Quarterly Report FY2020 Quarter 1 – 10/01/2019 to 12/31/2019

Submission Date: 29 January 2020

Agreement Number: AID-625-A-17-00001 Activity Start Date and End Date: 12/23/2016 to 01/22/2021 AOR Name: Aboubacar Kossomi

Submitted by: Alissa Karg Girard, Chief of Party Lutheran World Relief YN 7, Boulevard Béro, , Tel: +227.96.26.73.26 Email: [email protected]

The content of this report is the responsibility of Lutheran World Relief and does not necessarily reflect the views of USAID or the United States Government.

LIST OF ACRONYMS

A Adult (age category for individuals aged 30+) AMELP Activity Monitoring, Evaluation and Learning Plan AOR Agreement Officer’s Representative AE Auxiliaires de l’Elevage CBO Community-Based Organization CEB Contribution à l’Education de Base COP Chief of Party DQA Data Quality Assessment EMMP Environmental Monitoring and Mitigation Plan F&A Finance and Administration FCFA Francs Communauté Financière Africaine FTF Feed the Future FTFMS Feed the Future Monitoring System FMNR Farmer-Managed Natural Regeneration FY Fiscal Year GDA Global Development Alliance GPS Global Positioning System ha Hectare HH Household ICRISAT International Crops Research Institute for the Semi-Arid Tropics ICT Information and Communications Technologies INRAN Institut National de la Recherche Agronomique du Niger IR Intermediate Result Kg Kilogram LWR Lutheran World Relief M Men MACF Margaret A. Cargill Foundation MFI Microfinance Institution MCA Millennium Challenge Authority MCC Millennium Challenge Corporation MOU Memorandum of Understanding MT Metric Tons M&E Monitoring and Evaluation OHADA Organisation pour l’Harmonisation en Afrique du Droit des Affaires PASEC Projet d’Appui à l’Agriculture Sensible aux Risques Climatiques PEA Producer Enterprise Agent PIRS Project Indicator Reference Sheet PO Producer Organization RECA Reseau des Chambres d’Agriculture RISE Resilience in the Sahel Enhanced, supported by USAID SIM Subscriber Identification Module SMS Short Message Service SVPP Service Vétérinaire Privé de Proximité TOT Training of Trainers USAID United States Agency for International Development USD US Dollars USG United States Government W Women Y Youth (age category for individuals aged 15-29)

1. PROGRAM OVERVIEW/SUMMARY

Program Name: 12/12: An Alliance for Year-Round Resilience in and Maradi, Niger Activity Start Date and End Date: 12/23/2016 to 01/22/2021 Name of Prime Implementing Partner: Lutheran World Relief (LWR) Agreement Number: AID-625-A-17-00001 Name of Subawardees: Union Adaltchi, Union Amintchi, Union Nazari, Contribution à l’Education de Base (CEB) Major Counterpart Baharti Airtel Ltd, Ecobank, SH Biaugeaud, Margaret A. Cargill Organizations/Alliance Partners: Foundation (MACF) and others Geographic Coverage Ajékoria, Birnin Lallé, Communes () (Communes and Regions) Konni, , , Dogueraoua, Illéla, , Communes () of Niger Reporting Period: October 1-December 31, 2019

1.1 Program Description/Introduction

The 12/12 Alliance seeks to leverage new private-sector expertise and innovative solutions to improve the resilience of 12,760 households over all 12 months of the year in 10 communes and 115 villages located in agro-pastoral and marginal agriculture livelihood zones of Iléla, Konni and Malbaza departments (Tahoua region) and (Maradi region)--and simultaneously help the 12/12 Alliance’s private sector partners expand their market share, mitigate operating risks and secure more reliable supply chains. Specifically, the 12/12 Alliance aims to: • Leverage private sector investment and innovations to increase and sustain household incomes, assets and adaptive capacity, and • Strengthen the organizational capacity of farmer associations to sustain member services, manage risks and leverage business opportunities.

LWR hosted a reflection meeting with staff and partners in October 2019 that included visits with local authorities to review progress and solicit feedback, a review of the approved FY20 work plan, action planning in response to key recommendations from the project’s mid-term review and advancing work on each partners’ operations manuals, exit strategy and plans. LWR also rolled out a strategy and tools to strengthen partners’ current social safety nets (cereals banks and habbananye, animal restocking initiatives), savings and credit group operations and worked with a consultant deepen the project’s draft value chain assessment. LWR hired a team of external enumerators in December 2019 to collect data for the annual performance survey. In addition, LWR continued monitoring and providing technical support to partners under the project’s Environmental Monitoring and Mitigation Plan (EMMP) and gender monitoring plans; providing technical assistance and mentoring as each Union partner began independently monitoring their tailored organizational development plan.

LWR also continued technical support on crop and animal production, access to financial services, functional literacy, organizational capacity and marketing strategies with LWR’s four implementing partners—Union Adaltchi, Union Amintchi, Union Nazari and Contribution à l’Education de Base (CEB) —and work on organizational capacity development with three Unions in Dakoro (Union Bounkassa of Korahane, Union Guidawnia of and Union Guidawnia of Birnin Lalle). These activities are described in the sections that follow.

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1.2 Summary of Results to Date

Annual On Q1 Q2 Q3 Q4 Performance Standard Indicators* Baseline* Annual Target FY2020 Target FY20 FY20 FY20 FY20 Achieved to the End of Period (%) Y/N Proportion of households resilient to a shock 0% in FY17; 48% experienced the previous year (Resilience in the in FY18; 78% in 70% N/A 0 0 0 N/A N/A Sahel Enhanced/RISE, Ga) FY19 Number of individuals participating in USG food 1,561 M, security programs (Feed The Future/FTF EG.3-2) 4,145 in FY18; 1,600 men (M), 2,400 women 2,185 W1 0 0 0 93.7% Y 5,708 in FY19 (W) (3,746 total) Yields of targeted commodities among program Millet and Millet (kg/ha): 400 M, 350 W participants with USG assistance (EG.3.10,11,12) N/A 0 0 0 N/A N/A cowpeas2 Cowpeas (kg/ha): 180 M, 150 W

Number of hectares under improved management 0 in FY17; 3,038 technologies or practices as a result of USG in FY18; 6,561 in 5,500 ha N/A 0 0 0 N/A N/A assistance (EG.3.2-25) FY19 Number of individuals in the agricultural system 0 in FY17, 2,439 who have applied improved management practices in FY18; 4,120 in 1,600 M, 2,400 W N/A 0 0 0 N/A N/A or technologies with USG assistance (EG.3.2-24) FY19 Number of hectares under improved management practices or technologies that promote improved 0 in FY18, 6,561 5,500 ha N/A 0 0 0 N/A N/A climate risk reduction and/or natural resources ha in FY19 management with USG assistance (EG.3.2-28) Value of agricultural-related financing accessed as 0 in FY18, $100,000 USD $45,000 $0 $0 $0 45.0% Y a result of USG assistance (EG.3.2-27) $45,000 in FY19 Value of new USG commitments and private $2.6m in FY18; sector investment leveraged by the USG to support $4,500,000 USD $2.742m $0 $0 $0 60.9% Y $2.742m in FY19 and nutrition (EG.3.1-14) *The summary results table reflects the FY20 AMELP update and new FTF indicators for FY18 and FY19. Additional details are reported in Annex A. For indicators Ga, EG.3.10-12, EG.3.2-25, EG.3.2-24 and EG.3.2-28, data is collected via an annual survey and “N/A” or a “0” recorded in quarters in which no new data is collected. For indicator EG.3-2, participation is recorded quarterly, but adjusted annually for beneficiaries participating in multiple activities. Indicators EG.3.2-27 and EG.3.1-14 are recorded in the quarter of activity.

