USAID MIKAJY QUARTERLY PROGRESS REPORT FY 2019 QUARTER 2 – JANUARY 1, 2019, TO MARCH 30, 2019

Submission Date: April 15, 2019

Contract Number: 72068718C00002 Contract Period: May 7, 2018, to May 6, 2023 COR Name: Tiana Razafimahatratra

Submitted by: Andrew Cooke, Chief of Party, USAID Mikajy Tetra Tech Phone: + 261.33.11.333.45 Email: [email protected]

This document was produced for review and approval by the United States Agency for International Development / Madagascar (USAID/Madagascar).

July 2008 1 TABLE OF CONTENTS

Table of Contents ...... 1 Acronyms and Abbreviations ...... 3 1. Activity Overview...... 6 1.1 Activity Details ...... 6 1.2 Executive Summary ...... 6 2. National Summary ...... 9 2.1 Strategic Approach 1: Nature ...... 9 2.2 Strategic Approach 2: Wealth ...... 10 2.3 Strategic Approach 3: Interface and Synergize with Development Programs Delivering Services to Target Communities ...... 12 2.4 Strategic Approach 4: Action ...... 12 2.5 Strategic Approach 5: Power ...... 13 2.6 Monitoring, Evaluation, and Learning ...... 13 3. Mamabaie Implementation ...... 14 3.1 Strategic Approach 1: Nature ...... 16 3.2 Strategic Approach 2: Wealth ...... 18 3.3 Strategic Approach 3: Resilient Communities ...... 21 3.4 Strategic Approach 4: Operationalize community-based land and resource tenure policy in land and seascapes ...... 21 3.5 Strategic Approach 5: Strengthen community, CSO, private sector, and government capacity to advocate for and share in the benefits of improved community-based land and natural resource management ...... 23 4. Menabe Implementation ...... 26 4.1 Strategic Approach 1: Nature ...... 28 4.2 Strategic Approach 2: Wealth ...... 33 4.3 Strategic Approach 3: Resilient Communities ...... 35 4.4 Strategic Approach 4: Operationalize community-based land and resource tenure policy in land and seascapes ...... 35 4.5 Strategic Approach 5: Strengthen community, CSO, private sector, and government capacity to advocate for and share in the benefits of improved community-based land and natural resource management ...... 39 5. Crosscutting efforts ...... 41 5.1 Gender ...... 41 5.2 Youth ...... 42 5.3 Technology ...... 42 5.4 Climate ...... 42 5.5 Health ...... 43 Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 1/64 6. Collaboration and Knowledge Sharing ...... 43 6.1 Collaboration with Hay Tao ...... 43 6.2 Collaboration with other USAID Activities ...... 43 6.3 Collaboration with Government and Other Donors ...... 44 7. Administration ...... 45 7.1 Program Management and Administration ...... 45 7.2 List of Staff and Consultants International Travel ...... 46 7.3 List of Upcoming Events for Potential USAID Engagement ...... 46 7.4 Key Communication Activities - Branding Awareness for USAID ...... 46 8 ANNEXES ...... 47 8.1 Annex I. Indicator Performance Tracking Table ...... 47 8.2 Annex II. Success Stories ...... 51 8.3 Annex III. Activity Tables ...... 54 8.4 Annex IV: Grants and Local Subcontracts Under the Activity ...... 58 8.5 Annex V. Environmental and Climate Risk Management Compliance ...... 59

TABLES AND FIGURES

TABLE 1: ACTIVITY DETAILS ...... 6 TABLE 2: USAID MIKAJY MAMABAIE COMMUNES OF INTERVENTION ...... 14 TABLE 3: MAMABAIE NATURAL RESOURCE MANAGEMENT UNITS ...... 17 TABLE 4: MAKIRA AND MASOALA NATURAL PARK METT RESULTS...... 18 TABLE 5: USAID MIKAJY MENABE COMMUNES OF INTERVENTION ...... 26 TABLE 6: COBA TRAINING NEEDS ...... 29 TABLE 7: MENABE PROTECTED AREAS METT RESULTS ...... 30 TABLE 8: NUMBER OF THREATS OBSERVED BY TYPE ...... 31 TABLE 9: MANGROVE PLANTING ACTIVITY PARTICIPANT INFORMATION ...... 33 TABLE 10: LIST OF STAFF AND CONSULTANTS ...... 46 TABLE 11: EVENTS PLANNED FOR THE NEXT QUARTER ...... 46 FIGURE 1. MAMABAIE REGION, USAID MIKAJY ...... 16 FIGURE 2. MENABE REGION, USAID MIKAJY ...... 27

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 2/64 ACRONYMS AND ABBREVIATIONS

ACCESS Accessible Continuum of Care and Essential Services Sustained Program AVG Alliance Voahary Gasy BIF Birao Ifotony Fananan-tany (Guichet Foncier) BNGRC Bureau National de Gestion des Risques et Catastrophes CBNRM Community-Based Natural Resources Management CCP Conservation and Communities Project CCZ Comité de Coordination Zonaux CEADIR Climate Economic Analysis for Development, Investment, and Resilience CF Conservation Farming CIRRHP Circonscription Régionale des Ressources Halieutiques et de la Pêche CNFEREF Centre National de Formation, d’Etudes, et de Recherche en Environnement et Forestière COBA Communauté de Base (equivalent of VOI – cf infra) COP Chief of Party COR Contract Officer Representative COSAP Comité de Soutien de l’Aire Protégée CR Commune Rurale CRC Coastal Resources Center, University of Rhode Island (USAID Hay Tao partner) CRM Climate Risk Management CRMP Climate Risk Management Plan CSO Civil Society Organization CTD Collectivités Territoriales Décentralisées DREDD Direction Régionale de l’Environnement et du Développement Durable DREEF Direction Régionale d’Environnement, Ecologie, et Forets DRRHP Regional Directorate of Halieutic Resources and Fisheries FIVE Force Instrumentale pour Valoriser Ensemble FOSA Fo Sarotiny amin’ny Ala FPBA Fédération des pêcheurs de la Baie d’Antongil Ha Hectare I&P Investissements et Partenaires

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 3/64 KMMFA Komity Miaro ny Ala KMPA Kirindy-Mitea Protected Area KMT-BSM Kirindy Mitea National Park – Belo-sur-mer Marine Protected Area LEM SMART Law Enforcement Spatial Monitoring and Reporting Tools LMMA Locally Managed Marine Area MaMaBaie Makira-Masoala-Baie d’Antongil MAPA Menabe-Antimena Protected Area MEDD Ministère de l’Environnement et de Développement Durable MEL Monitoring, Evaluation, and Learning METT Management Effectiveness Tracking Tool MNP Madagascar National Parks MPA Marine Protected Area MSIS Multi-Sector Information Service NCBA-CLUSA National Cooperative Business Association Cooperative League of the USA NGO Nongovernmental Organization NP Natural Park NRGT Natural Resource and Governance Tool NRM Natural Resources Management OCAT Organizational Capacity Assesment Tool OPJ Officier de Police Judiciaire PA Protected Area PAG Plan d’Aménagement et de Gestion PAP Plan d’Aménagement des Pêches PCD Pêche Côtière Durable PHE Population, Health, and Environment RAMEX Ramanandraibe Exportation RFA Rainforest Alliance RPF Restauration des Paysages Forestiers SA Strategic Approach SAPM System of Madagascar’s Protected Areas SAVA Sambava-Antalaha-Vohemar-Andapa

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 4/64 SIF Sehatra Iombonan’ny Fananan-tany (USAID Hay Tao subcontractor) SMART Spatial Monitoring and Reporting Tool SWIOFISH2 South West Indian Ocean Fisheries Project (Phase 2) TBK The Bee Keeper UNESCO United Nations Education, Science, and Culture Organization USAID United States Agency for International Development USFS United States Forestry Service VOI Vondron’Olona Ifotony (= COBA cf supra) VSLA Village Savings and Loans Association WCS Wildlife Conservation Society WH World Heritage WWF World Wide Fund for Nature

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 5/64 1. ACTIVITY OVERVIEW

1.1 Activity Details

The United States Agency for International Development (USAID) Mikajy Activity is a five-year activity in Madagascar to advance biodiversity conservation in forest and coastal ecosystems, strengthen natural resource management and land tenure security among vulnerable populations, and promote sustainable economic growth in rural communities. Madagascar is a hotspot of global biodiversity with a high proportion of endemic plant and animal species. Despite the expansion of Madagascar’s protected area (PA) system and a robust legal framework for environmental protection, the country’s biodiversity is threatened by habitat loss, unsustainable harvesting of fisheries, timber and wildlife, and the breakdown of both traditional and government resource governance. In the last decade, political instability and stagnant economic growth have exacerbated these threats. The USAID Mikajy Activity fosters sustainable and inclusive economic growth by linking biodiversity conservation and improved natural resource management with sustainable livelihood development. Table 1: Activity Details

Activity Name Activity Start/End Date May 7, 2018–May 6, 2023 Name of Prime Implementing Tetra Tech Partner Contract/Agreement Number 72068718C00002 Wildlife Conservation Society (WCS), National Name of Subcontractors/Sub- Cooperative Business Association Cooperative awardees: League of the USA (NCBA-CLUSA), Viamo, and Multi-Sector Information Service (MSIS) Geographic Coverage Mamabaie and Menabe (Governorates/Districts)

Reporting Period January 1–March 30, 2019

1.2 Executive Summary

Accomplishments achieved during this reporting period (January–March 2019) were technical, operational, and administrative. The main technical achievements included significant progress in the reinforcement of PA management (Strategic Approach [SA] 1), the mobilization of producer organizations (SA2), clarity around future collaborations with other projects and programs (SA3), and increased landscape and community-level stakeholder engagement (SA4 and SA5). The main operational achievements were a successful work planning “bootcamp” in Mamabaie, finalization of operational plans for Year 1, and the official (regional) launch of USAID Mikajy in Menabe. The main administrative achievements this quarter include a positive internal compliance health check; additional staff recruitment and onboarding; signing life of project contracts with WCS, NCBA-CLUSA, and Viamo; and launch the USAID Mikajy grants program. Key milestones corresponding to each strategic approach are outlined below.

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 6/64 Strategic Approach 1: Improve Protected Areas and Natural Resource Management • Completed Management Effectiveness Tracking Tool (METT) evaluations for all PAs in the Mamabaie landscape (Makira, Masoala) and the Menabe landscape (Menabe-Antimena, Alley of Baobabs, and Kirindy Mitea). • Facilitated the active restoration of over 50 hectares (ha) of mangrove forests in Menabe. • Concluded a subcontract with the Durrell Wildlife Conservation Trust to mobilize and reinforce community patrols in Menabe-Antimena landscape. 11 patrols units (including eighty-eight villagers) completed a total of 206 patrols covering over1,655 km of trails on foot, and reported 1,163 incidents. • Developed the USAID Mikajy vision for marine interventions through engagement with key marine players including Pêche Côtière Durable (PCD), Blue Ventures, Hay Tao/University of Rhode Island Coastal Resource Institute, the South West Indian Ocean Fisheries Project (SWIOFISH2), and MIHARI. • Established a deforestation and fire risk hotline for the Menabe region and received and processed first calls.

Strategic Approach 2: Support Conservation-Friendly Enterprises and Livelihoods • Completed training, awareness-raising, and information-gathering with four producer associations in Mamabaie and fourteen producer associations in Menabe. Value chains targeted include vanilla, cloves, cocoa, sea cucumber, and other fishery products.

Strategic Approach 3: Interface and Synergize with Other Development Programs • Established coordination with USAID Mahefa Miaraka and USAID Accessible Continuum of Care and Essential Services Sustained (ACCESS) programs nationally and in Menabe and Mamabaie regions. A focus on Population. Health and Environment was identified as a key area for collaboration. • Signed a letter of collaboration with humanitarian nongovernmental organization (NGO) Medair in Menabe to support a national early warning system. • Established collaboration with Fanamby and Blue Ventures, coordinated with PCD and SWIOFISH2.

Strategic Approach 4: Operationalize decentralized natural resource management in target land and seascapes • In Menabe, engaged 35 fokontany across four communes to determine local realities and perceptions, inventory ongoing interventions of partners in the fokontany, capture the current land tenure context in each fokontany, and collect community perceptions of the boundary of the protected area and its integration into the PA. • In Mamabaie, engaged 24 fokontany across three communes as part of the shared vision process to discuss natural resources management (NRM) governance and land use including identifying key threats to marine and terrestrial ecosystems. The team identified and mapped all community-based natural resources management (CBNRM) structures in Mamabaie through meetings with local actors and held two intracommunal workshops in the communes of Anandrivôla and Voloina to discuss NRM governance and land use.

Strategic Approach 5: Strengthen Capacity of CSOs, Private Sector, and Government to Improve Community-Based Natural Resource Management

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 7/64 • Finalized an inventory of CBNRM and land tenure actors in the target landscapes, including communautés de base (COBAs) and locally managed marine areas (LMMAs), which USAID Mikajy will target starting next quarter. The team has created a database of the inventory for spatial mapping purposes.

Key technical challenges this quarter included coordination with USAID Hay Tao (particularly with respect to interventions in the Menabe and Mamabaie landscapes); the time taken to identify and recruit a qualified SA2/SA3 Specialist (on which progress on developing conservation-friendly enterprises depends); need for additional expertise in conservation farming within the NCBA-CUSA team (required in order to tackle maize value chains in the Menabe landscape); and time needed for certain USAID approvals (e.g. training in the Natural Resource and Governance Tool [NRGT] and basic needs assessments (BNA) for Mamabaie). Community engagement missions to the communes of Ambanizana, Mahavelona, and Anjahana were deferred pending confirmation that MNP agents could be financially supported for field missions (USAID communication on February 21, 2019). USAID Mikajy worked proactively to address these challenges throughout the quarter. Highlights include improving coordination with USAID Hay Tao by establishing a regular meeting schedule and circulating meeting minutes, reviewing work plans and identifying points of overlap, and harmonizing monitoring and evaluation indicators and data submission procedures. Greater information-sharing and collaboration at both the national and regional level with Hay Tao will be emphasized next quarter. NCBA-CLUSA will provide training in cooperative development and conservation farming for value chain staff in both Mamabaie and Menabe at the start of next quarter. At the management level, a new home office Project Manager mobilized and undertook an extensive short-term technical assistance mission to Antananarivo and both landscapes. With respect to staffing, USAID Mikajy recruited a Senior Grants Manager and an experienced Administrator for Mamabaie, as well as an additional Administration Manager in Antananarivo. Recruitment also began for a combined SA2 and SA3 Specialist and Entrepreneurial Consultant to help broker private sector engagement. As USAID Mikajy transitions from a planning to full-scale implementation, a key lesson learned is the need to strengthen operational capacity and systems, deliver more guidance and monitoring to subcontractors, and increase integration across the SAs.

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 8/64 2. NATIONAL SUMMARY

2.1 Strategic Approach 1: Nature

National-level USAID Mikajy interventions under SA1 for the quarter focused mainly on assessments of the management effectiveness of PAs in both landscapes, partner engagement, and strategic steps relating to World Heritage (WH) sites support and designation. Results Summary: • Facilitated self-evaluation by PA managers in both landscapes (METT) • Developed trainings (including mobile learning tools) on PA and natural resource management • Continued support for the Menabe Emergency Plan • Launched the hotline on illegal and dangerous activities (Menabe) • Launched grants system for SA1 and other strategic areas PA Management Effectiveness Evaluations: The system of Madagascar’s protected areas (SAPM) METT is the management effectiveness evaluation tool recommended by the Malagasy Ministry for Environment and Sustainable Development (MEDD). USAID Mikajy used the METT to assess current baseline management effectiveness of PAs in the target landscapes for Makira Natural Park and Masoala National Park in Mamabaie (including the marine protected areas [MPAs] of Masoala), and for Menabe-Antimena Protected Landscape, Baobab Alley, and Kirindy Mitea National Park and Belo-sur-mer MPA (KMT-BSM) in the Menabe landscape. The managers of PAs, communities, local authorities, and regional directorates of technical services in charge of PAs participated in the evaluations. The evaluations were carried out in collaboration with USAID Hay Tao in Mamabaie and with both USAID Hay Tao and Force Instrumentale pour Valoriser Ensemble (FIVE) in Menabe. Recommended actions resulting from the METT focus on: 1. strengthening community-based management structures at the grassroots level, identification of COBA training needs; training COBA in improved patrolling 2. reinforcing community controls patrols and monitoring; 3. updating management tools; 4. restoring degraded habitats in Masoala national park in May 2019 identification of zones for mangrove restoration in Menabe (with USFS). At the national level, the results of the METT evaluations will enable USAID Hay Tao and the directorate in charge of PAs (SAPM) to improve the evaluation process and to take account of the lessons learned to inform best practice in the design and management of protected areas. Partner Engagement: During the period, coordination meetings between USAD Mikajy, USAID Hay Tao, and the other partners were held at the national level and in both landscapes. The meetings allowed the projects to identify the opportunities for collaboration and synergy between the different actors in natural resource management and protected areas. USAID Mikajy sought to align activities with the work plans of the delegated management authorities of target protected areas such as Fanamby in the case of Menabe- Antimena, WCS for Makira, MNP on the management of Masoala National Park and KMT-BSM, and

