Agricultural and Agroforestry Technological Innovation ......PITAG costs, financing, benefits and sustainability 45 A. PITAG costs 45 B. PITAG financing 46 C. Summary of benefits and

Document Date: 5-Mar 2018

Project No. 2000001782

Report No: 4612-HT

Latin America and Caribbean Division

Programme Management Department

Republic of Haiti

Agricultural and Agroforestry Technological Innovation

Programme (PITAG)

Final project design report

Main report and appendices

Republic of Haiti

Agricultural and Agroforestry Technological Innovation Programme (PITAG)


i

Contents

Currency equivalents iii

Weights and measures iii

Abbreviations and acronyms iv

Map of the programme area vi

Executive Summary vii

Logical Framework xiv

I. Strategic context and rationale 19

Country and rural development context 19 A.

Rationale 21 B.

II. PITAG description 23

PITAG area and target group 23 A.

Development objective and impact indicators 24 B.

Outcomes/Components 25 C.

Lessons learned and adherence to IFAD policies and the SECAP 28 D.

III. PITAG implementation 32

Approach 32 A.

Organizational framework 34 B.

Planning, M&E, learning and knowledge management 37 C.

Financial management, procurement and governance 39 D.

Supervision 41 E.

Risk identification and mitigation 42 F.

IV. PITAG costs, financing, benefits and sustainability 45

PITAG costs 45 A.

PITAG financing 46 B.

Summary of benefits and economic analysis 47 C.

Sustainability 50 D.

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Appendices

Appendix 1: Country and rural context background

Appendix 2: Poverty, targeting and gender

Appendix 3: Country performance and lessons learned

Appendix 4: Detailed PITAG description

Appendix 5: Institutional aspects and implementation arrangements

Appendix 6: Planning, M&E and learning and knowledge management

Appendix 7: Financial management and disbursement arrangements

Appendix 8: Procurement

Appendix 9: PITAG cost and financing

Appendix 10: Economic and Financial Analysis

Appendix 11: Draft PITAG implementation manual

Appendix 12: Compliance with IFAD policies/SECAP

Appendix 13: Contents of the Project Life File

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Currency equivalents

Currency Unit = Haitian Gourde

USD1.0 = HTG 63.5

Weights and measures

1 kilogram = 1000 g

1 000 kg = 2.204 lb.

1 kilometre (km) = 0.62 mile

1 metre = 1.09 yards

1 square metre = 10.76 square feet

1 acre = 0.405 hectare

1 hectare = 2.47 acres

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Abbreviations and acronyms

AD Antennes départementales

AFD Agence française de développement

AVSI Associazione Volontari Servizio Internazionale

AWPB Annual Programme of Work and Budget

BAC Bueaux agricoles communaux

CARICOM Caribbean Community

CC Climate Change

CECI Centre d’Etude et de Coopération

CEP Champs Ecoles Paysans

CIAT Centre for Tropical Agriculture

COSOP IFAD’s Country Strategic Opportunities Programme

CPI Corruption Perception Index

CPP Le Comité de Pilotage du Projet

CRI Climate Risk Index

CRS Catholic Relief Service

DA Designated Account

DCRA Disaster and Climate Risk Assessment

DCRMP Disaster and Climate Risk Management Plan

DDA Directions départementales agricoles

DHS Demographic and Health Surveys

EA Executing Agency

EFA Economic and Financial Analysis

ELCSA Food Security Scale

ESMP Environmental and Social Management Plan

EWS Early Warning System

FAMV Faculty of Agronomy and Veterinary Medicine, Quisqueya Haiti

FAO Food and Agriculture Organization

FFS Farmers’ Field School

FIES Food Insecurity Experience Scale

FONRED Fonds national de recherche pour un développement durable

GDP Gross Domestic Product

GHI Global Hunger Index

IICA Instituto Interamericano de Cooperación para la Agricultura

IDB Inter-American Development Bank

ID MARNDR Innovation Directorate Ministry of Agriculture

GAFSP Global Agriculture and Food Security Programme

GHI Global Hunger Index

GIS Geographic Information System

GoH Government of Haiti

ICO IFAD Country Office

IMF International Monetary Fund

LAC Latin America and the Caribbean

MARNDR Ministry of Agriculture, Natural Resources and

Rural Development, Haiti

MEF Ministry of Economy and Finance, Haiti

MINUSTHA UN Stabilisation Mission in Haiti

MINJUSTH UN Mission for Justice Support in Haiti

M&E Monitoring and Evaluation

MUV Manufacture Unit Value Index

NGO Non-Governmental Organisation

OFID OPEC Fund for International Development

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OPS Opérateur Prestataire de Service

ORE Organisation pour la Réhabilitation de l’Environnement

PAIP Programme d’Appui aux Initiatives Productives en milieu rural

PBA Performance-based allocation

PCR Project Completion Report

PEFA Public Expenditure and Financial Accountability

PEU Programme Execution Unit

PHTK Parti Haïtien Tèt Kale

PIM Project Implementation Manual

PITAG Agricultural and Agroforestry Technological Innovation

Programme

PPI Projet de réhabilitation des petits périmètres irrigués

PPI2 Projet de développement de la petite irrigation-phase 2

PPI3 Projet de développement de la petite irrigation et de l'accès

aux marches dans les Nippes et la région Goavienne

PMDN IDB-financed Natural Disaster Mitigation Program

PTTA Technology Transfer to Small Farmers Project (IDB project)

RBA Rome-based agencies

RESEPAG Renforcement des services publics agricoles

RGA General Agricultural Census

SDG Sustainable Development Goals

SECAP Social, Environmental and Climate Assessment

SIDS Small Island Developing States

SIGI Système informatise de gestion des incitations

SILC Savings and Internal Lending Communities

SOE Statement of Expenditure

STA Single Treasury Account

UEP Unité des études et programmation

UPMP Procurement Unit of MARNDR

UPR Regional Public University, Haiti

UNDP United Nations Development Programme

UNEP United Nations Environment Programme

UNESCO United Nations Educational, Scientific and Cultural

Organization

USAID United States Agency for International Development

WB World Bank

WFP World Food Programme

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Map of the PITAG area

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Executive Summary1

1. The approach followed by the “Agricultural and Agroforestry Technological Innovation

Programme” (PITAG) is based on the incentive programme that is being used and applied by the

Ministry of Agriculture of Haiti (MARNDR) in several of its programmes across the country. PITAG will

provide vouchers and technical assistance mainly for agroforestry, allowing farmers, who fulfill specific

criteria, to adopt new technologies and receive new agricultural inputs and services, thereby

increasing their income levels and resilience to climate change and variability. Learning from a

recently closed programme PTTA on applied research and technology transfer (also funded by the

Inter-American Development Bank, IDB), PITAG has been designed with some changes on the

previously applied approach. These changes aim at enhancing the ownership and sustainable

adoption of technologies by producers and at reducing market distortions and increasing the

environmental sustainability of agricultural practices.

Background and rural context

2. Haiti is both a fragile country and a Small Island Developing State (SIDS), highly vulnerable to

external shocks and climate change (CC) effects. With a per capita annual GDP of USD 818 (2015)

and 59% of the population living in poverty (World Bank WB, 2012), Haiti is the poorest country in the

Latin America and Caribbean region (LAC) and one of the poorest in the world. The UNDP’s Human

Development Index’s socio-economic indicators for 2015 placed Haiti 163rd out of 188 countries.

According to the WB Group, the poverty rate is even higher (75%) in rural areas, where access to

basic services remains very limited.

3. The rural poor in Haiti are exposed to a vicious circle consisting of low agricultural productivity,

high environmental degradation (deforestation and soil erosion) and poor nutrition. Food insecurity is

widespread in Haiti. The country is ranked 115th out of 118 countries in the 2016 Global Hunger Index

(GHI). Results of a recent World Food Programme (WFP) analysis (2015) indicate that approximately

47% of the households are moderately or severely food insecure. In addition, households with

children below five years of age are more exposed to frequent food shortages and one fifth of children

below five years of age are chronically malnourished (DHS, 2012). Haiti has a stunting rate (chronic

undernutrition) of 22% and wasting rate of 5%. Almost every fifth child is born with low birth weight (<

2.5 kg), a main predictor of stunting. Only 40% of infants are breastfed, which puts another serious

risk to children of 0-6 months of age.

4. The National Nutrition Strategy Plan 2012-2018 foresees to allocate 48.5% of the total budget

of USD 50.9 million to nutrition-specific and 12.8% to nutrition-sensitive interventions, mainly focusing

on food security, health and water, sanitation and hygiene (WASH). An automatic link from increased

food production and income levels to better nutritional outcomes does not exist. Nutrition security

starts with the first 1000 days of an infant covering the period from conception to 2 years of age. This

includes maternal nutrition, essential for an adequate development of the foetus. Impaired

development at this stage leads to life-long consequences, including serious losses in GDP. Haiti’s

exposure to climate change risks also impacts on nutrition, either directly through the change of

agricultural patterns (production and dietary diversity) or indirectly, through additional agricultural

workload for women, affecting their caring capacity.

5. Agriculture plays a major role in the Haitian economy, contributing to 25% of the GDP and 85%

of employment in rural areas. The gap between local production and the demands of an increasing

1 Design team composition: Lars Anwandter, CPM (and design leader), Ambrosio Barros, Programme Officer (and co-design leader); Allain Moncoeur, Country Programme Officer ; Wafaa El Khoury, Principal Technical Advisor (Agronomist and in charge of components 1 and 2); Juliane Friedrich, Nutrition Senior Technical Specialist; Malek Sahli, Senior Finance Officer (in charge of financial management and disbursement arrangements); Huguenel Alezi, Consultant (Agronomist, Institutional aspects and implementation arrangements); Anna Manikowska, Consultant ( Social Targeting, Gender and Youth, Monitoring Assessment and Knowledge Management Specialist); Lapo Sermonti, Consultant (Environmental Expert, in charge of the SECAP Note); Leandro Bullor, Consultant (in charge of the COSTAB).

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population has progressively widened over the years. Today, the country only satisfies 45% of its food

needs and the deficit is essentially covered by massive imports of food products such as wheat, rice,

sugar, oil and poultry. Haitian agriculture presents very low levels of productivity when compared to

other countries in the region. The per capita income in the Haitian agricultural sector has stagnated in

recent years and is currently estimated at around USD 400 per year.

6. Overall, a constrained access to factors of production (capital, land, labor, water availability)

limits the capability of farmers to increase productivity. Some of the main factors contributing to

exacerbate low productivity include: (i) low levels of investment and access to technologies; (ii) lack of

financial and human resources to develop agricultural innovation and; (iii) climate related risks.

Rationale

7. From an economic perspective, several reasons justify public investment in agricultural

research and training, as well as technology transfer services to farmers. In fact, the literature

recognizes the existence of several market failures that hinder the process of agricultural technology

adoption in developing countries, including: (i) lack of access to information and/or asymmetric

information and knowledge on the effective use of technologies; (ii) input and output market

inefficiencies with limited outreach of markets for technology providers in rural regions mostly due to

lack of roads and high transaction costs ; (iii) liquidity constraints and insufficient access to credit; and

(iv) risk aversion with most producers investing in new technologies only when they can confirm their

benefits through experience from other farmers (e.g. through methodologies like Farmers Field

Schools).

8. Several national and international institutions are partnering with the MARNDR on the provision

of incentives to smallholder farmers and on applied agricultural research and training in Haiti,

including: (i) the IDB, the World Bank, USAID and the French Development Agency for the agricultural

incentives program; and (ii) FAO, the Embassy of France in Haiti, USAID, IICA, the University of

Quisqueya, the Faculty of Agronomy and Veterinary Medicine (FAMV), and various NGOs for applied

agricultural research and training.

9. The IDB is also implementing several other projects in Haiti with which PITAG will collaborate.

These include the second phase of the Natural Disaster Mitigation Program, implemented by the

MARNDR since 2016, where synergies are possible in the areas of watershed protection and the

strengthening of the FAMV curriculum. Other synergies (both on content and geographical areas) are

envisaged with the Land Tenure Security Program in Rural Areas, Water Management Program in the

Artibonite Basin and the Program to Establish a Partial Credit Guarantee Fund for Enterprise

Development. Collaboration with these programs will be useful to facilitate the integration of farmers

into the value chain and their access to broader markets.

10. PITAG has been designed by the IDB based on its experience in the country and on the

previous technology transfer programme named PTTA. IFAD and the GASFP have been requested

by the Government of Haiti to co-finance the Programme, with limited room to influence the design

initially, but with the aim to improve donor coordination during implementation. Both the MARNDR and

IDB expect a solid contribution from IFAD in areas in which IFAD has a comparative advantage

(targeting, participation of youth and women, social capital formation, climate risk assessment and

mitigation).

11. For IFAD the proposed operation is one of the few co-financing operations with IDB in the Latin

American and Caribbean region. It hence represents an opportunity for the two organizations to work

together, to learn from each other and to coordinate their activities in the interest of Haiti. In the recent

mid-term review of IFAD’s country strategy (COSOP), the Government of Haiti requested more donor

cooperation and the proposed PITAG represents a concrete example of this.

Target area and group

12. The Programme will target a total of 65,048 poor rural households in 30 communes distributed

over five Departments: North, North East, Artibonite, South and Grande Anse. IFAD’s financing will

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directly target 12,359 households in eight communes of the South Department (in part characterized

by hillside agriculture), while funding from the IDB and GASFP will cover the remaining 22 communes.

13. Programme beneficiaries include poor rural households with access to less than 0.6 hectares

(ha), women-headed households and unemployed youth. Half of the beneficiaries in the South

Department will be women, and 20 per cent will be youth (between 15 and 24 years of age). The

Programme will reach out to members of producers’ organizations, women’s groups and youth

groups, as well as to those who do not belong to any group, organization or association.

Key objectives

14. The overall goal of the “Agricultural and Agroforestry Technological Innovation Programme”

(PITAG) is to increase agricultural income and food security for smallholder farmers in selected

targeted areas of Haiti. The development objectives are to increase agricultural productivity and

improve the use of natural capital through the adoption of sustainable technologies.

The programme’s key impact indicators are the following:

(a) Reduction in the percentage of households who are severely food insecure using the

Food Insecurity Experience Scale (FIES);

(b) Increase in the agricultural household income (USD/year);

(c) Increase in the value of agricultural production (USD/year);

(d) Number of new technologies developed or adapted by new lines of applied/adaptive

research;

(e) Percentage of beneficiary producers who adopted agricultural technologies promoted by

PITAG, compared to control group;

(f) Number of beneficiaries who adopted agroforestry packages for soil protection and

restoration.

15. Considering that the IFAD project area (the South Department) has been severely affected by

hurricane Matthew in October 2016 and is characterized by nutritional deficits, the excess agricultural

production from the Programme is expected to be used for self-consumption (50%) and to be

marketed locally (50%). An additional indicator, which will be measured during implementation in the

South Department financed by IFAD only, is the minimum Dietary Diversity Score for Women for

enhanced nutrition.

16. The progress on the above indicators will be monitored through baseline, mid-term and final

impact studies, as well as through continuous monitoring and evaluation (M&E) activities. Indicators

for the IFAD project area and beneficiaries will be collected in a separate fashion, allowing a

comparison of results with the other Programme areas.

17. In particular, in the IFAD project area the baseline study will include the identification of 2-3

representative creole plots, in order to monitor the increases in physical production over time and

assess the physical risks of climate change and their impact on production. In addition, the M&E

system will include specific gender and youth related activities, outreach targets, outputs and outcome

indicators.

Components

18. PITAG will be structured in two technical components.

Component 1: Applied research and training will cover the following activities:

(a) Applied and adaptive agricultural research projects developed and implemented by

national and/or international institutions. These research projects will create, improve

and/or adapt sustainable agricultural technologies that will enhance the supply of

technological options available to farmers. Eight main projects were identified through a

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prioritization exercise based on an index that summarized economic, social, and

environmental indicators, as well as the yield gap vis-à-vis other countries in the region.

All research projects will include climate considerations and foster adaptation and

mitigation measures. Seven additional smaller projects will be demand-driven and will be

selected through a similar prioritization exercise.

(b) The strengthening of the higher education curriculum through activities conducted within

the research projects (scholarships, among others), in order to improve applied and

adaptive research and technology transfer capabilities in Haiti.

(c) The institutional strengthening of the MARNDR Innovation Directorate (ID), through: (i)

technical and scientific support; (ii) materials and equipment; and (iii) strengthening of the

technical and scientific profile of its professionals. The component will be executed by the

ID of the MARNDR. The selection of the various proposals will be conducted by a panel

composed of Ministry staff and external experts (faculty members from Haiti and abroad).

This component will also include the development of science-based farmers’ fields schools (FFS)

to further support the complementarity and synergies between Component 1 (adapted research)

and Component 2 (promotion and adoption of sustainable technologies), and to enhance the

technical capacities of farmers and build their social skills and resilience capacities. The science-

based FFS approach will be applied as a pilot in the municipalities in the South department,

where IFAD is active. It will allow farmers to increase their knowledge of science, skills and

capacities, for example in sanitary pruning, with regard to the importance of essential plant

nutrients for tree crops and human nutrition.

19. Component 2: Promotion of sustainable agricultural technologies will finance the adoption of

profitable, climate smart, and sustainable agricultural technologies that will improve farm profitability,

generate positive environmental externalities, and facilitate the mitigation of and adaptation to climate

change. The component will be implemented through the agricultural incentives programme

conducted by the MARNDR, which has been successfully implemented in other development

programmes and for which clear guidelines and implementation procedures have been developed. A

preliminary menu of technologies has been selected through a prioritization exercise based on the

relative importance of the different crops, their socio-economic relevance, market potential and

environmental sustainability. The selected crops and technological packages have the objective to

improve nutrition, focus on gender and to enhance climate resilience of smallholders. The menu of

options will include: pre-harvest, harvest and post-harvest technologies, as well as sustainable soil

recovery and conservation practices (i.e. agroforestry systems, sustainable soil management

techniques). The menu will be updated each year, including the inputs provided by Component 1.

20. Besides the operational components 1 and 2, PITAG will also cover the cost of: (i)

project administration (e.g., consultants, travel, equipment, operational costs, audits); (ii) mid-term and

impact evaluations; and (iii) contingencies.

Approach and implementation arrangements

21. The approach followed within the IFAD targeted areas of the South Department will include

additional major elements based on IFAD’s experience of working with small and vulnerable

communities, which will be considered as pilots that may be adopted and scaled up by IDB and

MARNDR in other departments within the framework of PITAG or in future development projects.

22. In particular, the following interventions will be included:

(a) Targeting: While the entire target area to be covered by IFAD is among the poorest areas

in the country, more attention will be provided to ensure the targeting of the poorer

segment of the population, with special emphasis on female headed households, women

farmers and especially the rural youth. IFAD aims at reaching 50% of women from the

target beneficiaries (it is 40% in other PITAG areas). IFAD hence recommended the

inclusion of a member of the execution unit at MARNDR specialized in targeting, gender

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and youth. In addition, a study on the constraints and needs of youth in rural areas in the

South department will be carried out in synergy with a study conducted by UNESCO and

the Regional Public University (UPR). This should feed into the adapted research to

develop technology packages that are more adapted to the needs of young men and

women, such as selected agroforestry packages and post-production technologies for

storage, drying, milling, etc. The inclusion of activities and technologies targeting gender

and youth in the Annual Work Plan and Budget of the South Department, based on the

results of the gender/youth studies, will be monitored by the gender and youth specialist

in the execution unit and by IFAD.

(b) Building social capital: Haiti has been suffering from a series of natural and climatic

disasters, including hurricanes and earthquakes, and several political and economic

shocks, affecting especially its rural population. Support provided by external donors has,

accordingly, been focused on emergency relief aid, and less commonly on building long-

term community resilience to such shocks. In its projects, IFAD typically uses a

participatory and bottom up approach to empower farmers and establish community-

based organizations and farmer groups that are built on trust, coherence and good

governance. Building social capital in areas and communities that are highly vulnerable

to climate and other external shocks is critical for their resilience and coping capacity.

Social capital is also important for the sustainability of all interventions, especially when

they are provided for free and under emergency and poverty conditions. IFAD will

introduce the farmers’ fields school (FFS) approach for technology adoption and

evaluation by farmers, suggesting the development of new technologies or their

improvement, and introducing nutrition and diet diversification, household methodologies,

household and farm economies, environmental and other special topics, that farmers

consider important. FFS will be an important vehicle for building trust among farmers as

a basis for establishing farmer producer groups and also saving and credit groups.

(c) Climate change and environment: IFAD has mainstreamed climate change risk

assessment, adaptation and mitigation strategies within most of its on-going activities. It

has recently further enhanced its social, environmental and climate assessment

(SECAP) for climate change assessment and risk mitigation at project design and

implementation stages. This is an opportunity for IFAD and IDB to compare notes and

learn from each other on the assessments and implementation of the related safeguards.

The Programme Execution Unit (PEU) will include a full-time environmental expert. IFAD

will finance a detailed climate risk assessment study to evaluate the risks of potential

peak climate events on physical production and recommend some risk mitigation

interventions, primarily in the South department. These will be considered in the future

applied research activities.

23. The theory of change of the project is that when support is provided to applied research that is

based on the needs of farmers, specific technology packages adapted to their local agro-ecological

and socio-economic conditions could be developed that, when adopted, can lead to increases in

agricultural productivity and to more sustainable and climate smart agricultural practices. Considering

the vulnerability to climate risks in the area, applied research should be underpinned by a detailed

climate risk assessment that would identify mitigation measures to be included within the specific

packages to be developed. Under the local conditions of poverty of the rural population in Haiti and

the vulnerability of farming systems to climate shocks, and in the absence of appropriate outreach of

rural finance institutions and availability of special financial products adapted to the needs of

smallholder farmers, the provision of subsidies for technology packages with cost-sharing

mechanisms by farmers, combined with extension support, would lead to higher technology adoption.

Extension support that is done in a participatory way with the provision of long-term coaching,

allowing farmers to work and learn in groups under their local conditions, would increase the level of

technology adoption, promote the participation of women, and enhance the social capital as an

important element of their resilience. Interventions in applied research and support to technology

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adoption is expected to increase food security through higher agricultural productivity, which will

translate into (i) higher agricultural yields and increasing food production for home-consumption

(estimated to absorb at least 50% of production); and (ii) an increase of agricultural income from

increased production sales on local markets, which, in turn, will improve household’s purchasing

power for, amongst other goods, foodstuffs.

24. The Ministry of Agriculture, Natural Resources and Rural Development (MARNDR), will be the

Executing Agency (EA) of PITAG.

25. The organizational set-up to be put in place is articulated around four levels of responsibility:

Overall Programme Management (MARNDR);

A Steering Committee and a consultation mechanism at the departmental level;

Level of coordination and management of activities corresponding to the Programme

Execution Unit (PEU);

Level of execution of field activities by contractual service providers recruited by the

programme with the support and supervision of the MARNDR (central and decentralized

entities).

Costs and financing

26. The project total cost is USD 76.86 million, based on the estimations of IDB. It will be co-

financed by IFAD for 14% of the cost (through the 2016-2018 PBAS allocation of USD 10.86 million

available 100% as a grant), IDB for 72% of the cost (a grant facility of USD 55 million), the GAFSP for

13% of the cost (a grant of USD 10 million). The local counterpart will finance USD 1 million (1% of

the cost) to cover recurrent costs. Additionally, two other sources will be contributing. Firstly, IFAD has

identified a potential financing gap of USD 1,04 million for additional activities (which is supposed to

be covered by IFAD’s 2019-2021 PBAS allocation) and beneficiaries will contribute with USD 1,09

million. Overall, IFAD total financing could hence represent up to 15% of the total project cost.

Benefits

27. The Economic and Financial Analysis (EFA) developed by the IDB, based on impact data of

the previous PTTA, confirms the financial and economic viability of the project resuming the expected

benefits of each component. The overall Economic Rate of Return was estimated at 27.8%. It is

resilient to changes of the cost of the programme and of the assumed technology adoption rate and

productivity increase rates. It does not include non-quantifiable economic benefits of the Programme,

as those resulting from better knowledge and scientific know-how, improved nutrition and improved

resilience to climate change.

28. Regarding the financial analysis, it evaluates the different “technological packages” that will be

promoted by the project through Component 2. It also carries out a financial analysis to ensure

beneficiaries are in the position to cover the 10% of counterpart financing of the investment needed in

order to participate in the matching grant scheme, and to be able to cover the initial production

operating costs.

Sustainability

29. The sustainability of the programme intervention remains a challenge in an environment such

as Haiti. This is especially true due to the high climate risks and the elevated natural disasters in the

recent years that led the government and the people to become highly dependent on emergency and

relief type of interventions and on the donor community. As in similar situations in other countries, this

can create an attitude of dependency by the farmers and communities of the free delivery of goods

and services, which does not favour ownership and personal investments in their farms and

enterprises, and often distorts the markets and marginalizes the private sector; all factors that do not

support the long-term sustainability of interventions.

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30. PITAG recognizes the sustainability challenges of its interventions in rural areas of Haiti. Based

on the lessons learnt from earlier programmes, the programme has included various actions to

enhance sustainability. The most important aspect is that PITAG promotes only environmentally

sustainable production technologies that will support productivity increases, while enhancing the

natural resource base of the communities. This is done by incorporating the identified climate risks

and mitigation measures in the intervention areas. Also, based on the impact evaluation of PTTA,

PITAG promotes mainly perennial crops linked to agroforestry, which require a one-time lumpy

investment at the beginning, but which then have relatively limited annual operating expenses (when

compared to annual crops).

31. In addition, based on the experience from PTTA and other programmes, PITAG includes cost-

sharing mechanisms for the technology packages promoted. In particular, farmers are requested to

participate with 10% in the cost of the technologies (in cash in the Northern departments; in-kind

through labour and time investment in the South and Grand Anse areas, which have been affected by

hurricane Matthew in 2016), in support of ownership and longer-term adoption of the technologies

beyond the project life. In addition, a behavioral study will be conducted to determine farmers’

willingness to pay for the new technologies (resulting from the adaptive research), in order to support

the sustainability of the project in the longer term. Their willingness to pay is likely to depend on their

level of access and sales to markets. The market competitiveness of the crops supported has been

considered in the selection of the technological packages.

32. Also, PITAG is using the Farmers Field Schools approach, specifically in the IFAD target area,

as an entry point, not only to increase the adoption of the technologies, but also to promote social

coherence and trust among the rural communities of Haiti and build their social capital, which is

critical for their resilience. This approach will help them better understand their capacities and limits,

both as individuals and as groups, and find solutions accordingly. It will also support their working

together in groups, which will enhance their economic potential, resilience and coping strategies to

climatic and economic shocks. In addition, the special focus of the programme on women and youth

(especially in the IFAD target area) is also expected to contribute to the sustainability of the

interventions.

33. In terms of institutional sustainability, PITAG is using existing government structures and

procedures, which are fully integrated within the Ministry of Agriculture (e.g. for the voucher system

and for procurement of goods and services). The proposed operation represents an improvement

based on lessons learned from past IFAD programmes (PPI-2 and PPI-3), whereby no ad-hoc and

potentially unsustainable institutions and mechanisms are created.

34. Any lessons learned from PITAG could be used by IDB and IFAD to engage in a continuous

and constructive policy dialogue with the Government, on the best ways to promote sustainable

agricultural technologies in Haiti for the benefit of the rural poor and of the environment. One topic for

this policy dialogue could be the development of appropriate mechanisms for the reduction of risks

related to extreme climate events (e.g. insurance programmes to protect investments in agriculture

against extreme weather events).

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Logical Framework2

Results

Hierarchy

Indicators Means of Verification

Assumptions (A) / Risks (R)

Name Baseline Mid-

Term

End

Target Source Frequency Responsibility

Outreach Persons receiving services promoted or supported by the project

3

Estimated corresponding total number of households’ members

0 19,514

89,764

65,048

299,230

(A) Household size in rural Haiti is estimated at 4.6 persons per household

Goal: To

increase

food security

and

agricultural

income for

smallholder

farmers in

selected

areas of

Haiti

Percentage of male-headed households who are severely food insecure using the Food Security Scale (ELCSA)

Percentage of female-headed households who are severely food insecure using the Food Security Scale (ELCSA)

71%

86%

35%

50%

Agricultural

Household

Surveys for

baseline and

follow-up

Impact

survey

MARNDR/

IDB/IFAD

The baseline number will be updated with surveys to be collected prior to programme implementation. The baseline values correspond to baseline values of PTTA

Annual agricultural household income

USD 170 USD 268 Agricultural

Household

Surveys for

baseline and

follow-up

Impact

survey

MARNDR/

IDB/IFAD

The baseline number will be updated with surveys to be collected prior to programme implementation. The baseline values correspond to baseline values of PTTA R) Low adoption rates; poor climatic conditions; insufficient market demand or lower prices

Developme

nt

Objective:

Increase

agricultural

productivity

and improve

the use of

natural

Annual value of household agricultural production

USD 347 USD 478 Agricultural

Household

Surveys for

baseline and

follow-up

Impact

survey

MARNDR/

IDB/IFAD

This corresponds to an increase of 38% in the value of production. This target corresponds to the results obtained in the impact evaluation of PTTA. Targets apply to program beneficiaries. (R) Low adoption rates; poor climatic conditions, insufficient market demand or lower prices (A) Technological packages effectively respond to needs expressed in each region

2 Logframe includes results attributable to the entire project (IDB+IFAD+GAFSP financing). IFAD-specific targets only concern IFAD’s financed activities in the IFAD project area (South Department). The M&E system will collect the results separately for the IFAD area and for other areas, and the outcome of IFAD’s contribution will be assessed only against the activities in its area of intervention. 3 Disaggregated data will be presented for this indicator. Corresponding number of households reached, disaggregated by gender and age groups (youth/adults) will be included in the detailed M&E plan for reporting purposes.

Republic of Haiti



xv

Results

Hierarchy



Name Baseline Mid-

Term

End


capital

through the

adoption of

sustainable

technologies

Beneficiaries of improved management and sustainable use of natural capital

4

- Total project - IFAD Total

5

0

18,373 3,490

61,224 11,632

PEU/

MARNDR

Impact

survey

MARNDR/

IDB/IFAD

This number corresponds to beneficiaries from agroforestry technologies. IDB finances 37,347 beneficiaries, GAFSP 12,245, and IFAD 11,632. (A) Majority of land users choose agroforestry packages. Limited formal land ownership is not a deterrent to adoption

Number of beneficiaries who adopted soil protection and restoration technologies CI 3.2.2

6

- Total project - IFAD Total

0

13,775 2,617

45,918 8,724

PEU/

MARNDR

Impact

survey

MARNDR/

IDB/IFAD

This number corresponds to beneficiaries from agroforestry technologies multiplied by an adoption rate of 75% (adoption rate observed in similar projects in the region). IDB finances 28,011 beneficiaries, GAFSP 9,183, and IFAD 8,724. (A) Improved agroforestry technologies have highly positive results, encouraging adoption

Component 1

Outcomes:

Improve

Agricultural

Innovation

Services

Research and development expenditure as percentage of Agricultural GDP

0.12% 0.3% MARNDR’s

executed

budget

Annual MARNDR (A) Baseline is taken from IDB Agrimonitor estimations for the average of the period 2008-2012

Number of new technologies developed or adapted by new applied research projects

0 4 8 MARNDR Annual MARNDR These new technologies correspond solely to those developed by the Ministry of Agriculture. (A) Programme will support and strengthen the capacity of MARNDR

Number of farmers who adopted the technologies developed with new applied research projects (Component 1)

7

0 900 3,000 MARNDR Annual MARNDR These new technologies correspond solely to those developed by the Ministry of Agriculture. (R) limited number of actors that can execute quality research (A) Programme will support and strengthen the capacity of MARNDR

4 Disaggregated data will be presented for this indicator 5 In IFAD’s region, 12,359 beneficiaries are targeted; the 11,632 correspond to approximately 94% of the households, according to the IDB preliminary study. 6 Disaggregated data will be presented for this indicator 7 Disaggregated data will be presented for this indicator

Republic of Haiti



xvi

Results

Hierarchy



Name Baseline Mid-

Term

End


Outputs

Applied agricultural research projects

implemented for the development/

adaptation or improvement of new

agricultural technologies

0 2 15 PITAG

progress

reports

Annual The initial lines of research will include: rice, banana, tubers, horticulture products, legumes and agroforestry. (R) limited number of actors that can execute quality research (A) Lines of research correspond to crops with high demand and well adapted to local conditions


implemented for the development/

adaptation or improvement of

agricultural technologies that

specifically target female farmers

0 0 3 PITAG

progress

reports

Annual MARNDR Research projects on horticulture, tubers, and legumes. (R) limited number of actors that can execute quality research (A) Lines of research correspond to crops with high demand among women farmers


implemented for the development

/adaptation or improvement of

agricultural technologies that

specifically target climate change

adaptation or mitigation

0 0 3 PITAG

progress

reports

Annual MARNDR Three research projects on agroforestry. (R) limited number of actors that can execute quality research (A) Lines of research correspond to crops with high demand and well adapted to local conditions

Component 2

Outcomes

Increase

Adoption of

Agricultural

Technologi

es

Percentage of beneficiary producers

who adopted agricultural technologies:

CI 1.2.2

- Percentage of women

0%

0%

22.5%

22.5%

75%

75%

Agricultural

Household

Surveys for

baseline and

follow-up

Annual MARNDR (A) The target represents the percentage of adopters compared with similar projects in the region (R) Women are not adequately reached or incentivized by the programme

Women beneficiaries of economic

empowerment initiatives

- Total women - IFAD women

0

0

7,806

2,033

26,019 6,777

Agricultural

Household

Surveys and

PITAG

report

Annual PEU / MARNDR This includes the total number of women to benefit from the program (40% of total beneficiaries from component I and II for IDB and GAFSP, 50% for IFAD). For component 2, IFAD finances 6,777. (R) Women are not adequately reached or incentivized by the programme

Minimum Dietary Diversity Score for

women for enhanced nutrition (only

IFAD area)

Tbc 4 5 Agricultural

Household

Surveys and

PITAG

progress

reports

Impact

Survey

Republic of Haiti



xvii

Results

Hierarchy



Name Baseline Mid-

Term

End


Outputs

Number of beneficiary farmers who received technological packages CI 1.1.3

8

- Total project - IFAD total

0 0

19,514 2,472

65,048 12,359

PITAG

progress

reports

Annual PEU/MARNDR IDB finances 39,679 beneficiaries, GAFSP 13,010, and IFAD 12,359 (R) insufficient quality and quantity of technology providers

Number of beneficiary farmers who received technological packages for climate change adaptation and mitigation: CI 3.1.1

9


10

0 0

18,367 3,490

61,224 11,632

PITAG

progress

reports

Annual PEU/MARNDR This number corresponds to beneficiaries receiving agroforestry technologies. IDB finances 37,347 beneficiaries, GAFSP 12,245, and IFAD 11,632

Number of beneficiary farmers who received technical assistance CI 1.1.4

11


0 0

9,900 2,750

33,000 8,250

PITAG

progress

reports

Annual PEU/MARNDR IDB finances 24,750 beneficiaries, and IFAD 8,250. (R) insufficient quality and quantity of service providers

Number of beneficiary farmers who participate in farmer field schools (IFAD area)

0

800

2,000

PITAG

progress

reports

Annual PEU/MARNDR (R) Inadequate quality of services provided by FFS

8 Disaggregated data will be presented for this indicator 9 Disaggregated data will be presented for this indicator 10 In IFAD’s region, 12,359 beneficiaries are targeted; the 11,632 correspond to approximately 94% of the households, according to the IDB preliminary study. 11 Disaggregated data will be presented for this indicator

Republic of Haiti




19

I. Strategic context and rationale

A. Country and rural development context

1. Political and economic context12. Long-delayed presidential and legislative elections were held in

Haiti in November 2016. Mr Jovenel Moïse of the centre right Parti Haïtien Tèt Kale (PHTK) won the

presidency in the first round with 56% of the vote and took office on 7 February 2017. Legislative elections,

which were held in several sporadic rounds owing to controversies and delays, were completed in January

2017. Although no single party captured a majority in either the upper or lower house, the PHTK currently

has the most seats of any party in both chambers. In March 2017, President Moïse appointed a Prime

Minister, Dr Jack Guy Lafontant, and installed a cabinet. With these outcomes, political stability and

democratic order have returned to Haiti.

In the short term, the establishment of an elected and functioning government should help to unlock 2.

foreign aid and increase the government's ability to undertake reconstruction work following Hurricane

Matthew, which struck in October 2016, severely affecting the country's food supply, already reduced by a

two-year drought, and prompting a humanitarian disaster.

In April 2017, the UN Security Council voted to wind down the 13 year-old UN Stabilisation Mission 3.

in Haiti (MINUSTHA) by October 2017. In November 2017 the MINUSTHA was replaced by the UN

Mission for Justice Support in Haiti (MINJUSTH), which focuses on strengthening judicial institutions and

the protection of human rights. A UN presence is likely to be needed for several more years, until

confidence in the ability of local law enforcement and the security situation improve.

Poverty and rural development context. Haiti is both a fragile country and a Small Island 4.

Developing State (SIDS), highly vulnerable to external shocks and climate change (CC) effects. With a per

capita annual GDP of USD 818 (2015) and 59% of the population living in poverty (World Bank (WB),

2012), Haiti is the poorest country in the Latin America and Caribbean region (LAC) and one of the poorest

in the world. The UNDP’s Human Development Index’s socio-economic indicators for 2015 placed Haiti

163rd out of 188 countries13

. According to the WB Group14, the poverty rate is even higher (75%) in rural

areas, where access to basic services remains very limited15. In the South Department, home to numerous

households who depend on agriculture, livestock rearing and fishing for their livelihoods, poverty has been

aggravated by the passage of Hurricane Matthew, which has decimated cattle, destroyed much of the

crops and fishing gear and fish aggregating devices of the area.

Food security and nutrition. Food insecurity is widespread in Haiti. The country is ranked 115th 5.

out of 118 countries in the 2016 Global Hunger Index (GHI). Results of a recent World Food Programme

(WFP) analysis (2015) indicate that approximately 47% of the households are moderately or severely food

insecure. In addition, households with children below five years of age are more exposed to frequent food

shortages16 and one fifth of children below five years of age are chronically malnourished (DHS, 2012)17.

Haiti has a stunting rate (chronic undernutrition) of 22% and wasting rate of 5%. Almost every fifth child is

born with low birth weight (< 2.5 kg), a main predictor of stunting. Only 40% of infants are breastfed, which

puts another serious risk to children of 0-6 months of age.

The National Nutrition Strategy Plan 2012-2017 foresees to allocate 48.5% of the total budget of 6.

USD 50.9 million to nutrition-specific and 12.8% to nutrition-sensitive interventions, mainly focusing on food

security, health and water, sanitation and hygiene (WASH). An automatic link from increased food

production and income levels to better nutritional outcomes does not exist. Food security can exist without

nutrition security, but not vice versa. Nutrition security starts with the first 1000 days of an infant covering

12 Economist Intelligence Unit, Country Report, Haiti, 2017. 13 UNDP 2016 Human Development Report. 14 Haïti: Des opportunités pour tous-Diagnostic-Pays Systématique, May 2015. 15 In fact, it is estimated that only 10% of the rural population has access to electricity and less than 8% to drinkable water. 16 WB and ONPES, 2014. 17 Haiti Demographic and Health Surveys.

Republic of Haiti




20

the period from conception to 2 years of age. This includes maternal nutrition, essential for an adequate

development of the foetus. Impaired development at this stage leads to life-long consequences, including

serious losses in GDP18

. Haiti’s exposure to climate change risks also impacts on nutrition, either directly

through the change of agricultural patterns (production and dietary diversity) or indirectly through additional

agricultural workload for women, affecting their caring capacity.

The agricultural sector. Agriculture plays a major role in the Haitian economy by contributing with 7.

25% of the GDP and 85% of employment in rural areas19. The gap between local production and the

demands of an increasing population has progressively widened over the years. Today, the country only

satisfies 45% of its food needs and the deficit is essentially covered by massive imports of food products

such as wheat, rice, sugar, oil and poultry. Haitian agriculture presents very low levels of productivity when

compared to other countries in the region (as shown in Table 1). The per capita income in the Haitian

agricultural sector has stagnated in recent years and is currently estimated at around USD 400 per year.

Table 1. Yields for main Haitian crops compared to regional yields20

Product Haiti's yields as % average yields in

Central America and the Caribbean

Cocoa 99%

Mango 91%

Plantains 60%

Cassava 59%

Avocado 47%

Maize 39%

Sorghum 39%

Banana 25%

The South Department has traditionally produced coffee, beans, maize, yam and sweet potatoes. 8.

However, due to the damages inflicted by Hurricane Matthew and a lack of technical support, coffee

production has not reached its previous levels in 2017.

Overall, a constrained access to factors of production (capital, land, labor, water availability21) limits 9.

the capability of farmers to increase productivity. Some of the main factors contributing to exacerbate low

productivity include:

(a) Low level of investment and access to technologies. This is explained partly by the significant

financial constraints faced by farmers, notably due to the lack of agricultural credit22

. Other

contributing factors are lack of information about existing technologies, farming techniques,

access to markets, natural risks and climate change. The majority of producers in Haiti are still

using basic techniques predominantly for subsistence agriculture, with limited access to certified

high quality seeds, inappropriate soil conservation techniques, limited use of agrochemicals (i.e.

pesticides and fertilizers23

) and basic tools and equipment. The General Agricultural Census24

(RGA) showed that only 7% of the farmers used mechanical equipment, only 9% used

improved seeds and only 22% had knowledge of certified seeds.

18 Ethiopia for example is losing annually around 16.5% of its GDP as a consequence of malnutrition. 19 UNDP, 2015. 20 Countries considered for this comparison are Central American and Caribbean countries included in the FAOSTAT database, years 2010-2014. 21 Only 13% of agricultural land has access to water, according to the 2009 General Agricultural Census. 22 Data collected for the evaluation of the agroforestry technology provided by the IDB-funded “Technology Transfer to Small Farmers Programme” (PTTA) shows that 28% of the farmers have a bank account and that only 19% have received a credit for agricultural purposes. 23 In a study conducted by USAID in the North of Haiti in 2017, it is estimated that 28% of farmers use pesticide. Fertilizers is used by 4% of cacao producers, 13% of banana producers and 95% of rice producers. 24 Conducted in 2010.

Republic of Haiti




21

(b) Lack of financial and human resources to develop agricultural innovation. Agricultural research

and extension have been virtually non-existent in Haiti for nearly three decades25

. Aggregate

numbers show that over the last thirty years technical efficiency in the Haitian agricultural sector

has fallen at an average yearly rate of -1.8%26

. The outdated institutional research framework

and the lack of technology transfer and extension systems contribute to explain these findings.

The lack of local expertise in applied agricultural research and in technology transfer is partially

explained by the lack of training and educational opportunities in these areas. The RGA reports

that 43% of farmers identified weak agricultural research and extension services as a constraint

for the development of the sector. Moreover, only 2.6% of farmers mentioned receiving some

type of technical assistance.

(c) Climate risks. Haiti is one of the countries with the highest Climate Risk Index (CRI

Germanwatch, 2016) and natural disaster risk index in the world (WB, 2005; UNDP, 2004),

including climate hazards (Kreft et al., 2015)27

. The climatic risks faced by farmers and their

ability to cope with them also limit the long-term growth of productivity in the agricultural sector.

B. Rationale

The proposed new project PITAG, to be co-financed by IFAD with the Inter-American Development 10.

Bank (IDB) and GAFSP of the World Bank, supports (i) applied agricultural research in Haiti and (ii) the

transfer of climate smart/adapt technological packages to poor smallholders. Its rationale is based on the

fact that economic literature presents ample evidence of the linkage between agricultural services and

agricultural productivity, which is a main driver of competitiveness. Research and technology transfer

proved to be among the key factors of improvements in agricultural productivity in the world over the past

50 years. Specific studies obtain rates of return ranging from 43% to 67% for investments in research and

technology transfer. In addition, considering the high vulnerability of agriculture and natural resources in

Haiti to climate change, the proposed project aims at increasing the adoption of climate smart agricultural

practices by poor smallholders. This is expected to allow them to break out of the current vicious circle of

poverty, natural resource degradation and undernutrition, and to move to a more sustainable and climate

resilient development path.

From an economic perspective, several reasons justify public investment in agricultural research and 11.

training, as well as technology transfer services to farmers. In fact, the literature recognizes the existence

of several market failures that hinder the process of agricultural technology adoption in developing

countries, including: (i) lack of access to information and/or asymmetric information and knowledge on

effective use of technologies; (ii) input and output market inefficiencies with limited outreach of markets for

technology providers in rural regions mostly due to lack of roads and high transaction costs ; (iii) liquidity

constraints and insufficient access to credit; and (iv) risk aversion with most producers investing in new

technologies only when they can confirm their benefits through experience from other farmers.

In Haiti several national and international institutions have been partnering with the Ministry of 12.

Agriculture (MARNDR) on the provision of incentives (i.e. vouchers) to smallholder farmers and on applied

agricultural research and training in Haiti, including: (i) the World Bank, USAID and the French

Development Agency for the agricultural incentives program28

; and (ii) FAO, the Embassy of France in

Haiti, USAID, IICA, the University of Quisqueya, the Faculty of Agronomy and Veterinary Medicine (FAMV),

and NGOs for applied agricultural research and training.

The Inter-American Development Bank (IDB) is also implementing several projects in Haiti with 13.

which PITAG will collaborate. These include the second phase of the Natural Disaster Mitigation Program,

25 Cirad, 2015. 26 Nin-Pratt, A. et al. 2015 27 In October 2016 hurricane Matthew caused severe economic damages and estimated losses that amounted to USD 1.9 billion. The damages and losses in perennial crops (coffee, cocoa, breadfruit, coconut, avocado, citrus and other fruit), which are extremely important for food security and rural income, were particularly high and represented USD 433 million, further decreasing capital assets and sources of income for Haitian farmers. 28 The incentives program consists of a voucher systems for the transfer and adoption of technological packages to smallholders.

Republic of Haiti




22

implemented by the MARNDR since 2016, where synergies are possible in the areas of watershed

protection and the strengthening of the FAMV curriculum. Other synergies (both on content and

geographical areas) are envisaged with the Land Tenure Security Program in Rural Areas, Water

Management Program in the Artibonite Basin and the Program to Establish a Partial Credit Guarantee

Fund for Enterprise Development. Collaboration with the last two programs will be particularly useful to

facilitate the integration of farmers into the value chain and their access to broader markets.

The IFAD country programme. IFAD has since 1978 invested a total of USD 110.7 million in 8 14.

programmes related to agricultural development in Haiti, benefiting more than 122,316 households. Based

on a review of the 2013-2018 COSOP that took place in February-March 2017, the relevance of the

strategic objectives was confirmed and a three-year extension of the COSOP (until 2021) was proposed.

The proposed “Agricultural and Agroforestry Technological Innovation Programme” (PITAG), is aligned

with the three strategic objectives of the COSOP: (i) promote climate-smart agriculture; (ii) promote

productive initiatives; (iii) invest in human capital development.

In recent years, IFAD has supported the GoH mainly by improving small-scale irrigation systems 15.

throughout the country (projects PPI, PPI-2 and PPI-3). This kind of investment is very much needed in a

country severely hit by climate change effects and long periods of drought. Unfortunately, the projects PPI-

2 and PPI-3 suffered from a 1-year suspension by IFAD between 2014 and 2015 due to fiduciary matters,

and the relations with the GoH reached a low point during that period. As a result of this difficult

relationship, Haiti lost the 2013-2015 PBAS allocation of IFAD (a USD 17 million grant), since the GoH did

not agree to negotiate a newly designed project at end 2015 (called PAER, which was focused on market

linkages in the Northwest).

In early 2016, however, PPI-2 was extended by 6 months (it was closed in December 2016) and 16.

PPI-3 (known as the “Small Irrigation and Market Access Development Project in the Nippes and

Goavienne Region”) was restructured through a mid-term review, which represented almost a new start

(given that only 4% had been disbursed up to mid-2016). At present PPI-3 is the only ongoing investment

programme of IFAD in Haiti. This project supports local organizations working on irrigation schemes and

watershed management. In addition, IFAD has two active grants in Haiti: (i) a regional grant of USD 1.8

million operated by FAO, focused on decent rural employment opportunities for youth in six countries of the

Caribbean (including Haiti); and (ii) a country grant of USD 0.5 million operated by UNDP, concerning

capacity building activities of staff in the Ministry of Agriculture and in its decentralized offices.

To date IFAD has primarily worked alone in the fragile environment of Haiti, obtaining co-financing 17.

from OFID to fund the infrastructural parts of its irrigation projects. After the suspension of PPI-2 and PPI-3

in 2014/2015, IFAD requested the support of UNDP in procurement and financial management matters and

this was accepted by the GoH.

The present programme is an opportunity for IFAD to rebuild trust in its relationship with the GoH. It 18.

represents a change in IFAD’s strategy and approach in Haiti, by promoting a stronger cooperation with

other IFIs and by putting more reliance on local project management capacities developed by these IFIs

within the MARNDR. In addition, in the near future IFAD expects to cooperate more with the other RBA UN

agencies in Haiti (FAO and WFP). In December 2017 the three agencies declared that in the Latin

American region they would look at opportunities for cooperation to reach the SDGs, with a special focus

on Haiti, Guatemala and Colombia.

The new project, PITAG, represents a first-time co-financing of IFAD with IDB. It has been designed 19.

by the IDB as a sort of a second phase of the previous IDB project (PTTA), and IFAD’s co-financing of

PITAG has been agreed following exchanges of the IFAD country team with the MARNDR, the Ministry of

Economy and Finance (MEF) and IDB. IFAD’s participation in PITAG would also address one of the GoH

concerns expressed during the review of the COSOP for Haiti regarding the need for more coordination

among multilateral development partners.

PITAG builds on the lessons learnt from PTTA, by providing packages that are adapted to local 20.

conditions (in terms of climate and socio-economic variables), by focusing on perennial crops vs. annual

Republic of Haiti




23

crops, increasing the level of technical assistance, requesting more co-financing of local beneficiaries, and

foreseeing a better control in the selection and monitoring of the service providers. At the same time,

IFAD’s approach to project implementation support is different from that of IDB. By working together it is

expected that IFAD will bring in some major elements of its experience and business model (especially in

the South Department, which is the IFAD intervention area), from which IDB as well as MARNDR could

benefit.

II. PITAG description

A. PITAG area and target group

Programme area. The Programme will target a total of 65,048 poor rural households in 21.

30 communes distributed over five Departments: North, North East, Artibonite, South and Grande Anse.

IFAD’s financing will directly target 12,359 households in eight communes of the South Department, while

funding from the IDB and GASFP will cover the remaining 22 communes. The IFAD project area has been

severely affected by hurricane Matthew in October 2016, which has resulted in a reduction of agricultural

production and in nutritional deficits in the area.

Agro ecological characteristics of the South. The rainfall in the South varies with altitude 22.

between 1,300 and 4,000 mm per year and the area is characterized by hillside agriculture. Timber

harvesting for the coal and construction industries, as well as the burning of the forest for agricultural and

pastoral land expansion has led to environmental degradation, deforestation and landslides, and

accelerated erosion of the mountain soil and ecosystem.

The plains of Cayes and Cavaillon, covered by the programme in the South, total more than 5,000 23.

hectares. The irrigated areas of the project area are around two permanent rivers: the Cavaillon River in

the east and the South Ravine in the west (Avezac perimeter). When properly maintained the infrastructure

allows to irrigate around 3,000 hectares by gravity from these rivers. The rice-growing areas of Torbeck are

not included. When irrigated, cereals, maize and sorghum production dominate. Beans and vegetable

crops are present between November and April (leek, carrot, tomato, amaranth). In rainfed areas, rainfall

ranges between 1,300 and 1,600 mm and maize, sorghum and Congo pea (Cajanus) are the dominant

crops.

In the Southern humid mountains, usually between 200 and 600 meters above sea level, the annual 24.

rainfall is in the range of 1,400 to 2,000 mm. Agroforestry systems are extensive, producing mangoes,

breadfruit, avocados, citrus fruits, cashew nuts and forest trees. The IDB-funded Natural Disaster

Mitigation Programme baseline study indicates that more than 50% of the South Ravine and Cavaillon

watersheds have significant tree or shrub cover. Banana, yam and beans are planted on the lower floors of

the plots under tree cover.

The production of wood for sale in Les Cayes and in Port-au-Prince for use as poles, boards and 25.

coal is also significant in the municipalities of Cavaillon, Maniche and Camp-Perrin. The main forest

species are ash, cassia, acacia and Honduras oak. The last three are species introduced by projects in the

1980s and then domesticated by farmers. For multi-year crops, Napier (elephant grass) crop was recently

extended for grazing cattle, which allows for up to three harvests per year of tall grass in the lowland areas

in the gullies. Annual crops like maize with beans and sweet potatoes are planted in the wetter parts, and

maize with cassava and pigeon peas in the lower rainfall areas.

The Macaya National Park (established in 1983), bordering the programme area, contains Haiti's 26.

last primary forest and is a hot spot of global biodiversity and an important source of fresh water. Given the

high risk of environmental degradation and desertification, large and small anti-erosion and soil

conservation measures are critical to preventing the soil from sliding down to the valley and obstructing the

waterways.

Target group. Programme beneficiaries include poor rural households with access to less than 0.6 27.

ha, women-headed households and unemployed youth. Half of the beneficiaries in the South Department

Republic of Haiti




24

will be women, and 20 per cent will be between 15 and 24 years of age. The Programme will reach out to

individual members of producers’ organizations, women’s groups and youth groups, as well as to those

who do not belong to any group, organization or association. For being eligible for receiving technological

packages related to perennial crops, land ownership or proof of land usage will be required upon

registration. The programme will develop an inclusive targeting strategy that will ensure that poor

households will be able to fully participate in the programme. Please refer to Appendix 2 for more details.

Gender and youth. Very little information has been collected on the South, particularly since the 28.

passage of Hurricane Matthew. Existing studies, which use data from the 2012 national household survey,

point to widespread poverty, malnutrition and food insecurity in all rural Haiti. In the South, mountainous,

sparsely populated areas record higher poverty levels than the coast, and below average agricultural

yields, due to soil erosion and degradation. Hurricane Matthew exacerbated problems for the most

vulnerable segments of the population, women and youth, as economic activities, which existed before,

stalled and many young people lost their sources of income and migrated to the capital. Most of those who

stayed claim to be interested in farming, but lack access to basic assets and credit to restart their activities.

Given the lack of a recent in-depth analysis of the situation, the programme will conduct a study in the

South to identify the needs and aspirations of young women and men, in view of promoting specific and/or

creating new technological packages most relevant to them, such as selected agroforestry packages and

post-production technologies.

This study will be conducted based on the Youth study currently carried out by UNESCO through the 29.

Regional Public University (UPR). Affirmative actions destined to benefit women and youth will also be

implemented. Recommended actions are based on a gender assessment conducted in December 2015 by

the IDB and findings of the design mission, and will be further elaborated in a gender strategy to be

developed by the programme, with the support of the targeting, gender and youth specialist (working within

the implementation unit of PITAG). They include: the development of packages of crops traditionally grown

by women; a quota system in the South Department to reserve 50 per cent of the packages to women and

20 per cent to youth; gender-sensitive communication campaigns to ensure that information about the

programme effectively reaches women and youth; and the provision of daycare services and nutritious

meals for children during training sessions and meetings. More details on the programme’s gender and

youth focus can be found in Appendix 2.

B. Development objective and impact indicators

The overall goal of the “Agricultural and Agroforestry Technological Innovation Programme” (PITAG) 30.

is to increase agricultural income and food security for smallholder farmers in selected targeted areas of

Haiti. The development objectives are to increase agricultural productivity and improve the use of natural

capital through the adoption of sustainable technologies.

The programme’s key impact indicators are the following: 31.

(a) Reduction in the percentage of households who are severely food insecure using the Food

Insecurity Experience Scale (FIES);

(b) Increase in the agricultural household income (USD/year);

(c) Increase in the value of agricultural production (USD/year);

(d) Number of new technologies developed or adapted by new lines of applied/adaptive research;

(e) Percentage of beneficiary producers who adopted agricultural technologies promoted by

PITAG, compared to control group;

(f) Number of beneficiaries who adopted agroforestry packages for soil protection and

restoration.

An additional indicator, which will be applied in the South Department only and will be measured 32.

during implementation is: Minimum Dietary Diversity Score for Women for enhanced nutrition.

Republic of Haiti




25

C. Outcomes/Components

PITAG will be structured in two technical components. 33.

Component 1: Applied research and training (USD 15.15 million29). This component will be 34.

implemented by the Innovation Directorate (ID) of the MARNDR. In preparation for this component, a

detailed study on the status of agricultural research in Haiti, topics researched, capacities of the institutions

involved (DI-MARNRD, public centers and laboratories, technical schools, private companies, universities,

NGOs, farmer organizations and associations, etc.) and their needs was undertaken (see Appendix 5).

This component will cover the following activities:

(a) Applied and adaptive agricultural research projects developed and implemented by national and/or

international institutions. These research projects will create, improve and/or adapt sustainable

agricultural technologies that will enhance the supply of technological options available to farmers.

The products (crop or group of crops) on which applied research is to be conducted have been

identified through a prioritization exercise based on their importance using economic, social, and

environmental indicators, as well as the yield gap vis-à-vis other countries in the region. This has

resulted in the following prioritized crops/crop groups:

1) onion, tomato, pepper;

2) banana, plantain;

3) yam, yucca, potatoes;

4) rice – not merged with cereals due to its cultivation characteristics and needs;

5) agroforestry (mango, avocados, breadfruit, coconut trees and others);

6) agroforestry (coffee and cocoa);

7) cereals (maize, sorghum);

8) legume (ground nuts, beans, pigeon pea).

Upon completion of the prioritization process, a series of workshops were held for each product

(crop or group of crops) in order to identify the problems or factors that limit the production, harvest

and post-harvest of the prioritized products in each of the various Departments (North, North East

and South). Relevant stakeholders including researchers, extension service, the private sector

companies, NGOs and farmers and their organizations participated in the workshops. Results of the

workshops were consolidated in tables reflecting the classification of problems identified, possible

technological solutions, recurrence of the constraint, volume and level of losses and possible

solutions to be resolved through research and/or technology transfer. These tables (to be found in

the Project Life File as the Technical Document for Component 1) will be the basis for the

identification of the eight main applied research projects and their transfer that PITAG will finance.

All research projects will include climate considerations and foster adaptation and mitigation

measures. Seven additional smaller projects (total budget: USD 3 million) will also be funded by

PITAG. These will be demand-driven and their themes will be based on needs arising from the field.

Field technicians working for component 1 will be continuously monitoring the agricultural productive

sector and the farmers benefiting from Component 2 of PITAG to identify emerging problems that

would require adaptive research to be resolved. Research projects will be further selected through a

similar prioritization exercise as the first projects.

(b) The strengthening of the higher education curriculum and of applied research and technology

transfer capabilities in Haiti: the programme will be funding scholarships for masters, doctorates,

post-doctorates students with thesis and activities that feed into improving the applied research

projects supported. Scholarships will also be provided for attending scientific events as well as for

subscribing to scientific databases. Supported research projects will be required to include trainings

in their proposals, which will be offered to officials and technicians of the entities involved in the

29 The financing of science-based Farmer Field Schools (FFS) has been incorporated in IFAD´s overall budget at USD 544.946, including contingencies.

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technical management of ID- MARNDR, to field technicians of PITAG, as well as to those involved in

providing technical advice and supervision of farmers, beneficiaries of the programme. This will also

involve training in the use of instruments and tools for data evaluation or for the dissemination of

technical packages. In addition, students of the faculties of agriculture, natural resources

management and agricultural engineering of national universities would be supported to do their

theses or graduation projects on topics included in the applied research projects. The training

programs should help to promote the curricula of the faculties of agriculture in the country.

(c) The institutional strengthening of the MARNDR Innovation Directorate (ID), through: (a) technical

and scientific support; (b) Diagnosing the capacity of existing laboratories to determine the

equipment and inputs needed to support applications from applied research projects; (c) provision of

materials and equipment (mainly for laboratories); (d) strengthening the technical and scientific

capabilities of the staff; (e) establishment of an information system on innovation and research.

It is expected that applied research projects of Component 1 would result in the development of at 35.

least 12 improved sustainable agricultural technologies. These would also benefit from the results and

recommendations of the comprehensive climate risk assessment study that will be undertaken before the

beginning of project implementation. The study is expected to identify climate risks and elaborate potential

mitigation measures in the various agroecosystems, which would be considered while finalizing the

research project proposal and respective packages being developed during programme implementation.

Similarly, results from the analysis of youth and gender needs during the programme would be considered

for fine-tuning the research priority emphasis.

Component 1 will also include the establishment of science-based farmers field schools (FFS) on a 36.

pilot basis in the municipalities where IFAD is active. The use of the FFS approach, that is already applied

by several donor-funded projects in Haiti, has the advantage of being highly effective in providing technical

skills to farmers and building their social capital through group coherence and trust among farmers, thus

enhancing the sustainable adoption of technologies and resilience. This approach will allow farmers to

increase their knowledge of science, skills and capacities, for example in sanitary pruning, with regard to

the importance of essential plant nutrients for tree crops and human nutrition.

It is an approach that would also allow PITAG to better target women and youth for programme 37.

activities through specialized targeted modules and interventions. At an initial stage and during the first 2

years, 40 FFS (each with 20-25 farmers) will be established. A potential expansion to at least 100 FFS by

the end of the programme will be based on the results achieved and evaluated at mid-term evaluation. It is

worth noting that there are several trained FFS master trainers in Haiti that are active, thus allowing the

programme to have a quick start in training FFS facilitators and developing the respective curricula.

The science-based FFS will be based on a curriculum developed by researchers working within 38.

Component 1 in close collaboration with the FFS experts and extension agents, and would cover sessions

for farmers’ training throughout the growing season. The curriculum will also include specific modules on

nutrition and on other areas that would be identified by the farmers during the implementation process of

the programme. Facilitators trained as FFS facilitators will also be trained on the household methodology

approaches to allow them to be more sensitive to the needs and constraints of women and youth.

Since the members of the FFS will also be receiving the technology packages of PITAG through 39.

Component 2, the season-long interaction with farmers, women and youth within the FFS will allow PITAG

to identify new areas for applied research in Component 1 and enhance the already developed packages

as per the local needs. This will further enhance the feedback loop between research (Component 1) and

the adoption of technologies (Component 2).

In addition, within Component 1, a behavioral study will be conducted to determine farmers’ 40.

willingness to pay for the new technologies (resulting from the adaptive research) to be introduced in the

menu. The activities of the component are consistent with the recent reforms supported by the IDB. In

particular, the PITAG represents a first opportunity of application of the “Fonds national de recherche pour

un développement durable” (FONRED) guidelines, whose development was supported by the IDB.

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Component 2: Promotion of sustainable agricultural technologies (USD 55.14 million). This 41.

component will finance the adoption of profitable, climate smart, and sustainable agricultural technologies

that will improve farm profitability, generate positive environmental externalities, and facilitate the mitigation

of and adaptation to climate change. The component will be implemented through the agricultural

incentives programme conducted by the MARNDR, which has been successfully implemented in other

development programmes and for which clear guidelines and implementation procedures have been

developed (refer to PIM in Appendix 11).

As for the case of Component 1, the selection of the preliminary menu of technology packages to be 42.

included in Component 2 has been undertaken through a prioritization exercise. This was based on a

detailed study that assessed the agro-ecological characteristics of the PITAG intervention areas, and the

relative importance of the different crops (annuals and perennials) in terms of their socio-economic

relevance and their environmental sustainability. The study also assessed the technological packages

developed and promoted earlier through PTTA, the results of their adoption, their costs, the demand and

supply of these packages, and the constraints faced in their dissemination through PTTA.

Based on this analysis and lessons learnt, a new revised list of packages has been suggested for 43.

implementation by PITAG. Two types of technological packages were identified: 1) packages of

agroforestry and perennial crops and 2) another set of packages for agricultural production and

postharvest equipment. These were prioritized for the different intervention zones based on their

importance and appropriateness in each agro-ecosystem. In particular, the selected crops and

technological packages have been selected with the objective to improve nutrition, focus on gender and

enhance the climate resilience of smallholders. The potential suppliers of these technological packages

were assessed and visited and their capacities to deliver the products and provide related services, such

as maintenance and training, were assessed (details in Appendices 4 and 5). The menu of technological

packages will be updated each year, including the inputs provided by Component 1.

For the Department of the South, where IFAD is active, the suggested menu of technological 44.

packages is listed below. The cost and gross value added for each package has been calculated and taken

into consideration for assessing the number and distribution of the packages:

1) "Creole garden" package: Creole gardens can incorporate the following crops in varying

proportions depending on the local conditions: avocado, coconut, mango, cashew, timber, yam,

banana, pineapple. The dominant type of tree would vary according to the farmer’s needs, type of

soil and the agro-ecology.

2) Creole garden-Cocoa package: This creole garden is dominated by grafted and non-grafted cocoa

seedlings, but includes also other cover trees (grafted or non-grafted fruit trees and forest trees),

banana, yam and pineapple.

3) Fruit tree package: This package is intended mainly for the Northern departments (not part of IFAD

target areas), but may also be considered in packages for communities in the South, where the

annual rainfall is around 1300-1600 mm and where soils are fertile and deep, and where there

already is a business of fruit production for local or regional markets (including areas of Torbeck

and Chantale). The production fields should preferably be around residential areas to make it

easier to protect them from livestock invasion in the dry season. The same package could include

different varieties of avocado and mangoes, in support to expanded production and income. The

diversification would reduce the risks of changing market demand, water deficits or severe winds

that could affect yields of a specific variety at a particular moment.

4) Fodder package: This package has a good potential in the South department where Napier grass

has become a good cash crop (promoted mainly through PMDN). Napier is a crop that is less

sensitive to water deficits than the food crops currently cultivated, it allows a good ground cover

(thus participating in soil conservation) and it is a perennial grass that is sold standing with cutting

intervals of 4 to 6 months depending on the fertility of the soil.

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5) Energy forest package: This package would be provided for planting in less fertile soils or drier

hillsides in several municipalities, where food crop production is risky with low yields. This package

has been in strong demand within PMDN, since it offered a guaranteed income even in the drier

years. This package is expected to improve the plant cover and soil conservation. It includes

seedlings of fast-growing native species that produce post-harvest suckers, and generate income

through cutting after 3 years, and whose stump rejects are exploited afterwards with rotations of 2

years. In the South department this package however will not be promoted unless, based on

research results from component 1, it is shown that there is no risk that the proposed species

would be invasive to the nearby natural park.

6) Agricultural equipment packages: which include various machinery including motor pumps for

irrigation, animal traction support for land preparation, threshers, drying and storage equipment.

The participation in Component 2 of the programme is demand-driven: to become a beneficiary, 45.

interested farmers will participate in a series of awareness campaigns that will be organized to match

demand and supply for the various technologies. To ensure that all segments of society are given equal

opportunity to participate, the programme will actively reach out to the poorest farmers and to those who do

not belong to existing networks, groups or organizations. The component will cover 90% of the costs of the

technologies through a matching grant, and farmers will cover, in cash, the remaining 10%. Given the

damages experienced by farmers in the areas affected by Hurricane Matthew, in the South and Grand

Anse Departments the participation requested from beneficiaries will only be in-kind (and not in-cash).

The maximum amount of the subsidy provided depends on the specific technology chosen by the 46.

farmers and varies between USD 400 and USD 2,000, with a weighted average of USD 950. Besides, the

technical input itself (seedlings, equipment, etc.), subsidies are provided for land preparation and

transportation of seedlings from the place of delivery to the beneficiary's plot.

Based on the lessons learnt in the PTTA project, the activities of Component 2 have been further 47.

enhanced to include the following activities: the introduction of cost-sharing by farmers; an information

system for programme implementation, additional technical assistance in support to farmers (specific

assistance on how to choose and apply the technologies and general, strategic assistance on farm

management and commercialization), and technical assistance in support of enhanced delivery of inputs

by providers (mainly focused on quality control and environmental management). For details on the service

and input providers for Component 2, see chapter II on PITAG Implementation, section B and refer to

Appendix 5 .

Project management (USD 6.57 million). Besides the operational components 1 and 2, PITAG will 48.

also cover the cost of: (i) project administration (e.g., consultants, monitoring and evaluation, travel,

equipment, operational costs, audits); (ii) mid-term and impact evaluations; and (iii) contingencies.

D. Lessons learned and adherence to IFAD policies and the SECAP

Lessons learned by IFAD. The strategic choice to partner with the Inter-American Development 49.

Bank (IDB) and to co-finance the proposed Programme (PITAG) was guided by the main lessons learned

in the recent years of the IFAD Country Programme.

After the suspension of disbursements on IFAD loans PPI-2 and PPI-3 due to fiduciary issues 50.

between 2014/2015, IFAD’s Country Programme and the relationship with the Government of Haiti (GoH)

and the Ministry of Agriculture had to be recovered. This became clear when at end 2015 the negotiations

of the GoH and IFAD regarding a new programme (the Rural Entrepreneurship Support Project “PAER”)

failed30, with a loss of the 2013-2015 PBAS allocation for the country (USD 17 million grant).

With the new 2016-2018 PBAS cycle, in early 2016 a new IFAD country team started operating out 51.

of HQ. The small-scale irrigation project PPI-2 (located in the north-west, north-east and center of the

30 The main disagreement was on the proposal of IFAD to get support from UNDP to cover the fiduciary risks of this new programme.

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29

country), which should have been closed in June 2016, was extended by six months. Even if its overall

results remained unsatisfactory (considering the initial targets), the extension allowed to achieve some

positive results (especially in the irrigation projects implemented by Agro-Action Allemande AAA), and to

continue with the parallel co-financing of OFID dedicated to complete infrastructures up to end 2016.

On PPI-3 (the small scale irrigation project located in the Nippes and Goavienne Region, which after 52.

4 years of effectiveness had only disbursed 4% by early 2016), a mid-term review was conducted, and the

change of the weak programme management unit and the reduction of some programme activities was

agreed upon between the GoH and IFAD. This change triggered a significant improvement in

implementation and, despite the negative effects of hurricane Matthew (October 2016), allowed to increase

disbursements to around 52% by January 2018. On the basis of the better results achieved, the completion

and closing dates of PPI-3 (originally, end 2017 and mid 2018) were extended by 18 months to,

respectively, mid 2019 and end 2019. This will allow PPI-3 to complete its activities and to stop operating in

an emergency mode.

Finally, it is worth pointing out that since early 2016 there have been three Ministers of Agriculture, 53.

which has made the establishment of continuous relations difficult. As a result, when after elections in early

2017 the IFAD team tried to start working on a new project for the 2016-2018 cycle, it was not possible to

reach an agreement with the technical staff of the Ministry of Agriculture. In the second quarter of 2017

IFAD hence decided to contact IDB to explore co-financing options, and PITAG was identified as an

interesting option to allow a good use of IFAD’s 2016-2018 PBAS resources.

On the basis of the experiences in recent years, the following lessons are identified for IFAD’s work 54.

in Haiti:

(a) Need for cooperation with other IFIs and development partners. In a fragile country like

Haiti, which is exposed to extreme climatic events and has weak public institutions, the

cooperation with other IFIs and development partners is key for the sustainability of the

country programme. This has been demonstrated by the value added of IFAD’s relation with

UNDP for the recovery of the PPI-3 project. At the same time, it is important that IFAD

develops synergies also with other partners like the IDB (which has a large office in Haiti). The

need for better cooperation of IFAD with other donors and IFIs was also one of the main

recommendations received from the GoH during the recent review of the COSOP (which took

place in the first semester of 2017).

(b) Need for more cooperation at the technical level of the Ministries. In a rapidly changing

environment with changes at the political level, the technical directors at the Ministries are a

relevant development partner of IFAD. IFAD hence needs to invest more time in interacting

with these technical directors and understanding their views. There is an on-going IFAD grant

through UNDP (worth USD 0.5 million), focused on strengthening the Ministry of Agriculture,

which could be used for this purpose. Also, the proposed new Programme was designed by

IDB after a long interaction with the technical departments at the Ministry of Agriculture and

based on a previous programme developed with them (the PTTA).

(c) Need to change from an emergency/recovery mode to a more sustainable way of

cooperation. The strategy chosen by IFAD to recover PPI-2 and PPI-3 has relied on

important support by UNDP in fiduciary and procurement matters. While this was agreed with

the GoH and represented a way-forward for these projects, for the future it is important to

build on the fiduciary and procurement capacities existing within the institutions of Haiti. The

PITAG relies on existing procurement and fiduciary capacities in the Ministry of Agriculture,

which the IDB has been developing over time.

(d) Value of a geographically focused approach: since IFAD’s resources are limited compared

to other IFIs, rather than spreading resources too thin all over the country, more value can be

obtained from concentrating them. Considering the theory of change, in order to trigger

change it is necessary to tackle various challenges in parallel along the value chain. The

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Project Completion Report of the IFAD funded “Programme d’ Appui aux Initiatives

Productives en milieu rural” (PAIP, which covered various regions) illustrates how the lack of

geographical focus has been an issue for obtaining impact. Also the experience of PPI-2

illustrates the difficulty of operating in various geographic areas at the same time. For the new

Programme it is hence proposed to focus IFAD’s intervention in the South Department, close

to the PPI-3 project and to a recently completed IFAD funded grant (with CIAT, focused on

technology transfer for cassava and beans). , In addition, it is proposed to focus the capacity

strengthening grant with UNDP of the decentralized services of the Ministry of Agriculture (the

DDA and BAC, which are weak) in this area of the country.

(e) Importance to provide (but also prove) the comparative advantage of IFAD in the areas

of social capital development, youth and women participation, environmental and

climate risks assessment: Based on its expertise in rural development projects all over the

world, IFAD has directly experienced how important social capital development, youth and

women participation and environmental and climate risk mitigation are for the sustainability of

rural development programmes. This is even more true in fragile states, which have weak

public sector institutions, isolated rural communities, and are exposed to significant climate

risks. At the same time, in Haiti IFAD is in a position in which it has to prove its comparative

advantage after a period in which relations have been difficult. The proposed new Programme

offers an opportunity to do so in cooperation with IDB. In particular, IFAD will finance a special

climate risk assessment to define mitigating measures, and during implementation will focus

on youth/women participation and on the development of the social capital within the rural

communities (e.g. by introducing farmer field schools as a vehicle to transfer new technologies

in a sustainable way).

(f) Importance of a simple design, and of a pragmatic and flexible approach focused on

implementation: IFAD is known and generally appreciated for its technical expertise in

different sectors of rural development. At the same time, in a fragile state like Haiti, the design

process needs to be simple, and the main focus and most resources have to be dedicated to

the implementation phase. As shown in the PCR of PPI-2, IFAD’s design was overly complex,

with numerous components and sets of activities (4 components, 13 sub-components and 15

categories of expenditures). Also PPI-3 suffered from an overly prescriptive design, which had

to be reviewed at mid-term to allow for more flexibility (introducing an emergency response

plan of USD 0.5 million, following the effects of hurricane Matthew in October 2016). The

proposed new PITAG is (i) focused on technology transfer and productivity (it does not try to

cover more); (ii) realistic about the lack of access to finance of smallholders, which is

overcome through a matching grants scheme (with only 10% beneficiary contribution); and (iii)

based on the lessons learned of a previous similar programme financed by the IDB (the

PTTA). The key value added of IFAD will be the quality of its support to implementation, since

there is enough flexibility build into the programme to allow adjustments over time.

(g) Importance of a running and efficient programme management unit. The experience of

PPI-2 and PPI-3 shows how a weak top management can affect the implementation of

programmes. In PPI-2 and PPI-3 an extension of the implementation period was required

(reaching a total period of 7-8 years) due to a low start and subsequent weak management,

increasing operating costs. The previous PAIP project of IFAD instead was composed of 3

phases and lasted for 12 years (following an extension). The proposed new Programme

instead uses an existing and proven management team within the Ministry of Agriculture,

which should allow activities to get off the ground quickly. The foreseen period of

implementation is five years, with annual disbursements of around 20% per year.

Lessons learned by IDB in the previous PTTA programme: The main lessons learned, which 55.

were considered in the design of PITAG by IDB, were the following ones:

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(a) Technology transfer programs are more effective, if they provide new inputs and

technologies, which represent a one-time, lumpy long-term investment, which otherwise

farmers would not undertake. The results of PTTA for perennial crops were significantly better

than those for annual crops. In the case of annual crops, under PTTA farmers just substituted

existing inputs with subsidized inputs, spending their savings in another way (e.g. reducing

their debts), and productivity levels remained the same. As a result, the PITAG foresees

mainly agroforestry packages.

(b) The selection and contracting of service and input providers is a very important part of

the process, that deserves attention ex-ante. In the selection of the service and input

providers, it needs to be verified that they have adequate technical and financial capacities to

provide the required inputs to farmers on time and with the right quality. In general, PTTA had

some problems with input suppliers in terms of the adaptability of delivered varieties, the

quality of seedlings, and the delivery time to farmers. Accordingly, a more detailed

assessment of the varieties used for the different target communes and of the potential list of

suppliers and their capacities were undertaken in preparation of PITAG. Besides, additional

training funds were allocated by PITAG to ensure that the input suppliers abide by the

required quality standards for seedlings and pesticides and that they deliver the needed

quantities on time.

(c) The implementation of technology transfer programmes requires a lot of follow up and

monitoring of the activities. The performance of the service and input providers needs to be

monitored. The contracts of the service and input providers should foresee gradual payments

and allow termination in case of poor performance. These actions are needed to avoid that the

value of the vouchers gets eroded by delays, inflation or along the supply chain.

(d) The information and communication about the technology transfer programme to

farmers (the final beneficiaries) is a key element. The vouchers for the inputs and services

should be provided to famers separately from the inputs and services. It needs to be

communicated to farmers that the programme is a one-time chance and that the support will

end at a certain point in time, in order to avoid creating expectations of continuous support.

Farmers also need to be well informed about the services and inputs to which they are

entitled. Otherwise the risk is that input and service providers will supply less than requested

by the programme.

(e) The provision of technical assistance (TA) and coaching are key elements to ensure the

sustainability of the technology transfer programme. The farmers need to receive not only

inputs, but also TA to be able to use the inputs in an adequate way. On this basis, the new

PITAG programme has foreseen an increase in the level of technical assistance.

(f) Need to consider the local conditions in terms of resources availability (water and

labour). On PTTA the impact on productivity was limited, because the technological packages

proposed did not take into consideration the farmer's local conditions (in some cases there

were difficulties in accessing water and labour). Under PITAG a detailed assessment of the

local conditions has been conducted and has influenced the selection of the technological

packages.

(g) Need for research structures to develop technological options to be scaled up: Apart

from some isolated initiatives within projects mainly run by NGOs or the efforts of farmers to

innovate, there has been no organized research on tree crops including fruit trees, forestry,

coffee or cocoa over the past 25 years in Haiti. Due to the above mentioned problems, the

short implementation period and in the absence of organized applied research, PTTA was

unable to exhibit to farmers the comparative advantage and impact of using new varieties

(with pest and diseases tolerance, higher yields, adapted to market needs, or to local

conditions, etc.) or high quality seedlings. PITAG accordingly, is implementing in component 1

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adapted research activities that will feed into the enhancement of the technological packages

provided in component 2 during the implementation of the programme.

Adherence to IFAD policies. The overarching goal, strategic objectives and principles of 56.

engagement of PITAG are aligned with the IFAD Strategic Framework 2016-2025. In particular, PITAG will

support activities to strengthen the productive capacity and increase the income levels of poor smallholders

in rural communities of Haiti. The new Programme is also aligned with IFAD's approach to Small Island

Development States (SIDS), mainly with respect to the strategic objective to strengthen resilience to

environmental and climate change and enhance adaptation capacity, through the transfer of adaptive and

innovative technologies. Finally, PITAG is aligned with IFAD’s approach for Fragile States, which suggests

the need for more cooperation among development partners, for simpler and more flexible designs, and for

special support and more resources during implementation.

All the main policies and strategies of IFAD, sectoral and thematic, have been considered (see 57.

Appendix 12), whereby the SECAP and rural finance policy deserve a special mention. In terms of the

SECAP (see Appendix 12), IFAD has done additional work compared to the IDB, especially with respect to

the climate risk assessment. Based on the extreme weather events observed repeatedly in recent years

(hurricanes Matthew in October 2016, Maria and Irma in October 2017), IFAD’s Climate risk assessment

resulted in a high-risk classification. This has led IFAD to propose a special climate risk mitigation study

funded by IFAD and implemented by CIAT), which has the objective to identify mitigating measures to be

carried out during project implementation.

In terms of the rural finance policy, under PITAG IFAD is accepting a matching grants scheme for 58.

technology transfer (with 10% beneficiary participation), since IFAD’s target population does not have

access to credit from local financial institutions. Under the previous IFAD supported programme PAIP it

became clear that rural credit institutions in Haiti are not sufficiently developed and are too risk averse to

support the introduction of new agricultural technologies. Very few lines of credit were granted and the

creation of rural credit institutions proved to be not sustainable, due to the lack of enough sustainable

businesses in rural areas. Also, IFAD’s target population (the poor) typically does not have the guarantees

(i.e. collateral) requested by banks31

. It is expected that once the smallholders improve their income levels

due to the innovative technologies, they could in the future access the financing provided by local credit

unions32

. During implementation, IFAD will ensure a close monitoring on the use of matching grants, to

ensure adequate targeting (with quotas for women and youth) and avoid the potential risks of elite capture

and rent-seeking behaviours.

III. PITAG implementation

A. Approach

The approach followed by PITAG is based on the incentive programme that is being used and 59.

applied by MARNDR in several of its programmes. The programme will provide vouchers allowing farmers,

who fulfill specific criteria, to receive new agricultural inputs and services. Learning from PTTA, the IDB

project in Haiti on applied research and technology transfer, PITAG has been designed with some changes

on the previously applied approach. These changes aim at enhancing the ownership and sustainable

adoption of technologies by producers and reduce market distortions and dependency on free distribution

of inputs. Accordingly, the provision of technology packages to farmers will be in the form of matching

grants that partially cover the cost of an agricultural technology, whereby farmers will have to contribute

10% of the cost of technologies (mainly in cash, in-kind in the South and Grand Anse Departments).

Moreover, the provision of additional and specialized technical assistance within PITAG to farmers aims at

reducing the barriers related to risk aversion and information asymmetry. Lastly, the implementation of

31 The use of matching grants has also recently been accepted for an IFAD project (SAEP) in Grenada and by the World Bank in Grenada and Saint Vincent and the Grenadines, based on evidence that commercial banks and credit unions remain reluctant to provide credit to the rural poor (because of high defaults on past loans and the recognition that farming is a high-risk sector). 32 In the PTTA area it was found that 28% of the farmers had a bank account and 19% had obtained a loan.

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33

technology fairs aims to reduce the lack of information and reduce problems related to shortage of supply

and limited markets, by bringing together demand (small farmers) and supply (technology providers).

In addition, the approach followed within the IFAD targeted areas of the South Department will 60.

include additional key elements that build on IFAD’s experience of working with small and vulnerable

communities and will be considered as pilots, that may be adopted and scaled up by IDB and MARNDR in

other departments within the framework of PITAG or in future development projects. These will include the

following interventions:

(a) Targeting: While all the target area to be covered by IFAD is among the poorest areas in the

country and of the regions of PITAG, more attention will be provided to ensure the targeting of

the poorer segment of the population, with special emphasis on female headed households,

women farmers, and especially the rural youth. IFAD aims at reaching 50% of women from

the target beneficiaries (it is 40% in other non-IFAD areas). IFAD hence recommended the

inclusion of an initially part-time (and, if and when additional resources related to the financing

gap become available, full-time) member of the execution unit at the MARNDR specialized in

targeting, gender and youth and following up the experience of the Farmer Field Schools33. In

addition, a study on the constraints and needs of youth in rural areas in the South department

will be carried out in synergy with the study conducted by UNESCO and the Regional Public

University (UPR). This should feed into the adapted research programme to develop

technology packages that are more adapted to the needs of young men and women, such as

selected agroforestry packages and post-production technologies for storage, drying, milling,

etc. The inclusion of activities and technologies targeting gender and youth in the Annual

Work Plan and Budget of the South Department, based on the results of the gender/youth

studies, will be monitored by the gender and youth specialist in the execution unit and by

IFAD.

(b) Building social capital: Haiti has been suffering from a series of natural and climatic

disasters, including hurricanes and earthquakes, and several political and economic shocks,

affecting especially its rural population. Support provided by external donors has, accordingly,

been focused on emergency relief aid, and less commonly on building long-term community

resilience to such shocks. In its projects, IFAD typically uses a participatory and bottom up

approach to empower farmers and establish community-based organizations and farmer

groups that are built on trust, coherence and good governance. Building social capital in areas

and communities that are highly vulnerable to climate and other external shocks is critical for

their resilience and coping capacity. Social capital is also important for the sustainability of all

interventions, especially when they are provided for free under emergency and poverty

conditions. IFAD will introduce the science-based farmers’ fields school (FFS) approach for

technology adoption and evaluation by farmers, suggesting the development of new

technologies or their improvement, and introducing nutrition and diet diversification, household

methodologies, household and farm economies, environmental and other special topics, that

farmers believe are important. FFS will be an important vehicle for building trust among

farmers as a basis for establishing farmer producer, but also saving and credit, groups.

(c) Climate change and environment: IFAD has mainstreamed climate change risk

assessment, adaptation and mitigation strategies within most of its on-going activities. It has

recently further enhanced it social, environmental and climate assessment (SECAP) for

climate change assessment and risk mitigation at project design and implementation stages.

This is an opportunity for IFAD and IDB to compare and learn from each other on the

assessments and implementation of the related safeguards. The PEU will include a full-time

environmental expert. IFAD will finance a detailed climate risk assessment study, which will

evaluate the risk of potential peak climatic events, its impacts on physical production and

33 Please refer to Annex 1. of Appendix 2. for detailed terms of reference of the targeting, gender and youth specialist.

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recommend some risk mitigation interventions, primarily in the South department. These will

be considered in the future applied research activities.

The theory of change of the project is that when support is provided to applied research that is 61.

based on the needs of farmers, specific technology packages adapted to their local agro-ecological and

socio-economic conditions could be developed that, when adopted, can lead to increases in agricultural

productivity. Considering the vulnerability to climate risks in the area, applied research should be

underpinned by a detailed climate risk assessment that would identify mitigation measures to be included

within the specific packages to be developed. Under the local conditions of poverty of the rural population

of Haiti and the vulnerability of farming systems to climate shocks, and in the absence of appropriate

outreach of rural finance institutions and availability of special financial products adapted to the needs of

smallholder farmers, the provision of subsidies for technology packages with cost-sharing mechanisms by

farmers, combined with extension support, is expected to lead to higher technology adoption.

