FY21 Q1 Report Feed the Future Senegal Nafoore Warsaaji

Contractor: Connexus Corporation, Contract Number- SBAR-CPFF-72068520C00001

Prepared by: Todd Crosby and Mamadou Diop Connexus Corporation [email protected] [email protected]

Submitted to: USAID/Senegal COR: Carrie Teiken [email protected]

Submitted on: Initial Submission: February 02, 2021 Resubmitted: March 29, 2021

Disclaimer: This report was made possible through support provided by Feed the Future through the U.S. Agency for International Development, under terms of Contract No. 72068520C00001. The Opinions expressed herein are those of the author(s) and do not necessarily reflect the views of the U.S. Agency for International Development.

Connexus Corporation 2800 Shirlington Rd. Suite 804 Arlington, VA 22206 [email protected]

Table of Contents

Executive Summary ...... 1 1. Introduction ...... 3 2. Theory of Change ...... 3 3. Implementation Strategy and Phases of Intervention ...... 4 3.1. Nafoore Warsaaji’s implementation strategy ...... 4 3.2. Phases of intervention ...... 5 4. Zone of Intervention ...... 5 5. Exit Strategy ...... 5 6. Grants: Nafoore Warsaaji Innovation Fund ...... 6 7. Activity Progress Reporting ...... 6 7.1 Activity Area: Collaborating, Learning, Adapting (CLA)...... 6 7.1.1 Establish Project Learning Agenda and finalize foundational project documents ...... 6 7.1.2 Develop Baseline Methodology and Tools and Conduct Baseline Study ...... 7 7.1.3 Formative Value Chain Analysis ...... 7 7.1.4 Conduct Stakeholder Mapping to Assess Investment Ready Groups ...... 7 7.1.5 Gender and Youth Inclusion Analysis and Integration Plan ...... 7 7.1.6 Activity Monitoring, Evaluation and Learning (AMELP) and EMMP ...... 8 7.1.7 Quarterly and Annual Reporting ...... 8 7.1.8 Facilitate participative collaborations, VC assessments, adaptive management, knowledge sharing and cooperation among value chain actors to assess, document, disseminate and replicate successes ...... 8 7.2 Activity Area 2: Improve Access to Inputs, Technology and Support Services for Horticulture ...... 8 7.2.1 Identify Priority VC Gaps and Create Technology Packages ...... 8 7.2.2 Strengthen Linkages to Horticultural Support Services ...... 9 7.2.3 Private Sector Engagements (PSE) with input firms and supported services ...... 9 7.3 Activity Area 3: Finance and Insurance ...... 10 7.3.1 New Finance Products for Horticulture ...... 10 7 3.1.1. Development of Aggregation Models to Facilitate Value Chain Financing and Marketing ...... 10 7.3.1.2 Invoice Discounting ...... 10 7.3.2 Insurance for Horticulture ...... 10 7.4 Activity Area 4: Production and Hub Creation ...... 11 7.4.1 Identify and Build Commercial Partnerships ...... 11 7.4.2 Organize and Develop Horticulture Hubs ...... 11 7.4.2.1. Hubs anchored by Finance Institutions in association with Buyers ...... 11 7.4.2.2. Hubs Anchored by Aggregators and Buyers ...... 12 7.4.3 Create Hub Business Plans ...... 13 7.5 Activity Area 5: Aggregation, Off-taking, Value Added and End Markets ...... 13 7.5.1 Improve Aggregation of Horticultural Produce ...... 13 7.5.2 Establish Quality Standards and Price Differentials ...... 13 7.5.3. Improve trade and establish inter-regional trade corridors ...... 14 7.5.4. Work with VC actors to introduce and improve digital platforms to facilitate the marketing of horticulture products ...... 14 7.5.5. Improve synergies between the key players in the horticultural value chains ... 14 7.5.6. Develop and improve market infrastructure: ...... 14 7.6 Area 6: Other COVID 19 Related Activities ...... 15 7.7. Implementation Tracking Table ...... 16 9. Challenges and Solutions ...... 32 ANNEXES ...... 33 ANNEX 1: FY21 Q1_Nafoore Warsaaji Indicators Table ...... 33 ANNEX 2: EMMR Table FY21Q1 Report ...... 33 ANNEX 3: HUB site list by Geographic Location ...... 33

Acronyms

ACEP Alliance de Crédit et d’Epargne pour la Production APC Agent Prestataire Cultivert ARM Agence de Régulation des Marchés ASPRODEB Association Sénégalaise pour la Promotion du Développement par la Base BASIF Banlieue Action Solidarité Immobilier Finance BNDE Banque Nationale pour le Développement Economique CASADEV Casamance Développement CASAGRI Casamance Agriculture CBSP Community Based Solution Provider CDH Centre pour le Développement de l’Horticulture CMS Crédit Mutuel du Sénégal CNAAS Compagnie Nationale d’Assurance Agricole du Sénégal CLA Collaborating, Learning, Adapting COFINA Compagnie Financière Africaine COP Chief of Party CSP CultiVert Solution Provider DCOP Deputy Chief of Party DER Délégation à L’Entreprenariat Rapide DHORT Direction de l’Horticulture EMMP Environmental Mitigation and Monitoring Plan FI Financial Institution FtF Feed the Future FNAB Fédération Nationale pour l’Agriculture Biologique HGT Holland Greentech HQ Headquarters IPOS Interprofession des producteurs d’Oignons du Sénégal MEL Monitoring, Evaluation and Learning Nafoore Warsaaji Gardens of Abundance (in Pulaar) LBA La Banque Agricole LME Last Mile Entrepreneurs

PAMECA Partenariat pour la Mobilisation de l’Epargne et du Crédit au Sénégal PO Producer Organization PPP Public Private Partnership PMU Program Management Unit

SAED Société Nationale d’Aménagement et d’Exploitation des Terres du Delta du Fleuve SBAR Small Business Applied Research SRV Senegal River Valley UIMCEC Union des Institutions de Mutualiste Communautaire d’Epargne de Crédit USAID United States Agency for International Development VC Value Chain ZOI Zone of Influence

Executive Summary

Despite the persistence of the pandemic situation-- with the potential for a second wave in Senegal- - the activities defined in the Nafoore Warsaaji work plan are being carried out in a timely manner and with continuing success. This report describes the activities that occurred during the first quarter of the second year of the Activity (Y2,Q1), beginning on October 1, 2020 and continuing through to December 31, 2020. Feed the Future Senegal Nafoore Warsaaji (Nafoore Warsaaji) in collaboration with Feed the Future Senegal Kawolor, private sector businesses such as Bay Seddo, The Government of Senegal’s (GoS) Agence de Régulation des Marchés (ARM), Union Nationale des Commerçants et Industriels du Sénégal (UNACOIS )Jappo, and La Banque Agricole (LBA) have worked together to improve the trade of onions and potatoes for the upcoming agricultural season. One innovative aspect of the new model is the involvement of local middlemen called "Bana-Bana'' who have been traditionally excluded from formal consultations around the re-structuring and upgrading of agricultural value chains. Thus, in addition to the implementation of new product packaging in 5, 10 and 25 kg bags, participants including Bana-Banas suggested moving to a two-tier aggregation model that will better enable LBA to extend more credit to smaller buyers-- which currently hovers around US $3,391,459 for 863 clients. (See more details on this activity in Section 7.3.1.1.) In the Podor zone, the implementation of an integrated financing model in collaboration with Interprofession des Oignons du Sénégal (IPOS Podor) and FTF Kawolor, has helped enable an agreement with LBA to extend $98,9161 USD to 191 small producers (POs), 20% of which are women producers. This agreement marks a gradual return to the use of bank credit to finance onion production. Along with better structuring of commercial transactions at collection centers, access to reliable market information remains a major obstacle to the functioning of horticultural market systems. (For more details on this activity see Section 7.3.1.1.) During Q1, Nafoore Warsaaji teamed up with ARM to begin to digitalize the horticultural market system through the implementation of a new IT market information platform called SYSTOCK. In the Southern Zone, the establishment of horticultural hubs proceeded to attract new market operators during a series of business negotiation workshops organized in the regions of Sédhiou, Kolda and Ziguinchor. These workshops were an opportunity for seven (7) primary partner market buyers (CASAGRI, CASADEV, SENFRESH, BASIF, TAMPOU NDAGNA, and Grands Domaines du Saloum (GDS), GIE KOR and FRERES) to express their supply chain needs to producers and to negotiate the first trial deliveries. Furthermore, 7 of the 8 Holland Greentech demonstration and sales platforms2 were outfitted with irrigation systems and solar pumping systems, in addition to establishing production plans with the member producers. These demonstration sites will not only produce for the market but will provide venues to sell technologies and irrigation systems and conduct demonstration plots, training and technical exchanges for local farmers. In Q1, Nafoore Warsaaji staff worked with the Compagnie Nationale d’Assurance agriole du Sénégal (CNAAS) to conduct promotional activities and rollout new horticultural insurance products in Nafoore and Kawolor zones. 557 policies were written covering 1085 individual producers, representing 3288 ha of land under coverage and an insured capital of $6,943,647 USD. In addition, Nafoore Warsaaji supported CNAAS in the development of three (3) new horticultural insurance policies adapted to the needs of horticultural producers.

1 LBA had granted 5 million credit in 2019, an increase of 989%. 2 The sponsor of the Adeane site has withdrawn from the first phase. He cited problems with the dryness of his well, which he would like to have drilled before the installation of the irrigation system.

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 1 In Q1 the Nafoore Warsaaji Innovation Fund selection committee reviewed 14 concept notes from potential private sector partners, four of which were selected to move to the full proposal stage for further consideration. These innovative projects represent potential Private Sector Engagements (PSE) to upgrade horticultural value chains during future seasons. The Nafoore Warsaaji team has begun to raise awareness on measures against COVID-19 in the horticultural sector through 336 radio spots in nearly 70 communes, reaching a potential audience of 585,793 inhabitants.

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 2 1. Introduction

Connexus Corporation is pleased to present the FY21 Q1 report for Feed the Future Senegal Nafoore Warsaaji (Nafoore Warsaaji)— now referred to locally as Nafoore Warsaaji, meaning the “Gardens of Abundance” in Pulaar. Nafoore Warsaaji’s purpose is to help smallholder horticulturalists, including those already being supported under existing Feed the Future activities, enhance their commercial activities and integrate smallholder farmers into existing commercial horticulture value chains. Many participants became involed in horticulture through previous USAID and Feed the Future livelihood, nutrition, water, and resilience activities, and are now experienced enough to focus more of their production efforts on commercial horticulture to increase their household revenues. Nafoore Warsaaji is designed to engage these participants in increasingly lucrative and structured business deals with private sector partners, including input suppliers, Micro Finance Institutions (MFIs), banks, insurance companies, off-takers, and end market buyers. Over 3 years, Nafoore Warsaaji will pilot a variety of business models in collaboration with existing Feed the Future activities, such as FTF Kawolor, to help producers to develop win-win partnerships with leading market actors to produce and trade a broader range of nutritious vegetables and fruit on local, regional and national markets. Nafoore Warsaaji will introduce and help structure strong partnerships between firms and producers using innovative business models, improved contracting, appropriate agricultural finance products and risk mitigation tools. The Activity will help producers organize themselves into “horticulture hubs” that will help facilitate technology transfer and provide a “one stop shop” for private sector partners to engage with large numbers of producers as well as to allow secondary businesses, such as Last Mile Entrepreneurs (LMEs) and value-added enterprises, to provide services and products to hub actors and capture more value at the local level. This report summarizes the activities carried out and the results obtained during the first quarter of fiscal year 2021, from October 1, 2020 to December 31, 2020. Despite the persistence of the pandemic situation including the emergence of a second wave, efforts to seek strategic partnerships and enhance existing mechanisms continued. An initiative to support digital business transactions was also initiated to help adapt to COVID-19 realities. In addition, the business models described in the annual work plan, such as regional horticultural trade corridors, are beginning to take off. 2. Theory of Change

Nafoore Warsaaji’s theory of change assumes that: IF financial service providers work with horticulture value chain actors including buyers, off- takers, input suppliers, last-mile agents, and Producer Organizations (POs) to provide innovative financial solutions that support win-win collaborations and expand access to technology solutions, while minimizing the collateral required to borrow and with terms adapted to horticultural production cycles; IF large buyers in urban areas work with off-takers to substitute imported produce with locally produced horticultural produce that is safe, high-quality, and purchased at competitive and fair prices;

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 3 IF off-takers/intermediaries conduct win-win deals with growers to enable the time aggregation, value added and safe transport of produce to end-market buyers; IF horticulture growers can access bundled technology and technical assistance packages from input suppliers at reasonable rates and work with firms and local service providers to increase the quantity, quality, and safety of locally produced horticultural produce; THEN commercial investments in horticultural value chains—at both the local, regional, and national levels—will increase substantially, benefitting at least 30,000 smallholder farmers (at least 60 percent women) in Feed the Future target areas, and resulting in improved incomes, enhanced food security, and better nutrition for participant families. 3. Implementation Strategy and Phases of Intervention 3.1. Nafoore Warsaaji’s implementation strategy The Nafoore Warsaaji Activity is structuring local horticultural value chains into single or multi- crop horticultural “hubs”. A hub is a virtual entity, made up of sellers, suppliers, and buyers linked by business relationships around a specific crop or set of crops. As the hub evolves, it will diversify in terms of the number and type of actors, and it will expand to span local, regional, national, and even international markets. Nafoore Warsaaji is serving as the interim facilitator to bring together horticulture value chain (VC) stakeholders to lay the foundations of these hubs by identifying actors (suppliers of inputs and services, financial institutions, traders, aggregators, retailers) with common interests and helping them structure pilot business deals. These “win-win” pilot deals are Private Sector Engagements (PSEs) that will lead to long-term alliances between buyers, suppliers, producers, finance institutions, and other actors to upgrade horticulture value chains in the various implementation zones. Nafoore Warsaaji’s private sector orientation ensures commercial viability from the beginning which makes the resulting market system sustainable. A hub’s evolution will be influenced by its level of maturity, the nature and demands of the target market segments, the kinds of anchor firms initially structuring the major deals, the business models being deployed, and types of contracts being offered. Nafoore Warsaaji will test four types of hubs, each being structured by a different type of lead entity or anchor firm: 1) For hubs whose main target markets are local, the initial focus will be on increasing the availability of healthy fruits and vegetables for local consumption and improving the quality of smallholder production to begin to fill orders from commercial buyers. These hubs may be led by input and/or agro-support service providers whose market incentives derive from input sales rather than the sales of produce. 2) Some VCs, such as tomatoes, require well-organized POs to prevent major losses and ensure timely delivery. When competent POs are identified in the Zones of Intervention (ZOI), the Activity will facilitate the establishment of hubs around them with deals structured and driven by them. In collaboration with Feed the Future Senegal Kawolor (Kawolor), Nafoore Warsaaji will work to strengthen partnerships among these PO federations and key VC actors to improve their access to technologies and services and better position them to serve more lucrative market segments. 3) Hubs structured by aggregators and end-market buyers will constitute an intermediate approach to serve niche market segments such as supermarkets and middle-class consumers residing in urban or peri-urban areas.

