Embed Size (px)
Citation preview
This project is funded byThe European Commission
A project implemented byHTSPE Limited
Project funded by the European Union
Formulation of Annual Action programme 2015
11th European Development Fund Interventions for Tanzania in the
Agriculture sector
Final Report
Project No. 2014/343611 - Version 1
HTSPE Limited
Thamesfield House
Boundary Way
Hemel Hempstead
Herts HP2 7SR
United Kingdom
Tel: +44 (0) 1442 202400
Fax: +44 (0) 1442 266438
Email: [email protected]
Web: www.htspe.com
GEOtest a.s.
Smahova 1244/112
627 00 Brno
CZECH REPUBIC
Tel: 548 125 111
Fax: 545 217 979
Email: [email protected]
Website: www.geotest.cz
S.A. Sopex N.V.
Generaal Lemanstraat, 74
2600 Antwerpen
Belgium
Tel : 03 285 39 88
Fax : 03 285 39 96
Email : [email protected]
Web: www.sopex.be
This publication has been produced with the assistance of the European Union. The contents of this publication are the sole responsibility of HTSPE Limited and can in no way be taken to
reflect the views of the European Union.
2
(5014069)
Table of Content
Acronyms...................................................................................................................................5
1 Summary of the assignment................................................................................................6
1.1 Introduction to the Assignment...................................................................................6
1.2 Work programme.........................................................................................................7
2 Key findings and conclusions.............................................................................................8
2.1 General........................................................................................................................8
2.2 Sustainable agriculture................................................................................................8
3 Annexe 1 – Enhancing access to market and value additions..........................................10
3.1 Action Fiche..............................................................................................................10
1. Identification.....................................................................................................................10
2. Rationale and Context.......................................................................................................10
2.1. Summary of the action and its objective...................................................................10
2.2. Context, policies and challenges...............................................................................11
2.3. Lessons learnt............................................................................................................13
2.4. Complementary actions.............................................................................................14
2.5. Donor coordination....................................................................................................14
3. Detailed Description.........................................................................................................15
3.1. Objectives..................................................................................................................15
3.2. Expected results and main activities..........................................................................15
3.3. Risks and assumptions...............................................................................................19
3.4. Cross-cutting Issues...................................................................................................20
3.5. Stakeholders..............................................................................................................20
4. Implementation issues.......................................................................................................21
4.1. Financing agreement.................................................................................................21
4.2. Indicative operational implementation period...........................................................21
4.3. Implementation components and module..................................................................21
4.4. Scope of geographical eligibility for procurement and grants..................................21
4.5. Indicative budget.......................................................................................................22
4.6. Performance monitoring............................................................................................22
4.7. Evaluation and audit..................................................................................................22
4.8. Communication and visibility...................................................................................22
3.2 Gender Screening Checklist......................................................................................29
3
3.3 TC/CD Checklist.......................................................................................................31
4 Annexe 2 - Support to food security and nutrition...........................................................35
4.1 Action Fiche..............................................................................................................35
5. Identification.................................................................................................................35
6. Rationale and Context..................................................................................................35
6.1. Summary of the action and its objective...........................................................35
6.2. Context, policies and challenges.........................................................................36
6.3. Lessons learnt........................................................................................................39
6.4. Complementary actions.......................................................................................39
6.5. Donor coordination...............................................................................................40
7. Detailed Description....................................................................................................41
7.2. Expected results and main activities.................................................................41
7.3. Risks and assumptions.........................................................................................43
7.4. Cross-cutting Issues..............................................................................................44
8. Implementation issues................................................................................................44
8.1. Financing agreement............................................................................................44
Indicative operational implementation period.........................................................45
8.2. Implementation components and module.......................................................45
8.3. Scope of geographical eligibility for procurement and grants.....................45
8.4. Indicative budget...................................................................................................45
8.5. Performance monitoring.....................................................................................46
8.6. Evaluation and audit.............................................................................................46
8.7. Communication and visibility.............................................................................46
4.2 Gender Screening Checklist......................................................................................52
4.3 TC/CD Checklist.......................................................................................................54
4.4 Social cash transfer Checklist....................................................................................58
5 Annexe 3 – Minutes of consultation meetings..................................................................68
4
AcronymsAAP Annual Action Programme
AF Action Fiche
ASDS Agriculture Sector Development Strategy
ASR Agriculture Sector Review
DFID Department for International Development
DHS Demographic Health Survey
EU European Union
EUD European Union Delegation
GAIN Global Alliance for Improved Nutrition
GIZ German International Cooperation
HDDS Household Dietary Diversity Score
HFIAS Household Food Insecurity Access Scale
HLSCN High Level Steering Committee on Nutrition
IFAD International Fund for Agricultural Development
JAST Joint Assistance Strategy for Tanzania
JIR Joint Implementation Review
MDG Millennium Development Goals
NAO National Authorising Officer
PANITA Partnership for Nutrition in Tanzania
PCU Programme Coordinating Unit
PMO Prime Minister’s Office
5
REACH UN Nutrition Coordination Mechanism
SUN Scaling Up Nutrition
TASAF Tanzanian Social Action Fund
TC/CD Technical Cooperation/Capacity Development
UNDP United Nations development Fund
VAM Vulnerability Analysis Mapping unit of WFP
WASH Water and Sanitation and Hygiene
WFP World Food Programme
1 Summary of the assignment
1.1 Introduction to the Assignment
The aim of this assignment is to formulate a comprehensive Annual Action programme (Action Fiche and Annexes) in the areas of agriculture, rural infrastructure and nutrition in specific locations of Tanzania to be funded under the 11th EDF – AAP 2015.
Based on the 2 Project Identification Fiches (Enhancing access to market and value chain, Support to food security and nutrition), the assignment is to support the EU Delegation and the Government of Tanzania/ National Authorizing Officer in assessing and formulating different options based on the needs and challenges of targeted areas and populations and preparing the necessary documents for launching the 2 Actions. The requested documents for each identified Action are:
Action Fiches
Gender screening checklist
TC/CD Checklist
For the Nutrition Action Fiche the Social transfer Checklist
The Mission has provided also:
AF Infrastructure – The EU Contribution Agreement with IFAD: Annex 1 Description of the Action
AF Nutrition – The EU Contribution Agreement with WFP: Annex 1 Description of the Action
The results should be in line with the Government policies and strategies and more particularly with the Tanzania Agriculture and Food Security Investment Plan (TAFSIP-2011)1, and the 11th EDF NIP relevant focal sector and the Agenda for Change2.
The Assignment started the 30/06 with a kick off meeting at the EU delegation and an Inception meeting (02/07) during which the Inception report has been discussed and the
1 http://agrilinks.org/sites/default/files/resource/files/Tanzania%20Second%20Draft%20Summary%20TAFSIP.PDF2 http://ec.europa.eu/europeaid/what/development-policies/documents/agenda_for_change_en.pdf
6
programme has been settled. The duration of the assignment has been 3 weeks (19 working days). The Sundays have been used for internal travels and internal meetings for the preparation of draft Action Fiches and Annexes 1.
Throughout the assignment, the Consultant has used quantitative and qualitative methods to conduct analysis and reach recommendations. The experts deployed a participatory approach, involving beneficiaries and all stakeholders concerned more specifically the WFP staff (HQ and Dodoma) and the IFAD staff (HQ and Arusha). The work of the experts and the outputs produced are in line with the principles that are governing EU's international aid policies and the government strategy.
1.2 Work programme
ML JFB AvdH
Phase 1 – Assignment preparation (Home Based). 4 4 4
Desk study. Preparation of the Inception Report
(Sunday 29/07) - Travel to Tanzania
Phase 2: Desk study and Field work (in country) (30/06-18/07) 19 19 19
Monday 30/06 - Briefing with EU Delegation and proposal to organise a Steering Group Setting up work plan and interview schedule in consultation with the EUD
Wednesday 02/07 - Presentation and discussion on the Inception report. It has been decided that for each EU Intervention, the Mission will prepare a draft “Action Fiche” and the “Annexe 1 to the contribution agreement between the EU and Partner Organisation – Description of the Action”.
Interviews with WFP, IFAD, DfID, REACH, GAIN, VAM
Definition of geographical coverage and organisation of field visits in selected areas
Field visit in selected areas. A one week (06-13/07) field visit took place in Dodoma (WFP sub office) to investigate the food security and nutrition status. Meetings and field visits took place in Dodoma and Singida regions followed by a consolidation meeting and an extensive debriefing session with the WFP Sub office team followed by a debriefing at the WFP HQ Monday 14/07. During the field visit the Mission was accompanied by a WFP programme officer. Three days dedicated with the IFAD PCU (Arusha) for discussions and field visits followed by two days in Dodoma for field visits and consolidation/debriefing with the IFAD/PCU.
Week 3 - Thorough desk study and consultation with Government officials (PMO Secretariat), NGOs (Concerns, IrishAid, World Vision, Africare, GAIN, REACH) farmers and agro processors association, Development Partners (UNIDO, AfDB, DfID) and other relevant stakeholders.
Synthesis of options: Internal team meetings have taken place to discuss and consolidate options. A first draft of Action Fiches has been proposed to the EU delegation (14/07) for
7
Comment (15/07). This has been followed by the drafting of the Annexe 1 to the Contribution Agreement – Description of the Action for each proposed EU intervention.
Friday 18/07 – Debriefing at the EU Delegation. Presentation of the two Actions (AF and Annexes 1). Revision of the drafts based on comment from the EU Delegation.
(21/07) - Official documents sent to the EU Delegation by HTSPE
(Saturday 19/07) - Travel from Tanzania
Phase 3: Synthesis and report writing (Home based 8 7 7
(04/08) - Comment from the EU Del on the AFs and Annexes 1
(14/08) - Final Report (Summary of the Assignment, Key findings and recommendations, AFs and Annexes 1, Minutes of the Meetings)
TOTAL 31 30 30
2 Key findings and conclusions
2.1 General
The Phase 1 work gave an overview of:
The agriculture sector in Tanzania and the main challenges existing in the field of agriculture development in relation to the proposed fields of intervention.
The existing policies, programmes and important projects as well as the on-going donor activities in the fields concerned.
The other focal sectors (Rural infrastructure, Food security and nutrition) as they relate to agriculture and the potential synergies.
The main potential private sector and civil society players in the region and their field of intervention.
The ways the EU can support the proposed identified interventions in the framework of the AAP2015/11th EDF (2014-2020).
The Phase 2 proposed a ready to use Action Fiches (Infrastructure and Nutrition) including relevant annexes and the Annexe 1 to the Contribution Agreement with the relevant organisation – Description of the Action for both identified EU intervention. The two sets of document have been drafted in close coordination with the relevant organisations which should be in charge, and based on extensive programme of meetings and field visits in the targeted areas.
The Phase 3 provided this Final report and final proposed Action Fiche and Annexes for both identified EU interventions.
2.2 Sustainable agriculture
The identified EU interventions within the AAP2015/11th EDF “Enhancing access to market and value chain” and “Support to food security and nutrition” are part of the Focal Sector 3 –
8
Sustainable Agriculture. Focus on development of productive infrastructure and food security in the agriculture sector within selected Regions and targeted areas should be developed in synergies with the concept of green economy. Processing of agricultural products (including job creation, professional training, and innovation) as well as promotion and facilitation of trade in processed products should be given considerable attention. Application of climate change adaptation measures should be part of any Action related to sustainable agriculture.
Employment and Social Protection: Focus on interventions that can contribute to employment generation and bringing the informal sector within a more real economy. The sector will target also the most disadvantaged population groups (women, youths) for social protection.
In line with the Government of Tanzania ongoing policies and reforms, consolidating the nexus between sustainable agriculture, rural infrastructure, food security and nutrition will be expected to boost production, storage, handling, transformation, distribution and marketing of agricultural products and increase the income generation of smallholder farmers from subsistence to commercial oriented farming.
Actions to be developed within the Sustainable Agriculture development sector should support climate change mitigating measures to ensure an environmentally sustainable growth of the sector. Farming practices should be improved in order to increase nutritional resilience and also to introduce new crops and technologies that reverse potential negative impacts on the environment and the climate. Adapted capacity building, extension work and transfer of technology in favour of agricultural producers, service providers, and relevant local authorities and farmers associations will contribute to the implementation of the National Climate Change Policy.
The Mission has also identified the following key issues which have been taken into account in the drafting of the document
Market Infrastructure
o Integrated approach for construction and rehabilitation of rural infrastructure:
o The role of the Community Based Organisations:
o Sourcing the road fund and its management issue
Food security and Nutrition
o The lack of accurate and updated food security and nutrition data necessary for planning and monitoring
o The necessity for WFP to invest in agriculture expertise and staff at regional and central levels
9
3 Annexe 1 – Enhancing access to market and value additions
3.1 Action Fiche
ANNEX 2
of the Commission Decision on the Enhancing Access to Market and Value Chain Programme
1. Identification
Title/Number Enhancing Access to Market and Value Addition
CRIS number 2014 /037-446
Total cost Total estimated cost: EUR 15,0000,000 (2.4% of IP)
Total amount of EDF contribution: EUR 15,0000,000
11th European Development Fund (EDF)
Aid method / Method of implementation
Project approach –Joint management with International Fund for Agricultural Development (IFAD)
DAC-code 43040 Sector Trade Development
2. Rationale and Context
2.1. Summary of the action and its objective
The overall objective of the Programme to contribute to improving livelihoods of people living in rural areas through generation of agricultural wealth and increase of smallholder farmers’ income. The purpose is to support the development of an enabling agriculture market environment in Tanzania (Mainland and Zanzibar). The Programme will support the delivery of two interconnected Components (rural infrastructures, capacity building), ensuring maximum impact on poverty reduction. It will foster the key principles of ownership and partnership development at the Local Government Administration and Non State Actors
10
levels. The Programme is designed to support social inclusion and human development through better access to market and promoting sustainable agriculture and natural resources management.
2.2. Context, policies and challenges
Country context: The United Republic of Tanzania, comprising the Mainland and Zanzibar, is an influential member of the East African Community (EAC), which also includes Kenya, Uganda, Rwanda and Burundi. In 2012 and into 2013, the Tanzanian economy expanded at an annualized rate of approximately 7%. The main drivers of Tanzania’s rapid economic growth continue to be a small number of fast growing capital intensive sectors, particularly communications, financial services, construction, manufacturing, mining and retail trade. The service sector recorded the highest rate of annual growth in 2012, at 8.0%. By contrast, labour intensive sectors, particularly the agricultural sector, in which approximately 80% of households are primarily engaged, recorded an average annual growth rate of only 4.2%.
Poverty - Tanzania’s ranking in UNDP’s Human Development Index3 improved marginally from 0.370 in 2005 to 0.398 in 2010. Still, poverty remains high suggesting that, despite impressive macroeconomic achievements and sustained economic growth over the past decade, there has been very little impact on the incomes and well-being of the rural poor. Available evidence points to the weak redistributive aspect of growth, especially the weak linkages with rural areas where the majority of the population lives. Poverty remains predominantly rural (37.4% of the population) due largely to low agricultural growth caused by drought, low marketing power and poor agriculture infrastructure and equipment. These developments suggest that the MDG target of halving abject poverty by 2015 may not be achieved4.
National development policy: The 2001 Agricultural Sector Development Strategy (ASDS) objective was to achieve a sustained agricultural growth rate of 5% per year primarily through the transformation from subsistence to commercial agriculture. The transformation was to be private sector led through an improved enabling environment for enhancing the productivity and profitability of agriculture. The implication is for policy and public expenditure to be a means of inducing private sector investment in the agricultural sector. The ASDS contributes to both the growth and poverty reduction objectives of the National Strategy for Growth and Reduction of Poverty and to the Tanzania Development Vision (TDV) 2025 which envisages raising the standard of living of Tanzanians to a typical medium-income country through ensuring food security, improving incomes and increasing export earnings. The medium term development goals are outlined in the National Strategy for Growth and Reduction of Poverty - MKUKUTA II/MKUZA II (2011-2015)5, which focus on broad clusters: i) growth and reduction of income poverty; ii) improvement of quality of life and social wellbeing; and iii) governance and accountability (MKUKUTA II) and i) growth and reduction of income poverty; ii) improvement of social services and wellbeing; and iii) good governance and national unity (MKUZA II). The strategies are fully linked with the Millennium Development Goals, results-based management, and count on the contributions of all sectors to growth and poverty reduction. The target is a real growth rate of 8% for 2015, setting the foundation for a higher growth of 10% from 2016 to 2025. To achieve these objectives the Government focuses on five key priority areas: infrastructure, agriculture, industry, human capital and tourism.
3 http://countryeconomy.com/hdi/tanzania4 http://www.ruralpovertyportal.org/country/home/tags/tanzania5 http://www.tzdpg.or.tz/external/national-development-framework/national-development-framework.html
11
In the context of the Comprehensive African Agriculture Development Program (CAADP), Tanzania adopted in 2011 an Agriculture and Food Security Investment Plan (TAFSIP) (2011-2021)6 to achieve the CAADP target of 6% annual growth in agricultural GDP. TAFSIP aims to be the financing mechanism and framework for implementing the Agricultural Sector Development Strategy through the Agricultural Sector Development Programme. In fact it is well anchored to, and aligned with, other agricultural strategies. In the context of the New Alliance for Food Security and Nutrition7, G8 members committed agricultural financial and technical support within the priorities of the CAADP/TAFSIP. This support has been designed to increase responsible private sector investment in agriculture in line with Tanzania’s overarching ‘Kilimo Kwanza’ (“Agriculture First”) vision8. Within the CAADP/TAFSIP, the Southern Agriculture Growth Corridor initiative (SAGCOT) was launched in 20119 as a "public-private partnership" (PPP). The partnership brings together commercial and public sector actors, as well as local and international organisations working with agricultural value chains to develop “clusters” of profitable farming and processing businesses, allowing small, medium and large farmers to share the benefits of scales and access to infrastructure. In line with SAGCOT, the Big Results Now (BRN)10 is Tanzania’s latest initiative to transform the country into a middle-income economy focusing on six priority sectors including agriculture. Growth in agriculture GDP is to be driven by a combination of small scale farming models and large scale commercial farming. Increased smallholder income is to be achieved through smallholder aggregation with a strong emphasis on infrastructure development, notably warehouses and small scale irrigation schemes. According to the Agricultural Sector Review 2006 by the Tanzanian Ministry of Agriculture, Food Security and Co-operatives, existing taxation (e.g. high corporate tax, import duties on agro-processing equipment) discourages the production of food crops in general and for the market in particular. The National Agricultural Policy 2013 (NAP 2013) aims at addressing challenges that continue to hinder the development of the agricultural sector. A more conducive policy environment is required for effective participation of all actors in the sector in order to tap existing capabilities and potentialities so as to revitalise the development of the sector. There is a policy shift towards increased investment in agriculture and greater involvement of the private sector in the production and provision of support services to the farming community. The existing legal and regulatory framework does not provide the necessary provisions to ensure the development of a modern, efficient and competitive sector and under NAP 2013 agricultural related laws, legislations and regulations will be review, harmonization and formulated. Tanzania is party to various regional integration and trade affiliations such as the East African Common Market which became operational in July 2010 and will position Tanzania to participate in a market with a population of 126 million, providing opportunities for tariff free market access and less stringent sanitary and phytosanitary requirements.
