early and late vegetable planting to secure higher market prices. Ms. Champa Devi Chaudhary works in Her first attempt at growing cowpea crop thrived. After just one month, she began her vegetable field. harvesting and quickly established linkages with vegetable traders in a nearby market, and with her husband’s help transporting their produce, they sold 2,600 kg of cowpeas earning Nrs. 124,000 (USD $1,100) over a three-month period. At the same time, Champa began to expand their vegetable production area by investing part of their cowpea income. They now grow vegetables year-round based on a market demand-driven production plan, which includes quality vegetables, such as cauliflower, cabbage, radish, tomato, and chili. Market linkages To better market her fresh vegetables, Champa contacted vegetable traders of Mahendranagar market. Her husband supports their business by procuring seeds and fertilizer, and by implementing different cultivation practices, in addition to transporting their harvested vegetables from the production site to the market. Their son also supports Photo: KISAN II them by collecting market price information through phone calls to the traders. Due to this joint effort, vegetable sales reached nearly Nrs. 500,000 (USD $4,400) in one year for Mr. Ram Lal Chaudhary, Champa's Champa’s family-run business. They have been savvy enough to invest around 30% towards husband, supports the family business by inputs and technologies to keep their business growing, and the approach has paid off. transporting vegetables to a nearby They now net about Nrs. 30,000 (USD $265) monthly, which easily covers the basics, such market. as the children’s education and healthcare. They gladly share the workload equitably. With the help of the cooperative, they have made this a successful commercial vegetable production family business, with plans to gradually expand production and adopt more
farming technologies. “Thanks to Shirjansil Saving and Credit Cooperative’s staff for providing regular technical support. I learned about new production technologies and post-harvest practices. I can get both money and techniques from Srijanshil,” Champa said.
ANNEX 2: SUMMARY OF SIGNED MOUS IN Y3T1
1. 4-H Nepal of Global 4-H Network (4H) KISAN II supported 4H to conduct the "Asian Agriculture Summit & Exhibition" in collaboration with the Government of Nepal. The objective of the exhibition was to promote a sustainable agro-economy by exchanging knowledge and experiences of youth agro- entrepreneurs and by building entrepreneurial networks and providing valuable feedback and support from academics and policymakers.
2. Prabhu Management KISAN II collaborated with Prabhu Management to increase the adoption of digital accounting and financial services in cooperatives. This increases the management and operational efficiency and ensures good governance, in addition to providing members with the opportunity to do business digitally. Prabhu Management has developed a cloud-based accounting software which provides core banking solutions, SMS banking, internet banking, and debit “Rupiya Card” services. Furthermore, the cloud software of Prabhu Management connects all member cooperatives and allows cooperative members to withdraw their money from the ATMs and cash counters of other Prabhu-member cooperatives.
3. New Siddhartha Refrigeration Studies have shown that post-harvest losses of vegetables in Nepal range between 20-30% with a maximum loss of up to 50%. To minimize this loss, KISAN II partnered with NSR to educate various relevant stakeholders on post-harvest technologies, including the science behind it, and its practical applications.
NSR and KISAN II organized a workshop to disseminate information on cold storage and cold storage management to reduce post-harvest losses in vegetables and meat. The outcome of the workshop was very positive. Thus, KISAN II and NSR expanded the scope of the MoU to pilot a cold-room cum pack-house in one of KISAN II's partner facilities.
4. Krishi Tech In Nepal, farmers typically dry grains using the natural, open-air drying method. This conventional drying approach reduces the quality and increases the chances of microbial infestation. Krishi Tech developed the "easyDRY" grain dryer, which is a highly mobile, portable dryer that can dry about 500 kg of maize in three hours by lowering the moisture content from 18 to 13.5%. KISAN II partnered with Krishi Tech to promote and facilitate the adoption of this improved grain drying system in Nepal.
5. Kathmandu University – School of Management (KUSOM) KISAN II believes in strengthening and fostering new graduates and graduating students by providing internship opportunities for them to gain experience in the field, sharpen their capacity, hone their interest, and experience working in the private arena. This also helps the private sector benefit from new technologies and linkages to educational institutions. To implement this exchange, KISAN II partnered with KUSOM to provide agricultural internship opportunities to their students, for placement at KISAN II private sector partner sites.
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ANNEX 3: A SUMMARY OF SIGNED PARTNERSHIP AGREEMENTS IN Y3T1
Table 18: Summary of partnership agreements during this trimester
Name of Organization Type of Organization District Cluster Date Signed S.N. 1 Kapilbastu 12-Aug-19 Sarada Agrovet Center Agrovet - Retail Model Agrovet Kapilbastu 2 Srijanshil Mahila Bikash Bahuuddeshiya Cooperative (Agriculture & Dhangadi 30-Aug-19 Kailali Sahakari Sanstha Limited Multipurpose) 3 Shree Jarayatar Samudaika Krishi Cooperative (Agriculture & Kathmandu 16-Oct-19 Sindhupalchok Sahakari Sanstha Limited Multipurpose) 4 Jeeven Jyoti Mahila Bikash Cooperative (Agriculture & Dhangadi 25-Oct-19 Kailali Bahuuuddeshiya Sahakari Sanstha Limited Multipurpose)
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ANNEX 4: LOCATION MAP OF KISAN II PRIVATE SECTOR FIRMS
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ANNEX 5: LOCATION MAP OF GRANTEES AND THEIR CATCHMENT AREAS
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ANNEX 6: DETAILED IMPLEMENTATION PLAN (DIP) Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.) I INTRODUCTION Collaboration with GON - CL 1 & 2 Disseminate and deepen understanding of CL.1 the private sector led approach Municipality level briefings/discussions on CL.1.1 approach and underlying activities. This is a strategic target and will be carried out only once in project duration in Briefings/discussions on approach and sub-metropolitan cities. Target is set to brief only those sub-metropolitans CL.1.1.1 Event 4 2 0 2 0.00% underlying activities in sub-metropolitan. where KISAN II partner is working or plans to work. The project has not briefed up officially earlier. This is a strategic target and will be carried out only once in project duration in Briefings/discussions on approach and municipalities. Target is set to brief only those municipalities where KISAN II CL.1.1.2 Event 26 13 1 13 7.69% underlying activities in municipality. partner is working or plans to work. The project has not briefed up officially earlier. Municipality level briefings/discussions on Briefings/discussions carried out by grantee partners. In these briefings, they CL.1.2 Event 10 N/A approach and underlying activities and progress. also presented the progress achieved from the support of KISAN II grant. Joint monitoring visits with municipalities CL.1.3 Event 30 10 9 Conducted by the project 10 10 30.00% officials (1-day). Joint monitoring visits with municipalities CL.1.4 Event 9 Conducted by grantee partners N/A officials (1-day). CL.2 Coordination with the Government of Nepal CL.2.1 Central level coordination CL.2.1.1 Conduct steering committee meetings. Event 2 1 1 Conducted on September 16, 2019. 1 50.00% CL.2.1.3 Conduct technical committee meetings. Event 4 1 1 Conducted on September 16, 2019. 2 1 25.00% Joint monitoring visits with steering and CL.2.1.3 Person 20 0 0 10 10 0.00% technical committee members (3 days). CL.2.2 Provincial level coordination 5 informal meetings with provincial MOLMAC officials have been conducted Conduct meeting with provincial level CL.2.2.1 Event 4 4 5 in all four provinces within KISAN II ZOIs. Formal meetings will be 125.00% officers. conducted in T2 Joint monitoring visits with the officials This visit could not be conducted due to their busy schedule. They were busy CL.2.2.2 working at the provincial agricultural ministry Person 40 10 1 in preparing their annual program and budget. Detail exercise on program and 20 10 2.50% (2-days). budget was done by provincial officials for the first time.
