The International Fund for Agricultural Development

Transcription

The International Fund for Agricultural Development
REPUBLIC OF THE SUDAN
SUPPORTING THE SMALL-SCALE TRADITIONAL RAINFED PRODUCERS
IN SINNAR STATE (SUSTAIN)
DESIGN REPORT: Main Report and Annexes
Near East and North Africa Division
Programme Management Department
September 2010
Document No.
REPUBLIC OF THE SUDAN: SUPPORTING THE SMALL-SCALE TRADITIONAL RAINFED PRODUCERS IN SINNAR STATE (SUSTAIN)
PROJECT DESIGN REPORT: MAIN REPORT
SUPPORTING THE SMALL SCALE TRADITIONAL
PRODUCERS IN THE SENNAR STATE
MAIN REPORT
Table of Contents
Page
WEIGHTS AND MEASURES
III
ABBREVIATIONS AND ACRONYMS
III
MAP OF SINNAR STATE
V
EXECUTIVE SUMMARY
VI
I.
INTRODUCTION
1
II.
STRATEGIC CONTEXT AND RATIONALE FOR IFAD INVOLVEMENT,
COMMITMENT AND PARTNERSHIP (KSF 1)
A. Rural Development Context
B. Policy, Governance and Institutional, Political and Economic Issues
C. The IFAD Country Programme
2
2
4
7
II.
POVERTY, SOCIAL CAPITAL AND TARGETING (KSF 2)
A. Rural Poverty, Information and Analysis
B. The Target Group and Gender Issues
C. Targeting Strategy and Gender Mainstreaming
D. Geographic Coverage of the Project
8
8
12
14
17
III.
PROJECT DESCRIPTION (KSF 3)
A. The Knowledge Base: Lessons from Previous/Ongoing Projects
B. Opportunities for Rural Development and Poverty Reduction
C. Project Goal and Objectives
D. Project Components
18
18
20
22
26
IV.
IMPLEMENTATION AND INSTITUTIONAL ARRANGEMENTS (KSF 4)
A. Institutional Development and Outcomes
B. The Collaborative Framework
C. Results-based Monitoring and Evaluation
30
30
34
38
V.
PROJECT BENEFITS, COSTS AND FINANCING
A. Summary Benefit Analysis
B. Costs and Financing
41
41
44
VI.
PROJECT RISKS AND SUSTAINABILITY (KSF 5)
A. Risk Analysis
47
47
VII.
INNOVATIVE FEATURES, LEARNING AND KNOWLEDGE MANAGEMENT
A. Innovative Features
B. Project Knowledge Products and Learning Processes
C. Regional Knowledge Networking
48
48
49
49
VIII. NEXT STEPS
49
i
TABLES
TABLE 1: SELF ARTICULATED CONSTRAINTS THREATENING THE LIVELIHOOD OF DIFFERENT RURAL
COMMUNITIES
11
TABLE 2: SMALL-SCALE TRADITIONAL RAIN-FED AGRICULTURE – TYPICAL VILLAGE
12
TABLE 3: KEY GENDER INDICATORS
14
TABLE 4: SOME SALIENT FEATURES OF THE PROJECT AREA
18
TABLE 5: GOVERNMENT, IFAD AND SUSTAIN POLICY AND STRATEGY ALIGNMENT
25
TABLE 6 : TRAINING MODULES AND TARGET GROUP
29
TABLE 7: PROCUREMENT METHODS AND THRESHOLDS
33
TABLE 8 : CA TECHNOLOGY PACKAGES DEMONSTRATED AND PARTIAL SCALING UP BY CROPS,
42
AREA AND BENEFICIARIES
TABLE 9: AVERAGE PRODUCTION OF MAIN PRODUCTS OF A TYPICAL 0.5 FEDDAN JUBRAKA WITH
AND WITHOUT PROJECT SUPPORT.
42
TABLE 10: CAPACITY BUILDING BY TOPIC, TARGET GROUPS, AND GENDER
43
TABLE 11: PROJECT COST SUMMARY BY COMPONENT
44
TABLE 12: PROJECT FINANCING PLAN BY COMPONENT
46
FIGURES
FIGURE 1: RURAL POVERTY IN SUDAN
8
FIGURE 2: CHARACTERISTICS OF RURAL HOUSEHOLDS IN THE PROJECT AREA
13
FIGURE 3: SELECTION PROCEDURES OF PARTICIPATING VILLAGES OVER THE IMPLEMENTATION
16
CYCLE OF THE PROJECT
APPENDICES
Annex 1: Contents of the Project Life File
Annex 2: Updated Result-based Log frame
Annex 3: Key Files
Annex 4: Summary Cost Tables
Annex 5: List of person met and minutes of review meetings with government
Annex 6: Organizational chart and terms of reference of staff
Annex 7: 2011 AWPB, Supervision and 18 months procurement plan
Annex 8: Flow of Funds
Annex 9: Monitoring and Evaluation
Annex 10: Environmental and Social Review Note
WORKING PAPERS
WP 1: Rural Poverty, Target Group, Gender Issues, and Targeting Mechanisms
WP 2: Agriculture and Technology Transfer
WP 3: Animal Husbandry
WP 4: Harvest Management and Marketing
WP 5: Project Costs
WP 6: Economic Analysis
WP 7: Outline of the Project Implementation Manual
ii
CURRENCY EQUIVALENTS
Currency Unit = Sudanese Pounds (SDG)
US$ 1.00 = 2.5 SDG
SDG 1.00 = US$ 0.4
WEIGHTS AND MEASURES
1 kilogram (kg)
1 000 kg
1 kilometre (km)
1 metre (m)
1 square metre
(m2)
1 acre (ac)
1 hectare (ha)
1 feddan (fed)
=
=
=
=
=
=
=
=
2.204 pounds (lb)
1 metric tonne (t)
0.62 miles (mi)
1.09 yards (yd)
10.76 square feet
(ft2)
0.405 ha
2.47 acres
0.42 ha = 1.03 acre
ABBREVIATIONS AND ACRONYMS
AAAID
ABS
ARC
ARP
AWPB
CA
COSOP
FAO
GDP
GONU
HDI
ICARDA
IFAD
M&E
MAAWI
MOFNE
NENA
PMO
PRSP
RAU
SSDB
SUSTAIN
MPPU
TTE
UNDP
VDC
Arab Authority for Agricultural Development and Investment
Agricultural Bank of Sudan
Agricultural Research Corporation
Agricultural Revival Programme
Annual Work Plans and Budget
Conservation Agriculture
Country Strategy and Opportunities Paper
Food and Agricultural Organization of the United Nations
Gross Domestic Product
Government of National Unity
Human Development Index
International Centre for Agricultural Research in Dry Areas
International Fund for Agricultural Development
Monitoring and Evaluation
Ministry of Agriculture, Animal Wealth and Irrigation
Federal Ministry of Finance and National Economy
Near East and North Africa Division
Project Management Office
Poverty Reduction Strategy Paper
Rural Administrative Unit
Savings and Social Development Bank
Support to Small-Scale Traditional Rainfed Producers in Sinnar
State
Ministry of Planning and Public Utilities
Technology Transfer and Extension
United Nations Development Programme
Village Development Committees
iii
GOVERNMENT OF SUDAN
Fiscal Year
1st January to 31st December
Definition of Local Words
Bildat refers to the fields cultivated by smallholders that are near the villages.
Demarcated Mechanized Scheme, the scheme is surveyed and a rental contract is
established (10 year lease period but renewed annually) between the state administration
and the scheme owner. Such schemes are 1000 feddan and a scheme owner can have
several schemes.
Undemarcated Mechanized Scheme, the scheme is not surveyed and there is no
leasehold. Areas vary between 100 to 500 feddan in the project area.
Haffirs: earth excavation that is seasonally filled with water for domestic use and as drinking
water for livestock.
Jubraka, home garden mostly cultivated by women to bridge the hunger period and situated
in the backyard of their homes.
Wadi/Khor: seasonal river stream
iv
MAP OF SINNAR STATE
v
EXECUTIVE SUMMARY
1.
Project rationale: the project entitled “Supporting the Small-scale Traditional Rainfed
Producers in Sinnar State (SUSTAIN)” responds to the alarming levels of land degradation as this
factor poses the biggest threat to smallholders’ livelihoods and social peace. It responds by
introducing environment friendly and productivity enhancing technical packages and mobilizing
concerted efforts to formulate a regulatory framework for the development of both smallholder and
large-scale farming in a way that conserves the environment. Sinnar State offers a number of
enabling measures for the successful implementation of the project: (i) a strategic development plan
that allocated more than 90% of the budget to sustainable development and poverty alleviation and
where conservation agriculture is the main technology promoted for the rainfed sector; (ii)
complementarity with the investments of Government (through the State and the Agriculture Revival
Programme) and other donor funded initiatives; (iii) a clear intent in promulgating appropriate
legislation with more than 10 bills under preparation for natural resources management.
2.
Project area: the project area covers three of the seven localities constituting the State of
Sinnar namely Dinder, Abu Hujar and Dali & Mazmoum. The total population is about 390,000
persons (30% of the total population of the State of Sinnar) or approximately 64,600 households
distributed over 227 villages. About 70% of the population is rural. Based on secondary sources and
mission estimates, 76% of the population in the project area can be classified as poor to very poor.
3.
Project beneficiaries: the project will cover 100 villages distributed over the three localities
of Dinder (60 villages), Abu Hujar (10 villages located in rainfed zone) and Dali & Mazmoum (30
villages). The project will target principally 3 groups with the following socio-economic profile: (i)
smallholders who cultivate less than 9 fed and own about 5 small ruminants or less and are thus not
able to meet basic food and non food requirements; (ii) settled pastoralists in registered villages in the
three localities who cultivate a smaller area but raise a larger number of animals and who are
constrained in their access to water and fodder ; (iii) destitute women who were displaced ten years
ago by the civil strife in the South Sudan and relocated to the Mazmoum area and currently living on
welfare assistance. The project is expected to benefit 20,000 households including 19,000
smallholder households, 800 households who are settled pastoralists and 200 households who are
returnee women-headed households.
4.
Poverty targeting and gender mainstreaming: The poverty targeting strategy of the project
relies on the following sequential approach: (i) survey of all villages in the project area and their
ranking against a set of poverty related criteria; (ii) selection of the 100 poorer villages by the locality
coordination committees; (iii) mapping of household poverty in the selected villages using the wealth
ranking tool; and (iv) monitoring the profile of beneficiaries for its alignment with the target group
description. This process will involve in-depth discussions with the community members and their
traditional authorities within the selected villages. The 100 villages where the project will intervene will
be phased over a 5 year period from 2012 to 2016.
5.
The project’s gender mainstreaming strategy aims to enable women to access extension
services as well as participate in relevant training, demonstration and scaling up activities. The gender
mainstreaming strategy rests on tailoring technical packages to women’s needs, introducing post
harvest management techniques that support income diversification, alleviating women’s workload
whether in weeding through the use of cultivators or in fuelwood collection through the use of gas
stoves, establishment of a quota system of 50% for technology transfer activities, gender training for
all stakeholders involved in the project and finally an accountability framework for gender
mainstreaming reflected in the terms of reference of the project staff and in the sex-disaggregated
M&E system.
6.
Project goal and objective: the project goal is to reduce rural poverty, increase food
security, and incomes of about 20,000 households in the project area. Its objective is to increase
productivity of staple and cash crops as well as small ruminants for approximately 20,000 households.
Its outputs are to: (i) demonstrate improved technological packages for livestock and crop
production; (ii) build the capacity of agro-pastoralists to adopt project–supported, improved
technologies; (iii) implement appropriate measures to improve the quality and outreach of the
extension services; (iv) facilitate market access in the rainy season and diversify production in the dry
season; (vii) put in place appropriate incentives enabling producers to finance the scaling-up and
replication of successful technological packages; (viii) remove the barriers impeding the private
vi
machinery operators from providing timely services to smallholders, and (ix) put in place the
necessary measures for effective project management and implementation.
7.
Project components and activities: the project has three main components described as
follows.
8.
Technology transfer, which addresses productivity constraints for crops and livestock; its
main expected outcome is that at least 60% of the participating households adopt minimum tillage,
soil and water conservation and livestock nutrition packages. This component has three main
activities (i) demonstration of minimum tillage, soil and water conservation and animal nutrition
package; (ii) scaling up of the successful packages and (iii) collaborating with the Agriculture
Research Corporation on applied research for adapting zero tillage techniques to agro-ecological and
livelihood contexts in the project area, production of quality drought resistant seeds and capacity
building of the extension agents drawn from the pool of staff of the State Ministry of Agriculture,
Animal Wealth and Irrigation in Sinnar State.
9.
Market access and post-harvest management which tackle issues related to physical
market accessibility and post-harvest handling techniques; its expected outcome is that at least 80%
of the participating households’ access to markets is improved. This component has three main
activities: (i) construction of 35 multipurpose crossings (ii) improvement of traditional grain storage
facilities and (iii) introduction of solar drying techniques of vegetables and fruits and improvement of
local oil seed presses.
10.
Capacity building and institutions strengthening will support the establishment of
appropriate arrangements for building the capacity of producers to adopt environment-friendly
production techniques, promulgation of laws favouring sustainable use of land and water resources,
and the establishment of an efficient project management set-up. The main expected outcome of this
component is that the social cohesion of the participating communities is improved. The main
activities under this component include: (i) animation, mobilization and formation of village
development committees and common interest groups; (ii) establishment of a Community
Environment Conservation Fund; (iii) development of an enabling environment for sustainable
management of land and water; and (iv) establishment and operation of a management office and
deployment of 5 extension teams at rural administrative unit (RAU) level.
11.
Project governance and management: The project management office (PMO) will be
established in the State Ministry of Agriculture, Animal Wealth and Irrigation. The PMO will include:
Project Manager, Financial Manager, Monitoring and Evaluation officer, Community Development and
Capacity Building officer, Senior Policy officer; and thirty eight extension agents to be deployed at the
rural administrative unit (RAU) level. The project manager will report to the Board of Directors chaired
by the State Minister of Agriculture, Animal Wealth and Irrigation (MAAWI). The Board of Directors is
composed of the relevant technical departments in the MAAWI as well as representatives from the
State Ministry of Physical Planning and Public Utilities, the State Ministry of Finance and the Federal
Ministry of Agriculture. The main functions of the Board are to review and approve the AWPB,
progress and audit reports, resolve conflicts, review project performance, commission and review
policy and strategy proposals before submission to the inter-ministerial committee for approval. In
order to facilitate coordination of project activities at state and locality levels, a state coordination
committee will be established and chaired by the project manager as well as 3 locality coordination
committees chaired by the executive director of the locality. The Board of Directors will report on
project progress and will refer policy matters to the Inter-Ministerial Committee for the IFAD cofinanced projects for discussion and endorsement.
12.
Project costs and financing plan: The total project costs are estimated at USD 21.17 million
for an implementation period of seven years. The project will be funded from IFAD resources in an
amount of USD 13.54 million, representing about 64 % of the total project costs. The Government and
the beneficiates will finance an equivalent of USD 4.72 million and USD 2.91 million respectively.
13.
Scaling up potential: the project design incorporated measures to facilitate the replication
and wider adoption of the technical packages promoted by the project whether for minimum tillage,
soil and water conservation, animal nutrition or post harvest management. These measures include:
(i) training of farmers so that in turn they can train their peers; (ii) developing the capacity of common
interest groups in technical and managerial skills and in contracting the private sector for the supply of
agricultural services; (iii) enabling the private sector to provide timely services to smallholders thanks
to their organization to achieve economies of scale, access to credit to finance land
vii
preparation/sowing/weeding operations, and access to insurance to mitigate risk aversion in adopting
new production techniques; (iv) promulgation of laws that sustain the natural resource base.
viii
SUPPORTING SMALL SCALE TRADITIONAL AGRICULTURE IN THE SINNAR STATE
PROJECT FINAL DESIGN DOCUMENT
MAIN REPORT
I.
INTRODUCTION
In 2008 the Government of Sudan (GOS) submitted the Integrated Rural Development
Project for Dinder in the Sinnar State (IRDDS) for IFAD review and was eventually
incorporated as a pipeline project in the RB-COSOP 2009-20121. An IFAD scoping mission
prepared a concept note in January 2010 taking into account the proposed IRDDS and
further aligning it with the strategic objectives of the country programme strategy. The
concept note proposed an investment plan which built on successful experiences piloted by
the State in different areas pertaining to soil and water conservation, animal husbandry and
range management. A joint IFAD/GOS mission took place from 15 to 31 March 2010. The
mission conducted intensive consultations with the government/community/ private sector
stakeholders, and carried out field visits to 33 villages in three localities. The joint mission
worked closely with the State Ministry of Agriculture, Animal Wealth and Irrigation (MAAWI)
in Sinnar State, the State Government, the Federal Ministry of Agriculture and the Federal
Ministry of Finance and National Economy. A detailed design report was prepared and
endorsed by GOS and IFAD.
1.
The technical review of the detailed design report revealed the following main issues:
(i) the project rationale needed to be made more explicit and the various project
components needed to be justified taking into consideration the rationale, the poverty and
gender analysis and needs of producers; (ii) the technical packages needed to be reviewed
with the possibility of including an applied research on zero tillage and micro-fertilization;
(iii) the environmental and social review note needed to be completed; (iv) synergies with
ongoing projects needed to be made more explicit; (v) the strategy for building the capacity
of community organizations needed to be strengthened and the arrangements with the
private sector and with the banking sector needed to be clarified.
2.
An IFAD final design mission1 visited Sudan from 20 June to 12 July 2010 to
conclude the project design process and produce the final design document. The mission
conducted extensive consultations with a wide range of government institutions at the
federal and at the state level, representatives of international and regional organisations
operating in Sudan, private companies and service providers, community organisations
and with a sample-scale of traditional men and women farmers and pastoralists. The scope
of the final design of the project was endorsed at the wrap up meetings held in Sinnar and
in Khartoum on 5 July 2010 and 11 July 2010 respectively. The wrap-up meeting in Sinnar
3.
1
The proposed intervention aimed at arresting degradation of natural resources through the rehabilitation of
the agricultural land, and increasing the area under forestry and pasture to meet local needs. Activities covered
different production systems i.e. settled farming, small-scale irrigation, pastoral production systems, and
included infrastructure works, credit provision and primary health care services. The geographic scope of the
project was Dinder locality.
1
The mission was composed of: Mr. Mohammed A. Hassani, former IFAD Country Programme Manager, team
leader; Mr. Mekki Abdellatif, agronomist, Mr. Majid Benabdalla, financial analyst, Mr. Mahjoub ElHaj, Livestock
Specialist, Mr. Kamal El Hadi, Civil Engineer, Mr. Omar El Seed, Community Development Specialist, and Ms
Sireen Shakhshir IFAD regional gender coordinator. Messrs. Abdel Fattah Khair El Seed, programme officer
MOFNE Mr Hassab Al Rassoul Hag, Director of Agricultural Marketing section, Department of Agricultural
Economics, Ministry of Agriculture accompanied the mission and contributed to the various discussions and
deliberation. Ms Rasha Omar, Country Programme Manager, IFAD, and Mohamed Abdelgadir, Country
Presence Officer, IFAD, provided invaluable assistance throughout the entire design process and participated
in the mission throughout its duration. The mission would also like to thank Mr. Alemu Asfaw, Technical
Advisor, Sudan Food Security Information For Action, FAO for his assistance in completing the market
presentation.
1
was chaired by the State Minister of Agriculture and attended by the department heads of
the ministry and representatives of the key stakeholders. The wrap-up meeting in
Khartoum was chaired by the State Minister of Finance and National Economy responsible
for International Cooperation with the participation of the Director General of International
Cooperation, MOFNE and attended by representatives from the Ministry of Agriculture
(annex 5 of the main report).
II.
STRATEGIC CONTEXT AND RATIONALE FOR IFAD INVOLVEMENT, COMMITMENT AND
PARTNERSHIP (KSF 1)
A.
Rural Development Context
The Sudan with a total area2 of about 2.376 million km² is the largest and one of the
most diversified countries in Africa. The country lies between longitudes 4° and 24° North
and latitutes 22° and 38° East and is cut across by the Nile river and its tributaries. It is
bound to the northeast by the Red Sea, and shares common borders with Egypt, Eritrea,
Ethiopia, Kenya, the Democratic Republic of Congo, the Central African Republic, Chad and
Libya. Of the total land area, 7% is agricultural, 42% range and grazing, 33% desert and
18% forests, mostly in the south.
4.
The population is about 39 million (2008 census) and is growing at an annual rate of
about 2.0 % (2000-2006). Overall, the country is thinly populated, with main concentrations
of people in urban and peri-urban centers along the River Nile. Away from the Nile, pastoral
and shifting cultivation are widely practiced.
5.
6.
Agriculture. Despite the heavy reliance on the oil sector, Sudan’s economy is
predominently agricultural; 70% of the population resides in rural areas and derives its
livelihood from agriculture This percentage is about 60% in the north and 90% in the south.
Agriculture provides 90% of the national food requirements, constitutes 80% of non-oil
exports, and accounts for 32% of GDP (2008). Traditionally, prior to the oil discovery,
agriculture represented a far greater share; it accounted for 90% of exports in the early
1990s but represents only 8% in 2006. Exports include mainly livestock, sesame, cotton and
gum Arabic. The low productivity of agriculture combined with the recent appreciation of the
Sudanese Pound (SDG) has further eroded the competitiveness of Sudanese agricultural
products, namely for sesame, groundnuts and sorghum.
Agriculture growth rate was highly variable (from -2.5 to 7% within the period 20012007). Growth in irrigation as well as rain-fed subsectors is erratic. In the irrigated sector,
delayed rehabilitation and modernization of irrigation systems and poor management have
led to low efficiency in water conveyance and low productivity. In the rain-fed sector, the
inadequate growth was due to climatic variability, declining and highly variable yields, and
the restrictions imposed by importing countries on Sudanese livestock due to sporadic
disease outbreaks. The traditional rain-fed sector accounted for 26% of the GDP, and for
67% of agriculture’s GDP (2005). It is the most important sector for the agricultural economy
and the livelihoods of the rural poor, and yet it only receives from 3 to 12% of agriculture
investment and recurrent expenditures, and a limited share of private investments3.
7.
8.
The meagre performance of the agriculture sector is perpetuated by five main
factors: (i) decades of civil conflict that have ravaged traditional rain-fed agriculture; (ii)
disabling agriculture policies, including delayed financing of agricultural investments,
insufficient financing of the running costs of agricultural services, and overtaxation of
agriculture commodities, particularly the exportable commodities produced mainly by the
2
World Bank, World Development Indicators Database CD ROM 2008
3
This is mainly attributed to unclear land tenure arrangements and very poor infrastructure.
2
rain-fed sector; (iii) inadequate land policy; (iv) inadequate water policy; and (v) inefficient
marketing arrangements. Market inefficiencies result from poor accessibility, high internal
costs of transport due to limited road infrastructure, high costs of handling products moving
to points of export, imposition of charges and taxes in the marketing chain and the weak
organization and bargaining power of small-scale producers.
The State of Sinnar is endowed with a diversified resource base both irrigated and
rain-fed, attracts national and foreign investors and is a major exporter of bananas to Syria
and Jordan, as well as sheep to the Gulf markets. The main agricultural data for Sinnar State
shows that it is largely dominated by rain-fed agriculture, with mechanized farming
representing 78% of agricultural land use, while traditional smallscale agriculture represents
12% of agricultural land use. Irrigated farming represents approximately 10% of agricultural
land use. Forests and natural rangelands represent 13% of the total land area of the State.
9.
10.
Productivity in rain-fed agriculture ranges between 1-2 sacks per feddan or 90-180
Kg/ feddan. This low productivity is attributed to a number of factors:
•
•
•
•
•
usage of inappropriate machinery such as wide level disc accelerates soil
erosion by constituting a hardpan and causing poor soil water retention;
land exhaustion as a result of continuous cultivation and mono-cultural
practices;
spread of agricultural pests and weeds (Striga);
limited and/or untimely land preparation for small-scale farmers4; and
decreasing and erratic rainfall leading to recurrent drought and dry spells
during the rainy season.
11.
Post-harvest management. Area under horticulture in Sinnar State is about 56,500
feddans located mostly near the river banks and along the khors. Crops grown include
vegetables (okra, onions and tomatoes) and fruits (banana, mango and guava). Farmers
practice a tree-pricing regime5, under which the price received by the farmer is very low in
comparison to the retail price6. About 80% of fruit production is marketed in Khartoum and
the remaining 20% is exported to Jordan, Lebanon, and Syria. Vegetables are sold mainly at
local markets, Khartoum included. According to the Ministry of Agriculture, post-harvest
losses vary from 25% for guava to 40% for mango, tomatoes, and between 10% and 20%
for cereals.
12. The main local markets for sale of grains, vegetables and livestock are the central
markets in Sinja (capital city of Sinnar State), Sinnar, Dinder, Dali and Mazmoum and the
rural markets in Azaza, Jaberki and Abuhashim in Dinder locality and Abuareif and
Elgarabein in Dali&Mazmoum locality. All these markets lack suitable structures for the sale
of commodities, thus leading to an approximate loss of 15% of goods. Community access to
these markets is blocked during the rainy season due to the impassability of the khors.
Transportation costs are multiplied by threefold and the price of vegetable commodities can
increase by up to 150% (working paper 4 for more information).
Farmers use rudimentary traditional storage facility known as Siwaibas; a hut-type
constructed mainly from straw. Some farmers practice underground storage as well. While
post-harvest losses associated with this type of storage facilities are undocumented,
according to the beneficiaries, the percentage is significant due to lack of cleaning or
fumigation.
13.
Sun drying of okra is widespread, but the risk of contamination and quality
deterioration is very high. Households sell up to 50% of the sun-dried products, the other
14.
4
Only have access to tractors for rent in July, well into the rainy season
Which means that the harvesting, packing and transportation out from the farm to the final destination is the
responsibility of the intermediary or exporters.
6
The ratio of tree-price to retail price is 1/8.
5
3
50% is auto consumed. Cheese making is very limited due to insufficient milk quantities and
lack of know-how.
Difficult access to markets during the rainy season, weak market infrastructure and
lack of post harvesting management technologies associated with limited training in food
processing and handling are responsible for the increase in prices and the observed high
incidence of post-harvest losses.
15.
Livestock husbandry. According to official estimates7, Sinnar State accommodates
around 6.5 million heads of animals. Livestock is the main source of livelihood as it provides
food, income and constitutes a coping mechanism in case of crop failure. Livestock tax
revenues constitute the main source of funding for recurrent expenditures of localities
(salaries and operational costs) indicating the importance of livestock at household and
locality level. Nonetheless, this vital subsector faces critical challenges; the pastoralists are
currently losing access to grazing resources as a result of continuous encroachment of
mechanized farming on grazing lands and stock routes. Crop stubble used to be freely
grazed by pastoralists’ livestock. It is now sold for 4,000 SDG/scheme of 1000 feddans.
Haffirs were previously used by pastoralists as a major water source for humans and
animals, particularly those located in the stock routes. They are now incorporated within the
large mechanised agricultural schemes thus excluding pastoralists from accessing them.
The same applies to forests that provided an important source of green forage for
pastoralists’ livestock during periods of drought and are now destroyed. These problems
continue also in the rainy season when animals have to be kept away from cultivated areas
as very limited grazing land is available in the rainy season.
16.
17.
Extension and technology transfer. In 2001, the Minstry of Agriculture and Forests
upgraded the extension department into a Technology Transfer and Extension
Administration (TTEA). This measure was taken in recogntion of the cenral role of extension
in improving agricultural production and food security. The main objective was to bridge the
gap between agricultural research and extention. In accordance with the decentralization of
local government, the TTEAs were established at state level, with extension staff based in
localities and rural administrative units. The State Ministries of Agriculture, Animal
Wealth, and Irrigation (MAAWI) are now responsible for the provision of extension
services, but their capacity to do so is limited. While they do have some staff with technical
training, they lack logistic support, appropriate equipment, and means of transportation. The
Agriculture Revival Programme (ARP) – the main Government investment programme to
boost agricultural growth - went further in the decentralization process, and called for the
establishment of extension and other agricultural services at the village level through a
network of community-based extension services and other service providers. However, such
networks are established and operational only within donor-funded projects.
In the State of Sinnar, TTEA which is located in the town of Sinnar is active in
promoting, demonstrating and disseminating improved crop varieties, soil and water
conservation techniques, and piloting farmers’ field schools. However, the extension
services, at locality and rural administrative unit (RAUs) levels, do not perform extension
activities; instead they collect land rents8 and perform certification of land titles.
18.
B.
Policy, Governance and Institutional, Political and Economic Issues
19.
Agricultural development policy. In line with the fundamental thrusts of the
Comprehensive Peace Agreement (CPA), the concept of "power, wealth, and growth
7
Last livestock census in Sudan (recognized as Watson’s Census) was held in 1974.
Although the proceeds are significant, about SDG 150 000 per year from land rents alone, these offices only
receive a fraction of 5% as the full amount is remitted to the State Ministry of Finance.
8
4
sharing,” underpins the Economic Development Planning Strategy at the national and at the
state levels, as well as the Interim Poverty Reduction Strategy9 paper of 2004-2006.
The Agricultural Development Strategy 10 of the GOS as the instrument of growth and
rural poverty alleviation is centred on enabling and assisting small-scale producers to move
out of subsistence to market-oriented agriculture. Its objectives include higher agricultural
exports; increased productivity; improved food security and agricultural incomes; reduced
rural poverty; and redressed regional imbalances.
20.
The Sinnar Development Plan has identified eight thematic areas for interventions,
namely: peace building; citizenship and identity; sustainable development; poverty alleviation
and progress towards the achievement of MDGs; good governance and rule of law,
institutional capacity development; information management and scientific research.
21.
More than 90% of the funds allocated for Sinnar Development Plan are earmarked
for sustainable development and poverty alleviation. The main instruments for improving
agricultural productivity include rehabilitation and improvement of irrigation systems, and
introduction and promotion of conservation agriculture and water harvesting. The supporting
interventions for improving the agricultural sector performance include development of rural
agro-industries and peace building. Peace building activities include mapping, demarcation,
and rehabilitation of livestock routes, revival, and empowerment of the native administration
system, rehabilitation of dry season grazing grounds, disaster management, and
rehabilitation of range resources and dissemination of peace spirit.
22.
Governance of natural resources. Despite the large resource base and the
comparatively small size of the population, access to land for agriculture, pasture, and
residential purposes has become a significant problem in the rain-fed areas of the State due
to the vast expansion of mechanized schemes that now represent 87% of land use in the
state. The increasing land disputes are attributed mainly to the absence of a clear
institutional framework for management of natural resources, together with leniency in
enforcement of existing laws related to mechanized schemes. Delineation of responsibilities
between federal and state entities regarding land and resource management is also a
concern that requires immediate attention11.
23.
Large-scale mechanised farming. The mission visited a range of large-scale
private mechanised farms; they all share some common characteristics that render them a
liability economically, socially as well as environmentally. These include: (i) the land is
attributed without due consideration to customary or land usufruct rights; (ii) the land rent
levied by the State Government is very low, constituting a disincentive to increasing
productivity; (iii) private sector financing tends to exceed the solvability and the strict
requirements of the agricultural investments leading inevitably to default. The writing-off of
24.
9
in line with the main thrusts of the Interim Poverty Reduction Strategy Paper of 2004 -2006 which are : (i)
fostering peace and reducing the risk of future conflicts; and (ii) making a lasting impact on poverty and progress
on other MDGs.
10
As articulated in the Agricultural Revival Programme
11
The management of land use and the enforcement of conservation of natural resources are fragmented as a
result of overlapping responsibilities between federal, state, and customary levels. The decentralization
framework in mid190’s as well as the wealth and power sharing protocols of the Comprehensive Peace
Agreement created this fragmentation. This is particularly evident in the case of land allocation where for
example, the Federal Ministry of Investment approves land leases for foreign investors, but it is not known how
they co-ordinate with other surveying and registration authorities. The Land Registration Department falls under
the federal Ministry of Justice, and keeps, in principle, the descriptive part of the national land registry. At State
level, the allocation of land is the main mandate of the State Land Allocation Committee (SLAC).
5
the debt of large-scale farmers, mainly for political consideration, serves as a bad example
to the rest of the farming communities, encouraging imprudent financial practices.
25.
The State Ministry of Agriculture, Animal Wealth and Irrigation (MAAWI)
administers the sector and has the overall responsibility for rural resource development in
the fields of agricultural services, extension, horticulture, plant protection, animal resources,
range and pastures, forestry and irrigation. The ministry’s experience with community
forestry and collaborative management of forests is generally positive; the ministry has
successfully formulated more than 10 bills for natural resource management12. It instituted a
State Committee for Land Allocation (SCLA), which is composed of members of State level
ministries and institutions (Agriculture, Survey Department, Urban Planning, Forestry,
Irrigation, and Land Registration). MAAWI lacks critical logistic facilities, equipment, and
operating fund; it has limited management capabilities; its outreach is limited and its law
enforcement capacity ineffective. Deployment of services favours mechanised farming,
irrigated farming, and male farmers. MAAWI has currently weak institutional linkages with
research and university centres.
The Department of Extension and Technology Transfer in MAAWI. The
department of extension and technology transfer is relatively better off than other technical
departments in MAAWI of Sinnar State in terms of staff, facilities, and equipment. At their
headquarters in Sinnar town, the department has a newly refurbished building, a
guesthouse, a fully equipped training centre. The department has two green houses and a
set of tractors and equipment for soil and water conservation. It has as well a positive
collaboration with the private sector. The department initiated a number of successful
initiatives for technology transfer with the support of the TTE Administration at the Federal
Level and the Arab Organization for Agricultural Development (AOAD), the effects of which
in terms of increased productivity and improved crop management are well documented and
still visible today in the villages where such technology was demonstrated. However, largescale adoption and scaling up are constrained by lack of appropriate equipment and weak
capacity of the extension teams at rural administrative level to monitor and backstop the
farmers.
26.
Agricultural Directorate at the locality level. It is the mission’s assessment that the
local administration is the weakest among the three levels of government. The agricultural
offices, accommodation for the extension staff are either lacking or poorly equipped. The
majority of the extension staff in the administrative units is newly recruited; they lack logistic
support, technical skills and practical experience that are necessary for technology transfer.
In addition, they do not have necessary means of transportation to reach farmers,
pastoralists and livestock owners and no funds to implement development activities or
transfer appropriate farming technologies. Their main functions presently are limited to office
work and collection of land rent. Their fieldwork is limited to support federal level missions to
assess crop establishment and carry out crop cutting toward the end of the season.
27.
Farmers, Pastoralists, and Women’s Unions. Despite the different constituencies,
these unions have the common objectives of liaising with the government and financial
institutions for the benefit of their membership. One of the significant roles entrusted to these
institutions is advocacy and lobby for sound natural resource use polices. Nevertheless,
these institutions are generally prone to political polarization and elite capture by large
farmers and political influential personnel. Overall, they render limited services to traditional
small-scale, rain-fed producers and pastoralists. The Women’s Union is relatively active in
serving their constituency in rural areas. However, most of their programmes are top down
and not based on solid technical and financial assessment. The most popular projects are
the allocation of micro-loans varying from 100 to 200 SDG and where the Women’s Union
acts as the intermediary between the microfinance institution (MFI) and beneficiary women.
28.
12
See working paper III for a historical description
6
The Women’s Union is very active in providing training in literacy and accountancy, health,
and home economics.
Rural Community Organizations. A number of agricultural cooperatives and
associations have been formed with the support of the Zakat Chamber (Diwaan Al Zakat),
Women’s Union, and local authorities, but only 16 are reported to be active in the project
area. The formation of these groups is inspired by the interest in acquiring subsidized
agricultural inputs and machineries. In most cases, they are formed around kinship or
political affiliation without clear membership structures and are controlled by elites. The
performance of these cooperatives is relatively weak in terms of their management,
profitability, quality, and sustainability of the service they provide to their members, let alone
to the rest of the community.
29.
The Private Sector. The State has no policy for the development of the private
sector and agricultural machinery services. The existing private sector providing machinery
services is composed of large scale mechanized farmers and private tractors’ owners. A few
large companies have both traditional and soil and water conservation implements, but these
services mainly target the irrigated sector. The private sector provides the required
mechanized services (land preparation, sowing and threshing operations are mechanized)
with little or no quality control; most of them use the wide level disc which erodes the soil.
Generally, the private sector prefers working with large scale producers for cost efficiency
considerations. Small-scale producers are usually served towards the end of the sowing
time. This leads farmers to miss about 50% of the rainfall thus compromising good crop
establishment. The mission carried out a quick survey of the potential agriculture machinery
service providers for minimum tillage in the state, neighboring states and Khartoum. This
quick survey points to the potential recruitment of such machinery service providers by the
project. The results of the survey are documented in working paper 2.
30.
Sheikan Insurance Company. This company was established in 1983 with
headquarters in Khartoum and branch offices countrywide. It was established around the
principle of cooperative insurance. The branches and agencies are well-staffed. The
company renders subsidized agricultural insurance for crops and livestock. The main
modality used by Sheikan Company for calculation of the cost of insurance is based on the
production costs. The insurance premium is currently fixed at 7% and the farmers currently
pay 3.5% of the cost of the insurance premium. The Federal Ministry of Finance pays the
remaining 3.5% of the premium cost. The insurance covers the crop and animal pest and
diseases, drought, flood and fire.
31.
32.
The banking sector. There are four banks operating in Sinnar State: the Agricultural
Bank of Sudan (ABS), the Savings and Social Development Bank (SSDB), the Family Bank
and the Khartoum Bank. The Agricultural Bank of Sudan has the largest agricultural portfolio
and the largest branch coverage. Repayment of agricultural loans is approx 70% to 90%. All
the banks have a microfinance portfolio that is underutilized due to lack of solvable projects,
high collateral requirements, and weak outreach to rural areas. IFAD in collaboration with the
Microfinance Unit of the Central Bank of Sudan is currently supporting the ABS and the
SSDB to downscale their microfinance services with a first pilot launched in the North and
South Kordofan States in the Western part of the country. Based on the success of the pilot,
the methodology can be replicated to other bank branches, namely in Sinnar State.
C.
The IFAD Country Programme
At present, the IFAD country programme includes seven on-going projects. Six
projects address support to decentralized extension services at locality and rural
administrative unit level, demonstration on productivity enhancing techniques for staple and
cash crops, as well as training of farmers and development of a network of contact farmers,
paravets, and integrated pest management agents to expand the outreach of the extension
services. The importance of these activities is reflected in their total share of the current
33.
7
portfolio, about 20% of the total costs. Results achieved to date include the deployment and
equipment of 28 Rural Administrative Extension Teams, 11 Locality Extension Teams, and
two mobile extension teams established in North and South Kordofan, thus covering the
whole two states with an extension network; and 54,000 persons accessing extension
services, of which 30% are women (aggregate of RIMS 2008 data). The proposed new
project will capitalize on the experience gained in the area of extension and technology
transfer to date and will thus contribute to the three strategic objectives of the COSOP 20092012: (i) increased capacity of producers’ organizations to participate in policy planning and
monitoring for sustainable development; (ii) increased access of poor rural people to
agricultural services; (iii) increased access of poor rural women and men to markets and
microfinance.
Supporting Small-scale Traditional Rainfed Producers In Sinnar State (SUSTAIN) will
contribute to developing practical solutions for agricultural growth in terms of technological
packages that combine crop/livestock and forestry, promote better management of soil
moisture and limit soil erosion It will also expand the successful collaborative forest
management arrangements piloted by the Forests National Corporation and establish the
incentive structure for scaling up techniques that improve agricultural productivity. Finally it
will promote an enabling environment for sustainable land and water management through
the development of smallholder agriculture and livestock production while regulating the
development of large-scale farming.
34.
II. POVERTY, SOCIAL CAPITAL AND TARGETING (KSF 2)
A.
Rural Poverty, Information and Analysis
Poverty is widespread in Sudan. UNDP’s 2006 Human Development Report ranked
the country 141 among 177 countries. It is estimated that about 60-75% of the population in
the North and 90 % in the South is living below the poverty line of less than US$ 1 a day13.
35.
36.
The hardest hit by poverty are people living in rural areas, in particular women and
internally displaced people (IDPs) who constitute about 12% of the population. About 70% of
the population in Sudan lives and derives its livelihood in rural areas. The insufficient level of
its income is due to low productivity, on the one hand and to lack of income diversification
opportunities on the other. Recurrent droughts produce high variability in agricultural income
and food insecurity; Figure 1 summarises the characteristics of rural poverty in Sudan.
Figure 1: Rural Poverty in Sudan
Who are the poor?
•
•
•
•
•
•
•
Small-scale farmers and herders in the traditional rain-fed farming and livestock sectors;
Landless undertaking casual labor such as collecting firewood and making charcoal and or work as
sharecroppers in mechanized farms;
Settled nomads operating very small land holdings and a small flock of small ruminants;
Internally displaced people from different parts of Sudan;
Woman headed households including widows and single mothers with young dependents;
Displaced destitute women;
Elderly and the disabled people.
Where are the rural poor?
•
13
The rural poor are spread throughout the rural areas and mainly in rain-fed areas;
According to a recent joint World Bank-UNDP mission
8
•
Concentrated in dispersed settlements with inadequate services;
•
Live in relatively remote, isolated settings.
Why are they poor?
•
Inadequate development strategies;
•
Slow adaptation to climatic change (volatility associated with unpredictable rainfall, dry spells during rainy season,
•
Prolonged civil conflicts that have had a devastating effect on the rural population;
•
Subsistence focus and lack of opportunities to shift to market –oriented activities;
•
Low rates of productivity and an inability to improve their incomes.
•
Barriers on livestock migratory routes, which lead to disputes between pastoral communities and large mechanized
•
Inadequate access to markets and poor post-harvest management;
•
Low index of social capital and ability to form effective groups and associations capable of collective actions;
•
Inadequate access to extension services, input supply, and rural financial services.
and erosion of natural resources);
farm owners;
What are their coping strategies?
•
Reduce consumption of food and water;
•
Borrow from family members, friends and money lenders;
•
•
Undertake temporary employment in urban centres, irrigation schemes or in the mechanised farms,
Recapitalization through sales of livestock, fixed assets including usufruct rights to land.
While the State of Sinnar is not among the poorest in comparison to the rest of the
fifteen states of the northern Sudan, it ranks below the average of Sudan for such indicators
as postnatal mortality, children immunisation, and chronic diarrhoea for children less than
five years of age, access to potable water, access to sanitation, and access to primary
education. About 30% of the population in Sinnar is food insecure and 44% of the state
population is classified as poor (see working paper 1).
37.
38.
While most households have usufruct rights to agricultural land, about 6% operate
land holding of less than 4 feddans, 40% from 5 to 9 feddans, 30% from 10 to 14 feddans
and 7% from 15 to 19 feddans14, and 17% above 20 feddans. It is estimated that the
equivalent of 24 sacks of sorghum would be necessary to meet food requirements and basic
needs. With an average yield of approximately 1 to 2 sacks per feddan in an average year,
about 12 feddans in the localities of Dinder, Abu Hujar, and Dali & Mazmoum would be
required to meet basic needs. Thus, those who do not have at least between 12 feddans at
present could be classified as poor to very poor households. This is equivalent to the 76% of
the population in the project area.
Access to technology, inputs and credit is very limited. Furthermore, many villages,
which have been visited by the design mission, have no access to primary school, basic
sanitation and health care. During the rainy season, many villages remain isolated due to
flooded wadis or khors15. During years of severe drought, such as was the case in 2009,
staple crop production is insufficient to meet household food requirements. Food deficits in
2009 were partially compensated with Government food distribution.
39.
The main sources of livelihood of the rural population in the three localities that form
the project area are crop production, animal husbandry, mainly of small ruminants and, to a
40.
14
Due to lack of data regarding rural poverty and livelihoods of the rural population in Sinnar, the Final Design
Mission collected primary data through interviews of households, authorities at the village and locality level,
women, farmers, and pastoralist unions, and village authorities. However, this data is purely indicative and does
not carry any statistical significance.
15
The mission carried out its field work during the rainy season and could observe the level of isolation of the
population.
9
limited extent, forest-based activities. The majority of the population relies on traditional rainfed agriculture; a small number practices small-scale horticulture production in areas,
particularly in the Dinder locality, where permanent rivers (Blue Nile), seasonal rivers
(Dinder), or water streams (khors) exist.
The crop mix that is widely practiced in the project area is a combination of staple
crops, mainly sorghum and millet, plus sesame and groundnut as cash crops. The choice
and the timing of this crop mix synchronises income flow and households expenditure
requirements (purchase of food items and inputs for the cultivation of sorghum) particularly
during the hunger period. Usually, most farmers sell sesame at harvest, when the prices are
high, using part of the revenue to finance farm operations, notably the cost of harvesting
staple crops. Groundnut is pressed for oil, and for the production of butter/paste, part of
which is consumed while the rest is sold at the market or in the village.
41.
42.
Wage labour is another main source of income during the rainy season. The base
rate is the same for women and men, SDG 10/ day. Large mechanized rain-fed schemes
and traditional rain-fed small-scale producers generate 4.5 person-days and 21 person-day
of seasonal labour per feddan respectively. Due to their heavy workload, women work part
time to earn sufficient income to finance agricultural operations, which include land
preparation, weeding, and harvesting of their own plots. Forestry –related activities provide
additional but limited income16. Livestock production is the main coping mechanism to meet
unexpected demands or crop failure.
43.
There is one major pastoralist tribe in the project area. The Rufaa tribe migrates
south during the dry season to the grazing grounds in the states of Blue Nile and Upper Nile;
and migrates back in the rainy season, north to the grazing grounds in Jabal Moya and
Butana where it remains for 2-3 months. This north-south transhumance covers an average
distance of about 800 km distributed over 10 stock routes.
44.
This transhumance is becoming increasingly complicated due to the encroachment of
farms (especially mechanized farms) on rangelands and to the security restrictions imposed
on pastoralist mobility in the South17. Land disputes between farmers and pastoralists in
such a situation are inevitable; the average reported yearly disputes are estimated at 145
incidents per locality. This number is likely to increase if grazing space is not allocated
quickly.
45.
The livelihood opportunities available to farming women, particularly women
headed households (WHH) are limited to the rainy season only, when they cultivate an
average area of 5 feddans with sorghum, sesame, and groundnut. Most women have access
to home gardens, where vegetables are grown partly for home consumption and partly for
sale. Women also collect wild okra from the fields for drying and storage. Dry okra is an
important ingredient in the household diet. In the dry season, women economic activities are
restricted to tending the small ruminants, making handicrafts and petty trading. Women
generate income from the sale of sesame, groundnut, and nearly about 50% of the
production of the home garden. Agro-processing is limited to pressing of groundnut and
using the oil for consumption, making groundnut paste and drying okra for sale in the village
market.
16
The tree species planted in FNC reserved forests are good for timber and charcoal making and annually the
FNC rents “murabaat” for exploitation as timber or charcoal. The same type of trees is also planted in the
community forests. The timber is logged every 7 years and the proceeds are used to finance the establishment or
expansion of community services like primary schools. Charcoal making is also allowed in community forests.
3
The revenue of timber logging is about SDG 360/m . The price of a charcoal sack is SDG 10.
17
Thus pastoralists find themselves trapped, unable to access grazing areas in the rainy season and unable to
access water and range in the summer season. Large number of pastoralists is shifting their families and
livestock to the rural administrative unit of Mazmoum considered the traditional homeland of the Rufaa Al Hoj. In
less than two months, the population in Mazmoum increased by 8,000 persons.
10
The women in pastoralist communities are engaged in agriculture and cultivate
land alongside their husbands. They are also responsible for fattening young lambs for a
period of 3 months; the lambs are then sold at the market at the age of 9 months. Women
also engage in processing milk into ghee and yoghurt, carry out weaving and handicraft
activities, mainly for home consumption/use.
46.
Both women in farming and pastoralist households raise poultry. However, during the
dry season, outbreaks of Newcastle viral disease known locally as samir are very common,
causing serious damage to the poultry stock. Unlike small and large ruminants, poultry are
rarely vaccinated.
47.
48.
The main constraints that threaten the livelihood of members of the rural
communities are summarised in Table 1
Table 1: Self articulated constraints threatening the livelihood of different rural communities
Women
in
farming
and
pastoralist communities
- Lack
of
availability
of
machinery services in a timely
manner; women complained
that the effort and cost of
labour hire for weeding
constitute a main constraint
for them to achieve higher
yields.
Particularly
for
sorghum where two weeding
are required, the cost of
labour hire for one weeding
operation is SDG 40/feddan;
- Women complained that in
case the crop failed due to
drought or long dry spells
during the rainy season, they
experience difficult financial
situation as income from other
sources is not sufficient to
compensate for crop losses.
- Access to land for rent. For
the pastoralist women in the
newly settled communities,
this is a real constraint
because they are not familiar
with the procedures and lack
advice and support.