1 In accordance with the PIRS, beneficiaries are counted once annually; beneficiaries may be double counted in any given quarter prior to the analysis. 2 Disaggregation: Millet kg/ha: 333 M, 260 W and Cowpeas kg/ha: 168 M, 120 W at baseline; Millet kg/ha: 431 M, 293 W and Cowpeas kg/ha: 145 M, 104 W in FY18. In FY19, Millet (kg/ha): 359 M, 334 W and Cowpeas (kg/ha): 150 M, 142 W. In FY19, age for millet yields (358 kg/ha youth/15-29, 346 kg/ha adult/30+); age for cowpea yields (148 Kg/ha youth/15-29, 146 kg/ha adult/30+)

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2. ACTIVITY IMPLEMENTATION PROGRESS 2.1 Progress Narrative

Key project activities with target farmers, households and stakeholders over FY20Q1 are as follows:

Objective/Intermediate Result (IR) 1: Leverage private sector investment and innovations to increase and sustain household incomes, assets and adaptive capacity

IR 1.1: Diversified economic opportunities: Twelve market gardens supported by Union Nazari and CEB are managed by different women’s groups with 356 members; each group received a start-up kit of moringa oleifera seed and basic tools (wheelbarrows, watering cans, hoes, rakes, basins and/or other tools) and training on planting, care and pruning in 2017. The groups continue to manage this income- generating activity with no additional inputs apart from technical support provided by LWR and partners. All groups harvested moringa leaves, but the groups in CEB’s zone only collected 13.75Kg due to attacks from pests and so pruned the damaged trees. In Union Nazari’s zone, the 10 groups divided leaves among their members for household consumption and collected approximately 450Kg of leaves to sell.

Functional literacy for farming as a business: LWR’s functional literacy strategy and manuals are aligned with Niger’s national functional literacy standards3, with training for locally identified instructors on facilitation techniques, classroom management, record-keeping and lesson planning. The second round of project-supported functional literacy sessions began in March 2019 in 8 villages. Each community identified a local management committee, provided space/built a classroom and chose the timing and organization of their sessions based on their students’ preferences. Partners also purchased materials and printed manuals and signed contracts with instructors and MOUs with the Government of Niger’s Division of Literacy and Non-Formal Education to provide oversight and technical supervision.

As of December 30, 2019, 384 learners (181 men and 203 women) have completed the first phase of instruction. Attendance has remained satisfactory and the assessments from the first phase in these 8 centers are promising (higher than those of the 7 pilot centers at the same period of instruction); results are found in Table 1: Functional Literacy Results, Phase 1 (2019 Cohort), below.

Table 1: Functional Literacy Results, Phase 1 (2019 Cohort) Functional Literacy Center Enrolled Completed Sessions Functionally Literate (Commune) Men Women Total Men Women Total Men Women Total Djani (Birnin Lalle) 25 25 50 25 25 50 11 11 22 Dogon Magoshi (Ajekoria) 25 31 56 25 30 55 13 14 27 Acha Bissa (Ajekoria) 28 32 60 23 28 51 14 12 26 Gatchikaye (Illela) 30 30 60 28 27 55 8 11 19 Tablaliya (Illela) 30 30 60 20 22 42 9 1 10 Boulké (Konni) 25 25 50 21 22 43 18 12 30 Mozagué (Tsernaoua) 25 25 50 25 25 50 14 13 27 Takoro (Malbaza) 25 25 50 14 24 38 6 6 12 Total 213 223 436 181 203 384 93 80 173 Retention (completed sessions): 85.0% 91.0% 88.1% Literacy (tested levels 3/4 +): 51.4% 39.4% 45.1%

3 National functional literacy standards include a pre-test, norms for timing and hours of instruction (5 days a week of instruction over 2 six- month phases), standard materials required to operate literacy centers, required minimum qualifications and pay rates for instructors and norms for supervision. Functional literacy manuals for instructors and students cover reading, math and “social life education” in Hausa for beginning learners and the same subjects plus oral French for intermediate learners. For the 12/12 Alliance project, social life education focuses on life- skills, agriculture and farming as a business, including how to use a phone and calculator.

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IR1.2: Intensified production and marketing for livestock and high-potential crops Improved crop productivity4: The project is helping Union members transport materials and apply soil and water conservation techniques through animal carts and tool banks (pickaxes, shovels, pry bars and other tools). Management committees collect use fees of around 50-100 FCFA (approximately 10-20 cents) per tool, depending on the rates they agree to with community members, to help manage and maintain the materials. Union Nazari’s cooperatives in 23 villages have tool banks and 12 have cattle carts. Union Amintchi’s cooperatives in 10 villages have received tool kits and 10 villages have received donkey carts. CEB has distributed 60 cattle carts to cooperatives in their zone. This quarter, the soil and water conservation kits/tool banks were used by 321 people. The cattle and donkey carts were borrowed 397 times, primarily to transport crops following the harvest, but some to fetch water or transport goods and people to market. At the time of the review, the groups had over 120,000 FCFA (approximately $215) saved from renting tools and over 280,000 FCFA (approximately $510) saved from renting carts.

Early in the season, implementing partners set up 81 demonstration plots (8 with Union Adaltchi, 23 with Union Nazari, 20 with CEB and 30 with Union Amintchi) on model farmers’ fields, including procuring certified seed varieties adapted to each zone, sourcing compost, applying FMNR techniques where possible and selecting, staking, scarring and applying compost before planting millet and cowpeas in alternating bands or in pure stands in comparison with a control plot. Partners signed MOUs with the local department of the Ministry of Agriculture to monitor and provide additional technical support. Unfortunately, 5 demonstration plots failed due to severe climate shocks (flooding or drought). Follow-up visits to the remaining demonstration and control plots were conducted by CEB and Union Nazari in October and November 2019 for 966 farmers (305 men and 601 women) to highlight differences in terms of yields. Overall, yields on the demonstration plots were higher than the control plots; results from the 76 demonstration plots are found in Table 2: Summary Yields of Demonstration Plots, below. Regrettably, the harvest at one demonstration plot was stolen before yields could be determined.

