Improving Livelihoods and Nutrition through Dairy Production

Improving Livelihoods and Nutrition through Dairy Production

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USAID’s Agricultural Growth Program – Livestock Market Development (AGP-LMD) in Ethiopia partnered with Project Mercy, a faith-based development and relief organization, to help improve the livelihoods and nutritional status of Ethiopians.

 

Watch this short video to learn more about this partnership.

South Sudan Cattle Program

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Overview:

The two-year South Sudan Cattle Program (SSCP), funded by the U.S. Department of State (DOS), sought to mitigate local conflicts through the development of a cattle identification and livestock ownership and registration system to reduce both cattle theft and trade of stolen cattle. With over 12 million cattle in South Sudan, the livestock are an important source of rural livelihoods and play a central role in defining social status. Cattle theft is a common occurrence, and stolen animals are a source of meat, milk, and dowry.

Program Approach:

CNFA conducted on-the-ground research to identify the best practices to reduce cattle theft and inter-clan conflicts, with a specific focus on the development of an improved identification method and coupled with a cattle ownership registration program.

A 2012 assessment identified non-radio frequency identification tags as the cheapest, easiest, and most reliable method of identification, where cattle were uniquely numbered and entered into a cloud-based registry designed specifically for SSCP. Through a consultative process and an intensive assessment and design phase, CNFA designed a traceability system that was tailored to the realities of South Sudan, providing the greatest opportunities for sustainable expansion and implementation at a national level.

The CNFA team launched a pilot identification and registration system that enabled individual cattle to be traced for life. Coupled with the identification system, SSCP activities supported the development of a computerized cattle ownership registration center.

Another important factor was the ongoing coordination between the Government of South Sudan (GOSS), especially the Ministry of Animal Resources and Fisheries (MARF), and Community Animal Health Worker (CAHW) volunteers. Under the two-year pilot project, CNFA worked closely with the MARF to identify and catalog the ownership of over 25,000 livestock, training large teams of CAHWs who carried out the work of tagging and capturing the data for animals and owners.

The overall goal of the project was to tag 150,000 cattle with non-radio frequency ear tags. Unfortunately, SSCP was suspended in April 2014 and then formally closed by the Department of State in September of the same year, due to escalating safety issues as a result of the violence that began in December 2013.

As of last tagging count, 23,232 cattle were tagged and entered into the SSCP database. Over 460 community mobilization meetings were held, helping to inform over 7,220 people about LITS. Many initially-skeptical community members in the targeted regions saw stolen animals returned to their rightful owners, helping spread the concept of adopting cattle tagging practices. Thus far, over 700 community members have tagged their cattle. The ultimate goal of the project was to reduce cattle theft by 25% and preliminary results indicate over a 60% reduction in cattle theft.

Partnership for Economic Growth

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Overview:

The Partnership for Economic Growth (PEG) was a two-and-a-half year project funded by USAID, which supported the Somali people’s goal to improve economic growth and livelihoods in Somaliland and Puntland. Under the leadership of DAI, the program collaborated with the Ministry of Livestock, Ministry of Commerce, and private sector groups to better the envi­ronment for investment and export marketing and generated agricultural-based employment.

The livestock sector in Somaliland faced significant challenges, including increased competition from neighboring nations, trade barriers due to disease control, lack of access to veterinary inputs, and inefficient veteri­nary services. However, a strengthened livestock sector is vital, as 65% of the economy is comprised of livestock-related commerce. In partnership with private and public sector, CNFA contributed its experience targeting all livestock value chains to assist the sector in the following areas:

Program Approach:

