FY15 ANNUAL REPORT Feed the Future Agroforestry Scaling-up (SmAT-Scaling) PERIOD: OCTOBER 1 ST 2014 – SEPTEMBER 30 TH 2015 CONTRACT NUMBER: MTO 069018 October, 2015 This publication was produced for review by the United States Agency for International Development. It was prepared by ICRAF and SmAT-Scaling Project Consortium.
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SMAT-SCALING WORKPLAN 1
FY15 ANNUAL REPORT
Feed the Future Agroforestry Scaling-up
(SmAT-Scaling)
PERIOD: OCTOBER 1ST 2014 – SEPTEMBER 30TH 2015
CONTRACT NUMBER: MTO 069018
October, 2015
This publication was produced for review by the United States Agency for International Development. It was prepared
by ICRAF and SmAT-Scaling Project Consortium.
FY15 ANNUAL REPORT:
SmAT-Scaling
DISCLAIMER The author’s views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government.
LIST OF ACRONYMS ................................................................................................................................................................................. 5
START UP .................................................................................................................................................................................................... 11
PROGRESS PER INTERMEDIATE RESULT................................................................................................................................... 14
IR 1: New and/or strengthened village-based extension approaches implemented for increased/wider use
of context-specific climate-smart tree-crops systems and agroforestry practices ....................................... 14
IR2: Improved agroforestry seeds and seedlings produced, distributed and commercialized and tree seed
and seedling systems sustainably managed ................................................................................................. 16
IR3: Diversified market opportunities created for a range of high-quality tree products value chains with
high market potential .................................................................................................................................. 23
IR4: Improving food and nutrition/health security ...................................................................................... 24
IR5: Climate-smart agroforestry technologies and practices successfully scaled up ................................... 26
IR6: Capacity of key stakeholders in rural poor communities strengthened and their participation in
agroforestry tree product value chains improved ........................................................................................ 27
IR7 PUBLIC – PRIVATE PARTNERSHIP (PPP) DEVELOPED............................................................. 28
SIR7.1: KARITE PUBLIC – PRIVATE PARTNERSHIP (PPP) DEVELOPED ....................................... 28
SIR 7.1.1 Quality and competitiveness of shea products Improved ............................................................ 28
SIR 7.1.2: Cooperative organization, finances, and management’s capacities strengthened ....................... 29
SIR 7.1.3: Linkages with financial and market opportunities facilitated ..................................................... 30
SUB-IR7.2: JATROPHA Public – Private Partnership (PPP) developed .................................................... 32
SIR 7.2.1 increased production of existing Jatropha trees and 8 million new Jatropha trees ...................... 32
SIR 7.2.2 Information and awareness of producers strengthened and management committees revitalized
MEETINGS AND FIELD VISITS ......................................................................................................................................................... 37
GENDER AND VULNERABLE GROUPS ........................................................................................................................................ 39
LESSONS LEARNED DURING YEAR 1 ........................................................................................................................................... 40
A. AKF YEAR 1 ANNUAL REPORT ............................................................................................................................................. 42
B. WV YEAR 1 ANNUAL REPORT .............................................................................................................................................. 42
C. CRS YEAR 1 ANNUAL REPORT ............................................................................................................................................. 42
D. ICCO YEAR 1 ANNUAL REPORT ........................................................................................................................................... 42
E. MBSA YEAR 1 ANNUAL REPORT ......................................................................................................................................... 42
F. EMMP for Year 1 ............................................................................................................................................................................. 42
G. REVISED INTERVENTION ZONES ........................................................................................................................................ 42
H. SMILER TOOLS for PERFORMANCE MONITORING ..................................................................................................... 42
I. FTFMP_SMAT SCALING M&E (IPTT) .................................................................................................................................. 42
J. STUDY REPORT ON THE PERFORMANCE OF THE USE OF INSTITUTIONAL COOK STOVE FOR SHEA BUTTER PROCESSING (ICCO PPP) ....................................................................................................................................... 42
SmAT-Scaling FY1 Annual Report
5
LIST OF ACRONYMS
ADLS Appui pour le Developement Local au Sahel
AF
AKDN
Agroforestry
Aga Khan Development Network
AKF Aga Khan Foundation
AKTC Aga Khan Trust for Culture
ARDT-SMS Africa RISING’s large-scale Diffusion of Technologies for Sorghum and Millet Systems
AVDRC World Vegetable Center
BDS Business Development Services CDA Community Development Agents
CGIAR Consultative Group for International Agricultural Research
CLOCSAD Comité Local d'Orientation de Coordination et de Suivi des Actions de Développement
CMDT Compagnie Malienne de Développement Textile
CRS Catholic Relief Services
DRA Direction Régionale de l’Agriculture/Regional Department of Agriculture
EMMP Environment Monitoring and Mitigation Plan
ESR Equitable, Solidarity and Responsible
FFS Farmer Field Schools
FINAGRI Salon de Financement de l’Agriculture
FMNR Farmers Managed Natural Regeneration
FtF Feed the Future
GEDD Groupe d’Experts pour le Développement Durable (consulting firm)
GRDD Groupe de Réflexion pour le Développement Durable
ICCO-Cooperation Interchurch Organization for Development Cooperation
ICRAF World Agroforestry Centre
ICT4D Information and Communication Technologies for Development
IR Intermediate Result
M&E Monitoring and Evaluation
MBC Mali Bio Carburant
MEAL Monitoring, Evaluation, Accountability, and Learning
MFI Micro Financial Institution
MNLA National Movement for the Liberation of Azawad
MoU Memorandum of Understanding
NRM Natural Resource Management
OHADA Organisation pour l'Harmonisation en Afrique du Droit des Affaires
PDSEC Social, Economic and Cultural Development Program
2--Enhanced Human and Institutional Capacity Development for Increased Sustainable Agriculture Sector Productivity (FtF-SIR 1.1)
4.5.2(5) Number of farmers and others who have applied improved technologies or management practices as a result
of USG assistance
16620 455 2682 6300 13000 1583 24020 145% The initial Target did not include the PPP in the
indicators that can justify why the target has been
achieved and exceeded. In addition, during the quarters 3 and 4, partners
have made effective use of their existing field
based facilities, staff, networks, sub-contract with DRA, DREF, IER, and using remote monitoring
in areas affected by insecurity issues.
