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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.

CONTENTS CONTENTS ..................................................................................................................................................................................................... 3

LIST OF ACRONYMS ................................................................................................................................................................................. 5

EXECUTIVE SUMMARY .......................................................................................................................................................................... 6

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

.................................................................................................................................................................... 33

SIR 7.2.3 Produce 17,000 Tons of sorghum and maize .............................................................................. 33

SIR 7.2.4 Biodigester Installed ................................................................................................................... 33

SIR 7.2.5 Efficient supply chain of Jatropha fruit set up ............................................................................. 34

SIR 7.2.6 Installing a soap factory unit in Sikasso ...................................................................................... 34

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 ........................................................................... 34

IR8: Cost-effective coordination of program activities with partners and tracking of ambitious target

indicators including M&EL, collaboration and administration activities .................................................... 35

KEY CHALLENGES ................................................................................................................................................................................. 36

MEETINGS AND FIELD VISITS ......................................................................................................................................................... 37

GENDER AND VULNERABLE GROUPS ........................................................................................................................................ 39

ENVIRONMENTAL COMPLIANCE .................................................................................................................................................. 40

LESSONS LEARNED DURING YEAR 1 ........................................................................................................................................... 40

ANNEXES .................................................................................................................................................................................................... 42

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

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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

PM Project Manager

RRC Rural Resource Center

SIR Sub-Intermediate Result

SmAT-Scaling Scaling-up climate-Smart Agroforestry Technologies

SMILER Simple Measurement of Indicators for Learning and Evidence-based Reporting

SWOT Strength Weakness Opportunity and Threat

Tech4Dev Technology for Development

ToR Terms of Reference

ToT Training of Trainers

USAID United States Agency for International Development

VCM Value Chain Mapping

WV World Vision


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EXECUTIVE SUMMARY

The Scaling-up Climate-Smart Agroforestry Technologies for improved market access, food and

nutritional security in Mali (SmAT-Scaling) project aims at strengthening the value chain of tree

products, improving the nutritional status & food security and building local capacity.

More specifically, the project vision is to:

1. Support participatory prioritization of agroforestry practices from existing options, taking

into account community’s specific socio-economic, cultural and environmental context; and

co-design and co-implement village-based extension approaches to scale-up and out of the

selected practices;

2. Promote improved tree seeds/seedlings production and delivery systems within and among

pilot sites and disseminate improved agroforestry practices;

3. Develop diversified market opportunities for tree products with high nutritional and

economic value, including commercialization of priority agroforestry products such as fruit

food trees, and fodder for livestock, that contribute significantly to rural livelihoods;

4. Create awareness and improve rural communities consumption of tree-based nutritious tree

products including fruits and tree-based leafy vegetable for improved food and nutritional

security;

5. Disseminate tree-based, climate-smart agriculture options and improve awareness among

policy makers and development actors for a widespread adoption of tree-based system

innovations; and

6. Strengthen the capacity of stakeholders including rural poor communities for better

adaptation to climate extremes and disasters and set up innovation platforms (IPs) for

knowledge sharing (including local knowledge) and co-learning.

To implement this vision, strategies employed by the SmAT-Scaling team included the following:

Analyze extension activities for NRM, climate-smart agriculture and network currently

being used by field-based partners;

Establishing and supporting the Rural Resource Centers development

Public-Private Partnership for Karite and Jatropha (in association with maize and/or

sorghum) value chains development;

Multi-stakeholders innovation platforms development around high market value trees

species;

Bottom-up and demand-driven (community-led) agroforestry technologies diffusion;

Survey and workshop with existing government and private extension services in relation

to the promotion of improved agroforestry practices;

Design new/improved extension approaches to scaling-up and out of agroforestry

technologies; and

Participatory value chains mapping and analysis of constraints, opportunities and marketing

strategies within local poor communities for priority tree species with high market potential.

One of the major activities of the project is the construction of the Rural Resource Centers (RRCs).