Table 2: Summary Yields of Demonstration Plots Yield Demonstration Yield Control Plot Difference in Yield on Type Demonstration Plot (Kg/ha) (Kg/ha) Demonstration Plots (%) Plot Plots Millet Cowpeas Millet Cowpeas Millet Cowpeas Cowpeas only 4 532.00 429.00 124.01% Bands of millet/cowpeas 46 823.45 531.47 566.00 298.26 145.49% 178.19% Millet only 26 1,258.08 725.87 173.32%

LWR and Union Amintchi began improved violet de Galmi onion seed multiplication in 20185; in October 2019, the Union and an agent from the government’s local research station trained 29 farmers (all men) on preparing onion bulbs and seed beds, using compost, proper spacing, weeding and natural pest controls and harvesting, drying, cleaning and storage of onion seed. The multipliers planted 1.48 hectares with G4 parent bulbs; as of December 31, 2019, all multipliers used compost for fertilization, 12 multipliers have already weeded and 7 have already applied natural pest control methods on their plots.

Improved animal productivity: Revolving sheep fattening was first piloted in April 2017 with 420 women (100 women members of Union Nazari, 100 women members of Union Amintchi, 70 women affiliated with Union Adaltchi and 150 women in CEB’s zone) in order to learn from and adjust the model. New rounds of sheep fattening were started in April 2018 with 460 women (170 women members of Union Nazari, 100 women members of Union Amintchi, 90 women affiliated with Union Adaltchi and 100 women in CEB’s zone). The pilot rotations are now on a fifth fattening cycle and second round of

4 Improved techniques/technologies promoted by the project include improved seed, growing cereals and cowpeas in association, crop rotation, use of compost, manure and crop residues and FMNR and/or other soil and water conservation techniques. 5 Onion seed multiplication requires two seasons (multiplication of parent bulbs from foundation seed the first season, then sowing the parent bulbs to produce seed in the second).

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operations on a fourth cycle. As of December 31, 2019, from the initial project investment of 1,760 sheep purchased for 880 women, 2,519 women have benefitted from sheep fattening, which shows the revolving operations are working as anticipated. LWR and partners are working to transfer all operations, management and oversight to the fattening groups and so is compiling the list of all animal fattening account balances, signatories, management committee leaders and other stakeholders to begin drafting agreements to govern fattening operations at the project close.

As mentioned in prior reports, the accounts where Union Adaltchi’s members secure their sheep fattening funds are in the groups’ names and some individual members of these groups had unpaid loans so the MFI seized the groups’ fattening funds. Fortunately, all outstanding loans were recovered this quarter, and the Union helped the groups change their account names to prevent this from happening in the future.

Most of the sheep purchased in 2019 were sold around the Tabaski holiday in August, so reimbursement has been completed among participants from Union Nazari and Union Amintchi; Union Adaltchi and CEB continue to encourage reimbursement from a few groups (approximately 15% of the total loaned amount remains). Union Adaltchi and Union Amintchi have started new rounds of fattening with groups that completed reimbursement, but Union Nazari members are finalizing beneficiary selection and contributions before starting a new rotation. Union Nazari’s team also provided refresher training for 48 women animal fattening committee leaders in October 2019 on their roles, responsibilities and processes and tools to manage rotations.

The agreements signed with veterinary service providers (either the Ministry of Agriculture’s department of Animal Husbandry and/or the Service Vétérinaire Privé de Proximité/SVPP) continued to assist the management committees with selection, vaccination/initial treatment and technical support. Only 3 sheep died this quarter, all in Union Adaltchi’ zone; the committees’ only replaced 1 of the sheep because the market prices were too high to make another purchase. Unfortunately, the closure of the Nigerian border is affecting the cost of veterinary pharmaceuticals used within the SVPP network.

Strengthened access to animal health care: The 12/12 Alliance has helped expand the SVPP network through the project’s PEA/veterinary auxiliaries (Auxilieres de l’Elevage or AE). This quarter, the PEA/AEs in Union Nazari’s zone treated 327 animals, those in Union Adaltchi’s zone treated 461 animals, those in Union Amintchi’s zone treated 908 animals and those in CEB’s zone treated 1,168 animals (2,864 animals in total) including sheep, goats, donkeys, camels, horses, poultry and cattle. The most frequent reported treatments were for diarrhea or constipation, wounds, respiratory illnesses and care or vaccinations for poultry. PEAs provide basic animal health services using the same fee schedule as other AEs and procure new veterinary supplies through the SVPP network. Three PEA/AEs working in CEB’s zone participated in a two-day refresher training supported by the SVPP network in Dakoro. LWR also met with the SVPPs and PEA/AEs across the project zone to review progress and identify emerging needs to help position PEA/AEs to have successful animal health businesses at the project’s close and is working to document the strategy and tools LWR used to help AEs integrate the SVPP network.

Improved storage and marketing capacity: Union Nazari began using the new warehouse/office; the Union has 15 MT of millet and 5 MT of cowpeas in stock. Union Amintchi distributed 200 50kg sacs to member cooperatives to store millet for sale; the cooperatives have already sold 35 sacks to local buyers. This quarter, Union Adaltchi began negotiations with the World Food Program (WFP) to potentially sell 150 MT of millet and 50 MT of cowpeas; Union Amintchi may sell 68 MT of millet and 25 MT of cowpeas. Other partners have also expressed interest in potential sales to the WFP.

In December 2019, Union Adaltchi trained 20 male stock management committee members over a 3-day workshop on marketing, promotion and warehouse management (sourcing quality stock, storage and warehouse management, calculating profits and margins, value-addition and stock management tools).

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LWR’s Marketing Officer worked with an international consultant to deepen the assessment of project value chains in order to provide an update on emerging opportunities and value chains (like sorghum, corn, tomatoes and spices) and identify their market potential and recommendations for next steps. The final report is expected in the coming quarter, but its preliminary findings were used to inform each partner’s marketing plan for 2020. LWR also continued work on a guide for Union partners looking to access commercial loans that includes a review of different banking services, definitions of banking terms, general requirements for loan applications and simple financial analyses to determine the cost of credit and if a Union should pursue a loan. LWR plans to meet with additional lenders to finalize and rollout the guide with partners in the coming quarter.