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Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.) CL.2.2.3 Meeting with AK, VHLSEC and PMAMP. Event 20 10 17 This number includes the visit with PMAMP zones and super zones as well. 10 85.00% One such meeting was done with all DCCs last year. Meeting will be CL.2.2.4 Conduct meeting with DCC. Event 25 10 1 15 4.00% conducted this year on requirement basis. Conduct meeting with DCCI and private Efforts will be done in T2 to conduct meeting with remaining DCCIs in CL.2.2.5 Event 25 10 1 15 4.00% Sectors. KISAN II ZOIs. CL.3 Support for Joint Sector Reviews (JSR) CL.3.1 National ADS-JSR coordination meeting Event 1 0 0 1 0.00% ADS-JSR technical committee meeting for CL.3.2 Event 3 1 1 1 1 33.33% review and planning. Planned Activities to Achieve Project II Objectives. Component 2: Strengthen the Competitiveness, Resilience, and
Inclusiveness of Selected Agricultural Market Systems. Conduct and update opportunity mapping 2.0 15 Till date, the total number of mapped organizations is 3,813. exercise. Sub-objective 2.1: Strengthen the 2.1 organization and coordination of selected market systems Streamline vertical linkages and select 2.1.1 partners 4 were contracted. 7 full proposal approved by PIFAC – Partnership and 2.1.1.1 Establish new partnerships. No. 25 10 4 10 5 16.00% Innovative Fund Advisory Committee 2.1.1.2 TOT for partner staff. Conduct pre/post-season out grower/new 2.1.1.3 buyer/wholesale market forums Up to this trimester, most of the activities were focused on increasing production and productivity at the farmer level. In the next trimester, activities will be focused on linking traders with farmers and initiating demand-based Conduct pre-season out grower/new 2.1.1.3.1 Event 50 26 3 production. We will build the capacity of the identified traders through 14 10 6.00% buyer/wholesale market forums. Activity 2.1.1.4 and support them to conduct this activity. Furthermore, we are analyzing annual survey data to identify pockets that have weak link with the market and will conduct the activity in these pockets. Conduct post-season out grower/new 2.1.1.3.2 Event 50 12 0 This is a follow-up activity to the pre-season market forum 24 14 0.00% buyer/wholesale market forums.
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Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.) Develop the capacity of traders, buyers and output marketing actors to prepare their demand We have developed the content for capacitating traders, identified the potential 2.1.1.4 Event 14 7 0 7 0.00% schedule, production plan and traders and will build their capacity in the upcoming trimester. communicate it to the farmers and coops. Piloting the Integration of Traders-Farmers To pilot this, Aatmanirvar Cooperative of Kavre identified 30 farmers with 5 2.1.1.5 Cyclic Production Planning implementation Event ropanis each and working on finalizing irrigation option. The irrigation (Market LED). specialist is visiting the area to discuss on irrigation options. Linking Workshop to link grantees with agri- 2.1.1.6 input suppliers to improve access to new and Event 1 0 0 1 0.00% improved agri-inputs. Linking Workshop to link grantees with agri- 2.1.1.7 input suppliers to improve access to new and Event 1 0 0 1 0.00% improved agri-inputs. Re-evaluation of lentil opportunities and 2.1.1.8 Report 1 0 0 Developed TOR and undergoing hiring process. 1 0.00% Technologies. Build capacity of farmer groups and 2.1.2 cooperatives To BOD and/or manager (organization level) Due to the closing of fiscal year, the BOD and manager were busy. Will 2.1.2.1 Person 60 20 0 20 20 0.00% of coop (up to 3 days). conduct this event in T2 and T3. Technical training to extension workers of 2.1.2.2 Person 50 20 0 The content is developed and in process of finalization. 15 15 0.00% coops integrating BCC and GESI (5 days). Refresher technical training previously 2.1.2.3 trained extension workers of coops Person 175 100 0 The content is developed and in process of finalization. 50 25 0.00% integrating BCC and GESI (3 days). Empower and link vulnerable and 2.1.3 marginalized groups 2.1.3.1 Train vulnerable HHs. Person 140,000 40,000 59,441 50,000 50,000 42.00% Develop GESI tools (checklist) and training 2.1.3.2 Report 1 1 1 100.00% materials. Form and/or strengthen group collection 2.1.3.3 points in coordination with grantee. (Per No. demand) 2.1.4 Strengthen horizontal linkages 2.1.4.1 Launch “Buy Nepal, Buy Fresh” campaign. Event 1 0 0 1 0.00% 2.1.4.2 Conduct industry-wide learning events. Event 3 0 0 1 2 0.00% Prepare/complete marketing strategy for 2.1.4.3 Report 1 0 0 1 0.00% Jorayal basmati rice.