ICRAF has initiated training with partners (CRS, AKF and WV) and communities on the

management of RRCs approach to scaling up technologies. With the support of three (3) RRCs

experts coming from ICRAF regional office in Yaoundé-Cameroon, the trainings have been

conducted in two workshops (Sevare and Dimbal), and two restitutions at village level (in Mandela

and Signe).


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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.

The third quarter of the project focused on securing rights to the Rural Resource Centers plots of

land in order to begin their construction, as well as training the project team and the communities

for the management of the centers. The replication of these trainings at the community level has

resulted in progress on the project’s indicators for recipients of short term training. 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. ICRAF and Partners were also able to begin

identifying trainer farmers who will lead the efforts in the dissemination of climate smart

agroforestry practices. Collaboration with project partners has facilitated the finalization of pre-

requisite documentation for the Baseline study, the SWOT and Value Chain Mapping studies and

the technical preparation for the addition of effective information technology tools into SmAT-

Scaling monitoring and evaluation system with SMILER.

In this PPP arrangement, the private sector plays a critical role in terms of not only improving

quality and increasing harvestable quantities, but also in encouraging environmental friendly

business activities. 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.

Furthermore, Olvea Burkina Faso, a subsidiary of Olvea Group is engaging women cooperatives to

establish commercial relationships to source organic shea.

ICRAF in collaboration with all the SmAT-Scaling consortium partners, completed the following

activities in Year1:

Establishment of the M&E system (SMILER);

Design of new tools to capture the indicator related to the number of jobs created and the

amount of foods rich in nutrients consumed by households, and updating SMILER

accordingly;

Selection of target areas (villages of intervention);

Briefing municipal authorities and technical services on the SMAT-Scaling project;

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;

Assessment of seed and tree planting material needs by communities;

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;

Finalization of the Scope of Work to hire consultants for SWOT analysis, barriers analysis

and VCA studies;

Facilitation for installation of Rural Resource Centers (RRC);

Conduct training on Rural Resource Centers;

Launching of SmAT-Scaling project;

Capacity building of Sub-grant partners, Technical services agents and producers;

Awareness raising of households on the diet food rich in nutrients and child nutrition;


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Training of farmers on agroforestry technologies;

Identify nurserymen in each village for the production of plants,

Nurseries production and trees planting established;

Linkages with financial and market opportunities facilitated;

Supporting the capacity building of cooperatives on certified shea nuts through learning

visit in Burkina-Faso under shea PPP;

Supplying Olvea 60 tons of certified shea nuts in 2015 through women associations;

Building shea nut aggregation warehouse in Bamako (a second one will be built in FY2 in

Sikasso) by SOATAF;

Increase production of existing Jatropha trees (3,117ha) of over 6,000ha and plant 1.6

million new trees of (improved) Jatropha;

Produce 3,150 tons of staple crops (sweet sorghum and hybrid maize);

Installation /Functioning/Maintenance of a high-tech oil processor “BionActis” and a

Biodigester for Jatropha-based biogas production;

Set up an efficient supply chain of Jatropha and other oilseed nuts collection, and

Progress made towards a soap factory unit installation in Sikasso

The main challenge during the period under review was the delay in the start of the project and

increase insecurity in small sections of AKF’s intervention zones. In order to achieve the targets of

the FY1 work plan, ICRAF and partners worked closely with local authorities to adopt appropriate

mechanisms for a smooth and rapid implementation of the project. The last two quarters of the year,

therefore, focused more on the completion of joint studies and replication of joint trainings by

partners in order to significantly increase the level of implementation. This is reflected in the surge

of targets reached with activities since the launch of the project.

Details on these activities can be found in the narrative of the report. This report summarizes

progress achieved, challenges encountered and coping strategies during project implementation

from October 2014 to September 2015.

