USAID REFORESTATION PROJECT
FY 18 Annual Progress Report September 1, 2017 – September 30, 2018
DISCLAIMER This publication was produced for review by the United States Agency for International Development. It was prepared by Chemonics International Inc. under Cooperative Agreement AID-521-A-17-00011.
The author’s views expressed in this publication do not necessarily reflects the views of the United States Agency for International Development or the United States Government.
Page intentionally left blank
USAID REFORESTATION PROJECT
FY 18 ANNUAL PROGRESS REPORT
SEPTEMBER 1, 2017 – SEPTEMBER 30, 2018
Submission Date: December 21, 2018 Agreement Number: AID-521-A-17-00011 USAID Agreement Officer’s Representative: Kenold Moreau
Cover photo: Water resources mapping exercise – training session in Ouanaminthe Photo Credit: Felix Duvelson, Project water resources management coordinator
Implementation Consortium: Chemonics International, National Cooperative Business Association – The Cooperative League of the USA (NCBA CLUSA), and International Center for Tropical Agriculture (CIAT)
TABLE OF CONTENTS TABLE OF CONTENTS II ACRONYMS AND ABBREVIATIONS III SECTION I. EXECUTIVE SUMMARY 4 SECTION 2. PROGRAM APPROACH 6 PURPOSE 6 APPROACH AND OVERALL IMPLEMENTATION STRATEGY 6 EXIT AND SUSTAINABILITY STRATEGY 7 SECTION 3. MOBILIZATION, PARTNERSHIPS, AND CHALLENGES 10 RAPID MOBILIZATION PLAN COMPLETION 10 COLLABORATION AND PARTNERSHIP 12 KEY OPPORTUNITIES AND CHALLENGES 14 SECTION 4. IMPLEMENTATION PROGRESS 16 COMPONENT 1 – REDUCE THE THREATS OF DEFORESTATION 16 COMPONENT 2 – IMPROVE RESILIENCE TO ECONOMIC AND NATURAL SHOCKS 25 COMPONENT 3 – INCREASE TREE COVER IN TARGETED AREAS 31 COMPONENT 4 – IMPROVE ENVIRONMENTAL GOVERNANCE AND COORDINATION37 TRAINING AND CAPACITY BUILDING 43 GENDER AND SOCIAL INCLUSION (GESI) 44 ENVIRONMENTAL COMPLIANCE 45 SECTION 4. MONITORING, EVALUATION AND LEARNING 47 ANNEX A: IPTT TABLE, FY18 50
ACRONYMS AND ABBREVIATIONS ASEC Assemblée des Sections Communales AVANSE Appui à la Valorisation du potentiel Agricole du Nord pour la Sécurité Economique et Environnementale APS Annual Program Statement BAC Bureau Agricole Communal CASB Centre pour l’agriculture Saint Barnabas CASEC Conseil d’Administration de la Section Communale CBO Community Based Organization CECI Centre d’Etudes et de Coopération Internationale CFAIM Centre de Formation en Aménagement Intégré des Mornes CIAT International Center for Tropical Agriculture CMBP Caribbean Marine Biodiversity Program CNIGS Centre National de l’Information Géospatial COAIT Community Options Analysis and Investment Toolkit CRDD Centre Rural de Développement Durable DDA-N Directions Départementales Agricoles du Nord DDA-NE Directions Départementales Agricoles du Nord-Est DDE-N Directions Départementales de l’Environnement du Nord DDE-NE Directions Départementales de l’Environnement du Nord’Est FECCANO Fédération des Coopératives Cacaoyères du Nord FOPROBIM Fondation Pour la Protection de la Biodiversité Marine GIS Geographic Information System GOH Government of Haiti LPG Liquefied Propane Gas NCBA CLUSA Nationa l Cooperative Business Association-Cooperative League of USA NGO Non-governmental Organization NUPAS Non-U.S. Organization Pre-Award Survey PEA Political Economy Analysis PMU Project Management Unit RECOCARNO Réseau des Coopératives Caféières de la Région Nord RFA Request for Applications RFP Request for Proposals RFQ Request for Quotations TEC Technical Evaluation Committee TNC The Nature Conservancy USAID United States Agency for International Development 3BNMP 3 Bays National Marine Park
SECTION I. EXECUTIVE SUMMARY The USAID Reforestation Project is a 5-year project that aims to increase tree cover in Northern Haiti in line with government of Haiti priorities to restore environmental services and support domestic and international efforts to improve food security and resilience. The Project integrates market-driven income-generating activities as incentives to achieve its goals and its four component results: (1) Threat of deforestation reduced; (2) Resilience to economic and natural shocks improved; (3) Tree cover in targeted areas increased; and (4) Environmental governance and coordination improved. The Project has selected five priority watersheds to focus on: Haut du Cap, Grande Rivière du Nord, Trou du Nord, Marion, and Jassa/Lamatry. These watersheds provide the best opportunities to achieve Project objectives and expected results to restore the provision of environmental services in targeted forest areas in support of food security, and complement the relevant government of Haiti institutions, local authorities, decision-makers, and target communities to initiate and maintain a path towards resilience. This Annual report covers the Project’s first thirteen months of implementation, from September 1, 2017 to September 30, 2018, and presents the results achieved. The report will: outline the Project’s approach, address mobilization efforts, summarize partner engagement efforts to date, explain the initial exit strategy, detail activity implementation progress by component; and discuss monitoring, evaluation, and learning. The Project team is pleased to report on progress towards its FY18 targets as shown in table 7, and on the development and management of excellent relationships with relevant government institutions, such as the Ministry of Environment (MOE) and the Ministry of Agriculture (MARNDR) and their respective departmental directorates in the Nord and the Nord-Est Departments. The team also developed and is entertaining very good relationships with the local authorities, farmer organizations and cooperatives. It has also initiated discussions with private enterprises that could contribute to the transformation and commercialization of promoted agro- forestry products. During the reporting period, the Project laid the foundation for future activity design and implementation. To understand the threats of deforestation, detailed analyses were conducted on current tree cover in the North and North East departments and historic gains/losses in tree cover since 2000. The Project also launched a Political Economy Analysis (PEA) to identify social, political, economic, and governance challenges and obstacles that the Project may face and needs to take into account when working to increase tree cover. Based on quantitative and qualitative data collected during these assessments, the Project has selected the following priority zones within the targeted watersheds: Capotille, Parc des 3 Bays, Bahon, Bay de l’Acul, Vallières, and Grande Rivière du Nord. Initial efforts toward improving resilience to economic and natural shocks centered around engagement with Centre d’Agriculture Saint Barnabas (CASB), who has expressed interest in and taken steps towards becoming a leading regional institution in agroforestry extension services and local organization capacity building. The Project’s exit strategy includes formally creating at CASB a center for sustainable rural development (CRDD) focused on agroforestry and beekeeping. Agroforestry product market development will be key to increasing livelihood opportunities for Project beneficiaries. In FY18, the Project assessed the beekeeping/honey, coffee, cocoa, and livestock value chains.
4 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
The Project evaluated the tree species it will focus on to increase tree cover in its targeted areas. They fall within five general categories: fruit, forest, fuel, melliferous (beekeeping) and forage. Consideration of local context and constraints is critical. For example, the Project studied the feasibility of citrus production in light of the prevalence of citrus greening disease in Northern Haiti. It shared the key findings and recommendations with local stakeholders and partners. As a first step towards putting trees in the ground, the Project established its first nursery for the production of 55,000 tree seedlings at CASB in Terrier Rouge. To ensure the success and long-lasting impacts of its interventions and initiatives, in addition to working with the Departmental Directorates of the Ministry of Environment (MOE) and the Ministry of Agriculture (MARNDR), the Project worked with targeted municipal and local governments and selected communities to better understand the socio-political and economic issues that affect the use and management (or lack of management) of tree resources. It also set the foundation to work with these stakeholders to increase their interest in, ownership of, and commitment to sound landscape management. The Project set the foundation to strengthen their landscape management capacity during and beyond the life of this Project, which is a key element of the Project’s exit strategy. Over 100 local government officials were trained on the forest resource management, water resources protection and management, and animal husbandry laws and regulations of the Haitian Rural Code to guide them to exercise their mandates in natural resources and landscape management. The training which started at the end of FY 18, will continue in FY 19. To ensure local buy-in, the Project facilitated the creation of four sub-watershed management committees and assisted the relevant stakeholders, including the Directorates of the Ministry of Environment and community leaders, in drafting three sub-watershed management plans. With the foundation established in FY18, the Project will be in a good position to transfer activities and initiatives to local partners in due time, setting them on their journey to self-reliance.
5 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT SECTION 2. PROGRAM APPROACH
PURPOSE The Purpose of the USAID Reforestation Project is to increase forest and perennial tree cover in northern Haiti in order to restore and improve the provision of environmental services and support food security and resilience.
APPROACH AND OVERALL IMPLEMENTATION STRATEGY The Project’s approach and implementation strategy is grounded on its development hypothesis that tree cover will increase if the threat of deforestation is reduced, the incentive to plant and maintain new trees is increased, community resilience to economic and natural shocks is improved, and environmental governance and coordination is strengthened. Thus, the Project’s activities are selected based on the Theory of Change (Exhibit 1) presented below, the results of the analysis of the threats and drivers of deforestation, and the meetings, consultations and working groups held with the various stakeholders’ groups.
Exhibit 1 USAID Reforestation Project Theory of Change
The Project is aligned with both USG and GOH environment, resilience, and food security strategies. Activities under the project align with USAID’s Climate Change and Development Strategy, which calls for increased resilience of people, places, and livelihoods through investments in adaptation, and reductions in deforestation and increased tree cover to contribute to reducing greenhouse gas emissions and ensuring sustainable landscape management. Improved climate and environmental resilience complement a nation’s food security. Thus, the promoted agroforestry practices are climate-smart and environmentally sound with the goal of improving resilience to natural and economic shocks and facilitating sustained tree cover and improved environmental services.
6 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
EXIT AND SUSTAINABILITY STRATEGY The Project began work on a series of approaches that will be undertaken to ensure that results achieved during the period of performance are sustained after the life of the project. This exit strategy is approached through community-led analysis, planning, investment and action to ensure ownership and sustainability. As the Project recognizes that it will take more than five years to fully implement subwatershed management plans and for tree-planting interventions to bear fruit, its strategy is to ensure the sustainability of project successes in five key areas: 1) ensuring deep community buy-in through community engagement and political economy analysis; 2) promoting income-generating reforestation or resilience activities; 3) building the capacity of local authorities and communities to ensure they have the skills and incentives to manage and continue implementing subwatershed plans beyond the life of the Project; 4) encouraging local communities to invest their land resources and volunteer their time and effort to implement and monitor project activities; and 5) fostering partnerships with the private and public sectors to facilitate community access to credit, external funding or contributions as appropriate. The exit strategy reflects the Project’s commitment to the sustainability of its program of activities and is being used as a management tool to define, guide and monitor the Project’s plan for impact beyond USAID’s funding. This year the foundation is set to leave behind i) a network of farmers, local committees, and supportive local authorities to assist communities to continue implementing their sub-watershed plans; and ii) knowledge from the Project’s various assessments and baselines to inform potential further reforestation initiatives in the region. This knowledge can also be used by the communities and local authorities to achieve Objective 4 to improve their environmental governance and coordination. Initial project activities set the foundation for the exit strategy, and the Project will continue to strengthen this foundation and refine that approach over the course of implementation. With the foundation established in FY18, the Project is setting recipient organizations and communities on a successful path in regard to their oversight of transferred activities and initiatives.