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 9/64 Antongil Conservation non-governmental organization (NGO) for the management of the private tropical park of Farankaraina in Mamabaie. Specific synergies were established with: • USAID Hay Tao subcontractors on fisheries management (CRC), land tenure inventories (Sehatra Iombonan’ny Fananan-tany [SIF]), and civil society advocacy on environmental crime in Menabe and Mamabaie (Alliance Voahary Gasy [AVG]). • USAID Mahefa-Miaraka on promoting the population, health, and environment (PHE) approach in the target landscapes. • Fanamby NGO on the reinforcement of management of the Menabe-Antimena landscape and on the USAID Mikajy activity launch in Menabe. • Blue Ventures and the World Wide Fund for Nature (WWF) on the Menabe regional fisheries management plan (Plan d’Aménagement des Pêches, or PAP) (Mikajy is currently lobbying SWIOFISH2 to join the same effort). • Antongil Conservation on reinforcing the management of a private protected area orientated toward ecotourism and that includes CBNRM in the peripheral zone. In February 2019 the national focal point for forest landscape restoration at the MEDD gave a presentation to USAID Mikajy and USAID Hay Tao on the restoration of landscapes and forests (Restauration des Paysages Forestiers, or RPF), highlighting the need to take into account the RPF framework and the National Strategy on Forest Landscape Restoration and green infrastructure in the implementation of actions. In effect, restoration actions planned by USAID Mikajy must focus on the maintenance of ecosystem functions at the landscape scale. It was agreed that USAID Hay Tao would represent the two Conservation and Communities Projects (CCPs) in the RPF working group at the national level, while USAID Mikajy would ensure application in the target landscapes. World Heritage Sites Support and Designation: During Q1, the USAID Mikajy Chief of Party attended a meeting at the United Nations Education, Science, and Culture Organization’s (UNESCO) Madagascar offices to discuss actions to enable the Rainforests of Antsinanana WH property to be taken off the danger list (placed there in 2010 following rapid expansion of illegal mining and logging after the coup d’etat of 2009: Decision 34 COM 7B.2). Illegal mining and logging further intensified in 2013, resulting in an evaluation in 2015 and a decision in 2017 (42 COM 7A.53) to keep the WH property on the danger list. The property includes Masoala National Park, which has been severely affected by illegal rosewood logging and which is a key site in the Mamabaie landscape. During Q2, Mikajy identified with MNP reinforced patrolling and restoration of areas affected by logging as supporting activities to Masoala NP. Such activities will be implemented in Q3. As a further strategic move at national level, in the first week of March, USAID Mikajy started an initiative to have the western dry forests of Madagascar declared as a WH site. Mikajy contacted key stakeholders and secured the commitment of WWF to support the development of a submission. A conference call with the UNESCO WH center in Paris is planned for week 1 of Q3. Starting in Q3, USAID Mikajy will take a step back and focus on reinforcing management of Menabe-Antimena and Kirindy Mitea protected areas so that they are chosen for inclusion in the submission, which should facilitate implementing management improvements and ecosystem recovery.

2.2 Strategic Approach 2: Wealth

SA2 interventions during Q2 focused mainly on identification and engagement of producer organizations in the target landscapes and on engagement with potential private sector partners, identification of strategies to improve unsustainable value chains, and outreach to potential private sector investor and commercial partners. Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 10/64 Results Summary: • Selected six value chains for improvement in FY19 (maize, peanuts, crabs, honey, vanilla, cloves); • Explored project identification with five interested private sector operators; • Began assessment of ecotourism opportunities in Menabe region; • Established and launched grants system for conservation-friendly businesses in both regions. The SA2 team continued to build an operational team with the recruitment of nine individuals as NCBA- CLUSA Value Chain Trainers (four for Mamabaie and five for Menabe). Although one person from each landscape resigned (the Livelihood Coordinator for Menabe and the Producer Organization Specialist for Mamabaie), the remaining team members continued effective activity implementation, including support to the development of cooperatives and value chain improvement in Mamabaie, and with the assessment of potential value chain development for communities in Menabe. Additional recruitment expected for early in Q3 includes a permanent SA2/SA3 Specialist and Entrepreneurial Consultant to help broker linkages between producers, operators, and investors. To support these field team members, NCBA-CLUSA provided a training-of-trainers on meeting facilitation and training techniques for the field agents late in Q2. A Conservation Farming (CF) Specialist provided a first round of training to NCBA-CLUSA teams in Maroantsetra on how to train producer organizations and will proceed to provide similar training in Menabe in the first week of Q3. A further CF Specialist will be mobilized late Q3 or early Q4 to prepare the Menabe NCBA-CLUSA team for the 2019-2020 cropping season. At national level, the team continued identifying and meeting with potential corporate partners with conservation interests in Madagascar such as The Bee Keeper (TBK). TBK is interested in promoting honey production in the Menabe area, either around Menabe-Antimena PA (MAPA) or south of Kirindy- Mitea PA. The combined national and regional team also met in Antananarivo with representatives of the De Heaulme Family, owner of the Analabe concession of 6,000 ha within Menabe Antimena Protected Area around Beroboka village. De Heaulme is considering reviving its core activity of sisal plantation and natural fiber production, with the addition of an ecolodge and private protected area as was done at Berenty, Anosy region, SE Madagascar, offering the potential for synergy and collaboration with USAID Mikajy. However, De Heaulme has not been responsive to subsequent communications and in any event due diligence would be required before entering a formal collaboration. To better disseminate information on business opportunities within USAID Mikajy areas of interventions, discussions were held with Investissements et Partenaires (I&P), a startup supporting firm. I&P finance projects ranging from € 300,000 to € 3,000,000. Both parties agreed to share information about potentially interesting business ideas from each side. During Q3, USAID Mikajy will hire a consultant to identify and facilitate impact investments in activity target landscapes. Other contacts made during the period included a meeting with Tsara Be Farming and the Tozzi Green group to learn more about the maize sector and explore potential collaboration in responsible maize production. Tsara Be is a South African startup currently involved in piloting semi-industrialized maize farming in the central highlands, but potentially interested in operating in Menabe if land holdings of as much as 500 ha can be secured. Tozzi Green is an agri-business conglomerate currently undertaking industrial-scale maize farming and geranium essential oil production on the Ihorombe Plateau in southwest Madagascar. Meetings were informative about the national maize market and confirmed that demand for maize is likely to remain strong based on local markets alone, especially for poultry feed. Tozzi Green also holds the concession for hydropower generation in Maroantsetra and is interested in landscape cooperation in that area. Discussions will continue in Q3. A key challenge facing the development of conservation-friendly businesses within USAID Mikajy intervention areas is access to suitable land for the conduct of productive activities. To address this Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 11/64 challenge USAID Mikajy designed land use and tenure assessments to be carried out in Q3, in the priority areas of the Mamabaie and Menabe landscapes. Ultimately, development of such activities will require the securing of land title for the business owners. Parallel studies will also be conducted on resource tenure in the marine environment.

2.3 Strategic Approach 3: Interface and Synergize with Development Programs Delivering Services to Target Communities

In each landscape/seascape, USAID Mikajy is working with existing actors, investments, and priorities, both in the environment and biodiversity sector, as well as with sectors like health, water, and education. Since the activity is not equipped to deliver social support programs, this component will collaborate with and leverage other USAID development programs for food security or health benefits to targeted communities near areas of high biodiversity value where USAID Mikajy will be intervening. The following SA3 opportunities were explored this quarter: • Discussions were held with USAID Mahefa-Miaraka and ACCESS health projects to identify potential areas for future collaboration in target areas of both Menabe and Mamabaie. Mahefa-Miaraka intervenes in essentially all communities to be targeted by Mikajy in both landscapes, and provides an excellent opportunity for synergy, in particular to implement a PHE approach, which is now part of national policy. USAID Mikajy participated with Mahefa Miaraka at a national workshop and will develop joint PHE approaches in Q3. • With the Medair Humanitarian NGO (Menabe region), USAID Mikajy negotiated a letter of cooperation under which the parties will collaborate in the support of a National Early Warning System project in Madagascar. • The team and Catholic Relief Services discussed possible collaboration via the USAID Fararano project that has focused on food security and interventions in the Mikea region in southwest Madagascar in the periphery of the Mikea forest national park. USAID Mikajy identified Mikea as a potential “target of opportunity” because of parallels with (large area of dry forest, opportunities for the Mikajy approach) and proximity to, the Menabe region. Main interventions would include protected area and CBNRM capacity enforcement, conservation-friendly enterprise and governance. In both landscapes, the lack of literacy in target communities was identified as an obstacle to progress. Options for collaborating with specialist and applied literacy organizations will be pursued in Q3, and the project will continue to emphasize the use of adult leaning methods. In recognition that additional capacity is needed to develop SA3 approaches, USAID Mikajy expanded the SA2 specialist position to include SA3 and launched the recruitment process (to be completed in early Q3). Also, in Q3, a systematic inventory will be undertaken of all donors and projects with which Mikajy could collaborate.

2.4 Strategic Approach 4: Action

Actions relating to land use inventories and censuses marked the reporting period. USAID Hay Tao, via partner SIF, had planned to do inventories and parcel census in 10 municipalities of USAID Mikajy intervention (eight communes in Menabe and two communes in Mamabaie). Following discussions, it was agreed to consider these communes as pilot sites for USAID Mikajy. Preliminary inventories started during Q2, and the team will conduct full inventories in Q3 (with final results anticipated in September 2019). For communes not covered by SIF’s existing budget, USAID Mikajy will make an open call for the search for consultants/firms with confirmed land expertise.

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 12/64 It is USAID Mikajy’s objective to reach 2,500 persons with accredited land title documentation by the end of 2019. Terms of reference have been developed and the call for tenders will be launched in Q3 to achieve this objective.

2.5 Strategic Approach 5: Power

This quarter has been marked by the inventory of local civil societies working on conservation, and visits and discussions at the fokontany/commune level concerned by the various SA5 activities. The identification of these different actors will facilitate confirmation and planning of the training needs of the community active in Mikajy areas of intervention. In February 2019 USAID Mikajy, USAID Hay Tao, MSIS, AVG, and SIF organized a one-day technical meeting to define operational coordination mechanisms between the two activities. The topics of governance, support to civil society and COBAs, and gender and youth integration were discussed. During the reporting period, the team made efforts to search for strategies for the implementation of coordinated joint actions between USAID Mikajy and USAID Hay Tao. It became clear that despite the efforts undertaken at central level, actions on the ground were not sufficiently well coordinated. To mitigate this, Mikajy has taken a number of immediate steps including organizing regular meetings between Hay Tao and Mikajy leadership and sharing and reviewing of operational work plans to clarify where activities can be synergized or overlap. Next quarter, Mikajy will develop a joint action plan with Mikajy and participate in joint planning for the Pause and Reflect workshops planned for mid August 2019.

2.6 Monitoring, Evaluation, and Learning

Monitoring, evaluation, and learning (MEL) activities in Q2 focused mainly on the recruitment and training of the MEL assistants for Menabe and Mamabaie, design of an actors’ database, compilation of an indicator data set, and design of the MEL baseline activity. The USAID Mikajy MEL team also collaborated with USAID Hay Tao through participation in the Data, Information, and Communication thematic group. Recruitment of the MEL assistants completed in January was followed by a training program on February 4–8, 2019, on the CCP, strategic approaches, USAID Mikajy interventions, the MEL system, and USAID Mikajy’s MEL Plan (including principles, logical framework, MEL tools, planning, data management, roles and responsibilities, and reporting). In addition, the team developed the performance monitoring plan after the Mamabaie bootcamp session. A standard actors’ database was designed, under the lead of the MEL specialist with Assistant MEL assistants and all Specialists, for each actor having any involvement within USAID Mikajy in view of stakeholder mapping for all strategic approaches. The datasets for the indicator table were compiled in parallel with the work planning process modifications for strategic approaches and all-in-one regions with strategic approaches to field intervention strategies. In collaboration with Hay Tao, Mikajy MEL co- leads the Data, Information, and Communication Working Group. Products of the working group included two basic maps of intervention zones in Menabe and Mamabaie and a proposed Hay Tao-Mikajy communication plan for Menabe Antimena. MEL assistants at the regional level actively collaborated with technical specialists on strategic thinking about field interventions, the collection of field data (in progress) and support for the preparation of the regional launch of Mikajy.

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 13/64 3. MAMABAIE IMPLEMENTATION

Following the January bootcamp, the main focus of Mamabaie implementation in Q2 has been on the effectiveness evaluations for the Makira and Masoala protected areas (SA1), extensive efforts to identify and engage vanilla and clove producer organizations in the priority communes of Mamabaie for the year, namely Voloina (west side of Antongil bay) and Mahavelona (north east of Antongil bay) (SA2) and stakeholder outreach to the communities of priority communes. During the same period, Mikajy Mamabaie acquired an operational office and the physical presence of 75 percent of the planned staff. Just two technical positions remained unfilled during Q2—the Protected Area Management Specialist and the Law Enforcement and Surveillance/Database Officer. In order to kick-start and provide direction to Mikajy activities in Mamabaie, a “boot camp” was organized in January 2019 to allow the team to build understanding of the context and the on-site situation concerning Mamabaie. The session also made it possible to refine the operational plan and to discuss face to face with partner entities such as WCS, MNP, and Antongil Conservation. As part of the boot camp, the team split into two groups and made field visits to the priority communes and villages (Voloina/Rantabe in the west and Mahavelona/Izono in the east). Both groups also visited the Farankaraina conservation site managed by Antongil Conservation as a team-building exercise. The choice of priority municipalities for intervention of Mikajy in the Mamabaie landscape was also confirmed during Q2. For the first year, Mikajy will work at the level of 42 communes in three regions, namely Analanjirofo (named for being the region of clove or jirofo production), Sambava-Antalaha- Vohemar-Andapa (SAVA), and Sofia. SA1, which in Y1 will focus on establishing ecosystem monitoring across the landscape, will intervene in all 42 communes, while other approaches will be more selective. For SA2, interventions will focus on eight communes, including the communes where NCBA-CLUSA has worked previously. For SA4 and 5 (governance), initial interventions will target nine communes around the Bay of Antongil, with plans to extend to the East of Masoala and the West of Makira. Focusing on specific communes facilitates an integrated approach. In MaMaBay, an integrated approach is being implemented in 6 focal communes, where all strategic approaches are being implemented in an integrated manner. In communes where the focus in FY19 is on governance, SA1 and SA2 interventions are being identified. Table 2 presents the communes of USAID Mikajy intervention in Mamabaie.

Table 2: USAID Mikajy Mamabaie Communes of Intervention

Nosy Baie SA4/ Commune Makira Manga Masoala Farankaraina SA1 SA2 SA3 d’Antongil SA5

Region Be District

1 Ambanizana X X 1 1 1 2 Ambinanitelo X 1 1 1 1 Ambodimanga 3 X 1 1

Rantabe

4 Anandrivola X 1 1 1 5 Andranofotsy X X 1 1 6 Androndrona X 1 1

7 Anjahana X X X 1 1 1 1 Analanjirofo 8 Ankofa Maroantsetra X 1 1 9 Ankofabe X 1 1 1 1 10 Antakotako X X 1 1 Antsirabe 11 X 1 1 1 Sahatany Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 14/64

Nosy Baie SA4/ Commune Makira Manga Masoala Farankaraina SA1 SA2 SA3 d’Antongil SA5

Region Be District

12 Mahalevona X X 1 1 1 1 13 Manambolo X 1 1 14 Mariarano X 1 1 15 Maroantsetra X X 1 1 1 16 Morafeno X 1 1 17 Rantabe X 1 1 1 1 18 Voloina X X 1 1 1 1 19 Ambodiampana X 1 1

20 Antanambe X 1 1 21 Imorona X 1 1

22 Manambolosy Nord X 1 1 Mananara 23 Mananara Nord X 1 1 24 Ambalavelona X 1 1 25 Ambodimanga X 1 1 26 Anoviara X 1 1

27 Antsahamena Andapa X 1 1 28 Tanandava X 1 1

29 Ambalabe X 1 1

30 Ambohitralanana X 1 1

31 Ampanavoana SAVA X 1 1

32 Andampy X 1 1 33 Antananambo X 1 1

34 Antombana Antalaha X 1 1 35 Manakambahiny X X 1 1 36 Marofinaritra X 1 1 37 Vinanivao X X 1 1 38 Ankarongana X 1 1 39 Antsakabary X 1 1

40 Belalona X 1 1

Nord

41 Matsoandakana Befandriana X 1 1

SOFIA

42 Ambilombe X 1 1

Mandritsara

TOTAL 42 7 42 9

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 15/64 Figure 1. Mamabaie Region, USAID Mikajy

A series of meetings was held with local authorities, technical services, private sector operators and projects and other stakeholders. As a result, USAID Mikajy is well known to a wide range of stakeholders, and additional understanding of regional issues has been gathered. In Q2 the team planned to field an expert trainer in the NRGT and the Basic Necessities Survey to facilitate a training of trainers. The team was not able to get travel and staff approval in time but is hoping to field this training in Q3. An additional challenge during Q2 was identifying the best mechanism for collaboration with MNP on shared objectives in Masoala.

