Consolidated 2017 Detailed Implementation Plan (DIP) for the Drylands Development Programme (DryDev)

A Farmer Led Programme to Enhance Water Management, Food Security, and Rural Economic Development in the Drylands of Burkina Faso, Mali, Niger, Ethiopia, and Kenya ***2017***

Contents ACRONYMS ...... 3 1. Introduction ...... 6 2. ICRAF Coordination Detailed Implementation Plan, 2017 ...... 8 2.1 Summary of Lessons Learned from 2016 ...... 8 2.2 Key Priorities for 2017 ...... 8 2.2.1 Staffing Changes ...... 8 2.2.2 Main Coordination Focus for 2017 ...... 9 2.3 Description of Activities by Coordination Support Area (CSA) for 2017 ...... 9 2.4 2017 Detailed ICRAF Coordination Action Plan ...... 12 2.5 2017 Detailed Annual ICRAF Coordination Budget ...... 14 3. Kenya Detailed Implementation Plan, 2017 ...... 15 3.1 Summary of Lessons Learned from 2016 ...... 15 3.2 Key Priorities for 2017 ...... 15 3.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development ...... 15 3.2.2 Country Partnership Arrangement ...... 16 3.2.3 Plans for Capacity Development ...... 17 3.3 Main Programming Focus for Year 2017 ...... 17 3.4 Description of Specific Activities by Work Package & Activity Area for 2017 ...... 17 WP 1: Sub-catchment Level Natural Resource Management (NRM) ...... 17 WP 2: On-farm Water & Soil Management ...... 18 WP 3: Agricultural Commodity Production ...... 18 WP 4: Enhancing Market Access ...... 19 WP 5: Financial Services Linking ...... 19 WP 6: Local Governance & Institutional Strengthening ...... 19 WP 7: Planning, M&E, and Scaling of Learning ...... 20 WP 8: Policy Analysis & Influencing ...... 20 3.5 2017 Detailed Implementation Plan – Kenya ...... 21 3.6 2017 Detailed Annual Country Programme Budget for Kenya ...... 29 4 Ethiopia Detailed Implementation Plan, 2017...... 30 4.1 Summary of Lessons Learned from 2016 ...... 30 4.2 Key Priorities for 2017 ...... 31 4.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development ...... 31 4.3 Main Programming Focus for 2017 ...... 32

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4.4 Description of Specific Activities by Work Package & Activity Area for 2017 ...... 33 4.5 2017 Detailed Implementation Plan – Ethiopia ...... 37 4.6 2017 Detailed Annual Country Programme Budget for Ethiopia ...... 44 5 Burkina Faso Detailed Implementation Plan, 2017 ...... 45 5.1 Summary of Lessons Learned from 2016 ...... 45 5.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development ...... 46 5.2.2 Intervention Sites and Control sites ...... 46 5.3 Main Programming Focus for 2017 ...... 47 5.4 Description of Specific Activities by Work Package & Activity Area for 2017 ...... 47 5.5 2017 Detailed Implementation Plan – Burkina Faso ...... 51 5.6 2017 Detailed Annual Country Programme Budget – Burkina Faso ...... 57 6 Mali Detailed Implementation Plan, 2017 ...... 58 6.1 Summary of Lessons Learned from 2016 ...... 58 6.2 Key Priorities for 2017...... 58 6.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development...... 58 6.2.2 Intervention Sites and Control Sites ...... 59 6.3 Main Programming Focus for 2017 ...... 61 6.4 Description of Specific Activities by Work Package & Activity Area for 2017 ...... 61 6.5 2017 Detailed Implementation Plan – Mali ...... 66 6.6 2017 Detailed Annual Country Programme Budget for Mali ...... 74 7 Niger Detailed Implementation Plan, 2017...... 75 7.1 Summary of Key Lessons Learned from the Previous Year ...... 75 7.2 Key Priorities for 2017 ...... 76 7.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development...... 76 7.2.2 Existing and New Sites to be Targeted ...... 76 7.3 Main Programming Focus for the Year 2017 ...... 76 7.4 Description of Specific Activities by Work Package & Activity Area for 2017 ...... 77 7.5 2017 Detailed Implementation Plan – Niger ...... 83 7.6 2017 Detailed Annual Country Programme Budget – Niger ...... 90

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ACRONYMS ADRA Adventist Development and Relief Agency AEDD Agence de l'Environnement et du Développement Durable AEM Agence de l'Eau du Mouhoun (Mouhoun Region Water Agency) AEN Agence de l'Eau du Nakambé (Nakambe Region Water Agency) AMEDD Malian Association for Awareness Raising and Sustainable Development AMEPPE Malian Association for Public Education and Protection of the Environment AMEDD Malian Association for Awareness Raising and Sustainable Development AREN Association for Livestock Revitalization in Niger AVSF Agronomes et Vétérinaires Sans Frontières AZND Association Zood Nooma pour le Développement (Zood Nooma Association for Development) CA Conservation agriculture CAP Community Action Planning CBOs Community Based Organizations CCOSAD Comité Communal d’Orientation, de Coordination des Actions de Développement (Local Committee for the Coordination of Development Actions at commune level) CCT Country Core Team CLOCSAD Comité Local d’Orientation, de Coordination et de Suivi des Actions de Développement (Local Committee for the Coordination of Development Actions at district level) COFOB Commission Foncière de Base COFOCOM Commission Foncière Communale COFOs Commission Foncière (Land Tenure Commission) CRESA Centre Régional d’Enseignement Spécialisé en Agriculture (Regional Centre of Special Teaching in Agriculture) CSC Community Score Card CSWTs Community Sub-Watershed Teams CUFPM Cooperatives for the Utilization of Farming and Processing Materials DGIS Directorate General International Cooperation DIP Detailed Implementation Plan DNA Direction Nationale de l'Agriculture DNEF Direction Nationale des Eaux et Forêts DryDev Drylands Development Programme EOC/DICAC Ethiopian Orthodox Church’s Development & Inter‐Church Aid Committee EP Enrichment Planting FFBS Farmer field and Business school FO Farmer Organization FMNR Farmer Managed Natural Regeneration GAP Good Agronomic Practices GTB Têed-Beogo Group Ha Hectare HIV/AIDS Human immunodeficiency virus infection / acquired immune deficiency syndrome IER Institut d'Economie Rurale IP Implementing Partner ICRAF International Centre for Research in Agroforestry (World Agroforestry Centre) IWRM Integrated Water Resources Management JACADUR Jardin de Case Durable

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JQM Joint Quality Monitoring KALRO Kenya Agriculture & Livestock Research Organization KEPHIS Kenya Plant Health Inspectorate Services KFS Kenya Forestry Service KSC Kenya Seed Company Labarun Kassuwa Commodity price information service provided by Orange at 50F per request LDP Land Development Plan LQAS Lot Quality Assurance Sampling MA&D Market Analysis and Development M&E Monitoring and Evaluation MFI Microfinance Institution MIS Management Information Systems MMD Mata Masu Duraba (The name in Hausa language for the VSLA pioneered by CARE Niger, meaning “Enlightened women” or “Women on the move”) MoA Memorandum of Agreement MoFA Ministry of Foreign Affairs (of the Netherlands) NCE No cost extension NLO National Lead Organization NRM Natural Resource Management NTFP Non-timber Forest Products OCADES Catholic Organization for Development and Solidarity ODK Open Data Kit OHADA Organisation pour l'Harmonisation en Afrique du Droit des Affaires (Organization for the Harmonization of Business Law in Africa) OxC Options-by-Context PAC Programme Advisory Committee PAL Participatory Action Learning PDESC Communal Socio Economic Development Plan PI Platforme d’innovation (Innovation Platform) PICSA Participatory and Integrated Climate Smart for Agriculture PIP Programme Implementation Plan PMCs Programme Management Committee PMEL Participatory Monitoring, Evaluation and Learning POs Producer Organizations PTF Partenaires Techniques et Financiers (Technical and Financial Partners) RAIL Réseau d’Appui aux Initiatives Locales (Local Initiatives Support Network) RCC Regional Programme Coordination Committee RDQA Routine Data Quality Assessment REST Relief Society of Tigray R-MARP Réseau pour la Promotion des Méthodes, Approches et Recherches Participatives RUSACCO Rural Savings and Credit Cooperatives RWH Rain Water Harvesting RWHT Rainwater harvesting tank SCAPs Sub-catchment Action Plans SCMP Sub-Catchment Management Plan

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SEMUS Association Solidarité et Entraide Mutuelle au Sahel (Association for Solidarity and Mutual Assistance in the Sahel) SIMA Système d’Information sur les Marchés Agricoles SNA Social Network Analysis SNV Netherlands Development Organization SoW Statement of Works SP Strategic Partner SP/PAGIRE Secrétariat Permanent du Plan d'Action pour la Gestion Intégrée des Ressources en Eau (Permanent Secretariat for IRWM action plan) SWC Sub-Watershed Committee SWOT Strengths, Weaknesses, Opportunities and Threats ToT Training of Trainer TP Technical Partner UGF/ CDN Union de Groupements Féminins Ce Dwane Nyee (Ce Dwane Nyee Female Group / Union) WDCs Ward Development Committees WP Work Package WRMA Water Resources Management Authority WRUA Water Resource User Association WVA World Vision Australia WVE World Vision Ethiopia WVK World Vision Kenya VC Value Chain VSLAs Village Savings and Loans Associations VTE Village Tree Enterprises

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1. Introduction The Drylands Development Programme (DryDev) is a five-year initiative (August 2013 to July 2018) funded by the Ministry of Foreign Affairs (MoFA) of the Netherlands, with a substantial financial contribution from World Vision Australia (WVA). The World Agroforestry Centre (ICRAF) is the overall implementing agency. DryDev is designed to provide relevant and contextually appropriate support to smallholder farmers in selected dryland areas of Burkina Faso, Mali, Niger, Ethiopia, and Kenya. It is seeking to meaningfully contribute to the realization of a vision where households residing in such areas have transitioned from subsistence farming and emergency aid to sustainable rural development. The programme’s strategy for how it will make a meaningful contribution to the realization of this vision is outlined in its Inception Report. This strategy is to be operationalized in the five participating countries through country Programme Implementation Plans (PIPs) 2015-18. These particular plans are to be further complemented with the annual development and implementation of Detailed Implementation Plans (DIPs) and corresponding detailed budgets. ICRAF also has in place a Coordination Programme Implementation Plan (PIP) for DryDev’s full implementation phase, and it will also develop Coordination DIPs on an annual basis. This document is DryDev’s consolidated DIP for the year 2017. The document begins by presenting ICRAF’s 2017 Coordination DIP, which is followed by country-specific DIPs for each of the participating countries. For each DIP, key lessons learned from the Inception Year are first highlighted to link these plans to the previous year’s efforts. The key priorities for the upcoming year are then described, followed by a description of the specific activities that will be undertaken in the remainder of 2017. For ICRAF’s Coordination DIP, these specific activities fall under Coordination Support Areas (CSAs), whereas those associated with the country DIPs fall under Activity Areas (AAs). The total budget for the 2017 DryDev DIP is USD 12,819,982. The requested contribution from DGIS and WVA is USD 11,779,971 and USD 1,040,011 respectively. Of the overall budget, USD 7,073,934 is earmarked for supporting direct programme delivery and coordination support activities, while USD 4,582,549 and USD 1,163,499 is to support staff salaries/other administration expenses and overhead/ CGIAR CSP, respectively. A summary of the budget is presented on the following page. Greater detail can be found in an accompanying Excel workbook. The amount request in the 2017 DIP from DGIS exceeds that specified in DryDev’s overall PIP budget for 2017 by USD 1,853,086, as indicated in the following table. This is because of the carry-over of a significant number of 2016 activities, with corresponding funds, into 2017, across all the participating countries.

ICRAF/Country PIP Budget (2017), DGIS 2017 DIP, DGIS Difference ICRAF $1,567,169 $1,713,744 ($146,575) Kenya $2,000,299 $2,297,800 ($297,501) Ethiopia $1,847,630 $1,847,628 $2 Burkina Faso $1,451,477 $2,002,677 ($551,200) Mali $1,480,824 $1,932,894 ($452,070) Niger $1,455,998 $1,861,740 ($405,742) Total $9,803,397 $11,656,483 ($1,853,086)

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2. ICRAF Coordination Detailed Implementation Plan, 2017

2.1 Summary of Lessons Learned from 2016 Key lessons learned from implementation in 2016 include: • DryDev is a multifaceted programme that requires diverse skills and knowledge some of which the country teams are deficient in. This has resulted in an increase in demand for ICRAF’s support to the country teams in both technical and managerial aspects. Although much progress has been registered across the countries, there is need to increase the quality of the programme by ensuring implementation upholds the programme scaling principles; balances inputs and farmer benefits; increases farmers participating in a systematic manner; and allows for timely fine-tuning of interventions to the socio-economic and biophysical context, and proper documentation and communication. • Joint Quality Monitoring (JQM) visits proved a very important and useful tool to improve programme delivery mechanisms. From this process field teams managed to mirror programme performance against the scaling principles giving them confidence in what they had done well and guiding them in what they needed to improve on. • Monitoring and evaluation (M&E) remains a challenge across all countries. It was envisaged that the Planning, Monitoring, Evaluation and Learning (PMEL) framework and tools developed by the National Lead Organizations (NLOs) would aid in effectively rolling out monitoring and evaluation activities. Unfortunately, there were structural and staffing challenges arising from the fact that the budgets and activities for this work aspect were restricted to NLOs. As a result, very limited data collection and recording was undertaken at field level by the Implementing Partners (IPs). By the end of 2016, ICRAF supported the country teams to institute a data recording and collection framework which will be eventually upgraded to an online platform for ease of entry, storage, sharing and analysis. • The strategy that makes DryDev unique, and gives it the potential for greater impact, is the synergy between the eight Work Packages (WP). Greater impact would be created where multiple activities from the different WPs are integrated together in any intervention site. However, the reality on the ground shows that this is not always easy to achieve, or even prudent to pursue from the outset. DryDev is working with smallholders of different socio-economic contexts, and in environments that vary dramatically from site to site and country to country. A one-size-fits-all approach to activity implementation would not serve well in widely differing contexts. It is often more practical to start with the WP that addresses the community’s most urgent and basic need, and then build on other activities that complement and reinforce each other to maximize benefits. Ultimately, however, the greater benefits would be achieved in situations where multiple WPs are integrated together. 2.2 Key Priorities for 2017 2.2.1 Staffing Changes The year 2016 saw the DryDev programme attaining full staff status at ICRAF. The recruitment of the Programme Manager, the regularization of the East Africa Coordinator’s contract and the restructuring of the regional coordination functions resulted in a significant strengthening of the programme management unit at ICRAF. Other developments included the recruitment of a senior finance officer and the outsourcing of services for gender mainstreaming. Going forward, a gender specialist has now been budgeted for, in the 2017 plans, and s/he will be expected to spearhead the process of inculcating gender- sensitive approaches in the implementation of programme activities.

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2.2.2 Main Coordination Focus for 2017 The main focus in East Africa is to improve programme quality according to scaling principles whilst in the Sahel it is to speed up field activities. In addition there will be concerted efforts to improve the collection, storage, and analysis of monitoring and evaluation data. In particular, collection and analysis of cross-site sub-outcome indicators will the streamlined by harmonizing uptake survey tools for ease of compilation and comparison of the indicators across the sites. Building on this and the action learning activities, ICRAF will support and co-facilitate community, sub-national and national level co-learning platforms and sharing events. At the end of 2016, a capacity (skills, knowledge, and attitude) assessment survey was undertaken in all the five programme countries. The focus in 2017 will be to develop and implement a capacity development plan that addresses the training needs and knowledge gaps identified through this survey. However, there are already some capacity gaps that have been identified and plans for capacity building in such areas have been put in place. For instance, gender mainstreaming remains weak across the countries. The programme needs to go beyond mere presentation of gender disaggregated data. There still exists some measure of weakness in the programme teams appreciating gender concepts that inform the way activities are formulated and conducted. A process has been put in place where all country teams will be trained in gender mainstreaming and gender equality. This has already been done in Kenya, and will be replicated in other programme countries. Equally important is training in institutional development so as to create agency in farmer organizations. There is also need to build capacity of NLOs and IPs in electronic data collection methods as this will likely improve data capture and timely tracking of output and sub-outcome indicators. Plans are underway to train the staff in NLOs and IPs who are responsible for the day to day data collection on Open Data Kit (ODK) and data analysis. The other major activity for 2017 is the development and submission of the No Cost Extension (NCE) proposal. The process will recognize that countries are at different levels of implementation and expenditure thus the extension periods might also vary. A formal proposal is expected to be ready by end of June 2017. ICRAF will continue co-financing and leading the implementation of the participatory action learning activities, as these are rolled out from country to country. 2.3 Description of Activities by Coordination Support Area (CSA) for 2017 CSA1: Programme Governance & Oversight As programme implementation intensifies, improving the quality of delivery will be key in the coming year with JQM missions with NLOs undertaken twice a year in each country. The support from the Programme Advisory Committee (PAC), including their annual visits and meetings, will also be key in helping the programme teams remain focused on quality delivery. Equally important is ensuring seamless coordination of field level activities and cross learning. Thus, another key priority will be to convene and make use of the Country Core teams and the Regional Programme Coordination Committees (RCC) meetings. ICRAF will review the semi-annual programmatic and financial report that will be submitted by the NLOs, followed by carrying out pre-audits of the NLOs and other partners and preparation and submission of the 2016 programmatic and financial reports for submission to DGIS. In preparation for the last half of the programme, ICRAF will coordinate the production of the NCE proposal and the submission of the 2018 DIPs. CSA2: Facilitation of Options-by-Context & Related Action Learning Activities It had been envisaged that, by end of 2016, the action learning activities would have been initiated and enough progress made to facilitate review, learning and evidence scaling. However, this was not achieved as planned. In all the countries, with the exception of Niger, the community action planning (CAP) process

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(entailing further contextualizing of the programme implementation plans to specific sites) has been completed and corresponding learning priorities identified. Protocols to guide interested farmers on how to undertake the identified action learning activates have been developed. These protocols have been completed in East Africa while they are still under development in the Sahel. For both Ethiopia and Kenya action learning activities have been rolled out. The focus of 2017, therefore, is to continue supporting the data collection, analysis and learning processes by farmers and partners in Ethiopia and Kenya as well as developing and rolling out two more protocols. In the Sahel, more effort will be dedicated to finalizing the protocols and rolling them out to facilitate co-learning. CSA3: Partner Capacity Development and Co-learning Information obtained from the capacity assessment survey undertaken at the end of 2016 will be used to develop a capacity development plan. Other activities planned include intra and inter-country cross learning; regional reflection meetings, and other formalized sessions by ICRAF staff or external trainers. In 2016 ICRAF initiated training to improve gender integration and equity. A lot of progress was registered in Kenya and initial introductory sessions conducted in other countries. In 2017 gender training will be conducted for programme and government extension staff in the other four countries whilst in Kenya household methodologies will be used to engage and influence household level dynamics. CSA4: Monitoring and Evaluation Technical Support One of the key achievements of 2016 was production and sharing of the baseline report. ICRAF will engage with the country teams in discussing the findings of the baseline surveys with a view to formulating their implications going forward. ICRAF will also continue to work with the country teams to implement the PMEL framework. The planning and review tools have been used successfully although more improvement is required in the documentation of the processes and events. One of the key activities will be to simplify the programme performance tracking system and tools to enable ease of data collection and reporting on the progress against targets set out by the programme. This will entail development and rolling out of an electronic/ online system that will allow field staff to enter data in a timely manner, and to have analyses and reports produced based on authentic data. Sub-outcome tracking using annual uptake surveys have been conducted in Ethiopia and Kenya. Implementation of programme activities in the Sahel has picked up significantly in 2016, and it would be meaningful to initiate and conduct uptake surveys in Burkina Faso, Mali and Niger, in the later part of 2017. A mid-term programme review is expected in the first half of 2017. ICRAF will play its role of facilitating and assisting the review team to carry out its function in line with the terms of reference to be drawn by the DGIS. CSA5: Programme Communications The DryDev website (http://drydev.org) is fully functional, and opportunities for further improvements are being explored. The website will be reconfigured to make it more interactive. Country teams will be supported to develop and implement communication plans which will be guided by a programme communication strategy. Write-shops will be conducted to produce programme visibility material as well as other user-friendly Information, such as education, and communication (IEC) materials, to enhance the exchange of information and knowledge with and between farmers and other local stakeholders. This programme knowledge management system will be tied into the proposed M&E database. CSA6: Programmatic Technical Support to Country Teams ICRAF scientists and technicians will continue to provide technical and managerial support to the DryDev programme teams in all five countries. Technical expertise targeted include watershed management planning, agroforestry, soil and water management, small scale irrigation; value chains, gender, institutional development and M&E. In 2016, a number of trainings were organized for partners and extension staff, alongside review and planning meetings. These strategies would be continued in order to

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strengthen the quality of the programme delivery, integrate scientific knowledge and facilitate co- learning. CSA7: Support for Policy Analysis and Influencing Significant progress was made on policy analysis in East Africa, and much attention will be devoted to assisting the Sahel teams in this area in 2017. This will include reviewing and consolidating the policy and characterization studies, as well as working with the Sahel country teams to identify and/or document key policy constraints relevant to the programme. This will be followed by supporting all country teams to develop strategies and start influencing policies, with the ultimate aim of creating a more enabling environment for the smallholder farmers in DryDev’s action sites. In East Africa where influencing strategies have been proposed, the activities will focus on supporting country teams to engage leadership at community and sub-national levels to further contextualize the strategies and synthesize challenges and constraints that will be consolidated into policy briefs. National stakeholder workshops will be then organized in the later part of the year with scaling stakeholders and policy makers. CSA8: Support for Scaling of Evidence and Learning Social network analysis (SNA) was completed in Kenya and Ethiopia, and reports were drafted in Mali and Burkina Faso. This is expected to inform the identification of local scaling stakeholders. Further identification of scaling stakeholders will be undertaken at sub-national, and national levels. Identified scaling stakeholders will be characterized and plans for engagement and communication developed. Sub- national and national level meetings will be held to share lessons and evidence from the programme so as to initiate and facilitate upscaling by the stakeholders. Finally, efforts will be made to carry out this work with a focus on the international level.

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2.4 2017 Detailed ICRAF Coordination Action Plan

2017 Specific Activity by Programme Support Area Who leads* Who supports* 01 02 03 04 05 06 07 08 09 10 11 12 1 Programme Governance & Oversight 1.1: Convene & participate in the 2017 Programme Advisory Committee (PAC) meeting 2 4,7,8 1.2: Convene & Participate in Regional Programme Coordination Committees (PCC) 8 3,4 meetings 1.3: Participate in Joint Quality Monitoring missions with NLOs 3,4 7 & all technical staff 1.4: Review submitted semi-annual programmatic and financial reports 3,4,5,6 7 1.5: Carry out physical semi-annual financial reviews of NLOs and other partners 5,6 1.6: Prepare proposal for no cost extension and submit to DGIS 2(3),4 1 1.7:Prepare Annual programmatic and financial reports for submission to DGIS 2(3),4,5,6 1 2 Facilitation of Options-by-Context & Related Action Learning Activities 2.1:Develop and finalize participatory action learning designs in the Sahel and 4,9 3,7, all technical staff additional ones in East Africa 2.2:Execute participatory action learning designs selected for 2017 4,9 3,7, relevant scientists 2.3:Faciliate review exercises to assess the extent interventions are contextually 10 1,3,4,9 appropriate 3 Partner Capacity Development and Co-learning10 3.1: Finalize capacity assessment reports, develop and execute plans 3,4 7 3.2: Provide thematic training and cross learning events 3,4 Relevant tech. staff 3.3:Organize/facilitate 2017 reflection and planning meetings in East Africa & Sahel 3,4 Relevant tech. staff 3.4: Integrate sessions into annual reflect meetings to address common cap. dev. issues 3,4 7 4 Monitoring Evaluation Technical Support 4.1:Finalize discussion of baseline survey findings with country teams, and formulate 3,4 7,10 implications going forward 4.2:Support country teams to roll out DryDev’s monitoring and data capture tools 10 3,4 4.3: Develop an online/electronic data monitoring and evaluation database/ 4 3,19 management of information system 4.4: Build capacity of M&E staff in NLOs and IPs on electronic data capture methods 10 4 (ODK) and analysis and synthesis of uptake survey data 4.5 Facilitate the mid-term external programme review 2 4,7 & all technical staff 5 Programme Communications 5.1: Ensure implementation of coms. protocol within ICRAF & within country teams 3,4 13,14 5.2: Reconfigure the DRYDEV’s website and keep it up-to-date 13 3,4,14 5.3: Finalize infrastructure of DRYDEV’s knowledge management system 13,14 3,4, tech. staff

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2017 Specific Activity by Programme Support Area Who leads* Who supports* 01 02 03 04 05 06 07 08 09 10 11 12 5.4: Develop information communication and extension materials for farmers & local 10 3,4,13,14 stakeholders 6 Programmatic Technical Support to Country Teams 6.1: Support country teams in key technical aspects in relation to all work packages, specifically watershed management planning, agroforestry, soil and water 3,4 Relevant technical staff management, small scale irrigation; value chains, gender, institutional development and monitoring and evaluation 6.2 Provide training sessions during planning and review meetings to address common

issues 7 Support for Policy Analysis and Influencing 7.1: Support Sahel partners to review their policy characterization studies 3,8 7.2: Finalize the identification of policy constraints in Sahel countries 3,8 7.3: Support all country teams develop policy influencing strategies 3,4,8 7.4: Co-facilitate policy stakeholders workshops at sub-national and national level 3,4,8 8 Support for Scaling of Evidence and Learning 8.1: Finalize stakeholder mapping reports and identify scaling stakeholders 3,4 10 8.2: Support country teams develop and start implementing evidence scaling strategies 3,4 10 8.3: Map international scaling stakeholders & develop intl. evidence scaling strategy 3,4 10 *1. Head of M&E and Impact Assessment 9. Sahel Action Learning Coordinator 2. DryDev Programme Manager 10. Senior Value Chains & PMEL / M&E Specialist 3. DryDev Programme Coordinator – Sahel 11. Senior Water Resources Development Engineer 4. DryDev Programme Coordinator – East Africa 12. Sahel Landscape Systems & Climate Smart Agriculture Specialist 5. Senior Finance Officer (Headquarters) 13. Communication Officer – HQ 6. DryDev Sahel Finance Officer 14. Communication Officer – Sahel 7. Country Representatives 8. ICRAF Regional Coordinators/Nodal Representatives

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2.5 2017 Detailed Annual ICRAF Coordination Budget

ICRAF Programme Coordination Budget for 2017 is USD 1,713,744 as shown in the table below. Further budget details are presented in an accompanying Excel workbook.

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3. Kenya Detailed Implementation Plan, 2017

3.1 Summary of Lessons Learned from 2016 • Given the large number of indicators and the Programme targets, it is proving tedious to track all the Programme beneficiaries by interventions using a manual system. Manual entry takes place in each sub-county location for consolidation by the NLO. Entry errors occur mostly at this point, despite the simplified Excel worksheet now being utilised by IPs. A robust automated Management Information System (MIS) with online capability could help simplify data capture, facilitate consolidation, and allow for meaningful analysis to assess Programme performance. The NLO is now holding discussions with ICRAF to propose how such a system might be introduced in 2017. • Following the delineation of DryDev target sub catchments in 2015-16, it was noted that there is far less communal land than expected to implement sub-catchment interventions; most of the land falls under private land ownership either as crop land or as grazing land. This consequently led to a high under-expenditure of the budget lines intended for communal land rehabilitation activities. Therefore, a portion of funds initially allocated to WP1 is proposed to be shifted to WP2 where there are opportunities to rehabilitate degraded tracts of private land. • During 2016, DryDev invested in group identification, capacity assessments and initial governance training. Still the capacity of many groups clearly was insufficient to advance the multi sector challenges of the Programme. Therefore, the 2017 work plan has a stronger emphasis on building group agency, i.e. institutional development, empowerment, group cohesion and governance. • According to the current grant agreement, the IPs report to NLO on quarterly basis for review and necessary actions. This has always meant that the NLO can only determine the actual spending status of the Programme after such a period. In this case any corrective measures would only be assessed effectively after three months. To address this in 2017, the NLO is working towards negotiating for a change in financial reporting timelines to shift from quarterly to monthly financial reporting. These more frequent updates will be key in instituting timely remedial measures to keep the Programme in the right course. • Due to the fact that 2017 is an election year, efforts aimed at enhancing community capacity on social accountability for FOs and local institutions is foreseen as not being feasible. This is because the Programme may be misconstrued to be inciting the residents against the incumbent elected leaders. At the same time the same social accountability activities run the risk of being hijacked by aspiring politicians to gain political mileage. Though this may affect the achievement of set targets for WP 6 in 2017, these activities may need to be deferred to 2018.