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Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.) Include an additional commodity for 2.1.5 commercialization Establish partnerships with private companies 2.1.5.1 No. 5 1 0 13 PCNs were approved and 8 full proposals were received. 2 2 0.00% and/or coops. 2.1.5.3 Produce community video. Event 2 0 0 2 0.00% 2.1.5.4 Train agrovets on AI. No. 30 0 0 20 10 0.00% Sub-objective 2.2: Strengthen the 2.2 organization and coordination of selected market systems Strengthen lead firms and other SMEs to 2.2.1 support selected market systems To owner/manager (organization level) of Due to the closing of fiscal year, the BOD and manager were busy. Will 2.2.1.1 processor, trader, and SME partner firms (up Person 25 10 0 10 5 0.00% conduct this event in the upcoming trimester. to 3 days). Technical training to extension workers of 2.2.1.2 processor, trader, and SME partner firms Person 30 10 0 The content is developed and in process of finalization. 10 10 0.00% integrating BCC and GESI (5 days). Refresher technical training to previously trained extension workers of processor, 2.2.1.3 Person 30 10 0 The content is developed and in process of finalization. 10 10 0.00% trader, and SME partner firms integrating BCC and GESI (3 days). Sub-objective 2.3: Enhance financial services 2.3 markets that serve selected market systems Expand SME agribusiness lending and 2.3.1 investment Supported 3 cooperatives to apply for wholesale loan and the application is 2.3.1.1 Ensure 5 wholesale loans. No. 5 1 0 2 2 0.00% under process Establish 1 MOU with a bank or MFI to 2.3.1.2 Event 1 0 0 1 0.00% expand agricultural lending. Signed MoU with Prabhu Management to expand digital finance and linked 2.3.1.3 Conduct digital finance event. Event 1 0 0 individual cooperatives with Prabhu Management for adoption of digital 1 0.00% finance. Identified 4 Agrovets interested to become Branchless Banking Agents and in 2.3.1.4 Pilot of agency banking with 5 new agrovets. No. 1 0 0 1 0.00% the orientation process with Laxmi Bank. KISAN II conducted a workshop to link 11 interested cooperatives with Nepal 2.3.1.5 Pilot crop insurance with partners. No. 1 0 0 Insurer's Association to initiate assurance. Among them, 6 cooperatives have 1 0.00% committed to become agents and have initiated the process. KISAN II also
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Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.) inked BISCOL with Siddhartha Insurance and Himalayan Insurance to link farmers with insurance providers. 2.3.2 Expand access to rural credit 2.3.2.1 Train cooperatives. Person 40 20 21 10 10 52.50% 2.3.2.2 Conduct exposure visit of coops (3 days). Person 20 0 0 10 10 0.00% Promote group savings and credit 2.3.3 activities and link to MFIs, SACCOs 2.3.3.1 Individual/farmer begin or increase savings. Event 60,000 60,000 0.00% Sub-objective 2.4: Enhance market 2.4 infrastructure and other services to support selected market systems Expand access to safe and cost-effective 2.4.1 storage and warehousing Prepare cost benefit and guidelines on cold Developed cost benefit analysis and partnered with NSR (New Siddhartha 2.4.1.1 Report 1 0 1 1 100.00% storage. Refrigeration). Conduct exposure visit for partners to 2.4.1.2 understand operation of a vegetable cold Person 15 0 0 15 0.00% chamber (3 days). 2.4.1.3 Pilot inventory credit scheme. No. 1 0 0 1 0.00% Hired a packhouse consultant to develop the design of packhouse based on the Establish collection point/pack house 2.4.1.4 No. 20 10 0 capacity and requirement of individual partners focused on post-harvest 5 5 0.00% investments. management. Pilot/demonstrate pre-force cooling system 2.4.1.5 1 1 0 0.00% (Zero energy cooling chamber). 2.4.2 Increase access to mechanized services Establish partnership with 2.4.2.1 No. 2 1 1 1 50.00% equipment/mechanization firm. Establish partnership with TVET-type 2.4.2.2 1 0 0 1 0.00% organization. Pilot cooperative-based custom hire business 2.4.2.3 No. 2 0 0 Developed cost benefit analysis of custom hiring center. 1 1 0.00% model. 2.4.2.4 Piloting demo of rice drying technology No. 1 0 0 1 0.00% 2.4.2.5 Piloting demo of maize drying technology. No. 1 1 1 100.00% Improve grading, testing, and standards 2.4.3 adherence services
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Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.) Conducted a series of meeting with Safe Food Alliance and Sukalpa for Ensure partners developed grading implementation of grading guidelines. Sukalpa was rejected by PIFAC and we 2.4.3.1 No. 10 3 0 3 4 0.00% guidelines. are still discussing with Safe Food Alliance to finalize implementation modality. Improve access to market information 2.4.4 services Pilot efforts on ICT solutions to market 2.4.4.1 No. 2 0 0 1 1 0.00% information. 2.4.4.2 Conduct workshops at cluster level. Event 2 0 0 1 1 0.00% Expand availability and use of business 2.4.5 and training services Coach firms through BDS procurement and 2.4.5.1 Event 3 0 0 1 2 0.00% assessment process. Develop women’s cooperative leadership 2.4.5.2 Report 1 0 0 1 0.00% program. 2.4.5.3 Conduct ICT forum. Event 1 0 0 1 0.00% Sub-objective 2.5: Expand trade in domestic 2.5 and regional markets to support agricultural market systems development Identify opportunities for import 2.5.1 substitution 2.5.1.1 Conduct assessment of wholesale markets. Report 2 0 0 2 0.00% Component 1: Improve Productivity of
Selected Agricultural Marketing System. Sub-objective 1.1: Facilitate intensification and diversification of male and female 1.1 farmers and socially excluded groups into higher-value commodities Form farmer groups, inclusive of women, 1.1.1 Event 482 Formed 480 farmer groups involving 12,580. youth, and marginalized groups. Sub-objective 1.2: Strengthen the capacity of input supply systems to deliver timely and 1.2 affordable productivity-enhancing technologies Strengthen capacity of agrovets to 1.2.1 deliver quality inputs and other services 12.1.1 Capacity building of agrovet