Agri Infrastructure Sector context - policies and challenges: All agriculture related national policies emphasize the importance of rural infrastructure development, particularly the need for passable feeder roads, adequate rural energy, efficient communication and post-harvest and marketing infrastructure, all of which are essential for agriculture growth. More particularly the MKUKUTA II is targeting (i) increased rehabilitation of rural feeder roads connecting agricultural areas to trunk roads by 50% by 2015; and (ii) scaled up storage and agro-processing facilities to enhance value chains. Similarly, Kilimo Kwanza 6 http://www.gafspfund.org/sites/gafspfund.org/files/Documents/TAFSIP_FINAL_FOR_PRINTING_AND_CIRCULATION.pdf7 http://feedthefuture.gov/lp/new-alliance-food-security-and-nutrition8 http://www.policyforum-tz.org/files/ReducingpovertythroughKilimoKwanza.pdf 9 http://www.sagcot.com/ 10 http://www.africa-platform.org/resources/tanzanias-big-results-now-initiative
12
identifies improved infrastructure as one of its pillars, including market centres, storage and agri-processing facilities and increased access to input and produce markets. The AfDB11 report 2010 and the WB12 Tanzania Country Economic Memorandum 2012 – Concept Note identify the most critical constraints for inclusive economic rural growth as: 1) land tenure, access rights and management, 2) poor infrastructure, 3) financing the agriculture sector and access to credit. The report notably highlights that agriculture remains the dominant sector in the country's economy. It is also recognised that agricultural programmes have failed to have any notable effect on smallholders due to the fact that Development Partners’ initiatives remained project based, highly geographically focussed and relatively disconnected. Increased institutional support for agriculture, particularly through strengthening the Local Government Administration, is necessary and the institutional framework of agricultural development must be strengthened alongside rural infrastructure, market access, and rural credit. Improving income generation opportunities through the agricultural sector mainly lies in addressing the sector needs and constraints such as the competitiveness, production and marketing costs. The problems to be tackled can be summarised under the following issues: i) restricted market access for local producers and businesses; ii) scarce availability of financial services; iii) limited service delivery capacity at district, and local government levels; iv) and lack of entrepreneurial and business skills for local producers and businesses. These main issues are being considered as the basis for the Action and are in line with the NIP 2014-2020 which identifies linking farmers to processing and markets as part of the Focal Sector Sustainable Agriculture. Furthermore they are in line with the EU Agenda for Change13 and particularly the focus on inclusive and sustainable growth, as the Action will impact on sustainable agriculture and enhance the business environment through promoting small and medium enterprises and cooperatives.
2.3. Lessons learnt
Reducing aid fragmentation: To contribute to the ongoing effort to reduce fragmentation of the sector, EU funded interventions need to foster synergies and collaboration with other agencies and, where possible, build on existing successful programmes. EU support to the ongoing Marketing Infrastructure Value Addition and Rural Finance Programme (MIVARF) is considered as an opportunity to contribute to an integrated country-wide programme that combines hard and soft investments. Rural infrastructure sector development is recognised as having a clear impact on food security and economic growth; this has been highlighted in the evaluation of the EU Food Facility initiative. However rural infrastructure management and maintenance through public funding is a recurrent issue that needs to be addressed through technical and institutional capacity building support for Local Government Administration and Village communities. Focus on Local Government Administration and Community Based Organisations: The Agriculture Sector Development Programme (ASDP) Impact Assessment Report for the infrastructure component highlights that, because of the wide geographical coverage, investments have been thinly spread, and the approach has not been conducive to expanding agricultural production and value added in the sector. The report recommends that in future support should be more strategically targeted towards Local Government Authorities (LGAs) with high agricultural potential, including at least one crop with good marketing potential, and aligned with other development opportunities identified for these areas. Limited capacity of stakeholders/Focus at Local Government
11 http://www.afdb.org/fileadmin/uploads/afdb/Documents/Publications/WORKING%20105%20%20PDF%20d.pdf 12http://www.worldbank.org/en/region/afr/ 13 http://ec.europa.eu/europeaid/what/development-policies/documents/agenda_for_change_en.pdf
13
Administration and community level: The DFID funded African Community Access Programme14 (2008-2014) and other rural infrastructure projects have found that in Tanzania Local Government Administrations face significant capacity constraints in the planning, implementation and maintenance of public works. Shortages of staff, frequent staff turnover and limited availability of transport are particular issues. Capacity building for engineering and procurement staff and contributing to transport costs will go some way towards alleviating this problem. Infrastructure maintenance budgets, particularly for feeder roads, are inadequate and projects such as the African Community Access Programme have found that well trained and equipped Community Based Organizations can be effective for rural access maintenance. Strengthening community ownership and responsibility: Most rural infrastructure development projects (USAID, DANIDA, AfDB) have found that community consultation and mobilization prior to any infrastructure development is essential to strengthening community ownership and long term sustainability of works.
2.4. Complementary actions
The EU is supporting in partnership with other institutions the rehabilitation of road infrastructure and the development of energy infrastructure in key SAGCOT "clusters. The 10th EDF Rural Roads Programme implemented in Iringa, Rovuma, and Morogoro region is creating opportunities to build synergies towards increased connectivity of feeder roads, rural roads and main trunk roads enhancing access to inputs/outputs markets. The Action complements efforts achieved under the EU Accompanying Measures for Sugar, which has contributed to the development of small scale infrastructure (feeder roads) for out-growers schemes. The EU Food Facility initiative has clearly demonstrated the positive impact of rural infrastructure development on food security. Related to the 11 th EDF, the Action has the potential to complement the planned EU Support on Food Security and Nutrition programme (AAP 2015). Member States such as UK (DFID) and Ireland (IrishAid) are participating actively in the rural infrastructure sector development through the SAGCOT, BRN and ASDP funding. DFID is providing £25M for the programme ‘Improving Rural Access in Tanzania’ (2013-2017) delivered through the Tanzania Roads Fund Board and Local Government Authorities. The use of labour based road construction methods is encouraged.
IFAD through the Marketing Infrastructure Value Addition and Rural Finance (MIVARF) support is a key player in promoting warehouse receipt schemes, market linkages and processing through support to capacity building and development of appropriate infrastructures, as well as improving rural financial inclusion through capacity building of existing financial institutions that provide services in the rural area. This programme is co-funded with AfDB. USAID is providing support for planning, feasibility assessment, detailed design, procurement support and construction supervision activities for two irrigation schemes, Dakawa and Mgongola, including improved market access through rehabilitation and maintenance of rural feeder roads. In addition, through Feed the Future, USAID is supporting rice, maize and horticulture value chains in a number of regions. JICA is providing support to ASDP particularly through technical and financial cooperation for some 120 small scale irrigation schemes and capacity building for rice industry development.
2.5. Donor coordination
The agriculture sector is coordinated through the Stakeholders Agriculture Consultative Group Meetings which are held on a quarterly basis. The group is composed by Development Partners (DPs), line ministries, NSA and academia's representatives. Development Partners
14 http://afcap.org/SitePages/Home.aspx
14
meet on a monthly basis within the Agriculture Working Group15 to share information and agree on common positions for policy dialogue with the government on implementation of the Agriculture Sector Development Strategy (ASDS), priorities and plans. The annual Agriculture Sector Review (ASR/PER) is expected to be carried out during last quarter 2014 and first quarter 2015; in parallel the Agriculture Sector Development Strategy (ASDS) is being reviewed and updated for the next coming years 2014-2020. Coordination mechanisms in place are also being reviewed and streamlined to strengthen a sector approach role and the leader ship of Ministry of Agriculture, Food Security and Cooperatives, including recently launched initiative such as BRN.
3. Detailed Description
3.1. Objectives
The overall objective of the Action is to generate wealth and to increase income and livelihood of the rural population. The purpose of the Action is to increase access for smallholder farmers to the input/output market through the development of rural infrastructures (feeder roads, storage and agri-processing facilities, collection centres, market facilities) and increased capacities of Local Government Administration and Community Based Organisations.
3.2. Expected results and main activities
The Action is expected to contribute to smallholder farmers' food security and income increase through better access to markets, storage facilities and value addition for their commodities. Infrastructure investments are expected to have a direct positive impact on quality, postharvest losses, transport cost, and access to better prices.
Strategy - The Action will build on activities developed through the MIVARF Programme (2011/2018 - 125M Euro). MIVARF’s target group is low-income women and men in all the rural districts/LGAs of the Mainland and Zanzibar who have a potential to improve their productivity and incomes, as well as the food security of their households. It covers 72 districts in 29 regions of Tanzania Mainland and Zanzibar with three components: (1) Marketing infrastructure; (2) Rural finance; and (3) Programme coordination. Criteria used to prioritizing districts and wards include: (a) high incidence of poverty, food insecurity and degree of vulnerability; (b) existence of smallholder farmers, small entrepreneurs and artisans; (c) effective involvement of women and female headed households and other vulnerable groups; (d) active participation of the private sector/NGOs/CBOs to enhance public private partnership (PPP), commitment to community-driven development and livelihood-based and gender-sensitive poverty reduction; and (e) entrepreneurship and market potential. Districts compete for inclusion in the Programme. All districts submit proposals (based on District Development Plans, which draw on village and ward plans), to the regional offices where they are evaluated on the basis of the eligibility criteria and prioritised. Successful proposals are forwarded to MIVARF, where they are reviewed by the PCT to ensure that they meet eligibility criteria. MIVARF interventions take market demand as a starting point, focusing on existing agribusiness and products with a high national or regional demand, and helping smallholder groups match supply to the buyers’ requirements through facilitating market information and improved policy environment. Participants in MIVARF are also assisted to link up with existing larger enterprises under contract farming and out-grower arrangements.
15 http://www.tzdpg.or.tz/index.php?id=952
15
At present MIVARF limits funding of feeder roads to 30-35km per district for full rehabilitation of roads to gravel standard, including all necessary structures. There is no ceiling on costs, but MIVARF works on the basis of an average cost of USD 30,000-35000 per km, depending on site conditions. For other types of infrastructure, each district is limited to construction of one warehouse and one market, and rehabilitation of up to two warehouses. Most proposals request only roads and warehouses. The budget limit is USD 200,000 for a 1,000 ton capacity warehouse and up to USD 400,000 for market facilities. There is also provision for renovation and reequipping post-harvest training centres in some regions at a cost of USD 40,000-50,000. For capacity building of producers and processors and market linkages in each district by a Service Provider, the budget is USD 80,000/year for 3 years. The rural finance components are more challenging as financing is based on Institutional Business Development Plans prepared by various micro finance institutions participating in Programme implementation. Infrastructure related investments are directly paid from donors to contractors or by the coordination unit depending on contract amount. Districts receive limited funds, disbursed on a quarterly basis, for supervision of marketing infrastructure and other Programme components. The entry point for Programme intervention is the Region, which has a MoU with the Programme. A MoU between the Region and the district provides a basis for all activities being implemented at district level. Districts are monitored on their adherence to what has been agreed in the MoU and evaluated in terms of what support they provide to Programme activities. As no funds are provided directly to districts for implementation of activities, evaluation is straightforward. For cost effectiveness, MIVARF promotes a wide choice of service providers from both the public and private sectors to work with the Programme. It is building the capacity of the private sector to compete for service provision contracts in order to reduce dependence on public funding. Under the programme MIVARF, private sector participation and commercial incentives are seen as keys to sustainability of interventions. Activities are implemented mainly by farmer groups (CBOs), warehouse managers, collaborating commercial banks and SACCOS, and private sector partner agencies recruited through a competitive bidding process by the Districts with support from the Programme Coordination Team
The proposed EU intervention will focus on MIVARF’s Component 1 which has the specific objective to enhance rural incomes and food security through improved market access, and increased skills of small-scale producers and processors. The EU Contribution will scale up the MIVARF Programme impacts though investment in rural infrastructure (feeder roads, post-harvest facilities, collection centres) and capacity building for Local Government Administrations and Community Based Organisations. As added value, the EU intervention will be integrated into the ongoing MIVARF implementation procedures, focusing on areas where value chain and access to finance activities re being implemented but short of financial resources for infrastructure. Following existing MIVARF procedures, the EU intervention will use government institutional arrangements and planning systems in order to enhance sustainability and strengthen alignment with government priorities. Drawing on District Development Plans, which incorporate District Agricultural Development Plans, LGAs in selected regions will propose packages of interventions for areas that: (i) have a high incidence of poverty and food insecurity, but which have at least one major crop that produces (or has the potential to produce) a surplus for marketing; and (ii) have smallholder farmers and small entrepreneurs willing to be facilitated to increase their livelihood incomes. LGA staff, with support from MIVARF, will procure contractors for construction, and will ensure that Community Based Organisation, including women’s groups, are actively involved in the design, implementation, operation and maintenance of the assets, ensuring their long term sustainability. Service Providers will provide support in each participating district,
16
empowering small-scale farmers, traders and processors through assisting the formation of cohesive groups, providing them with organisational, entrepreneurial and technical skills, and facilitating access to markets and financial services.
The expected results are twofold: i) Results 1 - Smallholder access to input and output market is improved through rural infrastructure (feeder roads, post-harvest facilities, collection centres and market facilities); ii) Result 2 – Smallholders, Local Government Administrations and village communities have the capacity for efficient infrastructure maintenance and market linkages
Selection of target areas: currently 29 regions are planned to benefit from soft activities (capacity building and access to finance) while only 23(18 mainland and 5 in Zanzibar) out of the 2916 will benefit of hard activities (infrastructure investments) due to financial availability constraints. Based on the selection criteria previously mentioned and availability of EU resources, EU support will focus on two neighbouring regions: Mtwara and Lindi.
Mtwara and Lindi regions are: a) adjacent to one another; b) they are considerably poorer than the other regions (20% poor/ 28.5% borderline food consumption in Mtwara and 5.3% poor/ 28.5% borderline food consumption in Lindi); c) there is potential for developing value chains for cashew nuts, sesame and rice; d) the Aga Khan Foundation (with DFID funding and EC funding) is already supporting smallholder cultivation, value chain post-harvest operations and marketing in a range of crops such as horticulture, sesame and rice; and e) MIVARF has, or is planning, activities in three districts in each of the region, whereas only two districts will be covered in Kagera, Kigoma, Mara and Tabora. EU intervention will be an integrated package of infrastructure combined with community development, supported by Local Government Administration.
The Action will focus on two integrated Components:
Component 1 - Rural Infrastructure improvement
Act. 1.1. Rehabilitation of feeder roads connecting local communities to markets and essential social services facilities. It is expected to rehabilitate 350 km of feeder road, if possible, using Labour Based Technology. Where an adequate local workforce is available labour based, rather than machine based, rehabilitation is recommended in order to provide wage earning opportunities for people in poor areas. Added benefits are that local people and Community Based Organisations (CBOs) will be involved in the rehabilitation, acquiring skill for routine and periodic maintenance of the road and building ownership on the assets.
Act. 1.2. Rehabilitation or construction of storage and agri-processing facilities, collection centres and market facilities at village community level and/or district centre level. It is expected that 20 facilities, identified as priorities in District Development Plans, will be rehabilitated or constructed. At each site, a Community Based Organisation will be involved in the design preparation ensuring possible management and ownership of assets.
Component 2 – Capacity building for rural communities and Local Government Administration
Act. 2.1. Support a management system for the sustainable maintenance of the rehabilitated feeder roads developed through training and engagement of Community Based Organisations living along the rehabilitated feeder roads and Local Government Administration. It is expected that the District council will sign a memorandum of understanding ensuring continuing funding through the District Road Fund budget for the Community Based Organisation contracted for the routine maintenance and minor repairs. 16 Kagera,Kigoma, Mara, Tabora, Mtwara , Lindi are not covered by infrastructure component
17
Act. 2.2. Support a management system for the sustainable maintenance and management of the storage and processing facilities, collection centres and market facilities, developed through Local Government Administration and Community Based Organisations mobilisation process. Farmers will be expected to pay membership fees to the CBOs that will cover the operation and maintenance of the facilities. Linkages between facilities and microfinance sector (warehouse receipts) will be facilitated. The Warehouse receipt Act no.10 of 2005 supports the participation of smallholder producers in agricultural commodities trade, access to bank credit and the reduction of post-harvest losses. The Act provides the legal foundation for farmers and traders to obtain credit from lenders through the use of Warehouse Receipts when they deposit their produce in a licensed warehouse. Support will be provided to facilitate the implementation of warehouse receipts systems to make the system more accessible and usable by farmers. This will include workshops at regional and district level to create awareness amongst government staff, farmers, SACCOS, commercial banks and other actors on the benefits of WRS.
Act. 2.3. Support the ongoing training programme for smallholder farmers and processors to facilitate access to information and knowledge on market, new technologies and agricultural best practices. The aim will be to work with groups of rural men, women and youths with a common interest through existing CBOs. Training topics will include group management skills, post-harvest technology and value addition, marketing skills and accessing market information, accessing and using credit, improved agricultural techniques and best practice, natural resource management and climate change adaptation measures. If, and when necessary, youth and women will be provided with foundation courses or literacy training in order to participate effectively in the training programme. The Act 2.3 will organise awareness campaigns on issues such as HIV/AIDS, climate change adaptation and environmental management.
Act. 2.4. Local Government Administration training to support governance initiatives, such as District Development Plan preparation, development, and monitoring with the aim to reinforce the link between Local Government Administration and local communities in terms of rural infrastructure management and value chain development funding. The LGA planning process is intended to be a bottom up procedure with inputs from communities, village committees and ward committees feeding into the District Agricultural Development Plans and District Development Plans. At present the procedure is often poorly implemented due to lack of resources and data, and delays in the system. The EU intervention will work with LGAs and communities to identify community priorities and ensure that District plans take them into account. Prime Minister Office staff at central and local levels will be involved in training and in monitoring and guiding activities. Specific training will be provided to upgrade the technical skill of, amongst others, engineers, procurement staff and environment officers at district and regional level.
Support to Programme management: The Programme Coordinating Unit based in Arusha is adequately staffed for the current workload apart from the engineering and procurement staff who are overextended as there are too few staff to provide LGAs and communities with the level of support needed. Support through the EU intervention to the Programme Coordinating Unit will be reinforced with additional technical engineering and procurement capacities to be based in the target areas to ensure the efficient and on time delivery of Action results.