IR 1.3: Increased access to financial services The technical teams of Union Nazari, Union Amintchi, Union Adaltchi and CEB conducted follow-up with 127 savings and credit groups supported by the project this quarter. LWR also worked with partners to finalize and roll-out simple management tools in Hausa for managing savings, credit and cash, along with a guide for partners on mentoring these capacity areas. Union Adaltchi and Union Amintchi provided new notebooks/registers to apply these tools. All groups are providing credit to members for income-generating activities and all had savings in their cash box and/or bank account. At the time of the visits, the groups had nearly 29.4 million FCFA (over $53,000) in savings and had issued loans totaling over 20 million FCFA (over $36,000) to 1,774 members for various income-generating activities like animal fattening or sales of cereals, prepared food or cloth.

One women’s group in Union Adaltchi’s zone received an 800,000 FCFA loan (approximately $1,500) from a local MFI, Yarda. Eight savings and credit groups in Union Nazari’s zone that reimbursed loans with this MFI mobilized new contributions and received new loans totaling 7m FCFA (over $12,700) for various income-generating activities benefitting 154 women.

Objective/IR 2: Strengthen the organizational capacity of farmer associations to sustain member services, manage risks and leverage business opportunities

IR 2.1: Strengthened organizational, technical and management capacity Organizational capacity development: LWR’s organizational capacity development strategy for the project includes participatory processes and various tools to assess, analyze, plan, monitor and evaluate changes in organizational capacity among producer organizations, including: a.) an initial diagnostic assessment, b.) a detailed analysis of organizational issues and their root causes, c.) a facilitated review of the findings with group leaders and members to adjust and validate the findings, d.) participatory organizational action planning and e.) periodic monitoring, evaluation and adapting of each group’s plan. This quarter, LWR worked to transfer the roles of participatory action planning and monitoring to each Union and rolled out a guide to help Union leaders facilitate these sessions with their members; LWR also provided technical assistance as the partners began to plan and implement their own monitoring.

In November 2019, CEB hired an external facilitator to train 200 cooperative leaders (110 men and 90 women), all members of the cooperative and/or leaders of one of the Unions CEB is supporting, over a series of 3-day workshops on cooperative regulations, roles and responsibilities and good governance. Union leaders had an additional day of training on advocacy and negotiation techniques.

ICT-enabled extension: This quarter, the project team completed distribution of Airtel SIM cards and related tasks in the ICT Hub (which include a brief sensitization message, a photo and signature by the beneficiary following distribution) to members of partner Unions and community members in CEB’s zone as a unique identifier for each project participant and the first step for farmers to access Airtel’s mobile products and services. As of December 31, 2019, 8,705 women and 6,121 men (14,826 people) have registered phone numbers. Approximately 3,700 cards could not be distributed due to duplication

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(beneficiaries with multiple names, spellings or who use an alias), death and people who had moved or could not be physically identified; demographic information and names have been corrected or deactivated in the ICT Hub.

PEAs continued outreach with farmers, reaching 826 men and 1,241 women (2,067 people) on farming as a business, how to improve margins from animal fattening and millet and cowpea storage this quarter. See “3.9 Science and Technology and Innovation Impacts” for additional details.

IR2.2: Strengthened disaster risk management capacity: This quarter, LWR’s Capacity Development Advisor rolled out the strategy and tools to help strengthen partners’ social safety nets (cereal reserves and habbanayé (animal restocking) groups). Partners plan to work on technical support to the groups in the coming quarter.

Other activities: LWR project staff participated in several other training sessions, visits and meetings over the quarter. LWR staff in Konni were trained in first aid from October 7-9, 2019. LWR met with representatives from the Millennium Challenge Authority (MCA) and its subcontractors over multiple meetings in November and December 2019. LWR also participated in a USAID partner’s meeting and met with AVI-Niger, the Chamber of Agriculture (RECA), the national agricultural research station (INRAN), IREX and CLUSA over the quarter to discuss coordination and possible collaboration.

The Millennium Challenge Corporation/Millennium Challenge Authority (MCC/MCA) launched repairs to the irrigation scheme in Konni used by members of Union Adaltchi in November 2019. Once repairs begin, the irrigation system will be disrupted and there will be no water for irrigation; likely affecting production and sales targets for FY20. LWR met with MCA and their contractors several times this quarter to discuss implications in the 12/12 Alliance project zone with members of Union Adaltchi, as MCA is targeting the same villages and cooperative members with similar functional literacy, savings and credit promotion, demonstration plots and extension and business advisory services and plans to restructure or eliminate the Union. In December 2019, LWR, MCA and its contractor met and agreed to coordinate and not duplicate activities with the same beneficiaries; however, the new structure and membership of Union Adaltchi remains under consideration.

2.2 Implementation challenges

Several operational and programmatic challenges affected implementation over the quarter, as follows:

Operations: • The smartphones and solar panels used by PEAs have been damaged from wear in rough conditions. LWR has procured replacement phones and is performing maintenance and repairs; replacement solar panels and phone parts have been ordered, but the entire stock has not yet been delivered in Niger. LWR may need to replace the smartphones in 2020 now that the current model is out of production. • Security issues in the areas bordering the project zone (both in northern/eastern Tahoua, Dosso and in Nigeria close to Konni) and close to Niamey have led LWR to review security protocols, which carry additional requirements and/or restrictions for staff traveling to some areas. LWR is planning personal security training in January 2020 to help staff adapt to this changing context.

Programming: • CEB is continuing to work to recover animal fattening committees’ funds in Mallamaoua, Farin Baki and Garin never deposited at the bank by CEB’s former supervisor. Only 82.000 FCFA (the final installment out of the 775.000 FCFA total) remains to be recovered for the committees.

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• Insufficient or irregular rainfall affected rainfed crop production across the project zone. Five demonstration plots failed due to severe climate shocks (flooding or drought). While average overall yields were better on demonstration than control plots this year, average yields on the demonstration plots were much lower (25-50% lower) than those in 2018. According to LWR’s follow-up visits, the primary factors contributing to these differences were irregular rainfall and some model farmers used improved seed on both plots (use of improved seed has become the farmers’ “traditional” practice). • LWR’s partners continue to struggle with access to financial services. Two of the sheep fattening groups in Union Amintchi’s zone had deposited funds with Asusu; this MFI has faced significant management issues and local branches have closed, leaving groups without access to 860.000 FCFA on deposit. LWR is helping the Union’s members engage with other branches of Asusu that remain open to try to recover the funds. LWR continues outreach with Ecobank on access to loans for Union partners, advancing discussions on a partial guarantee mechanism to promote access to credit for Union input and warehouse financing; LWR met with Ecobank’s Director to advance these negotiations in November 2019 and the agreement is now with Ecobank’s risk department for review. • SH Biaugeaud has yet to begin investments in the onion value chain in Niger. LWR requested a meeting between SH Biaugeaud and USAID in Senegal in October 2019 to discuss this; during the meeting, while SH Biaugeaud expressed continued interest in the GDA, their structure and timing of onion processing operations in Senegal may mean that these investments may not be possible within the current project timeframe. LWR is looking for new potential private sector partners and has begun outreach in Niger and posted an expression of interest for a consultant to help with the relationship identification and cultivation process for new private sector partners. • Airtel trained PEAs, project staff, partner leadership and members of the partners’ technical teams on Airtel Money mobile financial services and how to use them in previous years, but the PEAs’ accounts haven’t been configured yet, so refresher training is needed once this is complete. LWR’s partners also signed agreements with Airtel to open mobile money accounts for the organizations’ financial transactions but is waiting for Airtel to install the modems for this and provide training on use. • Two PEAs resigned this quarter; identification of their replacements by partners Union Adaltchi and CEB is underway.

