Towards Stronger ACP Agricultural Value Chains

(A Programme Completion Report)

ALL ACPAGRICULTURALCOMMODIT IESPROGRAMME

AAACP

This publication draws on the Terminal Reports of implementing agencies of the All ACP Agricultural Commodities Programme. It has been produced by the Programme Coordination Unit as part of its communication strategy, and in line with its mandate to

disseminate programme results. It does not necessarily reflect the views and opinions of the European Union which funds the AAACP. The Coordination Unit is solely responsible for any errors and omissions

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FOREWORD

ACP agriculture is beset by a variety of hurdles. In consultation with stakeholders, the All ACP Agricultural Commodities Programme (AAACP) chose to be selective in its coverage, to ensure impact and effectiveness. First, to increase their resilience and capacity to adapt, it equipped selected value chains with the ability to formulate participatory strategies that are the foundations of a strong agricultural sector. Second, when supporting the implementation of these strategies, it elected to focus on innovative interventions that could be replicated. The third area of intervention - market-based risk management – was in itself an innovation after decades of STABEX and supply management.

Participatory strategy development brought actors within a given value chain to talk to each other – often for the first time. And to build trust, which is an essential element of an enabling business environment. Innovative support for strategy implementation which constitute the bulk of the 190 or so interventions included, for instance, getting farmers to model their modes of operation and upgrade these so as to strengthen their links to markets; using video-conferencing for farmers to exchange notes and be trained in specific skills; introducing non-conventional mechanisms like warehouse receipt systems and commodity exchanges to ease access to finance

and increase transparency of transactions. Regarding risk management, the programme covered three areas: risk evaluation, training and transfer of capacity. While much remains to be done, the AAACP contributed to demystify the subject among its stakeholders. It has also sown the seeds for sustainable continuation, notably by transferring training capacity to ACP institutions themselves.

The major innovation of the programme, however, is probably its confidence in stakeholder participation, which permeates all stages of the programme cycle, and its strategy to use five International Organisations and capitalising on their specific expertise and complementarities in support of agricultural development in ACP countries. The involvement of RECS and Regional Focal Points ensured that interventions were aligned with ACP priorities.

In many ways, the AAACP has been as much an experiment in the feasibility of implementing the principles of the Paris Declaration on Aid Effectiveness as about introducing innovative support for a stronger ACP agriculture. The present programme completion report provides highlights of activities undertaken and results achieved, while also gauging their sustainability.

Pierre Bertyco BerthelotAAACP EU Team Leader

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TABLE OF CONTENTS

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FOREWORD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

TABLE OF CONTENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

List of acronyms and abbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

PART 1 – PROGRAMME OVERVIEW. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

2. Programme Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

3. Stakeholder Participation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

4. Selection of Priority Beneficiaries. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

5. Overview of Programme Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

PART 2 – OUTLINE OF MAIN INTERVENTIONS AND THEIR RESULTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

A. Pacific Region . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

B. Caribbean Region. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

C. Central Africa Region . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

D. West Africa Region . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

E. East & Southern Africa Region. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

F. ACP-Wide Interventions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56

PART 3 – PERFORMANCE INDICATORS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

PART 4 – CONSOLIDATED LIST OF INTERVENTIONS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Summary by Region and Sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Activity List. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

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AAACP All ACP Agricultural Commodities Programme

ACA African Cotton Association/Association Cotonnière Africaine

ACE Agricultural Commodity Exchanges

ACP African, Caribbean and Pacific

ACTIF African Cotton & Textile Industries Federation

AFD Agence Française de Développement

AfDB African Development Bank

AGRA Alliance for a Green Revolution in Africa

AProCA Association des Producteurs de Coton Africains

CAFAN Caribbean Farmers Network

CARDI Caribbean Agricultural Research & Development Institute

CFC the Common Fund for Commodities

CIRAD Centre de coopération internationale en recherche agronomique pour le développement

COMESA Common Market for Eastern and Southern Africa

COS-Coton Comité d’Orientation et de Suivi du Partenariat UE-Afrique sur le coton

CRM Commodity Risk Management

CU Coordination Unit

EAFCA Eastern Africa Fine Coffee Association

EAFF East African Farmers Federation

EC European Commission

ECCAS Economic Community of Central African States

ESA Eastern and Southern Africa

EU European Union

FAO (United Nations) Food and Agriculture Organisation

FFS Farmers Field School

F&V Fruits and Vegetables

GAP Good Agricultural Practices

GWP Global Work Plan

IAM Inter-Agency Mechanism

IBM Inclusive Business Model

ICBs International Commodity Bodies

IITA International Institute of Tropical Agriculture

IOs International Organisations

IPPM Integrated Production and Pest Management

ITC International Trade Centre

KOW Kick-Off Workshop

MIS Market Information System

MTR Mid Term Review

NCCS National Commodity Chain Stakeholders

ONCC Office National du Cacao et du Café (Cameroun)

PHAMA Pacific Horticulture Agricultural Market Access

PO/FO Producer/Farmer Organisation

PSC Programme Steering Committee

ROPPA Réseau des organisations paysannes et des producteurs agricoles d’Afrique de l’Ouest

R&T Roots and Tubers

SADC Southern African Development Community

SCP Sustainability Claim Portal

SME Small and Medium Enterprise

SPC South Pacific Community

ToR Terms of Reference

TOS Trade Opportunity Scan

ToT Training of Trainers

UEMOA Union Economique et Monétaire Ouest Africaine

UNCTAD United Nations Conference on Trade and Development

USAID United States Agency for International Development

WAFFI West Africa Fruit Fly Initiative

WB World Bank

WB-ARMT World Bank-Agricultural Risk Management Team

WB-SDN Agriculture and Rural Development Sustainable Development Network

WFP (UN) World Food Programme

WRS Warehouse Receipt System

LIST OF ACRONYMS AND ABBREVIATIONS

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Part 1PROGRAMME OVERVIEW

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1. Introduction

The EU-funded « All ACP Agricultural Commodities Programme » (AAACP) was launched in September 2007 and ended its operational implementation at field level in December 2011. Over that period, some 190 interventions have been implemented across the ACP. The programme used an innovative approach which consisted in bringing together five major international organisations already active in the commodity field to ensure its implementation. The five partner international organisations (CFC, FAO, ITC, UNCTAD and WB), worked with the full participation of ACP stakeholders, and in line with the four main objectives of the programme. The European Union provided a budget of 45 million euros for the programme. One third of the budget was earmarked in support of the cotton component in part implementation of the EU-Africa Partnership on Cotton.

The premise of the AAACP is that the participatory development of sectoral strategies is a requisite to ensure the long-term viability and sustainability of agricultural commodity chains in ACP countries. Once such strategies are formulated by stakeholders, they must be translated into concrete activities aimed at their implementation. The activities must be aligned with the national or regional policies of beneficiary countries/regions, and come in support of strategies that already exist or were being developed at these two levels. With a budget of 45 Million Euros for the whole ACP, the programme gave preference to innovative pilot projects which, if successful, could be replicated using other EU instruments (e.g. National/Regional Indicative Programmes, etc.), or with support from other development partners. Dissemination of programme results in view of follow-up and replication is therefore a major aspect of the AAACP, and constitute one of the main objectives of this programme completion report.

This report is complemented by a series of Briefs on major commodity sectors or themes, as well as three specific publications. These three publications relate respectively to (i) the cotton component of the programme; (ii) its risk management component; and (iii) support to the strengthening of producers organizations.

2. Programme Objectives

The overall objective of the programme is to reduce poverty in ACP countries • byincreasingtherevenueoftraditionalandnon-

traditional commodity producers, and• byincreasingtheresilienceofcountriesand

producers with regards to the volatility of commodity prices

More specifically, the AAACP sought to: • EquipACPcommoditychainstakeholderswith

the capacity to develop, adapt and oversee the implementation of effective and sustainable commodity strategies;

• Contributetotheimplementationofstrategicprioritiesthat improve access to as well as use of markets, production factors and support services;

• Raiseawarenessaboutmarket-basedriskmanagement instruments and encourage their use; and

• Ensurethateffectiveuseismadeoftheexpertise,complementarities and synergies of programme partners in the area of agricultural commodities to the benefit of ACP stakeholders.

3. Stakeholder Participation

The AAACP was the outcome of intensive consultations between the EU and the ACP Group of States. In line with current development thinking, stakeholder involvement and participation have been a corner stone and characteristic feature of the AAACP itself. Stakeholder participation permeates all stages of the programme cycle.

Thus, as outlined below, programme priorities and activities were identified with the participation of beneficiaries, notably through “Kick Off Workshops” (“KOWs”), within the framework set by programme TORs. ACP stakeholders from different parts of value chains retained for support following “Trade Opportunity Scans”1 took part in five regional KOWs; many more joined in the deepening of consultations at bilateral levels with the implementing agencies. Stakeholders were similarly involved in the identification of activities through a Mid-Term Review Workshop.

1. The TOS was a major input in the selection process. It involved assessing some 40 broad agricultural product sectors per region according to their potential for growth. This methodology was based on a combination of indicators relative to i) current production, ii) export performance, iii) import dependency and iv) world market trends. A restricted number of “promising sectors” were then examined during the KOWs. Results of these analyses can be downloaded from the programme website: www.euacpcommodities.eu

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Implementation of activities also relied heavily on stakeholder participation, notably in the area of strategy development which includes the setting up of national or regional commodity stakeholder teams. Stakeholders were similarly involved in other activities implemented under the AAACP, albeit in different ways (e.g. Training of trainers, FFS, exchange visits, video-conferencing) and often through existing structures such as producers organisations and interprofessions.

To further ensure stakeholder involvement in and ownership of the AAACP, regional Focal Points have been appointed within ACP regions. The regional Focal Points participated in following up programme implementation in their respective regions, and contributed to information exchange and dissemination of experiences and lessons learnt. They were thus a major interface between the programme and the ACP regions.

4. Selection of Priority Beneficiaries and Sectors

While all ACP countries were eligible to AAACP support, priority beneficiaries were countries that are “highly dependent on a small number of agricultural products (…) and whose dependence affects a large number of poor people”. Moreover, sectors already covered by other dedicated EU-funded programmes (e.g. sugar, banana, forestry) were not eligible to Programme support.

The selection of priority beneficiary sectors and activities has been undertaken through structured consultations with ACP stakeholders, including a series of « Kick-off workshops » (KOWs) and a mid-term review (MTR) workshop. The programme thus supported interventions across a range of countries, products and sectors, which were identified with full participation of the ACP stakeholders.

The mid-term review (MTR) workshop, held early in 2009, was used to enable stakeholders to confirm a restricted number of priority sectors for each ACP region. Thus, the Pacific region chose to give priority to the fruits and vegetables sector, while the Caribbean elected to have the programme support food crop production. Central Africa designated coffee and roots and tubers (mainly cassava) instead. Western Africa identified cereals and roots and tubers as priority sectors, in addition to cotton. Finally, the eastern and southern Africa regions proposed that programme

interventions in the combined regions focus on cassava, coffee as well as horticultural products. The cotton sector of all three African regions also benefitted from programme support.

This report is structured to cover the main interventions of the AAACP in the priority sectors of each region in the following order: Pacific; Caribbean; Central Africa; West Africa; and East & Southern Africa. It includes activities in sectors identified as priority sectors by ACP stakeholders. Consequently, it covers most but not all interventions funded or co-funded under the AAACP.

For each cluster of interventions, the objective of support is recalled, an outline of activities undertaken is provided, and the main results achieved are summarised. An appreciation of the sustainability of the support concludes the summary of each intervention or cluster of interventions.

5. Overview of Programme Management and Results

The AAACP is overseen by a Programme Steering Committee (PSC) made up of ACP and EU representatives, and is implemented by five partner international organisations (IOs). An indicative division of labour among the implementing agencies is recalled in Table 1 below. The PSC is assisted in its tasks by a Coordination Unit (CU) which acts as its secretariat and monitors programme implementation.

FAO writes: “... the role of the CU was very constructive in ensuring that the IOs worked as much as possible in unison.(…)The feedback of the CU at each of the interagency meetings on the comparative delivery performance of the IOs and investments across commodities and regions was particularly useful. It would have been difficult to implement such a programme without the coordinating role of such an organizational structure. ” The WB adds: “The AAACP communications strategy as implemented by the CU has been effective”.

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Out of the budgeted 45 million Euros, the Programme Steering Committee (PSC) has approved some 39 million Euros for the implementation of over 190 interventions. The balance of the overall budget has gone into programme management and evaluation, as well as the operations and activities of the Coordination Unit (including consultation and dissemination workshops) and of the Comité d’orientation et de suivi-coton (Cos-coton).

The allocation of funds by region, net of cost of delivery, is summarised in Table 1 below. West

Africa had the highest share at 32% of the total, while the Pacific region received 8% of programme funding. In line with the requirement that at least a third of programme resources go to the cotton sector, some 15.8M Euros have been allocated to cotton.

As at end of December 2011, overall disbursement stood at 95%, ranging from 86% in the Pacific to 96% in West Africa. Disbursement also varied across implementing agencies.

Table 1: Division of Labour among Implementing Agencies

Result Areas Lead organisation

Other international organisations involved

Result 1:Development of strategies ITC FAO – UNCTAD - World Bank

Result 2: Strategy Implementation: Improved access to production factors, markets and services All IOs

Result 3: Improved access to market-based risk management WB-ARMT FAO

Result 4: Effective use of IOs’ expertise, complementarities and synergies PSC/CU/IOs

Table 2: Allocation of AAACP Funding by Region

REGION AMOUNT AS % OF TOTAL

% DISBURSED(as at 31 Dec 2011)

PACIFIC 2,598,900 8% 86%

CARIBBEAN 3,790,700 12% 96%

CENTRAL AFRICA 3,257,800 10% 95%

WEST AFRICA 10,048,350 32% 96%

EASTERN & SOUTHERN AFRICA 8,412,100 27% 95%

ACP-WIDE 3,617,750 11% 100%

TOTAL 31,725,600 95%

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Part 2OUTLINE OF MAIN INTERVENTIONS

AND THEIR RESULTS(by region and sector)

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The main focus in the Pacific region has been on the Fruits & Vegetables sector. Other crops covered include coffee (PNG). The programme supported participatory strategy development in Fiji (Agri-foods), and participatory strategy formulation and implementation in both Samoa (Fruits & vegetables) and the Solomon Islands (Coconuts and coconut products). These activities were complemented by cross-sectoral interventions aimed at reinforcing the capacities of the stakeholders in areas such as policy formulation, finance and market information.

A.1. Fruits & Vegetables Sector

Participatory Strategy Development (Fiji - ITC, FAO)

The objective of programme intervention was to build the capacity of Fijian stakeholders of the Fruits & vegetables (F&V) value chain to develop effective commodity strategies and implementation plans, and have the capacity to effectively lead their implementation.

Implementation: Value-chain diagnoses were undertaken, strategy and implementation plans were produced and a coordination body was initiated. However, this coincided with political changes in the country that interrupted the completion of implementation planning and resource allocation until early 2011. As Fiji benefits from a wide spread mobile phone coverage, the AAACP was then able, through ITC and UNCTAD, to implement a pilot mobile phone application for sharing market information on orders and prices, and building linkages between buyers and suppliers.

Results Achieved: Stakeholders made a comprehensive diagnosis and developed a shared understanding of the commodity chain, producers’ livelihood systems, potential markets and the business environment. Sector development strategy and implementation plans were completed in 2009 with a well attended participatory process. However, given the political events, Government only endorsed the strategy in June 2011. Subsequently, a pilot SMS and mobile phone communications system linking farmers, buyers, catering and hotel outlets has been initiated and tested in collaboration with the Ministry of Primary Industries (MPI).

Sustainability: Both MPI and the Ministry of Trade and Tourism (MoTT) have now agreed to support the implementation of the strategy. The mobile phone applications initiated under the AAACP have received agreement for support from the two main telephone network operators in Fiji and private sector content providers. These applications will become self sustaining once a threshold of users has been attained.

Strategy Formulation and Implementation (Samoa – ITC, FAO, WB)

The main objective of this ITC-led intervention was to build the capacity of stakeholders of the Fruits & vegetables value chain in Samoa to develop effective commodity strategies and implementation plans, and have the capacity to effectively lead their implementation.

Implementation followed the standard strategy formulation process of the programme (see box 1)

A. PACIFIC REGION

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characterized by participation of all value-chain stakeholders. Thus, the development of the strategy was completed using the market-led approach. It covered both the domestic and export markets. Two detailed needs assessments were completed by FAO and WB in support of the ITC-led process.

Indeed, the sector strategy development process in the region was significantly strengthened by FAO’s inputs, notably with the provision of training on value chain analysis. In both Samoa and Fiji, several studies were carried out with accompanying technical support aimed at enhancing the information upon which the strategies were developed. The sector strategy process in Samoa was also an important learning ground for the development of a mechanism that improves small producers’ access to financial services, which includes a risk management tool, in the form of a mutual fund, to hedge against small-scale risks.

Box 1 - Participatory Strategy Development

The AAACP adopted a process of participatory market-led sector development strategy design around which development activities funded by the Programme could be organised. By the end of 2011, 14 countries and three cotton regions had completed such strategies which were facilitated by ITC with support from other AAACP partners, notably FAO, UNCTAD and the World Bank.

A standard four-step approach was followed in each case. Stakeholders included representatives of each stage of sector value chains: farmers, business and trade support services, banks, buyers, government, civil society and international development partners. They worked through a series of group exercises to assess the performance of each value chain stage and the business environment against the requirements of potential markets, buyers, food security and value addition. This ensured that the strategies and prioritised implementation plans that were developed took account of the language and context of the beneficiaries involved and satisfied their needs. Beneficiaries elected coordination and monitoring bodies to work with implementing partners on project design and to review the quality and results of implementation. The strategies and plans were then publicly validated. This active participation of stakeholders ensured their ownership of outcomes.

As regards to strategy implementation, the AAACP, through ITC, supported the Samoa Association of Manufacturers and Exporters (SAME) to develop its own strategy as a way of attracting donor funding to upgrade its services to SME development in the island and funded a

study on agri-business collection centres. A small number of industry quality counselling staff were trained and certified. Four agro-enterprises completed upgrading to certification standard. The programme also helped the Samoa Hotel Association to engage New Zealand Chefs to visit the island to discover the rich variety of unique produce on offer. It also funded a mission for a selected group of Samoan exporters to meet buyers and the New Zealand Border Quarantine Services in Auckland.

The main results include the successful completion of the Samoa Fruits & Vegetables Strategy, which became the building block for the Samoa Agriculture Sector Plan (2011-15); and the setting-up of a strong private-sector-led strategy coordination committee. The latter oversaw strategy implementation activities such as training in HACCP, linkages between Samoan producers and foreign buyers and quarantine authorities – who are major players as regards F&V export in the region. A new agreement with New Zealand border quarantine services, and opportunities opened up by Samoa’s recent WTO accession, are encouraging exporters and food producers to upgrade their supply chains.

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Sustainability: With substantial funding for implementa-tion of agri-food development activities, particularly through the World Bank “Samoa Agriculture Competitiveness Enhancement Project” (SACEP), and the strong support of Government for the strategy, the sustainability of implemen-tation seems assured. New market contracts with New Zea-land and Japan, as well as the quarantine agreement with New Zealand, are giving well-needed predictability to boost production and exports.

Support to Farmers’ Organisations in Linking to Markets (multi-country - FAO)

Objective: The fruit and vegetable sector is characterized by fragmented smallholders supply, a lack of coordinated commercialization, and faces competition from cheaper higher quality imported produce. The project set out to improve the farmer-buyer coordination for the fruit and vegetable sector in Fiji, Samoa, Vanuatu and the Solomon Islands.

Implementation by FAO relied on the use of the inclusive business model approach (see Box 2).

Box 2 - The Inclusive Business Model (IBM) Approach

This is an analytical business tool that facilitates the understanding of inter-business linkages and helps identify context and commodity specific solutions to local market obstacles. The approach prioritizes interventions that promote focus on core competences, low cost value addition, cost savings, and business to business coordination. Practically the implementation consisted of the following steps; (i) identification of beneficiary organizations and partners; (ii) assessment of the current business model and formulation of an upgrading strategy and action plan; (iii) identification of those activities in the action plan that could be supported through the project; (iv) execution of prioritized activities, (v) regional lessons learning workshop.

Results Achieved: The exposure to market-oriented and business driven approach has contributed to a shift in thinking amongst the four participating farmers organisations. Through the regional exchanges and especially the lessons learning workshop at the end of the AAACP, more FO’s were exposed to the business model concept and benefitted from the training.

The AAACP helped in the development of a strategic plan (2011-2014) for the Samoa Farmers Association

(SFA). A number of grower-buyer meetings, farmer workshops and member recruitment drives were held. As a result, an additional 300 individual members along with 10 farmer groups have joined the SFA. New farmer-market partnerships have been established, fresh lime exports from Samoa to NZ have commenced, and strategic partnerships with key agribusinesses as well research and donor partners have been developed.

In Vanuatu, support to the Farm Support Association (FSA) improved farmer market linkages and the financial viability of FSA as a service provider. A baseline mapping of the vegetable value chain was carried out to identify all the actors involved in the chain and the various issues affecting them. Technical experts worked closely with FSA in the design and implementation of various activities including establishment of nursery trials, development of key training materials and implementation of key training events, distribution of new variety seedlings and establishment of on-farm trials.

In the case of the Solomon Islands, supplier surveys and farmer-buyer meetings were organized to the benefit of the Kastom Gaden Association (KGA). Capacity building was provided in areas relevant for value chain analysis, post harvest skills and financial literacy training. Assistance also focused on the upgrading the KGA staffs skills and supported value chain analysis exercises for two promising crops. Six rural farmer groups, with a total of 160 farmers, participated and were trained in basic book keeping and value chain analysis.

The key component of support to Natures Way Cooperative (NWC) of Fiji was to improve the ‘Fiji Red’ papaya export supply chain by sensitizing value

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chain actors to the critical issues affecting quality and throughput. Specific activities supported included rapid supply chain analysis, development of training materials to help address the key issues identified, and implementation of a training programme. Over 90 supply chain actors, including transporters and handlers, were introduced to the training materials developed. Extension partners involved in the training of trainers were equipped with up to date material and skills to use them.

Sustainability : The new approaches promoted under the AAACP contributed to a change in mindset of how farmer organizations view their role in linking farmer to markets. A number of organizations have organized and participated in follow-up regional technical exchanges with their own resources, which augurs well for the sustainability of the support provided. Similarly, the results of AAACP interventions were shared with the AusAid funded Pacific Horticulture Agriculture Market Access (PHAMA) which has been called upon to support regional trade between Pacific Island countries, and if possible to build on the work of the AAACP.

The material prepared by FAO and its partners will be further disseminated and used for training and awareness events in the future. A regional food security and livelihoods improvement programme implemented by FAO has a component in support of producer organisations which will build on the lessons and outputs of the AAACP.

Risk Assessment for the Samoan F&V Sector (Samoa - WB-ARMT, FAO)

The specific objective of the WB-ARMT intervention was to undertake a risk assessment and evaluation of options for use of risk management instruments within the fruits and vegetables (F&V) supply chain in Western Samoa. It came in support of the strategy development and implementation work carried out in the F&V sector of the island by other implementing agencies.

The activity took the form of a study and resulted in a report, “Risk Assessment for Fruit & Vegetable sector in Samoa” and was complemented by FAO’s inputs (see below) which focused on financial aspects.

Sustainability: The activity contributed to the analysis of F&V productivity analysis from a risk angle, introducing stakeholders to the identification and exposure of risks along the supply chain. The findings of this analysis are informing the design of the system for disaster risk management for the Pacific Region.

The objectives of FAO’s contribution were two-fold: (i) to assess risks and financial needs; and (ii) to design pilot activities following stakeholder consultations. Activities included the preparation and administration of a questionnaire template aimed at mapping the risks that affect the different actors of the value chain and at identifying risk management mechanisms in use; and sharing of surveys results during the first ITC-led strategy development workshop for the Fruits & vegetables sector. Discussions with stakeholders led to the decision to assess financing requirements and constraints of the sector.

Ensuing proposals for financial schemes were discussed and validated by the stakeholders in Samoa and constituted the basis for the design and planning of the final piloting phase. The retained proposal was to create a mutual fund among members of selected farmer groups. The latter would contribute a small percentage of their earnings from the sale of fruit and vegetable products into a fund to be used only in case of Force Majeure circumstances.

Main Results included: (i) A financial model to ensure smallholder groups access to financial services; (ii) at the regional level, improved diagnosis of risks and constraints affecting smallholder fruits and vegetables producers, and (iii) inputs on the design of appropriate mechanisms to facilitate stakeholders’ access to finance.

Sustainability: The model that has been developed has been shared with partners such as UNDP and the World Bank which are running or planning agricultural programmes in the Pacific.

Strategy Formulation & Implementation for the Coconuts Sector (Solomon Islands - ITC)

The main objective of this ITC-led intervention was to build the capacity of stakeholders of the coconut value chain in Solomon Islands to develop effective commodity strategies and implementation plans, and have the capacity to effectively lead their implementation.

Implementation: The geographic dispersion of the islands combined with the post-conflict situation to make implementation challenging. Nevertheless, the strategy was completed and a realistic Implementation plan was agreed by all stakeholders. A Coordination committee hosted by the Solomon Islands Coconut Industries Secretariat (SICIS) was elected. Information on

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coconut techniques and markets was broadly distributed across the islands, providing better awareness of market opportunities and requirements. In 2010, the AAACP arranged for Committee members and other stakeholders to visit the Asia Pacific Coconuts Community (APCC) trade exhibition and seminars for coconut markets, products and equipment. In 2011, ITC and the APCC organised a market and technology orientation mission for members of the Committee to the APCC training and exhibition centre in the Philippines.

Results: A pilot sale of Solomon Islands virgin coconut oil was successfully concluded through the Fair-trade Tropical Products Company in Germany. Producers have been sensitized to new processing techniques through the visit to the training centre in Davao (Philippines) – in particular the whole nut content value added processing and manufacture to maximise revenue earned from coconuts. On return to Solomon Islands the participants presented their experiences to other stakeholders in a public meeting and several of them later developed projects for investment support. Replanting of decimated coconut groves is now in progress for the first time in more than 10 years, suggesting that the sector is now able to attract new investors and entrepreneurs.

Sustainability: The EU is formulating a new programme for the sector which should consolidate results achieved under the AAACP. The AusAID funded PHAMA has also expanded its support to copra products and exports standards, as a result of requests from the Coordination Committee.

A.2. Other Crops

Operationalization of Coffee Strategy in PNG (WB-SDN)

The objective of this activity was twofold:• toassiststakeholdersinPNG’scoffeeindustrywiththe

preparation of an operational programme of activities to prioritize the Coffee Strategic Plan prepared by the Coffee Industry Corporation; and

• tosetupacoffeequality/sustainabilitycommitteeandto develop a quality promotion plan.

Implementation involved preparing proposals on how to move forward with a proposed coffee differentiation task force made up of government and private-sector stakeholders. A report was presented at a stakeholders workshop held in Goroka in June 2009.

Result: The activity with respect to the quality promotion plan was satisfactorily completed with a mission conducted by three top experts in coffee quality management in the course of March 2010. This work was extremely beneficial in building capacity at the Coffee Industry Corporation of PNG by bringing technical assistance on coffee quality and differentiation and on the sustainability issues necessary to the long term positioning of PNG coffees on specialty coffees niches.

Sustainability: The work was instrumental in guiding the design of the World Bank-financed PNG Productive Partnerships in Agriculture Project (PPAP)

A.3. Cross Sectoral Activities

Value Chain Finance (UNCTAD)The objective of this UNCTAD-led intervention was to review regional/national legal regulatory frameworks relating to finance, with a view towards contributing to an enabling business environment. The activities came in support of ITC-led strategy formulation and implementation for the Fruits & Vegetables Sector. They also complemented FAO’s inputs on risk management, underlining once more the coherence of AAACP interventions in specific regions.

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Implementation involved a preliminary analysis of the sector in Samoa and Fiji, undertaken through a field mission. The main financing constraints facing the value-chain stakeholders and the on-going donor initiatives in the region to improve agricultural finance were reviewed. UNCTAD then focused on capacity building, including with regards to collateral-based financing mechanisms. This was achieved through a regional workshop on improving access to finance for the agricultural sector (20-21 October 2011, Nadi, Fiji). Best practices, success stories and lessons learnt within and beyond the Pacific region were shared with participants.

Main results: Part of the workshop was devoted to defining a regional Action Plan and to identifying specific activities to be undertaken at national and regional levels.

Sustainability: Discussion is ongoing to develop a concept note and project proposal to identify and implement financial products that address the lack of agricultural financing in the region.

Market Information System (Fiji, Regional - UNCTAD & ITC)

The objective of this cluster of activities in the area of market information systems (MIS) was to create a pilot sub-regional market information system (MIS), with national systems in Fiji as the first step towards a regional MIS.

Implementation: UNCTAD developed a tailor-made application of INFOSHARE for Fiji, and of the sub-regional MIS for the Pacific. In partnership with the International Trade Centre (ITC), the Trade@Hand SMS messaging technology was initiated and tested using INFOSHARE data. Further interventions scaled up the Fiji system, leading to the establishment of interlinked, cross-country information services integrated into a sub-regional information hub. As at end of 2011, the system covered 11 markets and 71 products traded in Fiji. The prototype of the regional agricultural market information system (AMIS) was presented to UNCTAD’s Member States during the Multi-Year Expert Meeting on Commodities and Development 2012, at the Palais des Nations, Geneva.

Main results included the setting up of the Regional AMIS based on INFOSHARE technology and the launch of Trade@Hand technology using INFOSHARE data in collaboration with ITC.

Sustainability: Long-term sustainability of the project critically depends on donor support to the installation of INFOSHARE in those countries of the Pacific which actually do not have functioning market information systems.

Strengthening Agribusiness Capacities of Producer Organizations (Regional - FAO)

The main objective of this series of regional workshops was to reinforce the capacity of regional and national famer organizations to provide market-oriented services to members.

The three regional events took place in close collaboration with the Secretariat of the Pacific Community (SPC). Different participatory and interactive approaches were applied, with a combination of case studies, group work and plenary discussions. The first workshop focused on integrating smallholders into value chains. Outputs included the identification of priority capacity building areas for follow-up training under the second phase. The second workshop addressed a number of key issues affecting the way farmer organizations are managed with an emphasis on using business model case studies applied by FOs to highlight successes and failures. More formal training sessions included: training in supply chain management, standards and certifications, organizing and managing small commercial out-growers, and financing investments. The final regional workshop dwelt on lessons learnt and was held in October 2011 in Fiji

Main Results achieved: On average 35 representatives from across the FO network in the region came together with agribusiness representatives and technical experts on each of the three occasions to exchange learning and experiences on improving the integration of smallholders into fruits and vegetable chains across the region. They also exchanged insights on the requirements of the agribusiness sector as well as the constraints faced by farmers in responding to the needs of the market. Action plans were finalized for follow-up capacity building activities, some of which were supported under the AAACP, but also by other donor programmes.

Sustainability: The new approaches promoted by FAO under the AAACP are proving successful and have significantly contributed to a change in mindset of how farmer organizations perceive their role in linking farmer to markets. Each participant developed plans of action for endorsement by their organizations to ensure the

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dissemination of learning under the programme to national FO networks. As a direct outcome of this programme of work, a proposal has been developed for the establishment of the Pacific Island Farmer Organizations Network (PIFON). If successful, this will contribute to the sustainability of capacity building activities undertaken, In any case, the material prepared will be disseminated and used for training and awareness events in the region.

Policy Support (Regional - FAO)

Objective: This cluster of activities was conceived to strengthen the capacity of key stakeholder to understand the implications of the policy environment for value chain/sectoral development. In particular, it sought to build capacity in the analytical approaches needed for the translation of strategies into national development plans and processes.

Activities: AAACP funding was used to finance five case studies (Samoa, Tonga, Fiji, Solomon Islands, Vanuatu) by national government officials in partnership with international consultants. The aim was to identify the

determinants of successful value chain development and the studies were presented at a workshop in November 2009. In an attempt to enhance capacity throughout the region, officials from both case study and non-case study countries were invited.

Main Results: Material made available through the case studies has enabled the sensitization of key government officials and private sector organizations to the relevant issues. The involvement and coaching of national level officials has been effective in developing their capacity and that of their relevant ministries. The documents prepared on the basis of these activities have been widely disseminated and used in high level regional fora.

Sustainability: The activities reported in this cluster have been aligned with activities of the FAO Sub-regional office to ensure that they are addressing key requirements of Pacific Island countries as endorsed by the South West Pacific Ministers of Agriculture Meeting. In addition, the central involvement of the Secretariat of the Pacific Community in all reported activities has resulted in widespread visibility and should ensure sustainability.

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As in the Pacific region, Caribbean stakeholders chose to give priority to food-crops – defined to cover fruits & vegetables (F&V), roots and tubers (R&T), as well as herbs and spices (H&S). Other sectors covered by the Programme include nutmeg (Grenada) and coffee (Haiti), while risk management was a major cross-sectoral thrust.

B.1 Food Crops

Strategy Development and Implementation (Jamaica – ITC, FAO, WB)The main objective of this ITC-led intervention was to build the capacity of stakeholders of the food crops value chains (F&V; Herbs & spices; Roots & Tubers) in Jamaica to develop effective commodity strategies and implementation plans, and have the capacity to effectively lead their implementation.