The Action will contribute to key policies and plans of the government: i) the Kilimo Kwanza (Agriculture First), notably the fourth pillar: financing incentives for private-sector investment, industrialization, and infrastructure development; ii) the Comprehensive African
18
Agriculture Development Programme (CAADP) efforts and national investment plan focusing on food security and infrastructure and trade related development; and iii) the recently launched Big Results Now (BRN) initiative, to boost results in the agriculture sector, notably promoting trade, and private sector investment through investment in rural infrastructure and smallholder aggregation.
3.3. Risks and assumptions
Risks Mitigation measures
The rural infrastructure rehabilitation works do not result in significant impact in market access for small and isolated farmers and farmers’ groups (medium).
The prioritization process for the infrastructure investments will be designed (see section 3.2) to ensure the highest possible returns in terms of facilitating physical access to market for smallholders’ farmers. Rural infrastructure shall combine feeder roads, storage processing and collection facilities.
Limited capacity and skills at district level may lead to delays and poor quality work (high)
Adequate support and capacity building will be provided through training of district engineers and procurement staff, and, where necessary, use of contractors for preparation of detailed design and supervision of works.
The District annual budget from the Road Fund may be inadequate for all routine and periodic maintenance needs of upgraded /rehabilitated roads, which would jeopardize their sustainability. (high)
Community Contracting will be encouraged for routine road maintenance and minor repairs. Local Government Authorities will contract Community Based Organizations from villages near the roads. The Community Based Organizations will be trained in road maintenance, provided with basic equipment and paid a set rate for the work, which will cost less than employing private contractors. Periodic maintenance will remain the responsibility of the District
Gender issue are not taken into account during the implementation phase (medium)
To ensure that women and other vulnerable groups are not side-lined, the Action will make certain that all community activities include a high percentage of people from these groups and that they are included in wage earning opportunities. The EU intervention will ensure that the views and concerns of women and other vulnerable groups are addressed in community meetings and proposals. They will be provided with training in leadership, improved agricultural techniques and businesses skills, and assisted to link to credit facilities and markets. Possibilities for new high value niche products that women producers might control better will be explored. MIVARF has a target of at least 40% of beneficiaries of group activities to be women and FHHs and this will apply to the EU intervention also. Special consideration will be given to their needs by, for example, adjusting the timing of activities to fit in with child care and other duties.
Assumptions: i) Government continues its support for a policy, regulatory, and institutional framework that enable agricultural value chains to become stronger; ii) Project ensures close coordination of activities between stakeholders through regular monitoring and effective management of the project steering committee; iii) Discontinuity in institutions’ representatives does not hinder the implementation of the Project in the framework of the agreed governance system; iv) There is a high level of coordination between government institutions and with Development Partners; v) The Government of Tanzania continues its commitment to the fight against corruption, improving transparency and strengthening accountability through the media and civil society.
19
3.4. Cross-cutting Issues
The gender division of labour in the agricultural sector assigns the larger part of agricultural work to women who traditionally lack access to land and other production and marketing inputs. Women often lose control over agricultural produce when marketing is formalised or value addition takes place to yield higher and more regular incomes. There is the risk, therefore, that improved marketing and value addition that withdraws food crops from family consumption might increase household incomes without substantially increasing family food security and improving nutrition. The socio-economic empowerment of women and other disadvantaged groups will be enhanced through improving their access to markets, appropriate financial services, training and income earning opportunities such as work on roads. MIVARF already has an established minimum quota of 40% for women membership of participating groups, committee positions, and training opportunities. This will be applied to EU funded activities also. Principles of good governance have been taken into account with the view of promoting an enabling economic environment that can be implemented by local institutions and private sector. Through activity 2.4, the EU intervention is directly aimed at enhancing good governance at Local Government Administration level by improving capacity and strengthening accountability of the public sector and involvement of Non State Actors in action planning. Activity 1.1 aims at rehabilitating feeder road networks and not extending them, therefore the impact on the environment should be minimal. Nevertheless, the Programme will conduct environmental impact assessment, including preparation of the associated environmental and social management plans (ESMPs), during the road design process. Through the Activity 2.3 the EU intervention is expected to enhance positive environmental outcomes by the promotion and adoption of improved and sustainable farming practices through an integrated (value chain) approach. HIV/AIDS infection is a key element of the poverty situation in Tanzania. Although there has been a decline in HIV prevalence in the 15-49 years age group from 7.2% in 2004 to 5.5% in 2008, the decline has been slower for females than for males. An estimated 1.8 million people in Tanzania are living with HIV/AIDS. The impact of HIV is likely to be more severe in the rural areas considering the lower access of rural people to potable water, sanitation and health facilities. Through Activity 2.3, campaigns will be carried out to increase awareness of HIV/AIDS in rural areas where access is improved through road rehabilitation. The Action shall ensure that HIV/AIDS sufferers are not discriminated against and are able to participate in all activities. Nutrition: Feeder roads providing better access to markets, health care, education and other social services will enable women to access information (activity 2.3) that will help them provide better nutrition to their children.
3.5. Stakeholders
The beneficiaries for the Action are: i) smallholder farmers; ii) farmer groups and women’s groups, small and medium sized agribusinesses associations and Community Based Organisations, which will enhance economies of scale for further infrastructure investment and maintenance; iii) LGAs that will benefit from capacity building and some additional resources. Key stakeholders are Districts Local Government Administrations that are facing significant capacity constraints in planning and execution of public works. The challenges in procurement, financial management and supervision are recognised and the EU intervention shall enhance ongoing efforts in planning and implementation of socio-economic development programmes at District level. At central level important stakeholders are PMO and line ministries involved in the Programme Steering Committee. Other stakeholders are actors involved in the agricultural value chain including input suppliers, producer and market groups, crop processers, traders and financial service providers.
20
4. Implementation issues
4.1. Financing agreement
In order to implement this action, it is foreseen to conclude a financing agreement with the partner country, referred to in Article 17 of Annex IV to the Cotonou Agreement.
4.2. Indicative operational implementation period
The Operational implementation period of this Action, during which the activities described in sections 3.2 and 4.3 will be carried out starts from the entry into force of the Financing Agreement and will have duration of 48 months subject to modifications to be agreed by the responsible authorising officer in the relevant agreements. Closure phase of a duration of 24 months starts from the expiry date of the operational implementation phase. Contracts are intended to be signed within the first 12 months following the signature of the Financing Agreement. The European Parliament and the relevant Committee shall be informed of the extension of the operational implementation period within one month of that extension being granted.
4.3. Implementation components and module
Indirect Management with an International Organisation. Component 1 and Component 2 with the Objective of “increasing access for smallholder farmers to market links and value chain addition” may be implemented through indirect management by the International Agricultural Development Fund (IFAD) in accordance with Article 58(1)(c) of Regulation (EU, Euratom) No 966/2012. As justification, IFAD is currently implementing the MIVARF Programme, co-financed with AfDB, and the Government (125M€). MIVARF is a country-wide17 integrated Programme combining hard and soft investments, notably construction or rehabilitation of feeder roads, markets and storage facilities, as well as capacity building for Local Government Authorities and CBOs toward access to finance and improved management of rural infrastructures to facilitate the establishment of sustainable market linkages and support to market information system. The IFAD would under this present Action further support the improvement of livelihood of smallholder farmers in selected target areas through the rehabilitation and development of rural infrastructure (feeder roads, storage and processing facilities, collection centres, and market facility) ensuring a better access to the market and strengthening the technical and institutional capacity of smallholder farmers’ organisations and Local Government Administrations. The Contracting Authority is the Ministry of Finance/National Authorizing Officer (NAO) of the EDF. The overall responsibility for the implementation of the Programme lies with the NAO, who may request the Commission to implement service contracts under Article 19.c.4 of Annex IV to the revised Cotonou Agreement. The Prime Minister Office is the implementing agency, under the existing Programme Coordinating Unit. The MIVARF Programme Steering Committee, chaired by the Permanent Secretary of the Prime Minister’s Office, is responsible for providing policy guidance to the Programme, approving work plans, reviewing activities, procurement and finance, and ensuring that all agencies represented on the Committee understand and fulfil their obligations.
4.4. Scope of geographical eligibility for procurement and grants
N.A.
17 Tanzania, Mainland and Zanzibar
21
4.5. Indicative budget
The budget available to implement the action is detailed here below.
Component/Module ,000EUR Third party
Indirect management with IFAD 14.000 0
Component 1 – Improvement of rural infrastructures 10.000 0
Component 2 - Capacity building for rural communities on value chain development
3.700 0
Evaluation and Audit 200 0
Communication and visibility 100 n.a.
Management by EC/NAO n.a.
Evaluation and audit 200
Contingencies 800 n.a.
Totals 15.000 0
The MIVARF budget from IFAD is USD 77.6M for activities in the 72 districts of 29 Regions. This covers producer empowerment USD19.7M, grassroots MFI support USD23.0M and rural financial systems development USD34.9M. In addition, USD9.0M will be met through the contributions of GoT, the districts/LGAs, beneficiaries and others.
4.6. Performance monitoring
Monitoring will be performed by IFAD in collaboration with the Programme Coordinating Unit. Monitoring covers baseline survey18, monitoring plan and reporting. For monitoring purposes the Action’s logframe matrix includes indicators disaggregated by sex. Adequate resources will be made available to ensure that sex-disaggregated data can be collected for monitoring/evaluation. The EC may carry out Results Oriented Monitoring (ROM) via independent consultants. Where possible, any monitoring visits should be timed to be a joint mission with IFAD/AfDB joint review missions which take place twice yearly in February/March and August/September.
4.7. Evaluation and audit
Provision is made for a mid-term and final evaluation to be carried out by external consultants. Government administration auditors will undertake yearly internal audits of programme disbursements, applying international internal audit procedures and controls including pre and post-payment audits.
4.8. Communication and visibility
Communication and visibility of the EU is a legal obligation for all external actions funded by the EU. This action shall contain communication and visibility measures which shall be based on a specific Communication and Visibility Plan of the Action, to be elaborated before the start of implementation and supported with the budget indicated in section 4.5 above. The
18 Very little baseline data is available at present. The IFAD Joint Implementation Review of MIVARF, March 2014, was critical of the type of information collected to date and recommended that Service Providers revise their surveys to focus on the farmer groups and value chain actors that will participate in the Programme.
22
measures shall be implemented either (a) by the Commission, and/or (b) by entrusted entity (IFAD). Appropriate contractual obligations shall be included in, respectively, financing agreements and delegation agreements. The Communication and Visibility Manual for European Union External Action shall be used to establish the Communication and Visibility Plan of the Action and the appropriate contractual obligations.
23
Enhancing Access to Market and Value Addition
CRIS number 2014 /037-446
Logical Framework Matrix
Project description Objectively verifiable indicators of achievement
Sources and means of verification
Assumptions
Overall objective
To generate wealth and to increase income and livelihood of the rural population
Human Development Index UNDP Human Development Index Report
Programme purpose
To increase access for smallholder farmers to the input/output market through the development of rural infrastructures (feeder roads, storage and agri-processing facilities, collection centres, market facilities) and increased capacities of Local Government Administration and Community Based Organisations
% increase in agricultural production in selected targeted areas
% increase in agricultural produce marketed
Intervention Baseline survey and Programme Progress Reports
National statistics
Government retains stance on rural economic development policies.
Continued government investment in rural infrastructure
Continued general economic growth
Expected results
R1 - Smallholder access to input and output market is improved through construction/rehabilitation of rural infrastructure
At least 30 CBOs participate in design and social consensus-building workshops.
At least 350 km of feeder roads improved through local contractors.
At least 20 storage and agri-processing facilities, collection
Programme reports
District and Region reports and statistics
Traffic counts before rehabilitation and at intervals after rehabilitation
Capacity of District councils not impaired by high staff turnover
Adequate support from relevant ministries and local government authorities
24
centres and market facilities improved/constructed
50% Increase in the numbers of vehicles & people using feeder roads and reduced travel costs
25% Increased value of marketed produce
Market surveys
R2 - Smallholders, Community Based Organisations and Local Government Administrations have the capacity for efficient infrastructure maintenance and market linkages.
During the intervention, increased number of women associations participating in the capacity building training programmes
At least 350 km of feeder roads are maintained in good conditions by CBOs through contract with Districts
Constructed and upgraded storage and agri-processing facilities, collection centres and market facilities operated and maintained effectively
During the intervention, increased numbers of men and women/ farmer groups using improved technologies
During the intervention, increased numbers of men and women/ farmer groups having improved marketing skills, and using market information skills
At least 20 SACCOs are providing
Programme reports
Service provider and INGO reports
Training reports
District and Region reports and statistics
Participatory assessments
25
adequate financial support to rural communities
At year 4 of the intervention, % of women benefiting from the SACCOs
Activities
Means Indicative costs Assumptions
Component 1 - Rural Infrastructure improvement
Act. 1.1. Contract civil work for rehabilitation of feeder roads connecting local communities to markets and essential social services facilities
Act. 1.2. Contract civil work for construction / rehabilitation of storage and agri-processing facilities, collection centres and market facilities at village community level and/or district centre level
Districts identify feeder roads for rehabilitation following MIVSARF criteria. MIVARF committees ensure criteria are followed. CBOs formed along selected roads to ensure their involvement in works. District staff procure contractors and supervise works. Capacity building for District engineers and procurement staff provided Programme and INGO
Districts identify storage facilities etc. for construction/upgrading following MIVARF criteria. MIVARF committees ensure criteria are followed. Capacity building by INGO and Service Providers starts for CBOs which will operate and maintain infrastructure. District staff procure contractors and supervise works.
Component 1. Budget - Rural infrastructure improvement: 10.0M€
Act.1.1. Road rehabilitation 8.75 M€.
Act 1.2. Storage and agri-processing facilities, etc. 1.4 M€.
District staff will supervise contracts and report on progress.
Information on progress will be provided by regular Programme site visits and reports, and reports from
26
Service provider and INGO.
CBOs concerned with operation and maintenance of infrastructure will be asked to report on activities and problems.
Component 2 – Capacity building for rural communities and Local Government Administration
2.1. Support the management system for the sustainable maintenance of the rehabilitated feeder roads developed, through training and engagement of LGA and village community based organisations living along the rehabilitated feeder roads
2.2. Support the management system for the sustainable maintenance and management of the storage and processing facilities, collection centres and market facilities.
2.3. Provide training to smallholder farmers and processors to improve the business enabling environment and to facilitate access to information and
Rehabilitated feeder roads are maintained by CBOs through contract with Districts. CBOs are trained by MIVARF and District engineers with assistance of INGO. CBOs are provided with sets of tools. District engineers monitor and supervise works.
Capacity building for CBOs for operation and maintenance of facilities provided by INGO and Service Providers.
Training of farmers provided by INGO and Service Providers overseen by MIVARF.
Component 2. Budget - Capacity building for rural communities on value chain development: 3.8M€
Act. 2.1. Feeder road maintenance 0.59M€
Act. 2.2. Operation and maintenance of storage facilities etc. 0.12M€
Act. 2.3. Training for farmers, agricultural processors etc. 0.15M€
Act. 2.4. LGA
Districts have adequate funds for periodic maintenance (e.g. regravelling) and major repairs of feeder roads, and can fund routine maintenance in the long term.
27
knowledge on market and new technologies and agricultural best practices.
2.4. Provide training to LGA to a) support governance initiatives, such as planning, policy development, strengthening of monitoring with the aim to reinforce the link between LGA and local communities in terms of rural infrastructure management and value chain development funding. b) upgrade the technical skill of engineers, procurement and other technical staff.
Training to support planning, policy development, monitoring etc. provided by INGO together with MIVARF staff.
Upgrading of skills of technical staff provided by MIVARF engineers and procurement specialist.
training 0.96M€
Information on progress will be provided by regular Programme site visits and reports, and reports from Service provider and INGO.
Participatory assessments by MIVARF will ensure farmers and community groups are able to express their views on activities
Support to Programme management
3.1. Provided additional technical full time/part time staff (engineering, procurement, supervision) to support the PCU and ensure the efficient and on time delivery of Results.
One engineer and one procurement specialist will be added to MIVARF’s PCU. An INGO will be contracted to oversee and strengthen the capacity of MIVARF Service Providers working with farmers and CBOs.
Act. 3.1.: 1.05M€
Programme reports
28
3.2 Gender Screening Checklist
Enhancing Access to Market and Value AdditionCRIS number 2014 /037-446
Gender Equality Screening Checklist (GESCf) Has a full-scale gender analysis been done during the formulation stage?
Comments: The Gender Equality assessment has been made through discussions with key partners of the proposed Action (IFAD Office Arusha, field visits community based organizations (Kongwa District) and reports (Statement from 59th Session of the commission on the status of women-Feb 2012, http://tz.one.un.org/index.php/core-commitments/gender ) analysis
Yes No x
Have gender equality issues relevant to the project been identified?
Comments: The gender division of labour in the agricultural sector assigns the larger part of agricultural work to women who traditionally lack access to land and other production and marketing inputs. Women often lose control over agricultural produce when marketing is formalised or value addition takes place to yield higher and more regular incomes. There is the risk, therefore, that improved marketing and value addition that withdraws food crops from family consumption might increase household incomes without substantially increasing family food security.
Yes x No
Are the gender equality issues identified supported by reference to the partner government’s/EC’s policy commitments to gender equality?
Comments: The 1977 Constitution of the United Republic of Tanzania (Articles 12 and 13) guarantees equality between men and women and supports their full participation in social, economic and political life. Gender equality and women’s empowerment also forms a major component of the National Poverty Reduction Strategies (MKUKUTA II in Mainland and MKUZA II in Zanzibar) under the goals on governance, education and health. However, the country ranks 125th out of 155 countries on the Gender-related Development Index for 2009. The 2008 Gender Empowerment Measure puts Tanzania at 48th place out of the 108 countries measured. And while Tanzania is on track to reach the MDG target on gender, high drop-out rates for girls, and gender parity in secondary and tertiary education remain a concern. As well, maternal mortality remains high and the burden of HIV is still heavy, with higher infection rates in women than men.
Yes x No
Are the statistics used for project formulation disaggregated by sex?
Comments: Most of the statistical data are not disaggregated by sex. However, a monitoring system will be put in place that will provide data disaggregated by sex based o a baseline survey to be conducted at the start of the Action.
Yes No x
Has qualitative information on gender equality issues been used in the project formulation stage?
Comments: Qualitative information has been issued based on the desk study phase and more during the field visits and discussions with rural communities and local government administration staff.
Yes x No
Has the logframe been engendered? Yes x No
29
Comments: A specific focus on gender will be included under the Component 1&2 of the Action. Specific indicators on gender are incorporated in the Programme Logical Framework Matrix.
Do the management systems established by the project respect the principles of gender equality and equal opportunities?
Comments: The current management system of the Programme implemented and coordinated by IFAD in which the Action will participate is respecting the main principles of gender equality and equal opportunities for the Programme management.