4.5.2(6) Number of individuals who have received USG supported short-term agricultural sector productivity or
food security training
19919 1583 259 10790 10000 1583 24215 122%
4.5.2(11) Number of food security private enterprises (for
profit), producers organizations, water users associations, women's groups, trade and business associations, and
CBOs receiving USG assistance
30 1 21 150 25 2 199 663%
4.5.2(32) Number of stakeholders using climate information in their decision making as a result of USG
assistance 2840 355 447 1050 1852 65%
The main explanation is the delay in the project field activities starting with most of the
Consortium members. Most of the field activities
have started in Q2 and Q3 for MBSA
3- Enhanced Technology Development, Dissemination, Management, and Innovation (FtF SIR-1.2)
4.5.2(2) Number of hectares under improved technologies
or management practices as a result of USG assistance
7740 2160 910 3900 4420 11390 147%
The initial Target did not include the PPP in the
indicators that can justify why the target has been achieved and exceeded. This deviation in results
do not require an adjustment of the Year 2
Targets that are significantly more ambitious than Year 1 In addition, during the quarters 3 and 4,
partners have made effective use of their existing
field based facilities, staff, networks, sub-contract with DRA, DREF, IER, and using remote
monitoring in areas affected by insecurity issues.
4-Expanding Markets and Trade (FtF IR2)
4.5.2(23) Value of incremental sales (collected at farm-level) attributed to FTF implementation (In $, 1 $=500
FCFA)
Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline The target will be available after the baseline survey results, expected in the next semi-annual
and annual reports
5-Increased Resilience of Vulnerable Communities and Households (FtF Intermediate Result 5)
3.1.9.1(3) Prevalence of households with moderate or
severe hunger
Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline The target will be available after the baseline
survey results, expected in the next semi-annual
SmAT-Scaling FY1 Annual Report 10
Indicators TARGET
FY15
ACTUAL FY15 [2014-2015]
COMMENTS
WV AFK CRS ICCO MBSA TOTAL ICRAF Achievem
ent Rate
and annual reports
4.5.2(34) Number of people implementing risk-reducing
practices/actions to improve resilience to climate change as a result of USG assistance
2770 455 450 6300 12000 1583 20788 750%
The initial Target did not include the PPP in the
indicators that can justify why the target has been achieved and exceeded.
In addition, during the quarters 3 and 4, partners
have made effective use of their existing field
based facilities, staff, networks, sub-contract with
DRA, DREF, IER, and using remoted monitoring
in areas affected by insecurity issues
6-Increased Employment Opportunities in Project-level, targeted Value Chains (FtF Intermediate Result 4)
4.5(2) Number of jobs attributed to Feed the Future
implementation
Unplanned 3 14 17 Unplanned This indicator has been considered after the FTFMP was approved. Target connected to the
baseline survey (still to be finalized)
7-Improved Access to Diverse and Quality Foods (FtF IR6)
3.1.9.1(1) Prevalence of children 6-23 months receiving a minimum acceptable diet (%)
Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline The target will be available after the baseline
survey results, expected in the next semi-annual and annual reports
3.1.9.1(2) Women’s dietary diversity: Mean number of
food groups consumed by women of reproductive age)
Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline The target will be available after the baseline survey results, expected in the next semi-annual
and annual reports
4.5.2.8-TBD3 Total quantity of targeted nutrient-rich value chain commodities produced by direct beneficiaries that is
set aside for home consumption
Unplanned Baseline Baseline Baseline Baseline Baseline Baseline Unplanned This indicator has been considered after the
FTFMP was approved. Target connected to the baseline survey (still to be finalized)
8- Increased investment in agriculture and nutrition related activities (FtF Intermediate Result 3)
4.5.2(12) Number of public-private partnerships formed as
a result of Feed the Future assistance(S)
Unplanned
1 22 3 2 28
Unplanned This indicator has been considered after the
FTFMP was approved. Target connected to the
baseline survey (still to be finalized)
indicator to be dropped off as from FY2015 see FTF Indicator Handbook October 2014
=
indicator added after FTFMP was approved
SmAT-Scaling FY1 Annual Report
11
START UP
The SmAT-Scaling Project is funded by USAID operating under the guidance of the USAID/Mali’s
Feed the Future (FtF) strategy and implemented by a consortium headed by the World Agroforestry
Centre (ICRAF) in partnership with Catholic Relief Services (CRS), Aga Khan Foundation (AKF),
World Vision (WV), Inter Church Cooperation (ICCO), Mali Biocarburant S.A. (MBSA), Near
East Foundation (NEF), Institut d’Economie Rurale (IER) and Regional Directorates of
Agriculture, Water and Forest (DRA&DREF). It aims to strengthen the value chain of tree products,
improve the nutritional status and food security of the targeted population, and build local capacity.
The overall objective of the project is to enhance access to and use of tree-based climate-smart
technologies (including fodder) through effective scaling-up of already-developed and proven
climate-smart technologies and improved market access, in order to increase food and nutritional
security, as well as build resilience of farming systems in the ‘Feed the Future Zone’ of Mali. The
project aims at contributing to increasing agricultural productivity, market access, household
income and consumption of agroforestry-based products to improve the food security, nutrition and
health status of rural women and children in Mali. Research insights and outputs produced under
the framework of the CGIAR Research Program on Drylands Systems on both gender and youth
were used to develop the implementation and upscaling approach of this USAID- funded SmAT-
Scaling Project.