Pastoralists
Farmers
- For the newly settled pastoralists,
the highest need is the allocation
and
registration
of
their
settlement
and
its
legal
recognition to allow them to
access
services,
namely
education and health from the
local authorities.
- Lack of agricultural land, grazing
land and routes to water points.
- Access to grazing areas in the
rainy season. With the spread of
farming, land for grazing is very
limited and insufficient for the
existing herds. Pastoralists would
like the forests and areas along
the khors maintained as grazing
areas.
- Reliable and continuous access
to water;
- Most of the haffirs are either
integrated into the mechanised
farms or now silted and hence do
not hold enough water, very often
the capacity of the hand pumps is
insufficient compared to the
number of people and livestock.
The communities resort to
trucking water at high cost.
- Frequent droughts and
long dry spells during
rainy season;
- Soil exhaustion as a result
of
continuous
monocropping;
- Ill-timed
provision
of
18
machinery services;
- Sharp weight loss of
livestock in the dry
season;
- Lack of appropriate rural
financial services forcing
the farmers to cultivate
part of their land leaving
the other part fallow or to
rent it out to relatively
better off farmers. They
may also resort to sheil or
credit from traders or
moneylenders
at
an
exorbitant rate of interest
of about 40%/ season.
The characteristics of different typologies of rural households are depicted in Table 4
of the key file.
49.
18
Here tractors are available for smallholders in July only after they have completed the work on the large
mechanized schemes. This means that smallholders lose out on 40-50% of the rainfall thus limiting the chances
of good crop establishment and production.
11
The Target Group and Gender Issues
B.
The target group is divided into three groups as follows:
50.
1) Smallholder farmers in the three localities. Smallholder farmers are identified by the
size of their landholding and livestock holding. This corresponds to the group of poor
and very poor people described in figure 1. They cultivate less than 9 fed and own
about 5 small ruminants or less. Smallholder farmers will cover both women and
men producers
2) Settled pastoralists in registered villages in the three localities. Pastoralists cultivate
a smaller share of land but raise a larger number of animals. They fall in the
categories of poor and slightly better off
3) Destitute women who were displaced ten years ago by the civil strife in the South
and relocated to the Mazmoum area. These women fall in the poorest category and
have been mainly relying to date on welfare assistance
The detailed profile of the target groups and severity of poverty is described in table 4
of the Keyfile annex 3.
51.
A typical small-scale rain-fed traditional producers’ village consists of about 200
households, cultivating approximately 3,000 feddans. The majority are small holders; they
dedicate 40% of the area to sorghum and the rest to cash and fodder crops. Women
maintain home gardens with an area ranging from half to one feddan, used mostly to grow
vegetables and keep a flock of animals ranging from few to over 50 heads. The majority own
a small flock of 5 to 10 heads, mostly small ruminants. The distribution of farm size and
cropping mix is depicted in Table 2. The average cultivated area in any one season is about
five feddans. Sorghum yields are very low ranging between 1 to 2 sacks depending on the
rainfall and its distributions over the growing season. Most farmers are risk averse and are
unlikely to invest in new technological packages without some risk mitigation strategies.
52.
Table 2: Small-scale Traditional Rain-fed Agriculture – Typical Village
Indicator
•
•
•
•
•
•
•
•
Unit
19
Small
Medium
Large
(less than 20
feddans)
(between 20 & 30
feddans)
(more than 30
feddans)
Total
Area
Farmers
Farms
• feddan
• #
• %
• 1957
• 205
• 86
• 680
• 27
• 11
• 462
• 7
• 3
• 3099
• 239
• 100
Sorghum
Sesame
Groundnut
Cowpea
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
feddan
feddan
feddan
feddan
783
391
391
391
272
136
136
136
185
92
92
92
1239
619
619
619
53.
With respect to the typologies of rural households (Figure 2) the project will target the
villages with the largest incidence of farmers where the percentage of small holders is at
least 70%.
19
Calculated from the results of a survey which is presently under way in the locality of Dinder and is carried out by the State Ministry of
Agriculture and Forestry
12
Figure 2: Characteristics of Rural Households in the Project Area
Poorest households: - Corresponding to the special case of destitute displaced women
•
•
•
•
•
•
•
Landless;
Works as labourer with other farmers or in urban areas;
Extremely high dependency ratio;
Unable to pay for other basic needs especially children education;
Lack of livestock;
Very low asset index;
Depend on charity and food aid.
Very poor households: - Main target group for smallholders whether farmers or pastoralists
•
•
•
•
Land holding of less than 5 feddans;
High dependency ratio;
Up to five heads of small ruminants and few chicken;
May depend on charity particularly during consecutive years of drought.
Poor households: - Main target group for smallholders whether farmers or pastoralists
•
•
•
•
•
Average dependency ratio;
Own up to 5 heads of small ruminant equivalent;
May not depend on charity or food aid;
Able to pay for basic needs including children’s schooling.
Slightly better off households
•
•
•
•
•
Relatively low dependency ratio;
Own up to 10 heads of small ruminant equivalent;
Assist poorest and vulnerable members of the community;
Able to meet basic needs including children’s schooling.
Gender Issues. In the northern, eastern and central regions of Sudan, women
conduct activities within the confinement of their households where they are responsible
for keeping small animals, generally poultry. Elderly women generally weed/glean open
fields, while young girls assist in the grazing of animals. In villages with displaced
population from the south and west of Sudan, women are more active in agriculture,
both in and outside the household compound. They can provide up to 70% of total labor
for agriculture.
54.
55.
To extend the shelf life of crops, women are also involved in post-harvest
operations, such as drying, processing, transformation and storage. Women also are
responsible for threshing, milling, and weaving baskets, mats, and rugs. Nomadic
pastoral women take care of the new born and sick animals as well as spinning wool
and weaving tent covers.
Women contribute the lion’s share to the food security of the household through
their exclusive involvement in the creation, operation and maintenance of home gardens
or Jubraka. The average size of a Jubraka is between 0.5 to 1.0 feddan. Table 3
provides a summary of key gender indicators in Sudan.
56.
57.
Gender-disaggregated data is not available on membership and office bearers in
farmers’ cooperatives and local associations or cooperatives. The mission estimates that
women comprise less than 2% of the office bearers in informal farmers’ associations,
although data on the number of women members is not available.
13
Table 3: Key gender indicators for Sudan
Indicator
20
Men
Women
Women basic education rate
70%
42%
Adult literacy rate (under 15 years of
age)
70%
47.7%
Maternal mortality rate
509 per 100,000 births
Fertility rate at birth
6.5 rural women
Participation in family planning
2%
Life expectancy at birth
54 years
Woman headed households
25% (60% for displaced women)
Women labour force in agriculture
Extension agents
79.2%
80%
C.
56.9 years
20%
Targeting Strategy and Gender Mainstreaming
The targeting strategy of the project involves a number of steps and iterations. These
steps include the selection of poor villages using a village socio-economic survey, a selftargeting criterion where the communities within the selected villages will identify the poorest
households among them; and monitoring of the poverty targeting and gender mainstreaming
strategies. This process is discussed in the following paragraphs, summarised in Figure 3,
and detailed in Working Paper 1.
58.
Selection of the poorest villages. This process will ensure that 100 among the
poorer villages are selected by means of a structured and comprehensive socio-economic
survey covering all the 227 villages in the project area. The survey will use a detailed
questionnaire consisting of several modules. Each module contains a number of key
indicators and each indicator within the module will have a minimum and maximum score.
The indicators will be scored, a total score for each village calculated, villages ranked, and
the first one hundred villages with the highest score will be selected21 (the criteria which will
be used in the selection of the villages is attached in table 17 of working paper 1). The
villages will be rated against the following indicators: (i) percentage of poor households in
the village; (ii) number of women headed households; (iii) access to drinking water for
potable and livestock uses; (iv) reliance on rainfed farming and herding as the main source
of livelihoods; (v) quality of the agricultural land and degree of erosion as manifested in the
infestation with noxious weeds; (vi) access to health services; (vii) access to basic
education; (viii) level of social capital; (ix) positive feedback to project menu of activities.
59.
Self-targeting by participating communities involves in-depth discussion with the
community members and their traditional authorities within the selected villages in order to
identify the poorest members in the village. This will be based on the use of the wealth
ranking tool22. This selection will be triangulated by the village authorities and other entities
60.
20
WFP Sudan Gender Profile
A more powerful and scientifically accurate technique known as Principal Components Analysis can be used to calculate Wealth Index for
each village and rank the villages accordingly. Description of this methodology is described in IFAD web-based application accessible at
WWW.IFAD.ORG
21
22
This tool is widely used in the on-going IFAD co-financed projects for identifying potential poject participants.
14
active at village level such as the Zakat Chamber, Women’s Union, Farmers’ Union, and
Pastoralists’ Union.
Monitoring the profile of project beneficiaries. This implies that the asset and
poverty profile of project beneficiaries is regularly assessed against the outcomes of the
wealth ranking tool.
61.
Gender Mainstreaming. The analysis of women and men management of
productive activities reveals that women face specific constraints in weeding of field crops,
conserving food crops, feeding small ruminants and overall high workload. For this reason,
the technological packages proposed in the project address:
62.
1) Higher labor productivity in weeding through the introduction of the cultivator, and
training women on its supervision accordingly.
2) Improved practices for home gardens namely in terms of water conservation,
seeding and soil fertility.
3) Introduction of fodder crops in the crop rotation and training of women in making
best use of fodder crops and crop residues for animal nutrition.
4) Technology for drying available food commodities for either consumption or for sale
in the off-season at higher prices.
5) Alternatives to fuelwood with the introduction of gas stoves. This is expected to
further alleviate women’s workload.
63.
The gender mainstreaming strategy of the project aims to enable women to access
extension services as well as participate in relevant training, demonstration and scaling up
activities. The gender mainstreaming strategy rests on the following:
1) Tailoring the technical packages to women’s needs: this justifies the inclusion of the
jubraka, poultry and the focus on animal nutrition; herbicides were removed from the
minimum tillage packages as women strongly opposed their use for environmental,
production and safety reasons;
2) Introducing post-harvest handling techniques that will enable women to extend the
shelf-life of food products as well as sell these at the market during the off season
thus increasing the income generated from such activities;
3) Introducing gas stoves to save on women’s labour and conserve trees. The use of
gas stoves will also save women’s time as they will not be going to fetch fuelwood.
4) A quota system will be established whereby 50% of participants will be women for
component 1 activities. The post-harvest handling techniques under component 2
will also equally benefit women and men. With regards component 3, women will
represent 30% of the executive committee of the village development committees
and their level of participation will be 50% in the training activities;
5) Gender training will be delivered at community level to the village development
committees, to the extension teams, the project management office, the locality
coordination committees, the State coordination committee and the Board of
Directors. The training will be based on the gender and rural development training
curriculum developed by the North Kordofan Rural Development Project (SD-501);
6) The project M&E system will monitor the project outreach to women and results on
their livelihoods, access to resources (namely extension services, demonstrations,
training, insurance schemes, revolving funds established through the community
environment conservation fund). In this regard, appropriate gender disaggregated
indicators were included in the project logframe (annex 2 in the main report);
7) The team responsible for meeting the gender targets and implementing the gender
mainstreaming strategy of the project is composed of the project manager, the
15
community development and capacity building officer, the M&E officer, as well as
the extension team leaders and their teams. The extension team leaders will have
both women and men staff. Women and men will be both involved in the technical
subjects of extension as well as community mobilization, group organization and
gender mainstreaming. Such an organization of extension teams is not new and is
adopted across the various IFAD co-financed projects with satisfactory results in
terms of gender mainstreaming.
Figure 3: Selection procedures of participating villages over the implementation cycle of the project
Iterations
Process
First
iteration
Preparatory phase first year of the project
Methodology
Binding
selection
criteria
Outcome
•
The list of all the villages in the project areas is established and
confirmed with the authorities including those that are in the process of being
registered and those inhabited by displaced people or settled pastoralist and
destitute women.
•
Carry out a detailed socioeconomic survey of the potential villages in
the project area.
•
Verify the eligibility criteria participating villages against a set of
criteria (table 17 in working paper 1).
•
Poor villages where rain-fed traditional agriculture is the main source
of livelihood;
•
The average household land holding in the village does not exceed
15 feddans;
The total available land under cultivation or cultivable in any of the selected
villages is not less than 1000 feddans;
Responsibility
Result
Trained community development extension agents
•
Selection of 100-120 eligible villages ranked based on their poverty.
Phasing of the 100-120 villages over the project duration. Priority given to
start in villages where water constraints are not severe, and where improved
agricultural techniques were tested or developed in an indigenous manner or
through external support.
Second
iteration
Demonstration phase
Methodology
Third
iteration
•
Poverty ranking of households at community level. The list obtained
is triangulated with key informants (tribal leaders) and the Zakat Chamber
village or RAU committee.
•
If cooperatives or other associations exist in the village, their
membership is screened against the typology of poverty established in the
village.
•
Verification that at least 70% of the producers interested to
participate have less than 9 fed. and less than 5 small ruminants.
Responsibility
Trained community development extension agents with the assistance of local
community organizations (tribal chief, Zakat Chamber, popular village
committee.)
Results
List of poor women and men interested to test the technical packages and
organize themselves into common interest groups.
Scaling up Phase
Methodology
•
Self-selection method used here as the producers taking part in the
16
demo phase would adopt and replicate the techniques.
•
Verify that that at least 80% of the replicators started the demo with
less than 9 fed. and less than 5 small ruminants.
Responsibility
Trained community development extension agents with the assistance of
VDC, and the common interest groups.
Results
Relevance of technical packages and incentives to small producers.
D.
Geographic Coverage of the Project
The project area covers three out of the seven localities constituting the State of
Sinnar namely Diner, Abu Hujar and Dali & Mazmoum. The total population is about 390,000
persons (30% of the total population of the State of Sinnar) or approximately 64,900
households distributed over 227 villages. About 70% of the population is rural. Rainfall in the
project is highly variable, about 300 mm in the northern parts and 700 mm in the southern
parts. In 2009, rainfall in the entire State of Sinnar including the proposed project area was
40% below the average of the preceding three years.
64.
The number of livestock is about 4 million heads; the availability of feed from grazing
lands, forests and crop residues as well as fallow barely satisfies 57 % of the animal feed
requirements. There are 10 stock routes of approximately 800 km used by pastoralists as
access passage to grazing areas in and outside the Sinnar State.
65.
The cultivated area under traditional rain-fed agriculture is approximately 362,000
feddans, (100,000 feddans in locality of Dali & Mazmoum; 53,000 feddans in locality of Abu
Hujar; and 209,000 feddans in Dinder locality). The total area of reserved forests is about
485,000 feddans, (182,000 feddans in the locality of Dali & Mazmoum, 248,000 feddans in
locality of Abu Hujar, and 55,000 in Dinder locality). Total grazing grounds are approximately
53,500 feddans, 23,500 in Dali & Mazmoum and 30,000 feddans in Dinder. Large
mechanized farms23 occupy about 2.6 million feddans (1.23 million feddans in Dali &
Mazmoum, 0.6 million feddans in Abu Hujar, 0.8 million feddans in Dinder).
66.
67.
The Blue Nile, the Dinder, and the Rahad Rivers are the three main rivers in the
State. The Blue Nile constitutes the main source of water supply for domestic use and for
irrigation besides being an important source of hydroelectric power in the country (Sinnar
Dam). The Dinder is a seasonal river (August-February) but its aquifer, tapped through
shallow wells, constitutes an important source of water supply for horticultural production.
The third tributary of the Blue Nile is the Rahad River. It flows more than 300 miles (480 km)
northwest into the eastern part of The Sudan to join the Blue Nile above Wad Medani.
Although waterless during the dry season it has an estimated flow of one million cubic
meters during the flood season (June–September). In addition to the three rivers, several
seasonal water sources (wadis and khors) radiate from the Ethiopian Plateau and the jebels
in Dali & Mazmoum area. Although the amount of water carried by these seasonal khors and
wadis is not known, these waterways constitute a natural barrier during the rainy season
preventing the nearby villagers from accessing markets and services.
23
These mechanised farms fall into two categories, demarcated and undemarcated, both are government
owned. The demarcated lands are surveyed and rented to private operators for a period of ten years. Rental
contracts are subject to annual renewal. The maximum area under each rental contract is set at 1,000 feddans;
an operator can have multiple contracts.
Undemarcated farms are not surveyed or subject to leaseholds. Their areas vary from 100 to 500 feddans. Both
demarcated and undemarcated farms are mechanized.
17
Table 4: Some salient features of the project area
Locality
Population
(2009)
#
of
households
#
of
Villages
#
of
Rural
poor
#
of
Livestock
Traditional
rain fed area
(in feddans)
Dinder
175,944
29,300
108
60%
1,157,792
209,000
Abu Hujar
141,588
23,600
77
30%
1,501,466
53,000
700
DaliMazmoum
Total
(average)
72,846
12,000
42
50%
1,296,680
100,000
2,400
390,378
64,900
227
47%
3,955,938
462,000
2,000
III.
A.
Village
weighted
average area
under rain-fed
traditional
agriculture
1,900
PROJECT DESCRIPTION (KSF 3)
The Knowledge Base: Lessons from Previous/Ongoing Projects
The implementation of different IFAD and other financiers’ co-funded projects24 and
programmes have generated a series of lessons that guide the present project design and
implementation. The key lessons of relevance to SUSTAIN have been incorporated in the
design process and are summarised below:
68.
−
−
−
−
Technological choices. The Department of the Technology Transfer and Extension
(TTE) of MAAWI has already piloted technical packages for improved crop
management and for soil and water conservation successfully. Assessment of these
experiences has shown that farmers are selective in their choice of technologies with
preference given to those where needed inputs are available in the market such as
improved crop varieties and timely agricultural machinery services. The
demonstrations proposed in this project link from the start farmers with the input
suppliers.
Women’s participation in technology transfer. The experience of the TTE
Department of MAAWI shows that more women participated in such technology
transfer activities than men, especially when the areas proposed for demonstration
are small and selected nearby the village. This is an important guiding principle to
ensure that women participation reaches a rate of 50%, similar to the pilot project
carried out with funding from the Arab Organization for Agricultural Development.
Extension services. The capacity of the extension teams to service individual
projects and to monitor demonstration packages is very limited due to logistics
constraints (lack of vehicles) and limited operational budgets. The extension agents
will be the frontline teams for SUSTAIN and they will be equipped with offices,
accommodation and vehicles. They will receive both general and specialized training.
Ensuring technological adoption. The IFAD financed development projects have
focused on delivery of extension and advisory services and implementation of
demonstrations. It was assumed that adoption will follow systematically with little or
no post-demonstration technical support to ensure effective adoption and scaling up
of the proposed technologies. SUSTAIN in contrast includes the demonstration and
scaling up processes.
24
Similar IFAD co-financed projects are the North Kordofan Rural Development Project, the South Kordofan
Rural Development Programme, the Western Sudan Resources Management Programme, the Gash Sustainable
Livelihoods Regeneration Project, the Butana Integrated Rural Development Project and the Southern Sudan
Livelihoods Development Project. All these projects emphasize capacity building for decentralized and
community based extension, technology transfer and a combination of extension methods based on farmer field
schools and contact farmers.
18
−
−
−
−
−
Capacity for policy dialogue. Several on-going efforts by the MAAWI and other
donor funded projects such as the Multi-Donor Fund Financed Integrated Livestock
Production and Marketing Project and the Nile Basin Initiative financed Eastern Nile
Watershed project are relentlessly trying to exploit all possible venues to create an
enabling environment to promote the establishment of rational and equitable policies
regarding the management of natural resources in Sudan. The main lesson learned
is the need to present to proponent and opponent stakeholders compelling evidence
of the negative impact of current mechanization practices in both the short and long
term on the sustainability of the agricultural sector and on the environment. The focus
should be on the large mechanised farm owners, and their supporters in the state
legislative council and the government. This could be carried out by means of active
and organised lobbying in order to implement appropriate reforms for participatory
enforcement mechanism of land rules that involve communities and their traditional
authorities. Given the importance of land and investment policies in creating an
enabling environment for the sustained growth of the smallholder as well as largescale agriculture, the project foresees a number of interventions to facilitate and
guide policy change in these areas with the involvement of concerned stakeholders.
Institutional arrangements. Existing projects are hampered by institutional
constraints, ineffective inter-agency coordination, inadequate implementation
capacity, and poor communication. It is the intent of the project to create efficient and
effective institutional arrangements for project implementation to avoid lengthy and
complex bureaucratic procedures. For this reason, the project management office will
be placed in the MAAWI and will report to a project board of directors. In order to
facilitate inter-agency coordination and communication at state and locality level,
state coordination committees and locality coordination committees will be
established.
Post-completion and sustainability of the project. The arrangements for project
sustainability depend on the project design, the political will of the government, and
its commitment to the project and its sustainability, availability of financial and human
resources to secure operation and maintenance of the project assets and guarantee
the continuity and scaling up of its interventions outside the project area. The project
design includes mechanisms to ensure that the farmers and the private sector
sustain project benefits.
Producers’ associations. The formation and/or strengthening of institutions such as
the village development committees (VDCs) and common interest groups (CIGs) is
critical in empowering the intended beneficiaries to exploit fully the economic and
financial potential of the project, mobilise and/or attract funding/investment for their
communities, manage common infrastructure facilities and engage in income
generating activities. The project design has formulated a comprehensive training
programme for the village development committees and the interest groups.
Result-based monitoring. Activity-based budgeting accounting system, and
progress reporting arrangement should be put in place as early as possible and
output/outcome oriented Annual Planning and Budgeting processes adopted at the
beginning of the project implementation.
69.
As a result of the lessons learned above, the proposed project interventions rest on
the following considerations:
•
•
Implement sequential demand driven interventions where emphasis is placed on
“learning by doing” i.e. demonstration of tested technological packages, coupled with
upgrading of farmers’ technical skills and assessment of the results before scaling up
at a larger scale in the project area;
Address critical policy concerns pertaining to land use and investment in agriculture
19
•
•
•
•
through the promulgation of appropriate laws and regulations to create an enabling
environment that promotes investments in agriculture, and contains land–use
induced conflicts;
Promote strong partnerships with the private sector for the provision of highly
required agricultural machinery services to increase efficiency through economies of
scale;
Delegate the implementation of key project interventions to specialized government
agencies through contractual agreements (applied research on zero tillage, technical
assistance on minimum tillage, seed production);
Develop the capacity of the locality extension services to ensure smooth post
completion and sustainability of the project activity;
Capitalise on the lessons learned from the implementation of other
ongoing/completed projects financed by IFAD or other donors, harmonise, and
synergise the project interventions with those of other projects under execution in the
project area to avoid duplication and improve efficiency.
B.
Opportunities for Rural Development and Poverty Reduction
This project responds to the challenge of land degradation as it poses the biggest
threat to smallholders’ livelihoods and to social peace. The main causes of land degradation
are: (i) usage by smallholders and large landholders alike of inappropriate machinery such
as the wide level disc thereby accelerating soil erosion by constituting a hardpan and
causing poor soil water retention; (ii) land exhaustion as a result of continuous cultivation
and mono-cultural practices; (iii) spread of agricultural pests and weeds; (iv) limited and/or
untimely land preparation for small-scale farmers; (v) decreasing and erratic rainfall leading
to recurrent drought and dry spells during the rainy season. The land degradation is further
aggravated by the uncontrolled expansion of mechanized schemes and non enforcement of
basic rules of environmental conservation in these schemes. Land degradation is reflected in
very low productivity of staple crops and infestation of rangelands with noxious weeds.
These problems are generalized in the rainfed sector in Sudan but they have reached
alarming levels in Sinnar State. The Environmental and Social Review Note summarizes the
main environmental challenges to smallholders which form the rationale for the project
intervention and which are reflected here.
70.
71.
Soil degradation. Poor cultural practices (use of the wide level disc, deforestation
and absence of windbreaks) and crop husbandry (mono-cropping, absence of rotation, lack
of integration of animal and crop production, and lack of soil and water conservation) have
all led to soil erosion and decline in soil fertility. This is reflected in the: (i) increased
infestation with parasitic weeds Striga hermonthica (Buda) and noxious weeds like Sorghum
halpance (Adar), Hibiscus spp. and (Ankoj); (ii) declining yields of sorghum the main staple
crop from 350 Kg/ fed in 1970-74 to less than 200 Kg/ fed today. Soil degradation is also
affecting rangelands. Non nutritive varieties are invading pastures.
72.
Vulnerability to drought. The mission carried out the calculation of 3 year average
for the rainfall over the period 1998/1999 to 2009/2010. The trend (see table 6 in ESRN
annex 10 of this report) shows that in Dinder rainfall has decreased by 42%, followed by
Mazmoum where the decrease is 20%, then Abu Hujar where the decrease reached 17%. In
addition, it is estimated that drought is more frequent and that crop failure is recorded in one
year out of three years. This means that in areas such as Dindir where the rainfall has fallen
sharply over a 12 year period, farmers can hardly cope with such massive decrease,
especially in absence of functional agricultural services and support. Climate projections for
similar agro-ecological zones in Sudan show that in absence of adaptive or mitigation
measures, the impact of climate change on agriculture are likely to be: (i) reduction of the
area available for crop production due to a southward shift in moist agro climatic zones; and
(ii) decrease in the food crop yield between 13% and 82% for sorghum and between 20%
and 76% for millet, and in the production of the gum Arabic between 25% and 30%.
20
Current land use is inconsistent with agro-pastoral economy. Mechanized
farming occupies 74% of the land use in the project area. Meanwhile, 49400 households
(76% total households in project area) who are poor and dependent on crop and animal
production for their livelihoods and as their only pathway out of poverty have to contend with
10% of the land use. This population is likely to increase by an estimated 10 000 returnee
households (roughly equivalent to 60 0000 persons) from Upper Nile State who are claiming
customary land in Mazmoum area. It is also argued that the present land use does not
reflect the economic importance of the smallholder and livestock sectors. Estimates are that
the current return from one feddan reaches SDG 60 at smallholder level whereas there is a
loss of SDG 70/feddan for mechanized farmers. Livestock is an important source of revenue
for the local governments: estimated revenues are SDG 6 million/year. The mechanized
farming is reportedly contributing to food production and food security at national level
however this comes at a very high environmental and economic cost.
73.
74.
Land scarcity. The current land use is leading to competing claims on the land
resulting in disputes that can escalate into violent confrontations. In 2009/10 season which
witnessed a disastrous crop yield and where production is mainly used as crop residues, the
disputes between farmers and pastoralists reached 286 recorded ones in Dali & Mazmoum
locality, 145 in Dindir, and 86 in Abu Hujar. These disputes are taking place despite the
vastness of the resource base and the comparatively small size of the population. Indeed,
present land use is constraining the expansion of residential areas for growing populations,
expansion of agricultural areas for smallholders and returnee population, allocation of
rangelands and forest lands for settled pastoralists.
75.
Government capacity in policy-making and enforcement of natural resources
needs to be strengthened. The State Government has made and continues to make
repeated attempts to organize natural resources and accommodate the various land uses.
Consistently, the Farmers’ Unions defeated these efforts and obstructed the ratification of
the corresponding bills in the legislative council. The Government is also not enforcing the
compliance of the mechanized farmers with the minimum environmental regulations namely
allocation of 10% of the scheme area to forests or shelterbelts. This is reportedly due to
limited mobility for the government staff, limited budget to pay for the monitoring costs and
absence of a financial incentive to scheme owners.
76.
State government is responsive to land degradation issues and should be
supported. The State recognized that the environmental situation is alarming and
exacerbated by competing claims over land in the rain-fed areas. In its Strategic Plan 20072011, the State responded to this predicament by allocating more than 90% of the budget to
sustainable development and poverty alleviation. Environmental conservation measures in
the rain-fed sector focused on the introduction and promotion of soil and water conservation
techniques. However, progress in the rain-fed agriculture has been limited to: (i) the
successful demonstration of soil and water conservation technology targeting small-scale
rain-fed producers in the locality of Abu Hajar, and (ii) the recent demarcation and opening of
stock routes with the assistance of the Multi-Donor Trust Fund financed Integrated Livestock
Production and Marketing Project. Additional remedial measures were recommended in the
study on sustainable development of semi-mechanized rain-fed farming25 such as:
introduction of zero tillage26, crop rotation and fertility management, linking farmers’ access
to agricultural finance to the use of appropriate technology, limiting large landholdings to
5,000 feddans, rationalization of land tenure, and removal of undue taxation. Such measures
are targeted to large landholders and would require significant support from Federal
25
Study of the Sustainable Development of Semi-Mechanized Rainfed Farming, November 2008. Commissioned
by the Ministry of Agriculture and Forestry and Ministry of Finance and National Economy, prepared by Newtech
in association with Hunting Technical Services & P-E International, financed by the Multi-Donor Trust Fund,
November 2008
26
It is worth noting here that according to the State Ministry of Agriculture, Animal Wealth and Irrigation (MAAWI),
the zero tillage technique is not the most relevant given rainfall constraints. Instead the MAAWI promotes soil and
water conservation techniques which form the basis of the interventions under SUSTAIN.
21
Government and a well-organized lobby group promoting such measures, ensuring their
enforcement and the efficient use of Government financial resources.
Intervention strategy. The intervention strategy adopted by SUSTAIN complements
past and on-going Government and donor interventions in the State and focuses specifically
on the small scale traditional rainfed producers. The strategy is two-pronged: on one side,
the project assists in demonstrating and scaling up productivity enhancing techniques for
smallholders. Through these techniques, producers make the best use of the limited land
holdings they have available, by managing soil moisture thanks to minimum tillage and soil
and water conservation techniques, use of drought resistant varieties for food and cash
crops, introduction of fodder crop in the crop rotation to expand fodder production from the
range and forest land they can access, and build their coping strategy vis-à-vis decreasing
availability of land and climate change. For the communal lands, whether range or reserved
forests, the project will assist poor communities with simple soil and water conservation
techniques and sowing of nutritive grass and browse species to improve the carrying
capacity of grazing areas. On the other hand, the project provides the tools and the
organization for an effective lobby group at state level to promote sustainable land use.
77.
78.
Minimum tillage and soil and water conservation techniques as well as improvement
of animal nutrition have been selected as anchor interventions because of their proven direct
impact on poverty, food security, and environment preservation. Reconstitution of the soil
fertility, resistance to drought, and improved productivity of smallholder farming and herding
will be compounded with measures that integrate crop and livestock production to diversify
production systems and sources of revenues while conserving the resource base. Further,
the introduction of soil and water conservation techniques will provide some yield stability
despite the erratic rainfall.
Capacity building, training, and institutional strengthening will enable producers to
sustain the project benefits. They will contribute to project sustainability, along with activities
promoting post-harvest management and access to market, which will also increase and
diversify incomes.
79.
80.
SUSTAIN has potential spillover effects on the other IFAD financed projects
operating in the Eastern and Western part of the Sudan as well as on Government planning
to increase agricultural productivity in the rain-fed sector nation-wide. The project has longterm implications for the delivery of extension services through farmers’ organizations and
partnerships with the private sector. Further, it has long-term implications because it
provides a forum and the means for policy dialogue as well as to establish forms of coalition
building to promulgate laws for sustainable management of land and water.
C.
Project Goal and Objectives
The project goal is to reduce rural poverty, increase food security, and income for
about 20,000 small-scale traditional rain-fed agro-pastoralist households. Its objective is to
increase productivity of staple and cash crops and small ruminants, minimise crop losses
and improve access to market for about 20,000 households. Its outputs are to:
81.
• Facilitate technology transfer for livestock and rain-fed agriculture;
• Improve the capacity of the agro-pastoralists to facilitate technology adoption;
• Provide appropriate support to improve the quality and the outreach of the
advisory and extension services;
• Develop community infrastructure to improve:
o Post-harvest management;
o Access to market inputs and services during the rainy season;
• Put in place incentives to facilitate adoption of technological packages;
• Facilitate active involvement of the private sector to provide timely agricultural
machinery services; and
22
• Provide necessary inputs to improve the efficiency of the project staff.
82.
Project approach. The project will be implemented over seven years in three interrelated phases: (i) pre-implementation phase, (ii) demonstration and scaling up phase, and
(iii) consolidation/sustainability phase. The pre-implementation phase will be for one year in
2011, the demonstration and scaling up phase for five years from 2012 to 2016, and the
consolidation/sustainability phase for one year in 2017.
Under pre-implementation phase (2011), the following non-exhaustive activities will
be implemented:
83.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Organization of the Project Startup Workshop;
Setting up the project management office including recruitment of the core project
staff on a competitive basis;
Establishment and staffing of the Extension Teams at the Rural Administrative Units,
and constitution of 5 project extension brigades. The extension agents will be
recruited competitively from among the State Ministry staff;
Rehabilitation of project office space and construction of accommodation;
Procurement of office equipment and supplies, and vehicles;
Completion of Project Implementation Manual;
Completion of a comprehensive and exhaustive survey of all the potential targeted
villages in the three localities;
Finalization of Baseline Survey (BLS), including locality and village databases;
Fine-tuning of the selection criteria of the participating villages and selection of the
final list of the participating villages and establishment of village clusters;
Running of demonstration in 5 villages with the Agricultural Research Corporation
(ARC) to train the extension teams on thye job and to test the minimum tillage
technique and prepare for the larger scale demonstrations set to start in 2012;
Identification of the first villages to be enrolled in 2012, completion of group
formation, mobilization and launch of livestock training and demonstrations;
Intensive training of the extension staff on community development principles and
procedures;
Establishment of the Project Management Information/M&E system;
Finalization of the contractual arrangements for recruitment of the private sector for
the delivery of machinery services to smallholders;
Preparation of the AWPB for the upcoming year;
Setting up the Financial Management System and appointment of external auditors.
84.
During the demonstration and scaling-up phase (2012-2016), the project will cover
100 villages, with an intake of twenty villages per year. In each village, the animation and
mobilization campaigns will result in the communities selecting the target households and
the technical packages. Common interest groups will form accordingly. The scale of the
demonstration on minimum tillage will be 170 feddans/village with 35 farmers grouped in two
interest groups, one for women and one for men. This area is considered a minimum to
attract private companies to provide machinery services to smallholders. It is envisaged that
at least 50% of participants will be women. The demonstration activities for each village will
take place over two consecutive years, followed by scaling up activities. The project will also
support beneficiary communities for two consecutive years to enable adoption and
replication of the agricultural techniques. Uptake of technologies will be closely monitored
during the scaling up phase and corrective measures taken accordingly. The land area
under improved agricultural practices is likely to reach 45,500 feddans by year 7. By the end
of the sixth year, most of the project interventions will be completed, except for 20 villages
enrolled in 2016, where the scaling up of project activities will be fully funded by
beneficiaries.
23
During the consolidation and sustainability phase (2017), the project will carry out
the following activities:
85.
•
•
•
•
•
•
•
Development of a plan for the expansion and the replication of the technology
transfer on soil and water conservation techniques, improved livestock nutrition as
well as voluntary de-stocking with the participating communities, the private
machinery operators, the banking sector and the insurance company. The expansion
plan will focus on the beneficiary communities and the neighboring ones that have
not directly benefited from the project;
Based on the expansion and replication plan developed above, MAAWI will define
and monitor the contractual arrangements for the delivery of extension services for a
fee to be determined with the producers’ organizations and the private sector;
Completion of thematic studies with respect to the impact of key project interventions;
Completion report finalized;
Consolidated financial reports and audit reports;
Reconciliation of project accounts; and
Handover modus operandi of project assets and inventories to the concerned
agencies.
D. Alignment with Country Rural Development Policies and IFAD Strategies
86.
The project was conceived and designed as a joint effort by GOS and IFAD. It is
closely aligned with the Government’s agricultural development strategy and its federal and
state development plans and with IFAD strategic outline for the period 2009-2012 (Table 2).
The project is complementary to the ongoing and planned Government and IFAD investment
programme in agriculture. The project design took into account the RB-COSOP 2009-2012
suggested guidelines namely: (i) rain-fed agriculture should be given priority; (ii) any new
intervention should be in alignment with the recommendations of the Country Programme
Evaluation. These highlight the importance of addressing the root causes of smallholder low
productivity by focussing investments more on agriculture. They also point out the rationale
of favouring localities that avail of basic services and infrastructure which have proven to
support labour productivity and market access; (iii) when selecting implementation
modalities, it is important to be able to count on good implementation capacity of the State
Governments; (iv) the target areas should show limited existence of other donor
interventions; and (v) to scout for potential synergies with the Government’s Agriculture
Revival Programme. These criteria guided the selection of potential states where the country
programme could expand. Sinnar State and, at the time, the Dinder locality matched these
criteria and hence the project concept was retained.
87.
The project is complementary to existing Government and other donors'
interventions, especially those that are under implementation in Sinnar State including (i) the
Range and Pasture Development Project27; (ii) Integrated Livestock Production and
Marketing Project28, (iii) Eastern Nile Watershed Project29; (iv) Al Guweizat Range Project30
and (v) the Revitalizing Gum Arabic Production and Marketing Project31. Detailed
complementarities are listed in table 3 Keyfile annex 3.
27
The purpose of the project is to produce forage seed to meet the state’s seed requirements, the project area
covers Sinnar locality. It is Government financed.
28
The purpose is to map, demarcate and develop the stock route linking Blue Nile- Sinnar-White Nile, the project
area is Dali-Mazmoum and Abu Hujar localities. It is funded by Government and the Multi Donor Trust Fund.
29
The purpose is to develop watershed and range resources in and around Dinder State Park, the project area is
Dinder locality. It is funded under the Nile Basin Initiative.
30
The objective of this project is to support the settled pastoralists by providing them with water and fodder,
production of range of seeds varieties for reseeding in deteriorated pastures. It is Government funded.
31
The objective is to increase the production and income of small scale gum producers in selected areas of the
gum belt through improved performance of the production and marketing systems. It is funded by the
24
Table 5: Government, IFAD and SUSTAIN policy and strategy alignment
Federal and State Strategies
and Agricultural Revival
Programme
Result-based COSOP 20092012
SUSTAIN
Enabling small scale farmers
to shift from subsistence agriculture to
market-oriented agriculture;
Strategic objective 1:
Increased capacity of producers’
organizations to participate in
policy planning and monitoring
for sustainable development.
Promote formation of
community groups and provide
them with adequate training and
capacity building in order to
increase their awareness about
environmental, social and policy
constraints
hampering
their
access
to
services
and
development assistance.
Making a lasting impact on
poverty and progress on other MDGs.
Increased access to markets
and microfinance
Policy
dialogue
sustainable NRM.
on
Train and demonstrate
post harvest management to
diversify incomes.
Construction
of
crossings to decrease time and
costs of communities’ access to
markets.
Capacity
building
of
producers and extension services;
Promotion of technology
transfer particularly in water and soil
conservation;
Increased access of poor rural
people to agricultural services.
Improve the quality and
outreach of the advisory and
extension services to farmers
and pastoralists;
Transfer conservation
agriculture and animal nutrition
technologies;
Integration of plant and
animal
production
with
the
conservation of forests, range and
pasture lands.
The project will achieve the following targets:
88.
-
-
-
It is expected that SUSTAIN will enable the promulgation of a State law on land use
and agricultural investments by the 5th year of the project with the aim of conserving
the resource base and ensuring sustainable growth of smallholder agriculture and
large-scale farming.
Increased access of poor rural people to agricultural services. The COSOP target
objective of “at least 70% beneficiary farmers (women and men) use promoted
techniques” will be achieved.
Increased access of the rural poor women and men to markets and to microfinance.
By the end of 2012 and mid 2013, about 50 communities will have improved access
to markets thus contributing to the COSOP target of “350 community organizations
engaged in marketing in project areas”.
89.
Furthermore, the project is aligned with the IFAD policies pertaining to (i) targeting;
(ii) improved access to land and tenure security; and (iii) private sector development. Main
features of this alignment are:
(i)
Targeting. The project uses geographic targeting in the selection of the 3 poorer
and drought prone localities of the State; capacity building measures based on
group formation, training, demonstration on technological packages; direct
targeting of destitute woman-headed households in formerly displaced
communities or new returnee communities. The project will be training extension
staff on participatory assessment methods, gender analysis and participatory
extension.
Government, the Multi-Donor Trust Fund and IFAD.
25
(ii)
(iii)
Improving access to land and tenure security. The project will finance two main
studies and engage in advocacy with key stakeholders to promote new guidelines
for investments in agriculture and finalization and enforcement of the land use
and investment map. Such measures would contribute to ease the pressure on
the land.
Private sector development. The private sector in the case of SUSTAIN refers to
the providers of agriculture machinery services (tractors and implements). The
project will enter into contractual arrangements with the private sector to
guarantee their field presence in the project area early in the season and their
servicing of the farmers participating in the demonstration phase. The private
sector operational costs will be fully reimbursed by the project during this phase.
In the scaling up phase and on the basis of the success of the demonstration
phase, the private sector will be recovering its costs from the farmers directly.
D.
Project Components
90.
The project has three main components: (i) technology transfer, (ii) market access
and post-harvest management, and (iii) capacity building and institutions strengthening.
Technology transfer addresses low productivity constraints for crops and livestock; market
access and post-harvest management tackles issues related to physical market
accessibility and post-harvest handling techniques; and capacity building and institutions
strengthening puts in place appropriate arrangements for building the capacity of producers
to adopt environment-friendly production techniques, promulgation of laws favouring
sustainable use of the land and water resources, and the project management set up.
Component 1: Technology Transfer
(Base cost: USD 5. 9 million, 33 % of total)
The expected outcome of this component is that at least 60% of the participating
households adopt technical packages promoting minimum tillage, soil moisture
management, crop rotation, tree boundary planting, and livestock nutrition packages. This is
achieved through the following activities:
91.
-
Demonstrations with farmers’ groups of a menu of technical packages that
respond to the main constraints in agricultural productivity while conserving the
environment and reducing soil erosion. The menu is composed of the following
technical packages: (i) soil and water conservation which is introducing early land
preparation using minimum tillage practice, moisture management, improved drought
resistant seed varieties for food and cash crops, introduction of a leguminous fodder
crop in the rotation and boundary tree planting using the gum Arabic tree; (ii)
improved nutritional package for the livestock particularly based on chopping the crop
residues, enriching them with urea and protein rich supplements and utilization of the
fodder crop introduced in the rotation; (iii) improving the production of home gardens
(jubrakas) and combining it with poultry rearing; (iv) increasing the natural fodder
production of reserved rangelands and community forests, by introducing soil and
water conservation practices on these lands and palatable grass and browse
varieties. The detailed technical packages for crop and livestock production are
described in working papers 2 and 3. The demonstration phase will be spread over
two years in any one village and will be supported by the project to the level of 50%
of its costs on average, while farmers will bear the rest of the costs. It is expected
that the demonstration on crop and livestock will involve 8,000 farmers, equally
divided between women and men. For the improvement of range and community
forests, these would be community-wide interventions of larger benefit to owners of
26
small herds that usually graze in the vicinity of the village. The detailed breakdown of
beneficiaries by activity and component is in working paper 1 table 16.
-
Scaling up of the successful packages. Farmers interested in the replication of the
technical packages after the two-year demonstration phase will be supported to do
so over a two year period. The project will facilitate: (i) the signing of a tripartite
agreement called mugawala between a local bank, the contracted machinery
company and the farmers groups. The mugawala contract will stipulate the type and
services to be provided by the contracted machinery company, the area to be
serviced, the quality checks envisaged, the cost to be paid and the disbursement
modalities. The bank will pay the company directly for services rendered based on
the procedures agreed with the farmers’ group in the mugawala agreement and
subject to successful quality checks. (ii) the project will collaborate with Sheikan
Insurance Company to provide farmers with an insurance policy that can be used to
guarantee the mugawala loan. The insurance policy is a revenue-based insurance: it
covers 75% of the yield at 10% premium. The insurance policy will be subsidized on
a declining basis: (i) the Government policy is to pay 50% of the premium costs; (ii)
the project will pay 25% of the insurance premium for the first year, 15% the second
year of scaling up; (iii) the beneficiaries will pay 25% of the insurance premium in the
first year of the scaling up, 35% in the second year of the scaling up and 50%
onwards. During the demonstration period, Sheikan and the project will collaborate in
collecting appropriate data, which will serve in fine-tuning the actuarial parameters
and adjusting the insurance premium accordingly. The implementation arrangements
of the insurance scheme are presented in annex 1 of working paper 7. The project
will monitor the profile of the beneficiaries of the insurance policy32 and the uptake
rate after the initial demonstration phase. This will help the project better fine tune its
targeting strategy and tailor the insurance policy accordingly.
-
A collaborative programme with the Agricultural Research Corporation (ARC).
The collaborative programme includes: (i) applied research on zero tillage alternative
techniques adapted to the smallholders and derived from ICARDA zero tillage
pilots33. The applied research will develop appropriate alternatives to crop residues
for mulching and alternatives to herbicides for weed control. The applied research will
also explore microfertilization techniques and requirements; (ii) the production of
quality seeds for the demonstration phase and farmers will be trained on seed
multiplication; and (iii) capacity building of the extension agents on the technical
parameters of the crop and livestock packages and on training farmers on their
application and monitoring. The ARC will lead the implementation of 5 demonstration
sites in 5 different villages in the project area to train on-the-job the extension teams
and fine tune the implementation of the demonstration of the technical packages in
time for their wider scale introduction in the second year of the project. The
collaborative programme with ARC will last for 3 years and the outcomes will be used
to improve the technological packages for crop production.
Component 2: Market access and post-harvest management
(Base cost: USD 1.7 million, 9 % of total)
The expected outcome of this component is that access to markets improves for at
least 80% of the participating households. This is achieved through: (i) an increase in the
passability of the wadis during the rainy season for both inputs and agriculture produce; and
92.
32
The project will use asset based description of household poverty and will rely on the wealth ranking exercise
that will be conducted in each participating village to monitor poverty targeting.
33
The applied research will develop alternatives to the standard package of zero tillage developed in Sudan and
that is ill-adapted to smallholders
27
(ii) improving post-harvest management through better storage and conservation and
transformation of agricultural produce. The component includes the following main activities:
-
The construction of multipurpose crossings will facilitate and ease the
transportation of the agricultural produce to the markets and ensure the supply of the
agricultural inputs, fuel, and spare parts of the tractors to the cultivated areas. The
installation of wadi crossing structures will result in directing most of the traffic along
tracks passing through these structures, thus reducing the number of the tracks and
consequently making it easier for the local authority or the local communities to make
frequent grading of the crossing tracks. Two types of structures are envisaged: the
Irish crossing and the pipe culverts. The first one is envisaged in locations, where the
wadis are wide, while the second ones are suitable when the wadi is narrow and the
water flow is small. A total of 35 structures, 26 in Dinder and 9 in Dali & Mazmoum
localities, will be constructed; their location will be decided by the local authorities
and the approval of the project Board of Directors. A bipartite agreement between the
Ministry of Physical Planning and Public Utilities (MPPPU) and the beneficiaries will
be concluded, defining the modalities of maintenance of these structures including
the responsibilities and contributions of the beneficiaries. The MPPPU will train the
beneficiaries on the maintenance of the crossings. Annex 1 in working paper 4
explains the selection of crossing locations and the implementation arrangements.
The project will monitor closely the experience of crossings maintenance by the
communities and work with the localities to introduce corrective measures should the
community fail to properly fund and maintain the structures.
-
Improvement of traditional grain storage facilities would minimize crop harvest
losses; through fumigation and seed dressing, and improvement of traditional
suweiba and pit storage. The fumigation and seed dressing together with
improvement of suweibas and pit storage would contribute to the reduction of postharvest losses by approximately 20% to 25%. The crop protection department of the
MAAWI in Sinnar State has developed a manual for improving traditional storage.
Extension staff will be trained in this technique and conduct appropriate
demonstrations. In each participating village, an improved unit will be demonstrated
together with seed dressing and fumigation techniques. Extension staff will follow up
to record whether this simple technology is replicated. Working paper 4 explains
implementation of these activities.
-
Introduction of solar drying techniques of vegetables and fruits and
improvement of local oil seed presses. The purpose of this activity is to extend the
shelf life of perishable crops through conservation and transformation techniques,
diversify the food diet within the household, and tap the market niche for sundried
vegetables and fruits. This would create income-generating opportunities particularly
for women. Improvement of oil presses will improve the quality of the oil and increase
the gross margin through higher prices. Portable solar dehydrators will be introduced
and demonstrated in each of the participating village, a specialist from the Food
Research Centre in Khartoum will be contracted to produce them and provide
appropriate training both to extension staff and farmers trainers in the use and also
the construction of these simple low cost portable dehydrators. The same approach
will be used for improving the oil presses to increase efficiency and productivity. The
owners of oil presses in the participating villages will be targeted under this exercise.
Working paper 4 explains implementation of these activities.
Component 3: Capacity building and institutions strengthening
(Base cost: USD 10.35 million, 58 % of total)
28
The main outcome of this component is improved social cohesiveness of
participating communities. This will require three main groups of interventions: (i) building the
capacity of the communities to organize around activities that improve their livelihoods and
conserve their environment; (ii) establishing an enabling policy environment that promotes
good practices for the care of land and water resources; and (iii) supporting an effective
structure for the field operations responsible for general awareness raising, capacity building
of community groups, linkages of the communities with service providers, and overall
implementation of the project. The component includes the following main activities:
93.