3.2 Key Priorities for 2017 3.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development While the staff capacity planned for the Programme in 2017 will largely remain unchanged for most of the organizations, there will be slight changes within the staffing arrangement. For Caritas Kenya the roles of the Programme Officer (Livelihoods) shall be taken up by the Project Manager, while the position of Project Officer introduced in 2016 to provide technical support to the field officers will be maintained. At the same time, the time allocation for an accountant has been increased from 30% in 2016 to 100% so as to provide full-time quality attention to critical functions such as purchases, funds disbursement and general financial management. In WVK, there shall be reduction in the number of Field Officers by one and an introduction of the Programme Intern who shall be supporting Monitoring, Evaluation and

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Learning work. There shall be a new position of National Technical Specialist (Environment and Climate Change) added at 20% time allocation to provide technical support on FMNR and Climate Smart interventions. In ADRA Kenya, the position of the additional Agriculture Officer introduced in 2016 shall be continued in 2017 to fast track implementation. In SNV, the position of the BDS Advisor introduced in 2016 to provide field level technical support to farmers’ groups and local capacity builders shall be maintained. The Position of Country Director of SNV at 2% of time allocation to provide leadership support shall also be maintained. The detailed staffing arrangement and proportion of time allocation in the Programme are detailed in Table 3.1 below. Table 3.1: Positions and Staff Time (%) for NLO, IPs and WVA in 2016 SNV ADRA CARITAS WVK WVA 1. Agriculture Sector 1. Field Office 1. Field Officers (2); 1. Project Director; 100% 1. Food Security & Leader; 5% Custodian; 100% 100% 2. Associate Director Evaluation 2. Project Manager; 25% 2. Project Driver; 100% 2. Project Officer; (M&E); 100% Adviser; 50% 3. Project Administrator: 3. Accountant; 50% 100% 3. Project Financial Analyst; 2. Sr. Advisor, (Finance and Logistics); 4. Project Manager; 3. Programme 100% Partnership 5% 100% Officer (Water); 4. Project Policy & Operations; 50% 4. Driver; 75% 5. Agriculture Officer 70% Advocacy Officer; 100% all covered by 5. Country Director; 2% (2); 100% 4. Project Manager; 5. Secretariat Driver; 100% matching funds 6. Business Development 6. Programme 100% 6. Project Manager; 100% from WVA Advisor (BDS) Advisor; Personnel Support: 5. Accountant; 100% 7. Project Officer (1); 100%, 100% 8% 6. National Director; 8. Project Officer (1); 100%; 15% covered by matching 7. Driver; 40% funds from WVA 9. Driver; 100%; covered by matching funds from WVA 10. Programme Intern: 100% 11. Value Chain (VC) and Financial Inclusion Advisor, 70%; covered by matching funds from WVA 12. National Technical Specialist, Environment & Climate Change

3.2.2 Country Partnership Arrangement The country partnership arrangement will remain the same as it was in 2015 and 2016: • As the NLO, WVK shall continue to firstly, provide overall coordination of IPs and stakeholders; secondly, implement activities related to policy influencing and institutional development; and thirdly, consolidate activity data in order to monitor progress against the Programme targets. • SNV will support the farmers in value chain development and increased access to financial services for improved commercialization of the rural economy (WP 4 & 5) in all sites. • ADRA, Caritas and WVK will share roles in interventions seeking to promote land, soil and water management, natural resource management and commodity production (WPs 1, 2, 3). The Country Core Team (CCT) that was established in the Inception Year and has been in operation since then will continue in 2017. Financial monitoring measures introduced in 2016 will continue into 2017. IP expense reports will be sought monthly (rather than quarterly) so that the NLO can monitor real-time, and intervene in a more timely way. Year-to-date expenditure reports will be tabled at each CCT meeting.

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3.2.3 Plans for Capacity Development WVK, IPs and ICRAF will undertake a number of initiatives to enhance the capacity of the Kenya DryDev Team. These include: • The Programme has planned to develop a management information system cum M&E database for farmers being reached by the Programme. Programme staff will be trained on the system use and reporting on progress for effective delivery of the Programme outcomes. • There will be an inter-country cross-learning and experience sharing visit for the East Africa and Sahelian DryDev countries’ teams to share experiences, enhance effectiveness in delivery of the Programme objectives with integration of options by context.

3.3 Main Programming Focus for Year 2017 • The key focus for 2017 will be to consolidate and build on the existing interventions which are expected to cover all the eight sub-catchments represented by the 28 sub-locations in line with the priorities set by the communities in their respective CAPs. • Restoration of denuded land across all sub-catchments still remains a key priority in 2017. Soil and water management will be scaled up by supporting lead farmers to showcase these practices, and passing on lessons to their respective groups. Water Resource User Associations (WRUAs) will be provided with ongoing training to ensure their role as overseers of the sub-catchment management plans (SCMPs) is fully endorsed. • To promote upscaling of the lessons and best practices, forums will be held for dissemination of evidence and learning emanating from the co-learning. This is anticipated to enhance farmers’ understanding and confidence among the scaling stakeholders in selected priority interventions. • Strengthening and consolidating the value chain elements within identified FOs will be important features in 2017. This will be carried out by ensuring FOs are linked to market systems, information and have access technology, and by providing training that enhances their organizational capacity, financial literacy, business planning, and savings / credit approaches. • The NLO will continue to lead the coordination of the PMEL framework to ensure the implementation remains on track and in compliance to quality standards while delivering on the 2017 plans. Key focus shall be put on the results of the 2017 Mid-term Evaluation and the 2016 technology uptake survey, to generate evidence and learning that will strategically inform implementation of programme activities in the remaining period of the programme cycle.

3.4 Description of Specific Activities by Work Package & Activity Area for 2017 WP 1: Sub-catchment Level Natural Resource Management (NRM) Results of the CAP exercise conducted in 2016 will be further integrated with the Sub-Catchment Management Plans (SCMPs) to strengthen the sub-catchment approach by the WRUAs to build responsible community structures. Capacity of WRUAs, community facilitators and extension staff will be assessed and training conducted including cross-learning sharing of lessons learnt and best practices. In the Programme area, land tenure is dominated by private property holdings hence few communal lands. As such, most of the land restoration activities that had been planned such as promotion of farmer managed natural regeneration (FMNR) and enrichment planting (EP) shall be undertaken on privately owned land. Activities will focus on mobilizing neighboring households to engage in gully-rehabilitation and raise seedlings for EP on farm. Rain water harvesting will be promoted and supported including selection and training of community based technicians /artisans, who will assist in the establishment of

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new structures and management of existing ones. DryDev will continue to collaborate with WRUAs and Farmer Organizations (FOs) for them to leverage resources into these activities. Hot-spot mapping of denuded lands will be completed to enable farmers to identify and target critical areas for reseeding with grass, tree planting and establishment of demonstrations. In one sub-county, collaboration with the Kenya Forestry Service (KFS) will be forged to enable communities establish sustainable charcoal systems. WP 2: On-farm Water & Soil Management On-farm rainwater harvesting technologies will be actively promoted through community meetings, training of service providers and lead farmers, support to initiate demonstration sites (in new areas), and conducting farmer-to-farmer learning events. Promotion of on-farm agroforestry, FMNR, and soil conservation will be undertaken through selecting and training contact farmers and farmers, as well as supporting them with relevant tools and equipment on a cost sharing basis. In one sub-county, a Conservation Agriculture (CA) service delivery outlet will be piloted to determine whether such a delivery system would be self-sustaining for possible scale out to other Programme locations. Small-scale irrigation will be promoted for organized farmer groups. Group members will receive training, tools and equipment. On farm demonstrations along with other learning events, will be used as part of the extension system. Action learning activities on rainwater harvesting (zai pits), FMNR and CA will generate evidence on contextual appropriateness of interventions and provide a platform for sharing and exchange. WP 3: Agricultural Commodity Production Given the welfare orientation of the existing self-help groups, it has been challenging to promote market- oriented production. Therefore, the focus will be to re-orient farmer groups to commercial production where farmers will be mobilized to form producer groups based on the identified value chains. Producer groups shall be advised on the need to aggregate into viable big farmer organizations with both production and marketing operations such as cooperatives that have legal status and can engage financial institutions, buyers and investors among others. Farmer organizations will be supported to develop input supply mechanisms (acquisition of production tools, services and finance) for production and marketing. Sustainable access to quality seeds was a major focus in 2016; this will continue in 2017. Selected farmers will be supported by the project to multiply and sell certified seeds locally for specific value chain commodities. These multipliers shall be linked to the Kenya Agriculture & Livestock Research Organization (KALRO) for training on quality seed production and certification. In addition there will be regular backstopping visits to the seed multipliers by DryDev staff in conjunction with KALRO, Kenya Plant Health Inspectorate Services (KEPHIS), Kenya Seed Company (KSC), and County Government of Agriculture. Resource poor households will access seeds through Community- Based Organizations (CBOs) on loan basis and repayments done in-kind to ensure sustainability. Capacity building for improved governance and management of new and old farmer organizations will be continued supported by WPs 4, 5 and 6. A farmer organizational model will be adopted where farmer groups will have their members trained on various technologies and practices and will be called contact farmers for that specific intervention. A group of contact farmers will be led/ represented by a lead farmer at cooperative/association/CBO level who will coordinate learning activities. Contact farmers will train and follow up on members of their groups (up to 10 other farmers) and will be expected to meet with their lead farmers and compile periodic monitoring reports for presentation at review and reflection meetings. The DryDev Project Officers and County Government extension officers will provide regular refresher training. Lead farmers shall be equipped with skills on presentation skills, public speaking, report writing, record-keeping, and other skills identified through capacity needs assessment.

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WP 4: Enhancing Market Access The year 2017 will focus on scanning of the various markets internally and externally for the seven selected commodities (green gram, cow peas, mangoes, local chicken, honey, goats and pigeon peas). The information will be shared with the FOs to inform production and marketing planning. The FO model with both production and marketing operations will be promoted and the existing farmer groups will be supported to amalgamate to benefit from economies of scale. Farmer organizations will be linked to viable sources of market information and business development support services. Formation of new marketing groups will be initiated in areas where such groups don’t exist. The leaders of the FOs will be trained in leadership, governance, negotiation skills, contractual engagements, warehouse receipt system, collective production and marketing, and various market standards (quantity, quality, consistency). Multi- stakeholder platform meetings will be conducted at the sub County and County levels to facilitate business to business interactions, link farmers to other value chain actors, and provide reliable market information. Enrolment of farmers to iShamba MIS platform will be promoted in current and new intervention sites. The programme will endeavour to link value chain actors to more innovation by venturing into other information–communication–technology (ICT) platforms in collaboration with other partners. For learning purposes, the programme will organize market oriented field days and exposure visits for the FOs members. WP 5: Financial Services Linking The programme will continue to strengthen relationships between FOs and financial institutions to promote strong saving and credit culture. Emphasis will be given in establishing and strengthening of savings groups, which will be trained on the suitable models and schemes both at the CBO, cooperative and group levels. FOs will be trained to develop bankable business plans on the priority value chain commodities that will increase their chances in accessing financing from commercial banks, government funds and other development organisations. Financial deepening platform meetings shall be conducted at the Sub County and County levels to link FOs with financial institutions. Based on the findings of the characterisation studies, financial services study and the results of the group profiling, the financial literacy material was developed and will continue to be disseminated through appropriate channels. The Programme will continue to profile new groups and reach more farmers within FO with financial literacy training, financial management, insurance and operation strengthening. This will be done through trainer of trainers (ToTs), government agencies and financial institutions. WP 6: Local Governance & Institutional Strengthening Building on the activities of WP 1-5, the programme has a special focus on strengthening FOs. To spearhead the process, the programme and field staff and those from the Department of Social Development will be trained on the farmer organisational model. Thereafter, the leaders of the FOs will be trained in leadership, governance and gender. Bi-annual performance review and follow up meetings will be held and the best performing associations be awarded for effective participation of women in leadership positions. In addition, the programme will pilot Gender Household Methodologies at a limited scale with farmer groups to explore their potential to address power relations at the household level. Simultaneously, the Programme will focus on action oriented capacity building of the local government institutions. IP managers will be supported to engage their respective County Government to revive Ward Development Committees or to establish fora for coordination of development work at the Ward Level. Members of these Ward Development Committees and community level governance structures will be provided with a transformational leadership and gender inclusive training. In addition, programme staff and government officials will be trained on the farmer to farmer extension system incorporating the FO model and other methods.

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Capacity building of FOs to hold the local duty bearers accountable was part of the initial conceptualization of governance and local service delivery improvement process. However, given that 2017 is an election year in Kenya, it will not be prudent for the Programme to engage in such activities. Therefore, no activity has been planned under this activity area. WP 7: Planning, M&E, and Scaling of Learning The Programme Operations will be undertaken in line with the PMEL framework in all the 28 target sub locations. A detailed information database will be established for management and reporting on farmers and stakeholders reached by and or participating in various interventions. The Programme will also promote participatory monitoring and evaluation, where the field staff will work with representatives of farmer groups and local stakeholders and based at each site to jointly monitor and review progress and share experiences. The findings will be used to draw lessons for learning and improvement of programme implementation. Mid-year review and annual reflection, reporting and planning meetings will serve to monitor the performance of the Programme in terms of progress made and ensure that corrective measures are put in place for the Programme to remain on course. To enhance the capacity of staff, training, exchange, experience sharing and learning events will be conducted. An inter-country Programme reflection meeting has also been planned. An annual technology uptake survey focusing on assessing adoption levels will be conducted in the last quarter of 2017. In addition to NLO’s quarterly monitoring, two JQM visits with ICRAF will be undertaken to Programme sites. Scaling up of learning and evidence shall continue to be an integral part of the Programme during implementation co-led by NLO and ICRAF. Based on the local stakeholder mapping further mapping and engagement of stakeholders will be undertaken at county and national levels. Meetings will be organized at county and national levels to share evidence and learning from DryDev. WP 8: Policy Analysis & Influencing This year, the Programme will focus on increasing the understanding of policy provisions by local government officials, Programme and extension staff as well as farmers. This will be guided and informed by the results of the policy review and synthesis completed in 2016. Field staff and farmer perspectives on challenges in policy implementation and compliance will be documented and synthesized into policy briefs. County and national level meetings/event will be organized to share these findings in order to facilitate an enabling environment at local level. The Programme will also facilitate the leaders of FOs in networking and building alliances with the implementers and policy makers for policy improvement. Additionally, campaigns on key messages in relation to various policies will be organized during key days e.g. World Environment Day, World Food Day etc.

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3.5 2017 Detailed Implementation Plan – Kenya

Unit of Who Sites Target 01 02 03 04 05 06 07 08 09 10 11 12 Who Leads* Specific Activity by Activity Area and Work Package measure Supports targeted WP1: Sub-catchment-level Natural Resource Management Activity Area 1.1: Sub-catchment Action Planning (SCAP) development 1.1.1: Formalize community delivery structures (PMCs) for CAPs Structures 28 1,4.5 3 28 1.1.2: Conduct refresher training for Programme Management Committees 28 1,4,5 28 Committees (PMCs) on sub-catchment management approach 1.1.3: Organize workshops to consolidate and harmonize CAPs with 6 Workshops 1,4,5 6 28 SCMPs and develop common approaches 1.1.4: Use geo-informatics to identify NRM intervention hotspots and Reports 6 6 6,1 28 align with community vision with maps Activity Area 1.2: Sub-catchment capacity development for local institutions 1.2.1: Conduct in-depth capacity assessment of the Water Resource Reports 4 1,4,5 28 Users Associations (WRUAs) 1.2.2: Conduct an in-depth capacity assessment of community Reports 6 1,4,5 8 facilitators and extension staff involved in sub-catchment 1.2.3: Train 6 WRUAs and local administration, community facilitators Participants 300 1,4,5 6 8 and extension staff in sub-catchment management approach 1.2.4: Train farmers on Community-Managed Disaster Risk Reduction Farmers 180 1,4,5 6 12 approach to promote integrated approaches 1.2.5: Conduct cross-learning (field days, exchange visits) among the Participants 1200 1,4,5 3, 6 WRUAs and local institutions, locally and nationally Activity Area 1.3: Sub-catchment level FMNR and Enrichment planting Manuals 1.3.1: Develop a step-by-step manual to roll out FMNR and EP 2 1,4 5,6 28 (FMNR, EP) 1.3.2: Conduct awareness raising on FMNR and EP in all sub-catchments Farmers 7500 1,4,5 3 16

1.3.3: Establish demonstration sites for FMNR and EP at the sub- Demo sites 6 1,4,5 6 6 catchment level 1.3.4: Identify and train FMNR lead farmers to facilitate farmer-to- Lead 120 1,4,5 6, 6 farmer learning farmers 1.3.5: Support existing and new community-based nursery operators to Nursery 6 1,4,5 3 6 raise seedlings for enrichment planting Operators 1.3.6: Organise farmer-to-farmer learning events (field days, exchange Farmers 7500 1,4,5 28 visits, demonstrations) on FMNR and EP Activity Area 1.4: Establishment and maintenance of water buffering 1.4.1: Conduct awareness-raising meetings on water buffering in all Farmers 7200 1,4,5 28 sub-catchments 1.4.2: Harmonize water buffering protocols Protocols 5 1,4,5 6 28

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Unit of Who Sites Target 01 02 03 04 05 06 07 08 09 10 11 12 Who Leads* Specific Activity by Activity Area and Work Package measure Supports targeted 1.4.3: Train water practitioners (Prog staff, artisans and Govt extension Water Prac- 54 1,4,5 6 28 staff) on RWH to support extension and scale-up titioners 1.4.4: Conduct monitoring of existing water buffering infrastructure in Reports 8 1,4,5 6 8 the 8 sub-catchments 1.4.5: Establish compliant water buffering structures (ponds, sand/sub- surface/earth dams, shallow wells, earth pans) and maintenance Structures 57 1,4,5 28 plans 1.4.6: Rehabilitate existing water buffering structures Structures 56 1,4,5 28 1.4.7: Facilitate community-based Environmental Management Committees (within 8 sub-catchments) to carry out periodic Review 24 1,4.5 8 reviews on the established water buffering structures and riparian reports lands 1.4.8: Train the PMC Environmental Management Committees Participants 150 1,4.5 8 (members) and WRUAs on conservation of riparian areas 1.4.9: Monitor ground water recharge (availability and productivity) as Reports 10 12 incorporated in protocols Activity Area 1.5: Resource leveraging for water buffering infrastructure 1.5.1: Train PMCs & WRUAs on sustainable local resource appraisal, Participants 360 1,4.5 28 exploitation and proposal development 1.5.2: Conduct proposal write-shops for PMCs & WRUAs Proposals 6 1,4.5 6 1.5.3: Resource leveraging of the WRUAS and PMCs to 12000 establish/construct water buffering structures; (e.g. small earth KSH 1,4.5 28 000 dams, shallow wells, sub-surface dams, sand dams, weirs) Activity Area 1.6: Protection and rehabilitation of denuded lands 1.6.1: Identify denuded areas for rehabilitation from hot spot maps, and Site Reports 16 1,4.5 16 determine approaches to be used 1.6.2: Sensitize farmers on approaches to rehabilitate denuded lands Farmers 8400 1,4.5 16 (grass reseeding, tree planting), and select lead farmers 1.6.3: Support WRUAs and FOs with grass seeds and seedlings to protect Groups 28 1,4.5 28 and rehabilitate identified denuded lands 1.6.4: Train ToTs on suitable pasture and fodder production, Farmers 240 1,4.5 28 conservation and utilization in new sites 1.6.5: Set up demo sites on pasture improvement and conservation (1 Demo sites 15 1,4.5 15 acre per new site) 1.6.6: Organize cross-learning events (exchange visits, field days) (new Farmers 3000 1,4.5 28 site) 1.6.7: Promote sustainable charcoal production through formation of charcoal producer associations in liaison with the Kenya Forest Farmers 4500 1,4.5 9 Service (KFS) WP2: On-farm Water & Soil management Activity Area 2.1: On-farm rain water harvesting 2.1.1: Sensitize farmers on on-farm Rain Water Harvesting (RWH) Farmers 8400 1,4.5 16 techniques in new areas reached

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Unit of Who Sites Target 01 02 03 04 05 06 07 08 09 10 11 12 Who Leads* Specific Activity by Activity Area and Work Package measure Supports targeted 2.1.2: Train community-level service providers (artisans, technicians, ) Service on on-farm Rain Water Harvesting (RWH) Techniques and support 120 1,4.5 16 providers them with relevant tools, specifically targeting the youth 2.1.3: Identify RWH TOTs and support them to establish on-farm RWH Lead 78 1,4.5 16 demonstrations (farm ponds, terraces, retention ditches) farmers 2.1.4: Follow-up visits to farmers on RWH practice Farmers 240 1,4.5 28 2.1.5: Conduct farmer-to-famer learning events (field days, Farmers 8400 1,4.5 28 demonstrations, exchange visits) 2.1.6: Support the set-up and monitoring of action learning activities in Farmers 1300 1,4.5 6 RWH (zai pits) and CA. reached Activity Area 2.2: Agro-forestry and on-farm FMNR 2.2.1: Identify AF groups: select and train contact farmers/ TOTs in Farmers 56 1,4.5 28 nursery development and management 2.2.2: Support nursery operators with materials for tree nursery Farmers 28 1,4.5 28 establishment (with Demo farms, tracking of tree planting) 2.2.3: Conduct farmer to famer learning visits and field days on on-farm Farmers 8400 1,4.5 28 FMNR 2.2.4 Support farmers to establish and monitor action learning activities in tree planting (including tree planting records, indigenous Farmers 1600 1,4.5 6 species and fruit trees 2.2.5 Support farmers to establish and monitor action learning activities Farmers 120 1,4.5 6 in FMNR Activity Area 2.3: Soil conservation and fertility management 2.3.1 Conduct awareness raising meetings for farmers on soil Farmers 8400 1,4.5 16 conservation and fertility management 2.3.2 Establish Conservation Agriculture service delivery CA Model 1 4 1,2,3,5 6 2.3.3 Train farmers/ don l conservation(f agriculture d (Minimum f h tillage, l soil ) Farmers 3000 1,4.5 28 moisture retention and fertility improvement) 2.3.4 Identify ToTs and support them with relevant tools to implement Lead 28 1,4.5 28 technologies in Conservation Agriculture) Farmers 2.3.5 :Support ToTs to roll out CA technologies Farmers 1500 1,4.5 28 2.3.6 Conduct farmer to famer learning visits and field days Farmers 1500 1,4.5 28 Activity Area 2.4: Small-scale Irrigation 2.4.1 Identify and enroll farmers for micro-irrigation Farmers 1200 1,4.5 28 2.4.2 Train Farmers on on-farm micro irrigation (each farmer to reach 4 Farmers 300 1,4.5 28 other farmers and provide feedback) 2.4.3 Support Farmers with tools and equipment to champion micro irrigation technologies (Capsicum, Onions, tomatoes, chilies/Solar Farmers 150 1,4.5 28 pumps, support women) 2.4.4 Follow up to Farmers practicing small-irrigation Farmers 300 1,4.5 28 2.4.5 Conduct farmer to famer learning visits and field days Farmers 2000 1,4.5 28 WP3: Agricultural Commodity Production Activity Area 3.1: Promotion of climate smart production for food security

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Unit of Who Sites Target 01 02 03 04 05 06 07 08 09 10 11 12 Who Leads* Specific Activity by Activity Area and Work Package measure Supports targeted 3.1.1 Carry out community awareness raising on climate smart Farmers 11400 1,4.5 28 agriculture and farmer to farmer extension systems. 3.1.2 Identify and enroll target farmers on commodity production Farmers 11400 1,4.5 16 through their farmers’ organizations (FOs) 3.1.3 Train lead and contact farmers/TOTs on farmer to farmer Farmers 180 1,4.5 28 extension system 3.1.4 Train lead and contact farmers/TOTs on climate smart production Lead 180 1,4.5 28 to train targeted farmers Farmers 3.1.5 Facilitate 180 farmers (lunch and transport) the identified Llad and contact farmers/TOTs to train farmers on climate smart Farmers 5400 1,4.5 28 agriculture 3.1.6 Monitor and provide backstopping for Lead Farmers Farmers 180 1,4.5 28 3.1.7 Conduct on farm training on good livestock husbandry practices (small stocks indigenous poultry, bees, goats, milk) reach the other Farmers 1,500 1,4.5 16 farmers). 3.1.8. Conduct planning, review and feedback meetings with the lead Meetings 27 1,4.5 6 farmers and other extension service providers 3.1.9 Conduct cross learning forums; exchange visits, field days Farmers 3315 1,4.5 28 3.1.10 Identify and support 28 lead farmers to set-up demonstration farms/plots for good agricultural practices (right crop varieties Farmers 28 1,4.5 28 and livestock breeds) 3.1.11 Support farmers to set up and monitor action learning activities Farmers 900 1,4.5 16 on storage pests control Activity Area 3.2 Promotion of climate smart production for income generation 3.2.1 Identify/establish producer groups and profile farmers for market FO 10 1,4.5 16 oriented production 3.2.2. Train contact farmers/TOTs on GAP and post-harvest management on identified value chain commodities (green grams, Farmers 2800 1,4.5 16 pigeon peas, mangoes and cow peas) 3.2.3. Facilitate FOs to develop Production plans to meet identified FOs 13 1,4.5 28 market requirements 3.2.4. Conduct post-harvest management training for FOs Farmers 1340 1,4.5 3 16 3.2.5 Conduct cross learning forums; exchange visits, field days Farmers 2500 1,4.5 28 3.2.6. Facilitate farmer organizations to access extension services (Lead Farmers, MOA and private service providers) providers and FOs 30 1,4.5 28 market information systems….Linkage, brokerage, etc 3.2.7. Broker agreements with input suppliers to enable FOs access to FOs 30 1,4.5 28 agro-inputs 3.2.8. Train lead and contact farmers/TOTs on GAP to train targeted Lead farmer to apply in micro irrigation for high value crops (Capsicum, 20 1,4.5 28 Farmers Onions, tomatoes, chillies) – complement 2.4.3.