Although the project started officially since 1st October 2014, the effective field activities have
started on January 2015, and the official launching ceremony led by the US Charge d’Affaires in
Mali was held on 9th July, 2015 in the village of Mandela (Sikasso). The launch was attended by
about 600 persons, including 50 officials from the Government of Mali, USAID, FtF partners, and
the Peace Corps.
a) Selection of target areas
The selection of villages that are now hosting the project’s activities was conducted in close
consultation with the decentralized government technical services, communal and traditional
authorities in Sikasso, Mopti and Timbuktu for Scaling-up activities and Koulikoro and Kayes
Regions for Public-Private-Partners (PPP) activities. Needs expressed within each commune’s
Social, Economic and Cultural Development Program (PDSEC) and Communal leaders and
partnership with CMDT intervention areas. The USAID Feed the Future Zones are the major focus.
The main criteria used for sites selection includes:
Village located in a Feed the Future intervention town;
Priority given to project intervention ARDT town /Paje Nieta/ etc.;
Guaranteed security including project sites in Timbuktu region;
Accessibility in any season;
Availability of water;
Strong potential in agroforestry;
Availability of the rural community (active producers);
Producers /villages engaged in agroforestry;
Producers /villages easy to mobilize;
Producers /villages open technology; and
Business opportunities, among others.
SmAT-Scaling FY1 Annual Report
12
In total, the project targets 810 villages
across 103 (with 5 overlapping)
communes all of which are located
outside of the flood zones in the Regions
(Figure 1). Details on target circles,
communes and villages are presented in
Anne 1.
ICRAF with the support of AKF CRS
and WV has continued to build support
for the project within its target
communities through awareness raising
and information sessions conducted by
its Community Development Agents
(CDAs) DRA, and DREF. Target
communities and stakeholders,
including traditional and local
authorities, have increased knowledge
of the goals of the project as well as the
roles various stakeholders are expected
to play in it. This increase in support
facilitated the beginning of activities
aiming to scale up smart agroforestry
practices such as the creation of nursery
groups and the establishment of the
Rural Resource Centers (RRCs)
committees.
Figure 1: SmAT-Scaling intervention sites
Detailed list of the intervention villages are herewith attached.
List of communes
and villages LAST03-09-2015.docx
b) Mobilization and recruitment
Recruitment of the core staff necessary for the project’s implementation was completed in the first
quarter of the project for Central Coordination (ICRAF) and Management with partners. ICRAF
has also appointed two Field Coordinators to be based in Sevare-Mopti and Koutiala-Sikasso.
ICRAF has taken this relocation decision in response to need for on-ground and close contact
between ICRAF and sub-grant Partners to supporting, coaching and monitoring SmAT-Scaling
field activities. Each sub-grant partner has recruited a Project Manager and a MEAL (Monitoring,
Evaluation, Accountability, and Learning) Assistant who works full time. They work in partnership
with technical partners and the other members of the consortium, and are supported by other
programs support staff, such as the Head of Programs, Head of Agriculture Department, and MEAL
Coordinator.
SmAT-Scaling FY1 Annual Report
13
Figure 2: SmAT-Scaling Project communication flux
Project progress meeting is held with all the consortium members on a regular quarterly basis. The
Figure 2 provides details on the field implementing partners, sub-grant and prime partners. Supports
are also provided by other partners and agencies including Health Centers, broadcasting in local
radios using local language (e.g. Radio Sinjere – Koro). The information session covered the project
objectives and project activities in the communities of the project area. Partners have expressed
support and willingness to provide appropriate assistance in achieving SmAT-Scaling objectives.
The opinions of those field based partners were recorded, positions where made on intervention
approach, constraints that can affect project implementation were jointly identified, and what
valuable assets are available to could help achieve project’s goal.
SmAT-Scaling FY1 Annual Report 14
PROGRESS PER INTERMEDIATE RESULT
IR 1: New and/or strengthened village-based extension approaches
implemented for increased/wider use of context-specific climate-smart tree-
crops systems and agroforestry practices
Activity 1: Understanding socio-economic and ecological conditions and extension approaches
for scaling of tree-based technologies
Sub-activity 1.1: Conduct a baseline survey and conduct a SWOT analysis of the existing extension
initiatives with regards to the promotion and dissemination of agroforestry practices
Sub-activity 1.2: Conduct participatory value chain mapping, identify constraints and opportunities,
and marketing strategies within the local poor communities for priority tree species with high market
potential
Sub-activity 1.3: Assess the socio-economic and agro-ecological constraints to sustainable
agricultural intensification
Sub-activity 1.4: Co-design, co-implement and co-monitor new (where they do not exist) or strengthen
(the existing) extension approaches to scaling-up and out of selected agroforestry technologies.
The activity 1 is planned to be implement during Year 1, 2, 3, 4 and 5 of the project
In line with the planned expected results for the year 1, focus was on the sub-activities 1.1, 1.2 and
1.3. These activities are essentially field studies and are reported jointly as followed:
The Terms of Reference (ToRs) have being designed for the following studies:
- SmAT-Scaling baseline study: the objective of the study is to develop baseline for monitoring
and impact indicators of the project;
- SWOT analysis (Strengths Weaknesses Opportunities and Threats), extension of existing
initiatives regarding the promotion and dissemination of agroforestry practices;
- Value Chain Analysis for priority tree species with high market potential: mechanism for
producers, processors and traders, at times and in different places, gradually add value to
products and services as they move from one link the chain to another, until it reaches the final
consumer (national or global). The analysis of the value chain will be based on: Diagnosis,
development, governance and the segments of the value chain;
- Barriers Analysis: to better understand the factors those hinder the adoption of agro forestry
technologies by communities.
- AKF designed the terms of reference (ToR) for the strengths, weaknesses, opportunities and
threats (SWOT) analysis, and published a call for proposals to identify a competent consultant
to carry out the analysis in its target areas. All partners also contributed to the design of and
facilitated the Baseline study of its target sites, which ICRAF conducted with the help of an
external consultant. After consultation with ICRAF, AKF and other partners reviewed the
ToRs to merge the Value Chain Mapping (VCM) and the SWOT analysis into a single study
that was closely aligned with the variables the Baseline study would investigate. The decision
to merge these studies was a response to delays experienced in the start of the Baseline study.