-
Animation, mobilization and formation of village development committees and
common interest groups. The village development committees will act as interface
between the project and the community. The village development committee will
assist in the formation of common interest groups based on the interest of the
community and the farmers to take up the menu of activities proposed by the project.
It is expected that interest groups will form around the soil and water conservationcum-livestock packages, the jubraka-cum-poultry, the community forests, the
implementation of environmental activities as described in the community
environment conservation fund below. These groups will be informal to start with and
will formalize based on an assessment of the group cohesion and interest to expand
the activity from its demonstration scale. It is likely that separate women and men
groups will emerge. The modalities for the formation and development of the village
development committees and the common interest groups are described in working
paper 1.
-
Establishment of a Community Environment Conservation Fund. The project will
provide seed funds to promote environmental conservation. The menu of activities
includes: (i) equipping the village with gas stoves with a target of 5000 households
over project duration, (ii) carrying out a voluntary de-stocking scheme; and (iii) other
activities as may be agreed with the communities such as establishing community
shelterbelts, woodlots, and waste disposal. This menu is not exclusive and can be
broadened to include the replication of environment conservation practices that have
proven to be successful in the project area or nearby areas, based on the requests
coming from the communities. Communities will contribute an initial capital to the
revolving fund amounting to 20% of the total fund. The project will contribute the
remaining 80%. The procedures for the set up and management of the Community
Environment Conservation Fund are described in working paper 1.
-
Community orientation and training is a continuous process of training and
technical support to the communities and their organizations. Training would include
a wide range of topics, as described in the table below:
Table 6 : Training modules and target group
Target group
Village
Development
Committees
Common
Groups
Interest
Training topics
- book-keeping, filing, meeting management and recording - basic and advanced
- needs assessment, action plan and budgeting
- monitoring and developing a database for VDC – basic and advanced
- gender mainstreaming
- setting objectives for the VDC, developing mission/vision
- coordination of groups and communication
- leadership essentials
- fund raising
- Basic financial management for the interest groups involved in minimum tillage and thus
requiring to contract providers of machinery services. This will cover cost accounting,
negotiation, procurement and contracting, quality control, and monitoring
- farm budgeting, calculate profit and loss
- access to markets and marketing
- enterprise development and financing
29
In addition to the above, the project will also support literacy classes as well as
awareness on mother and child health, first aid, environmental health and food hygiene.
Such activities have proven to be fundamental in the mobilization of the communities and the
organization of groups. Detailed implementation of the activities is described in working
paper 1.
94.
Development of enabling environment for sustainable management of land and
water. The aim here is to facilitate a process for the promulgation of State laws that support
sustainable management of land and water. The starting point is the findings and
recommendations of the study on sustainable development of semi-mechanized rain-fed
farming, which the Government has adopted and the project intends to broadly disseminate.
This will allow the creation of a coalition of stakeholders who are better aware of the threats
posed by uncontrolled mechanization on the environment and on the livelihoods of
smallholders. The project will undertake a land use and investment map that will result in
developing clear recommendations on farming and herding expansion, balancing
smallholder and large scale agriculture, and formulation of clear guidelines for the
management of natural resources. The outputs of the land use and investment map will be
used to draft a bill for the sustainable management of natural resources. The coordination
committees proposed as part of the project governance structure at State and locality level
will be the appropriate fora for validating the land use and investment map, building a lobby
for the promulgation of laws and calling on influential figures to facilitate its ratification in the
state legislative. These activities will be coordinated by the Senior Policy Officer of the
project. The implementation arrangements for the development of an enabling environment
are explained in annex 2 of working paper 7.
95.
Project Management. The project will support the establishment and operation of a
project management office (PMO), provided with appropriate staffing, equipment, and means
of transportation. It will also deploy five rural extension teams. Extension agents will be
selected competitively from among the MAAWI staff. Such teams will be intensively trained.
Training topics will include implementation of participatory approaches, community
mobilization, participatory planning, group formation and group management, gender
analysis and mainstreaming and M&E. Senior staff of the project will receive specialized
training in financial management and control, results-based M&E and MIS, as well as
procurement and inventory control.
96.
IV.
IMPLEMENTATION AND INSTITUTIONAL ARRANGEMENTS (KSF 4)
A.
Institutional Development and Outcomes
There are at least three main institutional outcomes expected from the project: (i) the
quality of the extension services will improve thanks to the capacity building of staff and the
introduction of new procedures for smallholders’ access to improved technological
packages; (ii) insurance companies will tailor their services to meet smallholders’ needs,
thus assisting them in overcoming their risk aversion; and (iii) the State Government will
have a land use and resource management policy and operation thanks to the land use and
investment map as well as the bill on sustainable management of natural resources.
97.
The Project Management Structure is depicted in annex 6 of the main report and is
composed of the following:
98.
Inter-Ministerial Committee (IMC). Its role and functions are primarily to review and
approve policy recommendations emanating from the project Board of Directors pertaining to
natural resources management especially those related to land use and to policy issues
inhibiting adoption of technology transfer and investment in agriculture. The Federal Minister
99.
30
of Agriculture or his representative chairs this committee; the membership in this committee
includes the representative of the Ministry of Finance and National Economy, Ministry of
Irrigation and Water Resources, Ministry of Animal Resources and Fisheries, the State
Ministries of Agriculture where IFAD co-financed projects are on-going, the Central
Coordination Unit for IFAD co-financed projects. The chairperson of the committee may
invite any other party in function of the policy issue under discussion. The committee should
meet twice a year. The committee is currently established.
Project Board of Directors. The project implementation would be steered by a
Board of Directors (BD) representing the key decision-making entities with regards the
project. The BD will be established through a Governor decree. The BD will include:
100.
•
•
•
•
•
•
•
•
•
•
•
•
The Minister of Agriculture, Animal Wealth and Irrigation, chairperson
The Director General of the MAAWI, member
Head of the department for rain-fed agriculture, member
Head of the department for livestock production and health, member
Head of the department for range, member
Head of the department for horticulture, member
Head of the department for technology transfer and extension, member
Head of the department of forestry, member
Director General of the MPPPU or his/her representative, member
Director General of the Ministry of Finance or his/ her representative, member
Representative of the Federal Ministry of Agriculture, member
Project Manager, secretary
The chairperson of the BD will be the State Minister of Agriculture and the Project
Manager will serve as the Secretary of the BD. The BD will be responsible for and
accountable to the Ministry of Finance and National Economy, the Ministry of Agriculture and
IFAD for guiding project execution under the principle of good governance, equity, efficiency
and sustainability. The main functions of the BD are to review and approve the AWPB,
progress and audit reports, resolve conflicts, review project performance, commission and
review policy and strategy proposals before submission to the inter-ministerial committee for
approval. The BD conducts hearings and consultations with different stakeholders as
needed. BD meets quarterly and may convene extraordinary meetings as may be needed.
101.
Project Management Office will be established at the MAAWI in Sinja, through a
ministerial decree. It will coordinate and monitor the physical implementation of project
interventions; it will be composed of the following sub-units : (i) Administration and Finance;
(ii) Technical support and M&E; (iii) Capacity building support; (iv) Policy support; and (v)
five field units located at the rural administrative units (RAU) in Dali, Mazmoum, Abu Hujar ,
Dinder East and Dinder West. The Project Management Office will have financial and
administrative autonomy.
102.
Staffing. The project staff will be composed of: Project Manager, Financial Manager,
Monitoring and Evaluation officer, Community Development and Capacity Building officer,
Senior Policy officer; and thirty eight extension agents to be deployed at the RAU level. All
project staff will be recruited or deployed on a competitive basis in compliance with IFAD’s
procurement procedures. The staff assigned to the five RAUs where the project operates will
receive a supplementary performance-based allowance. PMO staff contracts will be
reviewed annually and their continuation decided based on satisfactory performance.
Additional staff on a brief and limited period may be recruited or redeployed. The terms of
reference of the key staff of the PMO are in annex 6 of main report.
103.
104.
The PMO reports directly to the BD
management of the project including:
•
and will be responsible for operational
Contracting with the private sector and other parties;
31
•
•
•
•
Coordinating and monitoring the implementation of these contracts;
Timely management of the preparation and consolidation process of annual work
plans and budgets (AWPBs);
Preparation of monthly, semi-annual and annual progress reports; these should
include financial statements, as well as physical implementation and RIMS tables;
Commission internal and external audit, and the preparation of thematic assessment
studies and the project completion report.
At the field level, the extension staff will play a key role in the project implementation.
They are organized into five brigades; each brigade is composed of a multi-disciplinary
extension team with the following specialization: (a) team leader cumulating M&E
responsibilities; (b) crop production; (c) range management/forest management, (d) livestock
production; (e) community development and capacity building; and (f) accountant clerk. Each
team will be responsible for a group of 20 villages. It will have a team leader who is
responsible for the smooth operation of the team. Each extension agent will be responsible
for the implementation of a monthly programme and the preparation and submission of
monthly progress reports. Extension Team Leaders will prepare a consolidated monthly
report. The staff of the RAU extension teams will be selected competitively among the staff
of the MAAWI. A monthly inter and intra team coordination meeting will be organized at the
RAU level. Monthly meetings at the PMO level will be chaired by the M&E officer with the
participation of the five Extension Team Leaders. The meetings at the RAU and state levels
should discuss the progress made, difficulties encountered and remedies for addressing
emerging problems.
105.
Four Coordination Committees will be established, one at State level and one in
each of the three localities. The State and Locality Coordination Committees will serve as
fora to raise and discuss issues relating to the project implementation and of relevance to
their constituencies. The Committees will propose specific actions to resolve these issues,
improve project implementation and let synergies emerge with other projects/ activities at
locality and State level. The committee will play an important role in lobbying for
promulgation of laws for sustainable management of natural resources.
106.
107.
Membership in the State Coordination Committee (SCC) will be open to
representatives from the MAAWI, the FNC, the ARC, the Commissioners of the three
localities, the Women’s Union, the Pastoralists’ Union, the Farmers’ Union, the State Ministry
of Physical Planning and Public Works, the Women State Advisory Commission, the
Agriculture Committee in the Parliament, the Wildlife Dept of the Ministry of Interior
(managing the Dinder Natural Park), the Zakat Fund, the banks, and the private machinery
operators. These committees meet bi-annually. The Project Manager should prepare
meeting agendas and minutes of the meetings and submit them promptly to the BD. The
Project Manager will chair the State Coordination Committee.
108.
The Locality Coordination Committee (LCC) would be chaired by the executive
director of the locality. Members in the committee will include the Director of the Agriculture
Department, representatives of the Women’s Union, Pastoralists’ Union, Farmers Union, the
Women’s Advisory Commission at locality level as well as 2 representatives (a man and a
woman) from the village development committees participating in project activities34. The
extension Team Leader would act as secretary of this committee; s/he would prepare the
meetings’ agenda and the minutes and submit a brief report to the Project Manager. The
main functions of these committees include: review of the village database, village selection
and phasing, approval of the AWPB/monthly and quarterly project progress reports prepared
by the RAU extension team, discussion of project implementation, raising the concerns of
their constituencies and conflict resolution. The commissioners, who are members in the
State Coordination Committee, would be responsible to submit unresolved matters for
consideration by the SCC.
34
All members of the LCC are voting members.
32
Financial and procurement management. The financial and procurement review
draws on the Country Integrated Fiduciary Assessment (CIFA) and Country Procurement
Assessment Report (CPAR) carried out by the World Bank for federal and state
organizations in the Sudan. In Sinnar State, the Integrated Livestock Production and
Marketing Project is the only project with separate financial and procurement system, under
MAAWI management.
109.
The CIFA and CPAR report that the main weaknesses of MAAWI with respect to
financial management and procurement are the following: (i) manual accounting system is
still widely used; (ii) weak financial controls; (iii) incomplete and outdated legal, and
regulatory framework; (iv) weak procedures and practices, often applied in discretionary and
discriminating manner; (v) insufficient human and financial resources; and (vi) inadequate
legislation, practices and institutions to ensure integrity and transparency of the procurement
process.
110.
In order to overcome these weaknesses, the IFAD co-financed projects resolved to
set up separate financial and procurement systems managed by the Project Coordination or
Management Units and the Central Coordination Unit for IFAD co-financed projects (the
latter centralizes all procurement operations using national or international competitive
bidding procedures). However, the PCU/PMUs themselves are also prone to weaknesses
namely: (i) the absence of operational manuals; (ii) the accounting system is not fully
computerized; (iii) the controls over the implementing agencies and their accounting
performance is weak; (iv) weak contract monitoring; (v) insufficient supporting
documentation; (vi) absence of segregation of duties with finance team cumulating
accounting/administration/purchase functions.
111.
112.
In view of the above the following measures are adopted in the project to mitigate the
fiduciary risks mentioned above:
-
-
-
-
A finance and administration unit will be set up in the PMO. It will be headed by the
financial manager and composed of an accountant, an administrative officer.
Accountant clerks will be present in each of the five extension teams.
The staff of the financial and administration unit in the PMO will be recruited
competitively. The recruitment process will entail appropriate interviewing techniques,
practical tests commensurate with the level of skills required, and cross-reference
checks will be conducted.
Computerizing the accounting and procurement systems of the project building on
the software developed for this purpose by the Western Sudan Resources
Management Programme (SD-655) or using other relevant softwares available in the
market.
Carrying out quarterly fiduciary reviews by the IFAD country team and assisting the
project in developing operational manuals for financial management and
procurement.
The project will use the following procurement methods and corresponding
thresholds as presented in presented in table 7. These methods, ceilings and thresholds will
be reviewed based on progress in project implementation and soundness of the project
financial and procurement systems.
113.
Table 7: Procurement methods and thresholds
Works
Goods
Procurement method
Ceiling
National Competitive Bidding
Procurement with community
participation
International Competitive Bidding
National Competitive Bidding
> 50 0000 USD
< 10 000 USD
> 200 000 USD
20 000 to 200 000 USD
33
Prior
review
threshold
> 50 000 USD
> 20 000 USD
Services
National Shopping
Vendor Approved List
Direct contracting
Quality and Cost Based Selection
From USD 5000 to 20 000 USD
< 5 0000 USD
Depending on nature of services
> 10 000 USD
The project financial management will follow procedures adopted for the on-going
IFAD co-financed projects. The project will have the following accounts:
114.
- The designated account in EURO. The designated account will receive
an initial deposit equivalent to EURO 800,000 equivalent to USD 930,000
representing financing requirements in the first semester. The account
will be replenished on a regular basis from the IFAD grant account based
on submission of duly completed withdrawal applications. The designated
account will be opened in a bank acceptable to IFAD. The designated
account will be operated by the project manager and financial manager.
- The Government counterpart account in local currency. The Government
counterpart account receives the Government share of the annual work
plan and budget. The Government transfers quarterly payments to the
project based on the quarterly forecasts of the AWPB and the project
physical progress. This account finances duties and taxes on works and
goods. The Government counterpart account will be operated by the
project manager and financial manager.
- The project account in local currency. It will be opened in a bank
acceptable to IFAD. It will be funded from the designated account and will
finance eligible expenditures in local currency. Expenditures will be
reimbursed from the designated account. The project account will be
operated by the project manager and financial manager
- Five current accounts in local currency. Each extension team will open a
current account that will be used to finance the teams’ recurrent costs as
well as the training activities at village level. The current accounts will be
opened in the local branches of the existing banks. The current account
will be operated by the extension team leader and accountant clerk. The
current accounts will be replenished on a quarterly basis from the project
account.
115.
Audit. The Project Management Office (PMO) will prepare semi-annual financial
statements of the operations, resources and expenditures related to the project in respect of
each Fiscal Year and deliver such financial statements to the Fund and Government within
two months of the end of such period. The Project will submit for audit its financial
statements for each Fiscal Year to the General Auditor’s Chamber. In addition to the audit
report on the financial statements, the auditors will provide: (i) an opinion on the certified
statements of expenditure and the operation of the Designated Account; and (ii) a separate
management letter, addressing the adequacy of the accounting and internal control systems.
The PMO will deliver the above-mentioned items to the Fund and Government within six
months of the end of each such Fiscal Year. The PMO will submit to the Fund the reply to
the management letter of the auditors within one month of receipt thereof.
B.
The Collaborative Framework
The Main Implementing Partners and their Roles
116.
The State Ministry of Agriculture, Animal Health and Irrigation. The MAAWI will
have the oversight role on the project and will provide strategic and technical guidance to the
34
PMO. It will facilitate collaboration and coordination between the concerned technical
departments in the Ministry and the PMO. Finally, it will ensure that the technology transfer
activities under SUSTAIN are fully integrated in the extension work plan in the three localities
for the duration of the project.
117.
The Project Management Office will be an autonomous entity reporting to the
Project Board of Directors, chaired by the State Minister of Agriculture as described above.
Five extension teams established at RAU level will carry out the field activities and will report
to the project manager.
The State Ministry of Physical Planning and Public Works will carry out the
topographical survey of the crossings as explained in annex 1 of working paper 4. The
MPPPU will validate the location of the crossings, as well as review and validate the design
works proposed by contractors. It will also participate in the preparation of the contractors’
pre-qualification criteria, contractors and tender documents, as well as in the evaluation of
bids and award of contracts. The engineers of MPPPU will supervise the construction of the
crossings. Final reception of the works will be handled by the MPPPU. The MPPPU will
enter into agreement with the communities regarding the maintenance of the crossings and
will provide training to the communities accordingly. The PMO will sign a management
agreement with the MPPPU outlining their respective responsibilities. Given the low cost
nature of the crossings, the maintenance costs would be financed by the communities. The
project and localities will monitor that the communities are maintaining the crossings and will
take corrective measures accordingly.
118.
The Village Development Committees and Common Interest Groups. The Village
Development Committees will act as liaison between the project and the communities. They
will mobilize the community, assist in the organization of the common interest groups,
assess the needs from the Community Environment Conservation Fund, organize
maintenance works on the crossings, and monitor project activities and effects on the
community and the livelihoods of beneficiary households. The central task of the Common
Interest Groups is to organize their members participating in the demonstration phase,
monitor the results of the demonstration to adapt the technical packages in the following
season, and facilitate the scaling up of successful techniques in their communities.
119.
120.
The Central Coordination Unit for the IFAD co-financed Projects, Federal
Ministry of Agriculture. The CCU will provide assistance to the State Government and the
PMO in the following activities: (i) organizing the recruitment process of the PMO staff in
collaboration with the MAAWI; (ii) initiating the procurement of main works, services and
goods for the first year of the project; (iii) assisting the PMO in setting up their administrative,
financial and M&E systems. The CCU will enter into a contract with the PMO for the delivery
of such services as is common practice with the other on-going IFAD co-financed projects.
121.
Technical Departments in the Federal Ministry of Agriculture and Ministry of
Finance and National Economy. The technical departments will review the technical and
financial performance of the project through their regular supervision missions to the project
and through their participation in the Inter-Ministerial Committee and the BD. They will
recommend corrective actions to the PMO and MAAWI and follow up on their
implementation. The mission made allocation for Government supervision missions in the
project budget.
Technical Partners in Implementation
122.
The project will collaborate with a range of public and private sector institutions for
implementation purposes, as indicated earlier.
35
Agricultural Research Corporation. The Agricultural Research Corporation35
(ARC) will be contracted by the project to: (i) provide training and technical support to the 5
extension teams, during the establishment, implementation, monitoring, and evaluation of
the field demonstrations; (ii) carry out the production of quality seeds and train extension
teams and farmers on seed multiplication; (iii) carry out an adaptive research on zero tillage
techniques for small and large holders. ICARDA will provide necessary backstopping to
ARC, particularly in respect of the applied research on zero tillage. ARC involvement will be
governed through a management agreement to be concluded between PMO and the ARC.
The scope of work, staffing and detailed budget are presented in working paper 2.
123.
124.
The Private Sector. The main players include primarily companies and operators of
agricultural machinery services to be contracted by the project to provide the required
machinery services for the field demonstrations of the soil and water conservation
technology packages and during their scaling up in farmers fields. The contracting
arrangements will be governed by the procurement guidelines of IFAD for national
competitive bidding. The project will prepare a performance contract satisfactory to IFAD, to
be signed between the project, the machinery operators and the producers’ groups, setting
forth the obligations of each. The selected companies will be requested to establish
machinery services centre in appropriate locations within reach of the participating villages.
Each centre will be established and equipped with appropriate and sufficient machinery to
serve the neighbouring villages. In principle, each centre should serve between 30 and 40
villages or approximately 30,000 to 40,000 feddans. The contracted company and the
extension teams will assist producers’ groups in the participating villages to determine a time
schedule, areas to be serviced in terms of size, location, and list of beneficiaries together
with number of feddans to be serviced. Each centre will prepare a service delivery schedule
showing the name of the farmer, the date of the service and the area to be serviced. The
extension teams will be responsible for the quality check of the services, a checklist will be
provided during the monitoring process and a brief quality check technical report should be
prepared and signed by the authorised person. This report together with the invoice of the
company is necessary for the processing of payment by the project. The machinery services
will be reimbursed by the project for the first two years in any one village. Subsequently,
during the scaling up phase, farmers will be paying the full cost of the service.
125.
The Sheikan Insurance Company. The Sheikan Insurance Company will provide
revenue-based insurance to participating farmers interested in the replication and scaling up
of the minimum tillage/soil and water conservation technological packages. Sheikan
Insurance Company will collect data from the agricultural departments in each of the RAUs
on the establishment of the crops, the rainfall pattern, and the crop cutting survey.
Other federal or state institutions. The project will also seek to collaborate with the
Food Research Centre in the post-harvest handling techniques whether for storage or for
conservation/transformation. They will provide training to the beneficiaries using a training of
trainers approach. State institutions that are likely to contribute expertise to the project are
the Community College of Sinnar University, as they provide a wide range of training in
functional literacy. The Education and Health Departments as well as the Red Crescent
Society will all be called upon for delivery of services under community training and capacity
building activities.
126.
Component wise implementation
Component 1: The extension team and the village development
committees/common interest groups will implement the first component. The extension
teams will receive training and technical backstopping from the ARC. The project will
contract private machinery operators to provide timely machinery services to the
smallholders during the demonstration phase. During the scaling up phase, common interest
127.
35
Has three centres in the project area at Um Benein, Abu Naama and at the University of Sinnar,
36
groups will enter into agreement with the machinery operators. The project will facilitate the
linkages between the village development committees and common interest groups with the
banks and the insurance company.
128.
Component 2: The MPPPU will lead the process for the survey and validation of the
location of the crossings, the review of the design works, supervision of the works and the
agreement on the maintenance arrangements with the beneficiary communities. The PMO
will carry out the procurement of consulting and contractors’ services for the construction of
the crossings. With regards to the post-harvest handling activities, the extension teams will
be responsible for their implementation with technical backstopping from qualified institutions
such as the Food Research Centre.
Component 3: The extension teams will carry out the community animation,
mobilization, organization and capacity building activities with technical backstopping,
supervision and on-the-job training provided by the Community Development and Capacity
Building Officer of the PMO and the rest of the PMO team. The Senior Policy Officer of the
PMO will be responsible for the activities pertaining the enabling environment for sustainable
land management. The PMO will call upon NGOs or service providers to deliver training
under the animation/mobilization/capacity building activities.
129.
Links with Complementary Projects
The project is complementary to existing government and other donors' interventions,
especially those that are under implementation in Sinnar State including: (i) Range and
Pasture Development Project;36 (ii) Integrated Livestock Production and Marketing Project37;
(iii) Eastern Nile Watershed Project38; (iv) Al Guweizat Range project39; (v) Revitalizing Gum
Arabic Production and Marketing Project40; (vi) the Western Sudan Resources Management
Programme and (vii) the Butana Integrated Rural Development Project41. Complementarities
will focus on the capitalization and knowledge sharing, as well as joining efforts in
investments and in advocacy. Table 3 of the key file in annex 3 outlines the
complementarities between projects.
130.
Integration with IFAD Country Programme
The project management and implementation arrangements build on the lessons
learned from past and on-going projects. SUSTAIN adds value to the country programme in
terms of: (i) the private-public partnership in extension and the supply of machinery services;
(ii) the design of the replication and scaling up of the technical packages and providing the
incentives for facilitating the scaling up; (ii) the policy dialogue on sustainable land and water
management and the promulgation of pro-poor policies in this domain. As explained earlier,
the project will contribute to the achievement of the COSOP results.
131.
36
The purpose of the project is to produce forage seed to meet the state’s seed requirements, the project area
covers Sinnar locality. It is Government financed.
37
The purpose is to map, demarcate and develop the stock route linking Blue Nile- Sinnar-White Nile, the project
area is Dali-Mazmoum and Abu Hujar localities. Government and the Multi Donor Trust Fund fund it.
38
The purpose is to develop watershed and range resources in and around Dinder State Parc, the project area is
Dinder locality. It is funded under the Nile Basin Initiative.
39
The objective of this project is to support the settled pastoralists by providing them with water and fodder,
production of range seeds varieties for reseeding in deteriorated pastures. It is Government funded.
40
The objective is to increase the production and income of small-scale gum producers in selected areas of the
gum belt through improved performance of the production and marketing systems. The Government, the MultiDonor Trust Fund and IFAD fund it.
41
These two projects are IFAD financed and include technology transfer for soil and water conservation on
cultivated areas and rangelands as well as policy dialogue on sustainable management of land and water.
37
C.
Results-based Monitoring and Evaluation
The objectives of the project’s results- based M&E system are to :
132.
•
satisfy the project management information requirements;
•
promote active involvement of the program beneficiaries;
•
focus more on project effects and impact as well as on oversight aspects;
•
adopt a modular, decentralized approach in data generation, processing and
reporting;
•
prioritize quality and organizational aspects of the information generated; and
•
involve the project staff at different levels to participate not only in data collection but
also in reporting and feedback.
133.
The M&E system would also generate quantitative, verifiable information on the
project’s performance in a form that will assist the PMO and field units in planning and
financing their activities, comparing physical progress against the planned targets and
allowing timely remedial action to be taken to correct encountered problems during
implementation. The M&E-generated information would contribute to facilitating the workflow
and quality of the decision making by providing the means of focusing on implementation
problems and ensuring effective communication and co-ordination between the
implementing agencies.
134.
The operational framework of M&E system is harmonized with the project cycle and
its Logical Framework as stipulated in IFAD M&E guidelines. The four interrelated
components of the proposed M&E will collectively span the performance-impact space
135.
The four components of the M&E system are:
(a)
(b)
(c)
(d)
Input/output/activity monitoring sub-system;
Financial and procurement monitoring sub-system;
Outcome/impact assessment subsystem (includes RIMS); and
Routine reporting.
136.
Input/activity/output monitoring (relevance, efficiency) is concerned primarily
with the monitoring of input delivery, activity implementation, and output achievements. This
sub-system should in principle be linked to the financial monitoring subsystem through input
procurement in order to monitor the project efficiency.
137.
Financial and procurement monitoring (efficiency) is concerned mainly with the
monitoring of procurement of goods and services (inputs), project accounts, project
expenditures, disbursement and financing.
138.
Impact and outcome assessment (relevance, effectiveness, impact, and
sustainability) is concerned with the nature, intensity, and sustainability of the changes that
occurred to the livelihoods and the environment of participating households, as well as the
profile of the beneficiaries and the effectiveness of the targeting and gender mainstreaming
strategies. Sustainability of these changes is a necessary factor for positive and lasting
impact.
Routine reporting captures data periodically from different sources (stakeholders)
about project interventions. The captured data is consolidated at different levels, processed,
analyzed, classified and presented in tables that are customized for the preparation of
different reports namely: (i) monitoring reports, (ii) progress reports (iii) financial reports; (iv)
audit reports; and (v) the completion report. This set of reports constitutes IFAD minimum
reporting requirements. The different reports of the M&E will be categorized by reporting
139.
38
period, partners producing them as well as by the project objective hierarchy and the
indicator level.
M&E instruments
140.
A set of interlinked instruments manages each of the M&E components. Such
instruments capture data in pre-designed templates and provide information in customized
tables. These instruments are summarized as follows:
Project Output Database
Project Output Database would serve as a real time tracking instrument of the
implementation of the project activities and associated outputs and outcome together with
other related attributes. Effective monitoring of the project input use, activities and outputs is
a sine qua non to the monitoring of the project outcomes and assessment of impact. The
AWPB data will be captured in two stages (i) immediately after its approval, and (ii) regularly
during its implementation. Each AWPB should be translated into monthly action plans to be
implemented and monitored at village level.
141.
Financial and Procurement Application
The purpose of the Financial and Procurement application is to track the project
financial transactions using a set of financial indicators for each of the project components,
associated subcomponents, activities and outputs and outcomes. Financial monitoring would
capture data on these indicators on a monthly basis comparing achievements against AWPB
and appraisal targets. This data would be tabulated and reported monthly, quarterly, semiannually, and annually.
142.
Project financial reporting would include procurement of inputs and services,
measuring the cumulative expenditures of IFAD and GOS, beneficiaries and other donors
respectively against the financing plans in the Final Design Document and the AWPB.
143.
The consolidated financial progress reports consist of a set of templates which will
report, among other things on the following:
144.
1) Disbursement Category expenditures presented in SDG and USD.
2) Contribution by Financier presented in SDG and USD;
3) Expenditures by Component presented in SDG and USD;
4) Detailed Financial Analysis by Component presented in SDG.
145.
Beneficiary Database will track beneficiary outreach and hence will track both
targeting and area coverage, and will complement the other M&E instruments. This
database will capture on a regular basis beneficiary-related data, specifically regarding direct
beneficiaries reached by the programme. Each beneficiary will have a unique ID number,
which would also be used as identifier in the household survey. Data, which will be captured
by the proposed database, may include several modules, a demographic module, access to
project activities module, uptake of technological packages, and uptake of the insurance
policy. Data will be captured on continuous basis and it will be collected through predesigned templates. These templates will be completed at the level of the villages, the
validation, consolidation and recording into the BD will be the responsibility of the M&E unit
at the PMO
146.
A Project Area Database will be developed to track the changes in beneficiaries’
environment and their standards of living. The purpose of the Project Area Data base is to
track these changes with respect to key indicators such as availability of basic social and
physical infrastructure and essential technical services, governance and participation of the
population in decision making at different levels. This information will be collected three
times during the life of the project, at the start of the project, at mid-term and at project
completion. Data will be collected at the level of the locality and village.
39
Household Surveys will be used periodically to collect effect and impact-related
information about the targeted beneficiaries, using the randomized approach involving
selection of random sample of two groups of households, those who will have benefited from
the project (treatment group from the beneficiary database) and those who will not have
(control group). The sample will be stratified to ensure there is an even distribution of
households fitting into each socio-economic group. The household survey will be carried out
every two-three years, depending on the progress registered regarding the project
implementation. The data generated will be analyzed to assess the likelihood of occurrence
of project impact using the Sustainable Livelihood Approach. The data collection will take
place by means of a questionnaire, preferably the same or a compact format of that used for
the baseline survey; the indicators to monitor should be prepared during the design of the
M&E system.
147.
Thematic studies. Thematic studies play an important part in the M&E cycle. They
are used to provide a qualitative validation of the project outputs and exploration of changes
to the lives and the environment of the project beneficiaries as induced by the interaction
with the project. Thematic studies will be used to provide valuable supplementary
implementation-related information regarding specific subjects, interventions or concerns of
the project. They will be prompted by the occurrence of specific triggers such as unexpected
delays in the implementation of certain components or early completion of others;
assessment of pilot activities to determine if their replication on a larger scale is appropriate.
148.
Computerization of the M&E system
149.
The above instruments should be gradually and cautiously computerized over
several phases, where passage from one phase to the next should be governed by strict
triggers and evaluations along the following:
a. Elaboration, testing and endorsement of the data collection templates by the
different implementing partners;
b. Elaboration and endorsement of the report tables by implementing partners
and project implementation support groups;
c. Ensuring that the different databases/applications are harmonized with the
budgeting, planning and the monitoring processes of SUSTAIN; and
d. The databases and application should have a reporting facility which allows
retrieval of crossed referenced information from the different databases of the
M&E system.
Baseline situation
150.
An important part of the M&E framework is the pre-project assessment of the socioeconomic and livelihood situation of the intended beneficiaries and the environment where
they live and derive their livelihoods. The baseline situation is assessed by different
instruments namely the baseline survey and a survey of the physical, social and
environment characteristics of the project area,
Project supervision arrangements
151.
IFAD will be responsible for the direct supervision of the project through annual
supervision missions supported by follow up or specific thematic missions as may be
required. The supervision exercise provides continuous feedback regarding the project
management, particularly with respect to the progress made towards the achievement of the
targets, and the likelihood of reaching the intended objective and the overall goal. The
supervision exercise will engage different catalytic mechanisms to influence and, if
necessary, reorient the direction of the project implementation. Supervision will enable
activities such as (i) policy dialogue; (ii) fine-tuning of implementation procedures; (iii)
revising agreements; and (iv) revising the project design to respond to unforeseen problems
and issues.
40
152.
The supervision exercise involves three processes: loan administration, project
actual supervision, and implementation support.
The purpose of loan administration is to ensure project compliance with fiduciary
requirements mainly (i) legal covenants and conditions; (ii) financial management; and (iii)
procurement and contracting.
153.
The actual project supervision assesses the performance of project
implementation, focusing on: (i) overall performance of project implementation and progress
towards the achievement of results; (ii) timely delivery of inputs in terms of location, quality
and quantity; (iii) implementation of activities and achievements of outputs and outcomes;
(iv) legal requirements; (v) coordination, management and physical implementation,
monitoring and evaluation; and (vi) targeting and gender mainstreaming; and (vii) impact on
the environment.
154.
This implementation support features of direct supervision, will focus on four main
activities:
155.
•
providing direct support to the project management in terms of continuous
guidance for maintain the project on the right track for the achievement of the
project objectives;
•
adapting project interventions to changes which may be dictated by
exogenous factors of natural, political or financial nature; and
•
resolving problems of technical nature pertaining to project operations; and
•
providing knowledge-based support about best practices and success stories,
from other interventions in Sudan, in the region or elsewhere.
156.
Implementation support will address broader issues related to the entire strategic and
policy aspects of the project portfolio in the country, focussing on development of
appropriate systems and institutional framework for poverty alleviation, building pro-poor
partnership and mobilizing financial resources for the rural poor. In this process, knowledge
generated and lessons learned will be documented and effectively utilized to restructure and
improve ongoing project portfolio, design of future projects. A holistic approach to
implementation support is likely to promote innovation and creativity.
V.
PROJECT BENEFITS, COSTS AND FINANCING
A.
Summary Benefit Analysis
Benefits and beneficiaries. The project will cover one hundred villages distributed
over the three localities of Dinder (60), Abu Hujar (10) and Dali & Mazmoum (30) which are
the poorest among the seven localities in the State of Sinnar and with real potential
development prospects for rain-fed agriculture and livestock. The total number of
beneficiaries the project is expected to reach during the seven years of implementation is
about 20,000 households. Of these households, there are 800 households of settled
pastoralists and 200 are displaced women headed households.
157.
158.
Specifically, the calculation of the benefits and beneficiaries has been carried on the
basis of six representative activity models: two for soil and water conservation packages, two
for community forests and range improvement; one for home gardens enhancements and
one for animal nutrition. The bulk of the project benefits to the households and the
communities at large will be generated from (i) demonstration and scaling up of the
conservation agriculture and livestock nutrition technologies, (ii) improvement of the
Jubrakas; (iii) capacity building and training of farmers, farmers groups, project staff, and
41
government officials; (iv) the Community Environment Conservation Fund; and from (v)
market access.
Soil and Water Conservation
159.
In these 100 villages, the project will demonstrate and, eventually, scale up rain-fed
soil and water conservation and animal nutrition technologies covering an area at full
development (from year 12 onward i.e. 5 years after project completion) of nearly 100,000
feddans. These areas will be used for the production of staple crops (sorghum/millet), cash
crops (sesame and groundnut) and fodder crops (cowpeas), and improve animal nutrition for
nearly 200,000 heads of animals, mainly small ruminants. The areas covered and number of
beneficiaries reached under demonstration and scaling up of minimum tillage-soil and water
conservation during the life of the project is depicted in table 8 below.
Table 8 : CA technology packages demonstrated and partial scaling up by crops, area and beneficiaries
(Year2-Year7)
Crops grown
Demonstration cycles
Scaling up
Total
Area
(Feddans)
7,000
Number of
Beneficiaries
1,400
Area
(Feddans)
15,750
Number of
Beneficiaries
3,150
Area
(Feddans)
22,750
Number of
Beneficiaries
4,550
Sesame/groundnut
3,500
700
7,875
1,575
11,375
2,275
Fodder/cowpea
3,500
700
7,875
1,575
11,375
2,275
Total
14,000
2,800
31,500
6,300
45,500
9,100
Sorghum/Millet
Home gardens (Jubrakas)
A total number of 2,340 home gardens benefiting 2,340 women as part of a family,
including displaced women headed households. The average jubraka area is approximately
0.5 feddan. Improvement activities will include land treatment; establishment of furrow–
ridges, construction of simple infiltration basins and construction of small ponds. Women
jubrakas owners will each benefit also from 15 vaccinated layers and material to construct
closed in-house chicken pen. A total 360 jubrakas will be improved for demonstration
purposes distributed over the participating 100 villages. The remaining 1,980 will be
supported with training and linkage to microfinance institutions during the scaling up phase
from year 4 onward. Table 9 provides the impact of the improvement of a typical 0.5-feddan
jubraka. Other benefits which have not been factored in include, for example, the use of crop
residues in the production of compost or from direct use as animal feed. In addition, there
are incremental revenues available to women derived from marketing sun dried produce,
particularly Okra.
160.
Table 9: Average production of main products of a typical 0.5 feddan jubraka with and without
project support.
Crops grown
Jubrakas
Maize
Cowpea
Okra
Cucumber
in
Unit
Kg
Kg
Sacks
Sacks
Production
without
project support
426
250
2
110
Production
project support
528
435
5
129
with
% change
24%
74%
150%
17%
Capacity building and training
161.
This intervention is by far the most important both in terms of its share of the total
cost of the project, its complementarities to the demonstration activities, and its critical role in
the achievement of the overall goal and outcomes of the project. The capacity building
42
involves intensive training in different types and modalities of extension agents, project staff
and individual men and women farmers and farmers’ groups.
Table 10: Capacity building by topic, target groups, and gender
Topic
Target group
Farmers
Basic soil and conservation
techniques
Layout of and establishment of
SWC measures
Animal nutrition
Establishment and management
of nurseries
seed multiplication in research
stations
seed multiplication in farmers’
fields
Farmers field days training
Farmers exchange visits
Basic tractor mechanics and
driving skills
Awareness and sensitisation of
Conservation agriculture
Management skills
Gender mainstreaming
Food safety, processing and
storage
Total
Farmers
groups
Extension
agents, project
staff and
government
officials
38
Gender
Community
Organisation
s
Men
Women
24
14
38
24
14
10
38
7
24
3
14
38
24
14
38
24
14
4,100
1,400
100
4,100
1,400
200
100
8,200
2,800
100
300
4,000
38
38
100
100
2,800
24
2,800
1,200
14
1,200
576
200
11,427
8,073
4,000
10,100
8,000
Community Environment Conservation Fund
Under these pilot community-managed initiatives, significant benefits will accrue to
both the communities in terms of food security and incomes as well as the environment.
Between 200 - 250 community-based environment conservation sub-projects will be
implemented. These will include the establishment village revolving funds for the purchase of
gas stoves and voluntary livestock destocking. Extension staff, with the assistance of local
technical assistance, if necessary, will provide necessary support to the communities in the
identification, appraisal, financing, implementation and monitoring of these activities. These
sub- projects are expected to benefit 20,000 households. The implementation arrangements
are summarized in working paper 1.
162.
163.
The rehabilitation or improvement of about 2,000 feddans of community forests and
4,200 feddans grazing grounds will provide important incremental benefit to about 20,000
households.
Crossings and Post-harvest management
Construction of Irish crossings and pipe culverts will benefit directly the entire
population of the participating villages by providing secure and permanent access to markets
and social services in the critical period of the rainy season. These crossings will also benefit
indirectly the neighbouring villages, if not the entire villages in the three localities. The main
benefit is decreased time and cost of transportation during the rainy season. Better
management of post-harvest processes especially improvement of traditional grain storage
facilities will benefit all the rain-fed small-scale farmers by reducing crop loss by a minimum
of 20%. The total number of direct beneficiaries from this intervention is expected to be at
least 20,000 households.
164.
165.
Benefits accrued directly to women. About 50% of small-scale farmers are
women. They will benefit directly from minimum tillage, soil and water conservation activities
43
and animal nutrition. Improved Jubrakas, in-house poultry and food processing will benefit
exclusively women. Women will also be the main beneficiaries of gas stoves, literacy training
and other specific training programmes.
The project will ensure that women are adequately represented in the BD, LCC, and
SCC. At least 30% of the project staff will be women.
166.
Returns on investments. Basic representative farm models in the project area have
been developed based on the available information and the information collected during the
project design process. These models were used to assess the on-farm investments, which
constitute the main source of income for participating beneficiaries under the project.
167.
168.
The staple, cash and fodder crop production models focus on existing production
methods and the changes which will be brought about by the introduction of the minimum
tillage soil and water conservation technology.
169.
The project is technically feasible, economically viable and responds to the
constraints hindering the betterment the lives of 20,000 poor rural households. The basic
IERR is 15%. The estimated opportunity cost of capital is 11%. In terms of scenario
analysis, the project remains feasible with a 50% increase in costs and a simultaneous 10%
decrease in benefits. When the costs increase above 50% and benefits decrease by 20%,
the EIRR drops to below 10% and the investment is no longer viable. It is the mission
assessment that these extreme scenarios are unlikely to occur because the risks associated
with their occurrence have been fully internalised and accounted for in the calculation of the
benefits where crop failure was assumed to occur on average once every three years during
which the yields were halved. The project will generate annually and average net revenue of
approximately USD 2.4 million which offsets largely the cost of operation and maintenance
costs which are estimated at 14% of the project cost and amount to about USD1.5 million.
B.
Costs and Financing
170.
The total project costs are USD 21.17 million. The technology transfer component is
USD 5.9 million representing 33% of base costs; the market access and post harvest
management component is USD 1.7 million representing 9% of base costs; the capacity
building and institutions strengthening component is USD 10.35 million or 58% of base
costs; contingencies amount to 18% of base costs.
Table 11: Project Cost Summary by Component
REPUBLIC OF SUDAN
Support to the Small Scale Traditional Rainfed Producers in Sinnar State (SUSTAIN)
Components Project Cost Summary
(SDG Million)
Local Foreign Total
A. Technology transfer
1. Conservation agriculture
2. Animal nutrition
Subtotal
B. Market access and post harvest management
C. Capacity building and institutions strengthening
1. Community orientation and training
2. Development of an enabling environment
3. Project Management Unit
Subtotal
Total BASELINE COSTS
Physical Contingencies
Price Contingencies
44
(US$ Million)
Local Foreign Total
%
% Total
Foreign
Base
Exchange Costs
12.95
0.97
13.93
2.90
0.45
0.97
1.42
1.53
13.41
1.94
15.34
4.43
4.98
0.37
5.36
1.12
0.17
0.37
0.55
0.59
5.16
0.75
5.90
1.70
3
50
9
34
29
4
33
9
7.20
2.35
13.95
23.50
40.33
2.13
13.91
0.27
3.14
3.41
6.36
0.59
1.86
7.47
2.35
17.10
26.92
46.69
2.72
15.77
2.77
0.90
5.37
9.04
15.52
0.82
1.90
0.10
1.21
1.31
2.45
0.23
0.26
2.87
0.90
6.58
10.35
17.96
1.05
2.16
4
18
13
14
22
12
16
5
37
58
100
6
12
171.
The share of producers in the total base costs is derived from the activities under
component 1 and 2 and the capacity building activities under component 3. This amounts to
USD 10.47 million or 58% of total base costs. Strengthening the extension outreach of the
MAAWI and increasing the effectiveness of the extension services represent USD 3.7 million
or 21% of total base costs, and covers the logistics support in terms of offices,
accommodation, vehicles, office equipment, training and recurrent costs. The costs of
project management and related policy dialogue represent USD 3.7 million or 21% of total
base costs.
The financiers of the projects are the Government with USD 4.72 million or 22.3% of
the total project costs; IFAD with USD 13.54 million or 64% of the total project costs; the
beneficiaries with USD 2.91 million or 13.7% of total costs. The IFAD grant resources are
financing 50% of the technology transfer costs; 80.3% of the market access and post harvest
management costs and 64% of the capacity building and institutions strengthening costs.
172.
45
Table 12: Project Financing Plan by Component
IFAD
Amount
Beneficiaries
%
Amount
%
Total
Amount
%
For.
Exch.
Local
(Excl. Duties &
Taxes) Taxes
0.74
0.21
0.95
0.34
12.7
23.3
14.1
16.5
2.95
0.44
3.38
1.67
50.1
48.4
49.9
80.3
2.19
0.26
2.45
0.07
37.3
28.3
36.1
3.2
5.89
0.90
6.79
2.08
27.8
4.3
32.1
9.8
0.21
0.45
0.66
0.72
4.93
0.24
5.17
1.02
0.74
0.21
0.95
0.34
0.65
0.16
2.61
3.42
4.72
18.5
15.0
33.9
27.8
22.3
2.48
0.91
5.10
8.49
13.54
70.4
85.0
66.1
69.0
64.0
0.39
0.39
2.91
11.1
3.2
13.7
3.52
1.07
7.71
12.30
21.17
16.6
5.0
36.4
58.1
100.0
0.13
1.42
1.55
2.93
2.74
0.91
4.43
8.08
14.27
0.65
0.16
1.86
2.67
3.97
MAIN REPORT
PROJECT DESIGN REPORT
46
2. Animal nutrition
Subtotal
Subtotal
Total PROJECT COSTS
The Government
Amount
%
Components by Financiers
(US$ Million)
VI. PROJECT RISKS AND SUSTAINABILITY (KSF 5)
A.
Risk Analysis
The project has a number of intrinsic risks. These are either mitigated in the project
design or externalised/neutralised in their possible negative consequences on the project.
173.
Table 13 Risk and mitigation measures
Risk Mitigation Measures
Risks
Macro Level:
- Fragmented land use policies
and
un-enforced
rules
for
conservation and management of
natural resources
- Severe drought
Meso Level:
- Limited capacity of MAAWI in
coordination, management and
promoting project sustainability.
- Social capital and capabilities of
the communities are limited.
-
-
-
-
-
Micro Level:
- Farmer access to credit to
finance
the
adoption
and
replication of the technical
packages.
B.
-
Project will support the State in the
formulation of a land use and investment
map, guidelines for NRM, and promulgation
and enforcement of bills on sustainable
management of natural resources.
The technical packages promoted by the
project should enhance producers’ resilience
to drought. The key feature of the technical
packages in crop production is yield stability
despite the erratic rainfall. Moreover the
technical packages promoted are based on
diversification of crop mix.
The project shall build on and take advantage
of the experience gained by extension staff in
the implementation of similar interventions,
involving small-scale traditional agriculture in
the locality of Abu Hujar.
Significant investments are foreseen by the
project in the capacity building of the
extension staff and producers in addition to
provision of technical support from Agriculture
Research Corporation.
At mid term and project completion, MAAWI
will explore the possibility of recovery of the
recurrent costs of extension services from
private sector machinery operators or from
producers’ groups.
Prior to the launching of scaling up of the
project, an appropriate mugawala contract
would be developed taking into account the
experience of banks in this regard.
Exit Strategy and Project Sustainability
174. The project has a high likelihood of sustainability based on the following
considerations:
1) Linkages between producers and service providers (namely agriculture
machinery operators). The project will enable the business linkages between
producers and agriculture machinery operators since the demonstration phase of
the technical packages. The barriers to farmers’ access to timely machinery
47
services are removed thanks to producers’ organization, training of producers on
how to contract and supervise the quality of works of the machinery operators, and
producers’ access to credit where needed to finance machinery services. The
mugawala agreement envisaged in this project is a common product proposed by
banks for financing agricultural services. Group organization and availability of
insurance make smallholders eligible for credit as per banks’ current procedures.
2) Access of producers to insurance services to mitigate their risk aversion. The
project will be introducing the revenue based insurance. The success of this
insurance product will help the Sheikan Insurance company better tailor its services
to smallholders and will enable it to replicate in other states where small-scale
rainfed agriculture is predominant.
3) Outreach of extension services. The project is investing in building the capacity of
the extension agents in terms of logistics, work organization and competencies.
Although the project is financing fully the recurrent costs of the teams, consideration
is given to recover part of these costs from service fees charged to either farmers or
private sector machinery operators. Farmers’ willingness to pay for the extension
services will be monitored on a continuing basis so that affirmative measures and
targets for cost recovery are suggested at mid-term review and implemented during
the period between project mid-term and completion. The PMO will monitor the cost
recovery measures and take corrective actions accordingly.