Extension support that is done in a participatory way with the provision of long-term coaching, 62.

allowing farmers to work and learn in groups under their local conditions, would increase the level of

technology adoption, promote the participation of women, and enhance the social capital as an important

element of their resilience. Interventions in applied research and support to technology adoption is

expected to increase food security through higher agricultural productivity, which will translate into (i)

higher agricultural yields and increasing food production for home-consumption (which is expected to

absorb around 50% of the production); and (ii) an increase of agricultural income from increased

production sales in local markets, which, in turn, will improve household’s purchasing power for, amongst

other goods, foodstuffs. Especially, in the IFAD project area characterized by nutritional deficits, the excess

production is expected to be marketed locally.

B. Organizational framework

The Ministry of Agriculture, Natural Resources and Rural Development (MARNDR), will be the 63.

Executing Agency (EA) of PITAG.

The organizational set-up to be put in place is articulated around four levels of responsibility: 64.

Project Management (MARNDR);

The level of steering and consultation, consisting of a Steering Committee and a consultation mechanism at the departmental level;

Level of coordination and management of activities corresponding to the Programme Execution Unit (PEU);

Level of execution of field activities by contractual service providers recruited by the programme with the support and supervision of the MARNDR (central and decentralized entities).

Implementation arrangements. The programme Steering Committee is responsible for providing 65.

general guidance to the programme and ensuring that its activities are implemented in compliance with the

Government’s policies, approving the annual work plans and budget, ensuring proper coordination with

other development programmes and providing broad oversight for project implementation. Members of the

Steering Committee will include (but may not be limited to) the Director General of MARNDR (as chair),

the Unit of Studies and Programming (UEP) of MARNDR, the Departmental Directorate of Agriculture

(DDA) of MARNDR, and the Ministry of Economy and Finance (MEF), with the IDB and IFAD as observers.

The same Project Execution Unit (PEU) that has been established within the MARNDR for the 66.

PTTA/RESEPAG projects will manage PITAG both technically and administratively with the same team.

The PEU will ensure the overall management of PITAG and will be supported by the Procurement Unit of

MARNDR (UPMP). The PEU will be responsible for the overall administration of the Program, and will be in

charge of (i) the global coordination of the project, (ii) the launching and follow-up of tenders, (iii) the

financial management of the project and (iv) the overall monitoring of the project. The Innovation

Directorate (DI) will be responsible for the planning and technical supervision of Component I (see Fig 1).

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Figure 1. Organizational chart for the implementation of PITAG

.

The PEU will be specifically responsible for planning and reporting on technical and fiduciary 67.

aspects; the execution of procurement activities; the supervision of firms and service providers; financial

and accounting management; risk management; and monitoring and evaluation, supervision and execution

of the environmental and social management plan.

At the central level, the PEU will be composed of the following members: a) one Programme 68.

Coordinator, b) one Senior Technical Advisor, c) an Administrative and Financial Unit, d) one person

responsible for monitoring and evaluation, e) one GIS specialist (geographic information system); f) two IT

specialists; and g) one specialist in environment. Besides, an additional targeting specialist will be working

within the PEU and will be in charge of all targeting aspects (poverty, gender and youth) and support in the

communication activities of the project (initially on a part-time basis). During the implementation of the

project, and based on the availability of additional resources included in the financing gap, this expert is

expected to become a full-time member of the PEU.

To facilitate the implementation and monitoring of PITAG activities, the targeted departments within 69.

the country have been grouped into 4 Blocs. The South Department, which is where the activities of IFAD

will be concentrated has been designated as Bloc 3. Within each Bloc, a Departmental Antenna (antennes

départementales, AD), acting as an liaison person with the central PEU, and each supported by an

assistant, will be established and will be located in the premises of the Departmental Directorate of

Agriculture (DDA). The ADs will support the PEU in the control of the implementation of the agricultural

incentives program (mainly Component 2) in the field. Besides, the ADs, the DDA staff and local

agricultural offices (BAC) will also be supporting the implementation of the agricultural incentive

programme in the field (Component 2).

The implementation of Component 1: The funding of the research projects will follow a 70.

competitive process based on bidding by interested entities (could also be a consortium of international

and national institutions). The selection of the various proposals will be undertaken a panel composed of

Ministry staff and external experts (faculty members from Haiti and abroad).

The science-based FFS activities will instead be implemented by a contracted service provider, 71.

whose services will be procured as for other service providers within the project. Several organizations

have implemented FFS activities in Haiti for various development project and could be hired to implement

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this activity. They include FAO, Catholic Relief Service (CRS), “Associazione Volontari Servizio

Internazionale” (AVSI), the “Centre d’Etude et de Cooperation” (CECI), etc. (for details on implementation

see Appendix 5).

The implementation of Component 2: The implementation will be mainly through private 72.

operational service providers (OPS) and various input providers. These will be selected on a competitive

basis and are expected to be a consortium of international and national/local institutions and NGOs. They

would be responsible for the: 1) sensitization of farmers about the programme and the packages; 2)

registration of farmers; 3) validation and confirmation of the information provided on their land size; 4)

provision of farmers with vouchers that will allow them to receive material and technical support from input

providers (for seed, planting material, agro-chemicals, equipment and machinery, etc.); 5) register the input

providers ensuring that they have sufficient quantities of needed inputs; 6) control the quality and prices of

the inputs provided by these providers; 7) train the farmers on agricultural production for the technology

packages provided; 8) provide the needed information and feedback on the progress of the programme to

the Programme Execution Unit (PEU) of PITAG at MARNDR, in close collaboration with the Departmental

Directorate of Agriculture (DDAs) and the local agriculture offices (Bureaux agricoles communaux – BACs)

in their targeted areas of their intervention.

Several potential national and international organizations that are active in the area of rural and 73.

agricultural development could be contracted as service providers for the implementation of this

component based on a competitive process. These include: CA -17, AGRER (Belgian Management

Consulting firm), “Alliance Agricole Internationale” (AAI - Consortium of 3 Canadian NGOs), HYDROPLAN,

“Associazione Volontari Servizio Internazionale” (AVSI), and Agridev (Agribusiness and Development).

Details on their experience and capacities are provided in Appendix 5.

Input suppliers for crop packages: when identifying the technical crop packages provided, an 74.

enhancement compared to the PTTA perennial packages was sought. The input suppliers of new varieties

(high yielding, resistant to pests and diseases, late maturing, required by the market, tolerant to drought,

etc.) were identified. Their production capacities, nursery management knowledge and capacity to produce

grafted and non-grafted and healthy seedlings in the required quantities and in time, as well as their

contacts, were obtained. i “ ”They nclude the Organisation pour la Réhabilitation de l’Environnement (ORE),

“ ” “ ”IF Foundation, Agricorp, Levelt Bastien, Coopérative Jean-Baptiste Chavannes , Ferme de Lévy ,

“ ” , Further Association des techniciens agricoles de Camp-Perrin , Haïtika Agri-Smart and PRODEVA.

information on these service providers are detailed in Appendices 4 and 5.

Input suppliers for equipment packages: similarly, input suppliers for the equipment technical 75.

packages were identified and the type and amount of material they sell, their capacities, services they

provide (training , maintenance, etc), as well as their contacts were provided. , They include Agrotechnique

Automeca SA, Ateliers-École de Camp-Perrin, Bellony Blanc, Island Services, Murat Excellent, Agro Pam,

Darbouco, GRADES École Moyenne Développement de Hinche. nformation on these input Detailed i

providers are detailed in Appendices 4 and 5.

Financial institutions. A co-financing mechanism will optimize the number of farmers willing to adopt 76.

the technical packages. The MARNDR will finance a large part of the technical packages, but a part will

remain the responsibility of the farmer. In fact, PITAG is requesting 10% in-cash cost-sharing from the

farmers for every package (with the exception of the South and Grand Anse, where it will be in-kind).

Considering the amount of packages expected to be distributed, there will be a lot of transaction activities

related to the transfer of funds to the MARNDR account from the beneficiaries and transfer of funds from

MARNDR to the input suppliers. Thus, for each technical package, there will be two types of financial

transactions: the farmer pays his counterpart by transferring the planned amount to the MARNDR account;

after delivery of the technical package by the farmers' suppliers (and its verification by the OPS), the

MARDNR transfers the total amount corresponding to the technical package to the supplier's account.

Based on an analysis the MARNDR and IDB during design (see Annex 5 of Appendix 5, made by

Synthèse sur l’intermédiation financière pour le PITAG), there will be three options to ensure the financial

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transactions between the farmers, their suppliers and the MARNDR: i) commercial banks, ii) cooperatives

and microfinance institutions and iii) mobile banking.

The operational structure and the main actors involved in the implementation of Component 1 and 77.

Component 2 of the PITAG are further described in the Appendix 5 (Institutional aspects and

implementation arrangements).

In terms of timing, the implementation of Components 1 and 2 will advance in parallel. Component 1 78.

is a research component regarding technology transfer not only of perennial crops but also of annual crops

(which were less successful under PTTA). Component 2 instead builds on the successes of PTTA

concerning the transfer of technological packages for agroforestry. For this reason, the total

implementation period of the project is estimated to be 5 years (2018-2023).

C. Planning, M&E, learning and knowledge management

Planning

The development of an annual work plan and budget (AWPB) will be led and organized by the 79.

Programme Executing Unit (PEU), and include staff from the PEU, representatives from the DDAs

(Directions départementales), the Ministry of Agriculture (MARNDR) and IFAD’s Country Officer. The

AWPB will reflect the needs and priorities of the beneficiary farmers in the different communes targeted by

the programme and will be informed by input from the main implementation partners (opérateurs de terrain)

operating in the field. The PEU will also conduct monthly meetings to review progress, identify difficulties

and plan activities for the weeks ahead. The meetings will be complemented by quarterly meetings in the

field with DDAs and implementation partners, as well as participatory planning sessions with service

providers, producers’ organizations, PEU staff and DDA and BAC representatives.

Monitoring and evaluation

The Monitoring and Evaluation (M&E) System of PITAG as a whole will rely on biannual monitoring 80.

reports prepared by the monitoring and evaluation staff of the PEU, a mid-term and final independent

evaluation, and an external impact evaluation. Additionally, IFAD will conduct yearly supervision missions

and implementation support missions to monitor and evaluate the activities in the communes

(municipalities) it finances in the South, as well as the programme’s targeting performance and its youth

focus and gender approach. A mid-term review will also focus on targeting, youth and gender, and provide

recommendations to address any issues that may have arisen. The mid-term review will also assess the

success of the implementation of the FFS approach and accordingly recommend whether it is to be

expanded or not.

The PEU of the PITAG will be responsible for the operational monitoring of the programme at all 81.

levels (Components 1 and 2) with the support of an IDB impact assessment expert. A geographic

information system (GIS) specialist will contribute to the M&E system through spatial analysis by capturing,

storing, analyzing, and presenting spatial and geographic data. Consulting firms will be contracted by the

PEU to carry out mid-term and final independent evaluations as well as for the implementation of the

impact evaluation. The Targeting, Gender and Youth Specialist will assist the M&E officer in establishing

an M&E system that captures and analyses disaggregated data on gender, youth and social inclusion, and

includes participatory monitoring tools where appropriate.

Table 2 summarizes some of the programme’s key impact indicators, measurement period and 82.

selection rationale.

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Table 2. Key Indicators

A new Core Indicator for nutrition “Minimum Dietary Diversity Score for Women” will be applied 83.

during the implementation phase in the South.

The progress on the above indicators will be monitored through baseline, mid-term and final impact 84.

studies, as well as through continuous monitoring and evaluation (M&E) activities. The indicators for the

IFAD project area and beneficiaries will be collected in a separate fashion, allowing a comparison of results

with the other Programme areas.

In particular, in the IFAD project area the baseline study will include the identification of 2-3 85.

representative creole plots, in order to monitor the increases in physical production over time and assess

the physical risks of climate change and their impact on production. In addition, based on the activities

proposed by the gender/youth study, the M&E system will include specific gender and youth related

activities, outreach targets, outputs and outcome indicators.

It will be the PEU’s responsibility to put in place a monitoring system to collect data related to all the 86.

indicators in the Logical Framework – taking into consideration IFAD’s core indicators. This system will be

instrumental for the PEU to be able to submit to IDB and IFAD semi-annual progress reports that will

describe, inter alia: (i) the physical progress of the Programme (i.e., in terms of output indicators); (ii) the

progress made in terms of outcomes and impacts, as per Logical Framework; (iii) the status of applicable

environmental and social mitigation measures; (iv) lessons learned; and (iv) any other issue related to the

execution of the Programme, such as critical events and risks.

The IDB is financing a mid-term independent evaluation and a final independent evaluation to 87.

measure the Programme’s impact and results. The objective of the mid-term evaluation will be to

determine whether execution is satisfactory and whether the project’s strategy is generating the desired

impact, or whether adjustments are needed. For each component, it will highlight the key issues that are

faced and that require responses from the executing agency. It will also provide a set of preliminary

insights about the project’s design, implementation, and management. The impact evaluation will be a

combination of experimental and quasi-experimental techniques. The evaluation team will report the results

of the project’s impact evaluation, and identify the lessons learned through the project, and in particular its

key successes and failures. The team will also assess the sustainability of the project’s results and

propose a set of recommendations to the various stakeholders in order to reinforce it. Data will be

Impact/ Results indicator Measurement

period Selection rationale

Percentage of households who are severely food

insecure using the Food Insecurity Experience

Scale (FIES)

Y1 and Y5

This indicator measures the degree of food

insecurity faced by the household. This indicator will

be measured separately for male and female

headed households, and compared with a control

group

Agricultural household income (USD) Y1 and Y5

This indicator measures the purchasing power of

beneficiary households compared with the control

group

Value of agricultural production

Y1 and Y5 This indicator is a proxy for agricultural productivity

Number of new technologies developed or

adapted by new lines of applied/adaptive

research

Y1 and Y5 This indicator measures the improvement in

innovation services offered by the MARNDR

Percentage of beneficiary producers who

adopted agricultural technologies promoted by

PITAG, compared to control group

Y1 and Y5

This indicator measures technology adoption and

will be measured separately for male and female

farmers

Number of beneficiaries who adopted

agroforestry packages for soil protection and

restoration

Y1 and Y5

This indicator will measure the adoption of

agroforestry technologies and monitor forest

coverage, and will be measured separately for male

and female farmers

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representative of female-headed households and a separate analysis will be performed to measure impact

by gender and by youth.

Learning and knowledge management

A comprehensive knowledge management strategy will be developed by the PEU at the start of the 88.

programme. The knowledge management strategy will be closely linked to the monitoring and evaluation

functions of the programme and will support: (i) the decision-making processes of the programme team at

the PEU central office and in the field; (ii) the communications function of the programme, managed by the

communication officer of the PEU; (iii) the knowledge transfer and exchange of knowledge, experience and

information among famers, ministry staff, researchers, IFAD and IDB, in support of policy dialogue and in

view of establishing an ongoing learning process between IDB and IFAD; (iv) the generation and

communication of good practices and lessons learned from the development of technological packages

(component I), their dissemination, and their adoption; and (v) IFAD’s and IDB’s respective corporate

communications programmes.

D. Financial management, procurement and governance

Overall risk assessment. The country risk is rated as High. Transparency International’s 89.

Corruption Perception Index ranked Haiti 159 of 176 countries in 2016 (stable comparing to 2015) with a

score of 20 (17 in 2015). The latest evaluation of the public financial management systems of the Republic

of Haiti is contained in the Public Expenditure and Financial Accountability (PEFA) assessment report

conducted in 2011 and published in February 2012. The Government of Haiti has shown continued

commitment in improving the country system and has adopted in May 2014 a Public Financial

Management reform strategy including an action plan 2014-2016 to focus basic public financial

management functions on: (a) continuing the implementation of a Single Treasury Account (STA) with the

support of IMF; (b) reaffirming the role of public accountants in the monitoring of expenses in all line

ministries, and (c) improving the monitoring of public debt.

Despite these measures, the country financial management systems and external control 90.

mechanism would require further improvements prior to conform to levels consistent with their utilization for

the fiduciary management of IFAD’s funded programme. As a result, no country systems will be used for

the financial management of programme. Therefore, to mitigate these risks, IFAD will continue in the

foreseeable future to: (i) rely on special programme executing units for the execution of all programmes

while at the same strengthening institutional capacities; and (ii) implement special fiduciary arrangements

for programme implementation and conduct close supervision of programme executing units. External

control will be performed for all operations by independent audit firms acceptable to IFAD in accordance

with the Framework on Financial Reporting and Audit of IFAD funded Programmes.

In light of the above, and given the significant planned monitoring and tracking of the operations, 91.

especially the procurement and financial areas, the programme risk is rated as Medium. The risk

assessment summary table and proposed mitigation measures are shown in Appendix 7 (Attachment 1).

Financial management. The Executing Agency (EA) will be responsible for the overall programme 92.

execution and administration, including: planning and reporting technical and fiduciary aspects; execution

of procurement activities; supervision of firms and service providers; financial and accounting

management; risk management; monitoring and evaluation; supervision and execution of the

environmental and social management plan. The MARNDR will execute the aforementioned tasks through:

(i) its Executing Unit named “PEU”, which will ensure the financial management of the programme; and (ii)

the procurement unit of the MARNDR which will perform the procurement activities of the programme. The

PEU has gained experience in the execution of IDB financed operations over the past five years, during the

execution of the IDB-funded “Technology Transfer Programme for Small Farmers Programme” (PTTA).

The programme coordinator will report to MARNDR’s General Director. The EA will be responsible for the

fiduciary aspects of the programme and overall administration including financial reporting which will be

using International Accounting Standards acceptable to co-financiers.

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Budgeting. All Programme activities for each component and subcomponent will be included in an 93.

Annual Work Plan and Budget (AWPB). The AWPB will detail the activities, quantities, unit costs,

implementing entity, target dates, and will allocate the budget for each activity by funding source (IFAD

grant, co-financiers, counterpart funds and beneficiaries contributions). The AWPB will also include (i) full

documentation of all unit costs assumptions and hypotheses and (ii) summary tables showing forecasted

disbursement rates against allocations (by category and by component).

Accounting and financial reporting requirements. The SYSCOMPTE system currently in use by 94.

the MARNDR will be used for Programme financial management.The financial and accounting system

should allow (i) recording and reporting of transactions by component, category, source of funds, AWPB

activity and geographical location, (ii) budget monitoring, (iii) automated bank reconciliations, (iv) contract

management and monitoring of financial commitments, (v) production of the required financial reports and

statements, and, (vi) possibly, the automated production of withdrawal applications.

The PEU will record eligible expenditures following international accounting standards (cash basis), 95.

and all accounting policies and procedures related to the Program will be clearly documented in the

financial and administrative procedures manual.

Flow of funds. Funds will follow in sequential steps : 96.

Step 1: IDB will open a separate bank account to receive the funds from IFAD. The funds will be equal to 18-24 month activities based on the cash forecasts of activities to be implemented within that period of time.

Step 2: The Recipient will open USD denominated Designated Accounts (DAs) operated by the Ministry of Finance in Central Bank of Haiti, in order to receive IFAD grant and co-financiers’ resources.

The EA will prepare annual planning of programme cash flows to be revised every four months. 97.

Financial plans will be based on activities derived from the AWPB and payment terms agreed with

suppliers. Advance of funds methodology will be used for the disbursement of program funds. For each

new advance, the PEU will need to justify 75% of the cumulated advance received. Disbursement

Supervision will be ex-post. IFAD recommends to use the FIFO methodology to manage flows received in

the local currencies. The Central Bank of Haiti exchange rate published for the date of receiving funds will

be used as the reference rate.

The AWPB process will start at an early stage in order to be submitted to IFAD for no objection no 98.

later than 60 days before the year end.

Audit. The Recipient, through the PEU, will appoint independent auditors acceptable to both co-99.

financiers, under TOR cleared by IFAD, and in line with the Framework on Financial Reporting and Audit of

IFAD funded Programmes. The contract for the audit will be for a maximum of three years, subject to

satisfactory performance and IFAD clearance. The auditors will give separate opinions on the financial

statements, designated accounts and SOEs, and will comment on the use of Programme resources (in

particular by implementing partners) and the adherence to procurement rules. The auditors will also

provide a management letter addressing the adequacy of the accounting and internal control systems.

The external auditor deliverables will be submitted to IFAD not later than 120 days from the year end 100.

of fiscal year applicable in Haiti. For component II, a technical verification of the use of funds by the

beneficiaries will be performed on a quarterly basis by an individual consultant based on terms of reference

approved by the Co-Financiers. In addition, IFAD will receive on a 6 monthly basis a statement of bank

account opened at IDB to manage the flow of funds from IFAD. This statement should be signed by the

Controller of IDB.

Procurement. The fiduciary risk related to procurement delays is classified as medium and its 101.

mitigation measures include: (i) anticipation and good planning for complex procurement processes; (ii)

strengthening of the PEU; and (iii) support to the MARNDR to simplify the procedures for contract approval

and signature.

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Based on the most recent capacity evaluation of the PEU conducted by IDB, the risk level in terms of 102.

procurement is considered as medium. However, the following risks and mitigation measures have been

identified:

(a) a heavy workload is being handled by the PEU with the execution of several parallel

programmes financed by various donors (including the IDB). Mitigation: hiring a new

procurement specialist or designating a specific procurement specialist already working with

the Unit to support the additional workload;

(b) a lengthy contract approval process at the level of the Ministry, which impacts the programme

timeframe. Mitigation: the EA will submit an annex to the PIM describing the procedure and

timeframe applicable to the MARNDR’s internal and external approval process for

procurement contracts;

(c) with a centralized structure, an important number of transactions may also negatively impact

on the execution timeframe. Mitigation: the Unit will work on consolidated procurement plans

for the Ministry in order to improve its planning capacity and identify recurring purchases, so

as to reduce transactional costs and achieve best value for money; and

(d) (iv) contract archives are well organized but not yet available in electronic version. Mitigation:

the programme will support some of UPMP’s operational costs, which will also be used to

support the development of an electronic filing system.

Governance. The primary responsibility for detecting fraud and corruption lies with the Recipient. 103.

However, the project should note that IFAD applies a zero tolerance policy towards fraudulent, corrupt,

collusive or coercive actions in projects financed through its loans and grants. The dissemination of IFAD’s

anti-corruption policy34

amongst project staff and stakeholders, as well as the adoption of IDB procurement

guidelines for PITAG procurement should reinforce the use of good practices. In addition, PITAG will

promote good governance through the involvement of municipalities, villages and beneficiaries in (i) the

preparation of the annual work plans and budgets; (ii) the implementation of project activities; and (iii) the

monitoring and evaluation of project activities.

E. Supervision

PITAG will be supervised jointly by GoH, IDB and IFAD with annual supervision and implementation 104.

support missions, followed initially by shorter follow-up missions, as needed. Farmers and local authorities’

(from BACs and DDAs) representatives as well as the OPS will be invited to de-briefings and wrap-up

meetings where necessary. Continuous implementation support will be provided to the programme from

IFAD’s ICO-based staff. Supervision will be used as an opportunity to assess achievements and lessons

jointly, and to reflect on ways to improve implementation and impact. The focus of these missions will be

on: (i) development impact based on progress measured against agreed indicators, joint identification of

implementation challenges and solutions with implementers and beneficiaries, and agreement on actions

to achieve programme objectives; and, (ii) ensuring compliance with loan covenants, procurement and

efficient use of programme funds.

A mid-term review will be undertaken in 2020, jointly organised by GoH, IDB and IFAD in close 105.

collaboration with the stakeholders. The review will be undertaken to evaluate the programme

achievements and learning and propose adjustments for the implementation of actions over the remaining

programme period. In 2022, the end of programme review will be undertaken on the basis of a detailed

programme impact survey and analysis implemented during the second semester of 2021. This review will

have a particular focus on programme sustainability and allow for drawing key lessons and develop

34 IFAD’s anticorruption policy is available on the IFAD website at www.ifad.org/governance/anticorruption/index.htm. The IFAD website also provides instructions on how to report any alleged wrongdoing to the Office of Audit and Oversight (http://www.ifad.org/governance/anticorruption/how.htm).

http://www.ifad.org/governance/anticorruption/index.htm

http://www.ifad.org/governance/anticorruption/how.htm

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proposals for further consolidation and scaling-up of the income generating activities outside IFAD

financing.

Coordination between IDB and IFAD. A Cooperation Agreement between the institutions was 106.

signed in 1978 followed by a Supplementary Arrangement in 1994. Based on these documents and in the

framework of PITAG, both institutions will convene and sign an agreement covering:

(a) the grant administration of IFAD funds;

(b) the financial, fiduciary and procurement aspects specific to IFAD-funded activities;

(c) the operational arrangements related e.g. to the supervision and the technical implementation

support missions.

Under the proposed agreement, the resources provided by IFAD could be administered by IDB, which has

agreed not to charge an administrative fee for donor contributions to projects in Haiti.

F. Risk identification and mitigation

A risk identification and management workshop was conducted by IDB during the preparation of 107.

PITAG to identify program risks and mitigation measures. All main counterparts (IDB, MARNDR, private

sector, development partners) were consulted as part of the definition of the risk matrix and its mitigation

measures. Additional risks and mitigation measures, identified by IFAD, have been incorporated in the list

of risks indicated below:

a) A high risk identified is the insufficient quality and quantity of technology providers. Several

mitigation measures were identified for this risk, namely: (i) strengthened selection process

of potential providers, including quality and quantity control; (ii) additional training to the

service providers and input suppliers on the quality standards; (iii) update the quality

standards required for technologies promoted; (iv) options to exclude providers who do not

follow the rules; (v) use of the incitation management system (système informatisé de

gestion des incitations – SIGI) included in the project for a better and timely estimate of the

inputs requested based on the demands from famers; and (vi) technology transfer to

providers through Component 1.

b) The development risk related to the cash constraints of input suppliers is medium, and its

mitigation measures include: (i) strengthened selection process of potential providers,

including quality and quantity control; (ii) promotion of link with microfinance institutions,

including programs financed by IDB and Ministry of Commerce; and (iii) good planning of the

campaigns in terms of areas and quantities of subsidies.

c) Extreme climatic events have been identified as a high development risk and the related

mitigation measures are: (i) promotion of technologies that are resilient to climate change

based on a detailed climate risk assessment and mitigation recommendation; (ii) research

on climate resilience based on results of the climate change study and feedback from

farmers in the field using the technologies promoted; (iii) assessment and continuous

monitoring of the effects of climate events on physical production and (iv) good planning of

the campaigns in terms of areas and seasons. Even if coping with catastrophic weather

events is beyond the scope of the new Programme, in terms of policy dialogue, the

possibility of establishing links with insurance programmes of agricultural investments

against extreme weather events will be discussed35

.

35 Either of the following two programs could be be evaluated as appropriate mechanisms for risk reduction: (i) the World Bank Group managed Global Index Insurance Facility (GIIF), funded by the European Union, ACP, and the Governments of Japan and the Netherlands, which aims to develop affordable agricultural insurance products that would protect investments in agriculture against mostly weather events; and (ii) the World Bank’s Disaster Risk Financing and Insurance Program (DRFI), through which the World Bank Group has helped more than 35 million farmers in Africa, Asia and Latin America benefit to from new or improved insurance products.

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43

d) The complexity of the subsidy management process is a medium development risk and its

mitigations measures include: (i) updated operational procedures, based on PTTA

experience; and (ii) improvement of information system (SIGI).

e) The limited number of actors that can execute quality research in the country is a medium

development risk, whose mitigation measures are: (i) promotion of consortia with national

and international research centers; and (ii) efforts to give maximum visibility to calls for

proposals.

f) The limited transfer of research outputs to producers is a medium development risk and its

mitigation measures include: (i) strengthening of coordination between the two Components,

through the Innovation Directory of the MARNDR; (ii) inclusion of dissemination activities in

Component 1, especially through the participatory Farmers Fields Schools Approach (FFS)

and using the approach to feed the needs and limitations of the technologies into the applied

research; (iii) monitoring of research activities in the country; and (iv) provision of training on

the transfer of technologies to all those involved in the ID and in Component 2 (see

Appendix 4 on Component 1).

g) A lower or slower adoption rate of the technological packages is a medium development

risk, with an adoption rate of 75% being assumed. Its mitigation measures are: (i) strong

communication campaigns; (ii) the provision of technologies that consider the socio-

economic and climatic conditions of farmers; (iii) the coverage of 90% of the costs; (iii) a

good selection process of service and input providers; (iv) the provision of TA and coaching

to achieve sustainable results; (v) the use of Farmer Field Schools.

h) The difficulty to access intervention areas has been identified as a medium governance risk,

whose mitigation measure is the timely preparation of providers and the selection of

providers that will have access to difficult areas.

i) A medium sustainability risk was identified, resulting in the value added of the technological

packages being possibly absorbed by household consumption expenses. Its mitigation

measures include: (i) promotion of synergies with microfinance initiatives; and (ii)

introduction of the matching grant mechanism; (iii) inclusion of the FFS approach (as a pilot

at this stage) to enhance the social capital of the communities and build community

coherence; and (iv) potentially including the Savings and Internal Lending Communities

(SILC) after the mid-term review.

j) A medium risk is also considered to exist with respect to the market access and sales of the

additional agricultural production. This risk is mitigated by the fact that (i) 50% of production

is expected to be for self-consumption; (ii) a market evaluation has been conducted to

decide on seed for crops in each area that are competitive; especially considering the

nutritional deficits in the IFAD project area, all excess production is expected to be marketed

locally; (iii) the expected increase in production of different crops is not very high, since the

production area per farmer is small (0.5 ha) and the packages are highly diversified within

that small area. Market saturation is hence not expected within the duration of the

programme; (iv) the supply of water pumps and storage equipment should allow a better

planning of production and the reduction of post-harvest losses; (v) IFAD and IDB will be

looking at the possibility of building on PITAG’s interventions for future investments in Haiti

where marketing and credit activities will be given priorities. This issue will be further

discussed at midterm.

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44

Besides, procurement delays has been identified by the implementing partners as a potential risk 108.

and it has been agreed that support will be provided to MARNDR by IDB to simplify the procedures for

contract approval and signature.

Finally, the capacity of the public authorities to revitalize the agricultural sector and the institutional 109.

capacity to implement IFAD-Haiti cooperation constitutes a risk. As analyzed in the COSOP Results

Review, since 2013, relationships have been established with different Ministers mainly Agriculture and

Finance, but the period was characterized by frequent government changes (6 Ministers of Agriculture and

5 Ministers of Finance between 2013 and 2017) causing difficulties in the continuity of relations. In terms of

mitigating measures, there is an on-going IFAD grant through UNDP (worth USD 0.5 million), focused on

strengthening the Ministry of Agriculture, which could be used to strengthen technical relations.

The Government of Haiti and the MARNDR expressed high interest in this program and are 110.

committed to the sustainability of the activities supported by the Program beyond its execution period,

since the program is aligned with the Road Map of the current administration: the 2010-2025 Agriculture

Policy Document, the 2010-2016 and 2016-2021 National Agriculture Investment Plan (NAIP), the

2011-2016 Agricultural Extension Plan, and Haiti’s Intended National Determined Contribution (INDC,

2015).

Social, environmental and climate change risks and procedures. The potential social, 111.

environmental and climate change impacts of the project are predominantly positive:

(a) Adoption of improved agroforestry technologies promoted by PITAG can control runoff and

soil erosion, thereby reducing losses of water, soil material, organic matter and nutrients, and

enhance climate resilience, while promoting conservation and processing methods for

enhanced consumption of vegetables and fruits by households.

(b) These packages can be employed to reclaim eroded and degraded land, increasing

adaptation and mitigation of climate change. The IFAD project area is the one affected by

hurricane Matthew in 2016.

(c) Agroforestry can provide a more diverse farm economy, stimulate the whole rural economy,

and enhance food security, leading to more stable farms and communities. Economic risks

are reduced when systems produce multiple products.

There are also potential negative impacts that could materialise. For component 2, site-specific 112.

negative impacts of the investments could be the overuse and exploitation of water that impacts the

quantity, quality or availability of water resources; the conflict with protected areas; and the lack of quality

of planting material. There are no potential social negative impacts identified by the SECAP assessment.

The potential negative environmental impacts of component 2 will be mitigated by specific Water

assessments and a climate risk assessment that will evaluate best planting options/species/modalities.

Specific criteria for quality of planting material will be included in the ToRs for production of technology

packages. An environmental and climate officer will be in charge of monitoring the implementation of the

ESMP and will prepare a semi-annual social environmental compliance report.

The environmental and social category for the PITAG is B, as most of the potential negative impacts 113.

are site-specific and reversible, with mitigation measures that can be articulated as part of a simple ESMP.

The IFAD-funded PITAG will benefit from the Environmental and Social Management Plan that was

developed based on IDB's assessment, which was publicly disclosed in November 2017. An

Environmental and Climate Officer of the PEU will follow the programme activities in all target areas.

The ESMP of the PITAG establishes the procedures for the environmental and social assessment, 114.

review, approval and implementation of technological packages. It specifies roles, responsibilities and

reporting procedures for managing and monitoring environmental and social concerns. It identifies the

training, capacity building and technical assistance needed to ensure the implementation of the provisions.

About USD 210,000 have been set aside for ESMP elaboration and implementation, particularly for the

climate Risk Assessment, the water resource assessments and the irrigation schemes included in the

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programme. Approximately half is for financing the environmental and climate assessment officer and

developing, implementing and monitoring the ESMP.

The climate risk classification for PITAG is High. The main climate related risk for the target 115.

beneficiaries is their vulnerability to natural disasters, extreme climate events like hurricanes, rainfall

variability with recurrent flooding and drought and degraded areas prone to landslides. A detailed climate

risk assessment will be produced during early implementation in cooperation with the IDB.

The improved farming techniques promoted by PITAG will not just increase smallholder production, 116.

but will also enhance their resilience to climate variability and change. Capacity building will be targeted at

both the farmers and field-level technicians, thus further promoting climate change adaptation as trained

technicians move to other duty stations.

More detail on minimizing the potential negative environmental and social impacts as well as the 117.

climate risk are included in the Social Environmental and Climate Assessment Procedures (SECAP)

Review note, which is attached as Appendix 12.

IV. PITAG costs, financing, benefits and sustainability

A. PITAG costs

Total Costs. Total project costs based on the IADB design are estimated to be USD 76.86 million 118.

over the five-year period, including contingencies and taxes. They are composed of research activities

under Component 1 (19.7%), of agricultural packages in Component 2 (71.7%), of Project Management

costs (7.9%) and contingencies (0.7%).

The above total costs exclude n, a financing gap of USD 1.04 million, which has been identified by 119.

IFAD to further promote specific activities in the IFAD project area and, which could be covered with IFAD’s

next PBAS allocation (2019-2021). The latter include 50% of the salary/time of the gender, youth and

targeting expert in the PEU, as well as a series of training, capacity building and communication activities

proposed by IFAD, for both the staff of the PEU and for smallholder farmers..

The following part will focus on IFAD’s co-financing budget that will be granted though the 2016-120.

2018 PBAS allocation of USD 10.86 million. Base costs are estimated at USD 10.58 million (97.4% of total

costs) and both physical and price contingencies36 represent USD 0.28 million (2.6% of total costs).

Investment costs are estimated at USD 10.75 million (99% of total costs) and recurrent costs at USD 0.11

million (1% of total costs)37.

Costs by component for IFAD financing. Component 1: Applied research and training, comprises 121.

5% of total costs (for Farm Field Schools activities38); Component 2: Promotion of sustainable agricultural

technologies, comprises 93% of total costs. The Administration represents 1% of IFAD’s budget and

Monitoring and Evaluation another 1%.

Main assumptions. The exchange rate used for calculations is USD 1= HTG 63.5. Physical 122.

contingencies have been calculated at 15% for technological packages. Inflation was calculated at 5% per

annum for local products and 2.1% for imported products.

Unit Costs. Cost estimates are based on consultations and updated references from other projects, 123.

including taxes. The budget estimates of the implementing agencies and the unit costs of current IDB or

current IFAD projects (PPI 3), have been taken into account.

36 This excludes overall contingencies already considered at IDB budget (up to USD 500.000) and specific contingencies for technological packages (taken into account in the average costs of packages, estimated at around 15% for each package). 37 Concerning IFAD’s overall budget (for both PBAS allocations and including the financing gap), total costs are estimated at USD 11.9 million for a five year period. Base costs are estimated at USD 11.52 million (96.8% of total costs) and both physical and price contingencies represent USD 0.38 million (3.2% of total costs). Investment costs are estimated at USD 11.7 million (98.4% of total costs) and recurrent costs at USD 0.192 million (1.6% of total costs). 38 IFAD funds will not be used to fund research activities under Component 1, but only FFS.

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Expenditure Categories. Expenditure accounts have been simplified in Investment Costs and 124.

Recurrent Costs.

Table 3. Costs by component of IFAD´s overall budget

B. PITAG financing

The project will be co-financed by IFAD with 14% of the project cost (through the 2016-2018 PBAS 125.

allocation of USD 10.86 million available at 100% through a DSF), IDB with 72% (a grant facility of USD 55

million), the GAFSP with 13% (a grant of USD 10 million). The local counterpart will finance USD 1 million

to cover recurrent costs (1% of the cost).

Table 4 provides the cost summary by component by financer, showing that IFAD financing will be 126.

mainly dedicated to Component 239.

Table 4. Costs by component PITAG´s overall budget (ÚSD 000)

Investment categories IDB GAFSP IFAD Local Total

Components

Component I. Applied

research and training 14,600

545

15,145

Component II. Promotion

of sustainable

agricultural technologies 35,050 10,000

10,090

55,140

Other project costs

Administration 4,000

108 1,000 5,108

Audits 150

150

Monitoring & Evaluation 700

116

816

Contingencies 500

500

TOTAL 55,000 10,000

10,859 1,000 76,859

Table 5 provides the overall cost summary of potential IFAD funds by component. 127.

39 This table excludes the contribution of beneficiaries, which are expected to contribute with USD 1.09 million to Comp 2.

(HTG '000) (US$ '000)

Total Total

1. Applied research and training 21,862 344

2. Promotion of sustainable agricultural technologies 640,732 10,090

3. Administration 4,294 68

4. M&E 4,921 78

Total BASELINE COSTS 671,810 10,580

Contingencies 17,756 280

Total PROJECT COSTS 689,566 10,859

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Table 5. Total IFAD´s estimated contributions by component (´000 USD)

If the financing gap of USD 1.04 million is included, IFAD’s overall potential contribution (USD 11.9 128.

million) could be distributed in USD 10.86 million for technological packages in Component 2 (93.1% of

total costs) and USD 1.04 million for other investments and recurrent costs both in Component 1 and in

Administration and M&E (6.9% of total costs). Should the additional resources not become available, some

re-allocation of the approved IFAD10 financing might be undertaken, to allow to cover to hire the gender,

youth and targeting expert on a full time basis.

C. Summary of benefits and economic analysis

The Economic and Financial Analysis developed by the IDB provides information on both the 129.

financial and economic viability of the project resuming the expected benefits of each component.

Regarding the financial analysis, it evaluates the different “technological packages” that will be promoted

by the project through Component 2 (which is the main one that IFAD will co-finance). It also carries out a

financial analysis to ensure beneficiaries are in the position to cover the 10% of the investment needed, in

order to participate in the matching grant scheme and be able to cover the initial production operating

costs.

Each technological package has proved to be profitable with FIRR’s indicators ranging from 13.2% 130.

to 90.5% always beyond the financial discount rate (12%). Similarly, Net present values (NPVs) are

positive, ranging from USD 81 to USD 3.200 per model. The supported crops are hence considered to be

competitive on local markets compared to imports (which at present cover almost 50% of the food needs

of Haiti). Many are fresh produce, which is perishable, and have high transport costs.

Table 6. Summary of Financial Analysis

IFAD

Amount %

1. Applied research and training 545 5

2. Promotion of sustainable agricultural technologies 10,090 93

3. Administration 108 1

4. M&E 117 1

Total PROJECT COSTS 10,859 100

Technological package NPV (USD) Surface (ha) NPV / Ha (USD) IRR

Creole garden (1/2 ha) 81 0.5 161 13.60%

Cacao´s creole garden (1/2 ha) 58 0.5 117 13.20%

Fruit´s creole garden (1/2 ha) 332 0.5 665 20.60%

Sugar canne creole garden (1/4 ha) 301 0.25 1205 19.50%

Sugar canne for juice creole garden (1/2 ha) 393 0.5 786 22.90%

Agroforestry plot 2044 0.5 4088 75.10%

Grazing package 2384 0.5 4769 90.50%

Average perennial crops 1684

Irrigation equipment 3200 1 3200 66.20%

Plow 1390 10 139 22.20%

Sugar canne mill and TA 140 10 14 13.60%

Sheeter 1483 10 148 77%

Average Agricultural equipment 875

Component II- Technological packages results

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In addition, the economic analysis provides the details on the exact types of technology that will be 131.

promoted in each region with adequate phasing schedules. It is considered to be a well- performed EFA

that uses the results from a recently finished project of the IDB (PTTA) and its impact assessment.

The economic analysis uses shadow prices to calculate total economic costs in the face of 132.

aggregated economic benefits, at an economic discount rate of 12%. The analysis performed shows the

Programme´s economic profitability. The EIRR is estimated by the IDB at 27.18%, while the NPV reaches

USD 28.05 million.

Basic figures from the analysis, including results from Component 1 (research) and Component 2 133.

(extension services) are summarized in the following tables:

Table 7. Summary of Economic Analysis

Table 8. Profitability indicators by component

The EFA also contains a well-developed sensitivity analysis looking at a vast range of possible risks 134.

the project may face during its implementation. Tables below illustrate: (a) risks of a cost overrun; (b) risks

of technology adoption rate deviations; and (c) risks of deviations in long-term expectations concerning

gross value added for Component 2. All the cases show that the programme would remain economically

viable, even in a cases of a 68% increase in investment costs, a minimum adoption rate of 45.74% or an

expected long-term increase in Gross Value Added at 101% (instead of the initial 201%).

Element NPV (USD)

Component 1 Benefits 14,288,081


Total Benefits 75,520,116

Investment Costs 41,259,626-

Recurrent Costs 1,790,652-

Global costs 4,413,896-

Total costs 47,464,174-

Project Net Present Value 28,055,942

NPV´s detailed description

Profitability indicators per Component NPV (USD) EIRR B/C

Component 1: Agricultural applied research 4,699,401 25.59% 1.490

Component 2: Promotion of sustainable

agricultural technologies 27,770,437 32.94% 1.830

Recurrent Costs 4,413,896- - -

Overall project 28,055,942 27.18% 1.591

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Table 9. Summary of Sensitivity Analysis40- Risk of cost overrun

Table 10. Summary of Sensitivity Analysis- Risk of reduction in technology

adoption ratio

Table 11. Summary of Sensitivity Analysis- Risk of long-term variation in

expected gross value added

40 The sensitivity analysis permits to conclude that the project will be profitable even if the total amount of the project may be slightly increased, taking into account the financing gap. This hypothesis does not consider the direct and indirect benefits of IFAD´s proposed activities that will allow to improve targeting (with youth and gender affirmative actions), accuracy and sustainability (enhancing technical assistance and expertise at the PMU).

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In sum, the EFA elaborated by the IDB (see details in Appendix 10) provides information that 135.

complies with minimum IFAD requirements for economic analysis, ensuring financial feasibility of proposed

interventions, as well as overall economic viability for the Government to invest.

The estimated EIRR clearly depends on the assumed adoption rate (75%), but is also resilient to 136.

changes in the assumptions (e.g. a reduction in the adoption rate to 50%). It is also important to note that

the EFA does not include a series of non-quantifiable benefits which have public good nature, such as (i)

the better knowledge and scientific know-how on part of the farmers through learning promoted by the

FFS, (ii) the improved nutrition at the household level and locally through improved availability of fruits and

vegetables, and (iii) the improved resilience of the creole garden system to changing climatic conditions.

Finally, the financial analysis conducted by the IDB, shows the level of investments per crop per 137.

area (usually 0.5 hectares) and the expected earnings over time (see Summary Tables of the EFA in

Appendix 10). It also illustrates that the current average household income level (USD 690/hh/year) is

sufficient to cover a part of the cost of the technological package (10%) and the required initial operating

costs, suggesting that the project can be sustainable after the initial push.

D. Sustainability

The sustainability of the programme intervention remains a challenge in an environment such as 138.

Haiti. This is especially true due to the high climate risks and the elevated natural disasters in the recent

years that led the government and the people to become highly dependent on an emergency and relief

type of interventions of the development and donor community. As in similar situations in many countries,

this creates an attitude of dependency by the farmers and communities of the free delivery of goods and

services, which does not favour ownership and personal investments in their farms and enterprises, and

often distorts the markets and marginalizes the private sector, all are factors that do not support the long-

term sustainability of interventions.

PITAG recognizes the sustainability challenges facing of its interventions in rural areas of Haiti. 139.

Based on the lessons learnt from earlier programmes, the programme has included various actions to

enhance sustainability. The most important aspect of the programme is that it promotes only

environmentally sustainable production technologies that will support productivity increases, while

enhancing the natural resource base of the communities. This is done by incorporating the identified

climate risks and mitigation measures in the intervention areas.

On the other hand, and based on the experience from PTTA and other programmes, PITAG includes 140.

cost-sharing mechanisms for the technology packages promoted whereby farmers are requested to

participate with 10% in the cost of the technologies (mainly in cash, in-kind in South and Grand Anse area),

in support of ownership and longer-term adoption of the technologies beyond the project life. In addition, a

behavioral study will be conducted to determine farmers’ willingness to pay for the new technologies

(resulting from the adaptive research), in order to support the sustainability of the project.

Also, PITAG is using the Farmers Field Schools approach, specifically in the IFAD target department 141.

of the South, as an entry point, not only to increase the adoption of the technologies, but also to promote

social coherence and trust among the rural communities of Haiti and build their social capital, which is

critical for their resilience. The approach will help them better understand their capacities and limits, both

as individuals and as groups, and find solutions accordingly. It will also support their working together in

groups, which will enhance their economic potential, resilience and coping strategies to climatic and

economic shocks.

In order to increase access to credit for the IFAD target population, the FFS could be coupled with 142.

the Savings and Internal Lending Communities (SILC) approach by the mid-term review, i.e. once the FFS

method has proven its usefulness. Already tested in Haiti by CRS with good results, the SILC approach

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51

could offer saving and borrowing capacities to extremely poor people41

. This approach will improve the

traditional community-based approach of the rotating savings and credit associations, and entails a simple

internal savings and internal lending. Open to men and women, independently from their level of poverty,

the groups set the rules for internal and external lending. They could then become natural units for

implementing other programmes linked to health, nutrition, or social development. This is another potential

intervention in support of building social capital and moving the communities from the emergency to the

development mind-set.

Finally, in institutional terms PITAG is using existing government structures and procedures, which 143.

are fully integrated within the Ministry of Agriculture (e.g. for the voucher system and for procurement of

goods and services). The proposed operation represents an improvement based on lessons learned from

past government programmes (PTTA), and no ad-hoc and potentially unsustainable institutions and

mechanisms are created. Any additional lessons learned from PITAG could be used by IDB and IFAD to

engage in a continuous and constructive policy dialogue with the Government, on the best ways to

promote sustainable agricultural technologies in Haiti for the benefit of the rural poor and of the

environment.

41 USAID, Assessment of Savings and Internal Lending Communities in Haiti, 14 October 2015, http://www.hivcore.org/Pubs/Haiti_SILC_Rprt.pdf

http://www.hivcore.org/Pubs/Haiti_SILC_Rprt.pdf

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Political and economic context42. Long-delayed presidential and legislative elections were held in 1.

Haiti in November 2016. Mr Jovenel Moïse of the centre right Parti Haïtien Tèt Kale (PHTK) won the

presidency in the first round with 56% of the vote and took office on 7 February 2017. Legislative elections,

which were held in several sporadic rounds owing to controversies and delays, were completed in January

2017. Although no single party captured a majority in either the upper or lower house, the PHTK currently

has the most seats of any party in both chambers. In March 2017, President Moïse appointed a Prime

Minister, Dr Jack Guy Lafontant, and installed a cabinet. With these outcomes, political stability and

democratic order have returned to Haiti.

In the short term, the establishment of an elected and functioning government should help to unlock 2.

foreign aid and increase the government's ability to undertake reconstruction work following Hurricane

Matthew, which struck in October 2016, decimating the country's food supply, already reduced by a two-

year drought, and prompting a humanitarian disaster.

In April 2017, the UN Security Council voted to wind down the 13 year-old UN Stabilisation Mission 3.

in Haiti (MINUSTHA) by October 2017. In November 2017 the MINUSTHA was replaced by the UN

Mission for Justice Support in Haiti (MINJUSTH), which will focus on strengthening judicial institutions and

the protection of human rights. A UN presence is likely to be needed for several more years, until

confidence in the ability of local law enforcement and the security situation improve.

Poverty and rural development context. Haiti is both a fragile country and a Small Island 4.

Developing State (SIDS), highly vulnerable to external shocks and climate change (CC) effects. With a per

capita annual GDP of USD 818 (2015) and 59% of the population living in poverty (World Bank (WB),

2012), Haiti is the poorest country in the Latin America and Caribbean region (LAC) and one of the poorest

in the world. The UNDP’s Human Development Index’s socio-economic indicators for 2015 placed Haiti

163rd

out of 188 countries43

. According to the WB Group44

, the poverty rate is even higher (75%) in rural

areas, where access to basic services remains very limited45

. In the South Department, home to numerous

households who depend on agriculture, livestock rearing and fishing for their livelihoods, poverty has been

aggravated by the passage of Hurricane Matthew, which has decimated cattle, destroyed much of the

crops and fishing gear and fish aggregating devices of the area.

Food security and nutrition. Food insecurity is widespread in Haiti. The country is ranked 115th out 5.

of 118 countries in the 2016 Global Hunger Index (GHI). Results of a recent World Food Programme

(WFP) analysis (2015) indicate that approximately 47% of the households are moderately or severely food

insecure. In addition, households with children below five years of age are more exposed to frequent food

shortages46

and one fifth of children below five years of age are chronically malnourished (DHS, 2012) 47

.

Haiti has a stunting rate (chronic undernutrition) of 22% and wasting rate of 5%. Almost every fifth child is

born with low birth weight (< 2.5 kg), a main predictor of stunting. Only 40% of infants are breastfed, which

puts another serious risk to children of 0-6 months of age.

The National Nutrition Strategy Plan 2012-2017 foresees to allocate 48.5% of the total budget of 6.

USD 50.9 million to nutrition-specific and 12.8% to nutrition-sensitive interventions, mainly focusing on food

security, health and water, sanitation and hygiene (WASH). An automatic link from increased food

production and income levels to better nutritional outcomes does not exist. Food security can exist without

nutrition security, but not vice versa. Nutrition security starts with the first 1000 days of an infant covering

the period from conception to 2 years of age. This includes maternal nutrition, essential for an adequate

development of the foetus. Impaired development at this stage leads to life-long consequences, including

42 Economist Intelligence Unit, Country Report, Haiti, 19 June 2017. 43 UNDP 2016 Human Development Report. 44 Haïti: Des opportunités pour tous-Diagnostic-Pays Systématique, May 2015. 45 In fact, it is estimated that only 10% of the rural population has access to electricity and less than 8% to drinkable water. 46 WB and ONPES, 2014. 47 Haiti Demographic and Health Surveys.

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53

serious losses in GDP48

. Haiti’s exposure to climate change risks also impacts on nutrition, either directly

through the change of agricultural patterns (production and dietary diversity) or indirectly through additional

agricultural workload for women, affecting their caring capacity.

The agricultural sector. Agriculture plays a major role in the Haitian economy by contributing with 7.

25% of the GDP and 85% of employment in rural areas49

. The gap between local production and the

demands of an increasing population has progressively widened over the years. Today, the country only

satisfies 45% of its food needs and the deficit is essentially covered by massive imports of food products

such as wheat, rice, sugar, oil and poultry. Haitian agriculture presents very low levels of productivity when

compared to other countries in the region (as shown in Table 1). The per capita income in the Haitian

agricultural sector has stagnated in recent years and is currently estimated at around USD 400 per year.

Table 1. Yields for main Haitian crops compared to regional yields50

Product

Haiti's yields as % average yields

in Central America and the

Caribbean

Cocoa 99%

Mango 91%

Plantains 60%

Sorghum 39%

Avocado 47%

Banana 25%

Cassava 59%

Maize 39%

The South Department’s traditionally produced coffee, beans, maize, yam and sweet potatoes. 8.

However, due to the damages inflicted by Hurricane Matthew and lack of technical support, coffee

production has not reached its previous levels.

Overall, a constrained access to factors of production (capital, land, labor, water availability51

) limits 9.

the capability of farmers to increase productivity. Some of the main factors contributing to exacerbate low

productivity include:

(a) Low level of investment and access to technologies. This is explained partly by the significant

financial constraints faced by farmers, notably due to the lack of agricultural credit52

. Other

contributing factors are lack of information about existing technologies, farming techniques,

access to markets, natural risks and climate change. The majority of producers in Haiti are still

using basic techniques predominantly for subsistence agriculture, and lack access to certified

high quality seeds, appropriate soil conservation techniques, inputs for production (i.e.

pesticides and fertilizers53

), as well as basic tools and equipment. The General Agricultural

48 Ethiopia for example is losing annually around 16.5% of its GDP as a consequence of malnutrition. 49 UNDP, 2015. 50 Countries considered for this comparison are Central American and Caribbean countries included in the FAOSTAT database, years 2010-2014. 51 Only 13% of agricultural land has access to water, according to the 2009 General Agricultural Census. 52 Data collected for the evaluation of the agroforestry technology provided by the IDB-funded “Technology Transfer to Small Farmers Programme” (PTTA) shows that 28% of the farmers have a bank account and that only 19% have received a credit for agricultural purposes. 53 In a study conducted by USAID in the North of Haiti in 2017, it is estimated that 28% of farmers use pesticide. Fertilizers is used by 4% of cacao producers, 13% of banana producers and 95% of rice producers.

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54

Census54 (RGA) shows that only 7% of the farmers used mechanical equipment, only 9% used

improved seeds and only 22% had knowledge of certified seeds.

(b) Lack of financial and human resources to develop agricultural innovation. Agricultural

research and extension have been virtually non-existent in Haiti for nearly three decades55.

Aggregate numbers show that over the last thirty years technical efficiency in the Haitian

agricultural sector has fallen at an average yearly rate of -1.8%56. The outdated institutional

research framework and the lack of technology transfer and extension systems contribute to

explain these findings. The lack of local expertise in applied and adaptive agricultural research

and in technology transfer is partially explained by the lack of training and educational

opportunities in these areas. The RGA reports that 43% of farmers identified weak agricultural

research and extension services as a constraint for the development of the sector. Moreover,

only 2.6% of farmers mentioned receiving some type of technical assistance.

(c) Climate risks. Haiti is one of the countries with the highest Climate Risk Index (CRI

Germanwatch, 2016) and natural disaster risk index in the world (WB, 2005; UNDP, 2004),

including climate hazards (Kreft et al., 2015)57. The climatic risks faced by farmers and their

ability to cope with them also limit the long-term growth of productivity in the agricultural

sector.

Public support to agriculture. Total public support to the agricultural sector represented on 10.

average 5.3% of GDP in the period 2006-2012, and only a minor part of these resources were allocated to

finance public goods (the lowest level in LAC, although in the region such public spending has proven to

have higher economic return rates than expenditures directed to the financing of private goods58

).

In recent years, the GoH has progressed in key areas of agricultural policy that could improve 11.

agricultural productivity and competitiveness in Haiti:

(a) Agricultural Research. In 2013 the MARNDR and other agricultural research stakeholders

organized a symposium to: (i) review and analyze the agricultural research programmes and

activities implemented over the last three decades; (ii) work on the strategic issues on which

research financing should focus; and (iii) review different research financing instruments. This

work resulted in the drafting of a new research institutional framework and of a financing

mechanism (FONRED), which is expected to be implemented in the near future.

(b) Farmers’ access to technologies. A two-fold strategic approach was proposed to address the

limited access of farmers to improved technologies: (i) create a legal policy framework for a

modern agricultural research system in the country; and (ii) progressively expand the market-

friendly system of “smart subsidies” in order to promote the adoption of agricultural

technologies, reducing the supply-driven distribution of subsidized inputs and avoiding the

crowding out of private suppliers.

(c) Institutional reform of the Ministry of Agriculture. In 2013, with the joint support of the IDB, the

WB and IFAD funded projects, the MARDNR created a procurement unit (UPMP, Unité de

Passation des Marchés Publics) to improve its capacity to absorb and administer financial

resources. The “Studies and Planning Unit” (UEP) was staffed with high-level professionals,

and launched the preparation of programmatic plans, with the objective of rationalizing the

budget preparation.

54 Conducted in 2010. 55 Cirad, 2015. 56 Nin-Pratt, A. et al. 2015 57 In October 2016 hurricane Matthew caused severe economic damages and estimated losses that amounted to USD 1.9 billion. The damages and losses in perennial crops (coffee, cocoa, breadfruit, coconut, avocado, citrus and other fruit), which are extremely important for food security and rural income, were particularly high and represented USD 433 million, further decreasing capital assets and sources of income for Haitian farmers. 58 Anriquez et al., 2016

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Country Portfolio Summary

Region Latin America & the Caribbean Member of Country Groups :

Country Haiti Least Developed country Yes

Current Financing Terms DSF Grant Low-income, food deficit Yes

Ranking all Countries 43 HIPC DI Eligible Yes

Ranking within region 5

Country Indicator

Value

Year Source

Agriculture, value added (% of GDP) NA 2015 World Bank GNI per capita, Atlas method (current US$) 810.00 2015 World Bank Human development index (HDI) value 0.48 2014 UNDP Population, total 10,711,067.00 2015 World Bank Rural population 41.36% 2015 World Bank

Key Dates Last RB-COSOP Approved AVP/PMD Review in 1 H 2017 First Project Approved 24 Oct 1978 Last Project Approved (but not signed) 27 Nov 2015

IFAD Interventions

Number of Projects IFAD Approved USD ('000)

Financial Closure 5 49,599 Project Completed 2 47,868 Available for Disbursement 1 13,200

Total IFAD commitment 8 110,667

IFAD Interventions Summary Project Number

Financing Instrument ID

Currency Approved Amount

Disbursed Loan/Grant Status

Project Status Board Approval

Cooperating Institution

1100000004 1000002286 USD 3,500,000 100% Closed Closed 24 Oct 1978 IDB 1100000088 1000000519 XDR 1,220,000 100% Closed Closed 17 Dec 1981 UNOPS 1100000088 1000002642 XDR 12,000,000 91% Closed Closed 17 Dec 1981 UNOPS 1100000126 1000001983 XDR 4,650,000 99% Closed Closed 21 Apr 1983 WB 1100000241 1000002111 XDR 8,200,000 100% Closed Closed 26 Apr 1989 UNOPS 1100001070 1000002393 XDR 10,950,000 94% Closed Closed 03 Dec 1998 IFAD 1100001171 1000002494 XDR 17,400,000 100% Closed Completed 23 Apr 2002 IFAD 1100001171 1000004135 XDR 4,850,000 94% Closed Completed 13 Dec 2011 IFAD 1100001275 1000002760 XDR 8,800,000 80% Closed Completed 14 Dec 2006 IFAD 1100001275 1000003514 XDR 3,650,000 99% Closed Completed 15 Sep 2009 IFAD 1100001532 1000004333 XDR 8,750,000 40% Disbursable Disbursable 08 Sep 2012 IFAD

Projects in Pipeline

Current Phase Number of Projects IFAD Proposed Financing

USD ('000) Concept Approved 1 10,859

Total 1 10,859

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A. Poverty and gender analysis

1. Poverty in the South is characterized by poor agricultural productivity, limited opportunity to

engage in income-generating activities, a lack of productive assets and extremely poor conditions of

the rural infrastructure. According to a household survey of 10 communes of the Southwest coast of

the Southern Department of Haiti (conducted by the Earth Institute of Columbia University on 1,170

households in 2012), poverty in the South is deeper in high elevations than in the coastal areas, and

more extreme in rural than in urban areas. The landscape is characterized by isolated, steep slopes

covering more than half of the communes in the interior. Malnutrition is very high across the region as

is food insecurity, with 90 per cent of households reporting at least one month per year with

insufficient food. Another determinant of poverty is the low yield rates for staple crops and access to

small plots of about 0.5 hectares.

2. Rural households in the South depend on agriculture, livestock rearing and fishing for their

livelihoods, and poverty has deepened after the passage of Hurricane Matthew, which has decimated

cattle, destroyed much of the crops, fishing gear and fish aggregating devices of the area.

3. One year after the passage of Hurricane Matthew, 70 per cent of the rural population still live

under worn-out donor-sponsored tarpaulin covers. Income-generating activities are extremely limited

due to a drastic decrease in productivity and assets. The Hurricane wiped out productive assets in the

entire region, destroying homes, energy production facilities and infrastructure: a third of the hospitals

were impacted and more than 500 schools were destroyed.

4. Water, sanitation and health. Water is a scarce resource only available at water pumps

located near small villages. Women and children walk between one to two hours to fill up canisters of

water, often waiting in line for another hour at the pump. Most rural households have limited access to

shared sanitation facilities and open defecation is widespread. Malnutrition and hunger is widespread.

The poorest households eat on average one meal a day and animal proteins are excluded from their

diets. Disastrous hygienic conditions, lack of running water and malnutrition have led to the

deterioration of health conditions. In the absence of decentralized health facilities, many people

cannot afford to seek professional medical treatment or purchase medication, leading to poor health,

suffering and preventable deaths. In the poorest households, sickness of a loved one directly impacts

on the entire family’s ability to engage in agricultural activities and, as a result, on food availability.

5. Education. According to USAID, primary school enrollment averages 85 per cent and the

average Haitian, age 25 years or older, has less than 5 years of schooling. The free public school

system is virtually inexistent in the South, leaving only private schools to fill the void in elementary

education. Quality of education is low: half of public sector teachers in Haiti lack basic qualifications

and almost 80 percent of teachers have not received any pre‐service training. There are very few

secondary schools in rural areas. Education remains a priority for all families, but school fees are a

deterrent for the poor. According to a study conducted by UNFPA in 2012, in the South, the literacy

rate of youth is among the highest for rural areas, at 82.9 per cent. The absence of secondary schools

and vocational training was identified by young people as one of the main constraints to development.

6. Gender. Rural women in Haiti participate in most agricultural activities, in addition to taking

care of the household, fetching water, processing, transportation, storage and marketing of

agricultural products. Approximately 60 per cent of the women work in agriculture and between 20

and 30 per cent of them officially own the land. They sell surplus production on the markets to buy

other goods that they sell back in the village to generate some cash. Most of the income is then spent

on school fees and basic family needs.

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7. In the context of the previous IDB project (PTTA), a gender gap analysis was conducted in

December 2015. The assessment covered all IDB-funded operations, of which PTTA is only one

programme, and its recommendations can be applied nationally. Its main conclusions were the

following: (i) women are underrepresented in producers’ associations and tend to participate, if at all,

in informal, unstructured groups. (ii) formal information channels do not reach most women unless a

special effort is made to reach them specifically (iii) workload distribution in the household

disproportionately burdens women, reducing the amount of time they dedicate to agricultural

production; (iv) rural women are less educated than men (55 per cent never attended school vs. 30

per cent men); (v) women heads of household have smaller plots and less access to land; (vi) female-

headed households have lower income levels (USD 176 vs. USD 347); and (vi) more female-headed

households face severe food insecurity (86 per cent vs 71 per cent male-headed households).

Rural women also face six gender-specific constraints, according to the Ministry of Women’s 8.

Affairs (Ministère à la condition féminine at aux droits des femmes – MCFDF):

(a) Access to land. Decisions regarding the use of land are typically made by men with no

consultation. Although, legally, women have equal inheritance rights, these rights are

rarely enforced due to a lack of knowledge and of power to enforce them.

(b) Access to credit. Very few microcredit institutions work in the agricultural sector and

those operating in rural areas have exceedingly high interest rates.

(c) Transportation of produce from the field to the market. Roads are in such poor

conditions that an average of 50 per cent of production is lost in transportation. Road

accidents are common and trucks are often overloaded and unsafe. Long distances also

result in many women arriving late and spending the night near storage facilities,

exposing them to crime and violence.

(d) Storage. Storage and conservation of products is difficult, due to the lack of electricity,

cold chain and safe storage facilities in the proximity of farms. Women are often forced to

sell at lower than market prices to dispose of their production before the end of the day.

(e) Access to education and literacy is uneven in the population. In low-income

households, boys are given priority when it comes to education over girls, in part due to

the role girls and women play in taking care of the household. Approximately 3 per cent

more boys than girls are literate.

(f) Violence against women and girls in all its forms is endemic in Haiti, regardless of

income level and social status.

The Ministry for Women’s Affairs has developed a gender action plan to mainstream gender 9.

equality in all government activities and approaches, including in the agricultural sector. The plan

involves increasing the institutional capacity for the Ministry, building synergies with the central

government and with other ministries for the implementation of the President’s roadmap for gender

equality, addressing the feminization of poverty in the agricultural sector, improving the conditions of

transportation for women engaged in marketing activities, providing training to women in trades

traditionally dominated by men and providing support to women victim of violence.

Youth. Young people between the age of 15 to 24 years represent 21 per cent of the total 10.

population according to a UNFPA study (2011). At present inactivity/unemployment rates for young

people are extremely high unemployment concerns more than 53 per cent of the economically active

youth population; and these figures are higher for females. In rural areas, inactivity reaches 64 per

cent of young people, while 17 per cent are unemployed. About 68 per cent of the active youth

population living in rural areas work in the agricultural sector.

Rural employment opportunities are limited (the most common being in construction, sales and 11.

small businesses), encouraging rural youth to migrate to urban areas where the rate of inactivity is

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even higher (76 per cent). Studies show that rural areas and education tend to better protect young

people from unemployment59. It is interesting to point out that youths, who recently participated in a

Participatory Workshop funded by a FAO/IFAD regional grant covering also Haiti, have shown a

growing interest in: a) developing “climate smart agriculture”, such as aquaponics and hydroponic

systems, organic agriculture, fisheries, marine resources; b) tourism (eco or agro-tourism); and, c)

agro-processing.

B. Target group

There are three main socio-economic segments in the South: the extremely poor, the poor and 12.

the better off.

(a) The extremely poor, who represent 70 per cent of the population, are economically

destitute, have little or no assets, are illiterate, live in precarious housing conditions with

no access to proper sanitation, eat one meal a day with no sources of animal protein and

are extremely vulnerable to external shocks such as tropical cyclones, droughts, crop

diseases, etc. They have access to small plots of land in mountainous, remote areas

characterized by eroded slopes and soil degradation. Their main source of income is

subsistence agriculture and livestock caretaking.

(b) The poor, who make up about 20 per cent of the population of the South, own between

0.25 and 2 ha of non-irrigated land and some livestock. They are literate and have

completed elementary education. Their land is severely degraded but they are able to

produce enough to sell the surplus on the local market. They too are vulnerable to

external shocks, as a result of which they are likely to lose the few assets that they have

and fall into extreme poverty.

The better off correspond to about 10 per cent of the population. They own between 2 to 3 ha of

land, and have non-farm sources of income. They have higher levels of education

(secondary school, vocational school, other technical schools). They mostly lack access

to services such as credit, quality inputs, markets. They are relatively more resilient to

shocks.

Socio-economic

segments Extreme poor Poor Better off

Approximate

proportion 70 per cent 20 per cent 10 per cent

Assets Limited access to degraded

mountainous land or none

0.25 – 2 ha of degraded

non-irrigated land; some

livestock

2 - 3 ha of land;

livestock; other assets

Source of income Very limited farming Farming; livestock Farming, livestock; trade

Education Illiterate; limited or no

schooling

Literate; completed

elementary school

Higher level of education

(secondary school,

vocational school, other

technical schools)

Access to water Water point 2-3 hours

away from household

Water point 2-3 hours

away from household

Water points; irrigation

canals

Vulnerability to shocks Extreme High Moderate

Livelihood

improvement strategy

None; dependent on

international aid and

subsidies

Improve and increase

production to sell on local

markets

Access to credit, quality

inputs and larger markets

59 Justesen, Michael; Verner, Dorte. 2007. Factors impacting youth development in Haiti. Policy, Research working paper ; no. WPS 4110. Washington, DC: World Bank.

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60

Women-headed households, youth and the elderly are considered among the most vulnerable 13.

segments of society. Unemployed youth who stay in the region resort to moto-taxiing to generate

revenue but most migrate to larger cities and to the capital where young men resort to street selling or

guarding and young women to housekeeping and small trade.

C. Targeting strategy

Geographic targeting. In the Southern region, the Macaya National Park (established in 14.

1983), bordering the programme area, contains Haiti's last primary forest and is a hot spot of global

biodiversity and an important source of fresh water. The rainfall in the South varies with altitude

between 1,300 and 4,000 mm per year and the area is characterized by hillside agriculture. In addition

to its vulnerability to climate change and extreme weather events, timber harvesting for the coal and

construction industries, as well as the burning of the forest for agricultural and pastoral land expansion

has led to environmental degradation, deforestation and landslides, and accelerated erosion of the

mountain soil and ecosystem. Ensuring sustainability on small hillside holdings is further threatened

by population pressure and land fragmentation.

The South features: 15.

a) the irrigated, dry plains of Cayes which producing mainly maize, hot pepper and livestock;

b) the rice-growing, irrigated plain of Torbeck characterized by an abundance of water, with

reduced drainage systems resulting in increasing soil salinity and other irrigated areas

producing of cereals, maize, sorghum, beans and vegetable crops;

c) the irrigated and dry Chantal Commune, between 200 and 600 m above sea level and home

to extensive agroforestry systems, producing mangoes, breadfruit, avocados, citrus fruits,

cashew nuts and forest trees;

d) the wood-producing Camp-Perrin, with forest species such as ash, cassia, acacia and

Honduras oak, multi-year crops like the Napier (elephant grass), crops for grazing cattle and

annual crops such as maize, beans, sweet potatoes, cassava and pigeon peas.

Given the high risk of environmental degradation and desertification — exacerbated by climate 16.

change —, large and small anti-erosion and soil conservation measures are critical to preventing the

soil from sliding down to the valley and obstructing the waterways.

IFAD’s intervention will focus on 8 communes of the South Department. The South and Grande 17.

Anse Departments were severely affected by Hurricane Matthew in 2016: the losses in agriculture,

fishing and livestock have brought the entire region to its knees, effectively precipitating 70 per cent of

rural households into extreme poverty. The region, however, is knowledgeable and dynamic, with

great potential and eagerness to come out of poverty. It has a great farming tradition, with well-

established knowledge of growing crops such as coffee, beans, maize, yam and sweet potatoes. The

Department used to be considered the granary of Haiti, with a vibrant agricultural sector, local

entrepreneurship and access to microcredit (mutuelles).

Self-targeting. The programme will target poor rural household with access to a parcel of land 18.

between 0.25 and 0.6 hectares, effectively excluding the better-off. Contrary to the situation found in

other Departments, in the South 100 per cent of households have access to land, whether as owners,

leaseholders or unofficially recorded users. The latter are given mountainous, less productive plots

owned by local charities. The distribution of technological packages will be demand-driven and

farmers must first register with the Ministry of Agriculture to participate. Ad-hoc participatory self-

targeting exercises will be carried out to ensure participation of the poorest segments of society,

particularly those who do not belong to a producers’ group or grassroots organization. The

programme will develop a detailed targeting strategy to reach those beneficiaries. To enable

participation of the poorest farmers who do not have official land titles, the programme will include

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land usage such as usufruct and renting as allowed preconditions for registering unrecorded land

users while ensuring that their access to land is secured, and provide technological packages that do

not require land ownership (such as processing technologies, for example). These also provide the

opportunity for farmers with limited access to land or with very small holdings to diversify their

livelihoods opportunities and access an non-farming income source. Given the dire economic situation

of the Department, beneficiaries will contribute 10 per cent of the cost of the packages in-kind through

time and labor.

Gender strategy. As a result of the national gender gap assessment conducted by the IDB in 19.

December 2015 and of the findings of the design mission of October 2017, the following activities will

be included in the project as a whole, with the objective of reducing gender inequalities and promoting

women’s participation:

(i) the programme will develop a comprehensive communication strategy to reach women

and youth, with a focus on those who are not members of producers’ organizations and

who do not have access to mainstream channels of information. Alternative spaces for

disseminating information will be explored such as schools (by providing information to

children to take home), markets, water points, where women tend to be more present

than men. The programme will also ensure that informal youth and women’s groups are

invited to the information sessions;

(ii) financial resources will be allocated to five applied research projects, with the objective of

developing new agricultural technologies that are directly targeted towards women’s

needs or crops usually grown by women;

(iii) post-harvest technologies that are targeted towards agricultural activities usually

conducted by women (i.e. mills and moisture meters) will be promoted;

(iv) the agroforestry packages will include crop varieties aiming to reduce food insecurity

(such as moringa and mirlinton), which are usually grown by female farmers;

(v) the programme will include affirmative action measures such as providing daycare

services and nutritious meals for children during training sessions and meetings;

(vi) the programme will provide training on household methodologies to farmer field schools’

facilitators, to enable them to introduce a module on intra-household gender relations,

engagement and empowerment of all household members toward realizing a shared

vision;

(vii) a system of quotas will be put in place to ensure that, for the IFAD-funded Department,

50 per cent of the packages are reserved for women farmers and that within each group,

20 per cent are under the age of 25; and

(viii) the Programme will be monitored and evaluated using sex-disaggregated indicators.

All areas of intervention will be further defined and expanded in the programme’s gender action 20.

plan, developed by the PEU with the support of the targeting and gender specialist.

Focus on youth. To ensure that technological packages distributed through the programme 21.

are relevant to this group, and based on a study conducted by UNESCO and UPR in the South,

PITAG will conduct a study on Youth in the South to identify attractive activities for young women and

men. Such study should enable the promotion of specific packages and/or the adjustment of the

technological packages offered based on the results of the study.

Enabling measures. To ensure effective implementation of IFAD’s targeting strategy, the 22.

programme will fund a targeting and gender specialist to support the Programme Management Unit

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(initially on a part-time basis). Terms of reference of the targeting and gender specialist are included in

Annex 1 of this Appendix 2.

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Annex 1: Poverty, Targeting and Gender

Terms of Reference: Targeting, Gender and Youth Specialist

1. Under the general supervision of the Director of the Agricultural and Agroforestry Technological

Innovation Programme (PITAG), the targeting and gender specialist will support the Programme

Executing Unit (PEU) and will be tasked to perform activities in five main areas to mainstream social

inclusion.

I. Programme implementation

2. Advise and support the Programme Director, other members of the PEU, field operators and

service providers in the effective mainstreaming of targeting, gender, youth and social inclusion in

programme activities.

3. In close collaboration with the PEU, develop full targeting, gender and youth strategies and

action plans to be updated regularly.

4. Work with each specialist in the PEU in critically reviewing programme implementation to

review women’s participation in programme-related meetings and training session, and work with

identify opportunities to:

Increase outreach to women and youth in the programme areas;

Ensure a gender-balanced distribution of technical packages and technical assistance;

Design and ensure implementation of measures destined to facilitate the participation of

women and youth to all programme-sponsored activities;

Design and propose approaches to address socio-economic constraints to women’s optimal

participation in programme activities.

5. Review basic programme implementation processes to provide feedback and suggestions

on how to achieve the best possible programme outcomes with respect to targeting, gender equality

and women’s empowerment, youth engagement and social inclusion.

6. Ensure that activities of the targeting, gender and youth strategies are reflected in the following:

Preparation of the AWP/B;

Design and implementation of the programme M&E system;

Programme progress reports;

Programme supervision;

Impact assessment.

7. Participate in the development of detailed TORs and tender documents of national and local

service providers to various programme components to ensure that target groups will be able to

participate effectively in all components and meet the programme’s targets.

II. M&E and Knowledge Management

8. Together with M&E staff, contribute to establishing an M&E system that captures and

analyses disaggregated data on gender, youth and social inclusion.

9. Together with the communication manager, document and share M&E, learning and

communication products.

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10. Analyze data to ensure that there are no adverse impacts on target groups as a result of

programmeimplementation, and suggest remedial measures if necessary.

III. Capacity-building

11. Undertake regular capacity assessment on gender, youth and social inclusion issues and

provide capacity-building for staff at the field level, PEU, implementing partners and service providers.

IV. Communication

12. Liaise with the IFAD country office and gender team on questions regarding gender in

implementation, knowledge-sharing and other aspects.

13. Serve as a channel of communication between the programme and others working on gender

issues in government, implementing agencies, other development programmes and IFAD.

14. Help programme colleagues access the information they may need on gender issues and

share good practices.

V. Advocacy and networking

15. Be familiar with gender and youth policies of the institutions linked to the programme,

including national policies and those of ministries, implementing institutions and financing agencies,

including IFAD.

16. Establish linkages with other gender, women’s, youth or social inclusion programmes

implemented by national, international and intergovernmental agencies.

17. Present evidence-based information on good practices in gender equality, women’s

empowerment and youth engagement in national forums.

VI. Qualifications and experience Master’s degree in social sciences, rural development or related discipline;

At least five years’ experience working in gender and social inclusion issues;

Experience in agricultural and rural development programmes;

Experience in programmes integrating targeting, youth and gender considerations across

components/activities and M&E;

Experience in designing and delivering training modules;

Highly motivated and committed to poverty alleviation and gender equality;

Working knowledge of spoken and written English, French and Creole;

Ability to work in Spanish would be an advantage.

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A. IFAD`s Programme in Haiti

1. IFAD has been operating in Haiti since 1978, supporting 8 projects since then with a total cost

of USD 181.2 million, with IFAD financing representing US$110.7 million (61% of the total cost; with

an average financing size of US$ 14 million). The total direct beneficiaries of all the projects are

considered to be around 100,000 households (on average 12,500 households per operation).

2. In 2008 IFAD opened a country presence unit in Port-au-Prince to contribute to better and

quicker supervision of its country programme and to improve dialogue and coordination with the

Government of Haiti (GoH) and other donors. From 2013 to 2016 this country office was led by a

CPM, while at present it is led by a CPO (with the CPM being based in Rome since 2016). A Host

Country Agreement was signed in August 2016 and is awaiting ratification in Haiti’s parliament.

3. In 2013 IFAD developed its Country Strategic Opportunities Programme (COSOP) for the

period 2013-2018, covering 2 PBAS cycles (2013-2015 and 2016-2018). The key Strategic Objectives

of the COSOP are:

SO1: Promote climate-smart agriculture through proven, sustainable farming technologies

and systems that build resilience to the effects of adverse climatic conditions and foster high

productivity;

SO2: Promote productive initiatives, improving small-scale producers' access to both markets

and financial services;

SO3: Invest in human capital development, building the capacity of rural associations and

watershed management committees to communicate their needs and manage their

productive initiatives more effectively.

4. The following three projects fell within the COSOP period in terms of implementation (two being

closed now, i.e. PAIP and PPI-2), while no new project was signed under the COSOP so far60:

5. In terms of geographical focus, the PAIP covered rural areas in numerous departments all over

Haiti, while PPI-2 covered the North-East, the North-West and the Center, and PPI-3 covered the

Nippes and Goavienne area in the South.

6. IFAD’s financing terms in Haiti have varied over time from 100% grant (DSF) in some years to

50% loan/50% grant in other years. While in 2017 the terms were 50% loan/50% grant, as of 2018 the

60 A project was designed in 2014/2015 called PAER (USD 16 million IFAD grant financing), but in negotiations at end 2015 IFAD and the GoH did not reach an agreement and the financing was lost. 61 Time from entry into force to closing. 62 1 XDR (Special Drawing Right) = 1.41 USD

N of project Project name Period61

IFAD financing

XDR million62

% Disbursed

L-I-587 Programme d’Appui aux

Initiatives Productives en

milieu rural (PAIP)

2002-2015 17.4 100

G-I-DSF-8096 4.9 94

L-I-715 Projet de Développement de

la petite irrigation (PPI-2) 2008-2016

8.8 66

G-I-DSF-8041 3.6 99

G-I-DSF-8103 Projet de Développement de

la petite irrigation (PPI-3) 2012-2019 8.7 40

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terms will revert to being 100% grant (DSF). Other IFIs like the Inter-American Development bank

(IDB) and the World Bank are also providing grants to Haiti after the earthquake of 2010.

7. From June 2014 to April 2015 IFAD disbursements and hence most activities on the two

projects PPI-2 and PPI-3 were suspended due to fiduciary issues. The suspension was lifted, when

IFAD agreed with the GoH and the Ministry of Agriculture that UNDP of Haiti would be involved in the

control of the fiduciary issues and procurement processes on these projects.

8. In addition, an IFAD grant of USD 0.5 million was given to UNDP to strengthen the

implementation capacity of the Ministry of Agriculture. This grant aims at strengthening the capacities

of the national and decentralized staff of the MARNDR (e.g. in the DDAs and BACs), in particular in

M&E, with a special focus on the staff involved in supervising PPI-3 activities. The activities of the

grant are still on-going, since the capacity building activities have only started in mid-2017.

9. The suspension in any case led to difficult relationships between IFAD and the GoH. As a

result, at end 2015 the negotiations regarding a new programme (the Rural Entrepreneurship Support

Project “PAER”) failed, with a loss of the 2013-2015 PBAS allocation for the country (USD 16.6 million

grant). The main disagreement was on the proposal of IFAD to get support from UNDP to cover the

fiduciary risks also on this new programme, as well as the proposal that the programme be

implemented by the Ministry of the Economy.

10. In order to make some use of the PBAS, a USD 0.5 million grant called “Innovative Crop and

Soil-based Technologies” was given by IFAD to the International Centre for Tropical Agriculture

(CIAT) to conduct research on innovative agricultural technologies in the South of the country. This

grant aims at introducing sustainable production of high yielded cassava and French beans and

promoting the best soil management practices, possibly benefitting PPI-3's target population. The

grant was completed mid-2017. While on climate resilient bean varieties some interesting results were

obtained, the introduction of cassava did not succeed due to high mortality rates of imported seeds.

11. With the 2016-2018 PBAS cycle, in early 2016 a new IFAD country team started operating out

of HQ. The small scale irrigation project PPI-2 (located in the north-west, north-east and center of the

country), which should have been closed in June 2016, was extended by six months. Even if its

overall results remained unsatisfactory (considering the initial targets), the extension allowed to

increase the disbursement rates to 66% on the loan and 99% on the grant, to achieve some positive

results (especially in the irrigation projects implemented by Agro-Action Allemande AAA), and to

continue the parallel co-financing of OFID dedicated to complete infrastructures up to end 2016.

12. On PPI-3 (the small scale irrigation project located in the Nippes and Goavienne Region, which

after 4 years of effectiveness had only disbursed 4% by early 2016), a mid-term review was

conducted, and the change of the weak PMU management and reduction of some programme

activities was agreed upon between the GoH and IFAD. This change triggered a significant

improvement in implementation and, despite the negative effects of hurricane Matthew (October

2016), allowed to increase disbursements to around 40% by end 2017. On the basis of the better

results achieved, the completion and closing dates of PPI-3 (originally, end 2017 and mid 2018) were

extended by 18 months to, respectively, mid 2019 and end 2019. This will allow PPI-3 to complete its

activities and to stop operating in an emergency mode (which has been the case so far, with the

attempt to implement the programme in 1.5 years; from mid-2016 to end-2017).

13. In the first quarter of 2017, a COSOP Results Review was conducted by IFAD with the main

counterparts of the Haitian government and with other UN agencies and IFIs. The result of the review

was that the Strategic Objectives of the original COSOP were still valid, as well the activities to be

carried out to reach those objectives. On this basis, it was proposed to extend the validity of the

COSOP by another 3 years, up to end 2021, with the recommendation to increase IFAD’s cooperation

with other donors/IFIs and to adopt a more flexible and pragmatic approach in the management of the

Country Programme.

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14. In addition, in the first quarter of 2017 the IFAD team tried to identify a new programme for the

2016-2018 cycle. It was however not possible to reach an agreement on a coffee value chain

programme with the technical staff of the Ministry of Agriculture. It was also difficult to establish

relations at the ministerial level, given that there have been three Ministers of Agriculture since early

2016. As a result, in the second quarter of 2017 IFAD decided to contact the IDB to explore co-

financing options, and PITAG was identified as an interesting option to allow a good use of IFAD’s

2016-2018 PBAS resources.

B. Summary of the “Programme d’Appui aux Initiatives Productives en

milieu rural” (PAIP)

15. Background: The PAIP (total IFAD funds of USD 28 million, total cost around USD 29 million)

was approved in April 2002, entered into force in December 2002 and was closed in June 2015, after

an extension of 2 years. The programme was sub-divided in three phases (2002-2006; 2007-2011;

and 2012-2015) and had the Economic and Social Assistance Fund (FAES) of the Ministry of Finance

as implementing agency.

16. Objective: The objective of the PAIP was to contribute to the reduction of rural poverty by

improving food security and increasing income levels of poor and marginalized rural populations in a

sustainable way, based on the sustainable management of natural resources.

17. Components: The PAIP was composed of four components implemented all over Haiti: (i) the

strengthening of local capacities; (ii) the support to basic productive initiatives and agricultural

development; (iii) the support of rural micro-finance institutions; and (iv) the project management and

coordination.

18. Results: At completion, 77 Communal Development Plans and 230 community-based projects

had been approved, focusing on small livestock (30% of financing) and agroforestry (fruit trees), soil

conservation and reforestation projects (16% of financing); 7,350 people (31% women) benefitted

from capacity building in local and rural development; 1,392 Communal Organizations were

diagnosed and 43,395 members were capacitated; 8,875 people have been taught to read and write

(of which 87% women); 14 stocks and transformation plants were constructed; 100 hectares have

been covered by irrigation (7% of the original target); 3,634 people were trained in better production

technologies; 25 rural savings institutions were functioning (out of 69 foreseen).

C. Summary of the “Projet de Développement de la petite irrigation” (PPI-2)

19. Background: The PPI-2 (total IFAD funds of USD 18.8 million, co-financing of OFID for USD 8

million, total cost around USD 34 million) was approved in December 2006, entered into force in

November 2008 and was closed in December 2016, after an extension of 6 months. The programme

had the Ministry of Agriculture as the implementing agency.

20. Objective: The objectives of the PPI-2 were: a) the sustainable improvement of income levels

and living conditions of poor rural households, in particular of the most vulnerable groups; b) the

sustainable increase of the productive base, through the optimization of water management and the

consolidation of irrigated agriculture, using individual and collective irrigation systems; the increase of

the value of irrigated agriculture and of access to markets and finance of the producers; c) the

strengthening of the planning and organizational capacities of the rural communities.