SmAT-Scaling FY1 Annual Report 9

Table 1: Progress against indicator targets for Year 1

Indicators TARGET

FY15

ACTUAL FY15 [2014-2015]

COMMENTS

WV AFK CRS ICCO MBSA TOTAL ICRAF Achievem

ent Rate

1-Improved Agricultural Productivity (FtF-IR 1)

4.5(16,17,18) Gross margin per hectare, animal or cage of

selected product (crops/animals selected varies by country)

(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

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


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


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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.


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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.


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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.


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


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.


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


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.


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

integrated tree-food crop-livestock systems’ productivity;

Under this sub-activity, in the year 1 focus was on training partners, technicians and farmers on

sustainable land and water management practices. The aim was to improve communities’ knowledge

and understanding of sustainable land and water management in arid and semi-arid agricultural

ecosystems. To achieve the goal, ICRAF has organized and monitored Training of Trainers (ToT)

sessions on sustainable land and water management practices in September, 2015.

The themes discussed during this training include:

Sustainable intensification of agriculture in a climate change context.

Sustainable land and water management for sustainable agriculture.

Practices and technologies for sustainable land and water management.

Agroforestry and conservation agriculture, and

Soil fertility management.

This training of trainers held in Sikasso was attended by 27 participants from all the consortium

members and field implementers (DRAF and IER). This activity will be continued during the Year2.

Sub-activity 2.4: Strengthening the capacity of rural communities on agroforestry seed/seedling

production, distribution and commercialization

Following sensitization of farmers by target communities on the need for this training in each target

village, CDAs, DRA technical service agents and nursery groups from intervention communes

participated in a training organized by ICRAF on the above mentioned topic.

The training focused on:

Agroforestry technologies for the setting up of a nursery for improved seedlings, and

Installation and management of demonstration plots

Each participant was provided with a grafting kit containing: one grafting knife, one pouch, a pair of

gardening gloves, a roll of plastic for binding, a roll of rope, pruning shears and a whetstone.


Photo 1: Practical training on tree production techniques in a nursery

ICRAF has supplied WV, CRS, ICCO and

AKF (except for Jatropha seeds which are not

available in requested quantity) with the

expressed needs in seeds and plants for fruits,

fodder and food banks tree species. These

needs were collected from local communities

and transferred to ICRAF in February 2015.

ICRAF has put in place the required

management to fulfil the requirement. The

distribution of those seeds and plants are

completed during the raining season [July-

August, 2015]. The goal is to use those kits to

establish in each village demonstration plots, a

place where local community can easily and

timely access needed AF technologies from

the second year of the project onward.

This activity will be continued during the Year2. Photo 2: Tree nursery in RRC in Koro


Sub-activity 2.5: Lead Producers training (training of the trainers) on climate-smart agroforestry

(CSA) practices

As a foundation for the creation of Farmer

Field Schools (FFS) to help disseminate

climate smart agroforestry practices, each

partner identified Trainer-farmers within its

zone of intervention. These farmers either

volunteered to use their farm plots for testing

and demonstrating of the agricultural

techniques or were nominated by their peers

after consultations. The area of the

demonstrations plots varies between a 0.25

and 0.5 hectares. Five farmers from each

AKF’s sites were identified to support

upcoming training sessions and workshops on

conservation agriculture with trees, fodder and

nutritious tree-based leafy vegetables.

With WV, 24 villages have been sensitized on

the consequences of climate change and the

need to change behavior to adapt to these

impacts or mitigate their effects. 360

volunteers were identified in 24 villages for

planting more than 360 hectares.

For the selection of producers and agroforestry groups the project team, in partnership with the DRA

Field Agents, has selected producers and agroforestry groups based on the following criteria

participatory defined: (1) availability of producers to implement agro-forestry technologies and (2)

basic experience (or willingness to learn) in agroforestry.

As originally planned a total of 840 lead producers and 210 champion producers have been identified

based on these criteria, reaching 100% of the project target. Plan for Year 2 is including the

establishment of 2 Agroforestry groups/village (210) with at least 30 members per group (total of

6,300 members); and conducting 2 culinary demonstrations/village (210) with 25 participants

/culinary demonstration (5,250) in the CRS project sites (same applies for AKF and WV)

Sub-activity 1.6: promoting on-farm tree diversity through FMNR and tree planting.