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Unit of Who Sites Target 01 02 03 04 05 06 07 08 09 10 11 12 Who Leads* Specific Activity by Activity Area and Work Package measure Supports targeted Activity Area 3.3: Establishment of sustainable seed and seedling supply system 3.3.1 Identify target farmers for seed multiplication Farmers 2166 1,4.5 28 3.3.2 Link the target farmers with basic seed suppliers and relevant research organizations and develop relationship with research Farmers 2166 1,4.5 28 organizations (Seed certification) 3.3.3 Train seed multipliers on seed multiplication and support with Seed 90 1,4.5 28 initial seed) through their FOs multipliers 3.3.4 Link seed multipliers to buyers (CBOs, SACCOs etc) Multipliers 90 1,4.5 28 3.3.5 Conduct backstopping visits to seed multipliers for quality control Visits 54 1,4.5 28 WP4: Enhancing Market Access Activity Area 4.1: Conduct market analysis 12 Studies 4.1.1 Conduct rapid studies to assess and compare attractiveness of (Chicken 2 3 different markets for identified value chains and pulses) Forums/Me 4.1.2 Share market research information with Marketing FOs 4 3 28 etings Activity Area 4.2: Establish and strengthen marketing groups Business 4.2.1 Train marketing committees of FOs to develop business plans 8 3 plans 4.2.2 Conduct follow up training for the marketing committees for timely implementation of the Business plans: Marketing, business FO Reps 365 3 records, business structuring, growth, operation and management) 4.2.3 Enhance market linkages through matchmaking and exposure Events 8 3 visits 4.2.4 Train FOs on enhanced Post-harvest Management Technology) FO’s Reps 365 3 4.2.5 Support in formation of strong FOs /Cooperatives through FOs 3 3 amalgamation of farmer groups Activity Area 4.3: Establish multi-stakeholder value chain platforms 4.3.1 Organize trade fairs/field days Farmers 2000 3 4.3.2 Establish or strengthen existing county multi stakeholder Platforms 7 3 platforms Activity Area 4.4: Strengthen market information systems 4.4.1 Enroll farmers and FOs in the identified Market Information Farmers 4,000 3 System 4.4.2 Monitor effectiveness of MIS system Reports 13 3 1,4,5 WP5: Financial services linking Activity Area 5.1: Enhance financial literacy for the producer organizations 5.1.1 Conduct Capacity Assessment on financial literacy and develop FOs 50 3 training materials 5.1.2 Train the farmer groups on identified financial literacy gaps Famers 2000 3 5.1.3 Financial management training for FOs FO reps 365 3

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Unit of Who Sites Target 01 02 03 04 05 06 07 08 09 10 11 12 Who Leads* Specific Activity by Activity Area and Work Package measure Supports targeted 5.1.4 Follow up visits to monitor progress on the trained FOs on Reports 6 3 1,4,5 financial literacy Activity Area 5.2: Broker linkages with financial service providers 5.2.1 Strengthen FIs ’ Financial deepening platforms at county and sub Platforms 6 3 County level 5.2.2 Facilitate B2B linkages between FOs, other VC actors and Financial FIs 7 3 institutions (5 banks and 2 insurance companies) 5.2.3 Conduct a write shop to develop bankable business plans for Business 8 3 potential POs & marketing groups plans 5.2.4 Monitor progress of the established business linkages between Meetings 10 3 FOs, other value chain actors and FIs Activity Area 5.3: Support existing savings and credit models 3 1,4,5 12 5.3.1 Assess the operational and capacity gaps of the FOs involved in FOs 50 3 savings and loaning (credit) 5.3.2 Training on savings and credit schemes to the producer FOs on the Farmers 5600 3 1,4,5 12 identified capacity needs 5.3.3 Establish and strengthen saving and credit schemes for the FOs 13 3 target producer and marketing groups 5.3.4 Monitor progress on performance of saving and credit schemes Report 13 3 WP6: Local governance & institutional strengthening Activity Area 6.1: Strengthening existing & mobilizing new farmer organizations 6.1.1: Train field and government staff on institution development Participants 50 1,6 2-5 28 concepts 6.1.2 Support formalization of Farmer Associations (Federating FOs 6 1 2-6 28 Producer & marketing groups 6.1.3: Conduct leadership training for leaders of farmer organizations Groups 6 1 2-6 28 /Cooperatives (leadership, governance, gender 6.1.4: Conduct refresher training /feedback, learning and exchange meetings/workshops with leaders of the farmer organizations and Farmers 6 1 2-6 28 award best performing women led groups) 6.1.5 Support selected farmer groups to apply House Hold methodologies to address gender dynamics and imbalances at the Farmers 6 6 1-5 28 HH level (ICRAF-led) Activity Area 6.2: Action oriented capacity development for local gov. institutions 6.2.1 Hold an orientation meeting for IP managers on local level No. of staff 10 1,6 2-4 28 institutional development 6.2.2: Conduct meetings with Ward administrators and chiefs to understand mandate and mechanisms of coordinating Meetings 20 1-5 6 28 development activities 6.2.3: Facilitate establishment of fora for Ward level coordination Wards 9 1-5 6 28 6.2.4: Conduct quarterly WDCs meetings for various institutions Stakeholder 150 1-5 6 28

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Unit of Who Sites Target 01 02 03 04 05 06 07 08 09 10 11 12 Who Leads* Specific Activity by Activity Area and Work Package measure Supports targeted 6.2.5: Conduct transformational leadership and gender training for community level governance structures (such as sub-chiefs, village Govt. staff 300 1 2-6 28 elders). 6.2.6: Train local leaders (such as sub-chiefs, village elders) to develop and or monitor compliance to agreed by-laws related to the focus areas Govt. staff 300 1 2-6 28 of the programme Activity Area 6.3: Capacity development for FOs for Social accountability between FOs and local government institutions Activity Area 6.4: Institutionalization of famer-led extension system 6.4.1: Train Programme staff, and govt. officials on farmer to famer Participants 50 1,6 2-4 28 extension system 6.4.2: Train lead and contact farmers/ TOTs on Farmer to Farmer Farmers 17000 1-5 6 28 extension model WP7: Planning, M&E, and scaling of learning Activity Area 7.1: Programme Monitoring conducted 7.1.1 Track farmers (M&F) reached (2016) and those targeted (2017) with different options (Data collection, entry and database Farmers 20000 1,4.5 3, 6,2 28 management) 7.1.2 Conduct Annual Survey on Technology uptake and changes at sub- Sampled 600 1,6 2,3,4,5 28 outcome by the farmers Farmers 7.1.3 Conduct joint quality monitoring (JQM) ICRAF, NLO & IPs Events 2 1,6 3,4,5, 28 7.1.4 Conduct Quarterly field Monitoring visits to project Visits 12 1, 3, 4,56 28 implementation sites (by NLO team) 7.1.5 Conduct two quarterly technical groups’ review meetings (NLO, Meetings 2 1 1 28 ICRAF & IPs) 7.1.6 Country team Mid-year Review and learning Events (National Events 1 1,6 3,4,5, 28 level) 7.1.7 Country team 2017 Annual Review and 2018 Annual Planning Participants 40 1,6 3,4,5, 28 7.1.8 Mid-term Evaluation lead by External Consultant(support in Evaluation 1 6 1,2,3,4,5 coordination) 7.1.9 Programme Reflection meeting (Ethiopia) – led by ICRAF Meeting 1 6 1,2,3,4,5 Activity Area 7.2: Participatory M&E with FOs and local stakeholders 7.2.1 Induct the site level M&E teams within PMC on their Participatory M&E teams 28 1 3,4,5, 28 Monitoring roles per site 7.2.2 Conduct sub-catchment level specific annual review and planning Farmers 180 1,3,4,5 1 meetings 7.3.1 Induct programme staff on MIS/data management and reporting Staff 18 1 6 3 in DRYDEV 7.2.3 Conduct three review and reflection/learning events with IPs, Participants 720 1 6 6 FOs' reps (field level) and M&E teams (Q1, mid-year & Q3) 7.2.4 Develop the Programme Annual Report (for the previous year Report 1 1 2-6 6 2016)

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Unit of Who Sites Target 01 02 03 04 05 06 07 08 09 10 11 12 Who Leads* Specific Activity by Activity Area and Work Package measure Supports targeted Annual 7.2.5. Develop the Programme’s Annual plans for the next FY 1 1,6 3,4,5, Plans Activity Area 7.3: Scaling of evidence and learning (ICRAF to co-lead with

NLOs) 7.3.2. Develop printed materials on evidence and lessons with scaling Documents 2 1 3,4,5,6 stakeholders 7.3.4 Hold meetings/events to share evidence and lessons with targeted Participants 45 1 2-6 28 scaling stakeholders at site/ county level 7.3.5 Hold national level annual forum for dissemination of evidence and Participants 45 1,6, 3,4,5, learning (led-by ICRAF) WP8: Policy analysis & influencing Activity Area 8.1: Country stakeholder mapping /power analysis 8.1.1: Conduct County level meetings to share stakeholders' mapping No. of report (present report for validation, identify scaling scale holder; 75 1 2-6 28 meetings/3 further profile stakeholders) 8.1.2 Assess stakeholders to identify scaling stakeholders both at local No. of 6 1,6 3-5 28 and national level and develop engagement plans meetings 8.1.3 Develop and execute Stakeholders engagement and communication Meetings 50 1,6 2-5 28 plan Activity Area 8.2: Identification of key policy constraints & possible

solutions 8.2.1: County level awareness meetings for DRyDev staff and other Stakeholder stakeholders that Drydev is working with– Decide on the key focus 50 1 2-6 28 s area for the County 8.2.2: Community level awareness meetings on policies of interest and Farmers 17000 1 2-6 28 identify constraints in policy implementation and compliance 8.2.3 Conduct an internal meeting to synthesize the constraints and Stakeholder 120 1,6 2-5 28 produce a policy brief (in each of the 3 counties) s Stakeholder 8.2.4 County level meetings (breakfast show) to present policy briefs 150 1,6 2-5 28 s 8.2.5 National level stakeholders workshop for sharing policy Stakeholder constraints and program learning (refer to 7.3.5). Cost sharing with 50 1 2-6 28 s ICRAF) Activity Area 8.3 Networking and alliance building 8.3.1 Organize and support community leaders and farmers to attend Farmers 400 1 2-6 28 community participation meetings at the ward level 8.3.2 Participate in key County level events and fora Events 3 3,4,5 1,6 28 Activity Area 8.4 ‘Light’ lobbying and brokering 8.4.1: Campaigns on key messages during key days using pamphlets, T- Participants 3600 1 2-6 28 shirts, caps e.g. World Environment Day , World Food Day *1=WVK; 2-WVA; 3=SNV; 4=ADRA; 5=CARITAS, 6=ICRAF

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3.6 2017 Detailed Annual Country Programme Budget for Kenya The total budget for FY 2017 is USD 2, 297,800. Out of this, USD 1,803,750 (which includes a carryover of 20% of the 2015 budget) will be funded by DGIS with a corresponding USD 494,050 matching fund from World Vision Australia. A total of USD 937,662 will support management and operational costs and USD 1,360,138 to support the delivery of programme activities. Out of the DGIS budget of USD 1,803,750, a total of USD 598,728 will support programme administration costs and the balance USD 1,205,022 will go to support delivery of programme activities. This translates into an efficiency ratio of 33:67 respectively. The full budget is presented in an accompanying Excel workbook.

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4 Ethiopia Detailed Implementation Plan, 2017

4.1 Summary of Lessons Learned from 2016 • Field experiences and continuous reflection have allowed field staff to learn, and this has increased their confidence in the programme’s integrated approach, i.e. landscape management leading to increasing production, marketing and creating an enabling environment. This gives them more confidence when expanding operations. • Farmers who benefitted from water management interventions of DryDev proved to be more resilient during the 2015-16 El Nino-caused drought. Therefore, water buffering and water management for the purpose of supporting crops and livestock production will be promoted as central features of the 2017 plan. • Strong partnerships with local government and other institutions such as Community-Based Organizations (CBOs) and financial institutions were found to be helpful not only in smooth execution of activities but also in leveraging additional human and financial resources. High level of ownership of the interventions being demonstrated both at the community and government levels will ensure sustainability beyond the programme. Therefore, DryDev Ethiopia will continue cementing these relationships in order to leverage resources. • Given the multidisciplinary nature of the programme and high number of output indicators (more than 100), the field staff were extremely challenged to undertake all the necessary recording, compilation and reporting of data in 2015. In response, after the submission of the annual report 2015, WVE worked in collaboration with WVA to simplify the data recording and reporting system. Nevertheless, despite the process having been simplified, field staff are still finding it hard to fulfil data recording demands. Moreover, we have found that virtually all errors relate to data tallying or double-counting, and these errors can be more efficiently handled and resolved at the district level. Therefore, the Ethiopia programme is proposing to support field teams by adding a field-based M&E officer at the woreda1 level. The M&E officer will be responsible for data management, compilation and reporting at the IP level, and will work closely with the Programme M&E Specialist to ensure accurate recording and reporting of data. They will also facilitate in data recording, management and reporting for planned comparisons. • The NLO has taken various initiatives to improve data management including development of templates, training the field staff, developing household profiles and tracking technology uptake using an EpiCollect-based mobile data collection app. Despite these efforts, a database management system that coordinates the inflow of field data accurately across all districts and partners, that accounts for double counting, and that accommodates query-based interrogation of data is still lacking. ICRAF has recently agreed in principle to develop a database management system for the programme. As well as supporting data consolidation at different programme levels, the data will be readily accessible to all partners including ICRAF, WVA, NLOs and the IPs. • Initially, DryDev Ethiopia had planned to establish saving groups and link farmers with micro-finance institutions (MFIs) to access finances. However, we learnt during 2016 that the government- established Rural Savings and Credit Cooperatives (RuSACCOs), community-established savings and credit groups (VSLAs/VESAs) and traditional institutions like Ekub are serving a similar purpose and seem to be more popular within communities. Therefore, the programme decided to use these

1 Woreda is equivalent to a district

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institutions where they exist, helping them expand their membership and building their financial management and governance capacities instead of creating parallel new structures. New institutions will be established only when needed. Such an approach will be both cost-effective and sustainable. • Even though DryDev Ethiopia is making very good progress on various aspects of the programme, the value chain component is under-tracking. Multiple factors are contributing to this including: community’s attitude i.e. food security or subsistence orientation rather than market orientation, difficulties in accessing appropriate post-harvest and value-addition technologies, the time required to recruit and orient new market facilitators, and insufficient technical support or follow-up by the NLO among others. The NLO has incorporated appropriate strategies in the DIP 2017 to attend to these issues such as building capacity of the marketing facilitators, providing regular technical backstopping and intensive tracking of the activities and the progress. • During 2016, DryDev Ethiopia found that in a consortium setting, it is not always possible to integrate frequent changes in programme implementation strategy or management. Despite willingness of the partners to accommodate any changes, differences in organizational systems make it hard to accommodate new demands. Therefore, both ICRAF, WVA and NLO need to be careful in introducing any changes and new requirements. 4.2 Key Priorities for 2017

4.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development

The Country Core Team (CCT) comprised of World Vision Ethiopia (NLO and implementer in two districts), ICRAF Ethiopia, and the IPs (REST and EOC-DIDAC, each implementing in two districts) will continue to meet on a bi-monthly basis to give overall guidance on the programme operations. Country Technical Team comprised of all partners’ technical staff will meet quarterly to share lessons and provide technical advice to the CCT. Representatives from government institutions, FOs, IPs and other stakeholders are engaged in woreda level Steering Committees to meet quarterly and guide district level implementation, discuss progress, challenges, visit sites, recommend changes and leverage capacity and/or resources. As explained in section two, given the high workload of the field staff, additional support is needed to enable them to record, manage and report evidence of activities and outputs. The same was recommended by the recent JQM; therefore, new M&E staffs will be recruited in each woreda. The new M&E positions will ensure a minimum standard of quality of data recording, compilation and reporting, and enhance programme effectiveness at field level (Table 4.1). DryDev Ethiopia will continue building staff’s capacity to help them implement the planned activities effectively. In 2017, a number of training events will be organized on the areas identified as capacity gaps during implementation of 2016 activities; these include institutional strengthening, gender integration, monitoring and evaluation, and value chains/market systems. Ethiopia is also going to host a programme reflection workshop where sharing of experiences by all five countries will be an opportunity to learn from each other. In addition, DryDev Ethiopia is exploring other capacity development opportunities for the field staff. These may include short term training, attending/presenting at conferences, and visiting similar programmes in other countries.

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Table 4.1: Positions and Staff Time (%) for WVA, NLO and IPs in 2017 WVA WVE (NLO & Implementer) EOC/DIDAC (IP) REST (IP) Senior Advisor Programme Director-100% 1 Programme officer-100% 1 Programme coordinator- 100% Partnership Technical Coordinator-100% 2 Programme Coordinators (Gursum, 2 Sector Heads (NRM & Ag.) -25% Operations-50% M&E and Communication Jarso)-100% 1 Soil & Water Conservation expert- Programme & Coordinator-100% 2 Programme Accountants (Gursum, 50% Evaluation Advisor-50% Senior VC Advisor/Specialist-100% Jarso)-100% 1 Forestry expert 50%, 1 Livestock Value Chain & Market Grants Ops Director-15% 4 Development Agents (Gursum, Jarso)- expert 50%, 1 Crop Development Systems Advisor-30% Finance Manager-50% and 100% expert 50% Accountant- 100% 2 Marketing Facilitators-100% 1 Cooperative expert– 25% Programme Accountant-50% 2 M&E officers-100% 1 Marketing & VC expert-50% 2 Programme Coordinators (Tigray, 2 Secretary / cashiers-100% 1 Marketing and M&E officer- 100% Oromia)-100% 2 Drivers-100% 2 Woreda Coordinator (Killite Awlalo, 2 Agriculture and NRM Seharti-Samre) 0% Specialists/Facilitators (Tigray, 2 Accountants- 100% Oromia)-100% 1 Driver- 100% 2 Value Chain Specialists/Facilitators- 100% 2 M&E Specialists-100% 2 Drivers / logisticians-100%

4.3 Main Programming Focus for 2017 • The key focus for 2017 will be to consolidate and build on the existing interventions in each of the 29 sub-watersheds. Implementing Partners will continue to build the capacity of the established Community Sub-Watershed Teams (CSWTs) by refining the Sub-Watershed Action Plans (SWAPs) developed in 2015-16, and supporting their efforts to mobilize the community to implement these plans. Additional CSWTs will be established in identified sub-watersheds shared by several communities in Gursum. • DryDev staff will continue guiding and backstopping the district-level Steering Committees that are working in partnership with kebele2 counterparts to provide oversight and support to programme implementation • Restoration of target sub-watersheds will continue to be a focus in 2017 with significant investments into and by the community in water-harvesting and water-retention structures. • Irrigation areas will be further expanded through the completion of small-scale earthworks and canals, and provision of training and technical support for community-based maintenance teams. • Agronomic training and farmer skills-enhancement using training-of-trainers (TOT) and “farmer-to- farmer” extension approaches will continue alongside district and kebele extension services. Promotion of agroforestry and soil fertility enhancement techniques will be of major focus in farm lands. • Value chain and market information systems development will be accelerated in 2017 through DryDev’s marketing facilitators. Input access through the Rural Savings and Credit Cooperatives (RUSACCOs) will continue to be supported so that farmers may be more intimately linked to value chain actors such as suppliers, financial institutions, or buyers. • Farmers and FOs will join together with other value chain actors to form marketing platforms for the nine selected value chains. Selected farmer groups will be assisted to create their business plans around these (and other) value chains, while more mature groups will refine and implement their business plans. Farmer Organizations will be assisted, where feasible, to merge into marketing unions.

2 Kebele – smallest administration unit, a ward or a village

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Market linkages will be created and expanded at the district level and on to the regional and national levels. Implementing partners will continue to prioritize income-generating activities that target landless youth and women, such as nursery business development, bee-keeping, and user-pays irrigation maintenance businesses. • Institutional strengthening through business development and policy awareness will be a key focus in 2017. Existing groups will formalize their internal arrangements and plans, and DryDev staff will facilitate the formation of constitutions. District Steering Committees will continue to meet quarterly to support, oversee and implement the various interventions. • Capacity development of DryDev staff will focus on the acquisition of skills in business development, institutional formation, gender integration, and identified technical capacities. Conference participation and peer-to-peer sharing with other DryDev countries will be also considered where feasible in order to promote lessons learned. Staff will have opportunity to reflect and learn through joint quality monitoring, mid-term review, and the five-country programme reflection. • Action learning on FMNR and tree-planting will continue while new comparisons, informed by the CAP findings, will commence with a focus on fertility management and ploughing techniques. In November 2017, a national-level multi-stakeholder platform will bring together policy makers and scaling stakeholders to share, exchange and learn from DryDev.

4.4 Description of Specific Activities by Work Package & Activity Area for 2017 WP 1: Sub-catchment Level Natural Resource Management (NRM) While significant progress has been made during 2016 with regards to capacity building of the CSWTs, the programme will continue capacity strengthening activities to ensure that these institutions are enabled to implement Community Action Plans (CAPs) and continue landscape management activities beyond DryDev. Due to the highly variable topography in Gursum, sub-sub watershed teams are needed to effectively manage and guide community activities. These new teams will be established and provided with trainings to lead activities in their respective areas. Rehabilitation activities that began in 2016 will continue to be led by the CSWTs in all target sub watersheds in collaboration with relevant government institutions and stakeholders. Area closures and FMNR practices will be expanded by mobilizing the wider community. Private, community, and government nurseries will be supported with basic materials, seeds and technical trainings to ensure sustainable supply of tree seedlings in each sub-watershed. Communities have successfully constructed a range of soil and water conservation structures such as stone check dams, weirs, hillside terraces, trenches/pits and micro-basins during 2016; this will continue in 2017. The programme will also continue to promote rehabilitation of degraded areas, and to challenge/change attitudes and practices related to deforestation, energy use, over-grazing and free-range grazing. Facilitating access to energy efficient technologies such as improved cook stoves and solar panels will continue and field staff will encourage farmers to plant grasses and legumes to support the more intensive cut-and-carry system of livestock feeding. DryDev’s dual approach, to change knowledge, attitudes and practices, and to undertake practical steps to rehabilitate and manage the landscape, has resulted in positive change. In 2017, the programme will continue with this approach in order to reach many farmers in the targeted sub-watersheds. WP 2: On-farm Soil and Water Management The programme will continue to provide training on soil fertility management and Sub-Watershed Committees (SWC) through, exposure visits and basic materials support. Farmers will be mobilized to construct appropriate physical structures on their farm lands, such as soil bunds. Soil fertility enhancement techniques such as composting, mould-board plough, and micro-dosing will be promoted as part of the action learning activities. Farm-based rainwater harvesting (i.e. micro earthen dams, farm

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ponds, roof water harvesting and flood diversion structures) will be demonstrated and small-scale irrigation developed with the participation of selected farmers. Exposure visits will be arranged for farmers to learn about various agro-forestry practices. In addition, the programme will facilitate access to different multipurpose tree seedlings selected during the CAP process to be planted on-farm. The existing action learning activities (FMNR and tree-planting) that began in 2016 will continue in 2017 with co- funding from IFAD. WP 3: Agriculture Commodity Production In 2017, the programme will continue to introduce value-adding technologies for FOs and ensure these groups are able to make use of the accredited input system for the 9 value chain commodities (tomato, poultry, shoat, honey, groundnut, haricot bean, onion, dairy milk, and potato). In the areas where input suppliers exist, they will be provided with technical training and essential materials, while new suppliers will be organized as needed. Private public partnership will be strengthened to create sustainable input supply and market linkages. These input supply groups are expected to supply the other farmer groups with certified locally-adapted seed, and technologies thereby improving the local input supply system. This is intended to be sustainable, given that the input supply groups will operate as a business. Foundation seeds will be accessed through DryDev rural resource centres or qualified local suppliers, or private sector. Input suppliers will be supported through capacity building and linkage to supply what the farmers need such as veterinary services or feed suppliers. They will also be linked with quality inspection authorities before they distribute to producer farmers in the case of improved seed. Farmers living in the sub- watersheds will be organized into producer groups to share information on production, inputs and markets. They will be provided with training and support so they can prepare their own business plan and manage potential risks. Creation of lead or model farmers will be one of the focus areas for farmer-to- farmer learning. Lead-to-follower farmer linkages and action learning through the use of peer-to-peer training and exposure visits will be conducted. Women and youth will be specifically addressed through various engagements. Landless youth will be provided with training on bee-keeping, use of dairy equipment, irrigation machinery, and marketing. Share-farming will be arranged for the production of haricot bean, honey, groundnut, and irrigated onion. A significant proportion of target farmers will access planting materials of staple crops (maize, wheat, teff), vegetable seeds and seedlings (cabbage, onion, tomato, pepper, potato), fruit seedlings (guava, apple, mango, avocado, orange), and shoats or poultry to support household food security. Training on production and management will be provided as a package through the FOs for those farmers who access inputs. WP 4: Enhancing Market Access Inadequate post-harvest management of crops was highlighted in the Inception period’s value chain analysis study as a cause for significant production loss. For this reason, existing post-harvest technologies will be further refined to benefit farmers in the operational areas. Furthermore, producer groups will be supported to have storage facilities for collection and aggregation of produce, and rural resource centers that can serve as a platform for post-harvest information and technologies. New marketing groups will be formed and existing ones strengthened with a view of having at least one in each watershed for each commodity. The programme will facilitate formation of marketing shops/places and provide technical trainings such as preparing of business plans. For products that will require further processing (e.g. ground nut and milk), processing equipment will be purchased for these marketing groups through cost sharing arrangements. Actual and potential buyers will be identified for each commodity in each area and further engagement will be initiated with universities, shops and supermarkets and even to international markets with a view to facilitate formal agreements among the

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VC actors agreements among value chain actors. Business to business (B2B) negotiations will be arranged to support this. Marketing groups will be supported to promote their product using radio and at local field days and exhibitions. Existing market information transfer and information providers will be identified, and relevant market information systems developed. In this regard, farmers will receive up-to-date information on demand, market prices, and quality requirements. Focal person will be selected from the producer groups to post market information at the kebele center. Multi-stakeholder platform meetings will be held at the woreda level. Marketing groups will be linked also with the Ethiopian Commodity Exchange (ECX) and the Oromia Agricultural Marketing Agency to boost their business scope. WP 5: Financial Services Linking During 2017, the main focus of this WP will be to identify existing village savings groups and strengthen their internal structures and systems. Training on governance, financial management coupled with continuous business development support services shall be given to these groups to ensure they are equipped to manage their businesses. New groups will be formed as required. Existing village savings and loan association training manuals and materials developed by WVE and other agencies will be adapted for this purpose. Financial literacy training shall be rolled out to FOs to boost the farmers’ skills, knowledge and attitude towards savings, credit and financial institutions. Lobbying with MFIs/financial service providers will also be undertaken to ease credit requirements for farmers groups, and farmers. WP 6: Local Governance and Institutional Development Organizational development of SWCs and FOs will take place through training, experience sharing, and in partnership with district government authorities to refine their objectives and strategy, and to draft / adopt a system of governance. As a result, SWCs will consolidate how they partner other stakeholders like the District government services, FOs, financial institutions and input suppliers / private sector. A review of SWC by-laws will be conducted in a participatory way with local governance structures and community representatives. The programme will also facilitate institutional capacity building for local governance and CBOs. Capacity building will focus on leadership, governance, gender mainstreaming and revolving fund administration for SWCs, cooperatives and staffs. District Steering Committees will continue to meet quarterly to oversee the programme implementation with training support provided by DryDev on a needs basis. WP 7: Planning, M&E and Scaling of Learning With regards to planning, the four year PIP, CAP reports, previous DIP documents and experience from DryDev implementation on the ground have all informed the 2017 detailed activities. An annual planning and review workshop was used to critically prepare the 2017 DIP, with participants coming from the IPs and government, involving intensive reflection on past accomplishments, learnings, corrective actions and next plans. A similar workshop is planned for 2017 with a similar purpose. During 2017, an annual reflection and planning meeting will be conducted to prepare the 2018 plan. Programme monitoring will continue at all levels; the community, IPs, NLO and jointly with ICRAF. Review meetings and participatory monitoring at the community level will enable the community to check the progress of planned activities in respective implementation areas. Similarly regular monitoring visits, reflection meetings, experience sharing, and data auditing at national and IP levels will ensure programme effectiveness and quality. Lessons from various monitoring mechanisms will be shared using various communication channels such as websites, publications, brochures, booklets, media/video outputs and through other communication tools. New farmers joining the programme will be tracked using a HH profiling tool. In addition, the extent of adoption/uptake of the promoted options (technologies and practices) will be tracked annually using the lot quality assurance sampling (LQAS). ICRAF and WVE will conduct JQM visits bi-annually to selected sites,

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the findings of which will then inform country level review forums with all IPs. The country core team and country technical team will meet regularly to review programme technical and financial performance on a bi-monthly and quarterly basis respectively. Farmer-to-farmer learning through on-farm field days will be arranged to foster cross learning. In addition, action learning activities will continue to be implemented to enable farmers to compare technology and their applications in order to choose those most suited for their context. To ensure mutual understanding and quality, WVE, WVA and ICRAF will work together and continually enhance the capacity of the field level staff on the PMEL framework through periodic training and mentoring. Capacity building activities for the new staff are planned to equip them with the necessary tools and knowledge to monitor and evaluate the DryDev programme. WP 8: Policy Analysis and Influencing Awareness creation on identified policies will focus on water and NRM, environment and rural economy (marketing and finance). While woreda and regional stakeholders will be targeted for further awareness creation, the same will be used to simplify the messages for awareness creation at the community level. This will ensure that the same message is being delivered and stakeholders have a common understanding of each issue. The woreda level event will be led by the IP and NLO while the regional and national event will be led by ICRAF. Stakeholders’ mapping results will be used to decide on the participants of these workshops and a plan for future engagement with each stakeholder will be developed and executed.