Implementation followed the standard strategy formulation process of the programme (see box, p12) characterised by participation of value-chain stakeholders such as CAFAN. The strategy was endorsed by relevant ministries and Cabinet, before being included in the 2012 national budget.

Partners such as CAFAN, FAO and WB provided implementation support to the Committee. As a result of the strategy formulation, studies in the area of weather risk assessment and access to finance were undertaken. FAO provided extensive training using their IBM approach to farmer groups, particularly the Christiana Potatoes Growers Association. Implementation of two pilot Agri-business Collection Centres is proceeding.

Main results achieved: Stakeholders have made a comprehensive diagnosis and developed a shared understanding of the commodity chain, producers’ livelihood systems, potential markets and the business environment. Intra-regional and domestic market studies have been completed. Committee and other sector stakeholder representatives undertook a learning mission to Colombia where different models of Agri-business Collection Centres (ABCC) were viewed and Jamaica ABCC plans discussed. First steps in ABCC installation have been completed between ITC and Jamaica Exporters Association (JEA) as operating partner in January 2011.

Sustainability: World Bank, UNCTAD and FAO are working directly on elements of strategy implementation. CARDI, supported by CFC, are also providing inputs. In addition, the sector strategy has been adopted as part of Jamaica’s National Export Strategy.

Marketing Operation to Strengthen Value Chain Partnerships (Jamaica – WB-SDN)

The objective of this activity was to analyze small farmers’ needs and constraints in the fresh fruit and vegetables value chains and suggest remedies.

Implementation consisted of three surveys with 70-90 farmers in each of the three parishes covered by the activity, and three more in-depth surveys with one or two farmers groups (12 to 15 farmers). Farmers were trained and dissemination workshops organized at parish and national level.

Main results achieved: This activity was instrumental in preparing the WB Rural Economic Development Initiative (REDI) Project (estimated

B. CARIBBEAN REGION

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US$250,000), which is now being successfully implemented in Jamaica. REDI focuses on strengthening linkages between small producers and external partners along key chains particularly catering to the hospitality industry and supplying to domestic and export-oriented retail trade.

Market Information System for Food Crops (Sub-Regional - UNCTAD)

The objective here was the creation of a pilot sub-regional system to disseminate price data and other market intelligence, with a focus on food crops (fruits and vegetables, but also roots and tubers).

Implementation: Relatively sophisticated systems for the capture and dissemination of spot market prices already existed in parts of the Caribbean (e.g. Trinidad and Tobago, Guyana). Areas where greater support was

needed included production monitoring and forecasting (market intelligence) and strengthening the linkages between existing buyers and producers (marketing information).

Following consultations with the region, the INFOSHARE technology was upgraded. The upgrade allows the platform to automatically download data from other databases. In close co-operation with the CARICOM Secretariat and the Caribbean Agricultural Research and Development Institute (CARDI), UNCTAD organized a workshop on the establishment of a regional Agricultural Market Intelligence System in Port-of Spain, Trinidad and Tobago on 15-17 February 2011. Workshop participants outlined the future work of the Caribbean Community on the creation of the sub-regional AMIS and recommended INFOSHARE as one of the possible options for such a system, both at sub-regional and national levels.

Main results achieved: The sub-regional version of INFOSHARE was developed. It includes two countries (Trinidad and Tobago, Guyana) and 5 products (from the list of 13 CARICOM priority agricultural products for the region). Data on prices are directly imported into INFOSHARE from the national MIS of Trinidad and Tobago and of Guyana. A module for the direct import of data from other national MIS was developed.

Sustainability: INFOSHARE has been recommended as one of the possible sub-regional AMIS. Its uptake will now depend on CARICOM and individual countries which have been alerted to its potential.

Support to Farmers Organizations in the Roots & Tubers sector (multi-country - FAO)

The objective of this component was to address the fragmented and unreliable supply of roots and tubers products to the market using the inclusive business model approach (see Box p 12). This programme of work was implemented at national level in four countries: St Vincent, Jamaica, Guyana, and Grenada. Based on the identified needs from the business model appraisals, upgrading activities that were supported varied across the FOs and reflected the existing capacity of the respective FO and the requirements and structures of the target markets.

• InGrenada, the focus was on strengthening NEFO’s management, administration organizational capacity, growing its membership and coordinating production to identified domestic markets.

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• InGuyana, the Kuru Kururu farmers association was helped to formalize the market supplies from the extensive eddoes plantations. Besides facilitating grower-buyer meetings, training courses in group management, farm record keeping and calculation of costs of production were organised.

• InJamaica, CPGC was supported to upgrade its current farmer data base and improve its crop production monitoring system. Training of trainers courses were arranged in crop record keeping, cost of production and profit calculations, marketing extension, and post-harvest handling. An important activity was the establishment of on-farm demonstration plots using improved planting materials and drip irrigation trials.

• InSt Vincent, farmers received training in production, post-harvest handling, farm record keeping and in marketing. A system to forecast production in order to better negotiate shipments with the buyers was developed. Volunteers and lead farmers have been trained as trainers.

In all four countries training materials on selected topics were prepared and distributed to members. In the final phase of the project, each national level organization organized final buyer-grower meetings to review the progress, share lessons and determine the way forward. All FO’s also participated in the final lessons learnt workshop organized by CAFAN in Barbados in September/October 2011.

Main results achieved

Some of the achievements by the national farmers organizations included:

• InGrenada, costs of production were brought down; profit margins of farmers increased. Through group purchase, NEFO saved 15% on inputs.

• In Guyana, farmers learnt ‘first hand’ about the market potential of eddoes, but also about clients’requirements, risks and costs involved in getting the produce to the final consumers.

• InJamaica, CPGC claimed that farm yields of sweet potatoes increased by 40-60% on average. New business relationships, and various middlemen were established. Negotiation of supply agreements resulted in increased market supplies. Better understanding of buyer requirements have enabled

CPGC farmers to take on new functions in the value chain i.e. grading, packaging and labeling of the produce supplied to supermarkets. A system of differential pricing for profit maximization has been established.

• InSt Vincent, the export volumes and numbers of farmers sending their produce through ECTAD to the UK increased. Farmers were exposed to various capacity building activities. Production related training programs had 384 farmers in attendance. 263 farmers attended the marketing and farm management trainings.

Sustainability: Over the three years project implementation period a considerable change in the way farmers’ organizations define their roles and core functions has been visible. The final lessons learnt workshop indicated that a process of “professionalization of farmers organizations” had taken place. This is likely to stay.

Increased Production of R&T through Improved Production Technologies (multicountry - CFC)

The objective of the project is to support the development of a commercially viable and sustainable regional root and tuber crop industry in CARICOM countries that facilitates the improvement of livelihoods and overall food security.

Implementation implied activities to increase the demand for fresh and value added products of the selected root and tuber crops in the local and regional markets; strengthen existing production groups; improve the knowledge and skill of actors along the value chain through training in and dissemination of production, post-harvest, processing, and marketing techniques; produce and distribute high quality planting materials of cassava, sweet potato and yam through the establishment of appropriate propagation facilities; demonstrate and, as necessary, validate technological innovations in root and tuber crop production and use

Results achieved can be illustrated as below:

Dominica • Onecommunitycassavafarineprocessingfacility

refurbished and equipped with food safe graters • Sixcassavafarineprocessershavebeensuppliedwith

processing equipment

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• Onecassavabreadfacilitysuppliedwithfoodsafeequipment and facility upgraded to food service quality

• 250personstrainedinvarioussubdisciplines of Root and Tuber production, and six processors trained in GMP

Barbados • VirustestingLaboratoryhasbeenfullyequipped• Oneshadehouseforrapidpropagationbuiltand

producing plants for distribution to farmers• Cassavaplantingmaterialproduced(firstoutput)to

supply 10 Ha

St Vincent and the Grenadines• OneTissuecultureLaboratoryconstructed• Hardeningshedconstructed• 250personstrainedinallaspectsofRootandTuber

production• Fivevalueaddedcassavafarineprocessingfacilities

upgraded

Trinidad and Tobago• Twowasherpeelerssupplied(oneinstalled)toTTABA

and one to a Tobago Cassava Marketing group• Germplasmbankestablished• TargetnumberofpersonstrainedinICMdisciplines

exceeded by 35% • OneproducergroupformedandtrainedinGroup

dynamics

Jamaica• Ovenrackssuppliedtovalueaddedprocessor,and

platform for milling machine constructed• Over100peopletrainedinVariousICMtechniques• GroupDynamicsandclusterfacilitationunderway• Germplasmbanksestablishedandmaterialisbeing

collected

Sustainability: The project has been able to have “organic” sustainability in that the beneficiaries themselves are very likely to continue to use the new technologies. Since the local extension services have been involved throughout the project implementation, these will be a vehicle to move out to expand the use of the new project promoted techniques throughout the islands. With respect to the physical facilities, precise needs are being determined in order to develop a strategy for their continued operation particularly around cost recovery. Sustainability in Jamaica and Trinidad and Tobago is even more likely because these countries have parallel programmes in other areas that complement the activities of this project.

Increased Production of Vegetables & Herbs through Protected Agriculture (Regional - CFC)

The central objective of the project, implemented with CARDI, was to pilot and expand the use of protected agriculture (PA) systems through capacity building and infrastructure enhancement. Through the strategy of adapting and transferring PA technologies to vegetable and herb farmers and other stakeholders in Haiti, Jamaica, and Trinidad and Tobago, the project sought to develop and intensify food production and food security.

Implementation implied: Development of product market and trade linkages, mainly through the coordination and integration of existing PA production and marketing databases and development of information systems; establishing improved protected agriculture systems (e.g. green houses) for selected vegetables and herbs; promoting and strengthening producer groups, including through clustering; training of stakeholders in various aspects of green house operation; and improving information sources and access.

Main Results: PA Associations in Trinidad & Tobago and Jamaica have benefited from activities of group organization and strengthening. PA structures have been constructed or refurbished in Trinidad and Jamaica. Several stakeholders including producers have been trained in PA systems construction and operation. A PA website and databases have been developed for three countries. Several linkages with regional and international organisations and companies involved in tropical PA activities have been established and some appropriate information has already been sourced and collected in the developed website and databases. Marketing linkages between PA producers and various existing or potential market outlets have been developed and some information to support the linkages has already been collected.

Sustainability: The training modules that have been developed will continue to be utilized after project closure. CFC will undertake a Terminal Review of the complete project and, subject to the outcome, will encourage Caribbean CFC member countries to submit project proposals that aim at the exploitation of market opportunities that have been identified during the implementation of this project. It is further possible to apply for a loan based project in order to upscale the establishment of greenhouses on the islands.

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Finance and Risk Management with a Focus on Food Crops (Regional - FAO)

The objective of FAO’s intervention was to design a diagnostic tool for a preliminary assessment of risks and constraints in accessing finance affecting specific value chains in the Caribbean.

Implementation involved assessing existing formal and informal risk management mechanisms in view of identifying alternative risk management tools including insurance products, and of facilitating access to finance and strengthening linkages along the value chain. The risk assessments were conducted in the following countries and sub-sectors: fruits and vegetables in Jamaica; Nutmeg in Grenada; roots and tubers in Guyana and the fruit and vegetable sector in Haiti. For example, in Guyana a comprehensive diagnosis work started with a cassava value chain analysis, cassava value chain risk assessment and finally an evaluation of existing market opportunities for cassava as an animal feed ingredient and to produce starch.

Results achieved: The project allowed for: • thepreliminaryassessmentofrisksthrough

the administration of a questionnaire on risk management and access to finance.

• Theidentificationofdataneedsforthedesignandimplementation of weather risk management policies in Grenada.

• Valuechaindiagnosisactivitiesandtheanalysisof market opportunities with reference to specific cassava derived products in Guyana.

Sustainability

• InGrenada,programmeactivitiesintheareaofriskmanagement contributed to raise awareness among relevant stakeholders from both the private and public sector.

• InGuyana,theidentificationofbusinessopportunitiesfor the cassava sector was found to be a useful contribution to trigger private sector initiative and investment in the sector.

• FAOhasusedpartofitsregularprogrammefundingto undertake follow-up work in Grenada, thereby consolidating the sustainability and impact of results achieved under the AAACP.

B.2. Other Crops: Nutmeg, coffee, cocoa

Strategy Formulation for Nutmeg& Mace (Grenada – ITC, UNCTAD, WB)

The main objective of this ITC-led intervention was to build the capacity of stakeholders of the nutmeg value chain in Grenada to develop an effective commodity strategy and associated implementation plan, and have the capacity to effectively lead their implementation. UNCTAD, the UN Food and Agriculture Organization (FAO) and the World Bank also contributed to the formulation of the strategy.

Implementation: Stakeholders undertook a comprehensive diagnosis of the value chain. Strategy options, objectives and requirements were identified, analysed and prioritized.

Results achieved: The completion of the strategy led to a revitalisation of interest in the sector and a real engagement amongst farmers to boost production of good quality nutmeg. Some 1,500 farmers have returned to the sector with 500 acres newly planted using grafting techniques which the Grenadians acquired during an ITC-facilitated technical collaboration mission to India. At the request of the GCNA Board, the AAACP also helped undertake an evaluation of their internal processes, role and objectives with a view to re-structuring. A second report examined the financial feasibility of growing other spices on the island. In support, GCNA has begun to consider new marketing channels and approached new buyers for a broader range of spice products. Thus, GCNA is now linked to the American Spice Traders Associations and European Spices Association who

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continue to provide information on product and market developments.

Sustainability: There has been strong support by the Cabinet Agricultural Sub-Committee for the Strategy, and the Government of Grenada has identified agriculture and agro-processing as one of the pillars of the economy. The EU-funded Centre for the development of Enterprise Development (CDE) has agreed to finance three projects related to development of new markets.

Development of Nutmeg Value ChainStrategies Elements (Grenada, UNCTAD)

The objective of UNCTAD’s intervention was to assess the financing gaps and bottlenecks facing the nutmeg value chain, especially those related to smallholders’ access to credit.

Implementation: Following consultations with the Ministry of Agriculture of Grenada and other stakeholders, a workshop on Enhancing Access to Finance for the Nutmeg Sector was organized in July 2011 in St. George’s, Grenada. The workshop brought together some 50 participants, including representatives from the Government, the main stakeholders of the nutmeg value chain and financial institutions, as well as experts and other partners interested in nutmeg finance. The key conclusions and recommendations from a draft

report on enhancing access to finance in the nutmeg sector in Grenada were examined and validated, and concrete follow-up activities identified.

Main results achieved• Participantswereinformedaboutagriculturaland

nutmeg finance.• Follow-upactivitieswereidentifiedanddefined.

Sustainability: Key stakeholders in the nutmeg value chain, including banks and government bodies, supported the follow-up activities identified. Leaders responsible for the implementation of each of the 12 workshop recommendations were identified.

Coffee & Cocoa Production Systems (Haiti - WB-SDN)

In Haiti, the objective was to increase productivity by enabling farmers to adopt improved cropping practices and increase quality through improved post harvest techniques.

Implementation covered (i) the analysis of coffee and cocoa production systems; (ii) support to smallholders with a focus on post harvest operations for coffee, cacao as well as associated food crops; the aim was to help smallholders upgrade processing with support and collaboration between actors in the value chain (processors, transporters, traders etc) (iii) provision of information and capacity building on coffee processing activities to small producers. Four coffee plots demonstrating best practices were established and field visits instigated. These provided hands-on experience in training on cultural techniques and allowed for important information exchanges. For cacao, fermentation vats were installed in rural areas and producers trained in fermenting techniques.

Main results achieved: Direct impact was observed on coffee (and associated food crops) production, as well as an increase in efficiency due to improved cultivation techniques. There was also a better understanding of production systems from the technical, economic and commercial points of view. Ultimately a container of cocoa was exported to a competitive importer in France.

Sustainability: Links have been established with two World Bank-financed projects: the Projet de Developpement Communautaire (PRODEP) and the Projet de Transport et Developpement Territorial (PTDT). These links should contribute to sustainability of activity results.

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B.3. Cross-Sectoral Activities

Commodity Supply Chain Finance (Regional - UNCTAD)

This intervention sought to raise awareness on factoring and receivable discounting, and encourage participants to adopt factoring as a means of addressing financing constraints besetting farmers, in particular those catering for the tourism industry and supermarkets.

Implementation: The focus of capacity building was factoring. This is a flexible source of working capital finance based on the sale of invoices. Training took place in November 2009 in Barbados and introduced factoring/invoice discounting to a range of stakeholders. Six Caribbean countries were identified as having potential to develop factoring schemes.

The main result of this activity was to raise awareness of some 50 participants from 11 Caribbean countries and regional bodies to the possibilities offered by factoring in alleviating farmers’ cash flow constraints.

Sustainability: As co-organizer of this capacity building activity, the Caribbean Development Bank will provide necessary support to boost the development of factoring/receivable discounting in the Caribbean agricultural sector. UNCTAD will continue to provide the region with demand-driven and tailor-made technical assistance in this area.

Review and Promotion of Agricultural Commodity Exchanges (Regional - UNCTAD)

This AAACP intervention implemented by UNCTAD aimed at developing an Agricultural Commodity Exchange in the Caribbean region as a tool for information and export development.

Implementation: The potential for setting up ACEs in Jamaica, as well as in Trinidad and Tobago, were examined. A National Capacity Building Workshop on the implementation of an electronic platform in the Dominican Republic was held in August 2010. It looked into further development and upgrading of the Dominican Republic’s Commodity Exchange (BOLSAGRO), and potential link it to a regional electronic exchange.

Results: A report was prepared on ways to introduce commodities in the existing stock exchanges in Jamaica and Trinidad and Tobago

Risk Assessment (multi-country - WB-ARMT)

The objective of the ARMT multi-country activity was to contribute to the identification of a comprehensive market-based agriculture risk management and risk transfer strategy in Belize and Grenada to help these economies cope with systemic adverse climatic, price and other agricultural sector related shocks. An additional objective was to provide a basis for the public sector of Guyana to assess and prioritize investments in agriculture risk management. In the case of Grenada, it came in support of the ITC-led strategy development work funded by the AAACP.

Implementation involved the assessment of a broad set of risks for the agricultural sector, with a focus on nutmeg in the case of Grenada and rice in the case of Guyana. In the latter case, transfer instruments (agriculture insurance) were also explored. Thus, in coordination with FAO and the Inter American Institute for Agriculture Cooperation (IICA), a training workshop on agriculture insurance was undertaken for Guyana.

Project outputs included :• AgricultureriskassessmentReportsforBelizeand

Grenada• SupplyChainRiskAnalysisReportforricein

Guyana

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Sustainability: Main impact of these activities include the familiarization and awareness of various stakeholders in these countries about the prioritization of risks, availability of tools for managing risks, and fomenting discussions on incorporating risk management into their national policies and plans.

Policy Support & Analysis on Agricultural Price Volatility (Haiti - WB-ARMT)

The objective of this cluster of activities was to provide technical guidance and policy support to the Government of Haiti on price subsidy and market-based responses to food price volatility.

Activities undertaken involved the adaptation and translation of an online training module in price and weather risk management prepared by the WB; training of 30 private and public sector officials in basic financial risk management instruments for the agricultural sector; the development of a methodology to undertake an analysis of the rice price transmission elasticity and the effect of the subsidy implemented in 2008; and support for the design of a market based financial risk management strategy against weather risks.

The above activities resulted in: an analysis of the rice price subsidy and price transmission in Haiti; and a financial weather risk management strategy for the Haitian agriculture sector.

Impact and sustainability: The outputs of this TA have informed the design of a new US$ 5 Million World Bank IDA Project for the institutional strengthening of the Ministry of Agriculture. This cluster of activities has also transferred skills to the supply chain participants on the identification and quantification of risk, and the implementation of risk management strategies.

Weather Risk Management (Haiti - WB-ARMT)

While focusing on Jamaica, this pilot intervention aimed at being a show case for other countries of the Caribbean region. Its main objective was to contribute to the identification of a comprehensive weather risk management transfer strategy for the agricultural sector.

Project implementation involved (i) a weather risk mapping exercise for Jamaican agriculture; (ii) a workshop to ensure delivery and dissemination of the strategy; and (iii) training of around 68 stakeholders (banks, insurers, Coffee Industry Board, government agencies, NGOs, donors, regulatory authorities, and universities) on the main elements of the strategy.

Besides, the programme ran pilot projects for public sector catastrophe insurance for vulnerable farmers in two parishes, and provided the Coffee Industry Board with the design of a parametric index insurance to be implemented when the industry finalizes its ongoing restructuring.

Results/Outputs• JamaicaWeatherRiskManagementStrategy• PrefeasibilityStudyforRiskManagementforSmall

Farmers In Portland & St. Elizabeth• FeasibilityStudyforIndexedbasedinsuranceforBlue

Mountain coffee

Sustainability : The impact and sustainability of these activities largely rest on the active involvement of various stakeholders.

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The Central Africa region selected cassava and coffee as its priority sectors for AAACP support which ranged from strategy development/updating to processing and marketing. Cotton was also a priority as in other African regions. Support was essentially to develop a regional strategy.

Support to the coffee sector illustrates how the AAACP harnessed the complementary competences of its implementing agencies for the benefit of an ACP commodity sector: following strategy development, no less than 4 IOs lent forces towards its implementation.

C.1. Cassava

Strategy Updating and Implementation (Cameroon, ITC)

The main objective of this ITC-led activity was to update the existing strategies and implementation plans through a series of stakeholder workshops and to demonstrate how traditional techniques used in cassava transformation could be enhanced to increase community value addition and expand into a range of nutritional derivative food products and markets. The goal was to help smallholder farmers reduce post harvest waste and increase their incomes.

Implementation: Besides the standard strategy development/updating process, the AAACP built demonstration facilities, installed processing equipment in three farming communities, and trained 60 lead farmers (who trained others) in food processing and food safety. Marketing of the products in Cameroon, Gabon, Equatorial Guinea and the Central African Republic was also supported.

Main results achieved: An Action Plan on new products and markets was developed and is now being executed with assistance from ITC, IITA, IFAD, WB (SDN & PACA) and FAO in the field. A marketing mission was undertaken in Europe. In April 2011, two pilot processing & storage units were installed. These are capable of producing chips, batons de manioc, gari, and non-fermented cassava flour. One pilot is in Ngoumou in the Central Province under the management of a “Groupement d’intérêt des Femmes Actives de Ngoumou” (GIE-FAN) comprising 150 members. Indeed, over 60% of stakeholders in the cassava value chains are women.

Sustainability: The results achieved by the communities by the second half of 2011 have been impressive. Community incomes have been increased through the introduction of new processing techniques. However, some teething problems have yet to be resolved to ensure full sustainability.

Other development agencies engaged in rural and agricultural development for durations beyond the AAACP are active with the communities supported by these pilots. These agencies are expected to oversee

C. CENTRAL AFRICA REGION

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and support continuation of the functioning of the commercialisation operations after the end of the AAACP.

Box 3 – Gender & ecological impact

Cooking and processing of cassava in the villages are tasks undertaken by women. Men normally dig-up and/or collect the tubers and leaves from the fields. They also come in at the heavier stages involving lifting, grinding, soaking and pressing. Higher capacity equipment reduces processing time which becomes available for other value-addition activities. Improvements to dryers and cooking stations improve women’s working conditions and health. Selling and secondary value-addition into food packaged products, pasta, drinks, “beignets” and other items are usually also done by women. Over 100 women have directly benefited from the pilot stage of the project.

The innovative drying ovens use waste cassava peelings and bio-detritus as fuel. Water left over after the cleaning and soaking processes contains toxins. The water was previously disposed of in rivers and gardens. The toxins are now safely steamed off using waste as fuel and the resulting water is then re-cycled. Simple, inexpensive water and cassava testing strips from India allow operators to check waste water and food product inputs to ensure they meet safe limits. Using waste rather than firewood, these ovens reduce CO2 emissions per kg of cassava products.

The team that designed the community drying ovens has been nominated for an African Development Award.

Policy Support for Cassava and Cereals (Cameroon - FAO)

The objective of this programme of work was to appraise policies related to staple food value chains (cassava, cereals) to improve understanding on the role of policy in value chain strategy implementation.

The activities consisted of three commissioned background studies followed by a regional workshop on policy and institutional support to staple food value chains. The first study looked into how the development of strategies facilitate and promote better structuring of producer organizations, better management of staple food value chains and a more equitable distribution of the value added within the sector. The second study focused on credit and modalities of finance, while the third examined the economic factors and options for removing the economic, market and institutional obstacles facing cassava marketing and its derived products in Cameroon.

Main Results : Both the background studies and the regional workshop offered a wealth of knowledge and insights into the staple food value chains that are increasingly the focus of development efforts, renewed investments, and policy interventions in the region.

Sustainability: All of the findings have been shared with the key actors, who are now responsible for the implementation of the national cassava sector strategy. Activities in this cluster are likely to be continued through FAO regular programme and future projects which include policy analysis and support in the region.

Promotion of Cassava Processing(Cameroon - WB-SDN)

The objective of this activity was to test improved cassava processing equipment to produce cassava starch and cassava chips, as well as to conduct marketing tests on the end products.

Implementation: The retained arrangements, similar to those of the coffee activity, provided for close cooperation with the Bank-funded Programme d’Amélioration de la Compétitivité Agricole (PACA) in Cameroon, which procured the processing equipment to be tested. The equipment piloted included a ‘flash dryer’, imported from Nigeria and adapted by a Cameroonian engineering firm to suit the market prospects. Unfortunately the whole procurement process took much longer than had been anticipated. In early February 2012, CIRAD was in the field assisting the firms with the installation and initial testing of equipment.

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Results achieved: This activity has proved very innovative as it has helped introduce a new technology in Cameroon, the flash dryer, which is needed to produce high quality cassava starch and cassava flour. Another interesting result is that Government of Cameroon has contributed funding to set up nurseries for improved planting material around the premises of pilot processors retained by the programme, to ensure sufficient supply of fresh cassava roots.

Sustainability : It is hoped that the marketing tests that will take place in the first quarter of 2012 will prove successful and that the improved processes will attract further interest among local SMEs. Through its matching grant facility, PACA will help further disseminate the technology by considering applications from local business entities willing to replicate the cassava processing pilots.

Strengthening Producer-buyer Linkages within Cassava Farming Systems (Cameroon – FAO, WB-SDN)

The objective of this intervention was to improve the commercialization of cassava processed products by enhancing the supply linkages and value addition between smallholder groups and agro-processors in Cameroon.

Activities were launched in February 2009 through a contract with the International Institute of Tropical Agriculture (IITA) to support four cooperatives in the Southern and Eastern parts of Cameroon, which subsequently expanded to seven. The support was based on the IBM approach (see page 12) ich encourages actors to do business based on transparent needs and clear market signals. In addition to the Cassava Development Strategy, the work was also guided by an AAACP-funded World Bank study which identified priority interventions to be carried out, thereby underlining the coherence and synergies among programme interventions implemented by different partner international organisation.

Main Results achieved: For the cassava sector, five contracts were formalized between the coops and buyers. As a result of training in agribusiness management skills, there was a marked improvement in the quality of services provided by the cooperatives, including as intermediaries between their members and cassava buyers. The bulking of products, as well as the setting-up of collection points, brought about economies of scale. The synchronization of production planning and harvesting activities prevented market gluts and associated low prices.

For the palm oil sector, FAO built on previous work carried out by the WB under the AAACP. The WB study had recommended to: (i) rebalance relationships between oil palm producer organisations and existing industrial processors by promoting improved partnership agreements; (ii) encourage the switch from artisanal oil processing (with low percentage of oil recovery and high pollution) to small modern compact oil mills with much improved oil yield and (iii) design specific financial engineering to favor increased investment by POs in smallholder plantations. FAO encouraged business meetings between coops and buyers; these proved to be an excellent, but simple and low cost, way of facilitating smallholder access to markets. Quality was enhanced by the introduction of control specifications for all stages from harvest to delivery, and the establishment of a quality control brigade jointly managed by the semi-industrial buyer and the small producers.

Sustainability: The AAACP intervention resulted in a strengthening of IITA’s overall work in the Central and West Africa regions. Given its presence in these regions, the impact will be sustained over time. For the cassava sector, the AAACP activities focused on value chain linkages and marketing. It thus complemented the National Programme for Roots and Tubers (NPRT), which had centred primarily on increasing production, and thereby contributed in ensuring the overall sustainability of the sector. The trading relationship facilitated under the project for the palm oil sector sets the basis for future growth. Overall, the institutional strengthening of the management staff of all seven cooperatives in agribusiness management skills has enabled the cooperatives to interface more professionally with the private and public sectors.

Study on Domestic Private Sector Investment in Cassava (Republic of Congo – WB-SDN)

Objective: This study was developed to inform a WB-financed project on investment options for improving the cassava value chain in the Republic of Congo to increase food security.

Main results achieved: The cassava value chain was thoroughly studied by a team of international and regional consultants and proposals made for improvement in the functioning of the sector, with a particular focus on primary consolidation of fresh cassava roots for processing. Additionally, the findings on the cassava value chain informed the agri-business component of the Economic Diversification Project prepared by the WB.

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Sustainability: Due to the high atomization of cassava production in Republic of Congo and acute difficulties in primary consolidation due to the poor condition of rural roads, it was decided not to target cassava in the agribusiness component of the WB programme under preparation.

C.2. Coffee

Strategy Development and Implementation (Cameroon & DRC - ITC, UNCTAD, WB, FAO)

The AAACP has been supporting the formulation and implementation of the Cameroon Coffee Sector Development Strategy (2010-2015) with the participation of several of its implementing agencies. Together, partner IOs have provided a coherent package of support to rehabilitate the sector. Thus, while ITC facilitated the participatory development of the coffee sector strategy and coffee marketing, the WB-SDN piloted improved technology for washing coffee and evaluated value chain risks. WB-ARMT undertook a risk assessment for the coffee sector in direct support of the ITC and WB-SDN activities under the AAACP. UNCTAD on its part focused on warehouse receipt mechanisms and finance; FAO contributed to strengthen the producer-buyer linkages and the institutional capacity of coffee cooperatives. The main objective of this package of interventions was to assist Cameroon in rehabilitating its coffee sector.

Implementation: According to stakeholders, it was the first time that private and public sector actors were brought together for a diagnosis of the value chain, and to collectively find solutions to identified hurdles. The programme facilitated this interaction that culminated in the “Cameroon Coffee Strategy” endorsed by all parties.

The strategy identified three key objectives: raising the volume and quality of Cameroonian coffee, increasing the efficiency of the supply chain and developing new markets. To improve quality, the AAACP introduced innovative washing stations/coffee processing units (CPUs) in four coffee-growing regions of Cameroon, with co-funding from the World Bank. The World Bank funded Project d’Amélioration de la Compétitivité Agricole (PACA) procured four eco-pulping machines and funded the light civil engineering work needed to house the machines. The new technology is proven to produce better-sorted coffee of consistently higher quality that brings higher prices. The new stations consume about 10% of the water normally used in the washing process.

To promote value chain efficiency, some 96 community extension volunteers were trained in good agricultural practices, including on-farm training. This group is serving 1,200 coffee farmers who rely on extension services for information and guidance. Coffee tasting and testing workshops were organised by ITC and testing facilities installed at the ONCC and at washing station sites, allowing growers to taste their own coffee and compare its qualities to others. Washing station employees were also trained with support from Rwanda to convert the normally polluting by-products into a potent organic fertilizer.

To promote transparent trade transactions in the value chain, UNCTAD undertook work on the feasibility study for the creation of a coffee commodity exchange based on the inputs from the ONCC and the Cameroonian government. The feasibility study was finalized and a Practical Road Map prepared on the establishment of an agricultural commodity exchange for cocoa and coffee in Cameroon. The authorities followed up by commissioning a full feasibility report. UNCTAD also studied gaps and bottlenecks in the availability of finance in the coffee and cacao sectors and defined strategic activities to improve coffee/cocoa financing in Cameroon. A capacity building workshop (October 2010) involved 60 participants who examined and validated the conclusions and recommendations contained in the study of value chain finance.

FAO’s contribution to this multi-IO concerted effort was to strengthen the producer-buyer linkages and the institutional capacity of coffee cooperatives in Cameroon. As an input to the strategy development process, and building on the outputs from UNCTAD’s workshop and report on Value Chain Finance for coffee and cocoa, FAO carried out an appraisal to develop an appropriate financing mechanism to improve smallholders’ access to inputs. As a follow-up, FAO supported the development and implementation of onsite training modules in management and financial concepts and tools, quality standards and stock control systems, and a strategy for pricing and marketing at three Coffee Processing Units (CPUs).

To address the objective of market development, the programme has been promoting Cameroon coffee in the United States, Japan, France, Switzerland and other countries. Roasting facilities in Cameroon have also been up-graded and for the first time in many years high-quality Cameroon coffee and regional blends are being marketed across Central Africa.

The Cameroon project had positive spill-over in the region. The Democratic Republic of Congo (DRC) and

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Gabon have both shown interest in the project. In the case of Congo, with AAACP funding, Cameroon experts alongside ITC staff assisted in the development of strategies at the level of seven provinces. Quality coffee has been sourced from both Gabon and Congo to develop original blends for sale within the region.

Sustainability: Overall, fundamental changes have occurred across the whole coffee sector, especially in Cameroon, and a new dynamism has set in. Stakeholders are already active seeking to replicate the coffee washing stations across Cameroon and to ensure regeneration of old coffee plantations. One private investor has already installed, with his own funds, a CPU on the model demonstrated by the programme. The “Fonds de développement des filières cacao-café” (FODECC) has agreed to finance, for a significant sum, two projects to continue implementation of the strategy. The ONCC and CICC have ordered equipment to install a further 10 coffee quality testing and tasting facilities so that all growing areas are covered. Moreover, the reinforcement of the capacity building of the CPUs in management systems will ensure the sustainability of the newly acquired technology and the equitable participation of smallholders in the coffee value chain.