3.1 Strategic Approach 1: Nature

Efforts in Mamabaie to advance strategic approach 1 centered around 2 main themes: 1) establishing a baseline of management effectiveness of protected area managers in order to design appropriate capacity building interventions; and 2) advocating for the removal of the Rainforests of Atsinanana World Heritage Site, including Masoala National Park, from the at danger list. Participatory METT evaluations were completed for the Makira natural park (372,470 ha) and for the Masoala National Park (240,658 ha). Results of the evaluations will orientate Mikajy reinforcement actions in Q3. In the case of Masoala National Park (NP), these will complement actions taken to remove Masoala NP from the list of World Heritage sites in danger. Mikajy used the Mamabaie bootcamp in January 2019 to align its operational plan to reinforce the management of Masoala National Park in accordance with recommendations in the UNESCO assessors’ evaluation mission of 2015. Mikajy

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 16/64 also provided input to the MEEF’s update to UNESCO on the status of the property, submitted on February 1, 2019. Subsequently, Mikajy secured the consensus of participants at the PCD launch workshop at MNP on February 14 that PCD operations in the Bay of Antongil should support the UNESCO assessors’ recommendation to promote sustainable fisheries in the bay as part of the strategy for reducing pressures on Masoala National Park.

Key Result 1.1: Target actors have improved capacity for natural resource management and protected area management and/to support conservation

Year 1 Target: Needs assessed, training designed, capacity improved for managers of protected areas and adjacent NRM areas During this quarter, mapping of the management structures of the PAs, CBNRM, and LMMA was finalized for the Mamabaie landscape. Table 3 presents how management of natural resources in Mamabaie can be divided. Table 3: Mamabaie Management of Natural Resource Main Unit Size Description 230,000 ha Humid forest Masoala National Park 678 ha Nosy Mangabe Island MNP 10,000 ha 3 Marine parks (Tanjona, Masoala, Tampolo) 45,000 ha 20 CBNRM management transfers Makira Natural Park 372,470 ha Humid forests WCS 225,000 ha 75 CBNRM management transfers Bay of Antongil 280,000 ha Sustainably managed bay MAEP Fisheries management area 270 km Coastline managed by 27 LMMAs Forest Station of Farakaraina 1,600 ha Privately managed tropical park Antongil Conservation NGO ~ 800 ha 2 CBNRM management transfers

With the key players identified, the METT was applied to both Makira National Park and Masoala National Park to set a baseline for management capacity and assess acute needs for capacity building interventions. The METT assessed the management capacity of the delegated managers of MNP in Masoala and WCS in Makira, as well as the five regional directorates (Direction Régionale de l’Environnement et du Développement Durable [DREDD] of Analanjirofo, Sofia and Sava; Direction Régionale de Pêche et Ressources Halieutiques (DRPRH) of Sava and Analanjirofo) in charge of protected areas and the riparian communities with management responsibility (COSAP and COBA, communes). Following the sharing of the managers’ achievements, the management actors were able to analyze the resource pressures and recommend actions to improve management of the PAs and their peripheral zones. Results of the METT for Makira and Masoala NPs are summarized in Table 4, based on five main evaluation elements: context, planning, inputs or contributions to management, management implementation process and results.

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 17/64 Table 4: Makira and Masoala METT Results Protected Area Management Recommendations for Improvement Effectiveness Score • Reinforce resource protection systems with community monitoring systems and controls and restoration of forest bridges • Reinforce financial sustainability of PA Makira Natural Park 77/106 = 68,75% management • Safeguarding measures and local development support projects are adequate but insufficient – ensure links to the threat index

• Improve management of pressures and resource protection system strengthening with patrols and surveillance, • Promote restoration of degraded areas • Reinforce management structures of the Masoala National Park 85/114 = 74,56% peripheral zones of the Park • Evaluate COBA capacities and revitalize community structures • Improve management tools • Update park management plan (Plan d’Aménagement et de Gestion, or PAG)

In addition to strengthening protected area management systems, USAID Mikajy will reinforce monitoring committees. In the peripheral area of Makira, USAID Mikajy identified four CBNRM sites for support to establish monitoring committees. The CBNRM sites selected encompass the rural communes of Ambinanitelo, Voloina, Antsirabe, Sahatany, Ankofa, Antakotako, and Manambolo in Sector 1, and the rural communes of Belalona and Mantsodakana in Sector 4. The activity will start with establishing committees in these four sites to help ensure an integrated approach and will replicate the process in subsequent periods.

Key Result 1.2: Improved coordination and engagement among/by target actors

Year 1 Target: Coordination and engagement processes initiated Coordination meetings with PA managers and natural resource management communities in the landscape of Mamabaie progressed during Q2. A key need identified was for equipment for patrollers including GPS units and phones. During the boot camp, the exchanges with MNP identified the actions to be undertaken in Masoala National Park and the necessary reinforcement for the basic communities in peripheral areas of the Park (including actions needed to help lift the status of world heritage site in peril).

3.2 Strategic Approach 2: Wealth

For the second quarter, the activities of the SA2 team were focused on field activities including the evaluation of priority climate-smart, conservation friendly, value chains around the Mamabaie landscape Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 18/64 and the feasibility of marketing these priority sectors. Surveys of yield and production methods were conducted at the level of target communes including Ambinanitelo, Voloina, Antsirabe Sahatany, Ankofabe and Rantabe. To follow up on these evaluations, the SA2 team began implementation work, through the creation of spice cooperatives and seafood cooperatives including sea cucumber. Efforts this quarter focused on implementation of the Rainforest Alliance (RFA) certification system in the vanilla sector. The NCBA-CLUSA team assisted the Ramanandraibe Export company (RAMEX) and partner cooperatives through training of producers. RFA certification includes a significant WASH component (village hygiene, protection of water sources, waste management) and biodiversity (including the protection of fauna and flora) as well as a strong focus on gender & youth and climate adaptation. USAID Mikajy aims to extend the vision of RFA certification to the wider landscape and not to freeze on a single value chain (vanilla). Evaluations of other value chains (cloves, cocoa, fishery products and ecotourism) will extend to marine resources via the LMMAs, value chains in which women participate (e.g., by working through the Anandrivola women’s Association) and tourism (via the regional tourist office of Ananjirofo). These evaluations will continue in parallel with the establishment and/or revitalization of cooperatives, including the establishment of the Union of Maroantsetra cooperatives.

Key Result 2.1: Increasing private sector investments in conservation-friendly enterprises

Year 1 target: Destructive value chains evaluated and improved, potential conservation friendly enterprises identified, piloted and links with impact investors facilitated Evaluations of different value chains (vanilla, clove and sea cucumber) were implemented at the level of 5 cooperatives registered among the eight priority communes in the Mamabaie landscape. The reports from these three completed value chain evaluations were presented to the cooperatives trained by USAID Mikajy Mamabaie on March 21 and 22 in Maroantsetra.

Key Result 2.2: Target groups more involved throughout production value chains

Year 1 target – Community skills and resource needs identified, certification opportunities identified and introduced to sustainable value chains Two trainings were undertaken for SA2 during Q2: one with the purpose of putting in place a system of sustainable environmentally friendly agriculture, in accordance with RFA, and another for the establishment of village savings and loans associations (VSLAs). For the RFA training, 80 percent of cooperative members of the three communes of Voloina, Ankafobe and Antsirabe underwent the training with USAID Mikajy. For the rural commune of Mahavelona, the SA2 team began by training members of the zone coordination committees (CCZs). By law, the CCZ sets aside leadership for women to ensure inclusive representation. The training of committee members is fundamental because it is the committee members who ensure the adoption of best practices by cooperative members. In the long term, the training will contribute to increasing the quantity and quality of vanilla by cooperative members. During the period, improvements in the quality of life of target producers was already palpable. For the VSLA engagement locally known as “lafibatra,” USAID Mikajy held two information sessions followed by training on mechanisms. These were carried out at the level of the village of Ambohimarina, the commune of Voloina, and the village of Tsarahonenana in the commune of Ankofabe. These two VSLA groups will serve as pioneer groups in community savings schemes and will serve as pilots for the other VSLA groups to be created. The practice of establishing VSLA will mainly help to support producers’ households to better manage their incomes, but also through empowerment of cooperatives by reducing dependence on loans from vanilla buyers. Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 19/64 On the one hand, Mikajy uses the Rainforest Alliance certification for the vanilla value chain which is already in full implementation for three cooperatives (Mirary SOA, Liampivoarana, and Mahavelona); on the other hand, the team is considering implementation of organic certification through ECOCERT and Antongil Spices for the clove value chain, which is still being prepared. These standards are very important for marketing products. Certification gives producers a better price compared to the conventional market by helping them tap into a niche high-quality market. Certification practices promote the conservation-friendly objectives of Mikajy while improving local economic opportunity.

Key Result 2.4: Improved income for target communities and local government

Year 1 target – Improved income and revenue opportunities for target communities and local government identified and training provided to capture them During Q1 and Q2, Mikajy was able to engage or set up four cooperatives. At the start of the Mikajy intervention, there were just two active cooperatives including Mirary SOA in Voloina and Liam- pivoarana at Ankofabe-Antsirabe Sahatany (next to Makira). The new cooperatives, Mahavelona in Mahalevona (on the east side of the bay near Masola) and the cooperative Mikajivola of Ambinanintelo opened in January 2019 with the focus on the following value chains: • Co-op Mirary Soa of Voloina: 1- vanilla • Co-op Liam-pivoarana of Ankofabe: 1- vanilla; 2- cloves • Co-op Mahavelona of Mahalevona: 1- vanilla; 2- cloves • Co-op Mikajivola of Ambinanitelo: 1- vanilla; 2- cloves; 3- cacao (WCS) Following the awareness-raising activities of the SA2 team two marine cooperatives are being created with WCS support. One will be on the west side of the Bay of Antongil in Anandrivola commune and the other on the east (Masoala) side, in the commune of Anjahana (which is an extension of the cooperative Mahavelona). These cooperatives will be made up of LMMA members and are reserved for marine value chains (mainly fish) with limited terrestrial activity. All cooperatives are grouped together in a cooperative union in order to reduce the cost of certifications [which are paid by McCormick in the case of Vanilla) and harmonize production standards to protect producers and to foster cohesion among members of this large producer family. To this end, the creation of these cooperatives greatly helps local communities to improve their living conditions but also provides protection for natural resources against overexploitation. Mikajy helped these 4 cooperatives to engage with private sector partners in this quarter. An independent mobile application called Farm Force has been used in the past by NCBA CLUSA o facilitate the collection of data from producers (area of plots, production estimate) and communication on market information (purchase price, pre-award and producer premium). This mobile platform, which is available in Malagasy, links the producer with the private sector partner, represented in this case by RAMEX. The application also can be used as a tool to organize, manage and monitor large numbers of farmers to improve productivity and reduce risks. USAID Mikajy supported the participation of 10 representatives of the Voloina cooperative Committee, who may be pioneers in the use of Farm Force, in an information and training workshop. Use of Farm Force will be fully integrated into mobile platforms being provided by Viamo.

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 20/64 Key Result 2.5. Communities and Private Sector Operators Adopt and Implement Conservation-Friendly Practices

Year 1 target – Conservation-friendly opportunities identified and partnerships brokered with private sector RAMEX is an established private sector partner of the vanilla cooperatives supported by NCBA CLUSA in the Mamabaie region and has enabled the cooperatives participation in certification schemes. In order to remain eligible for such certifications, vanilla collectors like RAMEX must comply with certain standards. For this purpose, training was given to RAMEX staff on compliance including training on good hygiene practices, good agricultural practices and employee safety. The training given requires that only certified products can be collected and that products must be traceable from village to the company warehouse. Certain staff (land agents and supervisors) will be trained as trainers for producers who will be subsequently certified. With the support of RAMEX, a positive reward program has been implemented since 2017 by NCBA CLUSA for cooperative producers to promote good conservation and hygiene practices in line with Rainforest Alliance certification requirements. This effort will continue and expand under USAID Mikajy and includes practices such as: • Knowledge and protection of endemic flora and fauna species • No forest clearing for plantation establishment • Establishment of tree nursery for both reforestation (forest species) and cash crops (cloves) • Water source protection (source, river); water good usage; sewage management In return for respecting production standards, RAMEX offers producers who are members of cooperatives, a producer premium per kg of vanilla produced referred to as “Ambony ampanga.” This premium is paid by RAMEX at the time of collection but is redistributed to producers during the fallow period. This practice is very helpful to the target communities. The producer premium delays recourse to the commissionaires, who do not hesitate to fix the purchase price of vanilla to 50 percent of the market price. RAMEX also grants an interest-free advance to producers in the USAID Mikajy scheme. Advances are paid in three tranches in December, March and June before the vanilla collection in July.

3.3 Strategic Approach 3: Resilient Communities

See National Section 2.3 for details.

3.4 Strategic Approach 4: Operationalize community-based land and resource tenure policy in land and seascapes

The main focus of SA4 activities this quarter in Mamabaie was the identification and participatory-based engagement of stakeholders at the local level in both landscapes. In addition, a scope of work was developed for land tenure assessments to be conducted next quarter in communes located on the periphery of Makira and Masoala protected areas including: Mahalevona, Ambinanizana and Anjahana Morafeno and Ambinanitelo. Baseline information on governance, existing tensions and the full range of actors was collected for the district of Maroantsetra and the region of Analanjirofo. Within the Bay of Antongil, data were collected on the strengths and weaknesses of the fishing sector in the region, the types of governance of natural

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 21/64 resources, the number of forest agents, wildlife offences processed by DREDD, tourism, lands with legal status, spatial planning plans at the regional level and the economic situation of the region. As the first steps towards developing a shared vision of governance in land tenure and CBNRM, intracommunal workshops were held in two (Mahavelona, Voloina) out of eight communes to document the governance of natural and land resources and the tensions between each group of actors. The process will extend to the remaining six communes in Q3. With respect to challenges for SA4, uncertainty over the possibility of financially supporting MNP agents resulted in delaying community engagement missions to the communes of Ambanizana, Mahavelona and Anjahana until the situation was clarified (by communication of USAID on February 21, 2019). In addition, effective coordination between Hay Tao and Mikajy remained a major challenge this quarter. For the governance component, the activities of the two projects are almost identical including: • Organization of workshops to put in place a shared vision on the governance of natural resources in the Mamabaie landscape • Reinforcement of the capacities of the judicial police officers • Establishment of a legal clinic • Land use inventory at the level of the project intervention communes. Redundancies in the implementation of these activities may negatively impact the ownership of projects by key players. Nevertheless, mitigation of these impacts is possible by ensuring the maximum complementarity between the two projects. As such, Mikajy met with the Hay Tao team and agreed to develop a draft coordination plan early in Q3, to include technical expertise and training needed from Hay Tao, and on initiatives of common interest. Key Result 4.1: Shared vision on land tenure and management of natural resources Year 1 Target: Shared governance vision for priority zones. Key achievements this quarter include: • All CBNRM structures in Mamabaie were identified and mapped through meetings with local actors (including WCS, MNP, and the LAMPOGNO coalition). USAID Mikajy established a list of all CBNRM actors in the three main components of the landscape (Makira, Masoala, and the Bay of Antongil) for both marine and terrestrial environments. The list will be used for planning interventions and will be regularly updated. • In support of the shared visioning process, two intracommunal workshops were held in the communes of Anandrivôla and Voloina to discuss NRM governance and land use. A total with 117 stakeholders (52 in Anandrivôla and 65 in Voloina) participated in the workshops, which identified key issues relating to marine resources (notably destructive beach seines), terrestrial resources (proliferation and illegal use of large chain saws in the area) and land use (expropriation by migrants and absence of tenure security). • An assessment of natural resource status and governance was completed in the region from the perspective of resource managers. Technical meetings with local partners including LAMPOGNO (a civil society organization [CSO]), MNP, COSAP, and the local forests office identified the proliferation of chain saws (an average of five per fokontany with as many as 25-50 in some villages), beach seines and the lack of any environmental law enforcement as key issues. • In order to inform its approach on marine resources in the region, Mikajy co-organized a meeting with the regional fisheries office (Circonscription Régionale des Ressources Halieutiques et de la Pêche, or CIRRHP) in Maroantsetra, which brought together key actors in the sector (Plateforme de Concertation pour le Développement Durable de la Baie d’Antongil, Fédération des pêcheurs de la Baie d’Antongil, MNP, LAMPOGNO, SWIOFISH, COSAP, CIRRHP). The meeting provided a valuable Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 22/64 analysis of the status of the “dina be” for the Bay of Antongil, and the steps needed to ensure its approval by the regional judicial authorities. The meeting also reviewed the problem of unsustainable beach seines and the obstacles to enforcement against such destructive fishing gear. These achievements will inform USAID Mikajy next steps, which include: • Supporting the additional consultations needed to secure community approval for the “dina be” for fisheries in the Bay of Antongil, clearing the way for its final “homologation” into local law. • Supporting regional environmental and forest authorities in the development of policies and mechanisms to regulate against the distribution and use of large chain saws in the region. • Supporting regional fisheries authorities in enforcing the law in relation to illegal beach seines. Key Result 4.2: Effective coalitions in land and seascapes to implement the shared vision Year 1 Target: Roadmap approved by stakeholders in the implementation of different activities. Establishment of effective coalitions is planned for Q4 following the finalization of a shared vision by actors. Activities in this period focused on identifying structures that might form part of a future effective coalition. A coalition of organizations named SATRAHAGNA was identified as being of potential importance. Established in October 2018 by SIF/Hay Tao, the coalition includes local NGOs such as Tafo Mihaavo, MNP, WCS, and CSOs. The coalition conducts advocacy on land tenure and natural resources and will be contacted next quarter. Key Result 4.3: Finance mechanisms established for the management of natural resources Year 1 Target: Understanding of finance needs and mechanisms, supporting sustainable financing initiatives in priority zones No activities were planned or undertaken during Q2. The USAID Mikajy grants program launch meeting held on March 26 constitutes a potential mechanism for financing the management of natural resources during life of project.