Under this sub-activity, the following key results have been achieved during the year1 in terms of tree

plantation.

Photo 3: Communities’ training on leadership and RRC

setting-up in Benebouro and Sogourou (Mopti)


Table 2: Number of trees planted and hectares covered on FY1

The table gives an overview of the number of seeds (kg) and plants (unit) planted in Year1.


This activity will be continued during the Year2, 3, 4 and 5 of the project with more emphasize on FMNR

practices.

Key challenges and Responses:

Initially, no tree nursery groups were found within (AKF) intervention zones of intervention. All

nurserymen/women identified by partners worked as individuals. Partners have initiated discussion

with these individuals to identify the ideal approach to create various nursery groups instead, for more

effective dissemination of various techniques that will be shared through this project. Volunteers were

nominated by their respective communities and were encouraged to join and increase membership

within the nursery groups in each village. Due to widespread livestock farming practices in the region,

mitigating conflict over land use and access between herders and cultivators is a constant challenge.

Plan for mitigating such conflict over the land use are continuous policy dialogues involving

beneficiaries (including women), the consortium and local authorities. In preparation of the FFS,

partners began marking the boundaries of each Trainer-farmer’s demonstration plots with sisal and

Jatropha plants. The process of trainer farmer identification is in its early stages; no major challenges

have been experienced. Apart from the delay in the official attribution of land, no major obstacles

were faced with regards to the RRCs.


IR3: Diversified market opportunities created for a range of high-quality tree

products value chains with high market potential

Activity 3: Market opportunities diversification

The Activity 3 is plurennial activities planned to cover the five years of the project. No significant

progress has been made during the inception year under this activity. These can be justified by the fact

that, to be able to stablish a sustainable marketing strategies, there is a preliminary need to have the

community marketing groups setup and well operational. However, the following progress and

achievement are made during the first year:

Sub-activity 3.1: Organizing agroforestry nursery individuals and farmers groups (of 25–30

members per group), with at least half of group members being women (if feasible), in each project

site

Nurserymen and women are identified in each of the target villages who already had experience in

nursery production for various plants but also some local tree varieties. Individual producers were

approached to guide their organization into tree nursery groups for effective dissemination of various

techniques and production of seedlings in each village. Additional volunteers were recruited, some of

them recommended by their communities, to increase the size of the groups and place significant

emphasis on women’s inclusion in the groups.

Each nursery group has a clear leadership structure and will receive further training on the

management of the nurseries following ICRAF’s Training of Trainers that took place in September.

Nursery groups composed of 25 to 30 members have been setup in each of the target villages with

partners’ assistance (in total 447 nursery producers - 32.4% women in AKF sites, 1050 producers -

43% women in CRS site, and 306 in WV sites).

The delayed start-up of field activities in Year 1 did not allow accomplishing the following sub-

activities to be pursued during Year 2, 3, 4, and 5:

Sub-activity 3.2: Training of trainers on commercialization techniques

Sub-activity 3.3: Workshops for multi-stakeholder innovation platforms

Sub-activity 3.4: Develop and deploy market promotion and awareness creation with marketers and

processors of high quality market potential priority tree products

Sub-activity 3.5: Develop harvest and post-harvest/value adding techniques


No major challenges were experienced for this activity. Discussions with the nursery groups revealed

financial constraints and difficulty of access to small farming equipment and seeds for the nurseries.

ICRAF and Partners have facilitated access to seeds and identified solutions for the acquisition of

small equipment for the newly created groups. All villages have not attained the desired number of 30

members per group. Sensitization will continue encouraging people to participate in order to have a

complete and dedicated group in all the villages.