In DRC, CFC, Oxfam and UNDP are currently taking up projects in North and South Kivu to continue implementation of the sector development strategy. The strategy coordination committee in Bandundie province has organised a “comptoir de promotion et d’achat” that yielded new sales contracts at the start of the 2011 season.

C.3. Cotton

Cotton Strategy Development &Implementation (regional – ITC)

The main objective of this ITC-led intervention was to assist the Central African region to enhance the competitiveness of its cotton sector through building the capacity of stakeholders of the value chain to develop an effective commodity strategy and implementation plan, and have the capacity to effectively lead their implementation

Implementation focused on the development of the ECCAS/CEMAC regional strategy and started with widespread consultation with all the key players of both private and public sectors in the cotton-textile industry of the sub-region. The cotton-to-clothing regional strategy was devised using a value chain approach focusing on market requirements with participation of major private and public stakeholders in the cotton sector at the regional and national levels. The process included a diagnostic phase followed by formulation and validation technical workshops. The strategy includes an implementation plan with specific objectives and operational objectives and a priority action plan for 24-36 months

Results: The strategy development process has resulted in a cohesive strategy document, together with a realistic implementation plan, that have coalesced the region’s effort in the sector. There is now a shared willingness to advance the Central Africa cotton sector and a concrete plan to substantiate that objective.

Cotton Strategy Implementation

The focus of ITC action with AAACP funding was the strengthening of national ginners and farmers association as well as regional bodies. Some examples follow.

• Support to the African Cotton Association (ACA):The AAACP has been supporting financially several meetings of the various “commissions” set up by the ACA. Through ITC, it also supported the development of the organisation’s Business Plan 2011-2016.

• Increasing value chain transparency and market transparency linkages with cotton importing countriesAltogether six market linkages and value chain transparency interventions were facilitated with a

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focus on the following markets; Bangladesh, China, Indonesia, Thailand and Vietnam.

For example, a delegation of 23 African producers and ginners from Cameroon, Central African Republic, but also Benin, Chad, Côte d’Ivoire, Mali, Senegal, Togo as well as representatives from UEOMA, ECCAS, the African Cotton Association (ACA), and the African Cotton Producers Association (AProCa) participated in the mission on market transparency and cotton promotion in Indonesia in May 2011. The programme was jointly organised with the Indonesian Textile Association (API) and covered a conference on cotton trade between Africa and Indonesia, a buyers-sellers meeting as well as factory visits to various textile mills in and around Jakarta. At the end, first steps towards a MoU between API and the ACA were elaborated.

• South-South cooperation and capacity building along the cotton value chain A number of South-South cooperation activities were initiated and facilitated with China and Turkey. For example, a training programme “Cotton Development and Trade”, was organised in July 2011 in Baoding. Altogether 25 African trainees from Benin, Burundi, Cameroon, Chad, Central African Republic, Côte d’Ivoire, Guinea-Conakry, Mali, Niger, Senegal and Togo participated in the training.

Sustainability: During the next ECCAS and CEMAC joint ministers’ conference scheduled in the second quarter of 2012, the authorities will jointly adopt the cotton to clothing strategy as the cotton strategy for the entire Central African region. This embracement strengthens its institutional and political anchoring within the development framework of the region. It is also clear that ECCAS sees the cotton-to-clothing

value chain as instrumental in seeking to alleviate poverty in the region. The ownership of the strategy displayed by ECCAS and countries’ representatives should contribute to the sustainability of the effort.

C.4. Cross-Sectoral Activities

Information systems on Prices and Market Intelligence (Cameroon – UNCTAD)

Objective: The project aimed at developing a pilot market information system (MIS) on cocoa/coffee using UNCTAD’s INFOSHARE platform to expand access of farmers associations and other monitoring entities to real-time marketing information, including: quantitative elements such as price, costs and interest rates; and qualitative elements such as standards and directories of exporters, warehouses and lenders.

Implementation involved installation of the MIS and training of stakeholders in its use. UNCTAD completed the installation of the system in June 2009. The system’ database and software were installed in Douala, Yaoundé, Kumba and Bamenda. In February 2011, the system was upgraded and two database administrators were trained in Geneva.

Three sets of tailor-made training courses and workshops were organized in Yaoundé. The first “Training of Trainers” workshop sought to enhance participants’ specific knowledge and skills related to various commodity issues, including: standard terms in international sales contracts; price formation and discovery mechanisms; and access to niche markets. Through a series of role-playing exercises, simulations and other interactive exercises, the second workshop enhanced participants’ skills in the use of the INFOSHARE software application. Overall, the two workshops targeted 32 key members of producer organizations to act as information relays. These relays will interface between the INFOSHARE software application and farmers.

Main results achieved: The web-based information system is now fully installed and physically operational (http://infoshare.unctad.org). The information to be collected is fully defined, and the web-site is online.

Sustainability: Sustainability of the service looks promising given the commitment of the Government of Cameroon and ONCC.

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Cotton is a major commodity for West Africa. Programme support covered, inter alia, strategy formulation/updating, good agricultural practices and IPPM, as well as prevention of seed cotton contamination. Other sectors elected as priorities by the region are: cereals, arabic gum, and horticultural products. In the latter regard, the Programme co-funded several phases of the West Africa Fruit Fly Initiative. Support in the cereals sector focused on strengthening producer organisations, while arabic gum stakeholders were introduced to new harvesting techniques and to warehouse receipts systems. Among AAACP cross-sectoral interventions, special mention must be made of the Sector Risk Review undertaken in Ghana – a first of its kind for a developing economy.

D.1. Cotton

Cotton Strategy Development &Implementation (regional – ITC, FAO)

The main objective of this ITC-led intervention was to assist WEAMU/UEMOA to update its “Agenda Coton-Textile”, a regional strategy that dated back to 2003.

Implementation involved widespread consultation with all the key players of both private and public sectors in the cotton-textile industry of the sub-region. The results of value chain studies and consultations were presented to more than 120 stakeholders from across the region at a workshop in Ouagadougou in May 2010. Stakeholders representing different stages of the chain, producers, ginners support services, buyers, customers, banks, government agencies and fiscal services, COS-coton representatives and development agencies worked together to define a new implementation plan for the Cotton-textile Agenda. The plan was further discussed and approved by the representatives of all segments of the cotton-textile-clothing and oil production industry, of the eight member countries of the Union, at a regional workshop held in November 2010.

Result: The updating of the “Agenda Coton-Textile” led to improved relationships between public and private actors, and between farmers and ginners. There resulted also closer value chain collaboration at the regional level.

Cotton Strategy Implementation

Support extended by the AAACP to the ACA, as described for Central Africa region, also applies to West Africa. In particular, through ITC, the programme supported the development of the organisation’s Business Plan 2011-2016. Similarly, West African cotton stakeholders took part in the technical missions and south-south cooperation activities described earlier. In addition, a visit of Vietnamese and Bangladeshi businessmen was organised to the cotton growing regions of Burkina Faso and Mali in January 2011.

The programme also supported the cost of producing a video documentary film in Senegal with SODEFITEX with two objectives: 1) to raise awareness of other

D. WEST AFRICA REGION

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cotton growing countries, showing that good results can be achieved mainly through proper management and working practices, and 2) to promote news of the positive changes taking place in Africa for potential new direct buyers and customers in Asia.

As a result of these various activities, West African cotton producers and ginners have started to exchange information more frequently, and to be aware of increased business opportunities, including with Asia. There is clearly a marked increase in transparency within the value chain, and improved linkages with cotton importing countries. There is also full recognition in the region that contamination has to be addressed and that bale labelling has to be improved and standardized.

Sustainability: As regards the revised “Agenda Coton Textile”, the depth of ownership displayed by the WAEMU/UEMOA Commission will contribute highly to the sustainability of the effort. Moreover, the WAEMU Commission is committing a significant amount of its own resources toward the implementation of the strategy. The two regional banks (BOAD and BCEAO) have also committed to support part of the implementation of the strategy. The CDE will support implementation, notably through financial and technical support for the revival of the OPICT (Organisation Professionnelle des Industries Cotonnières et Textiles de l’UEMOA).

Concerning strategy implementation, the market linkages that have developed as a result of the activities initiated under the AAACP are the best insurance for sustainability. Enhanced capacities of national and regional associations have thus led to improved marketing of African cotton. This, in turn, led to improvements in cotton quality due to reduced contamination levels, among other aspects. The involvement of national and regional associations in all these activities, and also in strategy development, increased value chain and market understanding and helped strengthen the associations. So overall, all the activities led stakeholders in the same direction, supporting sustainability;

Capacity Building and Policy Support in IPPM (Regional, FAO)

The objective of this activity was to develop local capacities in, and promote adoption of, Good Agricultural Practices (GAP) and Integrated Production and Pest Management (IPPM) to increase productivity and income of cotton farmers, environmental sustainability and farmers’ health.

Implementation saw the setting up of Farmer Field Schools which are a discovery-based training method, in which a group of farmers grow the crop together, running practical experiments with a facilitator to learn about agro-ecosystems and test and compare growing practices.

Main results achieved: Benefits of IPPM to farmers have included: higher yields; lower production cost; low exposure of producers to pesticides; production system more resilient to pest attacks and drought. More specifically,

• Capacity development of cotton trainers and farmers on Integrated Production and Pest Management: 423 facilitators (i.e. trainers) and 23,730 smallholder farmers in Benin, Burkina Faso, Mali and Senegal were trained on improved cotton growing practices in Farmer Field Schools. In Senegal, the emphasis was placed on building first the capacities of facilitators (i.e. trainers of farmers) and their institutions.

• Integration of IPPM in stakeholder strategies, policies and programmes: Implementation strategy was based on partnerships with key cotton stakeholders (cotton companies, farmer organisations, governments). Partners included extension services, producer groups and ginners.

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• Awareness raising, communication: Field visits and Open Field Days enabled sensitization of an additional 10,000 people on IPPM and FFS in the field. Media coverage of activities was important in all countries through a mix of television, regular newspaper articles and rural radios programmes in local languages. Training material was prepared and translated in several local languages.

Sustainability: An increasing number of international and regional development partners are supporting IPPM activities. In 2011, funding was secured in Mali from the AfDB’s PAFCOT project for an additional 45 FFS groups (900 farmers) and from the Better Cotton Initiative for 80 FFS (1600 farmers). In Mali, IPPM and FFS have become the corner stone of the extension and technical advice strategy of the Crop Protection Office. Cotton companies CMDT and OHVN are creating IPPM networks for staff and including IPPM in their business planning. In Burkina Faso, the “Union Nationale des Producteurs de Coton” included IPPM in its 5-year strategic plan and set up a GAP/IPPM Promotion Unit which supervises the training of facilitators and farmers, with technical assistance from FAO and the Ministry of Agriculture.

Supply Chain Finance: Feasibility of a Cotton Guarantee Fund (Côte d’Ivoire, UNCTAD)

Objective: This intervention sought to improve access to finance in the cotton sector through the development of a guarantee fund, and thus contribute to reviving the Ivorian cotton sector.

Implementation: UNCTAD conducted a feasibility study on creating a guarantee fund for the Ivorian cotton sector and organized a workshop in collaboration with the Authority of Regulation of Cotton and Cashew Nut (ARECA) in July 2010 in Abidjan. Workshop participants discussed the outcome of the feasibility study and established an action plan to further develop the guarantee fund.

Main results: Expert presentations at the workshop raised the participants’ awareness on the structure and functioning of a guarantee fund. The resulting Action Plan identified the steps needed to develop a guarantee fund for the cotton sector of Côte d’Ivoire,

Sustainability: Political instability interfered with the process. It is expected that stakeholders will bring up the work on the fund once the situation is normalized.

Prevention of Seed Cotton Contamination (Regional – CFC, WB, ITC)

Conceived jointly by CFC and WB-SDN, with inputs from ITC, the objective of this project co-funded by CFC, is to encourage and help West African cotton producers to prevent seed cotton contamination in order to obtain better prices for both seed cotton and lint and to improve the overall reputation of cotton produced in the region.

Implementation by CFC implied establishing pilot activities in three countries (Burkina Faso, Côte d’Ivoire and Mali) to demonstrate the ways, means and benefits of preventing contamination of seed cotton. The activities of the first year focused on increasing awareness and sensitization of the full range of stakeholders in the supply chain. Development of training and information programmes addressed (inter alia) agricultural practices, actual harvesting “techniques” and handling of picked cotton, and the need for improved storage facilities. In addition, “quality” assessments of the cotton thus produced were undertaken, including collection of samples taken for extensive contamination testing. Initial exchanges were set up with senior staff of cotton marketing organizations, responsible for the marketing of the cotton fibre and consultations were held on how to market the “clean” cotton. National Advisory

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Committee (NAC) meetings, including field visits, took place in Mali (April and December) and Burkina Faso August 2011 respectively. In Côte d’Ivoire the (delayed) establishment of a NAC was scheduled for mid October 2011 but will finally take place in February 2012. National Advisory Committees not only allow for a sensitization of all actors, the members also provide precious recommendations for project implementation.

On its side, WB-SDN focused on the institutional issues that the introduction of a differentiated stream of “clean” cotton would pose, notably in terms of sharing any premium stemming from uncontaminated cotton. Its activities consisted of (i) Organizing, coordinating and monitoring the work of two A.C.A. commissions (‘Quality & Metrology’ and ‘Marketing’) and liaising with AProCA to ensure agreement on proposed changes to the seed cotton harvesting and primary marketing procedures and (ii) financing a series of meeting for members of these two commissions plus the management of the two organizations to meet on a regular basis to review progress.

ITC facilitated visits from Asian buyers who were impressed by the project and by the mobilization to ensure that West African cotton is not contaminated by foreign matters.

Main results achieved:

By the end of 2011 the project had produced the following outputs:

• Trainingmaterialshavebeendevelopedandtestedand are available for further extension activities;

• Producers(27,000),extensionstaff(148),transporters (240) and factory personnel (661) of at least 5 ginneries have been trained to control and better prevent cotton contamination;

• About270producershaveparticipatedinfarmer-tofarmer field visits;

• Harvestbags(63,000),smallpurchasetarps(18,000) and large storage tarps (9,000) have been distributed to the 27,000 participating farmers, members of 785 cooperatives or farmer associations;

• MarketingDepartmentsofparticipatingcottoncompanies have analyzed the possibilities to negotiate quality premiums for less contaminated cotton.

The WB-led technical work took place over the course of 2011, a period during which five regional meetings were organized, culminating in joint ACA – AProCA meeting with 50 participants in December 2011 in Ouagadougou (Burkina Faso). The two main documents, the ‘Quality Charter’ and the ‘Manual of Procedures’ were formally adopted by this plenary session.

Sustainability: The issue of contamination was the main theme of the 10th General Assembly of ACA which was held in Victoria Falls, Zimbabwe in March 2012. ACA members discussed how the approach in West and Central Africa could be replicated or customized in the other regions. The ‘Quality Charter ’and ‘Manual of Procedures’ will be translated into the main languages used in the cotton growing areas.

The second phase of the action plan against contamination will aim at extending the benefits of the project to all cotton stakeholders in West and Central Africa. It will largely build upon the key documents drafted during the 1st phase in 2011. CERFITEX is strengthening its supporting role to the cotton and textiles sector in West Africa (analysis of samples, quality analysis of harvesting kits and bale wraps, development and production of prototypes for harvesting kits) and will be instrumental in ensuring sustainability.

In the longer term, ACA will continue promoting best ‘clean cotton’ practices throughout Africa. The Quality Charter will also be translated into English and Chinese. Training materials and methods, developed and tested by the project, are available for large scale dissemination and replication.

Support to Ghana Cotton Sector Capacity Building (Ghana, WB-SDN)

The objective of this intervention was to contribute to the Cotton Sector Revival Strategy of Ghana, which underlined a series of reforms needed to revitalize the cotton sector as the alternative cash crop sector for the Northern regions.

Implementation by WB-SDN involved three pieces of analytical work to prepare the ground for the cotton sector revival. These related to

• alegalandregulatoryframeworkwhichwillregulate relationships among the various actors: cotton grower associations, ginning companies and State institutions.

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• asoundpricemechanismforseedcottonwhichwillensure equitable distribution of world cotton lint price between growers and ginners

• Revampingcottonfarmersassociationsandbuilduptheir institutional capacities, and helping them form an union that will eventually become a member of a Ghana cotton inter-profession.

Main results: At time of writing this report two of the three studies (regulatory framework and price mechanism) have been completed and restituted to the authorities by the way of workshops involving all major stakeholders. The recommendations on the regulatory framework have led the Attorney General to order a repeal of the Cotton Development Authority Act and the establishment of a new regulatory body, including a new law. Existing regulations have been revoked and new ones drafted.

Sustainability: Upon conclusion of WB-SDN’s involvement through AAACP, the continuation of support needed may possibly be provided by Agence Française de Développement, which has expressed an interest in this area.

D.2. Cereals

Integration of Cereal Value Chains (regional - FAO)

The objective of this activity implemented by FAO was to support the integration of cereal producers, processors and traders in national value chains through support to inter-professional organizations.

To support the implementation of this project, the following took place:

• TworoundtableswereheldinBurkinaFasoinJune 2009 on « Le rôle des interprofessions dans le développement des filières de mais et de sesame au Burkina Faso», and two round tables in July in Mali on rice and sorghum-millet. These meetings tried to identify steps towards the creation of inter-professional organizations and develop a strategy to improve close coordination among stakeholders.

• AregionalworkshopwasthenheldinDakarwithparticipants from seven countries including: Benin, Burkina Faso, Côte d’Ivoire, Guinea, Mali, Niger,

Senegal, and Togo. The objective of the workshop was to assess the state of development of cereal inter-professional organizations and to identify the different roles, functions and responsibilities of farmers’ organizations at different levels of the sector.

Main results: These round tables and regional workshop sensitized over 150 key stakeholders on the importance of inter-professional coordination to guide the strategic implementation of cereal value chains strategies. The round table on rice in Mali resulted in a clear determination by producers to form a new national platform as a first step towards a full inter-professional organization.

Sustainability: The USAID ATP project, the objective of which is to promote regional trade of cereals in West Africa, has been able to capitalize on the outputs of the AAACP intervention. FAO will continue work on promoting better understanding of how to integrate small holders, especially staple food crop producers, into markets.

Support to Cereals Commodity Exchanges (Regional - UNCTAD)

The objective of this intervention was to contribute to the improved functioning of cereals markets in the Economic Community of West African States (ECOWAS), with particular focus on intra-regional trade flows of cereals between surplus and deficit areas.

Implementation by UNCTAD took the form of a review of commodity exchanges development in the region and a capacity building workshop on the “Functioning of Cereal Markets in West Africa” (December 2010, Accra, Ghana). This workshop was held in partnership with ROPPA. It assembled some 100 participants, including representatives from key actors in cereals supply chains, commercial banks, microfinance institutions, governments, regional organizations, UN organizations and other development partners.

The main result was participants’ agreement on priority actions for the development of these market-based instruments and the identification of the role and expected contribution of different actors in the implementation of these actions.

Sustainability: The workshop was well attended by development partners, such as: FAO, AFD, ITC, USAID, the UN World Food Programme (WFP) and the Alliance for a Green Revolution in Africa (AGRA). These development

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partners may carry forward the recommendations of the workshop in partnership with regional and national stakeholders in the cereals markets.

Improving Integration of Rice Value Chains (Burkina Faso, Mali – FAO)

Objective: This activity sought to build the institutional capacity of farmer organizations, including women’s organizations, operating in the cereals sector by (1) strengthening inter-professional organizations; (2) improving market information systems and (3) creating value addition of rice through parboiling.

Implementation involved:

1. Improvement of market information systems for rice in Burkina Faso and Mali.

In Burkina Faso, a study was commissioned to develop a new market information system that would avoid the pitfalls of past experiences. To support the piloting of the model, training for data collectors linked with rice organizations was implemented; however more is needed to fully test the feasibility of the system. In Mali, a framework was developed and validated to fill the information gaps in the existing market information system, by going beyond stocks to include prices, and by integrating information data collected by the Observatoire du Marché Agricole. A protocol was developed for expanding data collection to cover the majority of rice stakeholders’ needs, while ensuring stronger participation and ownership by the rice producers organizations. The work also included a training workshop for data collectors.

2. Value addition through parboiling – Burkina Faso

An appraisal of the economic value of the parboiled rice activities was carried out, the results of which were presented at a capacity building workshop held in June 2011 for 24 representatives of major parboiling cooperatives. The training covered improved parboiling techniques, improved quality and management and marketing skills.

3. Capacity building for women’s group

Nine African women leaders from West Africa were hosted by SEWA, an Indian self-employed women organization. Lessons drawn from the study tour related to principles of governance, economic self-reliance, needs-based and demand-driven capacity-building activities.

Main results: Inter-professional organizations in Burkina (CIR-B) and Mali (platform Riz) were empowered to develop their own market information systems. Technical and managerial capacity of stakeholders were strengthened through training and exchange: 24 women were trained in best practices of rice parboiling (representing over 12 unions of women étuveuses); four national consultants in Burkina and 4 national consultants in Mali improved their capacities for field analysis, technical training and support to organisational development; the organisational capacity of several cereal focused organisations were upgraded through support provided by the AAACP.

Sustainability: Active participation of stakeholders, with an emphasis on the flow of internally generated information along the chains, will favour appropriation and sustainability. Evaluation showed real and tangible change in attitudes, leadership and field action. On its side, the implementing agency, FAO, will continue working with small farmers using the approach developed under the AAACP.

Improving Chain Competitiveness through the IBM Approach (multi-country - FAO)

The rice sector in West Africa, which faces strong competition from imported Asian rice, is characterized by fragmented smallholders supply and a lack of coordinated commercialization. Under the AAACP, FAO has promoted the implementation of the inclusive business model (IBM) approach (see Box 2 p 12) in

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Burkina Faso, Senegal and Mali, working with districts level organizations on activities that can be implemented under different market structures, and which can simultaneously improve chain competitiveness and farm-gate prices for smallholders.

Implementation implied upgrading of existing business models for rice cooperatives in the targeted countries, e.g. L’Union des femmes étuveuses de Bama (Burkina Faso), PINORD (Plateforme des Initiatives du Nord) in Senegal, or the “Fédération des unions des sociétés coopératives Segaxon” in Mali.

Main results: In Burkina Faso, the upgraded strategy focused on the consolidation of supply, and new clients were identified for parboiled rice. Training was delivered on agribusiness management skills for cooperatives, and quality controls were intensified. In Senegal, as a result of the business model appraisal, PINORD’s strategy now focuses on withdrawing from direct commercial activities and developing long-term commercial relationships with wholesalers; a feasibility study conducted with programme support on potential financing mechanisms revealed that it was not viable for the organization to engage in credit and storage. Still in Senegal, the programme organized training on marketing and strategic planning; developed an operating budget and business plan for the sourcing of paddy from members of another cooperative; and held test runs for the mill and product distribution.

In Mali, training was organized for producers on calculation of production costs, post-harvest operations, marketing and contracts. This resulted in the organization revising its minimum payment, improving the overall economic viability of the union; and extending training for staff on cooperative principles, value chain concepts and financial management. A feasibility study on proposed investments in grading equipment and storage also revealed that production costs per kg rice would increase in the short-term, but that as a result of the investment, profits would increase in the long-term.

Sustainability: FAO will use the learning in the improvement of the inclusive business model approach and is currently looking for funding from other donors for future projects in which the approach can be implemented, and also specifically for projects in the rice sector in West Africa. The training material that was developed is being consolidated.

Risk Management and Finance Options for Rice and Maize (multi-country - FAO)

The objective of this AAACP intervention implemented by FAO was to undertake an in-depth analysis of risk for rice in Mali, and maize in Burkina Faso, all along the value chain, from production to consumption covering production, marketing and finance type risks.

Implementation involved an economic analysis of risk for maize in Burkina Faso along the value chain with the objective of mapping risks for the whole chain. A similar analysis to maize was carried out for rice in Mali, using the same methodology, with the aim of enumerating the perception and the ranking of different types of risk for rice in several main rice production zones of Mali. Modalities of risk mitigation with appropriate risk management instruments were also examined.

The main results of these studies for maize and rice is enhanced understanding of the nature and scope of risks perceived by the value chain players. Moreover, discussions initiated between cereal value chain stakeholders and banks and micro-finance institutions are likely to ease relations among stakeholders.

Sustainability: As the studies were carried out by national experts under the auspices of national interprofessions or platforms, they contributed to national capacity-building and offer a greater chance of the findings being further exploited by stakeholders in their programs and activities.

D.3. Roots Crops

Strategy Formulation and Implementation for Cassava Value Chain (Liberia - ITC)

The objective of this support was to enable stakeholders of the Liberia cassava value chain to develop a strategy and implementation plan for the sector in a participatory manner.

Implementation followed the standard strategy formulation process of the programme (see box1 page 11) characterised by participation of all value-chain stakeholders and a market-led approach. A major asset of the strategy process is in bringing people together to

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break down big issues into smaller practical problems that can be solved by a collective sharing of ideas. In post-conflict Liberia, it was the first time, through the participatory approach, that farmers, community leaders, entrepreneurs, processors, and government agencies had worked together.

Results: A strategy coordination committee has been established, endorsed by Government and received initial training. The AAACP contributed to the cost of establishing a proper office for the coordination committee and to the cost of two national consultants to support its work.

With programme funding, IITA completed a mapping of cassava production areas and likely sites for agri-business collection and conditioning centres. Two potential demonstration sites were also selected. Producers from Liberia visited the IITA headquarters in Ibadan to see improved varieties of cassava for processing into value added food products. A market and product potential survey of neighbouring country markets, including refugee camp procurement, was undertaken; it showed a high demand for cassava flour mixes and packaged food products in the region.

Sustainability: Given the situation in Liberia, what has been achieved so far is unlikely to be sustained without further external assistance. Currently, the EU delegation has agreed to earmark funding for cassava specific projects in a call for proposals in 2012. The committee is operational and has received endorsement from the highest levels of Government. Other agencies have been sensitized by the AAACP approach and may follow-up. Thus, a community gari production facility designed under the programme has been replicated in River Gee.

D.4. Other Crops

The West Africa Fruit Fly Initiative (Regional - WB-SDN)

Objective: The series of activities known as the West African Fruit Fly Initiative (WAFFI) found their origin in the comprehensive scoping study that the EU commissioned in 2007 to ascertain the extent of the infestation and the damage inflicted on fruit production, trade and exports. The main objective of the components co-funded by the AAACP was to build capacities of affected countries to solve the issue of fruit flies

infestation and thus ensure a supply of quality fruit for both for their own consumption and for export.

Implementation: The Programme financed the piloting of a number of fruit fly population mitigation techniques through the regional scientific institution IITA working in collaboration with CIRAD. Over the four WAFFI installments, the pilot orchards were selected (approximately 46, three per major mango Agro Ecological Zone, AEZ) and equipped with traps and lures. The orchard owners and other members of existing mango producer associations were trained in the adequate prophylactic methods and also in trapping fruit flies. In parallel specific activities on training of trainers, Integrated Pest Management activities (based on the use of the weaver ant) were developed. A set of specific didactic materials (ten thematic brochures) were also produced in both French and English. In the last year (2011) the methodology was extended to seven citrus AEZs in five countries (Benin, Ghana, Guinea, Senegal and Togo).

Main results :• Anumberofproducerassociations(about30)aswell

as the national plant protection agencies’ personnel (about 200) were trained in fruit fly trapping and other mitigation methods.

• Provenefficacyoftheintegratedpestmanagementpackage

• Anothertangibleresultachievedisthecreationofadetailed data base documenting the fluctuation of fruit flies population in mango in the 20 AEZs over a period of three years.

• Theproductionofdidacticmaterialhasmetwithhugeinterest and several reprints were carried out to meet demand.

Sustainability: The training of producers in the AEZs concerned has had positive impacts particularly in terms of building up awareness on fruit fly propagation, and the use of prophylactic methods to stop propagation.

The series of WAFFI pilots have to be seen as a precursor action to the Regional Fruit Fly Program which should eventually be financed under the 10th EDF. In the short run the IAEA has confirmed its willingness to extend financing in favor of the IITA fruit flies center in Cotonou over 2012 & 2013. Moreover, WAEMU/CEDEAO has finally signed a MoU with IITA which will provide funding for additional research for development and further capacity building at producer organizations level.

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Technological Improvements in Mango Processing (Burkina Faso and Mali – WB-SDN)

The objective of this activity was to understand the reasons for the setback experienced by Burkina Faso in the EU dried mango market and make recommendations as to the best technology options for both Mali and Burkina Faso. The EU, USA and Middle East markets were also surveyed for other mango-based products such as concentrated juice, pulp, mango bar etc., and opportunities for both countries on these markets ascertained.

Implementation: The Royal Institute for the Tropics (KIT) of the Netherlands completed the analytical work by end 2009, and in early 2010, two workshops were held, first in Bamako (Mali) and then in Ouagadougou (Burkina Faso) to present the main findings of the study.

Main results: Six tunnel dryers (three for Burkina Faso. and three for Mali) were to be purchased by the World Bank financed agricultural programmes (PCDA in Mali and PAFASP in B.F.) and money from the Trade Facilitation Fund would be tapped to finance a technical assistance contract for KIT to oversee the installation of these dryers and facilitate the setting up of Joint Ventures between South African companies and Burkinabe and Malian entrepreneurs. The machines are being imported and will be ready for the start of the mango season in West Africa in April 2012.

Sustainability: This activity proved an ideal case where an AAACP-financed action had a major impact on an agro-industry (mango drying) and triggered a change in technology. It is expected that the successful introduction of the ‘tunnel dryer’ in the two countries, will trigger a streamlining of the industry which will be better able to withstand competition.

As mentioned above WB-financed programmes have become involved in the continuation of this AAACP initiated activity, and the Trade Facilitation Fund (TFF) took over from AAACP to finance technical assistance for another two years.

Promoting Sustainable Production and Marketing Horticultural Produce (Regional-FAO)

Objective: This intervention sought to Increase smallholder farmers’ income and market access by supporting production and sales of safe and sustainably-produced vegetables in local and regional export markets.

Implementation involved: • Astudyofmarketopportunitiesforvegetables

produced following IPPM techniques; a strategy and action plan were developed to improve farmer-market linkages.

• AFarmerTrainingToolboxandTrainerManualon marketing, safety and quality of horticulture production were developed.

• TrainersoftrainersfromFarmerOrganizations,andtechnical support institutions were undertaken.

Diagnostics on marketing and quality were also implemented and local partner organizations trained in market research, production planning and quality management. In Burkina Faso, a pilot training site on product quality was established to demonstrate improved production planning and better marketing arrangements. In Mali, farmer organizations were supported in market research and in establishing linkages with restaurants, hotels and mining companies.

Main Results: 54 trainers and coordinators were trained. In Senegal: 18 Farmer Field Schools (FFS) were set up with about 450 farmers being trained. In Mali, 120 farmers were initially trained, of whom 40% were women; subsequently, 30 FFS were established in the Kayes and Bamako regions to train approximately 650 farmers. In Burkina Faso, 21 FFS trained approximately 450 farmers in two pilot sites, Di and Kuinima.

Improved income has been achieved for some farmer groups and new markets have been reached. Facilitators in six countries (Mali, Senegal, Guinea, Niger, Burkina Faso and Mauritania) have included the basic training modules on marketing and quality in the IPPM curriculum for FFS thus sensitizing small farmers on their role in the value chain, the marketing environment, the importance of planning production, the importance of providing quality with a respect for food safety.

Sustainability: The toolbox remains available, and can be used by new countries/new facilitators; the master trainers have the capacity to train new facilitators.

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Many of the facilitators are government rural extension officers, who will continue supporting farmers. As a result of the AAACP activities, the FAO IPPM Programme has decided to co-finance and extend the approach to three other countries (Guinea, Mauritania and Niger) using its own resources. The FAO IPPM Programme in West Africa has fully taken on board the approach piloted by the AAACP, and will gradually integrate it into all new FFS projects in West Africa.

A Blueprint for Ghana Horticulture (Ghana - WB-SDN)

Objectives: At the time when the activity was conceived, Ghana’s horticulture exports were going through a transition period, with shipments of pineapple, its lead export item, in decline. It appeared necessary to take stock of the rapid progress and subsequent decline that this industry has experienced, and to chart the way forward.

Implementation by the National Resources Institute of the UK, supported by local consultants, was divided into two parts: (i) first a ‘scoping review’ of where the industry stood as of early 2008, and (ii) a second part which presents a set of ‘recommended actions’ that constitute the strategy per se. The output was essentially a new strategy charting the evolution for the industry in the foreseeable future, outlining expected changes in the market environment, and proposing a blueprint for attracting new investment.

Main results : The scope and magnitude of this in-depth analysis of the horticulture sector in Ghana led to the publication and wide dissemination of the study considered by stakeholders as a ‘guide’ for the evolution of the horticulture industry in Ghana.

Sustainability: This momentous piece of work is considered by stakeholders as a blueprint for the evolution of the horticulture industry in Ghana for years to come.

Cashew Value Chain Development (Mali - WB-SDN)

The main objective was to prepare an operational action plan for the cashew value chain in Mali, designed to overcome the main constraints identified in an earlier diagnosis work, and to increase exports.