The baseline study is led by ICRAF jointly with SmAT-Scaling M&E team. All the consortium
members actively participated in all the steps. The selection of the consultant and field data collection
(using SMILER & Smartphones) are completed. The first draft of the Baseline report informing the
current (starting) levels of the FtF ambitious target indicators, will be submitted by the consultant by
SmAT-Scaling FY1 Annual Report 15
the end of November, 2015.
The merging of the call for proposals of this joint study required numerous technical adjustments,
which delayed the production of the ToRs. Inpust from a multi-disciplinary team (M&E, Agriculture
and Procurement expertise) helped produce higher quality ToRs that facilitated both the selection and
implementation processes following the call for proposals. The selected consulting firm, Groupe
d'experts pour le développement durable (GEDD), began the SWOT/VCM study in September and
sampled 40% of the target villages. A final report and analysis from the consulting firm is expected at
the end of November 2015. Partners were able to proceed with the drafting and finalization of these
ToRs following multiple discussions with ICRAF and other project partners to identify the best
approach to conduct this study.
Key Challenges and Responses:
The first publication of the call for proposals for the joint study does not yield sufficient and qualified
applications, which did not meet the criteria set for the selection process. A second publication of the
call reached out to other consulting firms to encourage them to apply. In parallel, a range of tools for
these studies, based on the experiences of other partners was finalized, which helped reducing the
preparation and orientation time for the chosen consultants. The merging of the call for proposals of
the SWOT and VCM analysis studies also required numerous technical adjustments which delayed the
production of the ToRs. Inputs from a multi-disciplinary team (M&E, Agriculture and Procurement
expertise) helped produce a higher quality ToR, which facilitated the selection and implementation
processes following the call for proposals.
The sub-activity 1.4 related to co-designing, co-implementing and co-monitoring of new (where they
do not exist) or strengthen (the existing) extension approaches to scaling-up and out of selected
agroforestry technologies has started Year1 through the involving of local community, communal,
and national partners in the installation and facilitation of 7 RRCs (link with IR2) and this activity
will continue throughout the Year 2-3-4 and 5.
SmAT-Scaling FY1 Annual Report 16
IR2: Improved agroforestry seeds and seedlings produced, distributed and
commercialized and tree seed and seedling systems sustainably managed
Activity 2: Scaling up and out of agroforestry technologies and practices
The Activity 2 is plurennial activities planned to cover the five years of the project. The following
progress and achievement are made during the first year:
Sub-activity 2.1: Setting-up/Facilitate RRCs establishment in participating communes
Construction:
ICRAF – CRS – AKF and WV conducted a series of consultation meetings with communal and
traditional authorities to discuss the project’s plans to build up the RRCs, their permission for this
construction activity, as well as attribution of a plot of land for the RRCs.
Criteria for the selection of the RRCs sites included:
i. Availability of communal land (two to five hectares);
ii. Ease of access to the site throughout the year;
iii. Ease of access to or adequacy of water supply;
iv. Location in a non-flood zone;
v. Degree of social cohesion in the host community (accessible to all satellite villages); and
vi. Ease of obtaining official written authorization from the relevant communal authority for plots
(to avoid unforeseen ownership conflicts)
Through consultation sessions with local communal and traditional leaders, support for the
construction and management of the RRCs from the host communities has been obtained. This support
translated into the official attribution of five-hectare plots of land (in AKF zone) proposed by the
communities for the construction of the RRCs. AKF, WV and CRS have received the documentation
confirming its rights to access and build on these plots from the Thien-Doucourani, Karamani,
Mandela, Siye, Dimbal, Benebouro and Sogourou (7) village chiefs, with further approval by the
mayors of their respective communes.
Partners proceeded to hire a contractor to oversee the fencing off of each RRC plot. To reinforce the
fencing, a row of sisal plants was also planted. This thorny plant dissuades cattle from damaging the
fence and accessing plots for grazing. In a region where livestock farming is a dominant activity, the
delineation and protection of land for cultivation is important as it helps avoid conflict between herders
and farmers.
One of the priorities is to ensuring RRCs had access to water over the construction of the RRC main
building. Access to water will ensure that activities can begin and be sustained, particularly on the
reserved demonstration plots and for the upkeep of the seedlings in the nurseries. For this, AKF, CRS
and WV launched a call for tenders for the drilling of a borehole at each site. In anticipation of the
delivery of these documents and in attempt to benefit from expertise within the Aga Khan
Development Network (AKDN), AKF consulted the Aga Khan Trust for Culture (AKTC) team of
architects who specialize in local earthen architecture techniques from the Mopti and Timbuktu
regions. These consultations provided project partners with alternatives for local materials that could
be used to match the traditional architectural landscape of the RRCs’ host communities. In addition to
these consultations, the project partners with ICRAF made a market analysis of current and projected
unitary costs of materials and equipment. These were used as a reference in the evaluation of financial
proposals from potential contractors. Following receipt of authorization to use the RRC plots; WV,
CRS and AKF have launched a restricted tender for the fencing of both plots in July. The construction
SmAT-Scaling FY1 Annual Report 17
of the seven RRCs will be complete in December, 2015.
Management
ICRAF has initiated training with partners (CRS, AKF, WV) and communities on the management
of the RRCs approach in scaling up technologies. With the support of three (3) RRCs experts
coming from ICRAF regional office in Yaoundé, the trainings have been conducted in two
workshops and two restitutions:
First workshop (20-21 April 2015, Sevare): Training-of-Trainers on RRC management, monitoring
and facilitation with Partners’ Technicians (CRS, AKF, WV), Partners’ Field coordinators, and
government extension staff operating in the targeted areas.
The training covered the following topics:
- Overview of project implementation strategy and role and expectations of RRC;
- Concept of RRC (Why? What? How?);
- Management of RRC and backstopping requirements;
- Monitoring and evaluation of RRC(defining indicators);
- Linking RRC with other actors, sustainability, development of business plans;
- Challenges in setting up and running RRC;
- Where do RRC fit into specific intervention strategies of SmAT-Scaling partners;
- Design of RRC component in SmAT-Scaling overall implementation strategy to achieve
project targets where RRCs are set-up, steps, activities.