4) Enabling environment for the development of the agriculture rainfed sector.
The land use and investment map and the bills for natural resources management
would regulate the expansion of mechanization and would enforce norms for
sustainable natural resources management that preserve the production base for
smallholders.
VII.
INNOVATIVE FEATURES, LEARNING AND KNOWLEDGE MANAGEMENT
A.
Innovative Features
The project design includes a number of features, which can be considered
innovative for Sudan. Some of these features are introduced as pilot initiatives to be tested
before replication in future projects. Other mainstream activities are adopted in an innovative
way to fit the mandate of poverty alleviation and food security objective of the GOS and
IFAD.
175.
-
The project approach, which combines demonstration and scaling-up is an innovative
feature that is introduced for the first time in IFAD projects in Sudan.
-
The involvement of the private sector in the implementation of the project activities is
not new in IFAD projects in Sudan. However, the project is removing barriers to direct
business linkages between the machinery operators and producers’ groups. The
project will assist producers’ groups to enter into contractual arrangements with the
private operators. The cost of the machinery services will be borne by the project for
two years, and subsequently these costs (namely for land preparation) will be fully
borne by the producers.
-
Tailoring pilot crop insurance for small-scale traditional farmers is definitely an
innovative feature; it will provide valuable information with respect to the viability of
providing crop insurance for a highly risky sub-sector. Most importantly, this feature
48
will encourage small-scale traditional producers to adopt conservation agriculture
packages and overturn the inherent risk-averse mentality.
Testing the voluntary community destocking of healthy but weak animals, through
fattening for slaughtering purposes should provide valuable knowledge in designing
fully fledged destocking interventions in future projects.
-
B.
Project Knowledge Products and Learning Processes
The project has the following knowledge products and learning processes:
176.
−
−
−
−
−
−
−
The training of extension officers, producers, processors, and private sector
machinery operators;
The outcomes of the training and demonstrations of the different packages will then
be documented in different manuals for soil and water harvesting, conservation
agriculture and animal nutrition.
The field days, exchange visits and radio/TV episodes to disseminate the processes,
outcomes and lessons learned from the demonstration and scaling up of the various
technical packages;
The M&E products such as baseline surveys, progress reports, RIMS reports,
supervision reports, mid-term and completion reports;
The annual extension evaluation workshops where the results of the season and the
performance of the technical packages are assessed;
The outcome of the research on zero tillage by ARC and the backstopping of
ICARDA, will be documented and disseminated through research forums and as
published in learned journals;
These knowledge products will be shared on the state web site, on the website of the
Central Coordination Unit for IFAD co-financed projects.
C. Regional Knowledge Networking
The project will contribute to: (i) IFAD knowledge networking at the level of NENA
region and within the Programme Management Department as a whole on conservation
agriculture and its uptake by smallholders; (ii) in-country networking through annual
implementation workshops, donors coordination meetings, seminars, and workshops; (iii)
regional knowledge networking, especially through the Knowledge Access Rural Interconnected Areas (KARIANET); and (iv) regional research networks including those
supported by IFAD grants such as ICARDA, ACSAD, AOAD, IDRC in addition to those
intergovernmental institutions operating in Sudan as AAAID and AOAD, in addition to the
already established partnership with the World Bank, the World Food Programme, FAO and
UNDP. It is also expected that the project will establish a website through which different
project related information will be made available.
177.
VIII.
178.
NEXT STEPS
Next steps include:
1) Submission of the project document to Quality Assurance;
2) Negotiation of the financing agreement with the Government of Sudan;
3) Federal and State Government with the assistance of the Central Coordination Unit
for the IFAD co-financed projects preparing: (i) the recruitment of PMO staff; (ii)
selection of extension agents; (iii) tender documents for the office renovation,
vehicles and office equipment; and (iv) the agreement with ARC.
49
MAIN REPORT: ANNEX I PROJECT LIFE FILE
LIST OF ANNEXES
Annex I: Contents of the Project Life File
Annex II: Updated Result-based Log frame
Annex III: Key Files
Annex IV: Summary Cost Tables
Annex V: List of person met and minutes of review meetings with government
Annex VI: Organizational chart and terms of reference of staff
Annex VII: 2011 AWPB, Supervision and 18 months procurement plan
Annex VIII: Flow of Funds
Annex IX: Monitoring and Evaluation
Annex X: Environmental and Social Review Note (ESRN)
50
ANNEX I: PROJECT LIFE FILE
All the documents of the Sudan Operations are available on IFAD Desk Site at the following link:
http://xdesk/sites/pn/sdn/Operations/Forms/AllDocuments.aspx
Country Programme
Result-Based COSOP for Sudan, April 2009
http://xdesk/sites/pn/sdn/Operations/COUNTRY%20DOCUMENTS/RB%20COSOP%20BOARD%20D
OCUMENTS/Sudan_COSOP_revisedVersion_Published.doc
Sudan Country Programme Evaluation, OE, 2008
(../../Sudan%20Country%20Programme%20Evaluation%20CPE%20200708/Version%20Final%20CP
E%20report.doc
Case Study for Sudan, Empowering Rural Poor in a volatile Policy Context, IFAD/IFPRI, 2005
../../SudanCaseStudyReport.pdf
Sudan, Rain-fed Case Study, IFAD, 1999,
http://xdesk/sites/pn/sdn/Operations/COUNTRY%20DOCUMENTS/CASE%20STUDIES%20SDN/102
1-SUDAN%20Rain-fed%20study.pdf
Sudan, Supporting the Traditional Rain-fed Small Scale Producers in Sinnar State (STRSSP),
Scoping Mission Report, January 2010
http://xdesk/sites/pn/sdn/Operations/SUSTAIN%20(1524)%20exDinder%20Project/INCEPTION%20MISSION/Sinnar-Scoping-MissionReport.doc
Knowledge base
IFAD Learning Notes
http://workspaces/qepilot/FormServerTemplates/LN.aspx
Lessons learned from similar projects
Sudan, North Kordofan Rural Development Project, Completion Report, 2008 (../../NKRDP1045/Project%20Completion%20Report%20(PCR)/NKRDP-PCR.doc
Sudan, Butana Integrated Rural Development Project, Appraisal report ../../BIRDP1332/BIRDP%20APPRAISAL%20REPORT/BIRDP%20APPRAISAL%20REP.%20AND%20APPENDI
CE-ANNEXES/BIRDP%20Appraisal%20main%20report.pdf
1
2
ANNEX II: LOGFRAME AND RIMS
Key Performance Indicators
Monitoring instruments and
information sources
Assumptions(A) /Risks (R)
•
•
•
Goal
Reduce rural poverty, increase food
security and income for about 20,000
small-scale traditional rain-fed agropastoralist households in Sinnar State.
•
•
•
3
PURPOSE/OBJECTIVE
Project Development Objective:
Increase productivity of staple and cash
crops and small ruminants for about
20,000 households.
•
•
•
•
•
OUTCOME C1 :Minimum tillage, soil
and water conservation and livestock
nutrition technologies successfully
adopted
OUTPUTS
•
HH familiarised with minimum tillage and
livestock nutrition technology packages
•
Prevalence of malnutrition in children under the age of
five years reduced by 10% (from 29%to 26%)
8000 women and 6000 men with improved food security
(measured in terms of length of hunger period)
8000 women and 6600 men with increased income.
Target is USD 800/ capita
20 000 households with improved asset ownership
(RIMS)
13 400 women and 11 000 men directly receiving project
services
25% decrease in post-harvest crop losses realised by the
project
Average increase in overall yields of major staple food
crops Target: 20% for food crops and up to 160% for
cash crops
Percentage increase in meat production in the project
area: target is 10%
Land under improved agricultural practices will reach
13500 feddans (5700 Ha) by year 4, 20 000 fed by year
5, 30 000 fed by year 6, and 45500 feddan (19000 ha) by
year 7
•
•
•
•
•
•
•
•
RIMS Baseline survey and impact
survey.
Annual impact assessments ( data
disaggregated by gender and
returnees );
RIMS Anthropometric survey and
UNICEF periodic surveys
Official government statistical
yearbooks; censuses,
Baseline survey, mid-term and
completion assessments
Ministry of Agriculture crop cutting
surveys
Thematic studies and household
surveys
Annual impact assessment surveys
Midterm evaluation and completion
reports
•
•
•
•
•
•
•
•
•
•
•
•
•
Total area of on-field demonstrations completed: 28 000
fed or 11 760 Ha
2800 women and 2800 men trained in the demonstration
cycle of minimum technologies;
2900 women and 2900 men trained in livestock nutrition
packages;
2340 women with improved Jubrakas and established
poultry units
2000 fed or 840 Ha of community forests rehabilitated
1000 fed or 420 Ha improved range lands established
•
•
Annual impact assessments
Mid-term evaluation and completion
reports
•
•
Land use policies adopted and
enforced (A);
Stable internal security (A);
The targeting strategy is
transparent and appropriate
incentives are properly packaged
(A);
Bill for sustainable NRM in place
(A)
availability of private sector
access to loans for investing in
improved agricultural
implements(A)
Small scale producers access
financial services (A)
Reduced use of the wide level
disc among smallholders (A)
Improved moisture retention in
the soil
Crop rotation includes fodder
crop
Extension services have regular
budget for training and operation
costs(A)
The extension staff are fully
committed and appropriate
incentives and logistics are
readily available at all times(A)
SUDAN: SUPPORTING THE TRADITIONAL RAINFED SMALL-SCALE PRODUCERS IN SENNAR STATE (SUSTAIN)
PROGRAMME/PROJECT DESIGN REPORT – ANNEX II LOGFRAME AND RIMS
Narrative Summary
Narrative Summary
•
•
•
•
Outcome 2: The social
cohesiveness of the participating
communities has improved.
•
Village development committees and
local institutions strengthened.
4
•
Community Environment Conservation
Fund established
•
Communities receive regular training and
technical support from extension agents
•
•
•
An enabling environment for sustainable
management of land and water is
developed at State level.
•
•
•
•
•
•
•
•
•
•
•
•
•
Outcome 3: Market access
improved
•
C3.1 Market access infrastructure
established
•
•
•
•
•
300 women interest group and 100 men interest group
formed and trained
7300 women and 7300 men participated in replicating
minimum tillage Packages
200 interest groups signing Service agreements with
private machinery operators,;
38 extension agents trained on crop and livestock
packages
20 extension agents trained as trainers
Records of the common interest
groups
200 Interest Groups functional
100 village development committees (VDCs) established
and registered
26 600 VDC members trained
30% of women in the VDC
Number of households using gas stoves, target 5000
Number of campaigns for sustainable NRM organised.
Target: 27
Number of field extension units rehabilitated, target 5
Rating of extension services by producers is satisfactory
Extension services reach the annual cost recovery
targets set at mid-term
Land Use and Investment Plan formulated in year 4
Law for sustainable NRM drafted, approved and
promulgated in year 5;
•
•
•
•
•
Annual impact assessment
Midterm evaluation and completion
reports
Minutes of VDC meetings
Extension staff monthly reports
Extension team leaders’ follow up
reports
Access to market and social services established for at
least 80% of the participating villages in the rainy season
50% decrease in cost of transportation to markets
2300 women market at least 50% of their home garden
produce after processing it
•
35 crossing structures constructed
35 crossings regularly maintained by communities (Irish
crossing and Piped culverts)
100 villages participating in the operation and
maintenance of the crossings and pipe culvert
•
Contracts to civil engineers,
designers and contractors
•
•
•
•
•
Government will maintain the
extension staff in the field units,
provide logistic support and
incentives
Contractual arrangement with
beneficiaries and private sector
for remuneration of extension
teams
Operation and maintenance
arrangement of the crossing and
pipe culverts is maintained after
project completion
•
information sources
information sources
•
•
•
•
•
•
C3.2 Post harvest management facilities
provided
350 traditional storage facilities improved,;
700 women trained in food processing technologies,
700 women trained on the use of 35 solar dehydrators
•
•
Baseline survey,
mid-term reviews and completion
assessments
5
Narrative Summary
ANNEX III: KEY FILE
6
Priority Areas
Affected Group
Major Issues
Actions Needed
Deteriorated natural resource
base
All the population and
specifically the farmers
and pastoralists
- massive and unregulated use of
mechanization
weak
enforcement
of
environmental
conservation
regulation on mechanized farming
(namely afforestation)
- encroachment of farming and
particularly mechanized farming
on stock routes
- overgrazing
- steadily decreasing rainfall
• Enforcement of legislation on environmental conservation in
mechanized farming
• implementation of the recommendations of the study on the
semi-mechanized rainfed sector (appropriate technology
package, conditional access to credit, land tenure)
• Opening of stock routes
• Increasing forage availability by increasing area allocated to
rangelands and fodder production
• Land use and investment map to regulate the expansion of large
scale mechanized agriculture
Low agricultural productivity
All
the
population,
specifically
mechanized
farmers,
small-scale
farmers
(women
and
men), pastoralists
- decreasing rainfall, increase in
frequency of drought and dry
spells during the rainy season;
- land exhaustion as a result of
continuous cultivation and monocultural practices;
- infestation with agricultural pests
and noxious weeds particularly
(striga);
- untimely land preparation as
small scale farmers only have
access to rent tractors as late as
end of July or in August, missing
sizeable portion of the rainy
season.
- inappropriate use of implements.
• Promotion of minimum tillage, soil and water conservation
techniques, crop rotation and use of appropriate implements in a
timely manner.
• Access to extension services and to farmers’ training.
Sharp loss of animal weight
during the dry season and low
productivity of milk
Small scale
pastoralists
- encroachment of mechanized
farms on rangelands. This is valid
for dry and wet season grazing
- access to crop residues in
mechanized farms is now on fee
basis
- greater pressure for grazing in
• Expansion of rangelands and fodder production
• Move gradually from pastoralist production system to agropastoralist system due to likely restrictions on further movement
of pastoralists to South Sudan
• Pilot voluntary de-stocking to balance herd size with fodder
resources
producers,
REPUBLIC OF THE SUDAN: SUPPORTING THE TRADITIONAL RAINFED SMALL-SCALE PRODUCERS IN SINNAR STATE
PROGRAMME/PROJECT DESIGN REPORT – ANNEX III: KEY FILE
Table 1: Rural Poverty and Agricultural/Rural Sector Issues
Major Issues
summer season due to restrictions
on mobility of pastoralists to the
South (higher taxes and removal
of weapons)
- reliance on trucked water for
livestock and this is expensive
(about 20% of production costs)
Actions Needed
High transportation costs in the
rainy season
All the population of the
project area
Flooded khors rendering them
impassable
• Construction of simple crossings on itineraries linking villages to
markets.
High post harvest losses
Large farmers and small
scale producers (women
and men)
Milk processors
Oil pressers
- Losses range from 10 to 20% in
case of grain, and 50% in case of
perishable crops
- poor storage of grains and poor
protection from store pests
- weak practices of harvesting,
packaging,
grading,
loading/
unloading and transportation of
perishable crops
- unhygienic milk processing
- low yield of oil pressers
•
•
•
•
Inappropriate land investment
policies
Communities, small scale
farmers
(women
and
men), pastoralists
- no recognition of usufruct or
customary rights or the natural
expansion of communities and
need for residential areas
- no incentives for land care.
- land rents very low compared to
market value of land.
contractual
arrangements
between
investors
and
government unknown to farmers.
- bank financing to large schemes
or investors does not follow due
diligence and recurrent default and
amnesty.
• Formulate a land use and investment map for the State and the
associated guidelines for natural resources management and
agriculture investments
Access to new knowledge and practices on grain storage
Improved knowledge and practices in milk processing
Improved knowledge and practices in oil pressing
Improved knowledge and practice in drying and transforming
food products (particularly vegetables)
Affected Group
7
Priority Areas
Table 2: ORGANISATION CAPABILITIES MATRIX
Weaknesses
Opportunities/Threats
of
• Commitment and clear strategy for
agricultural
development
and
growth which gives due attention
to rainfed sector (Agriculture
Revitalization Programme)
• Currently aggressively promoting
public-private-farmer partnerships
in the irrigated sector
• Reforming
the
institutional
arrangements
for
natural
resources management
• Adopting a private sector led
development approach with trickle
down effects to poorer groups
• Authority over land and NRM
is not clearly delineated
between MOA, other federal
ministries and the States
• Planning and negotiation of
investments in agriculture also
not clearly delineated between
MOA and States.
• Monitoring
of
contractual
arrangements between the
private-public-farmers,
not
clear
• Investments in rainfed sector
affected
by
budgetary
constraints in 2008 and 2009
• Inactive in addressing land
tenure reform.
• Threat: with decentralization: the
federal controls on land use are
limited
• Opportunities:
MOA
is
encouraging
new
business
models and results and lessons
learned from the public-private
partnerships in the irrigated
sector should be monitored and
capitalized upon and adapted to
the extent possible in the rainfed
sector
Forestry
National
Corporation (FNC)
• Autonomous entity
• Empowered under law to enforce
environmental conservation in
mechanized schemes
• Few successful experiences in
taking
over
exhausted
mechanized
schemes
and
afforesting them to reconstitute
soil fertility.
• Promoter
of
collaborative
management of natural resources
• Generates revenues from its
reserved forests and taxes on
timber products and non wood
products
• Received support for extension
services from the Agriculture
Revitalization Programme
• Good competency at director level
• Weak
enforcement
of
environmental conservation in
mechanized schemes due to
lack of necessary funds and
political will from the state.
• Delineation of environmental
responsibilities between FNC
and the State is unclear.
• Opportunities: promote the use
of community and reserved
forests for grazing.
•
• Unclarity within the Ministry of
its authority over land and the
status
of
land
under
demarcated
mechanized
schemes.
• Threats: escalation of land
disputes between farmers and
herders
and
between
communities and mechanized
farmers.
•
8
Strengths
State Ministry of Agriculture,
Animal
Wealth
and
Irrigation in State of Sinnar
(MAAWI)
Remarks
Organisation
Enablers
Federal
Ministry
Agriculture (MOAF)
The Wildlife Police, Ministry
of Interior
• Protects
the
Dinder
nature
reserve.
• Promoting conservation of the
reserve by developing its buffer
area,
raising
communities’
• Decentralization of agricultural
services incomplete.
• Allocation of revenues from
land rents tends to favour
higher administrative echelons
rather than the locality level
services that collect it.
• Opportunities: (i) the ILPMP is
assisting the MAAWI in opening
the stock routes and allocating
grazing areas; (ii) this is likely to
create incentives to rationalize
land allocation, land use and
investments in land.
• Insufficient support
research activities
• Opportunity: test, validate and
adapt
the
technological
packages proposed for higher
productivity, less yield variability,
and higher cost effectiveness
• Threats: vested interests would
keep the status quo thus leading
to escalation of land disputes.
• Opportunities: new elections to
diversify representation in state
parliament
and
better
representation of pastoralists;
the on-going negotiation on
border demarcation and grazing
rights between North/South, key
driver for land use reform.
to
run
• Its constituency is mainly
composed of large scheme
owners.
• Interests of pastoralists not
well represented.
• Boycott and lobby against the
ratification of rationalization of
mechanized
farming
and
allocation of land for stock
routes and grazing.
•
• Opportunities: Good champion
for the ratification of the bills on
NRM and allocation of land for
stock routes and rangelands.
9
Agricultural
Research
Center
and
Livestock
Research
Center
(3
centers, Abu Naama, Um
Benein, Sennar University)
The Economic Committee
in the State Parliament
• Has
on-going
projects
in
technology transfer of soil and
water
conservation,
range
development and horticulture.
• Knowledge
of
participatory
extension
and
farmer
field
schools.
• Collaboration between extension
services and the private sector
(input suppliers).
• Positive
experience
with
community
forestry
and
collaborative
management
of
forests (tonja system)
• Generates revenues from land
rent
of
the
demarcated
mechanized farms.
• Formulated approx 14 bills for
NRM.
• Implements MDTF-funded ILPMP.
• Experienced staff in soil and water
conservation, production of quality
seeds and animal nutrition and
breeding
• Facilities available and accessible
• Membership
constituted
of
representatives of Farmers’ Union,
Pastoralists
Union,
Women’s
Union and the tribal chief of the
main pastoralist tribes.
• Ratification
of
agriculture
legislation proposed by the state
Government.
•
Farmers/ Pastoralists and
Women’s Unions
•
• Voice of pastoralists weak.
• Unions are politicized.
• The economic activities that
the Women Union runs are for
short term gains (the women
cooperatives) or have limited
outreach
(the
microcredit
program).
• Opportunities:
The
federal
council of Ministers endorsed a
legislation that would transform
the Unions into producers’
associations.
• Engineering
and
surveying
experience in place
• Field presence in Dinder and
Dali&Mazmoum
• Under-staffed
• Limited
experience
participatory O&M
• Opportunities: good presence of
expertise in civil works, survey,
design and supervision available
on competitive basis from
market.
• All 3 localities and 6 rural
administrative units (RAU) have
their own agricultural teams.
• All teams have some revenues
accruing from collection of land
rents that cover basic and minimal
running costs.
• Abu Hujar RAU has an extension
programme for 8 communities.
• Incomplete
decentralization
and fragmented reporting
lines.
• Depts
operate
as
fee
collectors. Extension function
minimal.
• Staff is newly graduated with
limited practical experience.
• Offices exist but dilapidated.
• Rest
houses
only
in
Mazmoum.
• Vehicles exist but old.
•
10
•
State Ministry of Physical
Planning and Public Utilities
Service Providers
Agricultural Dept at locality
and rural administrative
level
in
• Opportunities: The Agriculture
Revitalization Programme calls
for decentralizing agricultural
services to the village and to
boost role of extension teams at
locality and RAU levels.
•
awareness about the economic
and environmental benefits of the
reserve.
Implementing projects with UNDP
and Nile Basin Initiative for the
conservation
of
the
Dinder
reserve.
Highly aware with impact of
mechanized farming on the
deterioration
of
the
Dinder
reserve.
Farmers and Women Union are
active
lobbiers,
and
well
represented in decision-making.
Women Union active in running a
number
of
development
programmes and have managed
to benefit from the Agriculture
Revitalization Prog.
Wide network of partnerships
particularly Women Union.
Input suppliers
Insurance
11
NGOs
Client Organisations
Producers’ cooperatives
Utensils associations
• About 16 in total, with 6 all women
cooperatives.
• Registered entities.
• Access to finance from banks and
to services from Zakat Chamber.
• Traditional associations that are
common to most of the villages
• Tractor services are available
to smallholders late in the
season.
• Agriculture implements used
are erosive.
• Quality of inputs unreliable
especially seeds.
• Opportunities:
appropriate
agriculture implements now in
use in irrigated sector and
willingness of the private sector
to invest in the rainfed sector
provided demand and advance
funding for services is secured.
•
• Monitoring is reactive in case
of crop losses only.
• Demand
from
traditional
rainfed farmers is low and
insurance
is
seen
as
additional costs.
• Opportunities: link insurance
services as part of an incentive
package to encourage scaling
up of improved agricultural
practices.
•
• Limited logistics (training halls,
logistics)
• Staff temporary and needs
further training
• Opportunities: linkages with
specialized institutes (Food
Research
Centre);
NGO
members
can
be
good
community mobilizers
•
• Artificial organizations with
ghost members.
• Elite
capture
of
goods
provided to cooperative.
• No record keeping.
• All cooperatives are in default
with bank.
• Formation of the cooperative
driven by promise of a group
loan or a good (tractor and
implements).
• Varying level of activity and
cohesion.
• Opportunities: access to timely
tractor services can be an
incentive for organization.
•
• Opportunity: this association
with training can become the
•
Sheikan
Company
• Available and the market is
competitive.
• Workshops and spare parts for
tractors are also available in the
project area.
• Few private companies with
appropriate implements, in Sinnar
State.
• Offers
crop
and
livestock
insurance.
• Main area of operation is in
irrigated sector.
• Participate
in
pest
control
campaigns to decrease crop
losses.
• Considering also insurance of
forest crops like Gum Arabic, and
open grazing livestock.
• Piloting index based insurance.
• Can provide tailor made insurance
services.
• Charity or welfare oriented work
• Expertise in home economics,
food
processing,
literacy,
education and health
• Field presence
Savings and credit groups
(sanduq el khata)
• Most common is the group saving
and group purchase of goods like
sugar for the month of Ramadan
• Savings and credit groups per se
are not common in the project
area.
nucleus for a group organized
around economic activities.
• Women and men ability to
save is limited particularly in
the dry season, as income
generating
activities
themselves are limited.
• Opportunity:
increased
agriculture
production
and
higher revenues may activate
savings culture and credit
discipline.
•
12
visited.
• Organized by women to buy and
share kitchen utensils.
• Organized at the level of
neighbourhood in a given village.
Table 3: COMPLEMENTARY DONOR INITIATIVE/PARTNERSHIP POTENTIAL
Nature Of Project/Programme
Agriculture
Revitalization
Programme
•
•
•
Integrated Livestock
Production and
Marketing Project
•
•
13
•
•
•
Study of the
sustainable
development of semimechanized rainfed
farming
Project/Programme
Status
Coverage
Government programme
• Mazmoum and Dinder • On-going
localities for dams
Period 2008 to 2012
• West Sinnar for
In Sinnar, mainly funding water harvesting
technology transfer on
projects (dams); extension (soil and water
soil and water
conservation, improved seed varieties);
conservation and
tractorization through equipment of cooperatives
improved seed
with tractor and implements.
varieties.
• All state for equipment
in tractors and
agriculture implements.
• Abu Hujar locality.
• On-going
Government and MDTF financed project.
Scheduled completion December 2010 but with
possibility of extension.
Pilot project that supports: development of
export market ; livestock water infrastructure as
well as livestock enterprises (restocking, milk
processing, fattening, breeding, etc…)
Carried out a number of useful studies: baseline
survey, methodological study on livestock
census; management of export markets; conflict
over natural resources.
Supporting the State in the opening and
development of the stock routes in Dali and
Mazmoum locality.
• Assessment of the semi-mechanized rainfed
• Sinnar State in addition • Completed
to Blue Nile, Gadaref,
sector and formulation of policy and investment
White Nile, South
recommendations
Kordofan
• MDTF funded through the Technical Assistance
Facility
Complementarity/
Synergy Potential
- Capitalization and scaling up of the technology
transfer on soil and water conservation.
- Collaboration on the provision of water supply
for domestic and livestock supply.
- Areas of complementarity: animal nutrition
through allocation of grazing areas (ILPMP),
introduction of fodder crop and treatment of crop
residues (SUSTAIN), training on hygienic milk
processing (ILPMP targets producers), access to
market through building the necessary
infrastructure (ILPMP) and constructing
crossings (SUSTAIN).
- Joint programming to the extent possible to
allocate water services in villages where water
coverage is low (mainly the villages of settled
pastoralists).
- Capitalization on experience of ILPMP in
fattening.
- Use of IPLMP studies to inform the land
investment map under SUSTAIN.
- Diversification of financial services: guarantee
mechanism in ILPMP and insurance in
SUSTAIN.
- Joint awareness campaigns on sustainable
NRM
• Capitalization on policy recommendations
particularly with regards appropriate technical
packages, financing and recapitalization
matching grants and land tenure reform.
• Finance awareness campaigns about the
Donor/Agency
Eastern Nile
Watershed Project
14
Women Union
• Funded by Government.
• All localities in the
• Runs microfinance schemes: one scheme is with State
SSDB for a portfolio of SDG 1 million; another
scheme is an interest free loan ranging from
SDG 100 to 200.
• Women Union act as intermediary for
microcredit. No fees are levied on intermediation
service.
• Establish women development centres.
• Have an executive committee in each of the
localities and RAU.
• On-going
study recommendations
• Capitalization on the project experience in the
area of community based NRM.
• Joint programming to allocate water services in
villages where water coverage is low (mainly
the villages of settled pastoralists).
• Joint efforts in advocacy for land allocation and
control of mechanized farming.
• Joint collaboration to provide economic
assistance and extension services on crop and
livestock production to the settled pastoralists.
• Capitalization on Women Union experience in
forming agricultural cooperatives.
• Areas of collaboration: training of women
producers in production and agro-processing.
• Complementarity: literacy training for
beneficiary women supported by Women
Union; and women attending literacy courses
supported by SUSTAIN.
• Joint activities: extending the Women Union
Microfinance scheme to women in beneficiary
villages, advocacy for land allocation and
control on mechanized farming.
Disarm, Demobilize
and Reintegrate
Commission
•
• On-going
• Financed by GEF and Finnish Gvt under the Nile • Duration 2010-2014
Basin Initiative.
• Southern part of
Dinder locality.
• Main objective is to ensure integrated
management of 4 watersheds, of which Dinder
river and the Dinder reserve.
• Promotes resolution of conflicts between farmers
ands pastoralists through intervention in
agriculture, water harvesting, afforestation,
training of extension officers, and community
organization and capacity building.
• Will provide grants to communities to promote
NRM activities.
• USD 2 million allocated for community grants in
Dinder reserve and its buffer zone.
• Establishment of the commission stipulated in
• Mazmoum rural
• Just started in
administrative unit
January 2010
the CPA and funded by the UN and the Gvt.
(currently 2
• Provides a wide range of services to former
communities but likely
soldiers or militia members and to their
to expand)
communities namely education, health, water
and assistance in productive activities (in-kind
grants for tractors and implements, etc…). The
productive activities are determined based on
the interest of the demobilized soldiers.
Table 4: TARGET GROUP PRIORITY NEEDS AND PROJECT PROPOSALS
Typology
in
Coping Actions
Priority Needs
Project Response
- Poverty level: severe
- Rely on welfare assistance from the
chief of the village.
- Food self-sufficiency.
Assistance with improved jubrakas
or home gardens, and poultry.
Characteristics:
women
headed
households formerly displaced by the civil
strife; cultivate about 2 feddans; own 1-2
goats; work as agriculture labourers in
weeding and harvesting.
- Improved cash income.
- Rely on remittances sent by their
older sons, about 20 to 50 SDG/
month.
- Access to school for their
children.
Extension advice and training on
home garden production and
poultry production and veterinary
care.
Training
on
agro-processing
particularly drying of vegetables.
- In a community of 9000 persons, there
are about 200 such women headed
households (Tar and Taraw village).
- Causes: the women headed households
have received minimal support to date
and this has trapped them in poverty.
15
Small-holder traditional
producers (women and
men)
- Poverty level: moderate.
- Characteristics : cultivate 9 fed or less,
either as usufruct or rental; cultivate a
home garden of 0.25 to 0.5 fed, own 5
heads or less of small ruminants; some
poultry; work as agriculture labourers both
women and men in the rainy season. In
the dry season, rely on petty trade, small
scale agro-processing (groundnut paste,
okra powder), charcoal making, seasonal
labour in Khartoum or the Western part of
the country.
- Producers rely on mechanization of
agricultural practices.
- Women access land through usufruct or
rent. Women also cultivate about 5
feddans, manage the small ruminants and
poultry.
- Main coping mechanism is livestock
production. Sale of livestock to meet
food needs, emergency needs and to
finance the agricultural season.
Food
self-sufficiency
especially in poor rainfall
years.
- Timely availability of tractor
services for ploughing and
cheaper and less labor
intensive methods of weeding.
Technology transfer to improve
yields through minimum tillage, soil
moisture
management,
crop
rotation and boundary planting; and
through
improved
livestock
nutrition.
Additional costs of land preparation
and sowing will be covered by the
project during the demonstration
phase.
Risk aversion of smallholders
mitigated through crop insurance
Continuous training provided to
women and men farmers.
Destitute women
Mazmoum RAU
Poverty Levels And Causes
Settled pastoralists in
registered villages
- Poverty level: moderate to severe
- Characteristics: cultivate 5 to 10 feddans
in rental, no home gardens, and own 25
heads or less.
- Main coping mechanism is the sale
of livestock.
- Food self-sufficiency
- Grazing areas for their herd
in the rainy season
16
- Access to cheap sources of
water as these villages are not
sufficiently equipped with hand
pumps and have no
wateryards.
Collaboration will be required
with other Government
supported programmes,
ILPMP and Eastern Nile
Watershed project to extend
reliable and cheap sources of
water to these villages.
Assistance with the demonstration
of minimum tillage package and
improved animal nutrition, range
improvement and enrichment of
community forests.
- Causes: (1) low agriculture productivity
due to soil exhaustion, mono-cropping,
weed infestation, frequent drought and dry
spells. Yields on women farms are even
lower due to insufficient weeding; (2) crop
production and sale especially sesame as
the cash crop and sorghum constitute the
main source of income.
Table 5: STAKEHOLDER MATRIX/PROJECT ACTORS AND ROLES
Sub-Component
Demonstration
Coverage
Localities of Dali/
Mazmoum, Abu Hujar,
Dinder
Scaling up
Same as above
Potential Contractors/
Periodic Inputs
- Private operators of
agricultural machinery
- FNC
- Range and Pastures
Dept, MAAWI
Ministry of Physical Planning
and Public Utilities
5 Rural Administrative Units
extension teams
VDCs
Community associations
5 Extension teams in Rural
Administrative Units
Crop Protection Dept of
MAAWI
VDCs
Women’s associations like the
utensils association
VDCs
Utensils association
Private civil works
contractors
Consultancy firm
for the design and
supervision of the
crossings
Food Research Centre
Community
College
Women Union
Food Research Centre
Community
College
Women Union
Banks
Collaborative programme with ARC
Component 2: Market
access and post
harvest handling
Localities of Dinder and
Dali&Mazmoum
Improvement of traditional grain
storage facilities
Localities of Dali/
Mazmoum, Abu Hujar,
Dinder
Introduction of solar drying
techniques of vegetables and fruits
and improvement of local oil seed
presses
Localities of Dali/
Mazmoum, Abu Hujar,
Dinder
Animation, mobilization and formation
of village development committees
and common interest groups
Localities of Dali/
Mazmoum, Abu Hujar,
Dinder
Local associations
Extension teams involved
in other on-going IFAD cofinanced projects
Establishment of a Community
Environment Conservation Fund
Localities of Dali/
Mazmoum, Abu Hujar,
Dinder
Community Orientation and Training
Localities of Dali/
Village Development
Committees
Agricultural Bank of Sudan
17
Construction of multi-purpose
crossings
Component 3:
Capacity building and
institutions
Strengthening
Component
Component 1:
Technology transfer
Other Possible
Partners in
Execution
Perennial Institutions
Involved
Village Development
Committees (VDC)
Communities organized into
common interest groups
Same as above + Sheikan
Insurance Company
Mazmoum, Abu Hujar,
Dinder
Sinnar State
Located in Sinja, capital
city of Sinnar State
MAAWI, MOA, MOFNE
Community College
Red Crescent Society
Literacy Dept in locality
Joint venture between
international and national
service providers
Private sector expertise for
M&E and financial
management
18
Development of enabling
environment for sustainable
management of land and water
Project management
Village Development
Committees
Common Interest Groups
MAAWI and MOA
ANNEX IV: SUMMARY OF MAIN COST TABLES
Support to the Small Scale Traditional Agriculture in Sennar State (SUSTAIN)
Components Project Cost Summary
(SDG Million)
Local Foreign Total
19
2. Animal nutrition
Subtotal
Subtotal
Price Contingencies
Total PROJECT COSTS
%
% Total
(US$ Million)
Foreign
Base
Local Foreign Total Exchange Costs
12.95
0.97
13.93
2.90
0.45
0.97
1.42
1.53
13.41
1.94
15.34
4.43
4.98
0.37
5.36
1.12
0.17
0.37
0.55
0.59
5.16
0.75
5.90
1.70
3
50
9
34
29
4
33
9
7.20
2.35
13.95
23.50
40.33
2.13
13.91
56.37
0.27
3.14
3.41
6.36
0.59
1.86
8.81
7.47
2.35
17.10
26.92
46.69
2.72
15.77
65.18
2.77
0.90
5.37
9.04
15.52
0.82
1.90
18.24
0.10
1.21
1.31
2.45
0.23
0.26
2.93
2.87
0.90
6.58
10.35
17.96
1.05
2.16
21.17
4
18
13
14
22
12
14
16
5
37
58
100
6
12
118
PROGRAMME/PROJECT DESIGN REPORT – ANNEX IV: MAIN COST TABLES
Summary Cost Table 1: Component Project Cost Summary
Summary Cost Table 2: Expenditures Accounts by Components – Base Costs
20
I. Investment Costs
A. Civil Works
B. Vehicles and Equipment
Vehicles
Equipment & Materials
Subtotal
C. Technical Assistance, studies and Training
National Technical Assistance
Training
Studies
Subtotal
E. Fund
Fund
F. Insurance
Insurance
Total Investment Costs
II. Recurrent Costs
A. Salaries
B. Allowances
C. Salaries and allowances
D. O&M
Total Recurrent Costs
Price Contingencies
Total PROJECT COSTS
(US$ Million)
Local
Foreign
Total
%
Foreign
Exchange
% Total
Base
Costs
3.29
1.41
4.70
1.27
0.54
1.81
30
10
1.18
0.76
1.93
1.24
2.27
3.52
2.42
3.03
5.45
0.45
0.29
0.74
0.48
0.87
1.35
0.93
1.17
2.10
51
75
65
5
6
12
11.83
4.13
2.68
18.64
0.55
0.55
11.83
4.68
2.68
19.18
4.55
1.59
1.03
7.17
0.21
0.21
4.55
1.80
1.03
7.38
12
3
25
10
6
41
4.82
-
4.82
1.85
-
1.85
-
10
0.36
29.05
5.47
0.36
34.52
0.14
11.17
2.10
0.14
13.28
16
1
74
3.04
1.94
4.24
2.07
11.29
40.33
2.13
13.91
56.37
0.89
0.89
6.36
0.59
1.86
8.81
3.04
1.94
4.24
2.96
12.18
46.69
2.72
15.77
65.18
1.17
0.75
1.63
0.80
4.34
15.52
0.82
1.90
18.24
0.34
0.34
2.45
0.23
0.26
2.93
1.17
0.75
1.63
1.14
4.68
17.96
1.05
2.16
21.17
30
7
14
22
12
14
7
4
9
6
26
100
6
12
118
Expenditure Accounts Project Cost Summary
(SDG Million)
Local
Foreign
Total
Summary Cost Table 3: Project Cost Estimates
Foreign
21
2. Animal nutrition
Subtotal
Subtotal
Price Contingencies
Total PROJECT COSTS
(US$ Million)
Local
Total
0.17
0.37
0.55
0.59
4.98
0.37
5.36
1.12
5.16
0.75
5.90
1.70
0.10
1.21
1.31
2.45
0.23
0.26
2.93
2.77
0.90
5.37
9.04
15.52
0.82
1.90
18.24
2.87
0.90
6.58
10.35
17.96
1.05
2.16
21.17
Summary of Project Cost Estimates
(US$ Million)
Summary Cost Table 4: Project Cost Summary
22
2. Animal nutrition
Subtotal
Subtotal
Total PROJECT COSTS
Cost
Including
Contingencies
% of
Total
IFAD
Financing
%
Financing
5.89
0.90
6.79
2.08
27.8
4.3
32.1
9.8
2.95
0.44
3.38
1.67
50.1
48.4
49.9
80.3
3.52
1.07
7.71
12.30
21.17
16.6
5.0
36.4
58.1
100.0
2.48
0.91
5.10
8.49
13.54
70.4
85.0
66.1
69.0
64.0
Project Cost Summary
(US$ Million)
Summary Cost Table 5: Expenditures Accounts by Components
23
I. Investment Costs
A. Civil Works
Vehicles
Subtotal
Training
Studies
Subtotal
E. Fund
Fund
F. Insurance
Insurance
II. Recurrent Costs
A. Salaries
B. Allowances
D. O&M
Price Contingencies
Inflation
Local
Foreign
Subtotal Inflation
Devaluation
Subtotal Price Contingencies
Total PROJECT COSTS
Taxes
Foreign Exchange
Physical
Contingencies
Total
%
Amount
-
-
1.43
-
-
0.38
1.81
10.0
0.18
0.15
0.15
0.47
0.47
0.19
0.19
-
-
0.93
0.35
1.28
0.93
1.17
2.10
10.0
10.0
10.0
0.09
0.12
0.21
4.28
0.59
4.86
0.09
0.18
0.27
0.00
0.02
0.02
0.98
0.04
1.02
0.03
0.88
0.90
0.15
0.04
0.11
0.30
4.55
1.80
1.03
7.38
10.0
9.8
3.8
0.18
0.10
0.28
-
-
-
1.85
-
-
1.85
10.0
0.19
0.14
5.16
0.75
1.64
2.87
0.90
1.96
0.14
13.28
10.0
6.6
0.01
0.87
5.16
0.09
0.75
0.07
0.01
0.06
0.07
1.70
0.17
2.87
0.29
0.90
0.09
1.17
0.73
1.63
1.08
4.62
6.58
0.35
1.17
0.75
1.63
1.14
4.68
17.96
1.05
5.0
5.0
5.0
3.8
5.8
-
0.04
0.08
0.06
0.18
1.05
-
1.75
0.02
1.77
-1.13
0.64
5.89
0.11
0.04
0.15
-0.06
0.09
0.90
0.34
0.08
0.41
-0.20
0.21
2.08
0.95
0.02
0.97
-0.61
0.36
3.52
0.20
0.20
-0.12
0.08
1.07
1.85
0.11
1.96
-1.18
0.78
7.71
5.20
0.26
5.46
-3.29
2.16
21.17
5.1
5.5
0.11
1.16
0.74
0.21
0.21
0.45
0.34
0.72
0.65
0.13
0.16
-
1.86
1.42
3.97
2.93
6.3
8.5
0.25
0.25
Capacity building and institutions
Expenditure Accounts by Components - Base Costs
Market
strengthening
(US$ Million)
access and Community Development
Technology transfer
post
orientation
of an
Project
Conservation
Animal
harvest
and
enabling
Management
agriculture
nutrition management
training
environment
Unit
Summary Cost Table 6: Project Component by year – Base Cost
Y1
24
2. Animal nutrition
Subtotal
Subtotal
Price Contingencies
Inflation
Local
Foreign
Subtotal Inflation
Devaluation
Total PROJECT COSTS
Taxes
Foreign Exchange
Y2
Y3
Base Cost
Y4
Y5
Y6
Y7
Total
0.21
0.13
0.34
0.10
0.78
0.18
0.96
0.10
1.26
0.12
1.38
0.72
1.09
0.08
1.17
0.64
1.09
0.08
1.17
0.05
0.63
0.08
0.70
0.05
0.09
0.08
0.17
0.04
5.16
0.75
5.90
1.70
0.04
0.02
1.88
1.93
2.37
0.19
0.72
0.83
0.83
2.37
3.43
0.23
0.78
0.01
0.74
1.53
3.63
0.21
0.82
0.01
0.82
1.65
3.46
0.20
0.20
0.01
0.85
1.07
2.29
0.09
0.20
0.01
0.75
0.96
1.72
0.08
0.11
0.01
0.72
0.85
1.06
0.06
2.87
0.90
6.58
10.35
17.96
1.05
0.15
0.04
0.19
-0.08
0.11
2.67
0.60
0.02
0.62
-0.36
0.26
3.92
0.88
0.04
0.93
-0.55
0.38
4.22
1.13
0.05
1.18
-0.72
0.47
4.13
0.93
0.04
0.97
-0.60
0.37
2.74
0.88
0.03
0.91
-0.58
0.33
2.13
0.63
0.03
0.66
-0.41
0.24
1.36
5.20
0.26
5.46
-3.29
2.16
21.17
0.67
0.98
0.68
0.36
0.71
0.49
0.70
0.46
0.49
0.27
0.41
0.19
0.31
0.17
3.97
2.93
Project Components by Year -- Base Costs
(US$ Million)
Summary Cost Table 7: Project components by Year – Totals including contingencies
2010
25
2. Animal nutrition
Subtotal
Subtotal
Total PROJECT COSTS
2011
Totals Including Contingencies
2012
2013
2014
2015
2016
Total
0.23
0.15
0.38
0.11
0.85
0.21
1.06
0.12
1.40
0.15
1.55
0.87
1.25
0.09
1.34
0.79
1.28
0.10
1.37
0.07
0.76
0.10
0.86
0.07
0.12
0.10
0.22
0.06
5.89
0.90
6.79
2.08
0.04
0.02
2.12
2.18
2.67
0.84
0.98
0.93
2.75
3.92
0.95
0.01
0.84
1.80
4.22
1.02
0.02
0.96
1.99
4.13
0.26
0.02
1.03
1.30
2.74
0.26
0.02
0.92
1.20
2.13
0.15
0.01
0.91
1.08
1.36
3.52
1.07
7.71
12.30
21.17
Project Components by Year -- Totals Including Contingencies
(US$ Million)
Summary Cost Table 8: Project Component by Year – Investment Recurrent Costs
2010
26
Investment Costs
2. Animal nutrition
Investment Costs
Subtotal
Investment Costs
Recurrent Costs
Subtotal
Investment Costs
Investment Costs
Investment Costs
Recurrent Costs
Subtotal
Subtotal
Total PROJECT COSTS
2011
2012
2013
2014
2015
2016
Total
0.23
0.85
1.40
1.25
1.28
0.76
0.12
5.89
0.15
0.38
0.21
1.06
0.15
1.55
0.09
1.34
0.10
1.37
0.10
0.86
0.10
0.22
0.90
6.79
0.11
0.11
0.12
0.12
0.85
0.01
0.87
0.77
0.02
0.79
0.05
0.01
0.07
0.05
0.02
0.07
0.04
0.02
0.06
2.00
0.08
2.08
0.04
0.84
0.95
1.02
0.26
0.26
0.15
3.52
0.02
0.98
0.01
0.02
0.02
0.02
0.01
1.07
1.59
0.53
2.12
2.18
2.67
2.14
0.53
0.16
0.77
0.93
2.75
3.92
3.16
0.77
0.06
0.78
0.84
1.80
4.22
3.42
0.80
0.16
0.80
0.96
1.99
4.13
3.30
0.83
0.20
0.82
1.03
1.30
2.74
1.90
0.84
0.08
0.85
0.92
1.20
2.13
1.26
0.86
0.04
0.87
0.91
1.08
1.36
0.48
0.88
2.29
5.42
7.71
12.30
21.17
15.67
5.50
Project Components by Year -- Investment/Recurrent Costs
(US$ Million)
Summary Cost Table 9: Expenditures Accounts by Years – Base Costs
Expenditure Accounts by Years -- Base Costs
(US$ Million)
Taxes
Foreign Exchange
Y3
0.48
0.08
0.66 0.58
-
-
-
1.81
29.9
0.54
0.75
0.37
1.12
0.01
0.27
0.28
0.01 0.01
0.15 0.14
0.16 0.15
0.13
0.08
0.21
0.01
0.08
0.09
0.01
0.07
0.08
0.93
1.17
2.10
51.4
75.0
64.5
0.48
0.87
1.35
0.16
0.06
0.06
0.28
0.71
0.21
0.84
1.76
1.13
0.34
0.02
1.49
0.99
0.37
0.05
1.40
0.96
0.37
0.02
1.35
0.53
0.31
0.04
0.87
0.07
0.15
0.01
0.23
4.55
1.80
1.03
7.38
11.7
2.8
0.21
0.21
-
0.62
0.62 0.62
-
-
-
1.85
-
-
1.88
2.74
- 0.01
2.93 2.75
0.03
1.59
0.06
1.02
0.05
0.36
0.14
13.28
15.8
2.10
0.12
0.05
0.23
0.08
0.49
2.37
0.19
0.17
0.11
0.23
0.17
0.69
3.43
0.23
0.17
0.12
0.23
0.17
0.70
3.63
0.21
0.17
0.11
0.23
0.18
0.70
2.29
0.09
0.17
0.11
0.23
0.18
0.70
1.72
0.08
0.17
0.11
0.23
0.18
0.70
1.06
0.06
1.17
0.75
1.63
1.14
4.68
17.96
1.05
30.0
7.3
13.6
21.7
0.34
0.34
2.45
0.23
0.15 0.60 0.88 1.13 0.93 0.88
0.04 0.02 0.04 0.05 0.04 0.03
0.19 0.62 0.93 1.18 0.97 0.91
-0.08 -0.36 -0.55 -0.72 -0.60 -0.58
0.11 0.26 0.38 0.47 0.37 0.33
2.67 3.92 4.22 4.13 2.74 2.13
0.63
0.03
0.66
-0.41
0.24
1.36
5.20
0.26
5.46
-3.29
2.16
21.17
100.0
4.8
12.0
13.9
0.26
0.26
0.26
2.93
0.31
0.17
3.97
2.93
-
-
0.67
0.98
0.68
0.36
0.17
0.12
0.23
0.18
0.71
3.46
0.20
0.71 0.70
0.49 0.46
Y6
Foreign Exchange
Total
%
Amount
Y2
0.49
0.27
Y7
0.41
0.19
27
I. Investment Costs
A. Civil Works
Vehicles
Subtotal
Training
Studies
Subtotal
E. Fund
Fund
F. Insurance
Insurance
II. Recurrent Costs
A. Salaries
B. Allowances
D. O&M
Price Contingencies
Inflation
Local
Foreign
Subtotal Inflation
Devaluation
Total PROJECT COSTS
Base Cost
Y4
Y5
Y1
Summary Cost Table 10: Expenditures Accounts by Years – Total including Contingencies
28
I. Investment Costs
A. Civil Works
Vehicles
Subtotal
Training
Studies
Subtotal
E. Fund
Fund
F. Insurance
Insurance
II. Recurrent Costs
A. Salaries
B. Allowances
D. O&M
Total PROJECT COSTS
Y1
Y2
Y3
Y4
Y5
Y6
0.55
0.10
0.80
0.72
-
-
-
2.17
0.86
0.43
1.29
0.01
0.32
0.33
0.01
0.18
0.19
0.01
0.17
0.19
0.17
0.10
0.27
0.01
0.10
0.12
0.01
0.10
0.11
1.09
1.41
2.50
0.17
0.07
0.07
0.30
0.76
0.25
0.99
2.00
1.25
0.41
0.02
1.67
1.11
0.46
0.06
1.62
1.11
0.47
0.02
1.60
0.62
0.40
0.05
1.08
0.08
0.20
0.02
0.30
5.10
2.25
1.22
8.57
-
0.73
0.75
0.77
-
-
-
2.24
2.14
3.16
3.42
0.01
3.30
0.04
1.90
0.07
1.26
0.07
0.48
0.18
15.67
0.13
0.06
0.26
0.09
0.53
2.67
0.19
0.13
0.26
0.19
0.77
3.92
0.19
0.14
0.27
0.20
0.80
4.22
0.20
0.14
0.28
0.21
0.83
4.13
0.20
0.14
0.28
0.22
0.84
2.74
0.21
0.14
0.29
0.22
0.86
2.13
0.21
0.15
0.30
0.23
0.88
1.36
1.32
0.89
1.93
1.36
5.50
21.17
Y7
Total
Expenditure Accounts by Years -- Totals Including Contingencies
(US$ Million)
Summary Cost Table 11: Expenditures Accounts Breakdown
29
I. Investment Costs
A. Civil Works
Vehicles
Subtotal
Training
Studies
Subtotal
E. Fund
Fund
F. Insurance
Insurance
II. Recurrent Costs
A. Salaries
B. Allowances
D. O&M
Total
Total
Price Contingencies
Local
Local
For.