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 4 4) For VCs benefiting from broad and strong existing demand—such as onions, potatoes, and carrots—Nafoore Warsaaji will work with a diversity of lead firms in both the upstream and downstream parts of the chain and finance institutions such as LBA to help structure and drive actions at the hub. 3.2. Phases of intervention Nafoore Warsaaji staff will accomplish objectives in three phases of approximately one year, each characterized by different modes of intervention, beginning with more direct implication, training, and investment by staff upfront to help organize the value chain, forging new relationships among value chain actors, and buying down risk as needed to attract private sector partners. Progressively, the mode of intervention will be lighter, less directive, and more facilitative as partners understand how to apply the model, share information, form partnerships, and conduct their own training and demonstrations. Through success stories and profit incentives, Nafoore Warsaaji will catalyze private sector investment and upgrading within an array of horticulture value chains. Pilot Phase: Innovate (Year 1): Year 1, or the pilot year, will be a year during which Nafoore Warsaaji will focus on building the foundation of the various aforementioned hub profiles to test the different hub types and experiment with business models and tools, such as contracts, risk mitigation measures, and finance products. The Activity will work to establish win-win partnerships between different kinds of firms, finance partners, and producer groups, and will accompany them during the first agricultural campaign to ensure performance. Phase II: Facilitate (Year 2): After Year 1, participants will have successfully piloted innovative models for technology, inputs, finance, production, and off-taking, and they will have provided additional clarity into the business dynamics of untested models. Nafoore Warsaaji will phase out direct training and grants and, instead, facilitate technical exchanges at the hubs between VC actors to promote lesson sharing, as well as help Financial Institutions (FIs) structure deals and create new finance products that promote replication of the most promising solutions. Given the availability of funds, Nafoore Warsaaji will also expand its scope to support the emergence of a diverse range of small enterprises affiliated with emerging markets in the hubs in Years 2 and 3. Phase III: Replicate (Year 3): In Year 3, Nafoore Warsaaji will focus on replicating the successes of the first years using the new models and loan products developed and based on partnerships created between value chain actors during the first two years. It will also expand the number of hubs and turn successful ones into clusters with influential power to develop the local economy. 4. Zone of Intervention

Nafoore Warsaaji’s ZOI covers four (4) agro-ecological zones: the SRV (Senegal River Valley), the Central and Southern Zones (Sine Saloum and Casamance), and the Niayes. The integration of the Niayes area into the ZOI took effect following the expansion of the Nafoore Warsaaji activity in Year 1, and enables the testing of innovative technologies and business models with many of Senegal’s experienced horticultural producers. 5. Exit Strategy

As Nafoore Warsaaji prepares to exit, Nafoore will assist partners in negotiating and formalizing their relationships through contracts that structure win-win partnerships going forward based on their initial successes and lessons learned. Participant-driven stakeholder data collection and analysis will be institutionalized to ensure that the VC actors continue to collaboratively identify

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 5 gaps, analyze challenges, negotiate solutions, and make upgrades to the value chain for the mutual benefit of all actors. The private sector partners will continue to scale their initiatives by bringing additional POs into the hubs and by replicating the hubs across the Feed the Future ZOI and the Niayes Zone. 6. Grants: Nafoore Warsaaji Innovation Fund

Nafoore Warsaaji’s Innovation Fund is designed to remove barriers to finance and market access, buy down risk, and encourage private sector businesses to engage in innovative horticultural businesses, new partnerships, contracts, and financing mechanisms in order to understand the underlying business dynamics and hidden costs associated with new initiatives. The Fund is designed to enable learning and to catalyze innovative win–win collaborations that will leverage co-investments from private sector companies to upgrade key aspects of the value chains during the first two years of the project. The initiation of the Innovation Fund, which began at the end of fiscal year 2020, was accompanied by sixty-four (64) expressions of interest from horticultural firms. Among the companies that have expressed interest, fourteen (14) have already submitted concept notes as of December 3, 2020. For evaluation purposes, the concept notes were divided into two batches and reviewed during two separate meetings of the selection committee. On December 09, 2020, the selection committee (SC) evaluated six concept notes and selected two concepts from Bay Seddo and CASAGRI. based on their innovation and potential impact to improve horticultural value chains. In addition, the second batch will be evaluated by the SC during the Q2 of FY21. The implementation of the Holland Greentech (HGT) demonstration and production platforms is underway with joint missions between HGT, Kawolor, and Nafoore Warsaaji staff being carried out during this quarter to finalize choices around irrigation systems and to draw up production plans. In order to tailor finance products to the needs and profiles of participating producers, the field missions were also carried out in collaboration with Union des Institutions Mutualistes Communautaires d’Epargne et de Crédit (UIMCEC), which intends to provide financing for producers at 7 of the 8 sites for working capital needs as well as for the acquisition of irrigation equipment, including Rivulis drip irrigation systems and Bonergie mix pumping systems (solar and diesel). The start-up of demonstration and production activities at 7 sites is scheduled for the end of February 2021 as soon as the installation of the equipment is accomplished. 7. Activity Progress Reporting 7.1 Activity Area: Collaborating, Learning, Adapting (CLA)

7.1.1 Establish Project Learning Agenda and finalize foundational project documents Since the startup of the Activity, the Nafoore Warsaaji team has worked with USAID and Kawolor to establish a set of research questions and craft the Activity’s learning agenda in a way that will help inform priorities and guide work planning. In Q1, Nafoore initiated a project baseline study that, along with the established MEL indicators, will contribute to answering the six (6) established research questions. As a result of the TEC increase, a number of contractual documents including the project work plan, AMELP, EMMP, and the Innovation Fund manual were revised and re-submitted to USAID for approval. During the first quarter of FY 2021, all revised contractual reports were approved.

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 6 7.1.2 Develop Baseline Methodology and Tools and Conduct Baseline Study The baseline study will establish the initial reference point for project evaluation and MEL measurement. The activity started with the recruitment of DataDev Africa through a competitive selection process. During Q1, data collection operations occurred in the Niayes Zone and started in the Northern, Central, and Southern zones following the training of interviewers and supervisors. The Nafoore Warsaaji team expects to receive a first draft of the baseline report at the end of January 2021. Once finalized, this report will be shared and discussed with key project stakeholders, including the FTF Kawolor and USAID teams.

7.1.3 Formative Value Chain Analysis A call for proposals to conduct market analysis of horticultural value chains was launched at the end of FY2020, with Be4 Africa selected as the winning applicant. The final report, as well as fact sheets on each of the 7 target horticultural value chains, will be available during the second quarter of the current fiscal year.

7.1.4 Conduct Stakeholder Mapping to Assess Investment Ready Groups The Nafoore Warsaaji team is working on stakeholder mapping with FTF Kawolor to identify the strongest “investment ready” producer groups to participate in the horticulture hubs. “Investment ready” refers to producer groups that have productive resources, demonstrate a measure of past success producing with excellence, express the desire and the capacity to expand their commercial horticultural production activities, and demonstrate success in borrowing and reimbursing credit to grow their businesses. Nafoore Warsaaji team has identified producer organizations and market operators, including CASADEV, Club Thiossane, CASAGRI, GIE TAMPOU DAGNA, SENFRESH, PRONAT, FRAISEN, and ID BIO to help anchor partnerships with producers in the horticulture hubs. Discussions have also been initiated with Ferme Kinia-Bio to act as an aggregator of horticulture produce from members of the Fédération Nationale pour l’Agriculture Biologique (FNAB).

7.1.5 Gender and Youth Inclusion Analysis and Integration Plan The findings of the ongoing baseline study and market analysis will help to better identify the major constraints and activities that mobilize youth and women. The Gender Integration Plan will use these findings to define a strategy to better position youth and women at appropriate points in the selected horticultural value chains. The final version of this plan will be shared with USAID during the second quarter of the current fiscal year. In addition, the joint action plan established by the Nafoore Warsaaji and the Youth in Agriculture Activities identified the following series of activities: (i) production of 3 to 5 minute short thematic videos on production and post harvest operations; (ii) support of horticultural SMI/SMEs or young entrepreneurs; (iii) elaboration of technical agricultural best practice sheets; (iv) designing of a multimedia platform in collaboration with universities and youth incubators. After a free and open competition three proposals have been received and Djibril Dia’s company was selected as the winning service provider to design educational videos around the 5 themes: (i) Onions in Senegal: best practices for better conservation; (ii) Impact of harvest operations on the quality of horticultural product: the case of exported mangoes; (iii) Impact of harvest operations on the quality of horticultural products: the case of bananas from Cote d’Ivoire; (iv) Rural entrepreneurship: How to succeed in agriculture in Senegal; (v) Mango value chain: control of white flies.

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 7

7.1.6 Activity Monitoring, Evaluation and Learning (AMELP) and EMMP As a result of the Activity’s TEC (Total Estimated Cost) Increase in Year 1, the Activity indicators and targets were adjusted to match the new budget levels. However, several early targets were exceeded and an upward adjustment of all indicator targets was conducted. As a result, new targets were proposed and submitted to USAID for approval and were approved on October 6, 2020. In addition, due to the expansion, modifications to the EMMP were made for the Niayes intervention area and the adjustments for new kinds of activities. A final version of the revised EMMP was sent to USAID for approval during the first quarter of the current fiscal year and was approved on November 30, 2020.

7.1.7 Quarterly and Annual Reporting During the first quarter of the current fiscal year, the Nafoore Warsaaji team prepared and submitted its first annual report to USAID for approval on December 10, 2020. It was approved on January 14, 2021.

7.1.8 Facilitate participative collaborations, VC assessments, adaptive management, knowledge sharing and cooperation among value chain actors to assess, document, disseminate and replicate successes During the annual report review process, USAID suggested that the Nafoore Warsaaji team establish partnerships with GoS agencies such as Direction de l’Horticulture (DHORT) and Direction de la Modernisation et de l’Equipement Rural (DMER). Contact with these directorates has been initiated and working sessions with these GoS agencies are being planned for the second quarter of the 2021 fiscal year.

7.2 Activity Area 2: Improve Access to Inputs, Technology and Support Services for Horticulture

7.2.1 Identify Priority VC Gaps and Create Technology Packages Water efficiency and conservation is a major concern throughout Senegal when implementing horticultural activities. During this quarter, the HGT Senegal team conducted a series of field visits to assess the needs of the 8 HGT demonstration/sales platforms and to establish annual production plans. Rivulis and Bonergie provided the irrigation systems (drip kits or sprinkler kits) and surface or submerged/surface hybrid (solar/diesel) pumps for the platforms. These are being installed now. To improve access to horticulture inputs, Nafoore Warsaaji mapped input and service providers throughout the Project's intervention zones. This mapping resulted in a database of 69 input and service providers and 66 retail distribution points. Analysis of the data reveal a number of small suppliers in isolated areas with the majority of large suppliers in the regions of Dakar, Thiès, Kaolack, and Saint-Louis. It should also be noted that these large suppliers often have stores and/or franchises (the 66 retail points identified). The mapping also highlighted the low number of input distribution points in the Southern Zone. To address the gap, Nafoore Warsaaji is working with FTF Kawolor to plan virtual technology fairs in each zone to bring input and service suppliers closer to small producers. During the fairs, business negotiations will be facilitated between the urban suppliers and rural local service providers including APCs (Agents Prestataires Cultivert)

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 8 supported by Kawolor to expand input distribution of horticultural inputs and tools and support services.