Implementation: A competitiveness plan and action plan was completed in November 2008 after two missions. A three week mission was undertaken to work with the WB funded Agricultural Competitiveness and Diversification Project (PCDA) and cashew stakeholders to further preparation of a pilot project in support of the development of the cashew industry.

Main results achieved: A carefully designed project emerged that has been developed in consultation with main stakeholders.

Sustainability: Under the ongoing WB-funded agricultural programme in Mali (PCDA), recommendations resulting from the AAACP-funded work have been taken into account and activities undertaken to implement these recommendations.

Strategy Formulation for Gum Arabic Value Chain (Burkina Faso & Mali – ITC, UNCTAD)

Arabic gum is the sap produced by a tree, Acacia Senegal which, beyond the value of its sap, also presents the advantage of providing a defense against desertification, while enabling the sequestering of carbon. The main objective of this AAACP intervention was to build the capacity of stakeholders of the Arabic Gum value chain in Burkina Faso and Mali to develop effective commodity strategies and implementation plans, and have the capacity to effectively lead their implementation. The underlying concept was to demonstrate the usefulness of both the process and the market orientation and then extend it across countries in the sub-Saharan belt.

Implementation followed the standard programme approach with regards to strategy formulation (see box 1, p11).

Results: In both countries, effective sector development strategies, incorporating producer concerns, were developed and endorsed by sector stakeholders in a participatory process. Synergies were developed among implementing agencies. In Mali notably, UNCTAD interventions on supply chain financing strategy resulted in a comprehensive supply chain financing plan to support Arabic gum production and export. In Burkina Faso, the results from the participatory process were very positive; sales and production volumes have grown in 2011 and almost doubled over the last two years of the intervention.

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Sustainability: The participatory and inclusive process that guided the elaboration of the strategy has enthused stakeholders of the sector in both countries to collaborate for its development. Implementation of the strategy action plan is already enhancing coordination along the value chain that is leading to an increase in exports. Overall, the sustainability of the project will hinge on a combination of factors. In the case of Burkina Faso, additional capacity building needs to be provided at the institutional level.

In Mali, the Implementation Steering Committee has been validated by Government and a project funding request was submitted to the Enhanced Integrated Framework (EIF) Programme for funding of USD 1.5Mn – based on a project document that was developed by the Comité de Pilotage in association with ITC. As Arabic gum is a “priority Sector” under the Enhanced Integrated Framework Programme (because of its dual role in providing incomes for remote communities in the Sahel and in controlling desertification) further funding under the facility seems likely.

WRS-based Supply Chain Finance for Gum Arabic (Mali - UNCTAD)

The objective of this support was the identification and development of a financial mechanism - based on warehouse receipt systems (WRS) and inventory credit systems - to increase the production of arabic gum and increase the prices offered to producers. It came in support of the strategy formulated for the sector with AAACP funding and facilitated by ITC.

Implementation: An in-depth study was carried out to analyze the arabic gum value chain, identify gaps and bottlenecks – especially those related to access to finance – and to propose a financing mechanism based on the warehouse receipt system. Recommendations were validated by stakeholders at a workshop organized jointly with ITC and the Enhanced Integrated Framework.

Main results: On the basis of study findings and recommendations, stakeholders agreed to integrate into the arabic gum strategy a financing mechanism based on warehouse receipt system and inventory credit, and develop it as one of the priority activities for the next two years.

Sustainability: The Enhanced Integrated Framework and the Coordination Committee of Mali on the implementation of arabic gum strategy will carry the process forward.

Improving the Quality of Arabic Gum in Niger(Niger – WB-SDN)

Objective: This activity was aimed at designing a producer training methodology to improve harvesting techniques, thus enhancing the quality and market value of the exported gum, providing increased incomes to the very poor population in the semi-arid areas where Acacia Senegal grows. Arabic gum is used as a key ingredient in certain foods and pharmaceuticals, but the purity of the gum is key to its value, and the quality is often compromised though careless handling at time of collection at village level.

Implementation: An international gum Arabic specialist devised an appropriate methodology to train communities involved in harvesting the gum, and designed a didactic training manual, to be used for training of trainers.

Sustainability: The manuals have been adopted and are continually used by national trainers. Posters in French, Hausa and Djerma – illustrating improved harvesting techniques – have been displayed at the main “ comptoirs d’ achat” disseminated throughout the Acacia Senegal growing regions where gum Arabic is gathered in preparation for export.

D.5. Cross-Sectoral Activities

Strengthening Agribusiness Capacities of Producer Organizations (Regional - FAO)

The main objective of the series of training workshops was to reinforce the capacity of regional, national and district farmer organizations to provide market-oriented services to members.

Implementation: The activity was implemented in three phases:• During the first phase, a regional capacity building

workshop for the West Africa (and Central Africa) regions targeted national apex bodies and other relatively large organizations and focused on integrating smallholders into value chains. Workshop outputs also included the identification of priority capacity building areas for follow-up training.

• Phase2,focusedatthenationallevelonspecifictechnical subjects identified as priorities during the previous workshop. Training was targeted at

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frontline market-oriented producer organizations with a medium to large membership. Specific themes addressed included: 1) quality and labeling, 2) collective marketing and contracts, 3) warehouse inventory credit (warrantage); 4) financial management, 5) contract management and 6) operational and logistics management.

• Duringphase3workshopparticipantswereassistedto adopt new strategic learning into their national programmes of work.

Main Results: Representatives of a total of 50 farmer organizations across West African were trained in value chain and agribusiness topics; and four national-level umbrella POs organized dissemination workshops for their member groups.

Sustainability: Training material and case studies developed under this project have been and will be used again in other capacity building activities by FAO.

Commodity Exchange (Ghana, UNCTAD)

The Government of Ghana has embarked on a programme of financial sector reform to boost economic growth. As part of this programme, the Securities and Exchange Commission (SEC) of Ghana has been tasked with establishing a Commodities Exchange and a Warehouse Receipt System (WRS). The objectives of AAACP support to Ghana consisted in assessing the ways of advancing the existing commodity exchange project, share experiences and best practices and formulate recommendations.

Implementation took the form of advisory services and a workshop on the subject.

The main result was the development of a road map towards a speedy implementation of the Commodity Exchange/WRS project.

Sustainability: The Common Fund for Commodities (CFC) has approved the grant for the creation of a repos system in Ghana to support the development of the Commodity Exchange.

Analysis of Transport Corridors (Mali and region - WB-SDN)

Objective: This AAACP-funded activity intended to monitor the performance of the two main transit corridors

used for exporting Mali mangoes: the Bamako/Dakar corridor, and the Sikasso/Ferkessedougou/Abidjan corridor, and devise a new set of performance indicators which would specifically target the transport / transit of perishable products. For landlocked countries such as Mali and Burkina Faso the good performance of transport corridors towards the coast is crucial to their external trade, particularly where exports of perishable produce are concerned.

Early in implementation, it was discovered that the Bamako/Dakar corridor was inoperative for the transport of refrigerated containers. The work therefore concentrated on the other corridor, through Côte d’Ivoire. Two missions took place in 2008 and the final report was presented to Malian mango value chain stakeholders on the occasion of the “Journées de la Mangue” meeting, held in Bamako in September 2008.

The main result achieved was a better understanding of the transport costs along the corridor and the design of indicators to benchmark operational costs. The study has helped mango exporters associations to renegotiate better transport conditions with the railway line operator.

Sustainability : An important fall out of the study was the realization of the high risks and limited profitability of exporting fresh mangoes by refrigerated containers. This helped decision makers understand the need to shift emphasis to local value addition through processing.

Private Irrigation for High Value Crops in Sahelian Countries (Regional – WB-SDN)

The objectives of the study were to: (1) take stock of progress made in the dissemination of small-scale irrigation technologies in the targeted countries; (2) identify the conditions of success for diffusion of small scale private irrigation systems; and (3) assess the contribution of these systems to enhance production and marketing of high value crops (fruit and vegetables, hybrid cereals).

Implementation implied reviewing outcomes and impacts of a number of projects in West Africa and capitalizing on lessons learned in order to improve ongoing and future projects. A workshop took place in June 2010 and a summary document was developed as a guide for discussion. The document covered identifying, characterizing and assessing successful practices, techniques and technologies in small private irrigation

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using comparative analysis between Burkina Faso, Mali, Niger and Nigeria. The discussion focused on irrigation technology (cost, maintenance, dissemination), financing, advisory support and marketing products and produced a series of recommendations for development.

Sustainability: The study was implemented in partnership with the West Africa Irrigation and Drainage Association (ARID) and Agricultural Water Management for Africa Initiative which may follow up. In particular, the possibility of a regional project in the sector was put forward.

Weather Risk Mapping and Weather Index Insurance (Regional - WB-ARMT)

The objective of this multi-country activity was to develop financial solutions to reduce countries’ reliance on ex-post donor funds and strengthen ability to plan efficient responses to catastrophic events through identifying, indexing and quantifying a country’s weather risk.

Implementation: In the case of Ghana, a weather risk mapping for the agricultural sector was undertaken and a total of 6 million weather observations were digitized for 121 weather stations for the period 1981-2010. In Burkina Faso, the programme focused on supporting the development of index-based insurance for the cotton industry. This activity has leveraged resources from an existing sectoral support programme (PAFASP), which funded contributions to this work from the national research institute (INERA) and the Direction de la Météorologie.

Results include : a weather risk map for the Ghanaian agricultural sector; a complete set of weather database for 121 weather stations for Ghana, which can be used for risks analysis in the agricultural sector, including for index insurance contract design, investment planning, and research and extension services; for B Faso, the analysis shows the various risks that cotton growers are facing, identifies which of them are insurable risks, calculates the return periods, and establish the geographic variability of risks.

Sustainability : The dynamic participation of stakeholders in development of deliveries is a guarantee of sustainability. GIZ, which is leading an Insurance Committee in Ghana, is incorporating the results of the interventions into the considerations for developing the insurance market for agriculture in the country. For Burkina Faso, the cotton sector will need to introduce an array of identified risk management measures for the non-insurable risks identified by the study.

Sector Risk Review (Ghana - WB-ARMT)

The objective of this activity was to review major production risks (drought, flood, pest and diseases, bushfire etc) and price risks for several major commodities.

Implementation involved reviewing nine commodities that account for more than 60% of agriculture GDP in Ghana. Consultants quantified the value at risk, and suggested measures to manage agriculture sector income and yield volatility. A paper analyzed the current state-of-art of remote sensing applications for cash crop monitoring, yield estimates and early warning purpose and examined the current adoption of such systems by the public sector institutions.

Main results achieved: The various activities advanced knowledge and methodologies for risk analysis in specific key commodities of importance for West Africa. This analytical piece on Sector Risk Review is the first of its kind that has been developed for developing economies. It provided valuable information to Ghana on risk prioritization categorized by commodity and by region.

Sustainability: The results of the review can serve different purposes. Thus, the review is useful for investment planning and insurance purposes. Consequently, it is likely to be capitalized upon by stakeholders.

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The AAACP covered a relatively large range of commodities in the combined Eastern and Southern Africa regions: food crops and horticulture; cotton; tree crops (mainly coffee); and, finally, cereals.Support to the food crops/horticulture cluster ranged from strategy development to marketing through use of video-conferencing to stimulate industry-wide regional dialogue.The Programme collaborated in finalising the region’s Cotton-to-Textile strategy, but also funded accompanied technical missions of stakeholders to new markets. The AAACP contributed to improve the efficiency of smallholders and to strengthen linkages across the cotton value chain, notably through the IBM approach.EAFCA countries benefited from joint AAACP/CFC funding in seeking niche markets through consolidation of their certification capacity. Cereals stakeholders have been alerted to the impact of policy interventions and introduced to warehouse receipt systems, which was also a major cross-sectoral component of support to the region – risk management being another.

E.1. Food Crops & Horticulture

Strategy Development for the Cassava Sector (Zambia - ITC & FAO)

The objective of supporting Zambia cassava stakeholders was to develop a strategy and implementation plan for the sector in a participatory manner.

Implementation: More than 120 cassava value chain stakeholders were involved in the development and validation of the cassava sector development strategy. The participatory approach has been beneficial in identifying constraints within the sub-sector value chain and generating realistic solutions to identified problems. The strategy formulation process was supported by studies from FAO on, inter alia, diagnoses of commodity chain and livelihood systems; value chain mapping and cost structure analysis; assessing alternative mechanisms for leveraging private sector involvement; and access to finance.

Main Results: Among the main results achieved, stakeholders undertook a comprehensive diagnosis and developed a shared understanding of the commodity chain, producers’ livelihood systems, potential markets and the business environment. A strategy coordination committee was initiated in August 2010 and endorsed by Government in October 2010. The AAACP assisted the Committee to undertake a strategic mapping of cassava production areas and potential location sites for Agri-business collection and cassava conditioning Centres. The Zambia Cassava strategy also led to a financial risk profile of the cassava sub-sector being carried out by a local bank with the support of FAO to develop an innovative financial solution for the sector. New cassava nurseries have increased access to quality seeds resulting in higher yields. This has enhanced food security as cassava is a drought tolerant multipurpose crop with low input requirements. Domestic market linkages have also been strengthened, with contracts drawn between producers and industrial buyers.

Sustainability: The strategy has contributed to the creation of a framework for coordination, expansion and value addition of the cassava sector in Zambia. Thus, the ensuing strategy coordination committee has been contacting local buyers, such as bakers and restaurants

E. EAST & SOUTHERN AFRICA REGION

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and local grocery stores to encourage more direct sales. Also, the Committee has successfully prepared its registration documents and has applied for registration as a not-for-profit sector association opening-up the possibility for support by the Government or other programmes in the country.

Cassava Commercialization in Zambia and Malawi (FAO)

Objective: This cluster of activities aimed at developing better understanding of the propensity of smallholders to generate marketable surpluses of cassava for emerging market opportunities, the determinants of finance needs along the chain, and strengthening the management and organizational capacities of farmer groups. It also sought to share skills in cassava production, value addition, marketing and farm business management and linking farmers to cassava based value chains .

In Zambia, the activities in support of sector strategy formulation were undertaken in relation to the ITC led process, while in Malawi activities have been undertaken in relation to the Roots and Tubers stakeholder platform in collaboration with the Cassava: Adding Value for Africa, a Gates Foundation funded programme.

Implementation: In Zambia, FAO supported the ITC-led strategy development process, facilitating discussions on policy and institutional constraints to the development of the cassava value chain, access to finance and risk management and the development of business models to strengthen farmer-buyer linkages. FAO subsequently undertook a field survey of farmers and processors in different provinces of the country. The results of the value chain mapping and the cost analysis are summarized in AAACP paper No. 14. The value chain mapping and cost structure analysis were presented and discussed with the cassava stakeholders. In Malawi, activities were formulated to underpin future work on supply chain finance and risk management for the cassava value chain in Malawi.

In both countries, a series of training was implemented on improved production techniques, value-addition, marketing and business management. Trainings were complemented by field days, exchange visits and study tours to facilitate sharing of lessons and good practices in cassava production and group organization. They also contributed to raise awareness of industrial market opportunities

Main Results achieved: The activities have contributed to highlight major constraints at the smallholder level to supply large quantities of cassava to markets. An integrated package of assistance was offered which developed the capacities of beneficiaries in organizational and business management, value addition, marketing and linking producers to other actors. The activities also raised awareness amongst government policy makers, private sector actors and farmers on the potential of cassava not only as a food security crop but also as a tradable commodity.

Sustainability: Partnerships with a number of international organizations active in the sector have been further strengthened. IFAD is currently implementing three different projects in Zambia which target the cassava sector among others.

Promoting High Value Horticulture using Video-Conferencing (Regional – WB-SDN)

Using videoconferencing (VC), the objective of this activity was to stimulate debate on regional trade concerns and help design common approaches to regional pest issues such as fruit flies. This activity also brought together participants from both regions (Eastern and Southern Africa) to discuss regional trade issues.

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Implementation: The chosen format was that of a one day event, where participants (i) would get prepared by reading a detailed “Issue Paper”; (ii) participate in a morning (off line) session to define their country’s position on the topic to be debated; then (iii) during the live session listen to each country’s presentation on issues at hand, followed by a live debate and exchanges between participants of the countries taking part; and (iv) followed (off line again) by a wrap up session do debrief the exchanges and prepare suggestions for the next steps.

The following VCs took place with a combination of five to seven countries taking part (Ethiopia, Kenya, Tanzania, Madagascar, Mozambique, Uganda, South Africa and Zambia):

VC TOPIC COVERED

1 Controlling the Fruit Fly in East Africa: Status, Challenges and Opportunities

2Post Harvest and Transport Technologies: Reducing Loss and Improving Quality in F&V

3 Standards and Market Preferences: Opportunities and Issues

4 Increased Regional Trade: Opportunities and Constraints

5 Environmental and Sustainability Issues

6 Smallholders: How to Involve Small Farmer in Commercial Agriculture

7 Urbanisation: Market Opportunities

Main results: By covering pertinent topics in high value/ commercial agriculture, the VCs created a space for regional dialogue. At each VC a National Position Paper was created to set the scene for each participating country and have them think about the current reality in their country, but also what key issues are still unresolved.

Sustainability: The VC series created a de facto network of practitioners, who, continue to keep in touch electronically thus creating an informal “Community of Practice”. Also, due to the success of this first VC series, the Kenya Flower Council (KFC) requested the organization of a second VC series, specifically centered on regional floriculture issues (see below).

Support to the East Africa Flower Industry (Regional – WB-SDN)

The objective of the activity was to take advantage of the Global Distance Learning Network (GDLN) developed by the World Bank Institute (WBI) to deliver a series of interactive seminars on various issues related to the East African flower industry.

Implementation: Closely based on the format used in the previous activity, modules were highly interactive. A creative combination of videoconferencing and face-to-face learning methods was used. The five VCs addressed the global competitiveness of the flower industry in East Africa, agro bacterium and other soil borne diseases and the impact of climate change on productivity and the erosion of competitiveness. The countries participating were Kenya, Tanzania, Uganda and Ethiopia.

Sustainability: The issues and recommendations raised by this series will be used to complement the 2012 onwards work plan of the Kenya Flower Council. Some VC papers will serve as a platform for more in-depth studies.

Fruit Fly Control (Mozambique – WB-SDN)

Objective: The AAACP-financed activity aimed at designing appropriate responses to the fruit fly infestation of fruit producing areas in Mozambique to assist the country in defining, testing and then replicating surveillance measures to cover areas of most economic importance.

Implementation: Education and training in surveillance and trapping methodologies were undertaken by the Faculty of Agronomy and Forest Engineering of the Eduardo Mondale University in Maputo targeting all industry stakeholders, from producers to extension workers. The didactic material designed by WAFFI in West Africa was introduced and also used for training in Mozambique.

Sustainability: Cooperation between the Faculty of Agronomy and Forest Engineering continued with support from USDA and USAID together with some involvement from the local private sector.

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E.2. Cotton

Formulation & Implementation of the Regional Cotton-to-Textile Strategy (Regional - ITC, FAO)

The objective of this intervention was to assist the COMESA region in finalising its Cotton-to-Textile strategy. Work on elements of COMESA cotton and clothing strategy had started before the AAACP began.

Implementation with AAACP support allowed for a deeper participatory process extended across the ESA region in the framework of the new Tri-partite free trade initiative. Strategy implementation activities, notably to strengthen market linkages, were also supported.

Main Results: The ESA regional cotton to clothing strategy was validated by regional Heads of State in Livingstone in June 2009. The AAACP, besides funding finalization of strategy formulation, also funded several activities that contributed to strengthen market linkages, with a focus on Bangladesh, China, Indonesia, Thailand and Vietnam. For example, a delegation of 5 Tanzanian ginners, 3 bankers as well as representatives from an inspection company, the Ministry of Agriculture and Food Security, the Ministry of Trade and Industry and the Tanzania Cotton Board, visited Dhaka and Bangkok to explore possibilities for closer direct trade links for Tanzanian cotton. Subsequently, a Thai Spinner visited Tanzania and trained selected ginners and farmers on

cotton contamination over two weeks. Three Tanzanian ginners and one Thai spinner agreed upon first direct sales contracts for delivery of altogether 400 tons on a C&F basis, worth US$ 1.26 million. A ginning factory from Malawi signed a sales contract for direct delivery to a Bangladeshi spinning factory for 500 tons (2400 bales) of cotton worth US$ 2,204,600. In the ESA region, which is characterised by the atomised structure of the industry and many small ginneries, the possibility to develop vital market linkages through the programme was of great value.

National ginners and farmers associations, as well as regional bodies, have also been strengthened. Thus, the Ugandan Cotton Ginners Exporters Association has received support to develop codes of conduct for its members so as to ensure a harmonious cooperation among ginners and to avoid “pirate-buying”. The Tanzania Cotton Association was assisted in developing an outline for a new institutional structure for the cotton and textile sector, including farmers, ginners and textile associations. A sub-regional cooperation arrangement on cotton between Mozambique, Zambia, Zimbabwe, and Malawi, called MoZaZiMa was technically supported and subsequently established. The ability of the Africa Cotton and Textile Industries Federation (ACTIF), a regional private sector association, to offer services to members was enhanced through training and technical support. The Federation has also become the private sector coordinator for strategy implementation.

Sustainability: Market linkages and sales contracts being the best insurance for sustainability, AAACP has supported East African enterprises in successfully exporting to non-traditional markets. Maintaining contacts with these markets and buyers will be of long-term benefit to the region. Enhanced capacities of national and regional associations will also assist in sustaining results achieved so far. The involvement of national and regional associations in the various AAACP activities, including strategy development, has increased value chain and market understanding and helped strengthen the associations. So overall, the activities have developed a common vision among stakeholders, favouring sustainability. A number of agencies including USAID (COMPETE), ACTIF and COMESA have endorsed the regional cotton-to-textile strategy and committed resources for implementation. National governments and donor-funded programmes have committed resources. Importing countries in Asia are providing strong support for supplier development activities defined by stakeholders in the strategy.

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Improving Cotton Production Efficiency in Small-Scale Farming Systems (Kenya, Mozambique - CFC)

The project’s main objective is to increase cotton production and make it more efficient, with a view to providing an attractive and stable livelihood for over 2.75 million people living in rural areas of Kenya and Mozambique, who depend on cotton for part or all of their income. The objective of increasing small-holder producer’s productivity/income generation capacity is one of the key priorities identified through the consultative process with ICAC and is in line with the priorities of the EU-Africa Partnership on cotton. It is also included in the “cotton priorities” of the CFC third Five Year Action Plan.

thereof; building stake-holder linkages, and introduction of sustainable mechanisms for uptake/impact assessments.

Project results include:

• AtrainingcurriculumfortrainingoftrainersonCotton ICM and FFS methodology developed and being incorporated into a training manual in Kenya.

• Reviseddisseminationmaterialshavebeendevelopedfor Mozambique

• TheformationoftheFFSsgroups,whichhaveimproved the interaction among farmers particularly in Kenya.

• InKenya,twotrainingoftrainers(ToT)workshops on ICM were conducted A total of 30 facilitators (18 extension officers from the Ministry of Agriculture, eight farmers and four from the private sector) and six district crops officers have been trained in cotton ICM and FFS methodology.

• InMozambique,oneToTworkshopfor30participants was organised. The trained facilitators were then responsible for establishing and conducting season-long training of farmers in their respective districts.

In Kenya, 15 FFSs with 408 members (40 % female) were established in October 2010 and a participatory technology development (PTD) trial established at each site. In addition, 15 new cotton FFSs with a total of 554 farmers (54 % female) were formed in Baringo North (Rift valley), Tana Delta and Lamu West (Coast) districts following sensitisation meetings conducted by the trained FFS facilitators. Subsequently, 15 PTD trials were established in the last three districts.

Sustainability: the involvement of CABI as implementing agency for CFC and of ICAC will contribute to ensure replication of the results in other cotton-growing developing countries, even beyond the region.

Strengthening Value Chain Linkages between Cotton Producer Groups and Ginners (Kenya, Zambia - FAO)

The objective of this activity, which built on the lessons that emerged from the AAACP supported World Bank study on the “Organization and Performance of

Implementation: Major activities have included capacity building programme, through training of trainers (ToTs), establishment of Farmer Field Schools (FFS), and production and dissemination of high impact training materials and field days. Innovative Participatory Technology Development (PTD) and dissemination process, combining indigenous knowledge and research-generated cotton ICM technologies from research institutions and development organizations, have been promoted by strengthening the ability of the farmers to establish study plots, and test, adapt and evaluate these technologies based on their own knowledge and value systems. Other activities included formulation of locally adapted sustainable Integrated Crop Management (ICM) packages; subsequent promotion and introduction

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Cotton Sectors in Africa”, was to identify districts level activities that can be implemented under different market structures, and which can simultaneously improve chain competitiveness and farm-gate prices for smallholders.

Implementation: In Kenya, the inclusive business model (IBM) approach was implemented in the Nyanza and Western provinces of Kenya working with some 15 cooperatives with a total of about 18 000 members. Four ginneries in the Eastern and Western provinces were also directly involved in the implementation of the approach. In Zambia, the approach was implemented in the cotton growing districts of Mumbwa (Central province), Chipata (Eastern province) and Mazabuka (Southern province) and involved 7 000 farmers.

Main results: In Kenya, for the 15 targeted cooperatives business model appraisals were developed and upgrading activities focused on: (i) strengthening business-oriented and profitable farmer organizations with strong financial and marketing management systems; (ii) developing commercial partnerships between cooperatives and ginneries by facilitating stakeholder forums as well as bilateral business meetings. The buyer-seller forums resulted in an increased use by farmers of the cooperatives for the marketing of cotton seed.

In Zambia, prioritized activities included: (i)training in agribusiness management skills designed specifically for the targeted cotton associations; the training covered topics in leadership and governance, value chain concepts, management, marketing, logistics, human resources and contract management; (ii) the design of collective buying points and of a financial mechanism for strengthening access to credit for smallholders to purchase inputs and cotton seed to promote a more competitive system and increase farm-gate prices.

Sustainability: In Kenya, all of the activities have been designed with the participation of the Cotton Development Authority ensuring that the lessons from the AAACP are captured by the public sector. Similarly, in Zambia, the training materials and training sessions were developed in close collaboration with the Cotton Association of Zambia which will adopt the approach for up-scaling in future projects.

Regional seed systems review for cotton and associated crops (Regional, FAO)

The objective of the seed review study undertaken by FAO was to identify key constraints for access to quality

seed by smallholder farmers for cotton and associated crops, as well as cassava planting materials.

Implementation: Besides the seed review aspect, the study also identified critical success factors that characterize effective seed models in the region. The findings of the study were to form the basis for developing action plans for interventions to improve seed delivery systems.

Main Results: The main result of the activity is the production of the summary report of the review of seed systems. The report was used as reference material at the HASSP inception workshop in 2010 with particular emphasis on highlighting the constraints for seed access to smallholder farmers as key considerations that the project should make in addressing seed security in the SADC region.

Sustainability: With FAO’s active involvement in the newly established SADC Seed Centre that will be supporting seeds network initiatives in the region, the findings from the AAACP-sponsored seed review study will make significant contribution to seed delivery systems in the SADC region.

E.3. Tree Crops

Commodity Exchange in Tanzania for Cashew Nuts (Tanzania - UNCTAD)

Objective: The medium term objective is for the full take-up of an Agricultural Commodity Exchange (ACE) in the region as a tool for information dissemination and export development. Towards this objective, UNCTAD aimed in the short term to study the feasibility of developing a new ACE in Tanzania and of quoting Tanzanian cashew nut stocks on the trading platform.

Implementation: The AAACP facilitated the formulation by local partners of a road map for the establishment of the Tanzania Commodity Exchange, including recommendations on an appropriate regulatory framework and reforms to existing legislation for regulating capital markets.

The main result of the intervention was the Road Map to guide stakeholders on the creation of Tanzanian Commodity Exchange.

Sustainability: The Road Map was incorporated into the National Business Agriculture Plan of the country.

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Building Capacity in Certification in EAFCA countries (multi-country -CFC)

Objective: The goal of this project jointly financed by CFC/ICO/EU was to support smallholder coffee farmers in East Africa in accessing a niche market for premium coffee and thereby benefit from higher income opportunities. The project sought to achieve this goal by taking a range of measures to develop certification and verification capacity in the EAFCA member countries of Burundi, Ethiopia, Kenya, Malawi, Rwanda, Tanzania, Uganda, Zambia and Zimbabwe.

Implementation involved building the capacity of the National Coffee Institutions (NCI) in the EAFCA region for good agricultural and sustainability practices for socially acceptable, environmentally friendly and economically successful coffee production through training of farmers to meet certification and verification. The Project was designed to build institutional capacity for certification and verification through training of professional certifiers and verifiers. Training manuals have been developed (www.eafca.org) and used for training master trainers.

Results achieved in the period up to 31 December 2011 included the training of eighty-six (86) professionals from the National Coffee Institutions (NCI) in the nine project participating countries. These include 39 master trainers, 18 auditors/certifiers (18) and 30 trainers-of-trainers. 5858 farmers have been identified and mobilized for training in the project. The main visible impact is the ability of the professionals trained, using the project training manual, to transfer skills to the farmers and undertake certification/verification assignments. More specifically, the master trainers trained have proceeded to train trainer-of-trainers at country level. In turn, the trainer-of-trainers have proceeded to mobilize farmers for subsequent farmer training in the farmer groups and cooperatives identified during baseline surveys.

Sustainability: The basis of the sustainability of the project lies with the national coffee institutions where the professionals trained were drawn from, and which provided the basic organizational structures for knowledge to be applied effectively. Measures will be taken to protect institutional, organizational and economic sustainability of the results achieved. Institutional sustainability is being achieved through the partner national coffee institutions. In the same vein, economic sustainability will be achieved for the target farmers through the improved accessibility to markets of certified coffees.

E.4. Cereals & Oil crops

Grain Markets Policy Advocacy (regional – FAO)

Objectives: The objectives of activities in this cluster were to build awareness and capacity relevant to cereal sector trade and domestic policy interventions to:• Developabetterunderstandingoftheuseand

impacts of trade policy interventions on cereal value chain stakeholders in East and Southern Africa and of the propensity of these stakeholders to develop and/or engage in more formal value chains;

• Buildthecapacityoflocalinstitutionstounderstandthe implications of trade policy use in specific market contexts; and

• Strengthennational,regionalandinternationalpublic-private dialogue relating to the use of trade policy instruments applying market based risk management instruments.

Implementation: A series of three regional workshops were organized by FAO in collaboration with the Eastern African Grains Council and in partnership with key regional organizations and donors. The first workshop was organized in Dar es Salam by FAO and EAGC in collaboration with SIDA to “assess evidence on the use and impact of trade and related policies”. The Entebbe workshop was organized by EAGC, FAO, COMESA/ACTESA, USAID COMPETE, EAC and AGRA to review a proposed Regional Staples Food Strategy with a particular focus on structured trading, market

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information and policy and standards harmonization. Organized in association with EAGC, the final workshop held in Nairobi (July 2011), addressed the key question of alternatives to trade and market policy interventions.

As inputs to these workshops, an analytical review covering Kenya, Tanzania and Uganda was undertaken. The review identified the main features of risk exposure on the import and export side. It also documented the use, and assessed the effectiveness of trade policy as an instrument for risk mitigation. Furthermore, it analyzed the feasibility and implications of introducing alternative market based risk management mechanisms in a scenario of restrictions on the use of discretionary trade policy interventions.

Main Results: The regional meetings have contributed to the development of a better and more commonly shared understanding of the use and impacts of policy interventions on cereal value chain stakeholders in East and Southern Africa, and of the market based approaches that might serve as alternatives in meeting government policy objectives.

Sustainability: A key decision taken at the Nairobi workshop was to establish a regional policy advisory forum comprising key international and regional organizations concerned with further development and formalization of staple grains value chains in the East and Southern Africa region. FAO has provided seed funding to support the Forum during the first half of 2012.

Grain Farmers’ Access to Warehouse Inventory Credit (multi-country – CFC)

Objective: The project has the overall purpose of extending access to, and the use of, warehouse receipts (WR) to smallholder farmers growing staple crops, with a focus on maize and rice. The WR can be used by a smallholder farmer as a collateral document to obtain a loan. The use of WRs allows farmers to deposit their crop in a warehouse and meet their need for cash by borrowing from a bank without having to sell in glut periods.

Implementation:

In Tanzania, the commercial interest on the use of warehouse receipts focussed on cotton, coffee, and cashew nuts. The elements addressed by the project included (i) strengthening of the Tanzania Warehouse Receipts Licensing Board (TWLB); (ii) streamlining

of operational procedures for the use of warehouse receipts; (iii) supporting the development of an effective central registry of warehouse receipts; (iv) formulating and implementing the licensing requirements for grain warehouses; and (v) support to selected warehouses in upgrading to certifiable standard.

Some of the major results are indicated below.

In Tanzania,

• AWIC/WHRsystemhasbeensetupforgrainoperations, including security documents, operating and management procedures.

• ACentralRegistryhasbeenexpandedtocovergrains, but remained paper based in Tanzania. However, Malawi made considerable progress in developing and applying a fully integrated electronic system for managing WR and WIC.

• Alicensingsystemforgrainwarehousesisfunctioning.

• Fourcorewarehouseshavebeenassistedinupgrading to reach a certifiable standard.

• Initialstepshavebeenundertakentodevelopawarehouse user indemnity (default protection) fund.