  • Capacity building of local veterinary service providers;
  • Improved animal feed and education for fodder farmers;
  • Provided veterinary services;
  • Trained of community animal health workers (CAHW);
  • Strengthened and improved commercial livestock feed supply systems;
  • Strengthened feedlot enterprises;
  • Developed dairy processing facilities, conducted livestock end-market analyses, and provided rural financial services.
  • Livestock Component:The Livestock Component was the largest of the PEG Project, where CNFA advised local non-profit organizations and enterprises that were recipients of capacity building grants and matching grants. These grants were utilized for the creation and implementation of demonstration farms, technical training in improved livestock care, dairy and fodder production techniques, livestock fattening programs, and capacity building of local stakeholders.
  • Matching Grants to Local Enterprises:The CNFA Livestock Component collaborated with four small and medium livestock enterprises under a matching grant component. The goal of the matching grant component was to expand various sub-sectors of the Somali livestock industry through local organizations. PEG matching grant recipients and illustrative activities underwent the following:
    • Al Husseini Farm and An’Aam Farm are Somali feed lot enterprises that received PEG grants and technical training in improved fodder production techniques. An’Aam Farm was created by an association of multiple investors, who collectively contributed more than $1 million in funds to create the farm. Al Husseini Farm operated on a much smaller scale, but both were fully functional feedlots providing animal fattening services to local farmers;
    • Horumar Farm was a model dairy farm, established with PEG support, which specialized in camel milk and fodder production. Horumar Farm received a small matching grant to provide fodder production, dairy production, and dairy processing trainings to increase the quality of milk in the surrounding area. Inspired by the success of Horumar farm, one Somali woman purchased several camels purely to be able to take advantage of the growing market.
    • With PEG capacity building assistance, Togheer Womens Livestock Traders Association initiated a small ruminants buying scheme, which purchased ruminants in rural areas and transported the animals to urban areas – primarily Buroa – or exported them regionally to an area with an increased demand and a higher price. Making only a $3 profit per head, the association applied for a PEG grant to begin a small-scale feedlot. The fattening station increased the weight of the sheep and goats, resulting in a price increase of up to 20% per animal at the end market.
  • Capacity Building of Somali NGOs:Under CNFA leadership, four local non-profit organizations were contracted to implement training programs and develop community-based demonstration farms where training in fodder production (i.e., variety selection, harvesting techniques, hay baling and storage, and mineral supplementation) and animal health (i.e., disease control, drug quality, and use) would be available.

Expanding Regional Access to Micro-finance and Start-up Capital: Kaaba Microfinance Institution (K-MKFI), the only MFI in Somaliland, was able to open a new office in the town of Gabiley through PEG program funds, serving micro-enterprises and the informal markets in Western Somaliland. K-MKFI uses an Islamic-compliant lending methodology, which enables a previously untapped market in rural areas to access finance. The majority of K-MKFI’s micro-finance clients were small-scale livestock producers and traders:

  • PEG contracted AIMS, a local consultancy firm, to complete an end market analysis of the livestock value chain in Somaliland and the larger region (Egypt, Oman, Saudi Arabia, United Arab Emirates, Yemen). This analysis and subsequent PEG knowledge transfer activity highlighted both opportunities and constraints facing the livestock value chain in the region;
  • The Livestock Investment Chapter of the 2013 Somaliland Investment Guide synthesized the findings of PEG’s Livestock End Market Study. The Investment Guide highlighted investment opportunities through a printed edition and website feature, which provides a platform to expand access to investment capital and targets potential diaspora investors.

Improving Livelihoods and Enterprise Development

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Overview:

The Improving Livelihoods and Enterprise Development Program (I-LED) was a three-year initiative to assist communities affected by the October 2005 Kashmir earthquake. I-LED focused on generating increased incomes, employment, and an improved asset base for the earthquake-affected populations in the Siran and Kaghan Valleys in North West Frontier Province (NWFP) and Bagh District in Azad Jammu Kashmir (AJK). The Livelihoods component, completed in 2008, delivered replacements of key farming systems, capacity building, and reconstruction of affected infrastructure. Complementing these efforts, I-LED developed agricultural and tourism value chains that resulted in the creation and support of 3,082 new and existing enterprises that provided full-time equivalent employment to more than 4,914 individuals by the project’s conclusion.

Program Approach:

  • Worked with communities to identify and prioritize needs and provided support for communities to restore livestock and re-establish crop systems;
  • Promoted industries with growth potential by strengthening key subsectors through grants training and technical assistance, which led to increased competitiveness of local Pakistani enterprises;
  • Engaged community groups and government stakeholders to facilitate stronger public-private partnerships, supported a positive role for government in enterprise development, and helped producers and processors improve economic opportunities through formal organization;
  • Value-Chain Development & Enterprise Development:I-LED was built upon revitalized agricultural production that introduced sustainable value-adding activities such as milk collection schemes and potato seed storages that created market and employment opportunities for farmers. By organizing producers and processors into clusters and associations, CNFA increased opportunities for collective marketing and purchasing as well as group advocacy. I-LED sought to generate new employment and income opportunities, improve competitiveness of products and services, and increase access to markets by providing the resources necessary to develop value chains and establish new enterprises;
  • Forage Crops:I-LED supported “Cut and Carry” fodder projects for each of the 176 feedlot grant recipients to improve the availability of green fodder. Recipients participated in trainings on land preparation, seed sowing, and fodder management;
  • Dairy Sector Improvement:The dairy sector strategy was two-fold: increase the production capacity of dairy farms and develop clearly defined milk production zones within close proximity of major regional markets. Trainings were provided on proper animal care to increase the sustainability of impact in the dairy sector;
  • Small Ruminants and Poultry:CNFA designed and conducted numerous training activities for farmers and associations. I-LED awarded livelihoods and enterprise grants to restore livestock populations and improve the production capacity and quality of animal products;
  • Grants and Training: I-LED eventually transitioned toward economic value-chain and local economic development using enterprise matching grants, value-chain grants, and farm store grants;
  • Support of Women Entrepreneurs:I-LED involved women and men equitably in the community engagement process and women made up 28% of program beneficiaries who received direct training;
  • Community Organization & Association Development: The Local Economic Development component focused on strengthening clusters and associations by promoting teamwork, enhancing local decision making, and maximizing usage of local resources. I-LED established linkages between local banks, enterprises, and associations to provide better access to loans and business services for entrepreneurs;
  • Community Physical Infrastructure (CPI):To facilitate the transition from relief to economic development, I-LED restored and reconstructed numerous physical structures vital to local communities, such as irrigation structures, shops, and public facilities.

Malawi Agrodealer Strengthening Program

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Overview:

The three-year Malawi Agro-dealer Strengthening Program (MASP) improved the input supply and output marketing distribution channels available to smallholder farmers in the underserved, remote areas of Malawi by developing a commercially viable network of agro-dealers. Prior to MASP interventions, these small farm stores were located mainly in urban areas and were therefore inaccessible for many farmers. In partnership with the Alliance for a Green Revolution in Africa (AGRA), CNFA provided targeted training in business management and productive farming methods and increased smallholder access to agro-dealers in remote areas, thereby raising rural incomes and increasing household productivity.

Program Approach:

  • Conducted a detailed survey of the existing agro-dealer network to identify underserved areas where new startups could be created;
  • Worked with input suppliers to develop and deliver technical training to agro-dealers and promote the use of improved seed;
  • Improved rural access to finance, which is difficult to obtain in remote areas due to the high cost of agricultural financing and high perceived risk by lending institutions;
  • Facilitated smallholder farmer access to larger markets for sale of their improved products;
  • Shaped agricultural policy to promote the interests of private sector growth.
  • Business Management Training:CNFA and MASP worked through commercial trainers to identify and train rural retailers in a six-module business management training program that culminated in agro-dealer certification. The business management training included sessions on: managing working capital, managing stocks, costing and pricing, selling and marketing, record keeping, and managing business relationships. MASP succeeded in training and certifying over 1,500 agro-dealers in Malawi;
  • Credit and Financial Services:After certifying agro-dealers, the program provided access to working capital and trade credit by linking them with input suppliers and microfinance institutions. CNFA leveraged private sector investments and backed commercial credit with a 50% credit guarantee. Almost 300 agro-dealers benefited from MASP’s guarantee component. In addition to improving smallholder access to key value chains and trade in rural markets, CNFA supported capacity building programs and the development of agricultural-specific lending products for financial institutions in Malawi;
  • Technical Training:The program also helped input suppliers to develop and deliver technical training to agro-dealers in product knowledge, handling and safe use of pesticides, herbicides and fertilizers, and use of improved seed. Training was complemented by increased smallholder farmer awareness of, and demand for, improved inputs through demonstration plots and farmer field days. CNFA worked with stakeholders, including the Pesticides Control Board and other groups, to increase their institutional capacity to deliver technical knowledge to smallholder farmers;
  • Agricultural Policy Reform:CNFA worked to improve agricultural policy by increasing the role of the private sector in policy advocacy, decreasing the government’s role in the inputs market and minimizing market distorting subsidies and government interventions. In Malawi, CNFA helped to create the Agriculture Inputs Traders Association (AITA) and worked with AITA to develop a white paper on fertilizer subsidies that was presented to the government. This submission led to a change from direct government distribution of fertilizer to a farmer-held voucher-based system;
  • Output Marketing:CNFA strengthened the linkage between input and output distribution channels and used the rural retailer as a link back to cash markets for their farmer customers. In Malawi, agro-dealers frequently served as a point of market information, traded in outputs as well as inputs, and often engaged in primary processing, storage, or handling. To foster and strengthen capacity to fill this varied role, MASP provided agro-dealers with small matching grants to improve storage facilities, put in small processing facilities, and invest more deeply in equipment for farmer outputs. CNFA trained 217 agro-dealers in output marketing;
  • Animal Health and Veterinary Training:Many of the agro-dealers surveyed provided veterinary supplies and animal healthcare products for rural farmers. As such, technical experts provided training on how to approach veterinary service provision, stock veterinary supplies, feed supplements, and link with wholesale suppliers;
  • Association Development:Association development efforts resulted in a sustainable forum for advocacy on behalf of small business agro-dealers throughout Malawi. Through MASP, CNFA strengthened associations through trainings on organizational management, member services, networking, advocacy, and capacity building. Overall, MASP supported nine agricultural associations and 29 agro-dealer associations.