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4.5 2017 Detailed Implementation Plan – Ethiopia

Specific Activity by Activity Area and Work Package Target 1 2 3 4 5 6 7 8 9 10 11 12 Who Leads# Who Supports WP1: Sub-catchment-level Natural Resource Management Activity Area 1.1: Establish and/or strengthen community watershed teams 1.1.1. Establishment/Strengthening community watershed teams 6284 1,2,3 1,4,5 1.1.2. Facilitate experience-sharing events on integrated watershed management) for 1507 1,2,3 1,4,5 community watershed teams 1.1.3. Train CSWTs on Integrated watershed development & management and support 4338 1,2,3 1,4,5 CSWT’s institutionalization 1.1.4. Identify, assess and prioritise gaps/potential within community watershed teams 638 1,2,3 1,4,5 1.1.5. Promote champion NRM community watershed teams members through involving 670 1,2,3 1,4,5 them in exposure visit 1.1.6. Facilitate engagement of wider community on sub-watershed management activities( 600 1,2,3 1,4,5 Physical SWC at community level) Activity Area 1.2: Define and/or refine WS-based development/resource plans 1.2.1. Facilitate the preparation of WS Action Plan 1105 1,2,3 1,4,5 1.2.2. Review the implementation of the WS Action Plan 390 1,2,3 1,4,5 1.2.3. Sign post set up in each watershed 4 1,2,3 1,4,5 Activity Area 1.3: Rehabilitate degraded land through tree-planting & FMNR practices 1.3.1. Train farmers on FMNR and area closure 5005 1,2,3 1,4,5 1.3.2: Provide basic material support for FMNR practices 0 1,2,3 1,4,5 1.3.3. Mobilize the community for bylaw development on FMNR practice and tree planting 1200 1,2,3 1,4,5 1.3.4. Rehabilitation of degraded areas through area closure and FMNR practices 800 1,2,3 1,4,5 1.3.5. Planting of trees across watersheds 2668 1,2,3 1,4,5 1.3.6. Establish and or train Forest development Army & Community Nursery indigenous 1975 1,2,3 1,4,5 forest seed collector 1.3.7. Conduct exposure visit to best practices on area closure mgt & utilization 1160 1,2,3 1,4,5 1.3.8. Protect area closures from animal and human interference 16 1,2,3 1,4,5 1.3.9. Support action learning activities on FMNR and tree planting 1002 5 1,2,3 Activity Area 1.4: Introduce / strengthen soil conservation & water-harvesting structures 1.4.1 Train community on SWC techniques 1750 1,2,3 1,4,5 1.4.2. Construction of SWC technologies (establishing micro basin, percolation ponds and channels, gully reclamations, cut of drain, deep trench, percolation pond, Eyebrows 6619 1,2,3 1,4,5 and half moons 1.4.3. Mobilize the community for gabion and stone check dam (focusing on RWHS, 1442 1,2,3 1,4,5 communal ponds) 1.4.4. Create access to raw materials (Gabion mesh wire, sand, stone…) 720 1,2,3 1,4,5

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Specific Activity by Activity Area and Work Package Target 1 2 3 4 5 6 7 8 9 10 11 12 Who Leads# Who Supports Activity Area 1.5: Promote mitigation measures on drivers of deforestation 1.5.1. Train farmers on effects of deforestation and efficient energy consumption 8083 1,2,3 1,4,5 1.5.2. Promote energy-efficient technologies (cooking stoves) 7795 1,2,3 1,4,5 1.5.3 Establish energy efficient technology producer groups 20 1,2,3 1,4,5 Activity Area 1.6: Enhance sustainable grazing management 1.6.1. Provide training on grass and legume production and management by contributing a 7141 1,2,3 1,4,5 proportion of the inputs 1.6.2. Link farmers with suppliers of grasses and legume improved seeds by contributing a 4500 1,2,3 1,4,5 proportion of the inputs WP2: On-farm water & Soil management Activity Area 2.1: Introduce & strengthen integrated soil & water management 2.1.1. Training on SWC on farm land (on farm soil bund construction & water management, 1295 1,2,3 1,4,5 Microbasin, trenches, terrace etc…) 2.1.2. Training of farmers on soil fertility practices (- intercropping, crop rotation, mulching, 740 1,2,3 1,4,5 composting, manure, etc…) 2.1.3. Mobilize and support farmers and run construction of physical structures on farm 8324 1,2,3 1,4,5 (terracing, soil bund, check dams, flood diversions, ponds etc) 2.1.4. Support inputs for model farmers who were not reached so far to demonstrate water 100 1,2,3 1,4,5 & soil management at farmlands using the input accessing modality 2.1.5. Experience sharing on-farm NRM 0 1,2,3 1,4,5 Activity Area 2.2: Enhance agroforestry options that provide for multiple purposes 2.2.1. Training on multipurpose agroforestry benefits and practices (forage, fertility, fuel, 4850 1,2,3 1,4,5 timber, food) 2.2.2. Access multi-purpose trees and fruit species (Grafted apple mango, avocado, guava, 1800 1,2,3 1,4,5 orange) Activity Area 2.3: Facilitate & support small-scale irrigation practices and management 2.3.1. Training on rain water harvesting and efficient utilizations 720 1,2,3 1,4,5 2.3. 2. Establishment of communal water harvesting (pond), hand dug well and water 4600 1,2,3 1,4,5 harvesting check dams by programme and community participation 2.3.3. Construction of roof rain water harvesting structures at HH level 250 1,2,3 1,4,5 2.3.4. Train and facilitate the use of irrigation techniques (canal extension & maintenance) 1145 1,2,3 1,4,5 for users 2.3.5. Canal maintenance and construction for irrigation 500 1,2,3 1,4,5 2.3.6. Training on operation and maintenance of motor pumps 140 1,2,3 1,4,5 2.3.7. Create access to basic inputs in areas where farmers not having to set up water- harvesting structures (ponds, shallow hand-dug wells, roof water harvesting, check- 760 1,2,3 1,4,5 dams, mini-reservoirs) 2.3.8. Establish, train, support and mobilize irrigation water users group/association 300 1,2,3 1,4,5 WP3: Agricultural Commodity Production

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Specific Activity by Activity Area and Work Package Target 1 2 3 4 5 6 7 8 9 10 11 12 Who Leads# Who Supports

Activity Area 3.1: Develop an efficient input supply system 3.1.1. Link farmers to suppliers of improved seeds (maize, haricot bean, tomato, onion 4346 1,2,3 1,4,5 sweet chard etc..) and fruit seedlings (mango, avocado, orange, lemon, coffee etc) 3.1.2. Create access following the specific area extension system to high yield livestock (cattle, shoats and poultry, concentrates) and beekeeping materials and colony to 913 1,2,3 1,4,5 farmers 3.1.3. Organize field days to link seed producers with seed quality and assurance institutions 760 1,2,3 1,4,5 3.1.4. Facilitate certification of seed/seedlings produced by seed and seedling producer 260 1,2,3 1,4,5 groups (Haricot bean) 3.1.5. Support action learning activities on beekeeping and honey production /colony 341 5 1,2,3 splitting 3.1.6. Identify, establish and strengthen in training, enforcing community by-laws, input 268 1,2,3 1,4,5 producer groups Activity Area 3.2: Capacity development on commodity production and utilization 3.2.1. Training on value chain development (fruit , vegetable, crop, shoat, milk production, 5633 1,2,3 1,4,5 fattening, poultry and apiculture)and utilization 3.2.2. Train experts, DAs, supervisor and farmers on Value chain development 520 1,2,3 1,4,5 3.2.3. Demonstrate high value crops such as ground nut package, cluster based production, 40 1,2,3 1,4,5 etc & species (Sweet potato & cassava) at farmers homesteads 3.2.4. Organize exposure visit to farmers on shoat production 500 1,2,3 1,4,5 3.2.5. Discussion forum between producers and end processors (stakeholder meeting 40 1,2,3 1,4,5 among the value chain actors) 3.2.6. Train farmers on bio-intensive gardening (vegetable and fruit) -production compost and manure preparation and utilization, efficient water utilization to produce fruit and 200 1,2,3 1,4,5 vegetable 3.2.7. Organize famers field days 326 1,2,3 1,4,5 Activity Area 3.3: Formation and Strengthening of producer groups 3.3.1. Assess the needs of the producer groups, form/strengthen producer and marketing 1122 1,2,3 1,4,5 groups and farmer cooperatives 3.3.2. Training and developing risk aware production plan mainly in terms of changing 326 1,2,3 1,4,5 whether WP4: Value Chain Development Activity Area 4.1:Promote post- harvest technologies 4.1.1. Identify and link farmers to post harvest technologies such as packaging materials , ware house with its appropriate furniture, processing equipment food graded 1200 1,2,3 1,4,5 containers, threshers, etc to identified value chain commodities such as honey, groundnut, potato, poultry, haricot bean, onion and milk 4.1.2. Facilitate in terms of securing plot of land, mobilizing community to participate in local level construction materials, government experts in technical and DryDev 885 1,2,3 1,4,5 complementing the gaps so as to establishment of appropriate and affordable

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Specific Activity by Activity Area and Work Package Target 1 2 3 4 5 6 7 8 9 10 11 12 Who Leads# Who Supports warehouses and collection units to improve the volume and quality of value chain commodities and value addition process

4.1.3. Train farmers on post-harvest technologies functions/operations, Warehouse 1010 1,2,3 1,4,5 management, commodity handling (storage) and proper transportation 4.1.4. Exposure visit of value chain actors within and outside the watershed to learn each 210 1,2,3 1,4,5 other and processing/manufacturing center Activity Area 4.2: Capacity Development for farmers and other value chain actors(market) 4.2.1. Identify capacity gaps specific to enhancing market linkages, product development, adapt training materials to the context & provide refresher training to producers, and 8562 1,2,3 1,4,5 other value chain actors involved along the chain 4.2.2. Organize multi- stakeholder platform discussion /meetings to develop and strengthen 660 1,2,3 1,4,5 trust among actors 4.2.3. Train women on market oriented businesses (BDS) 575 1,2,3 1,4,5 Activity Area 4.3: Formation and strengthening of marketing groups 4.3.1. Establish new/strengthening existing marketing groups to engage on identified VC 1250 1,2,3 1,4,5 commodity production and marketing 4.3.2. Link marketing groups to higher level market segment(cooperative, input supplier, 1250 1,2,3 1,4,5 financial institutes and traders, and facilitate signing of MOU and contract 4.3.3. Facilitate to prepare, bylaws, business plan and their recording system and arrange 1250 1,2,3 1,4,5 exposure visit agriculture Activity Area 4.4:Facilitate linkages between farmer groups with sustainable markets 4.4.1. Conduct rapid market assessment and analysis to clearly identify actual and potential buyers, volume and quality and estimated selling/purchasing/ prices for each value 3297 1,2,3 1,4,5 chain 4.4.2. Establish sustainable market linkage with local , regional and international market through B2B negotiation, participating in trade faire/exhibition/events, selling through 4944 1,2,3 1,4,5 ECX 4.4.3. Facilitate product promotion using various promotion methods using local media, 3104 1,2,3 1,4,5 flying paper, brochure, bill board, etc. Activity Area 4.5. Strengthen market information systems 4.5.1. Identify market information providers, type of information, establish/strengthen 3995 1,2,3 1,4,5 marketing information system 4.5.2. Establish marketing and information data base system in collaboration with relevant 4480 1,2,3 1,4,5 institutions 4.5.3. Link/connect farmers with reliable market information providers (such as ECX, TAMPA, Oromiya agricultural marketing office) and disseminate regular and current 6030 1,2,3 1,4,5 market information to producers/marketing groups WP5: Financial Services Linking Activity Area 5.1: Establish and strengthen community based financial institutions

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Specific Activity by Activity Area and Work Package Target 1 2 3 4 5 6 7 8 9 10 11 12 Who Leads# Who Supports 5.1.1. Establishing new SG/VSLA/VESA or strengthening through refreshment training, exposing to better performing, etc the existing and link with link them to the 1440 1,2,3 1,4,5 respective VC commodities 5.1.2. Assess the groups’ gap and access them with relevant saving kits and technical 1440 1,2,3 1,4,5 support 5.1.3. Facilitate regular meeting and follow up of SGs 1440 1,2,3 1,4,5 5.1.4. Translate VSLA training manuals into local language and adapt it to the local context 2 1,2,3 1,4,5 without totally altering major guiding principles. 5.1.5. Training on financial and group business /enterprise/ management for cooperative 1440 1,2,3 1,4,5 and SG/VSLAs leaders 5.1.6. Mobilize community members to increase their saving and credit cultures using different strategies/mass mobilization using media, public gathering place, preparing 12667 1,2,3 1,4,5 small awards to those who perform better Activity Area 5.2: Link value chain actors to financial service providers 5.2.1. Identify financial institutions that could work with producers and marketing 2297 1,2,3 1,4,5 cooperative and individual value chain actors 5.2.2. Organize financial multi stakeholder discussion forum to initiate discussion among various actors/marketing groups, coops, financial institutions/ and lobbying financial 2522 1,2,3 1,4,5 services. 5.2.3. Facilitate financial access in linking and other services to farmers and SG/VSLA groups and other value chain actors with MFIs and RUSSACOs and banks to ensure 4620 1,2,3 1,4,5 sustainable linkage, 5.2.4. Transitioning/informal Saving groups into legal financial entity/RuSACCO and other 122 1,2,3 1,4,5 forms /by the means of amalgamation or merging together WP6: Local Governance & Institutional Strengthening Activity Area 6.1: Broadening the role of CBOs & strengthening /CD of CBOs & govt. in situ 6.1.1. Review/adopt/refine by-laws in grazing, watershed management and Saving groups 400 1,2,3 1,4,5 and scale-out governance procedures/bylaws of CBOs (Cooperative, CSWSC, VSLA) 6.1.2. Strengthen (through supportive monitoring, refreshing trainings, etc) watershed management forum, extension system and other CBOs (Strengthen Farmer Training 1240 1,2,3 1,4,5 Centers and create model learning center) 6.1.3. Organize experience sharing on integrated WS management for CWST and experts 50 1,2,3 1,4,5 6.1.4. Train coop leaders, resource user groups, CSWTs on leadership, community resources 500 1,2,3 1,4,5 management, NR based conflict resolution and handling 6.1.5. Awareness creation on gender mainstreaming in development activities for experts, 440 1,2,3 1,4,5 DA & SWTs 6.1.6. Train farmers and experts on governance of cooperatives and revolving fund 80 1,2,3 1,4,5 management 6.1.7: Train field staff on institutional development (leadership, governance, financial 230 1,2,3 1,4,5 management, business development) Activity Area 6.2: Creating/Strengthening platforms for improved local governance

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Specific Activity by Activity Area and Work Package Target 1 2 3 4 5 6 7 8 9 10 11 12 Who Leads# Who Supports 6.2.1. Woreda level steering committee meetings 170 1,2,3 1,4,5 6.2.2. Training for kebele leaders and watershed representatives on good governance, 217 1,2,3 1,4,5 management, 6.2.3. Conduct regular multi-sectoral platform meetings for improved local governance 510 1,2,3 1,4,5 WP7: Planning, M&E, and Scaling of Learning Activity Area 7.1: Programme monitoring 7.1.1. Regular field level monitoring by programme staffs 24 1,2,3 1,4,5 7.1.2. Technology/practice uptake tracking with lot quality assurance sampling 1 1,5 1,2,3 7.1.3. Joint Quality Monitoring by NLO and ICRAF 4 1,2,3 1,4,5 7.1.4. Data Management & Auditing 2332 1,2,3 1,4,5 7.1.5. Country technical team quarterly and annual meetings 1 5 1,2,3,4 7.1.6. Country Core Team bi-monthly meetings 4 1,2,3 1,4,5 7.1.7. Production of videos and documentation of lessons learnt for program scaling and 6 1,2,3 1,4,5 learning 7.1.8. Communication, publishing website info and sharing through other communication 60 1,2,3 1,4,5 platforms/media 7.1.9. Five country Programme Reflection Meeting (S/Tseada Emba & REST Woredas) 1 5 1,4,5 7.1.10. Regular recording & Reporting (Monthly, quarterly, semi & annual) 16 1,2,3 1,4,5 7.1.11: Mid-Term Programme Evaluation 1 1,2,3 1,4,5 Activity Area 7.2: Participatory M&E with FOs and local stakeholders 7.2.1. Organize M&E events with FOs and local stakeholders (DAs, KA leaders, CWTs & 400 1,2,3 1,4,5 Experts) 7.2.2. Organize community level fora for sharing, exchange and learning 280 1,2,3 1,4,5 7.2.3. Annual/Mid Reflection & Planning Workshops 240 1,2,3 1,4,5 Activity Area 7.3 Scaling of evidence and learning (ICRAF to co-lead with NLOs) 7.3.1. Synthesize lessons learnt and the findings of action learning activities and produce 147 1,2,3 1,4,5 briefs and flyers 7.3.2. Organize meeting/platform/event for learning and sharing with local scaling 210 1,2,3 1,4,5 stakeholders) 7.3.3. Organize meeting/platform/event for learning and sharing with national and 30 1,2,3 1,4,5 international scaling stakeholders WP8: Policy analysis & influencing Activity Area 8.1: Develop further evidence on identified constraints in policy implementation 8.1.1. Organize awareness meetings and further identify constraints from relevant policies 440 1,2,3 1,4,5 (Agriculture, NRM, Cooperatives, water resource management, MF) Activity Area 8.2: Stakeholder mapping and engagement 8.2.1. Develop a plan for stakeholder engagement and management and execute action 170 1,5 1,4,5 plans

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Specific Activity by Activity Area and Work Package Target 1 2 3 4 5 6 7 8 9 10 11 12 Who Leads# Who Supports 8.2.2. Stakeholders reflection and learning at woreda level 400 1,5 1,4,5 Activity Area 8.3: Raise awareness on policy provisions and constraints 8.3.1. Develop materials for community level awareness raising 1 1,5 1,4,5 8.3.2. Conduct awareness meetings on key policy and strategies at woreda and regional 300 1,5 1,4,5 level

# WVE=1, EOC=2, REST=3, WVA=4, ICRAF=5

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4.6 2017 Detailed Annual Country Programme Budget for Ethiopia The total budget for 2017 is USD 1,847,628 out of which USD 1,475,002 is from DGIS and USD 372,626 is of WVA’s contribution (25.26% of DGIS budget). The total administration cost considering DGIS’s funds is USD 506,778 (34% of the total amount) and the remaining budget are for programme activities. DryDev Ethiopia already created enabling environment to increase productivity and production. Now the much more effort is needed to link producers from subsistence to better paying and reliable market. This progress demanded the program to have field level Value chain facilitators. With regard to MAE, so as to improve CBO and district level multiple data recording, reporting, documenting and sharing the lesson it became impossible to cover the task with existing staff. So adding field level value chain and MAE focal persons found indispensable. Moreover, IPs like REST and EOC organizationally increased their office pay scale, in line with the market rates, by 50 & 40%, respectively. Yet, with all these according to Ethiopia government 30:70 policy DryDev Ethiopia is complying well since the technical staff working within community are considered as part of 70%.

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5 Burkina Faso Detailed Implementation Plan, 2017 5.1 Summary of Lessons Learned from 2016 • Activities in the first quarter of 2016 were mostly preparatory, due to the time required for the induction of the newly recruited DryDev staff as well as the need for prior information/sensitization of local stakeholders (local authorities, administration and technical subnational services, civil society stakeholders) on the objectives and approach of the programme. The time spent in mobilizing local stakeholders also delayed the implementation of physical developments in the fields, especially with regard to activities carried out by TREE AID (WP 1 and 8) and SNV (WP 4, 5 And 6). The complexity of the programme coupled with the need for implementing partners to work together forced the national team to spend more time getting organized to ensure that a good foundation was laid for a sustainable local stakeholder engagement in the conduct of future DryDev activities in Burkina Faso in its current full implementation phase. • Aside from the key implementing partners (IPs) (R-MARP, TreeAid and SNV), other front line institutions were valuable partners with the Burkina Faso DryDev team to implement the programme activities in the fields and at the grass-roots. These organizations included the Catholic Organization for Development and Solidarity (OCADES), Zood Nooma Association for Development (AZND), SEMUS, the Têed-Beogo Group (GTB), and Ce Dwane Nyee Women Group Union (UGF / CDN). The value of these organizations arose from their closeness to the farming communities and their experience in working with farmers. • SNV has had only one full-time staff to implement three WPs assigned to this institution – WPs 4, 5 and 6. This has posed the main obstacle to fast-tracking the implementation of these three WPs. The option pursued by SNV (given the absence of a budget for the recruitment of additional permanent staff) was to use consultants to implement its activities. This proved to be a costly alternative. Discussions are ongoing between the NLO (R-MARP), SNV and the DryDev Sahel Coordinator to determine how best to address this capacity weakness in the Burkina Faso team. • Guidance provided by the ICRAF team, led by the Sahel Programme Coordinator, to the country team during the year was crucial to a better understanding of the key principles underpinning DryDev's approach and the urgent need to scale up the activities on the ground. This close support and guidance will always be desired and appreciated. • There is a significant level of local expertise among stakeholders on certain improved technologies, especially on water and soil conservation. This knowledge has developed over time, from past and current programmes and projects that had targeted / are targeting the same sites where DryDev is currently working. It would be advisable to harness this local expertise for the benefit of DryDev. Beyond the savings expected in budgetary terms, such an approach is likely to pave the way for greater ownership of the facilities by the direct beneficiaries. • The DryDev programme is little known to coordinating bodies of local development programmes and projects, and other discussion platforms at the field level. Consequently, this has limited opportunities for synergy and sharing of experiences with similar interventions on the same sites, for purposes of improving the expected impacts of its implementation. The lack of local representation is one of the causes. Likewise, extending the missions of the field partners to include this representation role is to be contemplated through specific agreements with the lead organization. • The experience of the integrated land development project as promoted under the Sahelian grove plantations by Terre Verte NGO proved to be a useful lesson for the DryDev programme to mainstream activities on sites large enough to give visibility to its achievements.

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• In the rush by the programme team to catch up on the delays in implementation, after a late start, there was little room for the different IPs to undertake joint field trips. This presented a picture of several concurrent projects to some local stakeholders. The joint missions of the country team to monitor activities on the ground during the third quarter of 2016 helped restore the image of a single Programme. Better yet, these joint missions spurred the need and possibility of integrating different WPs on the same sites. Such joint missions will be continued in 2017. • In the absence of a budget dedicated to communications, activities have always been event-driven since they are backed by the budgets of the activities covered. As a result, the programme has had limited exposure. The option of including a line to cover communication needs, in the 2017 DIP, for each implementing partner will be explored.

5.2 Key Priorities for 2017 5.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development • Country Programme Coordination: With guidance and support from ICRAF, the Burkina Faso DryDev coordination functions were restructured to enable smoother and efficient operations. The restructuring process included the recruitment of a new M&E officer. This is expected to be followed, in 2017, by the recruitment of a data entry service provider and enumerators. • Programme Implementing Partners: A new project officer in charge of WP2 and WP3 was recruited in October 2016, by R-MARP (NLO which also implements these two WPs in Burkina Faso). Further, the DryDev team at SNV is being strengthened by an additional four full-time specialists to oversee and fast-track the implementation activities relating to WPs 4, 5 and 6. These changes are expected to energize the Burkina Faso team, resulting in greater strides towards the achievement of impacts in the intervention sites of the countries. • Field Strategic Partners: The 2017 DIP provides for the development and implementation of a field partner staff training needs. The programme will also enter into longer-term contracts with these field partners after a successful assessment of the contracts in 2016. DryDev also seeks to execute memoranda of collaboration with a number of strategic partners, particularly as part of the implementation of the Integrated Water Resources Management (IWRM) approach by TREE AID. • Country Team: Members of the country team will be trained on policies relating to selected value chains, FAO market analysis and development (MA&D) approach, and on financing and trade risk management mechanisms. • The overall programme structure in Burkina Faso will remain the same as in 2016, namely; R-MARP will provide leadership and coordination of the programme in Burkina Faso, while also implementing WPs 2, 3 and 7; TREEAID will oversee work on WPs 1 and 8; and SNV will continue to oversee the implementation of WPs 4, 5 and 6. Six field partners will continue to play critical roles in supporting field operations and implementing various activities on the ground. ICRAF and IWRM will continue their roles as strategic partners. 5.2.2 Intervention Sites and Control sites The DryDev intervention and control sites will remain the same as in 2016. However, as part of the value chain development (WPs 4, 5 and 6), the programme intervention could include certain farmer organizations (FOs) outside the target sub-catchment areas, if these are found to have strong and effective relationships with the FOs that fall within the current intervention sites.

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5.3 Main Programming Focus for 2017 The main focus of DryDev activities in Burkina Faso in 2017 will include the following: • The development of a database for programme implementation and results, including numbers and identity of beneficiary farmers • Strengthening the capacity of sub-catchment management committees, and advocating for the financing of their sub-catchment plans • Continuation of activities to promote integrated on-farm water-harvesting technology packages for the benefit of new and old beneficiaries, with particular attention to women, the youth and disadvantaged groups • Introduction of rainwater harvesting facilities. • Implementing a cascading method of training farmers, with a view to scaling up the technologies promoted. A small group of farmers will be trained in the villages and then tasked with training a larger number of farmers. • Continued support to agricultural commodity production, with special attention to awareness/training/information to farmers on climate-smart practices based on improved technologies derived from national research institutions and the programme demonstration plots. Farmers will be trained on use of the Participatory Integrated Climate Services for Agriculture (PICSA) approach, with the support of ICRAF. • Several initiatives will be implemented to promote the value chains identified in 2016, with a view to strengthening the technical and organizational capacities of the stakeholders in the various levels of the chain (production, conservation, processing, marketing) and enhanced access to financial services to support activities • The implementation of a strategic advocacy plan to address legal and institutional obstacles relating to agro-silvo-pastoral activities on the basis of the results of the review of the regulation carried out in 2016. • The continued implementation of participatory action learning activities on the two protocols developed from the learning priorities identified for Burkina Faso at the end of the CAP process. • All activities will be carried out in accordance with the seven scaling principles of the programme, as well as the strategy for obtaining maximum impact from these activities, namely integration and scaling out. 5.4 Description of Specific Activities by Work Package & Activity Area for 2017 WP 1: Sub-catchment-Level Natural Resource Management (NRM) Six sub-catchment management plans were developed in 2016. These plans were subjected to review and validation by sub-catchment members during the fourth quarter of 2016. In addition, sub-catchment management task forces were set up and made operational and water harvesting and management facilities (treatment of three gullies, six buffers) were built. In 2017, the major innovation will be the integrated development of large land areas similar to the grove plantations in the Sahel, notably through the construction of water buffers, community land restoration/enrichment, in supplement to the facilities planned under WP2 for 1350 beneficiaries. The preparation of regulations governing the operation of the sub-catchment management committees set up in 2016 and the building of capacities of these committees in matters related to their tasks and responsibilities will be given a prominent place in 2017. The development/maintenance of water buffers, started in 2016, will continue by extending the areas of the sites for farming and increasing the storage capacity of six buffers. Additional development work will involve the creation of water harvesting and management facilities in the grove sites selected to benefit

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642 persons. This will involve creating or rehabilitating water buffers, transforming natural ponds into buffers, desilting and protecting existing micro-dams, setting up micro-dams with triple objectives of water and soil conservation, bank protection and agro-silvo-pastoral production. Other activities planned for 2017 include the restoration of degraded landscapes in community sites (forest Zai, earth bunds, mulching, soil scarification, etc.), enrichment of communal land areas (forest relics, banks, groves, sacred forests, etc.) by reforestation on some 300 ha, development of pastoral and forest areas on 84 ha, and the rehabilitation of existing 6 km livestock trails for access to resources. Finally, a participatory assessment of the implementation of the operational plans is planned by the end of the year. WP 2: On-farm Water & Soil Management Work Package 2 is intended to implement an integrated approach to improve on-farm water and soil manager technology packages. In 2017 the country team plan to implement the following: • Promotion of on-farm rainwater harvesting: This will include the extension of farmland restoration activities through various technology packages (Zai, half-moon, farmer-managed natural regeneration or FMNR, micro-dose, stone belts, earth bunds, composting) by about 1800 ha, to benefit 450 new farmers; the rolling out of participatory action planning activities involving the use of stone belts and earth bunds in the 6 sub-catchments to benefit 300 farmers; the dissemination of integrated water harvesting and management technologies for 1,350 beneficiary farmers; and the construction of 30 rainwater harvesting tanks for supplemental irrigation for 30 beneficiaries. • Promotion of on-farm agroforestry: Work will include on-farm land enrichment through assisted natural regeneration for 1,350 beneficiary farmers; participatory action learning activity based on method of tree planting (depth and width of pits, digging period) to be carried out in the 6 sub- catchments, with the participation of 7,500 farmers • Improved soil conservation and fertility management: The programme will work with the communities to create 450 new compost pits to fertilize 900 ha of farmland; and disseminate micro-dose technique on 1,350 hectares of land. • Promotion of small-scale irrigation: Forty-five hectares of land will be opened up as new rain-fed rice farming sites, and five new market-gardening schemes will be created to benefit 125 farmers (women & youth) WP 3: Agricultural Commodity Production Work packages 1 and 2 contribute to increasing the agricultural production potential of the intervention sub-catchments. Work package 3 seeks to enable farmers to harness this increased potential for purposes of crop and livestock production. The activities planned for 2017 are: • Promotion of climate-smart agricultural practices (CSA): This will involve (i) dissemination of the use of climate information to plan agricultural activities (PICSA approach) with 10,000 farmers, (ii) development of concrete 120 ha "Sahelian groves", and (iii) dissemination of knowledge among 1,050 farmers through demonstration plots of the improved crop production techniques. • Promotion of farmer-led extension systems: Work here will include (i) dissemination of integrated soil and water management techniques to 960 farmers, and (ii) revitalization/creation of six innovator farmer networks on all the sub-catchments covered by DryDev. • Improving the input supply systems: This activity will seek to (i) establish three resource centres for input and equipment supply to seed growers, (ii) establish six village poultry vaccinator networks in the six sub-catchments for 3,400 poultry farmers, and (iii) organize six input fairs in the six sub- catchments.