• WIC/WHR system users (producers, grain storage warehouse companies, finance institutions, grain trading companies, etc.) have been trained. Six training manuals have been developed and have been tested with pilot users and revised/updated accordingly.

In Malawi

• Fourgrain storage warehouses have been upgraded/ ACE anticipates that the total registered capacity for the WRS will reach 200,000 MT before the 2012 crop season starts in June.

• A fully integrated ICT Management/Support System is now in place for the operation of the trading platform and linked warehouses. An electronic registry, links with a market information system and a virtual network connecting all sites and departments are part of this objective. The basic functions such as issue a WR; finance a WR; and trade a WR are complete and working. More advanced functions are still manual.

Sustainability: The WR and WIC systems support commercial business activities. If the users of these systems see that they are profitable, then the system will be sustainable. Smallholder farmers in pilot areas clearly understand how to use WRs, have worked with local

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financial institutions to obtain credit and are showing improved management of their warehouses. The TWLB is now operational and is receiving budget support through the MIT, but it also recognizes the opportunity to obtain revenue from the services it offers to the agricultural sector. In Malawi, the Reserve Bank has recognised the potential of ACE to provide foreign exchange and will be supporting the ACE.

Oil Seeds and Pulses Marketing Pilot (Ethiopia – WB-SDN)

Objectives: This activity aimed at identifying and developing action plans to strengthen the value chains for pulses and oilseeds produced for sale in domestic and neighbouring markets.

Implementation: A scoping mission took place in January 2009 with field work, and action plans were prepared for implementing actions to strengthen the value chains and served as pilots that were later extrapolated to other value chains.

Main result: The Action Plan was completed and validated by two stakeholder workshops in September 2009.

Sustainability: The Ministry of Water Resources followed up to implement the actions prescribed and the Ethiopia Nile irrigation and Drainage Project (ENIDP) continued to support the implementation measures.

Strategy Development & Implementation for Ethiopia’s Spice Sector (Ethiopia – ITC)

The main objective of this AAACP intervention was to build the capacity of spice producers of Ethiopia to develop effective commodity strategies and implementation plans, and have the capacity to effectively lead their implementation.

Implementation: For the first time, the representatives of all stages in the spice value chains met under the same roof. The strategy process allowed them to better articulate their sector’s interests, make decisions and advocate for policy and donor support. Support included market orientation missions (to Amsterdam) and presentations on factory/farm market requirements, as well as practical advice given by the representative of a spice trading company, allowing stakeholders to

have firsthand knowledge and understanding of buyer preferences and export requirements.

Main Results: After implementing recommendations of market and product development specialists hired under the AAACP, several spices growers and processers have succeeded in transforming their traditional operations into higher value added products (e.g. polished turmeric and Ginger flakes) that they have sold over two seasons to buyers in India. Two sets of manuals were produced for use by extension service and lead farmers. These cover agricultural practices, harvest waste reduction and clean processing techniques for ginger and tumeric.

Sustainability: The spice sector strategy, being aligned to the Growth and Transformation Plan as well as to the Agricultural Development Led Industrialization strategy (ADLI), it is likely to benefit from further government support. More concretely, trading partners from India and specialists from the European Spices Association, the Indian Pepper and spice traders Association and the Spices Board of India, introduced by ITC under the Programme, continue to visit project partners in Ethiopia and provide a degree of supplier development support and encouragement.

E.5. Cross-Sectoral Activities

Guide on the Application of Value Chain Approaches in Africa’s Agriculture and Agribusiness (Regional – WB-SDN)

The objective was to develop and disseminate a comprehensive and practical guide on value chain approaches in Africa’s agricultural projects.

Implementation: The guide presented methodological tools and approaches to blend important value chain concepts and themes. Case studies were used to illustrate market-driven, private-sector initiative actions to improve value chains.

Main results: The final guide was made available in hard copy and electronic version. The guide was then translated and printed in French.

Sustainability: The English and French versions of the book were widely distributed and are being used for training by various teaching institutions.

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Promoting Innovative Financial Mechanisms (Regional - UNCTAD)

The objective of this activity was to foster interest in alternative financial mechanisms, notably warehouse receipt systems and inventory credit in Eastern and Southern Africa, through capacity building and the sharing of best practices at the regional level.

Implementation: A comparative study of warehouse receipt financing initiatives was undertaken in six COMESA countries through research and field missions to review their methodologies and performance, and to identify best practices. A capacity-building workshop was then held at the regional level to disseminate the conclusions of the study and identify priority actions for implementation. The workshop highlighted the role of the two market-based instruments (warehouse receipt systems and commodity exchanges), in improving the efficiency of commodity markets.

The main result of the activity is that the workshop allowed stakeholders to share evidence-based lessons and experiences, and to outline priority actions and policy recommendations for the development of viable and accessible warehouse receipt systems and commodity exchanges in the region.

Sustainability: The strong participation of farmers’ organizations, financial institutions, governments, donor agencies and the private sector (notably, the East African

Grain Council, EAGC) in the workshop is likely to ensure the viability of the conclusions and recommendations and to enhance the sustainability of the activity.

Support to Commodity Exchanges (Regional - UNCTAD)

Objective: This activity aimed to enhance five existing commodity exchanges - Ethiopia, Kenya, Zambia, Malawi and Uganda - through an in depth study and experience sharing. It also supports the creation of a web-based regional trade platform linking these five existing national commodity exchanges.

Implementation: UNCTAD organized formal and informal meetings to exchange experiences, discuss bottlenecks and draw recommendations to improve the functioning of the existing local exchanges. It reviewed studies to assess ways of improving the scope of existing exchanges and formulated relevant recommendations. Using the results of the review study, it carried out a regional study to assess the possibility to create a regional platform and formulate a roadmap for the existing COMEX to create linkages towards a regional platform.

Sustainability: Much will depend on the follow-up by the countries themselves. The involvement of the newly created African Commodity Exchanges Forum (ACEF) augurs well for the future of ACEs in the region.

Strengthening Agribusiness Capacities of Producer Organisations (Regional – FAO)

The main objective of the series of training workshops, organized jointly with SACAU and EAFF, was to reinforce the capacity of regional, national and district famer organizations to provide market-oriented services to members.

Implementation: The activity was implemented in three phases: During the first phase, a regional capacity building workshop for the Eastern Africa and Southern Africa regions targeted national apex bodies and other relatively large organizations and focused on integrating smallholders into value chains. Phase 2, focused at the national level on specific technical subjects identified as priorities during the previous workshop. Training was targeted at frontline market-oriented producer organizations with a medium to large membership.

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Specific themes addressed in the workshops included: 1) contract negotiation and networking; 2) post-harvest practices and logistics; 3) value addition and quality. During phase 3, workshop participants were expected to apply new strategic learning in developing their national programmes of work.

Main Results: Representatives of a total of 50 farmer organizations across West African were trained in value chain and agribusiness topics; and two national-level umbrella POs organized dissemination workshops for their member groups.

Sustainability: Training material and case studies developed under this project have been and will be used again in other capacity building activities by FAO. Moreover, the project has consolidated relationships between EAFF and SACAU.

Smallholder Capacities for Implementing GAP (Regional - FAO)

The major objective of this activity was to provide information exchange on lessons, innovative approaches and to facilitate the development of smallholder proposals to build capacity for increased use of Conservation Agriculture and other Good Agricultural Practices (GAP) concepts and thereby contribute to more efficient sustainable production.

Implementation: Under this activity, two interventions were conducted: (i) a regional GAP workshop; and (ii) a study tour of eight delegates from Zimbabwe to visit activities on cotton and cassava GAPs in Zambia.

Main Results: The main results from this activity are: awareness creation on GAPs and contribution to the capacity building efforts for the implementation of GAPs by smallholder farmers. The participants at the regional workshop developed action plans to incorporate the promotion of GAPs in relevant projects/programmes in their countries. The participants were also to serve as ToTs for farmer groups and extension workers on GAPs. The lessons learnt from the tour are expected to be shared widely with other cotton growers through the extension and training services of the Zimbabwe Farmers Union and the cotton producer organisation as a way of contributing to the implementation of GAPs in cotton in Zimbabwe.

Sustainability: Capacity building of farmers will contribute to the increased uptake of GAPs. Scaling

up implementation of GAPs that will also provide for adaptation to and mitigation of the effects of Climate Change is part of FAO’s regional work plan.

Risk Evaluation in ESA (Regional – WB-ARMT)

Risk assessments carried out under the programme focused on selected priority commodities to complement support provided to the same sectors under other AAACP activities. Thus, the programme funded a risk assessment of the cotton supply chain in Mozambique. Cotton price volatility, crop substitution risk, and droughts were identified as some of the major risks. Similarly, in collaboration with Uganda Coffee Development Authority (UCDA) and the Ministry of Agriculture and Livestock, a risk assessment of the coffee supply chain was undertaken, while in Kenya, the evaluation related to the horticulture supply chain risk. For all three crops, various measures were suggested to manage risks in relation to mitigation, transfer, and coping mechanisms.

The interventions resulted in: • Improvedawarenessofthemainrisksaffectingthese

supply chains • Prioritizationoftherisksanddevelopmentof

framework for improved risk management • Consensusbuilding,throughstakeholderworkshop,

for measures for improved risk management

Sustainability: It is envisaged that these risk assessment reports will further inform World Bank’s operational work in these supply chains and countries.

Training in Agricultural Risk Management (Regional – WB-ARMT)

The objective, as in other regions, was to enhance the capacity of agricultural stakeholders from a diversity of sectors in the area of market-based risk management.

Implementation: The programme partnered with the Eastern African Fine Coffee Association (EAFCA) to provide training in coffee price risk management. The AAACP also provided capacity building to EAFCA enabling it to subsequently deliver training to audiences in a number of ACP countries (Rwanda, Ethiopia, Tanzania, Uganda and Kenya). In total over 120 coffee traders from seven ACP countries received training.

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Training on designing index based agricultural weather insurance was provided to insurance and meteorological agencies from across East Africa. The initial training workshop was attended by 52 public and private sector participants from Zambia, Malawi, Uganda, Tanzania, Ethiopia, Kenya, and Mozambique.

Training in cotton sector price risk management was also provided to attendees from across the East African cotton sector with the assistance and support of the International Cotton Advisory Committee (ICAC) and the African Cotton Association (ACA).

In addition ARMT has developed a partnership with Kenya’s College of Insurance (COI) whose staff has been trained to deliver training in this subject on an ongoing basis.

Main Results: Key work delivered included the updating and finalization of three existing training courses; development of six new training courses; delivery of face-to-face training via partnerships in three regions; development of an online training platform (www.agrisktraining.org.) with delivery of training to a large and geographically diverse audience; development of electronic off-line training media and production and distribution of multiple offline units (CD ROMs).

Over 50 African insurance companies have received face-to-face training in index-based weather insurance; some 60 African cotton traders and ginners were trained in cotton price risk management; about 100 African coffee traders and exporters followed coffee price risk management courses; over 30 African cocoa cooperative managers have benefited from face-to-face training in cocoa price risk management. In addition nearly 500 individuals have registered to access and undertake training online on a self-learn basis, while over 2,000 CD ROMs with training courses have been distributed.

Sustainability: Partnerships with the College of Insurance (COI) Kenya, Eastern African Fine Coffee Association (EAFCA), World Cocoa Foundation (WCF), International Cotton Advisory Committee (ICAC), and African Cotton Association (ACA) have resulted in these institutions building their knowledge of agricultural risk management, securing training for their beneficiaries in relevant risk management subject areas, and ensuring effective delivery to agricultural actors and enterprises across ACP countries of focus. Sustainability will depend on their continued active involvement.

Weather Risk Management (Regional – WB-ARMT)

Objectives: In Malawi, the objective was to better manage the negative impacts of drought on maize production by tracking the level of the Malawi Maize Index (MMI). In Kenya, the objective was to test the use of index based weather risk management instruments by assisting local insurance companies and credit institutions in the implementation of dedicated pilot programs.

Implementation: The intervention in Malawi is a good example of use of AAACP resources to capitalize on synergies with other partners. The AAACP came in to provide technical assistance for the underwriting of a risk transfer product developed by the WB, while DfID support was enlisted to pay the premiums. Similarly in Kenya, the AAACP joined forces with the Financial Sector Deepening Trust of Kenya (FSD) and the Rockefeller Foundation to contribute to a farmer insurance programme. Three different deficit rainfall products were launched with programme support. They related to sorghum, coffee and wheat. The AAACP intervention in Mozambique included, inter alia, weather risk mapping and weather data digitization.

Main results achieved :

• Commercialpilotingofindex-basedinsurancehasbeen successfully tested in Malawi and Kenya, stakeholders trained, while initial contracts are being sold.

• CatastrophicdroughtderivativeforMalawihasbeensuccessfully undertaken for three consecutive years.

• Weatherdataformissingobservationshasbeenincorporated into digital format in Mozambique.

• Acomprehensiveweatherriskmappinghasbeenconducted in Mozambique ready for use for various stakeholders working in the agricultural sector.

• A“synthetic“weatherdatabasehasbeenconstructedfor Mozambique to allow risk analysis in any part of the country.

Sustainability: The support provided to ESA countries is part of a longer process that countries are undertaking in the area of agriculture risk management. This initial technical assistance is the basis for the building block needed to transform agriculture into a more resilient sector. Moreover, all of these interventions can potentially be replicated in other countries of the region.

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Interventions that are not specific to a given ACP region have often originated outside the programme’s consultative process, such as proposals from ICBs. This is true for the pan-African project on instrument testing of cotton co-funded by CFC. The Sustainability Claims Portal also has its origin in discussions between the EU, the ACP Group and UNCTAD. The seminal study on the reform of cotton systems is essentially a World Bank initiative. But all of these projects were found to be in line with the objectives of the AAACP, and thus won programme support.

Cotton Market Research and Policy Dialogue (Regional – WB-SDN)

Objective: Under this activity, the AAACP co-funded a substantial comparative study of cotton sectors in Africa undertaken by WB-SDN with the objective of drawing lessons from cotton sector reforms that had been ongoing in a set of chosen countries.

Implementation: The study was implemented in three successive phases.

The first phase of the study entailed desk reviews of the nine cotton sectors of the study sample, and discussion of the main findings.

The second phase of the study consisted in revising/completing the case studies through field visits and carrying out the comparative analysis of reform outcomes based on a methodological framework including a typology of cotton sectors and approaches to link sector types to observed performance.

The third phase of the study included: finalization of the report, as well as of the country papers; dissemination of results with client countries, stakeholders, and other donor agencies; and carrying out additional research on selected topics to complement the initial work done.

Main results achieved: In-country and regional level dissemination was one of the main objectives of the study. In parallel to sending the final report (available in both English and French) to the various country authorities, as well as to regional economic organizations and donor partners, in-country workshops were organized to present and discuss the findings and stimulate exchanges on ongoing and future reform programs.

At the request of beneficiary countries, brief operationally-focused policy notes summarizing the findings of the report, their application to a given country situation and presenting questions/issues for discussion were prepared. They were meant to be used to enhance dialogue with countries on cotton policies, mainstream the study’s findings and recommendations, and guide donor assistance to these sectors.

Sustainability: The analysis has brought useful elements for the Bank’s macro and sector teams and for other donor institutions involved in policy dialogue and program design on cotton sector reforms, as well as for research and other training institutions interested in these issues at international level.

Commercial Standardization of Instrument Testing of Cotton (CFC)

Objective: In its global component, the project sought to establish an agreed system of instrumental cotton characterization, adoptable by all cotton producing countries including African developing countries. The pan-African component aimed at supporting African laboratories, so that they would be able to fulfil the international requirements for reliable instrument testing of cotton.

Implementation (Africa component): Two Regional Technical Centres (RTC’s) have been established in Mali and Tanzania to provide assistance for the application of instrument testing in cotton testing laboratories. Following staff training, the RTCs are now operational. Laboratories in all countries of the regions have been visited at least once, expertise in testing provided, and recommendations for improvements made. Both RTC’s conducted first instrument tests for cotton organizations

F. ACP WIDE

57

in the regions. RTC staff has also been training staff of some national labs. Climate recorders and calibration cotton were given to 16 laboratories. More intense support with equipment was given to 8 laboratories.

The variability of cotton test results has also been analysed in order to choose the best operating methods for testing the African cotton production. The study is based on 8000 to 9000 samples analysed for each region and cover two seasons. Other technical studies relating to laboratory power supply, air conditioning, moisture correction have been completed..

Some of the results achieved include: Awareness and availability of instrument testing has been significantly improved in sub-Saharan Africa The Regional Technical Centres serve as point of reference in sub-Saharan Africa, providing essential link to the global cotton trade system. The project trained local experts in the Mali and Tanzania RTCs to perform training, expertise and testing activities. A Registry of cotton testing instruments in the regions and their conditions has been developed. Sixteen laboratories have benefited from state of the art climate monitoring and documentation systems and calibration cotton standards for instrument testing. The project supported major improvements at cotton testing laboratories of Burkina Faso, Mozambique, Sudan, Tanzania, Uganda, Zimbabwe.

Sustainability: RTC sustainability will at first be achieved with the support of African governments and host organisations’ financial contributions during an initial transitory period. A user-pay system will be introduced shortly and will, if successful, contribute to long term sustainability. The African Cotton Association (A.C.A) has now included instrument testing as an activity in the A.C.A agenda of ongoing and future work,

which will also help in convincing a larger number of the relevance of instrument testing for the competitiveness of African cotton.

Sustainability Claims Portal (UNCTAD)

Objectives: The objectives of the Sustainability Claims Portal (SCP) are summarized in the above diagram. The SCP is a web-based information service conceived by UNCTAD and targeting principally ACP producers, EU consumers and manufacturers. The purpose of the portal is to increase transparency and accountability in the use of sustainable agriculture claims such as organic or fair-trade. The SCP provides agricultural producers in ACP countries and EU consumers with access to and use of strategic information on sustainability claims, food laws and technical regulations, compliance, audits and certification.

Accurate, real-time information on sustainability claims on agrifood products

(and processes) they purchased.

Accurate, real-time information on sustainability claims on agrifood products and processes demanded

by the marketplace

1. Consumers (EU) 2. Producers (ACP)

Two-pronged Objectives

Sustainability Claims Portal

58

Implementation: The Sustainability Claims Portal was designed, developed, and launched in ACP regions as part of the AAACP. Regional launches and capacity building workshops of the Portal took place as under:

• Pacific,30-31March2010,PortVila,Vanuatu;

• Caribbean,17-19February2011,PortofSpain,Trinidad and Tobago;

• WestAfrica,24-25May2011,Dakar,Senegal;and

• EastandSouthernAfrica,21-22November2011,Dar es Salaam, Tanzania.

The SCP now contains information on over 160 certifiers and sustainability initiatives. Each database entry contains a short description of the organization, its logo, a link to its website, and its URL address.

Main results achieved: The SCP has contributed to increase awareness and capacity among stakeholders – farmers, traders, exporters, development agencies and policy makers – on the recent developments in agri-food markets, sustainability standards, quality requirements, food laws and technical regulations.

Sustainability: UNCTAD staff continues to develop and update the Portal. More detailed studies on current trends and developments in the areas of sustainability and certification are required.

Regional Focal Points (CFC, FAO, ITC)

Objective: Five regional organisations (ROs) from the ACP regions have been chosen to be the focal points of the AAACP. This decision stemmed from the MTR and sought to provide a mechanism that would promote greater ownership and involvement of the regions in the AAACP, thereby ensuring sustainability of its interventions beyond 2011. The mechanism was also seen as a means of enhancing programme-related information flows and regional coordination in all ACP regions.

Implementation: Twinning arrangements were signed with three partner international organizations which provided technical support to the focal points in meeting the mandate entrusted to them (see table below).

Table 3: Programme Focal Points and Twinning Partners Across Regions

Region Focal Point Partner IO

Pacific South Pacific Community (SPC) FAO

Caribbean

Caribbean Agricultural Research and Development Institute (CARDI)

CFC

Central Africa

Economic Community of Central African States (ECCAS)

ITC

West Africa

ROPPA for non-cotton componentUEMOA/WAEMU for cotton component

FAOITC

East and Southern Africa

Common Market for Eastern and Southern Africa (COMESA)

ITC

The tasks entrusted to the regional Focal Points included:

• EnsuringthatAAACPinterventionsareinsupportof national/regional strategies/policies, and in coherence with other recent or ongoing development activities;

• RaisingawarenessabouttheAAACPandstrengthening linkages with national institutions and beneficiaries in their region;

• Contributingtoenhancedinformationflows,broadexchange of AAACP-related information, experiences and know-how, and to the dissemination of programme results.

Results: Focal points have been instrumental in getting the AAACP better known in their respective AAACP regions. They have enabled the programme to better pay heed to related development programmes and develop synergies therewith. Several have developed dedicated web-pages on the programme on their sites and/or published regular newsletters on AAACP activities.

Sustainability: Programme Focal Points are the very anchor of AAACP sustainability. As they are often RECs, or are closely related to RECs, they have the ability to continue interventions initiated under the programme and to replicate its success stories using alternative funding.

59

Part 3PERFORMANCE INDICATORS

60

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

20

11

OV

ERA

LL O

BJE

CTIV

EIm

pro

ve in

com

es f

or p

roduc

ers

from

tr

aditi

onal o

r ot

her

agri

cultu

ral

com

mod

ities

and

red

uce

inco

me

vuln

erabili

ty a

t bot

h pro

duc

er a

nd

macr

o le

vel

•Re

al in

crea

se in

the

inco

me

of p

oor p

eopl

e al

ong

valu

e ch

ains

in s

ecto

rs/

prod

ucts

supp

orte

d by

the

Prog

ram

me

•D

ecre

ase

in in

ter-

year

and

intra

-yea

r vol

atili

ty o

f nat

iona

l com

mod

ity e

xpor

t va

lue

and

of c

omm

odity

pro

duce

r’s/f

arm

ers’

inco

me

PRO

JECT

PU

RPO

SESt

reng

then

the

cap

acity

to

deve

lop

and

impl

emen

t su

stai

nabl

e co

mm

odity

st

rate

gies

tha

t im

prov

e fa

rmer

s pr

oduc

tivity

and

the

ir r

ural

live

lihoo

ds

and

redu

ce in

com

e vu

lner

abili

ty

•A

min

imum

of 2

com

mod

ity s

trate

gies

hav

e be

en d

evel

oped

in a

pa

rtici

pato

ry m

anne

r for

eac

h A

CP

regi

on b

y en

d of

201

0.•

At l

east

4 no

min

ated

per

sonn

el in

cou

ntry

cou

nter

part

orga

nisa

tions

coa

ched

in

mar

ket o

rient

ed s

trate

gy d

evel

opm

ent a

nd im

plem

enta

tion

and

train

ed in

va

lue

chai

n pe

rform

ance

dia

gnos

is an

d ac

tion

plan

ning

.

•

Paci

fic

Reg

ion:

3 c

omple

ted

•

Cari

bbea

n Reg

ion:

2 c

omple

ted

•

Cent

ral A

fric

a: 4

•

Wes

t A

fric

a: 4

•

East

& S

outh

ern

Afr

ica: 4

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

R1: N

atio

nal C

omm

odity

Cha

ins

Stak

ehol

der

s (N

CCS)

in A

CP c

ount

ries

have

the

capaci

ty t

o dev

elop

, adju

st a

nd im

ple

men

t ef

fect

ive

com

mod

ity s

trate

gie

s.

R.1.0

NCC

S un

ders

tand

pr

ojec

t’s o

bjec

tives

hav

e sc

reen

ed a

nd s

hare

d ba

selin

e in

form

atio

n on

com

mod

ities

an

d se

ctor

s an

d ha

ve a

gree

d

on in

itial

WP.

•Fe

ed-b

ack

on d

raft

wor

k pl

ans

give

n by

par

ticip

ants

or

thei

r rep

rese

ntat

ive

orga

nisa

tions

•Tr

ade

oppo

rtuni

ty s

can,

sec

tor b

asel

ine

info

rmat

ion,

Fac

ilita

ted

Dev

elop

men

t prio

ritie

s an

d Se

ctor

s of

de

velo

pmen

t foc

us in

Paci

fic

Reg

ion

(Reg

iona

l KoW

Api

a, S

amoa

), Ca

ribbea

n Reg

ion

(Reg

iona

l Ko

W J

amai

ca),

Cent

ral A

fric

a:

(Reg

iona

l KoW

Cam

eroo

n), W

est

Afr

ica

(R

egio

nal K

oW D

akar

, Sen

egal

). ES

A (R

egio

nal K

oW D

ar, T

anza

nia)

.

R.1

.1 S

tak

ehol

der

s ha

ve

made

a c

ompre

hens

ive

dia

gnos

is a

nd d

evel

op a

sh

are

d u

nder

stand

ing

of t

he

com

mod

ity c

hain

, pro

duc

ers’

liv

elih

ood s

yste

ms,

pot

entia

l m

ark

ets

and

the

bus

ines

s en

viro

nmen

t.

•M

inim

um o

f 2

com

preh

ensiv

e co

mm

odity

cha

in

diag

nose

s co

mpl

eted

pe

r AC

P re

gion

, for

se

lect

ed s

ecto

rs a

cros

s se

lect

ed c

ount

ries

and

regi

ons

Dia

gnos

es c

ompl

eted

in:

•

Paci

fic

Reg

ion

for:

F&V;

R&

T (F

iji);

F&V

(Sam

oa) a

nd C

ocon

uts

(Sol

omon

Isla

nds)

•

Ca

ribbea

n Reg

ion

for “

Agr

i-foo

ds “

F&V;

Her

bs &

Spic

es; R

&T”

(Jam

aica

); N

utm

eg &

mac

e (G

rena

da);

•

Cent

ral A

fric

a fo

r Cot

ton

and

text

iles

(Reg

ion)

, Cof

fee

(Cam

eroo

n &

DR

Con

go),

Man

ioc

and

B an

ana

Plan

tain

(Cam

eroo

n)•

W

est

Afr

ica fo

r Cot

ton

and

text

iles

(regi

on),

C

erea

ls (re

gion

) and

Cas

sava

(Lib

eria

); fo

r Ara

bic

Gum

(Bur

kina

Fas

o, u

pdat

ed in

Mal

i)•

ES

A fo

r Cot

ton,

text

iles

and

clot

hing

(reg

ion)

, Cas

sava

sec

tor (

Zam

bia)

; Spi

ces

sect

or (E

thio

pia)

and

Agr

i-fo

ods

(regi

onal

)

61

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

R.1

.2 S

trate

gy

optio

ns,

obje

ctiv

es a

nd r

equi

rem

ents

are

iden

tified

, ana

lyse

d a

nd

pri

oriti

sed

•M

inim

um o

f 2

com

mod

ity c

hain

s pe

r reg

ions

ben

efitin

g fro

m P

rogr

amm

e su

ppor

t hav

e id

entifi

ed,

anal

ysed

and

prio

ritise

d op

tions

and

obj

ectiv

es

and

repo

rted

on th

ese

by e

nd o

f 201

1

Impl

emen

tatio

n Pl

an c

ompl

eted

in:

•

Paci

fic

Reg

ion

for:

F&V;

R&

T (F

iji);

F&V

(Sam

oa, 2

009-

14) a

nd C

ocon

uts

(Sol

omon

Isla

nds)

; •

Ca

ribbea

n Reg

ion

for “

Agr

i-foo

ds “

F&V;

Her

bs &

Spic

es; R

&T”

(Jam

aica

, Mar

ch 2

010)

; Nut

meg

& m

ace

(G

rena

da, M

ay 2

009)

; •

Ce

ntra

l Afr

ica

for C

offe

e se

ctor

(Cam

eroo

n, p

erio

d 20

10-1

5); a

nd m

anio

c &

pla

ntai

n (fo

r 201

0 on

ly);

Wes

t Afri

ca fo

r cas

sava

(Lib

eria

), an

d A

rabi

c G

um (M

ali a

nd B

urki

na F

aso)

; •

ES

A: S

trate

gies

com

plet

ed fo

r Cot

ton,

text

iles

and

clot

hing

thro

ugho

ut th

e re

gion

, for

Cas

sava

sec

tor i

n Za

mbi

a; fo

r the

Spi

ces

sect

or in

Eth

iopi

a an

d fo

r Agr

i-foo

ds a

cros

s th

e re

gion

.

R.1

.3 E

ffec

tive

sect

or

dev

elop

men

t st

rate

gies

, in

corp

oratin

g pro

duc

er

conc

erns

, are

dev

elop

ed

and

end

orse

d b

y se

ctor

st

ak

ehol

der

s in

a p

art

icip

ato

ry

pro

ces s

•A

t lea

st on

e str

at. D

ev.

wor

ksho

p is

held

and

re

sults

in s

trate

gies

an

d im

plem

enta

tion

plan

s fo

r eac

h of

the

two

com

mod

ity c

hain

s se

lect

ed p

er re

gion

•A

t lea

st 50

% o

f pr

oduc

er o

rgan

isatio

ns

are

repr

esen

ted

and

parti

cipa

te in

stra

tegy

m

eetin

gs•

At l

east

80%

of s

ecto

r de

velo

pmen

t stra

tegi

es

are

endo

rsed

by

com

mod

ity c

hain

sta

keho

lder

s

At l

east

two

wor

ksho

ps h

eld

in a

ll co

untri

es/r

egio

ns w

here

stra

tegy

form

ulat

ion

has

been

com

plet

ed. 1

7 St

rate

gies

dev

elop

ed a

ltoge

ther

. Sec

tora

l stra

tegi

es d

evel

oped

in :

•

Paci

fic

Reg

ion

for F

&V;

R&

T (F

iji);

F&V

(Sam

oa) a

nd C

ocon

uts

(Sol

omon

Isla

nds)

; •

Ca

ribbea

n Reg

ion

for “

Agr

i-foo

ds “

F&V;

Her

bs &

Spic

es; R

&T”

(Jam

aica

); N

utm

eg &

mac

e (G

rena

da);

•

Cent

ral A

fric

a fo

r Cot

ton

and

text

iles

(Reg

ion)

, Cof

fee

(Cam

eroo

n &

DR

Con

go),

Man

ioc

and

Bana

na

Plan

tain

(Cam

eroo

n);

•

Wes

t A

fric

a fo

r Cot

ton

and

text

iles

(regi

on),

Cas

sava

(Lib

eria

); A

rabi

c G

um (B

urki

na F

aso,

upd

ated

in

Mal

i);

•

ESA

for C

otto

n, te

xtile

s an

d cl

othi

ng (r

egio

n), C

assa

va s

ecto

r (Za

mbi

a); S

pice

s se

ctor

(Eth

iopi

a) a

nd A

gri-

food

s (re

gion

) and

Agr

i-foo

ds (s

trate

gic

prio

ritie

s, s

ugge

sted

activ

ities

and

seg

rega

tion

of re

gion

al a

nd

natio

nal i

ssue

s co

mpl

eted

and

val

idat

ed b

y sta

keho

lder

s an

d al

l thr

ee R

ECs)

;•

Prod

ucer

org

anisa

tions

are

fully

repr

esen

ted

in m

eetin

gs•

Com

plet

ion

of s

trate

gy e

quat

ed w

ith e

ndor

sem

ent b

y se

ctor

sta

keho

lder

s pr

ior t

o en

dors

emen

t by

auth

oriti

es

62

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

R.1

.4. S

trate

gie

s are

tra

nsla

ted

by

NCC

S in

to n

atio

nal a

nd

regio

nal d

evel

opm

ent

pla

ns

and

pol

icie

s

•A

t lea

st 80

% o

f fo

rmul

ated

com

mod

ity

strat

egie

s ar

e in

corp

orat

ed in

to th

e re

leva

nt n

atio

nal a

nd

regi

onal

dev

elop

men

t pl

ans

•A

t lea

st 5

natio

nal

and

2 re

gion

al

bodi

es s

uppo

rted

to

inco

rpor

ate

strat

egie

s in

to n

atio

nal p

olic

y an

d at

leas

t 1 p

pp c

ount

ry/

sect

or c

ase

supp

orte

d w

ith th

e fin

ding

s

All

strat

egie

s de

velo

ped

unde

r the

AA

AC

P ha

ve b

een

endo

rsed

by

stake

hold

ers,

incl

udin

g na

tiona

l aut

horit

ies.

Th

ey h

ave

yet t

o be

inco

rpor

ated

into

nat

iona

l/re

gion

al d

evel

opm

ent p

lans

. Som

e C

OM

ESA

cou

ntrie

s an

d Sa

moa

are

mor

e ad

vanc

ed in

this

rega

rd th

at o

ther

cou

ntrie

s.