3.5 Strategic Approach 5: Strengthen community, CSO, private sector, and government capacity to advocate for and share in the benefits of improved community-based land and natural resource management

The main focus of SA5 activities in Mamabaie during Q2 was on identifying and inventorying stakeholders and, above all, analyzing the different types of tensions related to land governance and natural resource management in each commune in the Antongil Bay area. In collaboration with Hay Tao, a regional multi-actor dialogue and a training workshop for judicial police officers were held. The results of the dialogue will be very useful in building a shared vision for natural resource management and land management.

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 23/64 Key Result 5.1: Key actors in community-based land and natural resource management strengthened and empowered Year 1 Target: Key intracommunal CBNRM actors in priority zones identified, engaged and receive initial training The main achievements for Q2 were: • Identification of the full range of CBNRM actors and land tenure actors in the target landscapes, by working with institutions with long presence in the region (e.g., WCS, MNP, forest and fisheries authorities, development projects, and user associations and platforms). Around Masoala, a total of 22 COBAs were identified, of which 11 are targeted for Year 1 plus marine areas (LMMAs). Around Makira 75 COBAs were identified, of which 16 are targeted for intervention in Year 1 and 27 LMMAs. A data base of these actors has been created for spatial mapping purposes. Key Result 5.4: Reduced tensions between actors Year 1 Target: Tensions between actors in priority zones identified, initially reduced and used to help insecurity issues. After identifying the key CBRNM actors, intra-communal workshops were held to initiate the engagement of actors (see Key Result 4.1) and to identify and analyze the different tensions and conflicts between the actors at the level of each municipality in the Antongil Bay area. Three communes of the Masoala area were originally targeted (Ambanizana, Mahavelona, Anjahana) but because of uncertainty on the payment of expenses for MNP agents, the activity was re-oriented towards three alternative communes in the Makira area including Anandrivola, Voloina and Rantabe, beginning with Voloina. In total, 65 people participated in the workshop, of which 38 percent were women. Participants were from community associations directly or indirectly involved in the governance of natural resources and land management at the commune level. Most conflicts identified by participants were between actors over the mode of access to natural resources, management of resources and appropriation and transfer of land. Emerging conflicts over the mode of access and management of resources concerned mainly marine areas and were between fishermen who follow the rules of resource management and others who exploit resources by unconventional means and techniques such as the beach seine or “ramikaoko.” The perceived depletion of resources and lack of alternatives exacerbate these conflicts. Traditional land governance is a further source of conflict. Lands are acquired through clearing forest with the agreement of village elders, but without security of tenure, resulting in intergenerational conflict and with other users claiming the land. A further source of conflict concerns the Makira region, where some fields are within the park boundaries. A grievance system has been established, but no claims have been made, due to fear, inattention or lack of awareness. Apart from conflict identification, the workshop provided an appreciation of the motivation of actors to participate. A positive indication came from Voloina, where the president of the delegation requested that a land office (Birao Ifotin’ny Fananantany [BIF]) be established to meet local needs. Fishing communities were also motivated to apply ‘dina’ for fisheries management, including establishing no-take zones. Studies are planned for Q3 on land tenure which will help to determine the optimal approaches to certification (including whether collective or individual). In support of the establishment of a community pact or dina be at the level of the Antongil Bay, working sessions were held with key players in Maroantsetra to report on the situation and achievements in relation to the establishment of the dina be. The process for registration of the dina be is pending with the Tribunal de Maroantsetra after the rectification of article 14, which must first be validated at local level by the villages who were signatories to the original dina. Experience with the dina be process for Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 24/64 Antongil Bay will inform the proposed Menabe fisheries plan (PAP) process and marine resource governance best practice (for pursuance by Hay Tao). A parallel meeting was also held with the regional fisheries administration, which decided that approval would be obtained at the level of each LMMA in each district and registered on the court file with the dina be. The process for judicial recognition of the dina be should be transferred to the Court of Toamasina in order to avoid local corruption which has been the main source of delay for approval of the dina be thus far. Key Result 5.5: Strengthened authority of forest officials Year 1 Target: Corps of forest officers with improved authority established to allow urgent actions in priority zones As a first step toward this key result, Mikajy worked this quarter to determine the situation of the various forest agents in the region of Analanjirofo. The Regional Director for Environment, and Sustainable Development (DREDD) advised there are 12 sworn forest agents, including 2 at the level of the District of Maroantsetra, clearly insufficient for the vast Mamabaie landscape. Since the actual number of forest agents is highly unlikely to be increased, USAID Mikajy’s first action will be to train other forestry staff in the District of Maroantsetra to enable them to carry out certain of the forest officer functions.

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 25/64 4. MENABE IMPLEMENTATION

In Menabe, interventions focused primarily on the Menabe-Antimena landscape/seascape between Belo- sur-mer and Belo-sur-Tsiribihina, centered around the coastal town of Morondava. USAID Mikajy has chosen to work with a total of 18 communes in the Menabe region based on the relationship of the Commune/Community to conservation of forests. Three of the communes (Marofandilia-Beroboka nord and Tsimafana) are located inside the Menabe Antimena protected landscape, while other communes are located on the periphery of protected areas. This quarter, the Menabe field teams focused primarily on the following activities: • Identification of training needs • Identification of potential sites for reforestation and tree nurseries in northern Menabe Antimena. • Mangrove restoration with more than 300,000 propagules planted over 53 hectares. • Key actor inventory and assessments • Training of technical agents, and Menabe SA2 team on producer organizations • Survey on land tenure and forest governance baseline • As for Mamabaie, USAID Mikajy is promoting an integrated approach by working on all SAs in several focal communes, as indicated in Table 5. Initiation of the PHE (population, health, environment) approach under SA3 with Mahefa Miaraka is planned for Q3. Table 5: USAID Mikajy Menabe Communes of Intervention

Number District Municipality Protected area SA1 SA2 SA4/SA5 Ambondrobe and Menabe Andimaka Manambolo 1 Antimena 1

Ambondrobe and Menabe Aboalimena 1 2 Antimena

3 Tsarahotana Menabe Antimena 1

Tsiribihina 1 4 - Belo sur Tsiribihina Menabe Antimena 1

Sur 1 1 5 - Delta Menabe Antimena

6 Tsimafana Menabe Antimena 1 1 1 Belo 7 Beroboka Menabe Antimena 1 1 1

8 Bemarivo Menabe Antimena 1 9 Marofandilia Menabe Antimena 1 1 1 Menabe Antimena, Baobab 1 1 Bemanonga 10 Alley 11 Morondava Value chain zones 1 1 1 12 Analaiva At edge of Menabe Morondava 13 Befotaka Antimena (source of 1 pressure) 14 Ankivalo 1

15 Befasy Kirindy Mitea 1 -

1 1

16 Sur Andranopasy Kirindy Mitea -

Mer 1 1

17 elo Belo sur Mer Kirindy Mitea 1 B 18 Soaseranana Kirindy Mitea 1 1 TOTAL 18 7 7 Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 26/64

Figure 2. Menabe Region, USAID Mikajy

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 27/64 From March 25 to 29, the USAID Mission Director and other USAID staff undertook a full-week mission to Menabe to visit field sites, key stakeholders, USAID Mikajy, and the USAID Mahefa-Miaraka and ACCESS community health projects. Visits to field sites included Andikà village (part of the seascape south of Morondava), and the Menabe Antimena protected landscape (part of the landscape north of Morondava, including Beroboka village). The field visits allowed the USAID Director and personnel to witness the realities of the field in terms of poverty, health, human development, and the many challenges of conserving Menabe’s forests and other natural resources. The USAID mission culminated in regional launch of USAID Mikajy held at the Allée de Baobabs, hosted by the site manager, Fanamby, on March 28, 2019. In addition to USAID Mission Director and USAID Staff, the launch was attended by representatives of the Ministry for Environment and Sustainable Development (represented by the Minister’s Director of Cabinet and the regional environmental director). The regional authorities were represented (Prefect, Acting Head of Region, Director for Regional Development), as were local authorities (mayors, ward presidents) NGOs, civil society, and local communities. The USAID mission terminated with a joint debrief of the USAID Mikajy and Mahefa Miaraka projects on the afternoon of March 28. Recommendations arising from the debrief included developing collaboration between the health and environmental projects through the PHE approach, placing a strong emphasis on collaboration with partners and taking a bold approach, being ready to take reasonable risks to achieve success.

4.1 Strategic Approach 1: Nature

During Q2, SA1 activities in Menabe focused on engagement with CBNRM structures to determine their capacity needs, organization of the METT evaluations, supporting community-based patrolling of the Menabe-Antimena protected area, and undertaking a mangrove replanting campaign in mangroves close to the Tsiribihina river delta. Interventions under Key Result 1.3 to make information available for NRM were delayed by logistical difficulty fielding the Spatial Monitoring and Reporting Tool [SMART] trainer which in turn delayed the Law Enforcement Spatial Monitoring and Reporting Tools (LEM SMART) training. Training on SMART and LEM-SMART will be held in Q3 as soon as the necessary smart phones have been procured. In addition, support from the Climate Economic Analysis for Development, Investment, and Resilience (CEADIR) activity had been anticipated to help update regional climate resilience assessments for decision-making but this proved not to be feasible. Effective contributions of CEADIR on awareness of opportunities for adaptation, collection of regional and private sector input and climate adaptation finance will nevertheless continue to inform USAID Mikajy implementation.

Key Result 1.1: Target actors have improved capacity for natural resource management and protected area management and/to support conservation

Year 1 Target: Needs assessed, training designed, capacity improved for managers of protected areas and adjacent NRM areas This quarter the SA1 specialist led visits to meet the managers of dry forests and mangroves around the Menabe Antimena protected landscape. A series of field visits enabled project teams to evaluate the organization of forest patrols and capacity needs for effective conservation of natural resources. Q2 activities focused on the identification of training needs in natural resource management and the management of protected areas for managers and promoters of protected areas. The METT was used to analyze the three main protected areas (Menabe-Antimena, Kirindy Mite – Belo-sur-Mer, and the Alley Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 28/64 of Baobabs), to provide a subsequent baseline capacity building intervention. The METT evaluations were conducted in collaboration with MEDD. All actors related to each protected area participated in the evaluations. The evaluations highlighted gaps in term of management, implementation, and helped to identify needs to ensure implementation of the action plan for each protected area. Following discussion and analysis of the field data, the team identified needs in terms of capacity reinforcement of CBNRMs as presented in the Table 6. Table 6: COBA Training Needs Identified

COBA Needs identified

Belo-sur-Tsiribihina • Training on forest legislation • Training on administration (reporting, report writing, writing minutes, etc.)

Vondron’Olona Ifotony (VOI) • Review roles and responsibilities of the various components of the Lovanay-Ankiboy VOI • Training on roles and responsibilities of the Komity Miaro ny Ala (KMMFA) • Re-dynamization of the KMMFA

VOI Mahavelo-Lambokely Review roles and responsibilities of the various components of the VOI

• Training on roles and responsibilities of the KMMFA • Organization of exchange visits for VOI members • Training on simplified management • Training in leadership

VOI Tahiognantena-Tsianaloky Review roles and responsibilities of the various components of the VOI

• Training on fisheries regulations • Training on roles and responsibilities of Polisindrano • Training of VOI management in leadership

Association Fitarihantsoa (parent • Training on cohabitation association)-Bekonazy Centre- • Training on simplified management Alley of the Baobabs • Training in leadership • Training in project management

Association FIVOARANA • Training on cutting and sewing, embroidery, basketry (Members of Association • Training on association management FITARIHANTSOA) • Simplified management training • Leadership training • Project management training

Association MIHEVERA • Training on cutting and sewing, embroidery, basketry (Members of Association • Training on associative life FITARIHANTSOA) • Leadership training

During Q3, working with Hay Tao, a series of training packages will be designed and implementation initiated.

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 29/64 Mikajy’s objective was to measure the management effectiveness of the three Menabe PAs whose results constitute the baseline at the start of the project. The METT results identified recommendations to strengthen the management of the protected areas and are summarized below. Table 7: Menabe Protected Areas METT Results

Protected Management Recommendations for Improvement Area Effectiveness Score Menabe 55/105 = 47,80% Strengthen PA management structures including Antimena/ capacity building for manager-level staff and increasing Fanamby community patrol coverage. The resources allocated to the management of the PA are very limited in relation to the levels of pressure. Strengthen threat management systems to address fires, forest clearing, capacity building for COBA. Improve coordination of interventions. Update planning and reinforcement of management framework and provide guidelines for users of the zones. Strengthen joint surveillance in pressure zones. Kirindy Mite / 92/126 = 73,01% Build capacity of the DREDD team on SMART MNP monitoring and forest legislation. Improve communication and reporting system from MNP to DREDD. Integrate of climate change dimension in PAG. Integrate the PA’s PAG into regional planning documents including the PAP and Schéma d’Aménagement Communal. Allées de Baobabs/ 79/114 = 69,30% Reinforce management structures. Fanamby Reinforce management framework and establish agreement for collaboration with the communities including specifications of the uses of different zones.

In the Menabe-Antimena protected area, after analyzing SMART results and the recommendations of managers subsequent to the subcontract with Durrell Wildlife Conservation Trust in Q2, priority zones were identified for reinforcement. The following high threat areas were identified as priority intervention zones for additional KMMFAs including Lambokely, Kirindy village, Kiboy, Mandroatra and Ankoraobato. The selection of the new KMMFAs will be planned for Q3 with participation of the relevant VOI, fokontany, Fanamby as manager and Durrell as an institution supporting patrol structure and community monitoring around the protected area.

Key Result 1.2: Improved coordination and engagement among/by target actors

Year 1 Target: Coordination and engagement processes initiated

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 30/64 Through an emergency subcontract issued in Q1 to Durrell, USAD Mikajy provided surge financial support to field community patrollers and to build community awareness at a time of peak forest clearing. Patrols inside the Menabe Antimena PA and community-awareness events are key activities for the conservation of this protected area. Given the insufficient personnel of Durrell and Fanamby, the community patrol and surveillance committees called KMMFAs have contributed significantly to the monitoring of the protected area. The support of Mikajy was focused on strengthening patrols in areas of high threat with Durrell to support the KMMFA of the 12 outlying villages around the Menabe Antimena PA, namely Ampataka, Andranomena, Ankaraobato, Anketrevo , Beroboka, Kiboy, Kirindy, Lambokely, Marofandilia, Mandroatsy, Tsianoky, and Tsitakabasia. The additional KMMFA patrols in the dry dense forest of Menabe Antimena allowed key zones within the protected area to benefit from regular updates on threats. The greater information collected by the patrols allowed for improved collaboration with the surveillance and eviction actions by the Officier de Police Judiciaire (OPJ) and military. The KMMFA fielded between four and eight people per village patrol to monitor trails in the forest and enter areas without trails to identify threats, including adult members in the youth age category (18-24). The KMMFA patrollers take a form with them to record their observations and information collected while on patrol. Patrollers were then trained to use a smartphone or tablet equipped with the OSM Tracker application to record the tracks of their visit and the coordinates of observation points. The patrol group then made a patrol report and the tracks and observation points were collected by Durrell technicians into a larger database. When patrol officers encounter problems during patrols they call Durrell technicians and the DREDD control service by telephone. These phone calls are translated into written reports that are sent to DREEF and Fanamby for joint action. Using the SMART technology significantly reduces the time taken between detecting an infraction and advising the authorities with accurate information on the violation. During this period (November–December 2018), 87 KMMFAs undertook 173 patrols from 12 villages. Over 1,000 violations were detected in the protected area of Menabe Antimena. While the number of reported violations was high (1,163 during the three-month period), the number officially registered by the forest authorities was minimal (3, or 0.25% at the time if reporting). Improvement will require improved communication of data, increasing forestry personnel and greater civil society pressure to ensure that the administration does its job. The breakdown of threats observed is included below. Table 8: Number of Threats Observed by Type Category November December January Total Deforestation 130 249 107 486 Fire 98 279 79 456 Plantation 7 51 49 107 Cutting of Large Trees 19 13 20 52 Cutting of Small Trees 17 4 4 25 Abandoned Camps 6 12 18 Active Camps 3 10 1 14

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 31/64 Category November December January Total Charcoal Making 2 2 1 5