21. Components: The PPI-2 was composed of four components: (i) the development of small-scale

irrigation systems; (ii) the support to productive activities; (iii) the strengthening of capacities; and (iv)

programme coordination and management. It was geographically focused in three departments:

North-West, North-East and Center.

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22. Results: At completion, PPI-2 had reached 21,700 households and 100,000 indirect

beneficiaries. In total, small scale irrigation schemes were rehabilitated covering 1,029 hectares (432

has in the Center, 408 has in the North-West and 108 has in the North-East). In addition 350 micro-

projects were developed (out of target of 500).

D. Summary of the “Small Irrigation and Market Access Development Project

in the Nippes and Goavienne Region” (PPI-3)

23. Background: The PPI-3 was approved by the IFAD Executive Board at its September 2012

session for an amount of SDR 8.75 million (equivalent to approximately US$ 13.2 million),. The

Financing Agreement was signed between IFAD and the GoH on 24 October 2012 and became

effective the same day. The Ministry of Agriculture, Natural Resources and Rural Development

(MARNDR) was designated as the Lead Project Agency (LPA). In order to achieve economies of

scale, it was originally decided that PPI-3 would be managed by the same PMU as the one

implementing PPI-2.

24. Objective: PPI-3's overall goal is to reduce rural poverty in its area of intervention (the Nippes

and Goavienne Region). Its development objective is to improve the livelihoods and incomes of rural

poor households, especially of the most vulnerable groups, in a sustainable manner. In order to

achieve its goals, the project focuses on grass roots organisations relying on irrigation schemes.

25. Components: Following the same structure as PPI-2, the PPI-3 was composed of four

components: (i) the development of small-scale irrigation systems; (ii) the support to productive

activities; (iii) the strengthening of capacities; and (iv) programme coordination and management. It

was geographically focused in the Nippes and Goavienne Region.

26. Results: PPI-3 had a very slow start, since the attention of the PMU was dedicated to PPI-2 and

there was not sufficient capacity to implement both projects. In addition, the activities of PPI-3 were

suspended by IFAD for one year (between 2014 and 2015), due to fiduciary issues on PPI-2. As a

result, in early 2016, 4 years after effectiveness, the disbursement rate on PPI-3 was limited to 4%.

27. Following a mid-term review (MTR) in April 2016, with the aim of boosting project

implementation and disbursement, consensus was found to change the project management team

and restructure the project components without altering the overall project goal. Reflecting these

changes, an amendment to the financing agreement entered into force in August 2016. The parties

agreed on establishing a new dedicated PMU for PPI-3 and on prolonging UNDP's support for the

management of the project's financial resources. They also agreed to reduce tangible objectives and

redefine institutional arrangements for implementation: i) review of the implementation arrangement

for Component 2 by involving private firms and/or NGOs and public services; ii) focus only on

activities of high priority for Component 2; and iii) involvement of service providers instead of IICA.

28. The recruitment of key technical and administrative staff of the new PMU was finalized in

September 2016, while in October 2016 Hurricane Matthew hit the project area. The hurricane and

the required emergency response diverted the Project from its main objectives for at 6 months.

29. Since the new PMU took over, the improvement in project management and disbursement

levels has been significant. PPI-3 reached more than 4,000 direct and 125 indirect beneficiaries

through the implementation of the emergency response to Hurricane Matthew (restoring physical

status of irrigated land and watersheds). Furthermore, activities within the agricultural production

support sub-component have contributed to reach more than 3,000 beneficiaries (out of total 6,000

households targeted by the project). Using the developed training kits (7 out of 10), 360 community

leaders (out of 800 targeted) have been trained on various agricultural practices. Also, the partnership

with government entities of the Ministry of Agriculture at the central and local levels has improved.

30. Consequently, as of end November 2017, overall disbursement stood at USD 40% of PPI-3

total cost, a significant improvement from the 4% disbursement rate of May 2016. On this basis, IFAD

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accepted a request of the GoH to extend the programme by 18 months, i.e. reaching completion and

closing by, respectively, June and December 2019.

E. Lessons learned

31. (i) Need for cooperation of IFAD with other IFIs and development partners. In a fragile

country like Haiti, which is exposed to extreme climatic events and has weak public institutions, the

cooperation with other IFIs and development partners is key to have a sustainable country

programme. This has been demonstrated by the value added of IFAD’s relation with UNDP, which

allowed the recovery of the PPI-3 project. In PAIP, for example, there was no coordination between

the development partners operating in the same geographical area, even if this could have led to

synergies. Under PPI-2, a good example of cooperation was that with Agro Action Allemande (AAA),

the selected service provider for small scale irrigation schemes in the North West. AAA even pre-

financed some works and achieved a good participation of local users.

32. In addition to the relationship established with UNDP, it is important that IFAD develops

synergies also with other partners like the World Bank, the IDB (which has a large office in Haiti), the

Agence Française Development (AFD), FAO and the WFP, others. The need for better cooperation of

IFAD with other donors and IFIs was also one of the main recommendations received from the GoH

during the recent review of the COSOP. IFAD was specifically requested to work with the Haitian

institutions for procurement and fiduciary issues, as other IFIs do (IDB and the World Bank). For this

reason, IFAD proactively looked for a partnership with the IDB and the World Bank for the new project

PITAG.

33. (ii) Need for more cooperation with the technical level of the Ministries. From 2008 to

2015, Haiti had 4 presidents, 7 prime ministers, 8 ministers of agriculture and 5 different general

directors at the Ministry of Agriculture. During the 2013-2015 PBAS, Haiti lost its PBAS allocation,

since the technical bodies of the Ministry of Finance and Ministry of Agriculture were not sufficiently

involved in the programme design process. The proposed programme PAER (which should have

been implemented by the Ministry of the Economy) was not sufficiently discussed with the

counterparts and hence negotiations failed at end 2015.

34. In a rapidly changing environment, in which Ministers change frequently, the technical directors

at the Ministries are a relevant development partner of IFAD, since they are in their positions for a

longer period. IFAD hence needs to invest more time in interacting with these technical directors and

understanding their views. This could be done through the on-going IFAD grant with UNDP (worth

USD 0.5 million), focused on strengthening the Ministry of Agriculture.

35. The proposed new Programme PITAG was designed by IDB after a long interaction with the

technical departments at the Ministry of Agriculture and based on a previous programme developed

with them (the PTTA). During the design process, attention was paid to involve the technical directors

of the Ministry of Agriculture, and to not impose any external decisions on them. Before choosing the

PITAG project, IFAD had attempted to propose a project in the coffee sector to the Ministry of

Agriculture, which however was not accepted by the Haitian authorities. Based on this experience, the

IFAD team decided to co-finance a IDB project, which had been already accepted by the Haitian

authorities.

36. (iii) Need to change from an emergency/recovery mode to a more structural and

sustainable way of cooperation. The strategy chosen by IFAD to recover PPI-2 and PPI-3 has

relied on important support UNDP in fiduciary and procurement matters. While this was agreed with

the GoH and represented a way-forward for these projects, for the future it is important to build on the

fiduciary and procurement capacities existing within the institutions of Haiti. The PITAG relies on

existing procurement and fiduciary capacities in the Ministry of Agriculture, which the IDB has been

developing over time.

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37. (iv) Value of a geographically focused approach: since IFAD’s resources are limited

compared to other IFIs and rural development needs in Haiti are significant, rather than spreading

resources too thin all over the country, more value can be obtained from concentrating them.

Considering the theory of change, in order to trigger change it is necessary to tackle various

challenges in parallel along the value chain.

38. IFAD’s recent programmes have been characterized by a sectoral approach (small scale

irrigation) in different areas of the country (PPI-1, PPI-2 and PPI-3). PPI-2 for example was located in

three departments (North-West, North-East and Center) and only reached a 50% completion rate for

physical infrastructure. The PAIP programme focusing on technology transfer and access to rural

finance, also suffered from excessive geographic dispersion and lack of clear priority geographic

areas. As mentioned in the PCR, the PAIP was overly ambitious and the areas of intervention and

activities in each area were not clearly defined, creating problems for Monitoring and Evaluation.

39. For the new Programme it is hence proposed to focus IFAD’s intervention in the South

Department, close to the PPI-3 project and to an IFAD funded grant (with CIAT focused on technology

transfer for cassava and beans). This would also allow to focus the capacity strengthening grant with

UNDP for the decentralized services of the Ministry of Agriculture (the DDA and BAC, which are

weak) in this area of the country.

40. (v) Importance to provide (but also prove) the comparative advantage of IFAD in the

areas of social capital development, youth and women participation, environmental and

climate risks assessment: Based on its expertise in rural development and projects all over the

world, IFAD has directly experienced how important social capital development, youth and women

participation and environmental and climate risk mitigation are for the sustainability of rural

development programmes. This is even more true in fragile states, which have weak public sector

institutions, isolated rural communities, and are exposed to significant climate risks.

41. The experiences of IFAD projects around the world show that if women and young men are

involved in programme activities, the likelihood of the sustainability of the programme increases

significantly. By increasing the participation of women the quality of nutrition is generally improved,

while the participation of youth ensures the sustainable future of the activities and reduces the

numbers of youth at risk.

42. In Haiti IFAD is in a position in which it has to prove its comparative advantage under the topics

of gender and youth. In PAIP the participation of youth was insufficient, since not enough attention

was given to targeting during implementation and no specific strategy was developed for youth. Also

the participation of women was limited, since one of the criteria to get livestock was to have access to

land, which women typically do not have. In PPI-2 and PPI-3 the attention given to gender issues was

also insufficient.

43. With respect to environmental considerations and the climate risk assessment, given that Haiti

is exposed to high climatic risk, it is key to include mitigating measures in the design of new

programmes and to follow up on them during implementation. The PAIP was for example

implemented in a period characterized by strong natural catastrophes (including four cyclones in 2008

and the earthquake of 2010, which caused 300,000 dead). According to the PCR, however, not

enough budget was in that case allocated to deal with these natural risks. The area of PPI-3 also

suffered from natural events (4 tropical storms in 2008 and devastation following hurricane Matthew in

2016), and an emergency response plan worth USD 0.5 million had to be set-up.

44. In the PITAG programme, IFAD will dedicate attention to these aspects, which are part of its

comparative advantage vis a vis the IDB. In particular, IFAD will co-finance a special climate risk

assessment to define mitigating measures, and during implementation will focus on youth/women

participation and on the development of the social capital within the rural communities (e.g. by

introducing farmer field schools as a vehicle to transfer new technologies in a sustainable way). Also,

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an environmental specialist will be part of the PMU of PITAG and will ensure the implementation of

the proposed climate risk mitigation activities.

45. (vi) Importance of a simple design, and of a pragmatic and flexible approach focused on

implementation: IFAD is known and generally appreciated for its technical expertise in different

sectors of rural development. At the same time, in a fragile state like Haiti which is also a SIDS, the

economic and environmental conditions can change rapidly, as the country is vulnerable to external

events (decrease of tourism, hurricanes, etc.). In a similar environment, rather that defining in great

detail and ex-ante the activities, it is proposed to have clear and numeric targets, but a more flexible

design and approach, and to dedicate most time and resources to implementation support and

supervision.

46. As argued in the PCR, In the case of PAIP there were no clear numeric targets at the beginning

and the supervision and implementation support was weak (it should have been more rigorous in the

passing from one phase to the next). In the case of PPI-2, IFAD’s design was overly complex, with

numerous components and sets of activities (4 components, 13 sub-components and 15 categories of

expenditures). Also PPI-3 suffered from an overly prescriptive design, which had to be reviewed at

mid-term to allow for more flexibility (introducing an emergency response plan of USD 0.5 million,

following the effects of hurricane Matthew in October 2016).

47. The proposed new PITAG is (i) focused on technology transfer and productivity (it does not try

to cover more); (ii) realistic about the lack of access to finance of small-holders, which is overcome

through a matching grants scheme with only 10% beneficiary contribution; and (iii) based on the

lessons learned of a previous similar programme financed by the IDB (the PTTA). The key value

added of IFAD (and its testing ground) will be the quality of its support to implementation, since there

is enough flexibility build into the programme to allow adjustments over time.

48. (vii) Importance of a running and efficient PEU with M&E skills. Even if administrative

decentralization is an on-going process in Haiti, at present the capacity of the local departments of the

Ministry of Agriculture (e.g. DDAs, BACs) remains weak. In addition, there is insufficient delegation of

authority from the center to the rural areas. In the long run IFAD aims to develop the capacities of the

MARNDR at the local level (through its UNDP grant), as recommended by the PCR of PPI-2, which

states that the decentralized offices of the State need to be given new equipment, vehicles and

training.

49. In the short term it is important to have a PEU with strong implementation capacities. The

experience of PPI-2 and PPI-3 shows how a weak top management can affect the implementation of

programmes. PPI-2 was delayed due to the lack of an operating manual and of a functioning M&E

system and no M&E specialist was recruited for four years. The capacity of the local institutions

(“Direction des infrastructures agricoles” DIA and DDA) was also low. Also in PAIP the advancement

of the programme was limited (only 10% disbursed in first four years), the local services of the

Ministry of Agriculture were not sufficiently involved, and the M&E function was weak. In the case of

PPI-2 and PPI-3 an extension of the implementation period was required (reaching a total period of 7-

8 years) due to a low start and subsequent weak management, increasing operating costs. The

previous PAIP project of IFAD was composed of 3 phases and lasted for 12 years (following an

extension).

50. The PEU of PITAG is instead considered to be strong, since it has experience in similar

projects in the past (the PTTA) in various areas of the country. It is important to be able to count on an

existing PEU, since the time and effort required to staff a good PEU is significant. The foreseen period

of implementation is five years, with annual disbursements of around 20% per year. Choosing an

existing PEU is hence expected to have important advantages in terms of the flow of funds: it avoids

long start-up delays, which traditionally have been incurred by most IFADs project (to prepare the

Project Implementation Manual, the AWPB and PP and to start the procurement procedures).

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51. (viii) The rural finance market in Haiti is not sufficiently developed to allow the

sustainable bank financing of new agricultural technologies. A mechanism of small grants is

hence needed for IFAD’s target population. Under PAIP it became clear that rural credit

institutions in Haiti are too risk averse and are not sufficiently developed to support the introduction of

new agricultural technologies. Very few lines of credit were granted and the creation of rural credit

institutions was not sustainable, due to the lack of attractive and sustainable businesses. Also, IFAD’s

target population (the poor) typically does not have access to the guarantees (i.e. collateral) usually

requested by banks.

52. In PITAG the transfer and adoption of new technologies will hence be hence financed through a

mechanism of small grants, with a 10% contribution of the beneficiaries. This is also the approach that

the World Bank has taken in other SIDS (e.g. Grenada and Saint Vincent and the Grenadines) to

finance agricultural businesses and that also been approved in IFAD’s latest programme in Grenada

(SAEP).

53. (ix) Private service providers (OPS) are needed to transfer technologies, since public

extension services are not existing. These private providers need to be supervised to avoid

rent-seeking behaviour. Considering the low capacity/inexistence of public sector extension services

in Haiti, the participation of private service providers is key in order to implement a technology transfer

programme in Haiti. If these providers are not adequately supervised/managed, they could however to

deliver low-cost/low-quality services.

54. The fact that a large part of the rural population is analphabetic does not allow the final

beneficiaries to adequately monitor the services provided by the private service operators, which

sometimes are tempted to take advantage of the final beneficiaries. This has occurred in some cases

under the previous PTTA programme, in which the quantity and quality of the services provided was

below standard. It has also occurred under PAIP, in which service providers were found to be

parachuted from outside, without having sufficient local knowledge.

55. In order to avoid these risks, the local beneficiaries should participate in the selection of the

service providers. In addition, service providers should be competitively selected and should be given

time-limited and performance-based contracts, subject to renewal. The feedback of beneficiaries will

should also be used to evaluate the performance of the service providers.

56. (x) The transfer of technology should concern a one-time investment/technology (that is

otherwise not affordable for the target group) and should be based on the link to markets; it

should not be a substitute for operating costs by providing regularly used inputs. A learning

experience of the PTTA programme was that for some short-term crops the technology transfer

programme resulted in being a substitution of inputs, which was not sustainable in the long-run and

created a culture of dependency. The more effective technology transfer occurred regarding multi-

annual crops (e.g. agroforestry), which require an initial investment and can lead to significant

changes in income levels in the long run. In PITAG, IFAD has chosen to invest mainly in agroforestry

and longer term crops in the South Department.

57. The PCR of PAIP also mentions that in order to increase income levels in a more sustainable

way, more support should have been given to commercial activities and links with markets (including

the required infrastructure), rather than concentrating on production only. Also the PCR of the PPI-2

highlights how a value chain approach was adopted (focusing on two major value chains and ensuring

a fair distribution of the value added) and illustrates how farmer fields schools were promoted to

ensure long-term sustainability. It is stated that the value chain approach was key to ensure the

sustainability of the irrigation schemes in this case. It is also stated that priority should be given to

target areas that are relatively well connected in order to ensure access to market.

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The overall goal of the “Agricultural and Agroforestry Technological Innovation Programme” 1.

(PITAG) is to increase agricultural income and food security for smallholder farmers in selected

targeted areas of Haiti. The development objectives are to increase agricultural productivity and

improve the use of natural capital through the adoption of sustainable technologies.

PITAG will be structured in two technical components: Component 1: Applied research and 2.

training, and Component 2: Promotion of sustainable agricultural technologies and a Project

Management component. The two technical components are described below.

I. Component 1: Applied research and training

The objective of Component 1 is to contribute to increasing the productivity of the farmers who 3.

benefit from technological packages that are promoted in Component 2 of PITAG and, consequently,

the agricultural sector of the country, through applied research, technology transfer and training, and

support for the strengthening of structures and institutions involved in these processes.

Component 1 will accordingly call for applications for research proposals, evaluate, approve, 4.

finance, coordinate and monitor the implementation of the approved research projects and the related

technologies developed for transfer to farmers. It also aims at revitalizing the research and transfer of

agricultural technologies, that are to be applied by Component 2 of the PITAG, and to comply with

national priorities for the strengthening of the structures and institutions involved in the processes of

research development, transfer of technology, agricultural extension and training throughout the

country.

The component accordingly has the following outputs: 5.

Output 1: applied research projects delivered and ready for technology transfer;

Output 2: Ten scholarships granted to young professionals for masters (MSc) and/or

doctorate (PhD) studies in topics related to the problems addressed in each of the research

projects;

Output 3: Institutional strengthening of the ID of MARNDR;

Output 4: Enhanced adoption of farmers of technical packages and social capital building

through Farmers Field Schools.

Component 1 will be implemented through the ID of the MARNDR. It has been developed based 6.

on a detailed study analysing the present agricultural situation in the country using literature review of

all institutions undertaking agricultural research in the country followed by a detailed process for the

identification and prioritization of research themes.

A. Situation analysis of agricultural research in Haiti

In preparation of PITAG, a detailed study on the current situation of Agricultural Research in 7.

Haiti was undertaken that was based on literature reviews, meetings with agricultural research

stakeholders in the country including staff of DI-MARNDR as well as universities (Université d’État

d’Haïti (UEH), Faculté d’Agronomie et de Médecine Vétérinaire (FAMV), etc.), technical schools and

public research and extension centers, agriculture development projects, national and international

NGOs, farmer and producer organizations and associations especially those who were involved in

applied research and varietal trials, such as Coopérative Caféière Union de Mont-Organisé

(CAFUMO), Coopérative Sainte-Hélène de Carice (COSAHEC), input providers and private

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companies. Most of the information obtained from the literature review was from the document:

“Inventaire des Actions de Recherche Appliquee en cours en Haiti dans ie domaine Agricole

(Document de Synthese)- Projet DEFI- MARNDR- June 2012 but also from the data from the

Agricultural Science and Technology Indicators (ASTI) program and the Journal Citation Reports

(JCR). The results of the analysis of agricultural research institutions in Haiti are found in Annex 2 of

Appendix 5.

B. Applied and adaptive agricultural research projects developed and

implemented by national and/or international institutions

For the identification and prioritization of research themes, a methodology was used that is 8.

based on the analysis of information of the main primary production in the country with comparison to

other Caribbean countries. It uses three strategic indicators, namely economic, social and the related

technological gaps. Besides, an environmental indicator was also taken into account however, using a

separate set of statistical data as per data availability.

A special scheme was developed using each of the 3 above-mentioned criteria/indicators to 9.

prioritize the crops relevant for each indicator (details are to be found in the Project Life File under the

Technical document for Component 1).

The indicator of economic importance was obtained from the gross value of production, 10.

average yield per hectare and the export value of the primary production of the various main products

in Haiti. The accumulated value of these data was further analysed resulting in the following ranking of

the first ten products in Haiti: Cacao, Banana, Mangoes, Onions, Leeks, Beans, Coffee, Corn, Rice,

and Yams.

The indicator of social importance was obtained from the percentage of consumption of the 11.

main basic basket sectors in order to obtain 1,979 Kcal per person in Haiti and the value of producer

losses due to the technological gaps. The accumulated value of these data was further analysed

resulting in the following ranking of the first ten products in Haiti: Onions, Rice, Banana, Corn,

Peanuts, Yams, Green peppers, Potatoes, Yucca, Sugar Cane.

The indicator on the importance of the technological gap was based on values obtained from 12.

two calculated factors: the difference in the performance of Haiti production, compared to the average

returns in other Caribbean countries using the average yield (kg/ha) of the main primary production

crops; and the difference in performance of Haiti production compared to the average performance of

the best country in the Caribbean with average yield in kg/ha. The accumulated value of these data

was further analysed resulting in another set of crop ranking.

Using a matrix system prioritized crops as per each indicator type were overlapped and the 13.

final prioritization undertaken. Related crops were then grouped resulting in the following priority

research projects:

Applied Vegetable Research Project (onion, tomato, pepper)

Project of Applied Research of Musaceae (banana, plantain)

Project of Applied Research of Tubers (yam, yucca, potatoes)

The Rice project – not merged with cereals due to its cultivation characteristics and needs

Applied Research Project of Agroforestry (mango, avocados, breadfruit, coconut trees and

others)

Applied Research Project on Agroforestry (coffee and cocoa)

Applied Research Project on Cereals (maize, sorghum)

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Legume Applied Research Project (ground nuts, beans, pigeon pea)

The agroforestry projects remain to be of great importance since these systems have in 14.

environmental conservation and climate change mitigation and adaptation aspects.

Once the research product (crop or group of crops) prioritization was completed, series of 15.

workshops were held for each product in order to identify the main problems (gaps) that limit

production, harvest and post-harvest within each region of the country. The gaps were mainly related

to the crop (genetic improvement: production quantity and quality, resistance to pests and diseases,

etc.) or production practices (plant protection, crop management, harvesting and post-harvesting

losses, generic and environmental factors, etc.). Accordingly, during the inclusive workshops the

problems or factors that limit the production, harvest and post-harvest of the prioritized products in the

various departments (North, North East and South) were identified.

Results of the workshops were consolidated in tables reflecting the classification of problems 16.

identified, possible technological solutions, recurrence of the constraint, volume and level of losses

and possible solutions to be resolved through research and / or technology transfer. These tables (to

be found in the Project Life File under the Technical document for Component 1) will act as the basis

for the proposed main 8 applied research projects to be funded by PITAG in Component 1.

The proposed agricultural applied research projects included the development of adaptive new 17.

agricultural technologies and techniques that support increased productivity and resilience of

production systems to risks (climate change, pests and diseases, loss of fertility/erosion, water

management and irrigation, reduced labor costs and postharvest losses, markets, etc.).All research

projects will be expected to include gender and climate change considerations and foster adaptation

and mitigation measures.

Seven additional smaller projects will also be funded by PITAG. These will be demand-driven 18.

and their themes will be based on needs arising from the field. Field technicians working for

component 1, will be continuously monitor the agricultural productive sector and the farmers benefiting

from Component 2 of PITAG to identify emerging problems that would require adaptive research to be

resolved. These research projects will be further selected through a similar prioritization exercise as

the first major projects.

The funding of all research projects will follow a competitive process based on bidding by 19.

interested entities (expected to be a consortium of international and national institutions) and the

selection of the various proposals will be undertaken a panel composed of Ministry staff and external

experts (faculty members from Haiti and abroad). The detailed implementation arrangements for

Component 1 of PITAG are discussed is Appendix 5 and in Appendix 11 (PIM). It is expected that

expression of interest for research proposals will come from consortia that include international

research institutions (CIAT, CIRAD, CIP, EMBRAPA, CATIE, etc.), national or/and international

universities, national research centers, NGOs and farmer or producer organizations.

It is important to note that the process for identifying potential research institutions, the call for 20.

proposal and the development of the research proposals (based on field observations and need) will

be undertaken during the first 18 months of the project and the research implementation starting in the

middle of year 2. The research projects are expected to last 3 years and hence end during 4.5 years

into the programme (refer to PIM). Component 2 and through the incentive programme will be

distributing technological packages that are improved versions of packages proven effective in PTTA

implementation. Component 2 will hence not be dependent on the research results of Component 1 to

initiate activities. Whenever new technological packages resulting from applied research are ready,

they will be incorporated and within the incentive programme of Component 2 and provided to farmers.

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C. Strengthening of the higher education curriculum

Component 1 will also be responsible for strengthening higher education curriculum in support 21.

of enhanced applied and adaptive research and technology transfer capabilities in Haiti. This will be

done mainly through funding activities that are part of or support the applied research projects. These

include providing scholarships for masters (MSc) and doctorates (PhD) degrees, and supporting post-

doctorate activities such as participating in scientific events or subscribing to scientific databases.

Research projects supported through this component will be required to include in their 22.

proposals trainings that will be offered to officials and technicians of the entities involved in the

technical management of DI- MARNDR and to field technicians of PITAG, as well as to those involved

in providing technical advice and supervision of farmers, beneficiaries of the programme. This will also

involve training in the use of instruments and tools for data evaluation or the dissemination of technical

packages. In addition, students in faculties of agriculture, natural resources management and

agricultural engineering of national universities would be supported to do their theses or graduation

projects on topics included in the applied research projects. The training programs and manuals

developed and applied within these research projects would help promote the curricula of the faculties

of agriculture in the country.

D. The institutional strengthening of the MARNDR Innovation Directorate (ID)

Component 1 will also strengthen the ID-MARNDR through: (a) technical and scientific 23.

support; (b) Diagnosing the capacity of existing laboratories to determine the equipment and inputs

needed to support applications from applied research projects; (c) provision of materials and

equipment (mainly for laboratories) but also through vehicles; (d) strengthening the technical and

scientific capabilities and profile of its professional staff; (e) establishment of an information system on

innovation.

E. Establishment and running of Farmers Field Schools (FFS)

Through its implementation of applied research within PITAG, ID-MARNDR is aiming at 24.

ensuring that research products are put in the hands of local technicians, farmer leaders and

professionals in the country. Accordingly, PITAG will be testing and applying various approaches and

mechanisms for sustainable transfer of the most appropriate and efficient technologies and knowledge

to farmers. Component 1 will be testing for that purpose the FFS approach which is a participatory

approach that is based on the principles of adult education and experiential learning, and which allows

farmers to become researchers in their own field enhancing their analytical capacity. The approach is

also an important entry point for the close interaction between researchers, extension agents and the

farmers in the field.

25. The use of the FFS (Champs Ecoles Paysans - CEP) approach in Haiti is not new and it was

initiated just after the January 2010 earthquake. It emerged as one of the responses to the pressure

that was put on natural resources in rural areas caused by the flow of people fleeing the capital to

ensure food availability. Currently, it is being implemented in at least five geographical departments of

the country through projects funded by the Global Environment Facility, Spanish Cooperation, USAID,

the World Bank (WB) and the European Union, and implemented by FAO, MARNDR, and other

international NGOs such as Alternative Development Incorporation (DAI) and Alliance Agricole

Internationale (AAI). It is still being implemented through the RESEPAG II project funded by the WB

with intervention in the South and the Center- Artibonite, to support the adoption of new technologies

since several reports from the agricultural incentive projects implemented by MARNDR and/or its

partners have shown that the technical packages promoted are not always applied, even with the

provision of technical assistance. A detailed FAO assessment study was completed in 2015 on the

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effectiveness of the FFS in Haiti (http://www.fao.org/3/a-au993f.pdf). The FFS approach is being

In presently used together with the agricultural incentive programs as the case of RESEPAG II project.

2015 and through RESEPAG II, prepared as a user guide MARNRD has a FFS operational manual

(http://agriculture.gouv.ht/view/01/IMG/pdf/resepag_2-manuel_d_operation_cep-version_finale.pdf).

26. During the initial phases of PITAG, the FFS will be implemented using the technological

packages promoted through the incentive (voucher) programme in component 2 as an entry point to

the curriculum development (such as Agroforestry-mixed gardens/fruit trees or vegetables). New

research results arising from Component 1 during PITAG implementation will progressively provide

input for the technology menus promoted through Component 2 and some will be further tested in

FFS.

27. The project will finance farmers field schools (FFS) on a pilot basis in the municipalities where

IFAD is active in the South Department. At an initial stage 40 FFS will be established during the first 2

years and the expansion to at least 100 FFS by the end of the programme will be undertaken, based

on the results achieved and evaluated at mid-term evaluation. The FFS approach is already

implemented by several donor-funded projects in Haiti and it has the advantage of being highly

effective in building social coherence and trust among farmers thus enhancing their resilience to

external shocks including climate change. The approach would also allow for better targeting of

women and youth within the programme activities, establishing mechanisms for their participation in

mixed or separate field schools. The FFS will be based on a curriculum that will be applied over a

season-long duration, and that would be developed jointly by researchers working within Component 1

together with extension agents and FFS experts. The curriculum will cover the whole growing season

based on the phenological stages of the crop and modules will be implemented through sessions

where the same farmers regularly meet. The FFS will include Agro-ecosystem analysis (AESA)

sessions that are undertaken on a regular basis by farmers in their experimental field, which will

further support their environmental and ecological awareness. The project will also ensure that the

FFS curriculum will include specific modules on nutrition and dietary diversification, as well as on other

special areas that would be identified by the farmers during the implementation process of the

programme.

28. It is expected that around 20-25 persons will be trained as FFS facilitators through Master

Trainers (who are already available in Haiti, trained mainly through FAO). These are expected to be

extension agents, regional staff of MARNDR or staff of national or local NGOs, and it is expected that

at least 40% would be women and all should be local residents of the target areas. The first part of the

training will be for 2 weeks and will include topics on FFS principles and facilitation skills, technical

skills of the selected packages within the FFS, field work in agro-ecosystem analysis as well as

practical field training, training on household (HH) methodology principles and techniques that allows

them to be more sensitive to the needs and constraints of women and youth, and on family nutritional

and dietary aspects. This training will be followed by the development of FFS curriculum which will be

jointly developed by the researchers, trainees, FFS master facilitators and other specialists to ensure

the that sound technical information is presented in an integrated way in line with the FFS

methodology. The detailed material and equipment needs of each session (including needs for the

field experimentation) will also be identified. The FFS curriculum will be prepared in the local

language.

29. Since the facilitators would not be trained over a whole season, they may be faced with

specific difficulties (technical or managerial/facilitation issues) that may arise in the field when working

with farmers in the FFS. Accordingly, they would be requiring further support and the master facilitators

would be expected to continue coaching the facilitators in running their FFS during the first season or

year to ensure the quality of the facilitation and training. This will be done through regular visits to the

FFS by the master facilitators during the season as well as through the organisation of a refresher

course during the middle of the season for all facilitators during which besides refreshing the technical

http://www.fao.org/3/a-au993f.pdf

http://agriculture.gouv.ht/view/01/IMG/pdf/resepag_2-manuel_d_operation_cep-version_finale.pdf

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aspects, the problems and issues faced in the field are discussed and resolved. At the end of the

season all facilitators as well as some farmers, members of the FFSs will join another refresher course

which besides, refreshing the technical and facilitation skills of participants, would allow for a joint

revision and enhancement of the curriculum based on the experiences in the field. Coaching of the

facilitators in the second year will only be done, if seen necessary.

The FFS activities will be implemented with the support of a service provider, among several 30.

national or international NGOs with experience in this approach in Haiti. The selection process will be

on a competitive basis with the procurement procedures similar to the recruitment of all other service

providers within PITAG. The service provider will be supervised by the ID-MARNDR. FAO, as a

reference institution on the FFS approach and as the organization who has mainly trained the FFS-

Master trainers available in Haiti, may be called upon for special technical assistance and support

within the implementation.

II. Component 2: Promotion of sustainable agricultural technologies

This component will finance the adoption of profitable, climate smart, and sustainable 31.

agricultural technologies that will improve farm profitability, generate positive environmental

externalities, and facilitate the mitigation of and adaptation to climate change. The component will be

implemented through the agricultural incentives programme conducted by the MARNDR and which

has been successfully implemented in other development programmes and for which clear guidelines

and implementation procedures have been developed (refer to Appendix 11 PIM).

The programme is demand-driven. To become a beneficiary, interested farmers will participate 32.

in a series of awareness campaigns that will be organized to match demand and supply for the various

technological packages. To ensure that all segments of society are given equal opportunity to

participate, the programme will actively reach out to the poorest farmers and to those who do not

belong to existing networks, groups or organization. In addition, a system of quotas will be put into

place to ensure that 50 per cent of the technological packages are reserved for women, and 20 per

cent for youth. The component will cover 90% of the costs of the technologies through a matching

grant, and farmers will cover, in cash, the remaining 10%. The maximum amount of subsidy will

depend on the specific technology chosen by farmers and will range between US$400 and US$2,000.

Given the damages experienced by farmers in the areas affected by Hurricane Matthew, in the South

and Grand Anse Departments, the component will finance the total cost of the technologies.

Accordingly, in the IFAD targeted area (the South Department), farmers will be expected to contribute

mainly in-kind rather than in cash.

The implementation of this component will be mainly through operational service providers 33.

who will be selected on a competitive basis and are commonly a consortium of international and

national/local institutions and NGOs. They would be responsible for the following activities:

a. sensitization of farmers about the programme and the packages;

b. registration of farmers;

c. validation and confirmation of the information provided on their land size;

d. provision of farmers with vouchers that will allow them to receive material and technical

support from input providers (for seed, planting material, agro-chemicals, equipment and

machinery, etc.);

e. register the beneficiary farmers and their lands within a GPS system;

f. register the input providers ensuring that they have sufficient quantities of needed inputs;

g. control the quality and prices of the inputs provided by these providers;

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h. train the farmers on agricultural production for the technology packages provided;

i. provide the needed information and feedback on the progress of the programme to the

PEU of PITAG at MARNDR, in close collaboration with the DDA and BAC in their targeted

areas of their intervention.

Based on the lessons learnt in the PTTA project, this component has been further enhanced to 34.

include an information system for programme implementation that will allow for better registration and

recognition systems of farmers. This component will also provide additional technical assistance in

support to farmers, which was limited in PTTA and hence resulted in limited adoption. This TA will

provide support the coaching of farmers further on how to choose the technologies, and in

implementing them in the field, as well as additional strategic support to farmers on farm management

and commercialization practices. Technical assistance will also be provided for input suppliers of the

programme for enhanced quality of inputs delivered with training that focuses mainly on quality control

and environmental management.

A. Selection process of the technological packages in Component 2

It is important to note that the menu of the technological package identified in this report is 35.

expected to be updated regularly, based on the response from farmers and extension agents from the

field (including through the FFS) and as a result of the development of new research results provided

by Component 1.

As for Component 1, the selection of the preliminary menu of technology packages to be 36.

included in component 2 has been done through a thorough prioritization exercise. This was based on

a detailed study that assessed the agro-ecological and production characteristics of the PITAG

intervention areas, the relative importance of the different crops (annuals and perennials), and their

socio-economic relevance and their environmental sustainability (see in Project Life File under the

Technical document for Component 2). The study also assessed the technology packages developed

and promoted earlier through PTTA, the results of their adoption, their costs, the demand and supply

of these packages, and the constraints faced in their dissemination through PTTA. Experience of the

IDB-financed Natural Disaster Mitigation Program (PMDN), which promoted forest trees, cashew nut

and forage crops (mainly Napier grass) and their adoption was also taken into consideration.

Based on PTTA assessment studies, the adoption and impact of perennial crops including 37.

cocoa, coffee and the agroforestry garden package or "Creole gardens” was higher than that of annual

crops which included mainly rice an various vegetables. The main conclusions of the assessments of

the adequacy and impact of the subsidies granted indicated that overall, the subsidies provided by the

PTTA for these annual crops made it possible to alleviate punctually the problems of cash flow of the

farmers but neither the increases in yield were significant nor the generated incomes were sufficient to

result in sustainable investments in these crops. The impact on productivity and adoption was also

limited because the technical support to farmers was not sufficient and the technological packages

proposed did not take into consideration the farmer’s local conditions including difficulties encountered

in accessing water and labour.

On the other hand, the perennial crop packages of PTTA included coffee (new plantation and 38.

tree regeneration), cocoa (new plantation and tree regeneration) and agroforestry garden package or

"Creole garden". In reality, however, and despite the dominance of one crop in these packages,

several elements in these packages overlap. Especially for the creole garden package, the content

could vary according to the farmer’s needs, type of soil and the agro-ecology. Accordingly, all

perennial packages included in varying proportions, fruit and forest seedlings as cover crops, and

crops such as yam, banana or pineapple seedlings as crops for the lower canopy of the agroforestry

production system.

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The decision of farmers to replant cocoa or coffee in PTTA was stimulated by three major 39.

factors: 1) the increasing prices in the local and international markets; 2) increasing cost and scarcity

of hired labour forcing farmers to move away from the labour demanding annual food crops; 3) the

aging agricultural population, encouraging farmers to switch to extensive crops that can provide a

satisfactory level of income with a smaller investment in family work.

As per the assessment of PTTA by 2016, a total of 23,214 farmers had received subsidies for 40.

the establishment of perennial crops on an area of 10,000 hectares in 16 communes, which

represents 74% of the total number of subsidies awarded. The percentage of women beneficiaries

was 40%, indicating a clear interest of women for the perennial cropping systems. The average area

planted per farmer was around 0.4 ha.

PITAG has accordingly opted to work on technological packages for perennial crops only 41.

(including woody and non-woody perennials) which would have the multiple benefits of high demand

by the farmers, especially women, reduced production labour costs required with an ageing rural

population, and support to the enhanced soil and water conservation. However, further analysis of the

constraints and limitations faced during the implementation of PTTA was undertaken to further

enhance the initial technological packages to be selected for component 2 for the first year and

enhance the effectiveness of PITAG implementation. Taken into consideration the observed

constraints faced by farmers in terms of the availability of irrigation water and especially labour, PITAG

included also technological packages for agricultural equipment in support to irrigation of certain crops

and reduce labour needs and cost. The selection of these packages were based on the assessed the

status of use of agricultural mechanization in the project area, the availability of suppliers, and the

cost-benefit analysis (see in Project Life File under the Technical document for Component 2).

B. Constraints faced by PTTA and lessons learnt

Among the most important technical constraints faced in PTTA were the following: 42.

a. Coffee pests: Coffee production in Haiti is seriously affected by a multitude of pests

including rust, root rot diseases, bark beetles, and nematodes, that jeopardize the

productivity of coffee trees in the short or medium term. Serious losses are especially

encountered when plantations use seedlings infected already in the nurseries. Effective

control measures within the Haitian context are difficult to implement since they are too

costly, labour intensive, should be applied on a planting area beyond individual farmers,

would require specialized operators (for pruning or pesticide application), and should be

replicated annually. Besides, recent studies on the impact of climate change in Haiti

indicated that higher temperatures will strongly affect coffee productivity in lowland areas

(CIAT, 2014). Coffee was accordingly dropped from the packages of PITAG and was

replaced by cocoa, which is less risky in areas of low and medium altitude.

b. Poor quality of yam and banana plants: Assessments indicated that Income generated

from these two crops in the agroforestry systems was as important, if not more important,

than that of coffee or cocoa. However, PTTA had difficulties ensuring a supply of healthy

plants and varieties that are adapted to the different micro-environments of its target

areas. Banana seedlings provided were commonly infested with nematode and weevils

and the suppliers did not know how to treat these pests to provide healthy seedlings. This

resulted in significant losses in productivity and reduced survival of banana plants in

farmers’ fields. Besides, banana varieties provided by suppliers to PTTA beneficiaries

were mainly produced in lowlands, with bananas grown in the open field, available in

larger quantities and usually at lower prices. However, these varieties are not always

suitable and adapted for situations where bananas are grown in under tree cover in

agroforestry systems. As for yam, seedlings were supplied as mini-fragments ("minisetts")

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which allowed for cost saving and ease of transport. However, their recovery rate has

been low and in some cases farmers, had doubts that these small fragments would grow

and did not even bother to plant them. While planting yam using mini-fragments is a valid

technique, it may not be sufficiently effective if plants are subjected to stress situations at

the beginning of their growth, since low plant reserves in the small “minisetts” may not

sufficient to ensure plant survival. The size of the “minisetts” varies with varieties, and in

regions of Haiti where this technique has spread, fragments two to three times larger than

those provided by PTTA were used. Besides, in some areas suppliers have delivered the

plants either too early or too late in the season.

In general, PTTA had problems with input suppliers in terms of the adaptability of

delivered varieties, the quality of seedlings, and the delivery time to farmers. Accordingly,

a more detailed assessment of the varieties to be used for the different target communes

and the potential list of suppliers and their capacities were undertaken in preparation of

PITAG. Besides, additional training funds are allocated by PITAG to ensure that the input

suppliers abide by the required quality standards for seedlings and pesticides (document

provided) and that they deliver the needed quantities on time.

c. Absence of research structures limiting technological options to be scaled up: Apart from

some isolated initiatives within projects mainly run by NGOs or the efforts of farmers to

innovate, there has been no organized research on tree crops including fruit trees,

forestry, coffee or cocoa for the past 25 years in Haiti. Examples of such innovations by

farmers include the direct seeding and forest tree management techniques developed for

the production of charcoal wood and the selection of rust-tolerant material for coffee and

anthracnose-tolerance for cashew nuts. Due to the above mentioned problems, the short

implementation period and in the absence of organized applied research, PTTA was

unable to exhibit to farmers the comparative advantage and impact of using new varieties

(with pest and diseases tolerance, higher yields, adapted to market needs, or to local

conditions, etc.) or high quality seedlings. PITAG accordingly, is implementing in

component 1 adapted research activities that will feed into the enhancement of the

technological packages provided in component 2 during the implementation of the

programme.

C. Suggested varieties and input providers for agroforestry and perennial

crop packages

Specifically for the department of the South, activities carried out by a local NGO ORE 43.

(Organization for the rehabilitation of the environment) over the period 1985-2000 in support of fruit

production have made it possible both to introduce new adapted and profitable varieties and to

improve the know-how of a large group of farmers and technicians who were trained in grafting

techniques for young trees and over-grafting for mature trees. For avocadoes and especially

mangoes, such late varieties as Choquette, Lula and Zilate ("Zill Late"), allow to sell fruit in off-season,

when prices are 2-3 times higher than during the peak season. A significant number of master-

grafters, who are members of associations that have already served as input suppliers within the

PMDN (IDB-financed Programme de Mitigation des Désastres Naturels) are now available.

Banana suckers of the variety FHIA 21, that is resistant to Black Sigatoka disease and 44.

appreciated for the preparation of fries, are also available through the NGO ORE. Since this variety

however, has higher water requirements, it is particularly suitable for areas of wet or irrigated plains,

lowlands or low humid mountains (such as Camp-Perrin, Grande-Rivière, Borgne…). Besides, the

introduction of the PIF seedling reproduction technique (macro-propagation using plantlets from stem

fragments), will allow for the quick multiplication and area expansion of banana varieties that are

adapted, resistant to pests and have profitable markets.

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For cocoa, two successive USAID projects in the North have resulted in the selection of highly 45.

productive clones of local cocoa varieties and the establishment of collections for supply of grafts. The

company Haitika in the commune of Camp-Perrin, in the South, conducted a similar work in

collaboration with CIRAD.

In summary, Table 1 provides the type of planting material that can be considered for inclusion 46.

in PITAG packages, suitable areas and potential suppliers. The table below includes varieties that are

either tolerant to pests and diseases commonly encountered in Haiti or varieties that produce of off-

season thus offering higher incomes on their markets.

At the operational level, and to avoid problems and constraints observed in PTTA, PITAG has 47.

included into its implementation activities that improve the capacity of a number of potential input

suppliers to offer higher quality planting material of more adapted varieties, as well as other inputs

including pesticides and the related services. This will be done by better selecting the input suppliers,

enhancing their skills in the field through training, and ensuring that they abide by the prepared

document on the quality standards of agricultural inputs (reference in Appendix 13: the Project Life

File) with the participation of the various services of MARNDR.

Table 1. Summary of some of type of planting material to be considered in PITAG packages and potential

suppliers for the South department.

Type of crop Potential suppliers identified Contact

Banana variety: FHIA 21 Organisation pour la Réhabilitation

de l’Environnement (ORE) Eliassaint Magloire: 3792-1718

Avocadoes varieties :

Choquette, Lula ORE

Association des techniciens

agricoles de Camp-Perrin M. Aurélien: 3767-1227

Mango: variety Zilate (grafts

and grafted seedlings)

ORE

Agri-Smart

Cocoa grafted Haïtika Jean Chesnel Jean: 3662-2904

Coconut resistant to Lethal

yellows disease

ORE

Ferme de Lévy J.R. Saintus: 3485-1222

D. Selected technological packages of perennial crops

PITAG technological packages will incorporate more expensive planting material (relative to 48.

PTTA), that however are more likely to provide higher and more stable incomes over time and which,

through grafting, can at the same time reduce the time of entry into production. This will be done by

integrating off-season fruit varieties, grafted fruit seedlings and disease-tolerant varieties. Moreover,

these technological perennial packages will allow a better coverage of the soil thus participating in its

conservation over time.

Suppliers of planting material do not always have sufficient capabilities and know-how to 49.

provide sufficient and good quality seedlings. Part of the seedlings distributed will have to be produced

under contract with such specialized suppliers as NGOs, private firms importing or producing

seedlings, large farms. The program will therefore have to distribute both seedlings produced by

traditional local suppliers, similar to the arrangements made during PTTA, and improved material from

specialized producers/ importers. Part of the seedlings may also be imported from the Dominican

Republic (avocado Semil 34, coconut tolerant yellowing, mango Keitt). Potential suppliers have been

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identified for this purpose (including ORE, and Agricorp in the South).Taking into account the low

capacity of the suppliers and the likelihood of low availability of grafted or disease-resistant material,

perennial tree packages also include seeds for direct sowing where grafted material is not sufficiently

available.

PITAG will be providing a maximum amount of subsidy per farmer of US$1,200 which covers 50.

the cost of ploughing, planting, planting material and its transportation to the farm. Other costs will

remain the responsibility of the farmer. The packages provided includes subsidies for land preparation

and transportation of seedlings from the place of delivery to the beneficiary's plot. The costs of each of

the technological packages and the revenues generated were calculated and analysed in the detailed

study undertaken in preparation of PITAG.

Though the quantities of seedlings of improved varieties introduced by the program will remain 51.

relatively small for an impact, it is foreseen that established gardens and fields from planting the

packages will act as pilot sites demonstrating the effectiveness of these new varieties with the

expectation that this will lead to future expansion and adoption by other farmers. This is based on the

experience observed for the expansion of the "forage" package distributed by the PMDN in the South

Department.

The following are the selected types of technological perennial crop packages: 52.

"Creole garden" package: Creole gardens can incorporate the following crops in varying

proportions depending on the local agro-ecological conditions of the farm and the choice of

the farmer: avocado, coconut, mango, cashew, timber, yam, banana, pineapple. In humid

lowland areas, up to 10-20 suckers/seedlings of banana (FHIA variety) per recipient may be

included in the package, depending on availability. Grafted fruit tree seedlings would be

included if the parcel to be planted is in a location not exposed to potential cattle raiding.

Packages provided to female-headed households could include such crops as mirliton

(chayote or pear squash) in wetlands in the South or moringa trees due to their high nutritional

and medicinal qualities.

The estimated gross value added for the creole garden package is US $ 1,375 per half

hectare from the seventh year of production ($ 2,750 / ha).

Fruit tree package with hedge: This package is intended mainly for the Northern departments

(not part of IFAD target areas) but may also be considered in packages for communities in the

South where the annual rainfall of 1300-1600 mm and where soils are fertile and deep and

where there already a business of fruit production for local or regional markets (including

areas of Torbeck and Chantale). The production parcels to be planted should be around

residential areas that are easier to protect from livestock invasion in the dry season. To avoid

the tampering of livestock in the orchards to graze leaves of fruit trees in the dry season,

PITAG will finance the installation or support of hedges to protect the fruit tree seedlings. The

cost of installing prickly hedgerows for fences (candelabra hedge, Euphorbia lactea) is

estimated at US $ 100 per half hectare based on prices recorded in 2014.

The package includes 50-75 fruit trees per half hectare, the density varying according to the

fruit tree species chosen by the farmer. The same package could include different varieties of

avocado and mangoes, in support to expanded production and income, reducing risks due to

water deficits or severe winds that could affect yields of a specific variety at a particular

moment. For mangoes, the commercial varieties to be considered are the local varieties:

Baptiste, Francique, Jean-Marie, Fil Blanc and the improved late varieties Zilate and Keitt.

Avocado varieties would include grafted seedlings of improved varieties Lula or Choquette

which produce off-season and some seedlings of local varieties produced from seeds. The

package may also include improved coconut varieties. To generate returns until the fruit trees

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start producing, the package will include also banana suckers of the varieties Pauban and

Loup-Garou.

The estimated gross value added calculated for the fruit tree package is US $ 1,550 per half

hectare (US $3,100/ha) from the sixth year of production.

Creole garden-Cocoa package: This includes grafted and non-grafted cocoa seedlings, cover

trees (grafted or non-grafted fruit trees and forest trees), banana, yam and pineapple.

Depending on local availability of grafted seedlings, between 50 and 100 grafted cocoa

seedlings per beneficiary may be provided. It is assumed that the cocoa seedlings will be

planted in field plots that are already partially planted with woody trees or shrubs.

The estimated gross value added at the end of the fifth year is $ 1,450 for 0.5 ha ($ 2,900 /

ha).

Energy forest package: This package would be provided for planting in less fertile soils or drier

hillsides in several municipalities where food crop production is risky with low yields. This

package has been in strong demand within PMDN since it offered a guaranteed income even

in the drier years. This package is expected to improve the plant cover and soil conservation.

It includes seedlings of fast-growing species that produce post-harvest suckers such as

Catalpa longissima, Guaiacum sanctum or Cedrela odorata which are native to Haiti (John

MacLaughlin, Woody and Herbaceous Plants Native to Haiti, undated). These woodlots can

generate income through cutting for timber (carbon balance positive) or for coal (carbon

neutral balance since the equivalent of carbon released during the combustion of coal will be

captured through rapid growth of these species). The package includes species that generate

income through cutting after 3 years, and whose stump rejects are exploited afterwards with

rotations of 2 years. This period can be extended to 10 years for timber, which will then be

considered by farmers as savings that can be mobilized when in need of cash. However, it is

important to note that this package will not be implemented unless, based on research results

from component 1, it is shown that there is no risk that the proposed species would not be

invasive to the nearby natural park.

The gross value added for this package is estimated at $ 350 per half hectare for coal

production three years after planting ($ 700/ha).

Fodder package: This package has a good potential in the South department where Napier

grass has become a good cash crop (since promoted mainly through PMDN). Napier is a crop

less sensitive to water deficits than the food crops currently cultivated, it allows a good ground

cover thus participating in soil conservation and it is a perennial grass that is sold standing

with cutting intervals of 4 to 6 months depending on the fertility of the soil. PMDN has funded

the planting of 120 hectares of Napier grass for more than 300 farmers but there is still a very

large demand for this package in the area.

The first harvest (cut) of Napier grass is 6 months after planting. With two cuts per year, the

gross value added is $ 325 per year for half a hectare ($ 650/ha).

The list of potential suppliers for the packages are found in Annex 2 of Appendix 5 53.

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Table 2. Costs of technological packages and gross value added

Technological package Cost based on PTTA (for 1/2 ha) Gross value added /ha (USD)

Créole gardens 790 2,750

Créole garden- Cocoa 815 2,900

Fruit tree plot with hedge 508 3,100

Energy forest package 415 700

Forages (Napier grass) 470 650

E. Current situation of use of agricultural equipment in the project area

Despite the incomplete data available from the general agricultural census on the use of 54.

agricultural equipment and machinery, it is clear that the use of agricultural tools in Haiti, besides

manual tillage tools, is extremely low. Less than 1% of all farmers use pumps for irrigation and less

than 2% of farmers have access to sprayers. The percentage of famers owning such tools is much

lower since most users of these equipment usually rent them.

Specifically in the South Region and in the plains of Cayes and Cavaillon, ploughing using 55.

animal traction is old and widespread and the region benefits from highly equipped plough

manufacturing and repair workshops. The provision of plowing services to available tractors was

mainly delivered through the "Development of the cereal sector in the Cayes Valley" project, financed

by the Taiwanese cooperation (and was completed around the end of 2016) and it covered the

municipality of Torbeck and its surroundings to the west providing the services of four tractors to meet

the demand of farmers.

The water table that is useful for irrigation is between 30 and 175 feet, but pumping is rarely 56.

practiced in the plain of Les Cayes. However, some farmers use water pumps along the banks of the

Cavaillon River.

F. Suppliers of mechanized equipment at the national market

For the country as a whole, there are around twenty suppliers of mechanized agricultural 57.

equipment. These companies and artisanal workshops are listed in the table below. Among the most

important, three of them are based in Port-au-Prince and have no subsidiaries in the provinces: the

houses Charles Féquière, Automeca and Murat Excellent. The Agrotechnique firm has the most

important national network of on-farm equipment sales through a dozen of its Agro-Service branches.

Artisanal workshops exist in the Plaine des Cayes (Laborde), at Hinche especially serving the 58.

Central Plateau and Cap-Haitien. The best equipped workshops for the manufacture of ploughs are

that of Bellony Blanc in Laborde, run by artisans trained and equipped through the Ateliers - École de

Camp-Perrin (AECP), and that of GRADES in Cap-Haïtien. In Laborde in the plain of Les Cayes, there

is another artisan trained by the AECP, producing moulds used for the manual digging of wells. The

GRADES manufactures besides ploughs, harrows, cassava processing equipment, sugarcane mills

with spare parts. The Hinche Intermediate Development School (EMDH), a training center under the

Ministry of Agriculture, also manufactures various types of cultivation and processing equipment.

AECP and GRADES also provide training for equipment users and the Taiwan Mission in the 59.

Artibonite has in the past organized training sessions on the management and maintenance of tillers.

The names of the suppliers of agricultural equipment, their location of manufacturing or sales, 60.

the services they provide and their contacts are to be found in Annex 4 Appendix 5. Details on the

characteristics of material manufactured and the prices are available in the detailed study undertaken

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in preparation of PITAG (see Appendix 13 on the Project Life File, Technical Document on Component

2).

G. Technological packages of agricultural equipment

a. Motor pumps: These would be provided mainly for use along the banks of permanent

watercourses and areas where groundwater is shallow and could be used in the plains of Les

Cayes and Cavaillons. The pumping of surface water, particularly on the Cavaillon River, is

already practiced by a few individuals and could be extended for growing vegetables between

November and April and to bananas. The objectives of providing motor pumps is reducing

climatic and economic risks, securing income and cash flow for farmers as well as increasing

yield and farm income through improved water supply of crops, more efficient use of inputs

and enhancing the opportunities to produce off-season crops benefiting from higher prices at

the markets. Motor pumps can also be rented to neighboring farmers. Training in irrigation

techniques and pump maintenance would be needed for a good use of the investment and

would be provided by PITAG. This training could be undertaken by available equipment

vendors (Jaden Lakay, Agrotechnical, Agro Pam) or consulting firms (eg AgroExpert Group).

b. Animal traction: This could be used for all crops in rainfed and irrigated conditions and will

target beneficiaries in the plains of Cayes and Cavaillons. Under rainfed conditions, the plough

performs deeper tillage than hand tools hence improving the infiltration capacity of rainwater,

allowing better rooting of crops, and supporting weed control, all factors that would increase

soil and labour productivity. Besides, under both rainfed and irrigated conditions, the use of

ploughs allows for reduced soil preparation time providing for a better alignment of the crop

cycle with the availability of water and hence higher yields. Ploughing with animal traction will

also reduce production costs and better cope with the lack of manpower during peak

agricultural work. The life cycle of ploughs is 15 years and that of the draft oxen is 5 years.

Where there is no mortality, the oxen could be then sold to butcheries at the purchase price

after 5 years. The traction plough would plough one hectare in seven days and within the land

preparation season of 3 months, it can plough approximately 10 hectares. However, because

of the small farm areas in Haiti, the owner must generally rent the tool to other farmers to

make the investment profitable. Beneficiaries of this animal traction tool would need technical

assistance including through oxen training and on-the-job training of operators. The only

service operator equipped and qualified for this type of assistance is the Research and Action

Group for Economic and Social Development (GRADES), based in the suburbs of Cap-

Haïtien.

c. Threshers, drying and storage equipment: These are mainly equipment supporting annual

crops that are often grown in association with agroforestry and are of direct support to the

livelihood of farmers including maize, rice, beans, sorghum, corn, and peanuts. The

acquisition of such equipment and especially drying equipment and storage silos are

investments whose depreciation period is long and which have real added value for farms. In

fact, this investment makes it possible to store agricultural production in good conditions, thus

reduces postharvest losses and allows for better sales prices, thus improving the creation of

wealth for the farm. Storage techniques using silos are not known to farmers in the target

areas and hence farmers would need qualified and close supervision to reduce losses during

storage.

d. Costs: For the equipment packages, it is expected that the counterpart contribution by the

beneficiaries will be up to 15% of the value of the proposed equipment.

Table 3 below indicates the estimated cost of the proposed equipment in the packages:

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Table 3. Proposed type of equipment in the agricultural equipment packages, their cost and

expected counterpart contribution by the beneficiaries

Equipment type Cost of equipment ($) Expected counterpart

contribution ($)

Animal and traction equipment 2,300 345

Threshers 480 72

Motor pumps and wells (cost

variable depending on the type of

equipment)

1,300 195

Drying and storage equipment 500 75

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This Appendix describes the project management arrangements for the Agricultural and 1.

Agroforestry Technological Innovation Programme (PITAG) that that will be implemented over 5 years.

Implementation would be guided by the Project Implementation Manual (PIM) that details the role and

responsibilities of all actors and the implementation modalities of PITAG (see Appendix 11). The

Ministry of Agriculture, Natural Resources and Rural Development (MARNRD), will be the Executing

Agency (EA) of PITAG. The organizational set-up to be put in place is articulated around four levels of

responsibility:

Project Management (MARNDR);

The level of steering and consultation consisting of the Steering Committee and a consultation

mechanism at the departmental level;

Level of coordination and management of activities corresponding to the Project Execution

Unit (PEU);

Level of implementation of field activities by contractual service providers recruited by the

program with the support and supervision of the MARNDR (centralized and decentralized)

bodies.

I. Implementation arrangements

A. Project Steering Committee (CPP)

The CPP will be composed of is responsible for providing general guidance to the project and 2.

ensuring that its activities are implemented in compliance with the Government’s policies, approving

the annual work plans and budget, ensuring proper coordination with other development programmes

and providing broad oversight for project implementation.

Specifically, the CPP will have the following mandated responsibilities: 3.

Approve the operation manual;

Validate, before submission to the donors, any modification of the operations manual;

Provide overall guidance and overall monitoring of the implementation of project activities;

Ensure that the project schedule and budget are respected;

Approve, before submission to the donors, the Annual Project Implementation Plan and its

annual revisions that would be proposed by the PEU;

Validate, before submission to the Bank, all the technical and financial reports presented by

the PEU.

The nomination of the members of the Steering Committee will be finalized once the programme 4.

will be initiated, and they will include (but may not be limited to) the Director General of MARNDR (or

his nominee) as chair, the Unit of Studies and Programming (UEP) of MARNDR, the Departmental

Directorate of Agriculture (DDA) of MARNDR, and the Ministry of Economy and Finance (MEF), with

the IDB and IFAD as observers.

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B. Project Executing Unit (PEU)

The same Project Execution Unit (PEU) team that was established within the MARNDR for the 5.

PTTA/RESEPAG projects will be the same to manage PITAG both technically and administratively.

The PEU will ensure the overall management of PITAG and will be supported by the Procurement Unit

of MARNDR (UPMP).

PEU responsibilities. The PEU will be responsible for the overall implementation of the 6.

Program under the direct supervision of the MARNDR General Directorate and is composed of a

central implementation team and decentralized support teams in the field mainly through the

Departmental Antennas (DA) who will be assigned to the Departmental Directorates of Agriculture

(DDA) in the respective blocks and located within the DDA premise. The PEU will be technically

supported by the Innovation Directorate (ID) within the framework of the implementation of component

1 of PITAG, as well as by the procurement specialists from the MARNDR Procurement Unit and the

relevant DDAs. It is to note that to facilitate the implementation and monitoring of PITAG activities, the

targeted departments within the country have been grouped into 4 Blocs. The South Department,

which is where the activities of IFAD will be concentrated has been designated as Bloc 3.

The PEU will be responsible for the (i) the overall planning and coordination of the project, (ii) 7.

the launching and follow-up of tenders, (iii) the implementation of the of the project in accordance with

the methods defined in this operations manual , (iv)financial management of the project and (v) the

overall monitoring of the project. The Innovation Directorate (DI) will be responsible for the planning

and technical supervision of Component I (see Figure 1). The EU will be based in the premises of the

Ministry of Agriculture of Natural Resources and Rural Development (MARNDR) in Damien and will

have four (4) antennas in the departments selected for the project as per the Blocs (North, Northeast,

South and Great Cove).

In addition, the PEU will be responsible for hiring: 8.

Institutions who will be undertaking the research projects;

Operation service providers (OPS) who will be responsible for managing the agricultural

incentive programme, providing technical support to farmers and input suppliers benefiting

from component 2 and coordination activities with financial institutions engaged within

component 2;

Service providers managing the implementation of Farmers Field Schools;

Financial institution in charge of managing incentive funds and making payments to service

providers;

Consultants supporting in training;

A consultant for the technical auditing of agricultural incentives;

A consulting firm in charge of the final evaluation of PITAG;

A team of consultants in charge of the impact evaluation of PITAG;

A accounting firm in charge of the audit of PITAG;

Other consultants (where needed).

The detailed responsibilities of the PEU are described in the PIM (Appendix 11). 9.

PEU composition: At the central level, the PEU will be composed of the following members: a) 10.

one Programme Coordinator, b) one Senior Technical Advisor, c) an Administrative and Financial Unit,

d) one person responsible for monitoring and evaluation, e) one GIS specialist (geographic information

system); f) two IT specialists; and g) one specialist in environment. Besides, an additional targeting

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specialist will be working within the PEU and will be in charge of all targeting aspects (poverty, gender

and youth) and support in the communication activities of the project (initially on a part-time basis).

During the implementation of the project, and based on the needs, this expert may become a full-time

member of the PEU.

At the decentralized level in the field, the PEU will be supported by the assigned Department 11.

Antenna manager (DA) each with one assistant for each of the 4 PTIAG Blocs. These will be located

within their respective DDAs. The PEU will also be supported by the staff of the DDAs and BACs.

For the implementation of Component 1, the PEU will be supported by the Director of Innovation 12.

(ID) and his supporting staff which will include: 1 technical adviser, 1 monitoring officer, 3 supervisors

of research programs at the central level and 5 field technicians (at the decentralized level in the

different).

The exact composition of the PEU is detailed in the PIM (Appendix 11). 13.

Departmental Antenna (DA): The DA is the local persons responsible for coordination of the 14.

incentive programme (Component 2) within the department where he/she is allocated. The DA sits

within the premises of the Departmental Directorate of Agriculture (DDA), and controls the proper

functioning of the programme in the field. The AD is therefore responsible for the following:

proposing, if necessary, to the PEU adjustments to the Procedures Manual; a.

supporting the OPS particularly in the context of the visits of suppliers; b.

supporting any audit/internal or external control; c.

checking the quality of goods and services offered by suppliers; d.

controlling the implementation of the technical packages; e.

receiving complaints and forwarding them to PEU; f.

periodically submitting to PEU monitoring reports. g.

C. Directions départementales agricoles (DDAs) and Bueaux agricoles

communaux (BACs)

The Departmental Directorates of Agriculture (DDA) are the decentralized services of MARNDR 15.

in the departments. As such, they are both the representative of the MARNDR and the PEU. Their

mandate is therefore broad, from the dissemination of standards and legislative acts to planning,

technical support, information gathering, participation in the monitoring and evaluation of interventions.

Given their limited resources, DDAs of the North, Northeast, Artibonite, South and Grande Anse

departments will be strengthened. The main responsibilities of the DDAs are the following:

As local representatives of MARNDR, their mission is: 16.

To control, support and supervise the activities of the Service Providers Operators;

To participate in the monitoring and evaluation system.

As a decentralised department of the MARNRD, they will be called upon to carry out certain 17.

activities planned under the project:

locally adapt the manual of procedures and the technical standards of the incentives

programme (components 2);

participate in the establishment of the register of producers and service and input suppliers,

and validate the registers;

approve the list of approved suppliers;

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accompany the Operations Service Provider (OPS) in the verification process for the

technical package co-financing mechanism;

carry out the control/verification of the services provided with the grants delivered through

the incentive mechanism (with the support of the OPS).

The BACs (Communal Agricultural Offices) are in principle distributed throughout the 18.

municipalities. Their general mandate is to ensure, at the local level the training of farmers and their

organizations, provision of technical support to farmers in production and marketing, collection of

information and data and support in monitoring and evaluation of interventions.

Within PITAG, the role of the BACs are expected to provide support and will be responsible for 19.

the following:

support OPS by facilitating the updating of the Farm Register;

facilitate awareness campaigns;

facilitate the planning and organization of meetings, missions and other events organized by

OPS, PEU or any other entity of the MARNDR;

support OPS in producing the inventory of suppliers of agricultural goods and services;

facilitate the submission of co-financing applications;

support OPS in technical assistance with technical packages distributed;

facilitate controls and the collection of information in situ;

receive complaints and transmissions to the Departmental Antenna.

The Directorate of Innovation ID-MARNRD: The technical packages proposed to the farmers 20.

within component 2 will be able to evolve according to the research and the results coming from

component 1. Accordingly, the ID will have a major role and responsibility within PITAG and will be

responsible for the direct supervision of component 1. Through its management staff, ID will have the

following responsibilities:

Validate the choice of themes of the research programs conducted by the technical

assistance;

Validate research protocols;

Validate the results of the research;

Ensure dissemination of these results;

Supervise the implementation of the information system dedicated to applied research.

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Figure 1. Organizational chart for the implementation of PITAG

II. Implementation of Component 1

The objective of Component 1 is to contribute to increasing the productivity of the farmers who 21.

benefit from Component 2 of the PITAG and, consequently, through applied research, technology

transfer and training, and support to strengthening structures and institutions involved in these

processes.

The operational structure and the main actors involved in the implementation of Component 1 of 22.

the PITAG are described below with the scheme of implementation of the component in figure 2.

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Figure 2. Organigram of Component

The PEU of PITAG: This will be responsible for the administration of the funds granted for 23.

Component 1.

The Direction of Innovation (DI) of MARNDR: will be the institutional axis responsible for 24.

Component 1 and all the activities to be carried out by its Executing Technical Unit (UTE). The DI

will establish a Scientific Committee, which will provide scientific-technical support for decision-

making, and could, at the request of the ID, participate in the: (a) approval for the registration of

Research Entities (see below); (b) identification and approval of research topics; (c) evaluation of

project proposals; (d) provision of follow-up and scientific-technical support to the executions of the

projects; (e) analysis and evaluation of the results of the projects; (f) in the evaluation of results

published from the projects. The Scientific Committee will be composed of national and international

researchers of proven experience and prestige, at the request of the ID. For the evaluation of large

projects (funds above US$150,000), the participation of researchers from Research Institutions of

proven international standards and accreditation (such as CIAT, CIRAD, CIP, EMBRAPA, IDIAF,

etc.), will be mandatory. Researchers, members of the Scientific Committee who evaluate and/or

approve projects, cannot participate in the proposals.

The UTE will work under the leadership of the DI and its Director. The following functions of the 25.

UTE could be delegated to a hired senior Technical Advisor (TC): 1) planning, 2) supervision, and 3)

coordination of all the activities within Component 1.

The UTE will have the following support staff: One project monitoring and support officer in 26.

charge of providing follow-up and support to the Projects (SAP) in execution; 3 assistants supporting

the Technical Advisor and the SAP; and 1 field technician working closely with the institution

implementing the research project and whose function will be to follow up on the activities and

processes of research project implementation, and support in the identification of weaknesses,

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constraints and problems that producers and farmers face within Component 2, which would require

solutions through applied research. In the Department of the South, this technician will be working

closely with the FFS and their facilitators to propose new areas or revisions of applied research. The

technicians will be trained to carry out their assigned activities.

The UTE will be responsible for the following areas of action: 27.

Control, accreditation and registration of Research Entities and Institutions eligible for (a)

being part of Component 1. Research entities and institutions that carry out agricultural research

to be registered within the programme will submit registration requests, which would be

evaluated, approved or denied based on set criteria, and accordingly become registered within

the programme. The UTE will control that the entities and institutions of agricultural research

proponents are duly registered and the registry updated.

Identification of research topics. There will be continuous monitoring of the agricultural (b)

productive sector and farmers benefiting from Component 2 of the PITAG, in order to identify

the problems and needs of the sector profitability and competitiveness that require solutions

through applied research.

Call for proposals for applied research projects. The priority topics identified to be (c)

researched will be defined, the ToR prepared, the entities and/or research institutions registered

in the Register of Research Entities and Institutions for Component 1 will be called to tender and

submit their proposals for the projects for competition.

Reception and evaluation of proposals of research projects and technology transfer. (d)

Project proposals will be received and evaluated; when fulfilling the requirements, a proposal

will be approved. The winning proposal will be publicly announced and informed and a project

implementation contract will be signed between the winning entity and the UTE after which the

funds necessary for the implementation of the approved projects will be granted.

Monitoring and support for project implementation. The project implementation process (e)

will be continuously monitored and assessed, both for its implementation status as well as

impact through technology transfer.

Analysis and evaluation of the results of the research projects. The results of the partial (f)

and final products obtained by the projects will be analysed and evaluated technically and

scientifically for the approval of the disbursements of agreed funds and final payment.

Databank of research results and their publications. All research results and products will (g)

be submitted in writing for each completed project. These will be analysed and will be

classified according to their publication type to be approved for registration in the

research databank.

Analysis of the agricultural research situation in Haiti: In preparation of PITAG, a detailed 28.

study on the current situation of Agricultural Research in Haiti was undertaken that was based on

literature reviews, meetings with agricultural research stakeholders in the country including staff of DI-

MARNDR as well as universities (Université d’État d’Haïti (UEH), Faculté d’Agronomie et de Médecine

Vétérinaire (FAMV), etc.), technical schools and public research and extension centers, agriculture

development projects, national and international NGOs, farmer and producer organizations and

associations especially those who were involved in applied research and varietal trials, such as

Coopérative Caféière Union de Mont-Organisé (CAFUMO), Coopérative Sainte-Hélène de Carice

(COSAHEC), input providers and private companies. Most of the information obtained from the

literature review was from the document: “Inventaire des Actions de Recherche Appliquee en cours en

Haiti dans le domaine Agricole (Document de Synthese)- Projet DEFI- MARNDR- June 2012 but also

from the data from the Agricultural Science and Technology Indicators (ASTI) program and the Journal

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Citation Reports (JCR). The results of the analysis of agricultural research institutions in Haiti are

found in Annex 1 of this Appendix.

The Entities and/or Research Institutions, public or private: will be responsible for making 29.

proposals of applied research and technology transfer projects funded and managed by Component 1.

If and when projects are approved, they will be responsible for implementing them in accordance with

the Rules and Procedures of Component 1 (as detailed in the PIM – see Appendix 11).

Farmers Field Schools: The procedures for the implementation of the FFS have not been yet 30.

detailed by MARNRD nor incorporated within the PIM, despite the agreement between IFAD, IDB and

MARNRD on its inclusion within Component 1. This is due to the fact that IFAD’s contribution has not

been officially approved and the PIM has already been prepared. However, it has been agreed that all

IFAD’s additional requirements and activities will be discussed at the PITAG start-up workshop and

the PIM will be accordingly updated.

The foreseen process for the FFS activity starts with the preparation of the ToRs and launch an 31.

open call for interest by the ID for services providers to apply. A committee will be set for the selection

of the most appropriate proposal and provider. This process is to be completed within the first 6

months of the initiation of PITAG.

The FFS activities are foreseen to run in 2 phases: 32.

• Phase I (2 years): 40 FFS established with a total of 1000 farmers reached (50% women);

• Phase II (another 2 years) after midterm: 60 FFS established with a total of 1500 farmers

reached (50% women).

The expected total beneficiaries throughout the project duration is 2500 farmers out of which 33.

50% are women– at least 20% youth.

The implementation process will follow the FFS operational manual as a user guide 34.

(http://agriculture.gouv.ht/view/01/IMG/pdf/resepag_2-manuel_d_operation_cep-version_finale.pdf)

with some modification / adaptation if needed.

III. Implementation of Component 2

The implementation of this component is guided by the Manual of Procedures (PIM – see 35.

Appendix 11) the Agricultural Incentive Programme. It has been prepared by the MARNDR based on

its experience in implementing such programmes with adjustments made to ensure the inclusion of

lessons learnt from earlier projects. The POM establishes standards and procedures for the MARNDR

with regard to programming activities, procurement audits, and monitoring and evaluation, among

others.

This component is led by the PEU within the MARNDR and for the implementation of the 36.

agricultural incentive programme through component 2, the responsibility of the PEU will specifically

include:

Participation in the adjustment of this POM; (a)

Managing the initiation, closing and, if necessary, pausing the incentive programme; (b)

Assigning and supervising the Departmental Antennas (DAs); (c)

Recruiting and supervising the OPS, Financial Institutions, Information System suppliers (d)

(STSI), and any other provider;

Validating the list of approved input suppliers; (e)


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Evaluating and managing complaints received through the program; (f)

Validating requests for co-financing of technical packages; (g)

Ordering payments to suppliers. (h)

The DAs (and their assistants) in the departments will be responsible for the following activities: 37.

proposing, if necessary, to the PEU adjustments to the Procedures Manual; a)

supporting the OPS particularly in the context of the visits of suppliers; b)

supporting any audit / internal or external control; c)

checking the quality of goods and services offered by suppliers; d)

controlling the implementation of the technical packages; e)

receiving complaints and forwarding them to PEU; f)

periodically submitting to PEU monitoring reports. g)

The local agricultural offices (BAC) will also be requested to participate and support in the 38.

implementation of the agricultural incentive programme in the field. The BACs will support the

process in particular:

Support OPS in facilitating the updating of the Farm Register; a)

Facilitate awareness campaigns; b)

Facilitate the planning and organization of meetings, missions and other events c)

organized by OPS, PEU or any other entity of the MARNDR;

Support OPS in producing the inventory of suppliers of agricultural goods and services; d)

Facilitate the submission of the co-financing applications by famers; e)

Support OPS in technical assistance with the technical packages distributed; f)

Facilitate the controls and the collection of information in situ; g)

Receive complaints and transmissions to the PEU. h)

Service providers supporting the implementation of PITAG. They include the following: 39.

Operations Service Provider Operator (OPS): These will be independent and experienced 40.

entities dedicated to the project and responsible for the smooth running of the component 2 activities

on the ground. They will be responsible for the on-site management of this component in each block

(with one OPS in each of the 4 PITAG blocks). The Service Provider Operator (OPS) must have a

recognized knowledge of the area and have had at least one prior intervention in any field in the area

or have experience in agricultural accompaniment in the area. In addition, the OPS must have human

resources capable of carrying out technical and animation activities, and agricultural technician level

and at least one higher level facilitators who can supervise technicians for the formalization of

technology adoption contracts. In accordance with donor’s procedures (IDB and IFAD), OPS will be

recruited by the PEU on international competitive bidding basis.

The OPS would be specifically responsible for the following actions, inter alia: 41.

Registration of farmers in the intervention area in a dedicated register;

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Verification of the eligibility of suppliers of agricultural goods and services;

Training of suppliers and farmers in the area on new technical packages, quality standards

and procedures of the agricultural incentive programme;

Lead the various communication campaigns dedicated to the component;

Register co-financing applications from farmers; where appropriate, support farmers in

drafting their application;

In-situ control of the eligibility of co-financing applications;

Ensure the geographical distribution of the technical packages;

Ensure that suppliers can meet the demand;

Check delivery of suppliers of agricultural goods and services;

Accompany farmers in the application of technical packages at the level of technical

itineraries or economic models associated with these packages;

Provide technical advice related to technical packages once beneficiaries are identified;

Conduct periodic monitoring (through the local consultation mechanism) of agricultural input

prices and report any significant developments to the PEU;

Support any internal or external audit;

Receive complaints and transmit them to the PEU;

Submit to the PEU periodic monitoring report.

Several potential national and international organizations that are active in the area of rural and 42.

agricultural development could be contracted as OPS for the implementation of this component

based on a competitive bid. Experience with service providers used in PTTA is variable and while

could be disqualified based on that experience, others have been very effective. The potential

providers that the mission was able to get information on are suggested in Annex 2 of this Appendix.

These include: CA17 International, AGRER (Belgian Management Consulting firm), Alliance Agricole

Internationale (AAI- Consortium of 3 Canadian NGOs), HYDROPLAN, Associazione Volontari Servizio

Internazionale (AVSI), and Agridev (Agribusiness and Development).

Input suppliers for crop packages: During its implementation, PTTA faced major constraints in 43.

terms of the delivery of quality seeds and seedlings by contracted input suppliers (refer to Annex 3 of

this Appendix). Based on lessons learned in PTTA, issues included selecting varieties that were not

adapted to the local conditions, or had no value added to what farmers use, diseased, invested or

weak seedlings and vegetative material, limited quantities provided, high cost of material, long

transportation distances, limited knowledge of suppliers of quality standards, limited technical capacity

of suppliers to provide technical support to farmers, etc. Accordingly, during the process of identifying

and prioritizing crop technological packages to be used in PITAG component 2, not only enhancement

in the perennial packages were sought but an assessment of input suppliers was also done . The input

suppliers of new varieties (high yielding, resistant to pests and diseases, late maturing, required by the

market, tolerant to drought, etc.) were identified. Their production capacities, nursery management

knowledge and capacity to produce grafted and non-grafted and healthy seedlings in the required

quantities and in time as well as their contacts were obtained. Identified input suppliers and the

relevant information about them are found in the Annex 3 of this Appendix as well as within the

description of the crop technological packages in Appendix 4.

On the other hand, PITAG has allocated special funds for technical assistance to allow the 44.

suppliers to produce and deliver inputs based on the quality standards required.

Republic of Haiti




98

Input suppliers for equipment packages: Similarly, input suppliers for the equipment technical 45.

packages were identified and the type and amount of material they sell, the location of their atelier and

sales points, their capacities, the services they provide (training , maintenance, etc.) as well as their

contact information were provided. Detailed information on these input providers are detailed in Annex

4 of this Appendix as well as in Appendix 4.

Service providers for the implementation of Farmers Field Schools in component 1: The use of 46.

the FFS (Champs Ecoles Paysans- CEP) approach in Haiti is not new and it has been used since

2010. Presently, it is being implemented in at least five geographical departments of the country

through projects funded by the Global Environment Facility, Spanish Cooperation, USAID, the World

Bank (WB) and the European Union. It is being implemented by FAO, MARNDR, and several other

international NGOs. Besides, FAO has trained many Master trainers in the FFS methodology in Haiti

which makes the launching of any new FFS programme easier. Besides, FAO is presently

implementing the project: «Assistance technique au processus d’institutionnalisation et d’application

de la démarche Champ Ecole Paysan et des techniques d’Agriculture de Conservation auprès du

Ministère de l’Agriculture, des Ressources Naturelles et du Développement Rural» in Haiti (2017-18).

On the other hand, the WB-funded RESEPAG II project with interventions in the South and the Center-

Artibonite and implemented by MARNRD, is using the FFS methodology to enhance the adoption of

new technologies promoted through the agricultural incentive programme implemented by MARNDR

which was reported to remain limited despite additional technical assistance. Within the framework of

RESEPAG II, MARNRD in 2015 has prepared an FFS operational manual as a user guide

(http://agriculture.gouv.ht/view/01/IMG/pdf/resepag_2-manuel_d_operation_cep-version_finale.pdf.

Accordingly, there is sufficient capacity and service providers in the country to provide support to the

implementation of the FFS activities within PITAG. Besides, the technical assistance of FAO, some

potential service providers include Catholic Relief Service (CRS), Associazione Volontari Servizio

Internazionale (AVSI), Centre d’Etude et de Cooperation (CECI), Alternative Development

Incorporation (DAI) and Alliance Agricole Internationale (AAI).

Financial institutions: A co-financing mechanism will optimize the number of farmers willing to 47.

adopt the technical packages. While MARNDR through PITAG will finance a large part of the

technological packages, a part will remain the responsibility of the farmer. In fact, PITAG is requesting

10% in-cash cost-sharing from the farmers for every package (with the exception of the South where it

will be in-kind). Considering the amount of package expected to be distributed, there will be a lot of

transaction activities related to transfer of funds to the MARNDR account from the beneficiaries and

transfer of funds from MARNDR to the input suppliers. Thus, for each technological package, there will

be two types of financial transactions: the farmer pays his counterpart by transferring the planned

amount to the MARNDR account; after delivery of the technical package by the farmers' suppliers (and

its verification by the OPS), the MARDNR transfers the total amount corresponding to the technical

package to the supplier's account. Based on an analysis made by the MARNDR and IDB during

design (see Annex 5 of this Appendix, Synthèse sur l’intermédiation financière pour le PITAG), three

options have been identified to ensure the financial transactions between the farmers, their suppliers

and the MARNDR, and these include: i) commercial banks, ii) cooperatives and microfinance

institutions and iii) mobile banking.


Republic of Haiti



Appendix 5: Analysis of agricultural research institutions in Haiti

99

Annex 1: Analysis of agricultural research institutions in Haiti

1. MARNDR, through its Directorate of Innovation (DI) is the institution responsible for agricultural

research in the country. The DI itself, however, does not have a direct role in the implementation of

research, extension and training, but it can carry out projects through its public research institutions

and centers or in collaboration with the private institutions and centres. However, while ID is mandated

to be the reference institution for the promotion, management, and coordination of agricultural

research and the development and implementation of its national policy, the limitations in human and

financial resources, operational instruments (regulations, norms and procedures), operational plans

and strong legal framework does not allow it to perform its mandate as expected. It is expected that

the development and implementation of Component 1 of the PITAG, would serve as a model and

basis for developing and implementing the operational tools needed to allow DI-MARNDR to perform

their role and responsibility for agricultural research in the country.

2. Institutions involved in agricultural research in Haiti include public institutions and centres,

universities, NGOs, farmer organizations and associations, as well as private centres and companies.

Most of these organizations undertake some level of extension and technology transfer of research

results as well as training activities.

3. Public Institutions. DI-MARNDR is the institution responsible for organization and coordination

of agricultural research in the country. However, as indicated above, with the limitations that DI faces,

research programs at present are undertaken with very limited coordination and synergies, resulting in

wasted resources, limited operational support, and weak control over the scientific quality control.

Public sector institutions constitute 35% of all the institutions working on agricultural research.

4. Most public institutions, including agricultural research and extension centres, technical schools

as well as state farms also suffer from limited capacities and support instruments. Accordingly, very

few of them are actually operational and run effective research projects. However, these institutions

usually host projects funded within the framework of international cooperation and run by other

research actors from the private sector, international cooperation or universities. The staff dedicated to

research within the public institutions are civil servants who mostly hold a Bachelor degree (BSc) in

agriculture, with only few further specialized and holding Masters (MSc) or PhD degree.

5. MARNDR has 4 Research and Extension Centres in the different regions of Haiti, and that

mainly work on testing new varieties and seed multiplication.

6. Levy/Camp-Perrin Centre (South): this was rehabilitated and equipped in the 2007-2013 period

by the DEFI Program, financed by the IDB. Due to lack of adequate human resources, it did not carry

out the research programs foreseen in the DEFI program. Research in this centre has been conducted

in collaboration with the University of Notre Dame of Haiti (UNDH), the America University of the

Caribbean, the NGO ORE, and in partnerships with other research centres and foreign universities.

Most of the research conducted at the Levy Centre was financed by the Taiwanese government

through the Taiwan Technical Cooperation Mission established in the south of the country to carry out

mostly activities on cereal improvement. Research activities of this centre includes: The collection and

evaluation of beans and maize germplasm, seed multiplication of selected improved varieties (beans,

maize and rice) received mainly from CIMMYT and CIAT; assessment of varieties of yellow pulp sweet

potato from the International Potato Center (CIP); characterization of improved cassava varieties in the

Cayes plain; improvement of cultural practices for sweet potato; testing control method of

Phytophthora colocasiae disease in taro; assessment of tolerance of different papaya varieties to

Papaya Ringspot Virus disease; and the establishment of Moringa oleifera plots because of its

importance in animal feed.

7. Baptiste/Belladère (Center): this centre carried out research with DEFI funds. Research

included studies on the management of cherry beetle (Rhagoletis cerasi) in coffee using pheromone

Republic of Haiti




100

traps. Trials run by the centre showed that locally manufactured traps produced equally good results

as that of imported expensive BROCAP traps thus reducing the cost of pest control.

8. Savane Zombie Center/Thiotte (Southeast): this centre is mainly concentrating its work on

improving the potatoes varieties and the adaptation of various clones to the local conditions and their

resistance to late blight disease. Other activities include work on vegetable production technologies

(cabbage, broccoli, strawberries, carrots, leeks, pepper, beans, etc.), the multiplication of beans for the

National Seed Service (SNS) and the maintenance of the avocado varietal collection.

9. Damien Experimental Farm (West): The main activity is the multiplication of two varieties of

sweet potatoes.

10. NGOs and Religious Organizations: Several NGOs and religious organizations that are active

in Haiti also support farmers in enhancing agricultural productivity through international cooperation

funded projects. They undertake research usually in response to practical problems arising in the field

during the implementation of their projects and in that they use established scientific methodologies

and studies. However, the research projects that they implement lack coordination and/or

collaboration with the public authorities of agricultural research, resulting in duplicated efforts and a

waste of human and economic resources. Most of their research work is on rice, corn, beans and

bananas. NGOs and religious organizations constitute around 23% of all institutions working on

research.