Second workshop (22-24 April 2015, Dimbal): Training of Community on RRC management and
Leadership (Local committee, representatives of farmers/women's organizations who have key
roles to play in leading and managing the RRC.
The training covered the following topics:
- Creating and strengthening groups;
- RRC, its members and their responsibilities;
- Leadership and management;
- Group cohesion;
- Animation meetings and conflict management;
- Business Planning and report writing;
- Working with development organizations/ research and resource mobilization at the local
level;
- Data Collection, Monitoring and Evaluation; and
- Development of the action plan of the resource center for 8 months (May-December 2015).
The representatives from both RRCs Committees were able to replicate this second training as well
as share lessons learned and its key messages with community of the 7 villages hosting the RRCs (35
in each village including 12 women) among which agro-dealers, tree nurserymen, vegetable gardeners
and young farmers were represented. To reinforce the sharing of lessons learned, a three-day training
led by its CDAs was organized, covering the themes of the first training in each of the villages hosting
the. Each site hosted 50 participants, (30-50% of which were women).
In each of the 7 RRC hosting communes, a community-led committee was established (10-11 member
with at least 30% of women) and community leaders were prepared for its management. This
committee where training and have played an important role in informing their communities on project
activities and encouraging the importance and use of RRCs. This activity will be continued during
the Year2.
SmAT-Scaling FY1 Annual Report 18
Sub-activity 2.2: Identifying/establishing agroforestry nursery production system of various sizes
The first two quarters of the project focused on introductory activities including raising awareness
about the project among target communities, selecting target villages, preparing the groundwork for
the establishment of Rural Resource Centers and identifying potential tree nursery groups (of 25 to
30 members). This was followed by training the project team and identified (and new) nursery groups
in the communities. Awareness raising activities have graduated from sharing general information
on the project to both the establishment of tree nursery groups in the targeted villages and community
sensitization on the roles of tree based products in household nutrition. This activity will be continued
during the Year2.
Sub-activity 2.3: Promoting sustainable land and water management practices to enhancing
ANALYSE, TFK, AFRIQUE VERTE, and FAIRMATCH SUPPORT. In addition, this will help the
key stakeholders.
Key Challenges and Responses:
No major challenges were experienced for this activity.
SmAT-Scaling FY1 Annual Report 28
IR7 PUBLIC – PRIVATE PARTNERSHIP (PPP) DEVELOPED
SIR7.1: KARITE PUBLIC – PRIVATE PARTNERSHIP (PPP) DEVELOPED
SIR 7.1.1 Quality and competitiveness of shea products Improved
Activity 1: Conduct market assessments
This activities was not completed during the Year 1 due to the late startup of the project. ICCO were
not able to find qualified expertise to conduct such activity during year 1. Negotiation is undergoing
with FSAS (Fair and Sustainable Advisory Services) based in Bamako.
Activity 2: Promote energy, time efficient technologies, and business processes
Under SmAT-Scaling, ICCO disseminated 20 “SEWA JET” institutional stoves in the target area of the PPP
that has benefited to women shea nuts and butter cooperatives. These improved institutional stoves have
contributed to reducing CO2 emissions and improve safety of target beneficiaries. This activities was carried
out in Koulikoro, Sikasso, Segou and Kita.
Activity 3: Conduct quality training
This activity was conducted during Year1 ad still ongoing through Year2 and 3.
ICCO in partnership with the Global Shea Alliance, has facilitated quality campaign training on shea
processing best practices through a local business development services provider. The focus of the
1st year was on quality of shea kernels improvement. ICCO has worked with three local business
development services providers including ADLS (in Segou region) Tech4Dev (in Sikasso) and
GRDD (in Koulikoro and Sikasso). They conducted the training and facilitated the market
opportunity creation with SOATAF.
On the other hand, in other to comply with Olvea quality requirements, FairMatch Support has
conducted training on certified shea kernel quality in Sikasso and Segou. The following deliverables
are achieved:
o Quality competitiveness and requirement tools
o Good practices tools
o Availability of training tools on campaign preparation
o Quality exigencies of Olvea tool kits
o The capacity of 240 training of trainers (ToTs) on quality shea nuts strengthened. These
ToTs are currently training women in the target villages working with SOATAF
o Assessment of potential cooperatives will supply organic shea nuts to Olvea with two
Cooperatives
o Training tools on good practices and Olvea Burkina Faso requirement for capacities
elaborated by fair match support delivered to 2 farmers group; and
o A rapid assessment of cooperatives for certified nuts has been conducted.
SmAT-Scaling FY1 Annual Report 29
Activity 4: Build warehouses for aggregation
As part of the support to marketing, SOATAF has
started the construction of 3,000 tons of
warehouse in Bamako. This will facilitate
aggregation and better storage of the shea nuts.
The photos below show the ceremony of the
brick laying of the warehouse:
In 2016 two warehouses will be constructed and
donated to women cooperatives in Bla and Kita
Activity 5. Reduce transactional cost
Working with BDS, women cooperative started collecting the shea kernel and store them in a
centralized local to facilitate collective action and transportation/transaction costs reduction. This
activity has started in Year 1 with 25 cooperatives comprising 14,000 members.
SIR 7.1.2: Cooperative organization, finances, and management’s capacities
strengthened
Activities conducted under this section are as follows:
Activity 1: Build capacity
Scope Insight Assessment planned for year 1 was not completed due to the late start-up of the project. However, ICCO started discussion and working session with Scope Insight Company in the Netherlands to use their tools in assessing the cooperative. Additionally in Mali, under this project a ToR was
developed to conduct the assessment in 2016. This will provide the baseline of the Capacity of the
cooperatives
Activity 2: Improve financial accountability
This is a subsequent activity from the Scope Insight Assessment planned for 2016.
Activity 3: Improve governance
This is a subsequent activity from the Scope Insight Assessment planned for 2016.
Photo 4: Brick laying event with ICRAF’s Regional Director,
USAID Mali, Deputy Director, SOATAF Director, ICCO and the
Ministry of Women, Family, and Gender representatives
SmAT-Scaling FY1 Annual Report 30
SIR 7.1.3: Linkages with financial and market opportunities facilitated
Activity1: Access to financial services:
ICCO participated in the FINAGRI (Salon de Financement de l’Agriculture) and set up a stand,
designed a flyer for the SmAT-Scaling project that were distributed to the visitors of the stand.