Kenya Drylands Livestock Development Program

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Overview:

From 2010 to 2013, the USAID-funded Kenya Drylands Livestock Development Program (KDLDP) addressed obstacles facing pastoralists in northeastern Kenya. USAID awarded KDLDP to CNFA through the Farmer-to-Farmer (F2F) Leader with Associate Award (LWA) mechanism. With a total budget of approximately $10 million, the program’s main objective was to increase income and food security for pastoralist households in the districts of Garissa, Ijara, Mandera, Tana River, and Wajir.

Pastoralists in northeastern Kenya face obstacles such as poor access to inputs like animal feed and water, limited access to vaccines, poor linkages between producers and markets, and a lack of price transparency in their local markets. To address these problems, CNFA focused on the entire livestock value chain, connecting herders to markets, credit services, and livestock health inputs while also working to improve the policies that affect pastoralists. CNFA worked with key local partners like the Kenya Livestock Marketing Council (KLMC) and a Kenyan affiliate, the Agricultural Marketing Development Trust (AGMARK), to address short-term issues facing pastoralists and to lay a foundation for long-term, sustainable development.

KDLDP integrated cross-cutting themes such as gender, youth, and adaptation to climate change, and the project undertook baseline studies, including Household Income Surveys, a Gender Analysis study, and Environment Impact Assessments. These studies and assessments helped to inform local policy and support the continuity of future development initiatives in KDLDP’s target regions.

Program Approach:

  • Enhanced Livestock Trade and Marketing:CNFA mobilized groups including Livestock Marketing Associations (LMAs) to form larger commercially oriented associations of producer groups called Pastoralist Marketing Clusters (PMCs). PMC employees received Business Management Training (BMT) to improve the groups’ negotiation, documentation, record keeping, and bookkeeping skills. Recognizing that cultural implication would not allow the Muslim population in the area to access traditional banking loans, the program created the Community Owned Finance Institution (COFI), Kenya’s first Sharia-compliant Savings and Credit Cooperative Society (SACCOS). KDLDP also contributed to the National Livestock Market Information Systems (NLMIS) by providing weekly information from different markets within the program area. Key information generated from the data collected was broadcasted through the Wajir Community Radio and the Star FM radio stations;
  • Livestock Product Value Addition:CNFA identified initiatives that greatly improved the livelihoods of communities in the Arid and Semi-Arid Lands (ASAL) areas. Program staff worked with local groups to produce and market value-added products for niche markets, identify new market opportunities, conduct studies of new enterprises, support the financing of viable enterprises via grants and guaranteed loans, and support improved performance of existing enterprises;
  • Increased Livestock Productivity and Competitiveness:The Business Management Training (BMT) component of KDLDP equipped agro-dealers with the skills and knowledge to manage and stock their enterprises professionally, and to disseminate the techniques to pastoralists. CNFA also strengthened the ability of Kenya’s Ministry of Livestock Development (MoLD) to implement disease surveillance and better control livestock movements;
  • Facilitate Marketing and Livestock Development through Policy Change:KDLDP held policy dialogue meetings to discuss issues, build consensus, and prepare memoranda detailing constraints and policy suggestions on livestock development. CNFA hosted multiple activities to develop the capacity of the District Livestock Marketing Council (DLMC) and to equip pastoralists’ representatives with the necessary skills to participate in policy processes and advocate on behalf of their constituents;
  • Promote Strategies to Mitigate the Effects of Climate Change:KDLDP equipped pastoralists with skills to combat disease epidemics that derive from climate change and more severe weather. The program provided support to the expansion of water harvesting and the mainstreaming of Community Managed Disaster Risk Reduction (CMDRR) in all program activities. In addition, KDLDP supported vaccination programs in areas where flooding may trigger Rift Valley Fever (RVF) and Hemorrhagic Septicemia.