General assumptions The exit strategy’s success hinges on a few key assumptions: Political stability and effectiveness of Project’s partner ministries: The partnership with and support of Haitian ministries and government is critical to the Project’s success and sustainability. The Project is aware of potential political instability and the possible effects not only on its institutional champions, partnerships and buy-in, but also on project operations and safety. No natural or ecological disasters: The Project’s subwatershed management and agroforestry efforts have the potential to be greatly affected by natural and ecological events. The plan for sustainable impact is closely tied to the physical state of the target area. Security: The Project’s function and activities are dependent on security in the region. Haiti, including the northern region, is regularly affected by violent protests and other insecurity, thus it is critical to consider security in developing and monitoring the exit strategy. Continuous leadership of grantees and local partners: Grantees and local partners play a critical role in the sustainability and impact of the Project. As such, their continuous leadership, buy-in, and increased capacity are important factors in the Project’s exit strategy and long-term impact.
7 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT Keys to successful adoption and ownership of Project activities Ensuring deep community buy-in (COAIT and PEA): Going beyond community consultations, NCBA CLUSA’s leadership in the implementation of the Community Options Analysis and Investment Toolkit (COAIT), developed by Chemonics’ Environment and Natural Resources Practice, is critical in ensuring community buy-in and sustainability. The deeply participatory COAIT process empowers communities to develop, from analysis through implementation and adaptive learning, subwatershed management plans grounded in an understanding of actual drivers of deforestation and incentives to reduce threats and increase tree cover. It also allows the Project to build on work that communities have already conducted in developing their own subwatershed management plans, especially with the UAID-AVANSE Project, thus empowering them improve or implement them. In addition to community ownership, the Project used COAIT to raise awareness and create incentives, dynamics and community structures for the implementation and monitoring of the management plans. Promoting income-generating reforestation activities: Income-generating activities and other quick-win opportunities that immediately benefit watersheds and rural families ensure that participants stay committed to project activities beyond the five-year life of the project. Our market-driven approach means that income-generating ventures will be motivated by end-market demands. This is setting the stage for longer-term market-driven agroforestry activities that sustain watershed, forest, and mangrove protection. Building local capacity to manage subwatershed plans: The achievement of the Project theory of change to see the community take ownership of initiatives to reduce the threats to targeted forests and increase tree cover rests on results that imply beneficiaries acquiring and applying new knowledge. It also rests on the existence of local institutions with the capacities to carry over the project assets and activities. As such, in FY 18, the Project initiated its training and capacity building activities, which are strategic elements of its approach and among its best guarantees for a successful exit. Consequently, avenues for training beneficiaries are identified, and programs initiated within each Project component. The will scale-up throughout the five-year period of implementation. Encouraging local investment in project activities and fostering public and private partnerships: The Project’s $1,000,000 cost-share requirement is a key element of the sustainability plan because it strengthens community and partner ownership of outcomes over the short and long term. It also provides a base for continuing communities’ investments in selected activities beyond the life of the Project. The cost-share participatory approach includes Project stakeholders’ co-investment of time and resources, which relies on community members taking initiative to plan activities, invest in their land resources, and volunteer their time and effort to implement and monitor activities. Counterpart contributions will also come from other sources such as the private sector, faith-based organizations, diaspora organizations, and public-private partnership matching funds. The transfer process The Project recognizes that the transfer process starts at the inception of the activities. Our engagement with local partners and community-based organizations plays an important role in equipping local champions with the tools they need to continue reforestation and watershed management activities beyond the life of the Project. Sub-grants: Through close work and capacity building with its sub-grantees throughout the five years of implementation, the Project is creating a network of organizations and communities able
8 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
to continue its initiatives. As a critical element, the team provides assistance to ensure local organizations build the qualifications and skills to continue seeking funding, materials, and grants to maintain their ownership of reforestation activities in the region. Additionally, the Project provides its in-kind grantees with not only the skills but also the equipment necessary to continue their reforestation efforts. Direct Implementation: The Project is adopting a direct implementation approach for some of the reforestation and sub-watershed management activities, with potential partners including sub- watershed management committees, municipalities, and other relevant entities. Specifically, the Project will be engaging farmers and occasional laborers, and procuring planting supplies, tools and materials to be transferred to the relevant partners for future reforestation and sub- watershed management efforts. This approach will help build the capacity of local authorities to guide and coordinate natural resource management efforts in their respective communities. It also includes some strategic marketing campaigns like the promotion of improved biomass and LPG stoves to reduce charcoal and fuelwood consumption and greenhouse gas emission. This will also contribute to the exit strategy of building capacity to gradually increase communities’ self-reliance.
9 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT SECTION 3. MOBILIZATION, PARTNERSHIPS, AND CHALLENGES
RAPID MOBILIZATION PLAN COMPLETION During the first four months, the Project operated in a temporary office set-up at Auberge Villa Cana in Vaudreuil, Plaine du Nord at the southern limits of Cap-Haitian. That location provided easy access to the Directions Départementales du Nord of the Ministries of Environment and of Agriculture, as well as several potential partners active in environment, natural resources management, resilience and food security. In January the Project moved to its permanent office, a former office of USAID AVANSE Project at Babiole, Cap-Haitian. During the first quarter, the Project successfully put in place the financial and administrative systems to support its operations, including the development and operationalization of standard operating procedures and policies for the project to function efficiently and compliantly.
The Project was officially launched on January 11, and the ceremony was held on the ground of Lakou Breda, a historical site just outside of Cap-Haitien. The ceremony comprised several events, including speeches by representatives of Chemonics, USAID and the Government of Haiti; a play on the importance of trees and tree management; a symbolic tree planting ceremony by local school children paired with the various officials; and a mini exposition. The whole program was geared to raise awareness on increasing resilience and improving living conditions of the population, as well as reforestation techniques.
In reference to the tree planting ceremony, the Project Director stated in his speech “This ceremony provides the opportunity for several generations to show their commitment to protect and increase tree cover in the North and North-East Haiti”. Highlighting the importance of such a commitment, the Chargé d’Affaire of the American Embassy in Haiti reminded the audience of the very relevant saying “the best time to plant a tree was 20 years ago, and the second-best time is now”. She also stressed in her message the key role of good governance, stating “The health and longevity of Haiti’s forests, land and water depend on the Government of Haiti’s commitment to these resources for its citizens today and long into the future.” In his keynote address, the Minister of Environment indicated that this Project goes hand in hand with the government concerns and objectives, and stated “In terms of resilience and climate, forest landscape restoration will need to increase agricultural productivity and enable farmers to diversify their sources of income. For us, this project is not only an environmental strategy, but it must also participate in a strategy of economic and social development”.
The Project faced challenges in onboarding its staff fully. It was difficult finding talent locally and attracting outside talents due to the need for most to still maintain their original household in Port-au-Prince with their family, and the relatively high cost of living in Cap-Haitien. Recruitment for some positions had to be relaunched, and special arrangements made for parents, especially mothers with school age children in Port-au-Prince until the end of the school year. However, by the end of the first year the project had hired and onboarded all staff required for the implementation of its FY18 work plan, and is confident in its ability to catch up in FY19. The project completed its major procurements to make the office fully functional in line with USAID and Chemonics policies and procedures. The only key outstanding procurement is for the purchase of motorcycles for the field technicians to reach the remote areas where the Project operates.
10 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
Start-up Deliverables In accordance with its mobilization plan and the terms of the cooperative agreement, the Project developed: • The Chemonics Foundation Haiti Policy and Procedures Manual. Developed in French and reviewed by the Project’s local legal firm to ensure compliance with Haitian labor law, the manual was shared with all employees upon the execution of their employment agreements; • The Sub-grants Manual. The manual provides guidance for the Project’s sub-grant making system, including the conceptualization, application, implementation, monitoring and evaluation, and close-out procedures. It is being used to evaluate sub-grant applications and manage sub-grants. The Manual was shared with USAID on November 29, 2017; • The Branding Implementation Plan (BIP) and Marking Plan (MP). The BIP/MP describes how Chemonics and its partners will work to champion the project. It acknowledges the support of the American people, while emphasizing the cooperative efforts of the government of Haiti, local community-based organizations, and public and private stakeholders. It was submitted to the Mission on October 23, 2017; • The first annual workplan. It was submitted to USAID/Haiti for approval on October 23, 2017; • The Monitoring, Evaluation and Learning (MEL) Plan. It was submitted to USAID/Haiti for approval on October 23, 2017; • The Environmental Mitigation and Monitoring Plan (EMMP). It was submitted to USAID’s approval on October 25, 2017;
Communications Reflecting the Project’s approach and overall implementation strategy, its communications activities for this year aimed at increasing awareness of the socio-economic and environmental impacts of deforestation and the non-respect and/or non-enforcement of current NRM laws and regulations; highlighting the importance of protecting natural resources, especially tree cover; and promoting improved agro-forestry systems. Communications efforts for the reporting period were implemented in tandem with the training and governance improvement activities, through consultations, focus groups, workshops, meetings and training events. Therefore, the awareness- increasing activities for this year were very much oriented toward building the foundation for Project activity sustainability beyond the life of the Project. During FY19, the communications activities will also include awareness campaigns targeting a wider audience.
Safety and Security Management In late January, a team of two Regional Security Advisors from Chemonics Home Office completed the Security Risk Assessment of the Project intervention area to evaluate the associated security risks and design a security platform for the context. At that time, the overall risk to staff in Cap Haitien was assessed to be medium. Several vulnerabilities were identified, and recommendations made to address and mitigate them. These included improvements to physical and travel security, security management, and standard operating procedures.
11 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT The Project developed and regularly updated its Emergency Action Plan and put in place a dedicated safety and security focal point and an incident management team.
COLLABORATION AND PARTNERSHIP Exhibit 2 Institutional Landscape in NRM
The Project collaborates and coordinates closely with other projects, institutions and initiatives involved in natural resources management, environment and livelihoods in the northern region. It is building on foundations they have set. They include the regional environmental awareness program of the MOE, the sub-watershed management plans developed and initiated by USAID AVANSE, the mangrove rehabilitation activity of USAID Caribbean Marine Biodiversity Program, the fuel wood lots supported by Centre d’Etudes et de Coopération Internationale (CECI), Solidarité Frontalière and UNDP/AVSI, and the agroforestry gardens management (PTTA and PITAG) and non-wood agroforestry product value chains programs (RESEPAG) of the Ministry of Agriculture.
To avoid duplication of activities and efforts, ensure synergy and collaboration, and facilitate sharing of lessons and coordination of activities, the Project worked with representatives of
12 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
various institutions and agencies engaged in natural resources management in the northern region to develop a map (exhibit 2) of the institutional landscape for NRM in the region. The map presents a general picture of types of activities implemented in the target watersheds in 2017- 2018 and the implementing agencies, institutions and organizations, and provides a base to develop synergy, collaboration and linkages (exhibit 3).