7.2.2 Strengthen Linkages to Horticultural Support Services Nafoore Warsaaji and FTF Kawolor initiated a collaboration with the Office Chérifien des Phosphates (OCP) through its two platforms: School Lab (Mobile Laboratory for Soil Fertility Analysis and Fertilizer Recommendations) and Agrihedge, a digital platform that helps small farmers to better manage their crops. Together, the three organizations are planning an awareness campaign on good practices and soil fertility management techniques for 3500 producers accompanied by 1050 soil fertility tests of the farmers’ plots. The results of the fertility analyses of these samples will be shared during training and awareness caravans with producers. Training and awareness activities are scheduled to start during Q2 of fiscal year 2021. In addition to the 7 HGT demonstration platforms for the first season, HGT is planning another 7 platforms for the Niayes zone, including in Thiep, Loumpoul, and Potou. The youth and gender analysis will help guide the choice of the exact placement of these new HGT sites. Syngenta Foundation, FTF Kawolor and Nafoore Warsaaji are collaborating on five additional production sites. One site will be exclusively dedicated to the production of tomato plants.

7.2.3 Private Sector Engagements (PSE) with input firms and supported services The approval of grant agreement with Holland Greentech (HGT) on September 25, 2020 represented the first Private Sector Engagement (PSE) established with a private sector input supplier. Under this grant, HGT will co-invest in the creation of 20 demonstration and training/sales platforms throughout the zones of intervention to train farmers in the use of HGT technology, including improved horticultural seeds, drip irrigation, soil testing kits, and phyto- sanitary products. In addition, the selection committee reviewed 6 concept papers for private sector engagements in horticulture. Two have been approved to move to the full proposal stage. In partnership with Association Sénégalaise pour la Promotion du Développement par la Base (ASPRODEB), Nafoore Warsaaji staff helped map production plots selected for potato seed production. 19 sites for a total area of 30.65 ha were mapped using GPS. In addition, discussions are in progress with La Banque Agricole (LBA) and Délégation à l’Entrepreunariat Rapide (DER) to provide credit to potato seed multipliers.

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 9 7.3 Activity Area 3: Finance and Insurance

7.3.1 New Finance Products for Horticulture 7 3.1.1. Development of Aggregation Models to Facilitate Value Chain Financing and Marketing Nafoore’s Warsaaji’s work at regional horticultural collection centers is leading to new initiatives in horticultural marketing and finance. In 2019, only 5 out of the 4,000 hectares of onions being cultivated in the Podor Zone benefited from financing from LBA due to the lack of transparency in commercial transactions, and high defaults by Producer Organizations. To remedy the situation, Nafoore Warsaaji, in collaboration with Kawolor and the Interprofessional Onion Organization of Senegal (IPOS Podor), initiated a pilot value chain financing program, where LBA the financial partner and Bay Seddo as the buyer. In collaboration with ARM and UNACOIS Jappo, the new aggregation model—discussed in greater detail below-- is being tested for onions and potatoes during the 2020-2021 agricultural season. LBA is testing this model now and has extended $3,391,459 to 863 borrowers during a pilot run.

In the Podor zone, the implementation of the integrated financing model with IPOS Podor and LBA, with a financing agreement of $90,000 USD on 74 ha for 25 POs, lays the foundations for a gradual return to bank financing for horticultural production in the zone. The management of market risk through the involvement of a market operator (Bay Seddo), who agreed to purchase the entire harvest (estimated at 2,000 MT) at a minimum price of 175 fcfa/kg.

7.3.1.2 Invoice Discounting A rapid analysis of the horticulture VCs highlighted the need to develop new financial products for LBA to facilitate commercial transactions between producers and traders and between traders and customers. Invoice discounting is a technique for providing finance to businesses based on future orders from buyers. Invoice discounting will enable businesses to secure working capital loans to conduct commercial deals. A consultant that has been identified to determine the best approach to set up the invoice discounting program at LBA was selected in September 2020. Nafoore Warsaaji staff have been working with LBA to establish the Scope of Work contract for the consultant, who will start research in Q2. We anticipate that the new program will be operational and tested during the Q4 of FY21.

7.3.2 Insurance for Horticulture Expanding access to risk mitigating crop insurance is critical to strengthening the resilience of small producers to climate shocks. In Q1, Nafoore Warsaaji and CNAAS began collaborating on a communications campaign to promote three new insurance products for tomato, onion, and potatos tailored to the particular needs of actors in these value chains. Nafoore Warsaaji is working with finance partners to systematically bundle insurance into all horticultural loans. During this current season, 557 new policies have been purchased by 1085 horticultural producers, representing 3288 ha of cultivated land under coverage and an insured capital of $6,943,647 USD. The entire horticulture portfolio of LBA is under insurance coverage. Next, CNAAS intends to roll-

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 10 out these products out with other microfinance institutions including CMS, ACEP, PAMECAS, BAOBAB SENEGAL, and COFINA. 7.4 Activity Area 4: Production and Hub Creation

7.4.1 Identify and Build Commercial Partnerships Efforts to identify and establish commercial partnerships continued through the beginning of fiscal year 2021. New market operators in the central and southern zones were enlisted to help set up robust horticultural hubs. They include, among others CASADEV, SENFRESH, TAMPOU NDANA, PRONAT, and Ferme Kinia-Bio. These are companies specializing in the distribution of horticultural products (fruit and vegetables) in urban and peri-urban markets and with whom we have established MOUs. ● CASADEV and TAMPOU DAGNA distribute various horticultural products and is mainly positioned in the Ziguinchor market with a few customers in Dakar; ● SENFRESH distributes all types of horticultural products in Dakar, which is its main market. SENFRESH buys vegetables in the Niayes and fruit in Casamance; ● PRONAT is a company specializing in the manufacture of dried fruits. Nafoore is helping PRONAT set up a fresh mango buying program for the upcoming season; ● Ferme Kinia-BIO is a new partner of Nafoore specializing in the production of organic horticultural products.

7.4.2 Organize and Develop Horticulture Hubs Hubs are a concentration of partnerships and business alliances around one or more horticultural value chains. They begin typically as bi- or tri- lateral partnerships between producers, buyers, and sometimes finance partners and are anchored, or structured and driven, by one of the partners who helps frame the ways the hub operates. As hubs grow and mature, they diversify in terms of the number and types of businesses participating in hub activities and the kinds of infrastructure that is built to serve the hub. Nafoore Warsaaji is experimenting with hubs anchored by four main types of firms: 1) finance institutions; 2) buyers; 3) input suppliers; 4) producer federations/ cooperatives.

7.4.2.1. Hubs anchored by Finance Institutions in association with Buyers During Q1, Nafoore Warsaaji, in partnership with LBA, ARM and Bay Seddo Company conducted a workshop with all stakeholders including the 22 main trader-importers members of UNACOIS Jappo to assess how to improve the trade of onion and potato at major collection centers. The meeting discussions resulted in conceptualizing a new model of aggregation that integrates local operators called "Bana-Bana," who have been traditionally excluded from the process of structuring agricultural value chains but who play an important role in developing and managing commercial transactions during aggregation of crops. Bana-Bana are often not well organized or formally registered. To remedy this, Nafoore Warsaaji has helped Bana-Bana organize into Groupement d’Intérêt Economique (GIE) which is the most flexible type of SME. These SMEs will contract with the Bay Seddo company to aggregate 30,000 MT of onions and 15,000 MT of potatoes for purchase during the season. In addition to the traditional 50 kg packaging bags, Bay Seddo will introduce 5 kg, 10kg, and 25 kg bags to open up marketing to smaller buyers. The establishment of the UNACOIS Purchasing Office, scheduled for Q2 of 2021, will complete the process of consolidating the horticultural market systems around an inclusive aggregation model.

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 11 7.4.2.2. Hubs Anchored by Aggregators and Buyers During Q1, Nafoore Warsaaji and FTF Kawolor held a series of business meetings prior to the horticultural season to assess the supply chain needs of major buyers. Production plans to address these needs have been created with producers. Nafoore Warsaaji is helping formalize business relationships through standardized contracts. Collaboration with Club Tiossane, Afrikamart, Sénégal Progresse, and BASIF are gradually taking shape with the first purchases of 43 MT of horticultural products from 8 POs, representing cumulative sales of $35,850 USD from about 280 producers. While the volumes marketed with its operators were admittedly modest in Q1 as they occurred at the opening of the horticultural season (over the period from November to December) when production was not in full swing; we anticipate that the amounts traded will climb in Q2 once harvests are collected. In addition to the consolidation of horticultural hubs around the existing market operators (Club Tiossane, Sénégal Progresse, Afrikamart, BASIF) with total purchases estimated at 43,773 Kg in volume from 8 POs (over the period from November to January), Nafoore Warsaaji quickly proceeded to establish the foundations of horticultural hubs through new partners in the Central and Southern zones: CASADEV, SENFRESH, TAMPOU GNANA, PRONAT, and CARITAS. The establishment by Kawolor of 30 clusters of horticultural producers and the initiation of partnerships with Belgium Development Agency Funded Activity, PARERBA (Projet d’Appui à Réduction de l'Émigration Rurale dans le Bassin Arachidier) , the Chambre de Commerce de Kaolack and CARITAS will play a crucial role in the process of setting up these horticultural hubs. For the Okra VC, Nafoore Warsaaji staff have been working with BNDE, LBA, and buyer AGRO- ASTEL on improving the okra value chains for export. In addition to exploring potential finance roles for BNDE and LBA, Nafoore Warsaaji's team started financial management and accounting coaching for AGRO-ASTEL staff based on a rapid needs assessment. The needs assessment has also revealed a need for technical capacity building in quality control in accordance with GoS export standards. With Kawolor, a capacity building program to improve production and quality will be implemented with farmers while Nafoore Warsaaji will support the upgrading of AGRO- ASTEL’s processing unit to enable AGRO-ASTEL to start diversifying its product lines and target new market segments. It is also important to note the start of a partnership with AGROBOUMAT, another buyer of okra that intends to establish an export okra hub in the middle SRV zone. Finance and marketing coaching will also be provided to at least thirty partner (30) SMEs to build their capacities and reinforce their position in the horticulture value chain. Nafoore Warsaaji has established a collaboration with UNACOIS Jappo (the association of Senegal's major vegetable importers) that will expand prospects for working in horticultural value chains. UNACOIS is helping establish purchasing contracts with Bay Seddo and intends, with the support of Nafoore Warsaaji, to conduct a series of stakeholder meetings to explore the establishment of a new purchasing office where orders from traders-importers will be centrally handled. 7.4.2.3. Hubs anchored by Input Supply and Agricultural Support Services Firms Following the signature of its innovation fund grant agreement, HGT Senegal, in collaboration with Nafoore Warsaaji and FTF Kawolor conducted several field visits to visit identified producer organizations to establish the annual production plans and finalize the equipment assessments for 7 sites. All equipment was procured, and the installations are expected to be finalized by the end of February 2021. The discussions with UIMCEC on the financing of the equipment as well as input credits for participating farmers have been finalized and the procedures for account creation

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 12 have been initiated. For the North Zone and the Niayes, the option of financing from LBA is being explored. Towards the development of the potato seed VC, Nafoore Warsaaji, in association with ASPRODEB, DER and LBA, helped geo-reference 17 potato seed multiplier plots of about 30.65 ha. DER and LBA will cover the financing needs of all operations (production, packaging, etc.).

7.4.3 Create Hub Business Plans During the current quarter, the Nafoore Warsaaji and HGT Senegal teams held a series of technical meetings to conduct financial simulations to assess the profitability of each of the 7 sites according to the established production plans. This financial simulation model will be sent to partner financial institutions as a tool to help them assess risk of the applications submitted for financing. Nafoore Warsaaji has also started the process of working with Exoticca Market to develop a business plan to pilot a project in the bulk storage of 30,00 MT of onions in the Senegal River Valley. Nafoore Warsaaji is assisting Exoticca Market in the development of the Business Plan and aiding in fundraising operations. Nafoore Warsaaji is also helping Exoticca Market connect to West Africa Capital Advisors of the Locafrique Group to discuss investment and fundraising strategies. 7.5 Activity Area 5: Aggregation, Off-taking, Value Added and End Markets

7.5.1 Improve Aggregation of Horticultural Produce One of the major challenges in building horticultural market systems to benefit small producers remains the creation of a robust logistics network that will support increasing volumes of produce, despite the comparatively small volumes that smallholders currently provide to the market. In the South and Central zones, Kawolor and Nafoore Warsaaji's response was to organize smallholder horticultural producers into thirty (30) clusters, covering 140 production sites. (See Annex 3: Hub sites by Geographical Zones) Next, a series of trade negotiation workshops was organized in the regions of Sédhiou, Kolda, and Ziguinchor with five (5) partner market operators: CASAGRI, CASADEV, SENFRESH, BASIF, and TAMPOU NDAGNA, to share their product needs and make the first test orders. The previously discussed aggregation model in the Niayes and Senegal River Valley Zones with Bay Seddo, ARM, LBA, and UNACOIS Jappo provides a new channel to substantially improve markets for approximately 30,000 tons of onions and 15,000 tons of potatoes.

7.5.2 Establish Quality Standards and Price Differentials Nafoore Warsaaji is working with AFRIKAMART, Club Tiossane, Sénégal Progresse, Bay Seddo, BASIF, AGROASTEL, and AGROBOUMAT to identify regional and local producer organizations or last mile agents to act as local aggregators and to ensure quality control in accordance with established standards. Alongside the establishment of local collection points with AfricaMart in the Niayes Zone (Notto and Potou), Nafoore Warsaji is helping existing market operators and aggregators set up quality standards which will be integrated into commercialization contracts with small producers. In addition, the above-mentioned aggregation model with Bay Seddo will help implement a packaging of 5, 10, 25 kg bags which are better tailored to the needs of buyers.