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Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.) To owner/manager (organization level) of 1.2.1.1.1 Person 110 50 0 Due to time unavailability of owner/manager, this is postponed to T2. 40 20 0.00% agrovet (up to 3 days). Technical training (TOT) to extension 1.2.1.1.2 workers of agrovets integrating BCC and Person 55 20 30 20 15 54.54% GESI (5 days). Refresher technical training (TOT) to Due to busy schedule of partners' extension staff, we could not conduct TOT as 1.2.1.1.3 previously trained extension workers of Person 220 150 60 50 20 27.27% planned. This will be met in T2. agrovet integrating BCC and GESI (3 days). Pesticide retailor training (Agrovet and coop) 1.2.1.1.4 Person 25 0 0 25 0.00% (6 days). Conduct study on input supply value chain 1.2.1.2 Report 1 0 0 1 0.00% analysis. Enhance input supply to farmers throughout 1.2.2 grower schemes and cooperative membership. Train/coach agriculture or multipurpose to Potential cooperatives are being identified and training will be conducted in 1.2.2.1 develop or strengthen input management and Person 40 20 0 20 0.00% T2. delivery systems (2 days residential). Expand development, dissemination, and 1.2.3 adoption of IPM Train private sectors extension agents in IPM IPM course was embedded during new and refresher TOTs where 90 1.2.3.1 Person 150 50 0 75 25 0.0% (2 days residential). participants were trained. But, specific IPM training will be conducted in T2. Sub-objective 1.3: Increase adoption of profitable, productivity-enhancing, and 1.3 climate-smart technologies by all groups, including youth, women, and disadvantaged groups Facilitate consultative meeting with donor projects and GON catalogue 1.3.1 training material, identify, and develop a coordination strategy Continue consultations and coordination with NSAF, iDE and other donor and GON 1.3.1.1 Have been meeting with them as required. projects to catalogue and share training material. Develop/revise safe and good agricultural 1.3.1.2 practices training materials to align with the No. 1 1 0 Text has been finalized. Artist is working on developing pictures/art. 0.00% private sector demand, other projects, and
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Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.) GON. Print safe and good agricultural practices 1.3.1.3 training materials to align with the private Copies 10,000 10,000 0 Will be printed and distributed in T2. 0.00% sector demand, other projects, and GON. Print 20 safe and good agricultural practices 1.3.1.4 training materials to align with the private Copies 200,000 200,000 140,000 70.00% sector demand, other projects and GON. 1.3.1.5 Print leaflet on safe use of pesticides. Copies 10,000 10,000 10,000 100.00% 1.3.1.6 Print manual for GAP. Copies 10,000 Covered under 1.3.1.3 0.00% Compilation of 30 technologies and print in a 1.3.1.7 Copies 5,000 0 0 5,000 0.00% book form. 1.3.1.8 Revise and print existing training manual. Copies 5,000 0 0 5,000 0.00% 1.3.2 Support to FAW management. Event 2 Conducted a TOT to 40 participants from GON, grantees and KISAN II. N/A Training on video production; and video 1.3.3 0 production and dissemination Conduct training on video production and 1.3.3.1 dissemination. Conduct training on video production (5 1.3.3.1.1 Person 30 30 34 113.33% days). Conduct training on video dissemination 1.3.3.1.2 Person 50 50 52 104.00% (2 days). Refresher training on video production 1.3.3.1.3 Person 15 15 0.00% and dissemination. 1.3.3.2 Produce videos Event 51 10 24 Private sectors developed as per their needs. 17 24 47.06% 1.3.3.3 Dissemination of produced videos to farmers. No. 50,000 10,000 7,673 20000 20000 15.35% Conduct demonstrations, field days, and 1.3.4 exposure visits. Prepare guidelines to conduct 1.3.4.1 Report 3 3 3 100.00% demonstration, field days and exposure visits. 1.3.4.2 Conduct demonstrations. No. 2,000 700 1,480 700 600 74.00% 1.3.4.3 Conduct field days. No. 500 100 99 200 200 19.80% 1.3.4.4 Conduct exposure visits. No. 25 10 15 0.00% 1.3.5 Expand access to irrigation. 1.3.5.1 Installed irrigation through KISAN project. 305 42 12 7.21%
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Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.) Training to irrigation groups (through project) 1.3.5.2 Event 305 42 44 Irrigation groups of Y2 were also trained. 14.43% on operation and management. 1.3.5.3 Installed irrigation schemes through partners. Event 95 0 10 10.53% 1.3.5.4 Training to irrigation groups (through partners). Event 95 0 0 0.00% Component 3: Strengthen the Enabling Environment of Selected Agricultural Market Systems. Sub-objective 3.1: Build capacity for 3.1 streamlining, harmonizing, & coordinating GON policies & regulations. 3.1.1 Develop policy support agenda with GON. Draft food safety regulation (licensing and Identified consulting team for technical support to draft the regulation. Once 3.1.1.1 Report 1 0 0 1 0.00% registration of food business). the subcontracting process completes, the work will begin. Draft food safety regulation (import-export Identified consulting team for technical support to draft the regulation. Once 3.1.1.2 Report 1 0 0 1 0.00% inspection and certification). the subcontracting process completes, the work will begin. 3.1.1.3 Draft Agribusiness rule. Report 1 0 0 Waiting for the Agribusiness Promotion Bill to be passed by Parliament. 1 0.00% Draft one subsector development strategy 3.1.1.4 documents. (could be support for ADS or Report 1 0 0 1 0.00% organic ag. strategy) Technical support to MOALD/DFTQC in the process of implementation of the National 3.1.1.5 Event N/A Food Safety Policy and Food Safety and Standard Act (As and when required). 3.1.1.6 Draft one national level guideline for PSE. Report 1 0 0 1 0.00% Support MOALD through PPD to develop 3.1.1.7 Event 1 1 1 PPD held on Nov. 5, 2019 100.00% and draft goat breeding strategy. Conduct meeting for goat development First Goat Working Committee met on August 12, 2019 with the participation 3.1.1.8 strategy in partnership with other Event 1 1 1 from GON, Development Partners and Federation of Goat Producers 100.00% development partners. Association. PPD for food safety regulations (for two 3.1.1.9 Event 4 0 0 4 0.00% regulations). 3.1.1.10 PPD for national level guidelines for PSE. Event 1 0 0 1 0.00% Engage private sector advocacy groups in 3.1.2 policy dialogue 3.1.2.1 Organized PPD. Event
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Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.) 3.1.2.1.1 With ANROOPI. Event 1 0 0 Scheduled in Feb. 2020. 1 0.00% 3.1.2.1.2 Study and PPD with FNCCI (Tentative). No. 1 0 0 1 0.00% Sub-objective 3.2: Improve investments, 3.2 management, and governance (e.g. standardization) of infrastructure. Develop a menu of proven postharvest 3.2.1 technologies and infrastructure. Develop a menu of proven postharvest Menu is under preparation by KISAN II component 3 team, in collaboration 3.2.1.1 Report 1 0 0 1 0.00% technologies and infrastructure. with MOALD/DOA. 3.2.1.2 Dissemination of case studies on cold storage. Report 0 Covered by Activity 2.4.1 Assess enabling environment for public 3.2.2 and private sector investment in infrastructure Pilot program to facilitate any cooperatives 3.2.2.1 which agrees to move forward with new and Report 0 Covered by Activity 2.4.1 innovative approach. Support participatory administration of 3.2.3 infrastructure and planning. Train senior GON officials for policy The 15-day's special training is arranged through MANAGE India in 3.2.3.1 Person 10 0 0 10 0.00% analysis. Hyderabad, India and scheduled from January 21 to February 5, 2020, Pilot a public sector extension program using agronomic extension videos in 1-2 3.2.3.2 municipalities as a test of effectiveness in Event 0 Covered by Activity 1.3.3 filling technical gaps at the municipality level. Conduct training for municipalities on Preparatory meeting has been initiated with MOLMAC of Province 5 to 3.2.3.3 Person 40 0 0 40 0.00% planning. discuss the modality of the training. Sub-objective 3.3: Improve systems to 3.3 increase the quality of selected commodities Development of industry-driven 3.3.1 commodity norms and standards First draft commodity norms are prepared for six vegetables and shared and Draft illustrated commodity norm and 3.3.1.1 Event 1 0 0 discussing with Safe Food Alliances for choices of vegetables and finalization 1 0.00% disseminate for two vegetables. of the drafts. 3.3.2 Promote safe food practices