IR4: Improving food and nutrition/health security

Activity 4: Improving food and nutrition/health security

Sub-activity 4.1 Disseminating improved conservation methods for highly nutritional tree products

An awareness message was developed and translated in three local languages (Bambara, Dogonso and

Fulfuldé) for broadcasting on three local radio stations covering the benefits of consumption and

conservation of improved methods of highly nutritional products based on trees, such as Adansonia

digitata and Moringa oliefera, and other agricultural products like groundnuts, beans, and soybean.

The 13-minute long message has been broadcasted three times a week since September 2015 in those

rural radios.

Sub-activity 4.2 Raising awareness on importance of nutritious diets for family members

CRS, WV and AKF’s CDAs together with DRA have organized gatherings in all the villages to raise

awareness on the importance of trees in human and livestock nutrition. Targeted introductory sessions

were presented to stimulate support, primarily among farmers, for upcoming activities, which will

encourage the marketing and production of high market value tree species and their products. These

sessions focused on the advantages of agroforestry, especially coupled with other different of crop

farming practiced in the region including vegetable gardening.

In each village, at least 60 persons were sensitized on diet of households and good nutritional practices,

totaling 6300 persons in the 105 villages (in Sikasso, Mopti, and Timbuktu), constitutes majority of

women and children mostly in CRS intervention sites.

Sub-activity 4.3: Develop a locally adapted and acceptable dietary strategy with agroforestry

products for young children, pregnant and lactating women

During the year 1, focus was on behavior change communication (BCC) campaign on importance of

nutritious diets (including tree-crops and tree-based vegetables). AKF, with the guidance of the

Institute for Economic Research (IER) has begun preparations baobab and moringa –based culinary

demonstrations. These sessions include demonstrations on the transformation and conservation of

highly nutritional, environmental and medicinal tree based products. Participants witnessed a first

demonstration of the tree nursery production training, where the results of various transformations and

conservation techniques were put on display and explained to participants.

CDAs organized gatherings in 21 villages to raise awareness on the importance of trees in human and

livestock nutrition. Targeted introductory sessions were presented to stimulate support, primarily

among farmers, for upcoming activities, which will encourage the marketing and production of high

market value tree species and their products. These sessions focused on the advantages of agroforestry,

especially coupled with other different of crop farming practiced in the region including vegetable

gardening. Subsequent gatherings targeted youth and women and further emphasized the potential

non-timber tree products to improve household nutrition. Each gathering was open and informal,

bringing together between 40 and 50 participants with a total outreach of approximately 900 people.

With the support and expertise of AKF Mali’s Health program, information on the various uses of


Moringa leaves and seeds, a common species in the region that has both culinary and medicinal

virtues, was included in this campaign. This Moringa-focused component of the awareness raising

campaign was a first step towards developing locally adapted dietary strategies, particularly in the

fight against maternal and infant malnutrition.

The terms of reference has been finalized and published as well as the call for applications for

facilitating these demonstrations. Due to the low number of applications received in September, the

deadline for applicants was extended to early October.


No major challenges were experienced for this activity.


IR5: Climate-smart agroforestry technologies and practices successfully scaled

up

Activity 5: Capacity building of stakeholders to disseminate and diffuse information

Sub-activity 5.1: Development of tool-kits on climate-smart agroforestry practices

The designing and selection process have started for visual aids on climate smart agroforestry practices

such as posters and instruction videos for the tool kits during the period under review. Consultation

with CRS on the form and content of the tool kit is in progress. Due to the late start of activities and a

heavy schedule of activities in the fourth quarter, this activity could not be completed this year.

Sub-activity 5.2: Trainings for “Champion producers” in diffusion techniques at commune level

Given that the development and production of tool kits is a prerequisite for this activity, it could not

be completed this year. However, partners ensured the participation of the CDAs in the agricultural

sector, of technical service agents and trainer farmers and nursery producers in all training sessions

pertaining to climate smart agroforestry.