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 13 In the Niayes zone, Nafoore Warsaaji is also exploring the possibility of collaborating with the DHORT to support stakeholders in the adoption of good agricultural practices including quality certification.

7.5.3. Improve trade and establish inter-regional trade corridors Nafoore Warsaaji continues its efforts to improve horticultural trade between market operators positioned in national urban and peri-urban markets in different regions. The implementation of horticulture hubs and the operationalization of the aggregation model described in Figure 1 will contribute to the establishment of regional trade corridors for vegetables of mass consumption such as, to begin with onions and potatoes. As additional Value chains get established and production increases, they will be able to take advantage of the infrastructure created by trading the highest demand products.

7.5.4. Work with VC actors to introduce and improve digital platforms to facilitate the marketing of horticulture products Another main challenge of the horticultural sector is the reliability of the data on production and trade, which has an adverse impact on national planning and political decisions, such as the freezing of imports, and prohibits major buyers from being able to anticipate supply and fix prices during the marketing season. Nafoore Warsaaji is working with Sankofa 2.0, ARM, the management committees of the collection centers, and LBA to develop an IT platform to gather data on inventories and produce flows at the level of regional collection centers. The managers of the collection centers will also be equiped and trained in the use of tablets and computers to ensure the correct inputs of data. A web-based user interface and cell phone application are also being designed. In addition, Nafoore Warsaaji is supporting firms in the digitalization of their own data. FRAISEN, a firm active in the strawberry value chain, is being supported in GPS mapping of the strawberry production zones in the development of its proprietary e-commerce platform (www.fraisen.net). LBA is a major financial partner of horticultural producers throughout the ZOI; in order to expand its lending, the bank needs to better understand the size of the parcels being cultivated by its clients who request loans so that it can verify that requested loans are “right sized” for the scope of each activity been financed. Nafoore Warsaaji in collaboration with Kawolor, is helping LBA map its horticultural portfolio in Niayes area, and 400 producer parcels have already been geo-referenced. Clients in the Senegal River Valley will be mapped during Q2 of the current fiscal year.

7.5.5. Improve synergies between the key players in the horticultural value chains Nafoore Warsaaji and ARM initiated discussions around planning and co-financing of a stakeholder workshop on the establishment of a purchase office for major buyers, to allow a range of VC stakeholders in the regions to understand and discuss priorities for value chain upgrading.

7.5.6. Develop and improve market infrastructure: Nafoore Warsaaji is currently working to improve aggregation and market infrastructure for horticultural products: Establishment of a central purchasing center with UNACOIS Jappo: this project aims to establish a central collection center with a capacity to handle 60,000 MT and a modular ⇒ cold room storage sufficient for 2,000 MT near to regional collection centers. Nafoore Warsaaji is assisting UNACOIS in the development of the Business Plan, up-lifting operations, and is discussing with ARM and IPOS for the establishment of leases.

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 14 Implementation of modular cold rooms in the Niayes Zone: Nafoore Warsaaji is currently working with Bay Seddo to put in place a cold storage capacity of 1,000MT to be ⇒ operational during Q3/Q4 of fiscal year 2021. Nafoore Warsaaji will support Bay Seddo in its fundraising operations with partner financial institutions like LBA.

7.6 Area 6: Other COVID 19 Related Activities

7.6.1. Strengthen and improve the application of barrier measures related to COVID-19 To reinforce the adoption of barrier measures to contain the transmission of the coronavirus in horticultural environments, a mass awareness campaign was conducted with 10 community radio stations in the Activity's intervention zones. Thus, 336 radio spots were broadcasted in nearly 70 communes, reaching a potential audience of 585,793 people. In addition to the organization of programs on community radio stations, CNAAS integrated awareness messages promoting horticultural insurance. Anti-Covid kits (masks and hand sanitizer) will be provided during workshops and field missions to workshop participants.

7.6.2 Support to Horticulture VC actors in horticultural value impacted by COVID- 19 pandemic. Nafoore Warsaaji's key partners have all been impacted by the continuing pandemic situation. As a result, efforts to consolidate the resilience of SMEs affected by the pandemic were maintained during the first quarter of the current fiscal year. The baseline study will help capture the number of supported SMEs impacted by the COVID-19. In addition, financial and commercial coaching program priority will be given to SMEs that are strongly impacted by the current pandemic.

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 15 7.7. Implementation Tracking Table

Lead Staff External Activities Implementation Status/Actions Undertaken Lead Members Stakeholders Involved

7.1 Activity Area 1: Collaborating, Learning, Adapting (CLA) 7.1.1. Articulate and Implement Learning Agenda Sub activity 1: define and pre-validate the Completed: research questions defined and PMU, COP/DCOP. research questions around the central themes validated (see Activity area 1 of the present MEL Specialist Kawolor M&E team and propose research methodology. document). Research questions shared with USAID on the e- Sub activity 2: hold an e-meeting with USAID meeting on the work planning session on 21 April PMU, COP/DCOP. USAID EGO EG team to validate the research questions MEL Specialist 2020. These questions are also included in the Kawolor M&E team Team and research methodology. AMELP which is submitted for approval. Market analysis study carried out by Be4 Africa Sub activity 3: formative literature review PMU, COP/DCOP. Consultant (Be (expected to receive the final report during MEL Specialist around learning themes. Kawolor M&E team 4 Africa) FY21Q2). 7.1.2 Develop Baseline Methodology and Tools and Conduct Baseline Study PMU, Sub activity 1: design of the SOW, Completed the SOW defined and launched for the COP/DCOP/MEL USAID EGO methodology, and questionnaire for the recruitment of a consultant. Baseline will be MEL Specialist Assistant Team baseline study and validation by USAID. carried out in FY21Q1 and Q2. Kawolor M&E team PMU, Ongoing process, baseline study started during Sub activity 2: carry out the baseline study. COP/DCOP/MEL Consulting firm FY21Q1 with the selection of the Consultant MEL Specialist Assistant (DataDev) DATADEV. Kawolor M&E team PMU, COP; Sub activity 3: submit the 1st draft of the Nafoore Warsaaji plans to submit the first draft of DCOP/MEL USAID EGO MEL Specialist baseline report to USAID for approval. the baseline in FY21Q2. Assistant Team Kawolor M&E team

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7.1.3 Formative Value Chain Research and Market Analyses PMU, COP /DCOP Completed: MEL Specialist is reviewing M&E /MEL Assistant/ data from Kawolor. In addition, the MEL Agriculture VC and Sub activity 1: review M&E data from Specialists of the two Activities are working in MEL Specialist Capital Access, Kawolor Project and other existing studies. close collaboration including sharing tools and Agriculture, and methodologies. market Kawolor M&E team Sub activity 2: conduct value chain mapping Value chain mapping and analyses are included in Consultant (Be VC and Capital Nafoore Warsaaji and analyses, including existing finance the VC market analysis study that started during 4 Africa) Specialist team services. FY21 Q1. Sub activity 3: carry out a SWOT and risk SWOT and risk analysis are included in the Consultant (Be VC and Capital Nafoore Warsaaji analysis for targeted crops in ZOI and the market analysis study that started during FY21 4 Africa) Specialist team Niayes Zone. Q1. Sub activity 4: conduct a gap analysis around offer and demand of major horticulture crops This sub-activity is included in the market VC and Capital Nafoore Warsaaji Consultant (Be at the ZOI level and the Niayes zone to analysis study which started during FY21 Q1. Specialist team 4 Africa) identify leverage points and key technology solutions needed. Nafoore Warsaaji Data from Kawolor and other studies received Sub activity 5: collecting data from Kawolor and and reviewed but need additional information to project and other VC studies to map market Kawolor team establish the market dynamics mapping. This is a MEL Specialist dynamics in target areas. (Agriculture and consideration in the VC market analysis (which is markets systems currently underway). specialists) Sub activity 6: identify and disaggregate Nafoore Warsaaji This sub-activity is also included in the market VC and Capital Consultant (Be different market segments and stakeholders in and analysis study which started during FY21Q1. Access Specialist 4 Africa) target areas including the Niayes Zone. Kawolor team

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 17 Lead Staff External Activities Implementation Status/Actions Undertaken Lead Members Stakeholders Involved

Sub activity 7: carry out a market analysis detailing the dynamics and growth potential of This sub-activity will also be included in the Nafoore Warsaaji VC and Capital Consultant (Be each market segment at national and regional market analysis study scheduled to be carried out and Access Specialist 4 Africa) levels to determine target crops, markets, and in FY21Q1. Kawolor team market segments. 7.1.4 Conduct Stakeholder mapping to assess investment ready groups Completed; Based on 6 criteria, 8 sites were Kawolor and Holland Sub-activity 1: Help design criteria evaluation selected for the first phase. The 12 remaining COP Nafoore Warsaaji Greentech and sheet. sites will be chosen during the next quarter. technical teams producers Kawolor and Holland Sub-activity 2: Review and agree with 8 demo sites already selected: 4 in the South, 2 in COP Nafoore Warsaaji Greentech and Kawolor on selection of Pilot groups. the Center and 2 in the North. technical teams producers Sub-Activity 3: identify POs and private Agriculture and market specialists are identifying Agriculture and Nafoore Warsaaji producers that serve as aggregators or these entities in the ZOI including the Niayes markets Systems Team consolidators. Zone. Specialists 7.1.5 Gender and Youth Inclusion Analysis and Integration Plan Sub-Activity 1: Work with USAID CLA team Ongoing process: this will be included in the Nafoore Warsaaji Communications USAID EGO to design a “barrier analysis” study around design of the Youth and gender integration plan, Team Specialist Consultant gender and youth. scheduled to be carried in FY21Q2. Ongoing process: this will be included in the Nafoore Warsaaji Sub-Activity 2: report findings and adapt Communications design of the Youth and gender integration plan, Team Consultant activities to account for recommendations. Specialist scheduled to be carried in FY21Q2. Sub-Activity 3: collaborate with Feed the Nafoore Warsaaji’s Future Youth in Agriculture Project to and Youth in Ongoing process: strategic action co-designed; Agriculture and develop short videos, implement e-learning Agriculture Universities and making of short videos around 5 educational Market Systems platform, and support youth entrepreneurs and Technical team, external experts topics started. Specialists youth-run MSME to adapt to COVID-19 and Communications related market changes. Specialist 7.1.6 Activity Monitoring, Evaluation and Learning Plan (AMELP) and EMMP

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 18 Lead Staff External Activities Implementation Status/Actions Undertaken Lead Members Stakeholders Involved

Completed: indicators designed, and targets set. Sub activity 1: design approach and set M&E DCOP, COP, PMU These are included in the AMELP submitted to MEL Specialist tools to monitor and inform key indicators. Kawolor M/E Team USAID for approval. Sub activity 2: implement a stakeholder- driven M&E system within stakeholders Nafoore Warsaaji Ongoing process MEL Specialist involved in different innovation hubs and and Kawolor Teams pilots. Nafoore Warsaaji Completed: Indicators defined, and targets set and Sub activity 3: pre-selection of indicators and and Kawolor Teams included in the AMELP document. Meeting with set targets and organize meeting with COR MEL Specialist COR and COR and USAID MEL Specialist held in FY20 and MEL team at USAID for validation. MEL team at Q4. USAID Sub activity 4: submit AMELP draft with Completed: AMELP Draft submitted to USAID PMU, COP/DCOP. PITT table to USAID for review. on 06/08/2020. a second AMELP was submitted MEL Specialist Kawolor M&E team to USAID and approved on 01/21/2021 Sub activity 5: hire a consultant for the Consultant Completed: the consultant, Cecilia Heermans Nafoore Warsaaji elaboration of the EMMP. PMU (Cecilia hired. Local team Heermans) Sub activity 6: organize a pre-validation Completed: EMMP First Draft submitted on Nafoore Warsaaji meeting and submit the EMMP 1st Draft to 06/08/2020 to USAID for approval. Due to TEC PMU Local team USAID for Approval. increase, The EMMP was updated. EGO Team

Sub activity 7: organize stakeholder data Nafoore Warsaaji collection orientation sessions at the 10 Ongoing process scheduled in. FY21Q2 MEL Specialist Local and Kawolor innovation hubs. teams

7.1.7 Quarterly and Annual Reporting

COP, MEL Sub activity 1: elaborate and submit quarterly Ongoing process: all quarterly reports were Specialist reports to USAID for approval. PMU/DCOP submitted on time. Kawolor Team

PMU

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 19 Lead Staff External Activities Implementation Status/Actions Undertaken Lead Members Stakeholders Involved

FY20 annual report submitted on 30 October PMU, Nafoore Sub activity 2: elaborate and submit the Y1 2020. Nafoore Warsaaji received the validated COP Warsaaji Team annual report for approval. annual report during FY21Q1. Sub activity 3: joint presentation with Activity to be carried out at the end of the fiscal Nafoore Warsaaji USAID EGO Kawolor to USAID reporting on core lessons COP year 2021. and Kawolor Teams Team learnt and best practices at innovation hubs.

7.1.8 Facilitate participative stakeholder assessment, adaptive management, knowledge sharing and cooperation among value chain actors to assess, document, disseminate and replicate successes.