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Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.) Technical texts for the key campaign messages have been prepared, and 3.3.2.1 Conduct information campaign. Event 1 0 0 discussion initiated with SUAAHARA on the modality and radio script 1 0.00% preparation as required Support for witness audits of Nepali GAP Waiting for DFTQC to send official request to begin the process for the next 3.3.2.2 Person 1 0 0 1 0.00% auditors. phase. In August 2019, two GON officials from MOALD/DFTQC were provided Exposure visits to Nepali auditors and GON travel support to attend the regional training on GAP in New Delhi, India, 3.3.2.3 officials to India to observe GAP adoption Person 4 0 2 4 50.00% which gave them opportunities to visit and observe GAP adoption and and certification. certification. Sub-objective 3.4: Support local government agencies to improve and 3.4 rationalize spending in support of market systems development. Increase understanding and adoption of 3.4.1 market systems development strategies. One case study linked with possible adoption of pre-cooling system used by Conduct case studies with Municipalities on KISAN II grantee of Surkhet in Narayani Municipality and Bheri Municipality 3.4.1.1 private sector /cooperative management in Event 2 0 0 2 0.00% is completed. One consultant has been identified for conducting pre-feasibility irrigation/market development. study of collection points and the vegetable market in Panauti, Kavre. Build capacity of local government units 3.4.2 to align investment strategies to support increased market access for farmers. Support on 2 tasks identified by Government ADS-JSR Committee have agreed to take up some important tasks, in in the process of establishing effective, coordinated approach amongst the development and assigned KISAN II to 3.4.2.1 functional linkages among the three tiers of Report 2 0 0 support organizing consultation workshops in its ZOIs with while EU/TA will 1 1 0.00% Government (federal, provincial and provide technical experts to prepare program planning guidelines, local municipality). agriculture development plans and M&E system. 3.4.3 Launch internship program Four MBA interns from KUSOM recruited for Surkhet Cluster to assist 3.4.3.1 Recruit interns. No. 5 0 4 2 3 80.00% KISAN II grantee, Narayani Municipality and Bheri Municipality. Component 4: Increase vulnerable communities’ ability to act on business
opportunities within selected market systems (Business Literacy and Development). Sub-objective 4.1: Enhancing literacy and 4.1 business skills. Develop and adapt business literacy 4.1.1 training materials.
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Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.) 4.1.1.1 Conduct field test for Modules 3, 4 and 5. No. 3 1 1 For Module 3 2 33.33% Consult relevant stakeholders for their feedback 4.1.1.2 No. 3 1 0 Postponed for T2 2 0.00% on module 3, 4 & 5. 4.1.1.3 Finalize Modules 3, 4 and 5. No. 3 1 0 1st draft of Module 3 has been prepared. Will be finalized in early T2. 2 0.00% 4.1.1.4 Print Module 2, 3, 4, 5 and 6. Module 5 2 2 Modules 2 and 6 printed 2 1 40.00% 4.1.1.5 Translation of Modules 3, 4 and 5 in English. Event 3 1 0 Postponed for T2 1 1 0.00% Develop and print facilitator's guide for 4.1.1.6 Module 4 1 1 Module 2 Guidebook developed and printed 2 1 25.00% Modules 2, 3, 4 and 5. Encourage and/or support private 4.1.1.7 sector/grantees to develop low cost videos Event 7 0 0 7 0.00% on some contents of M6. Prepare/support low cost video documentary 4.1.1.8 for women entrepreneurship, nutrition and No. 1 0 0 1 0.00% life skills in coordination with GESI unit. Disseminate videos on agri technologies 4.1.1.9 women entrepreneurship, nutrition and life Event 350 100 125 150 100 35.71% skills through BL classes and other activities. 4.1.2 Recruit and train trainers Select 5 new MTs and 200 CTs for short 4.1.2.1 Person 205 5 0 On process 130 70 0.00% Course. Conduct 2 MTOT Refreshers for MTs for 4.1.2.2 Person 36 0 0 18 18 0.00% short course (two times). Conduct 12 district level orientation 4.1.2.3 meetings with existing Community Trainers Event 12 12 12 100.00% for third batch short course. 4.1.2.4 Conduct CTOTs for short course. Person 7 4 3 0.00% Conduct orientation meetings with 4.1.2.5 Community Trainers for short course - 5th Event batch (need based) 4.1.2.6 Recruit new 9 SMTs for long course. Person 9 9 9 100.00% 4.1.2.6 Recruit new 90 new MTs for long course. Person 90 60 59 30 65.56% Conduct MTOTs for SMTs and MTs for long 4.1.2.7 Person 69 69 80 115.94% course (5 days) for first batch. Conduct MTOTs for MTs for long course (5 4.1.2.8 Person 30 0 0 30 0.00% days) for second batch.
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Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.) Conduct MTOTs refresher for SMTs and 4.1.2.9 MTs for long course (5 days) for first batch Person 69 0 0 69 0.00% (6 days). During the planning phase, one CT was supposed to conduct 1.67 classes but, 4.1.2.10 Recruit new CTs for long course. Person 868 567 495 301 57.04% one CT is managing 1.92 classes, so this number is enough for now. 4.1.2.11 Conduct CTOTs for long course (5 days). Person 868 0 0 567 301 0.00% Conduct CTOT refreshers for long course 4.1.2.12 Person 567 0 0 567 0.00% (7 days). Deliver business literacy training to poor, 4.1.3 marginalized communities Graduate 17,367 HHs through short course 4.1.3.1 Event 805 186 182 4,035 participants graduated against the T1 target of 4013, with 182 events. 302 317 22.61% BL classes. Graduate 30,000 HHs through long course 4.1.3.2 Event 1,432 0 0 935 497 0.00% BL classes. Component 5: Collaborate, Learn and Adapt (Objective: Apply CLA to Market Systems Development) 5 Learning Questions 5.0.1 Learning questions on competitiveness LQ 1: Which implementation business 5.0.1.1 models lead to the best farmer outcomes in Report 1 0 0 1 0.00% terms of yields and incomes? LQ 2: How can adoption of post-harvest 5.0.1.2 technologies and practices make enterprises Report 1 0 0 1 0.00% (farmers and firms) more competitive? LQ 3: How can irrigation be promoted 5.0.1.3 Report 1 0 0 1 0.00% through a private sector/commercial model? 5.0.2 Learning Questions on Inclusiveness LQ4: Will simple-to-follow improved management practice training materials and 5.0.2.1 “leave behinds” increase adoption rates Report 1 0 0 1 0.00% among women and farmers from disadvantaged groups? LQ5: What adaptations to our approach – coaching/training/TA/grants -- lead to higher 5.0.2.2 Report 1 0 0 1 0.00% adoption and greater income change among women, youth, and disadvantaged groups?