IR6: Capacity of key stakeholders in rural poor communities strengthened and

their participation in agroforestry tree product value chains improved

Activity 6: Tree-crops based business plans development, monitoring and evaluation

The Activity 6 is plurennial activities planned to cover the five years of the project. No significant

progress has been made during the inception year under this activity due to the late startup of field

activities. The following planned sub-activities have been rescheduled for Year 2-3-4 and 5.

Sub-activity 6.1: Trainings for “Champion Producers” in business plan development and monitoring

at commune level

Sub-activity 6.2: Support producer groups (women and men) and associations in designing and

implementing bankable business plans for selected priority agroforestry products

As part of the inception phase and to prepare its partners and potential partners into the public the

project organized a learning route from 9 to 13 February 2015 in Burkina Faso. This leaning route on

shea processing techniques, quality control, and information technologies and shea products

commercialization was attended by the following partners: SOATAF, GRDD, KENETICDEV, ADL-

SAN, COPROKAZAN, ICRAF, GSA, CIK, USAID MALI, AMPJ, PAFA, OLVEA, NUNUNA, TIC

ANALYSE, TFK, AFRIQUE VERTE, and FAIRMATCH SUPPORT. In addition, this will help the

key stakeholders.




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.


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


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


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


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).


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


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


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.


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


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

RRC activities supervision


Date Place Name Organization/Participants Subject

June 16,

2015

Benefouro workshop World Vision and

Benebouro community

The Leadership Training of the community of

Benebouro the about installing the Management

Committee of Rural Resource Centers

June 17,

2015

Sogourou workshop World Vision and the

Sogourou community

The Leadership Training of the community of

Sogourou the about installing the Management

Committee of Rural Resource Centers

25 June to 10

July 2015

Mandela

and Sikasso

Field visit CRS, DRA, Others partners

Community

Preparation and participation to SmAT-Scaling

project launch

09 July 2015 Mandela

(Sikasso)

Meeting Consortium SmAT-Scaling;

USAID; US Embassy,

Communities; Political and

administrative authorities;

DRA, DREF, IER

representatives, local and

traditional authorities,

governor and ministry

representatives

SmAT-Scaling project Launch in Mandela (Sikasso).

24/07/2015 AKF office Project meeting AKF,CRS,WV, ICCO,ICRAF,

MBC, NEF Partners Quarterly 3 (Q3) progress Meeting

08/09/2015 Bamako,

ICRAF office

Representatives

of all project

partners

AKF,CRS,WV, ICCO,ICRAF,

MBSA, NEF

Year2 Annual work plan workshop

14-18

September

2015

Sevare Training AKF,CRS,WV, ICCO,ICRAF,

MBSA, NEF, IER

Training AF technology kits and nursery production in the

RRC

25-26

September

Koro, Mopti Training AKF,CRS,WV, ICCO,ICRAF,

MBSA, NEF, IER

Capacity building on Soil fertility and Water Management

UPCOMING MEETINGS

09-11 Nov,

2015

Bamako,

ICRAF office

Training AKF,CRS,WV, ICCO,ICRAF,

MBSA, NEF, IER

Training of SMILER and ICT4D for ambitious targets

monitoring and FTFMS reporting

08-11 Dec,

2015

Sikasso Training AKF,CRS,WV, ICCO,ICRAF,

MBSA, NEF, IER

Climate-Smart agroforestry practices.

2-5 February,

2016

Ouagadougou

, Burkina-

Faso

Training and

learning visit

ICRAF, CRS AKF WV Training on Innovation Platforms and Learning Visit in

Rural Resource Centers


MONITORING, EVALUATION ACCOUNTABILITY

AND LEARNING

As indicated above monitoring visits has been done to oversee the process of the RRC establishment,

as well as internal process to finalize the VCA, the SWOT and Barriers analysis. In addition all steps

of baseline studies occurred during this period. The review of the SMILER of the overall SMAT-

Scaling project with the integration of two new indicators requested by USAID: number of jobs

created and the consumption of nutrient-rich foods by households

Collaboration amongst the MEAL Working Group helped fast track of the finalization and selection

of a consultant for the baseline study. This collaboration also facilitated the design of the study and

the preparation of each partner for the launch of the baseline study and new MEAL system.