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WP 4: Enhancing Market Access In 2017, work under WP4 will include the following: • Building the capacity of the country team: The capacity of the members of the DryDev team in Burkina Faso will be strengthened in relation to (i) knowledge on country policies on promotion of selected value chains, (ii) FAO Market Analysis and Development (MA&D) approach, and (iii) financing and trade risk management mechanisms. These skills will equip the team to provide the required support and training of farmers in the field • Supporting farmer groups on value chains: Efforts will be made to support the farmers associated with the value chains to better structure the different links (production, processing, and marketing) and strengthen their advocacy and lobbying strategies skills. • Enhancing the capacity of farmers on business and entrepreneurship: Activities to develop the skills of farmers on business and entrepreneurship will be carried out through (i) training and equipping of 300 farmers in market study, marketing and agricultural trade negotiations techniques, and (ii) training of 480 farmers in processing and packaging value chain products and value addition of products to ensure competitiveness in the market. • Development of business plans: Twelve (12) business plans will be developed for 300 farmers in selected value chains (onion, rice, sesame, cowpea, local poultry, shea, peanuts). Six (6) rural farmers’ enterprises will be assisted in the implementation of their business plans to improve the quality of their products. The contribution of the programme will include provision of guidance on the acquisition of necessary processing equipment, and training on the proper handling of the acquired equipment. • Multi-stakeholder value chain platforms: Twelve (12) functional multi-stakeholder value chain platforms will be set up on the six sub-catchments and sales contracts will be signed with 2000 stakeholders. • Dissemination of market information: A network of market information providers will be created and local radio stations will be used to reach 2,500 farmers with relevant market information. In addition, a market information system based on the new information and communication technologies (NICT) will be set up and tested. The aim will be to provide stakeholders with relevant and reliable real time information on the dynamics and trends of the prices of the market products. WP 5: Financial Services Linking Activities planned for 2017 are: • Strengthening of village savings associations: Efforts will be made to create 10 VSLAs where they do not exist, and then training/retraining 175 existing VSLA members in financial management (including funds management, loan recovery, etc.) for 4,000 beneficiary members. • Linkage with financial services: The programme will assist farmers link up with financial service providers by helping and nurturing the development and implementation of 12 loan MoUs between financial service providers and 1,200 members of farmer organizations. Further, a total of 1,200 beneficiaries will be trained and assisted on practicing warrantage. WP 6: Local Governance & Institutional Strengthening In 2017, activities to be implemented under WP6 include: • Strengthening farmer organizations: DryDev will train and monitor the 36 farmer organizations identified in 2016, on best local governance practices and on the uniform act of the Organization for the Harmonization of Affairs (OHADA) with a view to turning them into professional economic interest groups (EIGs).

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• Local government institutions capacity-building: Four (4) institutions of the deconcentrated technical services and the local authorities will be trained on the OHADA uniform act and the key regulatory and legislative documents currently in force. • Development of multi-faceted multi-stakeholder platforms: This will be achieved by (i) organizing meetings at the level of the six developed multi-stakeholder innovation platforms for 1,200 beneficiary farmers; (ii) holding six annual participatory assessment meetings of the six multi- stakeholder platforms for 1,200 beneficiary farmers, and (iii) organising six frameworks for peer-to- peer thematic experience sharing for 1200 beneficiary farmers. • Six self-assessment sessions will be organized involving subnational technical services, local authorities and farmer organizations. WP 7: Planning, M&E, and Scaling of learning In 2016, good progress was made in the finalization of the PMEL framework and the development of the harvesting tools. In 2017, work will involve the consolidation and strengthening of methods and tools for documenting, capitalizing and sharing best practices and lessons learned with stakeholders, as well as to convening meetings planned in the calendar of major events. Efforts will specifically focus on (i) designing a single data base for all farmers, input suppliers; (ii) monitoring the change in both the number of beneficiary farmers and assessing the uptake of the promoted technology options. Other plans include the development of an integrated database the interface of which will record the physical and financial achievements of implementing partners. Programme staff will also be trained on data collection tools, and on tools and methods of distance teambuilding and gender mainstreaming at work. The DryDev country coordination unit and three IPs will organize joint quarterly, semi-annual and annual follow-up visits to monitor the quality of the outputs in the various sub-catchment areas. In this framework, the 2017 PIP includes 12 missions. The aim of these missions will be to rigorously and regularly track the achievements in terms of uptake of the technology packages, to conduct reflection forums at community level and hold discussions with farmers on themes relating to implementation of sub- catchment level management plans, reforestation and FMNR, adoption of on-farm rainwater harvesting techniques, climate-smart agriculture (CSA), value chains and action learning activities. In addition, there will be regular quality monitoring activities based on the seven programme scaling principles. One of the interventions will be the preparation and conducting of in-country and across- country visits to facilitate the sharing of best practices and Lessons learned from farmer groups. Further, a system for providing and sharing real-time information on the execution of activities for all WPs with all stakeholders will be designed and implemented. The report of the baseline study will be shared with affected communities and stakeholders, and their implications discussed and actionable plans formulated. WP 8: Policy Analysis & Influencing In 2016, the DryDev team carried out a review of the legislative and regulatory policies relating to agro- silvo-pastoral activities in rural areas. Activities in 2017 will focus on: • Restitution of the results of the updated policy and regulatory review carried out in 2016 • Dissemination of policies and laws related to agro-silvo-pastoral development among 180 sub- catchment level stakeholders • Development and dissemination of three policy briefs • Creation or revitalization of five corporate alliances to strengthen dialogue with policy makers and organise three advocacy and lobby campaigns to help remove the barriers to agro-silvo-pastoral activities identified by the study.

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5.5 2017 Detailed Implementation Plan – Burkina Faso

Unit of Who Who Target 1 2 3 4 5 6 7 8 9 10 11 12 Target sites Specific Activity by Activity Area and Work Package measure Leads# Supports WP1: Sub-catchment-level Natural Resource Management (NRM) Activity Area 1.1 : Sub-catchment action planning 1.1.1: Conduct participatory assessment of the implementation of 6 sub-catchm’ts Reports 6 2 1, 3, 5 the 6 sub-catchment management plans for 2016 and 2017 Activity Area 1.2 : Local capacity strengthening in sub-catchment management 1.2.1 : Develop by-laws for the management committees in the six 6 sub-catchm’ts By-laws 6 2 1, 3; 5 (6) sub-catchments 1.2.2: Train members of the six (6) sub-catchment management committees on their roles, planning, implementing, 150 (including 50 advocacy, fundraising, monitoring and evaluation, etc. For Trainees 2 1, 3, 5 6 sub-catchm’ts women) the implementation of the land development and management plans developed 1.2.3 : Train the members of the management committees of 14 140 (including 40 water harvesting facilities on the facility governance and Trainees 2 1, 3, 5 6 sub-catchm’ts women) maintenance themes3 1.2.4: Train members of the six (6) sub-catchment management 170 (including 75 committees and development partners on the "catchment Trainees 2 5 6 sub-catchm’ts women) management" approach in the 6 sub-catchments4 Activity Area 1.3 : Water facility development and maintenance 1.3.1: Treat 3 gully sites for the recovery of 20 ha of farmland. Ha 20 2 1, 3 6 sub-catchm’ts 1.3.2: Increase the storage capacity of t 6 water buffers to 24 000 22 500 (including Beneficiaries 2 5 6 sub-catchm’ts m3 by deepening and additional upgrading actions 11250 women) 1.3.3: Construct water harvesting and management facilities5 in Water 15 2 1, 3, 5 6 sub-catchm’ts the selected grove sites for 642 beneficiaries buffers 1.3.4: Developing Sahelian grove sites (construction of water Ha 120 2 buffers, community land restoration/enrichment) Activity Area 1.4 : Sub-catchment level Restoration/reforestation by FMNR and tree planting 1.4.1. Restoring degraded landscapes in community sites (forest Ha 600 2 1, 5 5 sub-catchm’ts Zai, earth bunds, mulching, soil scarification, etc.) 1.4.2 : Enriching community sites (forest relics, banks, groves, Ha 300 2 1,5 sacred forests, etc.) through reforestation Activity Area 1.5 : Development of forestry and pastoral area management plans 1.5.1: Develop pastoral and forest land areas studied for the Ha 84 2 1, 5 6 sub-catchm’ts benefit of 2540 persons 1.5.2: Rehabilitate existing livestock corridors for access to resources in the terroirs and landscaped areas for the 22,500 Km 60 2 1, 5 6 sub-catchm’ts beneficiaries

3 Repair and maintenance of facilities, rational, equitable, profitable and sustainable use of water resources 4 Integrated development and management, choice of activities relevant to the restoration of degraded areas, upstream & downstream links, community solidarity, visioning and steering of development actions 5 Creating or rehabilitating buffers, transforming natural ponds into buffers, desiltation and protecting existing micro-dams, developing micro-dams with triple objectives of water and soil conservation, bank protection and agro-sylvo-pastoral production

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WP2: On-farm Water & Soil Management

Activity Area 2.1 : On-farm rain water harvesting promotion 2.1.1 Restore 1800 ha of agricultural land through Zai, half-moon, FMNR, micro-dose, stone belts, earth bunds, composting for Ha 1800 1 2,3 6 sub-catchm’ts 450 new farmers 2.1.2 Conduct a participatory action learning activity on stone belts Farmers 150 1 2,3 6 sub-catchm’ts and earth bunds in the 6 sub-catchments 2.1.3 Scale out integrated water harvesting and technologies Farmers 1 350 1 2,3 6 sub-catchm’ts management to 1350 beneficiary farmers 2.1.4 Develop 30 rainwater harvesting tanks of 300 m3 for Tanks 30 1 2,3 6 sub-catchm’ts supplemental irrigation Activity Area 2.2: Promoting and on-farm Agroforestry 2.2.1 Enrich 1350 hectares of farmland through FMNR for the Hectares 1 350 1 2,3 6 sub-catchm’ts same 1350 beneficiary farmers 2.2.2 Implement participatory action learning activity involving

methods of tree planting (depth and width of pits, digging 1 2,3 6 sub-catchm’ts Farmers 7 500 period) in the 6 sub-catchments Activity Area 2.3 : Improved on-farm soil conservation and fertility management 2.3.1 Enrich 900 hectares of degraded farmland by developing 360 Ha 1350 1 2,3 6 sub-catchm’ts new compost bins 2.3.2: Disseminate the micro-dose technique to 1350 hectares Ha 1 350 1 2,3 6 sub-catchm’ts Activity Area 2.4 : Promoting small-scale irrigation 2.4.1 Develop 30 ha of rice-growing sites in 3 sub-catchments Ha 30 1 2,3 6 sub-catchm’ts 2.4.2 Install 5 new market-gardens of 1ha each (training female farmers, developing a site, technical routes, production of 2 Ha 05 1 2,3 6 sub-catchm’ts wells per site and wire-fencing and small equipment, inputs) for 125 farmers (women & youth) WP3: Agricultural Commodity Production Activity Area 3.1 : Promoting climate-smart (CSA) farming options 3.1.1 Scale out the use of climate information in agricultural action Farmers 10,000 1 2,3 6 sub-catchm’ts planning (PICSA approach) to 10,000 farmers for 48 3.1.2 Develop 120 ha of Sahelian groves (activities of WP 1 and 3) Ha 120 1 2,3 6 sub-catchm’ts in the 6 sub-catchments for 45000 beneficiary households 3.1.3 : Scale-out to 1050 farmers by organising guided tours on the Farmers 1050 1 2,3 6 sub-catchm’ts production units/plots of the selected value chains Activity Area 3.2 : Promoting farmer-led extension systems 3.2.1 Disseminate the integrated soil and water fertility Volunteer management technologies (trainings led by farmers’ 960 1 2,3 6 sub-catchm’ts Farmers innovator networks) to 960 farmers by setting up 6 pilot sites 3.2.2 Revive/create innovative farmer networks Networks 6 1 2,3 6 sub-catchm’ts Activity Area 3.3 : Improving Input Supply Systems 3.3.1 Set up 3 networks of village poultry vaccinators in the 6 Farmers 3400 1 2,3 6 sub-catchm’ts catchment areas to benefit 3400 poultry farmers

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3.3.2 Organize 3 input fairs in the 6 sub-catchments fairs 3 1 2,3 6 sub-catchm’ts

WP4: Enhancing Market Access

Activity Area 4.1 : Building the capacity of countries in market system and value chain analysis 4.1. Train 18 country team members on country policies for the

development of identified value chains, financing Trainees 3 1 ; 2 6 sub-catchm’ts 18 mechanisms and trade risk management 4.1.2 : Train 18 country team members on FAO Market Analysis Trainees 18 3 1,2 6 sub-catchm’ts and Development (MA&D) Activity Area 4.2 : Organizational Development of Farmer Groups 4.2.1 Cluster 60 groups around the links of the value chains (onion, Groups 60 3 1 ; 2 6 sub-catchm’ts rice, sesame, cowpea, local poultry, shea, peanut) 4.2.2 Train 60 farmer organizations in developing a strategy to Beneficiaries 600 3 1 ; 2 6 sub-catchm’ts lobby and advocate for 600 farmers Activity Area 4.3 : Farmers’ Business and entrepreneurship Capacity Building

4.3.1 Skills and capacity gap analysis for producers Famers 480 3 1 ; 2 6 sub-catchm’ts

4.3.2 Tailored capacity building for producers Farmers 480 3 1 ; 2 6 sub-catchm’ts 4.3.3 Train and equip 300 farmers on market research, marketing Farmers 300 3 1 ; 2 6 sub-catchm’ts and agricultural trade negotiations 4.3.4Train and equip 480 farmers on value chain by-products Farmers 480 3 1 ; 2 6 sub-catchm’ts processing and packaging techniques Activity Area 4.4 : Developing Business Plans for the Selected Value Chains 4.4.1 Capacity building for producers in business plan Farmers 480 3 1 ; 2 6 sub-catchm’ts development 4.4.2 Develop on the field 12 business plans for 300 farmers from Business the value chain links (onion, rice, sesame, cowpea, local 12 3 1 ; 2 6 sub-catchm’ts plans poultry, shea, peanut) 4.4.3 Contribute to equip 6 rural businesses of at least 180 farmers in the implementation of their business plans to Farmers 180 3 1 ; 2 6 sub-catchm’ts improve the quality of value chains by-products Activity Area 4.5 : Multi-Stakeholder Value Chains platforms 4.5.1 : Establish and operationalize 12 value chain platforms for Platforms 12 3 1 ; 2 6 sub-catchm’ts sharing sessions in the six (6) sub-catchments 4.5.2 : Formalize the signing of transparent agricultural product Beneficiaries sale contracts for 2000 beneficiary stakeholders in the value 2000 /6 3 1 ; 2 6 sub-catchm’ts / contracts chain Activity Area 4.6 : Establishing and Strengthening the Market Information System (MISs) 4.6.1 : Linking market information providers and local radio Farmers 2500 3 1,2 6 sub-catchm’ts stations to provide market information to reach 2500 farmers

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4.6.2 : Design and test 1 market information system based on new MISs 1 1,2 6 sub-catchm’ts information and communication technologies (NICTs)

WP5: Financial Services Linking

Activity Area 5.1 : Strengthening Village Savings Groups 5.1.1 Create a maximum of 10 new Village Savings and Loan VSLAs 10 3 1 ; 2 6 sub-catchm’ts Associations (VSLAs) where they do not exist. 5.1.2: Train or strengthen 175 existing VSLAs in financial education VSLAs 175 3 1 ; 2 6 sub-catchm’ts (funds management, loan recovery, etc.) for 4000 members 5.1.3 Support for village saving association (self- assessment ) VSLAs 175 3 1 ; 2 6 sub-catchm’ts Activity Area 5.2 : Links with the Financial Services Providers 5.2.1 Selective meetings with microfinance institutions to Meetings 06 3 1 ; 2 6 sub-catchm’ts introduce DryDev and discuss possible collaboration 5.2.2 Implement 12 Loan agreements between financial service Signed 12 3 1 ; 2 6 sub-catchm’ts providers and 1,200 members of farmer organisations agreements 5.2.3 Train and equip 1200 farmers on practicing warrantage Beneficiaries 1200 3 1,2 6 sub-catchm’ts WP6: Local Governance & Institutional Strengthening Activity Area 6.1 Strengthening Farmer Organizations (FOs) 6.1.1 Train and monitor 36 farmer organizations on good Organisations 3 1,2 6 sub-catchm’ts governance practices for 1800 beneficiary farmers 36 6.1.2 Train and operationalize 36 farmer organizations on the OHADA uniform act and their professionalization into Beneficiaries 1800 3 1 ; 2 6 sub-catchm’ts economic interest groups (GIEs) Activity Area 6.2 Local government Institution Capacity Building 6.2.1 Train 4 institutions of the deconcentrated technical services 4 and the local authorities on the OHADA uniform act and the Institutions 3 1 ; 2 6 sub-catchm’ts main laws and regulations in force 6.2.2 Organize 6 self-assessment sessions involving subnational Participants 120 3 1 ; 2 6 sub-catchm’ts technical services and farmer organizations Activity Area 6.3 Multi-purpose Multi-Stakeholder Platforms 6.3.1 Organize six (6) sharing meetings in the six (6) multi-

stakeholder innovation platforms developed for 1200 Meetings 3 1,2 6 sub-catchm’ts 6 farmers 6.3.2 Hold six (6) participatory assessment meetings of the six (6) Meetings 3 1,2 6 sub-catchm’ts multi-stakeholder platforms for 1,200 farmers 6 6.3.3 Organize 6 frameworks for thematic peer-to-peer sharing of Meetings 6 3 1 ; 2 6 sub-catchm’ts farmers’ experiences to the benefit of 1200 farmers

WP7: Planning, M&E, and Scaling of Learning

Activity Area 7.1 : Programme Monitoring

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7.1.1 Conduct 2 joint missions of the country team to monitor the Joint 2 land development plans made for the 6 sub-catchments 1 2, 3 6 sub-catchm’ts missions

7.1.2 Conduct 3 joint country team missions to monitor afforestation and NRM actions and uptake of climate-smart Joint 3 1 2, 3 6 sub-catchm’ts production options (CSA) cantered on the value chains in the missions 6 sub-catchments for 180 beneficiaries Joint 7.1.3 Conduct 3 joint country team missions to monitor the missions 3 1 2, 3 6 sub-catchm’ts adoption of rainwater harvesting techniques in farms

7.1.4 : Hold 2 assessment and quarterly planning meetings 6 sub-catchm’ts Assessments 2 1 2, 3 between the 3 implementing and field partners 7.1.5: Conduct 3 regional Programme monitoring missions with 15 Missions 3 1 2, 3 6 sub-catchm’ts participants 7.1.6 : Hold 4 field level reflection workshop and review meetings; Workshops 4 6 sub-catchm’ts 7.1.7: Hold 6 country coordination program meetings on the Workshops 6 1 2, 3 6 sub-catchm’ts review of approaches and methods 7.1.8: Hold joint monitoring missions with ICRAF and lead partner; Missions 2 6 sub-catchm’ts

7.1.9 : Hold 1 Annual review and planning meeting Report (DIP) 1 1 2,3,4,5,6 7.1.10 : Conduct 4 follow-up visits to the 12 platforms of the 2000 Missions 4 1, 2, 3 6 sub-catchm’ts value chain stakeholders set up in the communities 7.1.11 : Hold 2 training sessions for field and implementing Training 2 1 2, 3 6 sub-catchm’ts partners on data harvesting techniques / tools (data quality) sessions 7.2.12 Provide 1 training for field and implementing partners on Participants 20 1 2, 3, 6 - impact-oriented data collection tools Activity Area 7.2 : Participatory M&E with FOs & local stakeholders

7.2.1 : Hold 6 internal learning sessions / workshops / annual 6 Sessions 1 2, 3 6 sub-catchm’ts program planning and reviews in 6 sub-catchments 7.2.2 : Hold 2 semi-annual community learning sessions / workshops on knowledge sharing based on farmer-planned Sessions 2 1 2, 3 6 sub-catchm’ts comparisons in the 6 sub-catchments for 120 FOs 7.1.3 : Conduct an annual internal assessment of the uptake of Farmers technologies in the 6 sub-catchments with farmer 240 1 2, 3 6 sub-catchm’ts

organizations Activity Area 7.3 : Scaling of evidence and learning (ICRAF to co-lead with NLO) 7.3.1 Holding 1 annual for review and experience sharing workshop with stakeholders (NGOs, Services, Participants 40 1 6 6 sub-catchm’ts implementation and field partners, technical partners) 7.3.2: Develop and disseminate newsletters (in collaboration with Newsletters 1000 1 6 6 sub-catchm’ts the Communications Officer) disseminated 7.3.3 : Develop a unique database of farmers and suppliers of the 6 Operational 1 1 2, 3, 6 6 sub-catchm’ts Sub-catchments in collaboration with ICRAF databases

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7.3.4 : Continue the review of the monitoring and evaluation PMEL & M&E 2 1 6 6 sub-catchm’ts (PMEL) system Systems 7.3.5 Organize learning and in-country experience sharing visits for 2, 3, Participants 18 1 6 sub-catchm’ts the farmer organizations (farmers) 7.3.6 Organize learning and cross-country experience sharing visits 2, 3, Participants 40 1 6 sub-catchm’ts for farmer organizations (farmers) 7.3.7 : Develop an integrated database recording physical and Operational 1 1 6, 2, 3, 6 sub-catchm’ts financial achievements databases 7.3.8 : Conduct an external evaluation of the contracts between Evaluation 1 1 6, 2, 3, 6 sub-catchm’ts the parties 7.3.9 : Facilitate in-country logistics for mid-term review of the Evaluation 1 1 6, Programme

WP8: Policy Analysis & Influencing

Activity Area 8.1 : Review of Policy Constraints and Challenges 8.1.1 Share the findings of the study on the review of legal and institutional constraints related to agro-sylvo-pastoral Participants 180 (including 80 2 1, 3, 5, 6 6 sub-catchm’ts activities at sub-catchment and national levels women) 8.1.2 : Develop and disseminate Policy Briefs Policy briefs 3 2 1, 3, 5, 6 6 sub-catchm’ts

Activity Area 8.2: Capacity building at Local Level 8.2.1: Strengthen the level of information and capacities of actors

at the sub-catchment level on policies, laws and regulations 180 (including 80 2 1, 3, 5, 6 6 sub-catchm’ts to foster their ownership and application on agro-sylvo- Participants women) pastoral activities

8.2.2: Form / revitalize alliances of organizations to strengthen Alliances 6 2 1, 3, 5, 6 6 sub-catchm’ts policy dialogue

Activity Area 8.3: Lobbying and Advocacy

8.3.1: Develop an advocacy strategy for address legal and Strategies 2 1, 3, 5, 6 6 sub-catchm’ts institutional barriers to agro-sylvo-pastoral activities 1 8.3.2 : Organize advocacy and lobbying campaigns to address Campaigns 6 2 1, 3, 5, 6 6 sub-catchm’ts constraints *1 = Reseau MARP; 2 = TREE AID; 3 = SNV; 4 = INERA; 5= PAGIRE; 6= ICRAF

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5.6 2017 Detailed Annual Country Programme Budget – Burkina Faso The total budget associated with this implementation plan for 2017 is USD 2,002,677, with USD 474,465 (22% of the overall budget) to support management and operational costs and USD 1,528,212 (76% of the total budget) to support the delivery of programme activities. This budget is presented below.