Sub activity 1: organize annual workshops at PMU, Nafoore innovation hubs to share core lessons learned Communication Scheduled in FY21Q4 Warsaaji and VC Partners and best practices among producers and Specialist Kawolor team private sector partners. Sub activity 2: elaborate and share regular PMU/Nafoore newsletters featuring project innovations and First Draft of the newsletter planned to be shared Communication Warsaaji Local and Consultant successes with participants and private sector in FY21Q2 Specialist Kawolor Teams partners. Sub activity 3: organize technical exchanges Kawolor and to share information and practices amongst Communication Scheduled in FY21Q4 Nafoore Warsaaji VC Partners producer organizations (farmers from Niayes Specialist teams areas and FtF ZOI). 7.2. Activity Area 2: Improve Access to Inputs, Technology and Support Services for Horticulture

7.2.1 Identify priority gaps and create technology packages Sub activity 1: map local input suppliers at Completed: Nafoore Warsaaji undertook a ZOI (including the Niayes zone) and national mapping analysis of inputs suppliers during VC and Capital Nafoore Warsaaji Consultant levels. FY21Q1: 69 inputs suppliers identified in the Access Specialist and Kawolor Teams ZOI

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 20 Lead Staff External Activities Implementation Status/Actions Undertaken Lead Members Stakeholders Involved

Ongoing discussion with OCP to implement two Agriculture and Market Sub activity 2: selection of target input projects (School LAB and Agrihedge) Nafoore Warsaaji Systems Specialist – suppliers and signing of MOUs. Partnership with Syngenta foundation to and Kawolor Team North Zone implement 5 farmers in the North of Senegal. Sub activity 3: based on gap analyses and identified key leverage points, help firms Ongoing process: Sub-activity to be undertaken VC agriculture and APC, POs Nafoore Warsaaji create bundles of technologies packages after the finalization of the VC market analysis Capital Access Private sector and Kawolor Team tailored to the needs of POs within the Study. Specialist Partners innovation hubs and pilots. 7.2.2 Strengthen linkages to horticultural support services Sub activity 1: organize business meetings to Nafoore Warsaaji APC, POs Ongoing process, scheduled to be undertaken link selected input suppliers with target APC DCOP and Kawolor Private sector during FY21 Q2 and Q3. to provide proximity support services to hubs. Teams Partners Sub activity 2: organize business meetings to Nafoore Warsaaji APC, POs Ongoing process, scheduled to be undertaken link selected input suppliers with POs in the DCOP and Kawolor Private sector during FY21 Q2 and Q3. hubs. Teams Partners Nafoore Warsaaji APC, POs Sub activity 3: support input suppliers, POs, Ongoing process, scheduled to be undertaken DCOP and Kawolor Private sector and APC to formalize their partnerships. during FY21 Q2 and Q3. Teams Partners Ongoing process: ISRA, private Sub-Activity 4: support to ASPODEB SA and georeferencing of the 19 selected sites. Agriculture VC and Nafoore Warsaaji seed LBA to implement a seed potato value chain Nafoore Warsaaji is supporting ASPRODEB to Capital Access and Kawolor producers, pilot. design a financing mechanism and raise funds Specialist Teams LBA, OCP from LBA. and DISEM Ongoing partnership with Syngenta foundation to Syngenta implement 5 farmers hubs in the North of Senegal: Agriculture and market Nafoore Warsaaji Sub-Activity 5: implementing farmers hubs Foundation, 5 sites already selected; Nafoore Warsaaji will systems Specialist- and Kawolor models in the ZOI including the Niayes. Network support these farmers and their producers’ North Zone Teams Manager networks to access to credit and market. 7.2.3 Public Private Partnership (PPP) with input suppliers and supported services firms

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 21 Lead Staff External Activities Implementation Status/Actions Undertaken Lead Members Stakeholders Involved

Sub activity 1: identify and select 8 Nafoore Warsaaji APC, POs demonstration sites at the FtF ZOI level for Completed: the 8 demo sites were selected (4 in Local Nafoore MEL Specialist Private sector Year 1. the South, 2 in the North and 2 in the Center). Warsaaji and Partners Kawolor Teams) Nafoore Warsaaji HGT Sub activity 2: budget the operational costs for Completed DCOP and Kawolor APC, POs the implementation of demonstration sites. Teams APC, POs Sub activity 3: support HGT to implement the Ongoing process: the 7 demo sites are planned to Nafoore Warsaaji Agriculture and Market HGT and other demonstration sites with APC to provide high be Fully operational in late FY21Q2; HGT will and Kawolor System Specialist Private sector quality support. help these sites to get access to input. Teams Partners Four buyers are identified (Club Tiossane, Senegal Nafoore Warsaaji Sub activity 4: Identify buyer for the HGT Progress, Afrikamart and BASIF). Business Agriculture and Market and Kawolor Buyers pilot sites. meetings will be organized during FY21Q2 and System Specialist Teams Q3 when the cropping plans are finalized. Nafoore Warsaaji Sub activity 5: Negotiate campaign financing Agriculture and Market Ongoing process and Kawolor MFI/Bank for input with MFI. System Specialist Teams APC, POs Nafoore Warsaaji Sub activity 6: monitor the demonstration Communication HGT and other To be undertaken at the end of the crop season. and Kawolor sites at innovation hub levels. Specialist Private sector Teams Partners Sub activity 7: annual participative assessment APC, POs Nafoore Warsaaji of the demonstration sites with hub POs and Agriculture and Market HGT and other To be undertaken at the end the horticulture season and Kawolor HGT and demonstration activities with new System Specialist Private sector Teams POs. Partners Partnership with ASPRODEB and Syngenta ASPRODEB Foundation to respectively implement a first potato Nafoore Warsaaji SA, OCP, Sub- activity 8: establishing other PPPs seed value chain and 5 farmers hubs models: MOU COP and Kawolor ISRA, with ASPRODEB signed and activities with these Teams DISEM, seed two entities are underway. Producers

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 22 Lead Staff External Activities Implementation Status/Actions Undertaken Lead Members Stakeholders Involved

7.3 Activity Area 3: Finance and Insurance 7.3.1 New finance products for Horticulture

Nafoore Warsaaji Discussions with major financial institutions gave Local Team Sub-activity 1: conduct detailed assessment a picture of existing financing services for VC Kawolor Team and mapping of existing finance services for COP Consultant horticulture. Need to be completed by the VC (Finance Specialist, horticulture in the regions. market analysis Study. DCOPs, fields agents) Support LBA in collaboration with Bay Seddo, ARM to implement an aggregation model around the grouping centers that help secure the horticulture loan portfolio of US$3,391,459 for the Nafoore Warsaaji benefit of approximatively 1000 onions and potato Local Team Sub activity 2: adapt existing finance products ECOBANK, producers. Kawolor Team for the needs and profiles of POs within the COP LBA Implementing the first integrated financing (Finance Specialist, hubs. ACEP mechanism in collaboration with IPOS Podor that DCOPs, fields helps small farmers access to bank loans. Thanks agents) to the mechanism, LBA financed US$114,000 for the benefit of 200 smalls producers.

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 23 Lead Staff External Activities Implementation Status/Actions Undertaken Lead Members Stakeholders Involved

Support LBA in collaboration with Bay Seddo, ARM to implement an aggregation model around the grouping centers that help secure the Nafoore Warsaaji horticulture loan portfolio of US$3,391,459 for the Local Team LBA, DER, Sub activity 3.1: Implementing a pilot of benefit of approximatively 1000 onions and potato Kawolor Team DHORT, Collateral management in horticulture value producers. COP (Finance Specialist, IPOS, ARM chain. Implementing the first integrated financing DCOPs, fields mechanism in collaboration with IPOS Podor that agents) helps small farmers access to bank loans. Thanks to the mechanism, LBA financed US$114,000 for the benefit of 200 smalls producers. Nafoore Warsaaji Sub activity 4: support LBA in the Local Team Ongoing process: selection of the consultant in Consultant development of invoice discounting, and other COP Kawolor Team progress. firm, LBA receivables-backed financing products. (Finance Specialist, DCOP) Individual Nafoore Warsaaji Sub activity 5: organize training sessions for Consultants, Local Team, PMU loan officers of FI, on tools and approaches to Communication Ecobank, Activities rescheduled due to COVID 19 context. Kawolor Team implement VC finance mechanisms for Specialist COFINA, (finance specialist, horticulture. UIMCEC, DCOP) BNDE, LBA Sub-Activity 6: support to Locafrique to Ongoing process: first business meeting held Agriculture and Market Nafoore Warsaaji develop and/or promote the micro-leasing during FY21Q1, other business meetings will be Systems Specialist- Local Team and Locafrique financing to cover the financing needs for held during FY21Q2 and Q3. Niayes Zone Kawolor small equipments.

Lead Staff External Activities Implementation Status/Actions Undertaken Lead Members Stakeholders Involved

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 24 7.3.2. Micro-Insurance for Horticulture

Nafoore Warsaaji Local Team Kawolor Team Sub activity 1: sign MOU with CNAAS to set Completed: MOU signed with CNAAS. DCOP (finance specialist, CNAAS objectives and activities for Year 1. DCOPs, Agricultural specialist, field agents) 557 policies taken out by 381 individual producers Nafoore Warsaaji and 176 producer organizations and representing Local Team 3,238 ha under cover and an insured capital of US Sub activity 2: support CNAAS to Kawolor Team $ 6,943,647, POs, APC develop/adapt horticulture insurance products DCOP (finance specialist, Awareness campaign around anti covid barrier CNAAS to innovation hubs and to HGT pilots. DCOPs, Agricultural measures was also undertaken alongside the specialist, field promotional activities. agents)

Sub activity 4: organize training and Agriculture and Nafoore Warsaaji POs, APC awareness workshops at innovation hubs on Ongoing process Market System and Kawolor Teams CNAAS horticulture insurance products. Specialists Ongoing process: 557 policies taken out by 381 Sub-Activity 5: support to CNAAS to individual producers and 176 producer promote the horticulture insurance at the ZOI organizations and representing 3,238 ha under POs, FIs Agriculture and and the Niayes zones: activities undertaken cover and an insured capital of US $ 6,943,647, Nafoore Warsaaji CNAAS Market System will integrate awareness raising on the Awareness campaign around anti covid barrier and Kawolor Teams Specialists application of barrier measures to limit measures was also undertaken alongside the COVID 19. promotional activities.

7.4. Activity Area 4: Production and Hub Creation 7.4.1. Identify and Build Commercial Partnerships

Lead Staff External Activities Implementation Status/Actions Undertaken Lead Members Stakeholders Involved

Sub activity 1: identify and select commercial First test purchases of horticultural products from Agriculture and Nafoore Warsaaji

partners to be involved in pilot hubs. existing aggregators amounting to volumes of Market Systems and and Kawolor Team

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 25 nearly 20 tons, i.e. cumulative sales of US $ Capital Access 14,091 from around 300 producers. Specialists Nafoore Warsaaji is collaborating with new aggregators/traders: CASAGRI, CASADEV, PRONAT, TAMPOU DAGNA, SENFRESH, GDAS (Grands Domaines du Saloum), GIE KOR et FRERES, to build horticulture hubs in the center and South of Senegal. Kawolor set up 30 horticulture clusters that help aggregation of products and ease commercial operations with identified market operators.

Sub activity 2: help selected commercial Agriculture and Nafoore Warsaaji partners to set quality standards and clear Market Systems and POs, private Ongoing process Local team working protocols with POs at hubs Capital Access sector partners Kawolor team accompanied by tiered pricing. Specialists Business meetings organized between Club Tiossane, Senegal Progress and POs in the ZOI during FY20Q4. First test purchases of Agriculture and Sub activity 3: organize business meetings Nafoore Warsaaji POs horticultural products from existing aggregators Market Systems and between selected commercial partners and Local Team Private sector amounting to volumes of nearly 20 tons, i.e. Capital Access POs at pilot hub level. Kawolor Team Partners cumulative sales of US $ 14,091 from around 300 Specialists producers.

Lead Staff External Activities Implementation Status/Actions Undertaken Lead Members Stakeholders Involved

Sub activity 4: support stakeholders involved Agriculture and Market Nafoore Warsaaji POs to formalize their business relationships and Ongoing process Systems and Capital Access Local Team Private Sector help develop contracting templates. Specialists Kawolor Team Partners 7.4.2 Organize and develop horticulture Hubs

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 26 Three horticulture hubs are implemented: - Hub driven by FI: collaboration with the LBA - Hub driven by aggregators: Club Tiossane and Agriculture and Market Nafoore Warsaaji Sub activity 1: identify investment ready Senegal Progresse FIs, Traders Systems and Capital Access Local Team producer groups to develop horticulture hubs. - Hub driven by input supplier/supported services and OP Specialists Kawolor Team firm: the 8 HGT demo sites The identification of other investment ready producer groups is underway. Sub activity 2: help horticulture hubs to Nafoore Warsaaji integrated more small farmers, negotiate, and POs, Private Ongoing process COP Local and establish clear working protocols between the sector Partners Kawolor Teams hub POs and with partner firms/ Sub-activity 3: implementing of 10 Nafoore Warsaaji POs, Private horticulture micro-projects in close Ongoing process COP Local and sector Partners collaboration with Kawolor/ Kawolor Teams Sub-Activity 4: implementing 23 horticulture Nafoore Warsaaji POs, Private clusters to ease business relationship between Ongoing process COP Local and sector Partners small farmers and buyers. Kawolor Teams 7.4.3 Create Hub Business Plans Ongoing process POs Nafoore Warsaaji is supporting Exoticca Market to Private sector Sub activity 1: establish the 3 years BP for Nafoore Warsaaji design BP for the development of a horticulture DCOP Partners each innovation Hub. Team Hub in the Senegal River. Final Draft of the BP Consultancy will be received during FY21Q2. firms Financial simulation of HGT demo sites finalized.