Preparation included the tendering process for the acquisition of tablets and the acquisition of

accompanying data management software (iFormBuilder). These will be set up with the software and

their first use will be during the phase of the baseline study which covers all partners’ zones of

intervention.

The continuous monitoring and identification of strengths, weaknesses and challenges will allow for

continuous improvement of both implementation and performance of the SmAT-Scaling project.

Partners’ participation in the M&E Working Group has facilitated the creation, harmonizing and

facilitation of monitoring tools. This particular exercise helped fast track the orientation process for

the consultant conducting the joint SWOT and VCM study in the zones of intervention.

The first application of the system took place during the baseline study which was preceded by a

short training of investigators led by CRS. Partners and field M&E staff will also benefit from a

similar training on the use of all hardware and software in time for the beginning of Year 2 activities

to ensure accurate use and implementation of the system.

GENDER AND VULNERABLE GROUPS

One of the project approaches to targeting vulnerable household/producer is the Pathway to Prosperity

approach, which is an approach to get out the most vulnerable from poverty and to facilitate their access to

markets. All groups that the project accompanied must be composed of at least 30% of women. Also the

approach should enable the most vulnerable within the first two years of the project to leave the stage more

vulnerable to vulnerable but viable and the end of the project to help them to reach the stage of Resilient and

empowered.

One of the main criteria for site selection, in consultation with the local authorities, was the

participation of women and youth in the SmAT-Scaling project’s activities, especially those related

to the RRCs. To date, women and youth’s presence has been significant at every community meeting

and/or consultation held. The percentage of their participation across all villages during such

consultations varies between 22% and 60%. The emphasis on the participation of women resulted in

village organizations making conscious efforts to ensure their representation in the project’s activities

during this reporting period:


Prior to this project, no women in AKF’s zone of intervention practiced nursery production,

as this was culturally seen as men’s activities. Today, nearly a third (32.4%) of the nursery

producers working on this project with AKF is female.

On the average, 49% of participants in community level trainings were female. This

percentage is lower with regards to capacity building at institutional level (5%), where few

women are recruited as field agents by local government technical service departments.

Over 50% of participants in the project’s activities are young people aged between 18 and 35,

showing that the project captures the active demography and therefore is building potential

to positively impact employment and entrepreneurship within the demography that needs it

the most over the next four years. Closer attention may need to be given to increasing the

participation of young women in future activities.

Although the awareness gathering campaigns on tree products and nutrition did not provide

a fixed number of participants (due to their open and informal nature), the majority of these

gatherings targeted and attracted women and youth in each village. The presence of women

and youth continues to be notable at community meetings and consultations held to discuss

the project.

ENVIRONMENTAL COMPLIANCE

A consolidated Environmental Mitigation and Monitoring Plan (EMMP) was elaborated and

submitted to USAID. Meeting was held with USAID Environmental team to insure effective

compliance of the project with the environmental requirements. The Year1 EMMP has been

evaluated and approved by USAID. During this reporting period, no activity carried out had a

negative impact on the environment, as most of the activities were meetings and/or workshop

trainings. The planting method without the use of pesticides is in sight. The preparation of

sensitization messages on the radio on the protection of the environment is ongoing.

LESSONS LEARNED DURING YEAR 1

Despite certain delays linked to the project’s startup, close collaboration between consortium

members, NGOs and local public partners displayed promising progress in Y1 of the project.

a) The harmonization of M&E tools at the beginning of the project helped clarify activities and

performance indicators by all partners, therefore making it possible for partners to assist each

other and communicate more effectively on shared experiences.

b) The consistent involvement of and relationship building with local communal and traditional

authorities in early planning phases of activities (e.g. site selection, RRC establishment),

facilitates and often catalyzes the implementation of a project like this one.

c) Capitalizing on the areas of expertise of each partner and enabling open door communication

between partners has contributed to significant time saving and higher quality of training received

by project beneficiaries

d) The use of the RRCs model for the dissemination of technologies and production of trees places

communities at the center of this project making them key and active implementers. This aspect

of the approach has been an effective selling point in partners’ efforts to mobilize community

support for the project and its activities.


e) A Project success in the Timbuktu region will depend on security situation that remain volatile.