11. Agricultural universities: The majority of the Faculties of Agronomy of Universities of Haiti do

not undertake the needed scientific rigor for the agricultural research activities implemented.

Accordingly, there are rarely any refereed scientific or research papers published. Most of research

activities are part of graduation thesis (mémoire), or short-duration research project done by

undergraduate or graduate students. Only a minority of the universities, as well as some private

research centres in the country, undertake high-level research work however, mainly in close

collaboration with other international research centres or foreign universities. Universities institutions

constitute 5% of all the institutions working on agricultural research. Most of the personnel within

research teams have at least a bachelor's degree and 38% of all staff have Masters or PhDs.

12. Associations and Organizations of Farmers and Producers. The associations and

organizations of farmers and producers are more and more involved in agricultural research, including

through the assessments of varieties and production technologies and their involvement in supporting

the thesis research work of students. Presently, they are involved in establishing and promoting

monitoring protocols for new crop varieties and technologies with farmers.

13. Farmers and their organizations are being given more attention by researchers and the national

research system in general, becoming more involved and are participating more closely in the

implementation and evaluation of research projects and policies. More applied research is being

undertaken in farmers’ fields under their local conditions. Farmer organizations constitute 12% of all

the institutions working on agricultural research

14. Private sector organizations: Private companies, including those selling inputs and seeds,

almost always carry out validation tests on the products they offer, especially testing them under

different agro-ecological conditions. These include seeds of new and different varieties, chemical

products, pesticides and technical packages including equipment and machinery.

15. Some companies outsource carrying out their validation testing to public centres, while others

have set up their own complete research units and experimental fields and carry out applied research

throughout the country. These research units have usually high-level professionals with a long history

of research, who work in close collaboration with seed production companies, public projects and to a

lesser extent, universities. In the South of example, the company AYTIKA that is dedicated to the

enhancement of productivity and commercialization of Cocoa. The Servicio Agro (private company) is

also testing different varieties of horticultural crops introduced from abroad and once their adaption

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101

validated, the extension network carries out their dissemination and technical monitoring with farmers.

The company provides advice to farmers at the points of sale nationwide. When private companies are

involved in research, they fully self-finance their activities. The private sector, mainly companies,

constitute 5% of all the institutions working on agricultural research with very few private research

centres available.

A. Personnel available for agricultural research in Haiti

16. Based on the 2012 study “Inventaire des Actions de Recherche Appliquee in cours in Haiti dans

ie domaine Agricole (Document of Synthese)” from the Projet DEFI - MARNDR, the number and

category of agricultural research staff in Haiti is as follows:

Table 1: Distribution of the personnel linked to the investigation according to their

Category

Category of research personnel Number %

Researchers 78 41

Specialized technicians 55 29

Development specialists 16 8

Specialized workers 6 3

Workers 3 2

Other personnel 34 18

Total 192 100

17. 62% of the personnel of the research teams have a bachelor's degree and 38% have an

academic level of Masters or doctorate and 29% are specialized technicians working on research

projects while 8% of the personnel are qualified as development specialists and who work within

research programmes but do use scientific approaches in their activities. 5% are workers, of which 3%

are skilled / specialized labourers (around 50% have a degree, the rest are technicians trained

through research). Very few women (around 14%) are involved in agricultural research, across all

above mentioned categories. Research officers are predominantly male (86%). However, women

occupy key positions in the directorates, national programs, and also in the coordination of research

activities within institutions and organizations.

B. Research Infrastructure available

18. The study done in preparation of component 1 of PITAG covered the availability of research

infrastructure including laboratories, agricultural processing workshops, processing and storage units.

19. The Faculty of Agronomy and Veterinary Medicine (FAMV) currently has 6 functional

laboratories (Chemistry and Biochemistry, Soils, Microbiology, Parasitology and Phytopathology). At

the Directorate of Plant Protection (DPV) of MARNDR and within the framework of the DEFI

development program, the laboratory used for the pest identification, has been reconstructed and

equipped to provide capacities for disease diagnosis and for multiplication of natural biological

enemies of pests. MARNDR also had a Central Laboratory which was used as the reference

laboratory.

20. Based on the current situation of all these laboratories, especially that of seeds, soil and plant

protection, they need to be strengthened with appropriate equipment and with the needed number of

trained personnel if they are to become functional. The implementation of the applied research

projects and the related training planned within Component 1 of PITAG will be a major contributor in

achieving these results.

21. Through institutional support provided through Component 1 in PITAG, it is expected that DI-MARNDR will be able to provide the needed data for ASTI, and hence be able to monitor the situation of agricultural and environmental research in Haiti.

Republic of Haiti



Appendix 5: List of Service providers in Haiti

102

Annex 2: List of Service Providers in Haiti that could be OPS

List of potential service providers for Farmer Field Schools

Nom No of years

in Haiti Category Description of activities Previous Projects Staff

CRS 64

Organisation

Internationale

(USA)

Le CRS développe son expertise technique dans le

développement agricole en assurant la promotion de la

chaine valeur des cultures d'importance économique majeure

pour le pays (café, cacao et mangue). Ses actions sont

également orientées vers la recherche appliquée en

notamment sur la caractérisation des variétés de cacao.

L'organisation développe également des activités dans les

domaines de la santé, de la nutrition, de l'éducation et de

l'environnement (aménagement et protection des bassins

versants).

Programme Multi Year Assistance Program (MYAP)/ (2008-

2014): Programme multisectoriel touchant l'éducation, la

santé et l'agriculture dans les départements du Sud, des

Nippes et de la Grand Anse. Budget 60 MUS.

Programme d'appui au système de Gestion des Risques et

Désastres – Appui à la Protection Civile (2008/2009-2011).

Programme de la promotion de chaine de valeur sur le café et

la mangue (2011-2014. Budget 3MUS.

Programme d'amélioration de la chaine de valeur sur le cacao

(2013-2018).

330- 355

(Staff des

bureaux

régionaux et

du bureau

central)

CECI 47

Organisation

Internationale

(Canadienne)

Le CECI travaille depuis près de 35 ans dans le

développement agricole. Ses actions portent entre autres

sur la promotion des filières porteuses, le développement

communautaire organisationnel, la production, la

transformation et la planification territoriale participative, le

développement des administrations locales à planifier la

production agricole et l'aménagement des terres en tenant

des contraintes environnementales.

04/2000 - 12/2005: Opérateur environnemental dans le

projet Gouvernance pour l'Environnement dans le Nord-

est. Budget 4,7 MUS.

09/2005 – 06/2015: Education,

développement économique et Environnement.

2006-2014: Projet national de développement

communautaire participatif (PRODFEP)

2005-2010: Développement communautaire participatif et

facilitation d'espaces de concertation.

05/2005 – 12/2008 et 04/2009 - 11/2010: Consultant au

programme d'intensification agricole dans la Vallée de

l'Artibonite avec le mandat d'appui à l'intensification

agricole et appui aux groupes usagers de l'eau

(Consortium CECI et SOCODEVI).

07/2006 – 11/201: Programme de Développement Local

108

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103

Haiti (PDLH). Budget 20 MUS (Consortium CECI et

SOCODEVI).

09/2007 – 09/2010: Projet de Transport et de

Développement Territorial (PTDT). Budget : 1,5 MUS.

06/2008 – 03/20: Intensification agricole, réhabilitation de

périmètres de Liancourt et de Maury, Renforcement

d'associations d'irrigants. Budget 476 900 US.

2008 - 2012: Développement économique et renforcement

capacités facilitation d'espaces de concertation

07/2012 – 03/2013: Atténuation des effets économiques et

sociaux du séisme du 12 janvier 2010 par la création

d'environ 30 000 emplois temporaires.

2014-2017: Programme de renforcement des capacités

d’organisations ou d’institutions locales intervenant dans

l’amélioration des techniques de transformation, de

conservation, dans le conditionnement et dans l’appui à la

commercialisation des produits transformés par l’organisation

de foires.

2013-2016: Projet d’octroi de paquets d’incitations agricoles

(PIA) en vue de la relance de l’activité agricole, le soutien à

des activités cash-for-work pour la réhabilitation de petites

infrastructures agricoles (canaux d’irrigation, pistes agricoles)

dans onze (11) communes suite au passage de l’ouragan

Matthieu.

Projets de développement économique, d’amélioration de

l’accès à l’eau et aux infrastructures scolaires et de santé, de

renforcement de microentreprises, d’organisations de

producteurs ruraux (OPR) et d’organisations communautaires

de base, de préparation aux catastrophes ou d'amélioration

de la résilience du secteur agricole aux changements

climatiques (CC), de renforcement institutionnel d’organismes

publics ou de structures départementales de concertation.

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104

AVSF 26

Organisation

Internationale

(française)

AVSF intervient dans l'appui aux organisations de

producteurs, la promotion de la chaine de valeur sur les

filières de café et de cacao, la recherche appliquée et

l'amélioration de la sécurité alimentaire via la diffusion des

systèmes de production fondés sur les "Jardins lakou".

2009-2013: Appui à la valorisation de la filière de cacao et

renforcement des organisations autour de cette filière –

Budget 500 000 Euros

2011-2014: Projet de renforcement de la capacité

commerciale du café (BID – 1,5MUS)

2016-2021: Projet d'appui à la relance des filières de cacao,

vétiver et de café.

17

IICA 46

Organisation

Internationale

Agriculture, développement agricole, recherche appliquée

Vulgarisation, santé animale

Sécurité alimentaire

Financement rural

Projet de peste porcine africaine.

Projet de recherche agricole (500 000 US).

Projet PROHUERTA (jardin Lakou).

Projet de revitalisation de la ferme de Fonds Nègres dans les

Nippes.

15

FAO 40

Organisation

Internationale

(onusienne)

Coopération technique agricole, appui institutionnel au

MARNDR,

Sécurité alimentaire, gestion des risques et désastres,

Développement agricole, recherche agricole appliquée,

vulgarisation, développement local

1999-2010 (projet d'aménagement des versants a

Marmelade.

(projet d'aménagement versants a Marigot)

PSSA, Projet amélioration sécurité alimentaire

2012-2017 / 5 mus (Nord-est) vulgarisation de 78 champs

écoles paysans.

115

CA-17 5

Institution

Internationale

française.

NB: Consortium

constitué d'une

firme haïtienne

(AGRO Consult)

et CA-17 dans le

cadre du PTTA.

CA 17 développe son expertise en conseil en

développement rural et local. Cette société s'investit dans

l'expertise en appui aux projets et programmes de

développement. Elle contribue depuis juin 2013 à la mise

en place d'un système d'incitations et d'un

accompagnement technique des producteurs de concert

avec AGRO Consult, firme haïtienne, en Haiti.

CA-17 intervient dans les domaines de vulgarisation

agricole, de transfert de technologies et de renforcement

institutionnel. Les activités de CA-17 portent sur le

développement territorial et dynamisation du tissu

06/2013 -12/2016: Promotion de l'adoption des

technologies agricoles améliorées et durable dans le

département du Nord-est (PTTA/MARNDR – Budget: 1 024

704 Euros),

04/2013 – 03/2018: Coordination des composantes

"production agricole" et "suivi-évaluation" du projet

AVANSE dans le Nord et le Nord-est d'Haiti USAID –

Budget: 1 453 280 Euros).

Staff de la

firme

haïtienne

Agro

Consult

représentant

du CA 17 en

Haiti:

Effectif: 4

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105

économique; sur le développement rural et agricole; sur

la bonne gouvernance et la promotion de la société civile

et sur la gestion responsable et participative des

ressources naturelles.

AGRER 5

Institution

International

e Belge

NB:

Consortium

constitué

d'une société

française

(CARMEJAN

E) et AGRER

dans le cadre

du PTTA.

AGRER développe son expertise dans l'appui aux

organisations paysannes à travers des actions orientées

vers la lutte contre la pauvreté et l'insécurité alimentaire,

la restructuration et gestion d'exploitations agricoles et

d'industries agro-alimentaires, l'aménagement hydro-

agricoles, l'irrigation et le drainage.

L'organisation s'investit également dans les domaines de

l'environnement en réalisant des études de patrimoine

naturel et de la biodiversité, la conception des plans

d'aménagement et de gestion des aires protégées.

AGRER contribue également au renforcement des

institutions et au développement de leurs capacités. Elle

fournit des conseils en économie et en gestion.

10-12/1989: Préparation du projet "Forêts et protection de

l'environnement". Banque Mondiale – 26. 450 Euros.

06-07/2008: Préparation du "livre blanc" pour le

renforcement des capacités locales de la gestion du risque

en Haiti. UE – 49 912 Euros

01/2013- 01/2016: Assistance technique au programme

d'amélioration de la sécurité alimentaire en Haiti (PASAH) .

UE – Budget 399 480 Euros.

25

personnes

(en

Belgique)

AAI 10

Consortium de 3

ONG

canadiennes

(CECI,

SOCODEVI et

UPA DI).

Le CECI travaille depuis près de 35 ans dans le

développement agricole. Ses actions portent entre autres

sur la promotion des filières porteuses, le développement

communautaire organisationnel, la production, la

transformation et la planification territoriale participative, le

développement des administrations locales à planifier la

production agricole et l'aménagement des terres en tenant

des contraintes environnementales.

La SOCODEVI développe son expertise dans la réalisation

d'études et l'exécution de projets de grande envergure axés

sur le développement agricole. Cette organisation a exécuté

plusieurs projets en utilisant l'approche de Champ Ecoles

Paysans. Depuis 2011, l'organisation met en œuvre

plusieurs projets en assurant la promotion de cette

approche.

10/2008 – 12/2011: Projet de contribution à l'amélioration de

la sécurité alimentaire en Haiti (CASAH). (ACDI/MARNDR –

Budget: 6 MUS)

03/2013 – 03/2017: Projet de transfert de technologies aux

agriculteurs du Nord et du Nord-est – Opérateur d'incitations

(PTTA/MARNDR – Budget: 1,1MUS)

09/2013 - 12/2015: Opérateur de mise en œuvre du Fonds de

Cofinancement des Services de Vulgarisation Agricole dans

les départements du Nord et du Nord-est

(RESEPAG/MARNDR - Budget: 2,4MUS)

Staff de

l'ONG

CECI (108

personnes)

complété du

staff

international

de

SOCODEVI

et de UPA.

HYDROP

LAN 20

Firme

européenne

allemande(Socié

té à

HYDROPLAN apporte une large fourchette de compétences

et d'expériences complémentaires dans la réalisation des

études de préfaisabilité, plans et documents d'appels

d'offres, assistance technique, surveillance et contrôle de

06/1998/08/1999: Développement agricole de l'Artibonite

(MARNDR - 23 000 Euros)

03/2001-03/2006: Etude du schéma Directeur d'Aménagement

Staff non

basé en

Haiti

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106

Responsabilité

Limitée -SARL)

travaux, gestion et implémentation rurales des projets dans

le secteur de l'agriculture à travers le monde. Cette firme

développe des expériences pratiques du contrôle et de la

supervision des Contrats de Travaux et de fournitures. Elle

réalise de multiples projets selon une approche

interdisciplinaire intégrant les aspects d'ingénierie et

économique des projets.

des Marais, de Protection des Bassins Versants et de la

Conservation des Sols (MARNDR – 1 033 000 Euros).

11/2001-05/2002: Etudes d'aménagement hydroagricoles dans

la Vallée de l'Artibonite (MARNDR – 127 000 Euros)

07/2011-06/2014: Programme d'Appui à la reconstruction de la

commune de Léogâne (RELEO) – Budget: 867 000 Euros

(Financement FAES)

05/2012-11/2014: Gestion de système d'appuis directs à la

promotion d'une agriculture durable dans les Bassins versants

du Programme de Mitigation des Désastres Naturels (PMDN)

– (MARNDR: 3 874 000 Euros)

AVSI 19

Organisation

Internationale

(Italienne)

AVSI implémente de projets dans les domaines du

développement agricole, de la lutte contre la malnutrition, de

l'éducation et de la médiation pour la résolution pacifique

des conflits.

1999-2004: Projet de Formation supérieure en agronomie

dans la région rurale des Cayes.

2013-2016: Projet de promotion des incitations agricoles

auprès de 9 000 agriculteurs dans le département du Nord.

Projet PTTA du MARNDR.

Projet de reforestation sociale avec la production de 650 000

plantules fruitières.

Projet de nettoyage, de réhabilitation et de construction de 4,6

km de canaux pour l'irrigation.

Projet de réhabilitation de 3 systèmes d'adduction eau potable

et d'entretien de 42 km de réseau en faveur de 30 000

bénéficiaires.

250

AGRIDEV

FADQDI

(non

qualifiée)

BECSFA

RSA

(Non

qualifiée)

13 ONG haïtienne

La BECSFARSA développe son expertise dans

l'accompagnement des organisations de base à travers des

séances de sensibilisation, d'animation participative et de

formation préparées et mise en œuvre selon une approche

andragogique éprouvée pour le compte du PPI-2. Cette

firme a participé à la mise en œuvre de la phase pilote du

Administration technique d'incitations, choix et sensibilisation

des bénéficiaires, formation technique des bénéficiaires

(RESEPAG/MARNDR 2012-2014)

Budget : 839 000USD

2009-2014: Campagne d'information et de sensibilisation des

4

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107

projet RESEPAG comme opérateurs d'incitations. usagers des périmètres irrigués et des organisations de base;

renforcement institutionnel des organisations de base et du

personnel d'appui évoluant sur les périmètres irrigués du Nord-

ouest: Budget 175.000USD/an (PPI-2).

Conception et élaboration d'un plan d'utilisation et de gestion

des sols pour l'ensemble du sous bassin versant de la Rivière

bois, Verrettes en tenant compte des potentialités, pratiques

agricoles et des expériences des acteurs dans la conservation

des ressources naturelles.

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Appendix 5: Potential input suppliers

108

Annex 3: Potential input suppliers for improved varieties of some of

technological packages of perennial crops

Table 1. Summary of characteristics specific to each crop technological package

Technological

package

Cost for

PITAG ($)

Zones adapted

for the package

Crop species and specific fruit

tree varieties

Potential suppliers of

improved varieties

Creole garden

package 790

North East-East,

North, South,

Grande Anse

Avocado: grafted, late maturity

(Choquette, Lula), variétés

traditionnelles

Mangoes: grafted, late

maturity(Zilate, Keitt, Savon)

variétés traditionnelles Jean-

Marie, Baptiste, Doudous, Twò

Dous, Blanc, Labiche…

Coconuts: Varieties tolerant to

lethal yellows disease

Cashew: Varieties tolerant to

anthracnose disease

Organisation pour la

Réhabilitation de

l’Environnement (ORE)

IF Foundation

Agricorp

Levelt Bastien

Coopérative Jean-Baptiste

Chavannes

Ferme de Lévy

Association des techniciens

agricoles de Camp-Perrin

Cocoa garden

package 815

North, Camp-

Perrin, Maniche,

Grande Anse

Grafted and non-grafted plants

Haïtika

Grafting experts trained by

project AVANSE

Fruit tree

package with

hedge

508

St-Michel (North

part), St-Raphaël

(north part), La

Victoire, Monbin,

Bahon, North-

East, Grande

Anse

Mangoes: grafted late varieties

(Francique, Zilate, Keitt, Savon);

traditional varities (Jean-Marie,

Baptiste, Blanc…)

Avocat: grafted. Late varieties

(Choquette, Lula), traditional

varieties

Banana: varieties Loup Garou

Agri-Smart

PRODEVA

Energy forest

package 415

North East-East,

North, South,

Grande Anse

Forages

(Napier grass) 470

Cayes, Camp-

Perrin, Maniche,

Grande Anse

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Appendix 5: Input suppliers for agricultural equipment

109

Annex 4: Input suppliers for agricultural equipment, their location

of manufacturing or sales, the services they provide and their

contacts

Table 1. Companies, their sales location, type of material and services provided*

Name of

supplier Type of material or service

Location of

manufacturing or sales Contact

Agrotechnique

Sale of tiller, motor pump, sugar cane mill with

animal and motorized traction, plough, drip

irrigation kit, sprayers. Technical support for

vegetables and drip systems.

P. au Prince, Cayes,

Cap H., Ouanaminthe,

St-Raphaël, Mirebalais,

Hinche, Pont-Sondé,

Jacmel, Forêt des Pins

Claude Derenoncourt

Jr.

3878-4253

Automeca SA Sale of tractors and motor pump P. au Prince

Jean-Robert

Moscoso

2941-2544/2545

Jean-Joseph

Alcinius

Manufacture and sale of nozzles, manual well-

digging equipment

Laborde (plaine des

Cayes) 4901-8121

Ateliers-École

de Camp-Perrin

Sale of cereal mills, equipment for cassava

processing, coffee and peanut roasters. Technical

support for cassava processing

Camp-Perrin (plaine des

Cayes)

Jean-Michelet Élysée

3899-0016

Bellony Blanc

Manufacture of ploughs and carts Laborde

Boss Pierre

3730-2928

Island Services Sale of tillers, grain mills, pumps, motors P.au Prince, Pont-Sondé Victor Boulos Jr.

3701-7074

Murat Excellent Sale of tillers, cereals and cane mills, rice reapers P. au Prince Robert Excellent

2513-0215

Charles

Féquière Sale of motor pumps P. au Prince Patrick Féquière

Jaden Lakay

Sale of motor pumps and sprayers Ouanaminthe

Doudy Pierre

3765-0235

Jimmy Jean 2218-

1640

Agro Pam Sale of motor pumps and sprayers Ouanaminthe Atwood Auguste

3790-0700

Darbouco Sale of sprayers, grafting material P. au Prince, Pont-

Sondé

Jean-Henri Dartigue

3729-2598

Valerio Canez Sale of motor pumps P. au-Prince, Cap-

Haïtien 2947-3616

GRADES

Manufacture and sale of ploughs, sugarcane mills,

graters for cassava. Training in the driving and

management draft oxen.

Cap-Haitien Jude Régis

3678-8225

École Moyenne

Développement

de Hinche

Manufacture and sales of processing equipment for

cassava, peanuts, maize, hoes, seeders. Support

to craftsmanship for ploughs manufacturing.

Hinche Serge Durosier

3743-7371

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Appendix 5: Input suppliers for agricultural equipment

110

Artisans Manufacturing of ploughs

Manual well-digging

Hinche

North-east, North

Entrepreneurs

en forage Mechanical drilling of wells

Cap-Haïtien

Ferrier

Terrier-Rouge

Patrice Hilaire

Ernest Pascal

James Augustin

* details on the characteristics of material manufactured and the prices are available in the detailed study.

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Appendix 5: Synthèse sur l’intermédiation financière pour le PITAG

111

Annex 5: Synthèse sur l’intermédiation financière pour le PITAG

I. Objectifs

1. Le PITAG est un programme du MARNDR financé par la BID qui vise notamment à diffuser de

nouvelles pratiques chez les agriculteurs. Cette diffusion prendra la forme de paquets techniques qui

seront proposés aux agriculteurs. Afin que ces derniers soient incités à les adopter, un mécanisme de

cofinancement a été conçu. Le MARNDR financera une grande partie des paquets techniques mais

une partie restera à la charge de l’agriculteur.

Pour chaque paquet technique, il y aura deux types de transactions financières: 2.

a. L’agriculteur paye sa contrepartie en transférant le montant prévu vers le compte du

MARNDR.

b. Après la livraison du paquet technique par les fournisseurs chez les agriculteurs (et sa

vérification par l’OPS), le MARDNR transfère le montant total correspondant au paquet

technique vers le compte du fournisseur.

c. Il est fort probable qu’un fournisseur livre de nombreux agriculteurs, aussi, la transaction du

MARNDR vers le compte du fournisseur pourra englober de nombreux paquets techniques

limitant ainsi le nombre de transactions.

Les fournisseurs éligibles au programme devront simplement ouvrir un compte dans 3.

une banque partenaire du programme afin de pouvoir être payés.

Pour le transfert entre les agriculteurs et le MARNDR, le nombre de transactions est significatif 4.

puisqu’il y aura une transaction pour chaque paquet technique soit environ 60.000 transactions à

travers 5 départements sur 5 années.

L’enjeu est donc de faciliter ces transactions au maximum. Les services bancaires sont 5.

rarement accessibles en milieu rural. Ouvrir un compte, déposer/retirer/transférer de l’argent induit

généralement des temps de transport et un coût significatif pour la plupart des agriculteurs. Il convient

donc de choisir la meilleure option pour limiter ces contraintes.

II. Les différentes options

A. Les banques

En Haïti, il existe 9 banques commerciales: 6.

Société Générale Haïtienne de Banque S.A. (Sogebank)

Unibank

Banque Nationale de Crédit (BNC)

The Bank of Nova Scotia (branche locale) - Scotiabank (en cours de rachat par Unibank)

Banque de l’Union Haïtienne (BUH)

Citibank N.A. (branche locale)

Société Générale Haïtienne de Banque d’Épargne et de Logement S.A. (Sogebel)

Capital Bank

Banque Populaire Haïtienne (BPH)

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Seules Sogebank, Unibank et BNC possèdent une taille financière et un réseau d’agences 7.

significatifs63

et seront donc considérées lors de cette évaluation.

Par ailleurs, Sogebank et Unibank dispose également de succursales dédiées aux transferts 8.

d’argent. Ces structures s’appellent respectivement SogeXpress et Unitransfer.

B. Système coopératif et microfinance

En Haïti, les caisses coopératives et les institutions de microfinances sont largement 9.

répandues. La plupart des caisses coopératives sont fédérées ou affiliées à une fédération appelée

« Le Levier ».

Il existe également de nombreuses structures de microfinance mais seul FONKOZE dispose 10.

d’un nombre de d’agences significatif (plus de 40 hors métropole de Port-au-Prince et qui couvrent

25% des communes concernées par le PITAG). Toutefois, travailler avec une institution de

microfinance impliquerait pour le MARNDR d’ouvrir un compte dans l’une d’entre elles ce qui, selon

tout vraisemblance, ne devrait pas être autorisé par le Ministère des Finances.

Ainsi seul le réseau du Levier sera donc considéré. 11.

C. Mobile Banking

En Haïti, il existe deux systèmes de Mobile Banking qui permettent de faire des transferts 12.

d’argent par téléphone : « Mon Cash » (Digicel et Unibank) et « Lajan Cash » (BNC).

Le système « Lajan Cash » dispose de 106 agents affiliés; la majorité se concentre 13.

malheureusement dans la métropole de Port-au-Prince. Le système « Mon Cash » dispose de 579

agents à travers le pays dont plus de 400 hors métropole. Aussi, seul « Mon Cash » sera considéré

dans cette étude.

III. Critères à évaluer

Les 5 réseaux analysés sont donc: 14.

La Sogebank et son réseau SogeXpress

L’Unibank et son réseau Unitransfer

La BNC

Le réseau Le Levier

Le réseau « Mon cash »

Les critères évalués sont les suivants: 15.

a) Capacité à collecter et transférer de l’argent en espèce

b) Capacité à mettre à jour le Système d’Information du PITAG

c) Conditions d’utilisation et coût

d) Couverture géographique dans les zones concernées

63 Unibank, Sogebank et BNC ont un des actifs qui approchent voire dépassent les 50 milliards HTG. Aucune des autres n’atteint les 15 milliards HTG.

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Capacité à collecter/transférer l’argent A.

Les quatre premières options (Sogebank, Unibank, BNC et Le Levier) fonctionnent via un 16.

système bancaire classique: les agriculteurs vont dans une agence affiliée et déposent l’argent sur le

compte du Ministère.

Pour la dernière option, « Mon Cash », le fonctionnement est différent. Il s’agit de Mobile 17.

Banking, une technologie largement éprouvée en Afrique de L’Est et en Asie. L’agriculteur devra au

préalable ouvrir un compte virtuel sur son téléphone (un « E-Wallet »). Cela peut se faire directement

par téléphone si les transferts ne dépassent pas 7500 HTG, il s’agira alors d’un « Mini Wallet». Si le

client a besoin de transférer plus que 7500 HTG en une fois, alors, il doit ouvrir un « Wallet

Standard ». Pour cela, il faudra suivre une procédure bancaire «Know Your Customer», procédure

imposée par la Banque Centrale. Cette procédure consiste à fournir une série d’information (nom,

prénom, adresse…) à Digicel qui pourra alors activer le « Wallet Standard ».

Une fois que l’agriculteur dispose d’un «Mini Wallet» ou d’un «Wallet Standard», il pourra aller 18.

chez un Agent « Mon Cash » pour déposer de l’argent. L’agent « Mon Cash » pourra alors créditer le

E-Wallet de l’agriculteur avec du E-Cash. Afin de pouvoir créditer le E-Wallet de l’agriculteur avec du

E-Cash, l’agent « Mon Cash » devra également avoir du E-Cash. S’il n’en a pas assez, il devra aller

physiquement chez un « Master Agent », partenaire de Digicel. La liste des «Master Agent» n’est pas

publique mais des réseaux comme FONKOZE en feraient parti. On peut donc penser que le pays est

relativement bien couvert.

L’agriculteur pourra alors transférer la somme souhaitée (en E-Cash) sur le(s) E-Wallet(s) du 19.

Ministère. Ce dernier pourra ensuite ‘décharger’ sont E-Wallet sur son compte Unibank (banque

partenaire) afin de récupérer les devises (ici des gourdes). Le MARNDR aura le statut de « Marchand

Mon Cash » et sera taxée de 2% lorsqu’il voudra transformer les E-Cash reçu en Gourdes.

3

2

1

Le MARNDR (« Marchand »)

L’agriculteur« Mini Wallet »

ou « Wallet Sandard »

Le Commerçant« Agent Mon Cash »

Fonkoze (exemple)« Master Agent »

Dépose de l’argent cash

Crédit le E-Wallet avec du

E-Cash Dépose de l’argent cash

Crédit le E-Wallet avec du

E-Cash

Transfère du E-Cash(Coût : 100 HTG

max) Transforme le E-Cash en

HTG(Coût : 2%)

Fonctionnement synthétique du système « Mon Cash » de Digicel

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Reseau Capacité à collecter de l’argent en espèce et à transférer

Forces/opportunités Faiblesses/risques

Sogebank,

Unibank,

BNC et Le

Levier

- Dépôts sécurisés

- Traitement informatique pour le transfert

- Employés formés

- Besoin d’électricité pour pouvoir fonctionner

- Possibilité de temps d’attente significatif en

agence

Mon Cash

- Simplicité et gratuité pour activer un Mini-

Wallet (s’active par téléphone).

- Transfert d’E-Cash par téléphone facile.

- Pas besoin d’électricité pour pouvoir

déposer de l’agent (et recevoir des E-Cash)

et transférer de des E-Cash.

- Dépôts physiques non sécurisés à travers les

agents autorisés (qui peuvent être de simples

commerçants).

- Les Agents Mon Cash doivent avoir

suffisamment de E-Cash pour pouvoir

alimenter les E-Wallet des agriculteurs.

- Besoin d’avoir un numéro de téléphone

Digicel.

- Besoin du réseau Digicel pour pouvoir

fonctionner.

- Obligation d’activer un Wallet Standard si

l’agriculteur doit transférer des fonds

supérieurs à 7500 HTG (procédures KYC).

Capacité à transmettre des informations pour le SI du PITAG B.

Une fois le transfert effectué, le Système d’Information (SI) du PITAG devra être mis à jour afin 20.

de permettre à l’OPS d’ordonner au fournisseur la livraison du paquet technique.

Pour la Sogebank/Unibank/BNC/Le Levier, les employés des différentes agences qui recevront 21.

les dépôts des agriculteurs devront entrer dans le SI du PITAG afin d’effectuer la mise à jour.

Pour le système « Mon Cash », il ne sera pas possible de demander aux agents de rentrer 22.

dans le système et de le mettre à jour car cela nécessite de manipuler un PC et d’avoir une

connexion Internet. Toutefois, Digicel peut donner l’accès à sa base de données en temps réel afin de

visualiser les transactions effectuées sur le(s) compte(s) (E-Wallet) du MARNDR et ainsi de repérer

« qui a payé combien ? ». Ainsi, c’est tout simplement l’OPS qui pourra mettre à jour le système sur la

base des relevés fournis par Digicel.

Reseau Capacité à utiliser un Système d’Information externe

Forces/opportunités Faiblesses/risques

Sogebank,

Unibank,

BNC,

Fonkoze, Le

Levier

- Employés déjà formés à l’informatique (les

banques et coopératives ont leur propre

SIG).

- Besoin de former toutes les agences

impliquées dans le PITAG pour qu’elles

puissent mettre à jour le SI (Système

d’information) du programme.

- Besoin d’une connexion Internet

Mon Cash

- Possibilité d’accéder directement à

l’historique en temps réel des transactions

(qui paye combien) et ainsi de permettre à

l’OPS de mettre à jour le SI.

Conditions d’utilisation et coût C.

Pour la Sogebank/Unibank/BNC/Le Levier, il n’y a aucune contrainte pour l’agriculteur qui, a 23.

priori, n’a pas besoin d’ouvrir un compte bancaire. Toutefois, le transfert aura un coût qui sera en

réalité déduit du montant transféré et qui sera donc à a charge du programme. Les coûts de transfert

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et de service (mise à disposition des employés, mise à jour du SI…) diffèrent d’une option à l’autre et

peuvent être négociés.

Pour « Mon Cash », les conditions sont simples pour les agriculteurs. Toutefois, l’agriculteur qui 24.

devra transférer plus que 7500 HTG devra remplir un formulaire qui demandera une assistance de la

part de l’OPS. Le coût que représente cette option dépend en partie des montants transférés. En

effet, le coût se calcule en deux temps : le premier dépend du montant transférer entre l’agriculteur et

le MARNDR. Le pourcentage est dégressif si le montant augmente. Il ne dépassera pas les 1.5%.

Ensuite, le MARNDR devra s’acquitter d’une commission de 2% pour échanger ses E-Cash collectés

en Gourdes. Ainsi, le coût total de cette option ne devrait pas dépasser 3.5% du montant transférer à

travers les agriculteurs (environ 4 millions) soit environ 140.000 USD.

Reseau Conditions d’utilisation et coût

Forces /opportunités Faiblesses / risques

Sogebank,

Unibank, BNC,

Fonkoze, Le

Levier

- Aucune obligation a priori pour les

agriculteurs. Ils n’ont besoin que du numéro

de compte du MARNDR pour pouvoir

déposer l’argent.

- La transaction est payante à partir d’une

agence dédiée au transfert (SogeXpress et

Unitransfer).

- Il faudra négocier avec l’entité retenue pour

utiliser ses services (dépôt, transfert et mise

à jour du SI).

Coût inconnu.

Mon Cash - Très simple pour les agriculteurs qui

n’auront pas à transférer plus de 7500 HTG.

- Procédures KYC (favorisant la connaissance

des clients) pour les agriculteurs qui auront

besoin d’activer un Wallet Standard (afin de

transférer des fonds supérieurs à 7500

HTG). L’OPS devra accompagner les

agriculteurs pour remplir le formulaire puis

ensuite le transmettre à la DIGICEL pour

qu’il puisse activer les Wallet Standard.

- Le coût de transfert dépend du montant et

varie entre 1.5% (pour 1000 HTG de

transfert) à 0.5% (pour 20.000 HTG).

- Le MARNDR devra payer une commission

de 2% lorsqu’il changera les E-Cash en

Gourdes (via la Unibank).

Coût maximum de 3.5% soit 140,000

USD pour le programme (pour un total

de 4,000,000 USD transférés par les

agriculteurs).

Couverture géographique dans les zones concernées + mapping D.

Les banques commerciales desservent très mal les zones concernées par le PITAG (moins de 25.

25%). Il serait possible d’augmenter le taux de couverture en incluant les commerçants affiliés à

SogeXpress ou Unitransfer. Toutefois, leur capacité à répondre aux besoins des clients est très

aléatoire. En effet, cette capacité dépend bien souvent d’une seule personne (souvent le gérant) qui

n’est pas toujours présent et de l’électricité64. Aussi, dans le tableau suivant, seules les agences en

propre de SogeXpress et Unitransfer ont été prises en compte.

64 Lors d’un déplacement hors métropole, sur 4 arrêts différents chez des commerçants affiliés, 2 ne fonctionnaient pas faute d’électricité.

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116

Le réseau Le Levier dessert mieux que les banques le milieu rural même si le taux de 26.

couverture des communes où va intervenir le PITAG ne dépasse pas les 35%.

Les agents Mon Cash semble couvrir davantage les communes du PITAG (69%). 27.

Ci-dessous un tableau récapitulatif de la couverture géographique du PITAG en fonction de 28.

l’option retenue:

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117

Ci-dessous le mapping de la Sogebank, Unibank, BNC et Le Levier. 29.

Agences de la Sogebank (hors zone métropolitaine)

Agences de la Unibank+ unitransfer(hors zone métropolitaine)

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Agences de la BNC (hors zone métropolitaine)

Agences de la Fédération Le Levier (hors zone métropolitaine)

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IV. Recommandations

Compte tenu de la taille géographique du PITAG, seule l’option « Mon Cash » semble adaptée. 30.

De plus, il sera possible d’augmenter le taux de couverture en incitant les fournisseurs du programme

à devenir eux-mêmes « Agent Mon Cash».

Toutefois, cette option dépend en grande partie à la capacité des «Agents Mon Cash» à faire 31.

face à une demande ponctuelle très forte. En effet, de nombreux agriculteurs devraient venir aux

mêmes moments échanger leurs gourdes contre du E-Cash pour créditer leur E-Wallet et réaliser le

transfert au profit du MARNDR. Cet afflux soudain risque d’être supérieur à la capacité des

fournisseurs qui devront donc aller rapidement chez un « Master Agent » pour échanger les gourdes

contre des E-Cash. Toutefois, les gains que représentent ces transactions devraient en partie les

inciter à répondre à la demande. L’OPS devra cependant y prêter une grande attention et, le cas

échéant, favoriser les déplacements de ces «Agents Mon Cash» auprès des «Master Agent». Le cas

échéant, on pourrait éventuellement envisager que les OPS deviennent eux-mêmes des «Master

Agent» à discuter avec la DIGICIEL.

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Appendix 6: Planning, M&E and learning and knowledge

management

Overview. The programme will be managed centrally by a Programme Executing Unit (PEU) 1.

embedded in the Ministry of Agriculture (MARNDR) based in Port-au-Prince and implemented through

decentralized service operators based in each of the five regions. The PEU will be responsible for

planning, monitoring and evaluation, learning and knowledge management, in conjunction with

service operators based in the field. A full time monitoring and evaluation officer and an assistant will

be tasked with collecting, analyzing and reporting on data, with support from the programme’s service

operators.

Planning. Planning is an integral part of the success of the programme and the feedback 2.

mechanisms it applies will be fundamental to ensure that the programme continuously revises and

adapts its technical packages based on the results it attains in the field. The planning process will be

participatory and will involve all stakeholders in the field and at headquarters. The annual work plan

and budget (AWPB), led and organized by the Programme Executing Unit, will include staff from the

PEU, representatives from the DDAs (Directions départementales), the Ministry of Agriculture

(MARNDR) and IFAD’s Country Officer. The AWPB will reflect the needs and priorities of the

beneficiary farmers in the different communes targeted by the programme and will be informed by

input from implementation partners (opérateurs de terrain) operating in the field. The PEU will also

conduct monthly meetings to review progress, identify difficulties and plan activities for the weeks

ahead. The meetings will be complemented by quarterly meetings in the field with DDAs and

implementation partners as well as participatory planning sessions with service providers, producers’

organizations, PEU staff and DDA representatives. These meetings will be used to gather feedback

and data which will feed into the monitoring and evaluation system as well as input for the

programme’s ongoing planning process. Figure 1 summarizes the various steps of the planning

process.

Figure 1. The planning process of the PITAG

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Monitoring and evaluation. The Monitoring and Evaluation System of the PITAG will rely on 3.

three main components:

(a) Biannual monitoring reports prepared by a monitoring officer affiliated to the PEU of the

Agricultural and Agroforestry Technological Innovation Programme.

(b) Mid-term and final independent evaluations (the latter will include an ex-post economic

analysis of the programme using the same methodology as the ex-ante economic

analysis but with actual programme data, and both will include an evaluation of the

technology transfer schemes included in the program) focusing on the programme’s

effectiveness, efficiency, sustainability, relevance and coherence.

(c) An external impact evaluation based on experimental and quasi-experimental methods.

Output indicators. Based on the logical framework of the project, the monitoring will consider 4.

the following output indicators:

Table 1. Output indicators

Indicator Frequency of Measurement

Source of Verification

Component I: Applied research and training

1.1. Applied agricultural research projects implemented for

the development/adaptation or improvement of new agricultural technologies

Biannual Project progress reports and IDB inspection visits

MS. 1.1.1. Applied agricultural research projects

implemented for the development/adaptation or improvement of agricultural technologies that specifically target female farmers

MS. 1.1.2. Applied agricultural research projects

implemented for the development/adaptation or improvement of agricultural technologies that specifically target climate change adaptation or mitigation

1.2. Scholarships to support the implementation of new

innovation projects delivered to research fellows

1.3. Directorate of Innovation strengthened

MS. 1.3.1 Innovation Information system implemented

Component II: Climate Risk Reduction

2.1. Number of beneficiary farmers who received

technological packages

Biannual Project progress reports and IDB inspection visits

MS. 2.1.1. Number of female farmers who received

technological packages

MS. 2.1.2. Number of beneficiary farmers who received

technological packages for climate change adaptation and mitigation.

2.2. Number of beneficiary farmers who received technical

assistance

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Data collection and instruments. The Programme’s full-time Monitoring Officer will be 5.

responsible for the monitoring of all the output indicators described in Table 1. Monitoring data will be

compiled mainly from (1) on-site visual inspections and (2) the Programme’s Information System.

Reporting. The PEU will prepare and transmit to IFAD and to the Inter-American Development 6.

Bank (IDB) a biannual activity report that will include the results of the monitoring of all the output

indicators listed above. The preparation by the PEU and IDB’s approval of these reports is a

contractual condition of the IDB grant. At the end of the project (year 5), the PEU will prepare a final

report.

These reports will provide all the required information for the Progress Monitoring Report (PMR) 7.

system of the IDB and IFAD’s reporting on core indicators, which will be updated on a biannual basis

by the specialist in charge.

The entity contracted to carry out the impact evaluation will submit a biannual report on data 8.

collection activities and data analysis. This report will be transmitted to the Bank and IFAD for

approval. This constitutes another contractual condition of the IDB grant.

Biannual monitoring reports are due one month after the end of each semester (i.e. on January 9.

31st and July 31st).

Independent evaluations. The PEU will submit to the IDB and IFAD a mid-term independent 10.

evaluation report within 90 days after the date on which 50% of the grand proceeds have been

committed. The objective of this evaluation will be to determine whether execution is satisfactory and

whether the programme’s strategy is generating the desired impact, or whether adjustments are

needed. For each Component, it will highlight the key issues that are faced and which require

responses from the PEU. It will also provide a set of preliminary insights about the programme’s

design, implementation, and management.

A final independent evaluation will be carried out a few months before the end of the 11.

programme at year 5 to determine whether it has reached its objectives. The evaluation team will

report the results of the programme’s impact evaluation as well as identify the lessons learned

through the programme and in particular its key successes and failures. The team will also assess the

sustainability of the programme’s results and propose a set of recommendations to the various

programme’s stakeholders in order to reinforce it.

Impact evaluation– Theory of change. It is expected that by increasing the adoption of 12.

agricultural technologies and agroforestry systems the project will increase agricultural productivity

and improve the use of natural capital, particularly reduce soil degradation. Higher productivity will

translate into higher agricultural income from crop sales as well as production for home consumption.

Higher income will facilitate access to food consumption which will improve food security. On the other

hand, higher production will enhance food availability which will also improve food security.

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Impact and Results Indicators

Impact Indicator Frequency of Measurement

Validation source

Impact 1. Outreach Indicator 1.1: Number of men reached by the programme

Indicator 1.1: Number of women reached by the programme

Indicator 1.1: Number of youth reached by the programme

2018 and 2022 Agricultural Household Surveys for baseline and follow-up. Disaggregated by sex of the head of the household.

Impact 2. Improve Food Security

Indicator 2.1: Percentage of male-headed households who are severely food insecure using the Food Security Scale (ELCSA)

Indicator 2.2: Percentage of female-headed households who are severely food insecure using the Food Security Scale (ELCSA)

Indicator 2.3: Beneficiaries of IDBG projects that contribute to at least one key dimension of food security

2018 and 2022 Agricultural Household Surveys for baseline and follow-up. Disaggregated by sex of the head of the household.

Impact 3. Increase Agricultural Income

Indicator 3.1: Annual agricultural household income

Indicator 3.2: Annual agricultural profits (agricultural revenues minus cost of variable inputs and transportation)

2018 and 2022 Agricultural Household Surveys for baseline and follow-up. Disaggregated by sex of the head of the household

Impact 4. Increase Agricultural Productivity

Indicator 4.1: Annual value of agricultural production 2018 and 2022 Agricultural Household Surveys for baseline and follow-up. Disaggregated by sex of the head of the household

Results Indicator Frequency of Measurement

Validation source

Result 1: Improve use of Natural Capital

Indicator 1.1: Beneficiaries of improved management and sustainable use of natural capital. Indicator 1.2: Beneficiaries who adopted soil protection and restoration technologies Indicator 1.3: Additional hectares of land applying agroforestry technologies

2018 and 2022 Records of beneficiaries from the Ministry.

Agricultural Household Surveys for baseline and follow-up.

Result 2: Improve Agricultural Innovation Services

Indicator 2.1: Research and development expenditure as percentage of Agricultural GDP Indicator 2.2: New technologies developed or adapted by new applied research projects.

2018 and 2022 Ministry’s executed budget. Records from the ministry of Agriculture.

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Indicator 2.3: Male farmers who adopt the technologies developed by new applied research projects (Component I). Indicator 2.4: Female farmers who adopt the technologies developed by new applied research projects (Component I).

Result 3: Increase Adoption of Agricultural Technologies

Indicator 3.1: Percentage of beneficiary producers who adopt agricultural technologies. Indicator 3.2: Percentage of beneficiary women who adopt agricultural technologies Indicator 3.3: Farmers who adopt agricultural technologies Indicator 3.4: Women beneficiaries of economic empowerment initiatives

2018 and 2022 Records of beneficiaries from the Ministry.

Agricultural Household Surveys for baseline and follow-up

Result 4: Improved Minimum Dietary Diversity Score for Women for enhanced nutrition

Indicator 4.1: Minimum Dietary Diversity Score for Women for enhanced nutrition Indicator 4.2: Women and men beneficiaries who are knowledgeable about healthy diets Indicator 4.3: Farmers who diversified their production with the focus on high nutrient value crops

2022 Agricultural Household Surveys for baseline and follow-

up

PITAG report

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Impact evaluation methodology. As with every impact evaluation, the principal challenge is to 13.

find an appropriate control group or a counterfactual comparable to program beneficiaries. For this

program, we will apply a combination of techniques that include: (i) reflexive analysis for results

obtained from component I; (ii) randomized control trial for technologies delivered with component II

with excess demand; and (iii) a double difference estimation combined with a propensity score

matching for technologies delivered with component II without excess demand.

Reflexive Methodology (Component I). This methodology aims to measure in a simple 14.

manner, the results obtained from component I. Specifically, this methodology will merely focus on

measuring the outcome variables associated with Result 3: “Improve Agricultural Innovation

Services”, using a before and after the program comparison in order to identify any improvements

obtained by the innovation program of the Ministry of Agriculture. The outcomes that will be measured

using a before and after comparison are the following:

(a) Research and development expenditure as a percentage of GDP by the government.

(b) New technologies developed or adapted by new applied research projects.

(c) Male farmers who adopt the technologies developed by new applied research

component.

(d) Female farmers who adopt the technologies developed by new applied research

component.

15. The idea behind the methodology is to measure the indicator at t=0 (before the program) and

the same indicator at t=1 (after the program). This methodology does not aim to capture rigorous

causality, however, it will be useful information for the Ministry and the Bank. Also, given that the main

idea is to measure the Ministry’s advancements on agricultural innovation, using a before and after

methodology guarantees that we are directly capturing the improvements obtained by this institution in

terms of new technologies developed.

16. Experimental Methodology (Component II, technologies with excess demand). This

methodology aims to measure direct causality of program implementation by randomly assigning

producers to beneficiary and control groups.

17. The randomization will be performed as follows:

(a) The randomization will be conducted at the individual level.

(b) The farmers who are interested to receive the technologies offered by component II of

the program will register in a list where they will reveal their technology preferences.

(c) The technologies with excess demand will be identified. This refers to technologies that

surpass the limit of expected beneficiaries as established in the program’s budget.

(d) Farmers who selected technologies with excess demand will be randomly assigned to

beneficiary and control groups.

(e) Baseline data will be collected on beneficiaries and control groups prior to program

implementation. This dataset will allow us to corroborate comparability between both

groups.

(f) Follow-up surveys will be collected on beneficiaries and control groups to identify

program’s impact.

18. A randomized control trial represents the golden standard for any impact evaluation because it

guarantees that treatment and control groups are, on average, statistically the same across

observable and unobservable pretreatment characteristics. Formally, under random treatment

assignment, the expected outcome of the treatment group, 𝐸 𝑌𝑖1 𝑇𝑖 = 1 , is equal to the expected

outcome of the control group had not received the treatment,𝐸 𝑌𝑖1 𝑇𝑖 = 0 , and vice-versa,

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𝐸 𝑌𝑖0 𝑇𝑖 = 0 = 𝐸 𝑌𝑖0 𝑇𝑖 = 1 . Hence, any observed differences in the outcomes of interest between

the treatment and the control groups are attributed to the intervention.

Under random treatment assignment, an unbiased estimate of the average treatment effect can 19.

be calculated using Ordinary Least Squares (OLS) model as follows:

𝑌𝑖 = 𝛼 + 𝛽𝑇𝑖 + 휀𝑖 1

Where Y is the outcome of interest, T represents treatment, and 휀 is an error term. In this case, 20.

the coefficient 𝛽 represents the actual unbiased estimate of treatment.

The experimental methodology will serve to guarantee the comparability between treated and 21.

control groups as well as to assure transparency and equal opportunity of participation. The

identification strategy will use an instrumental variable approach to measure the program’s impact.

Specifically, it is expected that some producers will not participate despite being selected for program

participation. This can occur when farmers don’t have the financial means to pay the remaining cost of

the technology, when there are inappropriate agro-ecological conditions to adopt the chosen

technology, among other factors. This problem is better known in the literature as non-compliance.

Because the program cannot oblige farmers to adopt the technology, this problem is likely to take

place in the evaluation. For this purpose, an instrumental variable approach will be conducted.

However, this methodology will allow us to identify the local average treatment effect (LATE), which

implies that we will be measuring the impact for those farmers who adopted the technology.

The instrumental variable technique will allow us to solve the noncompliance problem through 22.

the utilization of an instrument Z. This instrument must be related with the participation in PITAG but

must be exogenous to the outcome of interest Y (i.e. technology adoption). Specifically, the instrument

will have a value of 0 if the farmer was assigned to control group and 1 if the farmer was assigned to

beneficiary group.

The main objective in this impact evaluation is to identify: (i) whether program participation 23.

enhances technological adoption and; (ii) if technological adoption increases productivity, income and

food security. For this purpose, a two stage least squares must be estimated where the first stage

calculates the impact of treatment on Adoption and the second stage calculates the impact of

Adoption on the outcomes of interest Y. Formally, following the paper published by Salazar et. al

(2016), this is the system of equations to be estimated:

𝑃𝐼𝑇𝐴𝐺𝑖 = 𝛼 + 𝛽𝑍𝑖 + 𝛾𝑋𝑖 + 휀𝑖 2

𝑌𝑖 =∝ +𝜋𝑃𝐼𝑇𝐴�̂� + 𝜌𝑋𝑖 + 𝜏𝑖 3

Where Z is the dummy for the randomization (instrument), PITAG is a dummy variable that 24.

takes the value of 1 if the household obtained the technology; 𝑌𝑖 is any of the outcomes of interest for

the household i. These outcomes include the following: (i) 𝐴𝑑𝑜𝑝𝑡𝑖𝑜𝑛𝑖 is a dummy variable that takes

the value of 1 if the household i adopts the technology provided by the PITAG and 0 otherwise (also

producers who adopted soil protection and restoration technologies as well as the amount of land

where the technologies are applied)65

; (ii) household value of agricultural production per year66

; (iii)

food security (using the ELCSA index of food security, see Annex 1 of this document)67

; (iv) annual

agricultural household income (this indicator will be measured separately to female and male head of

households); and (vi) annual agricultural household profits (measured as agricultural income minus

costs of variable inputs and transportation).

Also, 𝑋𝑖 is a matrix of control variables for household i including (socio-demographic 25.

characteristics, economic characteristics of the household, dummy variables at the regional level, and

other pre-treatment characteristics); and 휀𝑖 is an individual error term.

65 Includes the indicators 2.3, 2.4, 3.1, 3.2 in the results section of the Results Matrix. 66 Indicator 1.1 in the results section of the Results Matrix 67 Includes the indicators 1.1 and 1.2. of the impact section of the Results Matrix.

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It is considered that a simple randomization is sufficient to capture the overall program’s impact. 26.

In other words, the objective of this evaluation is to identify the effect of the intervention as a whole,

we are not aiming to identify specific heterogeneous impacts at the technology or regional levels

(however, we will control for regional dummies in the estimation)68

.

Another reason why a simple randomization is seemed sufficient to evaluate the program’s 27.

impact is because strong spillover effects are not expected to take place, which could invalidate the

methodology when present. Specifically, the main reason why spillover effects are not expected to

take place to a considerable extent is due to the presence of liquidity constraints. Farmers to be

benefited from this program face strong financial constraints which reduce their possibility to access

the technologies by any other means than program participation. Evidence from a similar program in

Dominican Republic (PATCA), corroborates this hypothesis (Aramburu, Maffioli, Salazar, 2017).

Propensity Score Matching and Difference in Difference (Component II, technologies 28.

without excess demand). This methodology aims to measure the effect of the program for those

technologies that might not have an excess demand. In this case, it is not possible to randomly assign

producers to treatment. Therefore, we will identify non-treated communes located near the treated

ones, in order to find producers that can be used as a counterfactual of the beneficiaries that access

this kind of technologies.

The potential control communes are the following: (i) in the North: La Victoire, Pignon, Quartier 29.

Morin; (ii) in the North East: Carice, Ferrier; (iii) in the South: Saint Louis du Sud, Tiburon, and (iv) in

Grande Anse: Corail, Moron.

We will use a Propensity Score Matching (PSM) to select a sample of control producers in 30.

these communes that are comparable to the beneficiary producers. In order to identify a proper

counterfactual, the first step is to estimate the propensity score for the potential control producers and

the beneficiary producers.

The propensity score is the probability of participating in the program, given certain 31.

characteristics. In the participation model, the dependent variable will be the inclusion in the program

and the independent variables included in the vector X are composed of variables that can determine

the participation in the program but are not affected by program participation, such as socio-economic

characteristics, household characteristics, wealth, agricultural area owned, among others.

The proposed participation model to predict the probability of the producer to participate in the 32.

program is presented in the following equation:

Pr 𝑃𝐼𝑇𝐴𝐺 = 1 𝑋 = 𝛼 + 𝛽∑𝐶𝑖 + 𝛿 ∑𝐻𝑖 + 𝜌∑𝑊𝑖 + 𝜑∑𝐿𝑖 + 휀𝑖

Where Pr 𝑃𝐼𝑇𝐴𝐺 = 1 𝑋 is the probability that the producer i participates in the PITAG 33.

Program; 𝐶𝑖 is a vector of socio-demographic characteristics of the household, including number of

household members, proportion of women and dependency ratio; 𝐻𝑖 is a vector of head of household

characteristics, including age, gender, marital status, literacy and education level; 𝑊𝑖 is a vector of

economic characteristics of the household, including non-agricultural income, reception of cash

transfers, ownership of bank account and access to credit; 𝐿𝑖 is a vector that captures the size of the

land, including total area owned by the household and area effectively planted, and 휀𝑖 is the error

term.

After finding the propensity score for both, the treated and non-treated producers, we can 34.

“match” them using different matching algorithms and maintain the common support area, which is

where the comparable observations are, ensuring the comparability between the treated and control

group (Heckman et al., 1998).Using the observations in the common support area we can implement

68 Also, measuring heterogeneous impacts at the technology level will imply using an extremely large sample size which will not be possible with the financial constraints of this evaluation.

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the difference in differences (DD) estimation, a quasi-experimental technique that allows us to identify

the causal effect of the program by accounting for time-invariant observable and unobservable

heterogeneity. The main assumption of this methodology, that in the absence of treatment the

beneficiary and control groups will present similar trends, is guaranteed by the previous PSM

implemented.

The following equation represents the basic difference in difference model to be estimated: 35.

𝑌𝑖 = 𝛼𝑖 + 𝛽1 𝑇 + 𝛽2𝐷𝑖 + 𝛽3 𝑇 ∗ 𝐷𝑖 + 𝛿𝑖𝑗𝑋𝑖𝑗 + 휀𝑖

Where 𝑌𝑖 is the outcome variable of interest for household i; 𝑇 is a dummy variable that equals 36.

to 0 if baseline and 1 if follow-up; 𝐷𝑖 is a dummy variable that equals to 1 if producer i is treated by

PITAG; 𝑋𝑖𝑗 is a vector of observable characteristics for household i, measured at baseline; 𝛼, 𝛽, 𝛿 are

unknown parameters, and 휀𝑖 is the error term.

The outcome variables include household value of agricultural production per year, food 37.

security (using the ELCSA index of food security), annual agricultural household income and annual

agricultural household profits. The parameter of interest is 𝛽3 that represents the double-difference

estimator or the causal effect of the program. The parameter 𝛽1 captures the time trend of the

outcome variable and the parameter 𝛽2 represents the initial differences between treated and control

groups.

Sample Calculation. The first step to determine the adequate sample size is to conduct power 38.

calculations. These indicate the minimum sample size needed to conduct an impact evaluation and to

answer the question of interest (World Bank, 2007). For this calculation, there are some required

elements:

(a) Size of the impact on the indicators of interest

(b) Standard deviation of the indicators of interest

(c) Level of confidence (we use 95% confidence)

(d) Statistical power level (we use power of 80%)

Using these four elements, the sample size can be estimated using the power formula: 39.

𝑁 =4𝜎2(𝑧𝛼 + 𝑧𝛽)

2

𝐷2

Where,

D = The expected impact on the variable of interest

σ = The standard deviation of the variable of interest

zα = The critical value for the confidence interval for a bilateral or two-tailed test.

zβ = The critical value of a statistical power for a bilateral or two-tailed test.

In this case, the calculations for the sample size are based on the data collected for the 40.

evaluation of the Agroforestry component of the PTTA, which provides information from 290

households of small agricultural producers from the commune of Limbé, in the north side of Haiti. This

data set is used to obtain the mean values and standard deviations of the variables of interest, as well

as the minimum detectable effect.

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The third and fourth elements are indicative of the extent to which the sample is able to limit 41.

errors in the impact calculation. The critical value associated with the 95% confidence level (zα) is

1.96 and the value associated with 80% power (zβ is 1.28.

The following table shows the sample size required to measure the impact of the program on 42.

different variables of interest (as value of production and agricultural income) when the impact that we

are trying to identify is of 20%, 40% and 50%.

Outcome Variables Mean Est. Dev. D=20% D=40% D=50%

Value of production, USD 358.8 663.3 2855 714 456

Agricultural income, USD 172.8 439.5 5238 1310 838

Given the effects found in the impact evaluation of the agroforestry component of PTTA and the 43.

results matrix of PITAG, the sample size must be able to identify an impact of 40% on value of

production and 58% on income (highlighted in blue). The most restrictive sample size corresponds to

the 50% impact on income which will be used hereafter. For the purpose of the evaluation, this

sample has to be representative for male and female headed households. Then, the sample size will

be twice the estimated number which corresponds to 1,676 surveys in order to account for impacts on

female and male headed households. Assuming a non-response of 15%, the sample size will be

equal to 1,927 surveys. To facilitate calculations, we will consider a sample size of 2,000 surveys

(1,000 beneficiaries and 1,000 controls).

The questionnaire. The questionnaire will be an agricultural household survey with detailed 44.

information regarding agricultural production, input use, land allocation, livestock production,

household socio-economic characteristics, income sources, food security, among others. Table 3

presents the main sections of the questionnaire.

Table 2. Sections of the questionnaire

SECTION

Section 1: HH information

Section 1.1: Identification of HH members Section 1.2: Information on education, health and work

Section 2: Plots information

Section 2.1: List of plots

Section 2.2: Information about plots owned

Section 2.3: Information about plots rented

Section 2.4: Information about leased plots

Section 2.5: Information about purchase and sale of land Section 2.6: Information about the use of agricultural technologies on plots

Section 3: Crop information

Section 3.1: List of annual crops

Section 3.2: Seeding of annual crops

Section 3.3: Use of agricultural inputs on annual crops

Section 3.4: Labor used for annual crops

Section 3.5: Annual crops production

Section 3.6: Annual crops storage and commercialization

Section 3.7: Production of perennial crops and fruits

Section 3.8: Labor used for perennial crops

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Section 3.9: Perennial crops storage and commercialization Section 3.10: Crop losses (including losses from fruit fly)

Section 4: Livestock information

Section 4.1: Livestock inventory Section 4.2: Livestock production

Section 5: Farmers organization membership

Section 6: Housing:

Section 6.1: Status of housing occupancy

Section 6.2: Physical characteristics of the house

Section 6.3: Water and sanitation Section 6.4: Electricity

Section 7: Assets, Income and expenditures

Section 7.1: HH assets

Section 7.2: HH incomes

Section 7.3: HH expenditures Section 7.4: Food expenditure and consumption

Section 8: Access to finance

Section 8.1: Informal savings

Section 8.2: Bank accounts Section 8.3: Credit

Section 9: Food security

Section 9.1: Dietary diversity

Section 9.2: HH hunger scale

Learning and knowledge management. Aspects of learning and knowledge management are 45.

not to be treated as a stand-alone activity but rather need to be integrated in all programme

implementation processes. Learning and knowledge management complements and links to the way

the monitoring and evaluation systems collects, analyzes and feeds data for decision-making

processes, and provides input to the communication function of the programme. All three activities

(M&E, knowledge management and communication) are part of a continuum that results in learning at

the programme level, at the corporate (IFAD and IDB) level and at the international level. A knowledge

management strategy will need to be developed at the onset of the programme with the objective of

contributing to five critical processes: decision-making, communications, knowledge transfer;

dissemination of lessons learned from component I; and IFAD’s and IDB’s corporate communications.

The knowledge management strategy will be evaluated internally for relevance and reach during its

implementation and adjusted as necessary, as well as at the end of each year, to measure its

effectiveness.

Knowledge management in support of decision-making. The first objective of knowledge 46.

management (KM) is to support the decision-making process by making strategic use of the data and

information collected in the field and through its geographic information system (GIS). The KM

strategy will ensure that all stakeholders receive data-based information that is relevant to their

decision-making processes. Audiences include PEU staff, IDB and IFAD country officers, members of

the Programme Steering Committee, service operators and service providers, MARNDR

decentralized staff at all levels, policy makers and participating farmers. KM tools include regular and

special meetings, written reports, participatory review sessions with the communities, after action

reviews, field visits, focused technical assistance, farmer field school modules, etc.

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Knowledge management in support of communication. Programme results – together with 47.

photography, participants’ view and stories from the field – will feed into the communication activities

of the programme and ensure that the programme has an efficient flow of information coming from the

field as well as data to support the dissemination of its key messages.

Knowledge management in support of knowledge transfer. KM tools and products such as 48.

learning routes, farmers’ exchange visits, Ministry of Agriculture’s staff exchange visits, participation in

regional and international expert groups on agroforestry, innovation in agriculture, climate change,

youth, gender mainstreaming, etc. will be identified and carried out with the objective to learn from

others and share good practices emerging from the programme, from both components. Expected

results from this work is the reinforcement of IFAD and IDB’s mutual learning and a concerted

contribution to policy dialogue.

Knowledge management in support of disseminating lessons learned from Component I. 49.

The programme will ensure that the lessons and good practices emerging from the research and the

implementation of the technological packages and innovations are properly documented and widely

shared nationally, regionally and internationally. Tools and products include: case studies, policy

briefs, participation in agricultural innovation conferences, participation in regional ministerial meetings

on agriculture, publication of articles in scientific magazines and papers, visits to research centers and

participation in online network of experts in climate smart agriculture, etc.

Knowledge management in support IDB’s and IFAD’s corporate communication. 50.

Knowledge and information from the field are invaluable to IFAD and IDB to report in an easy to

communicate format the results and impact their investments are having in the countries. Case

studies, participants’ view and stories, photography, lessons learned, and all other communication

products that include data, relevant context information, personal stories and visuals serve as material

to learn from experience and demonstrate impact.

Figure 2. Continuum from M&E System to Communication Activities

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Appendix 7: Financial management and disbursement

arrangements

A. Inherent risks: country issues, entity risks and Program design

The country risk is rated as High. Transparency International’s Corruption Perception Index 1.

ranked Haiti 159 of 176 countries in 2016 (stable comparing to 2015) with a score of 20 (17 in 2015).

The latest evaluation of the public financial management systems of the Republic of Haiti is 2.

contained in the Public Expenditure and Financial Accountability (PEFA) assessment report

conducted in 2011 and published in February 2012. The Government of Haiti has shown continued

commitment in improving the country system and has adopted in May 2014 Public Financial

Management reform strategy including an action plan 2014-2016 to consolidate basic public financial

management functions focus on: (a) continuing the implementation of a Single Treasury Account

(STA) with the support of IMF; (b) reaffirming the role of public accountants in the monitoring of

expenses in all line ministries, and (c) improving the monitoring of public debt. Despite these

measures, the country financial management systems and external control mechanism would require

further improvements prior to conform to levels consistent with their utilization for the fiduciary

management of IFAD’s funded program. As a result, no country systems will be used for the financial

management of program. Therefore, to mitigate these risks, IFAD will continue in the foreseeable

future to: (i) rely on special program executing units for the execution of all programs while at the

same strengthening institutional capacities; and (ii) to implement special fiduciary arrangements for

program implementation and to conduct close supervision of program executing units. External control

will be performed for all operations by independent audit firms acceptable to IFAD in accordance with

the Framework on Financial Reporting and Audit of IFAD funded Programs.

In light of the above, and given the significant planned monitoring and tracking of the operations 3.

and especially the procurement and financial areas, the programme risk is rated as Medium.

The risk assessment summary table and proposed mitigation measures are shown as 4.

Attachment 1 to this appendix.

B. Proposed financial management and disbursement arrangements

Financial management organization. The Executing Agency (EA) will be responsible for the 5.

overall program execution and administration, including: planning and reporting technical and fiduciary

aspects; execution of procurement activities; supervision of firms and service providers; financial and

accounting management; risk management; monitoring and evaluation; supervision and execution of

the environmental and social management plan. The MARNDR will execute the aforementioned tasks

through: (i) its Executing Unit named “PEU” which will ensure the financial management of the

program; and (ii) the procurement unit of the MARNDR which will perform the procurement activities

of the program. The PEU has gained experience in the execution of IDB financed operations over the

past five years, during the execution of the Technology Transfer Program for Small Farmers Program

(HA-L1059, 2562-GR-HA, PTTA I). The program coordinator will report to MARNDR’s General

Director. The EA will be responsible for the fiduciary aspects of the program and overall administration

including financial reporting which will be using International Accounting Standards acceptable to co-

financiers.

IFAD conducted a desk review of the update of PEU institutional assessment related to its 6.

financial management and internal control processes which was completed in January 2017 by the

IDB Team. Based on the results, IDB considered PEU overall risk rating to be medium due to

following weaknesses: (i) financial reports are prepared manually which increases the possibility of

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errors in financial reporting, as SYSCOMPTE does not automatically generate financial reports; (ii)

Limitations identified in SIGI information system used for the management of subsidies to farmers;

and (iii) absence of a code of ethics. To mitigate those risks the EA: (i) has launched an evaluation of

the functionality and the design of the SIGI information system which will advise on the best option to

choose for the implementation of new program; (ii) will need to set up parameters SYSCOMPTE to

allow the automatic generation of financial reports and the monitoring and execution of budget; and

(iii) include a code of ethics and professional conduct in the PIM. The fiduciary risk related to

procurement delays is classified as medium and its mitigation measures include: (i) anticipation and

good planning for complex procurement processes; (ii) strengthening of the PEU; and (iii) support to

the MARNDR to simplify the procedures for contract approval and signature. IFAD confirms this

assessment.

A Steering Committee (SC) will be created after the program start-up workshop to ensure 7.

strategic overall guidance and coordination among the different institutions involved in program

implementation. The SC will meet at least once a year in order to discuss strategic issues, as well as

to approve the multi-year execution plan, annual operation plans and progress reports. This

committee will be chaired by MARNDR’s General Director.

Internal controls. The internal control environment of the program will be strengthened with: (i) 8.

the updating and implementation of an operation plan; (ii) the updating of the current accounting

system to include a module for budget preparation and monitoring and the automatic preparation of

financial report; and (iii) the use of an information system for the management of subsidies to the

farmers and their contribution in kind.

PEU shall update to the satisfaction of IFAD, their operations manual (PIM), which shall set out 9.

the procedures to be followed by the EA with regard to planning and reporting of activities, financial

management, audits, procurement and contracting, risk management, and monitoring and evaluation.

The PIM shall include, among others: (i) the role of each participant and collaborating institution for

the implementation of the program; (ii) a code of ethics section; (iii) an annex describing the

procedure and timeframe applicable to the MARNDR’s internal and external approval process for

procurement contracts; (iv) the framework of Environmental and Social Management Plans; (v) the

Monitoring and Evaluation Plan, procedures for the safeguard of financial information; and (vi) a chart

of accounts.

Budgeting. All Program activities for each component and subcomponent will be included in an 10.

Annual Work Plan and Budget (AWPB). The AWPB will detail the activities, quantities, unit costs,

implementing entity, target dates, and will allocate the budget for each activity by funding source

(IFAD grant, co-financiers, counterpart funds and beneficiaries contributions). The AWPB will also

include (i) full documentation of all unit costs assumptions and hypotheses and (ii) summary tables

showing forecasted disbursement rates against allocations (by category and by component).

The AWPB process will start at an early stage in order to be submitted o IFAD for no objection 11.

no later than 60 days before the year end. Through its computerized financial management system,

the Program will monitor the financial execution of the AWPB and produce budget vs. actual

statements on a monthly basis. This will serve as a basis for discussion during the monthly budget

review meeting to be organized by the Program Director, for the review of physical and financial

performance and the adoption of corrective actions.

Accounting and financial reporting requirements. The SYSCOMPTE system currently in 12.

use by the MARNDR will be used for Program financial management.The financial and accounting

system should allow (i) recording and reporting of transactions by component, category, source of

funds, AWPB activity and geographical location, (ii) budget monitoring, (iii) automated bank

reconciliations, (iv) contract management and monitoring of financial commitments, (v) production of

the required financial reports and statements, and, (vi) possibly, the automated production of

withdrawal applications.

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The PEU will record eligible expenditures following international accounting standards (cash 13.

basis), and all accounting policies and procedures related to the Program will be clearly documented

in the financial and administrative procedures manual. The PEU will be required to produce monthly

financial reports that will include analyses of disbursement rates by category, AWPB execution, cash

position and forecast, implementing partners’ financial situation, procurement plan execution and any

salient administrative issues. In addition, interim unaudited financial reports (IFR) will be submitted to

IFAD within 45 days of the end of each quarter using a format defined in the manual. The IFR will

summarize the Program’s financial situation for each funding source and will include analytical

comments on budget variances, as well as any constraints faced in the fiduciary area. Finally, the

PEU will prepare annual financial statements and submit them to IFAD and the external auditors at

the latest 2 months after the end of each fiscal year.

Flow of funds. Funds will follow in sequential steps: 14.

Step 1: IDB will open a separate bank account to receive the funds from IFAD. The funds will be equal to 18-24 month activities based on the cash forecasts of activities to be implemented within that period of time.

Step 2: The Recipient will open USD denominated Designated Accounts (DAs) operated

by the MoFP in a commercial bank, in order to receive IFAD grant and co-financiers’

resources.

The EA will prepare annual planning of program cash flows to be revised every four months. 15.

Financial plans will be based on activities derived from the Annual Work Plan and Budget (AWPB) and

payment terms agreed with suppliers. Advance of funds methodology will be used for the

disbursement of program funds. For each new advance, PEU will need to justify 75% of cumulated

advance received. Disbursement Supervision will be ex-post. IFAD recommends to use the FIFO

methodology to manage flows received in the local currencies. The Central Bank of Haiti exchange

rate published for the date of receiving funds will be used at the reference rate. Payment of subsidies

will be made via a financial institution, which will be hired through a competitive bidding process.

Payments by the financial institution will be subject to the farmer meeting a set technical requirements

to be validated by the Departmental Directorate of Agriculture (DDA) and the payment of a small

contribution. The DDA will inform the EA that all technical requirements have been met following

which the EA will send payment authorization to the financial institution. The amount to be disbursed

will be subject to terms defined in matching grant agreement.

Counterpart funding. The beneficiaries contribution will be in kind (in South and Grand Anse 16.

Departments) or in cash (in other areas) and will represent 10% of planned activities. The program

financial statements should reflect and disclose this contribution. The PEU has the responsibility to

monitor this contribution in kind.

Audit. The Recipient, through the PMU, will appoint independent auditors acceptable to both 17.

co-financiers, under TOR cleared by IFAD, and in line with the Framework on Financial Reporting and

Audit of IFAD funded Programs . The contract for the audit will be for a maximum of three years,

subject to satisfactory performance and IFAD clearance. The auditors will give separate opinions on

the financial statements, designated accounts and SOEs, and will comment on the use of Program

resources (in particular by implementing partners) and the adherence to procurement rules. The

auditors will also provide a management letter addressing the adequacy of the accounting and

internal control systems.

Given the difference of requested timeline to submit audited financial statements between IDB 18.

(120 days) and IFAD (180 days), it will be decided that the external auditor deliverables will be

submitted to IFAD not later than 120 days from the year end of fiscal year applicable in Haiti . For

component II, a technical verification of the use of funds by the beneficiaries will be performed on a

quarterly basis by an individual consultant based on terms of reference approved by the Co-

Financiers.

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In addition , IFAD will receive on a 6 monthly basis a statement of bank account opened at IDB 19.

to manage the flow of funds from IFAD. This statement should be signed by the Controller of IDB.

IFAD Financial Management Team will conduct on regular basis supervision missions in order 20.

to review the execution of AWPB and fiduciary aspects related to the implementation of IFAD co-

financed activities.

Anticorruption and good governance framework. The primary responsibility of detecting 21.

fraud and corruption lies with the Recipient. However, the Program should note that IFAD applies a

Zero Tolerance Policy towards fraudulent, corrupt, collusive or coercive actions in Programs financed

through its loans and grants. “Zero Tolerance” means that IFAD will pursue all allegations falling

under the scope of this policy and that appropriate sanctions will be applied where the allegations are

substantiated. IFAD shall take all possible actions to protect from reprisals individuals who help

reveal corrupt practices in its Program or grant activities and individuals or entities subject to unfair or

malicious allegations. Given IFAD’s Zero Tolerance described above, it is important that the staff and

all stakeholders of the Program are familiar with IFAD’s as well as national anticorruption policies and

whistleblowing procedures. The IFAD anticorruption policy is available on the IFAD website at

www.ifad.org/governance/anticorruption/index.htm. The IFAD website also provides instructions on

how to report any alleged wrongdoing to the Office of Audit and Oversight

(http://www.ifad.org/governance/anticorruption/how.htm).

The dissemination of both IFAD’s and national anti-corruption policy amongst Program staff and 22.

stakeholders, as well as the adoption of IDB procurement guidelines for PITAG procurement, should

reinforce the use of good practices.

Taxation. IFAD grant proceeds cannot be utilized for the payment of taxes. Consequently, the 23.

payment of taxes and duties will be made from the government counterpart contribution.

Supervision and implementation support (fiduciary aspects). Based on the risk 24.

assessment, the supervision and implementation support plan for PITAG will include:

(a) Full training of finance and procurement staff as part of the Program start-up workshop,

and refresher training as part of the IFAD supervision/implementation support missions.

(b) One full fiduciary review each year (as part of a supervision mission).

(c) Detailed review of the FM arrangements in the procedures manual, including relevant

policies, guidelines and procedures with regard to all activities.

(d) Desk reviews of periodic progress and financial reports and annual financial statements.

(e) Follow-up on work performed and reports issued by the external auditors.

Start-up costs. In order to facilitate the timely launch of Program activities, the Recipient will 25.

be allowed to incur certain expenditure prior to the satisfaction of all disbursement conditions. The

start-up costs will be limited to USD 150 000, and will be specified in the financing agreement.

http://www.ifad.org/governance/anticorruption/index.htm

http://www.ifad.org/governance/anticorruption/how.htm

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Appendix 7: Financial management risk assessment summary

137

Attachment 1: Financial management risk assessment summary

Initial Risk

rating Proposed Mitigation

Residual

Risk rating

Control Risks

1. Organization and Staffing Medium

Competitive recruitment of finance and procurement staff,

full training on IFAD guidelines and procedures, and

continued support during PY1

Drafting of finance & admin procedures manual as a

disbursement condition

Low

2. Budgeting Medium

Accounting/FM software system to include budget

monitoring feature

AWPB to include full documentation of cost assumptions.

Low

3. Funds flow and

Disbursement Arrangements High

Training of staff in IFAD procedures at startup and during

PY 1

Regular submission of Was

IDB will submit on half year basis a statement of bank

accounts of IFAD funds not yet transferred to the program

Medium

4. Internal Controls High

Drafting of finance & admin procedures manual as a

disbursement condition

Installation of an accounting software

Medium

5. Accounting Systems,

Policies & Procedures High

Evaluation of functionality and the design of the SIGI

information system software meeting all IFAD

requirements

Medium

6. Reporting and Monitoring High

Accounting/FM software to include strong financial

reporting features.

The PTTA/RESEPAG will be required

to prepare fully informative monthly financial reports and

IFRs (including budget vs. actual variance analysis)

Medium

7. Internal Audit High MoA IA Unit will be encouraged to perform audits of

RELAP whenever feasible Medium

8. External Audit High

Audit scope to include Program resources managed by

implementing partners and additional specific audit to be

realised on quarterly basis on the component co-financed

by IFAD

Medium

Program Fiduciary Risk

at Design High Medium

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A. Dispositions pour la passation de marchés

1. Les dispositions fiduciaires pour la passation de marchés établissent les conditions applicables

à toutes les activités d’acquisition dans le cadre du projet. Les composantes de cette opération seront

exécutées par l'Unité de passation des marchés publics (UPMP) du MARNDR suivant les politiques

de la Banque Interaméricaine de Développement (BID) en la matière : « Politiques pour la passation

de marchés pour des biens et travaux financés par la BID (GN-2349-9) » ; et les « Politiques pour la

sélection et l’engagement de consultants financés par la BID » (GN-2350-9).

B. Passation de marchés pour des travaux, des biens et des services non

consultatifs

2. Les contrats pour les travaux, biens et services autres que consultatifs[1] résultant du projet et

sujets à l’appel d’offres international compétitif (AOIC) se feront conformément aux stipulations des

Documents standards d’appel d’offres (DSAO) émis par la BID. Ceux sujets à l’appel d’offres national

compétitif (AONC) se feront conformément aux stipulations des documents d’appel d’offres national

convenus avec la BID.

C. Passation de marchés pour des services consultatifs

3. Sélection et engagement de Consultants: Les contrats de services consultatifs résultant du

projet se trouvent dans le Plan initial de passation de marchés et respectent les stipulations des

Demandes de propositions standards (RFP) émis par la BID ou convenus avec la BID (ou

satisfaisants pour la BID s’il n’y a pas accord à ce sujet à date).

Sélection de firmes de consultation: Cela se fera pour le projet en appliquant les RFP

émis par la BID;

Courte liste de firmes de consultation (Conformément à la Section V des Politiques pour

la Sélection et l’Engagement de Services Consultatifs, la sélection de consultants

individuels n’exige pas l’utilisation d’une Courte Liste ni des RFP): Cette liste peut être

entièrement (à 100 pour cent) constituée de firmes nationales (cela n’empêche pas la

participation de firmes étrangères) pour des contrats de moins de USD 100,000.

D. Sélection de consultants individuels

4. La sélection se fera en tenant compte de leurs qualifications pour remplir les tâches sur la base

de la comparaison d’au moins trois (3) candidats.

E. Les plafonds (en Milliers de US$)

5. Les plafonds actuellement approuvés pour la République d’Haïti sont les suivants:

Travaux Biens (cela inclut les services autres que consultatifs)

Services Consultatifs

Appel d’offres International Compétitif

Appel d’offres national compétitif

Achat direct

Appel d’offres international compétitif

Appel d’offres national compétitif

Achat direct

Publicité internationale

Courte liste à 100% Nationale

=>1,000 100 -1,000 <100 =>100 25 - 100 <25 >200 <100

[1] Conformément aux politiques de la Banque Interaméricaine de Développement (BID) pour la Passation de Marchés, les services non consultatifs sont traités comme des biens.

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6. Des dispositions particulières relatives à la passation de marchés seront prises pour faire face

à de potentielles urgences humanitaires.

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Agence d'Exécution Ministère de l'Agriculture des Ressources Natureles et du développement Rural

Unité d'Exécution Ministère de l'Agriculture des Ressources Natureles et du développement Rural

Numéro et nom du programme

HA-L1107 - Programme d'Innovations Technologiques pour l'Agriculture et l'Agroforesterie(PITAG)

Date de préparation janvier 2018

Date de révision

Période couverte par le PPM

Août 2017 à décembre 2018

Numéro de référence du marché (1)

Composante et Activité

Description du marché

Méthode de de

passation de

marché (2)

Révision Ex Ante ou Ex Post

Montant estimatif Dates estimatives Commentaires (Pour ED/SED (3) préciser nom de la firme et

clause de justification

tirée des politiques de passation de marchés de la

BID)

Statut : En

attente, en cours, adjugé, annulé, clôturé

(4)

Coût estimatif (USD):

% BID:

% Contrepartie:

Publication de l'avis

spécifique (Biens - Travaux-

SNC) ou de l'Appel à

Manifestation d'intérêt (PI)

Date de signature du

contrat

1- BIENS ET SERVICES CONNEXES (B)

MARNDR/PITAG/B/AOI-___/ Acquisition de véhicules tout terrain

AOI Ex Ante $ 495 000.00 100% février 2018 mai 2018 En attente

MARNDR/PITAG/B/AOI-___/ Produits (3, 4) Acquisition d'équipement et de materiels de bureau

AOI Ex Ante $ 129 500.00 100% janvier 2018 avril 2018 En attente

MARNDR/PITAG/B/CP-___/ Produits 4 Acquisition de motocyclettes tout terrain

CP Ex Ante $ 80 000.00 100% janvier 2018 avril 2018 En attente

SOUS-TOTAL 1 $ 704 500.00

2- TRAVAUX (T)

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SOUS-TOTAL 2 $ -

3- SERVICES NON CONSULTATIFS (SNC)

MARNDR/PITAG/SNC/AOI-__/ produit 4 Intermédiaire financier

AOI Ex Ante $ 520 000.00 100% Févier 2018 mars 2018 En attente

SOUS-TOTAL 3 $ 520 000.00

4- BUREAUX DE SERVICES-CONSEILS

MARNDR/PITAG/SFQ-01/17 produit 4 Opérateur de Gestion des incitations et assistance technique

SFQ Ex Ante $ 9 750 000.00 100% août 2017 mai 2018 En cours

MARNDR/PITAG/SFQ-____/ produit 1 Consultant pour mise en oeuvre de 6 sous-programme de recherche

SFQ Ex Ante $ 9 118 000.00 100% janvier 2018 juin 2018 En attente

MARNDR/PITAG/SFQC-03/18 Produit 4 Consultant pour l'adaptation du système informatisé de gestion des incitations (SIGI) - Relance

SFQC Ex Ante $ 380 000.00 100% janvier 2018 avril 2018 En attente

MARNDR/PITAG/SFQC-__/18 Consultant pour l'Audit Financier

SFQC Ex Ante $ 250 000.00 100% févier 2018 mars 2018 En attente

MARNDR/PITAG/SFQC-__/18 Produit 4 Consultant pour l'audit technique des incitations

SFQC Ex Ante $ 200 000.00 100% juin 2018 septembre 2018 En attente

SOUS-TOTAL 4 $ 19 698 000.00

5- CONSULTANTS INDIVIDUELS (CI)

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MARNDR/PITAG/CI/QCIN-__/18

Produit 3

Recrutement de 5 techniciens de terrain QCIN Ex Ante

$ 585 000.00

100% mars 2018

mai 2018

en attente


produit 4

Recrutement de 3 assistants aux responsables d'antennes

QCIN Ex Ante

$ 543 400.00

100% juin 2018

septembre 2018

en attente

MARNDR/PITAG/CI/QCII+A27-__/18

Produit 3

Recrutement d'un Conseiller technique d'appui

QCII Ex Ante

$ 540 000.00

100% avril 2018

septembre 2018

en attente


Produit 3

Recrutement de 3 superviseurs de programmes de recherche

QCIN Ex Ante

$ 487 500.00

100% avril 2018

juin 2018

en attente


produit 4

Recrutement de 3 responsables d'antennes departementales

QCIN Ex Ante

$ 308 750.00

100% fevrier 2018

avril 2018

en attente


Recrutement d'un assistant responsable de la gestion financiere

QCIN Ex Ante

$ 195 000.00

100%

avril 2018

en attente


Recrutement d'un auditeur interne QCIN Ex Ante

$ 195 000.00

100% juin 2018

septembre 2018

en attente


Produit 3

Recrutement d'un charge de suivi et d'appui aux projets

QCIN Ex Ante

$ 162 500.00

100% avril 2018

juin 2018

en attente


Recrutement d'un specialiste en Passation de Marches

QCIN Ex Ante

$ 162 500.00

100%

avril 2018

en attente


Produit 4

Consultant pour Etude eau/pompage QCIN Ex Ante

$ 50 000.00

100% mars 2018

juin 2018 En attente


Produit 4

Consultant pour Etude especes invasives

QCIN Ex Ante

$ 50 000.00

100% mars 2018

juin 2018 En attente

SOUS-TOTAL 5 $ 3 279 650.00

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6- DÉPENSES OPÉRATIONNELLES (DO)

SOUS-TOTAL 6 $ -

TOTAL 1+2+3+4+5+6 $ 24 202 150.00

(1) LE NUMERO DE REFERENCE doit inclure les informations suivantes : Le numéro de l'opération; l'unité d'exécution; le type de marché (B, T, S, CF, CI,DO); la méthode de sélection; la séquence; l'année.