Lead Staff External Activities Implementation Status/Actions Undertaken Lead Members Stakeholders Involved

To be implemented once the Exoticca BP POs finalized. COP, MEL Private sector Sub activity 2: organize workshop meetings to Sharing sessions with FI around the financial DCOP Specialist Partners share the business plan. simulation of HGT sites planned to be held during Kawolor Team Consultancy FY21Q2. firms Sub activity 3: monitor and evaluate the COP, MEL POs implementation of BPs and adapt accordingly DCOP Specialist Private sector for following year. Kawolor Team Partners

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 27 7.5. Activity Area 5: Aggregation, Off-taking, Value Added and End Markets 7.5.1 Improve Aggregation of Horticultural Produce

Private Sector COP, MEL Partners Sub activity 1: identify and select horticulture See 7.4.1 Sub-activity 1 DCOP Specialist Financial aggregators and introduce to buyers. Kawolor Team Institutions UNACOIS POs, Private Sector Partners, Sub activity 2: organize B2B meetings COP, MEL Ongoing process: B2B meetings are continuously selected between selected aggregators/POs at pilot hub DCOP Specialist undertaken between producers and aggregators. aggregators, level. Kawolor Team Financial Institutions UNACOIS Ongoing process: alongside Business meetings, POs, commercial relationships are established between Private Sector Sub activity 3: support aggregators to POs and aggregators. Partners, COP, MEL formalize their business relationships with First test purchases of horticultural products from selected DCOP Specialist POs and buyers: contracting templates to be existing aggregators amounting to volumes of aggregators, Kawolor Team developed. nearly 20 tons, i.e. cumulative sales of US $ Financial 14,091 from around 300 producers. Institutions UNACOIS

Lead Staff External Activities Implementation Status/Actions Undertaken Lead Members Stakeholders Involved

Finalizing the digital platform aiming at POs, reinforcing the structuring process of the onion Private Sector Sub activity 4: Introduce digital tools that DCOP, MEL and potato VC around LBA. Partners, facilitate commercial transaction within the COP Specialist Nafoore Warsaaji supported FRAISEN, firm selected Horticulture VC commercialization. Kawolor Team specialized in the strawberry VC to implement a e- aggregators, trading platform (www.fraisen.net).

7.5.2 Establish Quality standards and price differentials.

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 28 POs, Sub activity 1: define and establish quality Ongoing process: the quality standards will be set DCOP, MEL Private Sector standards at ZOI level including the Niayes in close collaboration with buyers and aggregators COP Specialist Partners, Zone. partners. Kawolor Team selected aggregators POs, Sub activity 2: implementing, in close Ongoing process: the activity will be carried out DCOP, MEL Private Sector collaboration with Kawolor, a holistic quality by Kawolor in the Feed the Future Zone and COP Specialist Partners, control program at innovation hubs levels. Aggregators or traders in the Niayes Zone. Kawolor Team selected aggregators 7.5.3. Improve Trade and establish trade corridors between regions

Sub activity 1: Work with aggregators to Nafoore Warsaaji Traders Agriculture and markets improve storage and cold chain to improve Ongoing process and Kawolor Systems Specialists trade. Team Sub activity 2: With Kawolor Establish trade Nafoore Warsaaji Traders Agriculture and markets connections between regional actors to Ongoing process and Kawolor Systems Specialists establish regional trade corridors. Team Sub-Activity 3: implement in close Traders collaboration with IPOS and Kawolor an Agriculture and markets Nafoore Warsaaji upgrading program for the consolidation Ongoing process Systems Specialist-North and Kawolor centers in the Senegal River Valley and the Zone Team Niayes zones.

Lead Staff External Activities Implementation Status/Actions Undertaken Lead Members Stakeholders Involved

7.5.4. Work with VC actors to introduce and improve digital platforms to facilitate the marketing of horticulture products.

Nafoore POs, LBA, Sub activity 1: Introduce digital tools that Agriculture and Markets Warsaaji’s local Consolidation facilitate commercial transaction within the See 7.5.1 Sub Activity 4 Systems Specialists team, PMU centers, IT Horticulture VC. Kawolor Team consultant 7.5.5. Improve synergies between the key players in the horticultural value chains

Nafoore IPAR, ARM, Sub-Activity: 1 support to IPAR to set up a Ongoing progress: Discussions with ARM, COP Warsaaji’s local DHORT, committee between Key horticulture VC UNACOIS Jappo undertaken team UNACOIS

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 29 actors to address the problems related to Jappo, LBA marketing horticultural products. other VC stakeholders Nafoore Sub-Activity 2: monitor regular the committee COP Warsaaji’s aforesaid. local team 7.5.6. Development and improvement of market infrastructure:

ARM, Sub-Activity 1: support to UNACOIS and Ecobank, Ongoing process: Nafoore Warsaaji is supporting Nafoore Ecobank to undertake a feasibility study on a UNACOIS, UNACOIS to set up “Bureau d’Achat” of COP Warsaaji’s local horticulture collecting centers with logistics DHORT, horticulture products team sites spread at the National level. ADEPME, Consultant ARM, Ecobank, Sub-Activity 2: support to UNACOIS to Nafoore UNACOIS, implement 2 logistics sites the ZOI and the Ongoing process COP Warsaaji’s local DHORT, Niayes Zones. team ADEPME, Consultant

Lead Staff External Activities Implementation Status/Actions Undertaken Lead Members Stakeholders Involved

Nafoore Warsaaji is supporting Exoticca Market to design the BP for the development of a horticulture hub in the SRV: this project aims at easing the commercialization of 30,000 MT of Nafoore Private Sub Activity 3: support other entities to onion from small farmers. Exoticca will extend its COP Warsaaji’s local sector’s improve market infrastructure. storage capacities team partners Supporting Bay Seddo to implement mobile cold chain in the Niayes Zone

7.6. Activity Area 6: Other COVID 19 related activities 7.6.1. Strengthen and / improve the application of barrier measures related to covid 19

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 30 Ongoing process Sub-activity 1: carry out activities around the Alongside the insurance promotional activities, Nafoore application of barrier measures: digital and CNAAS undertook awareness campaign around Warsaaji’s local Communication Specialist non-digital awareness campaign and the anti-covid 19 barrier measures and Kawolor distribution of hygiene kits 342 radio spots were broadcast in nearly 80 teams municipalities, reaching 2,224,572 people 7.6.2. Support to Horticulture VC actors in horticultural value impacted by COVID 19 pandemic

Nafoore Sub-Activity 1: identify MSME and other VC Warsaaji’s local actors impacted by the COVID 19 pandemic Ongoing process MEL Specialist Youth in at ZOI and the Niayes Zone. Agriculture and Kawolor teams Nafoore Warsaaji’s local Sub-Activity 2: support to selected MSME Agriculture VC and Capital Ongoing process Youth in impacted to COVID 19 pandemic. Access Specialist Agriculture and Kawolor teams

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 31 7.8. Cross-cutting Activities 7.8.1. Gender and Youth Integration Nafoore Warsaaji and Youth in Agriculture started the implementation of a joint action plan during Q1 FY2021. Three proposals have been reviewed by a selection committee which appointed the Djibril Dia company as the most competitive service provider to design educational videos around the 5 themes. The choice is based on company’s experience and the efficiency of its financial proposal. The final versions of these videos will be available during the second quarter of fiscal year 2021 The company FRAISEN, led by young entrepreneurs, is working with Nafoore staff to organize a recruitment caravan to enlist small producers into the FRAISEN network during Q2. The caravan will raise the interest of young people in strawberry production, which is a high value- added activity. 7.8.2. Environmental Mitigation and Monitoring Plan (EMMP) During Q1 of the FY21, Nafoore Warsaaji's team submitted the revised final version of the EMMP to USAID. This EMMP integrated adjustments due to the changes incurred within the TEC increase. In addition, since the HGT demo sites are not installed yet, there is nothing to report regarding the EMMP. The EMMR can be found in Annex 2. 8. Project Monitoring, Evaluation and Learning 8.1. Monitoring and Evaluation Narrative Highlights Nafoore Warsaaji's M&E team began implementing the baseline study in Q1. Data collection activities were carried out through the recruitment of consultants, supervised by the program Monitoring and Evaluation Specialist. Other major MEL activities included mapping the LBA client portfolio and implementing the IT platform for stock monitoring at collection centers. 8.2 Monitoring and Evaluation Tracking Table The Activity’s indicators can be found in Annex 1.

9. Challenges and Solutions

Due to the persistence of the pandemic, which is now in its second wave, the challenges faced since the start of the project remain. Travel restrictions continue to constrain field missions particularly in the regions around Thiès and Dakar. Rather than working directly with producers, the project has instead focused on establishing strong partnerships with established networks like Kawolor, partners of major agri- firms, and finance institutions to work through their established field activities to impact and engage smallholders in rural zones.

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 32 ANNEXES

ANNEX 1: FY21 Q1_Nafoore Warsaaji Indicators Table ANNEX 2: EMMR Table FY21Q1 Report ANNEX 3: HUB site list by Geographic Location

Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 33 ANNEX 1: FY21 Q1_Nafoore Warsaaji Indicators Table

Activity Indicators Activity Partner Mission Indicator Q1 Q2 Q3 Q4 Annual INDICATOR Periodicity Data Source Baseline Notes (Include explanation of any deviation) Indicator # Indicator # Type Date Value Target Actual Target Actual Target Actual Target Actual Target Actual CROSS‐CUTTING INDICATORS 191 producteurs touchés dans le cadre des EG.3‐2 Number of individuals participating in USG food security programs [IM‐level] EG.3‐2 PPR Activity records Mar‐20 0 1,500 1,786 4,000 3,500 3,500 12,500 1,786 activités communes avec Kawolor SEX Male EG.3‐2a PPR 1,414 1,414 Female EG.3‐2b PPR 372 372 AGE CATEGORY 0 [15‐29 years] EG.3‐2f PPR 89 89 [30 years + EG.3‐2g PPR 868 868 Désaggrégation Non disponible 829 829 TYPE OF INDIVIDUAL 0 Household members EG.3‐2k PPR 0 People in USG‐assisted private sector firms EG.3‐2n PPR 3 3 Producer: Smallholder EG.3‐2q PPR 1,783 1,783 Producer: Non‐smallholder EG.3‐2r PPR 0 Type of individual Not Applicable EG.3‐2t PPR 0 Type of Individual Disaggregates Not Available EG.3‐2v PPR 1,786 1,786 Percentage of female participants in USG‐assisted programs designed to GNDR‐2 GNDR‐2 PPR Activity records Mar‐20 0 21% 60% 0 increase access to productive economic resources [IM‐level] NUMERATOR: Number of female program participants GNDR‐2c PPR 372 5,000 372

DENOMINATOR: Total number of male and female participants in the program GNDR‐2d PPR 1,786 12,500 1,786

Percentage of participants in USG‐assisted programs designed to increase YOUTH‐3 YOUTH‐3 PPR Activity records Mar‐20 0 10% 20% 0 access to productive economic resources who are youth (15‐29) [IM‐level]

NUMERATOR: Number of youth program participants (15‐29) YOUTH‐3a PPR 89 89 DENOMINATOR: Number of total participants in the program YOUTH‐3b PPR 868 868 1.1 Increase access to horticultural inputs & technology, especially among women and youth

Number of technologies, practices, and approaches under various phases of Activity records Developpement de trois polices d'assurance( EG.3.2‐7 EG.3.2‐7 PPR Mar‐200131 0 0 23 research, development, and uptake as a result of USG assistance [IM‐level] &CNAAS Pomme de Terre, Tomate, Oignon)

CATEGORY OF RESEARCH: Production Systems Research EG.3.2‐7f PPR PHASE OF DEVELOPMENT: Phase III‐ Made available for uptake as a result of EG.3.2‐7c PPR USG assistance CATEGORY OF RESEARCH: Social Science Research EG.3.2‐7g PPR 2 2 PHASE OF DEVELOPMENT: Phase III ‐ Made available for uptake as a result of EG.3.2‐7c PPR 2 2 USG assistance

Number of individuals in the agriculture system who have applied improved EG.3.2‐24 EG.3.2‐24 PPR Activity records Mar‐20 0 1,500 1,506 2,500 2,500 2,500 9,000 1,506 management practices or technologies with USG assistance [IM‐level]