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Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.) LQ 6: Does business literacy training combined with agriculture training increase 5.0.2.3 the ability of vulnerable and DAG households Report 1 0 0 1 0.00% to act on right type of business opportunities? 5.0.3 Learning Questions on Resilience LQ 7: Do KISAN II private sector led activities buffer or better equip farmers to 5.0.3.1 Report 1 0 0 1 0.00% cope from environmental, economic, and political shocks? LQ 8: Does market led production planning lead to better farmer incomes and are they 5.0.3.2 Report 1 0 0 1 0.00% better able to withstand market price fluctuations? Learning Questions on policy 5.0.4 development LQ 9: How can KISAN II best build the capacity of local government units to 5.0.4.1 increase municipality level investment in Report 1 0 0 1 0.00% agriculture sector that respond to market and local farmer needs? LQ 10: What are the grain storage options 5.0.4.2 and modalities that would benefit farmers Report 1 0 0 1 0.00% and be financially viable (sustainable)? Sub-objective 5.1: Apply CLA to advance the 5.1 competitiveness Conduct workshop on Market Systems 5.1.1 Development (MSD), sector level information, Event 2 1 0 1 and interlinkages. 5.1.2 Opportunity mapping. Conduct training/workshop on partnership 5.1.3 Event 1 0 0 1 0.00% modalities. Conduct cluster-level review, reflection and 5.1.4 Event 7 2 1 2 3 learning workshops. Sub-objective 5.2: Apply CLA to advance 5.2 inclusiveness 5.2.1 Conduct workshop on GESI mainstreaming in Event 2 0 0 2 0.00%
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Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.) Inclusive MSD (3 days). Conduct coordination Meetings with other USAID projects on what and how of external 5.2.2 Event 2 0 0 1 1 0.00% collaboration among USAID projects determined. Conduce cluster-level review, reflection and 5.2.3 Event 7 2 1 2 3 14.29% learning workshops. 5.3 5.3 Apply CLA to strengthen resilience Conduct cluster level Pause and Reflect 5.3.1 Event 7 2 0 Will be conducted in T2 2 3 0.00% workshops. 5.3.2 Develop real time feedback loop. No. 1 0 0 1 0.00% 5.3.3 Conduct MEL data sharing workshops. Event 1 0 0 1 0.00% 5.4 Apply CLA to policy development Prepare policy issue specific technical 5.4.1 No. 4 0 0 4 0.00% committee meetings/dialogues. Conduct sensitization workshops for municipalities on planning and governance 5.4.2 Event Covered by Activity 3.2.3 skills and principles of USAID’s market system approach. Identify technical evidence-based case 5.4.3 No. 3 0 0 1 2 0.00% studies/assessments. Conduct central level validation workshop on 5.4.4 Event 1 0 0 1 0.00% case studies & assessments. Conduct central level Pause and Reflect 5.4.5 Event 2 0 0 2 0.00% workshop. 5.4.6 Conduct technical forums/network meetings. Event 2 0 0 1 1 0.00% III GRANTS UNDER CONTRACT (GUC) Update Grants Under Contract Manual to GUC.1 Report 1 1 1 Updated. 0 0 support program activities (if required). Issue an Annual Program Statement and/or RFA Not required. second Annual Program Statement published in August 2018 GUC.2 to identify potential grantees (Publish as many No. 1 0 0 was valid until August 2019. KISAN II received overwhelming interest from 0 0 times as required). the private sector partners by the end of the second round of the APS. GUC.3 Assess Applications and award grants. No. 25 10 4 16 concept papers were evaluated. 10 5 As required. Also mentioned in C1 and C2 in partners' capacity building GUC.4 Coach and monitor recipients. No. 150 80 92 40 30 activities.
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Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.)
GUC.5 Market System Contribution It's a continuous process through implemented activities. Conduct coordination meeting with CBMs, GUC.6 No. 1 1 1 100.00% CAMEAs, and Grants Accountants (2 days). Conduct interaction meeting with CBMs, GUC.7 No. 1 0 0 1 0.00% CAMEAs, and Grants Accountants (1 day). MONITORING AND EVALUATION IV (M&E) Sub-objective 5.5: Apply CLA to Monitoring 5.5 and Evaluation 5.5.1 Update and submit MEL plan to USAID/Nepal. Report 1 1 0 Will be revised as per new FTF handbook in T2. Upgrade and operationalization of WIKISAN 5.5.2 Event 1 1 1 2.0. 5.5.3 Customize DevResults. Event 1 0 0 1 Training on theory of change (TOC) and 5.5.4 Event 2 0 0 2 performance indicators. Train data entry field staff on data collection 5.5.5 Event 2 0 0 2 and regular checks (1-day). Conducted external DQA for 7 indicators in Kapilbastu cluster from 15 to 18 Oct. 2019. The DQA team had meetings with the grant and policy teams on October 24, 2019 to gather information on grant and policy-level indicators. A 5.5.6 Conduct spot checks and Internal DQA. Event 1 0 0 1 DQA report will be drafted by USAID/MEL team and shared with KISAN II team for feedback and information. KISAN II will prepare an action plan, considering issues and suggestions raised. 5.5.7 Identify mapping priorities and produce maps. No. 5 2 2 Maps produced as per Cluster team request. 2 1 Design and conduct an annual farmers survey 5.5.8 Event 1 0 0 1 to measure outcomes. Design and conduct an annual organizational 5.5.9 Event 1 0 0 1 census survey to measure outcomes. Design and implement a baseline household 5.5.10 panel survey to measure changes in resilience Event 1 0 0 1 capacities throughout the LOP. KISAN II uploaded finalized data into Feed the Future Monitoring System 5.5.11 Submit project data to USAID and GON. Report (FTFMS) on November 15, 2019 and shared its Data Management Tool (DMT) and Performance Indicator Tracking Table (PITT) with USAID. KISAN II uploaded finalized data into Feed the Future Monitoring System Update the KISAN II Environmental 5.5.12 No. 1 0 0 (FTFMS) on November 15, 2019 and shared its Data Management Tool 1 Management and Monitoring Plan (EMMP). (DMT) and Performance Indicator Tracking Table (PITT) with USAID.
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Achieved Activity Component, Sub-objective, Y3 Total Y3T1 Y3T1 Y3T2 Y3T3 Unit Remarks (% Ann. No. Specific Result/Output, Activity Target Target Actual Target Target Trgt.) OPERATIONAL, FINANCIAL AND V COMMUNICATION ACTIVITIES (OP) SBCC and GESI TOT to existing KISAN II Due to busy schedule of cluster team, these trainings were concealed and will OP.4.4 7 4 0 3 Staff. be conducted in T2. Orientation to local media/journalists to OP.9 document/highlight practices adopted by 0 partner firms and farmers. OP.9.1 Conduct orientation program (1 day). Event 10 10 Conduct exposure visits to journalist to OP.9.2 Person 10 6 4 collect and present KISAN II stories (3 days). OP.11.1 Conduct half yearly review workshop. Event 1 1 Conduct annual review and Y4 planning OP.11.2 Event 1 1 workshop.