2.3 MEL Plan Update

LWR submitted the FY20 AMELP update on October 9, 2019 that includes changes to standard indicators based on FTF guidance. LWR entered FY19 FTFMS data online and submitted a revised AMELP update to incorporate suggestions from USAID on November 15, 2019. LWR also worked to address key recommendations from USAID’s September 2019 DQA: replacing old indicator numbers with new FTF ones; updating sampling methods per type of indicator as per FTF guidance for the annual performance survey; documenting changes in FY19 performance data after updates to beneficiary demographic information during the distribution of SIM cards, reporting the actual and previous values; and providing a deviation narrative in FTFMS for any indicators 10% over or under the target. USAID’s team also recommended saving supporting documentation/verification methods on the project’s Salesforce platform (if technically feasible) and updating the Salesforce community and read-only access to USAID; LWR will plan to work on this in the coming quarters. Table 1.2: Summary Results to Date and Annex A: Progress Summary reflects these updated FY20 indicators, targets and recommendations.

LWR organized and facilitated a reflection meeting from October 22-24, 2019 in Konni with 39 project staff members and partner leaders. The meeting included visits with local authorities to project animal fattening, savings and credit, functional literacy and demonstration plots to solicit feedback and recommendations; a review of the approved FY20 work plan; action planning in response to key recommendations from the project’s mid-term review; finalizing safety net and savings and credit

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strategies and tools; providing final recommendations to technical content in the technical library and advancing work on each partners’ operations manuals, exit strategy and plans.

LWR used the ICT Hub and a beneficiary-based survey to collect performance data for the annual survey this quarter. LWR recruited 28 enumerators (24 men and 4 women) from across the project zone who had previously used smartphones to conduct surveys from December 2-29, 2019, with LWR’s M&E and ICT teams providing technical and troubleshooting to the hired enumerators in the field throughout the process—conducting daily review of data (with data recorded by the enumerator in notebooks and via smartphone before synchronization) to minimize transcription or other errors. Since data collection wrapped-up in late December, LWR will conclude the data review and analysis in the coming quarter. LWR also plans to work with implementing partners early next quarter to review, analyze and discuss any needed programmatic adjustments or course corrections in response to the findings.

3. INTEGRATION OF CROSSCUTTING ISSUES AND USAID FORWARD PRIORITIES 3.1 Gender Equality and Female Empowerment

LWR commissioned a gender assessment and planning consultancy in 2017 that identified a number of gender constraints: relatively limited access to land by women; fewer opportunities to generate income and less ability to make decisions on use of that income by women; women are discouraged from doing certain agricultural tasks (and as a result, pay men to do so); women are discouraged from interacting with male buyers or input suppliers and some value chain actors don’t consider women as “real” producers. The consultant recommended that LWR encourage women to become TOTs and PEAs, promote use of mobile financial services (including training on phone use), promote access to credit for women and help the Unions develop inclusive organizational policies and strategies for collection points for bulking operations, input provision and extension services adapted to the specific needs of women members, including helping secure women’s access to land and processing of agricultural products. LWR finalized a gender action and monitoring plan in 2018; LWR’s Capacity Development Advisor monitors progress on the plan. One key update from the review this quarter is an increase in the number of women accessing credit; 143 women’s groups have bank accounts for animal fattening credit lines and 27 women’s groups in Union Nazari’s zone have accessed and successfully repaid additional credit lines.

3.2 Sustainability Mechanisms

LWR’s strategy of working with local producer organizations as implementing partners under the project is helping lay the groundwork for sustainability—supporting each partner’s organizational capacity development plan focused on member services (organizational governance, financial management, business planning and communication) and market integration (collecting and bulking, marketing and negotiation and market information exchange). LWR mentors Union leaders to transparently procure goods and services, recruit and manage their employees, develop policies and procedures to assist operations and connect with new potential partners and collaborators. Many project activities, like moringa production, sheep fattening, animal health services and use of soil and water conservation tools are already continuing without additional investment.

According to the external mid-term review commissioned in 2019, the project is generally on track to meet objectives, making progress against targets with activities that are relevant, effective and accepted by project beneficiaries. The project is also helping lay the groundwork for resilience and future

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sustainability through production techniques that adapt to and mitigate climate shocks; technologies adapted to beneficiary needs and access; promotion of economic sustainability and skills needed to make business decisions and involvement of appropriate stakeholders for social sustainability.

PEAs have a number of income streams to support the services they provide to farmers: some PEAs are looking to manage Airtel Money point-of-sale transactions and cash-outs; some PEAs have integrated the SVPP network and provide paid animal health services; PEAs who produce compost for sale have been added to the input supplier registry and several PEAs have been trained by RECA or INRAN to provide a paid service releasing parasitoid wasps to control millet borer.

3.3 Environmental Compliance

LWR’s EMMP for the 12/12 Alliance project was approved by USAID in 2017. After developing tools for EMMP monitoring and training Alliance partners on the EMMP in early 2018, LWR began monitoring each partners’ progress on implementing environmental mitigation measures and a timeline for the partner to address any identified gaps. Many of the recommendations of the EMMP have already been fully implemented. For example, Ecobank’s loan policies are in compliance with Equator environmental principles, the EMMP is an appendix to all implementing partner agreements and the partners’ MOUs with the SVPP, the construction contracts Union Nazari signed referred to the EMMP and Union Amintchi completed forms certifying the suitability of selected plots for small-scale irrigation. There were no issues identified during EMMP monitoring this quarter that require additional follow-up.

3.4 Youth Development

With the project’s focus on the use of ICTs and mobile technologies, many PEAs—as well as project staff, survey enumerators, literacy instructors and other service providers—are young farmers and professionals. Among the 113 current PEAs, 45 (40%) are 35 or under.

3.5 Policy and Governance Support

LWR has helped all 6 Unions supported by the project to draft new organizational by-laws and register as cooperative societies under Organisation pour l’Harmonisation en Afrique du Droit des Affaires (OHADA) regulations aimed at harmonizing cooperative structures. In general, Unions that register in compliance with OHADA have relatively clearer operations, governance and accountability and greater access to financial services and institutional partnerships than non-registered entities.