The situation is regularly assessed and operational strategy updated by partners and DRA.

f) The quarterly meetings of the project have shown the importance of the SMLIER tool which is

the main management and monitoring tool for the project by managers.

g) The Year1 activities of helped to understand that according to the realities of the locality, for the

successful of the activities, such as tree planting and to have a good success rate, special

provisions must be made in the monitoring area and the protection of plants after planting as well

as throughout the vulnerability period of the young plants.

h) The project has illustrated that an effective partnership can be developed between rural

smallholders and the private sector, and that such partnerships can produce positive development

outcomes for rural communities. With more than 12 000 women target in this PPP in 4 main shea

producing regions of Mali (Sikasso, Segou, Koulikoro, and Kayes), the early intermediate results

demonstrate that the inclusion of women in value chain development through capacity building

in a market driven approach can efficiently improve farmers’ revenue. Furthermore, the

complementarity of diverse actors involved in a multi-stakeholder approach can play a positive

role in terms of creating the appropriate environment, mobilizing smallholders, ensuring that the

required business model is followed and of building trust amongst the various partners.

i) The choice of the business partners is very important. There needs to be a willingness of

experienced business players to work with smallholders and service providers as part of the very

core of their business model. The current explicit involvement of cooperatives in the decision-

making processes internal to the partnership (e.g. negotiation of market prices) through their

organization is a sign of their improved bargaining position in the value chain and is a particularly

encouraging outcome in terms of the project’s sustainability.

Working with the DRA and a special focus on community sensitization led to rapid acceptance of

the project and allowed for RRC sites to be quickly identified and the RRC themselves constructed

and used for intended activities. Partnership with the DRA also allowed for agroforestry activities to

continue in Timbuktu despite a security situation that did not allow the CRS team to maintain a

presence on the ground there. The remote monitoring and evaluation system using ICT4D will allow

for even more involvement in the less accessible project sites.

One major concern is still that SmAT-Scaling is understaffed on the CRS side – due to budgetary

constraints, there are no field supervisors dedicated to working alongside the DRA (and building

DRA capacity if need be) to ensure that community-level activities and reporting continue in a

technically correct manner, and according to schedule. This is issue has been taking into considering

in the year 2 work planning.

At the end of this Year 1 SmAT-Scaling Agroforestry project in partnership with eight others some

key points should be considered to improve project implementation and make more impact:

More collaboration between the consortium members (Sharing information and tools);

Assessment of partners’ capacity building needs and plan yearly training workshops (Plan of

Training);

The intense communication with beneficiaries;

Closer monitoring of the activities in the field; and

Synergy with other projects FtF /USAID.


ANNEXES

A. AKF YEAR 1 ANNUAL REPORT

B. WV YEAR 1 ANNUAL REPORT

C. CRS YEAR 1 ANNUAL REPORT

D. ICCO YEAR 1 ANNUAL REPORT

E. MBSA YEAR 1 ANNUAL REPORT

F. EMMP for Year 1

G. REVISED INTERVENTION ZONES

H. SMILER TOOLS for PERFORMANCE MONITORING

I. FTFMP_SMAT SCALING M&E (IPTT)

J. STUDY REPORT ON THE PERFORMANCE OF THE USE OF INSTITUTIONAL

COOK STOVE FOR SHEA BUTTER PROCESSING (ICCO PPP)

feed the future agroforestry scaling-up (smat-scaling) · feed the future agroforestry scaling-up...

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