Yes x No
Have all factors potentially affecting the sustainability of gender equality actions been thoroughly addressed?
Comments: The Component 2 of the Action has the aim to empower women and youth in the maintenance and management of the rural infrastructure through Community Based Organization strengthening. The Programme will ensure that women and youth are part of the decision making process. If, and when necessary, youth and women will be provided with foundation courses or literacy training in order to participate effectively in the training programme
Yes x No
30
3.3 TC/CD Checklist
Title/Number Enhancing Access to Market and Value Addition
CRIS number 2014 /037-446
Total cost Total estimated cost: EUR 15,0000,000 (2.4% of IP)
Total amount of EDF contribution: EUR 15,0000,000
11th European Development Fund (EDF)
Aid method / Method of implementation
Project approach – Joint management with International Fund for Agricultural Development (IFAD)
DAC-code 43040 Sector Trade Development
Country Tanzania
Programme Enhancing Access to Market and Value Addition
Total Amount of the Programme 15 million Euro
TC/CD support component (if a separate component)
No specific component
If yes, amount of the TC/CD support component
Short description of the TC/CD component (if not included in the Action Fiche)
Purpose(s) of the TC/CD support
More than one option possible (see section 2.2 and 4.1 of
the Guidelines)
1. Capacity development: comprehensive approach that addresses a wide set of constraints in one or more organisations and which is linked to clear performance targets.
□ Main objective□ Secondary objective□ Not an objective
2. Providing policy and/or expert advice (normally of short term duration). □ Main objective□ Secondary objective□ Not an objective
31
3. Support to implementation of projects/programmes. It may include activities as planning, management, supervision or direct gap filling. The support focuses directly on "getting things done".
□ Main objective□ Secondary objective□ Not an objective
4. Preparation/facilitation of EU cooperation (or broader donor cooperation). Includes feasibility and preparatory studies, facilitation of dialogue between EU and partners, facilitation of programme development etc.
□ Main objective□ Secondary objective□ Not an objective
Please add comments about the purpose of the TC/CD support if relevant (see pages 10-12 of the Guidelines):
1. Fit to the context and existing capacity
See section 3.2 of the Guidelines
1.1 Are there critical constraints in the context which could make CD support ineffective and impede achieving the purpose of the support? If yes, how will they be addressed?
Context constraints can include weak governance arrangements in the sector, limited incentives for civil servants to perform, or limited effective priority of the area in national politics, etc. See page 22-23 of the Guidelines.
Conversely, are there opportunities in the context which could make CD support more effective ?
No there are no critical constraints that could make CD support ineffective. The EU intervention will be implemented through the ongoing IFAD/AfDP funded MIVARF Programme, which already has considerable experience of CD. The EU intervention will enable the recruitment of additional staff and an INGO to provide the technical support needed to cover the CD requirements for LGA staff, Service Providers, CBOs and other stakeholders.
1.2 Has the existing capacity of the concerned partner(s) organisation(s) been assessed? Is it confirmed that the objectives and the scope of the CD support match the existing capacity to lead, manage and absorb the support?
See page 23-24 of the Guidelines.
The capacity of concerned partners, including MIVARF, LGAs and Service Providers, has been assessed and CD recommendations are appropriate.
1.3 How have similar programmes and types of CD support worked in the current context? Please indicate which, if any, and why they have been successful. See page 22 of the Guidelines.
MIVARF started in 2011 and has successfully undertaken a range of capacity building activities.
32
2. Adequate demand, commitment and ownership from the country partners
See section 3.1 of the Guidelines
2.1 How have key stakeholders demonstrated demand for CD support, beyond reacting to proposals from the EU or consultants?
See page 20-21 of the Guidelines.
The CD requirements have been identified and formulated jointly with MIVARF staff and concerned governmental partners, including LGAs.
2.2 How have the country partners lead or participated in the design of CD support, beyond formal consultation and endorsement of proposals and other requirements?
See page 16 of the Guidelines.
NAO and PMO representatives support the CD recommendations in the proposal.
3. Clear link to results and expected outcomes
See section 4.2 of the Guidelines
3.1 Are results and/or outcomes defined beyond what the CD support will deliver? Please give examples of key targeted results at the level of enhanced capacity of organisation(s), if relevant outputs that the organisation(s) produce or at the level of outcomes.
See page 30-36 in the Guidelines, including figure 4 and 5.
MIVARF is undertaking baseline study that will identify supplementary CD needs.
3.2 Have the country partners' inputs, which are required to sustain the results of the programme, been identified and specified?
Resources can include staff, managers, involvement of senior staff and leaders, facilities and logistics. See pages 15-17 in the Guidelines.
Yes, at Regional and District level.
33
3.3 What innovative forms of CD support have been considered, e.g. regional sources, staff exchanges or networking?
See Box 25 on page 38 of the Guidelines.
Not considered – but MIVARF organizes visits for stakeholders to sites where activities are particularly successful.
4. Harmonized support
See section 3.4 of the Guidelines
4.1 Has CD support from other donors in the sector been screened to ensure complementarity with that proposed by the EU? Have other main donors been consulted on the proposed CD support and have they endorsed the proposal?
See page 26 of the Guidelines.
DFID activities have been screened and assessed through their various operations in the road and infrastructure sector.
4.2 Which synergies and harmonisation options have been explored with country partners and other donors? If no harmonisation is possible at this stage, which steps will be taken to ensure that the CD support from the EU will be harmonised with other donors’ interventions in the future?
See page 26 of the Guidelines.
Synergies and harmonisation options have been assessed and supplementary actions have been worked out such as support to LGAs for ensuring efficient monitoring and management of the infrastructure.
5. Appropriate programme implementation arrangements
See Chapter 5 of the Guidelines
5.1 Briefly describe the Project Implementation Arrangement. Will country partners lead and manage the programme? Is primary accountability of the programme appointed to domestic stakeholders?
See page 47-50 of the Guidelines.
IFAD is already working closely (jointly) with LGAs. All CD activities will be channeled through governmental services.
34
5.2 Will civil servants working in the programme receive topping-up (salary supplements, special allowances etc.) funded by the EU? Are they linked to clear performance targets? If these incentives are not following government regulations, which steps will be taken to align them, diminish any negative distortion and/or abandon the use of donor-funded topping-up?
See page 14 and pages 43-51 in the Guidelines.
There will be no topping-up.
The only support will come in the form of assistance towards LGA costs for implementing and supervising activities at district level – transport costs etc.
5.3. Given the nature of the programme and of the expected results, explain its level of integration in the broader structure or its level of autonomy.
See page 46-47 in the Guidelines.
The programme is carried out with full implementation of national and regional structures.
5.4 Are the EU’s and/or other donors’ role in the governance of the programme limited to oversight functions?
See page 47-50 of the Guidelines
The implementing partner MIVARF/PCU will be bound to the responsibilities etc. as is laid down in the agreement that will be signed with the EU.
4 Annexe 2 - Support to food security and nutrition
4.1 Action Fiche
ANNEX 2
of the Commission Decision on the “Support to Food Security and Nutrition Programme”
5. Identification
Title/Number Support to Food Security and Nutrition
CRIS number 2014 / 037-445
Total cost Total estimated cost: EUR 10,0000,000 (1.6% of IP)
Total amount of EDF contribution: EUR 10,0000,000
11th European Development Fund (EDF)
Aid method / Method of implementation
Project approach – Indirect management with World Food Programme (WFP)
DAC-code 52010 Sector Food Security
35
6. Rationale and Context
6.1. Summary of the action and its objective
The overall objective is to improve food and nutrition security, and ultimately reduce the high stunting rate in Tanzania. The specific objective is to promote diversification of food production, awareness and access to nutritious food and enhance women empowerment in the Dodoma and Singida Regions. The Programme will support the delivery of three interconnected Components (i) Knowledge and Information, ii) Social transfer for targeted groups and iii) strengthening and capacity building of key stakeholders. The programme will work through district health facilities, Non-Government Organisations and Community Based Organisations. Key partners of the Programme are government Regional and District agencies, more particularly nutrition officers and Non-Government Organisations and Community Based Organisation active in the sector.
6.2. Context, policies and challenges
Country context: In 2012 and 2013, the Tanzanian economy expanded at an annualized rate of approximately 7%. The main drivers of Tanzania’s rapid economic growth continue to be a small number of fast growing capital intensive sectors, particularly the communication and financial services, construction, manufacturing, mining and retail trade sectors. The service sector recorded the highest rate of annual growth in 2012, at 8.0%. By contrast, labour intensive sectors, particularly the agricultural sector, in which approximately 80% of households are primarily engaged, recorded an average annual growth rate of only 4.2%. Poverty - Tanzania’s ranking in UNDP’s Human Development Index19 improved marginally from 0.370 in 2005 to 0.398 in 201020 (159/187). Still, poverty remains high21 suggesting that, despite impressive macroeconomic achievements and sustained economic growth over the past decade, there has been very little impact on the incomes and well-being of the rural poor. Available evidence points to the weak redistributive aspect of growth, especially the weak linkages with rural areas where the majority of the population lives. Poverty remains predominantly rural as high as 37.4% of the population due largely to low agricultural growth caused by drought, low rainfall and lack of and/or poor agriculture equipment and productivity, low marketing power. These developments suggest that the MDG target of halving abject poverty by 2015 may not be achieved. Nutrition - Tanzania has made progress in many health indicators over the past decade, but not in nutritional status. According to the 2010 Demographic and Health Survey (DHS 2010)22 stunting rate was 42% of the under-five children, and was only 2% lower than five years before. According to the DHS 2010, stunting rates in rural area were 44.5%23 and 31.5% in urban areas .The highest level of stunting was found in Dodoma District with a level of 56.0%. The burden of stunting in Tanzania ranks third in Sub-Saharan Africa, after Ethiopia and the Democratic Republic of Congo. Tanzania is not on track to achieve the MDG 1 target to reduce underweight by one-half by the year 2015. The nutrition situation of adolescent girls and women in Tanzania is also alarming. About 30% of women are deficient in iron, vitamin A and iodine, 20% of women are anaemic and 10% of women are undernourished. Malnourished adolescent girls and women are more likely to give birth to low birth weight infants, who malnourished in childhood and later life will transfer under nutrition to the next generation. The high levels of
19 http://countryeconomy.com/hdi/tanzania20 http://en.wikipedia.org/wiki/List_of_countries_by_Human_Development_Index21 http://www.ruralpovertyportal.org/country/home/tags/tanzania22 http://dhsprogram.com/pubs/pdf/FR243/FR243[24June2011].pdf 23 Figures from DHS survey 2010. Stunting and wasting rates are expresses in -2SD and stand for global rates.
36
stunting in the country, affecting over three million under-five children, constitute a silent emergency. Food security - The food security situation in Tanzania is directly linked to the availability and access to food, the food diversity situation and the Water, Sanitation and Hygiene (WASH) situation. In many districts the food insecurity situation is either chronic or temporary depending on the availability of food but also the access to sufficient and diversified diet. The high stunting rates nationwide are not only caused by general food insecurity but also due to a poor WASH situation and poor behaviour attitudes of mothers. Improving the food and nutrition security situation is a combination of improving feeding practices, improving behaviour practices, improved and diversified food production, improved WASH situation.
National Food security and Nutrition development policy: The signing up to the ‘Scaling Up Nutrition (SUN)’ movement24 in June 2011 and the recent Presidential "Call to Action in Nutrition" on May 16th 2013, highlights commitment from the highest levels of government to focus on nutrition as a national priority. Tanzania is a member of the SUN Movement Lead Group25. Within the SUN movement initiative, the government has established a High-Level Steering Committee for Nutrition, which is convened by the Prime Minister’s office and involves representatives from nine key ministries, development partners, UN agencies, civil society, faith-based organisations, academia and business. With the support and participation of this Committee, the government finalised its National Nutrition Strategy26 and is now working to complete a corresponding financial implementation plan. The government is placing strong emphasis on decentralisation to ensure that nutrition is on the agenda at district and ward levels. Advocacy on nutrition issues with Regional Commissioners has been undertaken to ensure they are sensitised on the need to take action on nutrition. In addition, nutrition officers are being recruited and nutrition budget training is being provided at the district level. With support from the UN nutrition coordination mechanism (REACH)27, the government is undertaking a mapping exercise to increase understanding on how to best align all actors who have a role to play in scaling up nutrition, and ensure they can work together as efficiently as possible. The Permanent Secretary to the Prime Minister’s Office who is also SUN Government Focal Point chaired the High Level Steering Committee on Nutrition (HLSCN) as a multi-stakeholder platform. The SUN Government Focal Point is responsible for coordination, advocacy, and resource mobilization for scaling up nutrition. The HLSCN operates within and leverages existing government systems and dialogue mechanisms for developing cooperation, such as the Joint Assistance Strategy for Tanzania (JAST) and the Food Security Thematic Group within the agriculture sector, which promote national ownership and enhance effectiveness. A Council Steering Committee on Nutrition has also been established at district level chaired by the Executive Director and has full inclusion of all stakeholders, including representatives of relevant departments, UN agencies, civil society and private sector. Currently, collaborative advocacy efforts between the civil society-led Partnership for Nutrition in Tanzania (PANITA)28 and the government are underway to raise awareness on the importance of nutrition and solicit action. Launched in August 2011, PANITA includes over 230 civil society organization (CSO) members working on nutrition-specific interventions across Tanzania with nine zonal coordinators. The National Nutrition Public Expenditure Review of
24 http://scalingupnutrition.org/25 http://scalingupnutrition.org/sun-countries/tanzania26 https://extranet.who.int/nutrition/gina/sites/default/files/TZA%202011%20National%20Nutrition%20Strategy.pdf27 http://www.reachpartnership.org/reach-countries/tanzania 28http://scalingupnutrition.org/news/the-partnership-for-nutrition-in-tanzania-panita-supports-the-ministry-of-healths-world-breastfeeding-week-celebration#.U8YRiaTlrIU
37
2014 made a detailed review showing that only 0.22% of government expenditure was allocated to nutrition in FY 2012/13 and therefore few activities have been carried out to implement the National Nutrition Strategy (2011-2015).
The 2013 EC Communication “Enhancing Maternal and Child Nutrition in External Assistance”29 builds on the Agenda for Change 2011. The EU adopted a multi-sector approach, combining sustainable agriculture, rural development, food and nutrition security, public health, water and sanitation, social protection and education. This policy document on nutrition highlights the need for a better coordination between humanitarian and development aid in order to increase the resilience of affected populations. The Communication is based on three strategic priorities: i) Enhance mobilisation and political commitment for nutrition; ii) Scale up actions at country level; iii) Knowledge for nutrition (strengthening the expertise and the knowledgebase).
Food security and nutrition Sector context: policies and challenges: Government food security and nutrition related policies emphasise the importance of better nutrition intervention, coordination, data surveillance and monitoring systems. Better nutrition education activities, WASH situation improvement, increased food production and diversification, improved feeding practices and development of income generating activities for vulnerable households are considered as keys to tackle the nutrition issues. Stunting is a nationwide critical issue and its aetiology30 should be assessed in a systematic way. It is recognised that stunting is directly related to growth delays, indicating the development history of the child. It is necessary to analyse the problem and causes at regional and district levels. Assessment should focus on food intake, feeding practices, infant morbidity rates, WASH situations and knowledge/attitude/practices (KAP) of mothers. HDDS (Household Dietary Diversity Score) and HFIAS (Household Food Insecurity Access Scale) should also be analysed.
Dodoma and Singida Regions nutrition status: Based on DHS 2010 report, the national average stunting rate is 42% and the average wasting rate is 4.8%. Dodoma Region has the highest stunting rate (56%) but a low wasting rate (5.2%). The neighbouring Singida Region stunting rate is lower (39.0%) and wasting rate is higher (9.2%). Updated data for both Regions are currently not available. Irish Aid has taken the lead to produce a national update every 2,5 years nationwide. Currently, in the Dodoma Region, the USAID/AFRICARE Mwanzo Bora programme focuses mainly on behaviour change at the community level, while in Singida Region World Vision Canada works on community and at health facility level on behaviour change, capacity building and prevention and rehabilitation. The impact of their interventions is assumed to be positive on the reduction of stunting rates but also improving the wasting or acute malnutrition prevalence. Their monitoring systems have not yet produced concrete data. World Food Programme (WFP) works in Dodoma and Singida Regions directly with the District health services households treating moderate acute malnutrition amongst children under 5 and pregnant lactating women, food provision of Special Nutritious Foods (SNF) to pregnant and lactating women and children under 2 to prevent stunting and capacity building to health workers and working on behaviour change with mothers coming to the District health facilities. Currently, global updated information on impact is not available.
29 http://ec.europa.eu/europeaid/documents/enhancing_maternal-child_nutrition_in_external_assistance_en.pdf30 Aetiology: study of causes and origins of diseases.
38
Issues to be tackled: Save the Children International reports31 and more particularly the 2014 Communication32 identified key recommendations i) Improved household access to diverse and nutrient rich foods through own production and purchase from the local market working with women’s and CBOs on awareness raising on stunting and malnutrition and the right choice of diet to prevent them, looking into gender roles and division of labour in order to ensure that women’s involvement into agriculture does not hinder maternal and infant and young child feeding practices; ii) Improved maternal, infant and young child feeding practices through traditional community trainings, community group meetings and popular mobilisation events which are conducted by civil society organisations; iii) Enhanced reach and quality of health and nutrition services delivered through the health system through the identification of needs to prevent or treat key diseases that contribute to chronic malnutrition; and iv) Improved multi-sectoral response to nutrition at sub-national levels (Health, Agriculture, WASH, Education, Community Development, Livelihoods), facilitating the establishment of district level nutrition steering councils.
6.3. Lessons learnt
Coordination: At regional level, nutrition officers are working under the Regional Health Officer. Key issues necessary for the development of an efficient nutrition intervention strategy are i) the need for a regional coordination on nutrition policy; and ii) the need for an efficient regional data collection and management coordination. As long as regional nutrition officers are not in charge of the coordination of nutrition interventions and regional policy development and have no access to systematic data on nutrition and its development (district/regional surveillance system, regional early warning system), it is unlikely that effective interventions can be planned and implemented. Therefore the need to support and strengthen government structures is necessary. Integration between agriculture sector and nutrition issue: The need for integration of agriculture and nutrition is recognised as a way to ensure that knowledge, attitude and practice of pregnant and lactating mothers and improved access and availability to nutritious food in particular for children under five years will be secured. Many studies in Africa and Europe provide clear evidence of optimum impact through this integrated approach (nutrition, agriculture, and focus on mothers)33. Importance of social transfers: The final evaluation of the EU Food Facility highlighted that interventions through safety nets increase the resilience of the poorest and prevent the sale of their productive assets. The interventions have a clear impact on household food security, reduce poverty and vulnerability, and support agricultural development. Production of nutritious food: The EU Food Facility programme final evaluation identified as a weakness the access to nutritious food because interventions were primarily targeting food availability and access, notably for Tanzania. A WFP assistance review confirmed that income support in food insecure areas can be effective in reaching improved diet diversity of most vulnerable groups that leads to a better intake of nutritious foods.