Exhibit 3 Project Synergy, Linkages and Partnership Strategic Approach
Potential partnership with Royal Caribbean Cruise Line With the assistance of Chemonics Director of Corporate Partnerships team, the Project initiated discussions with Royal Caribbean Cruise Line (RCCL) on collaboration and partnership opportunities. It developed a concept paper for RCCL’s review outlining how the Project could work with RCCL to help them keep the cruise line’s landing site spectacular and aesthetically pleasing (a major revenue driver), and to help the villagers to move from a survival cycle of dependency to a cycle of growth, thereby increasing their resilience to natural and economic shocks. Potential activities include: • Community based tourism in the mangroves: Train village’s and Baie de l’Acul’s fishermen on biodiversity interpretation and tour guiding, and support them to serve as tour guides. This will provide these fishermen an economic incentive to partner on the rehabilitation and protection of the mangrove stands, and to maintain the area clean. • Agroforestry systems development: Train and support villagers to implement promoted agroforestry systems on their lands for use as tourism destinations. These farmers would also be trained on interpretation and tour guiding, providing them with an economic incentive for the protection of the sub-watershed. • Agro-products transformation: Work with selected villagers and Bande du Nord residents on transformation of agricultural products, especially fruits to produce jam, dry fruits, etc., providing an economic incentive for fruit trees planting and adoption of proposed agro- forestry systems.
13 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT Subsequently, the Project organized a meeting with Labadie community representatives in order to have a better understanding of their needs and discuss how the USAID Reforestation Project could support them. The meeting was attended by USAID/Haiti Deputy Mission Director and EGAD Director, a representative of RCCL and the CASEC Coordinator of Bande du Nord, among others. It provided an opportunity for the local authorities and community leaders to express their concerns with the socio-economic degradation of the community, and discuss how they could work with the USAID Reforestation Project to improve their livelihood and the management of the natural resources of their community. Some of the activities identified and proposed by the community representatives fall within the Project’s mandate and will be supported under the Project’s on-going APS. Some others would require RCCL’s contributions and support. The Project met twice with RCCL after the meeting with the community leaders to discuss these opportunities. With USAID as a convening partner, the Project, PADF’s USAID Community Development Project and RCCL are exploring possible partnership to support the Bande du Nord community, including Labadie. The Project also organized a special session for leaders, local authorities and community organizations of Bande du Nord to train them on how to respond to Project APS and RFAs, and adequately complete the application form. This session attended by representatives of 18 organizations led to the submission of three sub-grant applications. Received at the end of Quarter 4, these applications will be reviewed at the beginning of FY19.
KEY OPPORTUNITIES AND CHALLENGES The USAID Reforestation Project encountered initial resistance from the Ministry of the Environment and skepticism from many local authorities and potential partners and beneficiaries due to negative perceptions of previous donor projects, especially in agriculture and natural resources management. In close collaboration with the USAID Mission, the Project engaged discussions with the Minister and his Chief of staff on the Project objectives and mandate, highlighting where and how it supports the “feuille de route” of the Ministry, and explained the work done with his predecessor. A MOU was developed and negotiated between the Ministry of Environment and the USAID Mission to that effect. It should be signed in FY19.
In the field, this overall situation required significantly more consultations, meetings and working or focus group sessions than originally planned. The use of the COAIT provided opportunities to engage many of these stakeholders (farmers, local authorities and community leaders) in analyzing the root causes of this skepticism and resistance. The process also provided for the sharing of information on the Project, its approach, and especially their expected active participation and involvement in the various Project phases. In the various sessions, the Project team set realistic expectations based on the limited scope and nature of the Project, stressing that all long-term and long-lasting results rest on their appropriation and taking ownership of all Project activities. It also highlighted the importance of good governance, and the roles of local communities and civil society to that effect. As a result, the Project has developed and is enjoying very good and open relationships with many of the key stakeholders. Among other aspects, the results of the PEA, launched towards the end of the reporting period, will help develop targeted strategy and approach to consolidate and maintain these relationships.
The prolonged drought in target areas completely disrupted agricultural activities. In most of the region, farmers either did not plant or lost their crops. This meant no opportunities for
14 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
them to apply the agroforestry and other practices promoted by the Project. This also meant increased economic hardship. As the rainfall anomalies observed in the region seem to occur frequently, the Project collected the relevant data and developed a rainfall distribution map with a view to develop a tree planting calendar, and help farmers adapt to this climate change challenge. In FY19, the Project will develop a drought contingency plan to help inform activities that may be susceptible to drought and climate change, particularly tree-planting and nursery activities.
While the USAID Reforestation Project awaited on the approval of the Environmental Mitigation and Monitoring Plan (EMMP), it focused first on categorical exclusions activities to push forward and get prepared for the activities falling under Negative Determination with conditions.
During the reporting period Haiti also faced civil unrest with violent riots and demonstrations that disrupted and temporary halted Project activities. The political instability negatively impacted planned project activities and the Project’s efforts. It caused significant delays in delivering the Rural Code training. Even after the resumption of general activities, it was not easy to re-engage right away local authorities for the Rural Code Training. Their priorities switched to socio-political and security issues. The training program was rescheduled for FY19.
Cap-Haitien, while being the second city of Haiti with an international airport and a port, is a small town. It is very difficult to conduct large procurements or obtain services locally; for example there’s no vehicle dealership or insurance services. Very often, the Project had to procure commodities and services from Port-au-Prince or in the US, with the associated delays. During FY18, the Project worked with Port-au-Prince-based short-term staff to assist with procurements in Port-au-Prince.
15 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT SECTION 4. IMPLEMENTATION PROGRESS
COMPONENT 1 – REDUCE THE THREATS OF DEFORESTATION
Approach: Component 1 FY18 Highlights Haiti is highly deforested and consequently, its • Assessment of the tree cover in Project area, and communities as well as its infrastructures estimation of tree cover in 2017 present a high level of vulnerability to natural • Baseline map of tree cover disasters. Therefore, while reversing the • Initiation of a Political Economic Assessment (PEA) in the Project’s priority areas in order to identify and situation is important, it is also critical, in understand some of the social, political, economic doing so, to have reliable means of measuring and governance challenges to reforestation where progress has been made and where • Comprehensive assessment of the urban cooking investments in reforestation would not be fuel market • Baseline on fuelwood use by small and micro efficient. Better understanding the core enterprise in 6 urban centers constraints and opportunities for the Project • Exchange visit in Ennery with representatives from to reduce the threat of deforestation in the GOH local and regional entities and from CBOs to promote woodlots establishment and management targeted zones, and ensuring access to relevant data to measure the impact of activities designed to take advantage of those opportunities were key elements of the Project’s approach for Component 1 in year 1.
During the reporting period, the Project collected baseline information on the intervention area through studies and analysis of key factors that can sustain progress. The strategy is to analyze the available spatial quantitative data associated with the progression of tree cover (see activity 1.1.2 below) and to try to understand, based on surveys conducted at the community level, the social, political, ecological and technological factors that threaten deforestation via the PEA process (activity 1.1.1). Only by understanding what factors influence tree cover and how those factors influence tree cover will the project succeed in implementing activities that effectively reduce threats to deforestation. In terms of key activities, the Project aims to address the needs by (i) providing technical and managerial assistance to local small-scale woodlots managers to help them turn their activities into socially accepted enterprises that can be sustainably managed (see activities 1.2.1, 1.2.2 and 1.4.1), thereby reducing threats to non-forest trees; and (ii) improving the efficiency of cooking and heating technologies in urban centers to reduce the gap between the demand and the level of supply that can be sustained through biomass-based fuel, with a view to reduce demand for wood fuel (see activity 1.3.1). The information generated by Component 1 is cross-cutting in that it informs the needs of improving the implementation plans for the other components. It helps understand and rank the limitations faced by forest stakeholders and the support to be provided under Component 2 (increase the resilience of communities to natural and economic shocks). It also contributes to the selection of relevant forest species to be promoted and phytosanitary issues to be addressed under Component 3 (increase tree cover). Lastly, it provides for the development of training and public awareness materials and the strengthening of capacity of local authorities under Component 4 (improve the governance of natural resources). It is key to our approach that the project leverage data and findings gathered under the assessment work planned under Component 1 to inform other activities.
16 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
Progress: During FY18, the main results achieved by Component 1 are the following: • completion of a spatial dynamics analysis of the forest cover, and review of trends in forest cover losses and gains; • completion of a comprehensive assessment of the urban cooking fuel market covering the project area; • exchange visit organized in Ennery with the participation of representatives from CBOs’ and from local and departmental Government of Haiti institutions; • development of the methodology that led to the choice of priority areas. These results informed the design of year 2 activities that aims to reduce the threats of deforestation. They also led to the selection of six priority zones within the targeted watersheds: Capotille, Parc des 3 Bays, Bahon, Bay de l’Acul, Vallières, and Grande Rivière du Nord. The detailed achievements are below.
1.1.1 Analyze the drivers of deforestation1
During Year 1, the Project analyzed the drivers of deforestation and impediments to reforestation.
The Project launched a Political Economy Analysis (PEA) to get a better understanding of the political and economic dynamics in the target area that are drivers of deforestation and/or impediments to reforestation. The goal of the PEA is to develop a roadmap to navigate around the political and governmental impediments, while taking advantage of local dynamics and resources to make its interventions more effective and sustainable. The results of the PEA inform the project’s ability to capitalize on local lessons learned and identify best management practices linked to reforestation initiatives implemented in the past 30 years in the intervention area. With the technical assistance and guidance from Chemonics PEA specialist Jennifer Swift- Morgan, the Project performed focus groups, consultations and field work in three of the priority zones (Grande Rivière du Nord, Capotille and the Three Bay National Park – Phase I). The PEA consultations helped identify and understand the social, political and economic challenges that influence the sustainability of project results, especially NRM, and the potential issues or risks to consider in the target areas. The associated focus groups also provided preliminary information that support project implementation. Phase II started the last week of September and will be completed in FY19. A preliminary report was developed for Phase I, and the results informed the preparation of the FY19 work plan. Key contextual considerations that emerged from this preliminary report are: 1. The increase in weather phenomena induced by climate change is often neglected in projects. In the target areas, this factor is compounded by the increasingly longer dry seasons and the increasing intensity of extreme weather events such as hurricanes,
1 Note that the three Roman numerals denote activity number, not section number. missing numerals mean no activities were realized in FY18 for that specific activity
17 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT floods, droughts. Local actors – even when they are aware of the effects of climate change – remain blocked by some of the social, economic and institutional constraints listed below. Thus, they are unable to implement strategies of sufficient scale to mitigate the impacts of climate change related events on the living conditions of their families and communities. 2. The dissemination and communication of information relevant to the management and protection of natural resources are very limited, and communications techniques for behavioral change in relation to environmental factors do not always bring the expected results. As a result, after projects’ implementation, the communities generally go back to their former practices and attitudes with their negative impacts on tree cover and natural resources management. 3. Given the long-time needed to see results, successful reforestation and natural resources management projects and initiatives require close collaboration with local and permanent institutions. For example, local authorities and central government entities must establish the frame for these projects. The PEA revealed very limited involvement of central government authorities in the management of natural resources as well as very weak governance capacity and a permissive attitude from local authorities and regional representatives of GOH entities. These governance problems represent bottlenecks to sound environmental management as well as to the sustainability of reforestation actions, particularly in the Northern region. 4. From an institutional standpoint, A lack of confidence in the potential for development projects to improve their living conditions was expressed by community members in light of the perception of corruption among the multiple intermediaries involved in the implementation of such projects. This lack of trust and negative perception do impact their willingness to be involved in reforestation and NRM projects and initiatives. There are a general lack of ownership of NRM projects by local stakeholders, and a poor understanding of the socio-cultural situation of local actors by the international community. For example, very often the proposed technical packages do not sufficiently take into account the practices that are deeply rooted in the target areas community or their complex socio-economic reality. The lack of substantial change in reforestation also stems from the fact that many of the adverse reforestation factors have often been addressed by the relevant authorities and the international community either in isolation or in part. Based on these findings and the associated recommendations, the Project will, among other aspects: i. Develop and nurture good working relationships with the different categories of actors, including local government authorities, based on transparency and clear expectations. This will include efforts to involve beneficiaries in key decisions related to activity planning and monitoring, working with university students and recent graduates, dedicating more time and resources to build the capacity of CBOs in priority sub- watersheds, and adapting the support provided (including sub-grants) to the management capacity of local partners in order to reduce the weight of external service providers; ii. Guide the local stakeholders to develop practical and simple contingency or adaptive measures in the face of the changing weather patterns. This will include the expansion of the agro-climatic information network, the development and dissemination of revised
18 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
agro-forestry calendar, and the promotion of adapted technical agro-forestry and forage production packages.