ICCO attended the Global Shea Alliance annual conference in Ouagadougou, Burkina Faso. During
the conference, ICCO made a joint presentation on the PPP in collaboration with ICRAF and USAID
Mali Mission. In addition, ICCO facilitated bilateral work sessions between Mali private sector and
Olvea with other industry stakeholders.
Attached is the Partnership Document being discussed between ICCO, Olvea and FairMatch Suport.
Partnership
Document being discussed between ICCO, Olvea FMS.docx
Photo 5: USAID Mali Mission presentation at GSA
Annual Conference in Ouagadougou
Photo 6: Participants at the GSA conference in
Ouagadougou
Photo 7: Malian and Burkinabe partners visit Olvea
factory in Bobo-Dioulasso
Photo 8: Malian and Burkinabe partners meeting to
discuss respective experiences in shea business during
the exchange visit in Leo, Burkina Faso-workshop
facilitated by ICCO
SmAT-Scaling FY1 Annual Report 31
Activity 2: Access local, regional, and international markets:
Under the PPP activity the commitment (MoU) of SOATAF to purchase approximately 5,000 tons of
quality shea nuts for an approximated value of 600 million FCFA in 2015 campaign season was
received.
Olvea has already signed 4 contracts for a total volume of 380 MT among them 180 Tones are durable,
100 Tones are organic and 100 Tones is Equitable, Solidarity and Responsible (ESR) certified (105%
of the objective of the year 1). In addition Olvea is negotiating with a 4th cooperative a contract of 80
Tones “durable”. Local employment (field agents hired to support linkages between women
cooperatives and the private sector) we also created. In total, twenty (20) field agents have been hired,
provided motors bikes to facilitate the monitoring and training of cooperatives.
SIR 7.1.4: Promote an environmental smart shea value-chain and climate
resiliency
Activity 1: Climate adaptation techniques
This activity hasn’t been conducted in Year 1 due to time constraint. This is plurennial activity
rescheduled for the year 2 and 3.
Activity 2: Energy efficient technologies
The activity 2 conducted under SIR 7.1.2, has a dual objectives. On one hand the introduction of
Energy efficient technology will contribution to quality and competitiveness of shea products
production through 1) low production cost, 2) use of the a technology that help improving the quality
– not over heat of the kernels, 3) smokeless and reduction of health and safety hazards, and 4) promote
collective processing at cooperative level for standardized product quality. On the other hand, it
contributes to promoting a shea value chain that reduces the CO2 emission (Promote an
environmental smart shea value-chain and climate resiliency).
SIR 7.1.5: food and nutrition security; resiliency and positive environmental
outcomes Improved
Activity 1: Improve awareness on food security
Activity 2: Improve awareness in nutrition security
These two activities have been jointly conducted in the Year 1 considering their complementary
aspect. During July and August, 2015, sensitization campaigns were held with 4626 participants
(exclusively women) from various cooperative across eight (8) communes including Tièmana,
Dougouolo, Bla, Touna, Yangasso, Falo, Niala, Bèguènè. Discussion was also held with
communal, village authorities and youth organizations. During these sensitization meetings,
presentations and discussion was held on context specific themes including:
Developing cereal banks
Dietary diversification (promoting gardening and other nutritional crops.
Agricultural calendar & agricultural productivity
SmAT-Scaling FY1 Annual Report 32
Technical itinerary & agricultural productivity
Climate change and its impacts
Climate change and solutions alternatives and adaptation/copping measures such are:
o use of improved efficiency and cycle seeds short
o Initiation of incomes generating activities (Shea butter and other operations)
o dissemination of appropriate technologies
o diffusion of alternative energy sources
Details on this sensitization are provide the following attachment:
Rapport de la
mission de sensibilisation sur la nutrition et la sécurité alimentaire .docx
Activity 3: Environmental enhancement
This an outcome of the activity 1 of SIR 7.1.4. In year 2 it is planned to conduct sensitization and
training on shea parkland protection and management.
SUB-IR7.2: JATROPHA Public – Private Partnership (PPP) developed
SIR 7.2.1 increased production of existing Jatropha trees and 8 million new Jatropha trees
With the starting of the SmAT-Scaling Jatropha PPP activities, in addition to installation of a new
press oil, farmers became more motivated to protect, maintain existing Jatropha trees to increase the
production. The initial target in Year 1 is 1.8million new Jatropha seed. Following achievement have
been reached:
Dispatching of 2 tons of Jatropha seeds.
Regular meetings are being held with stakeholders (Cooperatives, individuals, field agents)
involved in the project implementation to follow up activities in the field.
The validated 2015 workplan with cooperatives’ boards members and field staff is being
disseminated to all stakeholders.
Geo-referencing of existing jatropha plants.
Transplantation of young Jatropha plants from nurseries to fields according to the
installation of rains.
MBSA is actively working on following up the transportation of the new biodigester in
Mali for its installation in Koulikoro.
One meeting is held with each of the 15 Production Pool (1 Team leader and 4 local
animators) to assess progress of field activities and organization for Jatropha nuts collect.
2015 workplan is validated by the 51 cooperatives’ board members and field staff (15
Team Leader and 48 local animators) who disseminated information among all
stakeholders. The follow-up of activities implementation is ongoing in the field.
The field staff received training on Agroforestry good practices (combined farming,
plantations’ maintenance).
SmAT-Scaling FY1 Annual Report 33
In total 3300 ha of Jatropha are planted (beyond initial plan of 3000 ha).
2 million of Jatropha trees are planted; and
1,500 (25% women) new producers joined various cooperatives to implement Jatropha
agroforestry system.