Total 282 620 261 1,163

Durrell’s work supported by USAID Mikajy included training for both the KMMFA and the patrol manager staff within Durrell on the appropriate use of SMART technology. These improvements facilitate the communication of patrol results and allow for the inclusion of precise locations and photographic evidence. Reporting of data on violations to the forest authorities is more accurate and efficient when using SMART and can be translated directly into use on planning of official enforcement operations. Improved efficiencies enabled patrols to cover an area of about 72 500 ha that could be further increased in the future. Patrolling actions necessarily have negative impacts on those whose activities are halted and may contribute to social unrest. Following ongoing enforcement operations by the military in February 2019 using information from the village patrols, 40 villagers of Lambokely protested against the enforcement operations, fortunately without incident. Mikajy plans to continue reinforcing community patrolling and surveillance in Menabe-Antimena in areas managed by communities with the enhanced SMART system. Training by WCS to community patrollers and park and forest agents will take place in the week of April 15, 2019. Equipment purchase process is underway. In addition to the patrols, a hotline on fires and deforestation was developed with Viamo to allow for any community member to report an observed conservation threat. The USAID Mikajy technical team worked closely with Viamo on the development of interactive voice mobile alert messages and the translation of the script into Malagasy and local dialects. The voice recording of the script was done in collaboration with Radio Antsirabe, who also provided assistance with translating the script into local dialect. The alert system was launched at the end of Q2 (call number: +261334480035). Patrollers have been informed about the hotline but will receive further training on its use this upcoming quarter. Existence the hotline will be further communicated in Q3 via stakeholder engagement workshops and radio. USAID Mikajy aims to support restoration of forest landscapes, restoration of natural forests, increase forest cover and develop plantations for fuel and construction. This activity is directly linked to the government reforestation objective for 2019 of reforesting 40,000ha. USAID Mikajy is identifying potential areas for reforestation. During this period, meetings with the VOI and the chief of the forest cantonnement of Belo-sur-Tsiribihina were conducted to inventory and identify potential areas of restoration of dry forests and production areas of existing plants (nursery) in Belo on Tsiribihina. Mikajy’s intervention in restoration will contribute to the 2019 3,000 ha reforestation goal of the DREDD Menabe through the provision of nurseries, seedlings and ongoing mangrove restoration. Part of the plan to contribute to this regional reforestation goal is to promote community restoration of mangroves. Although initially planned for Q3, given the given the availability of propagules only in March, the Mikajy team decided to advance the activity during Q2. The mangrove restoration campaign initiated by USAID Mikajy in the Belo Tsiribihina area aims to set up appropriate arrangements for the restoration of the forest and ecological capital of the littoral and coastal zone of this area. Prioritization of the area of intervention took into account the the presence of existing community initiatives. The active restoration of mangroves was carried out on an area of approximately 53 hectares with the species of Rhizophora mucronata (‘tangadahy’) and Ceriops tagal (“tangambavy”) (black and red mangrove). The propagules are picked in the mature phase, then drawn, sorted, counted and finally replanted in Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 32/64 target areas. Local communities implemented all steps. For optimum results, tidal flooding (equinoctial tides) must occur within two to three months after planting. Hence, the optimal periods of replanting are January to March and August to September. A further 100 ha of planting is planned for Q3. The campaign was conducted at the level of the ten VOIs in the Tsiribihina delta by mobilizing local communities and partners in a participatory approach. A total of at least 700 people were engaged in the intervention or related awareness building activities. There is no payment, but Mikajy provides a community meal, considered a token of gratitude to the local communities for their labor inputs. The breakdown of participants in the mangrove planting activity is below. Table 9: Mangrove Restoration Participant Data

No. of Site Fokontany Place Name Propagules Participants M F Coord S Coord E Planted

1 Kaday Morafeno 31,200 77 42 35 19.76062 044.48910

2 Andramasay Tanimbarin’Idao 33,000 28 15 13 19.45283 044.45326

3 Mavohatoky Tsivoanompa 24,000 51 27 24 GPS failure

4 Soarano sur mer Ambozaky 40,230 80 38 42 19.58874 044.46581

5 Tomboarivo Ankilimaro 38,900 69 42 27 19.75226 044.44313

6 Antsosa Ambaromikapoky 30,700 72 40 32 19.80507 044.48910

7 Tsimandrafoza Ankokoabo 30,700 33 23 13 19.75199 044.44321

8 Antsakoamaliniky Ankiririoky 30,025 67 30 37 19.42048 044.25502

9 Lapotaly Andrafoneta 30,150 78 27 49 19.56862 044.46245

10 Antsakoa Amboromainty 27,583 19.36377 044.27410

TOTAL 316,488 556 284 272

4.2 Strategic Approach 2: Wealth

SA2 activities aim to improve household incomes in target communities. This requires regular contact with the communities to supervise interventions and monitor impacts. During the second quarter, SA2 activities were based mainly on the preparation of tools and teams for the realization of field activities, including recruitment of field agents, reinforcement of the SA2 team and creation of value chain tools to enable interventions in priority value chains in the Menabe landscape. In Month 2 of Q2, field officers based at field sites joined the USAID Mikajy team. The value chain is a key element of livelihood interventions. The SA2 team developed questionnaires to help to better understand the functioning of value chains in project intervention areas. Primary questionnaires were based community value chains, production techniques and capacities, mode of commercialization, problems encountered and needs for support. A further questionnaire was designed for existing groupings in order to document their history, sector of activity, activities already carried out, problems encountered and identified needs. The tools were presented, discussed, tested and adapted to reality on the ground. Training on their use was provided by the NCBA-CLUSA value chain and producer organization specialists to the five newly

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 33/64 recruited SA2 technicians (four technicians and one Producer Organization Specialist). The value chains workshop was held at the project office in Morondava in February.

Key Result 2.1: Increasing private sector investments in conservation-friendly enterprises

Year 1 target: Destructive value chains evaluated and improved, potential conservation friendly enterprises identified, piloted and links with impact investors facilitated To further understand community member engagement in key value chains, 124 questionnaires were completed including: 8 for chicken-raising, 80 for annual production, 24 for beekeeping, and 12 for producer groups. The survey took place in the 5 communes of Tsarahotana, Tsimafana, Beroboka, Marofandilia, and Belo. The site choice for the evaluations was informed by the results of the value chains workshop on February 21, 2019 in Morondava and discussion with specialists for SA1, SA4, and SA5. Value chain assessments were completed at the level of the COBAs, cooperatives and communities in zones of biodiversity importance or high anthropogenic threat. Investigations were carried out by field agents supervised by the Producer Organization Specialists over a period of two weeks in the Menabe- Antimena and Delta areas. Information was collected on the following priority value chains for each commune: • Marofandilia: peanuts, maize • Beroboka : peanuts, maize • Tsimafana: mungbeans, rice, peanuts and mangrove crabs (in the delta area, Kaday) • Belo (Tsakoamalinika): rice, fishing, mangrove crabs (crab collection is done particularly bys youths who have the necessary agility, while older fishers operate canoes).

From the outcome of the assessments, strategies will be identified to support development of the value chains. In addition, four sites with potential for ecotourism development were visited: • Kivalo mangrove, where the producer organization HONKOSOA works with WWF and VIAMO Menabe. Nevertheless, they seek Mikajy’s support to provide training in socio-organization and marketing. • Sites identified by Beroboka and Kirindy village VOI for ecotourism development in order to generate revenues for conservation. • Lake Bedo - ecotourism in this area is based on Bedo Lake and its biological riches, especially birds such as flamingos, but limited to the rainy season, outside the main tourist season. • Kirindy Forest Lodge – a meeting was held with the owner of this new ecotourism investment Full feasibility assessments of the potential of these sites, as well as a regional ecotourism assessment, are planned before the end of Q4, subject to prioritizing the most feasible value chains.

Key Result 2.2: Target groups more involved throughout production value chains

Year 1 Target – Community skills and resource needs identified, certification opportunities identified and introduced to sustainable value chains The SA2 teams for Maroantsetra and Menabe received a joint training on meeting facilitation, problem- solving, elaboration of action plans and group self-assessments using the NCBA-CLUSA methodology. The training was held in Maroantsetra on March 25–April 1, 2019, conducted by Ronald Phillips and Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 34/64 Abel Rakotonirainy of NCBA-CLUSA. The tools will help project personnel and producer organization leaders in the realization of their respective tasks. More will be reported on that training in the Quarter 3 report.

Key Result 2.5. Communities and private sector operators adopt and implement conservation- friendly practices.

Year 1 Target – Conservation-friendly opportunities identified and partnerships brokered with private sector The approach with producers is dictated by market demand. Linking of producers with the private sector is a key objective of USAID Mikajy. In the Menabe region, SA2 will begin with the development of the honey value chain with TBK. TBK specializes in rare, mono-floral honeys such as mangrove, palisander, and jujube honeys. Beekeeping can contribute to forest conservation and pollination of plants. Two initial field visits in MAPA (Beroboka, Belo-sur-Tsiribihina) were organized with TBK to assess existing capacity and to identify potential skilled beekeepers. The team concluded that local capacity on beekeeping is very low. Altogether eight potential beekeepers were identified for follow training and support. These initial beekeepers could serve as starting points for capacity building to disseminate good practices. With USAID Mikajy support the number of professional beekeepers will rise, quality will improve and production will increase. In line with TBK objectives, household incomes will be diversified and communities incentivized to conserve the forest habitat, which provides forage for the bees. As a follow-up action, TBK will apply to USAID Mikajy Activity’s call for proposals.

4.3 Strategic Approach 3: Resilient Communities

See National Section 2.3 for details.

4.4 Strategic Approach 4: Operationalize community-based land and resource tenure policy in land and seascapes

The main focus of SA4 in Menabe in Q2 has been on grassroots consultation in the priority communes, taking the process from the intra-communal towards the inter-communal level during Q3 and ultimately towards the sub-regional shared vision workshops to be held in Q4. To this end, preliminary land use assessments were conducted this quarter, and preliminary terms of reference have been developed to conduct land use inventories in Q3. USAID Mikajy has continued to maintain links with the members of the Plan d’Urgence de Menabe working group, but the group has been relatively inactive in the rainy season during which there have been no reported fires or forest clearing activities. Increased clearing activity is anticipated in Q3.

4.4.1 Achievements

Key Result 4.1: Shared governance vision on land tenure and CBNRM Year 1 Target – Shared governance vision for priority zones (Menabe Emergency Plan, Ambondrobe, and the Bay of Antongil) An inventory of actors was completed in four communes: Tsimafana, Delta of Belo-sur-Tsiribihina, Beroboka, and Marofandilia in the northern sub-area of the Menabe Antimena protected landscape. Using bottom up approach, the inventory began in the fokontany of each commune to determine local realities and perceptions, ongoing interventions of partners in the fokontany, the current land tenure

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 35/64 context in each fokontany, as well as community perceptions of the boundary of the protected area and its integration into the protected area. In the commune of Tsimafana, the main actors identified included fokontany chiefs, communal leaders, CSOs and COBAs. The main partners in environmental management were identified as Fanamby and Durrell. Agricultural development partners include the Action pour le Développement de Menabe et Melaky (AD2M) Project of the Ministry of Agriculture funded by IFAD and in the field of health the project USAID Mahefa-Miaraka. A communal CSO platform has been established up in the commune in collaboration with the regional CSO platform called FIVE Menabe, but still requires capacity reinforcement to play an effective role in the community. For the commune of the Delta of Belo-sur-Tsiribihina, the main actors identified are fokontany chiefs, communal leaders, CSOs, VOIs, the District Chief, Organisme Public de Coopération Intercommunale, and a CSO district platform. The main partners in environmental management are Fanamby and WWF Madagascar, and USAID Mahefa Miaraka for health interventions. It was also noted that the Royal Sakalava family of Kamamy is present in this locality and traditional activities in the Belo-sur-Tsiribihina area should have the blessing of King Kamamy. The Tsiribihina delta is considered a sacred place by the population of this sub-area, and the clearing of mangroves for rice was noted as an increasing threat by that group, helping to drive the mangrove conservation initiative. In the commune of Beroboka Nord, the main actors identified are communal leaders, fokontany chiefs, VOI and the representatives of CSOs. The population is increasing as a result of immigration into the fokontany of Lambokely by former employees of the nearby sugar factory and their families. Since 2009 the population has increased from 65 to 6,000 households, posing a major threat to the conservation of biodiversity of the area. Access to land in Beroboka Nord is also a problem as 80 percent of the commune is held by the De Heaulme family. The main conservation actors in the commune of Marofandilia are the communal leaders, heads of fokontany, VOI and the representatives of the CSOs. In addition, two sub-delegates of Fanamby manage the Kirindy forest (Centre National de Formation, d’Etudes, et de Recherche en Environnement et Forestière, or CNFEREF) and the special reserve of Andranomena (Madagascar National Parks). The salt production companies in the commune (e.g. Grand saline de Menabe and tourist hotels) were also identified as contributors to biodiversity conservation in the commune. Following these inventories, a forum will be held where Mikajy anticipates the Belo-sur-Tsiribihina district will be the first to develop a shared vision for the management and improvement of biodiversity conservation in the northern sub-area of the region of Menabe. Key Result 4.2: Landscape and seascape effective coalitions for implementation of shared vision Year 1 Target – Road map approved by stakeholders in the implementation of different activities) Per the Year 1 workplan, following the establishment of a shared vision for each landscape, an effective “coalition of the willing.” Is required to ensure the commitment of key landscape actors to implement the shared vision. The precise composition of that coalition will emerge from the common visioning process. This quarter, the first intracommunal meetings to develop a shared vision at the communal level were held with the representatives of each fokontany in the four communes described above. The purpose of these initial meetings was to explain the shared vision and road map process in order to prepare stakeholders for participation in a meeting to be held in early Q3 to develop a road map for the conservation of biodiversity in the Northern subarea of the Menabe Antimena protected landscape. Key Result 4.3: Financial mechanisms established for natural resource management

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 36/64 Year 1 Target – Understanding of finance needs and mechanisms, supporting sustainable financing initiatives in priority zones To be sustainable, NRM systems or plans must include sustainable revenue generation to support the management cost. This quarter, Mikajy conducted an initial scoping of financing mechanisms and sustainable financing approaches. It is worth noting that the Foundation for Protected Areas and Biodiversity of Madagascar could be a source of finance for Menabe’s PAs and will require alignment with regional programs as a condition of financing. Support to communes should be orientated towards the preparation of development plans) leading to the regional spatial planning of the region. The USAID Mikajy grants mechanism was also launched in late Q2, with strong attendance at the regional launch event. Development of sustainable financing initiatives was included as an illustrative activity eligible for grant finance. Mikajy anticipates the grant applications will also provide an indication of financial needs for PAs and CBNRM in the Menabe region. Key Result 4.4: Commune/fokontany/fokonolona/COBAs strengthened for NRM governance and land/resource tenure Year 1 Target – Community management structures are initially reinforced in priority zones While the visioning and coalition processes will help to reinforce the confidence and capacity of community management actors, additional strengthening of CBNRM structures in natural resource governance and land tenure will be required for them to play an effective role in NRM. To that end, this quarter Mikajy—in conjunction with SIF—conducted research on land tenure status in communes surrounding the Menabe Antimena PA. The different land tenure systems existing in the area are described below: Delta commune: A mangrove area, the customary land tenure system applies and formal statutory titles are rare. The lack of tenurial security is also exacerbating the clearing of mangroves for the creation of rice paddies, which negatively affects the integrity of the ecosystem. Tsimafana commune: A large commune (15,000 people), land security measures began in 2007 during a Millennium Challenge Account initiative, which resulted in the issuance of land certificates. Unfortunately, the project was not completed, and the commune has been unable to ensure the management and continuation of activities. The BIF building exists but is no longer operational. Only the following titles were issued: • 99 land certificates were issued for the Tsimafana fokontany encompassing about 500 ha, 3 land certificates issued to Kiboy encompassing 30 hectares, collective management for 300 ha in Tsaratompo, and 5 land certificates in Tsitakabasia. Beroboka commune: Results indicate 80 percent of communal land is located inside the private property of the De Heaulme family, and only three fokontany are located outside this property, namely Anketrevo and Mandroatsy in the east, and Sabora in the west. Marofandilia commune: Results from this commune indicate growing tensions around land tenure and use. Specifically, a collective registration for an area of 300 ha was completed for the fokontany of Marofandilia, but following the update of the protected area plan, this area was included in the buffer zone of the special reserve of Andranomena, which is managed by Madagascar National Parks. The fokontany of Ankaraobato is conducive to agriculture is, and the population is asking for the possibility of improving the irrigation system of their former rice paddies.

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 37/64 These inventories will serve as the basis for SIF to develop a more systematic diagnostic work for the securing land for the residents of the neighboring protected areas of Menabe Antimena, Kirindy Mitea, and Allée des Baobabs. The forms of intervention will be determined according to the land tenure context and the management capacity of the communities. • For the commune of Tsimafana, the issuance of land certificates is recommended and can be supported by USAID Mikajy. • For the commune of Marofandilia, securing land is best oriented towards collective registration. • For the municipality of Beroboka, the next actions will be oriented towards the three fokontany located outside the property of the De Heaulme family. At the same time, it will be necessary to involve land owners in the elaboration of the roadmap for the conservation of Menabe Antimena PA. Key Result 4.5: Rules of access to natural resources and land implemented/access to natural resources under control of community Year 1 Target – NRM and land use policies adopted for implementation in priority zones Ultimately, Mikajy seeks to ensure that rules of access to land and natural resources are clarified, and access to natural resources outside protected areas is under community control. For Year 1 of the activity, Mikajy seeks to achieve the recognition and adoption of NRM and land use policies for implementation by CBNRM and PA managers in the priority zones. To this end, Mikajy identified and engaged with the VOI in the four communes of the northern sub-areas. In the commune of Tsimafana, we noted the dynamism of Mamelombahoaka of Tsialoka, which has 67 members working on forest management in close collaboration with Fanamby and Durrell. This “champion” VOI is developing alternative activities such as beekeeping, peanut and yam cultivation and is a member of the CSO platform. For the management of Lake Kimanomby, three associations work closely with the fisheries service for the management of the lake, including two youth associations, Tanora Mivoatsy with 19 members and Tanora Miatrika Fandrosoana with 47 members, and the VOI Kimanomby Mamokatsy with 34 members, who play the role of ‘water police’ (polisin-drano) who undertake fisheries surveillance. Capacity reinforcement is necessary for the management of the lake especially on the mesh size of fishing nets and respect of the periods of spawning and the fish growth. For the commune of Marofandilia, we noted every individual is an obligatory member of the VOI but there is lack of awareness and respect for the procedural rules governing the VOI. The youth association FOSA (Sarotiny amin’ny ALA) is present in the commune where it performs reforestation and development activities. The VOI Bosy Miaradia (306 members) is also actively engaged in the restoration of mangroves in the fokontany of Bosy. The VOI works closely with the local forest service which ensures the animation of the commune in reforestation or restoration activities in collaboration with Fanamby and MNP Andranomena. Both associations will undergo capacity assessment in Q3 using the OCAT tool (organizational capacity assessment tool) and trained accordingly, following which they may be able to apply for grants under the USAID Mikajy grants program. For the commune of Delta, the use of illegal fishing nets is a pressing problem. Capacity building themes for fishery officers will include respect of mesh size and above all the prohibition of using mosquito nets for fishing. Fishers will also be assisted in forming associations as a means of reinforcing fisheries governance. Input on effective governance approaches will also be sought from Hay Tao, and feedback provided.