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6 Mali Detailed Implementation Plan, 2017 6.1 Summary of Lessons Learned from 2016 • The year 2016 represents for DryDev Mali the first full year devoted to the implementation of activities in the field. All the activities planned for 2016 have not been implemented. There is, therefore, need to accelerate the pace of implementation of planned activities, taking into account the integration and intensification of the technologies and options promoted by the DryDev programme. • The visioning, or Community Action Planning (CAP), is a participatory planning process that allows communities to self-diagnose their own situation and formulate their vision of the desired change. At the time of preparing the DIP 2016 the CAP process had not been completed in Mali. Thus, the results of the CAP process could not nurture the planning of the DIP 2016, although they had been considered in the implementation of the activities in the field. However, the results of the CAP process have now been taken into account in planning the DIP2017. • There is a clause in the agreement signed between Sahel Eco (the national lead organization in Mali) and ICRAF which governs the implementation of the DryDev programme in Mali, which conditioned the disbursement of funds when the cumulative rate of consumption of the previous disbursement reached 70%. This clause constitutes a constraint as IPs do not move at the same pace in the implementation of the activities. This penalizes the partners who advance quicker than the others. To overcome this constraint, the NLO will disburse funds to the IPs on the basis of quarterly action plans. • The support provided by the DryDev finance and compliance officer, recruited by ICRAF, to the NLO and the IPs has significantly improved the financial management of the programme. • Quarterly meeting for report writing and planning were introduced to facilitate the timely compilation of the report. These meetings provide opportunities for strengthening synergy and complementarity between the partners implementing activities of work packages 1, 2, 3 (which aims to increase production) and the partners responsible for the implementation of activities under work package 4 and 5 (which aim to increase access to market and financial services). • In 2016, the Mali country team was expanded to include the National Directorate of Water (DNH), an institution which has extensive experience in integrated water resources management. In 2016, the DRYDEV team benefited from the advices of the representative of DNH during the planning of the integrated water resources management plans (IWRM). DNH is a strategic partner through which, lessons learned and evidences from DryDev implementation can be scaled up in other localities. The DNH also plays important roles in influencing the government policies on water management to support food production. • The Dutch Embassy in Mali covering the three Sahel countries (Mali, Niger, and Burkina Faso) has expressed interest in the experience of the DryDev programme, and willingness to facilitate synergy with other programs financed by the Dutch Government in Mali in the domain of water. This is an opportunity for leveraging strategic partnerships, sharing experiences between different projects, and scaling up of improved interventions. 6.2 Key Priorities for 2017 6.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development Sahel Eco was selected by ICRAF to lead the DryDev programme in Mali. Sahel Eco then carried out an institutional and organizational evaluation of potential organizations, which resulted in the selection of OXFAM America, the Malian Association for Awareness Raising and Sustainable Development (AMEDD), and the Malian Association for Public Education and Protection of the Environment (AMEPPE) as

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implementing partners. This partner configuration worked well in the Inception Year and sub-agreements have been signed with the implementing partners for the four years (2015-2018) of programme implementation. The DryDev country team in Mali is also being supported by other strategic partners such as: l’Agence de l'Environnement et du Développement Durable (AEDD), la Direction Nationale des Eaux et Forêts (DNEF), la Direction Nationale de l'Agriculture (DNA), l’Institut d'Economie Rurale (IER), la Direction Nationale de l’Hydraulique (DNH). The staff needed to implement the DryDev programme in Mali, in 2017, will remain the same as described in the PIP document. However, additional field-based staff have been hired by the IP OXFAM America to provide closer support to producers for the efficient implementation of activities under WP4 (Enhancing market access) and WP5 (Financial services linking) across the 83 villages in the 10 sub-catchments targeted by DryDev in Mali. These changes are motivated by the fact that WP4 and WP5 activities have lagged behind in 2016, largely because OXFAM had only three staff (one project chief and two advisors) to implement the two work packages in all the 83 villages. In 2017, Mali will start the implementation of the Participatory Action Learning (PAL) activities. Students/Interns will be recruited, with the support of ICRAF, to facilitate the implementation these activities and documentation of lessons learned. ICRAF will provide support through the development of protocols and scientific supervision of the student’s work and regular monitoring of the implementation of the learning priorities through field visits. 6.2.2 Intervention Sites and Control Sites Initially 15 sub-catchments were targeted for DRYDEV intervention in Mali. These were selected based on the criteria set by ICRAF and the priorities identified by the communities during the planning process in 2014 and 2015. In August 2015, a mission of ICRAF staff visited the targeted DryDev sites in Mali and held discussions with the country team on the suitability of the identified project intervention areas and impact sites. At the end of this mission it became necessary, for purposes of increasing the effectiveness of DRYDEV’s interventions in Mali, to reduce the number intervention sites. Consequently, the Mali country team, in close consultation with ICRAF, reduced the number of targeted sub- catchments from 15 to 10. Five of the original 15 sub-catchments were removed, namely, Sorobasso and Zanfigué (Sikasso region), Mafoune and Kamiandougou (region Segou) and Diallassagou (Mopti region). Control sites for each sub-catchment targeted for DryDev intervention were delineated. These control sites will be used to monitor the impact of the intervention of DryDev programme. Table 6.1 provides information on the intervention sub-catchments and the corresponding control sub-catchments. Table 6.1: List of intervention sites and control sites for DRYDEV in Mali INTERVENTION SITES CONTROL SITES Region District Commune Sub-catchmts Villages Villages Sub-catchmts Commune District Region Menamba 1 Menamba 1 5 Koutiala Sikasso Sikasso Yorosso Kifosso1 Kifosso1 5 4 Sorobasso Sorobasso Koumbia Koumbia 7 15 3 Ségou Ségou Ségou Cinzana Kondian Kamiandougou Kamiandougou central Ségou Tominian Kondala 11 6 Ouan Ouan Tominian Segou Tominian Mandiakuy Mouina 15 20 Souroutouna Souroutouna San Ségou Soroly Dologou 3 3 Dourou Bandiagara Bandiagara Bara-Sara Mandoli 3 4 Tominian Ségou Mopti Lanfiala Lanfiala Ségué Kogo 8 Bankass Kani-Bonzon Sadia 12 6 Soubala Soubala Bankass Mopti Total 83 46

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The decision to reduce the number of sub-catchments where DryDev intervenes in Mali came after the validation of the Consolidated PIP (2015-2018) by DGIS. These changes affect the number of targets set for DryDev Mali. The DIP 2017 has therefore taken into account this reduction of the number of intervention sites and, subsequently, the beneficiaries targeted have been reduced from 56,235 (28,680 females) in the PIP document, to 53,286 (27,176 females) as indicated in Table 6.2.

Table 6.2: Revised beneficiary targets set for DRYDEV Mali following the reduction of the number of sub- catchments from 15 to 10 Revised Beneficiary Work Packages Primary Output Target Targets Total Women Work Package 1: Sub catchment-level Natural Resource Management 1.1 Sub catchment action plan development 10 Sub-catchment management plans developed 53 286 27 176 1.2 Local capacity strengthening in sub catchment mgt. Local institutions in 10 sub catchments strengthened 53 286 27 176 1.3 Development/maintenance of water buffering 10 new water buffering structures developed 14 200 7 100 1.4 Sub catchment-level Afforestation and FMNR 10 000 ha of degraded forest rehabilitated 28 400 14 200 1.5 Development of forest & pastoral management plans 200 km of pastoral corridors delineated 5 000 1 000 Work Package 2: On-farm Water & Soil Management 2.1 On-farm rain water harvesting promotion 7 000 ha by 10 000 farmers with RWH techniques 14 200 2 400 2.2 On-farm agroforestry promotion FMR practiced on 7 000 ha of farmland 53 286 27 176 2.3 Soil conservation and fertility enhancement 7 000 ha of degraded land treated by 14 200 farmers 14 200 2 400 2.4 Small-scale irrigation promotion 80 ha treated using new small-scale irrigation 2 800 2 400 Work Package 3: Agricultural Commodity Production 3.1 Promotion of climate smart agricultural practices 7 000 farmers in 83 villages with new CCA practices 14 200 4 800 3.2 Promotion of farmer-led extension systems 1 000 volunteers 1 900 500 3.3 Improving input supply systems 4 rural resources centres managed by farmers 53 286 27 176 Work Package 4: Enhancing Market Access 4.1 Organizational development for producers groups 4.1 Organizational development for producers groups 2 400 1 000 4.2 Business & entrepreneurial skills dev. for producers 4.2 Business & entrepreneurial skills dev. for producers 2 400 1 000 4.3 Business plans development for selected value chains 4.3 Business plans development for selected value chains 2 400 1 000 4.4 Strengthen multi-stakeholder value chain platforms 4.4 Strengthen multi-stakeholder value chain platforms 2 400 1 000 4.5 Establish and strengthen market information system 4.5 Establish and strengthen market information system 53 286 27 176 Work Package 5: Financial Services Linking 5.1 Strengthen village savings and credit associations 5.1 Strengthen village savings and credit associations 7 100 6 700 5.2 Linkages with financial service providers 5.2 Linkages with financial service providers 53 286 27 176 Work Package 6: Local Governance & Institutional Strengthening 6.1 Farmer organization strengthening 6.1 Farmer organization strengthening 53 286 27 176 6.2 Capacity development for local government institutions 6.2 Capacity development for local government institutions 53 286 27 176 6.3 Multi-stakeholder, Multi-issue Platforms 6.3 Multi-stakeholder, Multi-issue Platforms 53 286 27 176 Work Package 7: Planning, M&E, and Scaling of Learning 7.1 Programme Monitoring 7.1 Programme Monitoring 53 286 27 176 7.2 Participatory M&E with FOs & local stakeholders 7.2 Participatory M&E with FOs & local stakeholders 53 286 27 176 7.3 Scaling of evidence and learning (ICRAF to co-lead) 7.3 Scaling of evidence and learning (ICRAF to co-lead) 53 286 27 176 Work Package 8: Policy Analysis and Influencing 8.1 Policy constraints and challenges identification 8.1 Policy constraints and challenges identification 53 286 27 176 8.2 Networking and alliance building 8.2 Networking and alliance building 53 286 27 176 8.3 Lobbying and advocacy 8.3 Lobbying and advocacy 53 286 27 176 Net total of farmers targeted for direct support 53 286 27 176

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6.3 Main Programming Focus for 2017 During 2017 the DryDev programme in Mali will primarily strive to: • Continue efforts to support the implementation of the community actions plans developed in 2016 for the integrated management of water resources in the targeted 10 sub-catchments • Continue the dissemination of contextually appropriate options for water and soil management at farm level. Champion farmers trained in 2016 in each of the intervention villages will be supported to train their peers on rainwater harvesting techniques, agroforestry, restoration and improvement of soil fertility. Additional champion farmers will be trained by the programme • Organise farmers engaged in DryDev program into small groups or cooperatives to get improved access to inputs supply • Link producers with agriculture extension services providers, to improve access to agriculture advisory services on climate smart agricultural practices to increase food production • Structure and strengthen the organisational and entrepreneurial skills of farmers around selected value chains • Link actors in the various segment of selected value chains in the 10 sub-catchments with financial institutions, inputs suppliers and agro-dealers • Train farmer organizations, local authorities and institutions, and existing multi-stakeholder platforms on the following themes: i) land tenure, ii) natural resource and water management, iii) market negotiations, iv) bulk inputs supply and v) gender considerations • Implement selected learning priorities as part of participatory action learning activities • Carry out participatory monitoring to track the numbers of farmers being supported by the programme, as well as the extent of adoption of the promoted options with a view to documenting the evidence and lessons learned to facilitate scaling • Initiate and support lobbying and advocacy campaigns to enhance and strengthen resource governance and land tenure and security • Conduct lobbying and advocacy to assist in accelerating the implementation of the innovative provisions of the new agricultural land policy and removing bottlenecks to upscaling of agroforestry practices • Instigate debate between farmer’s organisations and financial institutions on the bottlenecks in financing the agricultural sector with the aim of adjusting the financial services to the needs of the farmers

6.4 Description of Specific Activities by Work Package & Activity Area for 2017 WP 1: Sub-catchment Level Natural Resource Management (NRM) In 2017, the DryDev programme in Mai will support the communities to implement specific activities planned in the IWRM plans developed in 2016. This support will include: i. Training of the members of the IWRM committees on financial resources mobilisation to build water infrastructures ii. Training and providing tools for local artisans/masons for the maintenance of water buffering structures (ponds, threshold, dam, etc.) that will be established iii. Create/revive, train and equip forest surveillance committees at sub-catchment level iv. Train women and men on the construction of energy saving stoves,

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v. Rehabilitate/construct twenty three (23) water buffering structures (micro dams, water ponds, etc.) to harvest runoff water and monitor the operation of these infrastructures for irrigated agriculture production, fish production and livestock use vi. Implement farmer managed natural regeneration techniques in fallows (including in situ-grafting of some fruit tree species), conduct enrichment planting and reforestation, and conduct restoration of degraded landscapes. The programme is targeting a total area of 12,500 hectares in the ten sub-catchments covered by these initiatives. The programme will further support the production of 150,000 local tree seedlings in nurseries that will be planted by the communities in agroforestry systems. Planted species will be selected based on the benefits the population can derive from them (fruit, fodder, vegetables, wood energy, etc) vii. Delineate grazing areas and livestock passage corridors on a total distance of 147 kilometres and undertake enrichment of gazing areas on a total area of 1029 hectares, viii. Translate five ‘local conventions’ (a set of rules agreed by the communities for the management of natural resources including forests resources, water resources, natural pastureland forages, etc) in local languages and disseminate them through radio broadcasts, ix. Install three (3) animal vaccination parks in three (3) sub-catchments to improve animal health, x. Construct three (3) livestock wells in three (3) sub-catchments to provide drinking water for livestock. WP 2: On-farm Soil and Water Management Under WP 2, the DryDev programme in Mali will continue the dissemination of the on-farm soil and water management techniques that are contextually appropriate. The champion farmers trained in 2016 in each of the intervention villages will be supported to train their peers on rainwater harvesting techniques, agroforestry, restoration and improvement of soil fertility. Additional champion farmers will be trained by the programme. The programme will also organise field exchange visits, within or outside each sub-catchment, to allow mutual experiences and knowledge sharing among farmers regarding on farm soil and water management techniques. DryDev will also organise video shows in the various villages to disseminate various appropriate water and soil management options. The programme will run a competition in the different sub-catchments with awards given to the best performing farmers. This will stimulate the uptake of promising options. New small irrigation systems will be supported for vegetable garden production on a total area of 28 hectares. It is expected that the different activities implemented under this work package will reach 10,000 farmers applying the different techniques on a total farmland of 10,414 hectares. WP 3: Agriculture Commodity Production WP 3 work in 2017 will involve the continuation of provision of support on the production of agriculture commodities through dissemination of climate smart practices including: promotion of climate services delivery, use of climate information for planning farming activities, intercropping, early seedling, beekeeping, micro dose, fish farming, poultry farming, fattening of (sheep, goat, pig, etc), baobab growing in garden, moringa production in garden, animal feedstock production (Gliricidia; cowpea, Styosanthes, Pterocarpus), introduction of improved breeds of sheep and goats and pigs, improved varieties of cereals and market garden seeds, efficient water uses for garden production through bags’ gardens technique, and sustainable home gardens technique (JACADUR)6.

6 JACADUR (JArdins de CAse DURable) is a technique that consists of using a plastic in a trench on the edges of garden plots which trap moisture inside the plot and reduce water loss by infiltration on the sides of the plots.

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Specific strategies that will be used to disseminate these climate smart agriculture production include training, establishment of demonstration plots and on-farm trials, organisation of exchange visit, and broadcasting of radio messages and the implementation of participatory action learning. The DryDev programme will also link producers with agriculture extension services providers (eg. Agriculture Professional Training Centre of Bankass, Yorosso Agriculture Service Centre, Experimentation Centre of IER in Cinzana and the Agro Pastoral Training Centre of Zura in the district of Tominian) to improve access to agriculture advisory services. In total, DryDev aims to reach 10,000 farmers in encouraging the application of various climate smart options on a total farmland of 10,414 hectares. The programme will further facilitate access to agricultural inputs (seeds, fertilizers, pesticides, pesticides, bags for grains, packaging etc.) for the benefit of 3,500 producers in the 10 sub-catchments. This facilitation will include the following specific activities: i) organize farmers into small groups or cooperatives which could be those established in the framework of WP4 & WP5, ii) conduct a participatory assessment of input requirements and develop a program of supply, iii) identify suppliers and negotiate competitive prices and payment terms, iv) organised bulk purchasing and organize group transport, v) seek loans from financial institution to pay for the inputs and negotiate repayment terms and / or encourage farmers to get organise in saving groups to mobilise saving for inputs purchase. This last activity overlaps with the activities of WP5 concerning the establishment of savings groups and synergies will be built to strengthen the impacts of these activities. The program will support the rehabilitation or establishment of twenty (20) inputs warehouses or shops (managed directly by farmers’ groups) that will facilitate availability of improved seeds and drought tolerant varieties and other inputs to farmers at village level. WP 4: Enhancing Market Access Under WP 4, efforts will be geared towards linking value chains actor through the organization of consultative workshops and trading meetings to negotiate prices. Another important activity will be the formalization of producers’ groups and cooperative that were established in 2016. The programme will train the members of these groups and cooperative on: i) the requirements of OHADA7 for Society and Union Cooperative, ii) administrative management of cooperative, iii) management of finance and production hardware owned by the groups, iv) agricultural entrepreneurship, v) negotiation techniques with multi actors, vi) developing and implementing business plan. These activities will involve 2,500 individuals. Twenty nine (29) cooperatives unions regrouping actors of the different value chains will be assisted to formulate their business plans. Mentoring support will be provided to these groups for the marketing and mobilisation of funding for the implementation of these plans. As part of the efforts to build platforms around value chains, the DRYDEV programme will organize two exchange visits to share experience between actors of the value chain in different sub-catchments. This will gather 200 actors of the promising value chains. The programme will also initiate and facilitate ten (10) consultation workshops (1 per sub catchment) for effective and continuous collaboration between actors in the different segments of the promising value chains, with a view to linking them and strengthening relationships. The input supply system such as promoted by "myAgro" (www.myagro.org/) will be deployed in the ten interventions sub-catchments, and a cooperative management platform on mobile and desktop known as "Commcare exchange-cooperative" will be developed.

7 OHADA (Organisation pour l'Harmonisation en Afrique du Droit des Affaires/ Organisation for the Harmonization of Business Law in Africa)

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The results of the market analysis carried out in 2016 will be used by the DRYDEV Mali team to develop a simplified map of the market that shows the production potential (quantity and quality) for each products. This information will then be used to develop a market information system (MIS) through a test phase by selecting sample of actors trained in the use of market information. A workshop will be organise to review the appreciation and level of satisfaction of the actors on the market information systems developed before its extension. DryDev will also organise training workshops regrouping the different actors of the value chain to discuss the following themes: i) Agriculture financing and agriculture insurance, ii) Factors that drive the price setting for agricultural products, iii) marketing skills, iv) Building and maintaining formal business relations between the actors of the values chains etc. WP 5: Financial Services Linking In WP 5, DRYDEV Mali will focus its efforts on strengthening capacity of the savings groups within the cooperative unions to facilitate the mobilization of financial resources for their own activities. It is expected that 300 savings groups, comprising 7,500 people in the different segments of value chains, will be established. Their capacity will be built on basic accounting, savings and loans management, and mobile money. The “mobile money” system will be used to facilitate transactions among value chain actors The programme will also support producers’ groups’ initiatives for the development and implementation of warrantage approach. Further, DryDev will organise workshops in each sub-catchment with value chains actors and financial institutions to market the business plans developed, reflect on lending products offered by financial institutions and discuss constraints to finance agri-business enterprises at the local level. Finally, the programme will organise workshop at the national level with agriculture extension services, farmers organisation, risk insurance companies and financial institutions agriculture services to sensitise them on agriculture risk financing instrument. WP 6: Local Governance and Institutional Strengthening DryDev Mali will organise training sessions for existing farmers’ organisation on the following themes: i) Accountability, gender and leadership, ii) prevention and mitigation of conflicts related to natural resources exploitation. The programme will implement capacity building activities for elected officials on: i) building ownership of development initiatives, ii) laws and regulation related to land, iii) strategy to mobilize financial resources to support the development initiatives in their municipalities, iv) prevention and management of conflicts, etc. The communes where the ten (10) sub-catchments targeted by DryDev are located will be supported to integrate IWRM activities for others existing sub-catchments in their five year communal socio economic development plan (PDSEC). DryDev will share its experiences with local authorities and the farmer’s platforms through the organisation of sessions of the local concertation framework at district level (CLOCSAD), local concertation framework at commune level (CCOCSAD)8, the Early warning system (SAP), the local commission for land tenure issues (COFOS). The programme will also organize exchange visit for 10 farmer groups to see water buffering structures, Sahelian bocades in Burkina Faso and exchange with the stakeholders on the management and maintenance of these structures. WP 7: Planning, M&E and Scaling of Learning Under WP 7, the DryDev programme in Mali will organise participatory monitoring by the members of the IWRM structures/committees. Bimonthly missions will be organised by the programme coordination to

8 CLOCSAD (Comité Local d’Orientation, de Coordination et de Suivi des Actions de Développement/ Local Committee for the Coordination of Development Actions at district level) CCOSAD (Comité Communal d’Orientation, de Coordination des Actions de Développement/ Local Committee for the Coordination of Development Actions at commune level)

64 | Page monitor activities implementation in the field by the implementing partners. The board of administrators of Sahel Eco, the country team will organise mission on a semi-annual basis to monitor progress made towards achieving the objectives of DryDev. ICRAF and Sahel Eco will also jointly conduct semi-annual quality monitoring visits to programme implementation sites. A survey will be conducted to determine the uptake of the technologies/innovations promoted by DryDev. The Mali programme team have also planned for a meeting to review the 2017 activities and plan for activities to be implemented in 2018. Annual stock tacking meetings will be organized at each district to reflect on progress made, lessons learned and recommendation for the next year. The programme will also facilitate external missions that may visit Mali to view DryDev activities during the year, such as visits by DGIS officials, review by the Programme Advisory Committee (PAC), and mid-term review. Further, the evidence gained from the implementation of the participatory action leaning activities (e.g. planned comparisons) will be monitored, documented and shared with stakeholders at different levels and lessons learned used to fine tune and upscale future actions. The results of the mapping of stakeholders conducted in 2016 will be shared also with the local stakeholders and put into use in developing wining partnerships. WP 8: Policy Analysis and Influencing In 2017, the programme will work with farmers organisations and other relevant advocacy organisations to instigate advocacy and lobbying actions on issues such as i) land tenure security, ii) bottlenecks to widespread of agroforestry practices, iii) bottlenecks for financing agriculture sector. In this regards the programme will conduct analytical studies with evidences from the ground to support the arguments for advocacy campaign. These case studies will be used to develop policy briefs. The programme will organise workshops with policymakers and other relevant actors to present the results and the policy recommendations to deal with the constraints and challenges identified in increasing food production. The programme team will also participate in forums or conferences to share policy notes elaborated.

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6.5 2017 Detailed Implementation Plan – Mali

Unit of 1 1 1 Who Who Target 1 2 3 4 5 6 7 8 9 Targeted sites Specific Activities by Activity Area and Work Packages measure 0 1 2 leads* supports Work Package 1: Sub catchment-level Natural Resource Management Activity Area 1.1: Sub catchment action plan development 1.1.1 Update the integrated water resources management (IWRM) plans IWRM plans 10 1, 2 ,3 4, 5, 6 10 Sub-catchments developed in 2016 updated

Activity Area 1.2: Local capacity strengthening in sub catchment mgt. 1.2.1 Train the members of the local IWRM committees on the management of water infrastructures, mobilisation of financial resources, policies Participants 740 1, 2 ,3 , 5, 6 10 Sub-catchments and legal provisions with respect to water and natural resources management, etc.

1.2.2 Train local artisans/masons and provide small toolkits for the Participants maintenance of water buffering infrastructures (water ponds, trained and 50 3, 1 2 4, 5, 6 10 Sub-catchments threshold, dam, etc.) and construction of improved stoves equipped

1.2.3 Train women and men on the construction of energy saving stoves Women trained 200 3, 1 2 4, 5, 6 10 Sub-catchments

1.2.4 Establish/revital ise forests surveillance committees at sub-catchment Committees 10 3, 1 2 4, 5, 6 3 Sub-catchments level established/rev 1.2.5 Train members of forests surveillance committees at sub-catchment Members level on their role, policies and legal provisions with respect to forests 100 3, 1 2 4, 5, 6 3 Sub-catchments trained management. Activity Area 1.3: Development/maintenance of water buffering 1.3.1 Rehabilitate nine (09) existing and destroyed/dilapidated water Existing 3 regions (Sikasso, buffering structures to harvest rainfall runoff water for irrigated 9 1, 2 ,3 4, 5, 6 infrastructures Segou and Mopti) agriculture production fish breeding and livestock drinking 1.3.2 Build fourteen (14) new water buffering structures (micro dams, News 3 regions (Sikasso, water ponds, etc.) for irrigated agriculture production fish production 14 1, 2 ,3 4, 5, 6 infrastructures Segou and Mopti) and livestock drinking Activity Area 1.4: Sub catchment-level Afforestation and FMNR 1.4.1 Produce 150,000 beneficial seedlings in tree nursery that will be used 150,00 Trees 1, 2 4, 5, 6 7 Sub-catchments by the communities to reforest and enrich degraded landscapes 0 1.4.2 Restore 6 000 Ha of degraded landscapes through beneficial trees Ha 6,000 1, 2 ,3 4, 5, 6 10 Sub-catchments planting and protection initiatives (mise en défens)

1.4.3 Plant trees on 2 000 Ha of degraded lands Ha 2,000 1, 2 4, 5, 6 4 Sub-catchments 1.4.4 Restore 4 500 Ha of degraded land with FMNR, living hedges, earth Ha 4,500 1, 2 ,3 4, 5, 6 3 Sub-catchments bands, zai pits, Activity Area 1.5: Development of forest & pastoral management plans

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Unit of 1 1 1 Who Who Target 1 2 3 4 5 6 7 8 9 Targeted sites Specific Activities by Activity Area and Work Packages measure 0 1 2 leads* supports

1.5.1 Delineate natural pastureland and livestock passage corridors on a total distance of 147 kilometres (Mopti 80km Yorosso 30 km and Segou Ha 1,029 1, 2 ,3 4, 5, 6 10 Sub-catchments 37km) and a total area of 1 029 Ha

1.5.2 Enrich 1 029 Ha of collective grazing area with forage varieties Ha 1,029 1, 2 ,3 4, 5, 6 10 Sub-catchments

1.5.3 Disseminate five local conventions/rules for the management of water Local and forests resources and natural pastureland forages through radio convention 5 1, 2 ,3 4, 5, 6 3 Sub-catchments broadcasts and translation of the documents in local languages disseminated 1.5.4 Establish, with the participation of community, three (3) livestock Vaccination 2 3 Sub-catchments vaccination parks in three (3) sub-catchments to improve livestock 3 4, 5, 6 parks health 1.5.5 Rehabilitate/construct, with the participation of community, three (3) Livestock water livestock water wells to increase water availability for livestock 3 2 4, 5, 6 3 Sub-catchments wells drinking. Work Package 2: On-farm Water & Soil Management

Activity Area 2.1: On-farm rain water harvesting promotion

2.1.1 Disseminate zai pits (mechanised zai pits), stone lines, half-moons, Ha 590 1, 2, 3 4, 5, 6 10 Sub-catchments earth bunds, on a total farmland areas of 590 Ha

Activity Area 2.2: On-farm agroforestry promotion 2.2.1 Disseminate FMNR, tree planting and intercropping on a total farmland Ha 3,640 1, 2, 3 4, 5, 6 10 Sub-catchments areas of 3 640 Ha

Activity Area 2.3: Soil conservation and fertility enhancement

2.3.1 Train farmers on compost production techniques and animal parking Ha 3,680 on farm, for the adoption of these techniques on farm land area of 3 Farmers 1, 2, 3 4, 5, 6 10 Sub-catchments 2,490 680 Ha trained

2.3.2 Train the members of the Yorosso Agriculture Service Centre in the Ha 640 production of bio fertiliser that will be used by farmers to fertilise at Farmers 3 4, 5,6, 1, 2 3 Sub-catchments 500 least 640 Ha trained

Activity Area 2.4: Small-scale irrigation promotion

2.4.1 Construct/rehabilitate 19 vegetable production perimeters Infrastructure 19 1, 2 ,3 4, 5, 6 4 Sub-catchments

2.4.2 Develop 28 hectares for small irrigation in favour of women and the Ha 28 1, 2 ,3 4, 5, 6 10 Sub-catchments youth Work Package 3: Agricultural Commodity Production

Activity Area 3.1: Promotion of climate smart agricultural practices

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Unit of 1 1 1 Who Who Target 1 2 3 4 5 6 7 8 9 Targeted sites Specific Activities by Activity Area and Work Packages measure 0 1 2 leads* supports

3.1.1 Train producers to disseminate contextually appropriate climate smart production practices (promotion of climate services delivery, use of climate information for farming activities planning, intercropping, Farmers 4,000 1, 2 ,3 4, 5, 6 10 Sub-catchments early seedling, beekeeping, micro dose, fish farming, poultry farming, reached fattening, baobab growing in garden, moringa production in garden, animal feedstock production, etc) 3.1.2 Install demonstration plots, on farm trials to disseminate a range of contextually appropriate climate smart production practices (bags’ 10 Trials 1, 2 ,3 4, 5, 6 10 Sub-catchments gardens technique, sustainable home gardens technique (JACADUR), etc).