A first Annual Review of the National Nutrition Strategy was conducted in August 2014 to evaluate its implementation, review coordination systems at all levels and identify priorities and relevant actions for scaling-up nutrition (SUN) in Tanzania (Vision2025). Participants were drawn from the Government, NGOs, INGOs, UN and private sector. The review confirmed i) coordination challenges among key stakeholders (NGO, CSO and government
31 http://www.savethechildren.org.uk/sites/default/files/docs/social-protection-Tanzania-briefing.pdf
32 Save the Children recommendations on reducing malnutrition in Tanzania 2014
33 African studies: 1) “Securité Alimentaire et Amelioration Nutritionnelle au niveau familial: expériences des ONG au Mali, ETC/SOH 2000, 2) Sécurité et Sécurisation Alimentaire familiale et communautaire » approche groupements de femmes, cercle de Niafounké, Région de Tombouctou ; OMAES, Mali, 2014 ; 3) Red Spot study in the UK : impact of mother’s care related to class background.
39
bodies) at all levels (district, regional and national) for planning and implementation of activities; ii) the need to raise profile and technical capacities of nutrition officer at regional and district level; and iii) the need to develop a financial mechanism and robust result framework to ensure proper implementation, monitoring and evaluation of the strategy.
6.4. Complementary actions
Member States such as Germany (GIZ) and Ireland (Irish Aid) are participating actively in the Food Security and Nutrition development through specific programmes.
The World Food Programme (WFP) has been implementing food security and nutrition interventions in central and northern Regions of Tanzania since 2002. The focus areas have been food insecure and drought prone areas using school feeding, nutrition interventions, and food and cash for work operations to support community based public works. From 2012-2013, WFP has been implementing a pilot cash transfer project in the Mtwara Region with a strong focus on nutrition. The evaluation of this one year pilot operation did not provide clear evidence that cash transfer is the best way to solve acute malnutrition for pregnant women and children under 5. Also it should be stressed that cash transfer to alleviate poverty is different from cash transfers to alleviate malnutrition. Currently, the WFP operating in Dodoma is considering supplementary feeding as the most effective way to reduce acute malnutrition. The WFP has also contributed through its Vulnerability Analysis and Mapping (VAM) unit in a positive way in information for the Government and LGA on food and nutrition security status and trends. The VAM unit collects and analyses information for own monitoring purposes but also contributes to strengthening national structures. At national level WFP has been involved in Policy formulation and strategic direction in matters related to nutrition, food security and school feeding.
USAID/Africare is supporting the Mwanzo Bora Nutrition Programme (5years/25M€), an integrated nutrition program funded through the USAID Global Health Initiative (GHI) and Feed the Future in Tanzania, targeting reduction in stunting among children less than five years of age and maternal anaemia among pregnant women mainly through behaviour change communication. USAID is funding the National Food Fortification Programme with the Global Alliance for Improved Nutrition (GAIN). World Vision Canada carries out an integrated nutrition programme in Singida Region that comes to an end 2014. Building on the progress achieved in recent years, the Tanzania Third Social Action Fund (TASAF III) Programme (2011) is providing support to the poor and food insecure families in a systematic way including the development and consolidation of a comprehensive safety net that tries to address the needs of the poor; The Programme is planning to i) support a national safety net incorporating transfers linked to participation in public works and adherence to co-responsibilities (funding from World Bank, DFID, USAID); ii) support to community driven interventions which enhance livelihoods and increase incomes; and iii) infrastructure development (education, health, water) to enable service to poor communities.
6.5. Donor coordination
The Scaling Up Nutrition (SUN) Movement is undertaking efforts to track and map ongoing relevant actions in order to better programme and coordinate the country’s response to food and nutrition insecurity. A Multi-sector Nutrition Technical Working Group is chaired by the Director of the Tanzanian Food and Nutrition Centre (TFNC) to guide, coordinate and catalyse nutrition work in the country. The Multi-sector Nutrition Technical Working Group supports the major national nutrition programmes in Tanzania and includes senior staff from line Ministries. The group includes technical specialists from the nine ministries and provides technical expertise that supports the SUN Movement, including by advising on policy, and
40
supporting the development of implementation guidelines and resource sourcing. USAID and Irish Aid participate in the Multi-Sectoral Nutrition Technical Working Group Meetings and also participate in the High Level Steering Committee on Nutrition (HLSCN), and the Development Partners Group Nutrition. The Development Partner Group for Nutrition, which meets on a monthly basis, includes a wide range of bi-lateral donors and representatives from un organisations (e.i WFP, UNICEF, WHO). Donors active in nutrition make maximum use of existing platforms for engagement in policy dialogue. Many of these dialogue groups, such as the Development Partners Groups for Health and Agriculture, are formally agreed with government through the Joint Assistance Strategy for Tanzania (JAST) and enable donors to network with other development stakeholders, through working groups and committees led by the government. Under R.E.A.C.H initiative (Renewed Efforts Against Child Hunger) to accelerate the scale-up of food and nutrition interventions, and the leadership of WFP, the country contemplates the development of tools and guidance for the implementation of nutrition programming that cuts across government sectors to ensure that relevant line ministries (e.i Ministries of Health, Agriculture, Education, Women’s Affairs, Local and Rural Development and Disaster Preparedness) engage and coordinate efforts at the national and sub national levels. Finally, The Partnership for Nutrition in Tanzania (PANITA), established as a platform for coordination among civil society organizations (CSOs), private sector organizations, the media and other development partners to facilitate a more effective national and local response to addressing malnutrition.
7. Detailed Description7.1. Objectives
The overall objective is to improve food and nutrition security, and ultimately reduce the high stunting rate in Tanzania. The specific objective is to improve diversification of food production, awareness and access to nutritious food and enhance women empowerment34 in the Dodoma and Singida Regions.
7.2. Expected results and main activities
The Action is expected to contribute to food and nutrition security and lower stunting and wasting rates in the targeted districts through i) improved knowledge, attitudes and practices of local communities targeting primarily Pregnant and Lactating Mothers (PLWs); ii) social transfers: food transfer for malnourished PLWs and children of vulnerable households during the critical period, cash transfer to guarantee that PLW and their under-two children receive minimal food intake requirements; and assets transfer for small holder farmers to stimulate diversified food crop production and access in concerned areas; and iii) improved information, coordination and integration of food and nutrition security related issues at regional and district’s level. The EU intervention should lead to a reduction of the number of vulnerable households, to improve general household food security status, establishment of district/regional nutrition surveillance data system and improved awareness of nutrition knowledge for local communities, regional and district staff.
The Action results (R) will be:
R1: Better knowledge and information to guarantee efficient monitoring and planning for further Action;
R2: Vulnerable households have access to better food and have improved diets;
34 According to UNFPA empowerment of women, means identifying and redressing power imbalances and giving women more autonomy to manage their own lives. Women's empowerment is vital to sustainable development and the realization of human rights for all.
41
R3: Vulnerable households and women within CBOs, and Local Government Authorities are aware of the importance of food and nutrition security;
The following activities are expected:
Component 1 – Knowledge and Information
Act. 1.1. Produce a baseline survey on food and nutrition security, agriculture production and market situation that will provide updated information on nutritional indicators more specifically on the under-nutrition status and the food security level according to VAM criteria. The baseline survey should provide detailed information on food production, availability and access indicators and identify the correlation between malnutrition and vulnerability and poverty. Based on the survey results, a monitoring system will be designed in coordination with the national social protection systems.
Act. 1.2. Scale-up Vulnerability Analysis and Mapping (VAM) activities, through improved data collection and management system, providing the necessary information for vulnerability indicators analysis and effective mapping for optimising ongoing and planned operations.
Act. 1.3. Improve and strengthen data management capacity (availability, quality and use of data, storage and analysis) of Dodoma and Singida Nutrition Officers for monitoring nutrition status and planning further nutrition programmes and strengthening regional data management capacity.
Component 2 - Social transfer.
This Component will try to target the most vulnerable households based on the criteria developed by a Comprehensive Food Security Vulnerability Analysis (CFSVA) and community-based assessment35. Vulnerable households entitled for access to this activity is estimated at 10,000 women and 16.000 children 36 (based on current existing figures provided by WFP Dodoma office). Three modes of social transfers – food, cash and assets – will be provided to the beneficiaries to address immediate needs as well as to invest in longer-term, sustainable solutions.
Act. 2.1. Direct food transfers will target PLWs and children under the age of two. This will involve the provision of fortified food (Super Cereal and Super Cereal Plus)37 to PLWs and children under two that exhibit moderate acute malnutrition38. Supplying Super Cereal and Super Cereal Plus has proven to be an efficient means to reduce acute malnutrition.
Act 2.2. Food and cash transfers will be used as an incentive for PLWs to attend nutrition education sessions. During the initial phase of the programme, food (Super Cereal and Super
35 Communities will be selected by the programme in the concerned Districts jointly with the relevant Health Facilities. Mothers-To-Mothers-Support-Groups (MTMSG) type of approach should be looked at for the implementation.36 WFP has developed its own “vulnerability criteria” in line with the government criteria. The programme will follow mainly the criteria of vulnerable to poverty or borderline food consumption both quantitative and qualitative. The baseline study will identify the number of concerned households and the exact criteria for vulnerability and will identify how the “most vulnerable households or women” benefit from the ongoing health facility nutrition programme.37 WFP provides Super Cereal (a blended mix of corn, wheat, rice soya, vitamins and minerals – previously called Corn Soya Blend+ or CSB+) to PLWs and Super Cereal Plus (similar to SuperCereal, but with additional vitamins and minerals, milk powder, sugar and oil – previously called CSB++) to children. Currently, the fortified food items used in WFP's operations are imported. However, WFP will explore local production.38 At the individual level, acute malnutrition (also known as wasting) refers to a form of malnutrition that reflects recent weight loss. The effects of acute malnutrition are reversible with treatment. Acute malnutrition is assessed through weight-for-height or mid-upper arm circumference (MUAC) in children, MUAC for PLWs, and Body Mass Index (BMI) for adults. The individual is then classified as overweight/obese, normal, with moderate acute malnutrition (MAM), or with severe acute malnutrition (SAM) based on specific cut-offs for the interpretation of anthropometric measures.
42
Cereal Plus) will be distributed to PLWs and children under two. Once local production is increased/improved through the third social transfer component described below, the transfer modality will shift to cash and beneficiaries will be encouraged to use the additional cash to purchase locally-produced nutritious crops. This second social transfer component will ensure that PLWs and children under two have access to minimal food intake requirements during the critical period39 on the medium and long-term perspective.
Act. 2.3. To target smallholder farmers to promote food crop diversification and income generating activities such as vegetable crop production, poultry and small livestock and other identified small business activities following baseline survey data analysis. Beneficiaries will be encouraged to use the cash from the transfer described in Act. 2.2 above to purchase the newly available local produce. This third social transfer component will be carried out in collaboration with local implementing partners. WFP has had initial discussions with the Global Alliance for Improved Nutrition (GAIN) on identifying local partners through GAIN's Marketplace initiative.40 WFP has also identified other potential partners including UN REACH, Farm Africa, Save the Children, and Concern.
Component 3 - Capacity building for vulnerable groups, women and LGA
Act. 3.1. Health facility level: training of staff in all nutrition related activities. The WFP country and Dodoma office in coordination with TFNC are already in charge of training of staff in related nutrition activities. The modules will be scaled up and used for health facilities targeted by the Action. There will not be an overlap but an extension of existing training activities.
Act. 3.2. Household level: knowledge, attitude and practices in all nutrition and WASH related issues. Since WFP’s approach is to work through the health facilities, all mothers participating in the health facility visits with their children will directly benefit from KAP (Knowledge, Attitude, Practices) training already implemented through the ongoing Programme.
Act. 3.3. Government and LGA relevant staff, NGOs, NSA and CBOs level: awareness and knowledge of breaking the cycle of malnutrition training will be carried out. The programme will establish a curriculum for this activity based on the analysis of the baseline survey results and in line with national nutrition policies.
The Project will be implemented in Dodoma and Singida regions scaling up some activities already implemented by WFP's (e.i vulnerability analysis and mapping and technical analytical capacity building of existing local structures and supplementary feeding), specifically targeting 10,000 households of whom 30% classified as vulnerable. The intervention will build synergies and partnership with NGO and CBOs to address nutrition from the agriculture perspective. It is expected that social transfers (cash transfer and the asset transfer) will complement each other, the cash transfer creating demand and stimulating market opportunities for nutritious/diversified food crops while asset transfer will incentive production responding to market demand. Because availability of affordable nutritious foods can impact on the ability of households to follow through on recommended feeding practices, special emphasis is given to improving household production and market access to locally acceptable nutritious foods.
39 Nutrition during the "First 1,000 Days" from conception to a child's second birthday has been found to be critical. Lack of proper nutrition during this time period can lead to stunting (also known as chronic malnutrition) with irreversible effects including reduced cognitive development. 40 GAIN is a Swiss-based nonprofit foundation whose mission is to reduce malnutrition through sustainable market-based strategies. GAIN's Marketplace initiative, among other things, provides financial grants and investments to local companies that are seeking to scale their nutrition-enhancing concepts and to make them sustainable.
43
The Action will contribute to the Tanzania’s Scaling-Up-Nutrition (SUN) initiative and contribute to the implementation of the National Agriculture Policy and the National Nutrition Strategy notably building on existing mechanisms and strengthening capacity, coordination and integration of nutrition issues at local and national level. The Action will contribute to the 2013 EC Communication on Nutrition in particular enhancing political and policy dialogue on food security and nutrition at national level, and contributing to national efforts to combat food and nutrition insecurity.
7.3. Risks and assumptions
Risks Mitigation measures
Lack of supervision and coordination
Regional and district authorities, technical services, CBO’s will benefit from an efficient coordination. Coordination should be guaranteed by regional and district’s administration entities that will guarantee sustainability.
Poor data collection and management
The programme has to guarantee proper and professional data management through efficient data collection, processing, analysis and publication. The best way is to produce a three monthly updated regional food and nutrition security bulletin. Training facilities in data collection and management must be provided.
Assumptions: i) Government maintains the main policy on the importance of nutrition interventions and ensures a continued general economic growth; ii) Project ensures a close coordination of activities between stakeholders through regular monitoring and effective management of the project steering committee; iii) Discontinuity in institutions’ representatives should not hindered the implementation of the Project; iv) Project develops a high level of coordination between government institutions and Development Partners.
7.4. Cross-cutting Issues
Principles of good governance have to be taken into account in order to guarantee a good food security and nutrition status environment that can be implemented by local institutions and also the private sector. Through the Component 3, the Action will guarantee directly good governance at Local Government Administration level by improving technical capacity and strengthening accountability of the public sector and involvement of Non State Actors in the decision making process. It will create awareness on food and nutrition security through an integrated approach. On Gender issues, Programmes targeting on pregnant and lactating women are the only way to improve food and nutrition security on household level as women are the main caretakers of the children. The awareness and behaviour change activities involve also the male members of the household and make them sensitive for better nutrition activities preferably through women. Informing but also involving the men and improving the awareness on these issues will work to an improved women empowerment.
7.5. Stakeholders
Beneficiaries will be pregnant & lactating women (15-49 years) and children (0-59 months) and smallholder farmers, in the targeted districts of the Dodoma and Singida Regions. At local level, district health councils managing and the health facilities staff are considered as key stakeholders for planning, data collection and management and for policy development. At national level, the government (PMO, MAFSC, MoH, etc) and TFNC are also key stakeholders since there are in charged with overseeing and coordination of nutrition activities across the country. The baseline study will also assess the participation degree of
44
vulnerable mothers and make recommendations how to improve their participation. Working relations and coordination shall be developed with NGOs and CBOs operating in the areas of intervention.
8. Implementation issues
8.1. Financing agreement
In order to implement this action, it is foreseen to conclude a financing agreement with the partner country, referred to in Article 17 of Annex IV to the Cotonou Agreement.
Indicative operational implementation period
The execution period of the Agreement will be 60 months. The Operational implementation phase starts from the entry into force of the Financing Agreement subject to modifications to be agreed by the responsible Authorising Officer in the relevant agreements. It will have duration of 36 months. Closure phase of a duration of 24 months starts from the expiry date of the operational implementation phase. Contracts are intended to be signed within the first 12 months following the signature of the Financing Agreement. The European Parliament and the relevant Committee shall be informed of the extension of the operational implementation period within one month of that extension being granted.
8.2. Implementation components and module
Indirect management with an International Organisation: World Food Programme (WFP) in accordance with Article 58(1)(c) of Regulation (EU, Euratom) No 966/2012. This implementation is justified because WFP is a key player with longstanding experience in the country with food security interventions, targeting food insecure and drought-prone areas using cash and food transfers to support small, medium and large community-based public works. WFP is also the lead agency under the R.E.A.C.H initiative (Renewed Efforts Against Child Hunger) to accelerate the scale-up of food and nutrition interventions. The REACH country approach in Tanzania contemplates the development of tools and guidance for the implementation of nutrition programming that cuts across government sectors to ensure that relevant line ministries (e.i Ministries of Health, Agriculture, Education, Women’s Affairs, Local and Rural Development and Disaster Preparedness) engage and coordinate efforts at the national and sub national levels. Finally, as part of this solid track record in the country, WFP has developed sound relationship with district authorities and non-governmental organizations (NGOs), as well as strong field presence to perform a robust monitoring of activities and overall programme oversight. Intervention will be implemented in partnership with NGO and CBOs. The entrusted entity (WFP) will be in charge for the implementation and reporting of the intervention.
The Contracting Authority will be the Ministry of Finance/National Authorizing Officer (NAO) of the EDF. The overall responsibility for the implementation of the Programme lies with the NAO, who may request the Commission to implement service contracts under Article 19.c.4 of Annex IV to the revised Cotonou Agreement.
A Programme Steering Committee will be established to oversee and validate the overall direction and policy of the Programme as well as facilitate coordination between Programme components and with other Development Partners and Government agencies. The Programme Steering Committee shall discuss and approve annual work plans. It shall be chaired by the PMO and include representation from NAO, Ministry of agriculture, food security and cooperatives, Regional Administration, relevant District administration (members) and the EU Delegation (observers). The WFP will act as Secretary of the
45
Programme Steering Committee. The Programme Steering Committee will meet at least twice a year.
8.3. Scope of geographical eligibility for procurement and grants
N.A.
8.4. Indicative budget
The budget available to implement the action is detailed here below.
Module Amount in ,000EUR 3rd party contribution
Indirect management with WFP 8.700 0
Evaluation and audit 600 N.A.
Communication and visibility 200 N.A.