(2) METHODE DE PDM- Biens et Travaux: AOI - Appel d'Offres International; AOIR - Appel d'Offres International Restreint; AON - Appel d'Offres National; CP - Comparaison de Prix; ED - Entente Directe; FA - Force Account (En régie); Bureaux de Services Conseils : SFQC - Sélection fondée sur la qualité et le coût; SFQ - Sélection fondée sur la qualité; SCBD - Sélection dans le cadre d'un budget déterminé; SMC - Sélection au « moindre coût »; QC - Sélection fondée sur les qualifications des consultants; SED - Sélection par entente directe; Services de Consultants Individuels: QCNI - Sélection fondée sur les qualifications des consultants individuels nationaux; QCII - Sélection fondée sur les qualifications des consultants individuels internationaux.

(3) ENTENTE DIRECTE - Chaque contrat dans le quel la methode d'entente direct est proposée inclue le numero de la clause et l'alinea correspondant aux Politiques de Passation des Marches de la BID. Réferences: 3.6 (a) ou (b) ou (c) ou (d) des GN-2349-9 pour Biens, Services et Travaux; 3.10 (a) ou (b) ou (c) ou (d) des GN-2350-9 pour Firmes de Consultation; et 5.4 (a) ou (b) ou (c) ou (d) des GN-2350-9 pour Consultants Individuels.

(4) STATUT: En attente - Processus pas encore commencé ; En cours - Processus de passation des marchés en cours ; Adjugé non-objection de la Banque obtenue pour l'adjudication ; Annulé - Processus annulé ; Clôturé - Contrat dûment exécuté - dernier paiement exécuté

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A. Introduction

1. The current appendix aims to summarize the main assumptions, hypothesis and results of the

Project cost estimates, as well as the financing plan for the five year implementation period. It has

been calculated using the COSTAB software.

2. All unit costs have been estimated taking into account PITAG´s main budget and consultations

with implementation agencies costs.

B. Main assumptions and hypothesis

3. Project life. The Project will be executed during a 5 year period and is expected to begin in

2018.

4. IFAD Co-financing. IFAD is supposed to finance 14.1% of total costs, for a total amount of

USD 10.86 million corresponding to the PBAS 2016/18. Other USD 1.04 million are considered as a

“financing gap” that could be allocated under the next 2019/2021 PBAS cycle.

5. Exchange rate. An exchange rate of 63.5 HTG/USD has been selected for the five year period.

It reflects the current official average exchange rate69 and both physical and price contingencies have

been calculated in case of important variations.

6. Price contingencies. During the next five years, inflation was calculated at 5% per annum for

local products and 2.1% for imported products. For estimating local inflation both IMF reports and

forecasts70 and official macroeconomic references have been considered. Concerning international

inflation, the Manufacture Unit Value Index (MUV) has been taken as a proxy71.

Table 1. International and Local Inflation

Until project starts up

Year 1 (2018)

Year 2 (2019)

Year 3 (2020)

Year 4 (2021)

Year 5 (2022)

International Inflation (%) 0.5 2.1 2.1 2.1 2.1 2.1

Local Inflation: HTG - (%) 4.50 5.00 5.00 5.00 5.00 5.00

Exchange rate HTG/USD 63.50 63.50 63.50 63.50 63.50 63.50

7. Physical contingencies and foreign exchange. Foreign exchange parameters have been

defined for each expenditure category and are expressed in table 2 below. A specific amount for

contingencies has been calculated within the technological packages (the average cost of the

packages estimates 15% contingencies for each package). Beyond these parameters, an overall

amount of contingencies of USD 500,000 has been already considered in IDB budget.

Table 2. Parameters by Expenditure account

Expenditure Acct % Foreign Exchange

A. Investment costs 20%

B. Recurrent costs 0%

69 Banque de la République d´Haïti (BRH), Direction des Affaires Internationales (DAI) -17/11/2017 70 www.imf.org- Country data 71 The Manufactures Unit Value Index (MUV) index is a measure of the price of developing country exports of manufactures in U.S. dollar terms. The World Bank Development Prospects Group (DPG) produces regular updates of the MUV, timed to coincide with economic projections accompanying Global Economic Prospects and commodity price forecasts. The MUV is a composite index of prices for manufactured exports from the fifteen major developed and emerging economies to low- and middle-income economies, valued in U.S. dollars.

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8. Unit Costs. Cost estimates are based on consultations and updated references from other

projects, including taxes. The budget estimates of the implementing agency and current PTTA (IDB)

and current IFAD´s projects unit costs (PPI 3) have been taken into account. It is noted that all unit

costs are indicative and are used for the purposes of estimating the overall project costs. These are,

therefore, subject to changes and revision during project implementation at the time of preparing the

Annual Work Plans and Budgets.

9. Taxes and duties. Costs have been calculated including taxes and duties, that have taken into

account the current VAT level (for almost all goods and services).

10. Expenditure Categories. Expenditure accounts have been simplified by distinguishing

Investment Costs and Recurrent Costs.

C. Summary of Programme´s main cost tables

11. Total Costs. Total Project costs estimated by the IDB over the five-year period amount to USD

76.86 million, including contingencies and taxes. They exclude the contribution of beneficiaries

(estimated to be USD 1.09 million) and a possible financing gap estimated by IFAD (of USD 1.04

million)72.

12. The IDB Grant Facility will finance USD 55 million (72%), the GAFSP will finance USD 10

million (13%), and IFAD will finance USD 10.86 million (14%). The local counterpart will finance USD

1 million (1%) to cover recurrent costs.

13. The Table below provides the cost summary by investment categories and components.

Table 3. Costs and Sources of Financing (USD 000)

Investment categories IDB GAFSP IFAD Local Total

Components

Component I. Applied

research and training 14,600

545

15,145

Component II. Promotion of

sustainable agricultural

technologies 35,050 10,000

10,090

55,140

Other project costs

Administration 4,000

108 1,000 5,108

Audits 150

150

Monitoring & Evaluation 700

117

817

Contingencies 500

500

TOTAL 55,000 10,000

10,859 1,000 76,859

14. This annex will focus on IFAD´s co-financing budget that will be granted though the 2016-2018

PBAS allocation of USD 10.86 million. Base costs are estimated at USD 10.58 million (97.4% of total

costs) and both physical and price contingencies73 represent USD 0.28 million (2.6% of total costs).

Investment costs are estimated at USD 10.75 million (99% of total costs) and recurrent costs at USD

0.11 million (1% of total costs)74

.

72 This financing gap could be covered with the next PBAS allocation (2019-2021) of IFAD. 73 It excludes overall contingencies already considered at IDB budget (up to USD 500.000) and specific contingencies for technological packages (taken into account in the average costs of packages, estimated at around 15% for each package). 74 Concerning IFAD’s potential overall budget (for both PBAS allocations), total costs are estimated at USD 11.9 million for a five year period. Base costs are estimated at USD 11.52 million (96.8% of total costs) and both physical and price

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15. Costs of IFAD financing by component. As shown in Graph 1 and Table 4 below,

Component 1 (Applied research and training) comprises 5% of total costs of IFAD financing (for the

Farm Field Schools activities); Component 2: Promotion of sustainable agricultural technologies,

comprises 93% of total costs. Administration comprises 1%; and M&E activities, 1%.

Graphic 1. Costs by Component of IFAD´s total budget

16. Table 4 provides a cost summary of IFAD’s financing by component. Table 5 provides a

summary of IFAD’s financing by expenditure type (investment costs vs. operating costs). Table 6 and

Graph 2 provides the expected disbursement plan for IFAD’s resources.

Table 4. IFAD´s overall budget by component

Table 5. IFAD´s estimated contributions by expenditure type (´000 USD)

contingencies represent USD 0.38 million (3.2% of total costs). Investment costs are estimated at USD 11.7 million (98.4% of total costs) and recurrent costs at USD 0.192 million (1.6% of total costs).

Cost

Including % of

Component Contingencies Total

1. Applied research and training 545 5.0

2. Promotion of sustainable agricultural technologies 10,090 92.9

3. Administration 108 1.0

4. M&E 117 1.1

Total PROJECT COSTS 10,859 100.0

IFAD Total

Amount % Amount %

1. Investment Costs 10,752 100.0 10,752 99.0

2. Operative Costs 108 100.0 108 1.0

Total PROJECT COSTS 10,859 100.0 10,859 100.0

Republic of Haiti




148

Table 6. Total IFAD´s estimated disbursement plan by component (´000 USD)

Graphic 2. Execution curve by Component of IFAD´s total budget

Totals Including Contingencies

2018 2019 2020 2021 2022 Total

1. Applied research and training - 193 97 125 130 545

2. Promotion of sustainable agricultural technologies 478 1,265 3,353 3,143 1,850 10,090

3. Administration 17 21 22 23 24 108

4. M&E 72 - 12 16 17 117

Total PROJECT COSTS 567 1,479 3,484 3,307 2,022 10,859

Republic of Haiti


Detailed design report

Appendix 9: Detailed cost tables for IFAD financing by component

149

Annex 1: Detailed cost tables for IFAD financing by component

Component 1: Applied research and training- Farmer Field Schools

Unit Cost -

Quantities Negotiation Totals Including Contingencies (US$) IFAD

Unit 2018 2019 2020 2021 2022 Total (US$) 2018 2019 2020 2021 2022 Total Fin. Rule 2018 2019 2020 2021 2022 Total

I. Investment Costs

A. Farm Field Schools (FFS)

1. Training of FFS facilitators and curriculum development

FFS Master facilitators (MF) /a Days - 40 - - - 40 300 - 17,931.4 - - - 17,931.4 IFAD ( 100% ) - 17,931.4 - - - 17,931.4

Nutrition specialist /b Days - 4 - - - 4 150 - 896.6 - - - 896.6 IFAD ( 100% ) - 896.6 - - - 896.6

Household methodology specialist (HMS) /c Days - 4 - - - 4 225 - 1,344.9 - - - 1,344.9 IFAD ( 100% ) - 1,344.9 - - - 1,344.9

Technical specialist-researcher (TSR) /d Days - 16 - - - 16 225 - 5,379.4 - - - 5,379.4 IFAD ( 100% ) - 5,379.4 - - - 5,379.4

Participants /e Days - 540 - - - 540 10 - 8,069.1 - - - 8,069.1 IFAD ( 100% ) - 8,069.1 - - - 8,069.1

Training personnel (MF, HMS, TSR) /f Days - 60 - - - 60 120 - 10,758.8 - - - 10,758.8 IFAD ( 100% ) - 10,758.8 - - - 10,758.8

Venue Hall Days - 16 - - - 16 100 - 2,390.9 - - - 2,390.9 IFAD ( 100% ) - 2,390.9 - - - 2,390.9

Training material /g Lumpsum - 2,316.1 - - - 2,316.1 IFAD ( 100% ) - 2,316.1 - - - 2,316.1

Field /h Days - 6 - - - 6 65 - 582.8 - - - 582.8 IFAD ( 100% ) - 582.8 - - - 582.8

Meals for participants /i Participant - 720 - - - 720 5 - 5,379.4 - - - 5,379.4 IFAD ( 100% ) - 5,379.4 - - - 5,379.4

Lodging facilities /j Nights - 680 - - - 680 25 - 25,402.8 - - - 25,402.8 IFAD ( 100% ) - 25,402.8 - - - 25,402.8

Subtotal - 80,452.1 - - - 80,452.1 - 80,452.1 - - - 80,452.1

2. Coaching of FFS facilitators during implementation

FFS Master facilitators (MF) /k Days - 240 160 200 200 800 175 - 62,759.8 43,697.3 57,053.3 59,600.4 223,110.8 IFAD ( 100% ) - 62,759.8 43,697.3 57,053.3 59,600.4 223,110.8

3. Running refresher courses at mid-term and at season-end

FFS Master facilitators (MF) /l Days - 20 20 20 20 80 175 - 5,230.0 5,462.2 5,705.3 5,960.0 22,357.5 IFAD ( 100% ) - 5,230.0 5,462.2 5,705.3 5,960.0 22,357.5

Participants of the midterm refresher course /m Days - 150 200 200 200 750 15 - 3,362.1 4,681.9 4,890.3 5,108.6 18,042.9 IFAD ( 100% ) - 3,362.1 4,681.9 4,890.3 5,108.6 18,042.9

Venue hall for 2 refresher courses Days - 10 10 10 10 40 100 - 1,494.3 1,560.6 1,630.1 1,702.9 6,387.9 IFAD ( 100% ) - 1,494.3 1,560.6 1,630.1 1,702.9 6,387.9

Training material /n Lump sum - 1 1 1 1 4 1,550 - 2,316.1 2,419.0 2,526.6 2,639.4 9,901.2 IFAD ( 100% ) - 2,316.1 2,419.0 2,526.6 2,639.4 9,901.2

Meals for participants Participant - 400 400 400 400 1,600 5 - 2,988.6 3,121.2 3,260.2 3,405.7 12,775.7 IFAD ( 100% ) - 2,988.6 3,121.2 3,260.2 3,405.7 12,775.7

Lodging facilities /o Nights - 400 400 400 400 1,600 20 - 11,954.3 12,484.9 13,040.8 13,622.9 51,102.9 IFAD ( 100% ) - 11,954.3 12,484.9 13,040.8 13,622.9 51,102.9

Subtotal - 27,345.4 29,729.8 31,053.3 32,439.6 120,568.1 - 27,345.4 29,729.8 31,053.3 32,439.6 120,568.1

4. Running the FFS in years

Payment for the facilitators (extension, NGO) /p FFS - 20 20 30 30 100 600 - 17,931.4 18,727.4 29,341.7 30,651.6 96,652.1 IFAD ( 100% ) - 17,931.4 18,727.4 29,341.7 30,651.6 96,652.1

Training material /q FFS - 20 20 30 30 100 100 - 2,988.6 3,121.2 4,890.3 5,108.6 16,108.7 IFAD ( 100% ) - 2,988.6 3,121.2 4,890.3 5,108.6 16,108.7

Sensitisation / aw areness raising for the participation of FFS annually /r FFS - 20 20 30 30 100 20 - 597.7 624.2 978.1 1,021.7 3,221.7 IFAD ( 100% ) - 597.7 624.2 978.1 1,021.7 3,221.7

Documentation and aw areness raising material /s FFS - 20 20 30 30 100 30 - 896.6 936.4 1,467.1 1,532.6 4,832.6 IFAD ( 100% ) - 896.6 936.4 1,467.1 1,532.6 4,832.6

Subtotal - 22,414.2 23,409.3 36,677.2 38,314.5 120,815.2 - 22,414.2 23,409.3 36,677.2 38,314.5 120,815.2

Total - 192,971.5 96,836.4 124,783.8 130,354.5 544,946.2 - 192,971.5 96,836.4 124,783.8 130,354.5 544,946.2

_________________________________

\a 2 MF- 20 days each- Daily fee includes honorarium, DSA and travel expenses

\b Daily fee includes honorarium, DSA and travel expenses

\c Daily fee includes honorarium, DSA and travel expenses

\d 8 days each- Daily fee includes honorarium, DSA and travel expenses

\e DSA and transportation for a total of 18 days (16 days of training and 2 days for travel)- 30 participants

\f DSA for a total 60 days (39 days of MF, 3 days of Nutrition Specialist, 3 days of HM Specialist AND 15 days Technical specialist-researcher).

\g Flip charts, pens, printed documents, scissors, boxes, nets, magnifying lenses, scoth, …etc.

\h If not available around the venue from the MARNDR

\i 18 days- 40 participants

\j 17 nights- 40 participants

\k 120/80/100 days each- Daily fee includes honorarium, DSA and travel expenses to visit each FFS once every 3 w eeks- 20 FFS in year one w ith intense coaching of 1 visit/3 w eeks, then 20 FFS in year 2 w ith 4 visits per season, then 30 FFS in each of years

3 a

\l Daily fee includes honorarium, DSA and travel expenses to run 1 mid-term and 1 season-end refresher courses

\m 5 days/ 30 Facilitators- 5 days/ 40 facilitators

\n Flip charts, pens, printed documents, scissors, etc

\o 40 participants

\p 20 USD per day / 30 days- FFS/year w ill be established and run by facilitators w ho are extension agents or NGOs staff

\q Includes 1)educational material used (f lip charts, pens, colored markers, cardboard, masking tapes, etc) and 2) the equipment needed to run agro-ecosystem analysis in the f ield and experimentation (magnifying lenses, boxes, pruning shears, some limited

equ

\r To be done by the facilitators w ith the OPS and MARNRD staff at the beginning of each season over 4 years and for 20-30 FFS per year (total of 100 FFS)

\s Posters, pamphlets, etc

Republic of Haiti



Appendix 9: Detailed cost tables for IFAD financing by component

150

Component 2: Promotion of sustainable agricultural technologies

Administration

M&E

Expenditures by Financiers (US$)

Totals Including Contingencies (US$) IFAD

Unit 2018 2019 2020 2021 2022 Total Fin. Rule 2018 2019 2020 2021 2022 Total

I. Investment Costs

A. Incitations

Incitations IFAD (technological packages) /a Amount 478,000 1,265,497 3,353,058 3,143,318 1,850,400 10,090,273 IFAD ( 100% ) 478,000 1,265,497 3,353,058 3,143,318 1,850,400 10,090,273

Total 478,000 1,265,497 3,353,058 3,143,318 1,850,400 10,090,273 478,000 1,265,497 3,353,058 3,143,318 1,850,400 10,090,273

_________________________________

\a including contingencies and TA

Unit Cost - Expenditures by Financiers (US$)



II. Recurrent Costs

A. Salaires

Specialist on Targeting, Gender and Youth /c pers.month 5 6 6 6 6 29 1,835 13,166 16,589 17,419 18,290 19,204 84,668 IFAD ( 100% ) 13,166 16,589 17,419 18,290 19,204 84,668

B. DSA

DSA Gender Specialist Days 30 30 30 30 30 150 96 4,133 4,339 4,556 4,784 5,023 22,836 IFAD ( 100% ) 4,133 4,339 4,556 4,784 5,023 22,836

Total 17,299 20,929 21,975 23,074 24,228 107,504 17,299 20,929 21,975 23,074 24,228 107,504

Unit Cost - Expenditures by Financiers (US$)



I. Investment Costs

A. Studies

Youth Study /a Unit 1 - - - - 1 50,000 71,547.0 - - - - 71,547.0 IFAD ( 100% ) 71,547.0 - - - - 71,547.0

Case studies / policy briefs Number - - 3 4 4 11 2,500 - - 11,704.6 16,301.0 17,028.7 45,034.3 IFAD ( 100% ) - - 11,704.6 16,301.0 17,028.7 45,034.3

Total 71,547.0 - 11,704.6 16,301.0 17,028.7 116,581.3 71,547.0 - 11,704.6 16,301.0 17,028.7 116,581.3

Republic of Haiti Agricultural and Agroforestry Technological Innovation Programme (PITAG) Final project design report

Appendix10: Economic and Financial Analysis

151

Appendix 10: Economic and Financial Analysis

A. Summary Tables

A)

Jardin Creole 1/2 ha Jardin Creole

Cacao (1/2 ha)

Jardin Creole Fruits

(1/2 ha)

Jardin creole Sugar Cane

(1/4 ha)

Jardin Creole juice

sugar cane (1/2 ha)Agroforestry plot

Grazing

package

PY1 (930) (955) (648) (683) (580) (555) (610)

PY2 33 33 33 33 33 293 293

PY3 75 75 75 75 75 512 512

PY4 113 113 113 113 113 512 512

PY5 157 157 157 157 157 512 512

PY6 209 209 209 209 209 512 512

PY7 271 271 271 271 271 512 512

PY8 271 271 271 271 271 512 512

PY9 271 271 271 271 271 512 512

PY10 271 271 271 271 271 512 512

5 144 3 683 21 082 19 114 24 956 129 794 151 384

81 58 332 301 393 2 044 2 384

13.6% 13.2% 20.6% 19.5% 22.9% 75.1% 90.5%

B)

$ 11 900 000 11 523 960$

$ 78 000 000 77 123 960$

1

C)

8 848

Total Technological packages

IFAD´s technological packages

56 200

12 359

Technological packages

Models net incremental benefits for technological packages

(in '000 of local currency)

Haití- PITAG

TOTAL IFAD´s contribution (in USD)

TOTAL COSTS including financing gap

Promotion of sustainable

agricultural technologies $ 56 505 080

75%

Components and Cost (USD) // Base Costs Outcomes and Indicators

MAIN ASSUMPTIONS & SHADOW PRICES1

FINANCIA

L

Outcomes Prices and margins (USD) Input prices

PMU and M&E $ 6 350 000 Management unit placed PMU

Beneficiaries in Component 1

Agricultural applied

research and training $ 15 144 920

Farmer Field Schools beneficiaries 3 250

Total Cost per beneficiary 1 182 IFAD cost per

beneficiary

Adoption

rates

Including IFAD´s

financing gap 1 199 963

Direct beneficiaries65048

Indirect

beneficiaries 15 000 IFAD´s target 12 359

PROJECT COSTS AND INDICATORS FOR LOGFRAME

TOTAL PITAG´s original PROJECT COSTS (in USD) $ 76 859 305 76 359 305$

Base costs PMU 1

NPV (Local curr.)

NPV (USD)

FIRR (@12%)

F

I

N

A

N

C

I

A

L

A

N

A

L

Y

S

I

S

Price (USD)

0.6

0.5

0.15

Bananas root´s suckers

Medium term increase in gross added

value per model 55.8%

ECO

NOM

IC

Economic Discount rate

% Increase in Maize yields 20%

Official Exchange rate (OER) 63.5

Incremental external labor paid: 13 Forestry seedlings

Incremental gross margin per model: 62 Canne cuttings

FINANCIA

L

Outcomes Prices and margins (USD) Input prices

Annual increase in Gross added value

per model year 1 and 2 24.8% Labour (daily): 5 Cacao Seedlings

0.6

Annual increase in Gross added value

per model year 3-5 17.9%

Incremental gross added value per model

for agroforestry: 75

12%

12%

1

0.85ECO

NOM

IC

Economic Discount rate

Financial Discount rate

Labour Conversion factor

Official Exchange rate (OER) 63.5

0.7

Output conversion factor

Input Conversion factor



152

D)

Beneficiaries receiving supports PY1 PY2 PY3 PY4 PY5 Total Adopting

Jardin Creole 1/2 ha1,170 2,145 5,655 5,460 5,070

19,500 14,625

Jardin Creole Cacao (1/2 ha) 804 1,474 3,886 3,752 3,484

13,400 10,050

Jardin Creole Fruits (1/2 ha)

750 1,375 3,625 3,500 3,250

12,500 9,375

Jardin creole Sugar Cane (1/4 ha) 60 110 290 280 260 1,000 750

Jardin Creole juice sugar cane (1/2 ha) 120 220 580 560 520 2,000 1,500

Agroforestry plot 469 861 2,269 2,191 2,034 7,824 5,868

Grazing package 300 550 1,450 1,400 1,300 5,000 3,750

Agricultural equipment packages 229 421 1,109 1,071 994 3,824 2,868

Phasing 6% 11% 29% 28% 26% 100% Total

Adoption 75% Total 65,048 48,786

BENEFICIARIES, AVERAGE ADOPTION RATES AND PHASING

E)

Economic IRR and NPV

USD Yr1 Yr2 Yr3 Yr4 Yr5 Yr6 Yr7 Yr8 Yr9 Yr10 Yr11 Yr12

Incremental benefits - - - - - - - - - - - -

Component 1 -$ 186,108$ 728,318$ 1,828,854$ 3,030,501$ 4,147,152$ 4,147,152$ 4,147,152$ 4,147,152$ 4,147,152$ 4,147,152$ 4,147,152$

Component 2 121,444$ 796,301$ 3,277,152$ 7,576,310$ 13,610,676$ 17,615,954$ 17,615,954$ 17,615,954$ 17,615,954$ 17,615,954$ 17,615,954$ 17,615,954$

Total Benefits 121,444$ 982,409$ 4,005,470$ 9,405,164$ 16,641,177$ 21,763,106$ 21,763,106$ 21,763,106$ 21,763,106$ 21,763,106$ 21,763,106$ 21,763,106$

Investment costs -3,646,839 -6,982,809 -17,074,641 -17,818,862 -15,789,288

Recurrent costs -11185 -32,620 -89,510 -148,561 -200,275 -572,635 -572,635 -572,635 -572,635 -572,635 -572,635 -572,635

Administration costs -1113043 -1,156,522 -1,156,522 -1,156,522 -1,656,522

Total Costs* -4,771,067 -8,171,951 -18,320,673 -19,123,945 -17,646,085 -572,635 -572,635 -572,635 -572,635 -572,635 -572,635 -572,635

Net incremental benefits -4,649,623 -7,189,542 -14,315,203 -9,718,781 -1,004,908 21,190,471 21,190,471 21,190,471 21,190,471 21,190,471 21,190,471 21,190,471

IRR 27.18%

NPV (@12%, USD) 28,055,942

NPV (@12%, HTG) 1,781,552,335

Ratio B/C 1.591-

F)

EIRR NPV (USD)

Base Scenario 0% 0 27.2% 28,055,942

Benefits 16.1% 6,722,429

Benefits 20.0% 13,776,289

Costs 20.2% 17,741,035

Costs 15.0% 7,426,129

Costs 11.0% (2,888,778)

Increase in inputs and investment unit costs and

expenditures

-25%

25%

50%

75%

Sensitivity Analysis Summary

∆%Risk

-40%Combined risks: Prices, yields, adoption, drop-outs



153

I. Introduction

1. The EFA developed by the IDB provided information on both the financial and economic

viability of the project resuming the expected benefits of each component.

2. The current appendix summarizes the main assumptions, hypothesis and results of the

Project´s economic and financial analysis. The profitability indicators have been calculated taking into

account the outcomes, phasing and expected beneficiaries for each type of activity for a 12 year

period.

3. The economic and financial analysis consisted in comparing the resources required for the

Project’s implementation (represented by the Project´s costs) with the expected impacts calculated as

the benefits of the promoted activities. It is conducted from the point of view of a typical beneficiary

(financial analysis), but also aggregating beneficiaries of the various models and calculating the

benefits for the Haitian economy as a whole.

4. The financial analysis allows to understand, based on behavioral hypothesis and parameters, if

potential beneficiaries will be motivated to take the risks and make the investments required by the

project. It implies to simulate the incentives and benefits at the individual level (even in groups), but

also to make sure that the beneficiaries will have the means to take on the project’s proposal and

contribute with 10%, making assumptions on the delays in adopting technologies.

5. The economic analysis takes into account all the costs and benefits of the Project. It allows to

evaluate the global efficiency in management resources for the government and society as a whole.

6. Both in the financial and economic analysis, each initiative will be considered to be profitable if

the additional benefits of the project’s cash flows surpass investment and recurrent costs at a cut-off

rate. As a result, profitability indicators will be the Net Present Value (NPV, economic and financial),

the Internal Rate of Return (IRR, economic and financial) and the Benefit-Costs ratio (B/C, both

economic and financial). The sensitivity analysis will test the vulnerability and robustness of the

obtained results for changes in the key economic variables.

7. The first part of the document summarizes the sources of project´s benefits as well as the main

assumptions and hypothesis made. Thereafter, the financial analysis is presented, which analyzes the

proposed models and the corresponding expected benefits. In the end, aggregated benefits reflect the

overall economic profitability and the sensibility of the results in face of negative shocks and events.

G)

G)

-$ 25,000,000

-$ 20,000,000

-$ 15,000,000

-$ 10,000,000

-$ 5,000,000

$ 0

$ 5,000,000

$ 10,000,000

$ 15,000,000

$ 20,000,000

$ 25,000,000

Yr1 Yr2 Yr3 Yr4 Yr5 Yr6 Yr7 Yr8 Yr9 Yr10 Yr11 Yr12

Total Benefits Total Costs* Net incremental benefits

NPV@12% USD 28,06 MM



154

A. Summary of benefits, main assumptions and hypothesis

8. Benefits. The expected benefits arise from implementing different types of technological

packages for each targeted group. This is expected to have a direct impact on the Gross Value Added

per model and therefore to increase participants income levels.

9. Quantitative benefits rely on three axes: (a) increasing agricultural yields; and (b) reducing

agricultural losses; and (c) diversifying and expanding the use of better combinations between inputs,

in order to increase value added in agriculture. As a result, this project aims to reduce vulnerability

that affects food security, mostly of the poorest farmers and those who have been affected by

hurricane Matthew.

10. Main assumptions and hypothesis. Each assumption and hypothesis has been elaborated

taking into account the lessons learned under the PTTA as well as in similar projects and experiences

in the region.

11. Discount period. Cash flows have been calculated for a 12 year period.

12. Prices. Unit prices and costs have been measured in constant Haitian gourdes (HTG) and then

converted to USD using current exchange rate at 63.5 HTG/USD. Prices in Haiti are freely determined

by the market.

13. Models. Seven models were developed to simulate the impacts on perennial crops,

considering each type of technological package for each targeted group of beneficiaries and for each

region. In addition, four more models have been developed for the proposals of technological

equipment.

14. Shadow prices. It has been considered that the destiny of production will be mostly local

markets and self-consumption75

. However, when calculating economic costs 15% of taxes (VAT) has

been discounted.

15. Discount rates. Both financial and economic discount rates have been set at 12%.

B. Financial analysis

16. The financial analysis evaluates the different “technological packages” that will be promoted by

the project through Component 2 (which is the main one that IFAD will co-finance).

17. Each model has proved to be profitable with FIRR´s76

indicators ranging from 13.2% to 90.5%,

depending on the activity and technological package (always beyond the financial discount rate of

12%). Similarly, Net present values (NPVs) are positive ranging from UDS 81 to USD 3.200 per

model.

Table 1. Summary of Financial Analysis

75 An average of 54% for self-consumption has been identified in PTTA (IDB) impact study. 76 Financial Internal Rate of Return

Technological package NPV (USD) Surface (ha) NPV / Ha (USD) IRR

Creole garden (1/2 ha) 81 0.5 161 13.60%

Cacao´s creole garden (1/2 ha) 58 0.5 117 13.20%

Fruit´s creole garden (1/2 ha) 332 0.5 665 20.60%

Sugar canne creole garden (1/4 ha) 301 0.25 1205 19.50%

Sugar canne for juice creole garden (1/2 ha) 393 0.5 786 22.90%

Agroforestry plot 2044 0.5 4088 75.10%

Grazing package 2384 0.5 4769 90.50%

Average perennial crops 1684

Irrigation equipment 3200 1 3200 66.20%

Plow 1390 10 139 22.20%

Sugar canne mill and TA 140 10 14 13.60%

Sheeter 1483 10 148 77%

Average Agricultural equipment 875

Component II- Technological packages results



155

18. A financial analysis was also carried out to ensure that the beneficiaries are in a position to

cover the 10% of the investment needed, in order to participate in the matching grant scheme, and to

cover the initial production operating costs. The following table summarizes its main results, showing

that the average family income in Haiti (USD 681/year) is sufficient to cover the initial liquidity needs

per family (composed of the 10% participation in the technological package, the operating costs and

the increase in agricultural inputs):

Table 2. Summary of Financial beneficiaries capability in face of incremental costs

C. Economic analysis and sensitivity test

19. The economic analysis done by the IDB provides the details on the exact type of technology

that will be promoted in each region and includes adequate phasing schedules. It is a well performed

EFA that also uses the results from the recently finished project PTTA and its impact assessment.

20. The economic analysis uses shadow prices to calculate total economic costs in the face of

aggregated economic benefits, at an economic discount rate of 12%. The analysis performed shows

the Project´s economic profitability. The EIRR is estimated at 27.18%, while the NPV reaches USD

28.05 million. The Benefit/Cost ratio is 1.59.

21. Basic figures from the analysis including results from Component I (research) and Component

2 (extension services):

Table 3. Summary of Economic Analysis

Table 4. Profitability indicators by component

Technological package

Private investment

cost (USD/family)

Incremental

operating costs

(USD/family/year)

Average agricultural inputs

increase (USD year 1/ family)

Initial liquidity needs

per family (USD)

Average income per

year (USD/family)

Liquidity Surplus

(or deficit)-

(USD/family)

Creole garden (1/2 ha) 111 0 0 111 579

Cacao´s creole garden (1/2 ha) 114 0 0 114 576

Fruit´s creole garden (1/2 ha) 83 0 0 83 607

Sugar canne creole garden (1/4 ha) 86 0 0 86 604

Sugar canne for juice creole garden (1/2 ha) 76 0 0 76 614

Agroforestry plot 74 0 0 74 616

Grazing package 79 0 0 79 611

Irrigation equipment 193 296 72 561 129

Plow 597 0 90 687 3

Sugar canne mill and TA 199 128 8 335 355

Sheeter 84 0 0 84 606

Average 39 16 208 482

689.9

Element NPV (USD)



Total Benefits 75,520,116

Investment Costs 41,259,626-

Recurrent Costs 1,790,652-

Global costs 4,413,896-

Total costs 47,464,174-

Project Net Present Value 28,055,942

NPV´s detailed description

Profitability indicators per Component NPV (USD) EIRR B/C

Component 1: Agricultural applied research 4,699,401 25.59% 1.490

Component 2: Promotion of sustainable 27,770,437 32.94% 1.830

Recurrent Costs 4,413,896- - -

Overall project 28,055,942 27.18% 1.591



156

22. The evaluation conducted by the IDB also contains a well-developed sensitivity analysis looking

at a vast range of possible risks the project may face during its implementation. The tables below

illustrate: (a) the risks of a cost overrun; (b) the risks of technology adoption rate deviations; and (c)

the risks of deviations in long-term expectations concerning gross value added for Component 2. The

cases analyzed show that the programme would remain economically viable, even in the case of a

68% increase in investment costs and an expected long-term increase in the Gross Value Added of

101% (instead of the assumed increase of 201%).

23. Concerning the technology adoption ratio, which is considered to be a risk, the sensitivity

analysis shows that the project would remain viable with a minimum adoption rate of 45.7% ratio

(obtaining 12% EIRR and NPV=0).

Table 5. Summary of Sensitivity Analysis77- Risk of cost overrun

Table 6. Summary of Sensitivity Analysis- Risk of reduction in technology adoption ratio

77 The sensitivity analysis permits to conclude that project will be profitable even if the total amount of the project may be slightly increased, taking into account the financing gap. This hypothesis does not consider the direct and indirect benefits of IFAD´s proposed activities that will allow to improve targeting (with youth and gender affirmative actions), accuracy and sustainability (enhancing technical assistance and expertise at the PMU).



157

Table 7. Summary of Sensitivity Analysis- Risk of long-term variation in expected gross value added

24. In addition to this, other two sensitivity tests were carried on: a) a use of “agricultural profits”

instead of “Gross Value Added “ to evaluate the impact of the project based on PTTA; and b) for each

technological package, applying changes in initial investment costs and obtaining the breakeven

level. All these tests validate the robustness of the economic and financial analysis. Detailed tables

are illustrated below. Further details can be found in IDB´s analysis, in a separated document (see

Appendix 13: Project Life File).

Table 8. Economic analysis using Agricultural Gross Margins78

Table 9. Sensitivity test on investment costs for each technological package

25. On the basis of the above, it can be concluded that the analysis carried out by the IDB provides

sufficient information to comply with the minimum requirements for economic and financial analysis,

78 Instead of the Gross value added

Concept Value

Gross Margin WOP (USD/household/year) 98.7

Gross Margin With Project (USD/household/year) 160.8

Incremental (%) 63%

EIRR Component II (%) 21.60%

EIRR Component II (USD) 11,868,744

Programme´s EIRR (%) 19%

Programme´s EIRR (USD) 12,154,249



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ensuring both the financial feasibility of the proposed interventions as well as overall economic

viability for the Government to invest.

Republic of Haiti




159


1. The below document is the draft PITAG implementation manual. To be updated and completed

by the PEU and send for No objection to IFAD and IDB.

1. Introduction

1.1 Contexte et objectifs

2. La République d’Haïti a obtenu un financement de 75.8 millions de dollars américains auprès

de la Banque Interaméricaine de Développement (BID), du Programme Global pour l’Agriculture et la

Sécurité Alimentaire (GAFSP) et du Fond International pour le Développement Agricole (FIDA) pour

mettre en œuvre un projet d’innovations agricoles et agroforestières (PITAG) en faveur des petits

agriculteurs dans les départements du Nord, Nord-Est, Artibonite, Sud et Grande Anse (opération HA-

L1107).

3. Ce financement a été approuvé par le directoire du GAFSP le 29 mars 2017, par celui de la BID

le 1er novembre 2017 et devrait être approuvé par le FIDA en avril 2018.

4. L’exécution du projet sera réalisée par le Bénéficiaire par l’intermédiaire du Ministère de

l’Agriculture, des Ressources Naturelles et du Développement Rural (MARNDR), dénommé

indistinctement « l’Unité d’Exécution » (UE). L’une des conditions spéciales requises pour que le

projet soit éligible au premier décaissement et que le Ministère puisse ainsi démarrer sa mise en

œuvre est l’approbation par le Comité de Pilotage du Projet du manuel d’opérations décrivant dans les

détails les procédures à suivre pour l’exécution des activités prévues.

5. L’objectif du manuel d’opérations (MO) est d’établir les normes et procédures pour l’exécution

du Projet. Le présent document décrit les responsabilités des différents acteurs dans l’exécution du

projet, détaille les mécanismes d’exécution et présente les modalités de mise en œuvre des activités.

Il résume les règles essentielles à la réalisation performante des activités projetées, les procédures de

gestion technique, administrative et financière.

6. Ce document s’inspire des règlements et procédures de la Banque Interaméricaine de

Développement, ainsi que des règles et principes de saine gestion généralement admise. Il est basé

également sur l’Accord de Financement Non Remboursable signé entre la République d’Haïti et la

BID, en sa qualité d’Administrateur des fonds rendus disponibles.

1.2 Responsabilité du MO

7. La responsabilité de la tenue et de la mise à jour du MO incombe au Coordonnateur de l’Unité

d’Exécution du Projet. Il s’assure de la mise à disposition du personnel et des partenaires des copies

nécessaires. La décision d’apporter des modifications aux procédures existantes est prise sur son

initiative de concert avec les autres partenaires.

1.3 Usagers du Manuel d’Opérations

8. Le présent manuel sera un outil utile pour tous les acteurs qui participeront directement ou

indirectement au financement et/ou à l'administration, et à l’exécution du projet: la BID, le GAFSP, le

FIDA, le Ministère de l’Agriculture, des Ressources Naturelles et du Développement Rural (le maître

d’ouvrage), l’Unité d’Exécution du projet (le maître d’œuvre principal), les DDA et directions

techniques concernées, les prestataires de service contractuels du projet, les consultants, les

partenaires individuels et institutionnels du projet, les auditeurs, les responsables de l’évaluation,

entre autres.



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1.4 Modifications du Manuel d’Opérations

9. Lorsque la décision d’apporter des modifications aux procédures existantes est envisagée, le

Coordonnateur de l’UE convoque une réunion à laquelle doivent participer tous les agents

susceptibles d’être concernés par ces modifications et consulte les partenaires du projet en question

sur les points qui peuvent les concerner.

10. Cette réunion portera sur l’opportunité des modifications proposées et des solutions à adopter.

A l’issue de cette réunion, un procès-verbal sera établi et mentionnera les éléments suivants:

Les procédures devant être modifiées;

Les raisons pour lesquelles les modifications sont demandées;

La personne chargée de préparer les nouvelles modifications à inclure dans le MOP.

11. La personne chargée de la rédaction des sections du MO à mettre à jour les soumettra au

Coordonnateur qui arrête le texte définitif.

12. Toute mise à jour du MO devra se faire en stricte conformité avec les dispositions des Accords

de financement et la nouvelle version devra être soumise à la non-objection du bailleur si les

modifications toucheront la partie commune à tous les projets et au bailleur concerné s’il s’agira

d’apporter des changements aux annexes spécifiques d’un projet donné.

13. Une fois la non objection du bailleur et l’approbation du MARNDR et du MEF obtenue, l’UE se

chargera de distribuer la nouvelle version du MOP aux intéressés. La personne chargée de la

distribution notera dans un registre réservé à cet effet la date de transmission de la nouvelle version

aux intéressés ainsi que les références correspondantes.

14. L’ensemble des éléments non couverts par le présent Manuel d’Opérations seront régis, pour

chaque projet ou programme, par les stipulations de son Accord de financement, à défaut

d’indications dans ce dernier, par la législation de la République d’Haïti, à moins que celle-ci ne soit

contraire aux politiques et aux procédures du bailleur.

1.5 Définition

15. Dans le cadre du présent Manuel, les termes suivants auront le sens respectivement indiqué

pour chacun d’eux:

TERME DÉFINITION

Accord de financement Accord signé entre l’Etat haïtien et un bailleur pour un don ou un prêt devant servir

à financer un projet ou un programme

Gouvernement Le Gouvernement de la République d’Haïti

Banque La Banque Interaméricaine de Développement.

Bailleur L’entité qui finance le projet ou le programme.

Unité d’Exécution du Programme Unité chargée de l’administration de Programme

Composante Regroupement d’activités d’un projet en un tout cohérent constituant un sous-

projet. La composante peut être une composante technique ou une composante de

gestion du projet, d’appui institutionnel ou de réponse d’urgence.

Manuel Désigne le Manuel d’Opérations du Projet

Plan d’Exécution C’est le plan général d’exécution d’un projet établi à partir de sa date de

démarrage, et contenant la programmation de toutes les activités envisagées.

Plan d’Opération annuel (POA) C’est l’actualisation annuelle du Plan d’Exécution original.



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TERME DÉFINITION

Accord de financement Accord signé entre l’Etat haïtien et un bailleur pour un don ou un prêt devant servir

à financer un projet ou un programme

Plan d’Investissements (Plan de

Trésorerie)

C’est le plan qui établit la liste, la programmation, les montants, la distribution des

financements et les responsabilités pour l’implémentation des projets de chaque

Segment de Disponibilité. Il s’agit d’un instrument dynamique.

Plan de Passation de Marchés Aussi Plan d’Acquisitions. C’est le plan qui établit la programmation et la nature des

appels d’offres à effectuer.

Évaluations de l’exécution d’un projet Procédures d’évaluation périodique de la méthodologie de mise en œuvre d’un

projet, des impacts des travaux financés sur le développement et des progrès en

termes d’avancement des activités et décaissement

Plan d’Entretien Mécanisme administratif mis en place pour assurer la pérennité des infrastructures

construites après la vie du programme

Cadre de Résultats (Cadre logiques) Le Cadre de Résultats établit la finalité, l’objet, les composantes et les activités

devant être réalisées durant l’exécution d’un projet et les indicateurs de résultat

permettant de mesurer son efficacité. Il décrit également les méthodes de

vérification des indicateurs.

Stratégie Environnementale et Sociale La Stratégie Environnementale et Sociale consiste à identifier les impacts

potentiellement négatifs, tant environnementaux que sociaux, liés aux différentes

interventions projetées afin de s’assurer de la mise en place des mesures

d’atténuation ou de compensation adaptées. Elle développe le cadre qui doit

aboutir à la production d’un Plan de Gestion Environnementale et Sociale (PGES)

Plan de Gestion Environnementale et

Sociale

Document qui traite de l’ensemble des mesures d’atténuation, d’amplification, de

compensation, de surveillance et de suivi, ainsi que des mesures d’ordre

institutionnel, comme le renforcement des capacités professionnelles et

administratives, qui seront mises en place durant les différentes phases du cycle

de vie d’un projet

2. Description succincte du projet

2.1 Pertinence de l’action

16. Avec un produit intérieur brut (PIB) par habitant de 818 dollars USD (2015) et avec 59% de la

population vivant dans la pauvreté (Banque mondiale, 2012), Haïti est l'un des pays les plus pauvres

du monde. Les indicateurs socioéconomiques de l'Indice de Développement Humain (IDH) du

Programme des Nations Unies pour le Développement (PNUD) en 2014 ont placé Haïti 163ème sur

188 pays.

17. Selon le Groupe de la Banque mondiale, dans les zones rurales, le taux de pauvreté est encore

plus élevé (75%) et plus de 80% des Haïtiens qui vivent dans une extrême pauvreté vivent dans les

zones rurales, où l'accès aux services de base reste très limité. Les résultats d'une analyse récente du

Programme Mondial pour l'Alimentation (PAM) (2015) indiquent qu'environ 47% des ménages

souffrent d'une insécurité alimentaire modérée ou sévère.

18. Dans ce contexte, le secteur agricole est essentiel pour permettre une augmentation des

revenus des ménages ruraux et améliorer leur sécurité alimentaire. Le secteur contribue à hauteur de

25% du PIB et 85% de l'emploi dans les zones rurales (PNUD, 2015). Cependant, l'agriculture

haïtienne présente des niveaux de productivité très faibles, même par rapport à d'autres pays de la

région et le revenu par habitant dans l'agriculture haïtienne a stagné ces dernières années.

19. La productivité agricole peut être influencée par un large éventail de facteurs tels que le statut

foncier, la disponibilité des intrants agricoles, l'accès au financement, la fourniture de services

agricoles (comme l'information, la recherche agricole et le transfert de technologies, l'irrigation…) et

les politiques macroéconomiques et commerciales. Certains des principaux facteurs qui exacerbent la

faible productivité comprennent:



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a- Un faible niveau d'investissement et un accès limité aux technologies

20. La plupart des producteurs d'Haïti utilisent toujours des pratiques agricoles dédiées

principalement à l'agriculture de subsistance à cause du manque d'accès à des semences certifiées

de haute qualité, à des techniques appropriées de conservation des sols, à des intrants pour la

production (pesticides et engrais) ainsi qu’à des outils et des équipements de base. Le recensement

général de l'agriculture (RGA) montre que seulement 7% des agriculteurs utilisent du matériel

mécanique. Par ailleurs, les données de référence recueillies pour le Programme Transfert de

technologie pour les petits agriculteurs (PTTA) montrent que seulement 9% des agriculteurs ont utilisé

des graines améliorées et seulement 22% connaissent les semences certifiées.

21. Le nombre de fournisseurs est limité dans le pays et leurs couvertures géographiques ne

permettent pas de servir la majorité des petits agriculteurs. En outre, un accès restreint aux facteurs

de production (capital, terre, travail, disponibilité de l'eau) limite la productivité. Cela s'explique en

partie par les contraintes financières importantes à cause notamment du manque de crédit agricole.

Les données recueillies pour l'évaluation de la technologie agroforestière fournie par PTTA dans le

département du Nord montrent que seulement 28% des agriculteurs ont un compte bancaire et seuls

19% ont reçu un crédit à des fins agricoles.

b- Manque de ressources financières et humaines pour développer l'innovation

agricole

22. La recherche agricole est quasiment inexistante en Haïti (Cirad, 2015). Les chiffres agrégés

montrent qu'au cours des trois dernières décennies, l'efficacité technique du secteur agricole haïtien a

diminué drastiquement à un taux annuel moyen de -1,8% (Nin-Pratt, A. et al. 2015). Le cadre de

recherche institutionnel obsolète et le manque de systèmes de vulgarisation expliquent ce en partie ce

chiffre. Ce manque d'expertise (recherche agricole et transfert de technologies) s'explique en partie

par des moyens de formation universitaire limités. L'institution chargée de la recherche agricole en

Haïti est la Direction de l'Innovation au sein du MARNDR, qui compte 71 employés répartis dans tout

le pays. Seulement 6% d’entre eux ont reçu une formation suffisante pour mener des activités de

recherche. Le RGA de 2009 rapporte que 43% des agriculteurs considèrent les faibles services de

recherche et de vulgarisation agricoles comme une contrainte pour le développement du secteur. En

outre, seulement 2,6% des agriculteurs ont mentionné avoir reçu une assistance technique

quelconque.

c- Risques climatiques

23. En Haïti, l’indice de risque climatique (CRI Germanwatch, 2016) et l'indice des risques de

catastrophe naturelle (WB, 2005 ; PNUD, 2004) sont parmi les plus élevés du monde. Les risques

climatiques auxquels sont confrontés les agriculteurs et leur capacité limitée à y faire face limitent la

croissance de la productivité agricole. Cette limite est malheureusement renforcée par un fort risque

d'érosion des sols. Par exemple, l'ouragan Matthew a causé de graves dommages économiques et

des pertes estimatives qui s'élevaient à 1,9 milliard de dollars américains. Les dommages et les pertes

dans les cultures pérennes (café, cacao, fruits à pain, noix de coco, avocat, agrumes et autres fruits)

étaient particulièrement élevés (433 millions de dollars US), ce qui a contribué à diminuer les sources

des revenus pour les agriculteurs haïtiens. Les modèles climatiques prédisent que les températures

augmenteront de 0,8 ° C au cours des années 2020 avec une tendance à la sécheresse au milieu de

l'année 2020, ce qui pourrait se traduire par des pertes de 25% pour les cultures principales telles que

la banane, le manioc et les haricots (PNUD, 2015). L'accès limité des agriculteurs aux technologies

agricoles réduit leur capacité à faire face à ces risques naturels et climatiques.

d- Expériences d’autres programmes

24. La formulation de ce projet s’appuie sur les documents nationaux de référence élaborés par le

Ministère de l’Agriculture, à savoir la politique de développement agricole (2010-2025). La conception

du PITAG s’est également appuyée sur les résultats d’autres programmes financés par la BID et le

GAFSP. En effet, entre 2012 et 2016, le MARNDR a mis en place un mécanisme incitatif pour



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promouvoir l'adoption de technologies agricoles par le biais du Programme de Mitigation des

Désastres Naturels (PMDN) et du PTTA. Ces programmes couvraient une superficie totale de 20 240

hectares dans les départements du Sud, du Nord et du Nord-Est. 43 956 petits producteurs agricoles

ont pu bénéficier de ces programmes : 9 043 pour PMDN et 34 913 pour PTTA. Alors que PMDN s'est

concentré sur la promotion des forfaits technologiques agroforestiers, PTTA 1 a promu des paquets

techniques pour l'irrigation, le sisal, les cultures annuelles (riz, patate douce, arachides et les

légumes) et l'agroforesterie (café, cacao, systèmes diversifiés) à 12, 100, 9 083 et 25 718 petits

producteurs agricoles respectivement. Les évaluations qualitatives et quantitatives ont permis de

montrer un taux d'adoption moyen de 80%. Les paquets techniques agroforestiers ont généré des

résultats très positifs, puisqu'ils ont contribué au reboisement d'environ 13 082 hectares dans le pays

et a entraîné une augmentation significative de la valeur ajoutée brute par parcelle allant de 10% à

109%. Les évaluations ont cependant montré que les résultats ont été plus limités pour les cultures

annuelles (riz et légumes) : aucune amélioration significative de la valeur ajoutée brute n’a été

observée car les agriculteurs n’ont pas changé leurs pratiques. Cependant, les subventions ont

contribué à réduire la décapitalisation des agriculteurs.

e- Conclusion

25. Pour sortir de ce cercle vicieux pauvreté – faible productivité agricole – pauvreté accrue, le

Ministère de l’Agriculture, des Ressources Naturelles et du Développement Rural a sollicité et obtenu

du GAFSP, BID et FIDA un financement de 75.8 millions de dollars US pour financer d’une part, une

composante dédiée à la recherche appliquée et à la formation agricole à hauteur de 14.6 millions de

dollars et d’autre part, une composante dédiée au transfert de technologies agricoles, à hauteur de

55.9 millions de dollars.

26. Le projet proposé est une composante d’un projet plus vaste exécuté par le MARNDR et

incluant une opération de la Banque Mondiale (le projet RESEPAG II) qui se déroule dans des régions

différentes que celles ciblées par le PITAG.

2.2 Zones et groupes cibles du projet

27. Le projet aura une portée nationale pour la composante 1 (Recherche appliquée et formation).

La composante 2 (Promotion de technologies agricoles durables) sera mise en œuvre dans les

départements du Nord (7 communes), du Nord-Est (6 communes), de l’Artibonite (2 communes), du

Sud (8 communes) et de la Grande Anse (7 communes). Selon le Recensement Général de

l’Agriculture de 2009, 161.500 agriculteurs vivent dans les 30 communes d’intervention du PITAG. De

cet effectif près de 110,000 agriculteurs exploitent des parcelles dans les sections communales

ciblées par la composante 2.

2.3 Objectifs, Résultats escomptés et Composantes du projet

28. L’objectif général du programme est d'accroître le revenu agricole et la sécurité alimentaire pour

les petits agriculteurs dans les régions ciblées d'Haïti. Les objectifs spécifiques sont d'accroître la

productivité agricole et d'améliorer l'utilisation des ressources naturelles grâce à l'adoption de

technologies durables. Une productivité agricole plus élevée se traduira par des rendements agricoles

plus élevés, et donc, une meilleure production alimentaire pour la consommation des foyers.

Deuxièmement, une productivité agricole plus élevée augmentera le revenu agricole grâce à de

meilleures ventes, ce qui, améliorera le pouvoir d'achat des ménages. Pour atteindre ses objectifs, le

programme sera structuré en deux composantes.

- Composante 1 : Recherche appliquée et formation

- Composante 2 : Promotion de technologies agricoles durables



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2.3.1 Composante 1: Recherche appliquée et formation (15,145,000 $USD)

29. La composante 1 sera mise en œuvre par la Direction de l'Innovation du MARNDR (DI).

L'objectif de cette composante est de générer et de diffuser les résultats de la recherche agricole

appliquée. Cette composante finance les activités suivantes:

a) Projets de recherche agricole appliqués élaborés et mis en œuvre par des institutions

nationales et/ou internationales. Ces projets de recherche développeront, amélioreront et / ou

adapteront des technologies agricoles durables qui amélioreront l'offre technologiques

disponibles pour les agriculteurs. Huit principaux projets (budget total : 9 318 000 $ US) ont

été identifiés sur la base d’indicateurs économiques, sociaux et environnementaux ainsi que

sur l'écart de rendement vis-à-vis d'autres pays de la région. Tous les projets de recherche

prennent en compte les aspects climatiques et favoriseront les mesures d'adaptation et/ou

d'atténuation. Sept projets supplémentaires tiendront compte spécifiquement de la demande

(budget total: 3 080 000 USD) et seront sélectionnés dans le cadre d'un exercice de

priorisation similaire;

b) Renforcement du programme d'enseignement supérieur par des activités menées dans le

cadre des projets de recherche (bourses d'études notamment), afin d'améliorer les capacités

en matière de recherche et de transfert de technologie en Haïti;

c) Renforcement institutionnel de la DI, par le biais: (a) du soutien technique et scientifique; (b)

réalisation d'un diagnostic de la capacité des laboratoires existants à déterminer les

équipements et intrants nécessaires pour appuyer les requêtes des Projets de Recherche

Appliquée; (c) matériels et équipements (laboratoire); (d) renforcement des capacités

techniques et scientifiques du personnel; (e) mise en place d’un système d'information sur

l'innovation.

2.3.2 Composante 2 : Promotion de technologies agricoles durables (55,140,000 US$)

30. Cette composante financera l'adoption de technologies agricoles rentables et durables qui

amélioreront la rentabilité des exploitations, génèreront des externalités environnementales positives

et faciliteront l'atténuation et/ou l'adaptation aux changements climatiques. La composante sera mise

en œuvre à travers le programme d'incitations agricoles mené par le MARNDR. Des paquets

techniques (PT) ont été sélectionnés à travers l'importance relative des différentes cultures, leur

pertinence socio-économique et leur durabilité environnementale. Ces PT incluent : les technologies

de pré-récolte, de récolte et de post-récolte, ainsi que les pratiques durables de gestion de l’eau et de

conservation des sols (systèmes agroforestiers, techniques durables de gestion des sols). Ce menu

sera mis à jour chaque année, grâce notamment aux données fournies par la composante 1. La

composante couvrira 90% des coûts des PT grâce à une subvention de contrepartie, et les

agriculteurs couvriront les 10% restants. Le montant maximal de la subvention dépend de la

technologie spécifique choisie par les agriculteurs et varie entre 400 et 2 000 US$, avec une moyenne

pondérée de 950 US$. Compte tenu des dégâts subis par les agriculteurs dans les zones affectées

par l'ouragan Matthew (départements du Sud et de la Grande Anse), la composante financera 100%

du coût total des technologies dans ces zones. La composante finance également un système

d'information pour la mise en œuvre du programme, une assistance technique pour les agriculteurs

(assistance spécifique sur la manière de choisir et d'appliquer les PT et une assistance générale sur la

gestion des exploitations agricoles et la commercialisation des productions). Des opérateurs

techniques faciliteront la mise en œuvre de la composante 2.

2.3.2.1 Les zones ciblées par le projet

31. Au cours de la conception du projet, les zones suivantes ont été identifiées sur la base de

priorisations politiques agricoles, de l’historique des programmes de développement agricole et de

critères agro écologiques. 30 communes réparties dans 5 départements ont été sélectionnées:



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Tableau 1. Communes ciblées par la composante 2

32. Ces communes ont été regroupées en quatre blocs distincts: le bloc 1 (Nord-Est + Quartier

Morin et Limonade), le bloc 2 (Nord sauf Quartier Morin et Limonade+ Marmelade et Saint Michel de

l’Attalaye), le bloc 3 (Sud) et le bloc 4 (Grande Anse).

Carte 1. Localisation du projet

QUARTIER MORIN LES CAYES

LIMONADE TORBECK

MILOT CHANTAL

GRANDE RIVIERE DU NORD COTEAUX

BAHON PORT-A-PIMENT

ST. RAPHAEL CHARDONNIERES

PLAINE DU NORD LES ANGLAIS

PERCHES TIBURON

TROU DU NORD JEREMIE

SAINTE SUZANE ANSE-D'AINAULT

TERRIER ROUGE DAME-MARIE

CARACOL ROSEAUX

MOMBIN CROCHU BEAUMONT

SAINT-MICHEL PESTEL

MARMELADE MORRON

CommunesDépartement Communes

GRANDE ANSE

SUD

ARTIBONITE

NORD EST

NORD

Département



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2.3.2.2 Les paquets techniques proposés

33. Les paquets techniques proposés en année 1 sont repris par le tableau ci-dessous. Ils sont

susceptibles d’évoluer au cours du projet suite aux résultats intermédiaires de la composante 1. Le

choix des PT a été établi à partir d’une étude indépendante dont les résultats sont résumés dans le

document suivant : Proposition de paquets techniques durables pour le PITAG et options pour le volet

d’équipement des agriculteurs, Bellande, août 2016. Le nombre de PT attendu a été calculé en

fonction du budget disponible et des caractéristiques agro écologiques des zones.

Tableau 2. Les paquets techniques sélectionnés

34. La faible capacité d’investissement des exploitations agricoles entraîne bien souvent un déficit

d’équipements que la composante 2 vise à combler. Les pompes, la traction attelée, les moulins à

canne, les égreneuses et les équipements de stockage et séchage ont été identifiés comme

prioritaires.

35. La régénération et/ou l’extension de jardins créoles sont des parcelles cultivées en

agroforesterie et qui associent de manière complexe plusieurs types de cultures étagées; ces jardins

créoles peuvent avoir une dominante café, cacao, canne à sucre, bois d’œuvre, ou encore fruitière.

36. L’amélioration de la production fourragère à travers l’installation de prairies améliorées constitue

le dernier paquet technologique proposé aux agriculteurs.

2.3.2.3 La distribution géographique

37. La distribution géographique de chaque PT (cf. Annexe 1) se fait au niveau des 90 sections

communales ciblées par le projet. Cette distribution dépend de trois facteurs: la priorité politique du

gouvernement, la pertinence agro écologique de la zone considérée et le nombre d’agriculteurs

présent dans la section communale. La justification de cette distribution est disponible dans le

document suivant : Note méthodologique pour déterminer le nombre de paquets techniques par

section communale.

2.4 Cadre Logique du projet

38. Les principaux indicateurs liés aux objectifs et aux résultats figurent au cadre logique présenté

dans les pages suivantes. La matrice des résultats (se trouvant en Annexe 2) fournit de plus amples

détails sur les résultats du projet.

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Tableau 3. Cadre Logique du projet

LOGIQUE D’INTERVENTION INDICATEURS MOYENS DE VERIFICATION HYPOTHESES

OBJECTIF GENERAL Augmenter les revenus agricoles et la sécurité alimentaire des petits exploitants agricoles dans des zones sélectionnées d’Haïti

Différence en pourcentage (+ 30%) de la sécurité alimentaire entre les bénéficiaires ayant adopté la technologie et le groupe témoin

Enquêtes de base et de suivi (via le FIES)

OBJECTIF SPECIFIQUE Augmenter la productivité agricole et améliorer l’utilisation du capital naturel via l’adoption de technologies durables

Différence de 30% dans les marges brutes agricoles entre les bénéficiaires qui ont adopté la technologie et le groupe témoin Hectares additionnels où sont appliquées des technologies d’agroforesterie

Enquêtes de base et suivi

-Absence de troubles politiques majeurs ayant des conséquences majeures sur le niveau de sécurité dans les zones rurales -Absence d’évènements climatiques durant l’exécution du projet

RESULTATS ATTENDUS Amélioration de la disponibilité des technologies agricoles durables Amélioration du transfert de technologies agricoles durables

12 nouvelles technologies agricoles durables développées et prêtes à être promues 2250 agriculteurs bénéficiaires ont adopté des technologies améliorées et durables dans le cadre de programmes de recherche appliquée et de formation Un programme de recherche appliquée agricole et de formation sont mis en œuvre avec la participation de 3.000 agriculteurs 48 750 agriculteurs bénéficiaires ont adopté des technologies améliorées et durables dans le cadre du mécanisme de subvention de contrepartie 65.000 agriculteurs (dont 40% de femmes) reçoivent le mécanisme de subvention de contrepartie 20.000 hectares couverts avec les technologies.

Rapport de S&E Enquêtes de base et de suivi Rapports de S&E

-Environnement politique et économique favorable à l’innovation en milieu rural -Pas de désastres naturels majeurs affectant les zones d’intervention -Disponibilité des biens et services agricoles

Republic of Haiti Agricultural and Agroforestry Technological Innovation Programme (PITAG) Detailed design report


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COMPOSANTES ET ACTIVITES RESSOURCES COUTS HYPOTHESES

COMPOSANTE 1: RECHERCHE APPLIQUEE ET FORMATION

• Développement et exécution de projets de recherche agricole appliqués et adaptés devant renforcer l’offre d’options technologiques disponibles pour les agriculteurs

• Renforcement du programme d’enseignement supérieur (bourses d’études notamment)

• Renforcement de la Direction Innovation du MARNDR

Resources humaines

1 Coordonnateur de projet assurant la coordination générale du projet

1 conseiller technique senior

1 équipe fiduciaire (1 spécialiste en gestion financière, 1 contrôleur interne, 1 assistant administratif), des spécialistes en passation de marché

1 spécialiste en monitoring et évaluation

Une équipe centrale d’appui (SIG, SIGI, 1 spécialiste en environnement, 1 spécialiste en communication

Des spécialistes techniques affectés aux DDA Nord, Nord-est, Sud, Grande Anse

Personnel de soutien

Opérateurs Prestataires de Services

Institution financière

Institution d’assistance technique

Firme de consultation/Evaluation finale

Auditeur technique

Firme comptable/Audit Ressources matérielles:

- Véhicules - Meubles - Equipements communication - Equipements de laboratoire - Réparation des bureaux des DDA - Matériels et fournitures de bureaux

Budget total de l’action: 76.8 millions USD répartis comme suit : Composante 1: 15.14 millions USD Composante 2: 55.14 millions Coûts administratifs: 5.1 Suivi et évaluation: 0.8 Audit: 0.15 Imprévus: 0.5

Bonne programmation des activités

Disponibilité d’opérateurs qualifiés

Disponibilité des intrants sur le marché haïtien

Respect des engagements des différents acteurs impliqués

COMPOSANTE 2: PROMOTION DE TECHNOLOGIES AGRICOLES DURABLES

• Création d’un registre de producteurs intéressés au système d’appuis directs

• Création d’un registre de fournisseurs d’intrants et de services

• Recrutement de prestataires de services • Mise en place d’un système d’information et

de suivi pour l’octroi des subventions • Sélection compétitive d’un intermédiaire

financier • Opérationnalisation du système de

subventions à travers une institution financière, système de paiement par bons (vouchers)

Bonne collaboration des responsables du MARNDR Bonne collaboration des principaux partenaires du MARNDR

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39. L'objectif général du PITAG est d'accroître la productivité agricole et la sécurité alimentaire des

petits agriculteurs dans certains départements du Nord, du Nord-Est, de l'Artibonite, du Sud et de la

Grande Anse. Les objectifs spécifiques sont:

1- Développer des technologies agricoles durables grâce aux programmes de recherche

appliquée et de formation;

2- Améliorer l'accès à ces technologies grâce à la mise en place d'un mécanisme de

subvention de contrepartie.

40. Ces objectifs doivent permettre les impacts suivants:

1- Augmenter la marge brute agricole des bénéficiaires de 30%

2- Augmenter leur sécurité alimentaire de 30% (l'échelle de l'insécurité alimentaire sera

utilisée).

41. Les bénéficiaires attendus sont:

1- Au moins 65,000 agriculteurs qui bénéficient directement du mécanisme de subvention

de contrepartie favorisant l'adoption de technologies ;

2- Au moins 3,000 bénéficiaires directs et 15,000 bénéficiaires indirects pour les

programmes de recherche appliquée et de formation agricole.

42. Les femmes doivent représenter au moins 40% de ces bénéficiaires directs et indirects.

Le programme devrait produire les résultats suivants :

1- Développement d'au moins 12 technologies agricoles durables améliorées grâce la

recherche appliquée, et par le biais du mécanisme de subventions de contrepartie;

2- Au moins 75% des bénéficiaires directs adoptent effectivement les technologies

améliorées.

2.5 Calendrier préliminaire d’exécution

43. Le projet aura une durée de cinq (5) ans. Néanmoins, la majeure partie des activités seront

mises en œuvre sur une durée de quatre ans et demi, les six premiers mois d’exécution du projet

étant pour l’essentiel consacrés à la mise en place d’activités préalables au lancement effectif du

projet (consolidation de l’unité d’exécution du projet, mise à jour du système d’information,

recrutement des firmes d’exécutions, acquisition des biens nécessaires à la bonne exécution du

projet, etc).

44. L’établissement définitif des lignes de base du programme pour le suivi des indicateurs aura lieu

au cours des six premiers mois du projet. L’évaluation intermédiaire aura lieu lors du 5ème

semestre

d’exécution du projet, soit en début de 3ème

année. L’évaluation finale aura lieu au cours du 10ème

semestre d’exécution du projet, soit en fin de 5ème

année.

45. Le calendrier est schématisé dans la page suivante.

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Tableau 4. Calendrier préliminaire d’exécution du projet

Composantes et Activités Année 1 Année 2 Année 3 Année 4 Année 5

S1 S2 S3 S4 S5 S6 S7 S8 S9 S10

Gestion du projet/Activités de démarrage

Consolidation de l’UE/Recrutement du personnel additionnel

Mise en place du Comité de pilotage

Préparation et Approbation du manuel d’opérations

Etat des lieux et identification besoins DDA/BAC concernés

Appuis aux DDA/BAC concernés

Acquisition des équipements nécessaires

Recrutement de la firme chargée de l’évaluation d’impact du projet

Etablissement de la ligne de base

Enquêtes de suivi/Evaluation d’impact

Recrutement de la firme comptable en charge de l’audit externe

Evaluation à mi-parcours et finale

Composante 1 : Recherche appliquée et formation

Appel d’offres pour le recrutement de l’assistance technique

Développement des programmes de recherches

Renforcement du programme d'enseignement supérieur

Soutien technique et scientifique de la DI

Equipement de la DI

Composante 2 : Diffusion de technologies agricoles

Recrutement de la firme chargée de la mise en place du SI

Mise en place du SI

Recrutement des opérateurs prestataires de services et des institutions financières



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Etablissement de registres de producteurs et de fournisseurs

Campagne de communication sur incitations

Diffusion des paquets techniques

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2.6 Coût et financement du projet

46 Le coût total du projet est estimé à 76.8 millions de dollars américains, qui seront financés par

un instrument de don de la BID à hauteur de $55 millions et par des ressources non remboursables du

Programme Global pour l’Agriculture et la Sécurité Alimentaire (GAFSP) à hauteur de $10 millions, le

FIDA à hauteur de $10,8 millions et le gouvernement d’Haïti à hauteur de $1 millions. Le budget

prévisionnel détaillé est donné en Annexe 3.

Tableau 5. Coût et sources de financement du projet

Catégories BID GAFSP FIDA Local Total

I. Composantes

1. Recherche appliquée et formation

14,600,000

545,000

15,145,000

2. Diffusion de technologies agricoles

35,050,000

10,000,000 10,090,000

55,140,000

II. Autres coûts

Administration 4,000,000

108,000 1,000,000 5,108,000

Audits 150,000

150,000

Suivi & Evaluation 700,000

116,305

816,305

Imprévus 500,000

500,000

TOTAL 55,000,000 10,000,000 10,859,305 1,000,000 76,859,305

3 Dispositif organisationnel et responsabilités des intervenants

47. Le dispositif organisationnel à mettre en place est articulé autour de quatre niveaux de

responsabilités (voir organigramme général ci-après):

(i) La maîtrise d’ouvrage;

(ii) Le Niveau de pilotage constitué du Comité de pilotage;

(iii) Le Niveau de coordination et de gestion des activités correspondant à l’Unité

d’Exécution;

(iv) Le Niveau d’exécution des activités sur le terrain assuré par des instances (centrales et

déconcentrées) du MARNDR et des prestataires de services contractuels recrutés par

le projet.

48. Le mandat, la composition et le mode de fonctionnement des différentes entités sont présentés

dans les paragraphes suivants pour chacun des niveaux de responsabilités.

3.1 Le Maître d’ouvrage

49. Le Ministère de l’Agriculture, des Ressources Naturelles et du Développement Rural

(MARNDR), dénommé indistinctement <l’Organisme d’Exécution du projet>, assure la maîtrise

d’ouvrage du projet. Il représente à ce titre l’ensemble des bénéficiaires du projet devant les bailleurs

de fonds (BID, FIDA et GAFSP), le maître d’œuvre et toutes les organisations nationales et

internationales intéressées ou concernées par le projet. Il sera responsable de l’administration

globale, de la supervision et de l’évaluation générale du projet.

50 En tant que maître d’ouvrage, le MARNDR devra tout particulièrement:

Veiller à ce que le maître d’œuvre accomplisse la mise en œuvre du projet conformément

à l’intérêt des bénéficiaires, et donc au document de projet approuvé;

Veiller à ce que la programmation des activités soit conforme au projet et permette

effectivement l’atteindre des objectifs fixés;



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S’assurer de l’efficacité du dispositif de suivi-évaluation qui sera mis en place et

contribuer à son fonctionnement, à travers les activités de l’Unité d’Etudes et de

Programmation;

Contrôler, notamment à partir du dispositif de suivi-évaluation, la qualité de la prestation

du maître d’œuvre;

Assurer l’échange d’informations et une bonne coordination avec d’autres projets ou

activités ayant des objectifs similaires au niveau du MARNDR ou d’autres instances

publiques;

S’assurer de la bonne utilisation des fonds du projet;

Présider les réunions du comité de pilotage.

51. Par rapport aux bailleurs de fonds (BID, FIDA, GAFSP), le maître d’ouvrage (le MARNDR) est

l’Organisme d’Exécution du contrat de financement; le MARNDR porte à ce titre la principale

responsabilité de la bonne exécution des activités financées par l’accord de financement.

3.2 Le Comité de Pilotage du Projet (CPP)

52. Le Ministère de l’Agriculture met en place, à travers une circulaire signée par le Ministre, un

comité de pilotage qui constitue un appui à la maîtrise d’ouvrage. Son mandat général sera de suivre

l’accomplissement des objectifs du projet et de veiller au respect de ses grandes orientations.

53. Le comité de pilotage comprendra au moins les membres suivants:

Le Directeur Général du MARNDR ou son représentant dûment mandaté;

Le Directeur Départemental Agricole Nord;

Le Directeur Départemental Agricole Nord-est;

Le Directeur Départemental Agricole Artibonite;

Le Directeur Départemental Agricole Sud;

Le Directeur Départemental Agricole Grande Anse;

Un Représentant de l’UEP du MARNDR;

Deux Représentants du Ministère de l’Economie et des Finances.

54. Ce comité sera présidé par le Directeur Général du MARNDR ou son représentant. Le

Coordonnateur de l’Unité d’Exécution du Projet agira à titre de secrétaire du Comité de Pilotage mais

il ne pourra participer aux délibérations que sur invitation du Président. Il n’aura pas de droit de vote.

Un représentant de la BID et un représentant du FIDA participeront aux réunions du comité de

pilotage à titre de Membres Observateurs.

55. Le mandat du comité de pilotage est de:

Approuver le manuel d’opération;

Valider, avant soumission à la Banque, toute modification du manuel d’opérations;

Assurer l’orientation générale et le suivi global de l’exécution des activités du projet;

Veiller au respect du calendrier et du budget du projet;

Approuver, avant soumission à la Banque, le plan d’Exécution Annuel du projet et ses

révisions annuelles qui seraient proposées par l’Unité d’Exécution;

Valider, avant soumission à la Banque, tous les rapports techniques et financiers

présentés par l’Unité d’Exécution.



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56. La création du Comité de pilotage constitue implicitement une des conditions spéciales

préalables au premier décaissement, dans la mesure où cette instance doit approuver le manuel

d’opération.

57. Le Comité de Pilotage du Projet se réunira deux fois par an, et plus souvent si les circonstances

le justifient, dont une fois pour approuver le plan annuel d’exécution du projet qui doit être soumis à la

BID au plus tard le 28 février de chaque année.

58. Au moins trente (30) jours avant chaque rencontre, le secrétariat du CPP consultera les

membres afin d'identifier les sujets spécifiques qu’ils voudraient inclure dans l'ordre du jour (en plus de

la révision des plans de travail et des rapports d’avancement soumis par l'unité d'exécution).

59. Au moins dix (10) jours avant la date de chaque rencontre, le président du CPP enverra une

convocation écrite ou par email accompagnée de l’ordre du jour à tous les membres.

60. Pour que les délibérations soient valides au moins 50% des membres du CPP devront être

présents, dont au moins un représentant du MEF. Si le quorum n’est pas atteint, la réunion sera

reportée à une autre date et une nouvelle convocation doit être transmise aux membres. A condition

que tous les membres du CPP aient reçu la convocation et l’ordre du jour de la seconde réunion

toutes les décisions prises au cours de celle-ci seront valables, quelle que soit la participation

enregistrée à cette seconde réunion. Chaque membre doit avoir la possibilité de s’exprimer sur

chacun des sujets. Les décisions seront généralement prises par consensus, mais en cas

d’impossibilité, elles seront prises à la majorité des membres présents.

61. Au cours des réunions les membres examineront les rapports d’avancement technique,

administratif, financier et comptable soumis par l’Unité d’Exécution et discuteront des autres sujets

indiqués à l’ordre du jour.

62. Le secrétaire du CPP fera parvenir le compte-rendu de chaque réunion dans les 15 jours

suivant celle-ci à tous ceux qui auront reçu une convocation.

3.3 La maîtrise d’œuvre : l’Unité d’Exécution et ses relais

3.3.1 L’Unité d’Exécution

63. La mise en œuvre du projet sera assurée par l’Unité d’Exécution79 (UE). Cette unité travaille

sous la supervision directe de la Direction Générale du MARNDR. Elle est composée d’un

coordonnateur de projet, d’un conseiller technique senior, d’une équipe fiduciaire incluant un

spécialiste financier, un contrôleur interne et un assistant administratif, d’une équipe centrale d’appui à

la mise en œuvre, d’un spécialiste en suivi-évaluation et des antennes départementales. Le

recrutement de ce personnel fiduciaire est l’une des conditions spéciales préalables au premier

décaissement. Les procédures de sélection, les termes de référence, les projets de contrat seront

soumis à l’avance pour non objection de la Banque.

64. Les cadres des antennes départementales seront affectés aux Directions Départementales de

l’Agriculture (DDA) concernées.

65. L’Unité d’Exécution, dans le cadre de la mise en œuvre de la composante 1 du projet,

bénéficiera de l’assistance technique de la Direction de l’Innovation (DI).

66. L’unité bénéficiera en outre de l’appui des spécialistes de l’Unité de Passation de Marchés du

MARNDR et des Directions Départementales Agricoles concernées.

67. En résumé, le personnel de l’UE qui interviendra directement dans la mise en œuvre du projet

sera constitué de:

79 L’Unité d’Exécution peut être aussi nommé Coordination Nationale.



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Un coordonnateur80

Un conseiller technique senior

l’équipe fiduciaire (un spécialiste en gestion financière, un comptable, un auditeur interne,

un assistant administratif)

un ou deux spécialistes de l’UPMP

un spécialiste en suivi et évaluation, et un assistant

un spécialiste SIG

un spécialiste technique pour les incitations agricoles

un spécialiste en environnement

un spécialiste en communication

deux informaticiens pour le SIGI

quatre responsables d’antenne et quatre assistants, respectivement affectés dans les

DDA du Nord, du Nord-est, du Sud et de la Grande Anse, et selon les blocs

d’intervention

les DDA et les BAC concernés

le Directeur de l’Innovation et ses assistants dont 1 conseiller technique en appui à la

mise en œuvre de la composante 1, 1 chargé de suivi, 3 superviseurs de programmes de

recherche au niveau central) et 5 techniciens de terrain (dans les différentes antennes

départementales)

le personnel d’appui:

- secrétaire

- réceptionniste

- ménagères

- chauffeurs

- agents de sécurité

68. La rémunération des membres de l’unité d’exécution a été budgétisée en considérant des

statuts contractuels, et alignée sur la grille convenue entre la BID et le Ministère de l’Economie et des

Finances. Toutefois, pour les postes occupés par des fonctionnaires consacrant au moins 50% de leur

temps, une prime de résultats leur sera accordée sur les ressources du projet.

69. Par ailleurs, l’UE engagera:

des opérateurs pour la conduite des projets de recherche;

des Opérateurs Prestataires de Services chargés d’assurer la gestion du système

d’incitations agricoles et de fournir l’accompagnement technique des agriculteurs et des

fournisseurs bénéficiaires de la composante 2;

une institution financière en charge de gérer les fonds d’incitation et procéder aux

paiements aux fournisseurs de services;

un consultant pour la formation des fournisseurs;

un consultant pour l’audit technique des incitations agricoles;

80 Le MARNDR devra présenter la preuve que le coordonnateur du programme et le spécialiste financier ont été sélectionnées conformément aux modalités et conditions préalablement convenues avec la BID.



176

une firme de consultation en charge de l’évaluation finale du Projet;

une équipe de consultants en charge de l’évaluation d’impact du programme;

une firme comptable en charge de l’audit du Projet;

d’autres consultants (si besoin).

70. Le recrutement des opérateurs (firmes, ONG, consultants), se fera en respectant les

procédures de passation des marchés de la BID. Le présent manuel d’opérations du projet précise

dans son chapitre 4 toutes les modalités d’exécution des activités prévues.

Les responsabilités de l’UE

71. L’Unité d’Exécution est chargée de planifier et coordonner l’exécution du projet conformément

aux méthodes définies dans le présent manuel d’opérations, gérer les fonds destinés à son

financement, d’organiser le suivi des activités et l’évaluation des résultats et impacts du projet. L’UE

sera basée dans les locaux du Ministère de l’Agriculture des Ressources Naturelles et du

Développement Rural (MARNDR) à Damien et disposera de quatre (4) antennes dans les

départements retenus pour le projet (Nord, Nord-est, Sud et Grande Anse).

72. L’UE est responsable en particulier de:

L’interface entre le MARNDR, la BID et les autres acteurs du projet;

La planification des activités;

L’administration financière du Projet;

La gestion des paiements aux autres intervenants;

La gestion des marchés de biens et services pour ses propres activités et des marchés

de consultation pour ses activités et pour le recrutement des OPS et institutions financières;

L’approbation des autorisations et paiements d’incitations prévues dans le projet;

La supervision, le contrôle-qualité et le suivi des activités en particulier pour les

procédures mises en œuvre au niveau des départements;

Les requêtes de financement à la Banque;

La présentation des rapports au CPP et à la Banque;

L’ajustement du manuel de procédures de cofinancement des paquets techniques;

L’installation et la supervision des Antennes Départementales (AD);

La validation de la liste des fournisseurs agréés pour la composante 2;

La réception et la gestion des plaintes reçues à travers le programme.

73. L’Antenne Départementale (AD) est le relais local de la Coordination dans le département où

est actif le projet d’incitation. Installée dans les locaux de la Direction Départementale de l’Agriculture

(DDA), l’AD participe au contrôle du mécanisme sur le terrain. L’AD est donc chargée de proposer, si

nécessaire, à la CN des ajustements du Manuel de Procédures. Elle se doit entre autres de:

Appuyer l’OPS notamment dans le cadre des visites de fournisseurs,

Appuyer tout audit/contrôle interne ou externe,

Contrôler la qualité des biens et services proposés par les fournisseurs,

Contrôler la mise en œuvre des paquets techniques,

Recevoir les plaintes et les transmettre à la CN,



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Soumettre à la CN un rapport de suivi périodique.

3.3.2 Les DDA et les BAC

74. Les Directions Départementales de l'Agriculture (DDA) sont les services déconcentrés du

MARNDR dans les départements. À ce titre, elles sont à la fois représentant du maître d’ouvrage (le

MARNDR) et du maître d’œuvre du Projet (l’UE). Leur mandat est de ce fait large, de la diffusion des

normes et actes législatifs à la planification, l'appui technique, la collecte de l'information, la

participation au suivi-évaluation des interventions. Compte tenu de leurs faibles ressources, les DDA

Nord, Nord-est, Artibonite, Sud et Grande Anse seront renforcées.

75. Les principales attributions des DDA sont les suivantes.

76. A. En tant que représentants locaux du maître d’ouvrage du Projet, elles auront pour mission:

De contrôler, appuyer et superviser les activités des Opérateurs Prestataires de Service;

De participer au système de suivi-évaluation.

77. B. En tant que service déconcentré de l’État, elles seront appelées à l’exécution de certaines

activités prévues dans le cadre du projet:

Adapter localement le manuel de procédures et les normes techniques pour les

incitations (composantes 2);

Participer à l’établissement du registre des producteurs et des fournisseurs de services et

d’intrants, et valider les registres;

Approuver la liste des fournisseurs agréés;

Accompagner l’Opérateur Prestataire de Service dans le processus de vérification pour le

mécanisme de cofinancement des paquets techniques;

Réaliser le contrôle/la vérification des prestations réalisées avec les subventions

délivrées à travers le mécanisme d’incitations (avec l’appui de l’opérateur).

78. Les BAC (Bureaux Agricoles Communaux) sont en principe répartis à travers les communes.

Leur mandat général est d'assurer, au niveau local : la formation des agriculteurs et organisations

paysannes; l'appui technique, notamment à la production d'intrants et à la commercialisation des

produits ; le contrôle et la collecte de l'information/le suivi-évaluation des interventions.

79. Dans le cadre du projet, les BAC devront appuyer le processus et seront chargés entre autres

de:

i. Appuyer l’OPS en facilitant la mise à jour du registre des agriculteurs;

ii. Faciliter les campagnes de sensibilisation;

iii. Faciliter la planification et l’organisation des réunions, missions et autres évèn-nements

organisés par l’OPS, la CN ou toute autre entité du MARNDR;

iv. Appuyer l’OPS dans la réalisation de l’inventaire des fournisseurs de biens et services

agricoles;

v. Faciliter les soummissions de demandes de cofinancement;

vi. Appuyer l’OPS pour l’assistance technique quant aux paquets techniques diffusés;

vii. Faciliter les contrôles et la collecte d’informations in situ;

viii. Recevoir les plaintes et les transmettres à l’Antenne Départementale.



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3.3.3 La Direction de l’Innovation

80. Les paquets techniques qui seront diffusés dans la cadre de la composante 2 sont décrits dans

le document intitulé: Proposition de paquets techniques durables pour le PITAG et options pour le

volet d’équipement des agriculteurs. Toutefois, les paquets techniques proposés aux agriculteurs

pourront évoluer en fonction de la recherche et des résultats issus de la composante 1. La Direction

de l’Innovation (DI) sera donc fortement impliquée dans ce projet et sera responsable de la

supervision directe de cette composante.

81. La DI, à travers sa direction, devra notamment:

Valider les choix des thèmes des programmes de recherche menée par l’assistance

technique;

Valider les protocoles de recherches;

Valider les résultats de la recherche;

Assurer la diffusion de ces résultats;

Superviser la mise en place du système d’information dédié à la recherche appliquée.

3.3.4 Les prestataires de services

82. Ils comprennent l’Opérateur Prestataire de Service (OPS) pour la composante 2, l’assistance

technique pour la recherche appliquée (composante 1) et pour la mise en place d’un système

d’information pour la composante 2, les fournisseurs d’intrants et de services d’assistance technique,

ainsi que les institutions financières qui seront impliqués dans la mise en œuvre de la composante 2.

Les critères de choix et les responsabilités sont définis au point 4.2.

3.3.5 Les agriculteurs

83. Les agriculteurs constituent à la fois les bénéficiaires cibles et sont parmi les principaux

partenaires du Projet. Ils y seront impliqués sur une base individuelle (participation au programme

d’incitations, à l’investissement sur les parcelles), ainsi qu’à travers les organisations paysannes

(fournisseurs d’intrants à travers par exemple de boutiques d’intrants ou des achats groupés de

semences et de plants) ou de fournisseurs de services. L’OPS sera responsable de la communication/

sensibilisation du projet (composante 2) auprès des agriculteurs.

3.3.6 Relations entre les acteurs du projet

84. La coordination et la communication auront essentiellement lieu à travers:

Un atelier de lancement en début de Projet;

Les divers rapports remis par les Prestataires de services à l’UE et par l’UE au CPP et

aux bailleurs;

Des réunions organisées pour rassembler les acteurs de terrain (Fournisseurs de

services, organisations des producteurs, commerçants/acheteurs des produits agricoles,

représentants du gouvernement, etc.);

Les ateliers annuels organisés par l’UE avec les Prestataires de Services et autres

acteurs des zones d’intervention.

85. Des relations formalisées (protocoles d'accord, contrats, cahiers des charges) seront établies

entre les différents intervenants.

3.3.7 Lien avec les autres projets de la région

86. La stratégie générale de mise en œuvre du PITAG se fondera sur la recherche de synergie et

de partenariats avec les autres projets agricoles (en cours d’exécution ou à lancer sous peu).



179

87. Le Ministère de l’agriculture, à travers les DDA des départements concernés, comme organe de

coordination et de régulation, se devra de coordonner étroitement et d’harmoniser les approches et

les différentes activités afin de maximiser les bénéfices des interventions et d’éviter les doubles

emplois. Ainsi, les tables départementales de concertation réunissant les principaux acteurs du

secteur, constituent les lieux privilégiés d’échanges favorisant ce développement de synergies.