(Excl. Duties &
For. (Excl. Duties &
Exch. Taxes) Taxes Total Exch. Taxes) Taxes Total
Total Incl. Cont.
Local
For.
(Excl. Duties &
Exch. Taxes) Taxes Total
Physical
Base
Cont.
Costs +
Plus
Price
Price
Cont. on Cont. on
Base
Physical
Costs
Cont.
0.54
1.00
0.27
1.81
0.05
0.10
0.03
0.18
0.06
0.10
0.03
0.18
0.65
1.20
0.33
2.17
1.98
0.20
0.48
0.87
1.35
0.15
0.15
0.30
0.29
0.59
0.93
1.17
2.10
0.05
0.09
0.14
0.02
0.02
0.03
0.03
0.06
0.09
0.12
0.21
0.03
0.09
0.13
0.01
0.01
0.02
0.03
0.05
0.07
0.12
0.19
0.56
1.05
1.61
0.18
0.18
0.35
0.35
0.70
1.09
1.41
2.50
0.99
1.28
2.27
0.10
0.13
0.23
0.21
0.21
4.06
1.14
0.87
6.07
0.49
0.45
0.15
1.09
4.55
1.80
1.03
7.38
0.02
0.02
0.11
0.09
0.20
0.04
0.02
0.06
0.18
0.10
0.28
0.03
0.03
0.50
0.17
0.08
0.75
0.05
0.07
0.01
0.13
0.55
0.27
0.09
0.91
0.26
0.26
4.56
1.43
1.04
7.03
0.54
0.56
0.18
1.29
5.10
2.25
1.22
8.57
5.10
2.04
1.11
8.26
0.20
0.11
0.31
-
1.57
0.28
1.85
-
0.16
0.03
0.19
-
0.17
0.03
0.20
-
1.90
0.34
2.24
2.04
0.20
2.10
0.13
8.92
0.01
2.25
0.14
13.28
0.21
0.01
0.48
0.00
0.18
0.01
0.87
0.21
0.03
1.06
0.00
0.24
0.03
1.52
2.52
0.16
10.47
0.02
2.67
0.18
15.67
0.17
14.71
0.02
0.96
0.34
0.34
2.45
1.11
0.71
0.91
0.51
3.24
12.17
0.06
0.04
0.72
0.28
1.10
3.35
1.17
0.75
1.63
1.14
4.68
17.96
0.02
0.02
0.23
0.04
0.05
0.03
0.11
0.59
0.00
0.04
0.01
0.05
0.23
0.04
0.08
0.06
0.18
1.05
0.05
0.05
0.26
0.15
0.10
0.12
0.07
0.44
1.51
0.01
0.01
0.10
0.04
0.15
0.39
0.15
0.11
0.22
0.16
0.64
2.16
0.41
0.41
2.93
1.26
0.84
1.08
0.61
3.80
14.27
0.07
0.04
0.85
0.34
1.30
3.97
1.32
0.89
1.93
1.36
5.50
21.17
1.32
0.85
1.84
1.29
5.31
20.01
0.04
0.09
0.06
0.20
1.16
Expenditure Accounts Breakdown
(US$ Million)
Base Cost
Local
For.
(Excl. Duties &
Exch. Taxes) Taxes
Summary Cost Table 12: Expenditures Accounts by Components (USD)
30
I. Investment Costs
A. Civil Works
Vehicles
Subtotal
Training
Studies
Subtotal
E. Fund
Fund
F. Insurance
Insurance
II. Recurrent Costs
A. Salaries
B. Allowances
D. O&M
Total PROJECT COSTS
Taxes
Foreign Exchange
Market
access and
post
harvest
management
Capacity building and institutions
strengthening
Community Development
orientation
of an
Project
and
enabling
Management
training
environment
Unit
Total
-
-
1.73
-
-
0.44
2.17
0.18
0.18
0.57
0.57
0.24
0.24
-
-
1.09
0.41
1.50
1.09
1.41
2.50
4.79
0.73
5.52
0.11
0.22
0.33
0.00
0.02
0.02
1.23
0.05
1.28
0.03
1.04
1.07
0.17
0.04
0.14
0.35
5.10
2.25
1.22
8.57
-
-
-
2.24
-
-
2.24
0.18
5.89
0.90
2.00
3.52
1.07
2.29
0.18
15.67
5.89
0.90
0.01
0.07
0.08
2.08
3.52
1.07
1.32
0.87
1.93
1.29
5.42
7.71
1.32
0.89
1.93
1.36
5.50
21.17
0.74
0.21
0.21
0.45
0.34
0.72
0.65
0.13
0.16
-
1.86
1.42
3.97
2.93
Expenditure Accounts by Components Totals Including Contingencies (US$ Million)
Technology transfer
Conservation
Animal
agriculture
nutrition
Summary Cost Table 13: Expenditures Accounts by Financiers
31
I. Investment Costs
A. Civil Works
Vehicles
Subtotal
Training
Studies
Subtotal
E. Fund
Fund
F. Insurance
Insurance
II. Recurrent Costs
A. Salaries
B. Allowances
D. O&M
Total PROJECT COSTS
The Government
Amount
%
IFAD
Amount
Beneficiaries
%
Amount
%
Total
Amount
%
Local
(Excl.
Taxes)
For.
Exch.
Duties &
Taxes
0.33
15.0
1.85
85.0
-
-
2.17
10.3
0.65
1.20
0.33
0.46
0.35
0.81
41.9
25.0
32.4
0.63
0.83
1.46
58.1
58.8
58.5
0.23
0.23
16.2
9.1
1.09
1.41
2.50
5.1
6.6
11.8
0.56
1.05
1.61
0.18
0.18
0.35
0.35
0.70
0.54
0.56
0.18
1.29
10.7
24.8
15.0
15.0
2.42
1.67
1.03
5.12
47.5
74.2
84.2
59.8
2.13
0.02
0.01
2.16
41.8
1.0
0.8
25.3
5.10
2.25
1.22
8.57
24.1
10.6
5.8
40.5
0.26
0.26
4.56
1.43
1.04
7.03
0.54
0.56
0.18
1.29
0.34
15.0
1.52
68.0
0.38
17.0
2.24
10.6
-
1.90
0.34
0.02
2.77
10.0
17.7
0.08
10.04
45.0
64.1
0.08
2.86
45.0
18.2
0.18
15.67
0.9
74.0
2.52
0.16
10.47
0.02
2.67
0.71
0.04
0.85
0.34
1.95
4.72
53.9
5.0
44.0
25.0
35.4
22.3
0.61
0.84
1.08
0.97
3.51
13.54
46.1
95.0
56.0
71.3
63.7
64.0
0.05
0.05
2.91
3.7
0.9
13.7
1.32
6.3
0.89
4.2
1.93
9.1
1.36
6.4
5.50 26.0
21.17 100.0
0.41
0.41
2.93
1.26
0.84
1.08
0.61
3.80
14.27
0.07
0.04
0.85
0.34
1.30
3.97
Expenditure Accounts by Financiers
(US$ Million)
Summary Cost Table 14: Components by Financiers
32
2. Animal nutrition
Subtotal
Subtotal
Total PROJECT COSTS
The Government
Amount
%
IFAD
Amount
Beneficiaries
%
Amount
%
Total
Amount
%
For.
Exch.
Local
(Excl. Duties &
Taxes) Taxes
0.74
0.21
0.95
0.34
12.7
23.3
14.1
16.5
2.95
0.44
3.38
1.67
50.1
48.4
49.9
80.3
2.19
0.26
2.45
0.07
37.3
28.3
36.1
3.2
5.89
0.90
6.79
2.08
27.8
4.3
32.1
9.8
0.21
0.45
0.66
0.72
4.93
0.24
5.17
1.02
0.74
0.21
0.95
0.34
0.65
0.16
2.61
3.42
4.72
18.5
15.0
33.9
27.8
22.3
2.48
0.91
5.10
8.49
13.54
70.4
85.0
66.1
69.0
64.0
0.39
0.39
2.91
11.1
3.2
13.7
3.52
1.07
7.71
12.30
21.17
16.6
5.0
36.4
58.1
100.0
0.13
1.42
1.55
2.93
2.74
0.91
4.43
8.08
14.27
0.65
0.16
1.86
2.67
3.97
Components by Financiers
(US$ Million)
Summary Cost Table 15: Disbursement Accounts by Financier
33
A. Civil works
B. Vehicles
C. Equipment & materials
D. Technical assistance, studies, and Training
E. Grants
F. Fund
G. Insurance
H. Recurrent costs
Salaries
Salaries and allowances
Allowances
O&M
Subtotal
Total PROJECT COSTS
The Government
Amount
%
IFAD
Amount
%
Beneficiaries
Amount
%
Total
Amount
%
For.
Exch.
Local
(Excl.
Taxes)
Duties &
Taxes
0.33
0.46
0.35
1.29
0.34
0.02
15.0
41.9
25.0
15.0
15.0
10.0
1.85
0.63
0.83
5.12
1.52
0.08
85.0
58.1
58.8
59.8
68.0
45.0
0.23
2.16
0.38
0.08
16.2
25.3
17.0
45.0
2.17
1.09
1.41
8.57
2.24
0.18
10.3
5.1
6.6
40.5
10.6
0.9
0.65
0.56
1.05
0.26
-
1.20
0.18
7.03
1.90
0.16
0.33
0.35
0.35
1.29
0.34
0.02
0.71
0.85
0.04
0.34
1.95
4.72
53.4
44.0
5.0
25.0
35.4
22.3
0.62
1.08
0.83
0.97
3.51
13.54
46.6
56.0
95.0
71.3
63.7
64.0
0.05
0.05
2.91
3.7
0.9
13.7
1.34
1.93
0.87
1.36
5.50
21.17
6.3
9.1
4.1
6.4
26.0
100.0
0.41
0.41
2.93
1.27
1.08
0.83
0.61
3.80
14.27
0.07
0.85
0.04
0.34
1.30
3.97
Civil works refers to the construction or rehabilitation of all buildings and crossings that achieve the project objectives and inclusive of the costs of design and supervision
Vehicles, equipment and materials refer to the means of transportation and all the inputs required for the agricultural demonstrations and scaling up of the technological packages.
Technical assistance, studies and training refers to all short and long term consultancies with private and public entities or with individuals as well as the training delivered at
community level, locality, state, national or international levels
Fund refers to grants under the community environment conservation fund and to the cost of insurance premium during the scaling up of the technological packages
Salaries and allowances refers to the salaries of the PMO staff inclusive of their social and other allowances, PMO staff field allowances, and the salary top up and field allowances
of the rural extension teams
O&M refers to the operation and maintenance costs of the vehicles, equipment and offices of the PMO and the rural extension units as well as the meeting allowances for the
project board of directors, the state coordination committees and the locality coordination committees
Disbursement Accounts by Financiers
(US$ Million)
Summary Cost Table 16: Local/Foreign/ Taxes by financiers
I. Foreign
II. Local (Excl. Taxes)
III. Taxes
Total Project
-0.00
0.75
3.97
4.72
5.3
100.0
22.3
IFAD
Amount
2.68
10.86
13.54
%
Beneficiaries
Amount
91.5
76.1
64.0
0.25
2.66
2.91
Total
Amount
%
8.5
18.6
13.7
2.93
14.27
3.97
21.17
%
13.9
67.4
18.8
100.0
Summary Cost Table 17: Disbursements by Semesters and Government Cash Flow
34
Disbursements by Semesters and Government Cash Flow
(US$ Million)
Financing Available
IFAD
Beneficiaries
Amount
Amount
1
2
3
4
5
6
7
8
9
10
11
12
13
14
Total
0.93
0.93
1.39
1.39
1.38
1.38
1.31
1.31
0.75
0.75
0.61
0.61
0.41
0.41
13.54
0.00
0.00
0.19
0.19
0.33
0.33
0.36
0.36
0.31
0.31
0.20
0.20
0.06
0.06
2.91
Total
0.93
0.93
1.57
1.57
1.71
1.71
1.67
1.67
1.06
1.06
0.81
0.81
0.47
0.47
16.45
Costs to
be
Financed
The Government
Project
Cash
Cumulative
Costs
Flow
Cash Flow
1.34
1.34
1.96
1.96
2.11
2.11
2.06
2.06
1.37
1.37
1.06
1.06
0.68
0.68
21.17
-0.40
-0.40
-0.39
-0.39
-0.40
-0.40
-0.40
-0.40
-0.31
-0.31
-0.26
-0.26
-0.20
-0.20
-4.72
-0.40
-0.81
-1.20
-1.58
-1.98
-2.38
-2.78
-3.18
-3.49
-3.80
-4.06
-4.31
-4.52
-4.72
-4.72
Local/Foreign/Taxes by Financiers
(US$ Million)
The Government
Amount
%
Summary Cost Table 18: Procurement Accounts by Years
Y1
1. Civil Works /a
2. Vehicles
3. Equipment and materials
4. Fund
5. Insurance
6. Technical Assistance, studies and Training
7. Recurrent Costs
9. Allowances
Total
Y2
0.55
0.86
0.43
0.30
0.09
0.44
2.67
0.10
0.01
0.32
0.73
2.00
0.19
0.58
3.92
Y3
Y4
Y5
0.80
0.01
0.18
0.75
1.67
0.20
0.60
4.22
0.72
0.01
0.17
0.77
0.07
1.56
0.21
0.61
4.13
Y6
0.17
0.10
0.10
1.53
0.22
0.62
2.74
0.01
0.10
0.14
1.01
0.22
0.64
2.13
35
_________________________________
\a Encouraged to form ventures with international consulting firms
Summary Cost Table 19: Financing Plan (USD)
Financing Plan
(US$ Million)
Foreign
The Government
IFAD
Beneficiaries
Total
-0.00
2.68
0.25
2.93
Local
4.72
10.86
2.66
18.24
Total
4.72
13.54
2.91
21.17
Percent
22.3
64.0
13.7
100.0
Y7
0.01
0.10
0.10
0.26
0.23
0.65
1.36
Total
2.17
1.09
1.41
2.24
0.41
8.35
1.36
4.15
21.17
Procurement Accounts by Years
(US$ Million)
Summary Cost Table 20: Procurement Arrangements
A. Civil Works /a
B. Vehicles
C. Equipment and materials
Procurement Method
International
National
Consulting
Competitive Competitive Consulting
Services:
Bidding
Bidding
Services
QCBS
1.09
(0.63)
-
Direct
Local
Purchase/Negotiations/Single
Shopping
Tender
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2.24
(1.52)
0.41
(0.08)
-
-
-
1.36
(0.97)
-
-
E. Insurance
-
-
-
-
-
F. Technical Assistance, studies and Training
-
-
G. Recurrent Costs
-
-
8.24
(5.05)
-
0.00
(0.00)
-
0.11
(0.07)
-
H. Salaries
-
-
-
-
-
-
I. Allowances
-
-
-
-
-
-
J. Operations and maintenance
-
-
-
-
-
1.09
(0.63)
3.58
(2.67)
8.24
(5.05)
0.00
(0.00)
0.11
(0.07)
36
D. Fund
_________________________________
Note: Figures in parenthesis are the respective amounts financed by IFAD
Total
2.17
(1.85)
1.41
(0.83)
-
Total
N.B.F.
-
2.17
(1.85)
1.09
(0.63)
1.41
(0.83)
2.24
(1.52)
0.41
(0.08)
8.35
(5.12)
1.36
(0.97)
4.15
(2.54)
-
4.15
(2.54)
-
2.65
(1.61)
5.50
(3.51)
21.17
(13.54)
Procurement Arrangements
(US$ Million)
Summary Cost Table 21: Procurement Arrangements – Non ICB/LCB Aggregated as other.
Procurement Method
International
National
Competitive
Competitive
Consulting
Bidding
Bidding
Services
A. Civil Works /a
B. Vehicles
C. Equipment and materials
1.09
(0.63)
-
Other
N.B.F.
2.17
(1.85)
-
-
-
-
-
-
-
-
-
-
-
-
37
D. Fund
-
1.41
(0.83)
-
E. Insurance
-
-
-
F. Technical Assistance, studies and Training
-
-
G. Recurrent Costs
-
-
8.24
(5.05)
-
2.24
(1.52)
0.41
(0.08)
0.11
(0.07)
-
H. Salaries
-
-
-
-
I. Allowances
-
-
-
-
J. Operations and maintenance
-
-
-
1.09
(0.63)
3.58
(2.67)
8.24
(5.05)
Total
_________________________________
Note: Figures in parenthesis are the respective amounts financed by IFAD
Total
1.36
(0.97)
-
2.17
(1.85)
1.09
(0.63)
1.41
(0.83)
2.24
(1.52)
0.41
(0.08)
8.35
(5.12)
1.36
(0.97)
4.15
(2.54)
-
4.15
(2.54)
-
2.75
(1.67)
5.50
(3.51)
21.17
(13.54)
Procurement Arrangements - Non ICB/LCB Aggregated as Other
(US$ Million)
Detailed Cost Table 1: Technology Transfer on Soil and Water Conservation
Unit
38
I. Investment Costs
A. Rehabilitation of irrigated range farm /a
farm
B. Rehabilitation of nurseries
nursery
C. Equipment for jubraka-treadle pump and its platform
pump
D. Equipment for jubraka - water ponds+inlet
pond
E. Rain gauge
set
F. Demonstration of conservation agriculture package
1. capital intensive minimum tillage: Demos Model 1
feddans
2. capital intensive minimum tillage: Up scaling Model 1 /b
lumpsum
3. jubraka demonstration
feddans
4. jubraka up scaling
feddans
5. capital semi-intensive minimum tillage: Demos Model 2
feddans
6. capital semi-intensive minimum tillage: up scaling model 2 /c lumpsum
Subtotal
G. Technical support
1. Demonstration on household nursery
farmers
2. Development of manual on water harvesting
persmonth
3. Radio programme and TV spots
episodes
4. production material
ls
5. Formulation of extension pamphlets and guidelines /d
persmonth
6. Field days
villages
7. Exchange visits
pers
8. Workshops at RAU level
RAU
Subtotal
H. Farmers' Training
Training of women farmers on improved jubrakas
Trainees
Training of farmers on minimum tillage techniques
Trainees
Training of farmers on procurement of machinery services
Trainees
Subtotal
I. Technical support by ARC
1. Improved seed production
lumpsum
2. Capacity building
lumpsum
3. Applied research
lumpsum
4. ARC technical backstopping
lumpsum
Subtotal
Total
2010 2011
1
2
23
90
180
-
Quantities
2012 2013 2014
90
180
-
Base Cost (SDG Million)
2012
2013
2014 2015 2016
Total
0.07
0.02
-
0.07
0.02
-
-
-
-
-
0.05
0.13
0.14
0.04
0.01
- 2 100 4 200 4 200 4 200 2 100
- 16 800
300
90
90
285
285
270
- 1 400 2 800 2 800 2 800 1 400
180
150
990
- 11 200
470
470
300
-
0.63
0.04
0.42
1.09
1.26
0.04
0.84
2.14
1.26
0.01
0.13
0.84
0.01
2.25
1.26
0.04
0.13
0.84
0.03
2.30
0.63
0.08
0.13
0.42
0.06
1.31
0.08
0.07
0.04
0.19
5.04
0.20
0.08
0.47
3.36
0.14
9.29
_________________________________
\a For production of fodder crops and seeds of range grasses
\b The insurance cost is the cost imputed to the upscaling and is based on expected yields.
\c The insurance cost is imputed to upscaling and is based on expected yields.
\d inclusive of validation and publication
-
2011
0.05
0.13
0.01
-
-
Unit Cost
(SDG) 2010
50.000
65.000
800
120
230
24
1
2
20
140
5
-
Total
1
2
180
360
23
- 1 620 1 620
3
24
20
20
20
140
140
140
5
5
5
-
2015 2016
24
20
140
5
24
20
140
5
20
140
5
3 240
3
96
1
2
140
980
35
100
20.000
150
20.000
20.000
100
20
1.000
0.00
0.00
0.01
0.01
0.16
0.00
0.00
0.01
0.17
0.16
0.06
0.00
0.00
0.00
0.01
0.24
0.00
0.02
0.04
0.00
0.00
0.01
0.07
0.00
0.00
0.00
0.01
0.01
0.00
0.00
0.00
0.01
0.01
0.00
0.00
0.01
0.01
0.32
0.06
0.01
0.02
0.04
0.01
0.02
0.04
0.53
180
180
570
570
700 1 400 1 400 1 400
700 1 400 1 400 1 400
540
700
700
300
-
2 340
5 600
5 600
100
100
100
-
0.02
0.07
0.07
0.16
0.02
0.14
0.14
0.30
0.06
0.14
0.14
0.34
0.06
0.14
0.14
0.34
0.05
0.07
0.07
0.19
0.03
0.03
0.23
0.56
0.56
1.35
0.11
0.05
0.15
0.02
0.32
0.52
0.11
0.10
0.15
0.02
0.38
1.89
0.11
0.10
0.08
0.01
0.30
3.07
2.66
2.65
1.52
0.23
0.32
0.25
0.38
0.05
1.00
12.54
Table 1. Conservation agriculture
Detailed Costs
Table 1. Conservation agriculture
Detailed Costs
Totals Including Contingencies (SDG Million)
2011
2012
2013
2014
2015
2010
2016
Total
(SDG Million)
Local
(Excl.
Duties &
Taxes)
Taxes
Total
Parameters (in %)
Phy.
Summary Divisions
Cont.
For.
Gross
Expenditure
Rate
Exch.
Tax Rate Component Account
Disb. Acct.
Fin. Rule
EM_DA
EM_DA
EM_DA
EM_DA
EM_DA
IFAD (100%)
IFAD (100%)
IFAD (100%)
IFAD (100%)
IFAD (100%)
0.07
0.17
0.01
0.10
0.03
-
0.11
0.03
-
-
-
-
-
0.07
0.17
0.21
0.06
0.01
0.05
0.13
0.16
0.05
0.01
-
0.02
0.04
0.05
0.02
0.00
0.07
0.17
0.21
0.06
0.01
10.0
10.0
10.0
10.0
10.0
75.0
75.0
75.0
75.0
75.0
25.0
25.0
25.0
25.0
25.0
CROP
CROP
CROP
CROP
CROP
-
0.80
0.05
0.53
1.38
1.70
0.06
1.13
2.89
1.82
0.01
0.19
1.21
0.01
3.25
1.95
0.07
0.21
1.30
0.05
3.57
1.04
0.14
0.21
0.69
0.11
2.19
0.15
0.12
0.08
0.36
7.30
0.38
0.11
0.73
4.87
0.25
13.64
-
6.61
0.34
0.10
0.66
4.40
0.22
12.34
0.70
0.04
0.01
0.07
0.46
0.02
1.30
7.30
0.38
0.11
0.73
4.87
0.25
13.64
0.0
10.0
0.0
0.0
0.0
10.0
0.0
0.0
0.0
0.0
0.0
0.0
9.9
10.0
9.9
9.9
9.9
10.0
CROP
CROP
CROP
CROP
CROP
CROP
0.00
0.00
0.01
0.01
0.20
0.00
0.00
0.01
0.22
0.22
0.08
0.00
0.00
0.00
0.01
0.32
0.01
0.03
0.06
0.00
0.00
0.01
0.11
0.01
0.00
0.00
0.01
0.02
0.01
0.00
0.01
0.01
0.02
0.00
0.01
0.01
0.02
0.42
0.08
0.02
0.03
0.06
0.02
0.03
0.06
0.72
0.00
0.00
0.01
0.01
0.36
0.07
0.02
0.02
0.05
0.01
0.02
0.04
0.59
0.06
0.01
0.00
0.00
0.01
0.01
0.01
0.01
0.12
0.42
0.08
0.02
0.03
0.06
0.02
0.03
0.06
0.72
0.0
0.0
0.0
0.0
0.0
10.0
10.0
10.0
0.0
0.0
0.0
0.0
0.0
10.0
10.0
10.0
14.9
14.9
14.9
14.9
14.9
25.0
25.0
25.0
CROP
CROP
CROP
CROP
CROP
CROP
CROP
CROP
NTA_EA
NTA_EA
NTA_EA
NTA_EA
NTA_EA
TR_EA
TR_EA
TR_EA
TAST_DA
TAST_DA
TAST_DA
TAST_DA
TAST_DA
TAST_DA
TAST_DA
TAST_DA
IFAD (100%)
IFAD (100%)
IFAD (100%)
IFAD (100%)
IFAD (100%)
IFAD (100%)
IFAD (100%)
IFAD (100%)
-
0.03
0.10
0.10
0.22
0.03
0.21
0.21
0.44
0.09
0.22
0.22
0.54
0.10
0.24
0.24
0.58
0.10
0.13
0.13
0.35
0.06
0.06
0.40
0.90
0.90
2.19
0.04
0.09
0.09
0.22
0.26
0.58
0.58
1.43
0.10
0.22
0.22
0.55
0.40
0.90
0.90
2.19
10.0
10.0
10.0
10.0
10.0
10.0
25.0
25.0
25.0
CROP
CROP
CROP
TR_EA
TR_EA
TR_EA
TAST_DA
TAST_DA
TAST_DA
IFAD (100%)
IFAD (100%)
IFAD (100%)
0.12
0.06
0.18
0.02
0.38
0.64
0.13
0.13
0.19
0.02
0.47
2.42
0.14
0.14
0.10
0.02
0.40
4.20
3.90
4.17
2.57
0.44
0.40
0.32
0.47
0.06
1.26
18.33
0.61
0.34
0.28
0.40
0.05
1.07
15.43
0.06
0.05
0.07
0.01
0.18
2.28
0.40
0.32
0.47
0.06
1.26
18.33
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
14.9
14.9
14.9
14.9
CROP
CROP
CROP
CROP
NTA_EA
NTA_EA
NTA_EA
NTA_EA
TAST_DA
TAST_DA
TAST_DA
TAST_DA
IFAD (100%)
IFAD (100%)
IFAD (100%)
IFAD (100%)
_________________________________
\a For production of fodder crops and seeds of range grasses
\b The insurance cost is the cost imputed to the upscaling and is based on expected yields.
\c The insurance cost is imputed to upscaling and is based on expected yields.
\d inclusive of validation and publication
EM_EA
EM_EA
EM_EA
EM_EA
EM_EA
Other Accounts
NTA_EA
TAST_DA
INSURANCE_1 INSURANCE
NTA_EA
TAST_DA
NTA_EA
TAST_DA
NTA_EA
TAST_DA
INSURANCE_1 INSURANCE
IFAD ( 50% ), BEN (50%)
IFAD ( 50% ), BEN (50%)
IFAD (60% ), BEN (40%)
BEN (100%)
IFAD ( 40% ), BEN (60%)
IFAD ( 50% ), BEN (50% )
39
I. Investment Costs
A. Rehabilitation of irrigated range farm /a
B. Rehabilitation of nurseries
C. Equipment for jubraka-treadle pump and its platform
D. Equipment for jubraka - water ponds+inlet
E. Rain gauge
F. Demonstration of conservation agriculture package
1. capital intensive minimum tillage: Demos Model 1
2. capital intensive minimum tillage: Up scaling Model 1 /b
3. jubraka demonstration
4. jubraka up scaling
5. capital semi-intensive minimum tillage: Demos Model 2
6. capital semi-intensive minimum tillage: up scaling model 2 /c
Subtotal
G. Technical support
1. Demonstration on household nursery
2. Development of manual on water harvesting
3. Radio programme and TV spots
4. production material
5. Formulation of extension pamphlets and guidelines /d
6. Field days
7. Exchange visits
8. Workshops at RAU level
Subtotal
H. Farmers' Training
Training of women farmers on improved jubrakas
Training of farmers on minimum tillage techniques
Training of farmers on procurement of machinery services
Subtotal
I. Technical support by ARC
1. Improved seed production
2. Capacity building
3. Applied research
4. ARC technical backstopping
Subtotal
Total
For.
Exch.
Detailed Cost Table 2: Animal Nutrition
Unit
40
I. Investment Costs
A. Equipment and machinery
Chopper and motor engine (3 kV) - with support from project /a
Chopper and motor engine - purchased by beneficiaries
Scale balance /b
Distribution of chicken /c
chicken pens /d
Feed for chicken /e
Subtotal
B. Training
Training of extension engineers on improved nutrition for livestock
Training of extension engineers and veterinarians on animal health
Training of farmer trainers on improved animal nutrition and use of Choppers
On-the-job training of farmers on animal nutrition
Training of farmer trainers on animal health
On-the-job training of farmers on animal health
Field days
Exchange visits
Workshops at RAU level
Subtotal
C. Range improvement and forest enrichment
1. Demo - Strip/contour ridges for rangeland improvement
2. Enrichment of reserved forest located nearby villages with fodder trees and
nutritive grass species
Subtotal
Total
Quantities
2010 2011 2012 2013 2014 2015 2016 Total
nb
20
nb
nb
20
20
No. of chiken 2 700 2 700
No.
180 180
Sachs
540 540
20
20
20
-
20
20
-
20
20
-
pers
pers
pers
pers
pers
pers
villages
pers
RAU
20
20
20
800
60
800
20
140
5
20
20
20
800
60
800
20
140
5
20
20
20
800
60
800
20
140
5
20
800
60
800
20
140
5
20
800
60
800
20
140
5
feddans
-
100
100
-
-
feddans
-
280
280
360
360
20
20
-
Unit
Cost
(SDG)
2010
2011
2012
Base Cost (SDG)
2013
2014
Total
40
100
140
5 400
360
1 080
4.000
4.000
1.000 20 000.00
18 48 600.00
750 135 000.00
75 40 500.00
244 100.00
20
20
800 800
60
60
800 800
20
20
140 140
5
5
60
60
140
5 600
420
5 600
140
980
35
600
600
200
5
500
5
100
20
1.000
12 000.00
12 000.00
4 000.00
4 000.00
30 000.00
4 000.00
2 000.00
2 800.00
5 000.00
75 800.00
12 000.00
12 000.00
4 000.00
4 000.00
30 000.00
4 000.00
2 000.00
2 800.00
5 000.00
75 800.00
12 000.00
12 000.00
4 000.00
4 000.00
30 000.00
4 000.00
2 000.00
2 800.00
5 000.00
75 800.00
4 000.00
4 000.00
30 000.00
4 000.00
2 000.00
2 800.00
5 000.00
51 800.00
4 000.00
4 000.00
30 000.00
4 000.00
2 000.00
2 800.00
5 000.00
51 800.00
4 000.00
4 000.00
30 000.00
4 000.00
2 000.00
2 800.00
5 000.00
51 800.00
4 000.00
4 000.00
30 000.00
4 000.00
2 000.00
2 800.00
5 000.00
51 800.00
36 000.00
36 000.00
28 000.00
28 000.00
210 000.00
28 000.00
14 000.00
19 600.00
35 000.00
434 600.00
-
200
145
-
14 500.00
14 500.00
-
-
-
-
29 000.00
360 360
2 000
100
319 900.00
36 000.00 36 000.00
36 000.00 36 000.00
187 800.00 187 800.00
200 000.00
229 000.00
1 811 800.00
_________________________________
\a The cost of the urea enrichment is included in the cost of the chopper to be provided on demo basis to each village
\b Scale balance for weighting feeds
\c 180 women housholds (Jubraka) and 15 chiken per women houshold in year 1 and Yr2
\d for 180 women housholds (Jubraka) in year 1 and Yr2. Dimension of a pen: 4 m². se WP on livestock
\e 1 sacks per month (15 kg) over 3 months for 180 women housholds (Jubraka) in year 1 and Yr2. Each women will be given 3 sachs per year.
28 000.00 28 000.00
42 500.00 42 500.00
442 400.00 298 300.00
80 000.00 80 000.00
20 000.00 20 000.00
100 000.00 100 000.00
2016
20
20
-
-
80 000.00 80 000.00
- 80 000.00
20 000.00 20 000.00
48 600.00
135 000.00
40 500.00
324 100.00 180 000.00
2015
36 000.00 36 000.00
36 000.00 36 000.00
187 800.00 187 800.00
80 000.00 80 000.00
20 000.00 20 000.00
100 000.00 100 000.00
160 000.00
400 000.00
140 000.00
97 200.00
270 000.00
81 000.00
1 148 200.00
Table 2. Animal nutrition
Detailed Costs
Table 2. Animal nutrition
Detailed Costs
2010
Totals Including Contingencies (SDG)
2012
2013
2014
2015
2016
Total
Breakdown of Totals Incl. Cont. (SDG)
Local (Excl.
Duties &
Taxes)
Taxes
For. Exch.
Total
26
63
175
52
318
069.37
348.58
968.27
790.48
176.70
111 576.92
27 894.23
67 782.98
188 286.05
56 485.81
452 025.98
119 387.30
119 387.30
29 846.83
268 621.43
127 744.41
31 936.10
159 680.51
136 686.52
34 171.63
170 858.15
146 254.58
36 563.64
182 818.22
156 492.40
39 123.10
195 615.50
230 964.22
686 565.21
225 604.90
131 131.55
364 254.31
109 276.29
1 747 796.49
173
514
169
98
273
81
1 310
223.16
923.91
203.68
348.66
190.74
957.22
847.37
15
15
5
5
39
5
2
3
6
98
641.62
641.62
213.87
213.87
104.06
213.87
606.94
649.71
517.34
802.92
16
16
5
5
41
5
2
3
6
105
736.54
736.54
578.85
578.85
841.34
578.85
789.42
905.19
973.56
719.13
17 908.10
17 908.10
5 969.37
5 969.37
44 770.24
5 969.37
2 984.68
4 178.56
7 461.71
113 119.47
6 387.22
6 387.22
47 904.15
6 387.22
3 193.61
4 471.05
7 984.03
82 714.51
6 834.33
6 834.33
51 257.45
6 834.33
3 417.16
4 784.03
8 542.91
88 504.52
7 312.73
7 312.73
54 845.47
7 312.73
3 656.36
5 118.91
9 140.91
94 699.84
7 824.62
7 824.62
58 684.65
7 824.62
3 912.31
5 477.23
9 780.77
101 328.83
50 286.26
50 286.26
45 120.98
45 120.98
338 407.36
45 120.98
22 560.49
31 584.69
56 401.23
684 889.21
5
5
4
4
33
4
2
3
5
68
028.63
028.63
512.10
512.10
840.74
512.10
256.05
158.47
640.12
488.92
-
18 284.65
19 538.40
-
-
-
-
37 823.05
-
32 348.11
5 474.94
37 823.05
416 979.62
35 308.29
53 592.94
611 338.05
37 729.33
57 267.73
439 008.62
51 839.79
51 839.79
294 234.81
55 403.59
55 403.59
314 766.26
59 216.85
59 216.85
336 734.91
63 297.05
63 297.05
360 241.37
302 794.90
340 617.95
2 773 303.65
1 379 336.29
259 688.55
292 036.66
749 786.22
43 106.35
48 581.29
644 181.15
302 794.90
340 617.95
2 773 303.65
_________________________________
\a The cost of the urea enrichment is included in the cost of the chopper to be provided on demo basis to each village
\b Scale balance for weighting feeds
\c 180 women housholds (Jubraka) and 15 chiken per women houshold in year 1 and Yr2
\d for 180 women housholds (Jubraka) in year 1 and Yr2. Dimension of a pen: 4 m². se WP on livestock
45
32
29
29
219
29
14
20
36
457
-
57 741.05
171 641.30
56 401.23
32 782.89
91 063.58
27 319.07
436 949.12
230 964.22
686 565.21
225 604.90
131 131.55
364 254.31
109 276.29
1 747 796.49
257.63
686.07
328.64
328.64
964.78
328.64
664.32
530.05
660.80
749.55
12 571.56
11 280.25
11 280.25
84 601.84
11 280.25
5 640.12
7 896.17
14 100.31
158 650.74
50 286.26
50 286.26
45 120.98
45 120.98
338 407.36
45 120.98
22 560.49
31 584.69
56 401.23
684 889.21
41
I. Investment Costs
A. Equipment and machinery
Chopper and motor engine (3 kV) - with support from project /a
Chopper and motor engine - purchased by beneficiaries
Scale balance /b
Distribution of chicken /c
chicken pens /d
Feed for chicken /e
Subtotal
B. Training
Training of extension engineers on improved nutrition for livestock
Training of extension engineers and veterinarians on animal health
Training of farmer trainers on improved animal nutrition and use of Choppers
Training of farmer trainers on animal health
Field days
Exchange visits
Workshops at RAU level
Subtotal
C. Range improvement and forest enrichment
1. Demo - Strip/contour ridges for rangeland improvement
2. Enrichment of reserved forest located nearby villages with fodder trees and
nutritive grass species
Subtotal
Total
2011
Detailed Cost Table 3: Market Access and Post-harvest Management
Unit
42
I. Investment Costs
A. Irish crossings & culvert pipes
1. Dali & Mazmum
Construction of multipurpose Irish crossing
2. West Dinder
Construction of culvert pipe
Subtotal
3. East Dinder
Subtotal
4. survey and design works /a
5. supervision (8%) /b
6. training of communities
Subtotal
B. Grain storage facilities & transformation techniques
Solar energy dehydrators /c
improved storage and solar dehydration /d
Training on solar energy dehydration for vegetables & Sun-drying of vegetables
Improvement of oil pressing /e
Improvement of existing stores
Training on storage
Training of Trainers of Extension Agents on storage and solar dehydration
Subtotal
II. Recurrent Costs
A. Allowances
civil engineer
Surveyer
Technician
Subtotal
B. Operations and maintenance for crossings
Total
2010 2011
Quantities
2012 2013 2014 2015 2016 Total
2010
2011
2012
Base Cost (SDG)
2013
2014
2015
2016
Total
meter
-
-
122
-
-
-
244
3.200
-
-
390 400.00
390 400.00
-
-
-
780 800.00
meter
LS
-
- 128.5 128.5
-
-
-
257
3.200
-
-
411 200.00
23 250.00
434 450.00
411 200.00
23 250.00
434 450.00
-
-
-
822 400.00
46 500.00
868 900.00
meter
LS
-
-
167
168
-
-
-
335
3.200
LS
LS
Trainees
-
50
50
50
-
-
-
150
242 428.00
125
242 428.00
193 686.00
6 250.00
199 936.00
534 400.00
46 490.00
580 890.00
194 198.00
6 250.00
1 606 188.00
537 600.00
46 490.00
584 090.00
6 250.00
1 415 190.00
-
-
-
1 072 000.00
92 980.00
1 164 980.00
242 428.00
387 884.00
18 750.00
3 463 742.00
units
Lumpsum
Trainees
persmonths
unit
Trainees
Trainees
-
7
7
7
7
7
-
35
2.000
-
140
1.5
20
140
70
140
20
140
70
140
-
140
70
140
-
140
70
140
-
70
140
-
700
1.5
350
700
40
25
6.000
1.000
5
500
242 428.00
14 000.00
1 400.00
3 500.00
9 000.00
10 000.00
37 900.00
237 836.00
14 000.00
8 400.00
3 500.00
70 000.00
700.00
10 000.00
106 600.00
1 712 788.00
14 000.00
8 400.00
3 500.00
70 000.00
700.00
96 600.00
1 511 790.00
14 000.00
8 400.00
3 500.00
70 000.00
700.00
96 600.00
96 600.00
14 000.00
8 400.00
3 500.00
70 000.00
700.00
96 600.00
96 600.00
7 000.00
70 000.00
700.00
77 700.00
77 700.00
70 000.00
42 000.00
17 500.00
9 000.00
350 000.00
3 500.00
20 000.00
512 000.00
3 975 742.00
manmonth
manmonth
manmonth
-
-
6
6
6
6
6
6
-
-
-
12
12
12
900
900
750
242 428.00
237 836.00
5 400.00
5 400.00
4 500.00
15 300.00
15 000.00
30 300.00
1 743 088.00
5 400.00
5 400.00
4 500.00
15 300.00
30 000.00 30 000.00
45 300.00 30 000.00
1 557 090.00 126 600.00
30 000.00 30 000.00
30 000.00 30 000.00
126 600.00 107 700.00
10 800.00
10 800.00
9 000.00
30 600.00
135 000.00
165 600.00
4 141 342.00
LS
_________________________________
\a Survey and design works represents 5% of the total construction cost
\b Supervision works represents 8% of the total construction cost
\c 7 units/village & per year. 35 villages in the demo & 20 in the up scaling phase.
\d Community contribution will mainly be in form of labour, calculated as 10% of solar dryers and improved stores
122
Unit
Cost
(SDG)
Table 3. Market access and post harvest management
Detailed Costs
Table 3. Market access and post harvest management
Detailed Costs
Total
Parameters (in %)
Phy.
Summary Divisions
Cont.
For.
Gross
Expenditure
Rate Exch. Tax RateComponent Account
Other Accounts
Disb.
Acct.
Fin. Rule
Proc.
Acct.
Proc. Method
361 800.83
663 301.52
180 900.41
1 206 002.76
10.0
30.0
15.0 MARKET
CW_EA
CW_DA
IFAD (100%)
CW_PA
NCB_PM (100% )
381 077.10
21 546.80
402 623.90
698 641.35
39 502.46
738 143.81
190 538.55
10 773.40
201 311.95
1 270 257.00
71 822.65
1 342 079.65
10.0
10.0
30.0
30.0
15.0 MARKET
15.0 MARKET
CW_EA
CW_EA
CW_DA
CW_DA
IFAD (100%)
IFAD (100%)
CW_PA
CW_PA
NCB_PM (100% )
NCB_PM (100% )
496 784.88
43 084.32
539 869.21
94 799.19
167 983.73
2 802.41
1 569 879.26
910 772.29
78 987.93
989 760.22
173 798.51
307 970.17
21 018.08
2 893 992.31
248 392.44
21 542.16
269 934.60
47 399.59
83 991.87
4 203.62
787 742.04
1 655 949.61
143 614.42
1 799 564.03
315 997.30
559 945.77
28 024.11
5 251 613.62
10.0
10.0
30.0
30.0
15.0 MARKET
15.0 MARKET
CW_EA
CW_EA
CW_DA
CW_DA
IFAD (100%)
IFAD (100%)
CW_PA
CW_PA
NCB_PM (100% )
NCB_PM (100% )
10.0
10.0
10.0
30.0
30.0
10.0
15.0 MARKET
15.0 MARKET
15.0 MARKET
CW_EA
CW_EA
CW_EA
CW_DA
CW_DA
CW_DA
IFAD (100%)
IFAD (100%)
IFAD (100%)
CW_PA
CW_PA
CW_PA
NCB_PM (100% )
NCB_PM (100% )
NCB_PM (100% )
84 216.53
53 477.49
2 807.22
450 558.42
600.74
2 887.05
594 547.45
2 164 426.72
18 246.91
9 699.58
3 904.84
18 765.84
50 617.18
2 944 609.49
28 072.18
17 825.83
7 018.04
1 649.51
150 186.14
1 501.86
7 217.63
213 471.19
1 001 213.24
112 288.70
71 303.33
28 072.18
11 349.09
600 744.56
6 007.45
28 870.53
858 635.83
6 110 249.45
10.0
10.0
10.0
0.0
10.0
10.0
10.0
75.0
75.0
10.0
0.0
75.0
10.0
10.0
25.0
25.0
25.0
14.9
25.0
25.0
25.0
EM_EA
EM_EA
TR_EA
NTA_EA
EM_EA
TR_EA
TR_EA
67 317.46
67 317.46
2 231 744.17
15 126.99
15 126.99
12 605.82
42 859.80
100 976.19
143 835.99
3 088 445.48
796.16
796.16
663.46
2 255.78
56 097.88
58 353.66
1 059 566.90
15 923.15
15 923.15
13 269.29
45 115.58
224 391.52
269 507.10
6 379 756.55
5.0
5.0
5.0
0.0
0.0
0.0
5.0
30.0
_________________________________
\a Survey and design works represents 5% of the total construction cost
\b Supervision works represents 8% of the total construction cost
\c 7 units/village & per year. 35 villages in the demo & 20 in the up scaling phase.
\d Community contribution will mainly be in form of labour, calculated as 10% of solar dryers and improved stores
\e Technical assistance on improved oil pressing, targeting existing oil pressors
MARKET
MARKET
MARKET
MARKET
MARKET
MARKET
MARKET
EM_DA
IFAD (100%)
EM_DA BEN ( 100% )
TAST_DA IFAD (100%)
TAST_DA IFAD (100%)
EM_DA
IFAD (100%)
TAST_DA IFAD (100%)
TAST_DA IFAD (100%)
5.0 MARKET ALLO_EA_1 SAL_DA
25.0 MARKET
O_M_EA
O_M
EM_PA
NCB_PM ( 100% )
EM_PA
NCB_PM ( 100% )
TAST_PA CON_SRVCS_PM ( 100% )
TAST_PA
QCBS_PM ( 100% )
EM_PA
NCB_PM ( 100% )
IFAD ( 100% )
IFAD ( 100% )
IFAD ( 100% )
ALLO_PA
ALLO_PA
ALLO_PA
NBF_PM ( 100% )
NBF_PM ( 100% )
NBF_PM ( 100% )
BEN ( 100% )
RC_PA
NBF_PM ( 100% )
43
I. Investment Costs
A. Irish crossings & culvert pipes
1. Dali & Mazmum
2. West Dinder
Subtotal
3. East Dinder
Subtotal
4. survey and design works /a
5. supervision (8%) /b
6. training of communities
Subtotal
B. Grain storage facilities & transformation techniques
Solar energy dehydrators /c
improved storage and solar dehydration /d
Training on solar energy dehydration for vegetables & Sun-drying of vegetables
Improvement of oil pressing /e
Improvement of existing stores
Training on storage
Training of Trainers of Extension Agents on storage and solar dehydration
Subtotal
II. Recurrent Costs
A. Allowances
civil engineer
Surveyer
Technician
Subtotal
B. Operations and maintenance for crossings
Total
Local (Excl.
Duties &
For. Exch.