Contingencies 500 N.A.
Totals 10.000 0
Component/Module ,000EUR 3rd party contribution
Component 1 – Knowledge and Information 600 0
Indirect management with WFP 600 0
Component 2 - Social Transfer 7.300 0
Indirect management with WFP with potential for NGO co-funding
7.300 0
Component 3 – Capacity building 800 0
Indirect management with WFP 800 0
Evaluation and audit 600 N.A.
Communication and visibility 200 N.A
Contingencies* 500 N.A
Totals 10.000 0
* The European Community's contribution to the "Contingencies" heading may be used only with prior agreement of the Commission.
8.5. Performance monitoring
WFP will be in charge for the monitoring of the intervention. For monitoring purposes the Action’s logframe matrix includes indicators disaggregated by sex. The Commission may carry out Results Oriented Monitoring (ROM) by independent consultants for additional monitoring.
46
8.6. Evaluation and audit
Provision is made for a mid-term and final evaluation to be carried out by external consultants. Government administration auditors will undertake yearly internal audits of programme disbursements, applying international internal audit procedures and controls including pre and post-payment audits.
8.7. Communication and visibility
Communication and visibility of the EU is a legal obligation for all external actions funded by the EU. This action shall contain communication and visibility measures which shall be based on a specific Communication and Visibility Plan of the Action, to be elaborated before the start of implementation and supported with the budget indicated in section 4.5 above. The measures shall be implemented either (a) by the Commission, and/or (b) by entrusted entity (WFP). Appropriate contractual obligations shall be included in, respectively, financing agreements and delegation agreements. The Communication and Visibility Manual for European Union External Action shall be used to establish the Communication and Visibility Plan of the Action and the appropriate contractual obligations.
47
Support to Food Security and Nutrition
CRIS number 2014 / 037-445
Logical Framework Matrix
Project description Objectively verifiable indicators of achievement
Sources and means of
verification
Assumptions
Overall objective
To improve food and nutrition security, and ultimately reduce the high stunting rate in Tanzania
Stunting rate per Region, per District, per involved Health Facility;
Ministry of Health and PMO/RALG Reports
Programme purpose
to improve diversification of food production, awareness and access to nutritious food and enhance women empowerment41 in the Dodoma and Singida Regions
Reduction of the number of food and nutrition insecure households in the targeted Districts and compared to the Districts not covered;
Progress reports;
Baseline survey
Data analysis from involved Health Facilities;
The government maintains the main policy on the importance of nutrition interventions and ensures a continued general economic growth..
Expected results
R1: Better knowledge and information to guarantee efficient monitoring and planning for further Action;
Regional, District and LGA are using processed data for planning purposes.
Data management is coordinated between the Regions and the WFP/VAM
Progress reports;
Baseline survey
Data analysis from involved Health Facilities;
Efficient collaboration between all stakeholders in the target area
Efficient cooperation with and full participation of nutrition officers;
Central and local communication on
R2: Vulnerable households have access to better food and have improved diets;
At the end of the intervention, reduction of acute under nutrition at vulnerable household level
Progress reports;
Baseline survey
41 According to UNFPA empowerment of women, means identifying and redressing power imbalances and giving women more autonomy to manage their own lives. Women's empowerment is vital to sustainable development and the realization of human rights for all.
48
During the intervention, increased number of households with diversified diet
During the intervention, increased income amongst households member of women’s CBOs
Data analysis from involved Health Facilities;
nutrition issues is effective
R3: Vulnerable households and women within CBOs, and Local Government Authorities are aware of the importance of food and nutrition security;
35 health facilities staff retrained 10.000 accessed to nutrition knowledge, attitude and practices and WASH related issues
4 Districts and 2 Regions staff informed of national nutrition policies but also local situations. Nutrition coordinating meetings are organised in a regular way;
Progress reports;
Baseline survey
Data analysis from involved Health Facilities;
Minutes of the Nutrition Coordinating meetings
Activities Component 1 – Knowledge and Information
Act. 1.1. Produce a baseline survey on food and nutrition security, agriculture production and market situation
Act. 1.2. Scale-up Vulnerability Analysis and Mapping (VAM) activities
Act. 1.3. Improve and strengthen data management capacity (availability, quality
Means Indicative costs Assumptions
Actions
Baseline survey
Management of a Data collection unit
Social transfer for HH in acute under-nutrition status and for income generating activities
Training , workshops and seminars
Personnel
Budget
Component 1: 375.000
Component 2: 7.000.000
Component 3: 450.000
Management: 303.000
Management fee:
49
and use of data, storage and analysis) of Dodoma and Singida Nutrition Officers
Component 2 – Social transfer
Act. 2.1. Direct food transfers
Act 2.2. Combination of food and cash transfers
Act. 2.3. Target smallholder farmers to promote food crop diversification and income generating activities
Component 3 – Capacity building
Act. 3.1. Health facility level
Act. 3.2. Household level
Act. 3.3. Government and LGA relevant staff, NGOs, NSA and CBOs level
Programme coordinator
Data analyst
coordination assistant
(I)NGO contracted for Component 2 Act 2.2
569.000
Evaluation: 600.000
Communication: 200.000
Contingencies: 500.000
Total: 9.997.000
50
51
4.2 Gender Screening Checklist
Support to Food Security and NutritionCRIS number 2014 / 037-445
Gender Equality Screening Checklist (GESCf)
Has a full-scale gender analysis been done during the formulation stage?
Comments: The Gender Equality assessment has been made through discussions with key partners of the proposed Action (WFP Office Dodoma, Regional Nutrition Officers of Dodoma and Singida, staff of Health Facilities in Dodoma and Singida, field visits community based organizations (Kongwa District) and reports (Statement from 59th Session of the commission on the status of women- Feb 2012, http://tz.one.un.org/index.php/core-commitments/gender ) analysis
Yes No x
Have gender equality issues relevant to the project been identified?
Comments: Programmes targeting on women in the age of procreation in general and pregnant women and mothers with under-five children are the only way to improve food and nutrition security on household level because the women are the main caretakers of the children and women are responsible for food preparation. The awareness and behaviour change activities involve also the male members of the household and make them sensitive for food and nutrition security activities that are carried out mainly through women.
Programmes targeting Mother-and-Child food security and nutrition can have a strong impact on gender barriers by including men and boys in food security and nutrition education activities. The Action should provide the necessary support through the 3 Components for pregnant and lactating women and children under 5. The Action will involve men and boys to raise awareness of food security and nutrition improving their knowledge of and commitment to maintaining nutrition status of mothers and children. The Action will promote de development and use of ready to use foods that meet nutritional needs and save time and energy
Yes x No
Are the gender equality issues identified supported by reference to the partner government’s/EC’s policy commitments to gender equality?
Comments: The 1977 Constitution of the United Republic of Tanzania (Articles 12 and 13) guarantees equality between men and women and supports their full participation in social, economic and political life. Gender equality and women’s empowerment also forms a major component of the National Poverty Reduction Strategies (MKUKUTA II in Mainland and MKUZA II in Zanzibar) under the goals on governance, education and health. However, the country ranks 125th out of 155 countries on the Gender-related Development Index for 2009. The 2008 Gender Empowerment Measure puts Tanzania at 48th place out of the 108 countries measured. And while Tanzania is on track to reach the MDG target on gender, high drop-out rates for girls, and gender parity in secondary and tertiary education remain a concern. Also, maternal mortality remains high and the burden of HIV is still heavy, with higher infection rates in women than men.
Yes x No
52
Are the statistics used for project formulation disaggregated by sex?
Comments: Most of the statistical data are not disaggregated by sex except for malnutrition rates for children per sexes but also for women concerning specific female subjects such as pregnancy, pregnant women BMI etc. However, a monitoring system will be put in place that will provide data disaggregated by sex based on a baseline survey to be conducted at the start of the Action.
Yes No x
Has qualitative information on gender equality issues been used in the project formulation stage?
Comments: Qualitative information has been considered based on the desk study phase and further during the field visits and discussions with rural communities and local government administration staff. Needed information will be collected through a baseline study in which specific gender data will be collected.
Yes x No
Has the logframe been engendered?
Comments: A specific focus on gender will be included under the Programme Components. Specific indicators on gender are incorporated in the Programme Logical Framework Matrix.
Yes x No
Do the management systems established by the project respect the principles of gender equality and equal opportunities?
Comments: The current management system of the Programme implemented and coordinated by WFP in which the Action will participate, respects the main principles of gender equality and equal opportunities for the Programme management. The proposal has taken into consideration the specific position of women in general and mothers in particular within the household and also the way how to empower this specific group.
Yes x No
Have all factors potentially affecting the sustainability of gender equality actions been thoroughly addressed?
Comments: The Component 2 of the Action has the aim to empower women through improved knowledge, attitude and practices in all nutrition related issues and also the men. Since WFP’s approach is to work through the health facilities all mothers participating in the health facility visits with their children will directly benefit from all KAP training sessions (Knowledge, Attitude, Practices) already implemented by the WFP Programmes in Dodoma and Singida. Because of the risk of illiteracy, if, and when necessary, women will be provided with foundation courses or literacy training in order to participate effectively in the training programme
Yes x No
53
4.3 TC/CD Checklist
Title/Number Support to Food Security and Nutrition
CRIS number 2014 / 037-445
Total cost Total estimated cost: EUR 10,0000,000 (1.6% of IP)
Total amount of EDF contribution: EUR 10,0000,000
11th European Development Fund (EDF)
Aid method / Method of implementation
Project approach – Indirect management with World Food Programme (WFP)
DAC-code 52010 Sector Food Aid/Food Security
Country Tanzania
Programme Support to Food Security and Nutrition
Total Amount of the Programme 10 million Euro
TC/CD support component (if a separate component)
No specific Component
If yes, amount of the TC/CD support component
Short description of the TC/CD component (if not included in the Action Fiche)
Purpose(s) of the TC/CD support
More than one option possible (see section 2.2 and 4.1 of the
Guidelines)
1. Capacity development: comprehensive approach that addresses a wide set of constraints in one or more organisations and which is linked to clear performance targets.
□ Main objective
□ Secondary objective
□ Not an objective
2. Providing policy and/or expert advice (normally of short term duration). □ Main objective
□ Secondary objective
□ Not an objective
54
3. Support to implementation of projects/programmes. It may include activities as planning, management, supervision or direct gap filling. The support focuses directly on "getting things done".
□ Main objective
□ Secondary objective
□ Not an objective
4. Preparation/facilitation of EU cooperation (or broader donor cooperation). Includes feasibility and preparatory studies, facilitation of dialogue between EU and partners, facilitation of programme development etc.
□ Main objective
□ Secondary objective
□ Not an objective
Please add comments about the purpose of the TC/CD support if relevant (see pages 10-12 of the Guidelines):
1. Fit to the context and existing capacity
See section 3.2 of the Guidelines
1.1 Are there critical constraints in the context which could make CD support ineffective and impede achieving the purpose of the support? If yes, how will they be addressed?
Context constraints can include weak governance arrangements in the sector, limited incentives for civil servants to perform, or limited effective priority of the area in national politics, etc. See page 22-23 of the Guidelines.
Conversely, are there opportunities in the context which could make CD support more effective ?
No there are no critical constraints that could make CD support ineffective. WFP has sufficient own capacity and also will get support from GAIN and REACH to get the needed backstopping for the CD component. The VAM-unit in the Rome HQ and also in the Dar Es Salaam HQ has the capacity to provide technical support needed for the CD component.
1.2 Has the existing capacity of the concerned partner(s) organisation(s) been assessed? Is it confirmed that the objectives and the scope of the CD support match the existing capacity to lead, manage and absorb the support?
See page 23-24 of the Guidelines.
The capacity of concerned partners has been assessed such as REACH, GAIN, COUNCELNUT, World Vision, Africa Farm, Regional Nutrition officers etc. and WFP has a good knowledge of each partners capacities.
1.3 How have similar programmes and types of CD support worked in the current context? Please indicate which, if any, and why they have been successful. See page 22 of the Guidelines.
The WFP Dodoma field office has sufficient competence in CD abilities. However, the data management component that has been identified shall be strengthened through recruiting a data management officer on academic level.
55
2. Adequate demand, commitment and ownership from the country partners
See section 3.1 of the Guidelines
2.1 How have key stakeholders demonstrated demand for CD support, beyond reacting to proposals from the EU or consultants?
See page 20-21 of the Guidelines.
The CD component In the proposal has been identified and formulated jointly with most involved governmental partners.
2.2 How have the country partners lead or participated in the design of CD support, beyond formal consultation and endorsement of proposals and other requirements?
See page 16 of the Guidelines.
NAO and PMO representatives have agreed on the CD component in the proposal both formally and informally.
3. Clear link to results and expected outcomes
See section 4.2 of the Guidelines
3.1 Are results and/or outcomes defined beyond what the CD support will deliver? Please give examples of key targeted results at the level of enhanced capacity of organisation(s), if relevant outputs that the organisation(s) produce or at the level of outcomes.
See page 30-36 in the Guidelines, including figure 4 and 5.
1. Proposed baseline study will identify supplementary CD needs.2. Data management has been generally identified as a basic need for good planning, coordination, monitoring and information.
3.2 Have the country partners' inputs, which are required to sustain the results of the programme, been identified and specified?
Resources can include staff, managers, involvement of senior staff and leaders, facilities and logistics. See pages 15-17 in the Guidelines.
Yes, this has been achieved both on Regional as well on District' s level. Data processing and other CD issues for the Regional and District's nutrition services has been clearly identified and also specified.
56
3.3 What innovative forms of CD support have been considered, e.g. regional sources, staff exchanges or networking?
See Box 25 on page 38 of the Guidelines.
Data processing, control quality of data, data management and the use of data for coordination, planning, monitoring and information and integration has been included as an innovative form of CD.
4. Harmonized support
See section 3.4 of the Guidelines
4.1 Has CD support from other donors in the sector been screened to ensure complementarity with that proposed by the EU? Have other main donors been consulted on the proposed CD support and have they endorsed the proposal?
See page 26 of the Guidelines.
USAID and World Vision Canada funding have been screened and assessed through the Mwanza Bora behavior change programme in the Dodoma Region and the Nutrition Intervention of World Vision Singida Region.
4.2 Which synergies and harmonisation options have been explored with country partners and other donors? If no harmonisation is possible at this stage, which steps will be taken to ensure that the CD support from the EU will be harmonised with other donors’ interventions in the future?
See page 26 of the Guidelines.
Synergies and harmonisation options have been assessed and supplementary actions have been worked out. The World Vision Singida Nutrition Projet has been assessed as very consistent. The Mwanza Bora behavior change project has been assessed as partially effective.
5. Appropriate programme implementation arrangements
See Chapter 5 of the Guidelines
5.1 Briefly describe the Project Implementation Arrangement. Will country partners lead and manage the programme? Is primary accountability of the programme appointed to domestic stakeholders?
See page 47-50 of the Guidelines.
WFP will work jointly but also mostly through Regional nutrition officers. All CD activities will be channeled through governmental services.
57
5.2 Will civil servants working in the programme receive topping-up (salary supplements, special allowances etc.) funded by the EU? Are they linked to clear performance targets? If these incentives are not following government regulations, which steps will be taken to align them, diminish any negative distortion and/or abandon the use of donor-funded topping-up?
See page 14 and pages 43-51 in the Guidelines.
Civil servants working in the health facilities will receive topping-ups. For policy and strategy civil servants, WFP will apply UN guidelines.
5.3. Given the nature of the programme and of the expected results, explain its level of integration in the broader structure or its level of autonomy.
See page 46-47 in the Guidelines.
The programme is carried out with full implementation of national and regional structures.
5.4 Are the EU’s and/or other donors’ role in the governance of the programme limited to oversight functions?
See page 47-50 of the Guidelines
The implementing partner WFP will be bound to the responsibilities etc. as is laid down in the contract signed with the NAO and the EU.
4.4 Social cash transfer Checklist
Title/Number Support to Food Security and Nutrition
CRIS number 2014 / 037-445
Total cost Total estimated cost: EUR 10,0000,000 (1.6% of IP)
Total amount of EDF contribution: EUR 10,0000,000
11th European Development Fund (EDF)
Aid method / Method of implementation
Project approach – Indirect management with World Food Programme (WFP)
DAC-code 52010 Sector Food Aid/Food Security
Check list
Intervention strategy
Does the proposed programme respond to:
58
Yes, in both Regions of Dodoma and Singida stunting rates are high according to the 2010 DHS data. In Dodoma higher than in Singida but in Singida wasting rates were twice higher than in Dodoma. The causes or aetiology has never been assessed but poverty, lack of KAP’s of mothers or poor feeding practices are all causes. Both Regions are among the Regions with high and medium households with poor or borderline food consumptions (CSFVA 2010).
a major cause of food and nutrition insecurity (primarily amongst women of child bearing age and young children)?
a priority need identified by target groups?
a priority identified in the country’s national development strategy/policies?
Is the proposed intervention strategy based upon:
The proposed intervention strategy is based on an in-depth contextual study carried out by WFP’ s VAM unit jointly with the Regional nutrition officers and NGOs such as the Africare’s Mwanza Bora intervention in the Dodoma Region and the World Vision’s Nutrition intervention in the Singida Region. Data are available but not processed in a systematic way. Despite the availability of data in the various projects and governmental services no analysis has been carried out to assess and identify the real causes and problems.
an in-depth contextual study (causes of hunger and malnutrition, subsistence and livelihood strategies of target groups, socio-economic status o f households, healthcare and nutrition practices, etc.)?
a review of existing policies and mechanisms of current social transfer programmes and of lessons learnt from previous interventions?
an analysis of the potential impact of social transfers?
an evaluation of administrative capacity for implementing the programme?
an assessment of long term affordability?
Does the proposed intervention strategy provide an adequate response to the identified issue?
The proposed intervention strategy is based on the current WFP nutrition project in the Dodoma and Singida Regions. It adds among others the lessons learned by the World Vision Singida nutrition project and other international known experiences: improvement of the nutritional status of most vulnerable children through an adequate nutrition surveillance system in the existent health facilities with improvement of mothers knowledge, attitudes and practices but also improvement of the mothers income situation through small gardening, small animal husbandry and other income generating activities directly linked to the food production area.
59
Could other measures be envisaged for tackling the issue?
It must be stressed that social transfers applied for poverty reduction is a completely different activity than applied for nutritional rehabilitation. This project combines the two: for rehabilitation direct food assistance (CSB) is used Cash transfer is used for food production initiatives through the MTMSG.
If so, would social transfers appear to be more (cost-) effective, easier to introduce and more sustainable than the alternative solutions, or might they serve as a complementary measure ?
Does the proposed intervention strategy ensure links between emergency relief, rehabilitation and development?
It does not ensure links between LRRD because the two Regions are not considered as an emergency Regions
Objectives
Are the specific objective(s) clear and measurable?