In addition to the PEA, the Project internally reviewed its theory of change and reflected on the first year of implementation to deduce additional drivers of reforestation. Some key findings of these reflections were: • Vulnerable populations like youth and women are omitted from subwatershed management decision making. The Project must engage and empower these demographics to be more involved in reforestation action and good environmental practices • Demand for fuelwood continues to rise as urban centers grow. Mangrove cuttings for fuel have increased as a result of new settlements around the Caracol industrial parks located close to mangrove forests • Traditional technologies that burn fuelwood are highly inefficient, and thus more wood is required to make up the efficiency gap. Access to alternatives is very difficult due to costs, limited or lack of credit access • Lack of livelihood alternatives to charcoal production, and low awareness of the economic potential of agroforestry
1.1.2 Use GIS and satellite imaging, to analyze tree cover and assess impacts on ecosystem services. Based on information collected from the Global Forest Change 2000–2016 database maintained by the Department of Geographical Sciences of University of Maryland, satellite images from Google Earth for 2000-2016, land use data from CNIGS (2002), and from AVANSE (2013), the Project GIS specialist assessed tree and forest cover of the target area disaggregated by communal sections and sub-watersheds. The analysis estimated perennial tree cover of the target watersheds at 123,721.74 ha and forest cover at 106,428.41in 2000 (table 1 and exhibits 4 & 5) with a loss of 5,587.69 ha of forest cover between 2000 and 2016 (table 1), which represents a net regression of 5.25%.
Table 1. Forest/dense agroforestry cover in project area disaggregated by watershed Watersheds Grande Haut du Trou du Project Rivière du Marion Jassa Cap Nord area Nord Forest cover (2000) (ha) 24,583.25 34,800.01 14,831.39 12,527.43 19,686.33 106,428.41 Losses (2000-2016) (ha) 693.02 1,371.4 650.97 1,218.67 1,653.43 5,587.69 Gains (2000-2016) (ha) 12.92 51.08 133.80 129.73 68.94 396.48
This study used FAO forest definition (an area of ½ hectare or more covered at least 20% by trees over 5 meters high) adopted by the donor. However, the FAO definition does not allow the inclusion of the mangroves and the dry forests whose trees are exploited for charcoal and construction pole production before reaching 5 meters. Therefore, this internationally accepted reference of a forest concept does not make it possible to take into account an important part
19 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT of the dynamics of tree cover in the project area and in Haiti in general. The Project is assessing alternate definitions for their relevance to the region. The study offers the possibility of making comparisons with other areas around the world based on a standardized observation unit. It also made it possible to estimate that, for the year 2017 (exhibit 6), corresponding to the launching of the project, the forest cover of the intervention area stretched over 101,237.20 hectares, representing 3.65% of the total surface area.
Exhibit 4. Forest cover of project area by watersheds – 2000
20 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
Exhibit 5. Forest cover losses in project area by watersheds
1,400.00
1,200.00
1,000.00
800.00
600.00 Area (ha) Area
400.00
200.00
0.00 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 Year
Haut du Cap Grande Rivière du Nord Trou du Nord Marion Jassa Aire du Projet
Exhibit 6. Tree cover in Project area in 2017
21 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
The data gathered through this study helps inform the Project’s selection of the priority zones for the first two to three years of activity. They are Capotille, Parc of 3 Bays, Bahon, Bay of Acul, Vallières and Grand Riviere du Nord. While zones with tree cover losses may logically be prioritized, the Project will keep in mind that increase/decrease in tree cover may be an indicator of the local communities’ commitment to reforestation efforts. The Project will conduct two other assessments in Year 2 in order to complete this study. It will develop a land-use map that will differentiate and quantify various types of wooded ecosystems in the Project area and conduct a survey at the communal level to refine the preliminary identification of tree species in high demand and the volumes harvested for energy, timber, and/or lumber during FY18.
1.2.1 Develop capacity for woodlot management During FY18, the project organized a field visit to established woodlots in Ennery, Artibonite department for 30 farmers and field technicians (11 from the North department and 19 from the North-East, including 10 women). The participants, identified and recommended by the GOH regional entities, had the opportunity to interact with the visited woodlot managers and learn from their experiences. With the assistance of the NGO PRODEVA (Association pour la Promotion d'un Développement Autonome), many of these farmers have been intensively producing construction poles for over a decade. Among other topics, the discussions focused on: planting density in order to optimize production; harvesting delays and a timeline to make the wooden poles business attractive and sustainable; wood value chains and stakeholders involved; criteria to be considered for the location of tree nurseries; and advantages and limitations of different types of substrates for seedling production in nursery. At the end of the reporting period, images captured and interviews conducted during the visit were being used to develop a video documentary on local best practices in small-scale forestry and challenges to sustainability. The Project will encourage woodlot practices similar to those seen in Ennery. Sustainable management of woodlots provides a consistent supply of timber and wood fuel, provides job opportunities, and creates sustainable production of timber and wood. This will contribute to decrease pressure on remaining forests and vulnerable areas.
1.2.2 Improve efficiency of charcoal production technology Learning from African communities that accepted efficient kilns in lieu of traditional charcoal mounds for wood carbonization, the Project planned to test and adapt four kiln models with local charcoal producers. Unfortunately, this activity could not take place as planned in FY18. The Project released requests for proposals (RFPs) to select specialists, institutions or organizations with expertise in biomass energy and experience in grassroots mobilization in the North-Est department’s dry forest communities, but the quality of proposals received were not satisfactory. Toward the end of the fiscal year, one candidate was selected and is expected to start the work during the first quarter of FY19. The Project is also exploring a partnership with CECI and a capacity building institution in the region to conduct the kiln testing.
1.3.1 Conduct regional market analysis of fuelwood demand During FY18, the Project assessed fuelwood consumption for domestic cooking, as well as commercial and industrial use in the cities of Cap Haitian, Plaine du Nord, Quartier Morin, Limonade, Fort Liberté and Ouanaminthe. The study also covered the markets for improved
22 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
stoves and ovens, inventoried manufacturers of improved biomass and LPG cookstoves, and assessed their production capacity to respond to expected increased demand. The study revealed that: • Few households (15.5%) in the target area use non-wood alternative fuel source, with most of them using LPG (11.4%). Solar, electricity, kerosene and diesel combined account to 4.1%. • The majority (79.5%) of cookstove manufacturers have very small operations. 63.7% have one to five employees, while 9.94% have between 6 and 10 employees. • 85.3% of businesses and institutions using cookstoves in the study area are owned and/or run by females, and only 14.1% of them use non-wood alternative fuel source • Cookstove makers in the study area sell their products within their neighborhood. The difficulties encountered in marketing are often related to either or both the relatively high production costs and the lack of financial resources of potential buyers. • Households’ daily charcoal consumption is estimated at 3 marmites (approximately 3.5 lb. per marmite) for an average of two cookstoves. Daily expenditure is higher in the North (111.41 HTG versus 79.1 HTG in North East) for the purchase of charcoal.
Based on these findings, during FY19, the project will select up to three enterprises that currently use fuelwood and provide them with managerial assistance for designing business plans that can allow them to access credit for upgrading their installations by using LPG-based appliances and expand their market. It will also initiate a promotion campaign for improved biomass-based cookstoves as well as education on the use of LPG.
1.4.1 Strengthen capacity for timber production and management The focus groups and meetings conducted as part of the PEA provided a preliminary assessment of the market for local forest species. The Project worked with the relevant stakeholders to identify and develop a comprehensive list of the main tree species harvested in their respective communities and sold for construction, scaffolding, furnishing and crafts (Table 2). They also indicated a significantly growing market for moringa due to its nutritional and medicinal values. The assessment report will include the complete list. It will also provide for the development of technical briefs on the management of these species with a view to building capacity for timber production and management. This list will also be used to guide the discussions with beneficiaries on tree species to produce in project-supported nurseries for the upcoming seasons, and to develop the terms of reference for the downstream component (buyers/consumers) of local forest species market. As species are selected and beneficiaries confirm their interest in timber production and woodlot management, the Project will work to strengthen their capacity to increase their production levels and ensure sustainable management of the trees provided.
Table 2. Main forest tree species identified for their market value
Species Notes • Sèd/Cuban cedar (Cedrela • These are among the most highly prized wooden planks odorata) • Used for furniture, cabinet making, craft and fishing boat building • Bwa chèn/ Spanish oak • In very high demand (Catalpa longissima)
23 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT Species Notes • Kajou etranje/ big leaf • Used for furniture and cabinet making mahogany (Swietenia • Less uniform quality than small-leaved mahogany variety but in more demand from macrophilla) farmers, than the other variety because of faster growth • Kajou peyi/ Small- leaved • One of the most highly priced species for furniture and cabinet making but much mahogany (Swietenia less sought after by farmers than Spanish oak or Cuban cedar because of slow mahogani) growth • Bwa pen / Hispaniola pine • Highly prized for furniture but demand is limited to farmers from the Capotille (Pinus occidentalis) area because of this species ecological requirements • Frèn = bwa blan / Simarouba • Prized as well for its strength as wooden slats in house frames, its fast growth and (Simarouba glauca) ease to integrate in agroforestry systems both under larger trees and in association with seasonal crops • Banbou / bamboo (Bambusa • In very high demand for its strength in scaffolding and its relatively low cost due to vulgaris) its rapid growth. • It requires however deep soils or a moist microclimate. • Kaliptis/ Eucalyptus • Prized for its multiple uses in cabinetry and furniture making, fenceposts, firewood (Eucalyptus camaldulensis) and as honey-rich species and for its relative fast growth • Distrusted in some communities as causing water stress for crops grown nearby • Akasya / Earleaf acacia • Very highly prized species for charcoal production in the North East since its (Acacia auriculiformis) introduction in that area by the German cooperation. • Its fast growth, its not being eaten by goats nor cattle and its ability to reproduce abundantly cause both passionate praises as a dependable fuelwood and critics as being an invasive species in these communities. • Bwa kapab / Coffee • Prized as a fast growth shade tree in agroforestry systems and its resistance as colubrina (Colubrina post in constructions arborescens) • Mango / Mango tree • Trunks from these two fruit trees varieties are also commonly sawn into planks (Mangifera indica) for slab formwork • Lam veritab / breadfruit tree • Used for coffins and even for furniture for people with very low income (Artocarpus altilis)
24 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
COMPONENT 2 – IMPROVE RESILIENCE TO ECONOMIC AND NATURAL SHOCKS
Approach: Component 2 FY18 Highlights
Under Component 2, the project aims to • Development of Action Plan for CASB to become the strengthen the benefits the communities North’s first CRDD, and first subaward signed • Assessment of the apiculture value chain throughout the receive from non-wood agroforestry project area including valuable recommendations. products, such as coffee, cocoa, and honey, in • Assessment of factors that could generate change, bottlenecks, and market access for coffee and cocoa. order to alleviate/reduce pressure on fruit and value chains in the North and North-East Departments forest tree species that sustain high ecosystem • Assessment of livestock raising in the project intervention areas. values. • Assessment of technical and economic packages adapted to coffee-, cocoa- and cashew nuts-based agroforestry To achieve this outcome, the project has systems. adopted a three-pronged approach:
(i) Promotion of non-wood agroforestry value chain s, such as coffee, cocoa, and honey; (ii) Close cooperation with local institutions capable of providing training on forestry and agroforestry production; and (iii) Improvement of farmers’ access to financial services in order to better manage their woodlots and/or to diversify their sources of income. During FY18, the project implemented actions that focused on the cocoa, coffee and beekeeping value chains. In support to these actions, it also pre-selected five local institutions that will provide training to targeted farmers in order to build their capacity on best agroforestry/forestry management practices.