Taxes)
Taxes
Detailed Cost Table 4: Community Orientation and Training – Investment Costs
Unit
I. Investment Costs
A. Community orientation & training
1. Poverty targeting
Village survey /a
Selection and phasing of the 100 villages /b
Registration of the VDC /c
Subtotal
2. Training
training of the village development committees
Training on adult literacy and mother/child and environment health
training the interest groups
training on gender
training of trainers on capacity building of community organizations
Training on safety, operation and maintenance of gas stoves
Subtotal
3. Environment conservation fund /d
Total
2010 2011
2012
Quantities
2013
2014
2015
survey
locality committee
LS
1
1
-
20
20
20
20
20
Trainees
Trainees
trainees
trainees
trainees
trainees
20
-
2 500
1 000
1 200
2 000
20
1 000
4 000
1 500
2 400
4 000
1 000
5 500
1 500
3 600
4 000
1 000
5 500
1 500
3 600
4 000
1 000
5 500
1 500
3 600
4 000
1 000
2016
Total
-
Unit Cost
(SDG)
2010
2011
2012
Base Cost (SDG)
2013
2014
2015
1
1
100
75.000
1.000
250
75 000.00
1 000.00
76 000.00
5 000.00
5 000.00
5 000.00
5 000.00
5 000.00
5 000.00
5 000.00
5 000.00
5 000.00
5 000.00
3 600 26 600
500 7 500
2 400 16 800
2 000 20 000
40
- 5 000
18
56
56
25
500
4
10 000.00
10 000.00
86 000.00
45 000.00
56 000.00
67 200.00
50 000.00
10 000.00
4 000.00
232 200.00
1 500 000.00
1 737 200.00
72 000.00
84 000.00
134 400.00
100 000.00
4 000.00
394 400.00
1 500 000.00
1 899 400.00
99 000.00
84 000.00
201 600.00
100 000.00
4 000.00
488 600.00
1 500 000.00
1 993 600.00
99 000.00
84 000.00
201 600.00
100 000.00
4 000.00
488 600.00
493 600.00
99 000.00
84 000.00
201 600.00
100 000.00
4 000.00
488 600.00
493 600.00
LS
2016
Total
-
75 000.00
1 000.00
25 000.00
101 000.00
64 800.00
478 800.00
28 000.00
420 000.00
134 400.00
940 800.00
50 000.00
500 000.00
20 000.00
20 000.00
277 200.00 2 379 600.00
- 4 500 000.00
277 200.00 6 980 600.00
44
_________________________________
\a Village survey on all villages in the 3 localities incl. nutrition.
\b Selection and phasing of the 100 villages is based on some criteria (see Community developpment WP)
\c registration as a voluntary association.
\d used for different activities including the construction of community & women centers, the distribution of 5000 gas stoves,and destocking
Table 4. Community orientation and training
Detailed Costs
2010
I. Investment Costs
A. Community orientation & training
1. Poverty targeting
Village survey /a
Selection and phasing of the 100 villages /b
Registration of the VDC /c
Subtotal
2. Training
training of the village development committees
Training on adult literacy and mother/child and environment health
training the interest groups
training on gender
training of trainers on capacity building of community organizations
Training on safety, operation and maintenance of gas stoves
Subtotal
3. Environment conservation fund /d
Total
2011
2012
2013
2014
2015
2016
Total
Local (Excl.
Duties &
For. Exch.
Taxes)
Taxes
93 316.51
1 244.22
94 560.73
6 656.58
6 656.58
7 122.54
7 122.54
7 621.12
7 621.12
8 154.59
8 154.59
8 725.42
8 725.42
-
93 316.51
1 244.22
38 280.24
132 840.97
-
79 319.03
1 057.59
32 538.20
112 914.82
13 034.69
13 034.69
107 595.41
62 762.02
78 103.84
93 724.61
69 735.57
13 947.11
5 578.85
323 852.00
2 092 067.18
2 422 575.76
107 448.57
125 356.67
200 570.66
149 234.13
5 969.37
588 579.39
2 238 511.89
2 834 213.82
158 083.71
134 131.63
321 915.92
159 680.51
6 387.22
780 198.99
2 395 207.72
3 183 027.83
169 149.57
143 520.85
344 450.03
170 858.15
6 834.33
834 812.92
842 967.52
180 990.04
153 567.31
368 561.53
182 818.22
7 312.73
893 249.83
901 975.24
126 758.84
54 772.34
262 907.23
97 807.75
542 246.16
542 246.16
805 192.75
689 452.63
1 592 129.98
830 134.33
26 981.80
32 082.49
3 975 973.98
6 725 786.79
10 834 601.73
80 519.27
68 945.26
159 213.00
83 013.43
2 698.18
24 061.86
418 451.01
418 451.01
523 375.28
448 144.21
1 034 884.49
539 587.32
17 538.17
2 563 529.47
5 716 918.77
8 393 363.06
_________________________________
\a Village survey on all villages in the 3 localities incl. nutrition.
\b Selection and phasing of the 100 villages is based on some criteria (see Community developpment WP)
\c registration as a voluntary association.
\d used for different activities including the construction of community & women centers, the distribution of 5000 gas stoves,and destocking
13 997.48
186.63
5 742.04
19 926.14
Total
Table 4. Community orientation and training
Detailed Costs
Phy.
Summary Divisions
Cont. For.
Gross
Rate Exch. Tax Rate
93 316.51
1 244.22
38 280.24
132 840.97
5.0
5.0
5.0
0.0
0.0
0.0
15.0
15.0
15.0
201 298.19
805 192.75
172 363.16
689 452.63
398 032.50 1 592 129.98
207 533.58
830 134.33
6 745.45
26 981.80
8 020.62
32 082.49
993 993.50 3 975 973.98
1 008 868.02 6 725 786.79
2 022 787.66 10 834 601.73
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
75.0
25.0
25.0
25.0
25.0
25.0
25.0
10.0
0.0
15.0
Detailed Cost Table 5: Development of an enabling environment
Quantities
Unit Cost
2010 2011 2012 2013 2014 2015 2016 Total (SDG)
Unit
I. Investment Costs
A. Technical Assistance
Support the MAAWI in the drafting of the bills on land use and NRM
B. Studies
Awareness campaigns /a
Land use and investment plan
Subtotal
Total
persmonth
2
-
-
1
1
1
-
event
study
3
-
4
1
4
-
4
-
4
-
4
-
4
-
5
2010
2011
12.500 25 000.00
2012
-
Base Cost (SDG)
2013
2014
2015
-
12 500.00
12 500.00
12 500.00
27
5.000 15 000.00
20 000.00 20 000.00
1 2.000.000
- 2 000 000.00
15 000.00 2 020 000.00 20 000.00
40 000.00 2 020 000.00 20 000.00
20 000.00
20 000.00
32 500.00
20 000.00
20 000.00
32 500.00
20 000.00
20 000.00
32 500.00
2016
Total
-
62 500.00
20 000.00
135 000.00
- 2 000 000.00
20 000.00 2 135 000.00
20 000.00 2 197 500.00
_________________________________
\a Translate mechanized farming study into pamphlets, TV spots, theatre; participation in ILDMP activities for pastoralists.
45
Table 5. Development of an enabling environment
Detailed Costs
2010
I. Investment Costs
A. Technical Assistance
Support the MAAWI in the drafting of the bills on land use and NRM
B. Studies
Awareness campaigns /a
Land use and investment plan
Subtotal
Total
2012
2013
2014
2011
2015
2016
Total
Phy.
Cont.
Rate
Summary Divisions
For.
Gross
Exch. Tax Rate
29 505.04
-
- 17 999.93
19 237.36
20 561.41
87 303.73
-
74 766.25
12 537.48
87 303.73
0.0
0.0
14.9
19 552.03
19 552.03
49 057.07
27 894.23
2 789 422.91
2 817 317.14
2 817 317.14
29 846.83 31 936.10
29 846.83 31 936.10
29 846.83 49 936.03
34 171.63
34 171.63
53 408.99
36 563.64 39 123.10
219 087.56
- 2 789 422.91
36 563.64 39 123.10 3 008 510.47
57 125.05 39 123.10 3 095 814.20
-
186 224.43
2 371 009.47
2 557 233.90
2 632 000.15
32 863.13
418 413.44
451 276.57
463 814.05
219 087.56
2 789 422.91
3 008 510.47
3 095 814.20
10.0
10.0
0.0
0.0
15.0
15.0
_________________________________
\a Translate mechanized farming study into pamphlets, TV spots, theatre; participation in ILDMP activities for pastoralists.
-
For.
Local (Excl.
Duties &
Total
Exch.
Taxes)
Taxes
Table 5. Development of an enabling environment
Detailed Costs
Detailed Cost Table 6: Project Management Unit
Y1
46
I. Investment Costs
A. Civil works
1. Renovation of office in MAAWI in Sinja for PMU /a
Renovation of office in MAAWI in Sinja for PMU /b
2. Dali & Mazmum
Renovation of 2 RAU agricultural offices /c
Construction of 2 guesthouses /d
Subtotal
3. Aby Hahar
Renovation of 1 RAU agricultural offices /e
Construction of 1 guesthouses /f
Subtotal
4. Dinder
Renovation of 2 RAU agricultural offices /g
Construction of 2 guesthouses /h
Subtotal
Subtotal
B. Equipment
1. PMU
Desktop
Laptops
Printers & scanners
Digital cameras
Photocopiers
Datashow & screen
Fax, phone and internet connection
Office furniture
Generators for offices
Accounting software, purchase/installation/ training
Subtotal
2. Dali & Mazmum
Notebook
Printers & scanners
Digital cameras
Photocopiers
Datashow & screen
Office furniture
Generators for offices for portable generator
Weather total station
Subtotal
Quantities
Y3
Y4
Y5
Y2
Y6
Breakdown of Totals Incl. Cont. Breakdown of Totals Incl. Cont.
(SDG Million)
(US$ Million)
Local
Local
For.
(Excl. Duties &
For.
(Excl. Duties &
Total Exch. Taxes) Taxes
Total Exch. Taxes) Taxes Total
Y7
1
-
-
-
-
-
-
1
0.12
0.22
0.06
0.39
0.04
0.08
0.02
0.14
2
2
-
-
-
-
-
-
2
2
0.03
0.07
0.10
0.06
0.13
0.19
0.02
0.04
0.05
0.10
0.23
0.34
0.01
0.03
0.04
0.02
0.05
0.07
0.01
0.01
0.02
0.04
0.09
0.12
1
1
-
-
-
-
-
-
1
1
0.01
0.02
0.03
0.02
0.03
0.05
0.00
0.01
0.01
0.03
0.06
0.09
0.00
0.01
0.01
0.01
0.01
0.02
0.00
0.00
0.00
0.01
0.02
0.03
2
2
-
-
-
-
-
-
2
2
0.05
0.07
0.12
0.36
0.09
0.13
0.22
0.67
0.02
0.04
0.06
0.18
0.16
0.23
0.39
1.21
0.02
0.03
0.04
0.13
0.03
0.05
0.08
0.24
0.01
0.01
0.02
0.07
0.06
0.09
0.14
0.44
1
9
5
2
2
1
6
9
1
1
-
-
1
9
5
2
1
1
-
-
-
-
2
18
10
2
4
2
6
9
2
1
0.01
0.07
0.03
0.00
0.02
0.00
0.01
0.10
0.09
0.04
0.35
-
0.00
0.02
0.01
0.00
0.01
0.00
0.00
0.03
0.03
0.01
0.12
0.01
0.09
0.03
0.00
0.02
0.00
0.01
0.13
0.12
0.05
0.47
0.00
0.02
0.01
0.00
0.01
0.00
0.00
0.04
0.03
0.01
0.12
-
0.00
0.01
0.00
0.00
0.00
0.00
0.00
0.01
0.01
0.00
0.04
0.00
0.03
0.01
0.00
0.01
0.00
0.00
0.05
0.04
0.02
0.16
8
2
2
2
4
2
2
2
2
-
-
8
-
-
-
-
16
2
4
2
2
2
2
2
2
0.04
0.00
0.01
0.01
0.00
0.00
0.02
0.04
0.07
0.20
-
0.01
0.00
0.00
0.00
0.00
0.00
0.01
0.01
0.02
0.07
0.05
0.01
0.01
0.01
0.00
0.00
0.03
0.06
0.09
0.26
0.01
0.00
0.00
0.00
0.00
0.00
0.01
0.01
0.02
0.07
-
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.01
0.02
0.02
0.00
0.00
0.00
0.00
0.00
0.01
0.02
0.03
0.09
Table 6. Project Management Unit
Detailed Costs
Table 6: Project Management Unit (part 2)
1
2
1
1
1
1
1
-
-
4
-
-
-
-
8
1
2
1
1
1
1
1
1
1
0.02
0.00
0.00
0.00
0.00
0.00
0.00
0.01
0.02
0.03
0.10
-
0.01
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.01
0.01
0.03
0.03
0.00
0.00
0.01
0.00
0.00
0.00
0.02
0.03
0.04
0.13
0.01
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.01
0.01
0.03
-
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.01
0.01
0.00
0.00
0.00
0.00
0.00
0.00
0.01
0.01
0.02
0.05
2
4
2
3
3
2
3
2
-
-
12
-
-
-
-
24
2
4
2
3
3
2
3
2
2
0.06
0.00
0.01
0.01
0.00
0.00
0.00
0.04
0.04
0.07
0.23
0.88
-
0.02
0.00
0.00
0.00
0.00
0.00
0.00
0.01
0.01
0.02
0.08
0.29
0.08
0.01
0.01
0.01
0.00
0.00
0.00
0.05
0.06
0.09
0.31
1.17
0.02
0.00
0.00
0.00
0.00
0.00
0.00
0.01
0.01
0.02
0.08
0.31
-
0.01
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.01
0.03
0.10
0.03
0.00
0.00
0.00
0.00
0.00
0.00
0.02
0.02
0.03
0.11
0.41
3
3
3
3
3
3
3
21
0.33
0.04
0.37
-
0.26
0.03
0.29
0.58
0.07
0.65
0.12
0.01
0.13
-
0.09
0.01
0.10
0.21
0.02
0.23
47
3. Abu Hujar
Notebook
4
Printers & scanners
Digital cameras
Photocopiers
Datashow & screen
TV sets
1
Office furniture
1
Subtotal
4. Dinder
Notebook
12
Printers & scanners
Digital cameras
Photocopiers
Datashow & screen
TV sets
Office furniture
2
Subtotal
Subtotal
C. Vehicles
1. PMU
Hardtop vehicles (incl. of spare parts) for 3 door vehicle /i 3
3
Vehicle insurance
Subtotal
republic of the sudan: SUPPORTING THE SMALL-SCALE TRADITIONAL RAINFED PRODUCERS IN SINNAR STATE (SUSTAIN)
PROJECT DESIGN: MAIN REPORT
ANNEX V: LIST OF PERSON MET AND MINUTES OF REVIEW MEETINGS WITH GOVERNMENT
NAME
POSITION
TELEPHONE
H.E. Rodwan Mohamed Ahmed
H.E Mohamed Abdelwhab
H.E Yousif Mohamed Osman
Mr. Sabri Ahmed Mohamed
Mr. Abdelrahim Yousif
Mr. Wissal Aid
Minister of Agriculture
The commissioner of Dali and Mazmoom Locality
The commissioner Of AbuHujar loclaity
The executive Director of Abuhujar
DDR office
The adviisor to the Governor for Women, Family
and Child affairs
Chairman of the rainfed sector- Farmers Union
Chairman of the Vegetables and fruit sectorFarmers Union
The chairperson of Women Union in Sinnar
Women Union
The director for Elkhyari for Agricultural Services
Co.
Director of the Eastern Sector- ABS
Director of Sinja Branch- ABS
Director of Eddanga Agriculture services Co.
Director of HightTec- Agricultural Services
Director of Agricultural Insurance- Sheikan
Insurance Company
0912179930
Mr. Omer Elnour
Mr. Ahmed Hussein
Ms. Ahasies Mohamed Ahmed
Ms. Rashida Babikir Suliman
Mr. Usahg Elturabi
Hafiz Ramadan
Mr. Abdelmutalib AbderHman
Mr. Mohamed Ali Kara
Porf. Mamoun DawElbait
Mr. Hassan Ibrahim
Mr. AbuElbashar Jodah AbuElbashar
Dept. Agricultural Insurance- Sheikan Insurance
Company
Mr. Dafalla Adam
Tibaig Musa Tibaig
The chairman of the Pastoralist Union in Sinnar
Deputy ;director general, State Ministry of
Agriculture
Director of rainfed directorate, State Ministry of
Agriculture
Director of the Animal Resources Directorate,
State Ministry of Agriculture
Director general, State Ministry of Agriculture
The Sheikh of Rufaa Elhoy
Researcher ARC
Director of Range and Fodder, State Ministry of
Agriculture
Secretary General of the Pastoralist Union
Ministry of international cooperation
Chairman of the legislative council
Executive Director – Dindir locality
Agriculturist, Member of the State Legislative
council
Police officer in Azzaza
Director of Azzaza RAU
Administrative officer
Administrative officer
Director of the state water corporation
Nazir of Rofaa ElHoi
Adviser of the governor for nomads
Liaison of the state in Khartoum
Hussein Adem Abdella
Dr. Amena Awad Mohamed Salih
Ali Ahmed Khashm Elmus
Altayeb Yousif abu Rouf
Mohmed Elhassan Eliasir
Khalifa Hassan Omer
Mukhtar Babikir
Mekki Mirgani
Eltahir Dafaalla Elzaki
Eltahir Ibrahim Ekhir
Bashir Elagib
Hashim Mohmed Haj Hassan
Hussien Mohmed Mohmed
Elhadi Mohmed Elbashir
Gifari Hassan Ali
Elmadani Elkhidir
Yousif Ahmed Yousif Aburouf
Nowai Abdeldaim
Amin Osman
Osman Elsamnai
Elkheir Omer
Elsiri Kamal Eldeen
Dr.Abass Korina
Medanni Elkhidir
Tai Ellaha Mohamed Ahmed
0122810942
09129211344
0912801566
0912891263
0910912368103
0912395257
0911280195
0912706348
0915154793
0912838793
0912620197
0122172600
0912813977
09111125394
0912801820
0912559069
0917795717
0915368074
Director of the extension
Board of Director of the Water Corporation
Adviser of the strategic planning
48
0912930126
0912342957
0917795957
0912840469
State level wrap up meeting for the design completion mission of SUSTAIN
Date: 4 July 2010
Venue: the Technology Transfer and Extension Dept, MAAWI, Sinnar State
Participants:
Dr. Radwan Mohamed Ahmed, Minister, Chairperson of the meeting
Prof. Ali Al Haj Khashm Al Moussa, Director General, MAAWI
Mr. Tobeig Moussa Tobeig, Planning Director, MAAWI
Mr. Khalifa H. Homri, Range and Pastures Dept, MAAWI
Mr. Alfadel Mohamed Abdelrahim, Crop Protection Dept, MAAWI
Mr. Hussein Mohamed Adam, Rainfed Sector Dept, MAAWI
Mr. Al Kheir Omar, Director, Technology Transfer and Extenion Dept
Mr. Ahmed Ibrahim, Director, FNC, Sinnar State
Mr. Yehia, Director, State Forestry Dept, MAAWI
Mr. Hassan Ibrahim, Director Horticulture Dept, MAAWI
Dr. Amna Awad, Director Animal Wealth Dept
Mr. Ali Madani Mohamed El Nayal, Director General, Ministry of Physical Planning and
Public Works
The members of the design completion mission led by Mr. Mohamed Hassani, Teamleader
The mission leader welcomed the participants and summarized the main findings of the
mission using a power point presentation. The discussion evolved around the following
issues.
Ministry’s position vis-à-vis land use issues. The MAAWI affirmed that it is in the process
of institutionalizing the undemarcated mechanized schemes and proceeding with the
demarcation of the stock routes to enable passage of the transhumant herd and reduce
disputes between farmers and pastoralists. The Ministry also stressed that it has prepared
13 bills for the farming and herding sector and that these will be submitted for review to the
council of ministers then the state legislative for ratification.
Relevance of the technological packages. The Ministry endorsed from a technical point of
view the technological packages proposed particularly with regards conservation agriculture
and minimum tillage. The Ministry also welcomed that the technical interventions are all
based on interventions that have been successfully piloted in the State. For example the
conservation agriculture, the introduction of supplementary irrigation to improve the
production of jubrakas, improved storage techniques.
Capacity building for the extension teams. The Ministry welcomed that the project will
provide logistics, infrastructure (offices and accommodation for the staff) as well as vehicles
to the extension teams.
Meeting non agricultural needs of the communities. The project interventions focus on
crop, livestock and the natural environment. The other basic needs are not covered by the
project design and it will be important for the MAAWI and project management office to seek
partnerships to respond to these basic needs. This highlights the importance of the
coordination with other agencies such as the Advisory Committee on Women, Children and
Social Affairs and the State Ministry of Social Affairs.
Project staffing. The Ministry agreed to the organization set-up of the project, the
competitive recruitment of the PMO personnel and the competitive selection of the extension
agents working in the project from among its staff. The Ministry however pointed out that the
accountant profile was not available and that the staff would need to be recruited from the
49
State Ministry of Finance.
Sustaining the benefits. The Ministry asked for clarification on the measures that the
project will put in place to sustain project benefits and scale them up beyond the
demonstration phase. The mission explained the financial mechanism envisaged for
enabling producers to adopt and scale up the technological packages. The product being
considered is the mugawala financing whereby the bank, the producers’ groups and the
machinery service providers enter into a financing agreement. The project will extend
insurance services to the producers willing to scale up the technological packages. The
terms of these services will be defined in the design completion report.
Next steps:
- The mission will complete the final design report and submit it to the MAAWI for
review;
- The mission will schedule a meeting with MAAWI to collect its feedback on the final
design report.
50
Review of the draft final design report for SUSTAIN
Date: 24 August 2010
Venue: Federal Ministry of Agriculture (MOA)
Participants:
Ms. Iqbal Abdelmaged, International Cooperation and Investments, Chairperson
Ms. Alawia Hassan Osman, Project Coordination Unit
Mr. Issam El Dine Ibrahim Abdallah, Acting Director, Rainfed Sector Dept
Mr. Mohamed El Haj Sir El Khatim,
Mr. Mohamed Saleh Andel Rahim, Director, Irrigated Sector
Mr. Saleh Ibrahim Saleh, Project Coordination and Monitoring
Mr. Hayati Mohamed Osman, Agriculture Investment
Mr. Adel Osman Idris, Project Coordination and Monitoring
Ms. Ikhlas Mohamed, Member of the report review team
Mr. Idris Ahmed Mohamed, International Cooperation and Investments
Mr. Mohamed El Haj, Senior Coordinator for the IFAD co-financed projects
The meeting started with IFAD welcoming the participants and providing a brief overview of
the project, its incorporation in the pipeline of the RB-COSOP 2009-2012, the stages in the
design and the adjustments made particularly in terms of coverage and scope.
The issues raised by the participants are summarized as follows:
Recruitment of project staff. The meeting endorsed the principle of competitive recruitment
for the PMO staff.
Project management office (PMO). The meeting endorsed that the PMO should be an
autonomous entity.
Project sustainability. Specify the measures IFAD and Sinnar State will agree upon to
sustain the project post-closing, particularly with regards financing the extension teams’
operational costs. The mission explained that this will be further elaborated under the
sustainability section with possibility of exploring the potential financing of extension teams’
recurrent costs from fees charged to producers or the private sector.
Role of MOA. The role of MOA should be more explicit and the Ministry should be
represented in the Board of Directors of the project. The mission will revise the text
accordingly.
Partnerships. The project coverage is too thin and the financing available may not be
sufficient to reach the project objectives. The design should consider partnerships with the
Zakat Chamber and request the Ministry of Finance to increase its financing. The mission
explained that the cost per beneficiary household for this project is USD 1000 and is the
highest in the current portfolio. The project will reach 50% of the villages and 30% of the
population. The workload of the extension teams is also deemed manageable as the
maximum caseload they will reach is 20 villages/ team.
Capacity building. The capacity building programme of the community organizations should
be explained. The mission explained that a working paper is dedicated for this purpose and
that main features will be summarized in the main report.
Markets. The analysis of markets, constraints on transportation to markets, and the rationale
for post-harvest technologies should all be further elaborated. The mission explained that a
working paper covers these aspects and a summary will be provided in the main report.
51
Land use and investment map. The description of this study does not emphasize enough
the investment aspect. The total cost as planned may not be sufficient to achieve the stated
scope of work. The mission will look into revising the cost and specify the investment aspect
in the scope of work.
Financing plan. The hardware components are only 40% and the software components is
60%. The allocation to items such as studies and supervision should be clarified. The total
amounts in USD and SDG are not equivalent. The costs are being revised and rather than
analysing hardware vs software, the mission will calculate the share of costs directly
benefiting the producers, the extension teams and specific to project management.
Project phasing. Rather than working in the 3 localities in parallel, the design may consider
starting in one locality and covering the locality villages before moving to the next one. Such
an approach would reduce the workload and target better the resources. The mission
explained that the approach requires engaging with communities for a period of 4 years, 2
years for the demonstration and 2 years to facilitate scaling up. Moreover, the approach
relies on the multiplier effect through the training of farmers to train their peers on the
implementation of technical packages and contracting the service providers.
Next steps:
-
MoA to check criteria for the selection of villages and beneficiaries;
Convene another meeting on 2 August to review the report and agree on
endorsement.
52
Review of the project design with the Agricultural Bank of Sudan (ABS), Sinja, Sinnar
State
Venue: ABS, Sinja office
Participants:
Mr. Abdelmotaleb Abdelrahman Ahmed, Director of the ABS Branch in Sinja
Mr. Mohamed Abdelgadir, CPO, IFAD
Ms. Rasha Omar, CPM, IFAD
ABS has 3 products for agricultural financing:
- The standard product for agricultural financing is salam and is currently used for
financing farmers in the irrigated sector.
- The murabaha is a product used for financing input supply.
- The Mugawala for financing services rendered by a third party in this case the
machinery operators. This product is already applied for zero tillage in the State and
for well construction in the irrigated sector. For the scaling up of conservation
agriculture, this is likely to be the most appropriate product.
ABS would require the following collateral: group guarantee, insurance and regular
monitoring by the bank.
Loan amounts. The preliminary assessment conducted by the mission suggests that the
average loan amount for financing conservation agriculture on a 5 feddan land is about 700
SDG. ABS explained that they would need to carry out a feasibility study based on available
data in addition to assessment of the beneficiaries’ profile before agreeing to any financing.
Estimated credit demand: in 2014 at the start of the scaling up phase the maximum credit
demand would be 1.2 million SDG increasing to 4.5 million by 2017 and the average loan
size is about SDG 700/ person. The current portfolio of ABS is 5 million SDG for the
agriculture portfolio in the localities of Sinja, Wad El Nayal, Mazmoum and Dinder and the
clients are mainly tenants of undemarcated mechanized farms. The average loan size is
10 000 SDG/ farmer. Repayments reach 70 to 90% and the ABS insures agricultural loans.
Any new financing is additional to the current portfolio as it would mean catering to a new
clientele.
Meeting the increased credit demand. The ABS is considering opening branches in Dali,
Mazmoum, Wad El Nayal, and Dinder. For now they are deploying task force teams to cover
the peak demands during the agriculture season. It will also require training the personnel
and increasing awareness of the rural population. For the portfolio financing, the ABS
headquarters would need to be approached to increase the financing available at branch
level.
Conclusion. There is good possibility to partner with ABS for the financing of the scaling up
of the conservation agriculture package in particular. Given portfolio limitations, there will be
a need for the project to engage with a number of banks established in Sinja and the project
area. The bank outreach to the rural communities will need to be carefully thought through.
The option adopted by ABS of temporary deployment of additional staff in the localities is
worth assessing for adaptation
53
Review of the draft final design report with the State Ministry of Agriculture, Animal
Wealth and Irrigation
Venue: MAAWI, Sinja
Participants:
Dr. Radwan Mohamed Ahmed, Minister, Chairperson of the meeting
Prof. Ali Al Haj Khashm Al Moussa, Director General, MAAWI
Mr. Khalifa H. Homri, Range and Pastures Dept, MAAWI
Mr. Alfadel Mohamed Abdelrahim, Crop Protection Dept, MAAWI
Mr. Hussein Mohamed Adam, Rainfed Sector Dept, MAAWI
Mr. Ahmed Ibrahim, Director, FNC, Sinnar State
Mr. Yehia, Director, State Forestry Dept, MAAWI
Mr. Hassan Ibrahim, Director Horticulture Dept, MAAWI
Dr. Amna Awad, Director Animal Wealth Dept
The meeting endorsed the following:
-
-
RAU extension units: renovation of 5 offices and construction of the 5 guesthoues;
competitive recruitment of the extension personnel from among the MAAWI
personnel.
MAAWI will provide office space for the PMO.
MAAWI will use the project as the main extension programme in the 3 localities.
Correction of factual errors:
Sinnar State: seven localities not eight
Land use. The forestry and rainfed sector departments of MAAWI reviewed the figures for
land use and provided a new set of data that will be incorporated in the report.
Current crop mix. Mention that vegetables are cultivated such as okra, jew’s mallow, green
beans, beans/ cowpeas, cucurbits. Please note that jew’s mallow is dried for off-season sale.
Clarifications sought by MAAWI:
Poverty characteristics. The discussion is on the quantitative criteria for poverty. The
mission explained that it relied on the sorghum equivalent of basic needs to derive the
poverty levels.
Pre-implementation phase. There are 16 activities listed and we have 3 localities. In order
to be effective during implementation, a project implementation manual is required.
Re-stocking. The mission explained that this activity was dropped from the project menu
and any intervention on this front should be done jointly with the Zakat Chamber which is
providing this as one of its standard services. The project can provide training on nutrition
and veterinary care to livestock owner.
Research programme with ARC. The ARC collaborative programme includes : (i) seed
production; (ii) training of extension officers on soil and water conservation; (iii) on a
research basis, experiment with zero tillage. The zero tillage started in Sinnar State in Jebel
Moya. The State is in a marginal area for zero tillage from a rainfall point of view and hence
the State opted for soil and water conservation. Explore as part of the alternative to
herbicides, the development of bio-control methods.
Sun-drying. This can be a very good income generating activities especially and the
commodities need to expand to medicinal and aromatic crops in addition to vegetables.
The MAAWI affirmed at the end of the meeting that it was satisfied with the clarifications
provided. A letter of endorsement was provided accordingly to the attention of the Federal
Ministry of Finance and National Economy.
54
55
ANNEX VI: ORGANIZATIONAL CHART AND TERMS OF REFERENCE OF STAFF
Federal Interministerial
Committee
Strategic and Policy Guidance
Project Executive
Board
Project oversight and steering
IFAD Central
Coordination Office
Procurement
support,
technical
backstopping
Coordination,
Collaboration,
Project
Management
Office
Communication,
Policy advocacy
Planning and Monitoring, Technical
backstopping, Supervision
State Coordination
Committee
Locality Coordinating
Committees
5 Field Extension Teams deployed in
each of the RAU, Dali, Mazmoum, Abu
Hujar, Dinder West and Dinder East
Assessment, Facilitation, Training, Planning and Monitoring
Smallholders, VDCs, Common Interest Groups, Private Sector Machinery Operators
1
56
TERMS OF REFERENCE OF PROJECT STAFF
1.
The Project Manager (PM) would provide overall management of the project on a day-to-day
basis, implementing activities, ensuring the achievement of planned results, and providing sound
administration of project finances. S/he would also promote, with the assistance of Technical
Advisors, good governance, participatory planning, and provide advice and technical assistance to
project partners and participants. S/he would liaise with project implementing agencies, including the
MAAWI, the Agricultural Committee in the State Legislative Council and Sinnar’s Commission for
Strategic Planning. PM will be accountable to the Project’s Board of Directors. The main
responsibilities of the PM include:
•
Establishes the Project Management Office in Sinja and carries out the recruitment of project
staff;
•
Provides overall local management of the SUSTAIN Project in a manner that is financially
sound, professional, participatory, sensitive to local needs and socio-economic context, and in
accordance with the policies, procedures, and guidelines set forth in the project design
document and Project Implementation Manual (PIM);
•
Adheres to the project poverty targeting and gender mainstreaming strategies and sensitizes
implementation teams and partners to their rationale and implementation arrangements;
•
Ensures and monitors the delivery of appropriate technical expertise (e.g., training, capacity
building process, institutional strengthening, and policy advice) to the project and its
partners/participants in the project area as specified in the final design report, and provide
programmatic guidance to project staff;
•
Ensures the efficient achievement of the project’s outputs and outcomes as set forth in the
Project-related documents;
•
Maintains the project management systems including in the field offices; and create a teambased, participatory work environment that promotes knowledge sharing and learning from
experiences among members of the project staff, and those of the implementing partners,
participating government institutions at the Federal, State and Locality levels and with
local/international technical advisors and consultants;
•
Supervises the Project Management Office and oversees the work of the Multi-disciplinary
Extension Teams;
•
Implements the project’s performance measurement and monitoring systems, which includes
regular performance monitoring and evaluation of the project using a participatory approach
with partners/participants, and provides regular progress reports to different Coordination
Committees, Project Board of Directors and the Inter-Ministerial Committee, and the Central
Coordination Unit for IFAD financed projects;
•
Ensures timely preparation, clearances and approvals of AWP&B and progress reports;
•
Organises in a timely fashion the financial and technical audit of the project in line with the
Project Financing Agreement (PFA) and PIM;
•
Facilitates and support the work of IFAD supervision, midterm and completion missions;
•
Manages with integrity, transparency the project funds, including the regular development of
budgets, monitoring of expenditures, and providing to the Board of Directors quarterly
financial reports together with other key financial records for certification and audit (original
receipts, bank statements, and other financial records as necessary);
Guides the preparation of written materials (e.g., impact evaluations, policy papers, manuals,
thematic studies, training materials etc.), communication outputs (articles, newsletter,
promotional materials, web-based articles etc.), and special reports for the project;
•
•
Maintains strong local project management systems, by keeping local, State Coordination
Bodies, Board of Directors of the project, the Federal Inter-Ministerial Committee and IFAD,
fully informed of all project-related activities, and consulted regularly on strategic issues, work
plans, project evolution, and all major decisions related to the project;
57
•
Builds and maintains strong collaborative relationships with the project’s local networks and
contacts, including partner organizations, stakeholders, and beneficiaries, and engage these
individuals and organizations on a regular basis to integrate their feedback into the
implementation and progress of the project;
•
Coordinate the scaling up of the technological packages promoted by the project in
coordination with the local banks and the Sheikan Insurance Company;
•
Ensures harmonization of SUSTAIN activities with Sinnar development plans and coordinate
closely with the different ministries and agencies at the state and federal -level activities;
•
Pursues linkages and cooperation with other relevant bilateral/multilateral cooperation
development projects/programs where appropriate;
•
Ensures that the project’s poverty, gender and environment strategies are fully integrated into
all features of Project planning, implementation, monitoring, and evaluation;
•
Oversees the preparation of key policy and enabling environment studies and presentation of
key findings, recommended actions/reforms to different forums, workshops and platforms;
•
Edits and reviews project deliverables.
Qualifications and experience required
•
•
•
•
•
•
•
•
•
Advanced university degree in development related subjects, such as public administration,
Project management, economics, or other social sciences;
Demonstrated relevant professional work experience of at least five years in: 1) project
management, including the leadership of multi-disciplinary expert teams and project financial
administration and budgeting (experience in managing international cooperation programs an
asset), 2) managing initiatives related to poverty alleviation, and agriculture development, 3)
promoting stakeholder/community awareness of and participation in project;
Skills in process facilitation, strategic planning, and partnership building;
Excellent communication skills and fluency in both Arabic and English (comprehension,
written, and spoken);
Excellent understanding of the social, economic, political and historical trends underpinning
poverty alleviation strategies and policy reform processes.
Excellent analytical skills, sound judgment, resourcefulness, ability to take initiative, capacity
to work in a self-directed manner, and ability to create a team-based, participatory work
environment;
Excellent PC user skills: Windows-based software;
Ability and flexibility to travel intensively within project area, as may be required..
The incumbent should be prepared to sign as a condition of employment under a Special
Service Agreement, an obligation to reside for the duration of the project in Singa. The initial
contract will be for one year with six-month probation, period, renewable every year on
continued satisfactory performance
2.
The Financial Manager (FM) will assist both the Project Manager in managing project funds
and in taking appropriate financial decisions. H/She reports to the Project Manager. His/her specific
responsibilities include:
(a) Maintain financial records and monitoring systems to record and reconcile expenditure,
balances, payments, statements and other day to day transactions and reports;
(b) Implementation of all financial management components of the project in accordance
with IFAD guidelines and with GOS legislations and regulations;
(c) Preparation of the Financial Management Reports, Statement of Expenditure and Bank
Reconciliation Statements as well as other periodic financial statements;
(d) Processing of all payments to contractors, service providers, individual consultants and
private sector partners
58
(e) Drafting of
Annual and Revised Work Plans and Budgets and oversees the
implementation of Budget Monitoring systems and procedures;
(f)
Reconciliation of financial reports from different partners, beneficiaries and implementing
institutions, compile and collate them and report to the Board of Directors in detailed
formats showing institution-wise financial performance as appropriate.
(g) Preparation of periodic detailed monitoring statements regarding Fund Flow and Cash
Flow Statements to the attention of the Project Manager,
(h) Preparation and submission of Withdrawal Applications to IFAD for disbursement and
secures quarterly and semi-annual counterpart funds from the GOS,
(i) Development of a comprehensive Chart of Accounts and ensuring that the project
assets are protected through the preparation of appropriate inventory and cash registers;
(j) Establishment and operation of the computerised financial system/Database; to enforce
internal control policies and procedures; and interface with internal and external as well
as internal and external auditors
(k) Participation in evaluation of expressions of interest for short lists and prequalification of
suppliers and contractors where necessary;
(l) Assisting IFAD supervision missions in carrying out the financial management reviews
FM would undertake field visits to verify assets, organise internal audit, and participate in tendering
process and ensure that project funds are utilised by the beneficiaries in accordance with the
targeting strategy and for the intended purposes as set forth in the final design report.
The incumbent should be prepared to sign as a condition of employment under a Special Service
Agreement, an obligation to reside for the duration of the project in Singa. The initial contract will be
for one year with six-month probation, period, renewable every year on continued satisfactory
performance.
The Finance Manager should have a minimum of 7 years of relevant experience in financial
management, with at least three years in a managerial position in a public or semi public institutions.
Experience in accounting and financial management procedures of IFAD or other international
financial institutions will be required. Familiarity with GOS Financial Rules and Procedures is
mandatory. Proven ability to operate and manage project related accounting and financial
management is required. Experience in working with computerized accounting and financial
management systems is an asset.
He/she must have a first degree in relevant discipline, e.g. Commerce, Business Management,
Accounting, or other relevant discipline etc... A professional qualification/affiliation in the field of public
accounting and financial management/accounting such as a CA/CPA/CMA is necessary.
Excellent skills in project management, planning, communication and presentation, computer literacy,
familiarity with accounting and financial management related software and ability of working
effectively within multidisciplinary settings, fluency in English and Arabic.
3.
The M&E Officer is responsible for the operation of the project M&E system at the Project
Management Office .S/he is answerable to the Project Manager and acts as his/her assistant. S/he
may be asked to report to BD or project coordinating entities if deemed necessary. His/her main
59
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
revising , periodically , the project objective hierarchy and Logframe matrix (activities,
processes, inputs, outputs, outcomes and impacts) to take into account the lessons learned
during the implementation of the project and or incorporating necessary improvements to
reflect the feedback of the primary stakeholders , implementing partners and project
supervisors bodies;
determining information needs of project management, implementing partners and primary
stakeholders, and IFAD;
identifying and designing performance questions, key indicators and targets for each project
component and for each level of the objective hierarchy;
agreeing how to record, report and analyse progress against the AWP&B and designing the
format of such progress reports including RIMS;
reviewing on a regular basis, existing and emerging socio-economic data from secondary
sources relating to the project area to assess its adequacy to complement baseline data and
or be used for assessment of project impact evaluation;
drawing up the TOR, designing and costing out a baseline survey, a mid-term impact
assessment survey and completion survey and follow closely on their design and
implementation;
designing the formats and procedures for operational monitoring;
identifying the need and drawing up the TOR for thematic evaluation studies,
reviewing existing M&E and management information systems of implementing partners and
identifying where support is needed;
collecting, compiling and analysing reports prepared by implementing partners and preparing
consolidated progress reports for project management to submit to the project coordinating
and steering entities, implementing institutions appropriate ministries, and IFAD, in
accordance with approved reporting formats;
reviewing monitoring reports to assess interim impacts and identify causes of potential
bottlenecks in implementation;
ensuring that data reported is gender disaggregated;
collaborating with implementing partners and primary stakeholders to develop feasible and
effective participatory feedback platforms where M&E data are discussed , analysed and
corrective actions are agreed upon;
guiding and supervising special surveys or studies required for evaluating project effects and
impacts;
undertaking regular revision and updating of performance questions, indicators, methods,
formats and analytical processes at different levels of project implementation.
•
•
•
•
•
•
•
University degree in development studies with a bias for quantitative techniques analysis and
proven experience in database management
At least 5 years of experience in project monitoring and or operating management information
systems, good exposure to participatory assessment and monitoring, facilitation and
communication skills, and M&E design experience
Ability to organise and facilitate staff training and coaching;
good background knowledge of local issues, community priorities and social and cultural
constraints
Fluent in both Arabic and English, prepared and apt to travel extensively in the project area.
Recruitment under Special Services Agreement with an obligation to reside for the duration of
the project .
The initial contract will be for one year with six-month probation, period, renewable every year
on continued satisfactory performance.
60
4.
The community development and capacity building officer will be responsible for
providing technical guidance on the poverty targeting and gender mainstreaming strategies of the
project, group formation and development. S/He is answerable to the project manager. His/ Her main
•
•
•
•
•
•
•
•
Orienting and training the extension teams and the locality coordination committees as
required on the project’s poverty targeting and gender mainstreaming strategies;
Building the capacity of the extension teams on group formation and development, groups’
legal status and management capabilities;
Using the monitoring data generated by the project to fine tune the project strategies and
implementation arrangements for poverty targeting, gender mainstreaming and group
formation/ development;
Developing in collaboration with the extension teams and the locality coordination committees
the modalities of accessing, disbursing and monitoring the grants under the community
environment conservation funds;
Manage the budget allocated for the community development, capacity building and post
harvest handling sub-components;
Brokering partnerships with other like minded agencies and projects in order to enhance the
socio-economic impacts of the project interventions;
Supervising the activities that will be undertaken by service providers under the community
development, capacity building and post harvest handling sub-components and train the
extension teams on the performance standards required from such services;
Supervising and supporting the extension agents in charge of community development and
capacity building in the extension teams through on-the-job training and coaching to ensure
their ability to backup community level organisations and ensure that they receive the
necessary follow-up training.
•
•
•
•
•
•
•
University degree in social development, rural and/or agricultural development;
At least 7 years of hands-on experience in community development, capacity building of
community organizations, gender training;
Ability to provide, facilitate and organise staff training and coaching;
Good background knowledge of local issues, community priorities and social and cultural
constraints;
Fluent in both Arabic and English, prepared and apt to travel extensively in the project area;
Recruitment under Special Services Agreement with an obligation to reside in Singa for the
duration of the project;
5.
The Senior Policy Officer will organize the implementation of the activities under the
enabling environment sub-component and will be responsible for developing lobby strategies in favour
of equitable and sustainable management of land and water resources. S/He will be answerable to
the project manager. His/ Her responsibilities will include:
•
•
•
Carry out a stakeholder analysis for all the actors concerned by the management of land and
water and map their roles, relations and power structure;
Screen all available studies, bills, that promote sustainable management of land and water
and organize awareness campaigns geared at raising awareness, building knowledge about
the threats and opportunities for equitable and sustainable land and water management;
Orient and train as required the board of directors, the state coordination committee, the
locality coordination committees on analysing land and water management issues and their
implication on agricultural growth and sustainable livelihoods;
61
•
•
•
•
•
•
Develop the strategy for influencing stakeholders to advocate for equitable and sustainable
land and water resources. This will involve identifying champions, shaping a common vision,
framing the issues in a way that helps stakeholders identify with their seriousness;
Participate in all the stages for the contracting of service providers to carry out the land use
and investment map;
Supervise the work of the service providers and organize technical review committees to
advise on the effectiveness and quality of the deliverables;
Disseminate the results of the land use and investment map and use their outputs to lobby for
the promulgation of relevant laws;
Support the State Ministry of Agriculture in organizing popular reviews of proposed bills on
natural resources management and in providing technical assistance for the drafting of these
bills.
Manage the budget allocated for enabling environment sub-component.
•
•
•
•
•
•
•
•
University degree in agriculture, environmental management. Advanced degree in
development policy and planning, economics, communication;
At least 10 years of experience in fields of socio-economic analysis, physical or urban
planning, land use planning and mapping;
Participated or led advocacy campaigns and familiar with stakeholder analysis;
Good background knowledge of local issues, community priorities and social and cultural
constraints;
Familiarity with mapping applications such as GIS, remote sensing, aerial photography, etc…
Fluent in both Arabic and English, prepared and apt to travel extensively in the project area;
Recruitment under Special Services Agreement with an obligation to reside in Singa for the
duration of the project;
6.
The Project Accountant (PA) will be accountable for the accounting aspects related to
financial management needed for project implementation. PA will be answerable to the FM and will
work closely with the institutions involved in the project implementation. His/her main responsibilities
include:
-
-
-
-
Maintains updated records of the project accounts from bookkeeping to trial balance;
Prepares and submits for approval to the Financial Manager all financial statements, budgets,
financial projections, cash flow forecasts and all other projects reports as requested by the
BD, IFAD and MOFNE , at the federal and the state levels;
Prepares specific budgetary documentation, according to the Sudanese legislation, issue
payment orders and obtain the necessary approvals for finalizing payments to the
suppliers/contractors;
Assist Financial Manager in all the activities related to human resources management;
Operates and maintains the financial management software system related to accounting and
financial management by ensuring that: (a) all financial transactions are entered into the
system in timely and proper manner; (b) all financial records are updated regularly; (c)
periodic financial monitoring reports are regularly generated.
Collaborates with other staff of PMO for smooth set up , operation and maintenance of
Project assets inventory database;
Participates, as member in the procurement committee member, in the processing of tenders,
Performs other duties, of financial nature which pertains to the implementation of the project,
as may be requested by the BD, Project Manager and Financial Manager.
62
Potentially successful candidate is expected to have (i) a first university degree in accounting or
related field; (ii) a minimum 3 years of experience in accounting and financial management; (iii)
excellent communications and office skills; (iv) thorough knowledge of GOS accounting procedures;
(v) familiarity with the financial and accounting rules and regulations of IFAD or other international
financial institution; and (vi) excellent command of Arabic and English
The initial contract will be for one year with six-month probation, period, renewable every year on
continued satisfactory performance.
63
ANNEX VII: 2011 AWPB, SUPERVISION AND 18 MONTHS PROCUREMENT PLAN
I.
Component 1: Technology Transfer
Unit
Qty
Q1
Q2
Q3
Q4
Total Base
Costs in
Responsible
SDG
entity
Observations
Outputs:
1 Minimum tillage practices demonstrated
Villages
5
2 Fodder crop seeds produced
Kg
3 Improved seeds for food and cash crops produced
4 Seedlings of gum Arabic trees produced
Kg
Seedlings
5 Extension agents trained on minimum tillage practices
Persons
38
Women and men farmers sensitized to minimum tillage
6 practices
Persons
200
Women and men farmers sensitized on animal nutrition
7 and animal health
Persons
1600
ARC
This demonstration is part of the onthe-job training of extension agents
on minimum tillage practices
Range and
Pasture Dept
5250
81000
250000
ARC
FNC
ARC
Extension
teams and
ARC
Extension
teams and
ARC
50% women
50% women
Inputs and Costs:
Equipment and machinery
Rehabilitation of irrigated range farm
Rehabilitation of 2 nurseries
Rain gauge
Farm
Nursery
Set
Demonstration on poultry - select and train participants
and launch procurement of equipment
Sets
Sub-total Equipment and Machinery
Range and
50000 Pasture Dept
130000 FNC
10000 PMO
1
2
23
Extension
224000 teams
414000
180
This activity starts in the villages that
benefit from the full project package
in 2012
Training
20
Extension
2800 teams
ARC and
12000 MAAWI
Participants from 20 villages of 2012
visiting demos carried out by ARC
and MAAWI. Should be 50% women
Participants from 20 villages of 2012
visit villages where AOAD and
MAAWI implemented improved
technical packages
Targets mainly the livestock and
range/forestry extension agents
Trainees
20
12000 MAAWI
The course on nutrition and health
should be merged into one
Training of farmers on animal nutrition
Trainees
20
Trainees
Training of farmers on animal health
Field Days on minimum tillage techniques
Persons
200
Exchange visits on minimum tillage practices
Training of extension agents on improved livestock
nutrition
Persons
140
Trainees
Training of extenion agents on animal health
Extension
2000 teams
Extension
4000 agents
Trained extension agents train the
farmers in the 20 villages of 2012
800
Trained
4000 farmers
farmers trained by extension agents
train each 40 farmers on nutrition
Trainees
60
Extension
30000 teams
Trainees
800
Trained
4000 farmers
Field days on animal nutrition and health
Villages
20
Extension
2000 teams
Trained extension agents train the
farmers in the 20 villages of 2012
farmers trained by extenion agents
train each 15 farmers on animal
health
Visits to the Um Benein research
station to assess demos on the
nutritional packages
Exchange visits on animal nutrition and health
Persons
140
Extension
2800 teams
Visits to villages where MAAWI
conducted work on animal nutrition
Workshop at RAU level
Sub-total Training
Event
5
Contract
1
Extension
teams and
Locality
Coordination
10000 Committee
85600
Review implementation progress of
the project and farmers' feedback on
training, field days and exchange
visits
Technical Assistance
ARC TA Contract
Sub-total Technical Assistance
320000 PMO
320000
Grand Total
819600
64
The cost represents the 2011 costs
of the ARC contract
II.