Paci

fic

Reg

ion:

•

Frui

ts &

veg

etab

les

(Sam

oa):

strat

egy

is ac

tual

ly s

tarti

ng p

oint

of n

ew a

gric

ultu

ral s

ecto

r stra

tegy

bei

ng

final

ised

by S

amoa

n au

thor

ities

•Tr

aini

ng in

val

ue c

hain

ana

lysis

for p

olic

y de

velo

pmen

t sup

porte

d in

thre

e Pa

cific

sub

-reg

ions

incl

uded

pa

rtici

pant

s fro

m p

ublic

and

priv

ate

sect

ors

•Po

licy

capa

city

bui

ldin

g th

roug

h pa

rtner

ing

of g

over

nmen

t offi

cial

s w

ith p

rivat

e se

ctor

con

sulta

nts

in

Agr

icul

ture

for G

row

th in

the

Paci

fic S

tudy

in fi

ve P

acifi

c Isl

and

coun

tries

•Po

licy

capa

city

bui

ldin

g th

roug

h pa

rtner

ing

of g

over

nmen

t offi

cial

s w

ith p

rivat

e se

ctor

con

sulta

nts

in E

vide

nce

base

d po

licy

proc

ess

in 4

Pac

ific

Islan

d co

untri

es•

Polic

y lis

ting

and

alig

nmen

t pro

cess

initi

ated

in S

amoa

Cent

ral A

fric

a:

•Re

gion

al s

trate

gy C

otto

n an

d te

xtile

s •

Stra

tegy

val

idat

ed fo

r Cof

fee

in C

amer

oon

and

setti

ng u

p of

“St

eerin

g C

tee”

bac

ked

by d

ecre

e

Wes

t A

fric

a:

•Re

gion

al s

trate

gy C

otto

n /

text

iles

– in

itiat

ed in

pub

lic fo

rum

– b

eing

inco

rpor

ated

acr

oss

the

regi

on•

Wor

ksho

ps o

n in

ter-

prof

essio

ns s

uppo

rted

natio

nal l

egisl

atio

ns o

n in

terp

rofe

ssio

ns fo

r spe

cific

val

ue c

hain

s in

M

ali a

nd B

urki

na F

aso

ESA

: •

Supp

ort t

o th

e Ea

stern

Afri

ca G

rain

Cou

ncil

in p

rom

otin

g di

alog

ue o

n ap

prop

riate

trad

e an

d m

arke

t pol

icy

in E

SA g

rain

sec

tor

•Re

com

men

datio

ns o

n po

licy

and

insti

tutio

nal i

nter

vent

ions

in th

e Za

mbi

a C

assa

va s

ecto

r•

Stra

tegy

for c

assa

va s

ecto

r in

Zam

bia

endo

rsed

by

Gov

t in

Mar

ch 2

010.

•Re

gion

al –

Cot

ton

to c

loth

ing

- inc

orpo

rate

d fu

lly in

4 o

ther

cou

ntrie

s na

tiona

l dev

elop

men

t stra

tegi

es –

oth

er

mai

n pr

oduc

ers

alig

ning

act

iviti

es th

roug

h PP

P

63

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

R2: St

rate

gy p

rior

ities

are

act

ed u

pon

(acc

ess

to a

nd u

se o

f m

ark

ets,

pro

duc

tion

fact

ors

and

ser

vice

s is

impro

ved)

R.2.1

The

inst

itutio

nal

fram

ewor

k a

nd

orga

niza

tiona

l ca

pabili

ties

of N

CCS

(incl

. pro

duc

er

orga

nisa

tions

and

in

ter-

pro

fess

iona

l bod

ies)

are

st

reng

then

ed

and

con

duc

ive

to

com

mod

ity c

hain

dev

elop

men

t

Freq

uenc

y of

use

(a

t lea

st tw

ice

p.a.

) of

coo

rdin

atio

n m

echa

nism

s be

twee

n go

vt a

nd s

ecto

r sta

keho

lder

s

Sect

or s

trate

gy im

plem

enta

tion

coor

dina

tion

bodi

es e

stabl

ished

and

val

idat

ed b

y sta

keho

lder

s, c

ompl

eted

and

, in

man

y ca

se,

by g

over

nmen

ts in

:•

Pa

cific

Reg

ion

: F&

V; R

&T

in F

iji re

-con

stitu

ted

as N

atio

nal C

rop

& L

ives

tock

Cou

ncil

in 2

011;

F&

V in

Sam

oa a

nd

Coc

onut

s in

Sol

omon

Isla

nds

– no

w in

clud

ed in

Nat

iona

l Agr

icul

ture

Sec

tor S

trate

gic

Plan

ning

Com

mitt

ee w

ith c

osts

supp

ort

by G

over

nmen

t and

mem

bers

; •

Ca

ribbea

n Reg

ion

for “

Agr

i-foo

ds “

F&V;

Her

bs &

Spic

es; R

&T”

(Jam

aica

); N

utm

eg &

mac

e (G

rena

da);

•O

ne c

onsu

ltatio

n on

CA

RIC

OM

regi

onal

pol

icy

for F

ood

and

Nut

ritio

n Se

curit

y or

gani

zed

by C

ARD

I as

the

Foca

l Poi

nt.

•

Cent

ral A

fric

a fo

r Cot

ton

and

text

iles

(Reg

ion)

, Cof

fee

(Cam

eroo

n &

DR

Con

go),

Man

ioc

and

Bana

ne P

lant

ain

(Cam

eroo

n) e

ach

strat

egy

coor

dina

tion

body

sup

porte

d th

roug

h go

vern

men

t leg

islat

ion;

•

Wes

t A

fric

a C

otto

n an

d te

xtile

s (U

EMO

A re

gion

), C

assa

va (L

iber

ia),

Ara

bic

Gum

(Mal

i (M

IC) c

ompl

eted

and

Bur

kina

Fa

so (A

PFN

L);

•

ESA

: Cot

ton,

text

iles

and

clot

hing

(reg

ion

base

d in

CO

MES

A),

Cas

sava

sec

tor (

Zam

bia)

, Spi

ces

sect

or (E

thio

pia

unde

r EP

OSP

EA);

At l

east

one

PO/I

PO

per r

egio

n ha

s re

ceiv

ed

capa

city

bui

ldin

g as

sista

nce

unde

r the

A

AA

CP

All

regio

ns

•5

POs

have

rece

ived

CB

assis

tanc

e: M

FFN

(Pac

ific

regi

on),

CA

FAN

(Car

ibbe

an);

ROPP

A (W

est A

frica

) EA

FF (E

SA re

gion

); an

d PR

OPA

C (C

entra

l Afri

ca).

•5

regi

onal

trai

ning

wor

ksho

ps fo

r a to

tal o

f ove

r 125

par

ticip

ants

repr

esen

ting

over

50

natio

nal a

pex

orga

niza

tions

, und

er

phas

e 1.

•

5 re

gion

al tr

aini

ngs

for C

entra

l Afri

ca a

nd W

est A

frica

, Eas

t Afri

ca, S

outh

ern

Afri

ca, t

he C

arib

bean

and

the

Paci

fic fo

r a

tota

l of o

ver 1

25 p

artic

ipan

ts re

pres

entin

g ov

er 5

0 na

tiona

l ape

x or

gani

zatio

ns, u

nder

pha

se 2

, pro

ceed

ings

for e

ach

of

the

10 re

gion

al w

orks

hops

hav

e re

cord

ed th

e tra

inin

gs m

etho

dolo

gy, t

opic

s an

d le

sson

s le

arnt

. •

Regu

lar o

ngoi

ng tr

aini

ng a

nd m

ento

ring

in 1

4 co

untri

es fo

r ove

r 30

PO’s

unde

r the

IBM

pro

gram

me

of w

ork

- in

a ra

nge

of

agrib

usin

ess

topi

cs p

ertin

ent t

o th

e bu

sines

s str

ateg

ies

bein

g im

plem

ente

d un

der t

he p

roje

ct.

Wes

t A

fric

a:

•N

atio

nal p

latfo

rm fo

r sor

ghum

-mill

dev

elop

ed fo

llow

ing

the

FAO

org

aniz

ed ro

undt

able

by

cere

al s

take

hold

ers

in J

uly

2009

in

Wes

t Afri

ca•

2 ce

real

Inte

rpro

fess

ions

in B

urki

na a

nd o

ne ri

ce in

terp

rofe

ssio

n in

Mal

i rec

eive

d ca

paci

ty b

uild

ing/

tech

nica

l.ES

A:

•N

atio

nal S

mal

lhol

der F

arm

ers A

ssoc

iatio

n in

Mal

awi r

ecei

ved

assis

tanc

e in

acc

essin

g co

mm

odity

exc

hang

e th

roug

h W

RS•

EAFC

A s

uppo

rted

in c

omm

unic

atin

g sp

ecia

lty c

offe

e ce

rtific

atio

n re

quire

men

ts to

its

mem

bers

.Ca

ribbea

n•

Regi

onal

Tra

inin

g C

ours

e in

Agr

ibus

ines

s M

anag

emen

t for

Far

mer

s’ O

rgan

izat

ions

, Jul

y 20

10•

CaF

AN

mem

bers

trai

ned

in th

e us

e of

pro

tect

ed a

gric

ultu

re in

201

1

64

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

5 w

orks

hops

are

hel

d to

trai

n FO

on

resp

ondi

ng to

agr

mar

ket t

rend

s•

Und

er th

e IB

M w

ork,

nat

iona

l lev

el p

rimar

y PO

’s re

ceiv

ed tr

aini

ng in

14

coun

tries

.•

Resti

tutio

n w

orks

hops

hel

d by

6 n

atio

nal p

rodu

cer o

rgan

izat

ions

(Wes

t, C

entra

l and

Eas

t Afri

ca) t

o su

ppor

t the

di

ssem

inat

ion

of le

arni

ng to

prim

ary

leve

l act

ors.

Mob

ilisa

tion

and

train

ing

of fa

rmer

s an

d Tr

aini

ng o

f Tra

iner

s in

clud

ing

orga

nisa

tiona

l man

agem

ent.

•C

luste

rs id

entifi

ed in

Jam

aica

(2) a

nd T

rinid

ad (1

) for

sub

sequ

ent t

rain

ing

unde

r CFC

com

pone

nt o

f pro

ject

. •

TORs

dev

elop

ed fo

r Tra

iner

s an

d th

ese

bein

g so

urce

d to

beg

in tr

aini

ng u

nder

CFC

com

pone

nt o

f pro

ject

.•

S tra

tegi

c pl

an fo

r PA

Indu

stry

Dev

elop

men

t Com

mitt

ee m

embe

rs d

evel

oped

und

er p

roje

ct a

ctiv

ity in

Trin

idad

.•

Farm

ers

in C

entra

l Trin

idad

iden

tified

for T

rain

er o

f tra

iner

s.•

CA

RDI/

IICA

agr

eem

ent o

n th

e pr

ovisi

on o

f Gro

up D

ynam

ics/

Clu

ster S

peci

alist

s/Fa

cilit

ator

s in

all

3 co

untri

es

assis

ting

proc

ess.

•Tr

aini

ng C

oord

inat

ors

toge

ther

with

Clu

ster a

nd G

roup

Dyn

amic

s C

onsu

ltant

s be

gan

Clu

ster a

nd G

roup

str

engt

heni

ng in

Jam

aica

(1 c

luste

r) an

d Tr

inid

ad (2

gro

ups)

with

ass

istan

ce fr

om th

e A

grib

usin

ess

Spec

ialis

t of

IICA

(Int

er A

mer

ican

Insti

tute

for C

oope

ratio

n in

Agr

icul

ture

). •

The

PA In

dustr

y D

evel

opm

ent C

omm

ittee

(PA

IDC

) and

the

Trin

idad

Gre

enho

use

Gro

wer

s A

ssoc

iatio

n (T

TGG

A)

in T

rinid

ad &

Tob

ago

and

the

Jam

aica

Gre

enho

use

Gro

wer

s A

ssoc

iatio

n (J

GG

A) i

n Ja

mai

ca b

eing

key

co

llabo

rato

rs in

the

deve

lopm

ent o

f the

trai

ning

pro

gram

mes

and

mod

ules

.•

In H

aiti,

Tra

inin

g Fa

cilit

ator

bei

ng h

ired

whi

le th

e Re

gion

al T

rain

ing

Coo

rdin

ator

bas

ed in

Trin

idad

beg

an

deve

lopi

ng tr

aini

ng p

lan

for t

he p

roje

ct in

that

cou

ntry

.

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

R.2

.2 M

ark

et

func

tioni

ng (

input

, ou

tput

and

fina

ncia

l m

ark

ets)

is im

pro

ved

At l

east

one

struc

ture

d fin

ance

sc

hem

e is

set u

p or

sup

porte

d in

ea

ch o

f the

AA

AC

P re

gion

s;

•W

HR

finan

cing

sch

emes

set

up

in T

anza

nia

and

Mal

awi.

Regi

onal

dim

ensio

n pl

anne

d th

roug

h C

OM

ESA

•Re

serv

e Ba

nk o

f Mal

awi o

n bo

ard

to s

uppo

rt na

tionw

ide

use

of w

areh

ouse

rece

ipts

Prel

imin

ary

wor

k fo

r set

ting

up o

f C

OM

EX ta

kes

plac

e in

at l

east

two

regi

ons

ESA

:•

Com

mod

ity e

xcha

nges

in M

alaw

i rec

eive

ass

istan

ce in

usin

g W

HR;

•

Ethi

opia

aw

aitin

g G

over

nmen

t act

ion

to h

ost a

ctiv

ities

;•

Step

s un

derta

ken

to u

se W

HR

in e

xcha

nge

base

d tra

ding

in T

anza

nia

Wes

t A

fric

a:

•Ro

ad m

ap o

f a C

OM

EX d

evel

oped

in G

hana

;

2 re

gion

al w

orks

hops

and

rela

ted

studi

es o

n fin

ance

& c

omex

are

un

derta

ken;

Cen

tral a

nd W

est A

frica

:•

Feas

ibili

ty s

tudy

of C

OM

EX re

late

d fin

ance

stu

dies

und

erta

ken

in th

e C

entra

l Afri

ca (C

amer

oon)

and

Wes

t A

frica

regi

on (G

hana

)

ESA

:•

Regi

onal

revi

ew u

nder

ESA

FP

•St

udy

impr

ovem

ents

to W

HR

syste

m in

Tan

zani

an re

view

ed b

y sta

keho

lder

s w

orki

ng g

roup

s

65

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

6 tra

inin

g w

orks

hops

on

impr

ovin

g m

arke

t acc

ess

held

.ES

A:

•Tr

aini

ng o

f war

ehou

se in

spec

tion

pers

onne

l con

duct

ed in

Tan

zani

a an

d in

Mal

awi

•W

orks

hop

for p

rodu

cer a

ssoc

iatio

n on

cer

tifica

tion

requ

irem

ents

held

in E

SA b

y EA

FCA

Wes

t A

fric

a:

•Tr

aine

d by

the

proj

ect:

9,04

3 pr

oduc

ers

belo

ngin

g to

1,5

39 c

oope

rativ

es, 1

8,00

0 ot

her p

rodu

cers

bel

ongi

ng

to 7

85 c

oope

rativ

es in

Ban

fora

(Bur

kina

Fas

o), K

orho

go (C

ote

d’Iv

oire

) and

in S

ikas

so (M

ali).

88

exte

nsio

n ag

ents,

120

tran

spor

ters

and

361

sta

ff of

the

gins

ACP

:•

The

RTC

s pr

ovid

e tra

inin

g to

cer

tifica

tion

labo

rato

ries

and

addi

tiona

lly to

the

stake

hold

ers

in e

ach

regi

on.

Thes

e co

ntrib

ute

to m

arke

t acc

ess

At l

east

100

prod

ucer

s an

d 10

PO

s be

nefit

from

cer

tifica

tion

and

grad

ing

syste

ms

in e

ach

regi

on;

ESA

:•

Four

war

ehou

ses

certi

fied

cove

ring

4 di

stric

t PO

s in

Tan

zani

a;•

Nat

iona

l Sm

allh

olde

r Far

mer

s A

ssoc

iatio

n re

ceiv

ed W

HR

train

ing

in M

alaw

i•

War

ehou

se li

cens

ing

syste

m s

ensit

izat

ion

with

WFP

requ

estin

g as

sista

nce

in a

ligni

ng th

eir p

rogr

am w

ith T

WLB

op

erat

ions

.

Wes

t and

East

Afr

ica

:•

Regi

onal

Tes

t Cen

tres

oper

atio

nal c

over

ing

thou

sand

s of

pro

duce

rs in

dire

ctly

Act

iviti

es re

late

d to

Com

ex a

nd

struc

ture

d fin

ance

sch

emes

reac

h so

me

15

00 p

rodu

cers

and

50

POs

•A

ctiv

ities

rela

ted

to s

truct

ured

com

mod

ity fi

nanc

e ha

ve re

ache

d at

leas

t som

e 50

PO

s in

:

ESA

:•

Four

PO

s ha

ve a

cces

s to

war

ehou

se re

ceip

ts fin

anci

ng in

Tan

zani

a;

•Ex

chan

ge fa

cilit

ies

avai

labl

e to

som

e 10

+ PO

Exc

hang

e m

embe

rs in

Mal

awi

•M

embe

rshi

p in

AC

E re

ache

s 15

5 –

priv

ate

com

pani

es, t

rade

rs, f

arm

er a

ssoc

iatio

ns

Paci

fic

regio

n:•

Supp

ly c

hain

fina

nce

activ

ity u

nder

take

n•

One

trai

ning

wor

ksho

p on

impr

ovin

g m

arke

t acc

ess

held

ACP

:•

Stru

ctur

ed fi

nanc

e sc

hem

es b

eing

sup

porte

d or

dev

elop

ed in

4 A

AA

CP

regi

ons

incl

udin

g fa

ctor

ing

in th

e C

arib

bean

regi

on, W

RS/w

arra

ntag

e in

ESA

and

Wes

t Afri

ca, W

RS fo

r cof

fee/

coco

a in

Cam

eroo

n an

d co

tton

guar

ante

e fu

nd in

Côt

e d’

Ivoi

re

ESA

and

Wes

t A

fric

a:

•Tw

o re

gion

al w

orks

hops

hel

d an

d re

late

d stu

dies

on

finan

ce a

nd C

omex

com

plet

ed

Cent

ral a

nd W

est

Afr

ica

:•

Wor

k on

the

feas

ibili

ty o

f CO

MEX

in C

amer

oon

and

Gha

na a

nd re

late

d fin

ance

stu

dies

und

erta

ken

66

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

•

Inte

rnat

iona

lly a

ccep

ted

trade

ru

les

and

testi

ng p

roce

dure

s es

tabl

ished

; int

erna

tiona

l sy

stem

of R

ound

Tria

ls (R

T)

oper

atio

nal;

two

oper

atio

nal

Regi

onal

Tec

hnic

al C

entre

s (R

TC)

esta

blish

ed a

nd o

pera

tiona

l; sy

stem

of R

TC-m

anag

ed re

gion

al

Roun

d Tr

ials

oper

atio

nal;

incr

ease

d ac

cept

ance

of t

estin

g re

sults

from

nat

iona

l ent

ities

th

roug

h RT

C s

uppo

rt/im

prov

ed

testi

ng re

liabi

lity;

esta

blish

ed

com

mer

cial

dem

and

from

na

tiona

l cot

ton

labo

rato

ries.

ACP

:•

Inte

rnat

iona

l gui

delin

es a

nd te

sting

pro

cedu

res

final

ized

and

acc

epte

d Se

ptem

ber 2

011

•RT

C’s

oper

atio

nal w

ith in

crea

sing

parti

cipa

tion

(110

labo

rato

ries

with

120

+ in

strum

ents)

, Afri

can

parti

cipa

tion

is la

ggin

g be

hind

due

to li

mite

d op

erat

iona

l SIT

C e

quip

men

t (10

cou

ntrie

s, 1

6 in

strum

ents

in 2

011)

•In

crea

sed

awar

enes

s of

instr

umen

t tes

ting

impo

rtanc

e by

nat

iona

l ent

ities

thro

ugh

RTC

sup

port

•Fu

ll pr

ogra

mm

e of

RTC

ser

vice

s pr

ovid

ed to

nat

iona

l lab

s an

d un

der r

evisi

on fo

r ope

ratio

naliz

atio

n.

•M

arke

t seg

men

t rep

orts/

profi

les

by e

xten

sion

offic

ers,

mar

kete

rs

and

farm

ers

/ Sa

les

volu

mes

an

d sa

les

valu

e of

veg

etab

les

from

the

proj

ect f

arm

ers

in

diffe

rent

mar

kets.

(Veg

etab

le

and

Her

bs C

arib

bean

)

•M

arke

t sur

vey

tem

plat

e de

velo

ped

for u

se in

:•

Jam

aica

n an

d Tr

inid

adia

n G

reen

hous

e G

row

ers’

Ass

ocia

tions

(JG

GA

and

TTG

GA

) col

labo

ratin

g on

mar

ketin

g an

d fa

rmer

trai

ning

.•

Regi

onal

Mar

ketin

g Ex

pert

wor

king

with

loca

l Mar

ketin

g Fa

cilit

ator

s in

Jam

aica

and

Trin

idad

col

labo

ratin

g w

ith th

e Ja

mai

can

and

Trin

idad

ian

Gre

enho

use

Gro

wer

s’ A

ssoc

iatio

ns (J

GG

A a

nd T

TGG

A) i

n th

e de

velo

pmen

t of m

arke

t pro

files

for v

eget

able

s an

d he

rbs.

•Th

e Re

gion

al S

peci

alist

on

IT W

ebsit

e/D

atab

ases

and

IT S

uppo

rt St

aff i

n th

e 2

coun

tries

(Jam

aica

and

Tr

inid

ad) w

ere

hire

d fo

r col

lect

ing

mar

ket i

nfor

mat

ion

and

esta

blish

ing

linka

ges

with

sta

keho

lder

s.

•M

IS :

Two

regi

onal

sys

tem

s se

t up

and

one

nat

iona

l MIS

set

up

in e

ach

regi

on•

MIS

reac

h a

tota

l of

40 0

00 p

rodu

cers

acr

oss

regi

ons

•O

ne n

atio

nal M

IS (C

amer

oon)

set

up

durin

g th

e Tr

anch

e I a

ctiv

ities

and

upg

rade

d du

ring

Tran

che

II ac

tiviti

esA

su

b-re

gion

al M

IS fo

r th

e Ca

ribbea

n de

velo

ped

and

prop

osed

to m

embe

r-sta

tes

of C

ARI

CO

M.

•M

IS fo

r the

Paci

fic

deve

lope

d.

•2

wor

ksho

ps (C

ari

bbea

n an

d Pa

cific)

to p

rese

nt s

ub-r

egio

nal M

IS.

•Fo

ur tr

aini

ng w

orks

hops

on

certi

ficat

ion

and

grad

ing

syste

ms

in e

ach

regi

on (C

ari

bbea

n an

d Pa

cific)

.

67

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

•

Inte

rnat

iona

lly a

ccep

ted

trade

ru

les

and

testi

ng p

roce

dure

s es

tabl

ished

; int

erna

tiona

l sy

stem

of R

ound

Tria

ls (R

T)

oper

atio

nal;

two

oper

atio

nal

Regi

onal

Tec

hnic

al C

entre

s (R

TC)

esta

blish

ed a

nd o

pera

tiona

l; sy

stem

of R

TC-m

anag

ed re

gion

al

Roun

d Tr

ials

oper

atio

nal;

incr

ease

d ac

cept

ance

of t

estin

g re

sults

from

nat

iona

l ent

ities

th

roug

h RT

C s

uppo

rt/im

prov

ed

testi

ng re

liabi

lity;

esta

blish

ed

com

mer

cial

dem

and

from

na

tiona

l cot

ton

labo

rato

ries.

ACP

:•

Inte

rnat

iona

l gui

delin

es a

nd te

sting

pro

cedu

res

final

ized

and

acc

epte

d Se

ptem

ber 2

011

•RT

C’s

oper

atio

nal w

ith in

crea

sing

parti

cipa

tion

(110

labo

rato

ries

with

120

+ in

strum

ents)

, Afri

can

parti

cipa

tion

is la

ggin

g be

hind

due

to li

mite

d op

erat

iona

l SIT

C e

quip

men

t (10

cou

ntrie

s, 1

6 in

strum

ents

in 2

011)

•In

crea

sed

awar

enes

s of

instr

umen

t tes

ting

impo

rtanc

e by

nat

iona

l ent

ities

thro

ugh

RTC

sup

port

•Fu

ll pr

ogra

mm

e of

RTC

ser

vice

s pr

ovid

ed to

nat

iona

l lab

s an

d un

der r

evisi

on fo

r ope

ratio

naliz

atio

n.

•M

arke

t seg

men

t rep

orts/

profi

les

by e

xten

sion

offic

ers,

mar

kete

rs

and

farm

ers

/ Sa

les

volu

mes

an

d sa

les

valu

e of

veg

etab

les

from

the

proj

ect f

arm

ers

in

diffe

rent

mar

kets.

(Veg

etab

le

and

Her

bs C

arib

bean

)

•M

arke

t sur

vey

tem

plat

e de

velo

ped

for u

se in

:•

Jam

aica

n an

d Tr

inid

adia

n G

reen

hous

e G

row

ers’

Ass

ocia

tions

(JG

GA

and

TTG

GA

) col

labo

ratin

g on

mar

ketin

g an

d fa

rmer

trai

ning

.•

Regi

onal

Mar

ketin

g Ex

pert

wor

king

with

loca

l Mar

ketin

g Fa

cilit

ator

s in

Jam

aica

and

Trin

idad

col

labo

ratin

g w

ith th

e Ja

mai

can

and

Trin

idad

ian

Gre

enho

use

Gro

wer

s’ A

ssoc

iatio

ns (J

GG

A a

nd T

TGG

A) i

n th

e de

velo

pmen

t of m

arke

t pro

files

for v

eget

able

s an

d he

rbs.

•Th

e Re

gion

al S

peci

alist

on

IT W

ebsit

e/D

atab

ases

and

IT S

uppo

rt St

aff i

n th

e 2

coun

tries

(Jam

aica

and

Tr

inid

ad) w

ere

hire

d fo

r col

lect

ing

mar

ket i

nfor

mat

ion

and

esta

blish

ing

linka

ges

with

sta

keho

lder

s.

•M

IS :

Two

regi

onal

sys

tem

s se

t up

and

one

nat

iona

l MIS

set

up

in e

ach

regi

on•

MIS

reac

h a

tota

l of

40 0

00 p

rodu

cers

acr

oss

regi

ons

•O

ne n

atio

nal M

IS (C

amer

oon)

set

up

durin

g th

e Tr

anch

e I a

ctiv

ities

and

upg

rade

d du

ring

Tran

che

II ac

tiviti

esA

su

b-re

gion

al M

IS fo

r th

e Ca

ribbea

n de

velo

ped

and

prop

osed

to m

embe

r-sta

tes

of C

ARI

CO

M.

•M

IS fo

r the

Paci

fic

deve

lope

d.

•2

wor

ksho

ps (C

ari

bbea

n an

d Pa

cific)

to p

rese

nt s

ub-r

egio

nal M

IS.

•Fo

ur tr

aini

ng w

orks

hops

on

certi

ficat

ion

and

grad

ing

syste

ms

in e

ach

regi

on (C

ari

bbea

n an

d Pa

cific)

.

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

R.2

.3 F

arm

ers

pro

duc

tivity

is

impro

ved t

hrou

gh

mor

e ef

fect

ive

and

su

stain

able

use

of

pro

duc

tion

fact

ors

and

se

rvic

es

1. P

rom

otin

g G

AP

and

IPPM

: O

ne re

gion

al c

otto

n fa

rmer

or

gani

zatio

n ha

s re

ceiv

ed

capa

city

bui

ldin

g on

IPPM

and

G

AP

2. P

riorit

ies

for u

ptak

e of

IPM

/GA

P in

nat

iona

l pol

icie

s ha

ve b

een

iden

tified

for a

t lea

st 1

coun

try

(Mal

i or B

urki

na) a

nd a

t lea

st on

e in

form

atio

n w

orks

hop

on

prog

ress

org

anise

d

3. A

t lea

st 1

sens

itiza

tion

activ

ity

per c

ount

ry o

rgan

ised

4. I

PPM

and

GA

P is

incl

uded

in

cur

ricul

um o

f sch

ools

of

agro

nom

y in

2 c

ount

ries

5. R

egio

nal (

WA

) stu

dy o

n m

kt

oppo

rtuni

ties

for I

PPM

farm

ers

unde

rtake

n

6. R

evie

w o

f see

d sy

stem

for

cotto

n an

d ca

ssav

a su

cces

sful

ly

unde

rtake

n fo

r ESA

regi

on

7. N

umbe

r of f

arm

ers

train

ed in

su

stain

able

pro

duct

ion

prac

tices

: 10

0 fa

cilit

ator

s an

d

3 00

0 fa

rmer

s tra

ined

; 250

Fa

rmer

Fie

ld S

choo

ls ru

nnin

g.

8. A

t lea

st on

e pi

lot f

arm

set

up

in E

SA re

gion

to te

st im

prov

ed

ferti

lity

mgt

in c

otto

n sy

stem

s

9. A

regi

onal

(ESA

) wor

ksho

p on

con

serv

atio

n ag

r and

GA

P or

gani

sed.

10. A

wor

ksho

p on

the

Susta

inab

ility

cl

aim

s Po

rtal i

s or

gani

sed

in

each

AC

P re

gion

1. O

rgan

izat

ions

of s

tudy

tour

of f

arm

er le

ader

s to

Mal

i /Bu

rkin

a fo

r cap

acity

bui

ldin

g, w

ith A

ProC

A; U

nit f

or

the

Prom

otio

n of

GA

P se

t up

with

the

natio

nal U

NPC

B co

tton

farm

er o

rgan

izat

ion

in B

urki

na. T

rain

ing

in M

ali,

Beni

n an

d Bu

rkin

a F

with

, res

pect

ivel

y, 5

755,

262

and

40

farm

ers

or F

arm

er le

ader

s tra

ined

2. O

ne w

orks

hop

each

org

aniz

ed in

Mal

i, Bu

rkin

a Fa

so, B

enin

and

Sen

egal

. IPP

M a

dopt

ed in

Mal

i as

its n

atio

nal

pest

cont

rol s

trate

gy

3. A

refre

sher

trai

ning

con

duct

ed (6

th -1

0th

June

201

1) o

n FF

S m

etho

dolo

gies

and

Cot

ton

ICM

for 3

8 pa

rtici

pant

s (8

% fe

mal

e) in

clud

ing

FFS

faci

litat

ors,

ext

ensio

nists

, lea

d fa

rmer

s fro

m lo

cal a

nd re

gion

al fa

rmer

as

soci

atio

ns a

nd te

chni

cal s

taff

from

cot

ton

com

pani

es; 1

.IPM

man

ual d

evel

oped

(Por

tugu

ese

vers

ion)

and

ac

cept

ed a

s pa

rt of

the

train

ing

curr

icul

um (b

oth

FFS

and

Insti

tutio

n) in

Moz

ambi

que;

4.

Ope

n fie

ld d

ays

and

seve

ral fi

eld

visit

s or

gani

zed

ever

y ye

ar in

all

coun

tries

of A

ctiv

ity (B

enin

, Bur

kina

Fas

o,

Keny

a, M

ali,

Moz

ambi

que

and

Sene

gal)

5. I

PPM

inte

grat

ed in

cur

ricul

um o

f sch

ools

of a

gron

omy

in M

ali a

nd B

urki

na F

aso,

with

cou

rses

taug

ht b

y ex

perts

tra

ined

by

the

prog

ram

me

6. T

oT m

eetin

gs h

eld

in K

enya

& M

ozam

biqu

e an

d tra

inin

g m

ater

ial d

evel

oped

; 30+

farm

er g

roup

s se

t-up

for

FFS

activ

ities

; ini

tial c

onsu

ltatio

ns s

et-u

p be

twee

n ke

y pl

ayer

s in

the

cotto

n ch

ain

to d

eter

min

e jo

int i

nter

ests

in

impr

ovin

g pr

oduc

tion

effic

ienc

ies

7. R

egio

nal w

orks

hop

held

whi

ch e

nabl

ed d

efini

tion

of s

trate

gy fo

r Bur

kina

, Mal

i and

Sen

egal

; thi

s le

d to

trai

ning

of

trai

ners

and

farm

er o

rgan

izat

ions

on

prod

uctio

n an

d m

arke

ting

of q

ualit

y ho

rticu

lture

pro

duce

, and

im

prov

emen

t of m

arke

t lin

kage

s in

2 p

ilot a

reas

; Uni

on o

f IPP

M F

arm

ers

(Sen

egal

) ben

efite

d fro

m m

arke

ting

supp

ort (

parti

cipa

tion

in D

akar

Fai

r, w

ork

sess

ions

with

exp

ort fi

rms/

asso

ciat

ions

)8.

Gw

araz

imba

repo

rt on

cot

ton

and

cass

ava

seed

s sy

stem

s in

Mal

awi,

Moz

ambi

que

and

Zam

bia

Ove

r 10,

000

farm

ers

and

200

train

ers

train

ed in

sea

son-

long

trai

ning

as

at J

une

2010

und

er T

1. U

nder

bot

h T1

and

T2,

21

,372

farm

ers

and

423

train

ers

train

ed. N

o. o

f FFS

set

up

exce

eded

targ

et.

9. P

ilot f

arm

esta

blish

ed, t

rain

ing

mat

eria

l dev

elop

ed a

nd re

port

prep

ared

. 15

FFS

plot

s id

entifi

ed, s

oil f

ertil

ity

statu

s de

term

ined

, plo

ughe

d an

d pa

rtici

pato

ry te

chno

logy

dev

elop

men

t (PT

D) p

lots

esta

blish

ed in

the

thre

e di

stric

ts: in

Bar

ingo

Nor

th, L

amu

Wes

t and

Tan

a D

elta

dist

ricts

in K

enya

; 13

FFS

plot

s w

ere

esta

blish

ed

com

prisi

ng o

f tw

o pl

ots

(0.5

ha e

ach)

per

FFS

for e

valu

atio

n of

trad

ition

al a

nd IC

M p

ract

ices

in M

ecub

uri,

Mon

apo

and

Mec

onta

dist

ricts

in N

ampu

la, M

ozam

biqu

e.