Progress: Following are the main achievements of the project under this component during FY18, the Project: • Worked the management of the Centre d’Agriculture Saint Barnabas (CASB) to become a center for sustainable rural development (CRDD), part of a system of national CRDDs that serve as agricultural extension centers and research sites across Haiti. As a CRDD, CASB will expand its training activities to farmers, farmers organizations and CBOs in the areas of agro-forestry, beekeeping, fuel woodlot management in order to improve their livelihoods, thereby their resilience to economic shocks. CASB’s administrative, financial and operational capabilities were evaluated using the Non-US Organization Pre-Award Survey (NUPAS) guidelines, to determine their level of preparedness to received direct awards from USAID. Based on the NUPAS results, an action plan for building CASB’s capacity was developed in collaboration with its senior management and with inputs of its Board of Directors. An operational CRDD in Northern Haiti, with the capacity to receive direct funding, will be key to the Project’s exit strategy and build local resilience by establishing a reputable local institution that can continue work in building agroforestry skills to increase economic opportunities and conducting research on best local practices. • Awarded a sub-grant to CASB to develop local wood energy efficiency through affiliated community organizations and set up a model apiculture farm and modern apiaries
25 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT • Conducted an assessment of animal value chains (specifically goats and cattle) to evaluate the impact of livestock raising on agroforestry systems and agricultural production in the 19 target communes. The assessment will help the Project target communities most amenable to livestock activities, and evaluate their existing resources • Developed five technical and economic packages to promote food and fruit crops, including: pigeon pea, yam, plantain, pineapple, chayote, ginger and passion fruit, and high-value crops such as coffee, cocoa and cashew, to increase the profitability of agroforestry production.
2.1.1 Support the St Barnabas Center for agriculture as a CRDD The Project completed a NUPAS of CASB with the assistance of a short-term consultant to gauge the Center’s administrative, financial and operational capacity. CASB, a training institution run by the Episcopal Church under the Universite Episcopale d’Haiti, has elected to become a CRDD in northern Haiti and expand its role in providing agricultural and agroforestry extension services, train local beneficiaries in a range of economic activities from wood lot management to beekeeping, introduce new innovations, and serve as a primary sector research institution. CASB is reputable in the North and North East, and has been providing training in agriculture, agro-forestry, soil and water conservation to young people for over 25 years. They also operate a tree nursery with high production potential, making them a potential source of seedlings for Component 3 activities. Establishing CASB as a CRDD will help improve resilience in the communities it serves by being an anchor institution to continue providing much needed agriculture and agroforestry training and research services after the end of the Project. Furthermore, CASB has a large network of affiliated community-based organizations that it supports, so improvements to CASB’s services will also strengthen and support a wider group of beneficiaries. The results of the NUPAS assessment helped the Project establish a roadmap to get CASB ready to be eligible for direct awards from USAID by improving their operational and administrative practices. The NUPAS found that CASB’s management structure must be reinforced, especially with regard to financial management and operations. Basic tools for planning, data collection and treatment, production of reports, and monitoring and evaluation need to be put in place. From a technical perspective, the Project will assist CASB to modernize its training curriculum in natural resource management, climate-smart agricultural production, resilience, and processing of agricultural products. The Project organized and facilitated a two-day visit of CASB senior management to the Montrouis and Bas-Boën CRDDs. The visit aimed at helping the CASB leaders to sharpen their vision and better understand the CRDD concept. Senior management of the two visited CRDDs introduced the CASB leaders to their activities, shared their successes and challenges, and responded to their questions with openness and clarity. They also responded positively to CASB’s interest to have further exchanges and technical support from them. The visits left the CASB leaders with renewed eagerness to move forward toward becoming a CRDD. They expressed special interest to becoming a regional reference for beekeeping and honey production.
In August 2018, CASB was awarded a subaward by the Project to achieve the following results: 1. Provision of technical and financial assistance to CASB for the production and planting of 125,000 tree seedlings (primarily melliferous types to support apiculture and forest species to reinforce wood lots), linked to component 3;
26 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
2. Establishment of a beekeeping farm on CASB’s site and technical assistance of 20 individual apiaries run by CASB partner organizations 3. Capacity building in organizational management, modern beekeeping, and agroforestry for three of CASB’s partner community-based organizations (CBOs).
2.1.2 Develop partnerships with other regional natural resources management capacity building providers After evaluating eight regional training institutions (five private, three government affiliated) to conduct and provide trainings to its partners and beneficiaries on a wide range of topics, the Project selected Faculté des Sciences Agronomiques, Halieutiques et Agroalimentaire de Limonade and the Centre de Formation en Aménagement Intégré des Mornes (CFAIM) to implement a training program on the Haitian Rural Code. The training will target over 600 municipal council members, CASECs and ASECs from 19 communes. Additional details on the Rural Code training can be found under Component 4 Activity 4.2.1. In FY19, the Project will complete the Rural Code training and will use the result of the evaluation of eight training institutions as a short-list for future natural resource management training needs.
2.2.1 Improve access to markets for key local non-wood agroforestry products To identify drivers of change, bottlenecks and market opportunities for agroforestry value-added chains, a rapid assessment of non-timber agroforestry commodity value chains for coffee and cocoa was conducted based on information drawn from meetings with various value chain actors, including management of FECANNO, RECOCARNNO, CHOCOLAKAY, Manje Peyan'm Group, and Maison NOVELA. A preliminary report of this evaluation allowed the Project to identify several opportunities, including: • The existence of a network of producer organizations (RECOCARNO, FECCANO, etc.) in the North and North-East; • Local consumption is more important than exports; • Nationally, 85% of the coffee and cocoa plots do not exceed 2 ha (Creole gardens multiple cropping systems); • Almost 100% of coffee and cocoa plots in the North and North-East departments are grown without chemicals, which paves the way for organic certification; • Cocoa production is based on two main varieties: Criollo and Trinitario. The report also identified some limitations including: • Unavailability of financial products adapted to the needs of producers and producer organizations, which could help improve their processing capacity with an added value of more than 100%; • Insufficient production to meet the demands of niche markets both in the coffee and the cocoa sectors; • Pest control is not well organized both in the coffee and the cocoa sub-sectors. • Rust disease aggravated by drought virtually destroyed the aging coffee plantations of the highly priced Typica variety in 1992; • Tree densities, shade management and tree pruning are not taken care of appropriately in cocoa plantations. Consequently, the yield per hectare is quite low, i.e. 250 to 400 kg;
27 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT • Different varieties of cocoa are intercropped on the same plots. For optimal results, they require differentiated processing techniques post-harvest. Farmers do not know how to distinguish them. Consequently, the quality produced is quite low. At the beginning of FY19, the project plans to fund two networks of farmer cooperatives (RECOCARNO and FECCANO) to support the coffee and cocoa-based agroforestry systems, respectively, and promote the production, plantation and management of new coffee and cocoa trees seedlings. These organizations are involved at various levels in these value chains (production, processing and marketing). FECCANO, for instance, prepares and exports fermented cocoa bean. It also includes a women group that processes and sells the very popular chocolate PAW, some liqueurs and cocoa oil. The Project will also look for opportunities to support other actors in the cocoa and coffee value chains, and broaden to other value chains such as cashews and moringa. Packaging and marketing are areas that must be improved to increase access to markets, and will be further explored in FY19.
2.3.1 Improve animal husbandry and livestock management The project conducted an assessment of animal value chains (goats and cattle specifically) at the beginning of FY18. The assessment helped to: i) identify the main bottlenecks and constraints to the productivity and profitability of livestock farming in the northern region; (ii) define interventions related to the promotion of ecologically sound livestock farming practices; and iii) identify livestock stakeholders and potential partners. The assessment report will be finalized and released in FY19. According to data collected, livestock free roaming presents a big issue. Farmers expressed the need and their willingness to raise animals in pens or enclosures (especially goats and cattle) to reduce their negative impacts on crops and cope with thefts. They have also proposed to setup managed communal or family pastures and animal enclosures planted with more drought-resistant forage. This will contribute to strengthening the resilience of pastoralists to economic and natural shocks by improving livestock production (mainly goats and cattle) while increasing or protecting the perennial tree cover. Following these discussions and consultations, the project expects to fund two CBO-based pilot initiatives on managed pastures in FY19. The Project will also train at least 250 livestock producers in eco-friendly livestock management practices and establish at least 50 animal enclosures.
2.3.2 Promote beekeeping In view of the importance and significance of beekeeping in the economy and landscape of the Northern region, particularly in the five watershed communities covered by the project, an assessment of the beekeeping value chain was conducted in the context of tree cover and natural resources management. This assessment covered the productivity, profitability and organization of the beekeeping value chain in the target area, as well as the natural resource management challenges. It identified the bottlenecks and drivers of change and provided recommendations to guide the project strategy and technical approach to beekeeping promotion in order to increase resilience and tree cover and foster improved natural resource management. The survey was based on focus groups (13 meetings), semi-structured interviews (30 surveys) and quantitative surveys (104 surveys filled out by approximately 374 interviewees). 28 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
The organization of the beekeeping sub-sector is quite weak (although more developed in the North-East) and characterized by the following main issues: • Technical: Lack of training on production, processing and marketing; insufficient modern and improved apiculture equipment and materials • Financial: Difficulties accessing credit; no suitable financial products; low financial management capacity • Organizational: Lack of transparency; low board management capability. Based on the problems identified, the following recommendations have been made, among others: • Establishment of two (2) networks of beekeepers’ associations in the North and North-East departments; • Awareness raising for at least 1,500 young people per department on income opportunities in beekeeping and as promoters of innovative agroforestry focused on beekeeping; • Promotion and support for the establishment of household-managed groves of about 0.5 ha each designed for providing melliferous flowers year-round with the objective of covering at least 2750 ha; • Support to the Ministry of Commerce and Industry to set up a price information system for both local and national markets and outside niche markets; • Training of about 50 apiculture organization leaders in organizational and financial management; • Training of about 350 beekeepers on bee management and agroforestry; • Acquisition of about 350 kits of beekeeping equipment and materials (improved beehives, extractors, smokers, etc.) to train beekeepers and 20 others for apicultural organizations.
During FY19, the project will fund four apicultural organizations, PAC/VIAHSA (Paul Agribusiness and Culinatity/Village Apicole Haitienne S.A), CAO (Coopérative Apicole de Ouanaminthe), CACOPA (Cadre De Concertation Pour La Promotion De Apiculture), and Association Apicole de Ferrier (AAF) for improvement of their technical capacity and management in harvesting, processing and marketing of beekeeping products. The awards will also establish wooded lots based of melliferous plants, key to ensuring honey bees can collect organic substances required for honey production like nectar and pollen, and strengthen technical capacity and management of modern melliferous parks in the region.