Component 2: Market Access and Post-Harvest Management
Unit
Qty
Q1
Q2
Q3
Q4
Total Base
Costs in SDG
Responsible
entity
Observations
Outputs:
1 Crossings location selected and confimed
Crossings
Board of
Directors
35
Inputs and Costs:
Civil Works
Survey and design works for the crossings
Contract
242000 PMO
1
Sub-total Civil Works
242000
Grand Total
242000
65
The work will be closely coordinated with
the MPPPU. The selection of crossings
location will be discussed and validated
with the Locality Coordination
Committees before submission for
endorsement to Board of Directors of the
project.
III.
Component 3: Institutions Strengthening
Unit
Qty
Q1
Q2
Q3
Q4
Total Base
Costs in
SDG
Responsible
entity
Observations
Outputs:
This includes the Board of Directors,
the State Coordination Committee
and the 3 Locality Coordination
Committees
1 Project governance structure established
2 Project management office established
committees
office
5
1
3 Extension Teams deployed, equipped and trained
teams
5
Offices
Houses
6
5
525000 PMO
405000 PMO
930000
Office sets
6
476150
476150
Inputs and Costs:
Civil Works
Renovation of offices
Construction of guesthouses
Sub-total Civil Works
This includes PMO office and RAU
offices
This includes the RAU guesthouses
Office equipment
Sub-total Equipment and Machinery
The details of the office equipment
are in the detailed cost tables
Vehicles
4 WD Vehicles and their insurance
Sub-total Vehicles
Vehicles
13
Training
Training of extension teams on computer and software Trainees
Training of extension team on participatory approach Trainees
38
38
Training of trainers on capacity building of community
organizations
Trainees
1967500
1967500
Dinder locality requires 4 vehicles
and only 3 were calculated in 2011
budget
6300 PMO
10500 PMO
10000 PMO
20
Target group is extension agents
namely team leader, capacity
building extension agent and
range/forest extension agents
Training of extension teams and PMO on financial
management and controls
Trainees
40
8400 PMO
Targets the PMO staff and the
extension team leaders and
accountant clerks. Covers venue and
stationary costs and rental of
computers if necessary. Training to
be delivered by financial
management specialist of country
presence and CCU
Training on gender
Trainees
80
8000 PMO
Targets PMO, Extension Teams,
Locality Coordination Committees
Training on M&E
Sub-total Training
Trainees
50
10000 PMO
53200
Targets PMO and Extension Teams
Support the MAAWI in drafting the bills on NRM
Supervision missions
Audit
TA contract with CCU for procurement and
backstopping services
Sub-total Technical Assistance
Studies
Village survey and phasing of 100 villages
Village and household survey
Awareness campaigns on NRM
Land use and investment map
Sub-total Studies
persmonth
2
25000 PMO
The support will target in 2011 the
bills that MAAWI is submitting to the
State Legislative Council
This covers the costs of the travel of
MoA and MOFNE representatives to
the start-up workshop and one full
supervision mission at end of year
Auditors notified
mission
mission
1.5
1
12000 PMO
20000 PMO
contract
1
20000 PMO
77000
study
study
events
1
1
3
76000 PMO
50000 PMO
15000 PMO
study
1
600000 PMO
741000
Salaries and top-ups
PMO Salaries
Extension teams salaries
Extension teams salary top-ups
Sub-total Salaries and top-ups
persyear
persyear
persyear
17
56
56
566000 PMO
80040 Gvt
149700 PMO
795740
Field Allowances
PMO
Extension teams
Sub-total Field Allowances
Lumpsum
Teams
1
5
49000 PMO
73750 PMO
122750
Operational expenditures
PMO
Extension teams
Sub-total Operational expenditures
Lumpsum
Teams
1
5
94600 PMO
106700 PMO
201300
Grand Total
66
5364640
This is the baseline survey
Launch EoI and RFP, award contract
and payment of 30% advance
The 18 month procurement plan
Unit
Total Cost
in SDG
Qty
Procureme Prior
nt method Review
Start Date
Bid
Opening
Date
End Date
Respon-sible
Entity
Remarks
Civil Works
2.1 Survey and design works for the crossings
2.2 Construction of crossings
2.3 Supervision of crossings
Renovation of offices and construction of
3.1 guesthouses
Contract
1
242000 NCB
Yes
Feb-11
Mar-11
May-11 PMO
Tender to be prepared by MPPPU and CCU
Contract
1
1015340 NCB
Yes
Oct-11
Nov-11
Jun-13 PMO
Works to be spread over dry seasons over a period of 18 months
Contract
1
388000 QCBS
Yes
Oct-11
Nov-11
Jun-13 PMO
930000 NCB
Yes
Feb-11
Mar-11
Jun-11 PMO
Units
11
Total Civil Works
Drawings to be prepared by MAAWI and MPPPU
2575340
1.1 Rehabilitation of irrigated range farm
67
1.3 and1.2 Rehabilitation of 2 nurseries
3.1
Rain gauge and weather total stations
Farm
Nursery
Sets
1
50000 NCB
Yes
Mar-11
Apr-11
Range and
Jun-11 Pasture Dept
2
Various
135000 NCB
182500 NCB
Yes
Mar-11
Apr-11
Jun-11 FNC
Yes
Mar-11
Apr-11
Jun-11 PMO
1.4 Demo set for poultry production
Sets
360
448000 NCB
Yes
Jun-11
Jul-11
Oct-12 PMO
1.5 Equipment for jubrakas
Sets
180
90000 NCB
Yes
Feb-12
Mar-12
Jun-12 PMO
1.6 Choppers for demos on animal nutrition
Sets
20
Yes
Jun-12
Jul-12
Nov-12 PMO
2.1 Solar energy dehydrators
Sets
7
80000 NCB
National
14000 shopping
No
Jun-12
Jul-12
Sep-12 PMO
This represents 23 rain gauges and 5 weather total stations
180 sets to be delivered in October 2011 and another 180 to be delivered in
October 2012
3.2 Office equipment
Sets
6
476150 NCB
Yes
Oct-10
Dec-10
Mar-11 CCU
Detailed list of equipment specified in cost tables.
Tender starts after QA approval of document and bid opening and award
takes place after Board approval.
3.3 Office equipment for RAU
Sets
5
224775 NCB
Yes
Jun-11
Jul-11
Oct-11 PMO
The list is available in the detailed cost tables (equipment listed in year 2)
Yes
Oct-10
Dec-10
Mar-11 CCU
Tender starts after QA approval of document and bid opening and award
takes place after Board approval
Total Equipment and Machinery
1700425
Vehicles
3.1 4 WD Vehicles
Total Vehicles
Vehicles
13
1967500 ICB
1967500
Republic of The Sudan: Supporting the Traditional Rainfed Small-scale Producers in Sinnar State
PROGRAMME/PROJECT DESIGN REPORT – 2011 AWPB, SUPERVISION AND 18 MONTHS PROCUREMENT PLAN
Bid
package
ref.
Description
Training
Training of extension team on participatory
approach, community organization, gender
3.2 and M&E
Trainees
20
Trainees
140
Trainees
38
Various
number
s
Trainees
Total Training
Direct
48000 Contracting Yes
3500 QCBS
No
Jul-11
Jun-12
6300 QCBS
No
Feb-11
38500 QCBS
Yes
Feb-11
Direct
1000000 Contracting Yes
152600 QCBS
Yes
Feb-11
Sep-12 PMO
Jul-12
Contract with MAAWI for training in 2011 and 2012
Oct-12 PMO
Apr-11 PMO
Mar-11
May-11 PMO
96300
68
Contract
1
1.2 Contract with machinery service providers
Support the MAAWI in drafting the bills on
3.1 NRM
Contract
Persmont
h
1
2
25000 QCBS
3.2 Audit
Contract
1
Direct
40000 Contracting No
Dec-11
Jun-13 PMO
This represents the costs for audit of FY 2011 and FY 2012
3.3 TA Contract with CCU
Contract
1
Direct
40000 Contracting No
Feb-11
Dec-13 PMO
This represents the costs for the CCU contract in 2011 and 2012
Total Technical Assistance
Yes
Dec-13 PMO
This represents the total contract amount. However for the deliverables in
2011 and 2012, the cost is SDG 700 000
1.1 ARC TA Contract
Dec-11
Jan-12
Sep-12 PMO
Sep-11
Oct-11
Dec-11 PMO
1257600
Studies
3.1 Village survey and household survey
study
1
125000 QCBS
Yes
Feb-11
3.2 Land use and investment map
study
1
2000000 QCBS
Yes
Apr-11
Total Studies
2125000
Mar-11 01/06/2011October
PMO 2011
Jun-11
Mar-13 PMO
Republic of The Sudan: Supporting the Traditional Rainfed Small-scale Producers in Sinnar State
PROGRAMME/PROJECT DESIGN REPORT – 2011 AWPB, SUPERVISION AND 18 MONTHS PROCUREMENT PLAN
Training of extension teams on livestock
1.1 nutrition and health
2.1 Training on solar dehydration
Training of extension teams on computer and
3.1 software
SUPERVISION PLAN
Supervision Level
Supervising Entity
Focus
Frequency
Year 1
IFAD, MOA, MOFNE
Facilitate the start-up of the programme
At start-up and
6 months later
Orientation of MAAWI to project steering, financial
management and procurement rules
Evaluation of the performance of the project staff – at
end of their 6 months probation period
Support to PMO in set up of demo phase (national
technical assistance)
Support to PMO in set up of financial management
system and clear procedures
Review progress in implementation of first year AWPB
and results in terms of capacity building
Verification that operation manuals for financial
management in place.
Year 2 and beyond
GOVERNMENT
LEVEL
Inter-ministerial
Committee
Project overall performance and contribution to
achievement of objectives of Agriculture Revitalization
Programme (ARP)
NRM policies
agreements
and
adherence
to
Semi annually
North/South
Status of environmental regeneration in project area
Board of Directors
AWPB and progress of the project in line with project
objectives and outcomes, as well as State
Development Plan
Review performance of PMO and
departments in implementation of project
Quarterly
technical
Review disbursements of the project in relation to
outputs
Review missions by
MOA(including
CCU) and MOFNE
Reviews progress against AWPB
Review outputs and outcomes and contribution to ARP
and to State Development Plan
Review financial controls, financial statements and
disbursements
Review procurement operations
Recommend corrective actions to PMO, Board of
69
Semi-annually
Directors and Inter-ministerial Committee
IFAD
Country
Program
Officer
with
assistance
from
financial
management
specialist,
programme
assistant, and CPM
Semi-annually
ensure recipient adhere to all fiduciary aspects
review financial management aspects (accounts,
procurement, audit etc)
review physical progress
assess effectiveness of poverty targeting, gender
mainstreaming
provide implementation support whenever necessary
make periodic assessment of effect/impact
Broker partnerships
organizations
between
PMO
and
other
Generate knowledge and lessons learned for the
country programme
Technical
(national
international)
team
and
Provide technical input to resolve methodological or
implementation problems.
Provide technical and management training.
Main specializations required: agronomist; community
development; rural finance (for the development of the
insurance scheme and bank linkages)
70
Special
missions
response
emerging
issues
in
to
ANNEX VIII: FLOW OF FUNDS
Government Development
Budget
Project Government
Account in SDG
Covers taxes and duties
IFAD Grant Account
Project
Special Account IN EURO
Project Account in SDG
Dali Extension
Team Current Accounts
Mazmoum Extension
Abu Hujar Extension
W. Dinder Extension
E. Dinder Extension
71
72
ANNEX IX: MONITORING AND EVALUATION
The purpose of M&E system is to : (i) satisfy the project management information
requirements; (ii) promote active involvement of the program beneficiaries; (iii) focus more
on project effects and impact as well as on oversight aspects; (iv) adopt modular
decentralized approach in data generation, processing and reporting; (v) prioritize quality
and organizational aspects of the information generated; and (vi) and involve the project
staff at different levels to participate not only on data collection but in reporting and
feedback.
179.
180.
The M&E system would also generate quantitative verifiable information on the
Projects’ performance in a form that will assist PMO, and field units to plan and finance their
activities, compare physical progress against the planned targets and allow timely remedial
action to be taken to correct encountered problem during implementation. The M&Egenerated information would contribute to facilitating the workflow and quality of the decision
making by providing the means of focusing on implementation problems and ensuring
effective communication and co-ordination between the implementing agencies.
181.
The operational framework of M&E system is harmonized with the project cycle and
its Logical Framework as stipulated in IFAD M&E guidelines. The four interrelated
components of the proposed M&E will collectively span the performance-impact space
(Table 1).
182.
The four components of the M&E system are:
(e)
(f)
(g)
(h)
Input/Output/Activity monitoring subsystem;
Financial and Procurement subsystem;
Outcome/impact assessment subsystem ( includes RIMS); and
Reporting routine.
Concerns/M&E
System
Input/output
monitoring
sub-system
Relevance
Efficiency
Effectiveness
Impact
Sustainability
√
√
Financial and Output
procurement
impact
sub-system
assessment
sub-system
√
√
√
√
√
√
√
183.
Input/Activity/Output monitoring (relevance, efficiency) is concerned primarily
with the monitoring of input delivery, activity implementation, and output achievements. This
sub-system should in principle be linked to the financial monitoring subsystem through
input procurement in order to monitor the project efficiency.
Financial and procurement component (efficiency) is concerned mainly with the
monitoring of procurement of goods and services (inputs), Project accounts, project
expenditures and disbursement and project financing.
184.
185.
Impact and Effect assessment (relevance, effectiveness, impact, and sustainability)
is concerned with nature, intensity, and sustainability of the occurred changes to the
livelihood and the environment of the participating households that is brought about by the
direct effects of the achieved outputs, as well as the effectiveness of the targeting and
73
gender mainstreaming strategy. Sustainability of these changes is a necessary factor for
positive and lasting impact
Reporting routine captures data periodically from different sources (stakeholders)
about project interventions. The captured data is consolidated at different levels processed
analyzed, classified and presented into customized tables that are used for the preparation
of different reports namely: (i) monitoring reports, (ii) progress reports (iii) financial report; (iv)
audit report; and (v) completion report. This set of reports constitutes IFAD minimum
reporting requirements. The different reports of the M&E will be categorized by timing,
partners producing them as well as by the project objective hierarchy and the indicator level.
186.
M&E instruments
187.
Each of the M&E component is managed by a set of interlinked instrument which
captures data in pre-designed templates and provides information in customized tables
these instruments are summarized in table 2 below
Monitoring instruments
(POD) (Activity , Output
and Outcome monitoring
database)
Financial
and
Procurement Application
(FPA)
Project Area Database
(PAD) (RAU and villages )
Beneficiary
(BD)
Database
Household Survey (HS)
Thematic Studies (TS)
RIMS
Table 2: instrument of the M&E system
Purpose
Data
collection
format
Monitoring program physical
achievements
to
be
contrasted against , planned
targets of the AWP&B, AR
milestones
and
when
applicable against the BLS
benchmarks
Monitoring
of
program
sources and application of
funds
Assessment of the direct and
indirect effect and impact of
the
project
on
the
communities at large
Monitoring program outreach
of the beneficiaries in the
project area by different
target groups and project
interventions
Captures
socio-economic
and
livelihood
data
regarding the beneficiaries of
the program at different
points of its implementation
to facilitate assessment of
program effects and impact
Assessment of the effects
and impact of specific
interventions
IFAD
requirement
for
assessment of project impact
74
Frequency
collection
of
data
Pre-designed
standardized
templates
Continuously
Procurement records,
withdrawal
application,
bank
statement,
IFAD
disbursement
records.
Pre-designed
standardized
database
Continuously
Pre-designed
standardized
database
Continuously
Pre-designed
questionnaire,
Twice in the lifetime of
the project at mid-term
and at completion.
In line with a TOR
and pre designed
tables
Is web based system
data is entered on a
In
accordance
with
specific triggers. and/or
on request.
Once every year
Twice in the life of the
project, at midterm and
at completion
set
of
agreed
indicators by the
M&E unit at PMO
Project Output Database would serve as a real time tracking instrument of the
implementation of the project activities and associated outputs and outcome together with
other related attributes. Effective monitoring of the project input use, activities and outputs is
a condition sine qua non to the monitoring of the project outcomes and assessment of
impact. The AWP&B data will be captured in two stages (i) immediately after its approval;
and (ii) regularly during its implementation. WP&B should be translated into monthly action
plans to be implemented to be monitored village level.
188.
The process of data collection involves completion of standardized templates about
the input delivery, implementation of specific activities, and achievement of outputs in
accordance with a set of pre-selected indicators. These templates will be used to track the
implementation of each of the proposed activities under AWP&B in terms of starting date,
percentage of completion and completion date. The outputs and outcomes of each activity
will be tracked in terms of quantities planned; quantities achieved and compared to AWPB
targets, PDD milestones and, BLS benchmarks when applicable. Qualitative outcome
indicators should be scored using IFAD scoring criteria. Under the same database,
information connected with the activities, components, sub-components, localities villages,
will also be captured. Inputs will be captured in terms of their delivery date and place and
recorded into the project inventory database.
189.
190.
To keep the database simple and well focused, the reporting system of the database
should consist initially of a set of tables which responds to the reporting requirements of
different reports namely (Monthly, six-monthly and annual progress reports, IFAD
supervision, and follow up reports. If other tables are needed, (requiring advance analysis),
the database should allow for crude data to be transferred to other specialized software for
further analysis.
The design of Project output database should be fully harmonized with other
applications/databases of the Project, especially with the financial and procurement
application in order to be able to assess the project efficiency.
191.
Financial and Procurement Application
192.
The purpose of Financial and Procurement application is to track the project financial
transactions using a set of financial indicators for each of the project components,
associated subcomponents, activities and outputs and outcomes. Financial monitoring would
capture data on these indicators on a monthly basis comparing achievements against
AWP&B and appraisal targets. This data would be tabulated and reported in monthly,
quarterly, semi-annually, and annually
Project financial reporting would include procurements of inputs and services,
measuring the cumulative expenditures of IFAD and GOS, beneficiaries and other donors
respectively against the financing plans in the Final Design Document and the AWP&B.
193.
Monthly financial statements, consisting of expenditure by component and
disbursement category for the month, and expenditure to date, compared with the monthly
and annual budgets, prepared firstly at the locality level, discussed by the LCC ,
transmitted to the PMO for verification, validation and consolidation before presentation to
the SCC comments and to BOD for approval. The templates for monthly financial statements
will be prepared during the elaboration of the M&E. Detailed six-monthly financial progress
194.
75
reports will be prepared at all levels of project management and be consolidated by the
Financial Controller.
The consolidated financial progress reports consist of a set of templates which will
report, among other things on the following:
195.
1) Disbursement Category expenditures presented in SDG and USD.
2) Financier Contribution presented in SDG and USD.
3) Component expenditures presented in SDG and USD
4) Detailed Component financial analysis presented in SDG
196.
Monitoring of procurement activities is part of the financial system, which serves to
ensure that the procurement plan is completed satisfactory in line with IFAD procurement
guidelines and in accordance with the FDR and AWP&B targets. Procurement of goods and
services is the first step in input delivery and implementation of activities. Input delivery on
the other hand is the entry point of linking the financial system and the output/ activity
monitoring. Procurement monitoring is also necessary for setting up the project assets
database (inventory system).
197.
The design of different templates for recording financial and procurement data before
its input into the application will have to be prepared during the design of the M&E system of
the project.
Beneficiary Database (BD)
The purpose of Beneficiary database is to track the project beneficiary outreach and
targeting physically and spatially, and to complement the other instruments to make it
possible to assess the project effects and evaluate its outcomes. BD would capture on a
regular basis beneficiary-related data, specifically regarding direct beneficiaries reached by
the project. Each beneficiary will have a unique ID number which would also be used as
identifier in the household survey. Data which will be captured by the proposed database
may include several modules, a demographic module, and access to project activities
module. Data will be captured on continuous basis and it will be collected through a predesigned templates. These templates will be completed at the level of the villages, the
validation, consolidation and recording into the BD will be the responsibility of the M&E unit
at the PMO level.
198.
199.
The captured data for BD will be restricted to AWP&B which will be done in two
stages (i) immediately after its approval; and (ii) regularly as its implementation progresses.
The process of data collection involves completion of standardized templates about the
beneficiaries’ demographic characteristics and their outreach by the project. The
demographic data should include characteristics of HHs including gender, ethnic groups,
profession, residency (IDP, Returnee, etc.). Project outreach data will capture beneficiaries’
access to project interventions (outputs and effects). The main attribute to be tracked by BD
will be in terms of number of beneficiaries planned (both in AWPB and AR) to be reached,
against actual number the project has effectively reached.
200.
BD will facilitate in depth understanding about the quality of the effects of the project
outputs and their likely impact on the beneficiaries livelihood which can be accomplished
through specific thematic studies using structured focus group discussions or random
household survey.
To keep BD well focused and manageable, its reporting should consist initially of a
set of tables which respond to the information requirements of different reports namely
(Monthly, six-monthly and annual progress reports), IFAD supervision, and follow up reports.
201.
76
If other tables are needed which require advanced analysis, BD should allow for data
transfer to other specialized software for further analysis.
Project Area Database (PAD)
202.
The PAD will be developed to track the changes which may occur to the
beneficiaries’ environment and their standard of living. The purpose of Project Area Data
base is to track these changes with respect to key indicators such as availability of basic
social and physical infrastructure and essential technical services, governance and
participation of the population in decision making at different levels. This information will be
collected three times during the life of the project, at the start of the project, at midterm
review and at project completion. Data collection will be collected at the level of the locality
and village
Household Survey (HS)
203.
Household survey would be developed and used periodically to collect effect and
impact-related information about the targeted beneficiaries, using the randomized approach
involving selection of random sample of two groups of households, those who will have
benefited from the project (treatment group from the beneficiary database) and those who
will not have (control group). The sample will be stratified to ensure there is an even
distribution of households fitting into each socio-economic group The household survey
would be carried every two-three years, depending on the progress registered regarding the
project implementation, The data generated by the survey will be analyzed to assess the
likelihood of occurrence of project impact using IFAD Sustainable Livelihood Approach. The
data collection will be by means of a questionnaire, preferably the same or a compact format
of that used for the baseline survey; the attributes which should be included in the
Beneficiary Household should be prepared during the design of the M&E system
Thematic studies
. Thematic studies plays an important part in the M&E Cycle they are used to
provide a qualitative validation of the project outputs and exploration of changes to the lives
and the environment of the project beneficiaries as induced by the interaction of the
beneficiaries with the project achieved outputs. Thematic studies will be used to provide
invaluable supplementary implementation-related information regarding specific subjects,
interventions or concerns of the project, .they will be prompted by the occurrence of specific
triggers such as, unexpected delays in the implementation of certain components or early
completion of others; assessment of pilot activities to determine if their replication on a larger
scale as appropriate. While thematic studies are part of the proposed M&E system they will
not constitute a structured activity within the system with pre-determined specific themes
with the associated budget and time table, but rather they will be demand-driven to be
conducted at the request of the BD of IFAD, Project Supervision Mission, Midterm Review
mission and/or at the request of LCC /SCC. Thematic studies can also have an evaluation
character.
204.
Thematic studies may be outsourced to local or international consultants, but could
also be entrusted to institute of higher education where such studies are entrusted to
graduate students in fulfilment of their postgraduate degrees and meet concomitantly the
terms of reference of the proposed thematic study.
205.
Computerization of the M&E instruments
77
The above instruments should be gradually and cautiously computerized over
several phases, where passage from one phase to the next should be governed by strict
triggers and evaluations along the following:
206.
e. Elaboration, testing and endorsement of the data collection templates by the
different implementing partners
f. Elaboration and endorsement of the report tables by implementing partners
and project implementation support groups ;
g. Ensuring that the different databases/applications are harmonized with the
budgeting, planning and the monitoring processes of SUSTAIN,
h. The databases and application should have reporting facility which allows
retrieval of crossed referenced information from the different databases of
the M&E system
Baseline situation
An important part of the M&E framework is the pre-project assessment of the
socioeconomic and livelihood situation of the intended beneficiaries and the environment
they live and derive their livelihood from.
207.
208.
The baseline situation is assessed by different instruments namely, the Baseline
Survey (BLS), and a survey of the physical, social and environment of the project area.,
Baseline Survey
209.
The BLS should be organized during the first semester of 2011 and should take into
account the following
a) Collection of recent secondary socio-economic and livelihood conditions of
small-scale traditional rain-fed farmers, pastoralists, and IDP in the project
area;
b) Update the basic socio-economic indicators as available from official
reports;
c) Collect secondary data regarding health and nutrition status of mothers
and children less than five years of age in the project area
d) Prepare a sampling frame for the proposed baseline survey in coordination
with chief statistician and decide on the sampling methodology and sample
size taking into account the intended beneficiaries and the target groups of
the project focusing mainly on the poor rural people
e) Identify a BLS implementation team ( supervisors, surveyors and data entry
clerks) in consultation with concerned localities and targeted village;
f) prepare a training programme and an implementation plan of the BLS in
consultation with concerned localities;
g) Preparation of a first draft of a BLS questionnaire and a note for the
related themes to be discussed with fishers with different stakeholders
h) Prepare of the Code book of the BLS questionnaire
i) Prepare a table of content and an outline of the baseline survey report. The
BLS should address livelihood status and poverty analysis of the intended
beneficiaries using collected data on different assets/Capital ( Human
Assets, Physical Assets, Social Capital , Natural Assets and Financial
assets (www.ifad.org)
j) Prepare a time table for the implementation of the BLS indicating the
activities and associated tasks
78
k) Ensure that the physical implementation of the BLS is carried out before
the rainy season and during the agricultural season. Transhumance period
should also be avoided
M&E Indicators
The M&E list of indicators that will be employed to monitor project implementation
and assess its impact, including RIMS indicators are described in the logframe annex II
210.
RIMS indicators
211.
The M&E system for IFAD-financed projects is required to include among its M&E
indicators a list of RIMS indicators at the three different levels (compiled from the standard
list provided by IFAD). The choice of these indicators depends on the scope and the nature
of the project. Inclusion of RIMS indicators in the project M&E system will facilitate the
preparation of RIMS tables which should be completed and sent to IFAD at the end of each
year of the project implementation. The list of proposed indicators from which the project will
chose is presented below. The list covers first and second level indicators and is presented
in table 1 below.
79
Table 1. List of proposed first and second level RIMS indicators
Components
Technology
Transfer
First level results
Second level results
• People trained in crop
• Effectiveness :improved agricultural and livestock
production practices and
production
technologies
o
Number of farmers reporting
production /yield increase
• People trained in livestock
o
Farmers adopting recommended
practices and technologies
technologies
• People accessing facilitated
o
Number of farmers reporting
extension services
increase in litter weight
• Households receiving
• Effectiveness :improved performance of service
animals including poultry
providers
• Housholds receiving
o
Operational self-sufficiency
facilitated livestock related
(common interest groups, private
servises
sector operators, extension
•
services)
Market
access
and
post harvest
management
• Numbers of crosssing and
pipe culverts constructed
•
• Number of villages with
crossing management
groups established
• Number of people/groups
trained in operation and
management of crossings,
by M/W
• People in groups managing
crossings M/W trained
• Groups managing
infrastructure with women
in leadership positions
• People trained in post
harvest production
processing and marketing
by W/M
•
• Staff of service providers
trained by M/W
• Number of private
operators participating in
the project
• Land use plan formulated
• Agriculture investment plan
formulated
• Community groups formed
• Community groups with
women in leadership
positions
• Government officials
trained
Capacity
building and
institutions
strengthening
Total outreach
• People receiving
project services
• Households
receiving project
services
• Groups receiving
project services
• Communities
receiving project
services
• Likelihood of sustainability of crossings and pipe
culverts
• Effectiveness : households benefiting from
improved access to market and other services
• Likelihood of sustainability market , storage
facilities
• Effectiveness : improved
performance of service
providers;
• Effectiveness : promotion of
pro-poor policies and
institutions
• Effectiveness of community
development
• Likelihood of group
sustainability
212.
Level 3 indicators: These are Impact indicators measure the effects of the Level 1
and Level 2 indicators and correspond to the goal level of the Project Logframe. They are
also called Anchor indicators they are a short list of critical Impact indictors that are based
on objective, comparable data and linked to the Millennium Development Goals. They are
compulsory. There are four Anchor Indicators which are measured at the beginning, midterm and completion of the Project:
• Households with improved household assets;
80
• Reduction in the prevalence of children malnutrition (Weight for age, Height for
age and Weight for height).
• Households with increased food security;
• Households receiving project services.
81
Appendix 1: THE BASELINE SURVEY
Terms of References and Scope of Services
The Project
Goal and Objectives: As contained in Design Document
The key objectives are that: As contained in Design Document
Target group: As contained in Design Document
Project area: As contained in Design Document
Project Components: The project will comprise the following parts As contained in Design
Document
The Baseline Survey (BLS)
A Baseline Survey (BLS) will be conducted in the project area. At different times during the project life
(possibly at the mid-term and at the completion of the project), impact surveys structured in a similar
manner to the BLS will be made and the data collected then can be compared to the baseline data to
make an evaluation of the impact the project might have had on the intended beneficiaries.
The BLS will focus on gathering data related to the indicators identified in the project design
document and that are used in the project M&E system. This survey will be contracted to a reputable
institution with expertise and experience in social and agricultural survey work.
Objective: The objective of the BLS is the quantitative and qualitative definition of the current
situation of villages, households, and groups who will be affected by the project.
Geographical area of survey: the 3 localities of Dali&Mazmoum, Abu Hujar and Dinder in Sinnar
State.
Output: The collected data from BLS will be statistically and otherwise processed. A Baseline Survey
Report will then be prepared containing the systematized results of survey with conclusions and
general evaluation of situation in project area in terms of the main indicators covered in the survey.
BLS report itself should be limited to under 40 pages of text with tables, charts, questionnaires and
other details included as attachments/annexes to the baseline report.
BLS Survey Methodology
Various methods of data collection will be used and combined to produce a comprehensive
understanding of the baseline situation of the project area:
Surveying all the communities in the project area, scoring them and ranking them based on a set
of indicators assessing poverty and readiness of the community to participate in the project
Surveying a representative sample of poor households in the project area
Collection, analysis and interpretation of data from available secondary sources (statistics,
publication from the Integrated Livestock Production and Marketing Project, Eastern Nile
Watershed Project, Revitalizing Gum Arabic Production and Marketing Project.)
Expert opinions and panel – discussions for specific areas of survey
Interviews with focus groups or individuals (likely project beneficiaries of men and women
smallholders, pastoralists and displaced women)
The survey is intended to gather information on the poverty level of the communities in the project
area, the profile of the rural poor (in terms of assets, livelihoods and coping mechanisms), the
82
opportunities and constraints facing poor rural households in the project area. Information gathered
during the survey will include:
General indicators on project area
Geographical and demographic indicators
Role of agriculture (crop and livestock) and off-farm activities in structure of activities
Status of natural resources for agriculture development (land and water)
General indicators on communities
Percentage of poor households in the village;
Number of women headed households;
Access to drinking water for potable and livestock uses;
Reliance on rainfed farming and herding as the main source of livelihoods;
Quality of the agricultural land and degree of erosion as manifested in the infestation with
noxious weeds;
Access to health services;
Access to basic education;
Level of social capital;
Positive feedback to project menu of activities.
Household level data
Household family structure
Labour supply and use
Productive assets owned
Crop production (structure, areas, practices, average yields)
Livestock production (number and types, productivity, management system)
Access to agricultural and other support services, especially credit, machinery services,
veterinary services, etc..
Income/ expenditures of farm households
Level of market disposal of agriculture production
Non agricultural sources of income and their significance in overall household income
Food security
Child malnutrition
Gender differences between women headed and men headed households
Producer Organizations
Current method and level of organizing of agriculture producers and pastoralists
Number of associations, number and structure of its members and % of woman in its membership
Range and quality of services provided by organizations
Interest of other groups of producers to form associations
Such associations will also include the women utensils associations, in addition to cooperatives or
local voluntary associations
Access to Finance
Status of rural financing in the project area (banks, moneylenders, traders)
Number and type of financial products
Level of satisfaction of demand for agriculture credits by existing financial institutions
Number of households/clients benefiting credits and its structure
Regularity and level of repayment
Access to insurance services
Agriculture machinery operators
Number and type of machinery operators
Average number and type of equipment
83
Average number of employees
Average capacity to service farmers during the season
Fees charged to farmers
Sampling
Part of the data will be collected through a survey of a representative sample of rural households
located within the project area.
The survey will involve a multistage stratified random sample of households. As the project is
expected to cover 50% of the villages in the project area, the following method is proposed. First, the
survey team will survey all the villages in the project area (estimated at 227 in the five RAUs); second,
in each RAU, the villages will be ranked on the basis of poverty criteria; third, a sample of 50% of the
proposed number of the villages in the five RAUs will be randomly selected; fourth, in each village a
sample of 20 households will be randomly selected. This will bring the sample size to around 1000
household respondents.
A questionnaire adapted from IFAD impact survey questionnaire (to be found on the IFAD web site
www.ifad.org) can be used after modifying it to suit the local conditions and to respond to the
information needs of the indicators identified in the project logframe.
Activities
The following is the expected sequence of activities to be performed by the consultant carrying out the
assignment. The consultant will discuss and clear each step with the Project Management Office.
Compose the survey team
Survey all the villages, score and rank them
Decide on the sample frame
Select survey locations
Decide the questionnaire
Decide the data processing method
Plan field work organization
Train supervisors and enumerators
Test Questionnaire
Conduct field survey
Analyze the data
Draft report
Prepare final report
84
Appendix 2: PROGRESS REPORTS
The Project Management Office will prepare six-monthly progress reports to be submitted to the
Board of Directors for approval then submitted to IFAD, Federal Ministry of Agriculture and Federal
Ministry of Finance and National Economy, no later than one month after the end of each reporting
period. The reports will record the financial and physical activities against AWP/B targets. The M&E
officer of the PMO will prepare the reporting formats and contents and be responsible for the
compilation of six-monthly and annual reports.
The five extension teams posted at the rural administrative unit level will submit their quarterly
progress reports to PMO no later than the end of each quarter, or any other dates that may be agreed
by PMO. The PMO will, in turn, consolidate these Progress reports within one month from the end of
these reporting periods. The Project Progress Report will have the following format and content.
Section A – Introduction. This section will include a brief summary of the Project Objectives and the
Project Design features as is given in the final design report.
Section B - Executive Summary. This section will include a brief summary of the information
presented in the succeeding paragraphs, highlighting performance during the period and to date;
trends; explanations for large variations from the initially set appraisal targets and objectives;
problems and issues, if any; and proposed action during next reporting period and beyond.
Section C: Detailed Report. This section will include the following:
Description of the Project Progress. This part will be a summary of the most important aspects
of project implementation to date including any special issues that have surfaced and with
suggestions for resolution. It will concisely describe and highlight: progress of all key project
components including physical works, implementation and project output, actual costs incurred
vs. estimates, financing received from the IFAD, Government of Sudan and Beneficiaries, as well
as major expenditures, large procurements carried out and disbursement performance, critical
studies undertaken, technical assistance and training received. It will assess performance in
reaching and benefiting the intended target groups, in particular the poorer, as well as gender
equity in participation and benefits. It will include numerical information on activities, numbers of
participants (male and female) and information about the socio-economic status of individual
participants, as compared with targets set in AWPB and the project.
Sources and Uses of Funds Statement for the Reporting Period and Year-to-Date. This table
will indicate the opening cash and bank balances, listing of the sources and amounts of funds
received and expenditures by project component and in line with the IFAD grant withdrawal
schedules and the cash and bank balances. It also shows cumulative figures to date side by side.
Statement of Use of Funds by Expenditure Type. These tables list expenditures by
component, by expenditure type, and by disbursement categories. An important feature of these
tables will be the comparative listing of the actual expenditure figures with the estimates from the
latest Annual Work Plan & Budget (AWPB) and the showing of the variances and appropriate
explanation for each such variance. The total estimated base costs of the project components and
expenditure categories as per the appraisal report will also be shown side by side.
Output Monitoring Report. Physical progress and expenditures in relation to such progress will
be presented here. The output indicators will be taken from the physical performance targets set
at appraisal. Here again, actual and targets set at appraisal will be compared and explanation
provided for deviations.
Procurement Report (Updated Procurement Plan). The Procurement Report consists of the
approved 18 Month Procurement Plan at loan effectiveness and duly up dated and all the key
procurements made on behalf of the project and their status as at the end of the reporting period.
The Procurement Report will also include all key procurement of works, vehicles, equipment,
goods and consulting and other services undertaken by the project since project start up.
85
Organization and Staffing: The progress report will include the latest organization chart of the
project. The chart will give the names, titles and sex of all senior staff and any changes in the
senior management will be reported. In addition, a summary of the staffing of the PMO will also
be given, with numbers under each category, position/job grades, sex and project compensation
details.
Accounts and Audit: This part will describe the status of the PMO’s books of accounts,
preparation of quarterly accounts, readiness for the accounts for annual audit and progress or
completion of the audit (during the appropriate quarter). Where audits have been completed, key
findings, observations, qualifications, and recommendations of the auditors will be provided in this
part of the progress report.
Compliance with Conditionality/Legal Covenants: Status of compliance with all stipulated
conditions included as covenants in the loan agreement will be given. Problem relating to noncompliance of any legal covenant will also be highlighted with suggested resolution.
86
Appendix 3: MID-TERM REVIEW
In conformity with the provision of IFAD Financing Agreements, MAAWI as the lead project agency,
Federal Ministry of Agriculture, Federal Ministry of Finance and National Economy and IFAD will
jointly carry out a Mid-term Review (MTR) of project implementation. The main thrust of MTR will be to
evaluate the overall progress of project implementation, particularly in achieving its goals and
objectives and make recommendation for the remaining project period. In particular, MTR will:
Review the achievements of each project component and sub-component vis-a-vis appraisal
estimates, including their financial and physical progress;
Review the effectiveness of participatory approach, poverty targeting, and gender mainstreaming
focusing on constraints for the poorest and the adequacy and effectiveness of support to women
beneficiaries;
Assess the validity and relevance of project goals, objectives, and strategies, taking into account
the implications of evolving public policies and the country’s socio-economic circumstances;
Assess the post project sustainability of the assets created for the targeted project beneficiaries
through support provided under various project components;
Identify the critical factors and constraints that have inhibited timely project implementation, both
in global terms and by component and sub-component, including the institutional and socioeconomic policy issues, in addition to any other external factors unforeseen at design;
Examine the arrangements for project implementation, co-ordination and management, including
the roles and responsibilities of all key players at the national, provincial and grassroots levels, in
particular assess the adequacy, the overall effectiveness and the institutional capacity of the
PMO, MAAWI, MPPPU, ARC, the Inter-Ministerial Committee, State Coordination Committee and
the Locality Coordination Committees;
Assess the post project sustainability and effectiveness of the private and public institutions
created and or supported by the project, including village development committees, the common
interest groups, the private sector agriculture machinery operators, and the extension teams
deployed at rural administrative unit levels and the potential for cost recovery of these services.
Review the adequacy of existing policies and procedures governing project’s financial
management, external audit, liquidity and the use of the special account facility, and staff training
needs and make practical recommendations to improve the effectiveness and efficiency of project
co-ordination and management;
Examine the efficiency and overall adequacy of the arrangements for annual planning, budgeting,
and the flow of funds;
Assess the efficiency of procurement and disbursement procedures, and make recommendations
to redress any constraints encountered with a view to ensure the timely delivery of goods and
services required for the project;
Examine the effectiveness of the M&E system, in particular its capacity to collect and analyse
data and information, and report on the performance of the participatory monitoring system and
reassess monitoring indicators and methodologies to be used for measuring Project impact;
Examine the need, nature and scope for adjustments or reorientation of project design and
implementation strategy, and propose practical recommendations for corrective remedial
measures by component and sub-component to be carried out during the remaining or extended
period of implementation with a view to achieve the project goals and objectives;
Critically examine project costs and financing plan by component, sub-component and categories,
bearing in mind any revisions to the physical and financial targets;
Assess the effectiveness of supervision process in terms of implementation support, its timeliness
and ability to identify and deal with problem issues, the adequacy of its expert mix, and
effectiveness in following up on its recommendations; and
87
Evaluate the important lessons learnt in the course of project implementation and highlight their
implications on future project activities.
The MTR will largely be based on, inter-alia, the Project Final Design Report; Reports of Supervision
and Follow Up Missions; the Project’s Annual Work Plans and Budgets as well as Progress Reports;
the Financing Agreement; evolving government policies and strategies; and additional data and
information collected during field-work. The MTR will include extensive field visits and consultations
with key implementation agencies at the national, governorate and command area levels, in addition
to interacting and conducting interviews with beneficiary households.
The findings of the MTR will be communicated promptly to the implementing agencies and discussed
jointly between the Government of Sudan and IFAD. On the basis of conclusions and
recommendations of the MTR, necessary adjustments will be made in the Project design and the
Financing Agreement to remove constraints and put the Project firmly on track to achieve its
objectives. The Government of Sudan will ensure that the recommendations resulting from the MTR
are implemented within the specified time and to the satisfaction of IFAD.
88
89
ANNEX X: ESRN
ANNEX X: ENVIRONMENTAL AND SOCIAL REVIEW NOTE (ESRN)
1.
Brief description of Programme/Project and components
Project area. The project for Supporting the Small-scale Producers Traditional Rainfed
Producers in Sinnar State (SUSTAIN) will be implemented in 3 localities in Sinnar State over
a 7 year period. These localities are Dali & Mazmoum, Abu Hujar, Dindir, considered among
the poorer localities in the State. The total population in the 3 localities is approximately 390
000 inhabitants equivalent to approx 65 000 households, living in 227 communities. The
production system relies on a combination of subsistence agriculture based on staple crops
and livestock, and market oriented production. Low productivity in agriculture and
unemployment in the dry season are the main causes of poverty. New causes of poverty are
emerging with the return and settlement of pastoralist households due to insecurity and
restriction on their mobility (taxation and disarmament). Land scarcity is a serious issue in
the state resulting from the expansion of the mechanized schemes and competing land
claims for residential areas, crop cultivation and grazing areas.
Project beneficiaries. The total project beneficiaries are 20 000 households, 12 700 women
and 10 000 men. Beneficiaries will be smallholder farmers and pastoralists with severe to
moderate poverty. Beneficiaries will be characterized by their landholding area (9 fed or less
of cultivable area), type of subsistence and market oriented production, livestock ownership
(5 heads or less), type of wage labour practiced by both men and women.
Project objective. The project is based on the understanding that a key pathway for women
and men out of poverty is to increase agricultural productivity for both crops and livestock.
The goal of the project is to support the small scale traditional rainfed producers in Sinnar
State to increase their food security, incomes and resilience to shocks. The objective is that
appropriate technology in land preparation, soil moisture management, crop rotation,
boundary planting, range development, livestock nutrition and post harvest technology are
successfully disseminated to 20 000 small scale producers. The project duration is seven
years. The project is expected to cover 100 communities in the 3 localities.
Project activities. The project has 3 components:
− Component 1: technology transfer. This includes the demonstration and scaling up
of crop production and livestock nutrition packages. It addresses the production
system of smallholders both women and men. It includes: (i) demonstration and
scaling up of minimum tillage techniques and soil and moisture management for
crops, rangelands and community forests, improvement of home gardens with
supplementary irrigation and compost addition, poultry raising, improvement of
animal nutrition through treatment of crops residue and feed supplements; (ii) scaling
up of these packages; (iii) collaboration with ARC on an applied research on zero
tillage; (iv) farmer training.
− Component 2: market access and post harvest management. (i) market access
through the construction of crossings to allow vegetable growers on khors easier
access to markets during the rainy season; (ii) sun-drying of vegetables which will
include training and demonstration on the equipment and its management as an
enterprise by women groups or associations; (iii) training and extension on other post
harvest handling issues especially in the area of grain storage and oil pressing.
− Component 3: capacity building and institutions strengthening. This includes the
(i) animation and mobilization of communities that will participate in the project; (ii)
capacity building of village development committees and common interest groups,
(iii) introduction of the environment conservation fund as a mechanism to finance
90
ANNEX X: ESRN
pilot environment conservation activities, (iv) facilitation of an enabling environment
for promulgation of NRM laws and their enforcement, (v) equipment and training of
extension teams in the 5 RAUs, (vi) set up and operation of the PMO within the State
Ministry of Agriculture, Animal Wealth and Irrigation in Sinnar.
Project costs. The total project cost is estimated at USD 16.3 million. Component 1
represents 42% of the total base costs at USD 5.86 million; component 2 represents 14% of
total base costs at USD 1.95 million; component 3 represents 21% of the total base costs at
USD 2.87 million.
2.
Major site characteristics
The project covers three localities, Dinder, Abu Hujar and Dali & Mazmoum. These localities
were selected following a consultative assessment of poverty in the State that considered
the following main criteria: (i) prevailing rural economy, (ii) population stability, (iii) availability
of drinking water, (iv) education and health services, (v) incidence of conflict over natural
resources, (vi) number of female-headed households, (vii) presence of Internally Displaced
Peoples and conflict affected population, (viii) situation of food security, (ix) number of
persons entitled to Zakat, (x) number of development interventions, (xi) accessibility to
markets and job opportunities. The 7 localities of the State were ranked against these criteria
and the 3 lowest scoring localities were Dinder, Abu Hujar and Dali & Mazmoum
Population and communities. The total population in the 3 localities is estimated at approx
390000 inhab. (table 1), representing 65000 households (at 6 persons/household) and 30%
of the state population. The population is mainly rural (75% of the population) and its main
source of living is agriculture activities. Off-farm activities are limited to trading, machinery
repair workshops in the main towns and service sector (restaurants, mobile telephony sale
and repair, masonry, etc…). The main urban centers are Abu Hujar and Wad Al Nayyal in
Abu Hujar locality, Dinder and Al Azaza in Dinder locality. In Dali and Mazmoum, the main
towns are Dali, Mazmoum, Bozi however their service sectors and economic base is less
diversified.
Table 1: Population and villages in the 3 localities
91
ANNEX X: ESRN
LOCALITY
TOTAL
POPULATION
TOTAL
VILLAGES
AVERAGE
SIZE OF THE
VILLAGES
OBSERVATIONS
72846
42
1730 PERS
VILLAGE SIZE IN THE LOCALITY CAN
REACH UP TO 8000 PERS IN MAIN TOWNS
ABU HUJAR
141588
77
1840 PERS
ACCORDING TO REPORTS FROM THE
LOCAL AUTHORITIES, ONLY 10 VILLAGES
RELY ON RAINFED AGRICULTURE. THE
REST HAVE ACCESS TO IRRIGATED LAND.
DINDER
175944
108
1630 PERS
390378
227
(2009)
DALI
MAZMOUM
TOTAL
AND
IN PROJECT
AREA
TOTAL
STATE
IN
SINNAR
1285058
THE PROJECT AREA REPRESENTS
OF THE STATE POPULATION
30%
Source: State Ministry of Finance and 5th Population Census (2008)
The tribal composition is varied and reflects the various waves of settlement in the area. Of
particular interest is the settlement of people from Kordofan and Darfur during the
construction of the railway line in the 1920s, the construction of the Sinnar Dam, and in the
wake of the great drought in the mid 1980s. This was followed by the displacement of the
Nuer and Dinka populations in the 1990s as a result of the civil strife in Southern Blue Nile
and Upper Nile. A number of pastoralist groups from the Rufaa tribe have also settled at that
time. A new wave of settlement of Rufaa Al Hoj pastoralists is now taking place as a result of
constraints on their mobility and security in the South. These constraints are higher taxes
and removal of arms, vulnerability to armed attacks and cattle raiding. The settlement of
pastoralists is likely to amplify in case the 2011 referendum on self-determination results in
the secession of the South. It is expected that 60 000 persons42 would return.
There are 3 types of villages. The first type is represented by large villages with average
population of 1700. These villages are either concentrated in: (i) riverine villages around a
diversified resource base with both access to rainfed plots and irrigated plots using shallow
aquifers, which translates into a longer employment period. These villages offer the basic
amenities of health, education, water and electricity and are well serviced by the road
network; (ii) inland villages that are developed away from the river banks and usually around
settlements of seasonal wage labour who came to work on the mechanized schemes and
who subsequently settled in the area. These villages are also growing with the
improvements in supply and affordability of drinking water for both people and livestock. The
third type is the smaller settlements of about 150-400 persons corresponding to the
settlement of pastoralists. The growth of these settlements is constrained by the lack of
land43 for residential areas, access to agricultural land and access to water.
42
This figure is quoted by the leader, nazir, of the tribe who estimates that the total Rufaa Al Hoj population in Upper Nile is
60000 persons.