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ANNEX 7: PERFORMANCE INDICATOR TRACKING TABLE (PITT)
FY 2019 FY 2020 Indicator Annual KISAN Code # in Baseline 2018 (With all disaggregated information as II code M&E Plan Annual First Trimester Second Trimester Third Trimester mentioned in PIRS) Value Target Actual Target Actual Target Actual Target Actual Target Actual
EG. 3-1 Number of households benefiting directly K1 (Nepal 2.1.1- NA 130,000 132,827 100,000 88,435 50,000 30,000 180,000 88,435 from USG assistance under Feed the Future 4)
Number of individuals participating in USG K2 EG.3-2 NA 162,781 134,439 150,000 88,482 35,000 13,250 198,250 88,482 food security programs [IM-level] Number of individuals who have received EG.3.2-1 USG supported short-term agricultural sector K3 (Nepal 2.1.1- NA 130,270 104,437 140,000 83,048 35,000 16,200 191,200 83,048 productivity or food security training (RAA) 3) (WOG) Number of individuals in the agriculture system who have applied improved K4 EG.3.2-24 122,854 91,000 57,317 155,000 management practices or technologies with USG assistance [IM-level] Average number of improved management K5 Custom 1 practices or technologies applied per 3.83 household with USG assistance.
Type of Commodities: Rice 5.25 8 11 11 Type of Commodities: Maize 2.94 4 6 6 Type of Commodities: Lentil 2.51 4 3 4 Type of Commodities: Vegetables 6.40 8 11 11 Type of Commodities: Goats 2.03 3 - 3
Percentage of female participants in USG- assisted programs designed to increase access K6 GNDR-2 73% 50% 47% 50% to productive economic resources (assets, credit, income or employment)
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FY 2019 FY 2020 Indicator Annual KISAN Code # in Baseline 2018 (With all disaggregated information as II code M&E Plan Annual First Trimester Second Trimester Third Trimester mentioned in PIRS) Value Target Actual Target Actual Target Actual Target Actual Target Actual Percentage of participants in USG-assisted programs designed to increase access to K7 YOUTH-3 22% 15% 10% 21% productive economic resources who are youth (15-29) [IM-level] Number of hectares under improved K8 EG.3.2-25 management practices or technologies with 39,685 18,851 14,927 51021 USG assistance [IM-level] Total farm-level volumes (MT) produced of targeted agricultural commodities with USG K9 Reporting 1 180,218 259,597 88,487 522, 641 assistance (rice, maize, lentil, vegetables, goats) Yield of targeted agricultural commodities K10a EG.3-10 among program participants with USG assistance per hectare [IM-level]
Crops: Smallholder Crops: Rice 3.49 4.78 4.38 4.97
Crops: Maize 1.96 3.54 2.29 3.27
Crops: Lentil 0.55 1.14 0.65 1.00 Crops: Vegetables (All Veg) 9.39 19.46 18.91 22.38 Crops: Tomato 14.37 30.54 28.16 33.00 Crops: Cauliflower 11.59 18.11 21.57 23.00 Crops: Cabbage 14.42 27.08 22.76 25.00 Crops: Cucumber 11.70 30.64 21.59 24.00 Crops: Bitter gourd 12.87 16.25 15.25 17.00 Crops: Bottlegourd 15.27 19.00 20.85 22.00 Crops: Eggplant 14.99 19.00 29.39 30.00 Crops: Chili pepper 2.06 6.00 9.36 10.00
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FY 2019 FY 2020 Indicator Annual KISAN Code # in Baseline 2018 (With all disaggregated information as II code M&E Plan Annual First Trimester Second Trimester Third Trimester mentioned in PIRS) Value Target Actual Target Actual Target Actual Target Actual Target Actual
Crops: Onion 5.44 18.00 11.96 12.00
Crops: Green bean (French Bean) 5.26 12.00 7.13 8.00 Yield of targeted agricultural commodities K10b EG.3-11 among program participants with USG 6.29 6.29 0.00 6.61 assistance per animal [IM-level] EG.3.2-26 Value of annual sales of input suppliers K11 $816,118 23,963,935 9,142,616 10,180,096 disaggregate receiving USG assistance (IM-Level) Number of hectares under improved management practices or technologies that K12 EG.3.2-28 promote improved climate risk reduction $22,670 6,409 5,272 20,888 and/or natural resources management with USG assistance [IM-level] Average number of climate-smart technologies K13 Custom 2 or practices applied per household with USG 1.59 2 2 200 assistance. Number of for-profit private enterprises, producer organizations, water user associations, women's groups, trade and K14 (EG.3.2- K14 business associations, and community-based NA 170 188 200 4) organizations (CBOs) receiving USG food security related organizational development assistance Number of USG-assisted organizations with K15 EG.3.2-29 increased performance improvement [IM- NA 153 113 180 level] Number of for-profit private enterprises, producer’s organizations, water user associations, women's groups, trade and Nepal 2.1.2-2 business associations and community-based K16 NA 170 117 200 EG.3.2-20 organizations (CBOs) that applied improved organization-level management practices or technologies with USG assistance [8] (RAA) (WOG)
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FY 2019 FY 2020 Indicator Annual KISAN Code # in Baseline 2018 (With all disaggregated information as II code M&E Plan Annual First Trimester Second Trimester Third Trimester mentioned in PIRS) Value Target Actual Target Actual Target Actual Target Actual Target Actual Value of annual sales of producers and firms K17 EG.3.2-26 $39,324,926 $ 63,384,841 $ 25,499,531 $ 107,836,312 receiving USG assistance
Volume of annual sales (MT) of farms K18 Reporting 2 receiving USG assistance (rice, maize, lentil, $70,675 172,210 53,823 356,518 vegetables, goats) Number of Individuals who have applied Nepal 2.1.1-2 improved management practices or K19 EG.3.2-24 $32,094 24,843 33,364 89,900 technologies with USG assistance – related to disaggregate) marketing and distribution Percentage of USG-assisted Household accessing information on improved K20 Custom 3 15% 60% 37% 60% technologies and practices through improved ICT channels or content Percentage change in the number of K21 Reporting 3 municipalities (palikas) in the ZOI that have NA 45% 55% 55% access to markets Number of financial intermediaries serving K22 EG.4.2-2 poor households and microenterprises NA 45 56 65% supported by USG assistance Value of agriculture-related financing accessed K23 EG.3.2-27 NA 29,841,450 13,522,336 31,404,860 as a result of USG assistance [IM-level] Number of individuals participating in USG- K24 EG.4.2-7 assisted group-based savings, micro-finance or 63,520 48,834 43,181 54,250 lending programs [IM-level] Value of household savings deposits of USG- K25 Reporting 4 NA 40,135,095 6,130,545 15,186,900 assisted smallholders
Value of the outstanding balance on K26 Reporting 5 NA 4,177,803 7,492,750 18,119,500 agriculture loans of USG-assisted households