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 38/64 4.5 Strategic Approach 5: Strengthen community, CSO, private sector, and government capacity to advocate for and share in the benefits of improved community-based land and natural resource management

As a complement to the operationalization of natural resource governance (SA4), which is primarily a natural resource governance and planning process, SA5 seeks to provide the capacity and ‘societal glue’ required for coordination and cohesion in the management of land and seascapes. This quarter in Menabe, SA5 activities focused on the initial training of CBNRM structures, and identification of tensions between actors. Preparations were also made for a roundtable in Q3 with the Morondava Public Prosecutor to promote better accountability of the state.

4.5.1 Achievements

Key Result 5.1: Key actors in community-based land and natural resource management strengthened and empowered Year 1 Target – Key intracommunal CBNRM actors in priority zones identified, engaged and receive initial training

The identified actors confirmed their commitment to the shared vision and capacity building for the next quarter for the communes in the District of Belo-sur-Tsiribihina. Key Result 5.2: Relationships between key actors strengthened Year 1 Target – Key CBNRM actors in priority zones regionally networked The communes have been sensitized during shared vision meetings for biodiversity conservation. A wider, inter-communal, meeting, will be initiated in Belo-sur-Tsiribihina for the communes concerned Delta Tsimafana, Beroboka and other adjacent communes such as Tsarahotana. Key Result 5.3: Collaboration for a shared vision is enabled Year 1 Target – CBNRM actors in priority zones equipped to collaborate initially on shared landscape vision The District of Belo has adopted a practical mechanism for the practical implementation of the Dina de Menabe, namely the creation of dynamic youth groups that are identified by the community. This mechanism is based on the integration of young offenders into the community, which does not denounce the justice system but does integrate the offenders in a positive manner within the community. The people of South Beroboka reported that as a result of this youth group, tensions were reduced, and calm was restored. USAID Mikajy will explore how to further engage and support these youth groups in Q3 as they represent an effective and innovative collaboration mechanism for engaging youth in CBNRM. Key Result 5.4: Reduced tension between actors Year 1 Target – Tensions between actors in priority zones identified, initially reduced and used to help address insecurity issues Mikajy observed this quarter that the boundary between the communes of Tsimafana and Beroboka still needs to be clarified in order to solve the tension between the two adjacent fokontany: the fokontany of Anja for the municipality of Tsimafana and the fokontany of Lambokely for Beroboka. The current dispute is the threatened extension of the cultivation area and the management of the strip of forest in

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P 39/64 the boundary zone between the two fokontany. This and other issues will be addressed in the regional land use and tenure assessments planned for Q3. Key Result 5.5: Strengthened authority of forestry officers Year 1 Target – Corps of forest officers with improved authority established to allow urgent actions in priority zones For the District of Belo, the shortage of forest service personnel is reported. Only a single judicial police officer (OPJ) for the verbalization of offences is operational. Key Result 5.6: Better Accountability of state Year 1 Target – Judiciary and civil-society reinforced in priority zones A preliminary meeting was held with the Prosecutor of the Republic of Morondava to prepare the establishment of a working group of judicial actors, including: the gendarmerie, the platform for regional and national CSOs, the judiciary and regional forest officials. It was decided to hold a prior meeting with the technicians before integrating the staff of the administration such as the prefect and the head of the region. A working meeting with the CSO regional platform FIVE was also held that identified potential forms of support through the establishment and capacity building of the CSO’s communal platform.

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P 40/64 5. CROSSCUTTING EFFORTS

5.1 Gender

This quarter, USAID Mikajy worked to identify effective mechanisms for empowerment and engagement of women in the two landscapes across the five strategic approaches. The team built off of findings in the Gender Assessment completed by local subcontracting partner MSIS in Q1. As men predominately act as the head of household in rural areas, the voices of women are often weak in decision-making spaces. USAID Mikajy will work to design interventions that ensure women have access to information, are engaged in decision-making structures, and are empowered to receive the benefits of improved biodiversity conservation. USAID Mikajy recognizes that there are contextual barriers to overcome while working in rural Madagascar. Women in communities exercise differing levels of authority and decision-making power and may hold different responsibilities. USAID Mikajy is working through local representative bodies such as women’s associations and organizations with strong female representation such as the VSLAs, cooperatives, and other decision-making bodies with female leaders. USAID Mikajy regularly encourages our community partners to field inclusive delegations (including women and young people) to participate in training, working groups, and intra or inter-communal meetings. Menabe USAID Mikajy is currently working to identify key CSOs for inclusion in the civil society communal platform. The team is working to ensure inclusion of organizations that will champion female perspectives and catalyze women’s engagement in conservation-friendly efforts. Active female leadership was particularly evident in the communes of Tsimafana and Beroboka Nord. In these two communes, the team identified female champions to engage with through working meetings in support of SAs 1 and 2 and intracommunal meetings under SA5. In Beroboka it was noted that a new women’s association, Saina Ro Lova, had been established to support conservation-friendly agriculture, focusing on market gardening and yams and encouraging male forest cutters to visit the site to see the sustainable methods. USAID Mikajy is seeking to engage the association in strategic approach 2 field activities and will undertake an OCAT evaluation of the association in Q3. Mamabaie Society in Mamabaie gives an important place to women in the decision-making processes during community assemblies and also in economic life. Under SA2, the promotion of women in socio- economic life is integrated throughout USAID Mikajy interventions. In this quarter, the USAID Mikajy team began laying the foundations to promote alternative livelihoods and conservation-friendly practices through VSLAs. In the target communes of Voloina and Ankofabe VSLAs are already functioning with women members comprising the majority in both cases. In Q3 the USAID Mikajy team will work to further support women in these communities through conservation-friendly entrepreneur training and gather learning from the experience. USAID Mikajy’s working hypothesis is that when women have improved capacity for financial management and access to tools to regulate finances throughout the year, it lessens illegal or unsustainable use of natural resources threatening biodiversity. In addition, to promoting women’s participation in the management of farmers’ organizations such as cooperatives, the Executive Board and the CCZ must have women members. The CCZ of the MIRARY

Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

P 41/64 SOA Cooperative, for example, is composed of 30 members, 10 of whom are women and 20 men. The Board of Directors is composed of three women and three men. USAID Mikajy will work alongside this committee to ensure the activity retains an inclusive approach to land tenure interventions under SA4. During the interventions in SA4 and SA5, 159 people participated in intra-communal workshops in Voloina, Anandrivola and Rantabe, of which 73% of participants were women.

5.2 Youth

Young people are the economic lifeblood of the rural regions of Madagascar as well as the ones who stand to inherit the natural wealth of the country and who are the leaders in adopting new technologies. In order to ensure sustainability of the USAID Mikajy biodiversity conservation efforts, youth must be educated about the value of biodiversity and engaged in conservation activities. USAID Mikay is seeking to identify potential structures for more directly engaging youth in natural resource management decision making and conservation activities. In Menabe, the District Chief of Belo-sur-Tsiribihina recruits young men from each commune to participate in Voromahery groups to promote and enforce the Menabe regional Dina, the Dinan’I Menabe. The regional Dina is currently focused on security, but USAID Mikajy is working with local partners to support inclusion of environmental components. Dinas also exist at the village level, and some villages follow dina mandating environmental respect. Engaging youth in adding an environmental component for local and regional dina will help to ensure the longevity of such interventions. In the Commune of Beroboka, the association FOSA was created to mobilize young people to support conservation activities. They are coached and supported by the KMCC (Royal Botanic Gardens, Kew England) in the collection of forest seeds and setting up tree nurseries. They are a potential actor to realize and to support community restoration in Menabe Antimena and eligible to apply for grants under the Mikajy grants program.

5.3 Technology

In Menabe, the use of the Viamo tools/mobile alert began in March 2019 to provide faster and more efficient communication between the patrollers/field agents and decision makers by leveraging mobile technology. The system is only at the starting stage, but people are already using the tool and the effective response rate is likely to increase only during the dry season (June-December). In the next quarter USAID Mikajy is working with partner Viamo to unveil an interactive voice-recorded system to push out educational and awareness materials to communities. By using voice-recordings the team hopes to engage a larger proportion of the community than through written materials alone.

5.4 Climate

Climate change has affected Madagascar in a variety of impactful ways including sea-level rise and extreme weather such as prolonged drought and increasingly severe cyclones. The campaign to plant 53 ha of mangroves in the northern part of the Menabe landscape has as dual objectives of improving biophysical condition of key areas and improving coastal protection from storm surge and other climate change related effects. Training in climate smart ‘conservation farming’ is planned in Menabe for Q3. In Mamabaie, planned activities include making climate information available via mobile phone platform, use of climate resilient seeds and improved PA management in response to climate change.

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P 42/64 5.5 Health

At the end of Q2, meetings were held with USAID ACCESS and Mahefa Miaraka to discuss collaboration in shared project sites. The PHE approach will be a key aspect of the collaboration in the future. Mahefa Miaraka will end in 2021 but USAID ACCESS will be with USAID Mikajy until the end of the program (2018-2023). A first area of collaboration identified is that community health agents supported by Mahefa Miaraka could help to highlight awareness of the linkages between environment and health. The full range of potential collaborations with Mahefa Miaraka / ACCESS will be identified in Q3.

6. COLLABORATION AND KNOWLEDGE SHARING

6.1 Collaboration with Hay Tao

During Q2, collaboration with Hay Tao shifted from the central level through thematic groups, towards collaboration between Mikajy and Hay Tao subcontractors, notably AVG and SIF at the regional level. There continue to be gaps in coordination, the most notable example being a multi-actor dialogue organized by Hay Tao in Mamabaie which had not been the subject of prior consultation with USAID Mikajy. In response, renewed efforts were made to improve coordination and USAID Mikajy received a copy of Hay Tao’s annual work plan. Hay Tao’s and Mikajy’s partners have also been affected by coordination issues and, on February 28, 2019, MSIS, AVG, and SIF organized a technical meeting to define operational coordination mechanisms between the two projects. The topics of governance, support to civil society and COBAs as well as gender and youth integration were discussed. A coordination meeting was also held with AVG to unpack the actions to be undertaken on NRM crime. It was concluded Hay Tao will address the community capacity analysis on whistleblowing capacity, the establishment of a legal clinic for dissemination of the law and will contribute to the formation of OPJ and OSPJ to support prosecutions. The support of Mikajy will be focused on strengthening protection systems with grassroots communities, the improvement of patrols and community surveillance. The collaboration with SIF/Hay Tao is underway in the parcel census in the communes around the Menabe Antimena PA. During Q3, Mikajy and Hay Tao will jointly organize a multi-actor dialog and shared vision workshop for Menabe. During Q3, Mikajy will adopt a proactive stance in defining the support it seeks from Hay Tao.

6.2 Collaboration with other USAID Activities

Collaboration with USAID Mahefa Miaraka and USAID Access: As health is a basic need of the community, and USAID Mikajy does not aim to support health services, the cooperation with health services in the intervention areas of USAID Mikajy will be crucial for the success of the program. Fortunately, Mahefa Miaraka is very active in many of the villages where USAID Mikajy is working, and USAID ACCESS is planning interventions in the region as well around health and security. As a result, USAID Mikajy will continue to identify ways to collaborate with Mahefa Miraka and

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P 43/64 ACCESS on the PHE approach. The focus will be on pragmatic actions such as supporting activities of women’s associations who already work closely with Mahefa Miaraka. Recommendations to CEADIR: Following training on climate change vulnerability analysis in Antalaha and a workshop on climate finance during Q1 prepared by CEADIR, USAID/Madagascar, Mikajy, and Hay Tao continued working together in order to complete a transfer of knowledge on climate finance. Based on these conversations, USAID Mikajy recommended that CEADIR consider supporting climate vulnerability analysis of conservation targets and developing strategies to support the identification of environmentally friendly investors. The additional exchanges: • Helped Mikajy to better mainstream climate change adaptation into conservation, wealth creation and governance activities • Improved team understanding of climate change impacts and how to build climate resilience into conservation and wealth creation programs. USAID United States Forestry Service (USFS) Mangrove study: Agreement was reached with USFS to establish a community-based mangrove management project in the Menabe region. USFS and USAID Mikajy conducted a joint field mission to southern Menabe to prospect suitable sites, and a final decision on site selection will be made in Q3. Clarification of roles, responsibilities and funding sources will also be discussed between USFS and Mikajy during Q3, including support from Home Office staff who can meet directly with USFS is Washington DC.

6.3 Collaboration with Government and Other Donors

Mikajy participated in the discussion and elaboration of a PHE protocol with Mahefa Miaraka, Hay Tao, and the departments and ministries concerned. Limits to the government’s capacity to respect the protocol were discussed and common indicators were considered. A workshop is planned by the government to validate the protocol (date TBD). Regarding implementation, Mikajy’s priority will be the implementation of the PHE approach on land (fokontany/commune). With the new Presidency in Madagascar, there are major changes in personnel and policies. For example, some regional directorships (including the fishing services) have been abolished. In another example, the Chief of Region will be changed to a regional governor, while the Prefect and the totality of the Regional Directors (regional representative of the ministries) will also change resulting in potential interruptions of activities. One consequence of these changes is the suspension of military enforcement of the Menabe-Antimena protected area, which represents a significant risk of renewed deforestation in 2019. Fortunately, the Regional Director for the Environment and Sustainable Development continues to cooperate actively (including within the working group of the new protected area Menabe Antimena). During Q3, collaboration is planned with the national office for risks and catastrophes (BNGRC) over including forest fires as catastrophes within the BNGRC mandate, with particular reference to Menabe.

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P 44/64 7. ADMINISTRATION

7.1 Program Management and Administration

The administrative activities commenced or completed by the USAID Mikajy Activity team during this quarter included: • Recruitment and contracting process: - 4 staff in Antananarivo: Grants Manager (recruited on January 3, 2019), Administrative Manager (recruited on February 1, 2019), Senior Grants Manager (process ongoing), Community Enterprise & Resilience Specialist (process ongoing), - 4 staff in Maroantsetra: Landscape Coordinator (recruited on January 3, 2019), Regional Monitoring and Evaluation Assistant (recruited on January 21, 2019), Regional Office Manager (recruited on February 11, 2019), Regional Office Assistant (process ongoing), - 4 drivers in Antananarivo, Maroantsetra and Morondava: process ongoing, - Consultants: Value Chain and Livelihood (November 19, 2018–February 28, 2019), Senior Start Up Grants Expert (March 1–22, 2019), CLUSA Approach Specialist (March 21–April 20, 2019); Acting Accountant (February 1–May 10, 2019), investors and private sector mobilizations in favor of the community and conservation (process ongoing). • Procurements, purchase of: - 14 motorcycles: delivery effective on February 13, 2019 - Transportation of 6 motorcycles to Morondava by road - February 22, 2019 - Transportation of 8 motorcycles to Maroantsetra by sea - process ongoing - 4 vehicles: importation process ongoing (expected arrival May 2019) - Health insurance for staff: signature of the service agreement pending - Vehicle and equipment insurance: signature of service agreement pending - Lawyer services: process ongoing - Office furniture for Maroantsetra: transportation process ongoing - Helmets for motorcycles: process ongoing - BPA vehicle rental: process ongoing, - 3 multifunction printers: process ongoing, - 95 mobile phones and 100 GPS units for SMART monitoring (number of units under review),

• Other administrative tasks: - Organization and logistic support of the Boot Camp in Maroantsetra, - Affiliate process with CNaPS. Modifications and Amendments: Modification #3, which addresses the contract fee schedule, remains under discussion with USAID. Adaptation of the Activity: None in the period.