Commercial Farm Service Program

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Overview:

CNFA implemented the Commercial Farm Service Program (CFSP) (2012-2014), a two-year project funded by USAID’s Innovation Fund for Ethiopian Agriculture (IFEA), adapting its proven Farm Service Center (FSC) model to the Ethiopian context for the first time. By establishing FSCs as “one-stop shops” in their communities, entrepreneurs provided a complete range of inputs, services, information, and output marketing linkages to Ethiopian smallholders. This model continues to support farmers in making the transition from subsistence to commercial production as part of the Feed the Future Farm Service Center Program, launched in 2015.

Program Approach:

Through mentoring and training, the program has provided these locally-owned businesses with uniform branding, technical and business management training, expert agronomic and veterinary consultations, and assistance with inventory management, marketing, and agriculture extension and outreach. In support of the wholesale buying cooperative, CFSP staff worked with the FSC-owners and operators to legally establish and register a joint venture named EGAA Agricultural Input Supply PLC.

  1. Established six locally owned retail farm supply and service locations (FSCs) with inventories, training, services, and output market linkages;
  2. Created a wholesale buying cooperative, owned by and dedicated to serving the inventory needs of the FSCs and linking them to national and international suppliers;
  3. Delivered uniform branding, business skills, technical/advisory capacity, quality standards, and environmental and worker safety procedures across the network;
  4. Promoted FSC-led farmer outreach activities, including training seminars, demonstration plots, and field days to showcase the impacts of improved inputs and improve farmer production skills.

New Opportunities in Agriculture

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Overview:

New Opportunities in Agriculture (NOA), a five-year program funded by USAID under the RAISE PLUS IQC, boosted production by capitalizing on the strengths of traditional crops, introducing new high-value crops into the market; involving women, youth, and minorities in the production process; and advancing and expanding value chains to draw in infrastructure investment and strengthen export capacity. NOA put tools in the hands of Kosovar farmers, enabling them in all aspects of production, marketing, and entrepreneurial growth by providing vital training and opening up market linkages to encourage and facilitate trade. Working under contract with Tetra Tech, CNFA provided short-term technical expertise in value chain development through its USAID-funded Farmer-to-Farmer program and extensive network of agribusiness consultants.

Program Approach:

  • Developed various crop-based producer groups to provide stronger linkages between pro­ducers and buyers throughout the region;
  • Expanded access to credit training and technical assistance for loan borrowers and officers;
  • Built the capacity of Kosovo’s private sector agribusinesses;
  • Conducted mentoring, training, workshops, and technical assistance for private sec­tor agribusinesses;
  • Promoted value addition in targeted sec­tors and introduced new crops including asparagus and saffron.
  • Increasing Affordable and Accessible Credit:NOA enabled producers and other actors in value chains to access capital or credit through a variety of mechanisms, such as loans and grants. A total of 142 small or medium enterprises received access to credit, and grants issued for value chain operators helped procure a variety of new agricultural equipment, allowing firms to increase productivity and reach new markets;
  • Linking Farmers to Markets:NOA exposed Kosovar farmers and processors to new markets by organizing study tours and promotional events as well as facilitating relationships between producers and buyers. These activities exposed producers to new technologies for crop production, new varieties to enhance yields and quality, and new, higher priced crops. In addition, these activities increased awareness amongst potential buyers of new opportunities arising in value chains, such as improved quality and increased availability of raw materials produced domestically. The program saw over $3.3 million in sales as a direct result of linkages created between farmers, processors, and traders. A total of 310 delivery contracts were issued for targeted crops.
  • Diversifying and Increasing Agricultural Products:NOA also expanded production by training farmers on the use of new technologies and value-adding processing, including a new processing line for bagged lettuce — the first of its kind in Kosovo. A total of 25 new technologies and management practices have been introduced through the program, and 1,200 farmers and processors have adopted these new technologies and management practices. CNFA designed a tool box of interventions to encourage table grape farmers to use growing techniques specific to table grapes, which included instruction on best cultural practice, improved canopy management, and integrated the modified “T” trellising. This allowed for extended growing seasons across all targeted crops, enabling farmers to produce earlier and earn higher prices.
  • Improving Food Quality and Safety:NOA worked to improve food quality and safety to ensure Kosovar producers and processors abided by existing food safety regulations issued by government authorities. By working with firms to become certified and meet international standards, NOA built consumer confidence in local products in areas of including water sanitation, the establishment of a Listeria exclusion and testing program, pre-harvest inspection procedures, hygiene-enhancing supplies and equipment, and the development of a recall plan. Food quality and safety measures implemented through NOA helped to improve product formulations, enrich human resources, and further the development of Kosovo’s food industry.