Figure 1. Organigramme général du projet

4 Description des mécanismes d’exécution du projet

4.1 Mécanisme général

4.1.1 Plan d’exécution pluriannuel du projet

88. Un Plan d’Exécution Pluriannuel du projet (PEP), incluant le chemin critique d’exécution du

projet (l’enchaînement logique des décisions à prendre), le plan de passation des marchés, le budget

détaillé ainsi que le calendrier d’exécution de chacune des composantes, sera initialement préparé.

L’établissement de ce PEP, partie intégrante du Rapport Initial du Projet, et son approbation par la

BID sont des conditions préalables à l’éligibilité aux décaissements du projet. L’exécution du PITAG

se fera ensuite par tranches annuelles, sur la base de plans opérationnels annuels du projet (POA)

selon le format standard préparé par la BID.



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4.1.2 Préparation des plans opérationnels annuels (POA)

89. L’UE élaborera chaque année un projet de POA en se basant sur l’avancement des différentes

activités en cours et en prévoyant les nouvelles activités à effectuer. Ce POA couvrira les activités des

2 composantes du projet, ainsi que celles de l’unité d’exécution elle-même. Cet exercice de

planification s'effectuera en étroite collaboration avec les entités concernées directement par l’une ou

l’autre des composantes du projet.

90. Ces entités devraient réaliser elles-mêmes un POA sur la base d’un modèle élaboré par l’UE, et

avec l’appui technique des cadres de cette unité. Le POA final sera ainsi élaboré à partir de la

consolidation de ce qui a été réalisé par l’ensemble des entités.

91. Les POA incluront dans un seul et unique fichier Excel dont le modèle sera fourni par la BID:

La liste des activités prévues afin d’atteindre les résultats du projet fixés dans la matrice;

Les ressources financières requises;

Le calendrier de mise en œuvre;

Le plan de passation des marchés correspondant.

92. Ce cadre général permettra de préparer le devis qui servira de cadre budgétaire pour l’année

suivante.

93. Le CPP révisera le projet de POA et fera éventuellement des recommandations qu’il soumettra

à l’UE qui apportera les modifications requises. Une fois approuvé par le CPP, le POA final deviendra

officiel dès la formulation de son acceptation dans le compte-rendu de la réunion du CPP.

94. Au plus tard le 28 février de chaque année, l’UE transmettra à la BID le POA approuvé par le

CPP, pour l’obtention de la non-objection. Si la BID signifie sa non-objection au POA tel qu’il lui a été

soumis, ce document servira de référence pour la continuation des activités au cours des 12 mois

suivants. Si la BID formule des commentaires, ceux-ci devront être pris en compte par l’UE ; la version

révisée devra être à nouveau soumise à l’approbation du CPP.

4.1.3 Exécution des POA

95. Les paiements se feront conformément à ce qui aura établi dans le contrat signé avec le

prestataire, contrat basé sur les modèles préparés par la BID et sur lequel la BID aura donné sa non

objection préalable dès que le montant de l’engagement dépassera Cinq mille dollars américains

(5.000 US $).

Tableau 6. Plan Initial de Passation de Marché

BIENS ET SERVICES CONNEXES (B)


Description du marché Méthode de de passation de marché (2)

Révision Ex Ante ou

Ex Post

Montant

Coût estimatif (USD) :

Composante 1, Produit 3

Achat d'Equipement pour les membres du personnel liés à la Direction de l'Innovation

CP Ex Ante 79 500,00


Achat de 5 Véhicules pour la Direction de l'Innovation AOI Ex Ante 175 000,00


Achat de 12 véhicules pour l’UE et les DDA AOI Ex Ante 420 000,00


Achat de 20 motocyclettes AON Ex Ante 80 000,00

TOTAL 754 500,00



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SERVICES NON CONSULTATIFS (S)




Ex Post

Montant



Opérateurs incitations et assistance technique AOI Ex Ante 9 750 000,00


Recrutement d'un Intermédiaire financier AON Ex Ante 520 000,00


Recrutement d'une firme pour le Système d'information AOI Ex Ante 380 000,00


Recrutement d'un consultant pour la Formation des fournisseurs

AOI Ex Ante 400 000,00


Recrutement d'un consultant pour l'Audit technique incitations

AON Ex Ante 200 000,00


Recrutement d'entités pour la mise en œuvre de 6 sous programmes de recherche touchant divers systèmes de culture

AOI Ex Ante 9 118 000,00


Recrutement d’entités pour la mise en œuvre d’autres sous programmes innovants

AOI Ex Ante 3 080 000,00


Recrutement d'un consultant pour l'Assistance technique à la mise en œuvre composante

AOI Ex Ante 540 000,00

TOTAL 23 988 000,00

BUREAUX DE SERVICES-CONSEILS (CF)




Ex Post

Montant


Audit Recrutement d'une firme pour l'audit du programme SFQ Ex Ante 150 000,00

TOTAL 150 000,00

CONSULTANTS INDIVIDUELS (CI)




Ex Post

Montant



Recrutement d'un consultant pour l'Etude eau/pompage QCII Ex Ante 50 000,00


Recrutement d'un responsable environnemental QCIN Ex Ante 162 500,00


Recrutement d'un consultant pour l'Etude espèces invasives

QCII Ex Ante 50 000,00


Recrutement de consultants pour les Etudes et appui renforcement institutionnel



Recrutement de 3 Superviseurs de programme recherche QCIN Ex Ante 97 500,00


Recrutement d’un chargé de suivi et d’appui aux projets QCIN Ex ante 162 500,00



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Recrutement de 5 techniciens de terrain QCIN Ex ante 585 000,00


Recrutement consultants Autres activités environnementales


Gestion Recrutement personnel technique et administratif de projet QCNI Ex Ante 200 000,00

TOTAL 1 706 595,00

DÉPENSES OPÉRATIONNELLES (DO)



Process Numbers :

Montant



Frais de fonctionnement pour la Direction de l'Innovation CP Ex Ante 150 000,00


Recrutement de 8 membres du personnel d'appui QCIN Ex Ante 260 000,00

TOTAL 410 000,00

4.2 Mécanisme de mise en œuvre de la composante 1

4.2.1 Structure opérationnelle de la composante 1

96. La composante 1 est mise en œuvre sous la supervision directe de la DI sous la supervision

générale de la Coordination du PITAG. La DI constituera un Comité Scientifique (CS), lequel

apportera un appui à la prise de décision scientifique et technique, et pourra à la demande de la DI,

participer:

(a) à l’approbation du registre des Entités de Recherche;

(b) à l’identification et làpprobation des thèmes de recherche;

(c) à l’évaluation des propositions de projets;

(d) au suivi et à l’appui scientifique et technique dans lèxécution des projets;

(e) à l’analyse et l’évaluation des résultats des projets;

(f) à la vérification des publications des résultats issus des projets.

97. Le Comité Scientifique sera composé de chercheurs nationaux et internationaux ayant une

expérience avérée et du prestige, à la demande de la DI. Le chercheur faisant partie du Comité

Scientifique d’évaluation et d’approbation, ne pourra pas participer aux dites propositions.

98. Ce comité sera notamment chargé de la sélection des différents paquets technique qui feront

l’objet d’études de recherche. Les résultats de la Composante I fourniront progressivement des

propositions de PT pour la composante 2. Une étude comportementale sera également menée pour

déterminer la volonté des agriculteurs de payer ou non les nouvelles technologies à introduire.

99. Une assistance technique préalablement recrutée sera chargé d’accompagner la DI sur

l’ensemble de la composante à savoir: les programmes de recherche, le système d’information, la

sensibilisation et le renforcement des compétences de la DI.

100. Pour le fonctionnement de la composante, la DI disposera des entités suivantes:

Une équipe d’exécution (EE), qui sera sous la responsabilité de la DI et de son Directeur,

pourra déléguer des fonctions à un Conseiller Technique (CT) pour conduire des actions de

planification, supervision et coordination de toutes les activités qu’on se donne pour la mise

en œuvre de la Composante 1.

Un personnel de soutien composé de:



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1 Chargé de suivi et dàppui aux projets (SAP) en cours ou exécutés.

3 assistants qui soutiendront tous les efforts du Conseiller technique et du chargé de suivi

SAP.

1 Technicien de terrain (TT) de la DI, pour les départements où sera mis en œuvre un

projet de recherche, dont la fonction sera de faire le suivi des activités et processus

dèxécution des projets de recherche et leur transfert, dans son département. Il devra

aussi aider à identifier les faiblesses et les problèmes confrontés par les producteurs

bénéficiaires ou non, pour la Composante 2, et qui nécessitent des solutions à travers la

recherche appliquée. Les TT seront intégrés au fur et à mesure, et il se peut que, en raison

du nombre des projets, un TT puisse faire le suivi au niveau de divers départements. Les

techniciens seront formés pour réaliser les activités assignées.

101. L’équipe d’exécution aura sous sa responsabilité les domaines d’action suivants:

(i) Contrôle, accréditation et enregistrement des Entités et Institutions de Recherche pour la Composante 1. Les entités et institutions de recherche agricole seront invitées à s’enregistrer. Ces demandes d’inscription seront évaluées et le cas échéant accréditer.

(ii) Identification des Thèmes de recherche. Un suivi sera effectué auprès des agriculteurs bénéficiaires de la Composante 2 du PITAG, afin d’identifier les problèmes et solutions.

(iii) Appels à proposition pour des Projets de Recherche Appliquée.

(iv) Réception et Evaluation des propositions de Projets de Recherche et Transfert de Technologies.

(v) Suivi et appui à l’exécution des projets de recherche.

(vi) Analyse et Evaluation des résultats des programmes de recherche.

(vii) Gestion de la base de données des résultats obtenus.

Les Entités et/ou Institutions de Recherche, publiques ou privées, seront responsables

de faire des propositions aux Projets de Recherche et de Transfert de Technologies

convoqués par la composante 1 et, si elles sont approuvées, de les mettre en œuvre

conformément aux règles et procédures de la composante 1.

Figure 2. Structure de la composante 1



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4.2.2 Méthodologie

4.2.2.1 Phase pré-opérationnelle

102. Les activités suivantes seront développées préalablement au démarrage de la composante 1:

(i) Elaborer et établir le Règlement et le Manuel de procédures de la Composante 1;

(ii) Analyser le développement possible et la mise en œuvre d’un Système informatique de

Gestion et de Suivi (SIGS);

(iii) Acquérir du mobilier de bureau, des matériels et des équipements d’ordinateurs pour

l'Equipe Centrale d'Exécution et pour les Techniciens de terrain (TT) pour le suivi et

l’appui;

(iv) Sélectionner et former le personnel de l'Equipe d'Exécution;

(v) Sélectionner et former les TT de suivi des projets;

(vi) Acquérir des véhicules pour transporter les responsables de la Composante 1, et des

motos pour les TT;

(vii) Organiser une campagne de promotion et de diffusion pour l’appel à l’enregistrement et

l’accréditation des entités de recherche qui désirent faire des propositions pour

l’exécution des projets de recherche;

(viii) Ouvrir le Registre d’inscription des entités et institutions de recherche pour la

Composante 1;

(ix) Mettre en œuvre le processus d’inscription et d’accréditation des entités et institutions de

recherche pour la Composante 1.

Figure 3. flux de la phase pré-opérationnelle (composante 1)

4.2.2.2 Phase opérationnelle

103. 3 produits sont attendus au sein de cette phase:



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PRODUIT 1: “8 Projets de Recherche et de Transfert de Technologies livrés”

104. Pour réaliser ce produit, le processus suivant est attendu:

(i) Processus de définition des priorités, des thèmes de recherche et transfert prioritaires.

Vérification des thèmes identifiés et priorisés pour les Projets de Recherche Appliquée et

leur Transfert.

(ii) Processus d’élaboration des TDR des thèmes de recherche et de transfert de

technologies.

(iii) Processus de lancement d’appels à des Entités et / ou Institutions de Recherche

accréditées, pour qu’elles présentent des propositions de recherche et transfert pour les

thèmes sollicités par la Composante 1.

(iv) Processus de réception, évaluation et sélection de la meilleure proposition.

(v) Processus de contractualisation de l’entité ayant la meilleure proposition, pour exécuter le

projet.

(vi) Processus de suivi et évaluation de la mise en œuvre et des résultats partiels et finaux

des projets de recherche et transfert adjugés.

(vii) Processus de débours pour les produits évalués et approuvés ; paiement final des projets

évalués et approuvés.

Figure 4. Flux de la phase opérationnelle de la composante 1 (produit 1)

PRODUIT 2: “10 bourses octroyées à de jeunes professionnels au niveau maîtrise et/ou

doctorat, dans les thématiques en lien avec les problèmes abordés dans chacun des projets de

recherche”

105. Il y aura un Fonds de Bourses pour former de jeunes professionnels ayant la vocation pour la

recherche en agriculture qui, à travers l’appel, obtiennent une bourse octroyée par la Composante 1,



186

dans les thèmes identifiés et priorisés, précédemment. Les formations sollicitées dans les Projets de

Recherche et Transfert, ne forment pas partie du Fonds de Bourses, ni de ce Produit.

106. Les thématiques de formation qui feront l'objet de bourses d’études, seront celles identifiées par

la DI et l'Equipe d'Exécution, en accord avec les besoins en Ressources humaines (RH) du secteur,

dans le domaine de la formation en recherche agricole.

107. Les procédures suivantes seront effectuées:

(i) Processus d'identification des thèmes de formation pour la recherche agricole. L'Unité

d'Exécution et la DI, de concert avec le CS, analyseront, prioriseront et approuveront les

thèmes de formation en maîtrise, doctorat et formation, nécessaires pour le renforcement

du secteur de recherche agricole.

(ii) Processus d’appel ouvert aux jeunes professionnels du secteur ayant vocation pour la

recherche et désirant se former dans les thèmes convoqués.

(iii) Processus de réception et d'admission des demandes de Bourses de formation. L’EE

s'assurera que les demandes de formation sont en accord avec l'appel et satisfont aux

exigences demandées.

(iv) Processus de vérification et d'octroi des Bourses sollicitées par les jeunes professionnels

à former. L’EE et la DI, de concert avec le CS, analyseront et vérifieront que les

professionnels à former satisfont les exigences minimales pour bénéficier des bourses

d'études en maitrises, doctorats et formation, et procèderont à l'octroi des bourses

approuvées.

(v) Processus de formalisation des bourses octroyées et de remise des fonds aux boursiers.

(vi) Processus de suivi des boursiers. La Composante 1 fera le suivi des boursiers par

rapport aux besoins qu'ils pourraient avoir, ainsi que de la réalisation de leurs obligations.

(vii) Processus de remise et de réception des thèses et articles scientifiques résultant de la

formation. Les professionnels formés, remettront à la Composante 1, leurs thèses et

articles scientifiques à publier dans des revues scientifiques nationales ou

internationales.

Figure 4. Flux de la phase opérationnelle de la composante 1 (produit 2)



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108. Les conditions d'éligibilité sont présentées dans le tableau suivant.

Tableau 7 : éligibilité et pièces à fournir pour suivre un programme de formation

Nature de la dépense Pièces justificatives à fournir

Bourse Master

Projet de formation présenté au CEC ; programme de la formation ; lettre

argumentée de motivation ; CV ; lettre d’engagement personnel signée par

le demandeur ; évidence d’une moyenne de licence (barèmes à déterminer

dans les TDRs) ; être recommandé par la direction d’un centre de recherche

ou de formation (celui d’origine ou celui d’accueil) ; le programme de

formation doit être soumis et approuvé par le CS. Une lettre de l’université

hôte confirmant l’inscription est préalable au déboursement de la première

avance.

Bourse PhD

Projet de recherche présenté au CS ou son équivalent ; lettre du directeur

de thèse, confirmant l’acceptation de l’encadrement ; test linguistique

attestant connaissance suffisante de la langue du pays d’accueil pour

commencer dès la première année. Lettre de l’université d’accueil indiquant

la validation ou reconnaissance du diplôme de master du demandeur. Pour

les doctorats en cotutelle ou multi sites (lettres d’engagement des deux

universités et directeurs de thèse avec indication des responsabilités

respectives dans l’accompagnement et les obligations respectives du

candidat dans chacun des sites). Une lettre de l’université hôte confirmant

l’inscription est préalable au déboursement de la première avance.

Evènement scientifique

Description détaillée de l’évènement (objectifs, état des lieux –rappel des

résultats des évènements scientifiques nationaux et internationaux récents,

proches de la thématique abordée- ; problématique ; organisation en sous-

ensembles ; nom des « key note speakers » ; ville ; budget estimatif

(incluant coût de l’inscription et nombre envisagé de participants) ; lettres de

partenariat signées.

Abonnement aux bases de données Description spécifique de la base de données et des coûts d’accès (l’offre

pro-forma d’accès de la part de la banque de données doit indiquer les

conditions spécifiques d’accès pour Haïti). Accord de partenariat pour la

mutualisation de l’accès avec au moins un autre opérateur de recherche-

formation.

PRODUIT 3: “Renforcement Institutionnel de la Direction de l’Innovation”

109. La DI sera renforcée avec:

(i) Un appui technique et scientifique à travers des consultations faites par des experts, pour

le renforcement en connaissances et la mise en œuvre des structures, procédures

méthodologiques et opérationnelles précédemment identifiées comme nécessaires au

renforcement institutionnel de la DI;

(ii) Les équipements, le transport, les matériels et les infrastructures pour le bon

fonctionnement de la DI;

(iii) Des Ressources Humaines, grâce à la formation de 5 Techniciens de la DI, avec des

Maitrises ou Doctorats dans les domaines thématiques précédemment identifiés. De

même sera appuyée pour maintenir l’information actualisée du secteur et de tous les

acteurs dans le domaine de la recherche agricole, pour la DI et pour le système ASTI.

110. Pour atteindre ces objectifs, le processus suivant sera mené avec la plus grande des rigueurs:

(i) Processus d’identification et d’approbation des Consultations nécessaires pour le

renforcement de la DI;

(ii) Processus d’identification, d’analyse et d’approbation des équipements, matériels,

moyens de transport et infrastructures nécessaires pour le renforcement de la DI;

(iii) Processus d’identification de 5 domaines thématiques pour la formation en Maitrises ou

Doctorats des cadres techniques de la DI précédemment sélectionnés.



188

Figure 5: Flux de la phase opérationnelle de la composante 1 (produit 3)

4.2.2.3 Appui opérationnel

111. Cette phase est complémentaire aux précédentes et se réalise durant et / ou à la fin de

l’exécution de la Composante 1 et du PITAG.

(i) Processus d’évaluation et de suivi d’impact des projets de recherche et de transfert de

technologies;

(ii) Processus d’évaluation de la qualité des entités et/ou institutions de recherche participant

aux projets;

(iii) Processus d’évaluation de la qualité des TT de suivi des projets;

(iv) Processus de compilation, maintien et information des données requises par la base de

données de la DI et pour le système ASTI.

Figure 6. Flux de l’appui opérationnel de la composante 1



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4.2.3 Procédures

4.2.3.1 Contrôle, enregistrement et accréditation

112. L’appel à l’inscription dans le Registre d’Entités et Institutions de Recherche pour la

Composante 1, sera ouvert durant la vie du projet, invitant les entités et / ou institutions de recherche

à avoir l’Accréditation, pour pouvoir participer en offrant et mettant en œuvre les projets de recherche

lancés par l'Unité d'Exécution.

113. Les EI, pour être enregistrées, devront d’abord le demander par écrit à la Composante 1 qui

enverra ou remettra les conditions et formats à remplir, où elles devront démontrer que:

(i) Leur champ d’action est dans la recherche agricole dans l'une des DDA concernées :

Nord, Nord-est, Artibonite, Sud et Grande Anse;

(ii) Elles ont la capacité technique en RH suffisante, pour faire de la recherche et transférer

les produits obtenus à la Composante 2 et aux Cadres techniques et leaders paysans du

Secteur agricole;

(iii) Elles ont réalisé ou sont en train de réaliser, au moins, 5 projets de recherche appliquée

et de transfert de technologies au cours des 3 dernières années;

(iv) Elles présentent tous les documents requis par la Composante 1 pour supporter soutenir

tout ce qui a été déclaré.

114. Après son enregistrement, son inscription et son accréditation comme EI de la Composante 1,

la EI pourra alors présenter des offres et propositions des thèmes de recherche appliquée et de

transfert appelés en compétition.

4.2.3.2 Identification des thèmes de recherche

115. La Composante 1, à travers ses TT, fera un suivi continu du secteur productif agricole et des

agriculteurs bénéficiaires de la Composante 2 du PITAG, pour identifier et prioriser les problèmes du

secteur agricole afin de les solutionner à travers la recherche et le transfert. Cette première étape

permettra de justifier les sujets de recherches prioritaires.

4.2.3.3 Appels à proposition de projets de recherche

116. Une fois définis et priorisés les thèmes de recherche, la Composante 1 devra:

(i) Elaborer les TDR des thèmes identifiés;

(ii) Inviter les entités accréditées par la Composante 1 à participer à un appel à propositions

pour des projets de recherche spécifiques et de transfert;

(iii) Recevoir des Entités accréditées, une lettre de manifestation d’intérêt à présenter une

proposition, pour l’un des thèmes de recherche et de transfert lancés;

(iv) Envoyer les TDR et le format pour élaborer les propositions de projets aux EI.

117. Toutes les propositions de Projets de recherche qui auront à intervenir dans les Aires protégées

devront avoir l’accord des entités concernées (DRFS, MDE).

118. Afin de répondre à un appel à proposition, les entités de recherche devront:

(i) Disposer d’un personnel ayant une expérience éprouvée et qualifiée pour réaliser les

recherches et les activités, et avoir la formation adéquate aux thématiques du projet

sollicité;

(ii) Posséder les matériels et équipements nécessaires à la mise en œuvre des activités et

des résultats qu’on propose comme partie du projet de recherche et de transfert;

(iii) Avoir la capacité administrative pour gérer de manière efficiente transparente, les

ressources financières qui seront mises à leur disposition à travers la Composante 1;



190

(iv) Etre capables de contribuer financièrement ou en espèces équivalentes à 15% du

montant sollicité pour la recherche;

(v) Contractualiser avec des institutions internationales et/ou des institutions ayant une

solvabilité scientifique et pédagogique avérée, et qui apporte une plus grande valeur

ajoutée.

4.2.3.4 Réception et évaluation des propositions de projets de recherche

119. Pour évaluer les propositions soumises, la Composante 1 devra effectuer la procédure

suivante:

(i) Processus de réception et d’enregistrement;

(ii) Processus d’évaluation;

(iii) Processus de sélection de la meilleure offre;

(iv) Processus de communication des résultats de l’évaluation et de sélection à tous les

soumissionnaires, indiquant qu'ils peuvent examiner toutes les propositions et identifier

toute anomalie et qu’ils pourraient soumettre une réclamation à la Composante 1.

4.2.3.5 Suivi et d’appui à l’exécution des projets de recherche

120. Le suivi se fera de manière continue tout au long de l’exécution des projets, et sera sous la

responsabilité de l'Unité d'Exécution et des TT spécialisés dans le suivi. Il y aura 2 types de suivi: un

suivi opérationnel, un suivi de terrain.

Suivi opérationnel

121. Cela sera fait par l'Unité d'Exécution. Ce suivi sera effectué auprès de l'EI pour vérifier que

toutes les procédures et activités opérationnelles à tous les stades et à tous les niveaux du PRT

(Projet de Recherche et de Transfert) sont respectées à mesure qu'elles sont approuvées

contractuellement.

Suivi et vérification sur le terrain

122. Il s'agit d'un acte d'inspection et de vérification de chacune des activités menées «avant»,

«pendant » et «après» l'exécution du PRT. On vérifiera le respect de tout ce qui est stipulé dans la

proposition de projet approuvée. Il sera effectué par les TT, formés par la composante 1 à cette fin. Il

se matérialise dans des formats basés sur l'inspection par les TT, dont l'objet est:

La vérification des conditions de réalisation des projets de recherche et de transfert pour

chacun des acteurs impliqués dans l’exécution des mêmes projets;

La vérification de la recherche et du transfert de technologies, notamment en termes de

respect des délais, de qualité et de livraison.

4.3 Mécanisme de mise en œuvre de la composante 2

4.3.1 Rappel sur la composante 2

123. Dans le cadre de la composante 2, le projet financera une partie ou la totalité (selon les zones)

des coûts assumés par les agriculteurs dans l’adoption de techniques agricoles et de meilleures

pratiques. L’incitation prévue dans le cadre du projet sert à encourager les agriculteurs à adopter des

techniques de production améliorées et d’augmenter la productivité du sol. L’incitation est considérée

comme une mesure ponctuelle. L’effet positif de l’incitation devra permettre de maintenir les

améliorations sur le long terme moyennant des conditions environnementales et de marché favorable.

Ces incitations couvriront une partie du coût contre une vérification in situ de la technologie ou la

technique appliquée sur les filières agricoles priorisées.



191

124. Les technologies à promouvoir pour chacune de ces filières, en vue d’une augmentation de la

production et du revenu des agriculteurs sont décrites dans le document intitulé «Proposition de

paquets techniques durables pour le PITAG et options pour le volet d’équipement des agriculteurs».

125. La composante 2 sera techniquement gérée en interaction avec la Direction de l’Innovation qui

comprend entre autres un Service de Vulgarisation. L’Unité d’Exécution disposera d’une d’équipe

centrale d’appui et des antennes départementales dont les cadres seront respectivement basés dans

les DDA du Nord-est, du Nord, de l’Artibonite, du Sud et de la Grande Anse. L’Unité d’Exécution

engagera:

Une firme pour mettre en place un système d’information dédié à la composante ainsi

que pour en assurer la maintenance;

Un Opérateur Prestataire de Service (OPS) qui se chargera de la gestion sur le terrain de

la composante dans chacun des blocs; A noter que les différentes communes

d’intervention seront regroupées en quatre blocs distincts : le bloc 1 (Nord-Est + Quartier

Morin et Limonade), le bloc 2 (Nord (sauf Quartier Morin et Limonade+ les 2 communes

de l’Artibonite), le bloc 3 (Sud) et le bloc 4 (Grande Anse).

Une structure (financière ou assimilée) chargée de faciliter les transferts de flux financiers

(la contribution des agriculteurs et le paiement aux agriculteurs);

Un spécialiste en suivi et évaluation qui assurera entre autres le suivi des coûts et de la

qualité des intrants. Ce spécialiste sera responsable de la vérification technique de

l'utilisation des fonds par les bénéficiaires. Cette vérification sera effectuée sur une base

trimestrielle par ce consultant individuel qui sera recruté selon les termes et conditions

préalablement convenus avec la Banque.

126. Un manuel spécifique, intitulé « manuel de procédures du PITAG», donne les détails de

procédures à suivre pour le mécanisme d’incitations. Certains de ces éléments, du fait de leur

importance sont repris ci-après.

4.3.1 Critères d’éligibilité et responsabilités des opérateurs prestataires de services

127. Le caractère non permanent d’un MIA induit un support ponctuel aux équipes de terrain du

ministère. Afin de satisfaire ce besoin ponctuel, le MARNDR doit engager, avec la non objection de la

BID, des Opérateurs Prestataires de Service (OPS) qui seront dédiés au projet. Ces OPS sont des

entités indépendantes et expérimentées. Elles contractualisent avec le MARNDR et sont donc

responsables du bon déroulement de la composante sur le terrain.

128. Les OPS sont chargés entre autres de:

Enregistrer les agriculteurs de la zone d’intervention dans un registre dédié;

Vérifier l’éligibilité des fournisseurs de biens et de services agricoles;

Former les fournisseurs et agriculteurs de la zone aux nouveaux paquets techniques,

standards de qualité et procédures du MIA;

Mener les différentes campagnes de communication dédiées à la composante;

Enregistrer les demandes de cofinancement des agriculteurs; le cas échéant, appuyer les

agriculteurs pour rédiger leur demande;

Contrôler in-situ l’éligibilité des demandes de cofinancement;

S’assurer de la bonne répartition géographique des paquets techniques;

S’assurer que les fournisseurs puissent répondre à la demande;

Vérifier la livraison des fournisseurs de biens et services agricoles;

Accompagner les agriculteurs dans l’application des paquets techniques que ce soit au

niveau des itinéraires techniques ou des modèles économiques associés à ces paquets;

Fournir les conseils techniques en lien avec les paquets techniques, une fois que les

bénéficiaires sont identifiés;



192

Effectuer un contrôle périodique (via le mécanisme local de concertation) des prix des

intrants agricoles et rapporter toute évolution significative à l’UE;

Appuyer tout audit interne ou externe;

Recevoir les plaintes et les transmettre à l’UE;

Soumettre l’UE un rapport de suivi périodique.

129. L’Opérateur Prestataire de Service (OPS) doit posséder une connaissance reconnue de la zone

et avoir eu au moins une intervention préalable dans n’importe quel domaine dans la région ou avoir

une expérience dans l’accompagnement agricole dans n’importe quelle zone d’Haïti. Par ailleurs,

l’OPS doit disposer de ressources humaines capables de réaliser des activités d’animation technique,

du niveau technicien en agriculture et au moins un animateur de niveau supérieur pouvant encadrer

les techniciens pour la formalisation des contrats d’adoption de technologies. Conformément aux

procédures de la BID, l’OPS sera recrutée par l’UE sur appel d’offre international.

4.3.2 Les autres prestataires de services

130. Les institutions financières (ou assimilées) seront contactées et le cas échéant contractualisées

pour faciliter les transferts financiers entre agriculteurs, fournisseurs et gouvernement. Les transferts

électroniques (par téléphone) devront être priorisés afin de limiter au maximum les challenges liés à

distance et à la sécurité. L’OPS devra notamment activement participer à la mise en place concrète de

ce type de paiement. Des firmes comme DIGICIEL ou la Banque Nationale de Crédit sont

susceptibles de proposer des solutions.

131. Compte tenu du nombre potentiellement significatif d’agriculteurs pour de tels projets, le

système d’informations (SI) ne doit en aucune façon être négligé. Toute carence du SI risquerait

d’entraîner des difficultés opérationnelles significatives. Une assistance technique dédiée est

obligatoire pour la mise en place et la maintenance du Système d’Information dédié à la composante

2. Le sous-traitant du système d’information devra pouvoir justifier d’une expérience similaire. Son

recrutement doit faire l’objet d’une non objection de la BID et la signature d’un contrat est un préalable

à tout décaissement.

4.3.3 Critères d’éligibilité des producteurs bénéficiaires

132. Afin de pouvoir être éligible au MIA, l’agriculteur doit remplir les conditions suivantes:

Posséder un moyen d’identification officiel et reconnu (CIN);

Être inscrit dans le registre des agriculteurs de la zone;

Être domicilié dans la zone d’intervention;

Être actif dans la zone d’intervention;

Travailler une surface égale ou supérieure à 0.25 Ha;

Être majeur devant la loi haïtienne;

Ne pas avoir de subvention active liée au présent mécanisme d’incitation;

Ne pas avoir bénéficié de financement via d’autres programmes gérés par le

gouvernement;

Répondre aux critères spécifiques nécessaires pour le paquet technique souhaité.

4.3.4 Niveau d’appui financier par producteur bénéficiaire et par technologie

133. Le montant des incitations octroyées dépend du coût de chaque paquet technique et de la

zone. En effet, les départements du Sud et de la Grande Anse ont subi la catastrophe naturelle de

l’ouragan Matthew. De fait, les paquets techniques seront financés à 100% par la composante 2 dans

ces zones. Le tableau suivant reprend les paquets techniques présélectionnés qui peuvent faire

l’objet d’ajustement au cours du projet grâce à la composante 1. Le tableau reprend également leur

coût et l’estimation du nombre de paquets techniques à diffuser au cours du programme. Ces

nombres sont seulement donnés à titre d’indication.



193

Tableau 8. Coût et répartition annuel des paquets techniques

4.3.1 Critères d’éligibilité et responsabilités des fournisseurs de biens et services

134. Afin de limiter les risques de défaut de qualité ou de fraudes, une liste de fournisseurs éligibles

sera éditée et proposée aux agriculteurs. Ces derniers pourront donc bénéficier des cofinancements

uniquement si l’achat est réalisé chez un fournisseur agréé de la liste. Pour constituer cette liste, un

Appel à Manifestation d’Intérêt devra donc être lancé au plus tôt. Une campagne d’information devra

alors être réalisée par les OPS afin d’identifier un maximum de fournisseurs.

135. Afin d’être éligible, un fournisseur devra, preuve à l’appui:

Être formalisé (ex. patente), peu importe le statut juridique (privé, association,

coopérative, etc);

Etre régulièrement inscrit dans le registre des fournisseurs de la DDA concernée;

Posséder une expérience dans le domaine des biens, services ou formations agricoles;

Pouvoir fournir des services ou des produits (semences, plantules et autres intrants) qui

répondent aux normes et standards de qualité (voir document dédié);

N’avoir pas fait l’objet de fraudes dans le cadre des biens et services fournis aux

bénéficiaires des projets.

136. L’Opérateur Prestataire de Service (OPS) devra obligatoirement effectuer une visite de terrain

afin de valider l’éligibilité du fournisseur. Lors de ce contrôle, une simple vérification comptable devrait

permettre de déterminer si le fournisseur dispose d’un historique et donc d’une expérience

significative. Ensuite, une discussion/négociation entre l’OPS et le fournisseur permettra à l’OPS de

déterminer le nombre maximal d’agriculteurs que le fournisseur pourra servir.

4.3.2 La mise en œuvre des incitations

4.3.2.1 Cadre préalable

137. Avant de lancer le mécanisme, l’UE doit s’assurer que toutes les conditions préalables sont bien

remplies:

Les paquets techniques et les standards de qualité

138. Des standards de qualité (cf. document dédié) devront obligatoirement accompagner les

paquets techniques. C’est grâce à ces standards de qualité que l’OPS pourra contrôler le travail des

fournisseurs et ainsi permettre à l’UE d’autoriser le paiement ou non des fournisseurs.

Année 1 Année 2 Année 3 Année 4 Année 5 TOTAL

Pompes $ 1 300 $ 1 170 $ 1 300 30 60 180 180 150 600

Traction attelée $ 2 300 $ 2 070 $ 2 300 23 45 135 135 113 450

Moulins cannes $ 1 700 $ 1 530 $ 1 700 3 6 18 18 15 60

Egréneuse $ 480 $ 432 $ 480 75 150 450 450 375 1 500

Stockage/Sechage $ 500 $ 450 $ 500 61 121 364 364 304 1 214

Jardin creole divers $ 790 $ 711 $ 790 975 1 950 5 850 5 850 4 875 19 500

Jardin créole cacao $ 815 $ 734 $ 815 670 1 340 4 020 4 020 3 350 13 400

Jardin créole

fruitier $ 508 $ 457 $ 508

625 1 250 3 750 3 750 3 125 12 500

Jardin créole Canne

a sucre Madam

Mevs

$ 543 $ 489 $ 543

50 100 300 300 250 1 000

Jardin créole Canne

a sucre "de bouche" $ 440 $ 396 $ 440

100 200 600 600 500 2 000

Lot boisé $ 415 $ 374 $ 415 391 782 2 347 2 347 1 956 7 824

Fourrage $ 470 $ 423 $ 470 250 500 1 500 1 500 1 250 5 000

3 252 6 505 19 514 19 514 16 262 65 048 TOTAL

Techniques

de semis et

production

Techniques

post-récoltes

Techniques

de protection

et

régénération

du sol

Nombre de paquets techniquesCoût total

Subvention Nord /

Nord-Est / Artibonite

Subvention Sud

et Grande AnsePaquets techniques

Type de

paquets



194

Les ressources humaines et la logistique

139. Les DDA doivent disposer de moyens logistiques suffisants pour mener à bien leur mission.

L’OPS, les institutions financières et l’assistance technique pour le Système d’Information doivent être

recrutées.

Le registre des agriculteurs

140. Avant le démarrage officiel du mécanisme, les agriculteurs doivent être inscrits dans le registre

des agriculteurs. L’OPS est chargé d’enregistrer ces agriculteurs en s’appuyant sur la bibliographie

existante et en organisant une campagne de communication dédiée au registre. Ce registre est une

base de données dynamique qui doit être mise à jour au fur et à mesure de la demande.

L’identification/formation des fournisseurs

141. La création d’une liste de fournisseurs éligibles au MIA doit être constituée avant le démarrage

officiel du mécanisme.

Le Système d’Information

142. Le système d’information dédié à la composante 1 doit nécessairement être fonctionnel.

Les différentes étapes

143. Après avoir identifié rempli ces étapes préalables, le mécanisme pourra être officiellement

lancé. Le mécanisme comporte les principales étapes suivantes.

Republic of Haiti




195

Opérateur de Services Agriculteurs MARNDR

Lancement de la composante 1

Campagne de communication dédiée

Demande de financement

Contrôle terrain, analyse et tirage au sort si nécessaire Validation

Signature du contrat

Suivi, vérification

Contacte le fournisseur

Institutions Financières

Réception paiement contrepartie.

Fournisseurs

Réalisation du paquet technique

Validation

Paiement fournisseur

Edition des contrats

Communication des résultats

Présence lors de la campagne de

communication

Republic of Haiti




197

144. Le tableau suivant résume les différents stades du processus d’incitation:

Tableau 9. Les différentes étapes, les acteurs engages et leurs rôles dans la composante 2

N° Phase Etapes Responsable

Documentation / canal

Durée maximum Commentaires

(jours calendaires)

1 SENSIBILISATION

L'OS, accompagné par les fournisseurs

organise une campagne de

communication

OPS Réunions

publiques, brochures

4 mois avant le début de la campagne

Avec le soutien de l’AD

2 SOUMISSION Soumission de la

demande de financement

Agriculteurs Demande de

cofinancement + Récépissé

3 mois avant le début de la

campagne agricole

Demande électronique avec le soutien de l'OPS

3

ANALYSE

Vérification éligibilité OPS Visite terrain -

GPS

2 mois avant le début de la campagne

Mise à jour électronique

4 Transmission à la CN UE Transmission électronique

En temps réel Na

5 Validation de la CN UE Validation

électronique

1 mois avant le début de la

campagne agricole


6

Décaissement

Les agriculteurs sont informés par l’OPS et

signent le contrat

OPS / Agriculteurs

Contrat Doit être réalisé

avant la campagne agricole

L'OPS précise la date butoir pour commencer

la campagne et donc payer la contrepartie

7 Les agriculteurs vont

payer leur contrepartie à l'IF

Agriculteurs Reçu bancaire,

contrat

Doit être réalisé avant la campagne

agricole

La demande est annulée si la date de

début de campagne est dépassée

8

L'IF pose son tampon sur le contrat et met à

jour la base de données

IF Contrat Doit être réalisé

avant la campagne agricole


9 L’OPS contacte le fournisseur pour

ordonner la livraison OPS

Base de données à jour + Contrat

tamponné

Doit être réalisé avant le début de la campagne agricole

Na

10 Exécution Les fournisseurs

délivrent leurs biens Fournisseurs

Bon de livraison du fournisseur

En fonction du paquet technique

Livraison sous le contrôle de l’agriculteur

11

SUIVI

Les fournisseurs préviennent l'OPS de la livraison pour être

payé

Fournisseurs Bon de livraison du fournisseur

Na Na

12 Contrôle des biens

fournis OPS

Base de données à jour

15 jours maximum après avoir été prévenu par le

fournisseur

Cette étape chronophage pour l'OS

peut être aménagée afin de fluidifier le

processus (contrôles regroupés…).

13 EVALUATION La CN ordonne le

paiement UE

Email - liste de fournisseurs à

payer

15 jours maximum après le contrôle

Base de données à jour

14

PAIEMENT

Les fournisseurs sont informés du paiement

OPS Na 15 Jours maximum après validation du

paiement Na

15 L'IF opère le paiement

au fournisseur IF Na

15 Jours maximum après validation du

paiement Base de données à jour

45 jo

urs

maxim

um

ap

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l'O

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198

4.3.3 Le Mécanisme local de concertation

145. A cause de la structure du marché des intrants agricoles et du marché des services en Haïti, il

existe un risque élevé de distorsion des prix du marché après l’introduction de subventions pour les

technologies sélectionnées. Cela pourrait entrainer la vente des intrants et/ou des services

subventionnés à des prix plus élevés qu’avant le projet (i.e., transfert des subventions aux

fournisseurs d’intrants et de services). Pour mitiger ces risques, et sur la base des leçons apprises

dans le cadre de projets similaires, l’Unité d’Exécution, outre le recrutement d’un responsable à plein

temps du suivi des coûts et du contrôle de la qualité des intrants et des services des fournisseurs,

mettra en place un mécanisme de concertation au niveau départemental, dénommé encore Dispositif

local de concertation. Ce dispositif associera:

Les OPS;

Des fournisseurs privés d’intrants et de services;

Des représentants des agriculteurs;

Des représentants du Ministère de l’Agriculture.

146. La composition de ce dispositif pourrait varier, s’adaptant à la réalité et aux dynamiques socio-

organisationnelles de la zone. Ce dispositif de concertation aura les rôles majeurs suivants:

Aider le Ministère de l’Agriculture à assurer une coordination avec tous les opérateurs en

place, pour éviter toute distribution d’intrants agricoles qui ne soit pas en ligne avec le

mécanisme proposé de subvention intelligente;

Faire le suivi de l’évolution des prix des intrants sélectionnés sur les marchés locaux et

internationaux;

Accompagner le projet en ce qui concerne la circulation d’informations et donner l’alerte

sur toute distorsion dans la transmission des prix;

Proposer des solutions aux problèmes rencontrés.

147. Il tiendra une réunion trimestrielle, alternativement dans chacun des quatre blocs. Le

responsable du suivi-évaluation du projet assurera le secrétariat de ces réunions et tiendra informé la

coordination du projet.

5 Dispositions fiduciaires

148. Les procédures administratives et financières à suivre dans le cadre du projet sont les

procédures en vigueur au sein de la BID. Elles seront décrites en détail ultérieurement dans un

manuel spécifique qui sera élaboré par une firme comptable. Les paragraphes qui suivent rappellent

quelques dispositions liées à la passation de marchés et à la gestion comptable et financière du

projet.

5.1 Dispositions pour la passation de marchés

5.1.1 Généralités

149. C’est l’Unité de la Passation de Marchés Publics (UPMP) qui a la responsabilité de conduire les

processus suivant les principes d’éthique professionnelle en observant les normes les plus strictes

d’honnêteté, d’intégrité, d’impartialité et d’indépendance dans toutes leurs relations professionnelles et

en respectant le caractère confidentiel des informations obtenues dans l’exercice de leurs fonctions.

L’UPMP s’assurera que tous les biens, travaux et services faisant l’objet de marchés financés par le

Bailleur font partie du Plan de passation de marchés approuvé par ce Bailleur et qu’ils présentent la

qualité appropriée, sont acquis au meilleur prix, au terme d’un processus de sélection conforme aux

politiques de ce Bailleur, dans des délais raisonnables et en toute transparence.

150. Elle doit fournir obligatoirement un service pour tous les processus de passation de marchés,

notamment: la gestion de la collecte de pro-forma, la publication des Avis d’Appel d’Offres, la gestion



199

des réponses aux demandes de clarification faites par les soumissionnaires potentiels, la gestion du

processus, la rédaction du rapport d’évaluation, la résolution de protestations, la documentation de

l’intégralité du processus et son archivage dans des conditions acceptables pour permettre la

traçabilité de chaque processus, le suivi des contrats signés etc.

151. Elle doit aussi conseiller les équipes techniques sur la meilleure stratégie de passation de

marchés à chaque processus de sélection, pendant le processus, et après le processus (interprétation

des clauses du contrat en cas de différend, suivi des garanties bancaires...). Elle doit assurer une

coordination avec les Directions techniques ou toute autre entité impliquée dans le processus pour

veiller à ce que celui-ci aboutisse en satisfaisant les besoins exprimés dans le respect des règles et

procédures applicables.

152. Elle doit conduire des processus de pré-qualification dans les domaines récurrents du projet

pour arriver à établir des listes courtes de fournisseurs pré-qualifiés et habiliter à participer dans les

processus de comparaison de prix.

153. Le plan de passation de marchés est un document qui indique le regroupement des marchés à

passer selon les catégories de décaissement du don afin de réaliser l’ensemble du projet. Le plan de

passation de marchés doit répondre aux exigences juridiques listées dans le tableau suivant:

Bailleur

Documents

BID Trésor Public

Pour les travaux, les

biens et les services

autres que les services de

consultants

«Les politiques d’acquisition de

biens et de travaux financés par la

BID » (document GN-2349-9).

1-Loi du 10 juin 2009 fixant les règles générales

relatives aux marchés publics et aux

conventions de concession d’ouvrage de

service public ;

2-Arrêté du 25 mai 2012 fixant les seuils de

passation de marchés publics et les seuils

d’intervention de la Commission Nationale des

Marchés Publics ;

3- Arrêté du 26 octobre 2009 précisant

les modalités d’application de la loi fixant les

règles générales relatives aux marchés publics

et aux conventions de concession d’ouvrage de

service public ;

4- Arrêté du 26 octobre 2009 sanctionnant le

Manuel de procédure pour la passation

des marchés publics et des conventions de

concession d’ouvrage de service public

Pour les services de

consultants

«Les politiques pour la sélection et

l’engagement de consultants

financés par la BID » (document

GN-2350-9).

Autres documents Provision spéciale pour Haïti GN

2654, janvier 2012.

Les Documents Standards d’Appel

d’Offres (DSAO) de la BID pour

chaque méthode passation de

marché.

Les Documents Standards d’Appel d’Offres

(DSAO) de la CNMP.

Les dispositions de l’Accord de Don

du Projet.

Charte d’éthique applicable aux acteurs des

marchés publics et des conventions de

concession d’ouvrage de service public.

Les dispositions applicables du

Manuel d’Opérations.

Documents standard relatifs à l’évaluation des

offres et au suivi de l’exécution des marchés

publics.

154. Un plan initial de passation des marchés du Projet est présenté au tableau ci-après indiquant

les montants des marchés par type de marché (services de consultants et autres, fournitures,

travaux).



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155. Pour la composante 1 (recherche appliquée et formation agricole), les marchés porteront

essentiellement sur de l’assistance technique pour les programmes de recherche, les formations

(notamment les Master of Sciences), et les équipements dédiés à la recherche.

156. Pour la composante 2 (diffusion des PT auprès des agriculteurs), les marchés porteront sur les

Opérateurs Prestataires de Services (en incluant la vérification et le monitoring) et l’assistance

technique pour le Système d’Information.

157. Pour la mise en œuvre et la gestion du projet, les marchés passés (recrutement du personnel,

petits équipements, etc.) ne feront pas l’objet d’appels d’offre internationaux.

158. Tous les marchés seront passés conformément aux procédures de la BID. Avant de lancer un

appel d’offres pour l’octroi d’un contrat, l’Organisme d’exécution doit présenter à l’examen et à

l’approbation de la BID, le Plan de Passation des Marchés proposé pour le Projet, conformément aux

dispositions du paragraphe 1 des Politiques de Passation des Marchés. Ce Plan devra être actualisé

annuellement pendant la période d’exécution du Projet et chaque version actualisée sera présentée à

l’examen et à l’approbation de la Banque. Toute modification du Plan en cours d’année devra faire

l’objet d’une notification officielle à la BID pour non-objection.

5.1.2 Passation de marchés pour des travaux, des biens et des services non

consultatifs

159. Les contrats pour les travaux, biens et services autres que consultatifs résultant du projet et

sujets à l’appel d’offres international compétitif (AOIC) se feront conformément aux stipulations des

Documents standards d’appel d’offres (DSAO) émis par la Banque. Ceux sujets à l’appel d’offres

national compétitif (AONC) se feront conformément aux stipulations des documents d’appel d’offres

national convenus avec la Banque.

5.1.3 Passation de marchés pour des services consultatifs

160. Pour la sélection et l’engagement de consultants, les contrats de services consultatifs résultant

du projet se trouvent dans le Plan initial de passation de marchés et respectent les stipulations des

Demandes de propositions standards (RFP) émis par la Banque ou convenus avec la Banque (ou

satisfaisants pour la Banque s’il n’y a pas accord à ce sujet à date). La sélection se fera en tenant

compte de leurs qualifications pour remplir les tâches sur la base de la comparaison d’au moins trois

(3) candidats.

161. Pour la sélection de firmes de consultation, le projet appliquera les RFP émis par la Banque.

Pour des contrats de moins de USD 100,000, une liste de firmes présélectionnées81 peut être

entièrement constituée de firmes nationales82.

5.1.4 Les plafonds

162. Les plafonds actuellement approuvés pour la République d’Haïti sont les suivants (en milliers

USD):

Tableau 10. Plafonds approuvés par le gouvernement dans le cadre d’appel d’offre (en kUSD)

Travaux Biens83

Services Consultatifs

Appel d’offres

International

Compétitif

Appel d’offres

national

compétitif

Achat

direct

Appel d’offres

international

compétitif

Appel d’offres

national

compétitif

Achat

direct

Publicité

internationale

Nationale

=>1,000 100 -1,000 <100 =>100 25 – 100 <25 >200 <100

81 Conformément à la Section V des Politiques pour la Sélection et l’Engagement de Services Consultatifs, la sélection de consultants individuels n’exige pas l’utilisation d’une Courte Liste ni des RFP. 82 Cela n’empêche pas la participation de firmes étrangères. 83 Cela inclut les services autres que consultatifs.



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5.2 Gestion comptable et financière

5.2.1 Rôles et responsabilités

163. Pour chaque projet, la gestion financière sera assurée conformément aux dispositions de

l’Accord de financement et des politiques et procédures du Bailleur. Elle entre dans le domaine de

compétence exclusif de l’UE qui assume les responsabilités suivantes:

La mise en place d’une structure de contrôle interne visant à s’assurer de l’application

des procédures arrêtées dans le cadre du présent MO ainsi que les normes applicables

du Bailleur;

Le développement et l’utilisation d’un système de comptabilité financière respectant des

normes généralement acceptées et portant sur la comptabilisation des fonds alloués au

titre de chaque projet et sur la conservation de supports comptables;

L’ouverture à la Banque de la République d’Haïti de comptes bancaires distincts pour les

fonds de chaque Financement et la gestion de ces comptes;

La préparation des rapports d’utilisation des fonds;

La préparation des requêtes de décaissement et de justification des avances de fonds ;

La gestion et la sauvegarde des rapports financiers et de toutes les pièces justificatives

pour les dépenses effectuées;

La préparation et la présentation des rapports et états financiers requis par le Bailleur et

par le MEF et le MARNDR;

La mise à la disposition du MEF et du MARNDR de tous les renseignements concernant

lesdits comptes et écritures afin de permettre toute vérification de ces écritures,

moyennant une notification de 48 heures à l’avance;

La présentation à l’entité d’audit externe de toute la documentation et de l’information

dont elle a besoin pour remplir sa tâche;

La conservation de toutes les écritures et pièces comptables relatives aux projets

pendant une période minimale de cinq (5) ans après leur date de clôture.

5.2.2 Procédures de gestion financière

164. Les fonds seront décaissés conformément aux directives du bailleur et devront être utilisés pour

financer les activités du projet concerné. Les décaissements s'effectueront par des paiements directs,

des demandes de retrait de fonds accompagnées de pièces justificatives, ou des avances sur le

compte désigné.

Gestion des comptes bancaires

165. Pour chaque source de financement, l’UE devra ouvrir et maintenir dans les livres de la Banque

de la République d’Haïti (BRH) deux comptes bancaires distincts:

• Compte Désigné en Dollars Américains (US$). Un Compte Désigné en dollars américains

sera ouvert à la BRH pour les besoins du projet. Le Compte Désigné est un compte

renouvelable et alimenté par les décaissements de la BID et exclusivement destinée au

règlement des dépenses éligibles au titre de ce programme.

• Compte en Gourdes (HTG). Un deuxième compte sera ouvert en Gourdes à la BRH pour

chacun des sources de financement du projet et géré par l’UE. Ce compte sera exclusivement

alimenté par des virements à partir du Compte Désigné (US$) et servira à alimenter la caisse

des dépenses en monnaie locale.

166. Par ailleurs, en cas d’accord avec les autorités compétentes, l’UE sera autorisée à ouvrir un

compte dans une banque commerciale de la place afin de pouvoir recevoir la contrepartie des

paquets techniques payée par les agriculteurs (composante 2).



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167. Le MARNDR de concert avec le MEF communiquera officiellement à la BID les numéros des

comptes, les noms et qualités des personnes chargées de gérer ces comptes ainsi que les spécimens

de leurs signatures. Les titres de paiements (chèques, ordres de virement ou de paiement) doivent

porter impérativement une double signature.

168. En plus de l’ordonnateur du MARNDR, chaque compte aura au moins deux (2) signataires des

ordres de paiement, à savoir le Coordonnateur de l’UE, le Responsable financier ou a à défaut le

Comptable principal afin de pallier les éventuels retards dans les opérations de paiement dus à

l’absence ou à l’indisponibilité de l’un des signataires. Les spécimens de signature doivent être

déposés à la BRH, chez les Bailleurs et auprès du Gouvernement.

169. Seul le Gouvernement est habilité à clôturer le compte bancaire d’un projet. Il doit informer la

BRH et le Bailleur par écrit et demander que les soldes disponibles soient transférés sur compte du

Bailleur.

Décaissements

170. Le schéma de décaissement au titre du projet prévoit que les montants du don seront

acheminés au moyen d’un Compte Désigné (CD), libellé en dollars et qui sera ouvert dans une

banque nationale suivant les clauses et conditions jugées acceptées par le bailleur. Le Compte

Désigné sera géré par l’UE en vue de financer les activités du projet concerné.

171. Les flux financiers suivent le schéma suivant:

Figure 7. Flux financiers

6 Gouvernance et transparence

6.1 Cadre institutionnel

172. L’Etat haïtien a mis en place ces dernières années toute une série d’institutions qui viennent

s’ajouter aux organes traditionnels de contrôle afin de renforcer l’arsenal de la lutte contre la

corruption. L’Unité Centrale de Renseignements Financiers (UCREF) a été créée en 2001 pour lutter

contre le blanchiment des avoirs provenant du trafic illicite de la drogue et d’autres infractions graves,

l’Unité de Lutte Contre la Corruption (ULCC) a été mise sur pied en 2004 pour combattre la corruption

sous toutes ses formes au sein de l’administration publique et l’’Inspection Générale des Finances

(IGF) a été créée en 2006 sous la tutelle du MEF. La mission de l’IGF est de vérifier, contrôler,



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assurer l’audit technique, financier et administratif a priori et a posteriori sur l’ensemble de

l’Administration publique, d’étudier toutes questions, d’exécuter toute mission relative aux finances

publiques, à la comptabilité publique, aux programmes d’investissement public, aux marchés publics,

aux patrimoines de l’Etat et des collectivités locales ainsi que celles liées à la discipline budgétaire et

financière.

173. Par ailleurs, le cadre légal a été considérablement renforcé ces dernières années. Le dernier

texte adopté pour compléter l’arsenal juridique est la loi du 14 novembre 2013 sanctionnant le

blanchiment de capitaux et le financement du terrorisme.

Les différents textes de loi traitant de la corruption en Haïti

Constitution de 1987 amendée par la loi constitutionnelle du 17 mai 2011 ;

Le Code pénal ;

Code d’instruction criminelle ;

La Loi du 21 février 2001 relative au blanchiment des avoirs provenant du trafic illicite de la drogue et d’autres infractions

graves ;

Décret du 17 mai 2005 portant révision du statut général de la Fonction Publique ;

Loi du 12 février 2008 portant Déclaration de Patrimoine par certaines catégories de personnalités politiques, de

fonctionnaires et autres agents publics ;

Loi du 10 juin 2009 fixant les règles générales relatives aux marchés publics et aux conventions de concession d’ouvrage

de service public ;

Décret du 8 septembre 2004 créant l’Unité de Lutte Contre la Corruption (ULCC) ;

Loi du 7 Aout 2001 relative au contrôle et à la répression du trafic illicite de la drogue ;

Loi du 14 mai 2012 sur les banques et autres institutions financières ;

Le décret du 23 août 1960 organisant un régime spécial en faveur des sociétés anonymes ;

Loi du 26 septembre 1860 modifiée par celle du 26 juillet 1906 sur l'exercice du droit de grâce ;

Loi du 17 aout 1912 sur l'extradition des criminels fugitifs ;

Loi du 7 août 2001 sur le contrôle et la répression du trafic illicite de la drogue ;

Décret du 16 février 2005 sur la préparation et l'exécution des lois de finances ;

Loi du 13 novembre 2007 créant le Conseil Supérieur du Pouvoir Judiciaire (CSPJ) ;

Décret du 17 mai 2006 portant création de l'Inspection Générale des Finances (IGF) ;

Décret du 23 novembre 2005 établissant l'Organisation et le Fonctionnement de la Cour Supérieure des Comptes et du

Contentieux Administratif (CSCCA) ;

Loi du 19 février 2009 sur l'Enlèvement, la Séquestration et la Prise d'Otage des Personnes ;

Loi du 14 novembre 2013 sanctionnant le blanchiment de capitaux et le financement du terrorisme.

174. Outre la législation haïtienne, toutes les activités des projets seront soumises aux principes et

politiques des Bailleurs en matière de lutte contre la corruption:

Guide Anti-Corruption de la BID et de la BM (Guidelines on Preventing and Combating

Corruption in Projects financed by IBRD loans and IDA Credits and Grants) daté du 15

octobre 2006.



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6.2 Mesures de prévention des risques de fraudes et de corruption 175. Dans le cadre de la mise en œuvre des projets, l’UE devra prendre toutes les dispositions pour

prévenir les risques de corruption. Les mesures de prévention des risques de corruption sont

notamment:

Assurer une grande visibilité des actions et des procédures afin d'augmenter la

responsabilité des gestionnaires dont l'efficacité peut ainsi être mieux mesurée;

Assurer la prédictibilité et la cohérence des dossiers produits grâce à l'application de

principes de base bien définis et l'utilisation de modèles de document standard;

Faciliter l'accès des entreprises et fournisseurs de service au système de recours pour

renforcer la supervision de la gestion du projet et les motiver à signaler les anomalies

et/ou le non-respect des procédures le cas échéant;

Réaliser les audits techniques et financiers réguliers pour identifier les faiblesses du

système de gestion et mettre en œuvre les recommandations pertinentes pour améliorer

l'efficacité et la transparence de la gestion;

Diffuser au niveau du personnel de l’UE et des entités partenaires la définition exhaustive

des fautes de gestion et de corruption et disséminer les règles strictes d'application des

sanctions afin de contribuer à accroître la transparence de la passation et de la gestion

des marchés publics en augmentant la responsabilité des individus.

6.3 Transparence

176. Dans le but d’instaurer la transparence dans la gestion des projets et d’assurer une bonne

circulation de l’information au niveau des bénéficiaires et du public en général, l’UE et les différentes

entités partenaires des projets prendront les mesures adéquates pour rendre les informations

disponibles à tous les intéressés au moyen des outils les plus appropriés.

177. L’UE, les entités partenaires des projets et les consultants et opérateurs recrutés dans le cadre

des activités du Projet s’engagent à se conformer aux lois, normes et règles de transparence et de

prévention de la corruption de la BM, de la BID et de la République d’Haïti.

178. Le tableau ci-dessous présente certaines mesures prévues pour assurer la transparence dans

la gestion des projets.

Activités Mesures Responsabilité Echéance

Transparence et diffusion des informations

Diffuser toutes les informations pertinentes sur les projets en choisissant les media les plus appropriés en fonction du type d’information

Diffuser les informations sur les sites web et mettre en place un système de mise à jour régulier

UE

Partenaires de mise en œuvre

Tout au long de la mise en œuvre des projets.

Publication des informations sur la passation de marchés, les mesures de réinstallation, les mesures prises pour protéger l’environnement

UE

Tout au long de la mise en œuvre des projets

Mécanismes de réception et de gestion des plaintes

Mettre en place une structure en charge du traitement des plaintes et recours

UE

Avant la phase de mise en œuvre du Projet.

Lutte contre les conflits d’intérêt et la divulgation d’informations confidentielles

Signature d’une déclaration sur l’honneur sur l’absence de conflit d’intérêt et le respect de la confidentialité par les membres des

UE

Avant le lancement des travaux des commissions.



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commissions de sélection de consultants, d’entreprises ou de firmes

L’implication de la société civile dans le suivi de la mise en œuvre du Projet

Consulter et informer régulièrement les bénéficiaires et les parties prenantes.

Leur fournir les outils adéquats pour suivre la mise en œuvre du Projet.

Impliquer les acteurs pertinents dans les travaux du comité de pilotage et des commissions de sélection des fournisseurs de service et des entreprises

UE

Tout au long de la mise en œuvre des projets.

Sanctions et recours contre les pratiques de fraude et de corruption

Prendre les sanctions adaptées contre les pratiques de fraude et de corruption avérées

UE

Tout au long de la mise en œuvre du Projet.

Actions visant à prévenir les cas de collusion, de fraude et de népotisme

Mettre à disposition du personnel de l’UTE et des partenaires du projet les politiques et procédures applicables en matière de lutte contre la corruption

UE

Tout au long de la mise en œuvre du Projet.

6.4 Gestion des plaintes

179. La mise en place d’un mécanisme de réception et de gestion des plaintes permet aux

bénéficiaires, aux firmes, à tous les acteurs concernés et aux citoyens de demander des comptes à

l’UE sur les résultats des projets ou sur leur évolution, de signaler des anomalies ou des cas de

fraude, de contester les résultats d’un processus de sélection.

180. Ce mécanisme est détaillé dans le manuel des procédures du mécanisme de cofinancement de

la composante.

6.5 Ethique 181. Le personnel de l’UE et des entités partenaires des projets est tenu au respect strict des règles

d’intégrité et de transparence décrites dans leurs manuels de procédures administratives et

financières respectifs et dans le Manuel d’Opérations.

182. Le personnel de l’UE et des entités partenaires, sous peine de cessation immédiate de leur

contrat et sans préjudice des poursuites judiciaires prévues par la Loi, ne s’impliquera dans des

actions assimilables à un délit d’initié, un vol, un abus de biens sociaux, une corruption caractérisée

(acceptation de pots de vin, détournement de fonds, subornation de témoin, etc.), ou une conduite

constitutive d’un harcèlement sexuel.

7 Gestion sociale et environnementale

183. Le PITAG va promouvoir l’utilisation de technologies agricoles améliorées, la plupart d’entre

elles étant respectueuses de l’environnement. Néanmoins, il existe quelques risques d’impacts

environnementaux et sociaux, associés avec l’utilisation des intrants agricoles et avec le contexte

environnemental du projet. Ces impacts ayant été évalués mineurs à modérés et gérables à travers la

mise en œuvre de mesures de mitigation, le projet a été classé dans la catégorie « B » conformément

à la politique environnementale (OP-703).



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7.1 Cadre institutionnel

7.1.1 Cadre légal et réglementaire de la gestion sociale et environnementale

7.1.1.1 Normes et règlementation en matière environnementale

184. La Constitution de 1987 consacre de nombreux articles à l’environnement, à la gestion des

ressources naturelles et à la protection du patrimoine naturel du pays. Les articles 253 à 257,

regroupés dans le titre IX du chapitre II intitulé « De l’environnement », traitent entièrement des

questions liées à l’environnement. Par ailleurs, d’autres articles répartis dans différentes sections

concernent également le secteur de l’environnement : l’article 8, relatif au territoire de la République,

les articles 22 et 23, traitant du droit à la vie et à la santé, les articles 36-3, 36-4, 36-5, 36-6 et 37,

relatifs à la propriété, et enfin les articles 248, 248-1, 249 et 251, traitant des questions liées à

l’économie et à l’agriculture.

185. Le Décret du 22 septembre 1964 (Moniteur du jeudi 24 septembre 1964) divise en ses Articles

1 et 2, le Domaine National en Domaine Public et Domaine Privé de l’Etat. Le Domaine Public est

inaliénable et imprescriptible. Il consiste dans toutes les choses qui, sans appartenir à personne, sont,

par une jouissance en commun, affectées au Service de la Société en général. La manière de jouir du

Domaine Privé est soumise à des lois spéciales et aux règlements particuliers de police.

L'expropriation pour cause d'utilité publique peut avoir lieu moyennant le paiement ou la consignation

ordonnée par justice aux ordres de qui de droit, d'une juste et préalable indemnité fixée à dire

d'expert.

186. Le Code Rural François Duvalier L’article No.140 de la Loi No VII du Code Rural stipule : «

L'évacuation des eaux de déchet des installations industrielles et des maisons de résidence dans les

cours d'eau naturels et dans les canaux d'irrigation et de drainage est formellement interdite.

187. Néanmoins une demande d'autorisation à cette fin peut être adressée au Département de

l'Agriculture ou à tout autre organisme compétent qui, après l'avoir examinée, d'accord avec le

Département de la Santé Publique, pourra la rejeter ou l'accueillir selon l'intérêt de la salubrité

publique».

188. Le Décret du 27 octobre 1978 sur la pêche Plusieurs articles de ce décret concernent la

protection des écosystèmes aquatiques et marins:

Article 94. La pollution est l'ensemble des apports de matières néfastes à la vie. Elle est

d'ordre physique, chimique, organique.

Article 95. Nul n'est admis:

1) à déverser dans la mer et les cours d'eau des matières susceptibles d'affecter leur

écologie;

2) à ajouter des drogues aux appâts de nature à enivrer le poisson ou à le détruire;

3) à faire usage de la dynamite ou d'autres produits de même nature pour capturer le

poisson.

189. Le décret du 26 janvier 2006 sur la gestion de l’environnement et la régulation de la conduite

des citoyens et citoyennes pour un développement durable. Ce décret a pour objet de faciliter la mise

en place des instruments de gestion environnementale, tels : licences et autorisations, études

d’impact, audits environnementaux, plans de gestion environnementale, ainsi que les mécanismes de

participation civique, les normes pour la protection de l’environnement, etc. Il est censé être suivi de la

mise en place d’un cadre institutionnel global pour la gestion de l’environnement : le Système National

de Gestion de l’Environnement (SNGE).

7.1.1.2 Le cadre juridique international

190. En plus du cadre légal national, Haïti a ratifié de nombreuses conventions internationales

relatives à l’environnement parmi lesquelles on peut citer, notamment:



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La Convention de 1940 pour la protection de la flore, de la faune et des beautés

panoramiques naturelles des pays de l'Amérique;

La Convention de 1958 sur la pêche et la conservation des ressources biologiques de la

haute mer;

La Convention de 1972 sur la prévention de la pollution des mers résultant de l'immersion

de déchets, les amendements de 1980 aux annexes I et II et ceux de 1989 à l’annexe III

de cette convention;

La Convention pour la protection et la mise en valeur du milieu marin dans la région des

Caraïbes ou Convention de Carthagène de 1983;

La Convention de 1992 sur la diversité biologique;

La Convention-Cadre des Nations Unies sur les changements climatiques de 1994;

La Convention sur les cours d’eau de 1997.

191. Les lois et conventions votées et ratifiées par le Parlement haïtien en matière de gestion de

l’environnement doivent être observées dans la mise en œuvre de tous les programmes et projets.

7.1.1.3 Normes et réglementation en matière sociale

192. La Constitution de 1987 met l’accent sur les droits sociaux dès son préambule. Elle met l’accent

sur la nécessité de construire une « nation socialement juste » et de mettre en place « un régime

gouvernemental basé sur la paix sociale et l’équité économique ». L’article 1er consacre Haïti comme

une république sociale. De nombreux articles sont consacrés aux droits sociaux des citoyens : droit à

l’éducation (art 32 à 34), droit à la vie et à la santé (art 19, 22 et 23), respect de la liberté individuelle

et d’expression, de la liberté de réunion et d’association (art 24, 28 et 31). L’article 35 et ses 6 alinéas

consacrent la liberté de travail et affirme la liberté syndicale (art 35.3) et la nécessité d’assurer l’égalité

des conditions de travail sans discrimination de sexe, de croyance, d’opinion ou de statut matrimonial

(art 35.2).

193. Différents textes de loi haïtiens traitent des questions sociales, les plus marquants étant le Code

Civil et le Code du travail, mais ils sont éparpillés. Mentionnons:

Le Code du travail du 12 septembre 1961 révisé par le décret du 24 février 1984 régit les

relations entre employeurs et salariés. La Commission d'experts pour l'application des

conventions et recommandations (CEACR) de l’Organisation Internationale du Travail

(OIT) a attiré l’attention des autorités haïtiennes à plusieurs reprises sur la nécessité de

réviser certaines dispositions du Code du travail pour les rendre plus conformes aux

conventions internationales du travail. Elle a demandé de façon spécifique aux autorités

haïtiennes de procéder à la révision des articles 185, 190, 199, 200, 206, 233, 239, 257

et 381 du Code du travail pour les rendre plus conformes à l’esprit et à la lettre de la

Convention 87 sur la liberté syndicale et la protection du droit syndical de 1948 dont Haïti

est un des Etats parties depuis 1979;

Le décret du 27 mai 1986 modifiant les dispositions du Code du travail relatives à la

grève et au lock-out. Il précise les conditions de légalité de la grève et du lock-out ;

le décret du 16 janvier 1989 créant la Commission tripartite de consultation et d’arbitrage.

Cette Commission est composée de 9 membres : 3 représentants des pouvoirs publics, 3

pour les organisations syndicales et 3 pour les organisations d'employeurs;

La loi de 2003 relative à l’interdiction et à l’élimination de toutes formes d’abus ou de

traitement inhumain. Elle abroge le chapitre 9 du Code du Travail et interdit notamment

les abus et violences de toutes sortes contre les enfants, de même que leur exploitation ;

La loi de 2006 contre la discrimination à l’égard des personnes infectées par le VIH/SIDA.

194. Haïti a ratifié 13 conventions de l’OIT dont les 8 fondamentales qui traitent des principes et

droits fondamentaux au travail: liberté syndicale et protection du droit syndical, droit d’organisation et



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de négociation collective, élimination de toute forme de travail forcé ou obligatoire, abolition effective

du travail des enfants et élimination de la discrimination en matière d’emploi et de profession:

Convention (n°87) sur la liberté syndicale et la protection du droit syndical, 1948;

Convention (n°98) sur le droit d’organisation et de négociation collective, 1949;

Convention (n°29) sur le travail forcé, 1930;

Convention (n°105) sur l’abolition du travail forcé, 1957;

Convention (n°138) sur l’âge minimum, 1973;

Convention (n°182) sur les pires formes de travail des enfants, 1999;

Convention (n°100) sur l’égalité de rémunération, 1951;

Convention (n°111) concernant la discrimination (emploi et profession), 1958.

195. Haïti a également ratifié 2 des 4 conventions prioritaires, La convention (n° 81) sur l'inspection

du travail, 1947 et la Convention internationale du 18 décembre 1979 sur l’élimination de toutes les

formes de discrimination à l’égard des femmes (CEDAW).

7.1.2 Cadre institutionnel pour la gestion de l’environnement

7.1.2.1 Gestion de l’environnement, de l’eau, de l’assainissement et des

ressources naturelles

Ministères Directions, Services, organismes

sous tutelle

Responsabilités

Ministère de l’Environnement

(MDE)

Direction Générale ;

Directions techniques, Bureau

National des Evaluations

Environnementales

Mise en place et suivi des normes visant à la protection et à la

réhabilitation de l’environnement avec la collaboration des autorités

compétentes ;

Elaboration de politiques visant à protéger l’environnement ;

Gestion et réglementation des aires protégées en collaboration

avec les collectivités territoriales ;

Sensibilisation et éducation en matière d’environnement ;

Suivi de la mise en œuvre du Plan d’Action pour l’Environnement,

Suivi des projets ayant des impacts sur l’environnement et suivi des

mesures de compensation associées.

Agence Nationale des Aires

Protégées (ANAP)

Gestion et coordination du Système National des Aires Protégées

(SNAP).

L’ANAP est l’organe exécutif du SNAP dont la mission est de

conserver, de créer et de gérer les différentes catégories d’aires

protégées, de les mettre en valeur dans une perspective de

développement durable et harmonieux sur le plan social et

économique des communautés locales.

Ministère de l’Agriculture des

Ressources Naturelles et du

Développement Rural

(MARDRN)

Direction des Ressources

Naturelles

Gestion des ressources en sols, forêts, couverture végétale, eaux

de surface et souterraines, ressources halieutiques, bassins

versants et météorologie

Ministère de la Planification et

de la Coopération Externe

(MPCE)

Direction de l’Aménagement du

Territoire et de la Protection de

l’Environnement (DATPE)

Zonage global et fonctionnel du territoire national, définition des

stratégies d’aménagement de l’espace, découpage du territoire,

normes et standards nationaux

Ministère des Travaux Publics,

Transports et Communications

(MTPTC)

Bureau des Mines et de l’Energie

(BME)

Promotion de la recherche et de l’exploitation des ressources

minières et énergétiques, promotion de technologies et de sources

énergétiques efficaces

Direction Nationale de l’Eau

Potable et de l’Assainissement

Définition de politiques, normes, règlements, attribution de permis,

application de sanctions et arbitrage dans les secteurs de



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Ministères Directions, Services, organismes

sous tutelle

Responsabilités

(DINEPA) l’approvisionnement en eau potable et de la gestion des eaux

usées, des eaux industrielles, ainsi que des excrétas

Service d’Entretien des

Equipements Urbains et Ruraux

(SEEUR)

Entretien/curage des ouvrages de drainage, réfection des

chaussées et des infrastructures

Service Métropolitain de Collecte

des Résidus Solides (SMCRS)

Collecte et disposition finale hygiénique des détritus de la Zone

Métropolitaine de Port-au-Prince

Ministère de la Santé Publique

et de la Population (MSPP)

Direction de l’Hygiène Publique Définition et contrôle du respect des standards et normes d’hygiène

Ministère des Affaires

Etrangères (MAE)

Direction des Affaires Etrangères Point focal officiel pour les conventions internationales ratifiées par

Haïti

Ministère de la Culture et de la

Communication (MCC)

Institut de Sauvegarde du

Patrimoine National (ISPAN)

Sauvegarde du patrimoine culturel et des monuments dans leur

environnement naturel.

7.1.2.2 Gestion des risques naturels

196. La Direction de la Protection civile (DPC) coordonne le Système National de Gestion des

Risques et des Désastres (SNGRD). La DPC est responsable de la coordination des activités des

divers ministères, comités et organisations avant, durant et après une catastrophe ou une urgence.

7.1.3 Cadre institutionnel pour la gestion sociale

197. Le Ministère des Affaires Sociales et du Travail (MAST) créé par la loi organique du 28 août

1967 (Département du Travail et du Bien-Être Social) a pour mission de veiller au respect des normes

et de la protection en matière sociale. Il est la principale entité en charge de la gestion des questions

sociales en Haïti.

198. Ses compétences sont les suivantes:

Définir et exécuter la politique sociale du gouvernement et particulièrement déterminer

cette politique au niveau des zones pauvres en milieu urbain et rural;

Veiller au respect de la liberté du travail et des obligations qui en découlent;

Assurer la protection du travailleur, tant dans le secteur formel qu'informel, et l'harmonie

du travail et du capital;

Etablir, sur la base d'une solidarité nationale, un régime approprié de sécurité sociale

contre les risques physiologiques, économiques, sociaux et autres;

Rechercher et mettre en œuvre les moyens scientifiques et concrets, en vue d'intensifier

la lutte contre la faim, la malnutrition, le chômage, le paupérisme;

Créer, autoriser, encourager et superviser les œuvres de prévoyance et d'assistance

sociale tant publiques que privées;

Accorder une protection particulière à la famille, à la femme, à l'enfant, au vieillard et à

l'infirme;

Assurer sur le plan technique et administratif, le contrôle et la supervision de toutes les

institutions de défense sociale;

Collaborer avec les Ministères et autres Institutions, en vue de la réalisation des objectifs

sus-indiqués et formuler à leur intention toutes recommandations utiles.

199. La structure reste assez faible et l’éparpillement de ses activités la laisse sans impact significatif

sur la gestion des questions sociales. Une bonne partie de ses attributions sont prises en charge par

des associations et organisations non gouvernementales qui fournissent la majeure partie des

services de protection sociale. Le diagnostic réalisé en juillet 2009 par l’OIT relève que le Ministère

souffre de manque de moyens et utilise des méthodes de management dépassées. Sa loi organique

est totalement dépassée par rapport à la réalité d’aujourd’hui.



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200. En dehors de ses services centraux, le Ministère a sous sa responsabilité une série

d’organismes autonomes s’occupant du bien-être social, des assurances et retraites, etc. Il supervise

les directions départementales et les organismes et établissements sous tutelle:

L'Office National d’Assurance Vieillesse (ONA);

L'Institut du Bien-être Social et de Recherches (IBESR);

L’Entreprise Publique de Promotion de Logements Sociaux (EPPLS);

Le Conseil National pour la réhabilitation des Personnes handicapées (CONAHAN);

L’Office National de l'Artisanat (ONART);

L'Office d'Assurances Accidents du Travail, Maladie et Maternité (OFATMA).

201. Des tribunaux du travail traitent des affaires contentieuses relatives aux dispositions légales et

réglementaires du droit du travail. À Port-au-Prince, la loi prévoit un tribunal spécial du travail et

ailleurs ces contentieux sont traités au tribunal de première instance.

202. Par ailleurs, le Ministère à la Condition Féminine et aux Droits de la Femme, à travers la

Direction de la Promotion des Droits des femmes et la Direction de la Prise en compte de l’analyse

selon le Genre, veille à assurer une meilleure implication des femmes et une prise en compte des

questions de genre dans les programmes et projets.

7.1.4 Politiques de sauvegarde environnementale et sociale de de la BID

203. Les Politiques de sauvegarde environnementale et sociale comprennent à la fois les Politiques

Opérationnelles (OP), les Directives Opérationnelles (DO) et les Procédures (BP).

7.1.4.1 Politiques de Sauvegarde Environnementale et Sociale de la BID

204. Les normes environnementales de la BID les plus pertinentes par rapport aux projets mis en

œuvre par l’UTE sont présentées ci-dessous.

O.P. 703: Politique de conformité aux garanties environnementales

205. Elle vise à améliorer les avantages du développement sur le long terme grâce à la prise en

compte de la durabilité environnementale et au renforcement des capacités de gestion

environnementale. Cette politique est déclenchée lorsqu’un projet est classée de catégorie A et, par

conséquent, est considéré comme étant à haut risque d’impacts environnementaux significatifs.

206. Les instruments de sauvegarde comprennent l’Étude d’Impact Environnemental et Social (EIE)

et le Plan de Gestion Environnementale et Sociale (PGES).

OP-102: Politique de divulgation de l’information

207. La Banque cherche à mettre en exergue la transparence de son utilisation des fonds publics et,

par l’approfondissement de son engagement auprès des parties prenantes, à améliorer la qualité de

ses opérations et de ses activités de renforcement des capacités et du savoir. Entrée en vigueur en

janvier 2011, cette politique se fonde sur quatre principes de base : la maximisation de l’accès à

l’information, les exceptions claires et restreintes, l’accès large et simple à l’information et le principe

d’Explication des décisions de recours. Ainsi, la Banque rendra disponible au public les documents

relevant des projets financés et soutiendra des réunions de consultations publiques et de divulgation

de l’information à l’ensemble de la population concernée par les projets.

OP-270 : Politique de l’égalité et de l’équité de genre dans le développement

208. Cette politique vise au respect des droits de la femme, à la prise en compte des spécificités de

genre et des règlementations et lois y relatives dans le pays de l’emprunteur. La mise en œuvre des

activités des projets pouvant engendrer des impacts sociaux négatifs (perte temporaire d’opportunité

d’affaires, perte de revenus, perte de biens, de terrains, etc.), l’OP 270 a pour objectif de prévoir des

mesures spécifiques de compensation équitable pour les personnes affectées, dans des conditions

impartiales et transparentes, sans discrimination basée sur le genre.



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7.1.5 Classification environmental des projects

209. Le PITAG a été classé en catégorie B. Cela signifie qu’une étude environnementale détaillée

est requise, mais sa portée correspond à la nature des impacts environnementaux et sociaux du

projet.

7.2 Risques et impacts environnementaux et sociaux du projet

210. Différents risques et impacts environnementaux et sociaux ont été pré-identifiés en s’appuyant

notamment sur l’expérience de projets similaires en Haïti:

a) Risques liés à la mauvaise utilisation d’intrants chimiques : contamination des sols et des

eaux, intoxication des utilisateurs, intoxication accidentelle des animaux, résidus de

pesticides dans les aliments et risques alimentaires, déséquilibres de la faune et de la

flore naturelle, surdosages entrainant une inefficience financière de l'exploitation.

b) Risques liés à l’utilisation de matériel génétique nouveau: importation de semences non

autorisées (OGM), dissémination non souhaitée d’espèces ou de variétés invasives ou

de nouvelles maladies.

c) Risque lié à l’utilisation excessive des ressources en eau grâce aux nouvelles

technologies financées.

d) Risques liés à l’absorption de la valeur ajoutée de paquets techniques par les dépenses

des ménages.

f) Risques liés à un trop faible transfert des résultats de la composante 1 vers les

agriculteurs.

7.3 Mesures de mitigation des impacts négatifs potentiels

211. Sur la base de l’analyse des risques et impacts négatifs potentiels du projet, il est préparé un

Plan de Gestion Environnementale et Sociale (PGES) conformément aux prescriptions de la politique

de sauvegarde environnementale de la BID. Ce plan présente l’ensemble des procédures à mettre en

place et à mettre en œuvre au titre de la gestion des impacts environnementaux et sociaux du projet.

Il sera disponible pour consultation au public sur les sites web du MARNDR (http://agriculture.gouv.ht)

et de la BID (www.iadb.og).

212. Dans ce contexte, l’objectif de ce plan est de pouvoir:

Servir de guide aux utilisateurs pour l’identification des impacts positifs et négatifs des

différentes activités du projet;

Définir les directives à l’attention des différents acteurs sur l’opportunité et la nature des

études d’impact environnemental à entreprendre si nécessaire;

Fournir des critères pour les modalités de formulation des mesures d’atténuation;

Permettre la préparation d’un plan de suivi-évaluation des mesures d’atténuation;

Renforcer les capacités au sein des structures impliquées dans le processus de

prévention, d’identification, d’évaluation et de suivi des impacts environnementaux et

sociaux.

213. Les mesures de mitigation proposées portent entre autres sur:

Des sessions de formation sur la gestion des pesticides et la lutte intégrée contre les

ravageurs;

Mise à jour du plan de gestion des pesticides;

Des contrôles terrain;

http://www.iadb.og/



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Le suivi de la réglementation portant sur les importations de matières végétales;

Un ciblage adéquat des zones, basé sur l'évaluation de la disponibilité de l'eau;

Une diffusion équilibrée des technologies consommatrices d'eau;

La coordination entre les deux composantes et la direction de l'innovation du ministère

est renforcée par des réunions hebdomadaires;

La composante 1 comprend les activités de diffusion;

Les activités de recherche dans le pays sont surveillées.

214. La liste des mesures de mitigation des risques et impacts environnementaux et sociaux est

reprise aux tableaux présentés en annexe 4 (en anglais), tout en précisant les indicateurs de suivi.

215. La mise à jour du Plan de Gestion des Pestes par l’organisme d’exécution pendant la première

année de mise en œuvre du projet couvre au moins les aspects spécifiques suivants : (i) analyse des

modalités actuelles de gestion des pestes et maladies et propositions (ii) analyse de la gestion

actuelle des pesticides et propositions (iii) analyse du cadre légal et institutionnel et propositions (y

compris en termes de renforcement des capacités) et (iv) suivi et évaluation du plan. La préparation

de ce plan de gestion des pestes et des risques liés à l’utilisation des intrants agricoles constituera

une condition préalable au premier décaissement de l’appui financier envisagé dans le cadre de la

composante 2.

7.4 Dispositions institutionnelles de mise en œuvre du PGES

216. Les paragraphes suivants décrivent les responsabilités institutionnelles à prévoir pour assurer

leur mise en œuvre effective des mesures de mitigations.

7.4.1 Le Gouvernement

217. Pendant la mise en œuvre du projet, le Gouvernement s’engagera à appliquer toutes les

réglementations sociales et environnementales applicables associées avec le projet. Le

Gouvernement devra également s’engager à appliquer le politique de sauvegarde environnementale

et sociale de la Banque (OP-703), la politique de gestion des risques de désastres (OP-704) et la

politique d’information (OP-102).

218. Le gouvernement mettra en œuvre le Plan de Gestion Environnementale et Sociale qu’il a

préparé dans le cadre de l’Étude d’Impact Environnemental (ESA). Toute modification dans ce

document devra être faite en consultation avec la Banque et devra suivre les politiques de sauvegarde

de la Banque.

219. La Cellule environnementale du Ministère de l’agriculture contribuera au Suivi- Evaluation des

indicateurs liés aux sauvegardes environnementales.

7.4.2 La BID

220. Dans le cadre de la supervision du projet, la Banque fera le suivi des aspects sociaux et

environnementaux, vérifiera le degré de réalisation des objectifs du projet en matière

environnementale.

7.4.3 Le Comité de Pilotage du Projet

221. Cette instance d’appui au maître d’ouvrage s’assure que les orientations générales du projet

sont conformes aux prescrits environnementaux du PGES et prend les décisions requises en matière

de priorisation des appuis apportés par le projet, y compris la suspension éventuelle d’activités aux

externalités négatives trop fortes. Le CPP aura également pour fonction de contribuer à une meilleure

gouvernance globale du projet, de façon à limiter les risques potentiels de conflits entre parties

prenantes pendant la mise en œuvre du projet.



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7.4.4 L’Unité d’Exécution du Projet

222. L’UE inclut la prise en compte des aspects environnementaux (le PGES) dans le manuel

d’opération du projet, assure les bonnes articulations avec d’autres initiatives permettant d’améliorer

l’impact environnemental du projet, réalise la publicité requise sur l’intérêt et les opportunités offertes

par un système de protection sanitaire renforcé, et s’assure que le suivi et l’évaluation du projet

prennent en compte les aspects environnementaux, notamment la préparation et la mise en œuvre

d’un Plan de Gestion des Pestes.

7.4.5 Les Directions Techniques du Ministère de l’Agriculture

223. Elles alimentent en amont et en aval la prise en compte des aspects environnementaux du

projet en réalisant un suivi régulier des normes internationales d’application en Haïti, en mettant en

évidence de manière plus précise les externalités positives de certaines filières, en facilitant la mise en

place de synergies avec d’autres initiatives et en incluant des indicateurs sociaux et

environnementaux dans le suivi du projet.

8 Contrôle de l’exécution du projet

8.1 Contrôle interne et audit financier

8.1.1 Catégories de Contrôle

224. Les contrôles d’audit, tant dans le cas de l’audit externe que dans celui de l’audit interne,

pourront comprendre les trois catégories suivantes : contrôle administratif, contrôle financier et

contrôle technique.