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P 45/64 7.2 List of Staff and Consultants International Travel

This section includes all staff and consultant international travel during this quarter. Table 10: List of Staff and Consultants

Traveler Purpose of the Origin – Destination Dates of Travel Name Trip USAID Mikajy Staff Steve Security compliance United States to Antananarivo, February 25 to Peterson support Morondava and Maroantsetra March 15, 2019 Catherine Project management United States to Antananarivo, March 3 to 19, 2019 Picard support Morondava and Maroantsetra Consultants Ronald Producer United States to Antananarivo, March 21 to April 20, Phillips organization training Maroantsetra and Morondava 2019

7.3 List of Upcoming Events for Potential USAID Engagement

Key events planned for the next quarter are set out in Table 11. Table 11: Events Planned for the Next Quarter

Event Title Event Type Date Official USAID involvement proposed (Yes or No) USAID Mikajy Activity May 2019 Yes launch, Mamabaie Official launch USAID Mikajy Grants June 2019 No Program clinic Grants clinic International Public multi-actor June 5 2019 Yes (in one of 2 events) Environment Day events in each landscape

7.4 Key Communication Activities - Branding Awareness for USAID

The key communication activity of the period was the official launch of USAID Mikajy in Menabe on March 2019. Branding awareness included: • Publication of a branded fact sheet for the USAID Menabe program • Launch event with branded posters and USAID standard color banners • Press conference given by the USAID Director and Adviser to the Minister for Environment after the official launch in front of USAID branded posters

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P 46/64 8 ANNEXES

8.1 Annex I. Indicator Performance Tracking Table

Table I-1: Indicator Performance Tracking Table

Frequency of

Key Result Indicator Disaggregation Data

Date

(LOA)

Target Target Target Target

Collection Target

FY 2019 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023

Quarter

Baseline

Actual to Reporting Reporting Strategic Approach 1: Work with communities, NGOs, and government to improve PA and natural resource management (A) Improved local and 1.1: Percent increase in Quarterly 0 6% 0 10 25 50 75 6% institutional capacity to the Number of patrols

enforce laws relating to adopting improved Notes: The estimated number of patrol units around all PAs and CBNRMs in the 2 landscapes is 176. Of that number 11 conservation and NRM patrolling techniques patrol units benefited training from Durrell to be able to implement SMART patrolling in Menabe. 1.2: Number of local © Improved people participating in Quarterly 0 899 7,500 20,000 35,000 47,500 55,000 899 coordination among planning, management, target actors and Notes: The 899 people reflect participants in enforcement activities at the COBA level under Durrell, people who received enforcement for engagement support for engagement in producer organization in Mamabaie, people who participated in the grants launch event, and those improved NRM engaged through efforts under SA 4 / SA 5 1.3: Number of people using climate information Quarterly 0 580 3,000 25,000 30,000 45,000 60,000 580 (D/E) Information is or implementing risk- available and better used reducing actions to

for decision making is improve resilience to better used climate change as Notes: As participants in the Menabe mangrove restoration activity, 580 people implemented risk-reducing actions to supported by USG improve resilience to climate change assistance (EG.11-6) (D/E) Information is 1.4: Number of available and better used information products Quarterly 0 0 5 15 25 38 48 0 for decision making is shared and disseminated better used through Mikajy activities

Strategic Approach 2: Support Community-based, conservation-friendly enterprises and livelihoods

2.1: Value (USD) invested (A) Conservation friendly in conservation-friendly private sector investment Annual TBD 0 TBD TBD TBD TBD TBD 0 enterprises by private increased in target areas sector

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Frequency of

Key Result Indicator Disaggregation Data

Date

(LOA)

Target Target Target Target

Collection Target

FY 2019 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023

Quarter

Baseline

Actual to Reporting Reporting B) Communities have skills, resources and 2.2: Number of MSMEs, Annual 0 4 0 500 1,500 2,500 2,500 3 certification to participate including farmers, engaged in new markets and © with a private partner Target groups more Notes: In Mamabaie the 4 MSMSEs engaged with a private sector partner include the 4 cooperatives of Mirary Soa in Voloina, through USG assistance involved throughout value Co-op Liam-pivoarana in Ankofabe, Co-op Mahavelona of Mahalevona, and Co-op Mikajivola of Ambinanitelo chains 2.3: Value of annual sales © Improved income for of farms and firms target communities and Annual 0 0 0 $300,000 $1,200,000 $2,700,000 $4,200,000 0 receiving USG assistance local government (EG.3.2-26) 2.4: Number of individuals (F) Communities and in the agriculture system private sector operators who have applied adopt and implement improved management Annual 0 0 0 2,500 5,000 7,500 9,000 0 conservation friendly practices or technologies practices with USG assistance (EG.3.2-24)

Strategic Approach 4: Operationalize community-based land and resource tenure policy on landscapes and seascapes

(B) Landscape and 4.1: Percent of actors that Seascape effective are part of shared vision coalition for who have action plans Annual 0 0 15% 30% 45% 60% 75% 0 implementation of shared aligned with the NRM and vision land tenure shared vision 4.2: Number of © Financial mechanism sustainable financing established for natural Annual 0 0 0 0 1 2 3 0 mechanisms developed resources management for conservation 4.3: Number of people with secure tenure rights (D) Commune/ to land, with legally Fokatany/Fokonolona recognized strengthened and Annual 0 0 2,500 7,500 22,500 32,500 40,000 0 documentation, and who empowered for natural perceive their rights as resources management secure, as a result of USG assistance (EG 10.4-6)

Strategic Approach 5: Strengthen community, CSO, private sector, and government capacity to advocate for and engage on improved community-based land and natural resource management

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Frequency of

Key Result Indicator Disaggregation Data

Date

(LOA)

Target Target Target Target

Collection Target

FY 2019 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023

Quarter

Baseline

Actual to Reporting Reporting (A) Key Actors in 5.1: Number of community-based land forums/events completed and natural resources with civil society Quarterly 0 0 5 15 25 38 48 0 management engagement in policy and strengthened tenure rights discussions (C &D) Reduced 5.2: Percent of observed Tensions between actors and verbalized offenses Annual 0 0 TBD TBD TBD TBD TBD 0 AND (C&D) Better that are the subject of a accountability of State judiciary prosecution 5.3 Number of annual hotline calls reporting on Annual 0 3 0 100 350 750 1200 3 (C&D) Better infractions or issues accountability of State related to conservation Notes: There were 8 calls in total but 3 calls reported relevant infractions or issues or land use

Whole of Activity Indicators Comments on Reporting Quarter: In response to a request from the USAID Mikajy COR, indicator EG.10.2-4 was added and the included targets were set. This is not yet an official part of our AMELP 6.1: Number of ha of biologically significant Annual 0 53 0 375,445 529,208 576,941 624,658 53 areas showing improved

biophysical conditions as a Notes: The Menabe mangrove restoration intervention improved the biophysical condition of 53ha of mangroves previously result of USG assistance deforested (EG.10.2-1) 6.2: Number of ha of biologically significant Annual 0 72,345 750,890 1,058,416 1,153,883 1,249,317 1,338,331 72,345 ha areas under improved NRM as a result of USG Notes: As a result of the training to patrollers and managers under the Durrell subcontract, 72,345 ha in Menabe are under assistance (EG 10.2-2) improved management benefiting from improved patrolling techniques and improved reporting practices 6.3: Percent of near shore area under sustainable Annual 0 0 0 10 30 50 70 0 management 6.4: Number of people with improved economic benefits derived from

sustainable natural Annual 0 0 0 1,000 3,000 5,000 5,000 0 resource management and/or biodiversity conservation as a result

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Frequency of

Key Result Indicator Disaggregation Data

Date

(LOA)

Target Target Target Target

Collection Target

FY 2019 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023

Quarter

Baseline

Actual to Reporting Reporting of USG assistance (EG 10.2-3) 6.5: Number of innovations supported through USG assistance with demonstrated Annual 0 0 0 1 2 0 3 0 uptake by the public and/or private sector (STIR-11) 6.6: Percent improvement in capacity of USAID Mikajy supported CBOs OCAT or Annual 0 0 5 30 60 80 80 0 and local government, TAFITA Score disaggregated by NRM, LUP, or MSP

EG.10.2-4 Number of Quarterly 0 40 950 1900 2875 3850 4825 40 people trained in

sustainable NRM and/or biodiversity conservation

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P 50/64 8.2 Annex II. Success Stories

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USAID MIKAJY CONSERVATION & COMMUNITIES PROJECT

MADAGASCAR

SUCCESS STORY Empowering Community Patrols in the Menabe

The dry forests of the Menabe-Antimena Protected Area in western Madagascar support a spectacular range of biodiversity, including rare species such as the fossa (the largest predator in Madagascar), towering baobabs species that dominate the skyline, and nine distinct species of lemurs—among other rare and endangered species. This year the dry forests of Menabe-Antimena experienced unprecedented incidences of fire and clearing for agricultural land with impacts so severe that the government recognized the situation as a national emergency and launched an Emergency Safeguard Plan for the Menabe-Antimena region. As part of the Emergency Safeguard Plan, USAID Mikajy provided surge support to reinforce the efforts of the Durrell Wildlife Conservation Trust (DWCT) to field and strengthen local patrols organized through the local Komity Miaro sy Manara-maso ny Faritra Arovana or KMMFA, which translates to English as the Committee for Protecting and Surveillance of Protected Areas. At least three times a week, the patrollers from Lambokely (pictured above) and other villages patrol the dry forests of the Menabe- Antimena Protected Area surrounding their home on foot. Armed with smartphones and global positioning system devices, these patrollers observe and document threats to the forest and send these to the Regional Director of Ecology, Environment, and Forests. Membership in the KMMFA is driven by the communities. Many of the patrollers have limited formal education and few economic opportunities beyond agriculture. With support from USAID Mikajy, DWCT provided training to 78 KFMMA members on how to use smartphone apps to collect geospatial

data and log official incident reports to feed into larger regional and national government conservation

databases. Some patrollers had never used smartphones before. Eighty-eight villagers completed a total of 206 patrols in three months from across all 12 villages. These patrollers worked 1,122 hours to cover over 1,655 km of trails on foot across a zone of 72,500 hectares and, as a result, observed and reported

1,163 incidents. DURRELLWILDLIFE This additional training for the KMMFA empowered patrollers to participate in national conservation decision-making, increased the effectiveness and consistency of their patrols, and built the sustainability of the KMMFA interventions by providing tools for long-term planning and evidence-based decision- CONSERVATIONTRUST making. Photo Credit:

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USAID MIKAJY CONSERVATION & COMMUNITIES PROJECT

MADAGASCAR

SUCCESS STORY Strengthening Ecosystems and Communities through Mangrove Restoration

In the past two decades Madagascar has lost at least 20 percent of its mangrove forests due to over- exploitation and deforestation, conversion for rice farming, rising sea levels, and urban growth. This rapid decline is cause for concern as mangroves play a crucial role in human well-being by protecting coastal zones, providing a critical source of food security, and supporting economic growth. According to the Malagasy Fisheries Administration, exports of the giant mud crab alone (which depends upon healthy mangrove habitats) are valued at $4.6 million/year and are a major livelihood and food source for coastal communities. With support from USAID Mikajy, a total of 556 villagers came together in March 2019 to plant more than 316,000 mangrove propagates across 53 hectares of degraded mangrove habitat in the deltas of Tsiribihina on the western coast of Madagascar. Manambolo Tsiribihina covers 8.5 percent of Madagascar’s total mangrove forests and exemplifies the productive roles mangroves play, including as an essential source of seafood for consumption and trade, habitat for threatened and endemic species, a natural defense against extreme weather events and disasters, and a major source of carbon storage (each hectare of mangrove stores several tons of carbon).

USAID Mikajy chose the Manambolo Tsiribihina area because mangroves continue to be cleared at an alarming rate for charcoal, rice production, and construction materials despite being declared a RAMSAR site in 2017. This restoration effort not only empowered community members to discuss the impact of mangrove degradation on their own lives but—more importantly—to take collective action to restore this critical ecosystem. The restoration will improve the living conditions and food security of local communities by creating spawning grounds, nurseries, and habitat for juvenile fish and crustaceans. Participants also

acknowledged the value of working as a community to collectively restore and protect the ecosystems LUCIEN ANDRIAFANOMEZANA LUCIEN upon which they all depend. Looking forward, members of the local community-based conservation network FIVOI have committed

to monitoring the young seedlings and working with community members to promote passive credit: Photo restoration efforts to reduce the impact of mangrove clearing and conversion.

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8.3 Annex III. Activity Tables

Table III-1: Planned Activities for Mamabaie

Proposed Activities for FY19 Q3

SA 1: Nature – Improve Protected Area and Natural Resource Management 1.1.2 Complete and finalize findings from the METT assessments of protected areas 1.1.2 Evaluate management effectiveness of 5 management transfers around Masoala 1.1.3 Develop trainings (including mobile learning tools) on PA and NRM management in coordination with Hay Tao 1.1.3 Evaluation of monitoring system and collection of data on pressures in management transfer sites 1.1.3 Training of terrestrial and marine protected area managers and forest/fisheries officers in tools for data management and analysis including SMART 1.1.3 Raise awareness on firefighting and bush fire-fighting (LCFB) SA1 Eastern Littoral part of Masoala 1.1.5 Training and creation of participatory ecological monitoring committees (2 in sector 1: Sahafekona and Ambalarano, 2 in sector 4: Manandriana station and Manandriana Ambinany) 1.1.5 Creation of new patrol committees in the 20 COBAs of Masoala and 2 of Makira

1.2.1 Support package to Masoala National Park to assist in its removal from the World Heritage in Peril list 1.2.2 Establish quarterly coordination meeting between actors of the Mamabaie landscape 1.2.3 Elaboration of message, IVR awareness and alert in local Mamabaie dialect 1.2.5 Restoration of degraded habitats in Masoala National Park (Ambatolaidama and Tsararapaka) 1.2.5 Restoring degraded areas in the PA by suitable species for forest corridors with the communities of the Makira and Farakaraina zones. 1.2.5 Promotion of participatory ecological monitoring and scientific monitoring of marine areas in Masoala to monitor coral bleaching, seagrasses, and ecosystem health 1.2.5 Identification of potential areas for reforestation of dry forests and promotion of nurseries in Belo-sur-Tsiribihina 1.2.5 Support for the ecological monitoring of conservation targets for the marine and land areas of Parc Masoala and Makira 1.2.5 Support to regional fisheries management through homologation of dina be and development of PAP for the Bay of Antongil 1.2.6 Proceed with purchase of patrol equipment including smartphones and GPS needed to enable patrols to roll out improved control and surveillance systems including SMART 1.2.6 Hold community meetings to raise awareness of CyberTracker tool

SA 2: Wealth – Support Community-based, Conservation Friendly Enterprises and Livelihoods 2.1.3 Develop plans for the development of selected value chains including cloves, cacao, sea cucumber, and vanilla 2.1.4 Conduct market research for marine specific value chains 2.1.4 Develop business models based on the public private partnership for the development of value chains 2.1.5 Conduct studies on eco-tourism potential of the Mamabaie region 2.2.1 Plan and implement capacity building program of the target communities 2.2.2 Identify and involve target producer communities in priority value chains and sectors 2.2.3 Conduct land-tenure status assessments of producer communities living along forest margins 2.2.5 Design targeted training tools to promote and enable climate smart agriculture 2.2.6 Deliver target community training (including financial inclusion training e.g. VSLA) 2.2.7 Assess certification opportunities associated with identified market and impact opportunities including deepening RFA relationship and looking at opportunities with ECOCERT 2.3.1 Identify value chains with enhanced benefit capture opportunities 2.3.1 Engage interested communities as pilots in enhanced benefit capture opportunities 2.4.1 Train community leaders on benefits and implementation of cooperatives in communes with newly formed cooperatives including the 2 marine focused communes 2.4.2 Establish marine cooperatives with WCS support in Anandrivola and Anjahana

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2.4.2 Reinforce newly created conservation-friendly cooperatives in Mahavelona and Ambinanintelo 2.4.2 Provide support to emphasize conservation-friendly approach to existing cooperatives in Voloina and Liampivoarana 2.4.3 Link co-ops to Farm Force mobile platform 2.4.4 Train established cooperatives in good governance and financial administration 2.5.1 Implement training program on conservation friendly practices to educate and train producers and private sector on best practices 2.5.4 Expand and look to replicate the positive incentives system in place with RAMEX to reward good conservation and hygiene practices SA 3: Resilience – A detailed plan will be developed during Q3 focusing initially on the PHE approach. SA 4: Action – Operationalize Decentralized Natural Resource Management in Target Land and Seascapes 4.1.1 Continuation of intra-communal workshops at the level of the communes on the Masoala side. 4.1.1 Train sector leads and facilitators of WCS and MNP on inventories and analyses of existing governance and land tenure systems. 4.1.1 Analysis workshop and information sharing on the PA management framework 4.1.2 Conduct exercise on shared vision formulation 4.2.2 Broker meetings between key actors (CTD, STD, local CSOs) to seek common ground and define outline of shared vision working with SATRAHAGNA platform 4.2.3 Work with Viamo and local partners to design concept for mobile platform to facilitate ongoing exchanges 4.2.5 Engage WCS expert to provide a training of trainers course on use of NRGT and BNS 4.2.5 Complete NRGT/TAFITA to identify training needs for key actors in target communities 4.3.1 Recruit consultant on identification of sustainable funding needs for priority RN management systems or plans 4.3.2 Valorize previous studies on sustainable financing mechanisms and match with stakeholder needs 4.3.3 Research and identify sustainable finance initiatives in target CBNRM and PAs 4.4.2 Identify, recruit and train volunteer champions, chosen by communities for NRM and land issues. 4.4.5 Training of Mikajy team, animators, sector leaders and COBA and LMMA on the use of the mobile platform system- endowment of materials (by VIAMO). 4.5.2 Recruit a consultant for the design of customary land use tools and marine spatial planning 4.5.4 Recruit a consultant for development of model policies for access to resources (land, forests, aquatic, marine) 4.5.5 Training of Mikajy team, PA managers and CSOs on new NRM and access to land policies SA 5: Power – Strengthen Community, CSO, Private Sector, and Government Capacity to Advocate for and Engage in Improved Community-Based Land and Natural Resource Management 5.1.1 Build off 3 intra-communal workshops held in Q2 to organize intra-communal workshops in all target communes 5.1.2 Organize training sessions at the local level for the use of the evaluation tool (NRGT/TAFITA evaluation guide) 5.1.2 Carry out evaluation workshops to perform the self-assessments (commune, fokontany, OSC, COBA) 5.4.1 Identification and analysis of the different conflicts/tensions between actors in each commune in the area of the Bay of Antongil – 3 meetings already conducted 5.4.2 Leverage intra-communal meetings to identify solutions to existing conflicts 5.4.6 Analysis of synergy between different dina of the COBA and LMMA in each commune 5.3.1 Conduct socio-anthropological study and surveys in 8 communes of Mamabaie 5.3.2 Undertake with COBA, fokontany and OSCs a mapping of dina and fady in relation to the NRM 5.3.3 Develop and validate engagement methodology and monitoring system 5.5.1 Hold forest officer consultations to identify empowerment needs for urgent actions 5.6.1 Roundtable of key judiciary officers (procureur, judges) and conservation experts on needs for an effective prosecution of cases 5.6.2 Design and organization of technical exchange workshops / legal ‘clinics’ to assist judicial officers in effective use of evidence and prosecution of natural resource / biodiversity offences