3.6 Local Capacity Development

LWR continues to work with each sub-grantee to implement policies and procedures as needed to help ensure compliance with the requirements of their award agreement and national regulations governing cooperative societies. LWR worked with Union staff and Board members to finalize draft F&A operations policy manuals for those Unions without comprehensive policies and procedures this quarter.

In October 2019, LWR concluded a review of all implementing partners’ operations, procedures and staffing to assess potential operating risks; based on this assessment, LWR developed a risk register and monitoring plan for FY20, with more frequent monitoring for those partners considered as relatively higher risk. LWR also conducted financial monitoring visits to CEB in October and Union Amintchi in December, with a corrective action plan developed to provide clear, actionable recommendations for improvements to financial and administrative management.

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In December 2019, LWR worked with all partners to analyze their budgets, spending and plans for 2020. Following this analysis, each partner submitted a request for budget adjustments and incremental funding for the coming year; LWR has approved the requests for CEB, Union Nazari and Union Amintchi.

3.7 Public Private Partnership (PPP) and Global Development Alliance (GDA) Impacts

Anticipated investments under the MOU for the GDA total over $8 million US dollars in funds leveraged from the private sector in cash or in-kind under an MOU signed in July 2017. LWR continues to engage with all private-sector partners on the actions and plans, but is looking for other private sector partners in the event SH Biaugeaud is unable to honor its GDA commitment. MACF support to the project ended on September 30, 2019, so LWR finalized closeout and reporting on the award this quarter.

3.8 Conflict Mitigation

N/A

3.9 Science, Technology, and Innovation Impacts

The project’s ICT Hub is designed to help: a.) PEAs promote quality local extension services, provide access to information on potential input suppliers and market prices, b.) Unions better plan for bulk acquisitions, sales and communications with their members and c.) LWR compile and analyze project performance and management data. The technical library includes 48 short video clips--with video, graphics and narration in Hausa--on sheep fattening, millet production, cowpea production, onion production, wheat production, and farming as a business, using mobile phones and Airtel mobile money in TaroWorks and short technical summaries in French and Hausa along with simple drawings on key extension topics in an application called “Search.” This quarter, LWR and TaroWorks began development of a Google Play application that will bring the technical library (“Search”) to even more farmers and completed an upgrade that allowed more seamless administration of the annual performance survey.

As of December 31, 2019, there have been 3,462 hits to the ICT Hub’s market price data and vendor information, 11,814 hits to the technical library and 18,662 hits to videos, 33,938 hits in total. The most- viewed videos were on farming as a business, cowpeas, animal fattening and millet.

4. STAKEHOLDER PARTICIPATION AND INVOLVEMENT

LWR and project implementing partners regularly conduct community-level meetings, participatory review of reports and progress notes by Board members, reflection meetings and site visits. For example, in addition to the project reflection meeting organized by LWR in October 2019, Union Adaltchi organized a meeting with Board members and technical staff to present project activities and results. Union Nazari held monthly meetings with the Board on project activities and plans, sharing information and plans with community members with help from PEAs. Union Amintchi sensitized communities about accountability principles during community meetings to identify sheep fattening participants.

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5. MANAGEMENT AND ADMINISTRATIVE ISSUES

LWR submitted a management response plan to follow-up on recommendations from USAID/Senegal’s May 2019 monitoring visit in October 2019 and a request for a budget amendment in order to remove construction activities no longer needed in favor of other activities in June 2019; LWR is waiting for feedback on these submissions. LWR would also like to start discussing the process to potentially remove or replace SH Biaugeaud as part of the GDA, and what the timing and steps might be (including considering a project time extension in order to identify other private sector investments) in the event this current Alliance member is ultimately unable to honor its GDA commitment.

6. LESSONS LEARNED

Key lessons from FY20Q1 are as follows: • Project reflection meetings continue to provide an opportunity for staff and partners to reflect on progress, share lessons and learn from their peers. During the October 2019 meeting, LWR and partners discussed activities to expand or consolidate (demonstration plots and visits, extension services by PEAs, functional literacy, savings and credit promotion and marketing efforts) while working to strengthen the capacity of the women’s groups to manage animal fattening and PEA/AEs to provide animal health services after the project ends, expanding mobile financial services and improving safety nets to better meet beneficiary and stakeholder needs. • Adapting and harmonizing management tools and providing training, accompaniment and technical support to savings and credit groups seems to have helped improve members and lenders’ confidence; contributions are increasing, and some groups have accessed additional credit lines. • Functional literacy instructors, community management committees and partners have found innovative ways to encourage attendance (a significant commitment for adults attending lessons 5 days a week for a year) and retention. This quarter, partners adjusted class times to account for learners’ work in their fields, issued completion certificates to motivate learners and at the opening ceremony for the second phase of classes in Boulke, Union Adaltchi leaders donated 4 bags of corn to learners to encourage them in their efforts. • Efforts to help strengthen Unions’ organizational capacity and outreach are helping the groups raise their visibility; this quarter, Union Amintchi visited with Swiss Contact and GIZ about potential support to some of the Unions’ activities and initiatives. Union Nazari and its member cooperatives prepared applications for the American Embassy’s Self-Help program (to expand animal fattening); 14 cooperatives submitted applications to the Project d’Appui à l’Agriculture Sensible aux Risques Climatiques (PASEC), a small grant funding instrument for climate-smart agriculture, and one of Union Adaltchi’s cooperatives anticipates an award from MCA valued at approximately $100,000.

7. PLANNED ACTIVITIES FOR NEXT QUARTER INCLUDING UPCOMING EVENTS

Key activities planned for the coming quarter include steps to: • Continue technical support and monitoring of project activities with local partners on animal fattening, animal health services, savings and credit operations, functional literacy, market gardens and training on marketing, organizational capacity and farming as a business. • Finalize budget analysis, work planning and incremental funding requests for 2020 with partners.

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• Conclude the value chain assessment and finalize the guide on commercial credit for Union partners. Support Unions’ rollout of their operations manuals, support to social safety nets and mentoring of savings and credit groups. Monitor and support progress on their organizational capacity plans, marketing plans and value chain actor outreach. • Continue ICT Hub maintenance and upgrades, including processes redesigned without SMS. Continue configuration of the ICT Hub “community” and explore feasibility of using the ICT Hub to store supporting documentation. • Work with Airtel to activate SIM numbers for use and, for interested individuals, begin mobile money account creation. Coordinate with Airtel to set up mobile money accounts and interface for Unions to begin payments to PEAs with mobile money. Develop annual calendar for quarterly refresher training for PEAs. • Conclude review, validation and reporting of data from the annual performance survey. • Compile the Year 3 annual project report, project-related content for the annual report to the government of Niger and begin work on FY19 tax reporting. • Host a steering committee meeting with 12/12 Alliance GDA partners and stakeholders. • Attend personal security training with all LWR/Niger staff in January 2020; the COP will participate in an offsite LWR regional team meeting in February 2020.