8.1.1.1 Contrôle Administratif

225. Ce contrôle a pour but essentiellement de s’assurer du respect:

Des étapes du cycle des projets;

Des directives et des procédures en vigueur;

De l’adéquation des clauses des contrats avec les normes et politiques de la Banque et

avec la législation haïtienne.

226. L’importance de la documentation est primordiale pour ce type de contrôle. Ce sont les

différents documents, les archives et la Base de Données du Système d’Information de l’UE qui

constitueront la trace du respect des critères de contrôle.

8.1.1.2 Contrôle Financier

227. Le contrôle financier comprend le contrôle comptable et le contrôle budgétaire.

228. Le contrôle comptable est fait selon les principes comptables généralement admis. Toutes les

provisions opérationnelles pour assurer un résultat positif de ce contrôle seront contenues dans le

manuel comptable de l’UE.

229. Le contrôle budgétaire consiste à comparer le déroulement des activités budgétées avec les

prévisions budgétaires originales. La quantification des montants comparés peut aussi bien être en

monnaie qu’en quantités physiques. Le contrôle budgétaire doit permettre d’analyser les écarts entre

les montants budgétisés et les montants effectivement dépensés. Il doit aboutir, le cas échéant, à des

recommandations d’actions correctrices.



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8.1.1.3 Audit Interne

230. Il s’agit du contrôle de la conformité et du respect des directives et des procédures d’un projet

que le MARNDR ou le MEF pourra faire au niveau de l’UE. Cet audit interne comprenant l’audit

administratif, financier et technique. Ses objectifs sont les suivants:

Garantir l’application effective et uniforme des règles établies dans le présent Manuel

d’Opérations;

Mettre en œuvre des actions pour corriger immédiatement toutes déviations.

8.1.1.4 Audit Externe

231. Afin de pouvoir garantir l’utilisation correcte et la transparence nécessaires à l’administration

des ressources de chaque projet, un cabinet d’audit indépendant engagé par le MARNDR, par

l’intermédiaire de l’UE, et considéré comme acceptable par le Bailleur réalisera, conformément aux

termes de référence préalablement approuvés par le Bailleur, les activités d’audit. La sélection et le

recrutement du cabinet d’audit seront régis par les procédures du Bailleur relatives aux appels d’offres

portant sur les prestations d’audit externe. Les coûts d’audit seront pris en charge à l’aide de fonds

alloués au titre du Financement.

232. L’UE ainsi que les autres entités partenaires adopteront et maintiendront des registres et des

supports comptables en conformité avec des règles comptables généralement acceptées.

233. L’UE présentera au Bailleur, conformément aux clauses de l’accord, un audit financier annuel

correspondant à la période allant du 1er janvier au 31 décembre de chaque année et dans le délai

défini dans l’Accord de financement.

8.1.2 Fonds non utilisés

234. Les fonds assignés au financement d’un projet devront être utilisés dans les plus brefs délais,

conformément au chronogramme établi pour le projet en question et, en tout état de cause, dans le

délai imparti par l’Accord de financement, décompté à partir de la date d’entrée en vigueur de l’Accord

sauf si un délai plus long a été convenu par écrit entre le Bailleur et l’Etat haïtien. Dans le cas

contraire, la partie de la Contribution qui n’aura pas été engagée ou décaissée, suivant les

dispositions arrêtées dans l’Accord, dans le délai prévu, sera automatiquement annulée et le cas

échéant retournée au Bailleur.

8.2 Suivi et évaluation

235. Une grande importance sera attachée aux fonctions de suivi et d’évaluation, essentielles pour

un pilotage stratégique du projet et pour apporter les éléments d’information nécessaires aux

correctifs et ajustements tout au long de sa mise en œuvre. Le système de suivi et d’évaluation

reposera sur: (i) un suivi interne permanent; (ii) l’établissement d’une ligne de base; (iii) une évaluation

à mi-parcours; (iv) une évaluation finale; et (v) une évaluation d’impact.

236. Le système de Suivi & d’Evaluation (S&E) du projet est sous la responsabilité de la Direction du

Suivi et de l’Evaluation (DSE) du MARNDR, conformément à son mandat légal. Le MARNDR

recrutera avec les ressources du projet un gestionnaire senior à plein temps pour remplir la fonction

de Responsable du S&E pour le projet. Pour collecter les données nécessaires, le Responsable du

S&E établira une liaison directe avec les Directions Départementales de l’Agriculture (DDA) dans les

départements où le projet est mis en œuvre. Une vérification technique de l'utilisation des fonds par

les bénéficiaires sera effectuée sur une base trimestrielle par un consultant individuel qui sera recruté

selon les termes et conditions préalablement convenus avec la Banque.

237. Le responsable du S&E du projet identifiera les mécanismes de collecte de données, la source

de données et les responsabilités en matière de collecte et de soumission de rapports, ainsi que le

calendrier de soumission des rapports. Le responsable du S&E fera le suivi des indicateurs de

retombées et résultats clés par composante détaillés dans le Cadre Logique, pour les rapports de



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progrès de l’exécution. Un spécialiste environnemental sera responsable du monitoring du Plan de

Mitigation Environnementale et Sociale. De plus amples détails sur les activités de suivi et

d’évaluation sont fournis dans le Plan de suivi et d’évaluation du programme.

8.3 Le suivi interne des activités

238. Le suivi interne du projet s’effectuera de manière continue tout au long de la vie du projet pour

permettre de rendre compte de la progression des activités prévues en conformité avec les termes de

contrat passés et les exigences du Gouvernement haïtien et de la BID. Il constitue une responsabilité

dévolue aux opérateurs contractuels, aux DDA concernées et à l’UE, en particulier le Responsable du

Suivi-évaluation, appuyé par l’Unité d’Etude et de Programmation (UEP) du MARNDR. Chaque

Opérateur contractuel sera chargé du suivi direct des activités dont il a la charge et fournira ces

informations à l’UE sous forme de rapports (trimestriels) et à travers les réunions de coordination et de

suivi. Ces rapports doivent renseigner sur l’état d’avancement des activités. Les contrats signés avec

ces opérateurs intégreront des clauses concernant ces rapports qui détailleront: la nature et la

périodicité des indicateurs à suivre, le format des fiches de suivi, le format, le contenu et le calendrier

de remise des rapports, etc. Les rapports de Suivi-Evaluation constitueront un des éléments majeurs

pour juger de la bonne exécution des contrats par les prestataires de services et justifier leur

renouvellement. En outre, la Banque effectuera de manière périodique des missions de supervision

pour évaluer les progrès accomplis dans la mise en œuvre des activités du projet. Le contrôle des

coûts des fournisseurs de services et intrants.

239. Comme mentionné précédemment, le responsable du S&E sera entre autres responsables du

contrôle permanent des prix et de la qualité des intrants et services achetés dans le cadre du

mécanisme d’incitations. L’UE mettra également en place un mécanisme de concertation avec des

fournisseurs d’intrants et de services, des représentants des agriculteurs, et des représentants du

Ministère de l’Agriculture. Ce dispositif fera un suivi détaillé de la mise en œuvre du schéma de bons,

et le monitoring de l’évolution des prix des intrants sélectionnés sur les marchés.

8.3.1 L’ évaluation

240. Les activités d’évaluation seront traitées à une firme de consultation qui sera recrutée par voie

d’appel d’offres. Elles concernent l’établissement d’une ligne de base, une évaluation à moyen terme

et l’évaluation finale du projet.

8.3.1.1 Etablissement de la ligne de base

241. Au démarrage du projet, notamment durant les 6 premiers mois, des informations seront

collectées afin de constituer une situation de référence et préciser les indicateurs-clés de S&E du

projet, pour pouvoir effectuer un suivi régulier de l’évolution de ces indicateurs et pour évaluer l’impact

du projet.

8.3.1.2 Evaluation intermédiaire (à mi-parcours)

242. Une évaluation intermédiaire aura lieu à mi-parcours du projet, notamment après le

décaissement par la Banque d’au moins 50% des ressources du projet. Cette évaluation se

concentrera sur les progrès accomplis vers la réalisation des résultats du projet, la pertinence et

l'efficacité des indicateurs et le système global de surveillance. Elle passera également en revue le

plan de mise en œuvre et le manuel d'utilisation. Elle permettra de recommander, le cas échéant, des

ajustements nécessaires pour la suite de l’exécution du projet.

243. L’évaluation à mi-parcours ainsi que les rapports de progrès incluront une évaluation de l’impact

environnemental et social, et des risques, et l’application de mesures de mitigation.

8.3.1.3 Evaluation finale

244. Une évaluation indépendante finale sera effectuée quelques mois avant la fin du projet au cours

de l'année 5 pour déterminer si elle a atteint ses objectifs. L'équipe d'évaluation rendra compte des



216

résultats de l'évaluation d'impact du projet et identifiera les leçons apprises dans le cadre du projet, et

en particulier ses succès et échecs clés. L'équipe évaluera également la durabilité des résultats du

projet et proposera une série de recommandations aux différents acteurs du projet afin de le renforcer.

8.3.1.4 Evaluation d’impact

245. Cette évaluation externe du projet sera réalisée par une firme de consultation. En termes de

méthodologie, nous appliquerons une combinaison de techniques comprenant: (i) une analyse

réflexive pour les résultats obtenus à partir de la composante I; (ii) un essai contrôlé randomisé pour

les technologies livrées avec la composante II avec une demande excédentaire; et (iii) une estimation

à double différence combinée à un score de propension correspondant aux technologies livrées avec

la composant II sans demande excédentaire.

246. La méthodologie réflexive vise à mesurer simplement les résultats obtenus à partir de la

composante 1. Plus précisément, cette méthodologie se concentrera simplement sur la mesure des

variables de résultat associées au résultat 3: "Améliorer les services d'innovation agricole", en utilisant

une comparaison avant et après le programme afin d'identifier les améliorations obtenues par le

programme d'innovation du Ministère de l'Agriculture. Les résultats qui seront mesurés à l'aide d'une

comparaison avant et après sont les suivants:

1. Dépenses de recherche et développement en pourcentage du PIB par le gouvernement.

2. Nouvelles technologies développées ou adaptées par de nouveaux projets de recherche

appliquée.

3. Les agriculteurs hommes qui adoptent les technologies développées par le nouveau

composant de recherche appliquée.

4. Les agricultrices qui adoptent les technologies développées par la nouvelle composante

de recherche appliquée.

247. La randomisation concerne la composante 2 et vise à mesurer la causalité directe de la mise en

œuvre du programme en affectant de manière aléatoire les producteurs aux groupes de bénéficiaires

et de contrôle.

248. La randomisation sera effectuée comme suit:

1. Elle sera faite au niveau individuel.

2. Les agriculteurs intéressés à recevoir les technologies offertes par la composante II du

programme s'inscriront dans une liste où ils dévoileront leurs préférences technologiques.

3. Les technologies présentant une demande excédentaire seront identifiées. Cela fait

référence aux technologies qui dépassent la limite des bénéficiaires prévus, telle qu'elle

est établie dans le budget du programme.

4. Les agriculteurs qui ont sélectionné les technologies présentant une demande

excédentaire seront assignés au hasard aux groupes de bénéficiaires et de contrôle.

5. Des données de référence seront collectées sur les bénéficiaires et les groupes de

contrôle avant la mise en œuvre du programme. Cet ensemble de données nous

permettra de corroborer la comparabilité entre les deux groupes.

6. Des enquêtes de suivi seront collectées auprès des bénéficiaires et des groupes de

contrôle afin d'identifier l'impact du programme.

249. L’estimation à double différence combinée à un score de propension correspond aux

technologies livrées avec la composante 2. Cette méthodologie vise à mesurer l'effet du programme

sur les technologies qui pourraient ne pas avoir de demande excédentaire. Dans ce cas, il n'est pas

possible d'affecter de manière aléatoire les producteurs au traitement. Par conséquent, nous

identifierons les communes non traitées situées à proximité des communes traitées, afin de trouver

des producteurs pouvant servir de contrefactuel aux bénéficiaires ayant accès à ce type de

technologies.



217

8.4 Rapports d’exécution

250. Les rapports seront établis selon un cadre bien défini de manière à en faciliter l’exploitation et la

comparaison pour évaluer la progression du projet.

251. Rapports semestriels d’avancement. L’UE devra présenter des rapports semestriels

d’avancement dans les trente (30) jours suivant la fin de chaque semestre calendaire. Ces rapports

devront comporter les informations suivantes relatives aux aspects techniques : (i) avancement des

activités dans chacune des composantes du Projet ; (ii) rapport de supervision des activités de

chacune des sous-composantes ; (iii) indicateurs de résultats ; (iv) rapport d’activités et résultats de

l’Organisme d’Exécution ; et (v) tout autre aspect ou considération technique sur l’avancement et la

réalisation technique des résultats du Projet. Cette partie du rapport semestriel sera basée sur le

format du POA (comparaison entre les activités planifiées et les activités réalisées, en termes de

contenu, délais d’exécution et coûts).

252. Le rapport semestriel devra comprendre en outre une section sur les aspects administratifs et

financiers comprenant, sous réserve de toute autre disposition de la Banque en la matière, les

informations suivantes : (i) état d’avancement des processus de recrutement, (ii) état d’avancement

des processus d’acquisition de biens et de services, et (iii) rapport sur la supervision des travaux

réalisés dans chacun des contrats d’installation, (iv) situation financière du projet (décaissements

effectués, investissements réalisés par catégorie d’investissement.

253. Rapports de vérification. Via une firme d’audit externe, l’Organisme d’Exécution procédera à

des vérifications au hasard pour assurer que les technologies financées par le Projet ont effectivement

été adoptées par les bénéficiaires, en utilisant une procédure spécifiée par l’Organisme d’exécution et

qui a fait l’objet d’un accord avec la Banque. Après le processus de vérification, des rapports seront

préparés, contenant des informations qui seront intégrées au système de surveillance du Projet. Les

rapports : (i) certifieront que la technologie a été introduite sur la terre du bénéficiaire et respecte les

spécifications techniques du Projet ; certifieront l’identité du fournisseur de la technologie et

assureront que le fournisseur figure dans le registre des fournisseurs inscrits du Projet ; (iii) valideront

la réception des technologies par les bénéficiaires ; et (iv) informeront immédiatement le Projet de

toute non-conformité découverte lors du processus de vérification. Les rapports de vérification seront

accompagnés de la documentation de justification des dépenses pour la composante 1 à présenter

par l’Organisme d’exécution à la Banque.

254. Rapport d’évaluation ex-post. L’UE devra présenter à la Banque une fois que les composantes

auront été exécutées, et pour tirer des leçons pour des projets futurs, toutes les informations

indispensables pour que celle-ci prépare un rapport d’évaluation ex-post (rapport d’achèvement de

projet).

8.5 Audits externes

255. L’UE engagera sur contrat un consultant individuel pour faire la vérification technique

trimestrielle de l’utilisation des fonds par le bénéficiaire. Ce consultant sera recruté selon des termes

et conditions préalablement convenus avec la Banque.

256. L’UE recrutera une firme d’audit qui fera (i) un audit financier annuel du Projet à soumettre dans

les 120 jours suivant la fin de l’année fiscale ; et (ii) un audit financier final du Projet à soumettre dans

les 120 jours suivant la date du dernier décaissement. Le personnel fiduciaire de la Banque procédera

à des visites d’inspection chaque quatre mois pour réviser les systèmes et procédures comptables.



218

ANNEXES

Annexe 1: Distribution géographique des paquets techniques

Annexe 2: Matrice des résultats du projet (anglais)

Annexe 3: Budget détaillé du projet par composante ou activité

Annexe 4: Liste détaillée des mesures de mitigation des risques

Annexe 5: Ebauche des Termes de référence du personnel de l'Unité l'Exécution

Annexe 6: Termes de référence des opérateurs de recherche

Annexe 7: Termes de référence des opérateurs d'incitations

Annexe 8: Termes de référence de l'Entité Financière



219

Annexe 1: Distribution géographique des paquets techniques

Le Bloc 1 (Nord-Est)

14 282 paquets techniques fournis ou agriculteurs appuyés (76% du RGA) pour 8 145 702 USD de

subvention.

Tableau 1. Diffusion des paquets techniques par années (Bloc 1)



220

Le Bloc 2 (Nord + Artibonite)


subvention.




221

Le Bloc 3 (Sud)


subvention.




222

Le Bloc 4 (Grande Anse)


subvention.




223

Annexe 2: Matrice des résultats du projet

Impact Augmenter la productivité agricole et la sécurité alimentaire des petits agriculteurs dans certaines régions du Nord, du Nord-Est, de l'Artibonite, du Sud et de la Grande Anse

Indicateurs Unit Baseline Target Vérifications

Différence en pourcentage de la sécurité alimentaire entre les bénéficiaires ayant adopté la technologie et le groupe témoin

% 0 +30% Enquêtes de base et de

suivi (via le FIES).

Différence en pourcentage des marges brutes agricoles entre les bénéficiaires qui ont adopté la technologie et le groupe témoin

% 0 +30% Enquêtes de base et de

suivi

Composante 1: Recherche appliquée et formation

Résultats Amélioration de la disponibilité des technologies agricoles durables

Nouvelles technologies agricoles durables développées et prêtes à être promues

Technologies 0 12 Rapport de S&E

Les agriculteurs bénéficiaires qui ont adopté des technologies améliorées et durables dans le cadre de programmes de recherche appliquée et de formation

Agriculteurs 0 2,250 Enquêtes de base et de

suivi

Produits Un programme de recherche appliquée agricole et de formation sont mis en œuvre

Un programme de recherche appliquée agricole et de formation sont mis en œuvre

Programme 0 10 Rapport de S&E

Nombre d'agriculteurs participant à un programme de recherche appliquée et de formation

Agriculteurs 0 3,000 Rapport de S&E

Pourcentage de femmes parmi les agriculteurs participant à un programme de recherche appliquée et de formation

% 0 40 Rapport de S&E

Composante 2: Promotion de technologies agricoles durables

Résultats Amélioration du transfert de technologies agricoles durables

Les agriculteurs bénéficiaires qui ont adopté des technologies améliorées et durables dans le cadre du mécanisme de subvention de contrepartie


Produits Mécanisme de subvention mis en œuvre

Les agriculteurs recevant le mécanisme de subvention de contrepartie


Pourcentage de femmes parmi les agriculteurs recevant le mécanisme de subvention de contrepartie

% 0 40 Rapport de S&E

Republic of Haiti




224

Annexe 3: Budget détaillé du projet par composante ou activité



225

Annexe 4: Liste détaillée des mesures de mitigation des risques

EXPANDED RISK ASSESSMENT FOR THE POD84

TYPE OF RISK * RISK PROBABILITY

CLASSIFICATION

IMPACT

CLASSIFICATION

RISK

CLASSIFICATION

(HIGH, MEDIUM OR

LOW)

MEANS OF MITIGATION85

COMPLIANCE INDICATOR

Development

1. Market prices

distortion

1

2 Low

1.1. Cost and quality monitoring

1.2. Professional roundtable for monitoring and

price transparency

1.3. Clear contract between Ministry and providers

1.4. Possibility to exclude providers who do not

follow the rules

1.1. Cost and quality of

the technologies

provided to the

farmers are

monitored through

the operation teams

in the different

departments

1.2. Clear contract is

signed

1.3. Possibility to

exclude providers

who do not follow

the rules is included

in Manual of

Operations

Development

2. Insufficient

number of good

quality

technologies and

inputs suppliers

2 3 High 2.1. Strengthened selection process of potential

providers, including quality and quantity control

2.2. Trainings

2.3. Updated quality standards for technologies

2.4. Possibility to exclude providers who do not

follow the rules

2.5. Technology transfer to providers through

Component 1

1.4. Selection process of

potential providers,

including quality and

quantity control, is

strengthened

through the

application of

stricter quality

standards, as

84 Summary from the expanded risk assessment of risks for the POD in accordance with the GRP procedures guide. 85 The principal means of mitigation defined with the Client will be included.



226



CLASSIFICATION

IMPACT

CLASSIFICATION

RISK

CLASSIFICATION

(HIGH, MEDIUM OR

LOW)



defined by the

MARNDR

1.5. Trainings are

provided

1.6. Quality standards

for technologies are

updated

1.7. Possibility to

exclude providers

who do not follow

the rules is included

in Manual of

Operations

1.8. Technology is

transferred to

providers through

Component 1

Development

3. Cash constraint of

suppliers

2 2 Medium

3.1. Strengthened selection process of potential

providers, including quality and quantity control

3.2. Promotion of link with microfinance institutions,

including programs financed by IDB and

Ministry of Commerce

3.3. Good planning of the campaigns in terms of

areas and quantities of subsidies

1.9. Selection process of

potential providers

is strengthened,

including quality and

quantity control prior

to acceptance into

the list of official

providers for the

program

1.10. Link with

microfinance

institutions is

promoted through

regular promotion

campaigns



227



CLASSIFICATION

IMPACT

CLASSIFICATION

RISK

CLASSIFICATION

(HIGH, MEDIUM OR

LOW)



1.11. Planning of the

campaigns includes

details on the

specific geographic

areas of the

beneficiaries and

quantities of

subsidies to be

provided

Development

4. Extreme climatic

events (drought,

floods, hurricanes,

among others)

2 2 Medium

4.1. Promotion of technologies that are resilient to

climate change

4.2. Research on climate resilience

4.3. Good planning of the campaigns in terms of

areas and seasons

1.12. Technologies

resilient to climate

change are

promoted

1.13. Research on

climate resilience is

conducted

1.14. 3.3. Planning

of the campaigns

includes details on

the specific

geographic areas of

beneficiaries and

season for the

subsidies to be

provided

Development

5. Complexity of

subsidy

management

process

2 2 Medium 5.1. Updated operational procedure, based on

PTTA experience

5.2. Improvement of information system

1.15. Operational

procedure is

updated

1.16. Information system

is improved through

the inclusion of a

more user friendly



228



CLASSIFICATION

IMPACT

CLASSIFICATION

RISK

CLASSIFICATION

(HIGH, MEDIUM OR

LOW)



interface and

increased

tracking tools.

Development

6. Limited number of

actors that can

execute quality

research in the

country

2 2 Medium 6.1. Promotion of consortia with national and

international research centers

6.2. Efforts to give maximum visibility to calls for

proposals

1.17. Consortia with

national and

international

research centers

are promoted

through massive

communication

campaigns

1.18. Massive

communication

campaigns will be

conducted to give

maximum visibility

to calls for

proposals are made

Development

7. Limited transfer of

research outputs

to producers

2 2 Medium 7.1. Strengthening of coordination between the two

Components, the Innovation Directory of the

MARNDR

7.2. Inclusion of dissemination activities in

Component 1

7.3. Monitoring of research activities in the country

1.19. Coordination

between the two

Components and

the Innovation

Directorate of the

Ministry is

strengthened by

weekly meetings

1.20. Component 1

includes

dissemination

activities



229



CLASSIFICATION

IMPACT

CLASSIFICATION

RISK

CLASSIFICATION

(HIGH, MEDIUM OR

LOW)



1.21. Research activities

in the country are

monitored

Governance

8. Difficulty to access

intervention areas

2 2 Medium 8.1. Timely preparation of providers and selection of

providers that will have access to difficult areas

1.22. Timely preparation

and training of

providers and

selection of

providers that will

have access to

difficult areas is

conducted by

operational teams in

the various

departments

Sustainability

9. Value added by

the technological

packages

absorbed by

household

consumption

expenses

2 2 Medium 9.1. Promotion of synergies with microfinance

initiatives

9.2. Introduction of the matching grant mechanism

1.23. Synergies with

microfinance

initiatives are

promoted through

regular meetings

organized in the

various departments

1.24. Matching grant

mechanism is

introduced

Environmental

and Social

10. Mismanagement

of pesticides

promoted by the

program

1 2 Low 10.1. Strengthened training sessions on pesticide

management and integrated pest control

10.2. Updated Pesticide Management Plan

10.3. Inspection missions of the Directorate for

Vegetal Protection from MARNDR on waste

management

1.25. Training sessions

on pesticide

management and

integrated pest

control are

conducted

1.26. Pesticide



230



CLASSIFICATION

IMPACT

CLASSIFICATION

RISK

CLASSIFICATION

(HIGH, MEDIUM OR

LOW)



Management Plan

is updated

1.27. Inspection missions

are conducted

Environmental

and Social

11. Some imported

varieties could be

associated with

new pests and /or

diseases

1 2 Low 11.1. Follow current regulations on imports of plant

materials

1.28. Current regulations

on imports of plant

materials are

followed

Environmental

and Social

12. Excessive use of

water resources

through new

technologies

financed

1 2 Low 12.1. Adequate targeting of areas, based on water

availability assessment

12.2. Balanced promotion of water consuming

technologies

1.29. Adequate targeting

of areas, based on

water availability

assessment is

conducted

1.30. Balanced promotion

of water consuming

technologies is

conducted



231



CLASSIFICATION

IMPACT

CLASSIFICATION

RISK

CLASSIFICATION

(HIGH, MEDIUM OR

LOW)



Fiduciary

13. Procurement

delays

2 2 Medium

13.1. Anticipation and good planning for complex

procurement processes

13.2. Strengthening of the UPMP

13.3. Support to the MARNDR to simplify the

procedures for contract approval and signature

1.31. Anticipation and

good planning for

complex

procurement

processes is

conducted

1.32. Procurement Unit of

the Ministry is

strengthened

1.33. Support to the

Ministry is provided

Fiduciary

14. Unreliable

monitoring and

accountability

2 2 Medium

14.1. Set up Syscompte parameters to allow

automatic generation of financial reports and

the monitoring of budget execution

14.2. Include a code of ethics and professional

conduct in the Manual of Operations

1.34. Syscompte

parameters are set

up

1.35. Code of ethics and

professional

conduct is included

in the Manual of

Operations



233

Annexe 5: Ebauche des Termes de Référence du Personnel de

l’Unité d’Exécution

1. Termes de référence du Coordonnateur du projet

Responsabilité Sous l’autorité du Directeur Général du MARNDR et avec l’appui des

directions concernées, le coordonnateur de projet est responsable de la

gestion des ressources du projet et de sa bonne exécution.

Tâches Il est responsable des tâches essentielles suivantes: - Assurer la gestion technique et administrative efficace des activités

du projet, ainsi que la supervision des tâches de chacun de membres de l’équipe

- S’assurer que les ressources du projet sont comptabilisées, gérées et utilisées selon les règles de la BID

- Coordonner et superviser la rédaction des rapports périodiques, des plans annuels d’exécution et budgets

- Assurer le suivi de la mise en œuvre des plans après validation du comité de pilotage du projet

- Préparer et assurer le secrétariat des réunions périodiques du Comité du Pilotage relatives au projet et en rédiger les comptes rendus

- S’assurer que les audits du projet sont réalisés annuellement et que les rapports d’audit sont transmis à la Banque à temps

- Participer à la mise en place et au suivi des indicateurs de performance pour le suivi évaluation interne du projet

Qualifications requises Fonctionnaire public détenant un diplôme universitaire dans un

domaine lié à la gestion des affaires ou à l’administration publique.

Expérience professionnelle d’au moins 20 ans. Capacité de

management et de travail en équipe. Capacité d’écoute, de synthèse et

de communication. Expérience prouvée de dialogue avec l’ensemble

des partenaires du projet. Trajectoire technique reconnue par ses pairs

au sein du MARNDR et par les partenaires du projet.

Lieu de travail et durée Port-au-Prince. Poste à plein temps pendant toute la durée du projet

2. Termes de référence du Conseiller technique senior

Responsabilité Sous l’autorité du Coordonnateur du projet, le Conseiller technique

senior joue le rôle d’Adjoint au Coordonnateur et est ainsi chargé

d’assister ce dernier dans l’atteinte des objectifs du dit projet.

Tâches Il est responsable des tâches essentielles suivantes: - Assister le Coordonnateur pour la rédaction finale des programmes

de travail et des plans annuels d’exécution - S’assurer de l’information des acteurs sur le projet, notamment des

règles d’accès aux projets de recherche, aux incitations ainsi que des objets du financement.

- S’assurer du respect des critères de choix des bénéficiaires - Organiser le suivi et l’évaluation de l’ensemble des activités du

projet, en coordination avec le spécialiste en monitoring et évaluation

- Réviser et actualiser le manuel de procédures du mécanisme d’incitations

- S’assurer de la réception en temps utile des rapports d’activités - Appuyer la rédaction des rapports de synthèse semestriels et

annuels - Suivre le lancement des dossiers d’appel d’offres et participer à



234

l’élaboration des termes de référence et à l’analyse des propositions de services

- Assister le coordonnateur dans le suivi technique des contrats passés et leur bonne exécution suivant les clauses prévues

- Aider à la mise en place du mécanisme départemental de concertation et veiller à son bon fonctionnement

- Fournir des appuis à la tenue des réunions du comité de pilotage du projet

Qualifications requises Diplôme universitaire de second cycle (Maîtrise) en agroéconomie ; Plus de quinze (15) années d’expériences pertinentes dans des postes de coordination, de supervision ou de suivi de projets de développement agricole et rural. Excellente connaissance du milieu rural haïtien.

Lieu de travail et durée Bureau central du Ministère de l’Agriculture, avec des déplacements

dans les Directions Départementales Agricoles concernées. Poste à

plein temps pendant toute la durée du projet.

3. Termes de référence du Spécialiste en Gestion financière

Responsabilité Sous la supervision générale du Coordonnateur du projet, le Spécialiste en gestion financière est responsable de la planification et de l’exécution des activités administratives et financières du projet.

Tâches Il est responsable des tâches essentielles suivantes : - Donner un appui et des avis au Coordonnateur du projet dans le

domaine de la gestion et l’administration de bureau - Contribuer à la préparation des propositions budgétaires et des

estimations financières - tenir les comptes gérés dans le compte spécial - Appuyer la préparation des rapports comptables selon les

modalités et fréquences accordées avec la Banque au moment de la signature du contrat de don

- assurer le respect des normes accordées en ce qui concerne la passation des marchés dans le cadre du projet (en coordination avec l’équipe de passation de marché)

- veiller au respect des normes nationales en ce qui concerne la comptabilisation, la gestion et l’utilisation des ressources reçues par le MARNDR dans le cadre des activités soumises à la modalité « déboursements contre résultats pré-agrées » (avances et paiement du principal). Il coordonnera en ce sens avec les instances administratives et financières du MARNDR et suggèrera les mesures correctives à prendre si nécessaire

- préparer les visites des auditeurs, auxquels il prêtera toute collaboration requise

Qualifications requises Diplôme universitaire dans un domaine lié à la gestion des affaires ou à l’administration publique ou diplôme équivalent en gestion financière ou en sciences comptables. Un minimum de 5 ans d’expérience professionnelle en gestion, administration, comptabilité, gestion du budget ou de personnel.

Lieu de travail et durée Bureau central du Ministère de l’Agriculture. Poste à plein temps pendant toute la durée du projet.

4. Termes de référence du Comptable

Responsabilité Sous la supervision générale du Coordonnateur du projet et la

supervision directe du spécialiste en gestion financière, le Comptable

appuiera ce dernier dans la comptabilité et la gestion financière du



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projet

Tâches Il est responsable des tâches essentielles suivantes : - Préparation des documents financiers et comptables - Mise en place de procédures de classement et d’archivage des

pièces comptables - Participation à l’organisation de l’approvisionnement en fournitures

et consommables, suivi de l’établissement des pro formas et de la gestion des dépenses

- Suivi financier des contrats passés avec des tiers. - Comptabilisation des factures dans les comptes y relatifs.

Passation des écritures pour les différents types de transactions effectuées dans le Projet.

- Suivi des opérations bancaires - Préparation du payroll des membres du personnel du projet - Préparation des rapports financiers dans les délais prévus

Qualifications requises Titulaire d’un diplôme en gestion financière ou en comptabilité ; avoir une expérience professionnelle d’au moins 3 ans à un poste de comptable ou de suivi financier au sein de projets de développement.

Lieu de travail et durée Bureau central du Ministère de l’Agriculture. Poste à plein temps

pendant toute la durée du projet.

5. Termes de référence de l’Auditeur interne

Responsabilité Sous la supervision du Coordonnateur du projet et en étroite

collaboration avec l’équipe administrative et financière et la Passation

des marchés, l’Auditeur interne chargé de la vérification de la

conformité des transactions comptables, de leur saisie dans le système

d'information comptable du PITAG (SYSCOP) et autres tâches en

matière de contrôle interne, contribuant à assurer des conditions de

gestion financière satisfaisante du projet dans le respect des exigences

de la Banque

Tâches Il est responsable des tâches essentielles suivantes :

Vérifier l’intégrité de la saisie de toutes les informations comptables relatives au projet sur le logiciel SYSCOP

Assurer la vérification de gestion financière et de tous les aspects de la comptabilité et en particulier en termes de systèmes et de procédures ainsi que la conformité aux normes

Procéder à des audits réguliers des systèmes de comptabilité et d’opérations, de l'utilisation des fonds, et de la gestion des comptes

Vérifier les rapports financiers semestriels et annuels produits par l’équipe administrative et financière en utilisant le logiciel de gestion financière et comptable

Examiner des dossiers pour s'assurer que les documents justificatifs adéquats sont en place, notamment les demandes de paiements

S’assurer que les Demandes de décaissements sont réputées conformes

Qualifications requises Détenir un diplôme en Comptabilité, d'une école technique ou

supérieure reconnue, (avoir un CPA en science comptable est

préférable);

Avoir au moins cinq (5) années d’expérience professionnelle pertinente

dont au moins trois (3) années dans le domaine d'intervention;

Avoir une bonne connaissance des normes internationales en matière

de comptabilité et d’audit ;

Avoir une bonne connaissance des procédures des principaux bailleurs



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de fonds intervenant en Haïti, notamment la BID ;

Avoir de l'expérience dans la préparation et de l’analyse des états

financiers de projets ;

Maitrise des logiciels informatiques de base et des logiciels comptables : Word, Excel, Quickbooks ou ACCPAC ;

Lieu de travail et durée Bureau central du Projet. Poste à plein temps pendant toute la durée du

projet.

6. Termes de référence de l’Assistante Administrative

Responsabilité Sous la supervision générale du Coordonnateur du projet et la

supervision directe du spécialiste en gestion financière, l’Assistante

Administrative est responsable d’exécuter des taches de secrétariat

complexes en conformité aux principes, normes et exigences de

l’institution

Tâches Elle est responsable des tâches essentielles suivantes:

Passer des écritures comptables et de saisir des données sur le logiciel comptable du projet ;

Assister et/ou suppléer la comptable dans la saisie des données comptables, dans la préparation des conciliations bancaires et des requêtes de décaissement et ou justification ;

Gérer éventuellement la petite caisse, de concert avec la comptable ;

Gérer le stock de fournitures de bureau(Administration) ;

Préparer le rapport de carburant et les bons de commande ;

Préparer les réquisitions de chèques, carburant et feuille de route ;

Tenir un système de classement des dossiers de la Direction Administrative et Financière,

Coordonner et participer à la prise d’inventaire ;

Rédiger les différentes correspondances telles que : les courriers électroniques, les comptes rendus des réunions et tout autre document pour le compte de l’Administration ;

Effectuer toutes autres taches connexes compatibles à ses compétences.

Qualifications requises Etre détentrice d’un diplôme en Administration, ou dans un domaine

connexe ;

Avoir au moins une (1) année d’expérience pertinente dans le domaine

de son étude

Familiarité avec les procédures d’audit

Avoir de bonnes expériences dans la saisie des données et l’élaboration des rapports (Word, Excel, Access, logiciels comptables) Avoir de bonnes aptitudes rédactionnelles en français, créole, serait

un atout ;

Pouvoir travailler en toute autonomie et pouvoir hiérarchiser les tâches urgentes, prioritaires ou importantes

Lieu de travail et durée Bureau central du Ministère de l’Agriculture. Poste à plein temps


7. Termes de référence du Spécialiste en Passation de Marchés

Responsabilité Sous la supervision directe de la coordonnatrice de l’UPMP, le Spécialiste en passation de marchés doit assister cette dernière dans le domaine de la passation de marchés

Tâches Il est responsable des tâches essentielles suivantes:



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- Elaborer, les dossiers d’appels d’offres des travaux et fournitures, et demandes de propositions pour les services de consultants

- Participer à l’élaboration du plan de passation des marchés - Tenir à jour le plan de passation des marchés suivant un modèle

jugé acceptable par la Banque - Participer à la préparation et la publication des avis spécifiques de

passation de marchés, requête d’expression d’intérêt, etc. - Transmission des dossiers au responsable de l’UPMP pour les

transmettre aux soumissionnaires après approbation - Assister, au besoin, aux séances d’ouverture et d’évaluation des

offres - Veiller à la confidentialité des offres, des rapports d’ouverture des

plis, d’évaluation des offres et d’attribution des marchés - Participer à la préparation des rapports sur la situation des

marchés - S’assurer du classement physique des dossiers de passation de

marchés - Tenir à jour le répertoire des Fournisseurs, entreprises et

Consultants - Tenir à jour le bordereau des prix unitaires des articles les plus

usuels - Accomplir toute autre tâche en rapport avec le poste, confiée par

le supérieur hiérarchique

Qualifications requises Etre détenteur au minimum d’une licence en Génie Civil, Gestion, Droit, Administration ou Agronomie ou autre discipline pertinente; Avoir une expérience pertinente de deux (2) années minimum à un poste similaire, dans le domaine de la passation des marchés ; Avoir une bonne connaissance des procédures de la BID (une expérience significative avec les procédures d’autres bailleurs de fonds sera prise en considération)

Lieu de travail et durée Bureau central du Projet. Poste à plein temps pendant toute la durée du projet. Contrat 1 an renouvelable.

8. Termes de référence du Spécialiste en suivi et évaluation

Responsabilité Le Spécialiste en suivi et évaluation est chargé, sous la supervision du coordinateur du projet et du conseiller technique senior, du suivi évaluation interne du projet. Il est responsable du suivi des coûts, du contrôle de la qualité des intrants et des services des fournisseurs.

Tâches Il est responsable des tâches essentielles suivantes: - Elaboration et gestion d’un mécanisme informatisé de suivi-

évaluation - Suivi des indicateurs de résultats et de la performance du projet - Participation à la supervision et au suivi de l’évaluation de

l’ensemble des activités du projet - Interprétation socio-économique des indicateurs de suivi par

rapport aux objectifs du projet - Rédaction des rapports de synthèse semestriels et annuels de

suivi-évaluation - Elaboration des tableaux de bord technique, financier et contrôle

de gestion du projet en rapport avec les autres membres de l’Equipe

- Conception de l’ensemble des fiches de suivi des activités des services partenaires puis collecte, traitement et analyse des informations provenant de ces fiches de suivi

- Recueil périodique au moyen des enquêtes et visites de terrain, des autres informations nécessaires pour le suivi de l’ensemble des activités



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Qualifications requises Diplôme universitaire de base de profil agroéconomiste / socio-économiste ou diplôme équivalent et faisant prévaloir une expérience professionnelle en suivi-évaluation d’au moins 5 ans dans un projet similaire. Maîtriser l’outil informatique (Word, Excel, Powerpoint, etc.)

Lieu de travail et durée Bureau central du Ministère de l’Agriculture, avec de fréquents déplacements dans l’aire d’intervention du projet. Poste à plein temps pendant toute la durée du projet.

9. Termes de référence du spécialiste en Système d’Information Géographique

(SIG)

Responsabilité Le Spécialiste en SIG est chargé d’appuyer la collecte et la gestion, l’exploitation et l’actualisation des données cartographiques des programmes d’incitations du MARNDR


Accompagner les OPS impliqués dans la manipulation des logiciels cartographiques : Google Earth, BaseCamp, DNgarmin, Arcgis

Sensibiliser et former les cadres des OPS à l’outil SIG

Accompagner l’équipe du projet après formation dans l’utilisation, manipulation et exploitation du SIG

Appuyer les OPS dans l’enregistrement, l’harmonisation et le formatage des données de géo référencement des parcelles

Cartographier les parcelles bénéficiaires des incitations

Détecter les fraudes et faire des propositions pour en diminuer les risques

Assurer la mise en ligne sur le site du MARNDR

Participer à la préparation et/ou la finalisation du manuel de procédures sur le géo référencement des parcelles

Réaliser toutes autres tâches connexes relevant de sa compétence et sollicitées par les coordonnateurs de programme

Qualifications requises Diplômé d’une université reconnue Expérience dans les systèmes d’informations géographiques Bonne connaissance approfondie des logiciels et outils de cartographie SIG Connaissance en matière de relevés GPS et de leur intégration au SIG Connaissance et/ou expérience démontrée dans le montage de base de données Capacité de réaction rapide de façon à ce que les besoins des utilisateurs soient rapidement traités Maîtrise du français et du créole

Lieu de travail et durée Bureau central du Ministère de l’Agriculture, avec de fréquents déplacements dans l’aire d’intervention du projet. Poste à plein temps pendant toute la durée du projet.

10. Termes de référence de l’Ingénieur Informaticien pour le SIGI

Responsabilité L’Ingénieur informaticien est chargé de gérer le système de gestion informatisée des incitations (SIGI)


Participer aux mises à jour du SIGI en vue d’améliorer son fonctionnement

Assurer le fonctionnement adéquat du SIGI, de façon à ce qu’il permette une gestion efficace et efficiente des incitations et réponde aux besoins des utilisateurs dans des délais adéquats (différents programmes de développement tels que PITAG,



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SECAL, RESEPAG, et éventuellement d’autres opérations)

Assurer la gestion du SIGI mis en place : - gestion des paramétrages, en fonctions des besoins exprimés par

les utilisateurs - détection et résolution des problèmes - gestion des profils d’utilisateurs et du registre d’utilisateurs

(Ministère central, unité d’exécution, DDA, prestataires de services, intermédiaire financier, etc.)

S'assurer de la cohérence et de la compatibilité du SIGI avec l’ensemble du système informatique du Ministère (modernisation en cours)

Appuyer les cadres et techniciens impliqués dans le système des incitations dans la gestion des informations (gestion des bases, extraction de données, suivi-évaluation, etc.)


Qualifications requises Diplômé ingénieur informatique d’une université reconnue Au moins 4 ans d’expérience générale en analyse, programmation, gestion de bases de données et/ou administration de réseau Connaissance et/ou expérience démontrée dans la création et gestion de base de données Connaissance et/ou expérience démontrée de MySQL+PHP, ainsi que des outils de la plateforme Google

Lieu de travail et durée Bureau central du Ministère de l’Agriculture, avec des déplacements dans l’aire d’intervention du projet. Poste à plein temps pendant toute la durée du projet.

11. Termes de référence de l’analyste programmeur

Responsabilité Le programmeur sénior en informatique est chargé d’appuyer la gestion

adéquate du SIGI et du SYSCOP


Participer aux mises à jour du SIGI et du SYSCOP en vue d’améliorer leur fonctionnement

Assurer le fonctionnement adéquat du SIGI, de façon à ce qu’il permette une gestion efficace et efficiente des incitations et réponde aux besoins des utilisateurs dans des délais adéquats

S'assurer de la cohérence et de la compatibilité du SIGI avec l’ensemble du système informatique du Ministère (modernisation en cours)

Assurer la maintenance de ces deux logiciels

Aider à la résolution des problèmes identifiés


Qualifications requises Diplômé d’ingénieur informatique d’une université reconnue ; Au moins 4 ans d’expérience générale en analyse, programmation, gestion de bases de données et le développement des logiciels ; Connaissance et/ou expérience démontrée dans la création et gestion de base de données Connaissance et/ou expérience démontrée de MySQL+PHP, Apache Tomcat, Pring, Java, GWT, GXT, HTML et CSS, ainsi que des outils de la plateforme Google tels que : Cloud Computer Engine, Cloud SQL

Lieu de travail et durée Siège central du projet/Ministère de l’Agriculture. Poste à plein temps pendant toute la durée du projet.



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12. Termes de référence du Spécialiste en environnement

Responsabilité Sous l’autorité du Coordonnateur et la supervision du Conseiller

technique du PITAG, le Spécialiste en environnement fera le monitoring

et la gestion des aspects environnementaux et sociaux de l’exécution.


Assurer la mise en œuvre du Pan de Gestion Environnementale et Sociale (PGES) du projet afin d’éviter ou de minimiser les impacts négatifs des activités

Définir des procédures d’élaboration, de diffusion et de mise à jour des directives environnementales et sociales du projet et veiller à leur application

Procéder à la préparation et à la validation des TDR des études environnementales et sociales éventuelles à réaliser

Etablir des critères de choix précis et aider au choix des sites pour les pompes d’irrigation

Assurer le suivi-évaluation et la supervision des aspects environnementaux et sociaux du projet, en coordination avec le Spécialiste du suivi-évaluation du projet

Coordonner et superviser la mise en œuvre des actions de renforcement des capacités / formation pertinentes aux sauvegardes environnementales et sociales

Qualifications requises Diplôme universitaire (de préférence maitrise) en gestion de l’environnement Expérience avérée dans la formation et l’information des acteurs sur les questions sociales et environnementales Familiarité avec les notions liées au changement climatique Connaissance de la législation haïtienne et des politiques de Respect des Protections Environnementales et de Gestion des Risques de Désastre de la BID Maitrise de l’outil informatique notamment des logiciels bureautiques (Word, Excel, Power Point, etc.) et cartographique

Lieu de travail et durée Siège central du projet/Ministère de l’Agriculture avec des déplacements sur le terrain. Poste à plein temps pendant toute la durée du projet.

13. Termes de référence du Spécialiste en communication et gestion des plaintes

Responsabilité Sous l’autorité du Coordonnateur et la supervision du Conseiller

technique du PITAG, et en étroite collaboration avec le personnel

technique et le responsable de suivi du projet, le Spécialiste en

communication et gestion des plaintes est chargé d’accroître la

visibilité du PITAG auprès des différents acteurs qui évoluent dans le

secteur agricole et d’améliorer l’utilisation de ses résultats. Il est

chargé aussi de traiter les plaintes des différents bénéficiaires

concernant les services fournis par le projet.


Mettre à la disposition du PITAG une stratégie de communication assortie d’un plan annuel de communication

Faire mieux connaître les initiatives et actions du PITAG aux bénéficiaires, aux partenaires et au grand public

Aider à documenter les résultats du projet par la préparation de notes techniques, de récits de réussites/études de cas et articles sur le web, les réseaux sociaux, les journaux, etc.

Contribuer à l’organisation des couvertures médiatiques des



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activités du projet

Assurer un contrôle de la qualité des doléances et de leurs exactitudes

Contrôler les délais de traitement et du suivi des procédures de gestion des plaintes

Entretenir des contacts avec les différentes parties, tant par téléphone que par écrit, pour s'assurer de la véracité des plaintes

Travailler de façon méthodique et rigoureuse avec les cadres ou entités concernés par les plaintes ou doléances

Qualifications requises Diplôme universitaire en Communication (de préférence option Communication pour le Développement), en Sciences Humaines, Sociologie, Ethnologie ou toutes autres disciplines similaires Avoir au moins deux (2) années d’expérience dans le domaine de la communication Détenir de connaissance des mécanismes et procédures de gestion des plaintes Avoir une bonne connaissance de la problématique agricole en Haïti Avoir la capacité de rédaction et de synthèse

Lieu de travail et durée Siège central du projet/Ministère de l’Agriculture, avec des déplacements dans les zones d’intervention du projet. Poste à plein temps pendant toute la durée du projet.

14. Termes de référence du Conseiller technique pour la composante Recherche

Responsabilité Sous la supervision générale du Coordonnateur et du Conseiller

technique du PITAG, et la supervision directe du Directeur de la

Direction l’Innovation du MARNDR, le Conseiller Technique sera

chargé d’accompagner la DI sur l’ensemble de la composante à savoir :

les programmes de recherche, le système d’information, la

sensibilisation et le renforcement des compétences de la DI.


Mise à jour du manuel d'opération de la Composante

Contrôle, enregistrement et accréditation des Entités de Recherche ;

Identification et approbation des thèmes de recherche menée par l’assistance technique;

Evaluation des propositions de projets ;

Validation des protocoles de recherches

Suivi et appui scientifique et technique dans lèxécution des projets ;

Validation des résultats des projets ;

Diffusion des résultats

Vérification des publications des résultats issus des projets

Supervision de la mise en place du système d’information dédié à la recherche appliqué

Mise en œuvre du programme de renforcement de l'enseignement supérieur

Qualifications requises Diplôme universitaire en agronomie Avoir au moins 10 années d'expérience dans le domaine de la Recherche Agricole, avec des études post graduées en recherche agricole ou thèmes connexes; avec 5 années d'expérience comme Coordinateur de Programmes ou Projets de recherche; avec capacité de travailler en équipe avec un minimum de supervision; avec 5 années d'expérience participant dans des Programmes ou Projets d'Organismes Internationaux, de préférence avec la BID



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Lieu de travail et durée Siège central du projet/Ministère de l’Agriculture, avec des déplacements dans les zones d’intervention du projet.

15. Termes de référence du Chargé de suivi et d’appui aux projets de recherche

Responsabilité Sous la supervision générale du Coordonnateur et du Conseiller

technique du PITAG, et la supervision directe du Directeur de la

Direction l’Innovation du MARNDR, le Chargé de suivi et d'appui aux

projets de recherche assistera la DI et la Composante recherche dans

la mise en place du Système de Suivi-Evaluation permettant de suivre

efficacement l’évolution des indicateurs clés des projets de recherche

et, à terme, de faire une évaluation des projets..


élaborer un plan de suivi évaluation ainsi que des outils facilitant notamment la collecte de données, le suivi des activités, l’évaluation des résultats obtenus et leur capitalisation

s’assurer de la qualité des données statistiques rapportées en les vérifiant pour minimiser les erreurs et garantir leur consistance

organiser et de faciliter des sessions d’information et de formation au profit des Techniciens de terrain

favoriser une circulation fluide de l’information au sein de l’équipe, et plus particulièrement avec les Directions de projets, et de faire en sorte qu’émerge une bonne dynamique de collaboration et de conseils

aider à élaborer des réponses aux appels d’offres lancés dans le domaine de la recherche

aider au pilotage du suivi administratif et financier des projets de recherche

assurer le suivi de la réalisation des projets dans le respect des obligations contractuelles

Qualifications requises Diplôme universitaire en agronomie Avoir au moins 5 années d'expérience dans le domaine de la Recherche Agricole, avec des études post graduées en recherche agricole ou thèmes connexes; avec 5 années d'expérience comme Superviseur de Programmes ou Projets de recherche ; avec 3 années d'expérience participant dans des Programmes ou Projets d'Organismes Internationaux, de préférence avec la BID

Lieu de travail et durée Siège central du projet/Ministère de l’Agriculture, avec des déplacements dans les zones d’intervention du projet.

16. Termes de référence des responsables des antennes départementales

Responsabilité Sous l'autorité du Coordonnateur du projet et la supervision directe du

Conseiller technique senior et la supervision du Directeur

Départemental concerné, le Responsable d’antenne assure la

coordination des activités du Projet dans les zones ciblées.


Assurer le suivi de la mise en œuvre du projet, et tenir informé l’Unité d’Exécution du projet et la Direction Départementale Agricole de la marche des opérations de terrain

Superviser les activités des prestataires de services recrutés pour la mise en œuvre du programme : o pour la réalisation des activités de sensibilisation, d'information

et promotion destinées à faire connaitre le projet aux producteurs et aux potentiels fournisseurs de services



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o pour l’établissement des registres d’agriculteurs et de fournisseurs d’intrants et de services

o Pour la mise en œuvre du système de gestion des incitations o Pour l’assistance technique aux fournisseurs et aux agriculteurs

Apporter des appuis et conseils aux intervenants sur le terrain pour améliorer l’exécution des activités

Assurer le suivi des relations partenariales dans les zones d’intervention du projet

Rédiger et soumettre des rapports circonstanciés et des rapports trimestriels des activités conduites

Accomplir, sur demande de la Coordination, toutes autres taches nécessaires pour l’atteinte des objectifs du projet

Qualifications requises - Formation de niveau universitaire (minimum bac + 4 ans) dans le

domaine de l’agronomie, sciences agricoles, ou diplôme équivalent

- Avoir une expérience d’au moins 5 ans en milieu paysan (exécution

et/ou supervision d’opérations de terrain)

- Avoir une expérience d’au moins 2 ans dans le domaine dans l’appui aux filières agricoles

Lieu de travail et durée DDA Nord ou Nord-est ou Sud ou Grande Anse. Poste à plein temps


17. Termes de référence des spécialistes techniques des antennes départementales

Responsabilité Sous l'autorité du Coordonnateur du projet, la supervision directe du

Conseiller technique senior et la supervision du Directeur

Départemental concerné, le spécialiste technique de l’antenne

départementale appuiera l’Unité d’Exécution dans la gestion de la

composante 2 du projet « Promotion de technologies agricoles

durables ».

Tâches Il est responsable des tâches essentielles suivantes : - Participation à la formation des agriculteurs et à l'appropriation

complète des techniques de transfert de technologies - Participation au contrôle et à la supervision des activités des

Opérateurs Prestataires de Services - Participation au suivi-évaluation des activités - Accompagnement de l’OPS dans le processus de vérification

préalable et d’autorisation d’incitations - Contrôle/vérification des prestations réalisées avec les subventions

délivrées à travers le mécanisme d’incitations

Qualifications requises Formation de niveau universitaire dans le domaine de l’agronomie, sciences agricoles, ou diplôme équivalent. Expérience spécifique d’au moins deux ans dans le domaine du développement rural. Bonne connaissance des systèmes des cultures en Haïti et de la gestion des filières agricoles. Bonne communication et approche participative.

Lieu de travail et durée DDA Nord ou Nord-est ou Sud ou Grande Anse. Poste à plein temps


18. Termes de référence du Technicien de terrain pour le Suivi et l'Appui aux Projets

de Recherche

Responsabilité Sous la supervision générale du Coordonnateur, du Conseiller

technique du PITAG, du Directeur de la Direction l’Innovation du



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MARNDR et sous la supervision directe du responsable d'antenne

départementale et de l'équipe centrale de la Composante 1, le

Technicien de terrain pour le Suivi et l'Appui aux Projets de Recherche

assurera, sur le territoire d’intervention du programme PITAG, le suivi

technique de l'exécution des projets de recherche et garantira

l’application des spécifications des TDR, par les opérateurs de

recherche, des procédures et normes en vigueur pour la bonne

exécution des travaux.

Tâches Il est responsable des tâches essentielles suivantes:

faire le suivi des activités de la Composante par rapport au cadre de résultats;

collecter les données sur le terrain pour suivre le développement des projets de recherche et assurer la compilation et la communication des données en temps opportun. Saisir et documenter les leçons apprises et les meilleures pratiques pour la mise à l’échelle;

générer des rapports d’indicateurs mensuels et faire le suivi des progrès par rapport aux indicateurs clés;

assurer la soumission en temps opportun et précis des rapports sur les activités des projets à la Coordination, y compris les progrès par rapport aux objectifs fixés dans les contrats et les plans de travail trimestriel et annuel;

soutenir le responsable d'antenne départementale dans la coordination de l’évaluation à moyen terme et l’évaluation finale;

veiller au respect, par les opérateurs de recherche, des délais contractuels;

prévenir de toute discordance entre les opérateurs de recherche et le contrat de mise en œuvre;

recevoir les plaintes et les transmettre à la coordination du Programme.

Qualifications requises Diplôme universitaire en agronomie Avoir au moins 5 années d'expérience dans le domaine du développement ou de l'innovation agricole; avec de l'expérience en suivi technique de projets de terrain dans le domaine agricole

Lieu de travail et durée Siège de la DDA concernée, avec des déplacements dans les communes d’intervention du programme



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Annexe 6: Termes de référence des opérateurs de recherche

I. Contexte


(MARNDR) d’Haïti met en œuvre, depuis environ cinq (5) années, un mécanisme innovant

d’incitations agricoles destiné à promouvoir l’adoption de technologies agricoles, avec l’appui

financier de la Banque Interaméricaine de Développement (BID), et du Programme Mondial

d’Agriculture et de Sécurité Alimentaire (GAFSP).

2. Sur la base des leçons apprises, le Gouvernement d’Haïti, le GAFSP et la BID se sont

accordés pour développer une opération similaire (PITAG: Programme d'Innovation

Technologique pour l'Agriculture et l'Agroforesterie) approuvée en novembre 2017, qui

comprend des ajustements stratégiques et opérationnels.

3. L'objectif général du PITAG est d'accroître la productivité agricole des petits

agriculteurs dans certaines zones des départements du Nord, du Nord-est, de l'Artibonite, du

Sud et de la Grande Anse.

4. Le programme est organisé autour de deux composantes techniques majeures:

5. Composante 1: Recherche appliquée et formation pour le développement et

l'adaptation de technologies agricoles durables. Cette composante financera les activités

suivantes: (i) projets de recherche agricole appliquée, élaborés et mis en œuvre par des

institutions nationales et/ou internationales, afin de créer, d'améliorer ou d'adapter des

technologies agricoles innovatrices, rentables et durables à mettre à la disposition des

agriculteurs; et ii) renforcement de la formation supérieure, technique et professionnelle en

agriculture/développement rural.

6. Composante 2: Promotion de technologies agricoles durables. Cette composante

financera l'adoption de technologies agricoles innovatrices, rentables et durables qui

amélioreront la rentabilité à long terme des exploitations agricoles et généreront des

externalités environnementales positives.

7. Le programme sera mis en œuvre par une Unité d’Exécution (UE) rattachée à la

Direction Générale du MARNDR qui aura à sa charge l’administration, la supervision et

l’évaluation globale du programme. La mise en œuvre des activités prévues dans la

composante 1 sera réalisée avec l’appui d’une ou plusieurs entités spécialisées qui agiront en

qualité de prestataires de services techniques.

8. Ainsi dans le cadre de la mise en œuvre de la 1ère

composante, le Ministère de

l’Agriculture, des Ressources Naturelles et du Développement Rural (MARNDR) est en train

de lancer des programmes de recherche, formation et vulgarisation agricole visant à

revitaliser la recherche et le transfert de technologies agricoles et susceptibles de (i) répondre

aux priorités nationales, (ii) renforcer les structures de recherche et institutions impliquées

dans le processus de recherche, transfert, vulgarisation agricole et formation à travers le

pays. A cette fin, elle se propose d'utiliser une partie des fonds mis à sa disposition par la

Banque Interaméricaine de Développement (BID) dans le cadre des Accords de Don

3622/GR-HA et GRT/SX-15417-HA.

9. A cet effet, le MARNDR lance un processus pour sélectionner des opérateurs (entités

publiques, privées et de la société civile, nationales et internationales), ayant la capacité de

concevoir et mettre en œuvre des programmes de recherche-formation-vulgarisation agricole



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en Haïti capables d'apporter des réponses concrètes aux problèmes confrontés par les

producteurs dans les départements du Nord, Nord-est, Artibonite, Sud et Grande Anse.

II. Mandat et tâches du Prestataire 10. Les services attendus incluent:

a. L’établissement de diagnostics agro-socio-économiques et climatiques dans les zones

ciblées sur la base de visites, dèntretiens menés avec des personnes/institutions clés

et dùne analyse de la bibliographie existante (rapports, études, mémoires, bulletins,

journaux scientifiques);

b. La conception de programmes de recherche-formation-vulgarisation appliquées, avec

des objectifs de génération de techniques agricoles améliorées permettant

d’augmenter la productivité agricole ainsi que l’adaptation au changement climatique

(agriculture et élevage). A titre indicatif le document pourrait inclure:

la problématique et les questions de recherche;

les objectifs;

la méthodologie (plan dàctivités, plan des ressources/moyens, protocole

expérimental);

le contexte scientifique;

les résultats attendus;

les impacts significatifs (environnemental, social, académique, dans le temps et

dans lèspace) ou perspectives;

la durée.

c. La mise en œuvre desdits programmes en tenant compte des éléments clés du

diagnostic réalisé préalablement et assorti d’un calendrier bien défini en fonction des

directives des présents TDRs. Soutenir la formation à et par la recherche grâce à

l’implication effective dans les projets de doctorants et des candidats à la maîtrise et à

la réalisation des projets de mémoire pour les étudiants des différentes Universités

reconnues du pays;

d. La valorisation des résultats de recherche par la vulgarisation de paquets techniques,

la rédaction d’articles scientifiques, l`élaboration de fiches techniques, etc. Ces paquets

techniques devront avoir un impact sur le développement durable des terroirs, des

filières de production ou de transformation à travers des publications scientifiques

(articles, etc.) revus pour les pairs, des fiches techniques et le développement de

paquets techniques directement utilisables, pouvant renforcer la résilience des

écosystèmes et des moyens d'existence ruraux face aux impacts du changement

climatique.

11. De manière spécifique, le prestataire aura entre autres à:

Elaborer un plan de travail et une note méthodologique incluant le

chronogramme dèxécution et des prestations;

Faire une revue bibliographique relative au programme et en rapport avec la

zone dìntervention (rapports, études existantes, entre autres);



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Réaliser des visites de terrain et des entretiens avec les parties prenantes

(producteurs, organisation de producteurs, associations dìrrigants, BAC, DDA)

et autres acteurs impliqués dans le développement agricole des zones

dìntervention envisagées;

Réaliser le diagnostic de la situation agro-socio-économique et climatique dans

les zones ciblées;

Restituer le diagnostic;

Élaborer le programme de recherche-formation-vulgarisation proprement dit et

le mettre en œuvre dans les zones de travail;

Mettre en œuvre le programme de recherche;

Vulgariser les résultats des travaux de recherche. Le prestataire devra donc

proposer un plan de diffusion des résultats et dèxploitation, prévoir notamment

des activités de communication et de dissémination dans le programme;

Développer des paquets techniques pouvant renforcer la résilience des

écosystèmes et des moyens d'existence ruraux face aux impacts du

changement climatique;

Formuler des recommandations sur les paquets techniques innovants pouvant

être testés et diffusés dans la zone dìntervention;

Indiquer les principaux facteurs pouvant bloquer l'application de ces nouvelles

technologies;

Favoriser les contacts et les échanges entre chercheurs et enseignants

chercheurs travaillant dans des centres de recherche tant nationaux

qu’internationaux et ainsi nouer des collaborations à moyen et long terme,

créer des réseaux ou accéder à des réseaux internationaux existants ou à

rechercher;

Identifier les principaux groupes de bénéficiaires pertinents des séances de

formation et appuyer le développement de curricula adaptés au besoin des

différentes entités de formation universitaires du pays (FAMV, UNIQ, AUC );

Élaborer et soumettre des rapports sur l'état d'avancement des activités au

niveau des zones d'intervention;

Élaborer et soumettre un rapport final.

N.B: un même opérateur pourra appliquer pour 2 zones au maximum.

III. Supervision

12 L'opérateur travaillera sous la supervision de lÙnité dèxécution du projet PITAG, de la

Direction de l’Innovation du MARNDR et de la Direction Départementale où il interviendra. Il

tiendra scrupuleusement compte des commentaires, remarques et recommandations

formulés par la Direction de l’Innovation et le Comité scientifique mis en place par la DI ou

son équivalent (Collège des enseignants chercheurs du Fonds National de Recherche pour

un Développement Durable - FONRED) à la suite des missions qu’ils auront à conduire sur le

terrain. Le contrat entre le MARNDR et le prestataire définira avec précision le partage des

responsabilités avec la DDA dans l’exécution du Projet au niveau du département concerné.



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IV. Produits et livrables attendus

13. Dans le cadre de sa mission, le prestataire de service aura à remettre les produits et

livrables suivants.

14. Produits attendus:

15. Au plan technique, développement:

De technologies agricoles adaptées. Dans la mesure du possible ces technologies

devront essayer d’inclure une dimension de mitigation, c’est à dire de réduction de

l’émission des gaz à effet de serre dans le cadre des pratiques agricoles;

De paquets techniques élaborés et prêts à être diffusés;

Dàrticles scientifiques en liaison avec les résultats de la recherche et la résilience

climatique rédigés et diffusés.

16. Au plan académique

Proposition de thèmes et matériels didactiques à insérer dans les curricula des

Universités;

Supervision et accompagnement de thèse de fin d’étude (licence, master, doctorat).

17. Livrables:

18. Les livrables attendus dans le cadre de la prestation de services demandés sont les

suivants:

1. Le plan de travail et une note méthodologique détaillée;

2. Le rapport de démarrage;

3. Le rapport de diagnostic détaillé de la situation agro-socio-économique et

environnementale dans les zones visées;

4. Le Programme de recherche-formation;

5. Le Plan détaillé des activités de formation incluant les bourses d’études et les

modules de formation, et fixant les dates d’exécution des séances de formation à

réaliser au profit des différents bénéficiaires ou groupes de bénéficiaires;

6. Les rapports dàvancement;

7. Le rapport final de consultation.

V. Durée, localisation du mandat de lòpérateur 19. Les activités du prestataire de services se dérouleront sur une période de 48 mois (à

partir de la date de démarrage des prestations), dans le département du …, notamment au

niveau de la commune de ... . Les interventions dans le département du ... se feront en lien

avec les activités mises en œuvre dans le cadre du projet ..., particulièrement dans la

commune de .... .

20. L’opérateur devra disposer d’un bureau dans le département où il intervient.

VI. Profil du Prestataire 21. Le prestataire doit disposer des qualifications et compétences suivantes:



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1.Avoir une équipe multidisciplinaire d’au moins cinq (5) cadres ayant les profils

suivants:

Un Chef de mission, Ing. Agronome, niveau doctorat minimum, ayant au

moins 10 années dèxpérience générale, avec expérience avérée en

conception et/ou gestion de programme de recherche-développement-

formation et d’exécution des activités de formation dans le secteur agricole;

Un ing. Agronome, spécialiste en recherche agricole, niveau master

minimum, ayant une solide expérience dans la conception de protocole de

recherche et la conduite d’essais (préférablement 5 mandats ou plus);

Un Ing. Agronome, spécialiste en changement climatique, niveau master

minimum, ayant déjà réalisé au moins un mandat traitant de l’adaptation au

changement climatique;

Un ing. Agronome, spécialiste en gestion des ressources naturelles, niveau

master minimum en agro écologie ou agroforesterie; si possible avec une

spécialisation en changement climatique;

Un spécialiste en éducation et vulgarisation agricole, niveau master

minimum, ayant au moins 5 mandats dans la conception et mise en œuvre

de programme de vulgarisation.

2.Au moins 5 ans d’expérience de travail dans le domaine de la recherche-

développement-formation ou 3 mandats similaires;

3.Connaissance du milieu haïtien.

22. Le prestataire pourra être renforcé pour des tâches en lien avec les travaux

mentionnés par un pool d’expertise de courte durée et en mobilisant des stagiaires en

provenance d’universités haïtiennes ou étrangères.

23. Les spécialistes devront être détenteurs de titres universitaires dans les domaines

professionnels décrits. Ils devront pouvoir témoigner de plus de cinq (5) ans dèxpérience

dans le domaine de leur compétence, dans divers pays en voie de développement et

préférablement avec expérience antérieure en Haïti. Ils doivent parler et écrire couramment le

français.

24. Le prestataire sera recruté par la méthode de Sélection Fondée sur la Qualité (SFQ)

conformément aux politiques pour la sélection et l’embauche des consultants financés par la

Banque Interaméricaine de Développement (BID). Le terme qualité technique englobe

l’expérience du consultant, la méthodologie, le plan de travail et la qualification de son

personnel clé.

VII. Nombre d’exemplaires à fournir

25. Le Prestataire devra soumettre à l’Unité d’Exécution du PITAG en cinq (5) exemplaires

en copies dures la version finale acceptée de chaque document mentionné dans le tableau

suivant du point VIII se rapportant aux extrants attendus, accompagnés d’une copie

électronique.



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VIII. Échéancier et modalités de paiement 26. Les paiements au prestataire se feront sur une base fixe chaque trimestre et aussi sur

une base variable selon l'échéancier de remise des livrables. Les modalités de paiement sont

présentées ci-après.

A. Partie fixe: 48% du montant des honoraires

Livrables/Produits à délivrer Echéance à respecter Paiement associé

Rapport d'avancement Chaque trimestre 3% par trimestre, soit un total de 48%

sur toute la durée du contrat

B. Partie variable: 52 % du montant des honoraires

Livrables/Produits à délivrer Echéance à respecter Paiement associé

Le plan de travail et la note méthodologique

détaillée

Dix (10) jours à compter

de la date de démarrage

Cinq pour cent (5%) après approbation

des livrables par le Client

Diagnostic détaillé de la situation agro-socio-

économique dans les zones de ...

Deux (2) mois à

compter de la date de

démarrage

Dix pour cent (10%) après approbation

du rapport par le Client

Programme de recherche développé en

conformité aux exigences des présents TDRs

démarrage du premier groupe d’essais agricoles

rapport sur l’état d’avancement du premier groupe d’essais et démarrage du deuxième groupe

rapport sur l’état d’avancement du deuxième groupe d’essais

rapport final

Cinq (5) mois, huit (8)

mois, douze (12) mois,

vingt-quatre (24) mois

respectivement à


démarrage

Dix pour cent (10%) après approbation

des livrables par le Client (soit 2.5%

par livrable approuvé)

Plan détaillé des activités et modules de

formation pour les bourses d’études et fixant

les dates d’exécution des séances de

formation à réaliser au profit des différents

bénéficiaires ou groupes de bénéficiaires.

Huit (8) mois à compter

de la date de démarrage

Cinq (5%) après approbation du plan

par le Client

technologies adaptées élaborées

Vingt-quatre (24) mois à


démarrage

Trois pour cent (3%) après

approbation des technologies par le

Client

paquets techniques développés

Trente (30) mois à


démarrage


approbation des paquets par le Client

paquets techniques testés et validés

Quarante-deux (42)

mois à compter de la

date de démarrage


approbation des paquets par le Client

Articles scientifiques rédigés et publiés

Quarante-six (46) mois

à compter de la date de

démarrage


approbation des articles par le Client

Soumission du rapport final à la fin du contrat

Quarante-huit (48) mois

à compter de la date de

démarrage

Dix (10%) après approbation du

rapport final par le Client

C. Dépenses remboursables

27. Les dépenses remboursables sont payées sur présentation de pièces justificatives.



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28. [Entreprise étrangère] Conformément à l’article 10 du décret du 28 septembre 2015

modifiant l’article 8 du décret du 29 septembre 2005 relatif à l’impôt sur le revenu, une

retenue libératoire de 5% sera appliquée sur chaque tranche de paiement et sera versée à la

Direction Générale des impôts (DGI).

29. [Entreprise locale (haïtienne] Conformément à l’article 76 du Décret du 29 septembre

2005 (Moniteur du 5 octobre 2005), une retenue de 2% sera effectuée par l’Unité d’Exécution

du Programme sur chaque bordereau d’honoraires pour être versée à la DGI.

30. Il reste toutefois entendu que le Consultant demeure le seul responsable devant le fisc

de toute irrégularité éventuelle de son fichier fiscal que lÀutorité Contractante nèst pas en

mesure de contrôler.

IX. Documentations à consulter 31. Le Prestataire aura à sa disposition toute la documentation du programme. En outre, il

pourra s’entretenir avec l’Unité d’exécution du Programme (UEP), la Direction de l’Innovation

du MARNDR, les Directeurs Départementaux Agricoles et de l’Environnement concernés par

les activités, etc.



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Annexe 7: Termes de Référence des Opérateurs Prestataire de

Service (OPS)/Incitations

I. Contexte


(MARNDR) d’Haïti met en œuvre, depuis environ cinq (5) années, un mécanisme innovant


financier de la Banque Interaméricaine de Développement (BID), de la Banque Mondiale

(BM) et du Programme Mondial pour l’Agriculture et de Sécurité Alimentaire (GAFSP).

2. Sur la base des leçons apprises, le Gouvernement d’Haïti, le GAFSP et la BID se sont

accordés pour développer une opération similaire (PITAG: Programme d'Innovation

Technologique pour l'Agriculture et l'Agroforesterie), dont l'objectif général est d'accroître la

productivité agricole des petits agriculteurs dans des zones ciblées des départements du

Nord, Nord-est, Artibonite, Sud et Grande Anse.

3. Le programme sera structuré en deux composantes:



suivantes: (i) projets de recherche agricole appliquée, élaborés et mis en œuvre par des

institutions nationales et/ou internationales, afin de créer, d'améliorer ou d'adapter des

technologies agricoles innovatrices, rentables et durables à mettre à la disposition des

agriculteurs; et ii) renforcement de la formation supérieure, technique et professionnelle en

agriculture/développement rural.





6. Le programme sera mis en œuvre par une Unité d’Exécution (UE) rattachée à la

Direction Générale du MARNDR qui aura à sa charge l’administration, la supervision et

l’évaluation globale du programme. La mise en œuvre des activités prévues dans la

composante 2 sera réalisée avec l’appui d’une ou plusieurs entités spécialisées qui agiront en

qualité de prestataires de services techniques.

7. Ainsi, dans le cadre de la mise en œuvre de cette deuxième composante, le MARNDR

désire recruter des entités qui devront remplir la fonction d’Opérateur Prestataire de Services

(OPS) chargés de la gestion des incitations et de la fourniture d’assistance technique auprès

des agriculteurs et agricultrices bénéficiaires dans les zones ciblées.

II. Brève description de la composante 2 "Promotion de

technologies agricoles durables"

8. Dans le cadre de cette composante, des incitations (appuis financiers directs) seront

octroyées aux agriculteurs par le biais d’un mécanisme de financement de contrepartie

(matching grants) qui leur permettront d’acquérir auprès de fournisseurs agréés les biens et

services agricoles nécessaires pour l’adoption de paquets techniques à la fois capables de

générer des revenus et de protéger les ressources en sols et en eau. Un menu de



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technologies a été défini en accord avec la Banque suivant des critères de sélection. Des

nouvelles technologies seront progressivement incorporées en fonction des résultats des

programmes de recherche. Les technologies pour l’instant sont: motopompes individuelles,

traction animale, équipement de stockage, séchage, transformation, moulins, pratiques

agricoles durables: systèmes agro-forestiers et agro-silvo-pastoraux à base de cacao, café,

arbres fruitiers, arbres forestiers, canne à sucre, fourrage.

9. L’appui financier prévu consistera en des montants fixes incluant une partie des coûts

des intrants, de la main d’œuvre, du transport, et de l’assistance technique à ces producteurs,

exigeant aussi un cofinancement monétaire de la part des bénéficiaires. Ce système de

subvention de la demande implique la création d’un registre d’agriculteurs ainsi qu’un registre

de fournisseurs d’intrants et services agricoles.

10. Les mécanismes d’octroi de ces incitations sont décrits en détail dans le manuel

d’incitations du programme.

III. Mandat et taches des Opérateurs Prestataires de Services

11. Les Opérateurs Prestataire de Services (OPS) choisis seront responsables de la mise

en œuvre du système d’incitations dans les zones d’intervention retenues. Cette

responsabilité sera conduite en étroite coordination avec les Directions Départementales

Agricoles (DDA) et les Bureaux Agricoles Communaux (BAC) concernés, pour que lors

d’interventions ultérieures similaires, ces structures puissent remplir elles-mêmes cette

fonction. Aussi dès le départ, les actions seront menées à travers une coopération très

étroite entre les OPS, les DDA et les BAC concernés, les directions techniques du MARNDR

concernées et la coordination du PITAG.

12. Les OPS sont notamment responsables des tâches essentielles suivantes:

i. Participer à la sélection des fournisseurs de biens et de services agricoles:

a. Assurer la campagne de communication auprès des fournisseurs;

b. Vérifier l’éligibilité des fournisseurs intéressés;

c. Former les fournisseurs aux différents paquets technologiques, standards

de qualité et procédures;

d. Assurer un contrôle continue quantité/qualité des fournisseurs tout au long

du programme.

ii. Enregistrer les agriculteurs de la zone dans un registre informatisé dédié.

iii. Accompagner les agriculteurs dans l’adoption des paquets technologiques

a. Assurer la campagne de communication et de sensibilisation auprès des

agriculteurs;

b. Enregistrer les demandes de cofinancement (appuyer les agriculteurs si

nécessaires);

c. Contrôler sur les parcelles l’éligibilité des demandes;

d. S’assurer de la bonne répartition géographique des paquets

technologiques;

e. Enregistrer les parcelles via le SIG du MARNDR;



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f. S’assurer que les fournisseurs puissent répondre à la demande;

g. Assurer les signatures des contrats de cofinancement par les parties

prenantes;

h. S’assurer que les agriculteurs ont payé leur contrepartie financière via les

partenaires financiers du MARNDR;

i. Vérifier la livraison (quantité et qualité) des fournisseurs de biens et services

agricoles;

j. S’assurer que les fournisseurs reçoivent leur paiement du MARNDR.

iv. Accompagner les agriculteurs dans l’adoption des paquets techniques que ce soit

au niveau des itinéraires techniques ou des modèles économiques associés à ces

paquets (formations de groupes et suivi individuel).

v. Effectuer un contrôle périodique des prix des intrants agricoles et rapporter toute

évolution significative au MARNDR.

vi. Appuyer tout audit interne ou externe.

vii. Recevoir les plaintes et les transmettre au MARNDR.

viii. Soumettre au MARNDR un rapport de suivi périodique.

ix. Appuyer le MARNDR pour actualiser les normes techniques à promouvoir dans le

cadre du système d’incitations et pour les paquets techniques retenus.

x. Appuyer le MARNDR pour adapter, le cas échéant, les procédures définissant les

modalités d’accès aux aides directes (critères d’éligibilité et conditions d’octroi des

incitations).

IV. Supervision, produits et rapports attendus

4.1 Supervision

13. Les OPS travailleront sous la supervision de l’Unité d’Exécution du Programme et des

Directions Départementales dans lesquelles ils s’insèreront. Les contrats entre le MARNDR et

les OPS définiront avec précision le partage des responsabilités avec les DDA dans

l’exécution du Programme niveau des départements.

4.2 Produits et résultats attendus

14. Produit: Au total, 65,047 bénéficiaires ciblés (répartis sur 4 lots) ont effectivement

accès au système d’incitations et bénéficient à ce titre de l’assistance financière non

remboursable prévue et 33,000 bénéficient de l’assistance stratégique octroyée par les OPS.

Résultats intermédiaires:

1) Un registre d’agriculteurs et fournisseurs de biens et services agricoles soumis à

l’approbation du MARNDR et actualisé périodiquement;

2) Des campagnes de promotion et d’information afin de garantir que tous les

producteurs éligibles qui le souhaitent puissent participer;

3) Cadre de référence des formations sur les nouveaux paquets techniques;



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4) Rapports d'évaluation des séances de formation sur les nouveaux paquets

techniques;

5) Mécanisme de financement fonctionnel en accord avec les procédures établies;

6) Contributions aux actualisations annuelles du manuel d’incitations.

4.3 Rapports

(i) Un rapport de démarrage décrivant la stratégie mise en œuvre et le plan d’action correspondant pour la première année, avec un calendrier d’exécution;

(ii) Un rapport technique démontrant la réalisation d’une campagne de promotion et d’information des potentiels bénéficiaires des incitations;

(iii) Un rapport démontrant l’élaboration d’un registre d’agriculteurs et de fournisseurs de biens et services;

(iv) Rapports techniques trimestriels détaillés de l’avancement des prestations ; ces rapports seront soumis à l’approbation de la Coordination du Programme;

(v) Rapports démontrant l’élaboration du nombre de dossiers d’incitation prévus et l’application de paquets techniques;

(vi) Chaque opérateur fournira un rapport final en fin de prestation; ce rapport servira d’intrant à l’évaluation finale du programme.

V. Durée, localisation du mandat des OPS

15. Les activités des OPS se dérouleront, sur une période de quatre (4) ans (à partir de la

date de démarrage des prestations), dans les communes retenues des départements du

Nord, du Nord-est, de l'Artibonite, du Sud et de la Grande Anse. L’aire d’intervention est

divisée en quatre (4) blocs, avec un lot par bloc (donc 4 lots).

16. Les interventions seront mises en œuvre en plusieurs phases de déploiement

géographique et par paquet technique. Les paquets techniques liés aux cultures annuelles

seront incorporés en fonction des résultats de la recherche appliquée.

17. Le tableau ci-après indique le nombre d'agriculteurs ciblés par bloc, ainsi que les

premières communes sélectionnées.

Bloc/Lot Dépt Communes Nombre d’agriculteurs ciblés

1

Nord/Nord-est Quartier Morin, Limonade, Trou du Nord,

Sainte Suzanne, Terrier Rouge, Caracol,

Perches, Mombin Crochu

14.282

2

Nord/Artibonite Grande Rivière du Nord, Bahon, Plaine

du Nord, Saint Raphael, Marmelade,

Saint Michel de l'Attalaye

19.132

3 Sud/ Maniche, Torbeck, Chantal, Port à

Piment, Chardonnières, Les Anglais, 13.555

4 Grande Anse Anse d'Hainault, Dame Marie, Jérémie,

Beaumont 18.078

18. Les Consultants qui le souhaitent peuvent soumissionner pour les quatre lots, mais leur

offre devra présenter des propositions techniques et financières distinctes pour chaque lot.

Les consultants ne pourront se voir attribuer qu’un maximum de deux (2) lots, et la méthode

de sélection sera fondée sur la qualité.



256

VI. Profil des OPS

19. Les soumissionnaires devront répondre aux critères suivants:

Avoir au moins sept (7) ans d’expérience dans la vulgarisation agricole;

Expérience prouvée (au moins un (1) mandat) dans la mise en œuvre de programme

de développement agricole/rural (gestion administrative et financière, planification,

suivi) ayant fait appel à des compétences dans les domaines tels que agronomie,

agroéconomie, gestion des ressources naturelles, vulgarisation agricole,

renforcement institutionnel;

Avoir participé à la réalisation d'au moins un projet/mandat de renforcement

institutionnel;

Avoir participé à la réalisation d'au moins un projet/mandat d’accompagnement

agricole et assistance technique dans n’importe quelle zone d’Haïti;

Expérience dans la mise en œuvre de systèmes similaires d’incitations: un plus;

Connaissance spécifique des zones d’interventions: un plus;

Disposer de ressources humaines capables de réaliser des activités d’animation

technique, du niveau technicien en agriculture et au moins un animateur de niveau

supérieur pouvant encadrer les techniciens pour la formalisation des contrats

d’adoption de technologie;

Connaissance du français et du créole des principaux membres de l’équipe.

20. Les OPS seront responsables de la mise en œuvre du système des incitations. À ce

titre, ils devront recruter et affecter au programme une équipe complète capable de gérer la

mise en œuvre des activités et d’apporter l’assistance requise producteurs bénéficiant des

aides directes.

21. Ainsi pour chaque lot l'OPS devra présenter une équipe comprenant au moins:

1. Un coordonnateur technique pour la gestion et la supervision des activités, avec un

diplôme de maîtrise ou équivalent en agronomie, agroéconomie, économie,

développement agricole et rural ; une solide expérience générale dans son champ de

compétence (préférablement 10 ans ou plus) et une expérience spécifique prouvée

(préférablement 5 ans ou plus) dans la mise en œuvre de programme de

développement agricole et rural. Le coordonnateur technique devra avoir de

préférence une expérience en Haïti;

2. Un coordonnateur adjoint ou équivalent, avec un diplôme universitaire

(préférablement un diplôme de 2ème cycle) en agroéconomie, agronomie ou

discipline connexe; une solide expérience générale dans son champ de compétence

(préférablement 7 ans ou plus) et une expérience spécifique prouvée (préférablement

5 ans ou plus) dans la mise en œuvre de programme de développement rural;

3. Un responsable assistance technique, avec un diplôme universitaire

(préférablement un diplôme de 2ème cycle) en agronomie ou discipline connexe; une

solide expérience générale dans son champ de compétence (préférablement 7 ans

ou plus) et une expérience spécifique prouvée (préférablement 5 ans ou plus) dans la

mise en œuvre de programme d’assistance technique agricole;



257

4. Un responsable administratif et financier, avec un diplôme universitaire en

administration, comptabilité, finance ou d'autres disciplines connexes ; avec au moins

5 ans d’expérience générale dans son champ de compétence et au moins 2 ans en

gestion administrative et financière de projet de développement;

5. Des animateurs de terrain de niveau technicien en agriculture qui joueront le rôle

d’agents de liaison et d’appui aux bénéficiaires d’incitations;

6. Une secrétaire comptable.

22. Seuls les CV du coordonnateur technique, du coordonnateur adjoint, du responsable

assistance technique et du responsable administratif seront évalués dans le cadre du

processus de sélection du Consultant.

23. A titre indicatif, l’offre technique du Consultant inclura le détail des moyens matériels

requis pour la réalisation de la prestation (véhicules pour la réalisation de la prestation,

espaces de bureau, énergie, informatique)86. Ces derniers seront considérés comme coûts

directs et remboursés comme tels, sans possibilité pour le Consultant de faire de profits sur

ces derniers.

VII. Livrables, échéanciers et Modalités de paiement

24. Les paiements à l'OPS se feront sur une base fixe chaque trimestre et aussi sur une

base variable selon la quantité d’agriculteurs bénéficiaires des incitations.

No Description Échéancier de remise Paiements associés et condition

de réception

Partie fixe

1 Un rapport de démarrage

contenant la description de la

stratégie mise en œuvre et le

plan d’action correspondant

pour la première année de

prestations avec un calendrier

d’exécution

Un mois après la date

de signature du contrat

10% du montant du contrat, après

approbation de la Coordination du

Programme

2 Premier rapport technique

démontrant la réalisation d’une

campagne de promotion et

d’information des potentiels

bénéficiaires des incitations

3 mois à compter de la

date de démarrage fixé

dans la notification de

démarrage

5% du montant du contrat après

approbation par la Coordination du

programme et les autres parties

prenantes

3 Deuxième rapport démontrant

l’élaboration d’un registre

d’agriculteurs et de

fournisseurs de biens et

services

Six mois après la date

de démarrage des

prestations

5% du montant du contrat, après

approbation par la coordination du

Programme

4 Rapports techniques

trimestriels de l’avancement

des prestations

15 jours après la

clôture de chaque

trimestre et à partir du

trimestre 3

20% du montant du contrat seront

répartis en tranches égales qui

seront payées à l'approbation de

chaque rapport

5 Rapport final de fin d’exécution

du contrat

30 jours avant la fin du

contrat

10% du montant du contrat payable

dans un délai de 30 jours suivant la

réception du rapport final

86 Les véhicules et autres matériels acquis dans le cadre de ce contrat resteront la propriété du MARNDR et lui seront remis à la fin des prestations.