Specific objectives are both clear and measurable.
Do the specific objective(s) correspond realistically with the envisaged programme design (target group, duration of transfer, value of transfer, etc.)?
Yes, it is built on the current WFP experience in the two Regions and also the lessons learned by WFP and the other agencies.
Do the lesson learning objectives, if any; correspond with the envisaged methods of monitoring and evaluation?
One of the lessons learned is that good data analysis needs a good data management that is based on the need of better coordination, better information and better integration of nutrition and agriculture. The proposed project pays special attention to improved data management jointly with Regional nutrition officers and other NSA and NGOs. It also introduces a new component of household small scale food production by the most vulnerable mothers in order to improve access and availability of nutritious food but also improves incomes within a Group. A baseline study must assess the participation of these very vulnerable mothers of the health facilities. If this participation is low the baseline study should identify the key reasons and propose solution to improve participation.
Targeting
Does the targeting strategy of the proposed programme represent the best way to help the groups which are most vulnerable to food and nutrition insecurity?
Improved access to the health facilities is a way to reach the most vulnerable households in general and its vulnerable mothers in particular. As far as has been found out it is an effective way to help the groups which are most vulnerable to food and nutrition insecurity.
60
Is the proposed targeting strategy socially acceptable in terms of criteria and mechanisms?
Yes, based on experience in Tanzania and elsewhere, it is very acceptable both by the communities and also the administration authorities.
Does the targeting strategy take into account implementation capacity constraints?
Yes, it does and therefore the proposed approach is also a kind of piloted strategy that aims at lessons learned to be used in other Regions and projects.
Is there an appropriate balance between the costs of targeting to the programme implementer, the costs of targeting to the target groups (opportunity costs, social costs, etc.) and the effectiveness of the targeting?
The approach is based on WFP implementation experiences. The proposed programme makes use of already existing structures in the two Regions and works directly through existing structures such as district’ s health facilities.
Work requirement (optional)
Are the work requirements compatible with agricultural labour?
All agriculture or food production interventions are community based small scale vegetable and fruit production and household small livestock husbandry interventions.
Are measures for adaptation or exemption envisaged for certain categories of recipient? All planned activities are adapted to the very local situation in the communities.
Do the proposed works correspond with technical support capacity?
The technical support will be guaranteed by either special sub-contracted NGO’s such as World Vision or Africa Farming but also implecation of the District’s agricultural services.
Are measures included to ensure the quality and sustainability of the works?
Yes, a strong and professional monitoring unit that controls the work but also the impact through professional data collection and analysis.
Is there a risk that the proposed works might have negative impacts on nutrition (by increasing the risk of water or livestock related illnesses, by reducing the quality of care given to children, etc.), or on food security (by reducing production diversity, encouraging soil degradation, etc.)? If yes, what measures are proposed to reduce or eliminate these risks?
No, this risk is minimal because the proposed activities are based on WFP’s but also the Regional and District’s nutrition officers were fully implemented in the design of the proposal.
Exit strategies
61
Are exit strategy criteria and mechanisms clearly defined?
Exit strategies are integrated in the approach: working through local governmental services and through improving their capacities.
Is an integrated package of services proposed that will help beneficiaries to exit from food and nutrition insecurity?
The proposed package has been proven to be effective in other projects also in other countries in similar situations.
Do the exit and accompanying support strategies take into account limitations in implementation capacity? Yes, therefore maximal integration of local governmental services has been foreseen.
Type of transfer
Does the type of transfer correspond with :
the objective of the programme? Yes, through a combination of direct surveillance, nutritional rehabilitation, training of KAP’s, capacity building of staff of governmental services and NSA.
market conditions? VAM analyses the market conditions and the baseline study will pay specific attention to market situations. This is found necessary to better understand local market mechanisms and situations.
administrative capacity? Proposed activities are based on current activities of WFP Dodoma field office in their nutrition programme carried out in the Dodoma and Singida Regions. The proposed programme is an extension but also the food production activities in the communities through the MTMSG is a new activity for FWP that will be possibly sources out to a specialized agency.
the need to optimise cost effectiveness and cost efficiency? Since the proposed operation is based on current ongoing activities and the total budget for this programme is already known there is no direct need.
preferences of beneficiaries? Yes, also given the experiences of the World Vision Singida nutrition programme.
preferences of policy makers and public opinion? The proposed operations have been presented to the PMO and the NAO.
Does the proposed transfer type maximise the developmental potential of the programme
(supporting local markets, supporting local production, etc.)? Yes, it stimulates food production directly on community level.
62
Value of transfer
Is the value of the transfer sufficient to achieve the stated objective (ensuring a healthy diet, improving livelihoods, etc.)?
Based on WFP recent and ongoing experience, the value of the transfer is sufficient
If the transfer is in cash, are mechanisms envisioned to adjust its value for inflation?
The budget is made in Euros for a limited period.
If it is an in-kind transfer of food, will it take account of the specific needs and dietary preferences of each of the individual beneficiaries?
CSB is a special produced blend of maize and soya and also used for supplementary feeding.
Does the transfer take into account the actual size of recipient households?
It is based on a HH of 5 persons.
Does the value of the transfer take into account the additional costs (financial and physical) of any additional work requirement or of complying with any conditionality?
yes
Does the value of the transfer take into account the costs of accessing the transfer (transport, etc.)?
yes
Is the value of the transfer acceptable to non-beneficiaries?
Based on current activities
Is the value of the transfer affordable on a long term basis?
That will be one of the questions of the baseline study.
Delivery mechanisms
Does the frequency of the transfer match the needs (dietary, productive or cash-based) of beneficiaries?
yes
Is there a satisfactory trade-off between delivery costs for programme implementers and beneficiaries and the frequency of the transfer?
WFP has already this experience.
63
Are the costs borne by beneficiaries in collecting the transfer (opportunity, transport, stigma, etc.) kept to a minimum?
yes
Does the proposed delivery mechanism maximise the programme’s developmental potential (support to local markets, access to financial services, access to agricultural information, greater gender equity, etc.)?
yes, this all has been taken into account.
Conditionality (optional)
Is the justification for including conditions based on a thorough analysis of the socio-economic barriers to accessing goods and basic services?
Are the proposed conditions realistic in the context of limited supply of goods and basic services?
Is there sufficient capacity to monitor compliance with conditions?
Do the additional costs associated with the conditionality remain lower than the expected incremental gains?
Does the inclusion of a condition make the programme more (due to increased political support) or less (due to higher implementation costs) financially sustainable in the long term?
Implementation
Does the implementation process rely upon a division of responsibilities between institutions?
This was from the beginning of the design of the programme an important condition.
Does each of the proposed implementing institutions have the capacity and comparative advantage to fulfil its respective roles?
WFP has the capacity to implement the programme. Additional HR has been provided to cope with the additional activities proposed through the Action
Does the programme propose to install or upgrade management information systems, possibly based on a consolidated database of beneficiaries of social assistance?
It does through the data collection and analysis manager and his/her specific tasks.
Are grievance and appeals procedures clearly defined?
WFP has its own procedures for that.
64
Is there provision for a comprehensive publicity campaign (covering programme objectives, eligibility and exit criteria, appeals procedures, value of transfers, etc.)?
Improved information management activities both on Regional and District level is an expected result. Awareness campaigns are planned.
Are there mechanisms in place for maximising synergy and complementarity with other development initiatives (training schemes, schools, health centres, etc.) thus maximising value- for-money?
Yes.
Does the implementation strategy contribute to a strengthening of national capacity and good governance?
It strengthens Regional and District capacities and good governance and will be a pilot example for national organisations.
Monitoring and evaluation
Does the monitoring and evaluation strategy capture the achievement of strategic objectives (attainment of results), operational objectives (optimisation of implementation) and learning objectives (broadening understanding)?
Yes it does
Do the proposed indicators include some which are specifically related to nutrition (nutritional status, nutrient intake, dietary diversity, nutritional practices, etc.)?
yes, stunting and wasting figures but also figures about improvement of feeding practices.
Are the proposed indicators specific, measurable, achievable, realistic and timebound?
Yes. The indicators are SMART and the employment of a data manager will be monitoring the process.
Does the proposed monitoring and evaluation strategy help to strengthen national capacity and good governance?
Yes among others through the steering committee.
Cost, funding and affordability
Are all the various costs associated with the programme clearly identified and realistically budgeted?
Yes, according UN budget standards.
Has the evolution of the cost of the programme over time been calculated?
65
yes
Has a long term funding strategy been agreed?
Not yet but will be decided with WFP.
Are the proposed sources of funding consistent with the political, social and economic context?
Yes fully consistent through the active involvement of the NAO and PMO.
Have measures been included to optimise public expenditure and improve mechanisms for tax collection?
WFP is an UN agency.
Support from technical and financial partners (optional)
Is support from funding agencies part of a long term commitment (taking into account successive phases of development)?
WFP has these contacts but also the support
Is there good collaboration between development partners (effective coordination, pooling of resources, etc.)?
yes there is and in particular in Dar Es salaam at the level of all agencies!
Might donor funding impact negatively on the proper functioning of Government institutions (due to uncoordinated reporting obligations, incompatibility with national processes of making and implementing policy, etc.)?
no and if so NAO will notice this.
Has a progressive handover strategy been established?
Regional services are already fully involved.
Overview
Do the proposed design and implementation strategies take into account:
national preferences (choice of targeting mechanism, type of transfer, etc.)? yes
lessons learnt from previous experience? yes
human, material and funding capacity at a national level ? yes
66
Are the proposed programme and its implementation strategy consistent with long term aims of establishing rights-based social guarantees (to either employment or assistance)? yes
Does the programme in general strengthen:
nutrition security for pregnant women and children under 2 ? yes
equity and the capacity of the most vulnerable ? yes
equal rights for women and men? yes
conservation of the environment? yes
adaptation to climate change? Action will be taken within the agric component of the programme
national capacity and good governance? yes
67
5 Annexe 3 – Minutes of consultation meetingsLM: Lecomte Michel – Team Leader
BJ: Browning Jill Foster – Rural infrastructure
AvdH: Van der Heide Aart - Nutrition
Date Consultant Institution Participants Key points arising Comments / Conclusions
30/06 LM, BJ, AvdH
EU Delegation
A. Serres
J. Kabepele
Inception Report – the TL made a presentation of the layout (content) of the IR that will be transmitted to the EU Delegation Wednesday 02/07.
Steering Group Meeting – The proposed Steering group concept has been approved and the membership will be organised by the EU Delegation. The first official meeting is foreseen Friday 04/07.
Field visits – The Consultant will work closely with the WFP (Nutrition Action Fiche) and IFAD (Rural Infrastructure Action Fiche) to organise the field visits
Travel days, working days – Travel days are not included in the contract and the number of days per week is left to the Consultant who has to provide clear work programme justifying i.a. Sunday working days.
Assignment Timetable – The EU Delegation is requesting a first list of meetings to be organised as well as the key issues to be tackled during the meetings.
Nutrition: WFP, Irish Aid, Concern, Save the Children, TASAF, TZ Food and Nutrition Centre, PANITA
Rural Infrastructure: IFAD, AfDB, PMO/RALG, DFID,
Action Fiche, Technical and Administrative Provisions – Templates will be provided by the EUD.
01/07 LM, BJ, AvdH
EU Delegation
A. Serres
G. Azzoni
NAO/J. Mpuya
NAO/V.Mwanukuzi
Presentation of the Draft IR (TL)
EU Delegation points out the following
Meeting the PMO Nutrition coordination office
Importance of involvement of LGA for the two actions
IFAD/MIVARF is undertaking a mid term review and the
The EU Del will organize most of the meetings with the DPs. The NAO, WFP and IFAD will organize meetings with the Central ,administration preferably at technical level.
68
Date Consultant Institution Participants Key points arising Comments / Conclusions
Consultancy team could provide support
Action Infrastructure - PMO/RALG is a key stakeholder and also the Min Agric, min Trade and MIWATA
Gender and Environment are key issues to be addressed in the AF and TAPs.
Sustainability of infrastructure through adequate maintenance.
Criteria for selection of location should be worked out
Lessons learnt to be developed
01/07 LM, BJ, AvdH
WFP A. Serres PO
G. Azzoni HoS Richard Ragan rep. WFP
Marina Negroponte: WFP :
Introduction team and WFP staff members.
Introduction Head of Section and AS of objectives of mission.
WFP rep. presents the general food and nutrition situation in Tanzania and gave details on the WFP proposal; he also explained the policy of the government and all agencies;
The team spoke about their plans and how to work; Dodoma shall be the recommended place where the EU funding will be implemented;
Arrangements were made for the work plan etc. with WFP.
On Wednesday the Nut consultant will work with the project officer of WFP;
Meetings with WFP staff, VAM, GAIN and REACH will be organized for the TL and TM:
02/07 LM, BJ IFAD Francisco Pichon, IFAD rep.
Mwatima Juma
MIVARF disbursement process is still slow but improving
LGA procurement is slow – consultant contracted for capacity building.
We need to understand MIVARF procedures in case of
A Serres explained that the EU hopes to contribute to and improve MIVARF, but not change its design.
69
Date Consultant Institution Participants Key points arising Comments / Conclusions
Country PO
A. Serres
conflict with EU regulations.
IFAD provides funds and provides impl. support. GoT responsible for managing and auditing resources.
Govt. procurement rules followed, but IFAD monitors.
MIVARF should build on work done under ASDP.
PCT in Arusha is small. TA for Value Chains is needed.
Procedures:
Districts submit proposals to Region;
Region evaluates proposals using MIVERF criteria (good agricultural potential, few facilities etc.);
Baseline study is carried out in districts selected;
District LGA undertakes procurement and contract supervision.
Procurement and contract supervision are weak. Fraud most likely in contractors not delivering expected goods and services. Some LGA capacity building already done, including study visits to Ethiopia - more needed.
Only about 10 of 25 selected districts have started activities to date.
Upgraded roads are maintained by LGAs. Unclassified roads could be improved and then classified.
Stores/warehouses sometimes owned by farmer organizations, or sometimes by LGAs. LGAs often charge no rent and maintenance is left to farmers. Better if LGAs charge rent and reserve income for maintenance.
IFAD will organize an itinerary for field visit to Arusha by LM & BJ who will arrive there on 6/7. A visit may then be made to Dodoma.
IFAD will arrange a meeting with the PMO.
70
Date Consultant Institution Participants Key points arising Comments / Conclusions
Capacity building for food processing badly needed. AfDB will provide some training. Small Industries Development Organisation (SIDO) could provide training (comes under Ministry of Trade, Industry and Marketing).
Agro-processing, links with traders & market information more important than markets. Farmers mostly do not want to spend time sitting in markets and do not want to pay the small fee for use of space. Many markets are not used.
02/07 AvdH
AvdH/LM
LM/AvdH
WFP
REACH
WFP dep.dir.
Fumi Tosu
Filipe Mann and Fumi
Jerry Bailey
Exchange of ideas about field visit to Dodoma; first work to do is a good data analysis that will be checked with VAM and the WFP Dodoma office for better formulating of priorities etc.
Explains what REACH is and does and how REACH contributes to data etc.
Explains how REACH develops analysis and can help with policy development.
Gives detailed information on last REACH data collection report and its use mainly on nutrition.
Gives a good explanation on aquaculture, his private experience in Ethiopia.
Discussion on feasibility and conditions to implement it in Dodoma.
Discussion on how aquaculture can improve nutritional situation of most vulnerable household.
Mission and vision of GAIN and what GAIN does in Tanzania.
AvdH and Fumi will leave Sunday 6/7 for Dodomo and work on the analysis and needs.
LM comes later that week to work on needed and feasible agri activities.
AvdH brings short visit to AfriCare if possible.
71
Date Consultant Institution Participants Key points arising Comments / Conclusions
LM/AvdH
LM/AvdH
AvdH
GAIN
WFP
WFP/VAM
Joan Kimirei
Richard Ragan
Juvenal Kisanga
How gain tries to stimulate businesses to produce and promote nutritious food.
Information on USAID funded project that promotes agribusinesses that produce nutritious food.
We ask GAIN to give ideas on how WFP Dodoma can benefit of GAIN’s experience and ideas.
Exchange of ideas on how to work in Dodoma.
Agrees that Fumi and AvdH leave on Sunday 6/7 to start a first assessment, verify data and also hypothesis given the high stunting and low wasting rates.
Exchange of ideas how agri activities can fit in an approach and based on first data analysis of stunting and wasting data.
Discussion on Dodoma and Singida data. Interpretation of data.
VAM will work on list of first recommendations how to reduce the high stunting rates and maintain low wasting rates.
03/07 AvdH WFP Fumi Working on data to answer question of “causal analysis of
undernutrition” in Dodoma and Siginda Region given the
There is a great difference between the two Regions and that means different approaches will be necessary. More
72
Date Consultant Institution Participants Key points arising Comments / Conclusions
Africare: Mwanzo Bora project = “good start”.
The Centre for Counseling, Nutrition and Health Care
Dr. Daniel Rutachokozitwa
Winstone Bohela
Pauline Kisanga, executive Director
different figures for stunting and wasting in these two regions.
Mwanzo Bora Africare project in Dodoma. Works on behavior
change in all districts of Dodoma. Main goal is to reduce
stunting within 5 years from 56% to 36%. No nutrition
intervention in Singida.
Only introduction to problem analysis. Will work tomorrow
Friday again with her on finding an answer on the question
“causal analysis of undernutrition in Tanzania in general and in
Dodoma and Siginda in particular.
analysis to be done in Dodoma. Taking also Africare’s activities into consideration.
Interesting approach that works fully on behavior change. No agric etc. activities. Complementarities must be find out. In Dodomo first results of this programme must be assessed.
I worked already for Pauline in 2008 when shewas Director of IBFAN S and E Africa with headquarter in Swaziland. (IBFAN = International Baby Food Action Network).
04/07 LM, BJ President’s Office – President’s Delivery Bureau
Henry Kinyua – Director of Agricultural Marketing Efficiencies
Big Results Now! programme plans to identify and resolve constraints in 6 key priority areas: energy, transport, agriculture, water, education and resource mobilisation. The agriculture sector has 12 staff covering markets, productivity and problem solving and analysis.
Under BRN National Key Result Areas for agriculture
IFAD has funds for capacity building etc. EU should concentrate on hardware.
For warehouses are partnerships with banks a possibility? Banking system in
73
Date Consultant Institution Participants Key points arising Comments / Conclusions
A. Serres, EUD
G. Azzoni, EUD
include: (i) Increase agricultural GDP growth; (ii) Increase smallholder income; and (iii) Increase food security. Social inclusion and sustainability are integral to these.
These results are to be achieved through (i) 78 professionally managed irrigation schemes; (ii) 275 collective warehouse management schemes (COWABAMA), and (iii) 25 commercial farming deals for paddy and sugarcane.