SIR 7.2.2 Information and awareness of producers strengthened and management committees
revitalized
255 members from 51 cooperatives, in addition to 15 Team Leaders and 48 village
extension workers participated in the trainings on: Agroforestry good practices, Plants
maintenance techniques, harvest and conservation, Success conditions of Jatropha field
and gave feedback to the 2,550 other producers involved in the Jatropha agroforestry
system;
Field staff implemented additional training sessions to meet needs of new producers in 50
Jatropha Field Schools;
51 cooperatives with a total of 4,520 producers are trained through 92 feedback sessions
by cooperatives representatives to members. Topics include Management, finance and
organizational (Roles and Responsibilities of Coops and Board members)
A hired Consultants’ Team trained cooperatives representatives in the three (3) selected
sites of Ouelessebougou, Koulikoro and Sikasso during a four-day training per session and
a fifty participants attended per session.
SIR 7.2.3 Produce 17,000 Tons of sorghum and maize
The initial target in Year 1 was 3,150 Tons. Following achievement have been reached:
FMB provided 1 ton of sweet sorghum seed and 1 ton of drought resistant maize seed to
Cooperatives members to be associated with agroforestry options in addition to 7 tons of
improved seeds used by farmers.
15 Technical field staff and 48 local animators are trained in Jatropha agroforestry based
systems; Topics include among others: Nursery production and management, Live fences,
Inter-cropping Jatropha – Cereals, Trees maintenance, harvest, seeds conservation. The
additional field staff is hired to cover new areas; and
The abundant rainy season improved seeds fields are growing well and brought satisfaction
to producers; Harvests are expected by end of October.
SIR 7.2.4 Biodigester Installed
Following are achieved during the inception phase:
One High-Tech Oilseed Press “BionActis” and a Biodigester are purchased and installed
on August 13, 2015 at Koulikoro factory. Customs complexity process in addition to the
rainy season slowed down installation of equipment. The Biodigester is composed of 2
components: (a) the bed: a big hole of 33m x 25m x 1m and (b) the digester: a big plastic
bag of nearly the same dimension. The hole is dug in September 2015 and the digester is
still waiting for the starting of oil grains processing to provide it with by-product such as
cake, animal manure, green leaves, water, etc. to be operational in Year 2.
One Improved Oilseed processor “BionActis” is purchased and is in place at MBSA
Jatropha processing plant in Koulikoro since August 13, 2015 with the support of a skilled
engineer “Jeroen Hekel” and also one Biodigestor is purchased and in place. The new gas
SmAT-Scaling FY1 Annual Report 34
generator will be experimented upon purchase, process of new Oilseeds and the cake used
for gas production; and
A large pit of 33m x 5m x 2,4m is under construction to host the digester.
SIR 7.2.5: Efficient supply chain of Jatropha fruit set up
Final selection of the 12 purchase agents is under processing and priority is given to the
formers who are already trained and know cooperatives. Upon recruitment of purchase
agents, a training session will be held prior to their mobilization in the field.
Verbal agreement is made between the Union of Jatropha producers of Sikasso and the
communal authority to make available a piece of land for the warehouse construction. The
formal agreement (Land owner sheet) is under processing. The Regional Chamber of
Agriculture of Sikasso will be involved to speed finalization of the process and
45 meetings were held (Launching, Supervision, and Follow-up) to inform the 51 Coops
members (4,400 producers, 39% women) are informed about the gain for each and every
partner in the value chain. Pools of production are well appreciated in information sharing
among producers.
SIR 7.2.6: Installing a soap factory unit in Sikasso
The soap processing factory facilities are identified and the process of acquisition is under
development.
As initially defined in the project description document, the installing a soap factory unit in Sikasso
is planned for year 2.
SIR 7.2.7 value Added to the press cake through processing into organic fertilizer and value
added in biodiesel production through glycerin valuation for soap
Following activities have been conducted during the year 1:
Selling nontoxic digestate as compost
Assessing nutrients in liquid fertilizer
Searching market for liquid fertilizer
Selling glycerin for soap production
Searching for other value adding activities
SmAT-Scaling FY1 Annual Report 35
IR8: Cost-effective coordination of program activities with partners and
tracking of ambitious target indicators including M&EL, collaboration and
administration activities
Agreements have being signed and fund transferred to all the sub-grant partners to ensure effective
implementation of field activities. Following the agreement signature between ICRAF and partners,
a sub-contract was signed by AKF, CRS and WV with field based partners including DRA (Sikasso,
Mopti and Timbuktu), DREF, Community Development Agents (CDA), and IER who provide direct
support to sub-grant partners for field implementation (especially in remoted and security affected
sites, e.g Mopti and Timbuktu). To ensure a proper management, each DRA have nominated focal
points and provide field agents by commune (who report to the focal point), for the project activities
implementation. This structuration helps project partners to reach the target communities for the
project start-up. Working with national partners also builds the capacity of their agents, creates
community demand for extension agent services, and will ensure sustainability of project approaches
beyond the 5-year implementation period.
A Memorandum of Understanding (MoU) was signed on March 2015 with Near East Foundation
(NEF) to jointly contributing to the introduction of natural resource management in support of
livelihoods restoration, protection of production systems and resilience project in Mopti and
Timbuktu under the USAID Food for Peace and Humanitarian assistance framework.
Olvea has already signed 4 contracts for a total volume of 380 MT among them 180 Tones are durable,
100 Tones are organic and 100 Tones is Equitable, Solidarity and Responsible (ESR) certified (105%
of the objective of the year 1). In addition Olvea is negotiating with a 4th cooperative a contract of 80
Tones “durable”. Local employment (field agents hired to support linkages between women
cooperatives and the private sector) we also created. In total, twenty (20) field agents have been hired,
provided motors bikes to facilitate the monitoring and training of cooperatives.
SOATAF, a local Malian private company that exports tropical fruits to regional and
international markets, has pledged a forward $1.2 million purchasing commitment and is
investing over $100,000 in building a 3,000 ton capacity shea warehouse in Bamako, Mali.