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Partie variable

6 Rapports démontrant

l’élaboration du nombre de

dossiers d’incitation prévus et

l’application de paquets

techniques

Au prorata de

l’exécution

50% du montant du contrat, payables

progressivement au prorata du

nombre de dossiers de demande

d’incitations élaborés et suivis avec

le nombre d'agriculteurs prévus

VIII. Documents de référence

25. Les Opérateurs désireux de soumettre une offre auront accès sur demande à la PDO

(Proposition de Développement de l'Opération), au manuel d’incitations et à tous autres

documents relatifs au travail à réaliser.



259

Annexe 8: Termes de Référence de l’Entité Financière

I. Contexte


(MARNDR) d’Haïti met en œuvre, depuis plus de cinq (5) années, un mécanisme innovant


financier de la Banque Interaméricaine de Développement (BID), de la Banque Mondiale

(BM) et du Programme Mondial pour l’Agriculture et de Sécurité Alimentaire (GAFSP).

2. Sur la base des leçons apprises, le Gouvernement d’Haïti, la BID, le GAFSP et le FIDA

se sont accordés pour développer une opération similaire (PITAG: Programme d'Innovation

Technologique en Agriculture et Agroforesterie), dont l'objectif général est d'accroître le

revenu agricole et la sécurité alimentaire pour les petits agriculteurs dans les zones ciblées

des départements du Nord, du Nord-Est, de l’Artibonite, du Sud et de la Grande Anse. Les

objectifs spécifiques sont d'accroître la productivité agricole et d'améliorer l'utilisation des

ressources naturelles grâce à l'adoption de technologies durables.

3. Pour atteindre ses objectifs, le programme est structuré en deux composantes

techniques.



suivantes : (i) Développement et exécution de projets de recherche agricole appliqués et

adaptés devant renforcer l’offre d’options technologiques disponibles pour les agriculteurs; ii)

Renforcement du programme d’enseignement supérieur (bourses d’études notamment) et (iii)

Renforcement de la Direction Innovation du MARNDR.





6. Ainsi, des incitations (appuis financiers directs), d'un montant d’environ 40 millions de

dollars américains, seront octroyées aux agriculteurs par le biais de coupons (vouchers) qui

leur permettront d’acquérir auprès de fournisseurs agréés les biens et services agricoles

nécessaires pour l’adoption de paquets techniques sélectionnés et élaborés, tels que des

équipements de pompage pour l’irrigation, de la charrue à traction animale, des jardins agro-

forestiers, des parcelles fourragères, du greffage et sur greffage de fruitiers, des glacis de

séchage, des silos de stockage, des opérations culturales autour de certaines filières

prioritaires.

7. Pour la mise en œuvre de ce système de transfert financier direct aux exploitants

agricoles dans les zones concernées, le MARNDR envisage d’avoir recours au service d’une

institution financière reconnue (Entité Financière) à titre de prestataire de service dont le

mandat sera d’administrer les incitations prévues selon les modalités définies dans les

présents termes de référence.

II. Mandat et tâches du prestataire de service

8. Le mandat du Prestataire de service est de gérer les ressources du fonds d’incitations selon les modalités définies ci-après.



260

9. Le prestataire aura la responsabilité des tâches ci-dessous:

1- Recevoir les paiements des contreparties des agriculteurs;

2- Transmettre aux partenaires du PITAG les informations relatives à ces paiements;

3- Emettre les paiements aux fournisseurs des paquets techniques.

10. Afin de faciliter les nombreux paiements attendus, il fortement souhaitable que le prestataire de service utilise «mobile banking».

11. Spécifiquement, le Prestataire de service aura pour responsabilités de:

Ouvrir (sur demande du PITAG) un compte spécifique en gourdes destiné à

recevoir les dépôts et retraits des fonds des incitations agricoles.

Transmettre les informations nécessaires dans le système de gestion des

incitations (SIGI) du PITAG pour pouvoir gérer et faire le suivi des différentes

étapes des opérations.

Recevoir du MARNDR/PITAG et intégrer dans son propre système de gestion la

liste des agriculteurs bénéficiaires (selon le format convenu), les montants des

incitations et des contreparties attendus (paiements des agriculteurs) et recevoir

les modalités de paiement aux fournisseurs, avec les informations et

recommandations nécessaires.

Recevoir du MARNDR/PITAG des transferts/dépôts de fonds en des périodes

saisonnières du calendrier agricole sur le compte ouvert pour la gestion des

incitations. Le compte sera approvisionné/réapprovisionné à partir des comptes

gourdes du projet logés à la BRH.

Recevoir les contreparties des agriculteurs bénéficiaires et les déposer dans un

compte spécial. A la réception des contreparties, le prestataire de service devra

s’assurer de l’identité du dépositaire. Ce dernier devra également conserver une

preuve de dépôt en cas de litige. Compte tenu du nombre importants de

transactions et de la forte couverture géographique du PITAG, il est fortement

recommandé de faire appel à des stratégies dédiées comme le Mobile Banking.

Le prestataire de service doit également mettre à jour la base de données afin

d’avertir les Opérateurs d’incitations.

Permettre aux agriculteurs d’avoir un reçu de paiement (preuve de dépôt) de la

contrepartie.

Procéder aux paiements des fournisseurs de biens et services agréés, après en

avoir reçu l’ordre de la Coordination Nationale du PITAG. Après vérification de la

livraison des biens et services, la Coordination du programme donnera

l’autorisation par voie électronique au Prestataire de service pour effectuer le

paiement au fournisseur de biens et services. Les paiements pourront être

réalisés par virement bancaire (dans la mesure où les fournisseurs sont

encouragés à ouvrir un compte bancaire dans l’une des succursales de l’institution

financière), en espèce ou par chèque (le cas échéant). Une fois le paiement

réalisé, l’institution financière devra mettre à jour la base de données en signifiant

que les fournisseurs ont bien été payés.

Elaborer et présenter des rapports mensuels sur les incitations délivrées et

payées. Les rapports incluront les détails des transactions (identification des



261

agriculteurs bénéficiaires, montants, biens et services concernés, identification

des fournisseurs, lieu des transactions, etc.) et devront être envoyés de façon

chiffrée au MARNDR/PITAG.

Fournir un service de proximité aux agriculteurs bénéficiaires, ce pour leur éviter

des dépenses exorbitantes susceptibles de grever leur budget par des

déplacements trop longs.

12. Pour la gestion des incitations, le prestataire de service devra utiliser un système de technologie de la communication ayant les capacités suivantes:

Le prestataire de service utilisera la référence envoyée par le système

informatique du MARNDR/PITAG pour tous les échanges d’informations avec le

PITAG.

Les échanges se feront de manière cryptée et sécurisée avec une clef de

vérification d’authenticité des données (E-mail sécurisé ou tunneling SSH).

L’envoi d’information se fera sous forme de fichier contenant des lots d’opérations

(par exemple plusieurs demandes d'impression de reçus ou de paiement dans un

même fichier).

Envoi automatisé de l’information (envoi régulier et automatisé: en aucun cas

manuel).

Fréquence quotidienne d’actualisation de l’information dans les deux sens

(MARNDR/PITAG - Prestataire de service).

Le système informatique bancaire du prestataire de service doit être compatible

avec celui du MARNDR/PITAG, mais le prestataire de service simplement traite

les informations qu’il reçoit du MARNDR/PITAG.

Le prestataire de service reçoit la base de données des fournisseurs de biens et

services autorisés avec le nom du responsable légal. Cette information sera

actualisée régulièrement par le MARNDR/PITAG.

III. Profil du prestataire de service

13. Le Prestataire de Service devra répondre au profil suivant:

Disposer d’au moins cinq (5) ans d’expérience dans la fourniture, à l’échelle

nationale, de services bancaires tels que la réception, la gestion et le transfert de

dépôts pour compte de particuliers, d’entreprises et d’autres institutions

financières;

Etre accréditée et supervisée par la Banque de la République d’Haïti (BRH);

Disposer d’une couverture géographique suffisante dans les zones d’intervention

(présence de locaux et caissiers au public), à travers un nombre significatif

d’agences locales (ou à défaut, proposer des solutions alternatives comme le

mobile banking);

Etre disposé à donner un appui aux bénéficiaires analphabètes dans les bureaux

locaux, pour faciliter leur participation au programme d’incitation;



262

Disposer d’un horaire d’ouverture adapté au monde rural et qui facilite la

participation des agriculteurs et fournisseurs de biens et services.

14. Le recrutement du Prestataire de service se fera selon la méthode de consultation de fournisseurs et sur la base du profil défini ci-dessus.

IV. Durée et lieu d’exécution du mandat

15. L'intervention du prestataire de Service se déroulera sur une période de cinquante-quatre (54) mois, à compter de la date de démarrage convenue entre les deux (2) parties. Le contrat peut cependant être résilié si les clauses ne sont pas respectées et/ou si les services ne sont pas fournis de manière satisfaisante.

16. Les activités seront réalisées à Port-au-Prince et dans les départements du Nord, du Nord-Est, de l’Artibonite, du Sud et de la Grande Anse, particulièrement dans les communes suivantes:

Département Commune Total

Nord-Est Perches, Trou du Nord, Sainte Suzane, Terrier Rouge, Caracol, Mombin Crochu

6

Nord Limonade, Quartier Morin, Milot, Grande Rivière du Nord, Bahon, St Raphael, Plaine du Nord

7

Artibonite Marmelade, Saint Michel de l’Attalaye 2

Sud Cayes, Torbeck, Chantal, Coteaux, Port-a-Piment, Chardonnieres, Les Anglais, Tiburon

8

Grande Anse Beaumont, Pestel, Roseaux, Jeremie, Moron, Dame Marie, Anse d’Hainault

7

TOTAL 30

V. Rémunération

17. Les paiements au prestataire de Service se feront au prorata du nombre de dépôts effectués par les agriculteurs et au nombre de paiements effectués aux fournisseurs. Le Prestataire de Service présentera un rapport mensuel démontrant l’avancement du traitement des incitations.

18. Le montant de la cotation sera établi sur la base de la prévision du nombre de reçus qui seront émis et des paiements effectués. Il est prévu que ces paiements seront effectués pour le compte de 65 agriculteurs.

VI. Principes et modalités d’inspection

19. Les principes et modalités de l’inspection des Services par l’Autorité Contractante sont:

a) Des visites régulières sur le site Internet du Prestataire de Service afin de vérifier la

promptitude de l’exécution des ordres de paiement;

b) Un suivi détaillé des opérations sur le SIGI;

c) Des analyses mensuelles des états de comptes.

Republic of Haiti



Appendix 12: Compliance with IFAD policies

263


IFAD does not have a precise definition of what is meant by "policy" or "strategy", nor does it 1.

provide a clear distinction between them.87 Nonetheless, it is understood that corporate policies and

strategies88 are the instruments to guide management and staff in the implementation of operational

activities. It is not expected that these instruments act as rigid boxes nor promote a compliance

culture. Rather they need to be considered in the framework of an appropriate context analysis of the

issues that need to be addressed.

Haiti is both a fragile country and a Small Island Developing State (SIDS), highly vulnerable to 2.

external shocks and climate change (CC) effects. With a per capita annual GDP of USD 818 (2015)

and 59% of the population living in poverty (World Bank (WB), 2012), Haiti is the poorest country in

the Latin America and Caribbean region (LAC) and one of the poorest in the world. The UNDP’s

Human Development Index’s socio-economic indicators for 2015 placed Haiti 163rd out of 188

countries89. According to the WB Group90, the poverty rate is even higher (75%) in rural areas, where

access to basic services remains very limited91.

The recent document submitted to the April 2017 session of IFAD's Executive Board, "Tailoring 3.

operations to country context – a holistic approach" has identified the need to sharpen IFAD's

engagement in different categories of countries. However, it did not provide concrete guidance on

how to ensure that IFAD's operations could respond to the specific challenges faced by SIDS.

The following Table lists the actions taken during PITAG's design to meet the provisions of the 4.

IFAD policies and strategies relevant for PITAG. As Components 1 and 2 are mainly concerned with

applied research and training as well as promotion of sustainable agricultural technologies, the

table reflects on policies and strategies relevant for these only.

87 Review of IFAD's operational policies and strategies. Discussion Paper. April 2017. 88 A "Policy" normally provides the guiding principles and rules that help ensure consistency in its operations. IFAD corporate policies often contain a definition, a goal and a purpose, some general principles of engagement, and a review of experience. A "Strategy" on the other hand, normally consists of a comprehensive plan to achieve a desired outcome. While Policies rarely have an expiration date, Strategies are more dynamic and action oriented and are usually adjusted over time as contexts change. 89 UNDP 2016 Human Development Report. 90 Haïti: Des opportunités pour tous-Diagnostic-Pays Systématique, May 2015. 91 In fact, it is estimated that only 10% of the rural population has access to electricity and less than 8% to drinkable water.


Appendix 12: SECAP review note

264

Table 1. Compliance with IFAD's Policies and Strategies

Year Policy/Strategy/Action

Plan

Summary Key Points PITAG's Compliance

2016-

2025

IFAD Strategic Framework The Framework refers to seven SDGs (1,2,5,8,10,13 and 15). Under the strategic vision of "Inclusive

and Sustainable Rural Transformation" it identifies: i) one Overarching Goal "Poor Rural People

Overcome Poverty and Achieve Food Security through Remunerative, Sustainable and Resilient

Livelihoods"; ii) three main Strategic Objectives - SO1 Increase Productive Capacities, SO2 Increase

Benefits from Market Participation, and SO3 Strengthen the Environmental Sustainability and

Climate Resilience of Economic Activities; and iii) five Principles of Engagement - Targeting;

Empowerment; Gender Equality; Innovation, Learning and Scaling up; and Partnership.

The overarching goal, strategic objectives and principles of engagement of

PITAG are aligned with the IFAD Strategic Framework 2016-2025. In

particular, PITAG will support activities to strengthen the productive

capacity and increase the income levels of poor smallholders in rural

communities of Haiti. The new Programme is also aligned with IFAD's

approach to Small Island Development States (SIDS), mainly with respect

to the strategic objective to strengthen resilience to environmental and

climate change and enhance adaptation capacity, through the transfer of

adaptive and innovative technologies. Finally, PITAG is aligned with

IFAD’s approach for Fragile States, which suggests the need for more

cooperation among development partners, for simpler and more flexible

designs, and for special support and resources during implementation.

2004 Rural Enterprise Policy The policy encourages IFAD to follow a holistic approach that would facilitate the access of

entrepreneurial poor people to various business support services (financial and nonfinancial,

including entrepreneurship training, vocational training, access to pro-poor technology and market-

related services), delivered by public or private providers.

PITAG provides poor people with pro-poor technology, in order to allow

them to increase their resilience and reduce their vulnerability to climate

change. 50% of the production supported by PITAG is expected to be for

self-consumption.

2007 Targeting Policy The targeting policy calls for the following measures and methods, depending on the situation:

geographic targeting, enabling measures, empowerment and capacity-building measures, self-

targeting measures and direct targeting. As guiding principles, in all operational situations IFAD will:

focus on rural people who live in poverty and food insecurity and are able to take advantage of the

opportunities offered; expand outreach to proactively include those who have fewer assets and

opportunities (in particular, marginalized groups such as minorities and indigenous peoples); have a

special focus on women within all identified target groups, for reasons of equity, effectiveness and

impact; recognize that relative wealth or poverty can change rapidly; identify and work with

likeminded partners at all levels; pilot and share learning on effective approaches to targeting hard-

to-reach groups; and build innovative and complementary partnerships with actors that can reach

target groups that IFAD cannot reach with the instruments at its disposal. In cases when better-off

people need to be included – because of economic and market interdependencies, or to avoid

conflict, or to engage them as leaders and innovators – the rationale will be provided, and the risk of

excessive benefit capture will be carefully monitored.

PITAG's targeting approach is aligned with the guiding principles set out by

the policy. Geographically, IFAD’s intervention will focus on 8 communes of

the South Department. The South and Grande Anse Departments were

severely affected by Hurricane Matthew in 2016: the losses in agriculture,

fishing and livestock have brought the entire region to its knees, effectively

precipitating 70 per cent of rural households into extreme poverty. The

region, however, is knowledgeable and dynamic, with great potential and

eagerness to come out of poverty. PITAG will target poor rural household

with access to a parcel of land between 0.25 and 0.6 hectares, effectively

excluding the better-off. Contrary to the situation found in other

Departments, in the South 100 per cent of households have access to

land, whether as owners, leaseholders or unofficially recorded users. The

latter are given mountainous, less productive plots owned by local

charities. The distribution of technological packages will be demand-driven

and farmers must first register with the Ministry of Agriculture to participate.

Given the dire economic situation of the Department, beneficiaries will

contribute in-kind 10 per cent of the cost of the packages through time and

labor.

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2007 Innovation Strategy The strategy also makes provisions to encourage IFAD to promote more innovations in its country

program and within the organization. According to the strategy an "Innovation" should be: (i) New to

its context of application. The novelty may refer to country context, scale, domain, discipline or line of

business; (ii) Useful and cost-effective in relation to a goal. An innovation must have positive value

for its users. In the case of IFAD, it needs to empower the rural poor to overcome poverty better and

more cost-effectively than previous approaches; (iii) Able to “stick” after pilot testing. An innovation is

a product, idea or technology with the potential for wide adoption, which it demonstrates through pilot

testing.

The overall goal of PITAG is to increase agricultural income and food

security for smallholder farmers through technological innovation in

agriculture and agro-forestry. Component 1 covers applied research and

training and informs component 2 will progressively provide input for the

technology menu. Synergies are expected through a piloting farmers field

schools. Elements of Component 1 are: a) Applied and adaptive

agricultural research projects developed and implemented by national

and/or international institutions. These research projects will create,

improve and/or adapt sustainable agricultural technologies that will

enhance the supply of technological options available to farmers; b) The

strengthening of the higher education curriculum through activities

conducted within the research projects (scholarships, among others), in

order to improve applied and adaptive research and technology transfer

The institutional strengthening of the MARNDR capabilities in Haiti; c)

Innovation Directorate (ID).

2009 Rural Finance Policy The policy identifies the following giuding principles: i) Support access to a variety of financial

services, including savings, credit, remittances and insurance, recognizing that rural poor people

require a wide range of financial services; ii) Promote a wide range of financial institutions, models

and delivery channels, tailoring each intervention to the given location and target group; iii) Support

demand-driven and innovative approaches with the potential to expand the frontiers of rural finance;

iv) Encourage – in collaboration with private-sector partners – market based approaches that

strengthen rural financial markets, avoid distortions in the financial sector and leverage IFAD’s

resources; v) Develop and support long-term strategies focusing on sustainability and poverty

outreach, given that rural finance institutions need to be competitive and cost-effective to reach scale

and responsibly serve their clients; and vi) Participate in policy dialogues that promote an enabling

environment for rural finance, recognizing the role of governments in promoting a conducive

environment for pro-poor rural finance.

Under PITAG IFAD is accepting a matching grants scheme for technology

transfer (with 10% beneficiary participation) to allow project

implementation, since IFAD’s target population does not have access to

credit from local financial institutions. Under the previous IFAD programme

PAIP it became clear that rural credit institutions in Haiti are not sufficiently

developed and are too risk averse to support the introduction of new

agricultural technologies. Very few lines of credit were granted and the

creation of rural credit institutions proved to be not sustainable due to the

lack of enough sustainable businesses in rural areas. Also, IFAD’s target

population (the poor) typically does not have the guarantees i.e. (collateral)

requested by banks92

. It is expected that once the smallholders improve

their income levels due to the innovative technologies, they could in the

future access the financing provided by local credit unions.

2010 Climate Change Strategy The first purpose of the strategy is to support innovative approaches to helping smallholder farmers

build their resilience to climate change. Priority will be to ensure that project identification, design

(including quality assurance), and implementation are based on an understanding of climate change

in a local context, how it affects different categories of poor rural people, and women as compared

with men. Rather than special treatment for climate change, this requires including it alongside other

relevant project risks and opportunities.

IFAD has done additional work compared to the IDB, especially with

respect to the climate risk assessment. Based on the extreme weather

events observed repeatedly in recent years (hurricanes Matthew in

October 2016, Maria and Irma in October 2017), IFAD’s Climate risk

assessment resulted in a high risk classification. This has led IFAD to

propose a special climate risk mitigation study (to be entirely funded by

IFAD, which has the objective to identify mitigating measures to be carried

out during project implementation), as well as to suggest the addition of an

environmental specialist to the PEU. All research projects under

92 The use of matching grants has also recently been accepted for an IFAD project (SAEP) in Grenada (an UMIC) and by the World Bank in Grenada and Saint Vincent and the Grenadines, based on evidence that commercial banks and credit unions remain reluctant to provide credit to the rural poor (because of high defaults on past loans and the recognition that farming is a high-risk sector).



266

Component 1 will include climate considerations and foster adaptation and

mitigation measures. The proposed agricultural research topics will be

developed with the objectives to increase agricultural productivity and

enhance the resilience of production systems to various risks (climate

change, loss of fertility / erosion, water management / irrigation / flooding,

markets and commercialization, phytosanitary risks, etc.).

2011 Environment and NRM

Strategy

The goal of the ENRM strategy is "to enable poor rural people to escape from and remain out of

poverty through more-productive and resilient livelihoods and ecosystems". The purpose is "to

integrate the sustainable management of natural resources across the activities of IFAD and its

partners". In addition, the strategy highlights 10 core principles that call for IFAD's support to, among

which: i) Scaled-up investment for sustainable agricultural intensification; ii) Climate-smart’

approaches to rural development; iii) Greater attention to risk and resilience in order to manage

environment- and natural-resource related shocks; iv) Engagement in value chains to drive green

growth; v) Improved governance of natural assets for poor rural people by strengthening land tenure

and community-led empowerment; vi) Livelihood diversification to reduce vulnerability and build

resilience for sustainable natural resource management; vii) Equality and empowerment for women

and indigenous peoples in managing natural resources. Finally the policy includes best-practice

policy statements guiding IFAD's action in: Crop Production; Livestock; Value Chain; Biodiversity;

Land, Water; Fisheries and Aquaculture; Forestry; Energy, Infrastructure and Rural Finance.

PITAG recognizes the sustainability challenges facing of its interventions in

rural Haiti and based on lessons learnt from earlier programmes, has

included various actions to enhance sustainability. The most important

aspect of the programme that it promotes only environmentally sustainable

production technologies that will support productivity increase while

enhancing the natural resource base of the communities. This is done

while incorporating the identified climate risks and mitigation measures in

the intervention areas.

2012 Gender Equality and

Women's Empowerment

Policy

The policy aims at promoting gender equality and strengthen women’s empowerment in poor rural

areas. This will be achieved through three strategic objectives: Strategic objective 1: Promote

economic empowerment to enable rural women and men to have equal opportunity to participate in,

and benefit from, profitable economic activities. Strategic objective 2: Enable women and men to

have equal voice and influence in rural institutions and organizations. Strategic objective 3: Achieve

a more equitable balance in workloads and in the sharing of economic and social benefits between

women and men.

As a result of the gender gap assessment conducted by the IDB and of the

findings of the design mission, the following activities will be included in the

project, with the objective of reducing gender inequalities and promoting

women’s participation: (i) the programme will develop a comprehensive

communication strategy to reach women and youth, with a focus on those

who are not members of producers’ organizations and who do not have

access to mainstream channels of information. Alternative spaces for

disseminating information will be explored such as schools (by providing

information to children to take home), markets, water points, where women

tend to be more present than men. The programme will also ensure that

informal youth and women’s groups are invited to the information sessions;

(ii) financial resources will be allocated to five applied research projects,

with the objective of developing new agricultural technologies that are

directly targeted towards women’s needs or crops usually grown by

women; (iii) post-harvest technologies that are targeted towards

agricultural activities usually conducted by women (i.e. mills and moisture

meters) will be promoted; (iv) the agroforestry packages will include crop

varieties aiming to reduce food insecurity (such as moringa and mirlinton),

which are usually grown by female farmers; (v) the programme will include

affirmative action measures such as providing daycare services and

nutritious meals for children during training sessions and meetings; (vi) the

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programme will provide training on household methodologies to farmer

field schools’ facilitators, to enable them to introduce a module on intra-

household gender relations, engagement and empowerment of all

household members toward realizing a shared vision; (vii) a system of

quotas will be put in place to ensure that, for the IFAD-funded Department,

50 per cent of the packages are reserved for women farmers and that

within each group, 20 per cent are under the age of 25; and (viii) the

Programme will be monitored and evaluated using sex-disaggregated

indicators.

2016 Mainstreaming Nutrition IFAD is requested to work to achieve the following strategic outcomes:(i) Nutrition-sensitive projects

shape agriculture and food systems in ways that contribute to nutritious diets; (ii) Projects promote

behaviour-changing communications to improve food choices and related preparation and post-

harvest practices; (iii) Projects promote the equality and empowerment of women in ways that help

them improve nutrition for themselves, their children and their families; (iv) Activities in policy

engagement, advocacy and partnerships, as well as research and knowledge management,

contribute to better governance, a supportive enabling environment for projects and more effective

projects.

PITAG will not be classified as one of the nutrition-sensitive projects in

IFAD's portfolio. However, a module on nutrition and dietary diversity in the

Farmer’s Field School will promote the cultivation of high value nutrition

crops and develop capacity on healthy diets.

2017 Mainstreaming Youth Investing in and harnessing the potential of rural youth will be essential to sustain dynamic rural

economic growth in the future, making them a priority group for IFAD. Increasing attention to rural

youth, particularly in countries where strong rural population growth is projected, will also be

important to mitigate pressure on land, natural resources and labour markets, and stem

unmanageable patterns of rural-urban migration. In promoting youth-sensitive development, IFAD

will more consistently incorporate the needs and aspirations of young people into its operations, and

pay closer attention to identifying and creating rural employment and enterprise options appropriate

to them, in both the farm and the non-farm sector.

To ensure that technological packages distributed through the programme

are relevant to this group, IFAD will conduct a study in the South to identify

attractive activities for young women and men, in view of promoting

specific packages and/or adjusting the technological packages offered

based on the results of the study.



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Operation description

1. The Government of Haiti and IDB have agreed on enacting a Program for Technology Transfer

for Small Farmers (PITAG), with the objective of contributing to improved sustainable agricultural

income and food security. The executing agency will be the MARNDR, specifically through the

existing Program Executing Unit (PEU) that managed the “Technology Transfer to Small Farmers

Program” (PTTA) and “Reinforcement des Services Publics Agricoles (RESEPAG)”, which was

established under PTTA – a similar operation. PITAG builds on lessons learned from PTTA, in

particular it will provide a menu of technologies that contribute to climate change adaptation and

environmental protection, reforestation of mountainous areas to reduce soil erosion and generate

strong positive environmental externalities.

2. PITAG is comprised of two main components, (i) applied research and training for the

development and adoption of sustainable agriculture technologies, including the institutional

strengthening of the MARNDR Innovation Directorate; (ii) the promotion of the use of sustainable

agriculture technologies by smallholder farmers in Haiti. IFAD is joining the project by financing the

intervention in the southern department in the region of Les Cayes (see orange section in Figure 1).

3. Component 2 of PITAG will offer some of the technological packets that were financed in

PTTA. These “packets” constitute a range or “menu” of crop system types that the farmer can select

according to their preference and local conditions to promote agroforestry and perennial crops.

Specifically, PITAG will offer seven technological packets: jardin créole packet (agroforestry with

avocado, coconut, mango, cashew, fuelwood, yam, banana, pineapple crops); cocoa packet; fruit tree

packet (including off-season mango and avocado varieties); sugar cane packet (for artisanal sugar

and syrup production); pineapple cane packet; timber wood packet; fodder/feed packet. In the South

Department, in which IFAD financing will be applied, five technological packages will be offered

(excluding the sugar cane and pineapple cane packets).

4. Project Location: The MARNDR decided to group the intervention within four regional blocks.

These blocks will be tendered separately to recruit service operators (OPS).

Block 1: the municipalities of Artibonite and North (except Lemonade and Quartier

Morin);

Block 2: the communes of North East and the communes of Limonade and Quartier

Morin;

Block 3: the communes of the Southern Department;

Block 4: the communes of Grande Anse.

5. IFAD activities will be concentrated in the Southern Department. The total area of intervention

at the end of year five is shown in figure 1 (Orange area).

Figure 1. PITAG intervention area, from IDB methodology to

determine the number of technical packages per communal

section (Orange area)

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I. Major landscape characteristics and Issues (Social, natural resources, and climate)

A. Socio-economic context

6. General Overview. The Republic of Haiti, is a country located on the island of Hispaniola in

the Greater Antilles archipelago of the Caribbean Sea. It occupies the western three-eighths of the

island, shared with the Dominican Republic. Haiti is 27,750 km2 in size and has an estimated 10.8

million people 93, making it the most populous country in the Caribbean Community (CARICOM) and

the second most populous country in the Caribbean as a whole. The country has a high density of

382/km2, 56% higher than Dominican Republic and 72% higher than Cuba. Haiti has been identified

as an extremely fragile country by IFAD (included in the list of countries with most fragile situations).

With a GDP of $7.897 billion and a GDP per capita of $818, Haiti is one of the world's poorest

countries and the poorest in America; corruption, poor infrastructure, lack of health care and lack of

education are cited as the main sources of poverty. The economy receded after the 2010

earthquake due to the extensive damage to infrastructure and the subsequent outbreak of cholera.

Haiti ranked 163rd of 182 countries in the 2016 United Nations Human Development Index, with

57.3%94 of the population being deprived according to at least three of the HDI's poverty measures.

7. Land Tenure. MARNDR does not have an official register for Land rights. Land properties have

long favored those with access to title, which is granted through surveyors, lawyers, and notaries. The

legal system’s inability to efficiently resolve land disputes and the outdated cadastral map collude to

further inhibit land rights. Land conflicts are mostly in the north and in the Antimonite region, while

IFAD’s intervention area in the South Department has a clear land property system with no land

conflicts in recent years.

8. Migration pattern. Haiti is experiencing a strong emigration rate (1.5 migrants/1,000 population

every year), who constitute a diaspora and a large migrant population moving mostly in the Caribbean

region, particularly to the Dominican Republic and to the United States, Canada, France and more

recently to countries in South America, such as Chile, Ecuador and Brazil (according to the NGO

OREB). Haitian emigration is not an exclusively international phenomenon; with reference to the

southern department, internal migration represents a significant portion of all population movements,

with consistent flows moving from the countryside to Les Cayes, and to the capital Port-au-Prince.

9. Health. Haiti reports some of the world’s worst health indicators, which continue to inhibit the

country’s development. While Haiti has struggled with poor health outcomes for generations, the

health system was further debilitated by the 2010 earthquake, which demolished 50 health centers,

part of Haiti’s primary teaching hospital, and the Ministry of Health. Only a few months later, Haiti’s

health care network was further strained by the country’s first cholera outbreak in a century. In the

wake of hurricane Matthew (2016), significant challenges remain to increase access to and utilization

of improved water and sanitation services, which are key to improving health and well-being.

10. Pollution. In Haiti’s urban areas, waste management is a major challenge, especially in Port-au-

Prince, the largest city in the world without a sewer system. In the South region, solid waste clogs

urban waterways and leads to the spread of waterborne diseases. Landfills are few and do not meet

the needs of most municipalities. Medical waste is frequently left untreated. With incinerators in

disrepair waste is often dumped into open pits to burn or float away during flash floods.

B. Natural resources management

11. Deforestation and soil erosion. In 1923 over 60% of Haiti's land was forested. Since then

deforestation has been significant and is commonly seen as a severe environmental problem.

93 "World Population Prospects: The 2017 Revision". ESA.UN.org (custom data acquired via website). United Nations Department of Economic and Social Affairs, Population Division. Retrieved 10 September2017. 94 http://hdr.undp.org/en/countries/profiles/HTI

https://en.wikipedia.org/wiki/Hispaniola

https://en.wikipedia.org/wiki/Greater_Antilles

https://en.wikipedia.org/wiki/Caribbean_Sea

https://esa.un.org/unpd/wpp/DataQuery/

https://en.wikipedia.org/wiki/United_Nations_Department_of_Economic_and_Social_Affairs

https://en.wikipedia.org/wiki/United_Nations_Department_of_Economic_and_Social_Affairs



270

Haitians burn wood charcoal for 60% of their domestic energy production.95 In 2006, the country was

claimed to have less than 2% forest cover.96 Although significantly deforested, this estimate was

challenged as being incorrect due to unsubstantiated research. Recent in-depth studies of satellite

imagery and environmental analysis regarding forest classification conclude that Haiti has

approximately 30% of tree cover (Tarter et al)97. Nonetheless, the unsubstantiated 2% estimate has

been widely circulated in the media and in discourse concerning the country.98 The most direct effect

of deforestation is soil erosion with an estimated 15,000 acres (61 km2) of topsoil that are washed

away each year99, with erosion also damaging other productive infrastructure such as dams, irrigation

systems, roads, and coastal marine ecosystems.100 Soil erosion also lowers the productivity of the

land, worsens droughts, and eventually leads to desertification, all of which increase the pressure on

the remaining land and trees.101 The soil erosion released from the upper catchments and

deforestation have also caused periodic and severe flooding in Haiti. In May 2004, floods had killed

over 3,000 people on Haiti's southern border with the Dominican Republic.102

12. Biodiversity. In spite of severe environmental degradation problems, Haiti has, together with the

Dominican Republic, the second most diverse flora in the Caribbean (CBD, 2017). Floristic studies

among the vascular plants invariably reveal new species, particularly in biologically rich areas. The

island of Hispaniola is home to more than 6,000 species of plants, of which 35% are endemic.

Concerning Fauna, overall the Haitian landscape hosts, according to the Holdridge classification

based on climate factors, a total of nine zones, which supports the diversity of forest formations. The

country boasts a rich fauna as well, with more than 2000 species of vertebrates, of which 75% are

considered endemic; and 220 species of birds. The country's originally high biodiversity is due to its

mountainous topography and fluctuating elevations, in which each elevation harbors different

microclimates. The country's varied scenery includes lush green cloud forests (in some of the

mountain ranges and the protected areas), high mountain peaks, arid deserts, mangrove forest, and

palm tree-lined beaches.103 Some of the major factors and driving forces that have contributed to

biodiversity loss in Haiti include: poverty and population growth that negatively impact natural

ecosystems and drive the erosion of biological diversity; introduction of alien species; habitat

fragmentation due to increasing pressure from the agricultural sector and other human activities

(CBD, 2017).

13. Conflicts over the use of resources. in the Southern region, the Macaya National Park

(established in 1983) contains Haiti's last primary forest and is a hot spot of global biodiversity,

containing endemic species of orchids, mammals and the largest concentration of endemic

amphibians in the world. Makaya National Park is also an important source of fresh water. The rainfall

here equates to an average of 4,000 mm3 per year, feeding the seven major rivers in the

southwestern peninsula of Haiti with fresh water. Unfortunately, timber harvesting for the coal and

construction industries, as well as the burning of the forest for agricultural and pastoral land

expansion are some of the biggest threats to the forests of Makaya National Park. This has led to

environmental degradation, deforestation and landslides, and accelerated erosion of the mountain soil

and ecosystem. Platon formons and Lepretre Cannon are two villages that are particularly affecting

95 Jake Kheel. "The charcoal war". LatinAmericanScience.org. Retrieved 13 February2017. 96 Country Profile: Haiti. Library of Congress Federal Research Division (May 2006). This article incorporates text from this source, which is in the public domain. 97 "Haiti Is Covered with Trees". EnviroSociety. Tarter, Andrew. Retrieved 19 May 2016. 98 O'Connor, M.R. (13 October 2016). "The world’s favorite disaster story - One of the most repeated facts about Haiti is a lie". VICE News. Retrieved 13 February2017. 99 Malik, Boulos A. "Forestry". A Country Study: Haiti(Richard A. Haggerty, editor). Library of CongressFederal Research Division (December 1989). This article incorporates text from this source, which is in the public domain. 100 Activity Data Sheet: Haiti – Environmental Degradation Slowed, 521-S002. USAID FY 2000 Congressional Presentation. This article incorporates text from this source, which is in the public domain. 101 Malik, Boulos A. "Forestry". A Country Study: Haiti(Richard A. Haggerty, editor). Library of CongressFederal Research Division (December 1989). This article incorporates text from this source, which is in the public domain.[1] 102 "Deforestation Exacerbates Haiti Floods". Usatoday.com. 23 September 2004. Retrieved 24 July2013. 103 Kiskeya Alternative http://kiskeya-alternative.org. "Can Haiti dream of ecotourism ? - Paul Parisky, Kiskeya Alternativa's publications". Kiskeya-alternative.org. Retrieved 2010-01-14.

http://latinamericanscience.org/2014/03/the-charcoal-war/

http://lcweb2.loc.gov/frd/cs/profiles/Haiti.pdf

https://en.wikipedia.org/wiki/Library_of_Congress

https://en.wikipedia.org/wiki/Federal_Research_Division

http://www.envirosociety.org/2016/05/haiti-is-covered-with-trees/

https://news.vice.com/story/one-of-the-most-repeated-facts-about-deforestation-in-haiti-is-a-lie

https://news.vice.com/story/one-of-the-most-repeated-facts-about-deforestation-in-haiti-is-a-lie

http://lcweb2.loc.gov/frd/cs/httoc.html




http://www.usaid.gov/pubs/cp2000/lac/haiti.html

https://en.wikipedia.org/wiki/USAID

http://lcweb2.loc.gov/frd/cs/httoc.html




http://lcweb2.loc.gov/frd/cs/about.html

https://www.usatoday.com/weather/hurricane/2004-09-23-haiti-deforest_x.htm

http://kiskeya-alternative.org/

http://kiskeya-alternative.org/publica/diversos/haiti-dream-ecotourism.html

http://kiskeya-alternative.org/publica/diversos/haiti-dream-ecotourism.html

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the Makaya Park. Stimulating socio-economic development in the lower altitudes is crucial to address

these threats. Aimed at supporting the management and healthy development of the park in the

future, the Makaya National Park Management Plan was adopted thanks to the efforts of UNEP and

other organizations in 2015. The Macaya National Park Management Plan provides an overview of

specific efforts to improve the standard of living of the population living around and within park

boundaries, as well as to ensure the protection and regeneration of the park's natural resources.

14. General Overview of the IFAD project Area. 8 communes in the South department (Les Cayes,

Torbeck, Chantal, Coteaux, Port-a-Piment, Chardonnieres, Les Anglais et Tiburon) mainly divided in

the following four areas:

15. (i) The plains of Cayes. (approx. 35.000 ha) The plain in the South totals more than 5,000

hectares. The irrigated areas of the project are around the permanent river known as the South

Ravine (Avezac perimeter) and produce mainly maize, hot pepper and livestock. This area recurrently

suffers of water shortages and has been severely affected by a drought in 2015. The area is also

characterized by a strong and uncontrolled process of urbanization.

16. (ii) The area of Torbeck. The lower part is mostly irrigated for rice-growing purposes, with the

newly built irrigation systems having been financed by the Taiwanese cooperation through the

Torbeck Rice Production and Marketing Project. This area is also characterized by an abundance of

water, with reduced drainage systems resulting in increasing soil salinity. In other irrigated areas, the

cultivation of cereals, maize and sorghum in pure cultures dominates. Beans and vegetable crops are

present between November and April (leek, carrot, tomato, amaranth). In rain fed areas, rainfall is

between 1300 and 1600 mm and there are associated crops of maize, sorghum and Congo pea

(Cajanus). The crop rotation results in higher risks of soil degradation and flooding in higher altitudes,

since the absence of perennial roots in steep slopes increases the risk of landslide and soil nutrient

retention (i.e. closer to the Makaya National Park).

17. (iii) The Chantal Commune. Usually between 200 and 600 m above the sea level, the annual

rainfall is in the range of 1400 to 2000 mm. The lower section is characterized by irrigated systems

with some water shortages in the dry seasons. A major issue in this area is the expanded river bed

characterized by strong accumulation of debris in the river beds. Although seriously affected by

hurricane Matthew, the highlands are characterized by extensive agroforestry systems, producing

mangoes, breadfruit, avocados, citrus fruits, cashew nuts and forest trees. The National Water

Management Plan baseline study indicates that more than 50% of the South Ravine watersheds have

significant tree or shrub cover. Banana, yam and beans are planted on the lower floors of the plots

under tree cover. Further up towards the Carrefour Cannon section lies the Makaya National Park

buffer zones characterized by very steep inclinations (higher than 30%). The river bed lies at the

same level of the road with a high amount of sediment and stone – implying a high risk of flooding.

Furthermore, human pressure is exacerbating the risk of erosion due to the deforestation of internal

zones of the park for fuel wood, and the subsequent plantation of black beans and tuberous that

decrease soil stability.

18. (iv) Camp-Perrin. The production of wood for sale in Cayes and Port-au-Prince of poles, boards

and coal is also significant in the municipalities of Camp-Perrin. The main forest species are ash,

cassia, acacia and Honduras oak. The last three are species introduced by projects in the 1980s and

then domesticated by farmers. Note also for multi-year crops, the recent extension of Napier

(elephant grass) crops for grazing cattle, which allow up to three harvests per year of tall grass in the

lowland areas in the gullies. Annual crops are mainly maize in association with beans and sweet

potatoes in the wetter parts, and in association with cassava and pigeon peas in the lower rainfall

areas.

C. Climate

19. This section assesses the overall climate in Haiti adding where possible a small note on IFAD

project area.



272

20. Current Climate. Thanks to the orography, the climate of Haiti can be divided in two: in the

mountainous regions of Haiti the subtropical climate prevails, whereas the tropical regime dominates

in the plains. The island is subject to variability caused by El Niño conditions. The rainy season is

long, especially in the northern and southern parts of the island, with two sharp peaks occurring

between March and November.

Figure 2. Average temperature trends °C/Decade) for the period 1970-2013. Black dots show trends 95% significant

Figure 3. Average monthly rainfall (mm) between the years 1970-2013

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Figure 4. Trends on average decade rainfall. Black points show significant trends above 95%

21. Past trends. The trend of temperature for the period 1970-2013 shows major values at

0.1°C /decade only in the north and south of the country (Fig. 2). The major value is 0.14°C/decade.

Considering a constant increase of 0.12°C/decade means that in 100 years the average temperature

will have increased by 1.2 degrees (PANA, 2017).104.

22. The average monthly precipitation for the period 1970-2013 indicates that the precipitation

varies between 70 and 190 mm/month depending on the region considered (Fig. 3). The wetter

regions are in the south (IFAD Region), while the drier ones are in the north.

23. The precipitation trend indicates that there were no major changes in the mean precipitation

between the years 1970-2013. Increased precipitation trend values (Fig. 4) are significant only in the

south-east of the country during the summer (June-July-August) and in the south-central region of Les

Cayes (IFAD intervention area).

24. Future Projections. Analysis of the change of temperature in the future shows a very clear

signal (according to the model PRECIS forced by Echam105) that the average annual temperature will

increase between 2.8°C and 4.7°C for the end of the century (decade 2090-2100) according to one

scenario and between 1.6 and 4.2 ° C depending on another scenario106. This warm-up will be faster

in the warmer seasons (JJA and SON), but will also be very important in the other two quarters of the

year. The regions in the east of the country will be those in which temperatures increase most, while

the region in the west (including IFAD’s project area) appear to have a lower increase in temperature.

Very similar results are produced by PRECIS when forced by Hadley107, which reinforces the reliability

of the results. The analysis of precipitation, on the other hand, does not show a very clear signal: the

results of the model do not show a significant change by 2030. By 2050, Rainfall projections show

decreases in rainfall during June-August, while rainfall projections during the remainder of the year

104 FAO, 2017. Plan d'action national d'adaptation en Haiti. 105 http://precis. caribbeanclimate.bz/countries-outputs IFAD andince-resence outside the capital. 106 Martin Saraceno, Analyse Climatique d’Haiti - Table 1 and Figure 1.1, AII. FEM, PNUD, 2014 107 Martin Saraceno, Analyse Climatique d’Haiti - Table 1 AII. FEM, PNUD, 2014



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are less certain [GFDRR]. Under RCP4.5 projections, the ensemble median projection for annual

rainfall at mid-century is approximately the same as the historical baseline, with small decreases in

some months [CCKP]. Under RCP8.5 projections, the ensemble median projection for annual rainfall

at mid-century is a decrease (country-wide) between May and November. The total annual projected

decrease in precipitation under this scenario is approximately 43 mm (USAID Climate factsheets).

25. Effects of climate change. Haiti’s position as a Small Island Development State (SIDS) makes it

particularly vulnerable to the effects of climate change. Factors that make Haiti more vulnerable than

other Caribbean nations, such as the Dominican Republic, are its higher population density, extensive

deforestation, extreme soil erosion, and high income-inequality.108 Several effects of climate change

that Haiti is already experiencing include increased average temperatures, sea-level rise, increased

intensity of tropical storms, depleted coral reefs, and desertification. The combination of increased

temperatures and decreased rainfall will likely lead to the intensification of drought conditions,

especially in the center of the country (USAID, Haiti climate factsheets)109. According to the World

Bank CC knowledge portal110, climate change predictions for 2050, more than 50% of Haiti will be in

danger of desertification. The frequency of hot days and nights has increased, while the frequency of

cold days and nights have steadily decreased (USAI Factsheet). Sea-level rise is projected to rise

between 0.13 and 0.56m by 2090111. The US Climate Change Science program estimates that with

each 1-degree Celsius increase in temperature, hurricane rainfall will increase by 6-17% and

hurricane wind speeds will increase by 1-8%.

26. Effects on Agriculture. Roughly 40% of the total land in Haiti is farmed, with agriculture being

the basis of the country’s economy. Given agriculture’s high dependence on natural ecosystem

services, farming systems are at high risk to be negatively affected by climate change and climate-

induced shocks112. Figure 5 shows the national multi-risk vulnerability map produced in 2009 and we

can observe the high vulnerability present in IFAD’s intervention area in the South.

Figure 5. 2009 national multi-risk vulnerability map. Source: CNSA/FEW NET

108 Sheller, M., & Leon, Y. (n.d.). Uneven socio-ecologies of Hispaniola: Asymmetric capabilities for climate adaptation in Haiti and the Dominican Republic. Geoforum. Retrieved from ScienceDirect database. 109 USAID - Climate Change Information Fact Sheet HAITI 110 Climate Change Knowledge Portal". sdwebx.worldbank.org. Retrieved 2016-11-13. 111 "Climate Change Knowledge Portal". sdwebx.worldbank.org. Retrieved 2016-11-13. 112 Rhiney, Kevon (2015-03-01). "Geographies of Caribbean Vulnerability in a Changing Climate: Issues and Trends". Geography Compass. 9 (3): 97–114. ISSN 1749-8198. doi:10.1111/gec3.12199.

http://sdwebx.worldbank.org/climateportal/countryprofile/home.cfm?page=country_profile&CCode=HTI


http://onlinelibrary.wiley.com/doi/10.1111/gec3.12199/abstract


https://en.wikipedia.org/wiki/International_Standard_Serial_Number

https://www.worldcat.org/issn/1749-8198

https://en.wikipedia.org/wiki/Digital_object_identifier

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27. Climate change increases the risks of hunger and has a significant impact on the lives and

livelihoods of the most vulnerable and food-insecure communities, particularly the rural poor. It is

estimated that 6.6 million people out of a total population of 10.2 million are food insecure, including

4.0 million in rural areas and 2.6 million in urban areas. Of this total, 5.1 million people are moderately

food insecure and 1.5 million are severely food insecure, affecting 52% of women (IFAD, 2012).

28. Food security is poor in the immediate aftermath of natural disasters, and more erratic and

unpredictable rainfall will place strain on the agriculture industry in the future. Following the hurricanes

of 2012, about 70% of Haitian residents reported suffering from moderate or severe hunger, and more

than two thirds of farmers reported having crops destroyed, losing materials to plant new crops,

and/or losing farming equipment.

29. An early warning system (EWS) to aid farmers in preparing for these natural disasters would be

an efficient way to reduce the impact of storms on the agricultural system. The on-going IADB

financed “Natural Disaster Mitigation Program II” (USD 47 million) includes the development of a

simple community-based EWS. The farming sector will also have to build resilience against drought

and water scarcity as rainfall patterns change. Drought particularly affects the Northwest, Antimonite,

and Centre departments of Haiti. Erratic rainfall patterns and poor water management infrastructure

cause droughts, which destroy crops, reduce agricultural production, and decrease food security.

30. IFAD intervention area is not historically prone to drought, yet, in 2015 a severe drought has

affected the area of Les Cayes and Les Anglais. Improved infrastructure could play a role in

increasing food security, as Haiti largely relies on small rural farms and struggles to transport enough

food from the countryside to village markets and urban centers. Specific improvements needed to aid

the Haitian food system are improved public infrastructure and more paved roads.113

31. Natural Disasters. As a small Caribbean island, Haiti is often the victim of intense natural

disasters such as hurricanes, tropical storms, and earthquakes, which have a large impact on both

Haiti’s environment and its citizens.

Figure 6. Hurricane trajectories 1953-2015 (MPCE, PNUD. 2017)

32. Figure 6 shows the trajectories of the hurricanes since 1953 and it can be observed that the

four project areas have been affected by hurricanes. Hurricane Matthew of 2016 and the two 2017

hurricanes Irma and Ophelia (that did not affect Haiti in a severe way) are not included in figure 6. The

113 Kolbe, A., Puccio, M., & Muggah, R. (2012, December). After the storm: Haiti's coming food crisis. Retrieved from Eldis database.



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intensity of Atlantic hurricanes in Haiti has increased substantially since 1980. These storms

frequently result in loss of human life, loss of livestock, destruction of agriculture, soil erosion, a spike

in water-borne diseases, and decreased food security.114 Tropical storms often also lead to flooding,

which is one of the leading causes of vulnerability in Haiti. In particular, flooding often occurs in Haiti’s

most populous cities, which are located in valleys along the coast. Large amounts of rain, barren hills

resulting from deforestation, and poor drainage infrastructure leave Haiti especially susceptible to

flooding after tropical storms.115

33. From 1980-2009, Haiti had more deaths due to natural disasters than any other country in the

insular Caribbean116. The majority of deaths were caused by flooding or landslides, which resulted

from the heavy rains of tropical storms combined with the steep slopes left uncovered from

deforestation.117 Poor infrastructure makes it difficult for people to cope with natural disasters on a

basic level. A significant reason why other Caribbean countries experience lower death rates than

Haiti is that their investment in physical infrastructure and human resources have led to risk reduction

and successful disaster risk management.

34. On January 12, 2010 a magnitude 7.0 earthquake struck Haiti about 15 kilometers southwest of

the capital, Port-au-Prince. A United Nations report estimated that more than 222,000 people were

killed and almost 2.3 million were left homeless. The Departments of West and Nippes (Southern

Haiti) were most directly affected by the earthquake. The earthquake caused severe damages to

homes, potable water supplies, and infrastructure. There were significant losses of seeds, agricultural

tools and livestock.

35. On October 4, 2016 Hurricane Matthew hit Haiti near Les Anglais (IFAD project area), making it

the worst hurricane to strike the nation since Hurricane Cleo in 1964. With all of the resources in the

region destroyed, Haiti received aid from the United Nations of around US$120 million. The death

total was approximately 3,000 and thousands of people were displaced due to damage to

infrastructure. Also, the cholera outbreak has grown since the storm hit Haiti and only recently

appears under control . With additional flooding after the storm, cholera continued to spread beyond

the control of government officials. The storm also caused damage to hospitals and roads which

created a larger problem in helping victims and moving resources. IFAD’s PITAG project intervention

area has hence been strongly impacted by the devastation and damage that Hurricane Matthew

caused.

II. Potential project’s social, environmental, and climate change impacts and risks

A. Key potential impacts

36. The project is expected to have positive environmental and social benefits including improved

critical ecosystem services, such as soil and water retention capacities of the watersheds, that

prevent flooding and losses of soil fertility. Through the development of agroforestry systems, PITAG

and its technological packets will promote reforestation of watersheds, contributing to healthy

ecosystem services, as well as carbon sequestration to combat climate change. The project is

intended to also have positive socio-economic impacts on rural populations including improved food

security and incomes, as a result of improved agricultural productivity and income/crop diversification.

There are no direct negative impacts foreseen in this project. There is no risk of resettlement in this

operation nor any risk of loss of livelihood. IFAD Indigenous Peoples policy is not triggered. There is

no risk of use of pesticides or excessive pollution.

114 "Climate Change Knowledge Portal". sdwebx.worldbank.org. Retrieved 2016-11-13. 115 "Climate Change Knowledge Portal". sdwebx.worldbank.org. Retrieved 2016-11-13. 116 Rhiney, Kevon (2015-03-01). "Geographies of Caribbean Vulnerability in a Changing Climate: Issues and Trends". Geography Compass. 9 (3): 97–114. ISSN 1749-8198. doi:10.1111/gec3.12199. 117 Rhiney, Kevon (2015-03-01). "Geographies of Caribbean Vulnerability in a Changing Climate: Issues and Trends". Geography Compass. 9 (3): 97–114. ISSN 1749-8198. doi:10.1111/gec3.12199.















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37. The main environmental and social concerns have a limited risk. However, possible impact and

mitigation measures are included in the ESMP matrix in annex 2. These risks include:

(i) Water quality and availability

a. Related Activities: Motor water pumps (600 pumps) for irrigation purposes will be

provided in the PITAG project.

b. Potential Impacts: Overuse and exploitation of water sources that impact the quantity,

quality or availability of water resources. This risk is present in the IFAD intervention area

since 206 pumps will be distributed in the South. The Risk is limited since the Region is

characterized by an sufficient amount of water.

c. Mitigation Measures: (i) Prepare a Water Resources Assessment to determine water

sources, which will be included in the climate risk assessment; (ii) monitor water

resources based on baseline from the assessment; (iii) in case the water need

assessment deems it necessary, further mitigation techniques could be: (a) Information

dissemination on adequate water pump use; (b) limit the number of water pumps (c) use

the Cocoon planting technique 118 (see ESMP in Annex 2).

(ii) Overlap of protected and project areas

a. Related Activities: PITAG zones of intervention could occur near protected areas (i.e. the

buffer zone of the Makaya Park), which may conflict with the objectives of protected area

management plans (particularly, the protection of biodiversity).

b. Potential Impacts: Conflict with protected areas; detriment to conservation efforts; loss of

biodiversity; disequilibrium of natural flora and fauna.

c. Mitigation Measures: (i) Protected area zoning limits and buffer zones must be

respected; PITAG will ensure that no intervention is executed within a protected area but

only in the buffer zones; in protected areas with a management plan, the intervention

area will only be within the agricultural approved zone (i.e. according to the management

plan119); (ii) Monitoring to ensure zero deforestation (both inside and outside of

protected areas); (iii) follow the operative objective (12th) of the Makaya national park,

which clearly states: ”Diversify income sources and promote sustainable agriculture for

soil restoration and woody cover in the buffer zone of the park”, this objective is clearly in

line with PITAG general objective; (iv) Proper consultation and coordination between the

PITAG executing agency and park management authority is vital (See National

management plan of the Macaya Park and of the region of Lepretre Cannon and Platons

Formon). According to the NGOs ORE and OREB, the area in the buffer zones of the

Makaya national park has no background in the use of agrochemicals. No pesticides or

fertilizer are foreseen under the PITAG packages, while capacity building activities

(including Farmer Field Schools) should promote sustainable practices free of pesticides

and fertilizer.

(iii) Introduction of invasive species

a. Related Activities: There is certain concern that the energy forest packet (one of the

technological packages foreseen under PITAG) will promote the use of invasive species.

In particular, this energy forest package is suitable for less fertile soils or drier hillsides in

those municipalities, where food crops are riskier and less productive. It has the

advantage that it offers a guaranteed income even in the drier year.

118 Land Life Company’s Cocoon technology is a 100% biodegradable incubator for young tree seedlings that is used to plant trees in dry and degraded areas, using only 25 liters of water per tree one-off. 119 See Makaya national park management plan, produced by UNEP in October 2015.



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b. Potential Impacts: Disequilibrium of flora and fauna; loss of biodiversity; disruption of

ecosystem services and other natural capital including water supply; economic costs

associated with eradication/removal of invasive species. Yet, it is important to balance

the costs and benefits of the energy forest package. Some species entail a higher risk

and are already causing damages in the Park buffer zones (see Azadirachta indica, also

called Neem tree). Other species entail a lower risk, like Lysiloma latisiliquum (Acacia)

and Senna siamea (Cassia). The Management Plan of the National Park includes the

following two objectives that are related to the Energy package:

(i) Diversify sources of income and promote sustainable agriculture for soil

restoration and increased wood cover in the park buffer zone.

(ii) Develop other alternatives to the production and use of coal in the central and

buffer zones.

c. Mitigation Measures: (i) IDB’s ESMP proposes that, in the first year of the project, the

energy forest packets will not be provided to beneficiaries. During this period, more

research will be done to determine the impact and find other plants that can be

introduced as a substitute to possible invasive species. Before the research is

conducted, the energy package will not be used in the Buffer zone of the park.

(ii) The Energy Package will be mostly composed of Catalpa longissima, Guaiacum

sanctum or Cedrela odorata, which are native species of Haiti (John MacLaughlin, Native

Woody and Herbaceous Plants to Haiti, undated). This means that only these species

should be used, while for the Acacia and Cassia their use would only be allowed

following ESG approval of a Risk Analysis, Management Plan and Monitoring Plan.

(iv) Lack of quality in planting material

a. Related activities: Difficulties in ensuring a supply of healthy plants and varieties adapted

to the different micro-environments.

b. Potential Impact: coffee cultivation in Haiti has been affected for fifteen years by a

number of parasites and pathogens: rust, bark beetles, nematodes and soil rots. Plants

have been attacked by rust from the nursery stage and have little chance of survival.

Infestations of nematodes and root rot are difficult to control in the Haitian context.

c. Mitigation Measures: long rotations, lime applications or large pruning’s; plant only

species properly adapted to the area. Learn the cultural requirements of trees, and

provide proper care to keep them growing vigorously. Healthy trees are less likely to be

attacked and are better able to survive attacks from a few bark beetles. Adopt bark

beetle control measures, which need to be generalized to all farmers in an area, and not

just to project beneficiaries, to be effective. A mixture of tree and shrub species in

planted landscapes will reduce the mortality resulting from bark beetles and wood

borers.120 Include criteria in the Terms of Reference of suppliers, including the quality

check of planting material.

(v) Risk of adequate selection of species by geographical area

a. Related Activities: The demand driven supply of technology packages could be

inappropriate. The effects of climate change on agroforestry and agricultural productivity

may lead to low yields.

b. Potential impact: Climate variability may strongly affect the expected revenues. For

example, recent studies on the impact of climate change in Haiti highlight that higher

temperatures will strongly affect the productivity of coffee trees in low mountain areas

120 http://ipm.ucanr.edu/PMG/PESTNOTES/pn7421.html

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and that the right altitude for coffee plantation varies with climate change. A similar issue

could also affect other species/varieties.

c. Mitigation measures: Assess the opportunities of investing in the various crops (e.g.

evaluate the possibility of replacement of coffee by cocoa since it appears to be less

risky in the low and medium altitude zones, Eltzinger, A. et al, 2014). The detailed

climate risk assessment is expected to provide more detailed recommendations for the

appropriate selection of species/varieties.

B. Climate change and adaptation

38. The project is expected to have a positive impacts on agriculture, supporting its capacity to

adapt to climate change. A detailed disaster and climate risk assessment (DCRA) will provide

recommendations on how to minimize the effect of climate change on the project itself. Its purpose is

to identify and evaluate potential natural and manmade project risks that could affect Component 2.

39. There are several natural hazards that could potentially affect the project outcome: water

scarcity, extreme climate event (flooding/drought, landslides, hurricanes), which all result in a loss of

soil fertility. The DCRA will evaluate the risks related to the project and its surrounding environment

and communities. It will include a Disaster and Climate Risk Management Plan (DCRMP), which will

cover the management of the disaster risks during project monitoring and execution.

• Disaster risk represents the losses that can be experienced due to extreme events from

natural hazards. A WB methodology will be used to assess the production losses due to

natural hazards using historical data;

• The Climate Risk Assessment will provide: Recommendations for the packages

(species/varieties) based on a vulnerability map; water resource efficiency measures for

each commune, including the Cocoon technology, if needed, and recommendations on

the location suitability for each package.

40. The DCRMP should develop a process for the PITAG beneficiaries to form common objectives

and activities that promote planning, preparedness, and response to natural hazard events and

maximize opportunities for climate change adaptation.

41. A vulnerability map will be prepared with an assessment of the populations within the project

areas that are particularly vulnerable under present climate variability and projected climate change.

This map should enable prioritisation of geographic areas for PITAG interventions. Another set of

baseline maps used for the production of this vulnerability map need to be annexed to the analysis.

This set of baseline maps includes:

Map Groundwater availability (levels, yield, water availability and quality);

Map of vegetation cover (including woody and herbaceous layers) and - if available -

vegetation cover trends (min. 250m resolution) including surface topography and area

with major risk of landslides;

Mapping of key Infrastructure (road networks, irrigation systems, rural roads at flood

or/and erosion risk).

III. Environmental and social category (A, B, C)

42. The project should qualify for category B, since it includes Agroforestry Expansion with positive

environmental and social effects and no significant negative effect. Even if the project is in part

located in a sensitive area (the buffer zone of the Makaya Park), its objective is aligned with the

objective of the park management plan and it will have a positive impact on the environment, since it

foresees large-scale soil and water conservation measures. No major infrastructures works are

foreseen (also excluding small and medium dams), but only the use of pumps for irrigations (see

Annex 1 for full screening checklist).



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IV. Climate risk category (High, Moderate, Low)

43. The Climate risk classification is “High”. This is due to the fact that the project is located in an

area prone to earthquakes, hurricanes and other tropical storms, inland flooding, drought, and

landslides, and the likely severity of the impacts on the project is high. Proposed risk management

measures will be included in the detailed Disaster and Climate Risk Assessment (DCRA), which will

also include the Water Resources Assessment to determine water sources availability in the present

and in the future.

44. Disaster risk management aspects derived from lessons learned under the previous program

PTTA have been included in the design of PITAG. The proposed project will address some of the

climate related risks through reforestation (which will reduce flooding and landslides) or plant species

(natives or hybrids) that are more resilient to climate change and hurricanes. In addition, the result of

the disaster risk assessment is expected to be known prior to the first disbursement of IDB, while the

DCRMP will be ready before the first disbursement of IFAD. This will assist the project to address the

specific disaster and climate risks.

V. Recommended features of project design and implementation

A. Environment and social measures

45. Recommendations to mitigate negative impacts are included in the previous section “Key

potential impact” and in the ESMP in annex 2. In this section recommendations to maximize the

positive impacts of PITAG are provided.

46. It is proposed to fully integrate in the project the approach, measures, lessons learned, and

best practices of the EU funded “Projet de development Rural” (PDR) and of the FAO project “Appui

au programme de Production et de Commercialisation de Semances de Qualité”. Attention should

also be paid to the “Green Economy Report in the South Region” produced by UNEP in 2015 121 in

order to assess value chain opportunities that could be up scaled by the project and to ensure proper

access to markets. This integration would allow to upscale and expand best practices in terms of

environmentally-sound technologies and participatory and capacity development tools, with a gender

focus at the national and local level.

47. It is also recommended that the project considers the upscaling of the most promising validated

technology packages released by FAO in the North of Haiti, such as:

- water use efficiency and rehabilitation of irrigation and drainage infrastructure (included in

the water resources assessment);

- integrated pest management and organic fertilization practices for mango (to be included in

the capacity building practices in the field);

- processing of crop (to be included in the gender and youth study, considering the

processing of added value packages for women from poor households);

- post-harvesting infrastructure and equipment to reduce the perishability of product (to

generate added value and access to value chain).

48. From the social point of view, PITAG should capture the need to promote diversification of

income sources in order to support rural livelihoods and build socio-economic resilience, by reducing

the risk of income losses caused by climate change (in this respect, the disaster risk assessment plan

will provide quantitative data on the historical economic losses caused by natural hazards).

121 UNEP. 2016, Étude sur les filières agricoles et le verdissement de l’économie dans le Département du Sud

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49. In addition, the strong role played by local NGOs coming from a humanitarian background and

specializing in reaching out to women (especially female-headed households) in project

implementation is expected to ensure attention to gender equality and women’s empowerment.

50. To support farmers’ participation and capacity development, the implementation of effective

methodologies successfully applied in Haiti during the PDR in the Maniche and Chantal region and by

FAO in the north should be considered. In particular, Farmer Field Schools (FFS), composed of a lead

farmer and several satellite farmers, both for men and women, are expected to become effective

platforms for the quick dissemination of technologies among project beneficiaries.

B. Climate change measures

51. A detailed climate risk assessment will be produced for the whole project. It will be financed by

IFAD and applied to all the areas of PITAG intervention. The study will evaluate and reduce the risks

for areas and crops highly vulnerable to natural disasters. It will be submitted to the executing agency

(MARDNR), including a more detailed assessment and management plan, together with measures to

reduce potential natural disasters. Special attention will be dedicated to the opportunity of GHG

sequestration opportunities. The IDB has ensured that the Disaster and Climate Risk Management

Plan results will considered during project implementation. In particular, a full time environmental

expert will be in charge of following up on the implementation of the DCRMP within the project

executing unit (PEU).

C. Incentives for good practices

52. The PEU will provide technical assistance on environmental and agricultural best practices to

the beneficiaries through the farmer field schools and the contracts with NGOs (see ORE and OREB)

as agricultural extensionists or “operators”. The technical assistance activities should also provide

mentoring on other agricultural practices outside the scope of the project, yet affecting land quality

and mitigating (see Vetiver extraction practices). Additionally, the PEU will hire an environmental

monitoring specialist in charge of covering all project intervention zones. This person will be based in

Port au Prince and travel regularly to the field in order to ensure the correct implementation of the

ESMP.

D. Participatory processes

53. A significant role in enhancing participatory approaches can be played by the FFS and by an

enriched cooperation with local communities. In the EU funded PDR, the two NGOs ORE and OREB

have demonstrated their capacity to generate strong community ownership on reforestation and

agroforestry projects.

VI. Analysis of alternatives

54. Evaluate the inclusion of Vetiver for the stabilisation of soils in vulnerable areas prone to

landslide. Evaluate the inclusion of the cocoon technology to avoid excessive investments in water

pumps. The climate risk assessment will provide more details on these topics.

VII. Institutional analysis

A. Institutional framework

55. The requirements for compliance with Haiti’s environmental legislation, including multilateral

international environmental agreements, shows that the 2005 Decree on Environmental Management

and Regulation requires all programs to be subjected to an environmental impact study (EIS) to

determine any possible negative environmental impacts. It also establishes general principles related

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to: (i) Agricultural inputs use; (ii) Exploitation of water (aquifers, rivers, etc.), including for agriculture;

(iii) Pollution of water. The IDB has shared the EA and ESMP with the Ministry of Environment (MdE)

(for review by ANAP for aspects relating to Protected Areas and with the Bureau National

d’ Evaluation Environnementale BNEE) before Board approval.

56. The MARNDR is a long standing institution in charge of agricultural development and the

management of natural resources in Haiti. At present the forestry and watershed sector are under the

management of the MARDNR, which is present all over the country. Conversely, the Ministry of

Environment is a relatively new institution, which needs to improve its capacity to enforce

environmental laws and regulations. It does not have a strong capacity of implementation and enough

presence outside the capital Port-au-Prince, since the bureau departmental are severely understaffed.

At present poorly defined or enforceable land-use strategies, complicated land-tenure issues, and

poor water management systems leave Haitians at risk. There is hence a need for cooperation

between the Ministry of the Environment and MARNDR, over all questions relating to the forestry

sector, land-use and watershed management.

57. At present the Ministry of Environment is implementing a similar initiative to the PITAG, with the

construction of 4 centers of germplasm and plant propagation in the department of Levy, 15 km north

of Les Cayes, one in Grand Anse, one in Nippes122 and one in Port-au-Paix, in the north east).

These germplasm have a capacity of 4.5 million plants a year each and will supply agroforestry and

forestry material. It is hence a priority to enhance the communication between the MARNDR and the

Ministry of Environment, and between the Bureau Agricoles Communale (BAC) and the “direction

departementales”.

B. Capacity building

58. Capacity building and training will be provided to the PEU and to OPS (service providers). Most

importantly, the project will include FFS to build social capital and ensure the sustainability of the

project.

C. Additional funding

59. No additional funding is foreseen.

VIII. Monitoring and Evaluation

60. The Monitoring and evaluation system of PITAG is aligned with the IDB and IFAD

requirements. The MARDNR as the executing agency will be responsible for implementation and

overall supervision and monitoring of the ESMP through the Project Execution Unit (PEU). A qualified

environmental consultant will be hired to work in the PEU. He will provide on-the-job training to PEU

staff and guidance to service providers and beneficiaries, as well as monitoring the environmental and

social impacts for the four intervention blocks, and will serve as an institutional liaison between IFAD

and IDB.

61. The Program will be executed in accordance with the conditions set forth in Annex B of IDB's

Environment and Social Management Report. This includes the preparation and submission of semi-

annual compliance reports, mainly detailing on the level of compliance with the ESMP and other

environmental requirements, in close coordination and direct supervision from the Bank.

62. It will be the PEU´s responsibility to put in place a monitoring system to collect data related to

all the indicators in the Results Framework. This system will be instrumental for the PEU in order to be

able to submit to the IDB and IFAD semi-annual progress reports that will describe, among others:

122 http://www.haitilibre.com/article-21931-haiti-agriculture-pose-de-la-premiere-pierre-du-centre-de-propagation-vegetale.html

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(i) the physical progress of the Program (i.e., in terms of output indicators); (ii) the progress made in

terms of outcomes and impacts, as stipulated in the Results Framework; (iii) the status of applicable

environmental and social mitigation measures; (iv) lessons learned; and (iv) any other issues related

to the execution of the Program, derived from the detailed climate risk assessment.

63. A rigorous impact evaluation will be conducted to measure the Program’s impact and results.

Specifically, the impact evaluation will be a combination of experimental and quasi-experimental

techniques. To assess the impact of Component 2, a randomization methodology will be used to

analyze the impact of the adoption of the technologies. For this purpose, a sample of 2,000 farmers

(1,000 beneficiaries and 1,000 control, representative by gender) will be surveyed for baseline and

follow-up surveys. The data collection will be representative of female-headed households and

separate analysis will be performed in order to measure the impact of heterogeneity by gender. The

total budget allocated by the IDB for the impact evaluation amounts approximately US$550,000.

64. The Main RIMS indicator for results is the “Percentage of persons/households reporting

adoption of environmentally sustainable and climate resilient technologies and practices”.

65. The PEU will submit semi-annual Environmental and Social Compliance Reports (ESCR) to

IDB and IFAD. It will cooperate with the IDB’s and IFAD’s supervision mission, at a minimum on a

semi-annual basis. ESHS compliance is required by IDB’s Environment Safeguards Group for every

disbursement.

IX. Further information required to complete screening, if any

66. No further information required.

X. Budgetary resources and schedule

67. The expected total costs for IFAD for the implementation of the environment and social

safeguards for the whole PITAG are approximatively $50,000. These costs refer to the detailed

disaster and climate risk assessment for the 4 areas.

68. This budget does not include the cost of the Environmental expert and the DSA for the

supervision mission, as these costs will be covered by IDB. The budget also excludes the cost of

measures that could be adopted as part of the packages budget, nor any implementation measure

that could arise from the DCRA. The fact that the project has been designed with a financing gap

could allow to accommodate additional measures in the future, in agreement with the IADB and with

the Government of Haiti.

XI. Record of consultations with beneficiaries, civil society, general public, and other

69. The Mission met with other donors engaged in development, like UNEP and FAO, and with

several departments of the Ministry of environment, specifically the Climate Change division and the

Soils and Ecosystems unit representatives.

70. During the field mission, the design team met with representatives of several NGOs in the

country, including ORE (Organization for environmental rehabilitation) and OREB, which are

supporting smallholder farmers with agroforestry products and best practices since 1986 with strong

tangible results.

71. With reference to project beneficiaries, a total of 100 people participated in two consultations

with beneficiaries and other affected parties in September 2017. The key aspects of the project

proposal and the EA and IDB’s ESMP were shared with the participants in French and Creole in a



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printed brochure and in a powerpoint presentation. Posters with key messages are also being

prepared by the executing agency for distribution in the intervention areas.

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Appendix 12: Guiding questions for environment, social and climate risk screening

285

Annex 1: Guiding questions for environment, social and climate

risk screening

Guiding questions for environment, social and climate risk screening

Project title: Agricultural and Agroforestry technological innovation Programme

IFAD project no.:

Version of checklist:

1

Country: Haiti Date of this version: 24/10/17

Checklist prepared by (name, title

and institution)

Lapo Sermonti, SECAP consultant, IFAD

Guiding questions for environment and social screening Yes/No Comments/explanation

Category A – the following may have significant and often irreversible or not readily remedied adverse environmental

and/or social implications.

Project location

1. Would the project develop any wetlands? (Guidance statement GS1)

No

2. Would the project cause significant adverse impacts to habitats and/or ecosystems and their services (e.g. conversion of more than 50 hectares of natural forest, loss of habitat, erosion/other form of land degradation, fragmentation, and hydrological changes)? (GS 1, 2 and 5)

No

3. Does the proposed project target area include ecologically sensitive areas,

123 areas of global/national

significance for biodiversity conservation and/or biodiversity-rich areas and habitats depended on by endangered species? (GS1)

Yes lands highly susceptible to

landslides, erosion and other

forms of land degradation. Yet

the objective of this project is to

mitigate this risk.

4. Is the project location subjected to major destruction as a result geophysical hazards (tsunamis, landslides, earthquakes, volcanic eruptions)?

Yes Risk of landslides exists,

however the project objective is

to mitigate this risk through the

use of agroforestry.

Natural resources

5. Would the project lead to unsustainable natural resource management practices (fisheries, forestry, livestock) and/or result in exceeding carrying capacity. For example, is their development happening in areas where little up-to-date information exists on sustainable yield/carrying capacity? (GS 4, 5 and 6)

No/Yes The Risk exist, a specific climate

risk assessment will determine

the water needs and the

sustainability of the intervention

6. Would the project develop large-scale124

aquaculture or mariculture projects, or where their development involves significant alteration of ecologically sensitive areas?

No

7. Would the project result in significant use of agrochemicals which may lead to life-threatening illness and long-term public health and safety concerns? (GS 14)

No The beneficiary ensures no

agrochemicals will be used

8. Does the project rely on water-based (ground and/or surface) development where there is reason to believe that significant depletion and/or reduced flow has occured from the effects of climate change or from

Possibly A Water assessment will be

conducted

123 “Sensitive areas” include: protected areas (national parks, wildlife/nature reserves, biosphere reserves) and their buffer zones; areas of global significance for biodiversity conservation; habitats depended on by endangered species; natural forests; wetlands; coastal ecosystems, including coral reefs and mangrove swamps; small island ecosystems; areas most vulnerable to climate change and variability; lands highly susceptible to landslides, erosion and other forms of land degradation and areas that include physical cultural resources (of historical, religious, archaeological or other cultural significance) and areas with high social vulnerability. 124 The size threshold to trigger an Environmental and Social Impact Assessment (ESIA) may vary based on the country context and fragility of specific locations. Some countries have regulations on minimum size (usually ranging from a unit area of 10 to 50 hectares) and these will be adopted where they exist. However, where there are no standards, it is proposed to use 25 hectares as an aquaculture unit size to trigger ESIA.

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overutilization? (GS7)

9. Does the project pose a risk of introducing potentially invasive species or GMOs which might alter genetic traits of indigenous species or have an adverse effect on local biodiversity? (GS1)

Yes The risk exist for packages on

energy forest. This package

should not be used in IFAD

intervention area.

10. Does the project make use of wastewater (e.g. industrial, mining, sewage effluent)? (GS7)

No

Infrastructure development

11. Does the project include the construction/ rehabilitation/upgrade of dam(s)/reservoir(s) meeting at least one of the following criteria? (GS8) - more than 15 metre high wall or - more than 500 metre long crest or - more than 3 million m

3 reservoir capacity or

- incoming flood of more than 2,000 m3/s

No

12. Does the project involve large-scale irrigation schemes rehabilitation/development (above 100 hectares per scheme)?

125 (GS7)

No

13. Does the project include construction/rehabilitation/upgrade of roads that entail a total area being cleared above 10 km long, or any farmer with more than 10 per cent of his or her private land taken? (GS10)

No

14. Does the project include drainage or correction of natural water bodies (e.g. river training)? (GS7)

No

15. Does the project involve significant extraction/diversion/containment of surface water, leaving the river flow below 20 per cent environmental flow plus downstream user requirements? (GS7)

No

Social

16. Would the project result in economic displacement126

or physical resettlement of more than 20 people, or impacting more than 10 per cent of an individual household’s assets? (GS13)

No

17. Would the project result in conversion and/or loss of physical cultural resources? (GS9)

No

18. Would the project generate significant social adverse impacts to local communities (including disadvantaged and vulnerable groups and indigenous people) or other project-affected parties? (GS13)

No

Other

19. Does the project include manufacture and transportation of hazardous and toxic materials which may affect the environment? (GS2)

No

20. Does the project include the construction of a large or medium-scale industrial plant?

No

21. Does the project include the development of large-scale production forestry? (GS5)

No

Rural finance

22. Does the project support any of the above (Q1 to Q22) through the provision of a line of credit to financial service providers? (GS12)

No

Category B – the following may have some adverse environmental and/or social implications which can be readily

remedied.

125 The size threshold to trigger an Environmental and Social Impact Assessment (ESIA) may vary based on the country context and fragility of specific locations. Some countries have regulations determining size of irrigation development requiring a full ESIA and these will be adopted where they exist. However, where there are no standards, it is proposed to use 100 hectares as an irrigation development unit size to trigger an ESIA. 126 Economic displacement implies the loss of land, assets, access to assets, income sources or means of livelihoods (guidance statement 13).

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287

Location

23. Does the project involve agricultural intensification and/or expansion of cropping area in non-sensitive areas that may have adverse impacts on habitats, ecosystems and/or livelihoods? (GS1, 2 and 12)

No

Natural resource management

24. Do the project activities include rangeland and livestock development? (GS6)

No

25. Does the project involve fisheries where there is information on stocks, fishing effort and sustainable yield? Is there any risk of overfishing, habitat damage and knowledge of fishing zones and seasons? (GS4)

No

26. Would the project activities include aquaculture and/or agriculture in newly introduced or intensively practiced areas? Do project activities include conversion of wetlands and clearing of coastal vegetation, change in hydrology or introduction of exotic species? (GS4)

No

27. Do the project activities include natural resources-based value chain development? (GS 1, 6 and 12)

No

28. Do the project activities include watershed management or rehabilitation?

No

29. Does the project include large-scale soil and water conservation measures? (GS 1 and 5)

Yes Foreseen large-scale soil and

water conservation measures

Infrastructure

30. Does the project include small-scale irrigation and drainage, and small and medium (capacity < 3 million m

3) dam subprojects? (GS 7 and 8)

Yes/No No small or medium Dams but

use of Pumps for irrigations. A

water assessment will be

conducted.

31. Does the project include small and microenterprise development subprojects? (GS 12 and 13)

No

32. Does the project include the development of agro processing facilities? (GS 2, 6 and 12)

No

33. Would the construction or operation of the project cause an increase in traffic on rural roads? (GS10)

No

Social

34. Would any of the project activities have minor adverse impacts on physical cultural resources? (GS9)

No

35. Would the project result in physical resettlement of less than 20 people, or impacting less than 10 per cent of an individual household’s assets (GS13)?

No

36. Would the project result in short-term public health and safety concerns? (GS14)

No

37. Would the project require a migrant workforce or seasonal workers (for construction, planting and/or harvesting)? (GS13)

No

Rural finance

38. Does the project support any of the above (Q24 to Q37) through the provision of a line of credit to financial service providers?(GS12)

No

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288

Guiding questions for climate risk screening Yes/No Additional explanation of “yes”

response*

1. Is the project area subject to extreme climatic events such as flooding, drought, tropical storms or heat waves?

Yes

Haiti is the Caribbean route of hurricanes.

Hurricane Matthew struck

southwestern Haiti near Les Anglais on

October 4, 2016, leaving widespread

damage in the impoverished nation.

2. Do climate scenarios for the project area foresee changes in temperature, rainfall or extreme weather that will adversely affect the project impact, sustainability or cost over its lifetime? Yes

Yes. See Climate analysis in the SECAP

Review Note.

3. Would the project make investments in low-lying coastal areas/zones exposed to tropical storms?

No

4. Would the project make investments in glacial areas and mountains zones?

No

5. Would the project promote agricultural activity in marginal and/or highly degraded areas that have increased sensitivity to climatic events (such as on hillsides, deforested slopes or floodplains)? Yes

Degraded and Deforested Slopes and

hillsides. The type of project (agroforestry)

will mitigate the risk of soil

erosion/landslides.

6. Is the project located in areas where rural development projects have experienced significant weather-related losses and damages in the past?

Yes.

Past projects in the area of hurricane

Matthew have been severely affected

(mostly the EU Funded PDR). The

proposed project offers climate smart

adapted technologies and a diversification

of crops.

7. Would the project develop/install infrastructure in areas with a track record of extreme weather events?

No

8. Is the project target group entirely dependent on natural resources (such as seasonal crops, rainfed agricultural plots, migratory fish stocks) that have been affected by in the last decade by climate trends or specific climatic events?

Yes

Drought in IFAD project area in 2015.

Hurricane in 2016 and increased

temperature in the future

9. Would climate variability likely affect agricultural productivity (crops/livestock/fisheries), access to markets and/or the associated incidence of pests and diseases for the project target groups? Yes

To be investigated in DCRA.

10. Would weather-related risks or climatic extremes likely adversely impact upon key stages of identified value chains in the project (from production to markets)?

No

11. Is the project investing in climate-sensitive livelihoods that are diversified?

Yes The project is investing in agroforestry

(creole gardens), with a diversity of crops.

12. Is the project investing in infrastructure that is exposed to infrequent extreme weather events? No

13. Is the project investing in institutional development and capacity-building for rural institutions (such as farmer groups, cooperatives) in climatically heterogeneous areas? Yes

Through Farmer Field Schools.

14. Does the project have the potential to become more resilient through the adoption of green technologies at a reasonable cost?

Yes

For Drylands the Cocoon planting

technology 100% biodegradable incubator

for young tree seedlings, that is used to

plant trees in dry and degraded areas

using only 25 liters of water per tree one-



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289

off.

15. Does the project intervention have opportunities to strengthen indigenous climate risk management capabilities?

No

16. Does the project have opportunities to integrate climate resilience aspects through policy dialogue to improve agricultural sector strategies and policies?

Yes

Policy dialogue will be conducted with the

Ministry of Agriculture and with the

Ministry of the Environment

17. Does the project have potential to integrate climate resilience measures without extensive additional costs (e.g. improved building codes, capacity-building, or including climate risk issues in policy processes)? Yes

To be assessed in the DCRA. Yet

potential exist.

18. Based on the information available would the project benefit from a more thorough climate risk and vulnerability analysis to identify the most vulnerable rural population, improve targeting and identify additional complementary investment actions to manage climate risks?

Yes

CIAT has been requested to prepare a

detailed Disaster and Climate Risk

Assessment (DCRA), which is expected to

be completed in the first semester of 2018

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Appendix 12: Environment and Social Management Plan Matrix

291

Appendix 12: Environmental and Social Management Plan

Environmental/Social Impacts

Recommended Mitigation/Enhancement measures

Responsible Institution

Responsible Institution In Implementation Phase

Means of Verification (Monitoring)

Frequency of Verification

Cost

Requirements for compliance with Haiti’s environmental legislation including multilateral international environmental agreements

2005 Decree on Environmental Management and Regulation requires all programs to be subjected to an environmental impact study to determine any possible negative environmental impacts. It also establishes general principles related to: (i) Agricultural inputs use, (ii) Exploitation of water (aquifers, rivers, etc.), including for agriculture, (iii) Pollution of water

MARNDR MARNDR - PEU EA and ESMP will be submitted to the Ministry of Environment (MdE)

By mid-2018 Not applicable

High Climate Risk Factor The key adaptation actions recommended by the Detailed Disaster and Climate risk assessment (DCRA) should be considered in the implementation of the project (possibly included in the PIM)

MARNDR PEU Detailed DCRA and Project implementation manual and supervision reports

PEU to submit semi-annual Environment and climate Compliance Reports (ESCR)

To be defined

Need to monitor the enforcement of environment and social matters.

An environmental specialist will be hired by the

PEU to monitor and manage environmental and

social aspects of implementation

MARNDR PEU Staff list of PEU Bi-annual Cost included in PITAG costs (USD 72,000 fees and USD 8,000 training)

Overuse and exploitation of water sources that impact the quantity, quality or availability of water resources

Prepare a Water Resources Assessment to determine water sources; Limit how many water pumps are disbursed; Information dissemination on adequate water pump use

IDB - IFAD MARNDR – PEU (With the support of the environmental expert)

Monitor water resources based on baseline from the assessment; with the support of the environmental expert and the GIS officer

Before and after the supply of water pumps to each commune and then bi-annual

Included in DCRA (USD 50,000 cost)

Risk of use of invasive species and disruption of ecosystem services and other natural capital in Natural park

During the first year of the research component it will be determined which, if any invasive species are to be used – on condition they will not be introduced to the intervention zone by the operation without a management and monitoring plan

MARDN PEU – Environmental Expert

ESG approval of a Risk Analysis, Management Plan and Monitoring Plan for each proposed use of the invasive species

Bi-annual Not Applicable

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Appendix 12: Environment and Social Management Plan Matrix

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Lack of quality of planting material

Provide quality standards in the ToRs for

services providers - Compliance achievable

through specific conditions established in legal

documentation for actions over a defined period

of time

MARDN – PEU

PEU – environmental expert - OPS

Contractual provisions in case of insufficient quality of planting material

Bi-annual DSA of the environmental expert for field visit

Risk of dissemination of plant diseases MARDN – PEU

PEU – environnemental expert - OPS

Regular sampling and visual check of planting location of planting material

Quarterly DSA of environmental expert for field visit

Location has excessive risk of landslide

Use crops with fast potential of stabilizing soils (i.e. Vetiver) before planting perennial crops

MARDN PEU Environmental and GIS expert

Bi-annual

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CN PITAG 06 July 2017

OSC Minutes 20 July 2017

Haiti Government request 31 July 2017

AM PITAG Formulation Mission 23 October – 03 November 2017

COSTAB PITAG

PITAG EFA Summary

IADB EFA

CPMT Minutes 02 June 2017

CPMT Minutes 28 June 2017

CPMT Minutes 22 November 2017

Project Summary

QE Meeting Minutes - Signed off Panel Report

Compliance Note

QA Sign Off Sheet

Review of the Economic and Financial Analysis (by regional economist)

COSOP CRR

Study on rice

Study on banana

Study on horticulture

Study on tubers

Technical study on component 1

Technical study on component 2