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FY 2019 FY 2020 Indicator Annual KISAN Code # in Baseline 2018 (With all disaggregated information as II code M&E Plan Annual First Trimester Second Trimester Third Trimester mentioned in PIRS) Value Target Actual Target Actual Target Actual Target Actual Target Actual
Value of new USG commitments and private K27 EG.3.1-14 sector investment leveraged by the USG to NA 1,300,000 3,123,805 2,192,581 support food security and nutrition [IM-level]
Number of USAID priority policies [21] in each of the following stages of development as a result of USG assistance: 1) analysis, 2) K28 Nepal 1.4-1 stakeholder consultation, 3) drafting or NA 2 2 3 revision, 4) approval (legislative or regulatory), 5) full and effective implementation
Number of for-profit firms and organizations that applied improved organization level Nepal 2.1.2-2 technologies or management practices with K29 EG.3.2-20 NA 85 10 18 USG assistance – for effective management Disaggregate and governance of infrastructure (market, storage, and agro-processing) EG.3.2-1 (Nepal 2.1.1- Number of individuals who have received K30 NA 117,243 64,454 133,867 3) short-term training – on food grading or safety disaggregate K31 (EG.3.2- Number of farmers and others who applied K31 24 improved technologies or management NA 58,622 53,437 127,742 disaggregate) practices – on food grading or safety
Nepal 2.1.2-1 Number of for-profit firms and organizations K32 EG.3.2-4 receiving USG organizational assistance – NA 170 92 162 disaggregate related to food grading or safety
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FY 2019 FY 2020 Indicator Annual KISAN Code # in Baseline 2018 (With all disaggregated information as II code M&E Plan Annual First Trimester Second Trimester Third Trimester mentioned in PIRS) Value Target Actual Target Actual Target Actual Target Actual Target Actual Number of for-profit firms and organizations Nepal 2.1.2-2 that applied improved organization level EG.3.2-20 K33 technologies or management practices with NA 85 86 150 Disaggregate USG assistance – related to food grading or s safety Number of investment feasibility studies, exposure tours, and/or guidance documents K34 Custom 4 NA 3 0 5 produced that promote evidence-based local investment in market systems
Number of individuals who have received K35 (EG.3.2- USG supported short-term agricultural sector 1 (Nepal K35 productivity or food security training – related NA 170 153 200 2.1.1-3) to appropriate public and private sector roles disaggregate and support for market systems development
K36 (4.5.2 - Number of people trained in entrepreneurial K36 NA 6,000 8,303 4,013 3,173 6,512 6,512 17,037 3,173 Z15) skills through USG supported programs
Nepal 2.2.1-2 Number of people trained in life skills through K37 NA 0 0 0 0 0 20,146 20,146 - (4.5 ZOI) USG supported programs
Number of people trained in access to Nepal 2.2.2-2 K38 financial services through USG supported NA 0 0 0 0 0 0 0 0 0 - (4.5.2- ZO3) programs Percentage of business literacy trainees that K39 Custom 4 NA 90% 91% 90% pass a competency test Numerator 7,521 Denominator 8,303
Percentage of entrepreneurial literacy trainees Nepal 2.2.3-1 K40 who initiate or expand sales of good and NA 90% 86% 90% (4.5.2-ZOI) services
Numerator 7,162
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FY 2019 FY 2020 Indicator Annual KISAN Code # in Baseline 2018 (With all disaggregated information as II code M&E Plan Annual First Trimester Second Trimester Third Trimester mentioned in PIRS) Value Target Actual Target Actual Target Actual Target Actual Target Actual Denominator 8,303
Quantity of nutrient-rich value chain commodities produced by direct beneficiaries K41 Custom 5 2,066 2,479 3,646 13,076 with USG assistance that is set aside for home consumption (MT) Type of Commodities: Okra Quantity set aside for home consumption 154 184 457 1,111 Number of direct beneficiary producers 5,746 9,086 14,162 34,720 Type of Commodities: Cabbage Quantity set aside for home consumption 597 716 1,121 4,556 Number of direct beneficiary producers 17,637 27,887 26,829 113,907 Type of Commodities: Cauliflower Quantity set aside for home consumption 606 727 825 3,496 Number of direct beneficiary producers 19,759 31,242 21,668 91,989 Type of Commodities: Green leaf (Spinach,
Rayo) Quantity set aside for home consumption 203 244 545 1,339 Number of direct beneficiary producers 7,073 11,183 13,721 33,480 Type of Commodities: Bitter gourd Quantity set aside for home consumption 190 228 465 1,998 Number of direct beneficiary producers 7,957 12,581 16,810 71,373 Type of Commodities: Carrots Quantity set aside for home consumption 3 3 15 36 Number of direct beneficiary producers 133 210 510 1,550 Type of Commodities: Pumpkin
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FY 2019 FY 2020 Indicator Annual KISAN Code # in Baseline 2018 (With all disaggregated information as II code M&E Plan Annual First Trimester Second Trimester Third Trimester mentioned in PIRS) Value Target Actual Target Actual Target Actual Target Actual Target Actual Quantity set aside for home consumption 313 376 217 539 Number of direct beneficiary producers 8,929 14,118 7,574 23,250 EG.3.2-1 (Nepal 2.1.1- Number of individuals who have received K42 NA 6,000 6,861 22,078 3) short-term training on adaptive management disaggregate Number of for-profit firms and organizations EG.3.2-4 receiving USG organizational assistance K43 Disaggregate NA 17 45 80 related to CLA or monitoring shocks and s stressors Nepal 2.1.2-2 Number of for-profit firms and organizations EG.3.2-20 K44 that have applied CLA or have a mechanism in NA 9 42 74 Disaggregate place for monitoring shocks and stressors s EG.3.2-1 (Nepal 2.1.1- Number of people trained in climate change K45 NA 32,568 29,952 47,810 3) adaptation supported by USG assistance disaggregate Number of people using climate information EG.3.2-24 or implementing risk-reducing actions to K46 NA 22,750 15,215 37,200 disaggregate improve resilience to climate change as supported by USG assistance Number of innovations supported through K47 STIR - 10 NA 2 2 5 USG assistance
Number of innovations supported through K48 STIR - 11 USG assistance with demonstrated uptake by NA 1 1 2 the public and/or private sector
Percent of leadership positions in USG- NEP PI K49 supported Business entities that are filled by a 57% 60% 51% 53% 1.3.2-1 woman or member of a vulnerable group
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