Signing contracts with all the Sub-grant partners and public agencies (DREF, DRA Sikasso,
Mopti and Timbuktu, and IER);
Recruitment of Project staff (Project Managers and M&E), Field coordinators and Facilitators
by ICRAF and Partners;
Development, revision and approval of FY14 Annual work plan in light of comments from
USAID;
Development, submission and approval of USAID SmAT Scaling Agroforestry Technologies
Project EMMP;
Start-up of baseline research;
Launching of SmAT-Scaling project;
Open lines of communication between ICRAF and partners has enabled a free flow of information
and support in the implementation of activities. Similar communication with project managers from
other partner organizations has allowed the exchange of lessons learned and approaches to
overcome minor challenges. For example, discussions in and outside meetings about the form of
and approach for the SWOT and VCA between ICRAF and partners allowed to improve the quality
of its ToRs and identify a quick mechanism for the recruitment of potential consultants.
SmAT-Scaling FY1 Annual Report 36
Overall collaboration with other project partners through regular meetings, particularly in relation to
Monitoring and Evaluation has afforded all partners’ access to technical support from all M&E
specialists in the project, which will facilitate the adoption of the SMILER approach. This approach
is new to most of the consortium members (except CRS) and has provided an opportunity to develop
learning agendas for current and future projects.
A key relationship that has facilitated progress in the project’s implementation is the relationship and
history of collaboration with the Direction Régionale de l’Agriculture (DRA)/Regional Department of
Agriculture (DRA) technical services, the Direction Régionale des Eaux et Forêts (DREF), and the
communal authorities from the target area. This relationship facilitated access to the local resources
and support necessary to begin introducing the project to the target communities and mobilize
beneficiaries in anticipation of upcoming activities. The signing of Collaboration Agreements with
the DRA for this specific project formalized its participation in and contribution to the
implementation of the project. Additionally, in the second quarter, the organization workshops
regrouped all partners and their beneficiaries for key topics. This facilitated the sharing of expertise
among project partners, and built the capacity of both field agents and, most importantly, direct
beneficiaries at the community level.
With the presence of many Feed the Future projects in partners’ interventions areas especially in the
Mopti and Sikasso regions (AVRDC, CVC/CMDT, ARDT, WASH, etc.), different actions are
underway with others FTF projects to establish a framework that will facilitate exchanges and
synergy between the different projects.
KEY CHALLENGES
Due to the overall delay in fully executing an agreement between USAID and ICRAF, which had a
ripple effect of delaying a sub-agreement between ICRAF and AKF, activities began later than
anticipated. Partners were, however, able to begin introductory discussions with local authorities,
technical services and beneficiaries of potential host villages to raise awareness about the project and
its main objectives in the second quarter of the project.
To avoid further project start-up delays, ICRAF issued a pre-award letter to all sub-grant partners to
enable the project in January 2015. This pre-award however, limited pre-financing of activities up to
10% of the annual budget, further limiting the level of implementation partners could achieve.
With the exception of the challenges specific to each activity above, another notable challenge for
the project is the absence of a validated SWOT analysis and Baseline results at this point, both crucial
in providing guidance for the project’s activities. Partners continued to consult with the target
communities before the introduction of each new activity so as to cater to their needs as accurately
as possible. AKF’s management structure for the SmAT-Scaling project has shown limitations in its
ability over the last year, particularly with regards to meeting the multiple reporting and meeting
attendance requirements set by ICRAF, due to the inclusion of staff and resources shared with other
AKF projects. Measures are being taken to restructure the project team for quicker and timely flow
of information and implementation of activities for subsequent phases of the project by increasing
full-time staff working on the project.
In WV sites one challenge encountered is the existence of an acute water problem in the area. This
SmAT-Scaling FY1 Annual Report 37
challenge complicates the availability of water for watering plants. Another challenge was the delay
in starting the project activities which might have a consequence on the accomplishment rate of the
planned activities.
Insecurity in Northern Mali (Mopti and Timbuktu) remains the main challenges faced during Year one. These
circles suffer spontaneous bandits’ weapons attacks and some are the refuge of the MNLA. To get to
implement the activities of the project, consultations have been made with technical services and local
authorities for all target villages of interventions. The DRA Timbuktu has developed a strategy for
implementation of activities, submitted to CRS. This strategy has been appreciated by CRS and this resulted
in the signing of the contract between CRS and the DRA Timbuktu. Attached is the strategy developed with
DRA.
Stratégies DRA a
Tombouctou.docx
Although this was a minimal concern during most of the first year in Mopti region, the situation
escalated in the commune of Kewa and a few neighboring villages (Sanguira, Koubaye and
Yégonsiré), in Sevare, Koro and Timbuktu during the fourth quarter. An increase in the frequency of
armed attacks in the northern areas of Mopti resulted in restrictions on field visits by CDAs, limiting
their interaction with and access to target communities. Partners have opted to organize some of the
activities meant for the affected villages in a closer, relatively safe area and transport key participants
to the venues. This has limited the nature and level of completion of activities achieved in the last
quarter.
MEETINGS AND FIELD VISITS
Date Place Name Organization/Participants Subject
13 April
2015
CRS office
Bamako
Quarterly 2
progress
meeting
ICRAF, CRS, AKF, ICCO,
MBSA
Progress and achievement;
Constraints/Challenges and coping strategies;
Plans for quarter3
27 May 2015 Bamako Technical
Meeting
ICRAF, CRS, AKF, ICCO Plan for baseline study,
Acquisition of smartphones,
SWOT and VCA,
Official launching agenda of SmAT-Scaling project
(involving donor and ministries), certainly in Sikasso
USAID request on including in the indicators
Number of job created and quantity on nutrient rich
foods consumed in the household,
Status of contract and fund transfer to partners
31 May 2015 Bamako Meeting ICRAF, CRS Signing agreement between ICRAF and CRS
02/06/2015 Karamani
and
Doucourani
Field visit AKF, Office of the Mayor
(Madiama)
Official attribution of RRC plots to AKF
12 June 2015 Sikasso,
Mopti and
Timbuktu
Meeting CRS, DRA Signing contract with the DRA Sikasso, Mopti and
Timbuktu
06-16 June
2015
Mandela
and Sikasso
Field visit CRS, DRA, Community Preparation and organization of project launch and