3.1.3 Organise exchange visit, for producers to disseminate contextually Farmers 250 1, 2 ,3 4, 5, 6 10 Sub-catchments appropriate climate smart production practices reached 3.1.4 broadcast radio messages on the technical itinerary to practice these Radio 60 1, 2 ,3 4, 5, 6 10 Sub-catchments techniques, broadcasted Activity Area 3.2: Promotion of farmer-led extension systems 3.2.1 Link producers with agriculture extension services providers (eg. Agriculture Professional Training Centre of Bankass, Yorosso Agriculture Service Centre, Experimentation Centre of IER in Cinzana Farmers 1,356 1, 2 ,3 4, 5, 6 10 Sub-catchments and the Agro Pastoral Training Centre of Zura in the district of Tominian) to improve access to agriculture advisory services 3.2.2 Implement Participatory Action Learning (PAL) on the effectiveness of Sites 24 variants doses of various plant extracts to fight insect pests and Farmers 1, 2 ,3 4, 5, 6 10 Sub-catchments 1,356 tomatoes parasites in Mali involved

3.2.3 Implement participatory action learning activities on appropriate Sites 36 propagation techniques for growing Balanites aegyptiica (zingènè)” Farmers 1, 2 ,3 4, 5, 6 10 Sub-catchments 1,356 involved Activity Area 3.3: Improving input supply systems

3.3.1 Organise farmers engaged in DRYDEV program into small groups or Farmers/Cooper 3,500/ 1, 2 ,3 4, 5, 6 10 Sub-catchments cooperatives to get improved access to inputs supply atives 20

Farmers 3.3.2 Conduct a participatory assessment of input requirements and develop 3,500 Coop’tives/gro 1, 2 ,3 4, 5, 6 10 Sub-catchments a program of supply 83 upss Farmers 3.3.3 Identify inputs suppliers and link them with farmers to negotiate prices 3,500 Coop’tives/gro 1, 2 ,3 4, 5, 6 10 Sub-catchments and payment terms 83 upss

Farmers 3,500 3.3.4 Organise collective purchasing and transport of inputs Coop’tives/gro 1, 2 ,3 4, 5, 6 10 Sub-catchments 83 upss

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Unit of 1 1 1 Who Who Target 1 2 3 4 5 6 7 8 9 Targeted sites Specific Activities by Activity Area and Work Packages measure 0 1 2 leads* supports 3.3.5 Rehabilitate/establish village level inputs warehouses or shops (20) Inputs managed directly by farmers’ groups for improved availability of seeds warehouses/sh 20 1, 2 ,3 4, 5, 6 10 Sub-catchments and other input to farmers. ops Work Package 4: Enhancing Market Access

Activity Area 4.1: Organizational development for producers groups

4.1.1 Organise consultation workshops between actors in the different Value chains segments of the promising value chains to link them to one another and 2,500 4 1, 2, 3, 5, 6 10 Sub-catchments actors linked strengthen relationships

4.1.2 Provide advices/guidance to 200 producers’ groups and cooperatives Groups/Cooper 200 4 1, 2, 3, 5, 6 10 Sub-catchments established in 2016 for their legal registration atives

4.1.3 Train leaders of producers’ groups and cooperative on: i) Groups/cooper requirements of OHADA for cooperative union, ii) administration of ative members 200 4 1, 2, 3, 5, 6 10 Sub-catchments cooperative, iii) management of finance and hardware of the groups, trained iv) marketing of products 4.1.4 Organise exchange visits in Mali and Niger to allow value chain actors/leaders from DRYDEV zones to learn from organizations with Participants 200 4 1, 2, 3, 5, 6 10 Sub-catchments extensive experience in the cooperation approach

Activity Area 4.2: Business & entrepreneurial skills dev. for producers 4.2.1 Provide functional business literacy training to the members of the Cooperative Unions in the ten sub-catchments on entrepreneurship Value chains and development of a range of lucrative business in promising 500 4 1, 2, 3, 5, 6 10 Sub-catchments actors trained agriculture value chains (processing of agriculture and forest products, small livestock fattening, fishing, etc) Farmers 4.2.2 Provide mentoring/guidance to farmers groups to develop agro participating in 4 1, 2, 3, 5, 6 10 Sub-catchments processing business for promising values chains Value chains 2,500

Activity Area 4.3: Business plans development for selected value chains 4.3.1. Organize workshops with value chains actors to develop business Business Plans 29 4 1, 2, 3, 5, 6 10 Sub-catchments plans

% increase in 4.3.2 Provide mentoring support/guidance to (29) farmers’ Cooperatives vol. of 20% 4 1, 2, 3, 5, 6 10 Sub-catchments Unions to implement their business plan transaction

Activity Area 4.4: Strengthen multi-stakeholder value chain platforms 4.4.1 Train farmer’s groups and cooperatives on price negotiation techniques, marketing skills and how to build and maintain close Farmers 500 4 1, 2, 3, 5, 6 10 Sub-catchments business relationship with other actors of the targeted values chains trained

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Unit of 1 1 1 Who Who Target 1 2 3 4 5 6 7 8 9 Targeted sites Specific Activities by Activity Area and Work Packages measure 0 1 2 leads* supports

4.4.2 Develop mobile and desktop platform known as "Commcare exchange- Platform users 2,500 4 1, 2, 3, 5, 6 10 Sub-catchments cooperative" for the management of agriculture cooperatives

4.4.3 Develop model MoU to facilitate formation of formal business Contracts 29 4 1, 2, 3, 5, 6 10 Sub-catchments relationships between value chain actors signed Farmers using 4.4.4 Deploy the input supply system promoted by "myAgro" 2,500 4 1, 2, 3, 6, 5 ; 1 10 Sub-catchments the system 4.4.5 Identify cost-effective and appropriate agro-processing technologies Groups linked and link targeted agro-processors groups to suppliers of these to equipment’s 29 4 1, 2, 3, 6, 5 ; 1 10 Sub-catchments technologies (demonstration fairs, exposure visits,etc) suppliers Activity Area 4.5: Establish and strengthen market information system

4.5.1 Design market information system (SIM) (Quantities of supply and Farmers using demand of different products, place where products are available, 2,500 4 2, 3, 5, 6, 11 10 Sub-catchments the SIM system prices) to improve commercialisation of value chain commodities.

4.5.2 Test the SIM system by collecting and disseminating market % increase of information for promising value chain commodities in ten sub- volumes of 20% 4 2,3, 5, 6, 11 10 Sub-catchments catchments transaction

4.5.3 Organise workshops with SIM users to identify gaps and actions for Workshops 4 4 2,3, 5, 6, 11 10 Sub-catchments improvement Work Package 5: Financial Services Linking

Activity Area 5.1: Strengthen village savings and credit associations

5.1.1 Establish 300 saving groups comprising actors of the different 2,3, 5, 6, 10 segment of value chains and accompany them to mobilize their Saving groups 300 4 11 Sub-catchments internal financial resources to invest in income generating activities

5.1.2 Train members of saving groups on basic accounting, savings and loans Participants management, and mobile money to prepare them for the receipt of 7,500 4 2,3, 5, 6, 11 10 Sub-catchments trained more sophisticated financial services

5.1.3 Provide technical training to saving groups on new income generating Participants 10 7,500 4 2,3, 5, 6, 11 activities trained Sub-catchments Activity Area 5.2: Linkages with financial service providers

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Unit of 1 1 1 Who Who Target 1 2 3 4 5 6 7 8 9 Targeted sites Specific Activities by Activity Area and Work Packages measure 0 1 2 leads* supports Business plans 5.2.1 Organise workshops in each sub-catchment with value chains actors funded 10 and financial institutions to market the business plans develop,

reflect on lending products offered by financial institutions and 4 2,3, 5, 6, 11 10 Sub-catchments % increase of discuss constraints to finance agri-business enterprises at the local volume of 20% level. funds mobilized 5.2.2 Develop warrantage credit adapted to small producers in the ten sub- Farmers 4,000 4 2,3, 5, 6, 11 10 Sub-catchments catchments warrantee 5.2.3 Organise workshop at the national level with agriculture extension services, farmers organisation, risk insurance companies and Participants 50 4 2,3, 5, 6, 11 10 Sub-catchments financial institutions agriculture services to sensitise them about agriculture risk financing instrument Work Package 6: Local Governance & Institutional Strengthening

Activity Area 6.1: Farmer organization strengthening 6.1.1 Organise exchange visit for 10 farmer groups to see water buffering structures, Sahelian bocades in Burkina Faso and exchange with the Visits 1 1, 2 ,3 Burkina Faso stakeholders on the management and maintenance of these structures. 6.1.2 Organise training sessions for existing farmers organisations on the Events 10 10 Communes following themes: i) Accountability, gender and leadership, ii) 1, 2 ,3 4, 5, 6 prevention and mitigation of conflicts related to natural resources Farmers 200 exploitation, organisation

Activity Area 6.2: Capacity development for local government institutions

6.2.1 Review the five year communal socio economic development plans PDESC with 1, 2 ,3 4, 5, 6 10 communes (PDSEC) of DRYDEV intervention communes to integrate IWRM IWRM 10 activities component 6.2.2 Organise training sessions for the members of the communal council in the 10 communes where DRYDEV internes on issues like: i) building Training sessions 10 ownership of development initiatives, ii) laws and regulation related to 1, 2 ,3 4, 5, 6 10 communes land, iii)strategy to mobilize financial resources to support the Participants 300 development initiatives in theirs municipalities, iv) prevention and management of conflicts, v) gender mainstreaming etc. Activity Area 6.3: Multi-stakeholder, Multi-issue Platforms

6.3.1 Organise meetings with existing multi-stakeholder platforms to share Consultation 10 1, 2 ,3 4, 5, 6 10 communes the experiences of DRYDEV with local government institutions and events the farmer’s organisations 6.3.2 Organise training sessions for farmers’ umbrella organisation and community representative on: i) good governance, ii) gender and Participants 300 1, 2 ,3 4, 5, 6 10 communes leadership iii) monitoring performance of local elected authorities, iv) prevention and management of crises and conflicts, Work Package 7: Planning, M&E, and Scaling of Learning

Activity Area 7.1: Programme Monitoring

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Unit of 1 1 1 Who Who Target 1 2 3 4 5 6 7 8 9 Targeted sites Specific Activities by Activity Area and Work Packages measure 0 1 2 leads* supports

7.1.1 Organise bimonthly missions by the programme coordination to monitor activities implementation in the field by the implementing visits 6 1 2, 3, 4, 5, 6 10 Sub-catchments partners

7.1.2 Organise monitoring visits by the Country team Visits 3 1 2, 3, 4, 5, 6 10 Sub-catchments

7.1.3 Organise monitoring visits of the board of administrators of Sahel Eco Visits 2 1 2, 3, 4, 5, 6 10 Sub-catchments

7.1.4 Conduct annual surveys on the uptake of technologies promoted by Surveys 1 1 2, 3, 4, 5, 6, 10 Sub-catchments DRYDEV

7 .1.5 Organise quarterly reporting and planning meetings with the Planning 2, 3, 4, 5, 6 4 1 10 Sub-catchments implementing partners reports

7.1. 6 Organise joint semi-annual monitoring field visits (ICRAF and Sahel monitoring 10 Sub-catchments 2 1, 5 2, 3, 4, 5, 6 Eco) reports

7.1.7 Organise annual meeting for review and planning for the year ahead Report (DIP) 1 1 2, 3, 4, 5, 6 Bamako

7.1.8 Organise training workshop for the Mali DRYDEV staff on issues like (technologies uptake tracking data collection tools, information 4 implementing Training Report 1 1 2, 3, 4, 5, 6 management system, financial management and other theme as partners required

Activity Area 7.2: Participatory M&E with FOs & local stakeholders

7.2.1 Organise bimonthly field visits in each sub-catchment to allow local agriculture extension technical services and members of the IWRM 4 implementing Visits (Reports) 60 1 2, 3, 4, 5, 6 committees to monitor the adoption by farmers of the technologies partners promoted by DRYDEV

7.2.2 Facilitate the visits by external missions (donor, PAC, mid-term review 4 implementing Visits 4 5 1, 2, 3, 4, 5, 6 of the DRYDEV programme partners

Activity Area 7.3: Scaling of evidence and learning (ICRAF to co-lead)

7.3.1 Conduct visits with farmers and extension technicians to participatory Participants 1, 2, 3, 4, 6 4 implementing 2,712 5 actions learning (PAL) implementation sites to share evidence gained reached partners 4 implementing 7.3.2 Share and discuss the reports of the stakeholders mapping in six Sub Participants 1, 2, 3, 4, 6 5 partners+ 300 catchment reached Stakeholders 7.3.3 Share and discuss the baseline survey with local partners and Participants 1, 2, 3, 4, 6 partners+ 500 5 stakeholders. reached Stakeholders Materials 7.3.4 Produce and share communication/capitalisation materials (manuals, 3 4 implementing 1, 2, 3, 4, 6 produced / 5 partners+ flyers, brochures, articles, photos, web materials, etc) to disseminate / relevant evidences and lessons learnt to scaling stakeholders Peoples 1,000 Stakeholders reached Work Package 8: Policy Analysis and Influencing

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Unit of 1 1 1 Who Who Target 1 2 3 4 5 6 7 8 9 Targeted sites Specific Activities by Activity Area and Work Packages measure 0 1 2 leads* supports

Activity Area 8.1: Policy constraints and challenges identification

8.1.1 Conduct case studies with evidences from the ground to support the arguments for advocacy campaign on issues related to: i) land tenure Report 2, 3, 4, 5, 9, 12, 1 1, 6 10 Sub-catchments security, ii) bottlenecks to widespread of agroforestry practices, iii) produced 13, 14 agriculture financing Activity Area 8.2: Networking and alliance building 8.2.1 Provide funding for the implementation of relevant activities planned Events by the network ‘SEFA” active on agriculture land tenure security for 2 1, 12 2, 3, 4, 5, 9, 12, 13 Bamako organised small farmers 8.2.2 Provide funding for the implementation of relevant activities planned Events by the platform “Agora 30” which is active on climate change resilience 2 1, 13 2, 3, 4, 5, 9, 12, 13 Bamako organised issues Activity Area 8.3: Lobbying and advocacy 8.3.1 Elaborate policy briefs using the results of the analytical studies conducted on : i) land tenure security, ii) transfer of natural resource 2, 3, 4, 5, 9, 12, Policies briefs 3 1 Bamako management to decentralized local authorities, iii) agriculture 13, 14 financing 8.3.3 Organise workshops with policymakers and other relevant actors to Report of 2, 3, 4, present the results and the policy recommendations emanating from 1 1, 6 5, 9, 12, Mali workshops the policy analysis 13, 14 8.3.4 Participate in relevant forums or conferences to share the policy briefs elaborated on issues like: i) land tenure security, ii) transfer of natural Forums/confer 2, 3, 4, 5, 8, 9, 12, Mali and others 3 1 resource management to decentralized local authorities, iii) agriculture ences reports 13 countries financing.

*1=Sahel Eco; 2= AMEPPE; 3= AMEDD; 4= OXFAM America; 5=ICRAF; 6= Services techniques

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6.6 2017 Detailed Annual Country Programme Budget for Mali The total budget for the implementation of the Mali DryDev plan for 2017 amount to USD 1,932,894, with USD 473,936 to support management and operational costs and USD 1,458,958 to support the delivery of programme activities. This budget includes the original budget for DIP 2017 (USD 1,480, 824) as presented in the PIP 2015-2018 and part of the projected unspent budget for DIP 2016 (USD 452,070) which is carried forward to be able to implement in 2017, some activities planned in the DIP 2016 that could not be implemented due to insufficient time. The table below gives a summary of the budget for the Mali DIP 2017 by budget line. This information is further detailed, for each budget line, in a separate Excel file. The detailed budget for each implementing partner and the budget for the lead organisation is also described in that file.

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7 Niger Detailed Implementation Plan, 2017

7.1 Summary of Key Lessons Learned from the Previous Year The principal lessons learned with implications on the 2017 planning are as follows: • In order to reach the expected change, it is essential that there be consistency with the package of activities to be implemented. Also important are the integration of activities and the mobilization of necessary means, and their implementation at the right time to ensure a more effective contribution to the indicators. • Community participation in the process of formulating the 2017 DIP provided information on their centres of interest, their level of engagement vis a vis yearly targets, and a better understanding of the local contexts that influence activities in each municipality as compared to 2016. Participation by the Innovation Platforms and the municipal mayors provided an opportunity for leadership development, ownership of the plans developed and mutual reinforcement of responsibilities. It provided a sign of improved efficiency in implementation during 2017. • The hypothesis that the rural areas are able to drive their own development through Innovation Platforms is demonstrated in Aguié and Droum municipalities covered by DryDev. It is proof that a change in the approach to rural development is possible, especially where the community has a history that is favourable to social engagement and assumption of responsibility, and if the working environment is not polluted by non-sustainable practices such as project subsidies and grants that require little community engagement. Nevertheless, a more gradual approach to farmer involvement and organization over time, starting at the village and cluster level before formalising the platforms at the municipal level may have alleviated some of the difficulties resulting from misunderstanding of platforms’ and members roles and responsibilities, such as have been observed in some municipalities. • Having said that, it must also be recognised that field personnel encountered their own limitations in terms of capacity to facilitate the process, having little specific experience or training in implementing Innovation Platforms. It has been a learning process for all, and some field staff fared better than others. • The level of engagement of implementing partners in the process, at least partially predicated by their own operational strategies, practices and priorities, also appears to be a determining factor for success, affecting their field facilitator’s ability to learn and adapt quickly to take advantage of opportunities to propel the evolving platforms. • The concentration of interventions sustained by their rational integration and an inclusive participation improves success and effectiveness. • The systematic data collection by means of reliable information system will determine the credibility of evidences, facilitate scaling, and support advocacy. • The hypothesis about land restoration by means of collective work known as « Gaya » has shown its limitations ( the availability of labour may be condition by competition with income Generating Activities or other household activities) a context of households' poverty and availability of cash–food for work from other stakeholders in the same area. In fact, sustainable development cannot be attained in the absence of rational “extra” investment, supported by a contribution from the target populations. • Knowledge of the context (overview of the situation, potentials, stakeholders, etc.) and an effective use of information are crucial in establishing a proper scaling of interventions and adaptation of selected options. • Knowledge of the demand, an inclusive process and pooling of farmers’ resources, and the identification and fostering of responsibility among local private suppliers helped the programme start a sustainable inputs and equipment supply system. • The adoption of a technology or a practice is naturally achieved when its accessibility, usability and evidence of its effectiveness are locally demonstrated under real conditions by voluntary demonstrating- experimenting farmers. • A spirit of co-learning and openness to information gathering and sharing are important for innovating 75 | Page

and for marking our interventions with indelible imprints by doing things differently. • Better control of cash flow by all implementing partners by means of monthly detailed budget monitoring and systematic monthly expenses settlement, and compliance with procedures for funds transfer requests are essential for ensuring availability of funds and for avoiding interruption of activities. 7.2 Key Priorities for 2017 7.2.1 Staffing, Country Partnership Arrangements and Internal Capacity Development • In the course of the year 2016, work packages 4, 5, 8 suffered from the limited human resources available at OXFAM and World Vision. In order to address the situation in 2017 the team will be strengthened by 2 consultants. These consultants will support credit /loan facilitation sub component within WP 5, and policy advocacy within WP 8. Moreover, the village savings and loans association (VSLA) work under WP5 will be entrusted to AREN and World Vision contrary to the year 2016 whereby only World Vision had this component. • Contracts with the Implementing Partners will be reviewed for better clarification of the expectations, commitments and cash transfer modalities to provide improved guidance toward “accountability for results”. • Additionally, external expertise will be sought from the University of Maradi, AVSF Mali, and local technical services to accommodate the introduction of innovative sources of energy, (biogas), organic fertilizer, and the installation of water saving irrigation system. • The implementation of the programme will be strengthened through sound integration of activities in WP 1, 2 and 3 to ensure maximum synergy between work packages with a view to attaining food security. The scale of interventions will also be increased and actions geared directly towards beneficiaries (act from the grassroots) with a view to demonstrating visible change in the lifestyle of the communities. • Systematic data collection through a participative information system that involves the communities and an improved quality assurance framework will ensure credibility and reliability of results reporting in 2017 • In 2017, DryDev Niger intends to further develop its partnership with strategic government entities such as the 3N initiative9, the United Nations system (FAO, WFP) and the key partners in our municipalities (Mercy corps, Samaritans Purse, BRACED, Regis AG, Regis ER) for more synergies around our common objectives. 7.2.2 Existing and New Sites to be Targeted The programme will retain the same intervention and comparison sites as those of last year. The intervention sites are made up of 243 villages grouped into 33 clusters within 5 municipalities (Torodi, Dogon Kiria, Malbaza, Aguie, and Droum) with a total population of about 229, 635 inhabitants. Even though the sites and the concerned targets remain the same as those of the year 2016, it should be noted that the Droum municipality plans to hold talks with a neighbouring municipality (Tirmini) in 2017 for better use of a shared water resource (a large pond). In addition, three villages in the Torodi municipality received limited monitoring of activities in 2016 for security reason. The operational setup for project implementation and monitoring in 2017 will rely more heavily on community participation to provide adequate coverage in the event that participation of project personnel continues to be compromised by security issues. 7.3 Main Programming Focus for the Year 2017 The objective of the programme in 2017 is to produce concrete results that will significantly contribute to the DryDev vision. Niger will focus on grassroots actions that will lead to a change in the living conditions of the target populations. For instance, in order to make availability of water effective, the watershed management plans drafted in 2016 will be implemented. Timely information on weather conditions will be accessed and shared as a tool for decision making, and used to enhance the effectiveness of climate smart technologies in order to address the problem of intermittent droughts with a view to ensuring security of agricultural production. The technologies and practices found to be effective in 2016 will be scaled up, and the integration of work packages will be expected to yield greater impact. Innovative practices will be implemented within

9 The government’s agricultural resilience programme entitled “Nigériens nourrissent les Nigériens” 76 | Page

WP 2 (bio-digester), WP 3 (integrated poultry, fish and gardening production units, service delivery centers), and WP 4 (use of IT to establish an information exchange system) to set a brand for DryDev Niger. Special attention will be paid to: • The Korama valley in Droum municipality which is about 25 km long and with significant potential for impact. Improved water management and production systems for rain fed and irrigated crops (cereals, rice, fodder, fish) will be concentrated therein, creating opportunity for the integration of work packages 1, 2, 3, and 4. Approximately, 3000 people will be affected, of which 2000 are youth and 500 are women; • Ensuring gender inclusiveness in all project activities: Activities carried out in 2017 will target at least 50% women and youth. Positive discrimination will be applied to activities where carefully-considered subsidies are deemed necessary for women, young people, and especially vulnerable people; • Developing a stakeholder map for use both in the implementation and in the data collection of results relating to each activity; • Continuation of the program implementation strategy based on minimum use of non-sustainable grants and subsidies. Where subsidies are granted, they will target the most vulnerable producers who have no way out of acquiring the technologies given. In such cases, a reimbursement mechanism will be negotiated with the beneficiaries to finance new groups and enable a self-sustaining system to be put in place for greater impact; • Setting up a motivational environment for effective and sustainable peer to peer training within the Innovative Platform approach with a user based payment system that will provide at least 2000F (3.60$)/day of compensation to trainers. This will also reinforce the role of innovation platforms as service providers for farmer training; • Operationalization of the community monitoring and evaluation system through the training of village agents, the provision of collection materials in simple language, a plan for implementing and monitoring the collection of needed information. Clarification of the stakeholders when preparing the ToRs for activities will ensure the participation of key actors and provide information on the inclusion of social and gender categories including women and women. This will help to improve the quality of country reports. 7.4 Description of Specific Activities by Work Package & Activity Area for 2017 WP 1: Sub-catchment Level Natural Resource Management (NRM) The activities planned for WP1 in 2017 will focus on implementing sub-basin watershed management plans developed in the various communes in 2016. These actions plans aim at fostering good governance for safeguarding the restored resources of the user communities. The project, through support to the innovation platforms, will seek to: • Rehabilitate about 3000 ha of degraded grazing lands by building erosion control structures (DL, benches, fixation of dunes, the control of Sida cordifolia, etc.), seeding herbaceous species, and planting 316,500 trees on the community rehabilitated lands; • Make improvements to 71 ponds, 2 permeable stone dam and 1 dam to increase water availability which will be used within the framework of WP2 for agro-sylvo-pastoral production; • Promote biological techniques to minimize water loss from ponds and reservoirs through evaporation; • Build the capacities of the communities for effective management of new works. To this end, the communities will be supported in developing local agreements on natural resources management and the reviving of land commissions at grassroots level. The management committees of the various managed resources will be trained on the IWRM approach to ensure sustainability of the works and increase agricultural production. Labour intensive land rehabilitation works will be carried out by practicing the well-known traditional system called "Gayya" or collective works. DryDev will offer some support in the form of on-site community meals and basic work materials. For works that require investments that go beyond the capacities of the communities, the project will also contribute technical expertise and some materials needed for the construction of works. The communities will contribute labour and local building materials.

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Additional resources will also be sought through strategic partnerships with the municipalities, other NGOs and projects operating within the communes, the World Food Programme (WFP) and government offices for the funding of the implementation of the sub-basin management plans of the various innovation platforms. WP 2: On-farm Soil and Water Management Under this work package it is planned to scale up more than 1,000 ha of water harvesting structures (Zai, half- moons, stone barriers, etc.) on farm fields. It is also planned to introduce new rain water harvesting techniques on farm fields, including basins for supplemental irrigation and sahelian orchards (bocage sahélien). The introduction and adaptation of supplementary irrigation for rain fed crops will be carried out through voluntary pilot farmers in each village. DryDev will contribute to the purchase of locally available waterproof tarpaulin where necessary to reduce infiltration. On small-scale irrigation, the programme seeks to support improved water exploitation and savings by setting up efficient irrigation systems using local materials. DryDev will seek to scale up agroforestry and Farmer Managed Natural Regeneration (FMNR) work that was began in 2016, to reach 50,000 producers. The programme has also planned incentives using contests to reward the best agroforestry / FMNR practitioners to ensure a strong interest and adoption of these technologies. Re-afforestation will also be encouraged by means of direct seeding of species and production of multi-purpose trees within community nurseries. DryDev will also support the development of household tree planting by promoting private nursery gardeners who will produce and sell fruit trees to the households. Further, to cut down on the pressure exerted on firewood, the programme has also planned to advance the use of domestic sources of alternative energy (bio digester) and energy-saving cooking stoves that consume less wood, to 2,500 targeted women. To enhance soil fertility management under this work package the programme will promote non thermal recycling of biomass (composting, mulching, bio-digester etc.) and the rational use of fertilizers (micro dosage). Composting will be implemented using both above and below ground methods, complemented by mulching with field clearing residues (to reduce their burning) and the incorporation of green plant material originating from weeding operations. The bio-digesters will be made of materials available locally (clay, small black plastic tanks). The program will engage Mali's Agronomists and Veterinarians without Borders (AVSF) technicians to train those in Niger to facilitate maintenance, and scaling-up at lower costs. Technical expertise will be sought from the University of Maradi and AVSF Niger. The community will contribute to construction through the supply of materials and masons. In addition to technical expertise, DryDev will contribute the energy capacitor and the burner. The gas produced will be used to recharge mobile phones (100F / Unit), home lighting and / or domestic energy to reduce wood consumption. WP 3: Agricultural Commodity Production In 2017 DryDev will target 17,500 producers, including women and youth, for technical training and sensitization sessions. This target is 89% higher than in the previous years. Each beneficiary is expected to implement at least two project supported activities from within the various Work Packages. Most of the activities will be focused on lands developed with programme support and equipped with irrigation and rainfall harvesting systems. Direct material support to beneficiaries will be provided on a credit basis for the most part, with most reimbursements going into a revolving fund managed by each innovation platform to support sustainable implementation of project activities beyond the project lifecycle. The Innovation Platforms will be involved in targeting the beneficiaries as well as setting up the sustainability plans on all technologies advocated and disseminated, as well as assistance provided. The scaling strategies will differ depending on the subsidy/grant, with further detail provided for each activity below. Concerning the first package of activities linked with integrated animal and plant production, the programme will advance model poultry housing and development of improved feed formula for household poultry farming by women. Approximately 5,000 women and youths will benefit from this support with a view to alleviating mortality problems associated with poultry disease. Another 1000 youths and women will be assisted to set up 10 integrated production units involving poultry farming in combination with fishery and market gardening. In this way, water from ponds that are rich in minerals will be used to fertilize the surrounding market garden plots. It is also expected that the poultry unit will provide eggs and chicks (win-