10. W

orks

hops

on

SCP

orga

nise

d in

Pac

ific,

Car

ibbe

an a

nd o

ne e

ach

for E

nglis

h- a

nd F

renc

h-sp

eaki

ng A

frica

n co

untri

es.

Impr

ovin

g fa

rmer

s ca

paci

ty to

de

liver

y ce

rtifie

d qu

ality

cof

fee

to

inte

rnat

iona

l buy

ers

•C

onfe

renc

e fo

r Sta

ndar

d O

wne

rs (U

tz C

ertifi

ed, S

tarb

ucks

, Fai

r Tra

de, 4

c A

ssoc

iatio

n , R

ain

Fore

st A

llian

ce,

Org

anic

) and

Nat

iona

l Cof

fee

Insti

tutio

ns (f

rom

nin

e pr

ojec

t cou

ntrie

s)•

Trai

ning

for c

ompl

ianc

e to

cer

tifica

tion

stand

ards

und

erta

ken

in E

AFC

A c

ount

ries

68

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

•A

t lea

st 1

sens

itiza

tion

activ

ity

per c

ount

ry o

rgan

ised

ESA

•Se

nsiti

zatio

n of

farm

ers

to th

e us

e of

WH

R in

Tan

zani

a an

d M

alaw

i ong

oing

– i.

e. K

arag

we

Regi

on tr

aini

ng –

Ta

nzan

ia•

Parti

cipa

tion

by b

oth

Mal

awi a

nd T

anza

nia

proj

ect s

taff

at tr

ade

show

s an

d na

tiona

l for

a to

intro

duce

WH

R an

d W

IC s

chem

es

Wes

t A

fric

a:

•M

ali a

nd B

urki

na F

aso

Nat

iona

l Adv

isory

Com

mitt

ees

(NA

C) h

old

field

mee

tings

with

ben

efici

ary

farm

ers

to

sens

itize

them

abo

ut n

on-c

onta

min

ated

cot

ton

as a

mat

ter o

f qua

lity

and

susta

inab

ility

•Vi

sit o

f Asia

n tra

ders

and

buy

ers

to B

urki

na F

aso

and

Mal

i in

Janu

ary

2011

to d

eepe

n se

nsiti

zatio

n

•O

rgan

ized

link

ages

with

sec

tora

l or

gani

zatio

ns a

t pro

duce

r and

in

stitu

tiona

l lev

els.

Sta

rt-up

of

train

ing

prog

ram

mes

for 9

000

farm

ers

in y

ear 1

, pro

duct

ion

and

distr

ibut

ion

of (c

otto

n)

harv

est k

its (1

0 ite

ms)

•C

ontra

cts

with

nat

iona

l lea

d co

tton

com

pani

es s

igne

d•

Trai

ning

pro

gram

mes

for 9

000+

farm

ers

impl

emen

ted

•Pr

ogra

mm

es fo

r cot

ton

hand

ling

parti

es im

plem

ente

d•

Kits

prod

uced

and

dist

ribut

ed: 6

3,00

0 ba

gs a

nd 2

7,00

0 co

tton

bale

cov

er s

heet

s di

strib

uted

in th

e pr

ojec

t ar

ea, 8

68 s

heds

con

struc

ted

•Se

vent

y-fiv

e pe

rcen

t of t

he

farm

ers

in th

e pi

lot a

reas

will

be

usin

g qu

ality

pro

pagu

les

from

a

proj

ect-i

mpr

oved

pla

ntin

g m

ater

ial f

acili

ty (R

oots

and

Tube

rs C

arib

bean

)

•Fa

cilit

ies

com

plet

ed in

Dom

inic

a an

d Ba

rbad

os C

ontra

ct fo

r Tiss

ue c

ultu

re la

b aw

arde

d an

d sig

ned

for S

t Vi

ncen

t, tw

o co

ntra

ctor

s se

lect

ed in

Jam

aica

and

the

cont

ract

fina

lised

in A

ugus

t•

Des

ign

iden

tified

and

sco

pe o

f wor

k de

velo

ped

for t

wo

faci

litie

s in

Trin

idad

•G

erm

plas

m id

entifi

ed a

nd in

vent

ory

dete

rmin

ed fo

r Jam

aica

and

Trin

idad

•St

orag

e of

13

varie

ties

of C

assa

va fa

cilit

ated

by

the

Uni

vers

ity o

f the

Wes

t Ind

ies

and

the

Min

istry

of

Agr

icul

ture

in T

rinid

ad a

nd T

obag

o

•Es

tabl

ishm

ent o

f 12

impr

oved

pr

otec

ted

agric

ultu

re s

yste

ms

for v

eget

able

s an

d he

rbs

in th

e va

rious

agr

o ec

olog

ical

zon

es

of th

e re

gion

. (Ve

geta

ble

and

Her

bs C

arib

bean

)

•In

Trin

idad

2 s

truct

ures

in p

roce

ss o

f ref

urbi

shm

ent w

hile

2 o

ther

s id

entifi

ed fo

r ref

urbi

shm

ent

•In

Tob

ago

a ne

w s

truct

ure

desig

ned

and

tend

erin

g fo

r con

struc

tion

•In

Jam

aica

1 g

reen

hous

e co

nstru

ctio

n 80

% c

ompl

ete

and

anot

her 2

0% c

ompl

ete

•In

Hai

ti fa

rmer

gro

ups

iden

tified

for c

onstr

uctio

n an

d re

furb

ishm

ent a

ctiv

ities

•C

ivil

wor

ks c

ompl

eted

in T

rinid

ad a

nd J

amai

ca

•Se

tting

up

a da

taba

se b

y co

llect

ing

the

info

rmat

ion

and

setti

ng u

p th

e co

mpu

ter d

ata-

ba

se w

ith b

oth

prod

uctio

n an

d m

arke

ting

info

rmat

ion.

(V

eget

able

and

Her

bs

Car

ibbe

an)

•In

tern

atio

nal W

ebsit

e/D

atab

ase

Spec

ialis

t and

loca

l IT

Supp

ort s

taff

for J

amai

ca a

nd T

rinid

ad h

ave

been

re

crui

ted;

in H

aiti,

recr

uitm

ent i

n pr

ogre

ss. T

he In

tern

atio

nal S

peci

alist

(TT

base

d) h

as a

sses

sed

need

s fo

r ha

rdw

are,

sof

twar

e an

d ca

paci

ty fo

r web

site

and

data

base

dev

elop

men

t in

Jam

aica

, Trin

idad

and

Hai

ti. A

PO

W (w

ith d

efine

d sc

ope,

del

iver

able

s an

d tim

elin

es) t

o PE

A a

ppro

ved

•W

ork

on d

ata

colle

ctio

n on

PA

sys

tem

s an

d m

arke

ts ha

ve b

egun

in J

amai

ca a

nd T

rinid

ad•

PEA

con

tinue

d to

upg

rade

its

IT c

apac

ity in

Jam

aica

and

Trin

idad

to a

ccom

mod

ate

the

proj

ect’s

requ

irem

ents

•A

Com

mun

icat

ion

Spec

ialis

t has

bee

n re

crui

ted

and

bega

n th

e de

velo

pmen

t of m

edia

tool

s in

all

3 co

untri

es

69

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

•Te

chni

cal s

uppo

rt to

pro

ject

fa

rmer

s in

resp

ect o

f pro

visio

n of

sub

ject

spe

cial

ists

(und

erco

ver

syste

ms/

pro

tect

ed a

gric

ultu

re)

to tr

ain

farm

ers.

(Veg

etab

le a

nd

Her

bs C

arib

bean

)

•2

Inte

rnat

iona

l PA

Spe

cial

ists

(Tec

hnic

al A

ssist

ance

and

Gre

enho

use

Tech

nolo

gy) c

ontra

cted

for t

rain

ing

farm

ers

in a

ll as

pect

s of

gre

enho

use

cons

truct

ion

and

oper

atio

n fo

r veg

etab

les

and

herb

s pr

oduc

tion

and

mar

ketin

g.•

The

Mar

ketin

g Ex

pert

and

Trai

ning

Coo

rdin

ator

hire

d fo

r ass

istin

g in

this

train

ing.

R.2

.4 F

arm

ers

mark

etin

g a

nd

vert

ical i

nteg

ratio

n ca

pabili

ties

enha

nced

•N

umbe

r of v

ertic

al li

nkag

e ar

rang

emen

ts am

ong

VC a

ctor

s es

tabl

ished

in p

ilot p

roje

ct a

reas

•U

nder

FA

O’s

prog

ram

me

of w

ork

on In

clus

ive

Busin

ess

Mod

els:

1. A

t lea

st on

e bu

sines

s m

odel

str

ateg

y pe

r cou

ntry

is d

evel

oped

an

d im

plem

ente

d in

eac

h of

the

14 p

ilot c

ount

ries.

2.

At l

east

two

targ

eted

PO

s in

eac

h of

the

14 p

ilot

coun

tries

und

er th

e bu

sines

s m

odel

stra

tegi

es a

re tr

aine

d in

com

mod

ity a

grib

usin

ess

man

agem

ent.

Pan-

Afr

ican:

Sev

eral

acc

ompa

nied

tech

nica

l miss

ions

ena

bled

farm

ers,

esp

ecia

lly fr

om th

e co

tton

sect

or, t

o be

tter l

ink

with

thei

r mar

kets.

Suc

h m

issio

ns to

ok A

frica

n co

tton

farm

ers

and

othe

r sta

keho

lder

s to

Ban

glad

esh,

C

hina

, Ind

ia, T

haila

nd a

nd T

urke

y.

ESA

:•

EAFC

A :

faci

litat

ing

linka

ges

of s

peci

alty

cof

fee

prod

ucer

s w

ith s

peci

alty

impo

rters

und

er c

ertifi

catio

n•

Ove

r 30

com

mod

ity s

peci

fic b

usin

ess

mod

el s

trate

gies

dev

elop

ed a

nd p

ilote

d fo

r mor

e th

an 3

0 PO

s lin

king

th

em to

ove

r 25

ente

rpris

es a

cros

s 14

AC

P co

untri

es

•O

n av

erag

e 3

POs t

rain

ed in

com

mod

ity sp

ecifi

c ag

ribus

ines

s man

agem

ent a

nd m

arke

ting

in 1

4 co

untri

es to

re

info

rce

the

impl

emen

tatio

n of

the

busin

ess m

odel

stra

tegi

es

•O

ver 5

0 pr

oduc

er-b

uyer

s m

eetin

gs h

eld

regu

larly

in e

ach

of th

e 14

cou

ntrie

s ov

er 3

yea

rs c

ontri

butin

g to

the

susta

inab

ility

of l

ong-

term

trad

ing

rela

tions

hips

•5

final

less

ons

lear

ning

wor

ksho

ps h

eld

on th

e im

plem

enta

tion

of th

e IB

M a

ppro

ach

•5

proc

eedi

ngs

repo

rts o

n th

e le

sson

s le

arnt

on

the

impl

emen

tatio

n of

the

IBM

app

roac

h fo

r eac

h re

gion

•5

train

ing

man

uals

for p

rodu

cer o

rgan

izat

ions

on

the

mar

ketin

g of

rice

, cas

sava

, cot

ton,

and

frui

ts an

d ve

geta

bles

•1

Stra

tegy

pap

er a

nd im

plem

enta

tion

plan

for t

he p

ilot t

estin

g of

a c

omm

on b

uyin

g pl

atfo

rm fo

r cot

ton

in

Zam

bia.

•4

appr

aisa

ls re

ports

for l

inki

ng s

mal

lhol

ders

to fi

nanc

ial p

rodu

cts

and

serv

ices

in K

enya

, Cam

eroo

n (o

il pa

lm

and

coffe

e co

ops)

and

Zam

bia.

•In

eac

h of

the

coun

tries

on

aver

age

3-4

sele

cted

com

mod

ity u

pgra

ding

act

iviti

es (q

ualit

y co

ntro

l mec

hani

sms,

be

tter p

rodu

ctio

n pr

actic

es, b

ulk

mar

ketin

g, a

nd tr

aini

ng in

pro

cess

ing

prac

tices

) sup

porte

d to

con

tribu

te to

the

impl

emen

tatio

n of

the

revi

sed

busin

ess

mod

el s

trate

gies

of P

O’s

•A

vid

eo p

rovi

ding

an

over

view

of t

he im

plem

enta

tion

of th

e BM

app

roac

h fo

r cot

ton

in K

enya

•Tr

aini

ng p

rogr

amm

es in

agr

ibus

ines

s m

anag

emen

t gin

nerie

s pi

lot t

este

d fo

r gin

nerie

s in

Ken

ya.

•Tr

aini

ngs

mat

eria

ls fo

r gin

ners

in K

enya

teste

d fo

r ups

calin

g

•D

issem

inat

ion

of in

form

atio

n on

the

proj

ect t

hrou

gh th

e EA

FCA

web

site

(ww

w.e

afca

.org

), pr

ojec

t bro

chur

es,

onlin

e ne

ws

lette

r, Bw

ana

Kaha

wa,

the

Ann

ual E

AFC

A R

evie

w m

agaz

ine,

Nat

iona

l New

spap

ers

in th

e pa

rtici

patin

g C

ount

ries

and

pers

onal

inte

rvie

ws

with

Cof

fee

stake

hold

ers

•M

arke

ting

train

ing

prog

ram

dev

elop

ed in

Tan

zani

a to

be

give

n in

con

junc

tion

with

war

ehou

se m

anag

emen

t an

d W

RS o

pera

tions

trai

ning

as

mar

ketin

g an

d bu

sines

s m

anag

emen

t iss

ues

are

impa

ctin

g su

cces

sful

use

of

WRS

and

WIC

70

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

Wes

t A

fric

a:

•Ba

sic tr

aini

ng to

ove

r 100

hor

ticul

ture

farm

er g

roup

s in

Bur

kina

Fas

o, M

ali a

nd S

eneg

al o

n pr

oduc

tion

plan

ning

, qua

lity

man

agem

ent a

nd m

arke

ting

as p

art o

f Far

mer

Fie

ld S

choo

l tra

inin

g on

Inte

grat

ed P

rodu

ctio

n an

d Pe

st M

anag

emen

t; 5

Farm

er O

rgan

izat

ions

sup

porte

d to

impr

ove

prod

uctio

n pl

anni

ng a

nd q

ualit

y an

d m

arke

ting

agre

emen

ts w

ith e

xisti

ng a

nd n

ew b

uyer

s.•

Tool

box

on T

rain

ing

of s

mal

lhol

ders

on

mar

ketin

g an

d qu

ality

of h

ortic

ultu

re p

rodu

ce th

roug

h Fa

rmer

Fie

ld

Scho

ols

deve

lope

d (in

Fre

nch)

•C

ashe

w M

ali:

verti

cal l

inka

ges

impr

oved

.•

Ara

bic

gum

in N

iger

: ver

tical

link

ages

impr

oved

Cari

bbea

n:

•C

ARD

I ide

ntifi

ed th

e lin

kage

s fo

r roo

t cro

ps a

nd v

eget

able

pro

duce

rs to

regi

onal

mar

kets

•D

ecre

ase

in re

ject

ion

rate

s an

d in

crea

se in

ave

rage

gra

ding

(q

ualit

y) w

here

app

licab

le

•G

inni

ng o

f the

see

d co

tton

prod

uced

und

er n

on-c

onta

min

atin

g m

anag

emen

t has

sta

rted

in M

ali a

nd C

ôte

d’Iv

oire

and

will

sta

rt so

on in

Bur

kina

Fas

o. A

tota

l of 2

8,62

4 to

ns o

f see

d-co

tton

expe

cted

•D

urin

g th

e fir

st ye

ar o

f pro

duct

ion

24,9

53 M

T of

see

d co

tton

or 1

0,12

1 M

T of

fibr

e co

tton

was

pro

duce

d,

9120

of s

ampl

es h

ave

been

col

lect

ed d

urin

g gi

nnin

g. In

Jun

e C

ERFI

TEX

signe

d a

cont

ract

with

the

PEA

to

dete

rmin

e th

e co

ntam

inat

ion

in th

e co

llect

ed s

ampl

es

•A

n in

crea

se in

sel

ecte

d va

lue

adde

d pr

oduc

ts of

at l

east

50%

ab

ove

pre-

proj

ect l

evel

s in

the

pilo

t are

as (R

oots

and

Tube

rs

Car

ibbe

an)

•In

Jam

aica

sup

port

to a

ssist

2 p

roce

ssin

g bu

sines

ses

in p

rodu

cing

val

ue-a

dded

pro

duct

s fro

m c

assa

va a

nd

swee

t pot

ato

•In

St.

Vinc

ent a

nd D

omin

ica

supp

ort t

o sm

all g

roup

s w

ith p

roce

ssin

g of

cas

sava

; also

, tra

inin

g in

food

saf

ety

stand

ards

(HA

CC

P)

•A

t lea

st on

e fu

nctio

ning

“ro

ots

and

tube

rs”

agrib

usin

ess

clus

ter

per p

roje

ct c

ount

ry (R

oots

and

Tube

rs C

arib

bean

)

•A

grib

usin

ess

clus

ters

iden

tified

for t

rain

ing

in S

t Vin

cent

Jam

aica

, Dom

inic

a, T

rinid

ad a

nd T

obag

o. .

•Pr

ogra

ms

for T

rinid

ad a

nd J

amai

ca fi

nalis

ed w

ith th

e se

lect

ed g

roup

s an

d al

l pro

fess

iona

l per

sonn

el s

elec

ted;

Pe

rson

nel o

rient

atio

n ha

s ta

ken

plac

e in

Trin

idad

.

•A

t lea

st 15

50 tr

aine

d in

divi

dual

s in

var

ious

sub

-disc

iplin

es o

f im

port

to th

e Ro

ot a

nd T

uber

C

rop

Com

mod

ity c

hain

.(R&

T C

arib

bean

)

•17

0 pe

rson

s tra

ined

in S

t Vin

cent

and

Dom

inic

a •

16 p

erso

ns tr

aine

d at

CLA

YUC

A in

pro

paga

tion

tech

niqu

es a

nd c

onse

rvat

ion

•Lo

catio

n sp

ecifi

c te

ch-p

acks

id

entif

ying

app

ropr

iate

and

ac

hiev

able

ope

ratin

g pr

otoc

ols

for t

he p

rodu

ctio

n an

d sa

le o

f qu

ality

fres

h an

d va

lue-

adde

d pr

oduc

e

•5

dem

onstr

atio

n sit

es e

stabl

ished

in S

t Vin

cent

and

19

in D

omin

ica

2 in

Trin

idad

: Yie

ld a

nd c

rop

man

agem

ent

data

has

bee

n co

llect

ed (D

omin

ica

and

St V

ince

nt) f

or th

e pr

oduc

tion

of fr

esh

prod

uct.

The

plan

s an

d pr

ocur

emen

t pro

cess

hav

e be

en c

ompl

eted

and

the

upgr

ades

are

55%

com

plet

e•

HA

CC

P Sp

ecia

list s

elec

ted

and

will

com

men

ce “

road

map

for f

ood

safe

ty c

ompl

ianc

e” w

ith s

elec

ted

proc

esso

rs

in J

amai

ca a

nd T

rinid

ad•

Base

line

sur

veys

com

plet

ed in

all

proj

ect c

ount

ries

for b

oth

valu

e ad

ded

prod

ucts

and

prim

ary

prod

ucer

s•

Pers

onne

l con

tract

ed: I

CM

Tec

hnic

ian,

Tec

hnic

al S

uppo

rt Te

chni

cian

, IT

Supp

ort T

echn

icia

n

71

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

Wes

t A

fric

a:

•Ba

sic tr

aini

ng to

ove

r 100

hor

ticul

ture

farm

er g

roup

s in

Bur

kina

Fas

o, M

ali a

nd S

eneg

al o

n pr

oduc

tion

plan

ning

, qua

lity

man

agem

ent a

nd m

arke

ting

as p

art o

f Far

mer

Fie

ld S

choo

l tra

inin

g on

Inte

grat

ed P

rodu

ctio

n an

d Pe

st M

anag

emen

t; 5

Farm

er O

rgan

izat

ions

sup

porte

d to

impr

ove

prod

uctio

n pl

anni

ng a

nd q

ualit

y an

d m

arke

ting

agre

emen

ts w

ith e

xisti

ng a

nd n

ew b

uyer

s.•

Tool

box

on T

rain

ing

of s

mal

lhol

ders

on

mar

ketin

g an

d qu

ality

of h

ortic

ultu

re p

rodu

ce th

roug

h Fa

rmer

Fie

ld

Scho

ols

deve

lope

d (in

Fre

nch)

•C

ashe

w M

ali:

verti

cal l

inka

ges

impr

oved

.•

Ara

bic

gum

in N

iger

: ver

tical

link

ages

impr

oved

Cari

bbea

n:

•C

ARD

I ide

ntifi

ed th

e lin

kage

s fo

r roo

t cro

ps a

nd v

eget

able

pro

duce

rs to

regi

onal

mar

kets

•D

ecre

ase

in re

ject

ion

rate

s an

d in

crea

se in

ave

rage

gra

ding

(q

ualit

y) w

here

app

licab

le

•G

inni

ng o

f the

see

d co

tton

prod

uced

und

er n

on-c

onta

min

atin

g m

anag

emen

t has

sta

rted

in M

ali a

nd C

ôte

d’Iv

oire

and

will

sta

rt so

on in

Bur

kina

Fas

o. A

tota

l of 2

8,62

4 to

ns o

f see

d-co

tton

expe

cted

•D

urin

g th

e fir

st ye

ar o

f pro

duct

ion

24,9

53 M

T of

see

d co

tton

or 1

0,12

1 M

T of

fibr

e co

tton

was

pro

duce

d,

9120

of s

ampl

es h

ave

been

col

lect

ed d

urin

g gi

nnin

g. In

Jun

e C

ERFI

TEX

signe

d a

cont

ract

with

the

PEA

to

dete

rmin

e th

e co

ntam

inat

ion

in th

e co

llect

ed s

ampl

es

•A

n in

crea

se in

sel

ecte

d va

lue

adde

d pr

oduc

ts of

at l

east

50%

ab

ove

pre-

proj

ect l

evel

s in

the

pilo

t are

as (R

oots

and

Tube

rs

Car

ibbe

an)

•In

Jam

aica

sup

port

to a

ssist

2 p

roce

ssin

g bu

sines

ses

in p

rodu

cing

val

ue-a

dded

pro

duct

s fro

m c

assa

va a

nd

swee

t pot

ato

•In

St.

Vinc

ent a

nd D

omin

ica

supp

ort t

o sm

all g

roup

s w

ith p

roce

ssin

g of

cas

sava

; also

, tra

inin

g in

food

saf

ety

stand

ards

(HA

CC

P)

•A

t lea

st on

e fu

nctio

ning

“ro

ots

and

tube

rs”

agrib

usin

ess

clus

ter

per p

roje

ct c

ount

ry (R

oots

and

Tube

rs C

arib

bean

)

•A

grib

usin

ess

clus

ters

iden

tified

for t

rain

ing

in S

t Vin

cent

Jam

aica

, Dom

inic

a, T

rinid

ad a

nd T

obag

o. .

•Pr

ogra

ms

for T

rinid

ad a

nd J

amai

ca fi

nalis

ed w

ith th

e se

lect

ed g

roup

s an

d al

l pro

fess

iona

l per

sonn

el s

elec

ted;

Pe

rson

nel o

rient

atio

n ha

s ta

ken

plac

e in

Trin

idad

.

•A

t lea

st 15

50 tr

aine

d in

divi

dual

s in

var

ious

sub

-disc

iplin

es o

f im

port

to th

e Ro

ot a

nd T

uber

C

rop

Com

mod

ity c

hain

.(R&

T C

arib

bean

)

•17

0 pe

rson

s tra

ined

in S

t Vin

cent

and

Dom

inic

a •

16 p

erso

ns tr

aine

d at

CLA

YUC

A in

pro

paga

tion

tech

niqu

es a

nd c

onse

rvat

ion

•Lo

catio

n sp

ecifi

c te

ch-p

acks

id

entif

ying

app

ropr

iate

and

ac

hiev

able

ope

ratin

g pr

otoc

ols

for t

he p

rodu

ctio

n an

d sa

le o

f qu

ality

fres

h an

d va

lue-

adde

d pr

oduc

e

•5

dem

onstr

atio

n sit

es e

stabl

ished

in S

t Vin

cent

and

19

in D

omin

ica

2 in

Trin

idad

: Yie

ld a

nd c

rop

man

agem

ent

data

has

bee

n co

llect

ed (D

omin

ica

and

St V

ince

nt) f

or th

e pr

oduc

tion

of fr

esh

prod

uct.

The

plan

s an

d pr

ocur

emen

t pro

cess

hav

e be

en c

ompl

eted

and

the

upgr

ades

are

55%

com

plet

e•

HA

CC

P Sp

ecia

list s

elec

ted

and

will

com

men

ce “

road

map

for f

ood

safe

ty c

ompl

ianc

e” w

ith s

elec

ted

proc

esso

rs

in J

amai

ca a

nd T

rinid

ad•

Base

line

sur

veys

com

plet

ed in

all

proj

ect c

ount

ries

for b

oth

valu

e ad

ded

prod

ucts

and

prim

ary

prod

ucer

s•

Pers

onne

l con

tract

ed: I

CM

Tec

hnic

ian,

Tec

hnic

al S

uppo

rt Te

chni

cian

, IT

Supp

ort T

echn

icia

n

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

•A

t lea

st 18

bus

ines

s m

odel

str

ateg

ies

are

deve

lope

d an

d im

plem

ente

d•

At l

east

12 P

Os t

rain

ed in

bus

ines

s m

gt a

nd m

arke

ting

in th

e Ca

rib-

bean

and

20

in E

SA re

gion

•In

Cam

erou

n fo

ur c

offe

e P.

O. /

GIC

s/C

oops

with

thei

r bus

ines

s m

odel

dev

elop

ed a

nd im

plem

ente

d.•

Two

cass

ava

proc

essin

g co

mpa

nies

•Si

x m

ango

pro

cess

ors

in M

ali /

BF

(bui

ldin

g on

AA

AC

P in

terv

entio

n)•

Som

e te

n or

gani

zatio

ns w

ith th

eir b

usin

ess

mod

els

revi

sited

.

R.2

.5 S

trate

gic

div

ersi

fica

tion

optio

ns

are

tes

ted a

nd

dev

elop

ed

•A

t lle

ast o

ne s

trate

gic

dive

rsifi

catio

n, m

arke

ting

&

prod

uct d

evel

opm

ent o

ptio

ns

teste

d in

eac

h A

CP

regi

on b

y 20

11

•

ESA

: Div

ersifi

catio

n of

cof

fee

prod

uctio

n in

hig

h-va

lue

segm

ent i

n EA

FCA

cou

ntrie

s•

Cent

ral A

fric

a: C

assa

va p

roce

ssin

g fir

ms i

n Ca

mer

oun

are

bene

fitin

g fro

m p

rodu

ct d

iver

sifica

tion

optio

ns.

•

Cari

bbea

n: P

rote

cted

agr

icul

ture

tria

ls se

t up

•

ACP

: All

strat

egy

impl

emen

tatio

n pl

ans

incl

ude

mar

ket a

nd p

rodu

ct d

evel

opm

ent o

ptio

ns w

hich

impl

y th

at a

ll re

gion

s ha

ve b

y no

w b

enefi

ted

from

sup

port

in th

is ar

ea

•In

crea

sed

volu

mes

on

nich

e m

arke

ts su

ppor

ted

by A

AA

CP-

e.

g. s

peci

ality

teas

, cof

fees

and

co

coa

base

d pr

oduc

ts

•So

me

EAFC

A c

ount

ry c

ases

repo

rt 25

% in

crea

se in

exp

ort v

olum

e of

spe

cial

ty c

offe

e •

Cam

erou

n sp

ecia

lty c

offe

e (w

ashe

d ro

busta

)

R3

: M

ark

et-b

ase

d in

stru

men

ts t

o re

duc

e pro

duc

er’s

inco

me

vuln

erabili

ty a

re d

evel

oped

and

the

ir a

cces

s en

hanc

ed.

R.3

.1 M

ark

et b

ase

d

CRM

inst

rum

ents

adapte

d t

o lo

cal

cont

ext

are

ava

ilable

•11

sup

ply

chai

ns a

naly

zed

and

RM s

trate

gy d

evel

oped

: Pac

ific

(1),

Car

ibbe

an (3

), C

entra

l A

frica

(1),

Wes

t Afri

ca (3

), Ea

st A

frica

(3).

•15

wea

ther

RM

pro

duct

s de

velo

ped

(e.g

. ins

uran

ce

cont

ract

s, w

eath

er ri

sk m

aps,

an

d w

eath

er R

M s

trate

gies

): C

arib

bean

(5),

Wes

t Afri

ca (5

), Ea

st A

frica

(5).

•C

RM s

trate

gies

dev

elop

ed in

5

coun

tries

.•

At l

east

10 s

uppl

y ch

ain

risk

and

finan

ce a

sses

smen

t con

duct

ed

(by

FAO

)

•5

Risk

ass

essm

ent o

f sup

ply

chai

n un

derta

ken

for F

&V

(Sam

oa);

for n

utm

egs

(Gre

nada

); fo

r ric

e (G

uyan

a); f

or

coffe

e (H

aiti

and

Cam

eroo

n); f

or c

otto

n (M

ozam

biqu

e)•

10 R

isk a

nd fi

nanc

e as

sess

men

ts fo

r cas

sava

(Zam

bia

and

Mal

awi);

cas

sava

(Guy

ana)

; nut

meg

and

coc

oa

(Gre

nada

); fru

it an

d ve

geta

ble

sect

or (S

amoa

); ric

e an

d m

aize

(Wes

t Afri

ca);

and

cass

ava,

mai

ze a

nd ri

ce

(Cam

eroo

n, C

entra

l Afri

ca)

•Re

gion

al W

eath

er R

M A

ctio

n Pl

an d

evel

oped

for C

arib

bean

(15

coun

tries

)•

CRM

stra

tegi

es d

evel

oped

for H

aiti

and

Mal

awi

•10

sup

ply

chai

ns a

naly

sed:

Pac

ific

(1):

Sam

oa fr

uit &

veg

; Car

ibbe

an (4

): Be

lize

sect

or a

ppro

ach,

Gre

nada

se

ctor

app

roac

h, H

aiti

coffe

e, G

uyan

a ric

e; C

entra

l Afri

ca (1

): C

amer

oon

coffe

e; W

est A

frica

(1) G

hana

co

coa;

Eas

t & S

. Afri

ca (3

): M

ozam

biqu

e co

tton,

Uga

nda

coffe

e, K

enya

hor

ticul

ture

•16

wea

ther

RM

pro

duct

s de

velo

ped:

Cari

bbea

n (5

): Ja

mai

ca S

ecto

r wea

ther

risk

map

ping

, Jam

aica

W

eath

er R

isk M

anag

emen

t Stra

tegy

, Jam

aica

Pre

-feas

ibili

ty fo

r 2 p

arish

es, F

easib

ility

for I

ndex

Insu

ranc

e fo

r co

ffee,

Hai

ti Se

ctor

wea

ther

risk

man

agem

ent;

Wes

t A

fric

a (

5):

Burk

ina

Wea

ther

risk

ass

essm

ent i

n co

tton,

Bu

rkin

a Fe

asib

ility

in in

dexe

d in

sura

nce,

Gha

na w

eath

er ri

sk m

appi

ng, G

hana

wea

ther

dat

a di

gitiz

atio

n;

East

Afr

ica (

6):

Keny

a 6

insu

ranc

e pi

lots

for c

offe

e, m

aize

, whe

at a

nd b

anan

a, M

alaw

i 2 in

sura

nce

pilo

ts fo

r gro

undn

uts

and

toba

cco,

Mal

awi 1

mac

ro d

roug

ht d

eriv

ativ

e 3

cons

ecut

ive

year

s, M

ozam

biqu

e w

eath

er

risk

map

ping

, Moz

ambi

que

synt

hetic

wea

ther

grid

, Moz

ambi

que

wea

ther

dat

a di

gitiz

atio

n•

5 co

mm

odity

risk

man

agem

ent s

trate

gies

com

plet

ed: C

ari

bbea

n Reg

iona

l Agr

icul

ture

RM

Stra

tegy

&

Act

ion

Plan

for 1

5 co

untri

es, i

n lia

ison

with

IIC

A a

nd C

ARD

I; H

aiti

Pri

ce R

M s

trate

gy fo

r ric

e; M

ala

wi

Stra

tegi

c gr

ain

rese

rve

strat

egy;

Gha

na S

ecto

r RM

ana

lysis

& s

trate

gy; S

ub-S

aha

ran

Afr

ican

coun

trie

s C

otto

n Se

ctor

Ref

orm

Stra

tegy

72

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

R.3

.2 S

tak

ehol

der

ca

paci

ty t

o us

e ri

sk m

ana

gem

ent

inst

rum

ents

is

stre

ngth

ened

•30

loca

l and

/or r

egio

nal

insti

tutio

ns in

volv

ed d

irect

ly w

ith

the

exec

utio

n of

pro

gram

me

inte

rven

tions

•7

loca

l and

/or r

egio

nal i

nstit

utio

ns

in re

ceip

t of c

ore

curr

icul

a an

d ca

paci

ty to

ena

ble

train

ing

afte

r pr

ogra

mm

e en

d•

Paci

fic:-

1 ris

k m

anag

emen

t and

su

pply

cha

in fi

nanc

e m

echa

nism

id

entifi

ed. P

ilotin

g ac

tiviti

es

invo

lving

at l

east

50 sm

allh

olde

rs

and

1 fin

anci

al in

stitu

tion

desig

ned

and

valid

ated

with

na

tiona

l sta

keho

lder

s.•

ESA

(Zam

bia)

: Act

iviti

es th

at

incr

ease

the

outre

ach

of fi

nanc

ial

serv

ices

to C

assa

va st

akeh

olde

rs

iden

tified

& a

t lea

st 30

0 fa

rmer

s,

2 pr

oces

sors

and

1 fi

nanc

ial

insti

tutio

n pi

lotin

g th

e id

entifi

ed

activ

ities

wer

e id

entifi

ed.