2.4.1 Promote seasonal high value crops The Project is supporting high-value, food and fruit crops (such as pigeon pea, yam, plantain, pineapple, chayote, ginger and passion fruit) in the coffee, cocoa, and cashew agro-forestry systems in order to increase the short-term profitability of the agroforestry plots. This will contribute to increasing the resilience and fostering tree protection and maintenance. During FY18, the Project developed five technical briefs that were used for the agroforestry and natural resources management training program organized during the last quarter of FY18. That included one brief for each of the three agroforestry systems above, one for timber, and one for energy woodlots. The technical briefs will also be shared through Project subawardees and partners over the course of implementation. They will also help develop additional trainings on agroforestry systems, and inform future activities aimed at diversifying livelihoods to improve
29 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT beneficiaries’ economic resilience. The newly acquired knowledge and information are expected to be implemented during the next raining season, i.e. in FY 19. This work is the result of field surveys and the evaluation of the production of the seasonal crops that are integrated into the selected agroforestry systems. The evaluation was conducted in collaboration with the Bureaux Agricoles Communaux (BACs), cooperatives, CBOs and producers, and the technical packages will be standardized to match those promoted by PMDN (Programme de Mitigation des Désastres Naturels) and PTTA (Programme de Transfert de Technologies aux Agriculteurs).
30 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
COMPONENT 3 – INCREASE TREE COVER IN TARGETED AREAS Approach: Component 3’s success strongly depends on Component 3 FY 18 Highlights the linkages developed with the other three • Study on feasibility of continuing the production of Project’s components, as building stakeholders’ citrus in project area despite the prevalence of the engagement and providing economic incentives citrus greening disease • First nursery established for the production of 55,000 clearly identify the pathway leading to tree seedlings sustainability and self-reliance. This reflects the • 489 farmers trained in improved agroforestry systems Projects theory of change. management • Recommendations to address citrus greening disease The Project has adopted a three-pronged available and shared with main stakeholders • Strong relationships built with key stakeholders approach to increasing tree cover: establish • Strong foundation for sustainability and self-reliance energy wood lots with fast growing species that built will improve energy sources for farmers, promote sound agroforestry systems that will provide the right incentive to farmers to plant and maintain new trees, and design and implement reforestation activities mainly in areas where the percent slope is too high to allow economic activities. While only sub-grants were considered in FY18, the Project intends to also utilize direct implementation and public private partnerships, among other mechanisms in FY19. Adaptation to a changing climate through mangrove rehabilitation is also at the center of Component 3’s approach to increasing tree cover. Progress: During FY18, the Project set the foundation to build, foster and strengthen relationships with key stakeholders to collaborate on opportunities to increase tree cover. Under Component 3, the Project sought private sector members who may be interested in partnerships for increased tree cover. For example, the Project initiated discussions with private company Sisalco which holds a long-term lease of over 3,300 hectares in the Nord-Est for sisal production. As about 2,500 hectares of that concession fall within the 3 Bays National Park, the monocropping of sisal could potentially have significant ecological impacts. The Project team explored with the company’s senior management the potential for diversifying the monoculture into an agroforestry model that would mix sisal production with melliferous parks, and will continue these discussions in FY19.
As part of the collaboration and synergy developed with the USAID Project AVANSE, the USAID Reforestation Project made a presentation to and interacted with participants of a MEL workshop organized by AVANSE. The participants came from 11 organizations, 10 of which are active in the target areas of the Reforestation Project. That interaction provided for the gathering of information on their expectations from the Reforestation Project and on general agro-forestry and woodlot management practices in their communities. Since the NRM section of the AVANSE Project closed out at the end of FY18, the Reforestation Project has taking steps to address the gaps in landscape-level tree cover management that will be left in its target area.
31 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT Finally, this first year of implementation served as a unique opportunity for the Project to promote the expansion of agroforestry areas through stakeholder trainings, building a strong foundation for sustainability and self-reliance.
3.1.1 Develop and Promote a “Jaden Lakou” System The Project developed and updated nine technical briefs on improved agro-forestry practices for a better management of the “Jaden Lakou” System, increased income generation and improved livelihood and resilience. These technical briefs were used as part of the curriculum for the training of 489 farmers (see training section for details). Unfortunately, the rainfall anomalies and the long dry spells of the first 8 months of 2018 prevented farmers from having regular agricultural production activities, and use the promoted practices. Exhibit 7 shows the rainfall anomalies in the Nord-Est for the first 8 months of 2018; similar patterns and anomalies are also recorded for the Nord. Therefore, the agroforestry practices taught and promoted to develop “Jaden Lakou” could not be applied in the field during FY18 as the practical instruction and activities requires soft ground. Exhibit 7. Rainfall anomalies in the Nord-Est
The Project team held discussions and consultations with many stakeholders’ groups, including around the monthly tables sectorielles. These meetings helped to identify the need to improve the management of tree stocks. In response to a request from the representatives of the Ministries of Environment and Agriculture in the North department, the project contracted a retired professor from University of Florida, Dr. Brian Boman, specialist in citrus production, to
32 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
assess the phytosanitary situation of the four main citrus species (sweet oranges, pomelos, lime and sour oranges) of the target area, in light of Huanglongbing (HLB) also called yellow dragon disease or citrus greening. This disease which is decimating citrus populations throughout the world, appeared for the first time in Haiti over a decade ago. The study confirmed that Citrus greening disease is real in the North and North East departments, and that it is hitting hard the region’s economy, and revealed that: • Most of the sweet orange, grapefruit, lime, and pomelo trees in the target area that are (or were) in open plantings (not under shade) are declining or have already died and have been removed; • Sour orange trees are still productive, even with minimal care; • Persian lime trees can survive and be productive in open plantings even while showing significant leaf HLB symptoms; • Sweet orange and grapefruit are surviving and productive when growing in the shade of large trees (monkeypod) or banana (see Exhibits 8 to 11); • There may be potential to grow citrus at elevations above 600 m without HLB pressure.
Exhibits 8 & 9. Healthy trees surrounded by banana at Plaine du Nord.
33 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
Exhibits 10 & 11. Trees on outside edge of bananas showing HLB symptoms at Plaine du Nord.
The study recommended: • An assessment to determine psyllid populations prior to any citrus planting to verify assumptions of the effects of shading and altitude on potential for HLB infections; • The promotion of rangur lime and sour orange because of their high tolerance to HLB and the fact they can be planted most everywhere in Haiti with adequate care; • Not to bud other varieties on sour orange rootstock due to risk of infection; • To consider other tropical fruit varieties in locations not suitable for citrus. The findings and recommendations were shared with the GOH regional entities and with members of the table sectorielle agricole. A technical package for citrus production will be developed and promoted in FY19 in response to requests from farmers and local authorities, especially in Limonade and Plaine du Nord, and will incorporate Professor Bowman’s recommendations to the extent possible.
3.1.2 Support tree nurseries production, planting and management The Project’s support to tree nursery production, planting, and management during FY 18 was limited to collaboration with CASB, detailed under activity 2.1.1. To prepare for future nursery activities in FY19, the Project consulted with government stakeholders and potential partners to identify the sites and the tree species composition for future tree nurseries. Three tree specifies fall under five main categories:
34 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
Category Target Species Fruit Cashew, Mango, Avocado, Citrus, Etc. Forest Oak, Mahogany, Cedar Fuel/energy Acacia Melliferous Moringa, Logwood Forage Moringa, Leucaena, Jocote, Red Mombin, Elm Several municipalities expressed their interest in establishing communal forests on state lands and identified potential sites for reforestation areas designation. The preliminary visits of some of the sites took place at the end of the fiscal year, with the plan to have the final selection and formal designation of these sites in FY19. The Project initiated a partnership with the North-East Directorate of the Ministry of Environment (DDENE) for the production and plantation of 350,000 tree seedlings as well as the transplantation of 70,000 other tree seedlings already produced in DDENE’s germplasm center at Dosmond (Exhibits 12 & 13). The collaboration between the project and DDENE is fully effective and very active, although the Memorandum of Understanding between USAID and the Ministry of Environment and sub-grant agreement between Chemonics and the MOE are still pending.
Exhibits 12 & 13. DDE-NE nursery in Dosmond and CASB nursery in Terrier
3.2.1 Restore mangrove stands The Project identified key stakeholders involved in mangrove management in its intervention area, including FoProBim and Village Planète, which have collaborated with past USAID-funded projects, Développement Economique pour un Environnement Durable (DEED) and Caribbean Marine Biodiversity Program (CMBP). As a result, the team initiated discussions with these two organizations targeting mangrove restoration. Under the APS, these organizations submitted an application for mangrove rehabilitation in the Parc des 3 Baies (3BNMP) and the Baie de l’Acul
35 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT respectively. At the end of the fiscal year, these applications were being processed and based on the evaluations results, they should be ready for implementation during the first two quarters of FY19. In addition, the organization Marais Salant Partout de Jacquesil (MSPJ) has expressed interest in mangrove restoration in order to protect the area’s main economic activity: salt production. Moreover, the Project met a women’s group, a member of MSPJ platform, Association Femmes Marais Salants de Jacquesil, which received a grant from CMBP during its last months of implementation for beekeeping as part of economic incentives for mangrove restoration and income source diversification to decrease pressure on biologically significant areas. The Project plans to assist MSPJ by leveraging the support already provided under CMBP.
36 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
COMPONENT 4 – IMPROVE ENVIRONMENTAL GOVERNANCE AND COORDINATION Approach: For long-lasting impacts at the landscape level, Component 4 FY 18 Highlights
resilience improvement and reforestation • 76 municipal government officials and 36 CASECs trained initiatives need the backup of strong in the use of the Rural Code • 122 representatives of organizations trained on how governance. However, this is not the case in responding to Project APS and RFAs and submit Haiti, with its weak public sector entities. The applications for sub-grants • 4 sub-watershed committees created project approach is to help strengthen links • 3 sub-watershed management plans drafted between municipal administrations, the
Ministries of Environment (MOE) and of Agriculture (MARNDR), NGOs, CBOs, private business, and other local organizations regarding enforcement of natural resources management related norms and policies. The Project will also support the regional directorates of the Ministry of Environment to improve their methodology for getting access to data on initiatives developed in their constituency, analyzing and using it for well-targeted public awareness campaigns in collaboration with NGOs and CBOs. It will also facilitate these directorates work with other regional entities and local authorities with mandates over natural resources. For example, the sub-watershed management plans and the disaster and risk management plans are considered important entry points for that collaboration. Progress: During this first year, the Project’s governance component prioritized communication with and training for local public authorities and representatives of the civil society. In all the 19 target municipalities, the project’s strategy and objectives were well received by the local authorities and the various stakeholders facilitating their integration in key initiatives. This included, among others, the selection of priority intervention zones, the creation of watershed management committees, the identification of potential reforestation designation areas, and the planning of training activities. Members of subwatershed management committees and local authorities are more conscious of environmental issues in their jurisdictions. For example, in Perches, the subwatershed management committee (composed of local authorities and community leaders) took the initiative to meet with all agronomists in the community to discuss local environmental concerns and brainstorm solutions. To date, the Project maintains a good relationship with the target communities. The Project also organized a regional-level coordination round-table between regional authorities of the MARNDR and MoE, regional NGOs, and the Project to discuss how best stakeholders can ensure regular coordination across projects that have similar or complementary scopes as the Project and the mandates of partner institutions.