Under COWBAMA a baseline survey of 275 warehouses in 12 districts has been completed. Each warehouse serves 1 village of up to 2,000 hh. Most have fallen into disrepair due to lack of management skills.
1st phase is being funded by Gates foundation through UNDP (USD 750,000). To date 1 private service provider (Traditional Irrigation Practices – TIP) has been contracted to manage development of 30 warehouses in 2 districts in Mbeya. A different contractor will renovate each of the warehouses – 1st contractor was hired last week. It is estimated that it will take 3 years to upgrade dilapidated stores and train farmer organisations to level where receipt system status can be attained. (N.B. Receipt system does not work well – the certifying board is very weak)
TIP will work with LGA engineers, quantity surveyor etc. for warehouse renovation. TIP will also train farmers in agronomy and business skills.
Feasibility studies are being undertaken for the provision of strategic warehouses at district level to aggregate
Tanzania is poorly developed, loans are hard to obtain and interest rates are high (30%)
Can markets be funded by the private sector?
74
Date Consultant Institution Participants Key points arising Comments / Conclusions
produce from villages. Originally it was proposed to construct 24 district warehouses.
No construction guide has been prepared for warehouses. A standard package of warehouse equipment has been developed.
04/07 LM, BJ DFID Richard Boulter, Team Leader – Sustainable Growth
Suggests we should arrange a meeting with Alex Mangowi, DFID Private Sector Development Adviser – Sustainable Growth (email [email protected])
DFID has recently started a rural road programme – contact Sion McGeever for infrastructure.
Under the Africa Enterprise Development Challenge Fund companies can apply for a maximum of $1.5m, but must provide matching funds. Most funding is much less.
04/07 AvdH
AvdH/Fumi
WFP
VAM/WFP
The Centre
Fumi
Juvenal Kisanga
Pauline Kisanga,
Working on data to answer question of “causal analysis of
undernutrition” in Dodoma and Siginda Region given the
different figures for stunting and wasting in these two regions.
Preparing mission to Dodoma that starts Sunday 6 th of July.
Departure by car at 8.00 AM.
Working session on analysis methodology and possible
Interventions based on DHS data and WFP/VAM experience.
There is a great difference between the two Regions and that means different approaches will be necessary. More analysis to be done in Dodoma. Taking also Africare’s activities into consideration.
Good list of possible interventions.
I worked already for Pauline in 2008 when she was Director of IBFAN S and E Africa with headquarter in Swaziland. (IBFAN = International Baby Food
75
Date Consultant Institution Participants Key points arising Comments / Conclusions
AvdH for Counseling, Nutrition and Health Care
executive Director
Only introduction to problem analysis. Answer on the question
“causal analysis of undernutrition in Tanzania in general and in
Dodoma and Siginda in particular.
Action Network).
06/07 AvdH WFP LM, Fumi Briefing WFP office Dodoma with head of office Mrs. Nema
Work session – morning and afternoon with the nutrition focal point Mr. Steyne R. Malilla and the nutrition officer Florian Nguli.
Introduction, ideas, planning, field visits and
organization.
Strategic planning session on regions, districts, data, activities and monitoring.
07/07 AvdH RAS
Regional nutrition officer
Nema, Fumi, LM
Mary Bonaventura
Head of
Courtesy and information visit to the regional administration secretary.
Work session on ideas, plans, actions of intervention and data. Need for regional data nutrition system
officer with principal task to collect and systematize all regional data on nutrition and food security etc.
Need for data collection to follow up intermediate impact on stunting and
76
Date Consultant Institution Participants Key points arising Comments / Conclusions
Mwanzo Bora
WFP nutrition team and Nema
programme and assistant
Nema, Fumi, Steyne, Florian, LM etc.
Information on programme and sites of intervention: social behavior change, how implemented and coming mid-term evaluation
Continue planning session started on Monday.
wasting.
07/07 BJ MIVARF office, Arusha
MIVARF team
Walter Swai – Nat Programme Coordinator
Jacob Mwambene – Marketing Infra Eng
Bernard Ulaya – M&E/KM
Thomas Mgimba – Rural Finance
Ravi Malik – TA Rural Finance
IFAD Eval Team
James Gasana – Team Leader
Jakob Grosen – Economist
The MIVARF M&E specialist summarised progress to date.
1 district from each of the 29 regions (25 on Mainland & 4 on Zanzibar) initially selected for IFAD funded activities. 19 Mainland districts selected for AfDB funded activities.
MIVARF pays allowances and expenses for Regional & District Focal Persons. AfDB provides District Engineers with an allowance for road supervision and, in some cases, a motorbike.
IFAD fully funds Rural Finance – inclusion of AGRA funds in Programme documents was a misunderstanding.
Entry level for the Programme is the Region. Districts compete for inclusion.
Aim is to implement a complete package in a district. Sometimes cooperate with another agency which is already providing infrastructure, such as a road. Implementation is underway in 44 districts. Nearly 200km road complete and another 200km under construction. 11 warehouses and markets are underway – markets are still at design stage as planning takes longer (few markets
77
Date Consultant Institution Participants Key points arising Comments / Conclusions
Joyce Nyoni – Sociologist
Charles Ogutu
Prashanth Kolturi – IFAD staff
proposed).
Only 9 districts have Service Providers (SP) at present for producer empowerment activities. Recruitment is underway for the other districts delays caused by need for “no objection” from IFAD at each stage.
Universities have been asked to include Warehouse Receipt (WR) system in their courses. WR is a precursor to establishing a Commodity Exchange – not part of MIVARF, but MIVARF could facilitate.
MIVARF is partnered with 9 rural banks and 2 MFIs. Through banks MIVARF plans to work with 220 SOCCOs.
Challenges:
AfDB not funding infrastructure in 6 Mainland Regions
AGRA funds were included in Programme budget due to a misunderstanding. AGRA expected to provide only expertise. This lead to delays on startup.
AfDP has a well staffed country office, procurement steps are clear and technical advice was given at start of implementation.
IFAD provided no advice at startup. It uses consultants who change frequently, leading to changes in recommendations and often to delayed responses to queries and requests.
IFAD Country Director has changed several times recently and rules on “No Objection” for procurement change each time. This has caused delays to recruitment
78
Date Consultant Institution Participants Key points arising Comments / Conclusions
of SPs as now “No Objection” is needed at each stage of procurement. This means that infrastructure is underway in a number of districts prior to any community development activities.
Rural Finance component needs to be redesigned & the time extended as 2 or 3 years were wasted at the start.
SPs are using young graduates – experienced staff needed.
07/07 BJ MIVARF office, Arusha
MIVARF team
W. Swai
J. Mwambene
B. Ulaya
MIVARF would prefer EU funds to go to 6 regions not supported by AfDB. Capacity building and rural finance already starting in these regions.
Late payments to contractors are a problem – in some cases contractors remove machinery from site, delaying work. In past, AfDB transferred funds to a local MIVARF account and contractors were paid from this. Now invoices have to go to Tunis and payments are made direct from there.
Average cost of gravel roads $30,000-$40,000 /km including bridges, culverts, drains, etc. On average, about 30km per district being provided.
1,000 ton warehouse, including pallets, costs $200,000.
Capacity building for maintenance a priority. Contractors should recruit labour locally.
08/07 BJ Field trip to Same District, Kilimanjaro Region to see
MIVARF team
J. Mwambene
B. Ulaya
Activities are being undertaken in Bwambo, Myamba & Mpinji wards (nearly 2 hr drive from District Centre) – ginger growing area in hills. 21.7 km roads under construction & now passable. Warehouse under construction next to existing small factory where ginger
79
Date Consultant Institution Participants Key points arising Comments / Conclusions
MIVARF funded infrastructure Same District
R G Nlul – Ag Dist Exec Director
Omary Mhina – Dist Focal Person
Thomas Igtusi –MIVARF Project Supervising Engineer
Road contractor
Alfred Tillya, Northern Constr. Co. Ltd.
chips are dried and ginger powder produced. Factory not properly operational yet (SIDO providing equipment) and most ginger taken straight to markets in Arusha, Nairobi and DSM on harvest.
Infrastructure contract supervision difficult due to inadequate funds.
Road Fund inadequate for rural road maintenance. Same receives Tsh 650M /yr for 320km roads – enough for routine maintenance, but not periodic resurfacing and major repairs. Community road groups do some maintenance.
Warehouse will be managed and maintained by existing ginger cooperative (644 members) – training needed.
Recruitment of SP delayed by need for “no objection” from IFAD at each stage of procurement – market linkage & rural finance not yet started.
Road contractor rehabilitating 7.2km road complained of:
slow payment of invoices;
BOQ prepared by District, on which bid was based, badly underestimated the amount of granite just below the surface which has to be broken up with explosives and removed.
08/07 ML Chamber of Commerce Dodoma
Makaliga Director
The intervention is based on the value chain approach targeting the processing level to support the production and the marketing
Key constraint for the farmers is the financing of the crop. The result is that they cannot move from subsistence to
WFP will provide information on the overall capacity for grain milling in the Region
Meetings to be organized with
80
Date Consultant Institution Participants Key points arising Comments / Conclusions
commercial farming. If support is provided through crop credit, crop management support is also needed.
Following Chamber of Commerce, farmers’ associations are weak and therefore training and extension service is difficult. WFP recommends to meet AMCOS
Agroprocessing is mainly grain milling and sunflower seed oil factory. Grain milling ss large number of small scale millers operating a low capacity. Chamwino and DTS are operating at 70to/d and should be visited. No organisation. A Sunflower seed oil factory has been upgraded for fortified oil production by UNIDO (2013). The key issue is to increase the sunflower production and to market the fortified oil in the region and outside the region.
Chamwino
Sunflower Oil processing unit (UNIDO)
AMCOS (large farmers’ association),
08/07 ML, AvdH CEZOSOPA Vedastus Timothy
UNIDO
Sunflower is produced in Central Region on small farms (3ha). More than 100 small processing units and 50% registered within the Association CEZOSOPA for a combined capacity of 90.000to. The working capacity is only 13% due to lack of working capital. No access to credit due to lack of collateral.
Association has been supported by LRDC, UNIDA, USAID. The Association has a large area close to Dodoma to put in place a large storage facility, and where processors can be organised.
Farming contract is common with 70.000 farmers and can be expanded provided that working capital is available. It is possible to get access to working capital through the warehouse. (warehouse receipts)
Cooperating with the sunflower oil processing sector will enable the increase of income at farm level (cash crop production increase), will develop microfinance at community level, will provide a reliable source of fortified oil for WFP and partners. The EU intervention should provide the necessary support to access the working capital through the warehouse receipts system.
81
Date Consultant Institution Participants Key points arising Comments / Conclusions
Famers, needs: good quality seeds training in crop management, extension service, post harvest facilities including storage.
Processors needs to improve quality of the production, (food standards, need for pressing and refinery technology) and storage facility for the association.
09/07 ML Chamwino Supper Sembe
Nyemo Sunfl oil processing unit
CEZOSOPA
Maize milling facility close to Dodoma center. Capacity 65To/d. Investing in a new place for a 250To/d capacity of large range of grain (maize, millet, groundnut, sorghum,…). Large storage. Key problem is the reliable supply form farmers. Need to buy out of the Region.
Good capacity but lack of raw material. The main cause is the lack of working capital. Produce filtered oil and refined oil. Is able to produce fortified oil.
Discussion on key investment needed and cost estimate. The Investment should focus on a large scaled warehouse (20.000To) in Chamwino, owned by the Oil producer association and the farmers associated in SACCOs and managed by a private entrepreneur. Investment in collecting points at village level (market place, cleaning equipment, renewable energy). Support to contract farming through crop management training, demo farms, certified quality seed. Support to microfinance (establishment of SaCCOs, microfinance management,…)
09/07 BJ MIVARF office, Arusha
MIVARF team
W. Swai
J. Mwambene
Important that community groups are consulted and strengthened before any infrastructure construction is started. Due to delays in SP recruitment this has not happened in some districts.
82
Date Consultant Institution Participants Key points arising Comments / Conclusions
PCU will need an additional engineer and procurement specialist when EU funds become available.
Capacity building needed for following district staff:
2 – 3 district engineering dept. staff
1 district procurement dept. staff
1 district environment officer
1 regional secretariat engineer
AfDB provides 75% of cost of processing machinery & CBO provides the rest. Cold stores being provided in some districts.
10/07 LM, BJ Field trip to Kongwa District, Dodoma Region to see MIVARF funded road & WFP activities
MIVARF team
J. Mwambene
WFP team
Neema Sitta
Kongwa District
W. Zuberi – Chairman, Kongwa District
D. Kimaro – Ag. DED
E. Bwaya –
35km Mbande-Mkoka road under rehabilitation by MIVARF, which has provided district engineer with a m/cycle for road supervision. USAID may rehabilitate 2 further rural roads. Total road network in district 1,229 km of which 450 km are rural roads.
Start of work on producer empowerment, market linkages & microfinance awaiting IFAD “no objection”.
Little processing of agric. produce in district at present.
Visits:
2 small irrigation schemes (≈ 300ha) growing vegetables. Assistance from District, WFP (food-for-work for road and canal improvement) and JICA (canal lining). Planning and design could be improved.
Mbande-Mkoka road. Phase I: 17km under machinery based construction and to be complete Oct 2014. Total
83
Date Consultant Institution Participants Key points arising Comments / Conclusions
District Eng.
DS Mlurgusyu – MIVARF focal person
road length is 40km – no funds available for final 5km.
Kibaigwa grain market – large area with a variety of structures, but much of produce not under cover. 2 warehouses of 20,000 ton each needed according to staff.
12/07 AvdH WFP Dodoma
Nima Working on AF nutrition
13/07 AvdH WFP Dodoma
Nima
Steyne
Working on AF nutrition
Work dinner about programme coordination
14/07 LM/AvdH WFP HQ Debriefing with CR
Debriefing with country rep WFP
15/07 AvdH
LM/BJ/
AvdH
SUN
DEU/NAO
Information session on nutrition policies etc. in Tanzania and Irish Aid nutrition interventions;
Discussion on 1st draft AF
16/07 BJ DFID Siôn McGeever, Rural Infrastructure Adviser
Districts, supported at Regional Administrative Secretary, responsible for management of the rural road system.
30% of Road Fund goes to LGA roads - 90% ring-fenced for maintenance and 10% for development.
Local Transport Programme Phase 2 funded by DFID to upgrade and maintain tertiary and community roads. Implemented through the local government system using
84
Date Consultant Institution Participants Key points arising Comments / Conclusions
existing Government institutions and procedures. Districts prioritise roads on basis of poverty level, agricultural potential, network condition etc. Use of labour based methods encouraged.
16/07 LM, BJ AfDB Salum Ramadhani, Senior Agriculture Expert
(Task Manager for MIVARF)
Salum Ramadani is Task Manager for MIVARF
AfDB provides 38% of MIVARF funds; govt. and community provide 2%. District provides 5% of rural road rehab cost. For warehouses CBO provides free labour.
Selected roads & warehouses come from 3 year District Development Plans, which are updated yearly.
AfDB funding now goes direct to contractors. Previously funds went to MIVARF special account, then to contractors. Stopped following problem of funds remaining in account too long and being used to fund IFAD activities.
MIVARF service providers very weak and an INGO to support them is needed.
AfDB mid-term review of MIVARF will be in Feb 2016.
16/07 AvdH Farm Africa
WFP HQ
Working in small scale agriculture and livestock interventions also on community and household level;
Working with Head of programme, head of VAM and programme officers on activities, expected results and budget etc. to be continued 17/07/2014
Able to work in Dodoma and Singida, also able to do baseline studies. Good partner for WFP
17/07 LM, BJ, AvdH
Prime Minister's Office
Obey Assery, Director, Dept. of Coord. of Govt.
Mr Assery is chairman of MIVARF Steering Committee.
MIVARF was originally seen as an agricultural project.
Mentioned importance of coordination, information and integration also;
85
Date Consultant Institution Participants Key points arising Comments / Conclusions
Business
A. Serres, EUD
Would like PMO capacity building and budget for field monitoring of MIVARF.
17/07 AvdH WFP Fumi, Juvenal Continued work session of 16/07
18/07 ML BJ AvdH
Debriefing EUDel, PMO, NAO, WFP
Support to Food security and Nutrition.
Coordination: necessary to strengthen the role of the District Nutrition Officers for a better integration with Agric, Educ and Health and Data collection and analysis from various sources.
Social transfer: the WFP is more in favour to support chronic malnutrition reduction through controlled distribution of food transfer
Agriculture should be restrictiued to mothers in need grouped within an association
Data collection and management is recognised to be critical and should be coordinated within the region and district and between the central and local levels.
Target is equally women, CBOs and men
For the sake of sustainability, CBOs are part of the sustainability process as well as the LGAs
The School feeding programme is an example for act 2.2. but not to be replicated. The children target is < 1000 days.
86
Date Consultant Institution Participants Key points arising Comments / Conclusions
Mwanza Bora needs a gap analysis that the EU intervention could complement. A baseline survey will be undertaken at the start of the Action that should identify clearly indicators of results and activities to be implemented
Market access and storage facilities is critical..The Infrastructure programme should be developed in the Dodoma and Singida regions.
Cash transfer is not considered to be a solution for the programme. It should be a very temporary measure that could lead to income generating activities. It appears that it is more efficient to provide nutritious food for hh in needs and also provide with assets for food production at HH level or at CBOs level.
Co funding is required and the WFP is considering to delegate part of the activities (agric) to a competent INGO.
Gender: the key issue is for the WHH to decide on diet.
Enhancing Access to Market and Value Addition
The Proposed programme builds on existing structure complementing MIVARF
It should be possible to target Dodoma and Singida for synergies with the EU/WFP intervention
SACCOs should be expanded in the target areas.
Mtwara/Lindi is a good option considering the cashew nut production potential
The Strengths of the programme is to build on the
87
Date Consultant Institution Participants Key points arising Comments / Conclusions
capacity of CBOs for rehabilitation and maintenance comùbined with the support from LGA
The weakness of the programme is the weak capacity of LGAs. Need to concentrate on Labour Based Technology for road rehabilitation and maintenance bringing ownership of the asset.
Nutrition should be considered as a cross cutting issue toi be introduce in the Act 2.3.
It is very important to keep the integrated approach of the EU intervention and not to disperse the funding in all regions. It is recognised that 2 neighbouring Regions to be selected is good and that more information for making the choice is necessary for the decision making process.
AIDS/HIV: awareness should be reinforced with testing.
It has been proposed to include the PMO central and region in the capacity building process through training sessions. (act 2.4.)
The commitment of the LGA and Districts is fundamental for sustainability of the Action results.
88
![[DRAFT, PRE-FINAL OR FINAL] REPORT - OECD](https://img.pdfslide.net/doc/110x75/5ec770f8c7c9f9670a3f7375/-draft-pre-final-or-final-report-.jpg)