8. WHAT DOES USAID NOT KNOW THAT IT NEEDS TO?

LWR is in the process of combining operations with IMA World Health, an international faith-based NGO that provides medical supplies and care to the world’s poorest populations under a new parent organization, CORUS International. The merger process is expected to continue throughout FY2020.

9. HOW IMPLEMENTING PARTNER HAS ADDRESSED A/COR COMMENTS FROM THE LAST QUARTERLY OR SEMI-ANNUAL REPORT

Feedback from the AOR on the FY19Q4 report included requests to spell out and explain a few abbreviations or acronyms and specific questions on: project variances against targets; issues related to agricultural credit; additional contextual details on market gardens, use of carts and the importance of OHADA cooperative norms; SIM card distributions and other activities with Airtel; details on collaboration with MCC/MCA, SH Biaugeaud and other stakeholders and general updates on other activities planned for the following quarter. These changes and details were included in the revised FY19Q4 report.

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ANNEX A: PROGRESS SUMMARY Table 1(a): PMP Indicator progress - USAID Standard/FTF Indicators and Project Custom Indicators* Goal: Increased ability of households in Niger’s agro-pastoral and marginal agriculture livelihood zones to adapt to climate shocks and stresses all 12 months of each year

Baseline data FY 2020 Quarterly Status – FY 2020 Annual Data Performance Indicator Annual Annual Comment(s) Source Year Value Cumulative Cumulative Q1 Q2 Q3 Q4 Achieved to Planned target Actual Date (in %) Proportion of households 0 at baseline; 48% in resilient to a shock experienced Survey 2017 70% N/A 0 0 0 0 N/A FY18; 78% in FY19 the previous year (RISE) 42% M, 23% W at Proportion of individuals baseline; 70% M, 60% 75% men; 75% reporting current household Survey 2017 N/A 0 0 0 0 N/A W in FY18; 87% M, women resilience capacity (Custom) 86% W in FY19 Number of rural/vulnerable 0 at baseline; 1,439 in households benefitting directly Project 2017 FY17; 3,175 in FY18; 13,579 13,906 13,906 0 0 0 102.4% from USG interventions Records 13,579 in FY19 (Custom) 1,561 M, Number of individuals 1,525 M, 2,620 W in Project 1,600 men, 2,400 2,185 W6 1,561 M, participating in USG food 2018 FY18; 2,202 M, 3,506 0 0 0 93.7% Records women (3,746 2,185 W security programs (EG.3-2) W in FY19 people)

Intermediate Result (IR): Leverage private-sector investment and innovations to increase and sustain household incomes, assets and adaptive capacity

272,442 CFA M, 225,961 CFA W, 384,159 CFA households (HH) at 330,000 CFA baseline; 314,712 CFA Average value of assets men; 250,000 Survey 2017 M, 204,564 CFA W, N/A 0 0 0 0 N/A (Custom) CFA women; 519,276 CFA HH in 580,000 CFA HH FY18; 394,432 CFA M, 205,894 CFA W, 600,326 CFA HH in FY197

6 In accordance with the PIRS, beneficiaries are counted once annually; this adjustment is typically made at the end of the fiscal year (each quarter reports participation in any/all activities and beneficiaries may be double counted in any given quarter). 7 The baseline survey estimated land prices at 1m CFA/ha, overestimating asset values; survey data was adjusted to remove land. Per the PIRS, the household value is the aggregate of these values. 15

Baseline data FY 2020 Quarterly Status – FY 2020 Annual Data Performance Indicator Annual Annual Comment(s) Source Year Value Cumulative Cumulative Q1 Q2 Q3 Q4 Achieved to target Actual Date (in %) Number of people using climate 0 at baseline; 352 men, information or implementing 1,425 women in FY18; 1,600 men, 2,400 risk-reducing actions to improve Survey 2017 N/A 0 0 0 0 N/A 1,513 men, 2,620 women resilience to climate change women in FY19 (Custom) 25,440 CFA M, 10,790 CFA W Average value of individual at baseline; 45,240 48,000 CFA men, savings accumulated by project Survey 2017 CFA M, 22,943 CFA 25,000 CFA N/A 0 0 0 0 N/A beneficiaries (Custom) W in FY18; 21,759 women CFA M, 33,500 CFA W in FY19 Sub-IR: Diversified economic opportunities % of households reporting at least one new income source due 0 at baseline; 93% in Survey 2017 65% N/A 0 0 0 0 N/A to project interventions FY18; 65% in FY19 (Custom)

Sub-IR: Intensified production and marketing for livestock and high-potential crops 0 at baseline; $178 USD cowpeas M, $148 cowpeas W, $20 sheep $1,500 USD Gross margins per hectare (for W in FY18; $2,500 onions (M/W), cowpeas, wheat and onion) and onions M, $4,500 $100 USD Survey 2018 N/A 0 0 0 0 N/A animal (sheep) of selected onions W, $41 cowpeas cowpeas (M/W), product (Custom) M, $28 cowpeas W, $10 USD (W) $1,200 wheat M, sheep $2 sheep W in FY19

Millet: 333 M, 260 W Cowpeas: 168 M, 120 Millet: 400 kg/ha W at baseline; Millet: Yields of targeted crops (millet (M), 350 kg/ha 431 M, 293 W, and cowpeas kg/ha) reported by (W) Survey 2018 Cowpeas: 145 M, 104 N/A 0 0 0 0 N/A project participants (EG.3-10- Cowpeas: 180 W in FY18; Millet: 359 12) kg/ha (M), 150 M, 334 W; Cowpeas: kg/ha (W) 150 M, 142 W in FY19

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Baseline data FY 2020 Quarterly Status – FY 2020 Annual Data Performance Indicator Annual Annual Comment(s) Source Year Value Cumulative Cumulative Q1 Q2 Q3 Q4 Achieved to target Actual Date (in %) Number of individuals who have 0 at baseline; 730 in 139 M, 158 received USG-supported short-term Project 200 men, 500 139 M, 2017 FY17, 933 in FY18; W8 (297 0 0 0 42.4% agricultural sector productivity or Records women 158 W 1,116 in FY19 people) food security training (Custom)