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Table III-2: Planned Activities for Menabe

Proposed Activities for FY19 Q3 SA 1: Nature – Improve Protected Area and Natural Resource Management 1.1.3 Develop trainings on PA and NRM management - Hold a meeting on the evaluation and use of monitoring systems for natural resources harmonized with SMART tools 1.1.3 Evaluate the system of monitoring and data collection in the management transfer zones 1.1.3 Work to promote an integrated system of landscape evaluation in real time based on adaptive management principles to improve evidence-based decision making 1.1.3 Development of tools and systems to collect ecological data, monitor threats, and improve adaptive management capacity for natural resource managers and protected area managers including training on the use of SMART for patrollers in Menabe 1.1.3 Build capacity of communities on the restoration of forested landscapes including dry forests and mangroves 1.1.4 Initiate update of management tools for PAs and CBNRM areas based on best practice and evaluation findings of 6 VOI (Tsianaloka, Lambokely, Mandroatsy, Beroboka, Akoraobato, Kiboy) 1.1.5 Create community monitoring groups for CBNRM throughout the landscape/seascape with incentives for the engagement of youth and women 1.1.5 Identification and creation of SEP agents in the management transfer zones to monitor the state of the management transfers surrounding the PAs in Menabe

1.2.2 Implement systematic coordination meetings of key actors particularly to support the candidacy of the dry forests as World Natural Heritage sites 1.2.3 Raise awareness of mobile platform for reporting illegal activity and conservation threats for NRM/PA managers 1.2.5 Identification of beneficiary communities for potential zones for restoration according to process in EMMP 1.2.5 Restoration of degraded zones in the Protected Areas using adaptive species 1.2.5 Fight against Brush Fire [Lutte contre le feu de brousse (LCFB)] : Reflect with key actors on the management capacity evaluation concerning ability to deal with fire 1.2.5 Working with MNP develop and put in place a fire management plan 1.2.5 Hold village meetings to identify potential nursery sites in Belo sur Tsiribihina (Mangroves), Belo sur Mer (Mangroe and Dry Forest) , Zone Menabe Antimena (Dry Forest) 1.2.6 Participatory patrol missions in PAs and community managed areas to roll out improved control and surveillance system with SMART 1.2.6 Launch requisition process of patrol equipment

1.3.1 Undertake a review of experience with SMART and identify a harmonization plan for LEM-SMART+ in Menabe 1.3.2 Update climate resilience assessments for decision making on PA management CBNRM

1.5.1 Support potential grantees with promising concept notes to compile and submit complete proposals for the grants program 1.5.3 Work with Viamo to refine messaging over Menabe biodiversity hotline to improve SBCC

SA 2: Wealth – Support Community-based, Conservation Friendly Enterprises and Livelihoods 2.1.1 Develop value chain plans for maize and peanuts with key stakeholders 2.1.4 Organize market study for the selected value chains including marine and niche value chains including honey 2.1.5 Organize studies on potential eco-tourism sites 2.1.7 Study conservation friendly local initiatives and entrepreneurs including beekeepers 2.1.8 Develop a selection process for conservation friendly impact investments 2.1.8 Develop an information sharing and communication protocol for target actors

2.2.1 Put in place a training program on agricultural practices for improved sustainability 2.2.1 Plan and implement a capacity building program in the target communities 2.2.2 Identify and train community leaders on mobilization of their peers 2.2.2 Identify lead farmers 2.2.5 Develop tools to train producers on agriculture and conservation 2.3.1 Engage interested communities as pilot sites in improved capture of benefits

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2.4.1 Train field agents on the benefits and principles of the cooperative model 2.4.1 Present benefits of cooperative model to communities 2.4.2 Train the producers on the principles and benefits of the cooperative model and the processes of creation of cooperatives SA 3: Interface and Synergize with Other Development Programs 3.1.1 Technical leadership to clearly identify how Mikajy can interface with Population. Health and Environment (PHE) programming based in consultations with key actors in the PHE sphere 3.1.2 Further clarify strategy for collaboration with USAID Mahefa Miaraka and USAID Accessible Continuum of Care and Essential Services Sustained (ACCESS) programs nationally and in Menabe and Mamabaie regions based on in depth consultation with these two projects 3.1.3 Identify potential opportunities beyond health programs and donors other than USAID based on consultations already held and to be held during Q3. SA 4: Action – Operationalize Decentralized Natural Resource Management in Target Land and Seascapes 4.1.1 Finalize the inventory and analysis of the Bemanonga, Belo sur Mer and Belo sur Tsiribihina communes 4.1.2 Organize meetings with communal actors 4.1.3 Initiate the shared vision process for three communes 4.1.3 Organize a meeting for the shared vision intercommunal in the northern zone of Menabe-Antimena to establish a roadmap for biodiversity conservation

4.2.1 Continue organizing informational meetings 4.2.5. Organize trainings on use of the TAFITA and NRGT tools for Mikajy staff 4.2.5 Propose a plan of action including needed training based off the TAFITA pour 4 communes in the northern zone 4.3.1 Identify the sustainable financing needs of prioritized NRM systems or plans for each region 4.3.2 Valorize previous studies on sustainable financing mechanisms and match with stakeholder needs

4.5.1 The parcel census will be completed with SIF in the implicated communes surrounding Menabe Antimena 4.5.1 Finalize a ToR for a diagnostic study based off the information collected during the communal meetings 4.5.2 Continue the securitization of land tenure in Tsimafana 4.5.3 Public consultations will be organized to validate the results of the parcel census at the Fokontany level and later at the commune level SA 5: Power – Strengthen Community, CSO, Private Sector, and Government Capacity to Advocate for and Engage in Improved Community-Based Land and Natural Resource Management 5.1.2 Facilitate the self-evaluations of 8 priority communes using the TAFITA tool 5.1.2 Facilitate the self-evaluations of the VOI around the Protected Area Menabe-Antimena using the NRGT tool 5.1.2 WCS to provide Training of Trainers to Mikajy staff to implement NRGT 5.3.2 Complete an anthropological study and deepen understanding of the impact of Dina and Fady in the preservation of biodiversity

5.6.1 Roundtable of key judiciary officers (procureur, judges) and conservation experts on needs for an effective prosecution of cases 5.6.2 Design and organization of technical exchange workshops / legal ‘clinics’ to assist judicial officers in effective use of evidence and prosecution of natural resource / biodiversity offences

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8.4 Annex IV: Grants and Local Subcontracts Under the Activity

Table IV-1: Grants and Subcontracts

Title of Grant/Subcontract Type Grantee/ Dates Amount Status Subcontractor

Menabe Antimena Emergency Plan Subcontract Durrell Wildlife Nov 16, $17,425 USD Completed Community Monitoring and Conservation 2018 – – final Deforestation Sensitization Activity Trust March report and 30, payment 2019 pending

Tasks Completed by the Grants Team:

The USAID Mikajy grants team joined the project this quarter. The junior grants manager, Mr. Onimahery Andriamampianina, joined the team officially in January, and the Senior Grants Manager, Mr. Zo Rakotomalala, was brought on as a consultant in March. He will join the team officially in the first part of the next quarter. Together, with at-distance support from the home office and substantial support from the Strategic Approach Technical Leads, DCOP, and COP, the team drafted and released an Annual Program Statement (APS) including publication in a number of national journals and airing on regional radio channels. As part of the APS launch process, the team held two information sessions. On March 18, 2019, in Morondava, 60 attendees participated in the first information session on the grants On March 26, 2019, in Maroantsetra, 62 attendees participated in the second information session The team solicited and responded to official questions through an official modification. The first deadline for applications will be early in the next quarter, with applications then accepted on a rolling basis.

Challenges:

The team initially opted to release the APS in French; however, it became clear that some potential applicants in the target intervention zones were not comfortable operating in French. As an effort to increase the accessibility of the grants program, the team completed a translation of the materials into Malagasy and modified the APS to accept materials in Malagasy. In addition, many VOI representatives interested in the grants program were unable to join the information meetings. The USAID Mikajy team will consider creating a grants program to support their needs better for the next round of grants programming.

Next Quarter:

In Quarter 3 the team will begin reviewing concept notes and is exploring the possibility of home office support to assist the local grants team with their review system, finalization of templates and documents, and delivery of next steps clinics for selected groups. The first round of grants are expected to be issued in July 2019.

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8.5 Annex V. Environmental and Climate Risk Management Compliance

Table V-1: EMMR Activities under Categorical Exclusion

Classes of actions as per 22 CFR Actions Implemented Remarks 216.2(c) (2); ADS 201

(i) Education, 1.1.3 Develop trainings on PA and NRM management in technical assistance, coordination with Hay Tao or training programs None 1.2.6 Participatory patrol missions in PAs and community managed areas to roll out improved control and surveillance system with SMART– with Durrell subcontract

1.2.1 Support Menabe Emergency Plan (coordination, patrolling and enforcement, communication, etc.)

1.2.3 Design mobile platform for NRM/PA managers (including alert on illegal/dangerous activities)

1.2.6 Participatory patrol missions in PAs and community managed areas to roll out improved control and surveillance system with SMART

1.5.3 Launch emergency radio and mobile SBCC campaign to raise awareness and promote conservation behavior

2.2.1 Capacity and needs assessments for target producer communities

2.2.2 Identify and engage target producer communities in priority value chains

2.3.1 Target groups with opportunities for enhanced value chain benefits capture identified

2.3.2 Target groups trained in fuller benefits capture

2.4.1 Train community leaders in target producer communities on benefits and implementation of cooperatives

2.4.2 Establish cooperatives for conservation friendly businesses (CFBs) around selected value chains

4.2.1 Identify and meet key actors to prepare them and collect background information for meetings

5.1.1 Identify and engage intracommunal CBNRM actors (users, managers, producers, etc.)

5.1.2 Facilitate self-assessments of communes (including fokontany, COBA, and CSO) and intracommunal CBNRM actors using TAFITA/NGRT

5.2.1 Identify CBNRM common interests between communes

5.2.2 Establish intercommunal interest groups (users, producers, managers, etc.)

5.3.1 Rapid community socio-anthropological surveys of target communes to better know these actors and cultures

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Classes of actions as per 22 CFR Actions Implemented Remarks 216.2(c) (2); ADS 201

5.3.2 Mapping of dina and fady in relation with NRM

(iii) Analyses, studies, 1.1.1 Map existing and proposed PAs and CBNRM areas in the academic or research target regions against key stakeholders workshops and When the team moves to meetings 1.1.2 Facilitate self-evaluation by PA managers in both landscapes actionize the findings of these analyses, they will do so in 1.2.2 Implement systematic coordination meetings of key actors line with the EMMP 2.1.1 Assessment of maize and peanut value chains (Menabe)

2.1.3 For each region select >/= 2 existing value chains (e.g., maize, peanuts, crabs, vanilla, and cloves) for improvement/enhancement

4.1.1 Inventory and analyze existing key CBNRM actors, governance and tenure systems and plans

Table V-2: EMMP Activities under Negative Determination with Conditions

Planned activities Recommended Status of Mitigative Measures Outstanding Remarks Mitigation Actions Issues

1.1.3 Development of To avoid potential Tools were in development last None None systems and tools to impacts of poorly quarter and are being designed collect and analyze planned or executed within PA management plans and ecological data to management techniques with extensive stakeholder promote adaptive that may threaten the engagement. management stability of protected areas, USAID Mikajy will: 1) remain in compliance with PA management plans, land use plans, and other GoM plans; 2) include stakeholder engagement; and 3) include benchmarks to measure success/potential negative outcomes. 1.1.5 Initiate update A. USAID Mikajy shall The selection of the 4 sites was of management tools ensure that PA and done in close partnership with the for PAs and CBNRM CBNRM area delegated management authority areas based on best management tools: of the Makira National Park, WCS. practice 1) Are in compliance The conditions laid out in the IEE with PA management were be respected plans, land use plans, and other GoM planning guidance and documents. 2) Include measures for stakeholder consultation 3) Include benchmarks Quarterly Progress Report: USAID Mikajy Activity FY’2019 Q2

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Planned activities Recommended Status of Mitigative Measures Outstanding Remarks Mitigation Actions Issues

to measure and monitor their progress, successes, inclusivity (gender and vulnerable peoples), and any negative effects on people and the environment for which adjustments/remedial actions will need to be taken. 4) Include measures to ensure equitable benefit sharing 5) Require Management Effectiveness Tracking Tools (METT) B. USAID Mikajy shall ensure that training and TA in management tools and partnership models includes information on the above. 1.2.5 Implementation USAID Mikajy shall USAID Mikajy has begun of CBNRM and PA include an Environmental community engagement to identify management plans Review of each sites for potential restoration and (application of Management Plan that completed one restoration activity training, restoration) receives Mikajy support this quarter focused on mangroves to evaluate: potential in the Menabe landscape. impacts and identifies mitigation measures or USAID Mikajy will submit alternative activities. separately a specific EMMR USAID Mikajy shall documenting the restoration clearly document the action, including the potential findings and impacts, mitigation measures, requirements of the ER community/ management authority and share with consultations undertaken. management authorities. 1.5.1 Grants system If sub-grants will be The APS was released this quarter. None None in place by the end pf included in this activity First round expressions of interest Y1 to support that are not explicitly are being submitted and will be implementation of analyzed, the formal appropriately screened. shared vision for the AFR subproject/sub- Menabe Emergency grant review process, Plan must be completed and approved by the A/COR, MEO, and REA prior to each new activity.

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Table V-3. CRM Activities with Low and Moderate Climate Risk Rating Activities

Classes of Actions Actions Implemented Steps Taken to Mitigate Climate Risk

Low Climate Risk 1.1.1 Map existing and proposed PAs and CBNRM • Meetings and workshops were planned Rating areas in the target regions against key stakeholders around typical poor weather patterns to ensure safety of attendees. 1.1.2 Facilitate self-evaluation by PA managers in both landscapes

1.1.3 Develop trainings on PA and NRM management in coordination with Hay Tao

1.2.1 Support Menabe Emergency Plan (coordination, patrolling and enforcement, communication, etc.)

1.2.3 Design mobile platform for NRM/PA managers (including alert on illegal/dangerous activities)

1.2.6 Participatory patrol missions in PAs and community managed areas to roll out improved control and surveillance system with SMART

1.5.3 Launch emergency radio and mobile SBCC campaign to raise awareness and promote conservation behavior

2.1.1 Assessment of maize and peanut value chains (Menabe)

2.4.1 Train community leaders in target producer communities on benefits and implementation of cooperatives

4.1.1 Inventory and analyze existing key CBNRM actors, governance and tenure systems and plans

4.2.1 Identify and meet key actors to prepare them and collect background information for meetings

*Co-organization of workshops with CEADIR on Climate Vulnerability of Private Sector and Climate Finance

5.1.1 Identify intracommunal CBNRM actors

5.1.2 Facilitate self-assessments of communes (including fokontany, COBA, and CSO) and intracommunal CBNRM actors using TAFITA/NGRT

5.2.1 Identify CBNRM common interests between communes

5.2.2 Establish intercommunal interest groups (users, producers, managers, etc.)

5.3.1 Rapid community socio-anthropological surveys of target communes to better know these actors and cultures

5.3.2 Mapping of dina and fady in relation with NRM

Moderate Climate 1.1.3.2 Development of systems and tools to collect • The long-term interventions to stop Risk Rating and analyze ecological data to promote adaptive deforestation and burning in the Menabe management through the Emergency Plan account for

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Classes of Actions Actions Implemented Steps Taken to Mitigate Climate Risk

1.1.5 Initiate update of management tools for PAs anticipated climate threats including and CBNRM areas based on best practice worsening drought and increased sea level rise. 1.2.1 Support Menabe Emergency Plan (coordination, • Impacts of climate change were patrolling, fire control and management, considered in the selection of initial key communication, etc. including collaboration with value chains: corn and peanuts BNGRC and meteorological suervices) exacerbating worsening environmental conditions in drought-affected areas; 1.2.6 Participatory patrol missions in PAs and vanilla and cloves needing reinforcement community managed areas to roll out improved with changing seasonal patterns due to control and surveillance system with SMART– with climate change. Durrell subcontract • As niche value chains are identified, the 2.1.3 For each region select >/= 2 existing value potential impacts of their expansion will chains (e.g., maize, peanuts, crabs, vanilla, and cloves) be considered before scaling; the climate for improvement / enhancement resilience of required inputs for niche value chains will also be considered 2.2.2 Identify and engage target producer before support is extended. communities in priority value chains

2.3.1 Target groups with opportunities for enhanced value chain benefits capture identified

2.3.2 Target groups trained in fuller benefits capture

2..1.4 Identify niche value chains (including wild silk, farafatsy trees and seaweeds)

2.4.2 Establish cooperatives for conservation friendly businesses (CFBs) around selected value chains

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