SEX Male EG.3.2‐24g PPR 1,405 1,405 Female EG.3.2‐24h PPR 101 101 AGE [15‐29 years] EG.3.2‐24i PPR 110 110 [30 years + EG.3.2‐24j PPR 1,005 1,005 Not avalable 391 391 65 ha bénéficient d'intervention commune avec Kawolor. Number of hectares under improved management practices or technologies En plus des technologies initialement prévues, EG.3.2‐25 EG.3.2‐25 PPR Activity records Mar‐20 0 1,500 6,194 1,000 1,000 1,000 4,500 6,194 with USG assistance [IM‐level] l'augmentation du nombte de producteurs assurés a largement contribué à ce dépassement d'objectifs. TYPE OF HECTARES: CROP LAND EG.3.2‐25a PPR 6,194 6,194 SEX Male EG.3.2‐25h PPR 1,654 1,654 Female EG.3.2‐25i PPR 103 103 Association applied EG.3.2‐25j PPR 4,437 4,437 AGE [15‐29 years] EG.3.2‐25k PPR 75 75 [30 years + EG.3.2‐25l PPR 1,681 1,681 Association applied EG.3.2‐25m PPR 4,437 4,437 MANAGEMENT PRACTICE OR TECHNOLOGY TYPE Crop genetics EG.3.2‐25n PPR Cultural practices EG.3.2‐25o PPR Pest and disease management EG.3.2‐25t PPR Soil‐related fertility and conservation EG.3.2‐25u PPR Irrigation EG.3.2‐25v PPR Climate mitigation EG.3.2‐25x PPR Climate adaptation/climate risk management EG.3.2‐25y PPR 557 557 Other EG.3.2‐25z PPR 5,637 5,637 Number of hectares under improved management practices or technologies Activity records EG.3.2‐28 that promote improved climate risk reduction and/or natural resources EG.3.2‐28 PPR Mar‐20 0 2,500 3,288 500 500 0 3,250 3,288 & CNAAS management with USG assistance [IM‐level] Number of farmers under horticultural insurance as a result of NW assistance Activity records NW‐1 Non‐PPR Mar‐20 0 1,000 1,085 1,000 1,085 [IM‐level] & CNAAS SEX Male Non‐PPR 371 371 Female Non‐PPR 20 20 Désaggrégation Non disponible 694 694 AGE [15‐29 years] Non‐PPR [30 years + Non‐PPR

Ce nombre important est du en partie à la couverture intégrale du portefeuille horticole à la LBA qui est devenu Systématique. En effet tout crédit de production horticole est assortie dune assurrance ce qui entraine une couverture Number of hectares under horticultural insurance as a result of NW Activity records NW‐2 Mar‐20 0 3,288 500 3,288 intégrale du porotefeuille horticole à l'assurance. assistance [IM‐level] & CNAAS En outre l'une des innovation majeure de la présente campagne est le développement de police d'assurance par spéculation, ce qui a davantage faciliter le couplage assurance ‐ crédit campagne spécifié par spéculation

SEX Male Non‐PPR 1,134 1,134 Female Non‐PPR 66 66 Désaggrégation Non disponible 2,088 2,088 AGE [15‐29 years] Non‐PPR [30 years + Non‐PPR 1.2 Improve Market Organisation for horticulture Activity records Les mises en relations avec les opérateurs de EG.3.2‐26 Value of annual sales of farms and firms receiving USG assistance [IM‐level] EG.3.2‐26 PPR Mar‐20 0 50,000 35,850 2,000,000 1,000,000 250,000 3,300,000 35,850 &Partners marchés (OM) et les producteurs a démarré au Product/Service: Horticultural Commodity PPR mois d’octobre. Cette période coïncide avec le Value of sales PPR 35,850 35,850 démarrage de certaines cultures légumières sur de Volume of sales (T) PPR 44 44 petites surfaces en attendant que les pépinières d’oignon n’arrivent à terme. Les récoltes Number of participants PPR 280 280 interviennent le plus souvent à partir du mois de Number of female PPR 271 271 décembre. Ainsi, les OM font recours aux légumes Number of youth (15‐29) PPR importées afin d’honorer leurs commandes. Ce qui Type of producer /Firm PPR explique les faibles quantités commercialisées Producer‐ Smallholder PPR 35,850 35,850 actuellement au niveau local, en attendant le Producer ‐ Non smallholder PPR démarrage de la campagne de commercialisation Firm ‐ microenterprise PPR au mois de décembre. Firm‐ small and medium enterprise PPR Firm Large enterprise or corporation PPR SEX PPR Male EG.3.2‐26o PPR 5,100 5,100 Female EG.3.2‐26p PPR 30,750 30,750 AGE Non‐PPR [15‐29 years] EG.3.2‐26r PPR Number of participants Non‐PPR Value of sales PPR Volume of sales (T) Non‐PPR [30 years + EG.3.2‐26s PPR Number of participants Non‐PPR Value of sales Non‐PPR Volume of sales (T) Non‐PPR Number of public‐private partnerships established as a result of NW NW‐3 EG.3.2‐5 PPR Activity records Mar‐200223 1 0 65 assistance [IM‐level] Producers organisations EG.3.2‐5a Input suppliers EG.3.2‐5e Aggregators / Off‐takers EG.3.2‐5e 5 5 End market buyers EG.3.2‐5e L'accompagnement des organisations vient juste CBLD‐9 Percent of USG‐assisted organizations with improved performance [IM‐level] CBLD‐9 PPR Activity records Mar‐200000 0 0.67 0.67 0 de démarrer Number of organizations with improved performance [NUMERATOR] CBLD‐9a PPR 0 20 Number of USG‐assisted organizations receiving organizational capacity CBLD‐9b PPR 2 32 development support [DENOMINATOR] Cooperative CBLD‐9e PPR Producer group CBLD‐9f PPR Private sector firms CBLD‐9j PPR 2 2 Non‐governmental and not‐for profit organizations CBLD‐9k PPR 2.1 Expand private sector investment in horticultural value chains Activity records Value of agriculture‐related financing accessed as a result of USG assistance Pour la campagne de contre saison froide, les EG.3.2‐27 EG.3.2‐27 PPR &Financial Mar‐20 0 400,000 3,391,459 300,000 200,000 200,000 1,100,000 3,391,459 [IM‐level] financements de la banque agricole s’établissent à Institute Debt financing recipient sex: Male producer/proprietor EG.3.2‐27f PPR 1,984,577 1,984,577 plus de 1,6 milliard de FCFA, constitués Debt financing recipient sex: Female producer/proprietor EG.3.2‐27g PPR 70,122 70,122 essentiellement de crédit à court terme. Ce concours a dépassé de loin les prévisions de Debt financing recipient sex: Mixed EG.3.2‐27h PPR 1,336,760 1,336,760 financement. En effet, plusieurs facteurs AGE Non‐PPR expliquent ce dépassement. Le modèle de Debt financing recipient age: 15‐29 years old EG.3.2 27i PPR 34,612 34,612 ‐ commercialisation basé sur le stock monitoring et Debt financing recipient age: 30+ EG.3.2‐27j PPR 2,020,086 2,020,086 la tierce détention développé lors de la campagne Debt financing recipient age: Mixed EG.3.2‐27k PPR 1,336,760 1,336,760 précédente a permis à la banque de sécuriser son SIZE OF RECIPIENT Non‐PPR investissement. Par ailleurs, avec la mise en place Debt financing recipient size: Individuals/microenterprises EG.3.2‐27c PPR 3,391,459 3,391,459 du modèle de commercialisation avec un Debt financing recipient size: Small and medium enterprises EG.3.2‐27d PPR agrégateur Bay Seddo, lequel s’est engagé à acheter la production issue du portefeuille de la Debt financing recipient size: Large enterprises and corporations EG.3.2‐27e PPR banque (pomme de terre et oignon), la banque a Number of participants Non‐PPR plus de visibilité sur la mise en marché des Non‐debt financing recipient size: Individuals/microenterprises EG.3.2‐27l PPR * 863 863 produits avec une bonne perspective des risques Non‐debt financing recipient size: Small and medium enterprises EG.3.2‐27m PPR de non remboursement. Avec ce modèle, Bay Non‐debt financing recipient size: Large enterprises and corporations EG.3.2‐27n PPR Seddo et les GIE de Bana BAna viendront en appui Non‐debt financing recipient sex: Male EG.3.2‐27o PPR 811 811 pour le recouvrement des créanaces à la banque.. Non‐debt financing recipient sex: Female EG.3.2‐27p PPR 52 52 En outre, la synergie développée entre l’Agence de Non‐debt financing recipient age: 15‐29 EG.3.2‐27r PPR 81 81 régulation des marchés et les commerçants a permis de renforcer la collaboration entre les Non‐debt financing recipient age: 30+ acteurs de marché. Cette synergie facilitée par le projet va permettre d'établir un écosystème favorable à l'intervention des IF notament LBA EG.3.2‐27s PPR 782 782 principal partenaire du projet. Activity Indicators Activity Partner Mission Indicator Q1 Q2 Q3Q4 Annual INDICATOR Periodicity Data Source Baseline Notes (Include explanation of any deviation) Indicator # Indicator # Type Date Value Target Actual Target Actual Target Actual Target Actual Target Actual CROSS‐CUTTING INDICATORS Nombre d'émissions, de sms, de spots, de bande annonces COVID‐19.3 10 10 produits et diffusés à travers les TV, radios, sites Internet, Type d'outils de communication

Emissions 0 SMS 0 Spots 10

Canal de diffusion

Radio 10 Télé 0 Internet 0 Nombre de personnes bénéficiaires des activités de sensibilisation, d’appui technique ou matériel pour lutter contre Il s'agit de la population touchée à travers les spots diffusés à la radio. Au total, 336 spots sont diffusés sur NW‐4 la covid‐19 585,793 15,000 Number of people benefiting from sensitization, technical or une période de 10 jours à travers 10 radios. Environ 70 material support activities to combat covid‐19 communes sont couvertes par les radios.

FEMALE [Type d'assistance]

Technique

Financière

Matériel

MALE [Type d'assistance]

Technique

Financière

Matériel

Nombre de contrats signés COVID‐19.4 Number of contracts signed 10 10

Radios 10 OCB 0 Sites internet 0 ANNEX 2: EMMR Table FY21Q1 Report

Summary Field Monitoring/Issues/Res olution Mitigation Measure(s); Project/Activity/ Sub-Activity Outstanding Issues, proposed resolutions Monitoring indicators (i.e. monitoring dates, observations, issues identified and resolved)

Activity 1: Facilitation, Promotion, and/or Provision of Financing Instruments and Access to credit (Category D of FS&NRM IEE)

Environmental Review Financial assistance: New credit or nothing to report during screening form on file for new loan applications Q1 loan applicants Requirement to provide nothing to report during PERSUAP and seed handling Agreements signed with inputs and Q1 since theinstallation training and associated service suppliers of the 20 demo sites is reports included in all grant uderway and credit agreements

Activity 2: Supplying inputs to agricultural production: land, water, fertilizers, pesticides, seeds, equipment (Category F of FS&NRM IEE)

Seed and germplasm compliance w. nothing to report during Adapted seed varieties GoS Q1 Dyed and documented seed nothing to report during Storage, distribution of seed stock Q1 Producer training in IPM including physical removal nothing to report during IPM training to reduce pesticide use and crop timing and best Q1 practices occurs before PERSUAP training PERSUAP implementation and training through input suppliers includes avoiding PERSUAP training to make pesticide nothing to report during prohibited chemicals, child use safer Q1 labor, effects of exposure, safe use of sprayers, protective clothing Management of panels that includes cleaning and nothing to report during Solar panels and pumps promotion planning for recycling; Q1 warranty on file Management includes nothing to report during Drip irrigation systems flushing system and cleaning Q1 tanks, recycling nothing to report during Water availability monitoring; Q1

River irrigation systems - Senegal and Runoff management to avoid Gambia Rivers nothing to report during pesticide, fertilizer, motor oil in Q1 the river

Fertilizer training to be included in input supplier nothing to report during Fertilizer use training to keep runoff out tasks - include in agreements Q1 of waters signed; nothing to report during Runoff filters near rivers Q1 nothing to report during No clearing near protected or Q1 but these concerns sensitive areas (within 30m of are being taken car of. stream, within 100m of pond); The redimentionning of maps to confirm the 7 sites have been done. Demonstration sites nothing to report during Q1 but HGT will All pesticide/IPM, fertilizer, integrate these and seed rules as above environmental issues in followed its pesticide and fertilizer purchasing procedure

Activity 3: Senegal WASH IEE, p. 30-33 Activity Category 2. Expansion of Multiple-use Water Systems for agric, livestock, horticulture

[Assessment identifies effort needed to refurbish wells in Water needs assessment case further quality N/A compliance measures may be needed - place marker] ANNEX 3: HUB site list by Geographic Location

superficies Département Commune Village Noms des Hubs Nom du site (ha) ZIGUINCHOR NIAGUIS DJIBELOR JP DE JOSEPH DIATTA 2 ZIGUINCHOR NIAGUIS DJIBELOR JP DE OUSMANE TOURE 2 ZIGUINCHOR NIAGUIS DJIBELOR JP DE DOUDOU DABO 2 ZIGUINCHOR NIAGUIS DJIBELOR JP DE OUSMANE BADJI 2 HUB PAPAYE DE DJIBELOR ZIGUINCHOR NIAGUIS DJIBELOR JP DE ALIOUSE DABO 2 ZIGUINCHOR NIAGUIS DJIBONKER JP DE CHRISTOPHE TENDENG 2 ZIGUINCHOR NIAGUIS ESSYN JP DE CASIMIR BASSEN 2 ZIGUINCHOR NIAGUIS MADINA JP DE ABDOULAYE GOMIS 2

GOUDOMP SIMBANDI BRASSOU KEGNIMACOUNDA JP DE IDRISSA AIDARA 0.75 GOUDOMP SIMBANDI BRASSOU BOUCARCOUNDA JC DE BOUCARCOUNDA 1 HUB DE KEGNIMACOUNDA GOUDOMP SIMBANDI BRASSOU SAMBOUCOUNDA JC AGROBUSINESS DE KAFOUL 1.4 GOUDOMP SIMBANDI BRASSOU MANCOLICOUNDA JC DU GPF DE MANCOLICOUNDA 1