4.1.1Refine the selection of priority watersheds and develop/improve sub-watershed management plans Meetings with the targeted municipal councils and their teams helped dissipate the initial skepticism and reticence caused by past watershed management and natural resources management experiences, primarily their lack of collaboration and engagement with the local community. Discussions on the high relevance of the USAID Reforestation Project objective
37 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT contributed to building a relationship with the Mayors and their general managers, fiscal managers, urban technicians, sociocultural and animation technicians, and collective facilities managers who were always present, allowing us to learn from the wealth of their experience in their own community. Beside their concern for the degradation of the environment and motivation to work on its improvement, the City Councils of Ouanaminthe, Ferrier, and Capotille also discussed with our team their respective collaboration with City Councils in the Dominican Republic. They invited us to accompany and support them so that they can take better advantage of these collaborations and partnerships. To better design its implementation strategy and select its areas of concentration, the Project conducted a forest cover analysis of the five priority watersheds Haut du Cap, Grande Rivière du Nord, Trou du Nord, Marion, and Jassa (details presented under Component 1), using GIS and satellite imaging. The team reviewed the documentation related to natural resources management within the five priority watersheds. Most of the available documents were developed by the AVANSE project. These include the diagnostic and/or management plans listed in table 3.
Table 3. AVANSE’s Watersheds Management Documentation reviewed
WATERSHEDS SUB MONOGRAPHIES MANAGEMENT PLANS WATERSHEDS RIVIERE DU Milot/Quartier Ayiti Gouvènans: Monographie du sous-bassin Ayiti Gouvènans: Plan de conservation des sols HAUT DU CAP Morin versant de Milot, Mars 2015, 48 pages, et des eaux - sous-bassin versant de Milot, Mai USAID/AVANSE Project 2015, 62 pages, USAID/AVANSE Project SACOGRA Stratège: Étude diagnostique du sous-bassin Stratège: Plan communautaire de conservation versant SACOGRA (Limbé), Avril 2015, 64 de sol et des eaux du sous-bassin versant pages, USAID/AVANSE Project SACOGRA, Juin 2015, 34 pages, USAID/AVANSE Project Acul du Nord Stratège: Étude diagnostique du sous-bassin versant Acul-du-Nord, Avril 2015, 57 pages, USAID/AVANSE Project GRANDE Joli Trou Géo Society: Encadrement du comité de sous Géo Society: Encadrement du comité de sous RIVIERE DU bassin versant de Joli Trou – Partie 1: Diagnostic, bassin versant de Joli Trou – Partie 2: Plan NORD Avril 2015, 97 pages, USAID/AVANSE Project d’action communautaire de conservation des sols et des eaux Juin 2015, 68 pages, USAID/AVANSE Project
TROU DU Trou du Nord Géo Society: Encadrement du comité de sous Géo Society: Encadrement du comité de sous NORD bassin versant de Trou du Nord – Partie 1: bassin versant de Trou du Nord – Partie 2: Plan Diagnostic, Avril 2015, 101 pages, d’action communautaire de conservation des USAID/AVANSE Project sols et des eaux Juin 2015, 66 pages, USAID/AVANSE Project Sainte Suzanne Géo Society: Encadrement du comité de sous Géo Society: Encadrement du comité de sous bassin versant de Sainte Suzanne – Partie 1: bassin versant de Joli Trou – Partie 2: Plan Diagnostic, Avril 2015, 108 pages, d’action communautaire de conservation des USAID/AVANSE Project sols et des eaux Juin 2015, 64 pages, USAID/AVANSE Project Caracol Géo Society: Encadrement du comité de sous Géo Society: Encadrement du comité de sous bassin versant de Caracol – Partie 1: Diagnostic, bassin versant de Caracol – Partie 2: Plan Avril 2015, 99 pages, USAID/AVANSE Project d’action communautaire de conservation des sols et des eaux, Juin 2015, 59 pages, USAID/AVANSE Project
MARION Dumas Ayiti Gouvènans: Monographie du sous-bassin Ayiti Gouvènans: Plan de conservation des sols versant de Dumas, Avril 2015, 48 pages, et des eaux sous-bassin versant Dumas, USAID/AVANSE Project commune Fort-Liberté, Nord-Est., juin 2015, 61 pages, USAID/AVANSE Project Acul Samedi Ayiti Gouvènans: Monographie du sous-bassin Ayiti Gouvènans: Plan de conservation des sols versant Acul Samedi, Mars 2015, 46 pages, et des eaux sous-bassin versant Acul Samedi, USAID/AVANSE project commune Fort Liberté, Nord-Est, Mai 2015, 55 pages. USAID/AVANSE Project
38 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
WATERSHEDS SUB MONOGRAPHIES MANAGEMENT PLANS WATERSHEDS Perches Ayiti Gouvènans: Monographie du sous-bassin Ayiti Gouvènans: Plan de conservation des sols versant des Perches, mars 2015, 47 pages. et des eaux sous-bassin versant des Perches, Juin USAID/AVANSE Project 2015, 56 pages. USAID/AVANSE Project JASSA Acul des Pins Stratège: Diagnostic du sous-bassin versant Stratège: Plan communautaire de conservation Acul-des-Pins, Avril 2015, 64 pages, de sol et des eaux du sous-bassin versant Acul USAID/AVANSE Project des Pins, Juin 2015, 33 pages, USAID/AVANSE Project Gens de Nantes Stratège: : Diagnostic du sous-bassin versant Stratège: Plan communautaire de conservation Gens de Nantes/Mont Organisé (Draft), Avril de sol et des eaux du sous-bassin versant Gens 2015, 54 pages, USAID/AVANSE Project de Nantes/Mont Organisé, Juin 2015, 33 pages, USAID/AVANSE Project Ouanaminthe Stratège: Diagnostic du sous-bassin versant de Stratège: Plan communautaire de conservation Ouanaminthe, Avril 2015, 56 pages, de sol et des eaux du sous-bassin versant USAID/AVANSE Project Ouanaminthe, Juin 2015, 32 pages, USAID/AVANSE Project
The review and comparative analysis of the content and comprehensiveness of the existing watershed management plans helped determine elements needing further development and identify potential constraints to their implementation. They also helped to identify areas of improvement to ensure appropriation by target communities and facilitate the validation and endorsement of the zoning plans by the authorities. To maximize the impact of the planned improved sub-watershed management plans, the project is focusing its interventions on specific priority sub-watersheds, selected based on the analysis of forest cover in the project’s zones of implementation. The Project refined the selection of the priority sub-watersheds using the following four (4) criteria: • Rate of loss of the forest cover between 2000 and 2016 • Strength of local and governmental institutions to partner with • Ecological balance protection/stabilization, especially along the border with the Dominican Republic • Availability of water resources and hydraulic services for improvement and protection. The analysis identified priority sub-watersheds for project activities during the first two to three years of implementation. The table above presents the priority zones and their respective watersheds. Note that some Project activities like the Rural Code training, COAIT, revision or development of watershed management plans, development of disaster management plans, light support for reforestation and resilience improvement initiatives will continue in the non-priority zones. They will continue to build the foundation necessary for community participation in and appropriation of project activities when we start concentrating actions in additional areas in years 3 and 4.
4.2.1 Facilitate and support the implementation of endorsed sub-watershed management plans The project held various meetings and consultations with local elected officials (Mayors, CASECs and ASECs) within 19 municipalities in the target area. These meetings highlighted the needs to
39 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT strengthen or build local officials’ capacity to address challenges associated with deforestation and environmental degradation, and the risks associated with natural disaster in their respective jurisdictions. To that end, the Project developed a three-day training program on the Rural Code, targeting 650 participants, and focusing on forest resource management, water resources protection and management, and animal husbandry as it pertains to tree seedlings protection. As the contracts with CFAIM and University of Limonade to implement the training on the rural code for Mayors, CASECs and ASECS were approved by USAID during the month of September, its implementation of the training program was postponed to FY19, with November 6th and 7th as launching dates in the North and Northeast, respectively.
Table 4. Rural Code Training targets
Participants North Northeast # of Workshops Principal Mayors & 32 40 9 Assessors Technical Managers of 32 40 Town Halls Members of CASECS 90 96 36 Members of ASECS 175 145 TOTAL 329 321 45
The Project planned the creation of subwatershed management committees and development of management plans for five zones: Jolitrou/Cormier, Gens de Nantes/Savane Longue, Perches, Caracol and Dumas. The last quarter, it created four subwatershed management committees in Jolitrou/Cormier, Gens de Nantes/Savane Longue, Perches and Bahon. They facilitated the development of sub-watershed management plans for their respective areas – three were completed and endorsed by the relevant Director of Environment: Jolitrou/Cormier, Gens de Nantes/Savane Longue, Perches. The others will be developed or completed in FY19. This work was done with the active participation of representatives of MDE and MARNDR and the relevant municipal authorities, and is based on the following decree, law and guidelines as legal framework: • Décret du 12 Octobre 2005 portant sur la gestion de l’environnement et la régulation de la conduite des citoyens pour un développement durable; • Loi portant sur l’organisation de la collectivité territoriale de section communale - 28 Mars 1996; • Guide Méthodologique pour l'Élaboration des Plans de Gestion des Bassins Versants d’Haïti. The Project facilitated a consultative assembly for each sub-watershed composed of locally elected officials, representatives of the BAC (communal office of agriculture), the general director and environmental agents of municipalities, the city delegate, local leaders and active members of the communities including women and young people. The consultative assemblies vote on the members of the committees, participate in the regular meetings of the committees, and provide feedback and counsel on the management plan and related activities (Exhibits 14 & 15). The consultative assemblies also adopted the statute of the committees.
40 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
Exhibits 14 & 15. Focus Group and vote of the watershed management committee of Gens de Nante/Savane Longue The involvement of local civil leaders alongside the local authorities in the management committee is key to facilitating the participation of the community in the development of the plan and follow up activities.
4.2.3 Engage in national-level coordination on protected areas, disaster risk management, reforestation, and policy advocacy During Quarter 3, the Project organized a round table that brought together representatives of 11 institutions engaged in reforestation and/or related activities in the Project target area. The participants included representatives from USAID, the Ministry of Agriculture (MARNDR - DNDP and PITAG projects, DDANO, DDANE), Forestry and Renewable Energies Direction (DFER), the Ministry of Environment (DDE-N, and DDE-NE), Institut de Recherche Amenagement du Milieu (IRATAM), CECI and USAID AVANSE. Participants had the opportunity to present and discuss their programs and activities, and to highlight potential areas of synergy. The participants recognized the needs for these types of coordination meetings and recommended that the departmental directorates of the Ministry of Agriculture and of the Ministry of Environment take the leadership of such coordination meetings. The Project will work with the GOH to ensure continued effort and to successfully facilitate coordination among various players, ensuring synergy and linkages while avoiding duplication of efforts.
4.3.1 Support stakeholders in developing and/or improving disaster risk management plans The team assessed 19 communes for the existence and availability of disaster risk management and contingency plans, and only found three available for the communes of Ouanaminthe, Capotille and Ferrier. Prepared in 2014 with technical assistance from Agro-Action Allemande, the plans are comprehensive, covering meteorological risks, accidental fires, landslides and seismic risks. In most of the other communes, only emergency contact lists were available. The DDA-N and DDA-NE have expressed interest to partner with the Reforestation Project in working with the Department de la Protection Civile (DPC) on the development and/or updating of the communal disaster risk management plans. This aforementioned assessment will allow the
41 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT Project to support the DPC to revise disaster risk management plans, or create them where they do not exist, in FY 19.