•ES

A –

Uga

nda

Tanz

ania

and

Ke

nya.

Impa

ct a

sses

smen

t of

alte

rnat

ive

appr

oach

es to

m

itiga

ting

trade

rela

ted

risk

expo

sure

in E

SA g

rain

s mar

kets

(mai

ze).

•ES

A (Z

ambi

a): A

ctiv

ities

that

in

crea

se th

e ou

treac

h of

fina

ncia

l se

rvic

es to

Cas

sava

stak

ehol

ders

id

entifi

ed &

at l

east

30 fa

rmer

s,

2 pr

oces

sors

and

2 fi

nanc

ial

insti

tutio

ns p

ilotin

g th

e id

entifi

ed

activ

ities

.

•45

insti

tutio

ns d

irect

ly in

volv

ed: J

amai

ca (8

), Be

lize

(2),

Gre

nada

(3),

Hai

ti (3

), U

gand

a (2

), Bu

rkin

a Fa

so (1

1),

Gha

na (6

), M

ozam

biqu

e (4

), an

d Ke

nya

(8)

•Lo

cal a

nd/o

r reg

iona

l ins

titut

ions

to e

nabl

e tra

inin

g: E

ast A

frica

n Fi

ne C

offe

e A

ssoc

iatio

n, K

enya

Col

lege

of

Insu

ranc

e, G

hana

Col

lege

of I

nsur

ance

, Wor

ld C

ocoa

Fou

ndat

ion,

CA

RDI,

Inte

rnat

iona

l Cot

ton

Adv

isory

C

ounc

il, F

air T

rade

USA

•

East

Afr

ican

Fine

Cof

fee

Ass

ocia

tion

in re

ceip

t of c

ore

curr

icul

a co

mpl

eted

•

Ken

ya In

sura

nce

Col

lege

in re

ceip

t of c

ore

curr

icul

a co

mpl

eted

•C

apac

ity tr

ansf

er a

ctiv

ities

und

erta

ken

for C

arib

bean

regi

on a

nd E

SA (c

offe

e), M

alaw

i and

at p

an-a

frica

n le

vel (

ww

w.a

grisk

train

ing.

com

)•

W

est

Afr

ica

: tra

inin

g an

d di

ssem

inat

ion

wor

ksho

p on

war

rant

age

for i

nput

mar

ket f

acili

tatio

n fo

r mai

ze

carr

ied

out i

n Bu

rkin

a Fa

so•

Ce

ntra

l Afr

ica

: nat

iona

l tra

inin

g in

fina

nce

and

risk

man

agem

ent i

n va

lue

chai

ns h

eld

in C

amer

oun

in

Dec

embe

r 201

1•

Pa

cific:

Risk

man

agem

ent s

trate

gies

and

fina

ncin

g m

echa

nism

s de

velo

ped

for S

amoa

frui

t and

veg

etab

le

sect

or a

nd v

alid

ated

with

nat

iona

l sta

keho

lder

s•

ES

A: Z

ambi

a: A

sses

smen

t of t

he fi

nanc

ing

need

s of

cas

sava

pro

duce

rs a

nd in

dustr

ial p

roce

ssor

s un

derta

ken.

Th

e fin

anci

al s

chem

e an

d re

late

d pi

lotin

g ac

tiviti

es d

esig

ned

and

valid

ated

with

nat

iona

l sta

keho

lder

s•

ES

A g

rain

s: A

sses

smen

t of t

rade

rela

ted

risks

in th

e gr

ain

sect

or fo

r Ken

ya, U

gand

a an

d Ta

nzan

ia fi

naliz

ed

and

pres

ente

d du

ring

one

of th

e se

nsiti

zatio

n w

orks

hops

und

erta

ken

in c

olla

bora

tion

with

the

East

Afri

can

Gra

in C

ounc

il, N

airo

bi K

enya

R.3

.3 S

uppor

tive

RM

infr

ast

ruct

ure

(incl

udin

g o

n in

form

atio

n) im

pro

ved

•In

crea

sed

and

impr

oved

use

of

per

tinen

t inf

rastr

uctu

re

(e.g

. wea

ther

sta

tions

, sto

rage

fa

cilit

ies

etc)

in s

uppo

rt of

CRM

•Im

prov

ed w

areh

ouse

s, a

nd im

prov

ed s

uper

visio

n an

d ce

rtific

atio

n of

gra

in w

areh

ouse

s in

ESA

•im

prov

emen

t in

pre-

stora

ge m

anag

emen

t pro

cedu

res

and

train

ing

in w

areh

ouse

man

agem

ent p

ract

ices

to

incr

ease

attr

activ

enes

s fo

r ins

urer

s an

d to

redu

ce lo

sses

in T

anza

nia

and

Mal

awi –

all

to in

crea

se p

artic

ipat

ion

in tr

adin

g pl

atfo

rms

•Im

prov

ed w

eath

er d

ata

info

rmat

ion

infra

struc

ture

in G

hana

and

Moz

ambi

que.

Gha

na: d

igiti

zatio

n of

6 m

illio

n ob

serv

atio

ns in

121

wea

ther

sta

tions

from

198

1-20

10. M

ozam

biqu

e: d

igiti

zatio

n of

3.7

mill

ion

obse

rvat

ions

in

31

wea

ther

sta

tions

from

197

9-20

10

73

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

R4: Th

e pro

gra

mm

e is

capita

lisin

g o

n th

e co

mple

men

tari

ties

and

syn

ergie

s bet

wee

n IO

s,

EU a

nd A

CP a

ctor

s in

the

are

a o

f agri

cultu

ral c

omm

oditi

es;

is r

espon

din

g t

o A

CP d

emand

; and

is s

hari

ng e

xper

ienc

es a

t th

e all-

ACP

leve

l.

R.4

.1 E

ffec

tive

stra

tegic

gui

danc

e of

the

pro

gra

mm

e en

sure

d w

ith

adeq

uate

ACP

in

volv

emen

t

•St

eerin

g co

mm

ittee

mee

tings

(in

cl. f

or C

OS

Cot

ton

mee

tings

) re

sult

in c

lear

dec

ision

s an

d ac

tion

poin

ts fo

r Pro

gram

me

impl

emen

tatio

n•

AC

P Re

pres

enta

tives

(inc

l. fro

m

the

regi

ons)

par

ticip

ate

activ

ely

in S

C a

nd C

OS

mee

tings

•8

PSC

mee

tings

, 7 C

OS-

Cot

on m

eetin

gs a

nd s

ome

15 IA

M m

eetin

gs h

ave

been

hel

d sin

ce p

rogr

amm

e in

cept

ion,

and

num

erou

s de

cisio

ns h

ave

been

take

n by

writ

ten

proc

edur

e.•

Repr

esen

tatio

n of

AC

P re

gion

s th

roug

h tw

o ch

anne

ls at

the

PSC

: firs

t, A

CP

regi

ons

dele

gate

one

of t

heir

Brus

sels-

base

d A

mba

ssad

ors

as re

gion

al re

pres

enta

tive;

sec

ondl

y, re

gion

s ar

e al

so re

pres

ente

d by

Foc

al P

oint

s in

the

PSC

sin

ce J

uly

2010

. •

The

prog

ram

me

also

fund

ed th

e pa

rtici

patio

n of

stra

tegy

com

mitt

ee re

pres

enta

tives

at t

wo

PSC

mee

tings

.

R.4

.2 IO

s are

co

llabor

atin

g

on c

omm

on

obje

ctiv

es in

the

are

a o

f agri

cultu

ral

com

mod

ities

•A

t lea

st tw

o jo

int I

O a

ctiv

ities

per

re

gion

und

er th

e Pr

ogra

mm

ePa

cific

Reg

ion:

•

3 IO

s co

ntrib

ute

to th

e Sa

moa

F&

V pr

ojec

t, 2

IOs

colla

bora

te o

n ag

ri-fo

od s

trate

gy im

plem

enta

tion;

•

Foca

l Poi

nt: S

PC a

nd IT

C c

olla

bora

te o

n So

lom

on is

land

s C

ocon

ut s

trate

gy im

plem

enta

tion;

Cari

bbea

n Reg

ion:

•Ja

mai

ca–A

gri-f

oods

(UN

CTA

D/F

AO

/ITC

/WB)

•G

rena

da –

Spi

ces

(UN

CTA

D/I

TC/F

AO

/WB)

Cent

ral A

fric

a:

•C

amer

oon

- Cof

fee

: 3 IO

s (W

B/IT

C/U

NC

TAD

)•

Cam

eroo

n –

Man

ioc

: 4 IO

s (F

AO

/ITC

/WB-

SDN

)

Wes

t A

fric

a:

•Re

gion

al -

Cot

ton

/ te

xtile

s (C

FC/U

NC

TAD

/FA

O/I

TC)

•Re

gion

al –

Cer

eals

(UN

CTA

D/I

TC)

•4

IOs

colla

bora

te o

n A

rabi

c gu

m a

nd C

erea

ls se

ctor

ES

A•

Zam

bia

– C

assa

va (F

AO

/CFC

/ITC

)•

Regi

onal

– C

otto

n to

clo

thin

g (F

AO

/CFC

/ITC

)•

All

regi

ons

: All

IOs

clos

e co

llabo

ratio

n on

cot

ton

sect

or d

evel

opm

ent

•Bu

dget

allo

cate

d to

join

t act

iviti

es•

2 ac

tiviti

es a

re im

plem

ente

d un

der a

join

t bud

get:

Prev

entio

n of

See

d C

otto

n C

onta

min

atio

n in

Wes

t Afri

ca,

and

Impl

emen

tatio

n of

cof

fee

strat

egy

in C

amer

oon

74

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

•Ex

isten

ce o

f an

effe

ctiv

e sy

stem

of

info

rmat

ion

shar

ing

amon

g Pr

ogra

mm

e pa

rtner

s

•C

omm

unic

atio

ns a

nd in

form

atio

n sy

stem

stre

ngth

ened

afte

r MTR

with

app

oint

men

t of a

Com

mun

icat

ions

Ex

pert

on th

e C

U T

eam

and

of F

ocal

Poi

nts

in th

e re

gion

s.

16 N

ewsle

tters

pub

lishe

d by

the

CU

and

sev

eral

oth

ers

at re

gion

al le

vel b

y FP

S. T

he P

rogr

amm

e C

U w

ebsit

e ha

s be

en u

pgra

ded

and

a w

ebm

aste

r app

oint

edIA

M m

eetin

gs (o

ver a

doz

en h

eld

since

pro

gram

me

laun

ch)

also

con

tribu

te to

exc

hang

e of

info

rmat

ion

and

faci

litat

e co

mm

unic

atio

ns•

Seve

ral I

Os

have

dev

elop

ed s

ites/

page

s de

dica

ted

to th

e A

AA

CP

activ

ities

and

/or h

ave

deve

lope

d co

mm

unic

atio

n m

ater

ial s

uch

as fl

yers

•A

“Bu

lletin

” of

whi

ch 1

6 iss

ues

have

bee

n pu

blish

ed s

ince

pro

gram

me

laun

ch, w

as c

once

ived

to s

hare

in

form

atio

n am

ong

prog

ram

me

partn

ers

•N

o of

follo

w-u

p an

d sp

in-o

ff IO

col

labo

ratio

n re

sulti

ng fr

om

initi

ativ

es la

unch

ed u

nder

the

AA

AC

P

•C

oope

ratio

n be

twee

n I/

O’s

achi

eved

in m

any

loca

tions

with

out j

oint

act

iviti

es o

r joi

nt b

udge

ts.

R.4

.3 P

rogra

mm

e im

ple

men

tatio

n is

co

ordin

ate

d a

nd

faci

litate

d w

ith

adeq

uate

ACP

in

volv

emen

t

•A

t lea

st 70

% o

f all

I/O

act

iviti

es

in A

CP

coun

tries

coo

rdin

ated

th

roug

h RC

CC

S/N

CC

S se

t up

und

er s

ecto

r stra

tegy

de

velo

pmen

t.

• A

CP

invo

lvem

ent s

treng

then

ed th

roug

h ad

ditio

n of

regi

onal

Foc

al P

oint

s in

mos

t reg

ions

•Fo

cal p

oint

s ap

poin

ted

and

twin

ning

arr

ange

men

t con

clud

ed w

ith C

OM

ESA

for

ESA

Reg

ion

and

for t

wo

Regi

onal

Foc

al P

oint

s, C

ARD

I for

the

Cari

bbea

n re

gio

n, S

PC fo

r the

Paci

fic,

RO

PPA

for W

est

Afr

ica

•W

orki

ng a

rran

gem

ents

deve

lope

d w

ith U

EMO

A/W

AEM

U a

nd C

EEA

C/E

CC

AS

•C

oord

inat

ion

Cte

es o

r “G

roup

es d

e tra

vail”

esta

blish

ed w

here

stra

tegy

dev

elop

ed w

ith A

AA

CP

supp

ort;

R.4

.4 T

he p

rogra

mm

e is

rev

iew

ed,

evalu

ate

d a

nd a

udite

d

acc

ordin

g t

o sc

hedul

e;

less

ons,

ex

per

ienc

es

and

bes

t pra

ctic

es a

re

capita

lised

upon

and

dul

y pro

mot

ed

• Fu

ll co

mpl

etio

n of

mid

term

re

view

, fina

l eva

luat

ion

and

audi

ts •

Num

ber o

f bes

t pra

ctic

es a

nd

less

ons

lear

ned

docu

men

ted

•N

umbe

r of o

rgan

izat

ions

an

d be

nefic

iarie

s re

ache

d by

di

ssem

inat

ion

of b

est p

ract

ices

/le

sson

s le

arne

d

•M

TR h

eld

early

200

9; F

inal

eva

luat

ion

plan

to b

e ag

reed

soo

n.•

IAM

mee

ting

of J

uly

2010

ded

icat

ed to

less

ons

lear

nt

•Se

vera

l les

sons

lear

nt w

orks

hops

hel

d by

IOs

at re

gion

al le

vel

•Fi

ve d

issem

inat

ion

of re

sults

wor

ksho

p or

gani

sed

by C

U o

ver S

epte

mbe

r 201

1 to

May

201

2 pe

riod

•Le

sson

s le

arnt

wor

ksho

ps h

ave

targ

eted

all

bene

ficia

ries

invo

lved

in p

roje

cts

impl

emen

ted;

diss

emin

atio

n w

orks

hops

hav

e ta

rget

ed a

bro

ader

aud

ienc

e fro

m a

ll A

CP

coun

tries

.

75

Inte

rven

tion

logic

OV

IsA

chie

ved a

s at

end D

ecem

ber

2011

•Ex

isten

ce o

f an

effe

ctiv

e sy

stem

of

info

rmat

ion

shar

ing

amon

g Pr

ogra

mm

e pa

rtner

s

•C

omm

unic

atio

ns a

nd in

form

atio

n sy

stem

stre

ngth

ened

afte

r MTR

with

app

oint

men

t of a

Com

mun

icat

ions

Ex

pert

on th

e C

U T

eam

and

of F

ocal

Poi

nts

in th

e re

gion

s.

16 N

ewsle

tters

pub

lishe

d by

the

CU

and

sev

eral

oth

ers

at re

gion

al le

vel b

y FP

S. T

he P

rogr

amm

e C

U w

ebsit

e ha

s be

en u

pgra

ded

and

a w

ebm

aste

r app

oint

edIA

M m

eetin

gs (o

ver a

doz

en h

eld

since

pro

gram

me

laun

ch)

also

con

tribu

te to

exc

hang

e of

info

rmat

ion

and

faci

litat

e co

mm

unic

atio

ns•

Seve

ral I

Os

have

dev

elop

ed s

ites/

page

s de

dica

ted

to th

e A

AA

CP

activ

ities

and

/or h

ave

deve

lope

d co

mm

unic

atio

n m

ater

ial s

uch

as fl

yers

•A

“Bu

lletin

” of

whi

ch 1

6 iss

ues

have

bee

n pu

blish

ed s

ince

pro

gram

me

laun

ch, w

as c

once

ived

to s

hare

in

form

atio

n am

ong

prog

ram

me

partn

ers

•N

o of

follo

w-u

p an

d sp

in-o

ff IO

col

labo

ratio

n re

sulti

ng fr

om

initi

ativ

es la

unch

ed u

nder

the

AA

AC

P

•C

oope

ratio

n be

twee

n I/

O’s

achi

eved

in m

any

loca

tions

with

out j

oint

act

iviti

es o

r joi

nt b

udge

ts.

R.4

.3 P

rogra

mm

e im

ple

men

tatio

n is

co

ordin

ate

d a

nd

faci

litate

d w

ith

adeq

uate

ACP

in

volv

emen

t

•A

t lea

st 70

% o

f all

I/O

act

iviti

es

in A

CP

coun

tries

coo

rdin

ated

th

roug

h RC

CC

S/N

CC

S se

t up

und

er s

ecto

r stra

tegy

de

velo

pmen

t.

• A

CP

invo

lvem

ent s

treng

then

ed th

roug

h ad

ditio

n of

regi

onal

Foc

al P

oint

s in

mos

t reg

ions

•Fo

cal p

oint

s ap

poin

ted

and

twin

ning

arr

ange

men

t con

clud

ed w

ith C

OM

ESA

for

ESA

Reg

ion

and

for t

wo

Regi

onal

Foc

al P

oint

s, C

ARD

I for

the

Cari

bbea

n re

gio

n, S

PC fo

r the

Paci

fic,

RO

PPA

for W

est

Afr

ica

•W

orki

ng a

rran

gem

ents

deve

lope

d w

ith U

EMO

A/W

AEM

U a

nd C

EEA

C/E

CC

AS

•C

oord

inat

ion

Cte

es o

r “G

roup

es d

e tra

vail”

esta

blish

ed w

here

stra

tegy

dev

elop

ed w

ith A

AA

CP

supp

ort;

R.4

.4 T

he p

rogra

mm

e is

rev

iew

ed,

evalu

ate

d a

nd a

udite

d

acc

ordin

g t

o sc

hedul

e;

less

ons,

ex

per

ienc

es

and

bes

t pra

ctic

es a

re

capita

lised

upon

and

dul

y pro

mot

ed

• Fu

ll co

mpl

etio

n of

mid

term

re

view

, fina

l eva

luat

ion

and

audi

ts •

Num

ber o

f bes

t pra

ctic

es a

nd

less

ons

lear

ned

docu

men

ted

•N

umbe

r of o

rgan

izat

ions

an

d be

nefic

iarie

s re

ache

d by

di

ssem

inat

ion

of b

est p

ract

ices

/le

sson

s le

arne

d

•M

TR h

eld

early

200

9; F

inal

eva

luat

ion

plan

to b

e ag

reed

soo

n.•

IAM

mee

ting

of J

uly

2010

ded

icat

ed to

less

ons

lear

nt

•Se

vera

l les

sons

lear

nt w

orks

hops

hel

d by

IOs

at re

gion

al le

vel

•Fi

ve d

issem

inat

ion

of re

sults

wor

ksho

p or

gani

sed

by C

U o

ver S

epte

mbe

r 201

1 to

May

201

2 pe

riod

•Le

sson

s le

arnt

wor

ksho

ps h

ave

targ

eted

all

bene

ficia

ries

invo

lved

in p

roje

cts

impl

emen

ted;

diss

emin

atio

n w

orks

hops

hav

e ta

rget

ed a

bro

ader

aud

ienc

e fro

m a

ll A

CP

coun

tries

.

1. Summary by Region and Sector Region Sector Country/Region CE Disbursed

A. Pacific Region 2,598,900 2,227,954

PAC A1 Fruits & Vegetables Fiji, Samoa, Solomon Isl. 1,904,600 1,496,944

PAC A2 Coffee PNG 261,800 322,192

PAC A3 Cross-sectoral Activities Pacific Region 432,500 408,818

B. Caribbean Region 3,790,700 3,628,761

CAR B1 Food Crops Jamaica, Grenada 2,489,200 2,382,912

CAR B2 Coffee Haiti, Jamaica, Dominican Rep. 384,000 378,468

CAR B3 Cross-sectoral Activities Caribbean Region 917,500 867,381

C. Central Africa 3,257,800 3,079,544

CEN C1 Plantain & Cassava Cameroon 1,101,800 1,054,137

CEN C2 Coffee, cocoa Cameroon 1,072,500 976,838

CEN C3 Cotton CEEAC 579,400 575,786

CEN C4 Other Crops Chad, Cameroon 231,000 199,795

CEN C5 Cross-sectoral Activities Central Africa Region 273,100 272,988

D. West Africa 10,048,350 9,640,566

WST D1 Cotton UEMOA 6,266,750 6,121,457

WST D2 Cereals Multi-country 1,032,100 954,151

WST D3 Cassava, plantain Liberia 402,200 355,402

WST D4 Other Crops Multi-country 1,580,750 1,530,258

WST D5 Cross-sectoral Activities West Africa Region 766,550 679,298

E. East & Southern Africa 8,412,100 7,959,323

ESA E1 Cassava, F&V Zambia, ESA region 1,874,800 1,564,396

ESA E2 Cotton Kenya, Zambia, ESA region 2,860,200 2,748,259

ESA E3 Tree Crops (Coffee) EAFCA countries 1,229,300 1,219,968

ESA E4 Cereals, Pulses & Oil Crops ESA region 1,025,700 1,015,017

ESA E5 Cross-sectoral Activities ESA region 1,422,100 1,411,684

F. ACP-Wide 3,617,750 3,631,671

ACP F1 Cotton ESA & West Africa Region 2,867,750 2,873,528

ACP F2 Cross-sectoral Activities N/A 750,000 758,143

GRAND TOTAL 31,725,600 30,167,819

Part 4

CONSOLIDATED LIST OF INTERVENTIONS

76

Act

. ID

No

Title

Cou

ntry

Com

mod

ityC

E (in

€)

Disb

urse

dSt

atus

FAO

6 5

82

80

06

15

5 0

13

A. PA

CIFI

C REG

ION

95

1 5

00

86

8 2

48

1.PA

C.A

01Va

lue

Cha

in S

tudi

esSa

moa

F&V

20 0

0020

000

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1.C

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ly c

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plet

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Supp

ort t

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bean

farm

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and

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isatio

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600

41 8

58C

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eted

Activity Status (as at 31/12/2011)

77

C. C

ENTR

AL

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63

0 5

00

56

6 5

47

1.C

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the

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form

ulat

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plet

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02Re

gion

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/sho

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form

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& in

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l mar

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onC

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ls14

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4 46

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1.C

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03Re

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1.W

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01Su

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& p

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1.W

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02Re

gion

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orks

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for p

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. for

cer

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299

Com

plet

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1.W

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03Re

gion

al w

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to s

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1.W

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2.W

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apac

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78

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THER

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1.ES

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228

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naly

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515

573

Com

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A. PA

CIFI

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B01

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ST.D

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apita

lizat

ion

of le

sson

s le

arne

d in

priv

ate

irrig

atio

n fo

r hig

h va

lue

crop

s in

Sa

helia

n co

untri

esRe

gion

Hig

h Va

lue

Cro

ps66

500

59 5

32C

ompl

eted

1.W

ST.D

08Ta

rget

ed a

ctio

ns to

sup

port

sub-

regi

onal

trad

e in

hor

tic.

Burk

ina,

Nig

erH

ortic

ultu

re4

000

3 44

5C

ance

lled

1.W

ST.D

09Pr

epar

atio

n of

a b

udge

t for

the

regi

onal

Fru

it fly

initi

ativ

eRe

gion

Man

go29

000

29 2

54C

ompl

eted

2.W

ST.D

01Pr

even

tion

of S

eed

Cot

ton

Con

tam

inat

ion

Mul

ti-co

untry

Cot

ton

361

000

223

167

Com

plet

ed

2.W

ST.D

03C

ontin

uatio

n of

the

Wes

t Afri

can

Frui

t Fly

initi

ativ

eW

est A

frica

Man

go10

6 25

011

0 03

6C

ompl

eted

2.W

ST.D

04Su

ppor

t to

Gha

na c

otto

n se

ctor

cap

acity

bui

ldin

gG

hana

Cot

ton

135

000

124

353

Com

plet

ed

83

E. E

AST

& S

OU

THER

N A

FRIC

A R

EGIO

N7

19

50

05

43

26

6

0.ES

A.D

02O

rg. o

f sem

inar

on

Agr

icul

tura

l VC

ana

lysis

for t

he M

OA

of M

ozam

biqu

eM

ozam

biqu

eA

gro-

indu

stria

l va

lue

chai

ns9

000

8 90

2C

ompl

eted

1.ES

A.D

03Re

gion

al M

odul

es S

emin

ars

on H

igh

Valu

e A

gric

ultu

re u

sing

GD

LNRe

gion

Hor

ticul

ture

182

500

187

875

Com

plet

ed

1.ES

A.D

04H

ortic

ultu

ral m

arke

ting

strat

egy

for R

wan

daRw

anda

Hor

ticul

ture

73 0

0073

299

Com

plet

ed

1.ES

A.D

05O

il Se

eds

and

Pulse

s M

arke

ting

Pilo

t in

Ethi

opia

Ethi

opia

Pulse

s, O

il Se

eds

66 5

0067

402

Com

plet

ed

1.ES

A.D

07Fr

uit F

ly C

ontro

l in

Moz

ambi

que

Moz

ambi

que

Frui

ts73

000

65 2

68C

ompl

eted

1.ES

A.D

09Fi

nal.

of g

uide

on

appl

icat

ion

of V

C a

ppro

ache

s in

Afri

ca’s

agrib

usin

ess

Regi

onC

ross

-sec

tora

l29

000

39 7

58C

ompl

eted

2.ES

A.D

01Su

ppor

t to

horti

c. in

dustr

y in

Rw

anda

& B

urun

diRw

anda

, Bur

undi

Hor

ticul

ture

161

500

30 1

25C

ompl

eted

2.ES

A.D

02Re

gion

al T

rade

in F

resh

Pro

duce

in E

SAES

A re

gion

F&V

125

000

70 6

37C

ompl

eted

WB-A

RM

T3

54

0 0

00

3 5

01

38

9

A. PA

CIFI

C REG

ION

44

70

04

5 1

71

1.PA

C.E

01Ri

sk m

anag

emen

t ass

essm

ent f

or F

ruit

& V

eget

able

sec

tor

Sam

oaF&

V44

700

45 1

71C

ompl

eted

B. CA

RIB

BEA

N R

EGIO

N6

50

00

06

17

63

3

1.C

AR.

E01

Polic

y su

ppor

t on

resp

onse

s to

food

pric

e vo

latil

ityH

aiti

Cro

ss-s

ecto

ral

40 0

0034

969

Com

plet

ed

1.C

AR.

E02

Pre-

feas

ibili

ty s

tudy

for d

evel

opin

g w

eath

er ri

sk m

anag

emen

t stra

tegy

for

agric

ultu

re

Jam

aica

Cof

fee,

cro

ss-

sect

oral

260

000

260

348

Com

plet

ed

1.C

AR.

E03

Pric

e ris

k m

anag

emen

t for

the

coffe

e se

ctor

as

part

of W

B’s

apro

mot

ion

of

coffe

e m

arke

tsH

aiti

Cof

fee

50 0

0044

445

Com

plet

ed

1.C

AR.

E04

Pre-

feas

ibili

ty s

tudy

for d

evel

opin

g m

arke

t bas

ed a

gr. r

isk m

anag

emen

t ins

tr.Be

lize,

G

rena

daC

ross

-sec

tora

l12

5 00

011

9 87

7C

ompl

eted

1.C

AR.

E05

Cap

acity

Tra

nsfe

rto th

e re

gion

Regi

onC

ross

-sec

tora

l17

5 00

015

7 99

4C

ompl

eted

C. C

ENTR

AL

AFR

ICA

REG

ION

52

80

05

3 3

62

1.C

EN.E

01Su

pply

Cha

in R

isk A

sses

smen

t for

coc

oa &

cof

fee

Cam

eroo

nC

offe

e, C

ocoa

52 8

0053

362

Com

plet

ed

D. W

EST

AFR

ICA

REG

ION

88

2 2

00

81

1 6

77

1.W

ST.E

01Su

pply

Cha

in R

isk A

sses

smen

tG

hana

Coc

oa17

3 10

015

0 79

8C

ompl

eted

1.W

ST.E

02W

eath

er R

isk M

anag

emen

tM

ulti-

coun

tryCr

oss-s

ect.,

cotto

n32

4 10

027

8 88

9C

ompl

eted

1.W

ST.E

04C

omm

odity

Pric

e Ri

sk M

anag

emen

tM

ulti-

coun

tryCr

oss-s

ect.,

cotto

n12

5 00

011

8 15

2C

ompl

eted

1.W

ST.E

07C

apac

ity T

rans

fer t

o th

e Re

gion

Regi

onCr

oss-s

ect.,

cotto

n26

0 00

026

3 83

8C

ompl

eted

84

E. E

AST

& S

OU

THER

N A

FRIC

A R

EGIO

N1

19

9 2

00

1 2

49

38

1

1.ES

A.E

01Su

pply

cha

in ri

sk a

sses

smen

tM

ozam

biqu

e,

Uga

nda

Cot

ton,

cof

fee

200

000

197

004

Com

plet

ed

1.ES

A.E

02W

eath

er R

isk M

anag

emen

tM

alaw

i, Ke

nya

Cro

ss-s

ecto

ral

415

000

476

438

Com

plet

ed

1.ES

A.E

04C

omm

odity

Pric

e Ri

sk M

anag

emen

tM

alaw

i, Re

gion

Cof

fee,

Coc

oa,

Cer

eals

184

200

153

392

Com

plet

ed

1.ES

A.E

07C

apac

ity T

rans

fer t

o th

e Re

gion

Regi

onC

offe

e, C

ocoa

, C

otto

n, C

erea

ls40

0 00

042

2 54

7C

ompl

eted

F. C

RO

SS-R

EGIO

NA

L7

11

10

07

24

16

5

1.A

CP.

E01

Trai

ning

& E

duca

tion

on A

gric

ultu

ral R

isk m

anag

.A

ll A

frica

n re

gion

sC

ross

-sec

tora

l32

5 00

033

4 11

5C

ompl

eted

1.A

CP.

E02

Cot

ton

Mar

ket R

esea

rch

and

Polic

y D

ialo

gue

Wes

t Afri

ca,

ESA

Cot

ton

386

100

390

050

Com

plet

ed

CFC

8 4

52

15

08

44

7 7

73

A. CA

RIB

BEA

N R

EGIO

N1

31

4 8

00

1 3

11

31

0

2.C

AR.

F01

Impr

oved

Mar

ketin

g an

d Pr

oduc

tion

Tech

nolo

gies

Mul

ti-co

untry

R&T

704

100

700

609

Com

plet

ed

2.C

AR.

F02

Incr

ease

d Pr

oduc

tion

of V

eget

able

s an

d H

erbs

Mul

ti-co

untry

Veg.

&H

erbs

423

800

423

785

Com

plet

ed

2.C

AR.

F03

Supp

ort t

o C

ARD

I as

Foca

l Poi

nt fo

r the

Pro

gram

me

in th

e C

arib

bean

Re

gion

Cro

s se

ctor

al18

6 90

018

6 91

6C

ompl

eted

B. W

EST

AFR

ICA

REG

ION

2 3

36

40

02

33

6 4

29

2.W

ST.F

02Pr

even

tion

of S

eed

Cot

ton

Con

tam

inat

ion

in W

.Afri

caM

ulti-

coun

tryC

otto

n2

336

400

2 33

6 42

9C

ompl

eted

C. E

AST

& S

OU

THER

N A

FRIC

A R

EGIO

N2

38

4 3

00

2 3

83

37

9

0.ES

A.F

02G

rain

Far

mer

s’ A

cces

s to

War

ehou

se In

vent

ory

Cre

dit i

n Et

hiop

ia a

nd

Tanz

ania

M

ulti-

coun

tryC

erea

ls71

4 20

071

4 18

6C

ompl

eted

2.ES

A.F

01Im

prov

ing

Cot

ton

Prod

uctio

n Ef

ficie

ncy

Keny

a,

Moz

ambi

que

Cot

ton

668

200

667

857

Com

plet

ed

2.ES

A.F

02Bu

ildin

g C

apac

ity in

Cof

fee

Cer

tifica

tion

in E

AFC

A C

ount

ries

Mul

ti-co

untry

Cof

fee

1 00

1 90

01

001

336

Com

plet

ed

D. CR

OSS

-REG

ION

AL

2 4

16

65

02

41

6 6

55

0.A

CP.

F01

Com

mer

cial

Sta

ndar

diza

tion

of In

strum

ent T

estin

g of

Cot

ton

Mal

i, Ta

nzan

iaC

otto

n2

416

650

2 41

6 65

5C

ompl

eted

GRA

ND

TO

TAL

31 7

25 6

0030

167

819

4

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