Number of hectares under improved 0 at baseline; 3,038 management technologies or Survey 2017 ha in FY18; 6,561 ha 5,500 ha N/A 0 0 0 0 N/A practices as a result of USG in FY19 assistance (EG.3.2-25) Number of individuals in the 0 at baseline; 739 M, agricultural system who have 1,700 W in FY18; 1,600 men, applied improved management Survey 2017 N/A 0 0 0 0 N/A 1,500 M, 2,620 W in 2,400 women practices or technologies with USG FY19 assistance (EG.3.2-24) Number of hectares under improved management practices or technologies that promote improved 0 at baseline; 6,561 Survey 2019 5,500 ha N/A 0 0 0 0 N/A climate risk reduction and/or natural ha in FY19 resources management with USG assistance (EG.3.2-28) 0 at baseline; 54 MT wheat and 60 MT millet in FY17; 3 MT 20,000 MT Volume per value chain marketed Project millet in FY18; 19 onion; 100 MT collectively by smallholder farmer 2017 0 0 0 0 0 0% Records MT cowpeas, 150 cowpeas; 250 associations (Custom) MT sorghum, 116.7 MT cereals9 MT millet, 4.3 MT wheat seed in FY19

8 In accordance with the PIRS, trainees are counted once per year, even if they participate in multiple sessions (each quarter reports participation and beneficiaries may be double counted in any given quarter). Formal training sessions target resource persons for crop and animal production, marketing and organizational capacity development for Union leaders. 9 Targets for onions will not be met due to the delay in operations by SH Biaugeaud and for wheat given repairs to irrigation scheme in Konni; Unions are making sales in other value chains. 17

Baseline data FY 2020 Quarterly Status – FY 2020 Annual Data Performance Indicator Annual Annual Comment(s) Source Year Value Cumulative Cumulative Q1 Q2 Q3 Q4 Achieved to target Actual Date (in %)

Sub-IR: Increased access to financial services

6% M, 15% W at Proportion of project participants baseline; 25% M, 40% men; who used financial services in the Survey 2017 72% W in FY18; N/A 0 0 0 0 N/A 75% women past 12 months (Custom) 37% M, 71% W in FY19

Value of agricultural-related Project 0 at baseline; $100,000 $45,000 financing accessed as a result of 2018 $45,000 USD 0 0 0 45.0% Records $45,000 in FY19 USD USD USG assistance (EG.3.2-27)

Intermediate Result (IR): Strengthen the organizational capacity of farmer associations to sustain member services, manage risks and leverage business opportunities 2.66 million CFA for 3 Unions at Profitability of farmer associations Project 4.5 million 2.758 million 2.758m 2017 baseline; 1.82 0 0 0 61.3% (Custom) Records CFA FCFA FCFA million CFA for 2 Unions in FY18 Value of new USG commitments MACF and 0 at baseline; and private sector investment Project $2.742m Frehner/ 2017 $2.6m in FY18; $4.5m USD $2.742m USD $0 $0 $0 60.9% leveraged to support food security Records USD Murray; in- $2.742m in FY19 and nutrition (EG.3.1-14) kind Airtel Sub-IR: Strengthened organizational, technical and management capacity 3% M, 22% W Proportion of members of farmer baseline; 96% M, associations who say they have 98% men; Survey 2017 97% W in FY18; N/A 0 0 0 0 N/A confidence in their association's 98% women 98%M, 98% W in management/leadership (Custom) FY19 Number of private enterprises, producer organizations, water user 6 producer associations, trade and business Project 0 at baseline; 7 in 2017 7 7 7 0 0 0 100% organizations associations, and CBOs that applied Records FY18; 7 in FY19 and 1 CBO new technologies or management practices (Custom) 0 at baseline; 7% Proportion of individuals using ICT- M, 19% W in 70% men; assisted extension in decision- Survey 2017 N/A 0 0 0 0 N/A FY18; 68% M, 80% women making (Custom) 76% W in FY19 0 at baseline; 600 Number of hits to ICT extension Project 2017 in FY18; 14,672 in 35,880 33,938 33,938 0 0 0 94.6% ICT Hub support platform (Custom) Records FY19

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Baseline data FY 2020 Quarterly Status – FY 2020 Annual Data Performance Indicator Annual Annual Comment(s) Source Year Value Cumulative Cumulative Q1 Q2 Q3 Q4 Achieved to target Actual Date (in %) Sub-IR: Strengthened disaster risk management capacity Proportion of members who feel 27% M, 38% W their farmer association can help baseline; M 69%, W 80% men; Survey 2017 N/A 0 0 0 0 N/A them in the event of a shock or a 85% in FY18; 77% 85% women stress (Custom) M, 84% W in FY19 Number of alerts referred to Project designated individuals by the early 2017 0 10 0 0 0 0 0 0% ICT Hub Records warning system (Custom)* * The summary results table reflects the FY20 AMELP update and new FTF indicators for FY18 and FY19. For indicators Ga, EG.3.10-12, EG.3.2-25, EG.3.2-24 and EG.3.2-28, data is collected via an annual survey and “N/A” or a “0” recorded in quarters in which no new data is collected. For indicator EG.3-2, participation is recorded quarterly, but adjusted annually for beneficiaries participating in multiple activities. Indicators EG.3.2-27 and EG.3.1-14 are recorded in the quarter of activity.

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ANNEX B: SUCCESS STORIES

Farming as a Business in Niger’s Maradi Region

Issou Kokari, below, is a Producer Enterprise Agent (PEA) in Kondala village supported by the national NGO Contribution à l’Education de Base (CEB), one of Lutheran World Relief’s partners working in Maradi region of Niger under the 12/12 Alliance project.

The 12/12 Alliance project works with private local extension agents, farmers with knowledge of mobile technologies called PEAs, in 115 villages targeted by the project. PEAs facilitate access to technical, market and supplier information via smartphone and an Information and Communications Technology hub to help increase farmers’ productivity and incomes from raising sheep and growing millet, cowpeas and other crops. PEAs have received training in order to support farmers in their activities and provide extension support with help from technical videos and a mobile library.

PEA Issou Kokari has certainly helped other farmers, but has also turned what he learned into a profitable business for himself.

“After my training on compost production, I started producing compost just for use in my own field, but after realizing the importance of using it, I decided to work with a few other producers to produce larger quantities to sell. It was a good idea and we sold 9.5MT of compost to CEB. CEB also put us in touch with other potential buyers, other organizations working in the Dakoro area, and we also sold compost to individuals. I earned 90.000 FCFA (approximately $165) from compost sales in the first year.”

With the money he earned from selling compost, Issou bought two sheep to fatten. He sold one and kept the other female sheep who had 2 sets of twins; he has been fattening and selling sheep ever since and now has 4 sheep in his flock. “Now, not only do I earn money from fattening sheep, but they also provide me with raw material to produce even more compost.”

Issou plans to continue to produce compost and fatten sheep to sell in his village and beyond. According to Issou, “Before becoming a PEA, I did not have a job this profitable, but today, I have a real business from which I earn a lot of money.”

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