GOUDOMP KAOUR KAOUR MANCAGNE JP DE JEAN LOUIS KANTOUSSIN 6 GOUDOMP KAOUR KAOUR MANCAGNE JC DE KAOUR MANCAGNE 3 GOUDOMP KAOUR KANEMA MANCAGNE HUB DE KAOUR MANCAGNE JC DU GPF DE KANEMA 1 GOUDOMP KAOUR KAOUR JC DE KAOUR 2.5 GOUDOMP KAOUR MANECOUNDA 2 JC DE MANECOUNDA 2 1

ZIGUINCHOR BOUTOUPA CAMARACOUNDA MAWA JC DU GPF DE MAWA 2 ZIGUINCHOR BOUTOUPA CAMARACOUNDA CAMARACOUNDA JC DU GPF DE CAMARACOUNDA 1 ZIGUINCHOR BOUTOUPA CAMARACOUNDA SAMICK JC DU GPF DE SAMICK 1 ZIGUINCHOR BOUTOUPA CAMARACOUNDA YABONE HUB DE MAWA JC DU GPF DE YABONE 1 ZIGUINCHOR BOUTOUPA CAMARACOUNDA BOUTOUPA GPF DE BOUTOUPA 1 ZIGUINCHOR BOUTOUPA CAMARACOUNDA NIADHIOU GPF DE NIADHIOU 1 ZIGUINCHOR BOUTOUPA CAMARACOUNDA NIABINA GPF DE NIABINA 1

ZIGUINCHOR ADEANE ADEANE JP DE IDRISSA DIENG 2.5 ZIGUINCHOR ADEANE ADEANE JP AMADOU BAFAL DRAME 1 ZIGUINCHOR ADEANE ADEANE JP SOULEYE DIALLO 0.5 HUB DE ADEANE ZIGUINCHOR ADEANE ADEANE JC MAISON FAMILIALE DE ADEANE 5 ZIGUINCHOR ADEANE SINDONE JP HENRY DIATTA 1 ZIGUINCHOR ADEANE SINDONE JP YANKOUBA CISSE 1

GOUDOMP SIMBANDI BALANTE BONDALI MANCAGNE JC DU GPF DE BONDALI MANCAGNE 2 GOUDOMP SIMBANDI BALANTE TEREMBASSE JC DU GPF DE TEREMBASSE 1 GOUDOMP SIMBANDI BALANTE BONDALI HUB DE BONDALI JC DE BONDALI ET TEREMBASSE 0.5 GOUDOMP SIMBANDI BALANTE ANICE MANCAGNE JC DU GPF DE ANICE 0.5 GOUDOMP SIMBANDI BALANTE MANDINA ASSAYE JC DU GPF DE MANDINA ASSAYE 1.5 GOUDOMP SIMBANDI BALANTE SIMBANDI BALANTE JC DU GIE DAFA CICEL 0.25

GOUDOMP SIMBANDI BALANTE MANECOUNDA JP DE OUSMANE SADIO 1 GOUDOMP SIMBANDI BALANTE MANECOUNDA JP DE ABDOULAYE MANE 1 GOUDOMP SIMBANDI BALANTE MANECOUNDA JP DE SOULEYMANE MANE 1 GOUDOMP SIMBANDI BALANTE MANECOUNDA JP DE YOUSSOUPH SADIO 1 GOUDOMP SIMBANDI BALANTE MANECOUNDA JP DE MOISE MANSALY 1 HUB PDCO DE S.BALANTE GOUDOMP SIMBANDI BALANTE MANECOUNDA JP DE ARFAN MANSALY 1 GOUDOMP SIMBANDI BALANTE MANECOUNDA JP DE JOSEPH MANE 1 GOUDOMP SIMBANDI BALANTE MANECOUNDA JP DE MAMADOU LAMINE SADIO 1 GOUDOMP SIMBANDI BALANTE MANECOUNDA JP DE MAMADOU SADIO 1 GOUDOMP SIMBANDI BALANTE MANECOUNDA JP DE SEYNI DIATTA 1 HUB BANANE DE S. GOUDOMP SIMBANDI BALANTE TEMENTO JC DE TEMENTO 14 BALANTE GOUDOMP SIMBANDI BALANTE SIBANA JC DU GIE DE SIBANA 16

BIGNONA OUANCK SANTACK SITE DU GIE KARAMBENOR 2.5 BIGNONA OUONCK DJIGUIPOUNE SITE DE AJACK KALOUNAYE 0.25 BIGNONA OUONCK BOUHINOR JC DU GPF DE BOUHINOR 1 BIGNONA OUONCK DJIGUIPOUNE JC DE DJIGUIPOUNE 1.5 HUB DU SITE DE SANTACK BIGNONA OUONCK HATHIOUNE JC DE HATHIOUNE 1 BIGNONA OUONCK NDIAGNE JC DE NDIAGNE 1 BIGNONA OUONCK CONGOLI JC DE CONGOLI 1 BIGNONA OUONCK MANDOUR 2 JC DE MANDOUARD 1

JARDIN DU GROUPE DE JEUNES DE BIGNONA COUBALAN HATHIOUNE TAPILARE 8 HATHIOU BIGNONA COUBALAN COUBANAO JC DU GPF DE COUBANAO 1 BIGNONA COUBALAN DIOUBOUR JC DU GPF DE DIOUBOUR 1 HUB DE HATHIOUNE BIGNONA COUBALAN BOURECK FERME ANIDA 8 TAPILARE BIGNONA COUBALAN FINTHIOCK JC DU GPF DE FINTHIOCK 2 SITE DU GROUPE PAUVRES BIGNONA COUBALAN DJIGUINOUME 0.5 HEUREUX BIGNONA COUBALAN DJILACOUNE JC DU GPF DE DJILACOUNE 1

BOUNKILING BONA BONA JC DE BONA 2 BOUNKILING BONA SOUMBOUNDOU JC DE SOUMBOUNDOU 2

HUB DE BONA BOUNKILING BONA BROSSO JC DE BROSSO 2 BOUNKILING BONA KAMANGHOUBA JC DE KAMANGHOUBA 2 BOUNKILING BONA MABIGNE JC DE MAMBIGNE 2 HUB DE BONA BOUNKILING BONA DJIBAGHARY JC DE DJIBAGHARY 2 BOUNKILING BONA KANDIALON JP DE KANDIALON 2 BOUNKILING BONA INOR DIOLA JC DE INOR DIOLA 2 BOUNKILING BONA INOR MANDINGUE JC DE INOR MANDINGUE 2 BOUNKILING BONA BISSARY KANSOI JC DE BISSARY KANSOI 2

BOUNKILING DIACOUNDA KAMAGHONA ANTENNE JC DE KAMAGHONE ANTENNE 2 BOUNKILING DIACOUNDA YACKO OUALOFF JC DE YACKO OUALOFF 2 BOUNKILING DIACOUNDA KABEUMB JC DE KAMEUMB 2 BOUNKILING DIACOUNDA SALABENOR HUB DE KAMAGHONA JC DE SALABENOR 2 BOUNKILING DIACOUNDA MAFONGO ANTENNE JC DE MAFONGO 2 BOUNKILING DIACOUNDA BISSARY DIOUB JC DE BISSARY DIOUB 2 BOUNKILING DIACOUNDA BRIOU JP DE AMADOU MANGA 4 BOUNKILING DIACOUNDA BRIOU ABDOULAYE MANGA 2

JC DE LA COOP DES FEMMES DE BIGNONA OULAMPANE OULAMPANE 20 OULAMPANE BIGNONA OULAMPANE GRAND COULAYE JC DE GRAND KOULAYE 2 BIGNONA OULAMPANE DJIPACOUNE HUB DE OULAMPANE JC DE DJIPACOUNE 1 BIGNONA OULAMPANE BAMBATOUMA JC DE BAMBATOUMA 1 BIGNONA OULAMPANE DJILONGUIA JC DE DJILONGUIA 1 BIGNONA OULAMPANE KOUDIOUNGOR JC DE KOUDIOUNGOR 1

BIGNONA DJINAKI DJINAKI JC DU GPF DE DJINAKI 1.5 BIGNONA DJINAKI BADIANA JC DU GPF DE BADIANA 1 HUB DE DJINAKI BIGNONA DJINAKI KARKARE JC DU GPF DE KARKARE 1 BIGNONA DJINAKI EBINAKO JC DU GPF DE EBINAKO 1

BIGNONA NIAMONE TABI JP DE ALSANNE DIATTA 3.72 VILLAGE DE RECAGEMENT BIGNONA NIAMONE JC GPF DU VRS 0.75 SOCIAL HUB DE TABI BIGNONA NIAMONE TABI JC DU GPF DE TABI 2 BIGNONA NIAMONE TABI JC DU GPF DE TABI FARBATO 4

BIGNONA KATABA 1 COUBANACK JP DE BOUBACAR GOUDIABY 1 BIGNONA KATABA 1 COUBANACK JP DE NOUHA DIEME 1 BIGNONA KATABA 1 COUBANACK JP DE MATY DIATTA 1 HUB DE COUBANACK BIGNONA KATABA 1 COUBANACK JP DE BAKARY DIATTA 1 BIGNONA KATABA 1 COUBANACK JP DE YOUSSOUPH DIATTA 1 BIGNONA KATABA 1 COUBANACK JP DE SALIOU MANE 1

KOLDA TAKANTO ESCALE TAKANTO ESCALE JP DE MADY KANDE 7 KOLDA TAKANTO ESCALE BANTANKO JP BANTANKO 2 KOLDA TAKANTO ESCALE BANTANKO JP 2 KOLDA TAKANTO ESCALE BANTANKO JP 1 HUB DE TANKANTO ESCALE KOLDA TAKANTO ESCALE TAKANTO ESCALE JP 2 KOLDA TAKANTO ESCALE OUMOUL KOURE JP 1 KOLDA TAKANTO ESCALE BOKISINTHIAN JP 1.5 KOLDA TAKANTO ESCALE TAKANTO MAOUNDE JP 2

BOUNKILING DIAROUME DIAROUME JP 1 BOUNKILING DIAROUME NIANDAKY JC GIE NDIANDAKY 2 BOUNKILING DIAROUME BANTANTO HUB DE DIAROUME JC GIE SOUTOURA 1 BOUNKILING DIAROUME KEMBOUTO JC GIE VIE YIRROUWA KAFFO 1 BOUNKILING DIAROUME NDIAMA JC GIE KAMBENG KAFFO 1

SEDHIOU MANCONOMBA MANCONMBA SITE ALIMA DIWANE 1.5 SEDHIOU MANCONOMBA MANCONMBA JC (GPF DE 100personnes) 3 HUB DE MANCONOMBA SEDHIOU MANCONOMBA DIONGNEL JC DE DIOGNEL GPF 2 SEDHIOU MANCONOMBA MANCONMBA JP 2

KOLDA SARE BIDJI SARE BIDJI 18 SAFAR 1 KOLDA SARE BIDJI SARE BILALY JP HANNE 3 HUB DE SARE BIDJI KOLDA SARE BIDJI SARE DEMBA TOURE SARE DEMBA TOURE 1 KOLDA SARE BIDJI SIBERE KANDE SIBERE KANDE 1

MEDINA YERO FOULA BOUROUCO MEDINA KHARI JC MEDINA KHARI 1.5 MEDINA YERO FOULA BOUROUCO MEDINA SYLLA HUB DE BOUROUCO JC MEDINA KHARI 1 MEDINA YERO FOULA DINGUIRAY DINGUIRAYE JC MEDINA KHARI 1

MEDINA YERO FOULA NDORNA SOULABALY JC SOULABALI 12 MEDINA YERO FOULA NDORNA SOUDOU WELY JC SOUDOU WELY 5 MEDINA YERO FOULA NDORNA SINTHIANG HABIBOU SECK HUB DE SOULABALY JC DE SINTHIANG HABIBOU SECK 5 MEDINA YERO FOULA NDORNA SINTHIANG DEMBA JC DE SINTHIANG DEMBA 5 MEDINA YERO FOULA NDORNA DIATOUMANG JC DE DIATOUMANG 4 MEDINA YERO FOULA KEREWANE SOUROUEL HUB DE SOUROUEL JC DE SOUROUEL 12

HUB DE GUIRO YERO BOCAR KOLDA GUIRO YERO BOCAR GUIRO YERO BOCAR JC DE GUIRO YERO BOCAR 10 KOLDA DABO TEMENTO HUD DE TEMENTO JC DU GPF DE TEMENTO 5

KOLDA DIALAMBERE THIEWAL LAO JP DE AMADOU GANO 1 KOLDA DIALAMBERE THIEWAL LAO HUD DE THIEWAL LAO JC DU GPF DE THIEWAL LAO 1 KOLDA DIALAMBERE SARE BODIO JC DU GPF DE SARE BODIO 1

HUB DU SITE DE SITHIANG KOLDA DIALAMBERE SINTHIANG DIALAMBERE SITE DE THIERNO KOITA 1.7 DIALAMBERE

KOLDA BAGADADJI BAGADADJI HUD DE BAGADADJI JC DU GPF BAGADADJI 1

KOLDA BAGADADJI SARE SANDION HUB DE SARE SANDION JC DU GPF DE SARE SANDION 1

KOLDA BAGADADJI SALAMATOU HUB DE SALAMATA JC DE SALAMATOU 4

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Feed the Future Senegal Nafoore Warsaaji FY21 Q1 Report 34