78 | Page win relations will be created between the two categories of beneficiaries). After the first year of operations each beneficiary will begin to pay 25% of profits to the innovation platform revolving fund in 6 month instalments for a period of two years. In order to safeguard the livelihoods of vulnerable women and youth, 2,500 platform member women organized in VSLA will benefit from vouchers to acquire female goats. About 500 goats will be shared among 100 saving groups who will apply the Habanae10 system. Conditions for donating these goats to the women are among others, provision of fodder, vaccination charges, and the purchasing of the male goats (33 male goats will be purchased by the beneficiaries). To support crop production 1,000 reimbursable vouchers for seeds, fertilizers and fungicides worth 1,000 Fcfa (approx. 1.50 Euro) will be provided to small-scale producers who took part in various community works and those committed to abiding by the planned comparisons planned for 2017 (Biopest). Reimbursement will be in the form of one local unit of measure (Tia) of cereal per voucher at harvest time, to be managed and leveraged by the innovation platforms through using a warrantage system. It is expected that 5 tons of cereal will be contributed by the beneficiaries as payback for the seed they received, allowing the platforms to increase the value of the platforms’ resources for activity support. The vouchers will be designated for exchange through private agro-dealers units set up with support from DryDev (cf. following activity). Seed to be provided through the voucher system mentioned above will be contracted by the project with the FAO. DryDev will also cover costs of fungicide and seed transport. DryDev will support the creation of 33 private agro-dealer shops in total, and each will be managed by 2 people (a man and a woman). DryDev’s contribution to establishing the shops includes assisting innovation platforms in the identification of beneficiaries, providing technical training, linking dealers to wholesale input supply companies, providing no-interest loans of 100,000 Fcfa (approx. 150 Euros) to each shop for the purchase of the initial stock, and facilitating access to credit to further finance the investment plans. Each shop will reimburse their loan to the innovation platform revolving fund at the rate of 25% of the profit margin every 6 months until payback of the principal is complete. To address the problem of insufficient farm and agro processing equipment, 400 women producers owning at least 0.5 ha will be assisted and organized into Cooperatives for the Utilization of Farming and Processing Materials (CUFPM). Each CUFMP will benefit from a grant for the purchase of farming and processing equipment. These equipment will be utilized collectively by the members, while at the same time acting as a service delivery centre for the benefit of the community. The CUFMP will repay the whole amounts received with three annual instalments into the bank account of the Innovation Platform in order to fund other CUFMP up to the year 2018. A series of training sessions have been planned to support and sustain the investments of DryDev. Apart from the technical trainings, other capacity building sessions relating to the use of climate information and services will be conducted to complement the provision of rain gauges to communities. WP 4: Enhancing Market Access The market products that were selected in Niger for a value chain approach include: sesame, moringa, cowpeas, water melon, peanuts, small ruminants and poultry farming. The latter was chosen by all five municipalities, the small ruminants by three, and cowpeas by two. The other products are specific to one municipality. Based on a mapping of the actors, their importance within the value chain segments and the level of development for each group, 40 professional groups will be made available within the clusters and municipal centre. An inter-professional organization for strategic concertation and decision-making among the actors of the various segments of each value chain will be based at the municipal centre. One hundred value chain leaders will be trained on value chain principles, governance, negotiation and concertation in compliance with the M4P systemic approach. Support and advice will be given on the collaborative aspects in order to attain the development of a value chain through these bodies. Also, periodic horizontal and vertical meetings will be organised to animate the professional groups and their inter-profession organisation. The marketing link was selected as a « leveraging link » with the capacity to impulse upstream and downstream activity on selected markets by means of efficient communications of information relating to

10Habanae is a traditional rotation system for the recovery of livestock whereby reimbursement in kind is subsequently used to expand the system to new beneficiaries. 79 | Page demand within the targeted regional markets. Concerning the municipalities of Droum and Malbaza, which are close to Nigeria, access to its market represents a great development opportunity. To ensure product competitiveness, a particular emphasis will be given to the control of costs, the quality of the products, and the capacity to have a stable offer in line with seasonal demand. The training themes, in order to meet the needs of all, will be developed within WP 3 using the « Farmer Field and Business School » (FFBS) model within the men’s, women’s and/or youth’s VSLA that are supported in (WP5). Moreover, the diversification of potential sub-products with support to women and youth through the CUFMP for agro- processing activities is a potentially lucrative market that can create additional value and therefore offer stable and remunerating jobs that enhances the demographic dividend. Recall that the CUFPM include inter alia agro processing equipment to alleviate the chores and align the finished products with the market standards. An information and communications system aligned with the specificities of each municipality to meet the specific needs of the value chains actors will be set up in a participative and dynamic way. This will be achieved mainly through the strengthening of existing formal and informal market information systems (for instance SIMA, Labarun Kassuwa, and Orange), as well as the introduction of new technologies able to link handsets with the local radio stations and each other through a server based system. The community and/or private radio stations that will make access to market information a « business » will also be involved. The market information systems will help establish good governance within the targeted markets by enabling stakeholders to access strategic information which enhances the synergy between them, and facilitates markets to better meet demand. This new business environment will enable access to decent incomes that are more equitably distributed between the value chain actors. In order to build the investment capacities of the actors, their relationship with the credit institutions will be a priority as per the following work package. WP 5: Financial Services Linking The programme will keep monitoring and building the capacities of an existing 300 VSLA using the Mata Masa Dubara11 (MMD) approach as designed by CARE Niger for women’s empowerment. This approach will support men and women agro-pastoralists to mobilize their own funds, and to upgrade, as time goes on, their self-funding capacities. Furthermore, this framework will help provide training on the acquisition and effective management of loans for « mature » groups and networks. The VSLA are seen as the most reliable means to financially support the most vulnerable people, while providing a starting point for greater access to more significant funding. Integrating WPs 3, 4 and 5 will be undertaken through the VSLA involved in implementation of the “Famer field and Business school” (FFBS) wherein farming is presented as an economic opportunity. The FFBS is based on learning by doing in order to i) further replicate technical training sessions and peer implemented technologies with a view to increasing and stabilizing outputs, ii) tackle the market economy, develop market integration strategies by controlling costs, use market information, professional groups and inter-professional associations to develop market efficiency, and iii) set up a space for exchange on cross-cutting themes like gender-equity, nutritional practices, and other important themes as identified by the groups. DryDev will also support linking value chain actors including the small-scale food processing industries and the village trees enterprises, with micro finance institutions and other funding sources including municipalities. But beforehand, the opportunities for collaboration and an analysis of credit portfolios and related financial products will be documented, in order to better prepare and inform the MFI of opportunities and constraints. This will open the doors to modification of existing financial products in order to make them more inclusive and adapted to the demand. This process will involve (i) the women’s and men’s producer

11 The name in Haoussa language for the VSLA pioneered by CARE Niger, meaning roughly « Enlightened women » or « women on the move ». The MMD movement recently celebrated its 25th anniversary, and approx 80% of the original groups remain operational today. The groups are a major source of resilience for women and their households. 80 | Page organisations involved in WP 3 that will take care of the orders for agricultural inputs, (ii) at least 33 agro dealers, (iii) key leveraging-traders, (iv) agro processing units and equipment cooperatives, and (v) the micro-finance institutions for implementation of the investment plans for each value chain. A particular interest will be devoted to developing the warrantage (warehouse system) of using non- perishable products as loan guarantees at harvest time to help finance income-generating activities (IGA) and the production of market gardening produce in the dry season. This will boost integration of the various farm activities and promote farming as an enterprise. Where need be, the availability of adequate warehousing facilities will be partially subsidised by the programme with the participation of the requesting communities. WP 6: Local Governance and Institutional Strengthening WP6 will focus on (i) capacity building of the innovation platform in management and implementation of DryDev programme activities, (ii) better visibility of and communication in the municipalities as regards the activities of the Innovation Platform, (iii) better commitment and participation of the platform members, and (iv) greater engagement of the Innovation Platform with other actors. Thus, the WP activities include several training sessions the innovation platform executives and delegates at the various levels from the bottom to the top. The themes for the training sessions were identified following the self-evaluations of the innovation platform carried out in 2016 which targeted their institutional and organisational development. Other activities are targeted towards the participation of the innovation platform in exchange spaces with other value chains actors (fairs) and strategic stakeholders (authorities, financial donors, PTF, etc.). The capacity building of the innovation platform as planned in this WP will serve to improve activity implementation in WPs 1 to 5, to improve participatory monitoring and scaling up of the municipal level innovation platform actions in WP 7, and to influence policies at local and national levels targeting increased funding for activities, in WP 8. WP 7: Planning, M&E and Scaling of Learning The year 2017 will kick off with the updating of the monitoring and evaluation key documents particularly the indicators' planning, the monitoring plan and the data gathering and management systems. The updating will take place in a workshop on the breakdown of the structure (SDP). Another workshop on outcome mapping will be given by CARE Niger to enable DryDev to know its sphere of influence, update stakeholders, and identify markers of progress. These workshops will also help update the groups of beneficiaries that will be involved in data gathering and reporting. In 2017, 300 community members (in villages, clusters and municipalities) will be trained on data gathering and reporting for the programme under supervision of the monitoring and evaluation teams. The data gathering system has planned the utilization of tablets in the municipalities to make the compilation of cluster data easier. Thus, community members will be trained on the use of the tablets, and partner focal points and implementing facilitators will be trained on the use of the database received from the community, using Open Data Kit (ODK). This equipment will help with programme monitoring and will be supplemented with quantitative surveys on adoption of practices, and qualitative surveys using the « Most Significant change » approach. Indeed, the adoption survey make able to assess the level of application of technologies on producers’ fields and the diversity of combinations-integrations in context (environment, social-economy, etc.). The "Most Significant Change" survey capturing the induced changes and results obtained on the farms always on the basis of a disaggregated contextualized analysis (gender, categories-status, farm typology) and so complete the adoption survey. The results of all the data gathering will be shared with the IPs through an adapted style so they can use the data when they hold meetings with members and other actors, and even with the financial donors. In the course of the year 2017, DryDev will undertake many field trips to carry out a Routine Data Quality Assessment (RDQA), but also for quality assurance control of implemented activities. These field trips will be done by CARE or jointly with ICRAF. The approaches and activities that will have most contributed to the expected change (Most Significant Change results and Field Trips) will be shared. In total, six technical reports and one infomercial on the activities of the programme will be produced in 2017. 81 | Page

WP 8: Policy Analysis and Influencing Work Package 8 will focus on increased engagement of the implementing partners with stakeholders and municipal, regional and national actors, to influence the policies within these structures. Three main themes will be selected by the innovation platform: (i) better access to funding from Microfinance Institutions for value chains actors, (ii) the funding of certain collective activities for soil/water conservation and water buffering, and operating costs of the Innovation Platform, and (iii) a more equitable access to the municipality’s natural resources (water, lands and vegetation). The innovation platform will be accompanied by the project when meeting with the concerned actors for each theme, and will make use of their institutional weight, their technical and organizational capacities (cf. WP 6), and the diversity, scope and effectiveness of their achievements (cf. WP 1-5) to advocate for their cause. National authorities and financial donors (PTF) will be invited to a high level field visit to the Innovations platforms as an opportunity to show the potential for self-support and the implementation of rural development programmes by them. Such field visits will also help to promote the innovation platform concept in forthcoming projects and development programmes, while also enhancing the visibility of DryDev and providing opportunities for scaling up and fund raising.

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7.5 2017 Detailed Implementation Plan – Niger

Target Unit of Who Who Target 01 02 03 04 05 06 07 08 09 10 11 12 Sites # Specific Activity by Work Package and Activity Area measure leads * supports *

Work Package 1: Sub-catchment-level Natural Resource Management Activity Area 1.1: Sub-catchment management plan development 1.1.1 Organize a contest for implementation of sub-basin management plans Contests 33 2 2 D, A, M, Dk, T Activity Area 1.2: Capacity development in sub catchment management 1.2.1 Implement local conventions for natural resources management in Conventions 33 7 2,1 D, A, M, Dk, T coherence with sub-basin management plans through community fora

1.2.2 Set up or strengthen the basic land commissions (COFOB) under the COFOB 200 2 1 D, A, M, Dk, T responsibility of the county level one (COFOCOM)

1.2.3 Produce thematic training materials for water point management Training 3 2 1 D, A, M, Dk, T committees materials

1.2.4 Train water point management committees to ensure the sustainability of infrastructure and improve agricultural production through an Committees 104 2 1 D, A, M, Dk, T Integrated Water Resources Management (IWRM) approach Activity Area 1.3: Rehabilitation / Restoration of degraded areas 1.3.1 Construct soil and water conservation works on degraded community lands (half moons, rock bunds, Zaï, etc.) to improve ecosystem services Ha 2,219 6 7 D, A, M, Dk, T and production 1.3.2 Treat ravines with dry stone dams to limit the erosion of agricultural Ravines 10 2 1 D, Dk, T land and crop loss

1.3.3 Control the invasion of Sida cordifolia on pasture lands to improve the Ha 850 7 6 D, A, M, Dk, T availability and quality of fodder 1.3.4 Recover and mark cattle corridors to reduce rural conflicts and improve km 375 D, A, M, Dk, T herd mobility 1.3.5 Stabilise dunes with physical and biological methods around gardening Ha 100 2 - D1 oasis to reduce sand encroachment 1.3.6 Produce tree seedlings in 33 community nurseries for planting on of Ha 919 3 2,4,5,6 D, A, M, Dk, T restored community lands and in farm fields 1.3.7 Sow grass seed and plant trees on the restored community lands and Ha 850 6 2,3,4,5 D, A, M, Dk, T around ponds 1.3.8 Conduct Participatory Action Learning activities on the relative effects of D, M Sites 5 8 1,2,3,4,5,6 zaï and half-moons on pasture lands

Activity Area 1.4: Water buffering promotion

1.4.1 Repair a dam to improve irrigated crop production at the Maissagé site Barrage 1 2 1 D

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Target Unit of Who Who Target 01 02 03 04 05 06 07 08 09 10 11 12 Sites # Specific Activity by Work Package and Activity Area measure leads * supports *

1.4.2 Make pond improvements for agriculture, pisciculture, and animal Ponds 71 2 3,4,5,6 D, A, M, Dk, T husbandry (deepening, creation of "bouli") 1.4.3 Disseminate techniques to cover pond water surfaces and water loss Sites 50 2 1 D, A, M, Dk, T from evaporation 1.4.4 Construct permeable stone dams to increase infiltration and Dams 2 2 1 D groundwater recharge Activity Area 1.5: Resource mobilization for sub-catchment management 1.5.1 Link 5 municipalities with the appropriate structure(s) (I3N or other) to Municipalities 5 1 2,3,4,5,6 D, A, M, Dk, T access FISAN funds (without specific budget on DryDev) Work Package 2: On-farm Water & Soil Management Activity Area 2.1: On-farm rain water harvesting

2.1.1 Dig water retention basins to be used for supplementary irrigation Basins 243 2 1 D, A, M, Dk, T

2.1.2 Construct erosion control works in degraded cropping areas (Zai, half moons, etc.) to optimize infiltration and soil productivity and create Ha 2,219 6 7 D, A, M, Dk, T Innovation Platformactivity support funds 2.1.3 Develop and disseminate awareness raising material to establish 20 Sahelian groves (bocages) to restore degraded land and optimize Kits 5 1 2,3,4,5,6 D, A, M, Dk, T agricultural production

Activity Area 2.2: Agroforestry and FMNR 2.2.1 Train farmers on FMNR practices and fruite tree management through Participants 50,000 3 2,4,5,6 D, A, M, Dk, T large-scale peer to peer training

2.2.2 Operationalize the FMNR committees in the municipalities through Trainers 243 3 2,4,5,6 D, A, M, Dk, T equipping and peer to peer training on roles and responsibilities

2.2.3 Contribute to creation of private tree nurseries to produce multiple use and fruit trees by local farmers (Faidherbia albida, Acacia Senegal, Nurseries 33 3 2,4,5,6 D, A, M, Dk, T Zizyphus mauritiana) 2.2.4 Train women on the construction and use of Energy-saving stoves to Women 2,500 6 2,3,4,5 D, A, M, Dk, T reduce the consumption of firewood and promote FMNR 2.2.5 Organise inter cluster and inter municipality exchange visits for experience sharing and peer testimony on FMNR, Agroforestry, SWC, Participants 300 3 1, 2,4,5 D, A, M, Dk, T orchard "bocage" system 2.2.6 Hold contests to encourage producers to practice FMNR and encourage Prizes 165 3 1, 2, 4,5 D, A, M, Dk, T the best practitioners Activity Area 2.3: Soil fertility enhancement 2.3.1 Train 10,000 farmers on integrated climate and sensitive technology packages (FMNR, SWC, agroforestry, fertilization, bio digester improved Farmers 10,000 3 1, 2, 4,,5 D, A, M, Dk, T stove ...) through peer to peer training

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Target Unit of Who Who Target 01 02 03 04 05 06 07 08 09 10 11 12 Sites # Specific Activity by Work Package and Activity Area measure leads * supports *

2.3.2 Train 10,000 farmers on recycling of biomass through non-thermal practices (composting, mulch, etc.) and on the choice and application of Farmers 10,000 6 1 D, A, M, Dk, T fertiliser through peer to peer training 2.3.3 Introduce bio digesters for the production of domestic energy and Bio digesters 12 1 6 D, A, M, Dk, T fertilization of fields (latrine and dung) 2.3.4 Conduct Participatory Action Learning activities on the effects of bio- Sites 5 8 1,2,3,4,6,7 D, A, M, Dk, T digester and compost on soil fertility Activity Area 2.4: Small scale irrigation 2.4.1 Train local artisans on the construction of irrigation networks using local Artisans 50 2 1 D, M, T materials (plastic film, cement and other items)

2.4.2 Strengthen the structure of vegetables garden wells and irrigation works Farmers 1,000 2 1 D, M, T to extend their operating season and life (with subsidised loans)

Work Package 3: Agricultural Commodity Production Activity Area 3.1 : Agro-silvo-pastoral systems development

3.1.1 Produce technical brochures ad flyers in local languages for peer to peer Training 2,3,4,5 6, 5 1 D, A, M, Dk, T training on technology packages materials 7,8 3.1.2 Put in place 10 integrated poultry-fish-garden units for 500 vulnerable Investment 10 1 2,3,4, 6, 7 D, M, Dk, T women and 500 youth (chicken, guinea fowls) Units

3.1.3 Introduce a model chicken coop and local feed for household poultry Women 1,000 2 1 D, A, M, Dk, T

3.1.4 Introduce 500 goats through "habanaye" for 2,500 vulnerable women Beneficiaries 2,500 1 2,3,4,6, 7 D, A, M, Dk, T and youth

3.1.5 Provide seed kits-fungicides to vulnerable women and youth using Farmers 1,000 1 2,3,4,6, 7 D, A, M, Dk, T vouchers (with co-support of FAO) 3.1.6 Conduct Participatory Action Learning activities for the use of bio- 1,2,3,4,5, 6, Sites 20 8 D, A, M, Dk, T pesticides for rainfed and irrigated production 7 3.1.7 Install at least 25 rain-guages per municipality and train farmers in the Rain gauges use of weather and climatic information and services under the 125 1 2,3,4,6, 7 D, A, M, Dk, T

supervision of the weather service 3.1.8 Establish pilot sites for rice cropping and forage crops in Droum Sites 3 2 6 D municipality

3.1.9 Introduce fingerlings into 10 ponds in Droum municipality Ponds 10 2 6 D

Activity Area 3.2: Sustainable input supply system establishment 3.2.1 Create a network of improved seed producers and link with other actors Seed 80 5 2,3,4,6, 7 D, A, M, Dk, T (farmers, agro dealers, input suppliers, etc.) producers 3.2.2 Train 100 agro dealers and producer organisations in quality control, Actors 100 5 1 D, A, M, Dk, T negotiation and contracting in 2 sessions

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Target Unit of Who Who Target 01 02 03 04 05 06 07 08 09 10 11 12 Sites # Specific Activity by Work Package and Activity Area measure leads * supports *

3.2.3 Train 66 agro-dealers in supply planning and investment planning in 2 Agro-dealers 66 5 1 D, A, M, Dk, T sessions 3.2.4 Create 33 agribusiness shops for benefit of women and youth Shops 33 1 5 D, A, M, Dk, T

3.2.5 Set up 50 functional cooperatives for the use –rent of farm equipment and agro-processing equipment for 400 women producers, (funded as Cooperatives 50 1 5 D, A, M, Dk, T loans) Work Package 4: Enhancing Market Access Activity Area 4.1: Building country capacity in market systems and value chains Activity Area 4.2: Value chain group establishment and strengthening

4.2.1 Set up value chain professional and inter-professional groups Groups 20 5 1 D, A, M, Dk, T

4.2.2 Implement the communications plans within the development plans Plans 5 5 1 D, A, M, Dk, T

4.2.3 Train value chain leaders on value chain principles, governance, Leaders 100 5 1 D, A, M, Dk, T negotiation and concertation using the M4P approach trained

4.2.4 Recycle 40 established Village Tree Enterprises on management issues Enterprises 40 2 1 D, A, M, Dk, T and link them to micro finances structures Activity Area 4.3: Market information system strengthening 4.3.1 Organise 5 workshops for value chain actors to develop appropriate Actors 150 5 1 D, A, M, Dk, T market information systems 4.3.2 Produce and broadcast informational sessions and advice over 2,3,4,5,6,7, community radio on climate information, technology packages, value Broadcasts 50 1 D, A, M, Dk, T 8 chains, post-harvest conservation, etc. 4.3.3 Design, install and test a market information system based on ICT MIS 1 1 5 D, A, M, Dk, T technology Activity Area 4.4: Agro-processing promotion 4.4.1 Train 33 agro-processors' groups in at least 5 themes (processing, Agro- packaging, food hygiene, conservation and post-harvest treatment, processors / 33 / 5 3 1,5 D, A, M, Dk, T storage, etc.) Themes

Work Package 5: Financial Services Linking Activity Area 5.1: Village savings and credit associations

5.1.1 Train Mata Masu Duraba (MMD) type savings and loan groups on farmer field and business school approach Groups 300 4,7 1 D, A, M, Dk, T

Activity Area 5.2: Link actors to financial services providers

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Target Unit of Who Who Target 01 02 03 04 05 06 07 08 09 10 11 12 Sites # Specific Activity by Work Package and Activity Area measure leads * supports *

5.2.1 Link producers with Microfinance Institutions to obtain access to Producers adequate financial products for value chains, village saving and credit 10,000 5 1,2 D, A, M, Dk, T associations and Non- timber forest Products (NTFPs) Work Packages 6: Local Governance & Institutional Strengthening

Activity Area 6.1: Innovation Platform (IP) promotion 6.1.1 Convene regular statutory Innovation Platform meetings (Officer's meetings, , General Assemblies , clusters and villages level meeting) to Meetings 132 5 2,3,4,6,7 D, A, M, Dk, T ensure good management and monitoring of commitments

6.1.2 Renew membership of the Innovation Platform ensuring equitable Members 1,250 5 2,3,4,6,7 D, A, M, Dk, T gender representation

6.1.3 Train innovation platform officers and delegates on their roles and Trainees 1,250 5 2,3,4,6,7 D, A, M, Dk, T responsibilities (knowledge of texts and leadership)

6.1.4 Train officers on administrative and financial management tools Trainees 48 1 2,3,4,5,6,7 D, A, M, Dk, T 6.1.5 Sponsor the participation of innovation platforms in regional, national Fairs 2 5 1,2,3,4,6,7 D, A, M, Dk, T and local fairs for the exhibition and sale of products (c.f. WP 4) 6.1.6 Sponsor community radio broadcasts on regional innovation platform activities (innovation capacity, respect of the management plan: cattle Broadcasts 150 5 1,2,3,4,6,7 D, A, M, Dk, T corridors, grazing areas, community water points, etc) 6.1.7 Hold meetings with strategic stakeholders (government, private sector, Meetings 5 5 1,2,3,4,6,7 D, A, M, Dk, T NGOs / UN, political parties ...) to discuss opportunities for collaboration Work Package 7: Planning, M&E, and Scaling of Learning Activity Area 7.1: Program Monitoring 7.1.1 Organize a workshop on the project Activities-Results structure (SDP) and to update the monitoring and evaluation tools (Monitoring Plan, Participants 25 1 2,3,4,6,7 D, A, M, Dk, T Plan indicators, collection tools, personnel and data reporting process and Database )

7.1.2 Organize 1 workshop on Outcome Mapping for DryDev Niger Staff Participants 25 1 - D, A, M, Dk, T

7.1.3 Conduct a survey to determine adoption of improved technologies Survey reports 1 1 2,3,4,5, 6,7 D, A, M, Dk, T

7.1.4 Train and motivate 543 community agents in gathering and reporting of Community 543 1 2,3,4,5,6,7 D, A, M, Dk, T monitoring data (VSLA, Agro-dealer, Committees, Agro-business, Etc.) agents

7.1.5 Carry out 2 Joint Quality Monitoring (JQM) reviews by ICRAF and CARE JQM reports 2 1,8 2,3,4,5,6,7 D, A, M, Dk, T

7.1.6 Train municipal agents on data collection using ODK Agents 10 1 - D, A, M, Dk, T 7.1.7 Train staff of implementing partners in the management and analysis of IP staff 45 1 2,3,4,5,6,7 D, A, M, Dk, T data including handling the ODK platform Activity Area 7.2: Participatory M&E with FOs, IPs and local stakeholders

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Target Unit of Who Who Target 01 02 03 04 05 06 07 08 09 10 11 12 Sites # Specific Activity by Work Package and Activity Area measure leads * supports *

7.2.1 Convene meetings to present and discuss the report of baseline survey Meeting 2,3,4,5,6,7, 5 1 D, A, M, Dk, T in 5 municipalities reports 8

7.2.2 Organize quarterly meetings for review and planning at country level Meeting 2,3,4,5,6,7, for DryDev Niger staff, Innovation platform delegates and 4 1 D, A, M, Dk, T reports 8 municipalities technical staff 7.2.3 Organize quarterly meetings for review and planning at innovation Meeting 4 1 2,3,4,5,6,7 D, A, M, Dk, T platform level reports

7.2.4 Organize bimonthly coordination meetings with partners at country Meeting 6 1 2,3,4,5,6,7 D, A, M, Dk, T level reports 7.2.5 Organize one annual program review and planning workshop at country Meeting 1 1 2,3,4,5,6,7 D, A, M, Dk, T level report (DIP)

Meetings 7.2.6 Organize at least one municipal annual review and planning workshop 5 1 2,3,4,5,6,7 D, A, M, Dk, T reports 7.2.7 Conduct surveys of Most Significant Changes in relation to the activities Survey reports 5 1 D, A, M, Dk, T that produce good results in terms of Outputs Activity Area 7.3: Scaling of evidence and learning

7.3.1 Organize at least 3 joint visits with peer NGOs and projects on quality- Visits & 3 1 2,3,4,5,6,7 D, A, M, Dk, T assessment and formulation of modalities for upscaling activities reports

7.3.2 Organize at least 20 meetings for exchange and learning between Meeting 20 1 2,3,4,5,6,7 D, A, M, Dk, T farmers, innovation platforms and DryDev Implementation Partners reports

7.3.3 Produce and distribute brochures for strategic partners Brochures 1000 1 2,3,4,5,6,7 D, A, M, Dk, T 7.3.4 Produce and share capitalization documents in connection with the Documents 6 1 2,3,4,5,6,7 D, A, M, Dk, T various activities of 2016/2017 7.3.5 Prepare signboards to enhance visibility of the program Signboards 50 1 2,3,4,5,6,7 D, A, M, Dk, T

7.3.6 Produce an infomercial on program activities Informercial 1 1 2,3,4,5,6,7 D, A, M, Dk, T

Work Package 8: Policy Analysis & Influencing Activity Area 8.1: Policy awareness raising 8.1.1 Make a plea to micro-finance institutions to facilitate access to credit for Actions 3 1 2,3,4,5,6,7 D, A, M, Dk, T the various value chain actors 8.1.2 Organize meetings between the innovation platforms and local decision makers to get their support (access to land for women, getting the views Meetings and 10 5 1, 2,3,4,6,7 D, A, M, Dk, T of young people and women, adherence to the ideals of innovation reports platforms etc.)

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Target Unit of Who Who Target 01 02 03 04 05 06 07 08 09 10 11 12 Sites # Specific Activity by Work Package and Activity Area measure leads * supports *

8.1.3 Organize meetings between the leaders of the two municipalities sharing Maigirga dam (Droum and Tirmini) for rational and consensual Meetings 3 2 1,5 D use of the resource Activity Area 8.2: Policy influencing at local and national levels

8.2.1 Bring municipalities to finance certain activities of the innovation Municipalities platform action plans through advocacy during the annual municipal financing 5 1,5 2,3,4,5,6,7 D, A, M, Dk, T planning sessions activities 8.2.2 Organize a field trip with the national authorities (Ministry of Agriculture and Livestock, I3N etc) and technical and financial partners Field trips 1 1 2,3,4,5,6,7 D, A, M, Dk, T (WFP, UNDP, FAO, USAID, EU etc) *1=CARE; 2-KARKARA; 3=CRESA; 4=WVI; 5=OXFAM; 6=RAIL; 7= AREN; 8=ICRAF # D = Droum; A = Aguie; M = Malbaza; Dk = Dogon Kiria; T = Torodi

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7.6 2017 Detailed Annual Country Programme Budget – Niger The total budget required for the implementation of the DIP 2017 is USD 1,861,740 in which USD 491,039 will support management and operational costs, while USD 1,370,700 will go into investment in the implementation of program activities. This budget also includes USD 405,742 which represents the cost of activities not carried out in 2016 and renewed in 2017. The exchange rate USD / FCFA considered is 550 FCFA, lower than the exchange rate of 590FCFA used to prepare the PIP in 2015. The full budget is presented below, with more details presented in an accompanying Excel workbook.

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