43
In one of the communities visited, the village sheikh informed the mission that he bought access to residential areas to
settle his clan, about 15 years ago.
92
ANNEX X: ESRN
Land use in the project area. The mechanized schemes are the predominant form of
production in the 3 localities with approximately 3 million feddans (table 2). In comparison,
traditional plots for subsistence cultivation only amount to 0.22 million feddans, range and
forests amount to 0.17 million feddans. In arithmetical terms, this would result in 4-5
feddans/ household for cultivation of traditional plots. As such areas are insufficient to meet
food subsistence requirements at the present rate of low yields, households both women
and men, tend to rent land from larger landholders.
Table 2: Land use in the 3 localities (information obtained from Agriculture Dept in 3
localities)
DALI&MAZMOUM
ABU HUJAR
DINDIR
TOTAL
1230000
537000
791000
2558000
TRADITIONAL
RAINFED
AREA
(BILDAT)
100000
53000
209000
362000
IRRIGATED AREA
0
49500
6000 (PIVOT
IRRIGATION IN
KHOR
ATSHAN AND
IN BIRDANA)
55500
FORESTED AREA
182176
247864
55154
485194
RANGELANDS
23500
NA
30000
53500
DEMARCATED
AND
UNDEMARCATED
MECHANISED
FARMS
Table 3: Distribution of livestock by locality
93
ANNEX X: ESRN
CATTLE
SHEEP
GOATS
CAMELS
TOTAL
DALI&MAZMOUM
520308
429443
293637
53292
1296680
ABU HUJAR
541562
552012
341255
66637
1501466
DINDIR
383273
407258
197516
169745
1157792
TOTAL
1445143
1388713
832408
289674
3955938
The supply of fodder in the project area was calculated for approx 4 million heads and the
results show that the area only supplies 50% of the livestock requirements principally
through crop residues. Rangelands only constitute 1.5% of land use and are clearly not the
principal source of fodder supply for such large numbers of livestock. This justifies the
continuation of the seasonal transhumance between summer and dry season grazing
grounds. The findings also underscore the disastrous impact on the environment and social
stability if such transhumance comes to a stop in the short term. For the non transhuming
herd, the issue becomes where to keep the livestock during the rainy season as the land is
cultivated around the village (bildats and schemes) and within the village (homegardens).
Some villages have allocated nearby jebels for grazing in the rainy season in Dali &
Mazmoum, and in Abu Hujar and Dindir communities resolve to allocating part of the
neighboring land to community forests or an afforested grazing area.
Forests in the project area cover approx 122000 fed and this represents 3.5% of total land
use. There are two types of forests. The first type is the reserved forests which are either
managed by the Forests National Corporation (the riverine forests on the banks of the Blue
Nile) or by the State Ministry of Agriculture, Animal Wealth and Irrigation (MAAWI) in case of
forests in rainfed areas. The second type is the community forests (very common in Dindir
locality and to a lesser extent in Abu Hujar locality). The tree species planted in the Forests
National Corporation (FNC) reserved forests are good for timber and charcoal making and
annually the FNC rents “murabaat” for exploitation as timber or charcoal. The same type of
trees is also planted in the community forests. The timber is logged every 7 years and the
proceeds are used to finance the establishment or expansion of community services like
primary schools. Charcoal making is also allowed in community forests. The revenue of
timber logging is about SDG 360/m3. The price of a charcoal sack is SDG 10. Mechanized
farming is the cause of massive deforestation in the State. The rule that 10% of the area of
mechanized schemes should be forested is not enforced in Sinnar State.
The project area is home to the Dinder National Park which was established in 1935
following the London Convention for the conservation of African flora and fauna. It became a
biosphere reserve in 1979. In 2005, it was declared a Wetlands of International Importance
(Ramsar). The Park is bordered by Rahad river at latitude 12o26/N and longitude 35o 02/E,
and then continues in a north-western direction up to latitude 12o 42' N and longitude 34o
48/E at Dinder River. The boundary continues again up to lat. 12o 32/N and long. 34o 32/ E
along khor Keenan and finally the boundary slightly diverts to the southeast to latitude
11o55/N and longitude 34o 44/E. and then gets to the Sudan – Ethiopian border. The total
area of the Park is 3.24 million feddans over 3 states (Sinnar, Blue Nile, Gadaref). The Park
falls under the General Administration for National Parks and Wildlife Conservation, Ministry
of Interior. The Park benefited from GEF financing over the past decade. As a result, the
boundaries of the Park were demarcated, its water sources rehabilitated, logistics support for
eco-tourism provided, and community awareness improved with regards the sustainable
94
ANNEX X: ESRN
management of the Park’s resources The Park habitat however continues to be threatened
by drought as well as herders, poachers, charcoal makers. There is a direct causal
relationship between the expansion of mechanized farming in the 3 states where the Park
falls and its corollary effect of closing traditional migratory routes and the Park’s accelerating
deterioration.
Water resources. It is estimated that in Sinnar State, 80% of the population access an
improved source of water. This is principally due to diversified and easily accessible water
resources across Sinnar State except in Dali & Mazmoum locality as explained below. The
Blue Nile and the Dinder Rivers represent the most important perennial streams. The Blue
Nile constitutes the main source of water supply for domestic use and for irrigation besides
being an important source of hydroelectric power in the country (Sinnar Dam). The Dinder is
a seasonal river (August- February) but its aquifer, tapped through shallow wells, constitutes
an important source of water supply for horticultural production and livestock watering. In
addition to the rivers, there are several seasonal water sources (Wadis and khors) that
radiate from the Ethiopian Plateau and the jebels in Dali & Mazmoum area. These wadis are,
however, short-lived carrying water during the peak of the rainy season (August-September).
The amount carried by these khors and wadis is not quantified due to absence of data.
The Nubian sandstone in the Blue Nile and Mahaboba formations represent the most
important aquifer of deep groundwater. Their thickness is less than 1000 metres. They bear
significant amounts of water at varying depths ranging from 300 to 1000 feet and recharge of
these aquifers is directly from the Nile bed and its flood plains and may be partly from the
surface runoff in the wadis and khors. These aquifers are tapped through sinking of
boreholes equipped with motorized submersible and reciprocating pumps to 300 – 500 ft
deep. These waters generally have a low salt content. The second important rich aquifer is
shallow aquifer along the Blue Nile and Dinder riverine areas that are provided by Atshan
seasonal river deposits and with limited extension area. It consists of clay, sands and
gravels of 30 metres thickness. Subsurface flow recharge appears to be significant with the
watertable rising rapidly during the flood and rainy season, and with minor seasonal
variations.
The distinctive feature about the groundwater in the central clay plains is that most of its
area is underlain by the famous geological formation known as Basement Complex Rocks
which extends mainly in Dali & Mazmoum area. It is a poor water bearing aquifer and the
groundwater potential is limited to faults and fractures.
Main water sources in the project area are summarized as follows: (i) for Dali and Mazmoum
locality, the main sources are rainfall and surface run-off; and (ii) for Abu Hujar and Dinder
localities, there are permanent rivers that supply water, as well as deep and shallow
groundwater in addition to surface run-off and rainfall.
Rainfall. The rainfall data indicates that the project area receives on average 400 to 600 mm
of rains, with the highest average being recorded in Wad El Nayyal rural administrative unit
in Abu Hujar locality and the lowest average is Um Banein, also in Abu Hujar locality. In
comparison with the sorghum water requirements, rainfall drops below 450 mm in one year
out of two in Abu Hujar locality and one year out of 10 in Dali & Mazmoum locality. However
as the population is complaining from erratic rainfall, what is important to analyze is the
distribution of rainfall over the season and in relation to the growth cycle of the sorghum
crop.
Table 4 below shows the distribution of the monthly rainfall and crop water requirements
(CWR) for sorghum by locality, with a total length of the growing period of 110 days.
Although this year 2009/2010 was exceptionally dry, deficit in CWR is obvious during the
95
ANNEX X: ESRN
critical months of growth (August - September) and towards end of the season. In principle,
the accumulated rainfall up to 20 July taken here as the most likely date for planting, is quite
sufficient for land preparation44 (80 mm) and for crop establishment stage (56 mm) in all
localities. However, due to excessive deep water losses through cracks and runoff thus
hindering good crop establishment and to delayed planting beyond the optimum sowing
date, the crop is subjected to late season water stress. The SUSTAIN project offers
technological packages in land preparation and soil moisture management to specifically
address these constraints by providing better land preparation to reduce water losses, and
by creating enabling conditions for early planting to maximize efficiency of rainfall use as well
as providing extra harvested water to satisfy the CWRs.
Table 4: Monthly rainfall and crop water demands (mm) in the project localities
(season 2009/2010)
LOCALITY
APRIL
MAY
JUNE
JULY
AUGUST SEPTEMBER OCTOBER TOTAL
DINDIR
2.6
6.7
52.6
154.1
48.4
36.7
34
335.1
ABU
HUJAR
0
0
45.8
169.2
140.1
70
7
432.1
DALI
0
0
89
235
86
25
9
464
MAZMOUM 0
7
31.7
101.7
107.1
215.1
57.5
520.1
CWR
(GROWING
SEASON)
-
-
80*
56
144
107
451
-
+ 144
Source: Ministry of Agriculture, Animal Wealth and Irrigation in Sinnar State and mission
calculations
Main livelihoods. The economy in the 3 localities that form the project area is mainly driven
by crop production, livestock production, horticulture and forest production. Mechanized
farming (demarcated and undemarcated schemes) is practiced by big merchants in towns,
village elite and ex-senior officials. The majority of the population relies on traditional rainfed
agriculture, supplemented with small scale horticulture in areas where permanent rivers
(Blue Nile) or seasonal rivers or water streams (like Dinder) exist. The livelihoods of the
traditional farmers and pastoralists are described here.
Farmers: Crop production constitutes the main source of food and cash in farming
households. The main crops grown are sorghum and millet the staple crops, sesame and
groundnut as cash crops. Food self-sufficiency and coverage of basic needs (including
children education) is estimated at 24 sacks of sorghum equivalent. Given existing yields in
the 3 localities, this is equivalent to the production of 20 feddans in Dali/ Mazmoum and the
production of 12 feddans in Dinder and Abu Hujar in an average year. Wage labour is
another main source of income during the rainy season. The base rate is the same for
women and men, SDG 5 per half day, and SDG 10/ full day. Mechanized schemes generate
4.5 mandays of seasonal labour and traditional rainfed agriculture generates 21
mandays/fed/season (both family and hired labour). Charcoal making is a common
44
The quantity of 80 mm of rainfall is considered the optimum quantity for land preparation.
96
ANNEX X: ESRN
occupation in the dry season as well as migration to urban centers. Livestock production is
the main coping mechanism to meet unexpected demands or crop failure. In areas with good
water sources like Dinder and Abu Hujar, the livelihood is more diversified as the availability
of permanent rivers (such as Blue Nile) or seasonal rivers (such as Dindir and Rahad),
allows for the development of horticulture.
Pastoralists. The Rufaa tribe is the main pastoralist tribe in the project area. In the dry
season, they are located in the grazing areas in the South (Blue Nile and Upper Nile states)
and this is also where they have their homesteads. In the rainy season, they move North to
the grazing areas of Jabal Moya and Butana where they stay for 2-3 months. This migration
is about 800 km. There are in total 10 migratory routes in the project area and these are
described in working paper 1. The seasonal North-South migration of pastoralists is getting
increasingly complicated with the encroachment of farms (especially mechanized farms on
rangelands and with the restrictions imposed on pastoralist mobility and security in the
South. Thus pastoralists find themselves trapped unable to access grazing areas in the rainy
season and unable to access water and range in the summer season. A large number of
pastoralists is shifting their families and livestock to the rural administrative unit of Mazmoum
considered the traditional homeland of the Rufaa. It is worth noting that in less than 2
months, the population in Mazmoum increased by 8000 persons. Land disputes between
farmers and pastoralists in such a situation are inevitable and the disputes are estimated at
170/year and likely to increase if grazing space is not allocated quickly. Loss of life is
common. The situation is likely to aggravate as another 60 000 persons are likely to relocate
to Mazmoum from Upper Nile State putting further pressure on the land. As many of the
pastoralists are ex-combatants involved in the popular defence forces, the Disarm,
Demobilize, and Reintegrate (DDR) Commission is working since January 2010 with the
returning and settling pastoralists in Mazmoum locality to provide them with emergency non
food items (like tent, water tank), school and health facilities and considering supporting their
productive activities in joint collaboration with other organizations (such as the Zakat Fund).
Women farmers and pastoralists. The livelihood opportunities available to women are
limited and restricted to the rainy season only. In the rainy season, women access 5 to 10
feddans which they cultivate with sorghum, sesame, groundnut or cowpea. In addition to the
field crops, they also grow home gardens which are used for consumption during the hunger
period. Women also collect wild okra from the fields for drying and storage as it is used as
an important ingredient in the household diet. In the dry season, women economic activities
are restricted to tending the small ruminants, making handicrafts and petty trading. Women
generate income from the sale of sesame, groundnut and nearly about 50% of the
production of the home garden. Agro-processing is limited to pressing of groundnut and
using the oil for consumption, making groundnut paste and drying okra for sale in the village
market.
The women in pastoralist communities are engaged in agriculture and cultivate with their
husbands the land. They are also responsible for fattening young lambs for a period of 3
months then these are sold in the market at the age of 9 months. Women also engage in
milk processing into ghee and yoghurt, carry out weaving and handicrafts activities mainly
for home consumption.
Both women in farming and pastoralist households raise poultry. Women however face a
serious problem with poultry in the dry season as they are hit by a killer disease called safir.
Unlike small and large ruminants, poultry is not treated.
Poverty. The design mission concluded – based on its field observations – that the main
characteristics of poor communities are:
-
the resource base : underutilized or deteriorated land; unreliable source of water;
absence of grazing areas for the community held livestock in the rainy season;
97
ANNEX X: ESRN
-
the demographic profile: high incidence of male out migration in the summer season;
returnee pastoralists who have migrated back to their homelands from the South in
the wake of the North-South peace agreement; pastoral communities who have
settled for more than 10 years but still lack basic services.
The main defining criteria for poverty are : (i) the cultivated area (which determines whether
the household is food self-sufficient or not), (ii) the ownership of livestock (which determines
resilience of the coping mechanism), (iii) reliance on wage labour in the rainy season and on
seasonal labour in the dry season which determines the income poverty of the household,
(iv) type of household and its displacement with displaced or returnee women headed
households being the most vulnerable and poorest.
The incidence of poverty in the project area is summarized in table 5 below. The mission
estimates that about 50% of the population in these three localities are poor. The low
incidence of poverty in Abu Hujar is mainly attributed to the diversified resource base where
most of the villages have access to both rainfed and irrigated agriculture, proximity to the
main state towns of Abu Hujar, Sinja and Sinnar where trade an civil services are main
activities.
Table 5: Poverty in the 3 localities (based on mission estimates)
LOCALITY
TOTAL
HOUSEHOLDS
POVERTY
INCIDENCE (MISSION
ESTIMATE)
NUMBER OF POOR
HOUSEHOLDS
12000
50%
6000
ABU HUJAR
23600
30%
7000
DINDER
29300
60%
15600
DALI
MAZMOUM
TOTAL
AREA
AND
28600
– PROJECT
Source: mission estimations based on field visits and interviews with villagers
Gender differentiated access to assets and services. Both women and men have access
to land either in usufruct or in rent. The difference is in the area cultivated: women tend to
cultivate 5 to 10 feddans at the maximum whereas men can cultivate a larger area up to 50
feddans. Women and men can cultivate separate plots or they can both cultivate the same
plot with one section allocated for women. The proceeds are used by women for food
consumption, purchase of items (utensils, bed sheets, etc…) and participation in the cost of
children education. The main constraint for women to cultivate more land is access to
finance and the burden of weeding. The experience of the extension projects run by the
MAAWI points to the fact that both women and men access extension services equitably
when these are availed. Women access to extension information increases when the
demonstrations are carried out within the vicinity of the village. With regards veterinary
services, women and men buy veterinary drugs from the local market. Access to finance is
gender differentiated, with men accessing both bank loans as well as credit from
moneylenders. Women finance agriculture operations from their own resources: sale of
livestock or wage labour.
98
ANNEX X: ESRN
3.
Issues in Natural Resources Management
The design mission identified the following issues as critical for sustainable management of
natural resources.
Soil degradation. Poor cultural practices (use of the wide level disc, deforestation and
absence of windbreaks) and crop husbandry (mono-cropping, absence of rotation, lack of
integration of animal and crop production, and lack of soil and water conservation) have all
led to soil erosion and decline in soil fertility. This is reflected in the: (i) increased infestation
with parasitic weeds Striga hermonthica (Buda) and noxious weeds like Sorghum halpance
(Adar), Hibiscus spp. and (Ankoj); (ii) declining yields of sorghum the main staple crop from
350 Kg/ fed in 1970-74 to 200 Kg/ fed in 2000-04. Over the past 5 years, the average
sorghum yield has further dropped to 140 Kg/ fed.
Soil degradation is also affecting rangelands. Non nutritive varieties are invading pastures.
Such plants are : Xanthium brasilicum (ramtok), Sonctus Cornutus (moleata), Euphorbia
acquptiaca (um malini), Cassia senna (sana sana), Alyslcarpus rugosus (loseeg). Remaining
nutritive plants are: Sorghum pururiosericuim (anis), Ipomoea sinensis (hantoot), Seteria
pallide fusca (danabaya), Chloris guyana (rodes), Brachiaria spps (um jar).
Vulnerability to drought. The mission carried out the calculation of 3 year average for the
rainfall over the period 1998/1999 to 2009/2010. The trend (see table 6) shows that in Dindir
rainfall has decreased by 42%, followed by Mazmoum where the decrease is 20%, then Abu
Hujar where the decrease reached 17%. In addition, it is estimated that drought is more
frequent and that crop failure is recorded in one year out of three years. This means that in
areas such as Dindir where the rainfall has fallen sharply over a 12 year period, farmers can
hardly cope with such massive decrease, especially in absence of functional agricultural
services and support. The season 2009/2010 was catastrophic in Dindir locality where
Government had to provide relief assistance to the affected population.
Table 6: Change in rainfall over the period 1998/1999 to 2009/2010
Locations relevant to project
area
1998/99
Dindir
3 year avg in Dindir
Abu Hujar
3 year avg in A. Hujar
Mazmoum
3 year avg in Mazmoum
Dali
3 year avg in Dali
1999/2000 2000/01
702
1031.6
603.7
808.1
555.4
616
540.5
577.2
770.3
512
557.9
582.2
648.57
488.5
548.3
2001/02
2002/03
2003/04
434.4
380
363.4
381.1
526.5
399
668
605.1
473.2
482
408.8
645.5
523.67
601.5
634.8
2004/05
2005/06
2006/07
383.2
470.7
341
284.5
319.4
375
316.5
523.6
430.3
428.1
511.5
379.0
434.5
376.30
436
425.4
2007/08
2008/09
2009/10
530.8
509.9
482.5
481.9
612.2
468.8
565
602
Source: Ministry of Agriculture, Animal Wealth and Irrigation of Sinnar State and mission
calculations.
In Sudan, climate change scenarios45 were formulated for projected changes in
temperatures and precipitations by 2030 and 2060 for the States of North and South
Kordofan only. Although these two states are located to the west of Sinnar State, they cover
the latitude zone of Sinnar State. This suggests that the temperature and precipitation
change are likely to be of similar magnitude in Sinnar and Kordofan and the impacts on the
agriculture sector and rural livelihoods similar. The average temperatures are expected to
rise significantly relative to the baseline (1961-1990). By 2060, average temperatures are
45
Source: Ministry of Environment and Physical Development and Higher Council for Environment and Development, Feb
2003, Sudan’s First National Communication under the United Nations Framework Convention on Climate Change.
99
301.3
447.3
427.1
463.8
480.1
520.37
455
540.7
ANNEX X: ESRN
expected to rise from between 1.5oC and 3.1oC above the baseline during August (rainy
season), and from between 1.1oC to 2.1oC during January (beginning of dry season).
Average rainfall is also expected to reduce by about 6mm per month during the rainy
season. The impact of such changes on agriculture is: (i) reduction of the area available for
crop production due to a southward shift in moist agro climatic zones; and (ii) decrease in
the food crop yield between 13% and 82% for sorghum and between 20% and 76% for
millet, and in the production of the gum Arabic46 between 25% and 30%.
Current land use is inconsistent with agro-pastoral economy. Mechanized farming
occupies 87% of the land use in the project area. Meanwhile, a total population of 28600
households (50% total households in project area) who are poor and dependent on crop and
animal production for their livelihoods and as their only pathway out of poverty have to
contend with 11% of the land use47. This population is likely to increase by an estimated
10 000 returnee households (roughly equivalent to 60 0000 persons) from Upper Nile State
who are claiming customary land in Mazmoum area. It is also argued that the present land
use does not reflect the economic importance of the smallholder and livestock sectors.
Estimates are that the return from one feddan reaches SDG 60 at smallholder level whereas
there is a loss of SDG 70/feddan for mechanized farmers. Livestock is an important source
of revenue for the local governments: estimated revenues are SDG 6 million/year. The
mechanized farming is reportedly contributing to food production and food security at
national level however this comes at a very high environmental and economic cost48.
Land scarcity. The current land use is leading to competing claims on the land resulting in
disputes that can escalate into violent confrontations. In 2009/10 season which witnessed a
disastrous crop yield and where production is mainly used as crop residues, the disputes
between farmers and pastoralists reached 286 recorded ones in Dali & Mazmoum locality,
145 in Dindir, and 86 in Abu Hujar. These disputes are taking place despite the vastness of
the resource base and the comparatively small size of the population. Indeed, present land
use is constraining the expansion of residential areas for growing populations, expansion of
agricultural areas for smallholders and returnee population, allocation of rangelands and
forest lands for settled pastoralists. It is also creating new transactions around land such as
land rent and purchase and rental of land for grazing purposes. In the short term, the
Government needs to address two critical issues: allocation of land for residential areas and
the expansion of the village; allocation of land for grazing in the summer and rainy season
given the expected decrease in the nomadic migration to the South.
Government capacity in policy-making and enforcement of natural resources is very
weak. As described in working paper 3, the Government has made repeated attempts to
organize natural resources and accommodate the various land uses. Consistently, the
Farmers’ Unions defeated these efforts and obstructed the ratification of the corresponding
bills in the legislative council. The most recent case is the constraints encountered by the
State Ministry of Agriculture, Animal Wealth and Irrigation in defending and passing the new
bill on range, fodder and stock routes in the legislative council. The bill envisages: setting
stock route itineraries under the authority of the State Minister of Agriculture;
the
minimum width of the stock route is 2 km and can be increased by decision from the State
Minister; provision of services along the stock route; banning crop production along the stock
route, resting places and water points; pathways would be opened for livestock to drink
water from the rivers; the range and pastures department monitors and provides technical
46
In Sinnar State, gum Arabic was used for charcoal making due to the gum’s low farm gate prices. With the decontrol of
the export of raw gum, prices are expected to increase reinstating the production of gum as a main source of income to
smallholders in rainfed areas.
47
This covers the land under bildat cultivation, forested areas usually used for grazing and charcoal making and pastures.
48
The mechanized farming sector obtains loans from banks, defaults regularly and its debt is eventually cancelled by
Government decision.
100
ANNEX X: ESRN
inputs in the application of these rules. The Government is also not enforcing the compliance
of the mechanized farmers with the minimum environmental regulations namely allocation of
10% of the scheme area to forests or shelterbelts. This is reportedly due to limited mobility
for the government staff, limited budget to pay for the monitoring costs and absence of a
financial incentive to scheme owners.
4.
Potential social and environmental impacts and risks
The environmental impacts and risks as well as mitigation measures for each component
and its activities are described in the table 7 below.
101
ANNEX X: ESRN
Table 7: Project’s environmental impact
102
ANNEX X: ESRN
COMPONENT/ ACTIVITIES
ENVIRONMENTAL IMPACTS/ RISKS
MITIGATION MEASURES
COMPONENT 1: TECHNOLOGY TRANSFER
DEMONSTRATION OF
- SOIL DISTURBANCE TO BREAK HARDPAN AND STORE WATER IN
MONITORING OF
IMPROVED TECHNICAL
ROOT ZONE
ENVIRONMENTAL,
PRODUCTION AND
PRACTICES FOR CROP
HUSBANDRY, LIVESTOCK
- IMPROVED MOISTURE MANAGEMENT
NUTRITION,
ECONOMIC ASPECTS OF
THE TECHNOLOGICAL
HOMEGARDENS AND
- IMPROVED SOIL FERTILITY THROUGH INTRODUCTION OF
POULTRY, RANGE AND
LEGUMINOUS CROP IN ROTATION AND COMPOST IN HOME
FORESTS
GARDENS;
PACKAGES
- INTRODUCTION OF TESTED DROUGHT RESISTANT VARIETIES
FOR SORGHUM, THE MAIN STAPLE CROP
- INTRODUCTION OF BOUNDARY PLANTING WITH ACACIA
49
SENEGAL FOR THE PRODUCTION OF GUM ARABIC (FORM OF
AGRO-FORESTRY)
- HIGHER FOOD AND FODDER PRODUCTION
- INTEGRATION CROP/LIVESTOCK/FORESTRY ALLOWING RISK
SPREADING
- LIMITED IMPACT EXPECTED ON RANGELANDS AS FODDER
BRIDGING DRY SEASON GAP
SCALING UP THE
- POSITIVE ENVIRONMENTAL IMPACT ON CROP ESTABLISHMENT,
MONITORING OF
SUCCESSFUL
YIELDS, REDUCED SOIL EROSION.
ENVIRONMENTAL,
TECHNOLOGICAL
PACKAGES
PRODUCTION AND
- INCREASED FODDER AVAILABILITY FOR LIVESTOCK.
ECONOMIC ASPECTS OF
THE TECHNOLOGICAL
- DECREASED DISPUTES BETWEEN FARMERS AND LIVESTOCK
PACKAGES
OWNERS
TRAINING OF FARMERS
- TRAINING ON TECHNOLOGICAL PACKAGES FOR CROP AND
NOT APPLICABLE
LIVESTOCK AND ON MONITORING ENVIRONMENTAL IMPACTS OF
THE TECHNOLOGICAL PACKAGES
- INCREASED AWARENESS AMONG FARMERS ABOUT PROCESSES
OF MOISTURE/FERTILITY/CLIMATE RISK MANAGEMENT
COLLABORATION WITH
THE ARC
- CAPACITY BUILDING OF EXTENSION TEAMS ON IMPROVED
NOT APPLICABLE
TECHNIQUES WILL ENABLE THEM TO OPTIMIZE YIELDS AND
ENVIRONMENTAL BENEFITS.
- APPLIED RESEARCH ON ZERO TILLAGE WILL ENABLE TO
REDUCE IN THE LONG TERM SOIL EROSION AND DEGRADATION
COMPONENT 2: MARKET ACCESS AND POST-HARVEST MANAGEMENT
MARKET ACCESS
- IRISH CROSSINGS AND PIPE CULVERTS, NOT DISRUPTIVE TO
49
- STUDY OF WATER
Sinnar State falls in the Gum Arabic belt. Liberalization of the Gum Arabic trade in 2009 is creating better opportunities
for producers to obtain remunerative prices for Gum Arabic.
103
ANNEX X: ESRN
COMPONENT/ ACTIVITIES
ENVIRONMENTAL IMPACTS/ RISKS
MITIGATION MEASURES
THROUGH
WATER FLOW OR TO ENVIRONMENT
COURSE HYDROLOGY
CONSTRUCTION OF
- SIMPLE DESIGN THAT
CROSSINGS
CAN BE MAINTAINED
MANUALLY
SUN-DRYING OF
- NO WASTE IS GENERATED AS THE DRYING USES SOLAR POWER
NOT APPLICABLE
- INCREASED SKILLS IN POST-HARVEST HANDLING
NOT APPLICABLE
VEGETABLES
TRAINING OF EXTENSION
AGENTS AND FARMERS’
GROUPS
COMPONENT 3: PROJECT MANAGEMENT
ANIMATION AND
MOBILIZATION
- POOR COMMUNITIES THAT HAVE DETERIORATED NATURAL
NOT APPLICABLE
RESOURCES BASE THAT THE PROJECT WILL ENABLE THEM TO
REGENERATE. STATUS OF DEGRADATION OF FARMLANDS AND
RANGELANDS INCLUDED IN THE CRITERIA FOR COMMUNITY
SELECTION (SEE WORKING PAPER 1).
CAPACITY BUILDING OF
- ENABLING COMMUNITIES TO ORGANIZE COLLECTIVE ACTION TO
COMMUNITIES AND
CONSERVE THEIR ENVIRONMENT. TRAINING PROGRAM
ENVIRONMENT
CONSERVATION FUND
DESCRIBED IN WORKING PAPER 1.
NOT APPLICABLE
- DISTRIBUTION OF GAS STOVES TO REDUCE TREE CUTTING FOR
FUELWOOD.
- PILOTING VOLUNTARY DE-STOCKING
ENABLING ENVIRONMENT
FOR NRM
- GREATER AWARENESS AMONG DECISION-MAKERS, RURAL
COMMUNITIES AND WIDER PUBLIC ABOUT THREATS OF
MECHANIZATION AND CURRENT FARMING AND HERDING
PRACTICES ON LAND AND WATER
- PRODUCTION OF LAND USE AND INVESTMENT MAP
- PROMULGATION OF LAWS FOR SUSTAINABLE NRM
SET UP OF THE PROJECT
- MAINSTREAMING OF PARTICIPATORY EXTENSION AND
MANAGEMENT UNIT AND
IMPROVED TECHNOLOGY TRANSFER METHODS
NOT APPLICABLE
CAPACITY BUILDING OF
EXTENSION TEAMS
- MONITORING OF ENVIRONMENTAL AND PRODUCTIVE ASPECTS
OF THE TECHNOLOGY PACKAGES
- PRODUCTION OF GUIDELINES ON NEGOTIATING AGRICULTURE
INVESTMENTS. THE GUIDELINES WILL AIM TO ENFORCE
PRACTICES THAT CONSERVE NATURAL RESOURCES.
SUSTAIN is essentially an extension and technology transfer project. The technological
packages proposed consist of (see working paper 2, 3 and 5 for more details):
104
ANNEX X: ESRN
− Model 1 consists in the introduction of chisel ploughing for soil and water conservation,
planter for better seed density and spacing, cultivator for weeding, and contour
bunding for in-situ moisture retention. Crops grown are sorghum, sesame and
clitoria. The latter is a leguminous fodder crop. This package is suitable for non
cracking clays located in the northern part of the Dali and Mazmoum locality. The
technological package also includes boundary tree planting with gum Arabic a
common tree in the area thus creating an agro-forestry based production system.
Improved varieties of sorghum will be introduced. This package will be combined with
improved animal feeding techniques relying on the treatment of crop residues
through chopping and urea addition to crop residues combined with protein rich
supplements.
− Model 2 is a semi capital intensive variant of model 1 whereby machinery services are
only used for land preparation. Sowing and weeding are done manually.
− Model 3 consists in improving an existing range reserve that was established to
support the settled pastoralist community of Helat Hamad (Dali & Mazmoum locality)
with fodder. The technical package includes soil and water conservation, using runoff strip and contour-ridges with a tree boundary. A small area is cultivated with
sorghum in order to demarcate the range and to exclude livestock from nearby
villages. The reserve is protected by a guard appointed by the community.
− Model 4 consists in improving the cultivation of the home gardens with introduction of
microcatchment techniques and fertilization with compost. It will be combined with
poultry production. This technical package will be introduced in all localities, and will
target women.
− Model 5 consists in the enrichment of community and reserved forests with range
species and browse species. Soil and water techniques will be introduced in form of
micro-catchments. Initially these forests were planted with timber species for sale
and their range/ browse potential was overlooked. This model will be mainly
implemented in Dindir and Abu Hujar localities where a larger number of reserved
and community forests exist.
− An applied research programme on zero tillage with necessary adaptation to suit the
context in the project area. The adaptation will address the use of machinery that can
be locally manufactured, developing alternative to herbicides and to mulching as crop
residues are use for livestock nutrition.
All these packages address the following NRM issues listed above: reconstitution of the soil
fertility, resistance to drought, and improved productivity of smallholder farming and herding.
These interventions also aim to integrate crop and livestock production as well as forestry,
thus enabling households to diversify their production systems and sources of revenues
while conserving the resource base. It is expected that the introduction of soil and water
conservation techniques aiming to manage soil moisture effectively would provide some
yield stability despite the erratic rainfall. Research on probability analysis of yield stability
under agro-climatic conditions similar to Sinnar State revealed that the soil and water
conservation technology proposed in this project reduces crop failure with annual rainfall
fluctuations, in the order of 329, 350 and 450 mm. These technological packages will be
promoted through demonstration, training and an incentive package for up-scaling.
In relation to climate change and in order to increase household resilience to drought, the
technological packages promoted present the following features: (i) the crop mix has
different water requirements thus spreading the risk of shortage in rainfall; (ii) in view of
higher temperatures, the trees will modify the micro-climate and reduce the
evapotranspiration, in addition to arresting and reversing the downward spiral of natural
resource degradation; (iii) soil tillage in such a way to better capture rainfall in the root zone
and to provide enough water supply to replenish the root zone moisture content and to
reduce the impact of frequent dry periods during the growing season; (v) the establishment
105
ANNEX X: ESRN
of forests and the rehabilitation/development of rangelands provide means for reducing
carbon emission, for conservation of biodiversity and for increased sequestration of soil and
wood carbon; and (vi) drought resistant varieties of staple crops will be introduced and will
be selected on the basis of their resistance to drought and adaptation to the new rainfall
pattern. Furthermore, the project will establish a network of 23 rain gauges and a weather
total station will be used to monitor rainfall and its distribution over the season.
Issues related to land use will be addressed through policy dialogue. Indeed, although the
mechanized farming schemes are a key driver for the degradation of natural resources, the
project will not be investing in this sector to change current agricultural practices. Instead,
the project will attempt to influence the regulatory framework of the sector to improve its
environmental and economic sustainability. This will be achieved through a study on land
use and investment and the development for sustainable NRM in the State. These studies
will build on the recommendations made by the study for the sustainable development of
rainfed mechanized farming which covers conventional and zero tillage for large mechanized
schemes, decreasing the size of the large landholdings, turning the schemes with depleted
soils into forests to reconstitute soil fertility, enforcement of the rule of the 10% forested area,
and the incentive mix to facilitate uptake of such recommendations.
The design of the crossings (Irish bridges and pipe culverts) will need to take into account
the hydrology of the khors in order to position these in such a manner that would not trigger
gulley erosion. As the quantitative information of the hydrology of the khors is not available,
the designers will need to complement field surveys with indigenous knowledge of the
pattern of surface run-off. The construction of crossings will take place in the locality of
Dinder and Dali&Mazmoum.
5.
Environmental category
Given that the project interventions aim to redress the current degradation of the land
resources and build the resilience of smallholders to climatic variability, the project
environmental classification is proposed as category B. This classification is based on
technical considerations and on the alignment of project interventions with proposed climate
change adaptation and mitigation measures for Sudan.
The proposed technical packages form an integrated intervention in soil treatment, crop
husbandry and agro-forestry and use a set of complementary interventions to improve
animal nutrition and production. Moreover the technological packages proposed have
already been tested by the Ministry of Agriculture, Animal Wealth and Irrigation in the State
of Sinnar at a small scale. These pilots confirmed that the performance of soil and water
conservation techniques is superior to other conventional or zero tillage interventions in
terms of its environmental benefits, cost effectiveness, and relevance to smallholders’
farming systems (see working paper 2 for more information)
Moreover, the project proposed interventions are aligned with the climate change adaptation
and mitigation recommendations contained in two important documents, i.e., Sudan’s First
National Communication under the UN Framework Convention for Climate Change and the
National Adaptation Programme for Action. The alignment is summarized in table 8 below.
106
ANNEX X: ESRN
Table 8. Alignment of project interventions with adaptation and mitigation
recommendations for Sudan
SUDAN CLIMATE CHANGE ADAPTATION AND MITIGATION
ALIGNMENT OF SUSTAIN
STRATEGY
ADAPTATION
. LESSENING OF PRESSURE ON LOCAL FORESTS THROUGH
INTRODUCTION OF GAS STOVES AS PART OF THE
USE OF MUD BRICK BUILDING DESIGN AND ALTERNATIVE
COMMUNITY ENVIRONMENT CONSERVATION FUND
ENERGY SOURCES.
. LAND USE CONVERSION FROM AGRICULTURAL ACTIVITIES
ALIGNED AS FODDER WILL BE INTRODUCED IN CROP
TO LIVESTOCK RAISING WITH PREFERENCE GIVEN TO SHEEP,
ROTATION AND THE STATE GOVERNMENT IS CURRENTLY
AND PROTECTION AND/OR REHABILITATION OF
TRYING TO PUT IN PLACE MEASURES TO EXPAND THE
RANGELANDS, INCLUDING CONSTRUCTION OF
AREA ALLOCATED TO RANGELANDS
SHELTERBELTS TO REDUCE WINDSTORM IMPACTS.
. STRENGTHENING OF AGRICULTURAL SERVICES IN WATER
ALIGNED AS PROJECT INCLUDES TRAINING OF
CAPTURE AND STORAGE TECHNIQUES FOR SMALL SCALE
EXTENSION STAFF ON SOIL AND WATER CONSERVATION.
FARMERS AND STRENGTHENING VETERINARY EXTENSION
SERVICES.
. INTRODUCTION OF DROUGHT-RESISTANT SEED VARIETIES,
POULTRY AND FISH PRODUCTION.
ALREADY TWO VARIETIES HAVE BEEN DEVELOPED ON
RESEARCH STATION FOR SORGHUM, BASHAER AND
BUTANA, THE PROJECT WILL DISSEMINATE THEM TO
FARMERS.
. DROUGHT EARLY WARNING SYSTEMS FOR DISASTER
PREPAREDNESS, AND ENHANCEMENT OF CAPABILITIES OF
PARTIAL ALIGNMENT AS THE PROJECT WILL SET UP A
NETWORK OF 23 RAIN GAUGES AND A TOTAL WEATHER
STATION IN EACH OF THE 5 RURAL ADMINISTRATIVE
UNITS.
REGIONAL METEOROLOGICAL STATIONS TO MONITOR
HYDRO-CLIMATIC VARIABLES.
. IMPROVEMENT OF WATER
HARVESTING/SPREADING/CONSERVATION TECHNIQUES
MAKING USE OF INTERMEDIATE TECHNOLOGIES,
REHABILITATION/CONSTRUCTION OF EXISTING DAMS
PARTICULARLY IN CENTRAL AND WESTERN SUDAN.
NOT APPLICABLE AS THE SOIL MOISTURE MANAGEMENT
IS RESTRICTED TO ON-FARM PRACTICES.
. IMPROVEMENT OF ACCESS TO GROUNDWATER SUPPLIES BY
NOT APPLICABLE.
HUMANS AND ANIMALS THROUGH INSTALLATION OF WATER
PUMPS.
MITIGATION
- EXPANDING BIOMASS STOCK (FORESTRY AND RANGELAND)
INTO WASTELAND AND AGRICULTURAL LAND (10% OF
RAINFED AND 5% OF IRRIGATED).
- IMPROVING MANAGEMENT OF FOREST RESERVES.
ALIGNED AS BOUNDARY PLANTING WILL OCCUPY 10%
OF SMALLHOLDERS’ PLOTS. THE FARMING SYSTEM WILL
TEND TOWARDS AN AGRO-FORESTRY SYSTEM.
ALIGNED AS TECHNICAL PACKAGE INCLUDES
ENRICHMENT OF RESERVED AND COMMUNITY FORESTS
WITH GRASS AND BROWSE SPECIES.
107
ANNEX X: ESRN
6.
Further information required to complete screening and scoping, if any.
The implementation of the project will incorporate:
- The study of the hydrology of the khors as part of the survey work to be carried out to
determine the location of the crossings;
- The design proposed for the irish crossings and the pipe culverts should take the
hydrology aspects into consideration;
- The community training on maintenance of crossings should include basic elements of
hydrology.
The additional information mentioned above will be included in the scope of work of the
survey and design studies for the crossings and of the community training on maintenance
of crossings.
7. Recommended features of project design and implementation to improve NRM
and mitigate environmental concerns
As the project is classified as category B, it is the mission opinion that the main issues are
the climate proofing of the project and assistance will be requested from PTA and ECD in
this regard; and the design of the water crossings.
8.
Monitoring aspects
The monitoring and evaluation process is an integral element of the project extension
approach. The project monitoring includes a baseline study, annual assessments, a midterm and completion reviews. The project will monitor the following indicators:
• People’s knowledge. The farmers’ practices for moisture management, risk
spreading and adaptation to drought will be documented.
• Existing capacity among extension staff. The extension agents’ knowledge of
rainwater harvesting and conservation technologies will be assessed. This
assessment will be used to tailor their capacity building.
• Crop yields. The yields of the main staple and cash crops in the project area will be
estimated and compared with yields at state level and yields under similar agroclimatic conditions. In addition to changes in yields, the stability of yields will also be
estimated.
• Status of resources. This will include the measurement rainfall and analysis of the
trends; level of soil fertility; vegetative cover; incidence of broad leaved grasses (that
include nutritive fodder for livestock as well as wild vegetables for consumption in the
hunger period); rangeland carrying capacity; forage gap; and number of community
forests.
• Household farm economics. This includes assessing farm size, livestock ownership,
production system, use of inputs particularly herbicides and improved seed varieties
for staple and cash crops, crop and livestock budgets as well as total farm budget.
• Household food security. Total production of staple crops and collection of other
food such as the wild okra; contribution of home gardens/ bildat/ livestock production/
food purchase to household consumption throughout the year.
• Adoption rates. The project will analyse the adoption rate of the technological
packages and the causes between high and low adoption rates.
108
ANNEX X: ESRN
The cadre responsible for the project monitoring is composed of the M&E officer in the
project management unit and the team leaders of the extension units. Provisions were made
in the project budget for the M&E related studies and training.
9. Components (if any) requiring ESA and scope of assessment needed (elements
of TOR for ESA)
The mission feels that based on the above assessment and review of the environmental
regulations for the Sudan, no ESA is required for the project components.
10. Record of consultations with beneficiaries, civil society, general public etc.
Out of a total 227 villages in the project area, the mission visited 33 villages where it held
discussions with both women and men groups. The main constraints are listed by main
livelihood and gender.
109
ANNEX X: ESRN
LIVELIHOOD/
GENDER
FARMERS
CONSTRAINTS
−
THE DROUGHT AND THE DRY SPELLS
−
LOW SOIL FERTILITY BECAUSE OF CONTINUOUS MONOCROPPING
−
LATE HIRING OF TRACTOR SERVICES. TRACTORS ARE AVAILABLE FOR SMALLHOLDERS IN
JULY ONLY AFTER THEY HAVE COMPLETED THE WORK ON THE LARGE MECHANIZED
SCHEMES. THIS MEANS THAT SMALLHOLDERS LOSE OUT ON 40-50% OF THE RAINFALL
THUS LIMITING THE CHANCES OF GOOD CROP ESTABLISHMENT AND PRODUCTION.
−
IN THE VILLAGES RELYING ON TANKER TRUCKED WATER IN THE DRY SEASON, FARMERS
COMPLAIN OF THE COST OF WATER, APPROX SDG 3/ BARREL. FOR LIVESTOCK, THIS
REPRESENTS ABOUT 25% OF THE PRODUCTION COSTS. THIS SITUATION IS SPECIFIC TO
THE DALI AND MAZMOUM LOCALITY. HOWEVER, IT IS TO BE NOTED THAT THE PRICE OF
WATER DECREASED IN THE WAKE OF EXTENDING A WATER PIPELINE FROM THE NILE TO
MAZMOUM AREA. ANOTHER WATER PIPELINE IS UNDER CONSTRUCTION TO SUPPLY THE
DALI AREA.
−
SHARP WEIGHT LOSS OF LIVESTOCK IN THE DRY SEASON. THIS IS PRINCIPALLY DUE TO
POOR NUTRITION AS LIVESTOCK HAVE TO RELY ON CROP RESIDUES AND MINIMAL
AMOUNTS OF CRUSHED SORGHUM GRAINS. MILK PRODUCTIVITY IS ALSO VERY LOW AND
BARELY SUFFICIENT FOR THE CONSUMPTION OF CHILDREN.
PASTORALISTS
−
FINANCING OF AGRICULTURAL OPERATIONS. FARMERS COMPLAINED THAT DUE TO NON
AVAILABILITY OF FUNDS, THEY ARE USUALLY ONLY ABLE TO CULTIVATE APPROX 50% OF
THEIR LAND AND RENT THE REST. FARMERS ALSO RESORT TO SHEIL OR CREDIT FROM
TRADERS AND THE INTEREST RATE REACHES ABOUT 40%/ SEASON.
−
FOR THE NEWLY SETTLED PASTORALISTS, THE HIGHEST NEED IS THE ALLOCATION AND
REGISTRATION OF THEIR SETTLEMENT AND ITS LEGAL RECOGNITION SO AS TO ALLOW
THEM TO ACCESS SERVICES NAMELY EDUCATION AND HEALTH FROM THE LOCAL
AUTHORITIES. THEY ALSO WOULD LIKE TO HAVE AN ALLOCATION OF AGRICULTURAL
LAND, GRAZING LAND AND ROUTES TO WATER POINTS.
−
ACCESS TO GRAZING AREAS IN THE RAINY SEASON. WITH THE SPREAD OF FARMING,
LAND FOR GRAZING IS VERY LIMITED AND INSUFFICIENT FOR THE EXISTING HERDS.
PASTORALISTS WOULD LIKE THE FORESTS AND AREAS ALONG THE KHORS MAINTAINED
AS GRAZING AREAS.
−
CHEAP ACCESS TO CROP RESIDUES IN THE DRY SEASON. THE PRACTICE TO DATE WAS
THAT AFTER HARVEST, THE PASTORALISTS GRAZE FOR FREE THE CROP RESIDUES
REMAINING IN THE MECHANIZED SCHEMES. HOWEVER SINCE 2009, AND WITH THE
FREQUENT DRY SPELLS AND HIGH COST OF FODDER, THE OWNERS OF THE MECHANIZED
SCHEMES ARE NOW RESORTING TO SELLING THE STUBBLE AT SDG 30/ FEDDAN
REPRESENTING ABOUT 5% OF THE COSTS OF LIVESTOCK PRODUCTION.
−
RELIABLE AND CONTINUOUS ACCESS TO WATER. THE SETTLEMENTS OF PASTORALISTS
EITHER HAVE SEASONAL WATER SOURCES LIKE HAFIRS OR PERMANENT SOURCES LIKE
HANDPUMPS BUT IN FEW NUMBERS. THE ISSUE IS THAT THE HAFIRS ARE NOW SILTED AND
HENCE DO NOT HOLD ENOUGH WATER AND THE CAPACITY OF THE HANDPUMPS IS
INSUFFICIENT COMPARED TO THE NUMBER OF PEOPLE AND LIVESTOCK. THE
COMMUNITIES HAVE TO RESORT TO TRUCKING WATER AT HIGH COST.
WOMEN FARMERS
AND
PASTORALISTS
−
IN ADDITION TO AVAILABILITY OF TRACTOR SERVICES IN A TIMELY MANNER, WOMEN
COMPLAINED THAT THE EFFORT AND COST OF LABOUR HIRE FOR WEEDING CONSTITUTE A
MAIN CONSTRAINT FOR THEM TO ACHIEVE HIGHER YIELDS. INDEED, FOR SORGHUM
WHERE TWO WEEDING ARE REQUIRED, THE COST OF LABOR HIRE FOR ONE WEEDING
110
ANNEX X: ESRN
OPERATION IS SDG 40/FEDDAN.
−
VULNERABILITY TO THE GROWING SEASON. WOMEN COMPLAIN THAT IN THE CASE THE
CROP SEASON FAILS DUE TO A SHORTFALL IN RAINS, THEIR FINANCIAL SITUATION
BECOMES VERY DIFFICULT AND THEY HAVE DIFFICULTY COMPENSATING THE LOSS OF THE
CROP WITH OTHER INCOME GENERATING ACTIVITIES.
−
ACCESS TO LAND FOR RENT. FOR THE WOMEN IN THE NEWLY SETTLED COMMUNITIES,
THIS IS A REAL CONSTRAINT AS THEY ARE NOT YET FAMILIAR WITH THE PRACTICES IN THIS
REGARD OF THEIR HOST COMMUNITIES.
111

The International Fund for Agricultural Development

Transcription

Similar documents

preview here - Strategic Initiative for Women in the Horn

We`ll help you get rid of junk mail! Please place unwanted catalogs

civicon - Transcentury

SalesPro - MarshBerry

Implementation of a Maternal Health Curriculum and Distance

sudan: abolish the flogging of women

quantitation and confirmation of 13 azo

certificate

Countries and Continents of the World: A Visual Model