The Agribusiness Project

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Overview:

The five-year, $90 million Pakistan Agribusiness Project (TAP), funded by USAID-Pakistan, strengthened local capacity within key value chains to increase sales in domestic and foreign markets. The program bolstered economic growth, created employment opportunities, and amplified the competitiveness of horticulture and livestock value chains. TAP also increased the effectiveness of smallholder enterprises and enhanced agriculture productivity, and was the first USAID economic growth program led by a Pakistani organization – the Agribusiness Support Fund (ASF).

As ASF’s stateside partner, CNFA assisted ASF in strengthening grant management, accounting, reporting, monitoring and evaluation, environmental, and information management systems and procedures, as wel as provided technical assistance for development of horticulture and livestock value chains.

Program Approach:

  • Provided technical assistance and capacity building training to farmers, associations, and agribusiness enterprises across the target value chains;
  • Offered customized cost-sharing grant products across the key value chains;
  • Provided international support for agricultural marketing and brand development to identify and capitalize on high-price market opportunities and develop market linkages;
  • Established several Value Chain Platforms to promote the development of specific subsectors and create linkages between the stakeholders involved in the value chains.

Monitoring and Evaluation and Data Collection: CNFA provided technical support regarding USAID regulations, baseline studies, participatory rapid horticulture and livestock appraisal assessments, gender analysis, data collection tools, development of indicators, and training project staff in development evaluation to comply with ASF’s Performance Monitoring Plan (PMP). This included designing the activity reporting formats, developing the data entry, analysis, and reporting software, and defining the data in-and-outflow mechanism. This assistance also included efforts to build the capacity of TAP regional teams in the operation of the M&E systems.

Environmental Compliance: CNFA helped ensure that the project and its associated grant activities were in compliance with USAID environmental regulations. This cooperative effort drew on CNFA’s experience in knowledge management, compliance, M&E studies, and reporting any adverse environmental impact of project interventions.

CNFA spearheaded the Environmental Assessment (EA) of the Agribusiness Project, which involved identifying potential environmental and social issues that could develop as a result of project activities.

As a result of CNFA’s technical assistance to the EA, USAID approval was obtained, clearing the way for large grants. CNFA also helped ASF by training regional M&E staff and developing an environmental compliance system that incorporated USAID’s approval for grant activities.

Geographical Information System (GIS) and Management Information System (MIS): The CNFA GIS team provided technical support to the Agribusiness Project by developing GIS maps reflecting project regions, value chains, activity sites, and beneficiaries. In addition to developing more than 300 maps, the CNFA team used Google Earth to create animated video tours for the targeted value chains. GIS support in the design, implementation, and monitoring of the project accomplished the following:

  • Mapped project interventions and beneficiaries across the targeted value chains and regions;
  • Provided environmental screening on project activities;
  • Tracked project progress on activities and performance indicators;
  • Identified value chain clusters with respect to regions, and value chain actors including producers, processor, market agents, and service providers;
  • Located exact locations of project beneficiaries and grantees.

The CNFA team also initiated the development of a Geographical Information-based Decision Support System, available on- and offline for project data management to provide centralized information readily available to all relevant stakeholders.

CNFA also supported the Agribusiness Project in its development, maintenance, and transfer of M&E and IT systems for impact assessment and reporting to a web-based, integrated management information system (IMIS). This system automated the functions of HR, finance, procurement, grants management, M&E, and GIS to increase the efficiency of internal communication and improve decision-making capacity of management.

Capacity Building: CNFA provided technical assistance and capacity building for both TAP staff and beneficiaries. The CNFA Capacity Building Advisor assisted TAP in various project components, including short-listing business development service providers for a more comprehensive TAP capacity building grant. CNFA’s team supported needs assessments, drafting of scopes of work, and the development of implementation plans for a capacity development program for Farm Service Centers (FSCs) in FATA, a market linkages program between National Food Limited and progressive red chili farmers, and a capacity development program for representatives of the horticulture and livestock value chains in the AJK region. Additionally, CNFA assisted ASF in organizing exposure visits for representatives of the FSCs from FATA.