42 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
TRAINING AND CAPACITY BUILDING This section presents a general overview of training and capacity building activities conducted in FY18: • The Project designed and developed the curriculum for the three-day NRM-agroforestry and the three-day Rural Code training programs. The technical team, led by the Project capacity building unit, collaborated in the development, editing, adapting or updating of the training materials, and the choice of the training medium and strategy to ensure the various sessions are tailored to the specific needs, education levels and expectations of the different groups of participants: farmers, community leaders, mayors, technical staff of municipal offices, members of CASECs and ASECs. • The Project developed and organized a three-day training program attended by 43 young professionals on survey techniques, which enabled them to participate in a market survey of cooking energy sources use planned for FY19 • To facilitate local partners’ responses to Project-released RFAs and APS, and improve the application process, the Project designed, developed and organized monthly sessions to train interested local and community-based organizations and institutions to respond to Project RFAs and APS and adequately fill the application form. 122 representatives of local organizations and institutions, including 20 women participated in the six sessions organized in FY18. • The Project organized a series of NRM training programs in twelve communes to reinforce the capacity of target farmers in improved agro-forestry systems management. Topics covered included nurseries management, water resources management, natural resources mapping, agroforestry and post-harvest management, gender equity and environmental compliance (Exhibits 16 & 17). The 489 participants trained included 36% women and 39% young people between the ages of 18 and 35. An underlying theme of the program is the role of farmers and civil society play in ensuring the sound management of natural resources. It seeks to push the participants to think and act beyond their agricultural plots or woodlots, and to envision the whole landscape.
Exhibits 16 & 17. Hands on training in nursery establishment (CASB-Terrier Rouge), and Training participants working groups on agroforestry (Sainte Suzanne)
43 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT GENDER AND SOCIAL INCLUSION (GESI) Gender and social inclusion considerations are integrated into all aspects of the Project at the design level, including monitoring and evaluation tools, training and capacity building programs and sub-grants. Among other aspects, the Project GESI specialist: • Conducted 5 sessions on gender and youth inclusion issues attended by 52 participants. The participants expressed their increased appreciation and understanding of the need for an equitable participation of women and youth in reforestation and agriculture activities. • Identified a network of youth clubs associated with RECOCARNO. Each of the eight (8) cooperatives members of RECOCARNO has developed a youth club, forming a network of young coffee producers. They work to promote agroforestry in their community and develop their own economic capacity. To carry out their production and marketing activities, these clubs all receive financial support from RECOCARNO. Each club has approximately thirty (30) members and is chaired by a committee of seven (7) members composed of three (3) women and four (4) men. In FY19, the Project will work with them as they can be models for other young people and are a source of emerging leaders. • Conducted a rapid assessment of women and youth associations in the Project target area. The identified women and youth associations will be encouraged to apply for subawards through the Annual Program Statement, and the Project will also seek to include these associations as target beneficiaries for activities in FY19 and beyond. Table 5 below presents the women association assessed.
Table 5. Women organizations assessed Women associations zones Areas of intervention # Members Rasanbleman Fanm Vanyan Limonad- Limonade Livestock, agricultural production and 500 RAFAVAL processing of cocoa milk and coffee Asosiyasyon Fanm Limonad pou Limonade Crafts, agricultural production and fruit 500 Devlopman Pwodiksyon Agrikol ak processing Atizana-AFLIDEPA Asosiyation Fanm Gabart Levaillant Dondon Agricultural production, marketing and 100 processing of coffee, cassava and rice Asosiyasyon Fanm Vanyan Dondon Agricultural production, marketing and 100 processing of coffee, cassava and rice Asosiyasyon Fanm Agrikòl Devlopman Phaeton Apiculture and Protection of Mangroves 80 Faeton 80 femmes Organisation des femmes marais salant à Jaczil Reproduction of honey and salt 100 Jakzil Organisation des femmes étoiles de petit- Cap Haïtien Tree plantation, Jadin lakou, transformation 100 anse of coco and peanut Total 1480
Two of these organizations (RAFAVAL and AFLIDEPA) have their own physical facilities with workshops. Some of their members had received training for their activities. The others are rather weak institutionally and technically.
44 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
ENVIRONMENTAL COMPLIANCE The Environmental Threshold Decisions of LAC-IEE-17-27 resulted in a negative determination with conditions for all planned activities of the USAID Reforestation Project (Project) that are not categorically excluded. Based on these decisions, the Project developed an umbrella Environmental Mitigation and Monitoring Plan (EMMP) to identify the negative environmental impacts, propose corresponding mitigation measures, and monitor their effectiveness. The first draft of the EMMP was submitted to the Mission for review and approval on November 20, 2017. After several rounds of revisions, the Project’s umbrella EMMP was approved by USAID on May 14, 2018. During the review of the EMMP, USAID requested the preparation of Specific and Thematic EMMPs to address some specific categories of activities from the Annual Work Plan. To that end, a Specific EMMP was prepared for the development of energy woodlots and beekeeping at the Centre d’Agriculture Saint Barnabas (CASB) and submitted to the Mission for review and approval on June 6, 2018. It was approved on September 12, 2018. Thematic EMMPs were required for the six other categories of activities: 1.2 – Increase Market Supply of Biomass Based Fuel 2.1.3 – Increase Farmer’s Access to Credit Through Saving and Loan Cooperatives 2.3.1 – Improve Animal Husbandry and Livestock Management 2.3.2 – Promote Beekeeping 3.1.1 – Develop and Promote a ‘Jaden Lakou’ System 3.1.2 – Support Tree Nurseries Production, Planting and Management The EMMPs for beekeeping (2.3.2) and tree seedlings (3.1.2) were also developed and are being reviewed by USAID. The Project had several visits and working sessions with USAID’s environmental compliance team representatives to discuss the development of environmental documentation, review process and procedures, and conduct field visits. Noteworthy are: • Meeting with the LAC/BEO (Diana Shannon), MEO (Abdel Abellard) and Senior Environmental Advisor (Juan Carlos Martinez-Sanchez) to discuss the umbrella EMMP, and visit of potential activity sites – February • Working session with the MEO (Abdel Abellard), Senior Environmental Advisor (Juan Carlos Martinez-Sanchez) and AOR (Kenold Moreau) to address comments from the REA (Rob Clausen) on the umbrella EMMP – March • Meeting with the MEO (Abdel Abellard) and Senior Environmental Advisor (Juan Carlos Martinez-Sanchez) to review pending comments on the Specific EMMP for CASB – August While waiting for the approval of the umbrella EMMP, the Project only implemented activities falling under the Categorical Exclusion Threshold, as per LAC-IEE-17-27. For those with negative determination with the conditions, based on the approved EMMPs, the Project’s Environmental Compliance Specialist developed mitigation and monitoring tables, trained relevant staff accordingly, reviewed and cleared the activities prior to their launching, and regularly visited and monitored them for environmental compliance. The environmental compliance specialist also delivered a presentation on environmental compliance for the Project technical staff with a view
45 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT to increase their understanding of the importance of USAID environmental regulations, the role of the EMMP document, and the processes for environmental review and monitoring of the activities. The Project will continue to work with its partners and beneficiaries during Year 2 to provide them with the technical support necessary to ensure that all activities are developed and implemented in compliance with the prescribed mitigation measures. During the year, we will also review with USAID the applicability of the indicators associated with some of the mitigation measures from the various EMMPs and, where necessary, propose amended language for consideration.
46 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
SECTION 4. MONITORING, EVALUATION AND LEARNING The Results Framework in exhibit 18 presents the objective of the USAID Reforestation Project “Restore the provision of environmental services in targeted forest and agroforestry areas in support of food security and/or resilience to economic and natural resources shocks” with a direct link to the USAID/Haiti Strategic Framework for 2018 – 2020 and Results Framework goal “Foundation for resilience, stability, and inclusive growth reinforced.” The Framework reflects Project’s commitment to assisting the GOH in achieving some of its COP21 goals, and builds on the respective priorities of the MOE and MARNDR to: i. Promote improved resilience in the face of extreme vulnerability to natural shocks caused by the degradation of natural resources, i.e. to increase the capacity of communities and landscapes to rebound after natural disasters, resist shocks, and adapt in the long term to eco-climatic conditions (MOE); and ii. Improve resilience to climatic and natural shocks in northern Haiti, including working on watershed stabilization activities upstream of irrigation and drainage infrastructure, using a three-pronged approach to reforestation: energy wood lots, agroforestry systems, and reforestation activities (MARNDR).
Exhibit 18. Project Results Framework
47 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT During FY18, based on the USAID-approved Project Monitoring Evaluation and Learning (MEL) Plan, the Project MEL team developed the MEL system with technical assistance and support from Chemonics Home Office and guidance from USAID. The Project acquired SurveyCTO, a fully- automated system, also called paperless system, to capture/collect data via tablet for monitoring and survey activities, and established a cloud-based system, avoiding the need to purchase servers or other IT equipment. The system helps organize and track indicators, build and save reports, and manage M&E metadata in a linked global system, thereby ensuring that the Project meets its quality, control and audit requirements. With further guidance from USAID and support from Chemonics Home Office, the Project finalized the indicators’ targets and summary table, developed the performance indicators reference sheets, and learning questions. Table 6 below presents Project performance toward achieving the FY18 target indicators. Note that while the Project has several more performance indicators, Table 6 reflects only the indicators with targets in FY18. Table 6. Project FY18 Performance indicators
Codes Indicators FY18 FY18 FY18 % reached Actuals Targets Deviations compared
EG. 10.2-2 Number of hectares of biological significance and/or natural 0% 0 20 - 20 resources under improved natural resource management
EG. 3.2-1 Number of households benefitting directly (FTF) 489 750 -261 65%
EG. 11.2 Number of stakeholders/institutions with increased capacity 4 5 -1 80%
EG. 3.2-17 Number of farmers and others who have applied improved 0% 0 520 - 520 technologies or management practices (FTF)
EG. 3.2-18 Number of hectares of land under improved technologies 0% 0 131 -131 or management practices (FTF)
PL 06 Number of farmers linked to agroforestry and/or fruit tree 94% 489 520 -11 products markets
PL 10 Number of national-level coordination and advocacy 100% 1 1 0 activities supported
PL 11 Number of subwatershed committees created, recognized 60% 3 5 -2 and functioning
PL 12 Number of subwatershed plans endorsed/adopted by 100% 3 3 0 municipal authorities and/or integrated into municipal plans
PL 14 Percentage of women on subwatershed management 133% 40% 30% +6% committee/plans
PL 15 Value of funds leveraged through cost share 0 15,000 US -15,000 US 0% Four indicators did not record any achievements despite having targets in FY18. The reason for the lack of achievements for these four indicators were as follows: • The Project planned to have at least 20 hectares of mangrove under improved management (EG. 10.2-2) but achieved none as the sub-grants for the planned rehabilitation of mangrove stands could not be finalized during the reporting period • For activities related to EG. 3.2-17 and EG. 3.2-18, the Project was unable to achieve desired progress, as farmers in the Project area could not have their regular agricultural production activities due to the rainfall anomalies and long dry spells during the first eight months of 2018.
48 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT
• For PL 15, funds leveraged through cost share are not audited and validated yet, therefore they will be reported in FY19. The FY18 shortfall will be transferred and added to the original FY19 targets. With the assistance of Chemonics Home Office and based on discussions with the Mission and USAID Global Climate Change team, the Project made some revisions to the indicators to incorporate some relevant Sustainable Landscapes and Feed the Future phase II indicators. The revised table of indicators is presented in the FY19 MEL Plan.
49 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT ANNEX A: IPTT TABLE, FY18
IPTT Q4 FY2018 Format_USAID Refore
50 | USAID REFORESTATION PROJECT – FY 18 ANNUAL PROGRESS REPORT