Agricultural and Agroforestry Technological Innovation ......PITAG costs, financing, benefits and...
Transcript of Agricultural and Agroforestry Technological Innovation ......PITAG costs, financing, benefits and...
Document Date: 5-Mar 2018
Project No. 2000001782
Report No: 4612-HT
Latin America and Caribbean Division
Programme Management Department
Republic of Haiti
Agricultural and Agroforestry Technological Innovation
Programme (PITAG)
Final project design report
Main report and appendices
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Final project design report
i
Contents
Currency equivalents iii
Weights and measures iii
Abbreviations and acronyms iv
Map of the programme area vi
Executive Summary vii
Logical Framework xiv
I. Strategic context and rationale 19
Country and rural development context 19 A.
Rationale 21 B.
II. PITAG description 23
PITAG area and target group 23 A.
Development objective and impact indicators 24 B.
Outcomes/Components 25 C.
Lessons learned and adherence to IFAD policies and the SECAP 28 D.
III. PITAG implementation 32
Approach 32 A.
Organizational framework 34 B.
Planning, M&E, learning and knowledge management 37 C.
Financial management, procurement and governance 39 D.
Supervision 41 E.
Risk identification and mitigation 42 F.
IV. PITAG costs, financing, benefits and sustainability 45
PITAG costs 45 A.
PITAG financing 46 B.
Summary of benefits and economic analysis 47 C.
Sustainability 50 D.
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Appendices
Appendix 1: Country and rural context background
Appendix 2: Poverty, targeting and gender
Appendix 3: Country performance and lessons learned
Appendix 4: Detailed PITAG description
Appendix 5: Institutional aspects and implementation arrangements
Appendix 6: Planning, M&E and learning and knowledge management
Appendix 7: Financial management and disbursement arrangements
Appendix 8: Procurement
Appendix 9: PITAG cost and financing
Appendix 10: Economic and Financial Analysis
Appendix 11: Draft PITAG implementation manual
Appendix 12: Compliance with IFAD policies/SECAP
Appendix 13: Contents of the Project Life File
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Currency equivalents
Currency Unit = Haitian Gourde
USD1.0 = HTG 63.5
Weights and measures
1 kilogram = 1000 g
1 000 kg = 2.204 lb.
1 kilometre (km) = 0.62 mile
1 metre = 1.09 yards
1 square metre = 10.76 square feet
1 acre = 0.405 hectare
1 hectare = 2.47 acres
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Abbreviations and acronyms
AD Antennes départementales
AFD Agence française de développement
AVSI Associazione Volontari Servizio Internazionale
AWPB Annual Programme of Work and Budget
BAC Bueaux agricoles communaux
CARICOM Caribbean Community
CC Climate Change
CECI Centre d’Etude et de Coopération
CEP Champs Ecoles Paysans
CIAT Centre for Tropical Agriculture
COSOP IFAD’s Country Strategic Opportunities Programme
CPI Corruption Perception Index
CPP Le Comité de Pilotage du Projet
CRI Climate Risk Index
CRS Catholic Relief Service
DA Designated Account
DCRA Disaster and Climate Risk Assessment
DCRMP Disaster and Climate Risk Management Plan
DDA Directions départementales agricoles
DHS Demographic and Health Surveys
EA Executing Agency
EFA Economic and Financial Analysis
ELCSA Food Security Scale
ESMP Environmental and Social Management Plan
EWS Early Warning System
FAMV Faculty of Agronomy and Veterinary Medicine, Quisqueya Haiti
FAO Food and Agriculture Organization
FFS Farmers’ Field School
FIES Food Insecurity Experience Scale
FONRED Fonds national de recherche pour un développement durable
GDP Gross Domestic Product
GHI Global Hunger Index
IICA Instituto Interamericano de Cooperación para la Agricultura
IDB Inter-American Development Bank
ID MARNDR Innovation Directorate Ministry of Agriculture
GAFSP Global Agriculture and Food Security Programme
GHI Global Hunger Index
GIS Geographic Information System
GoH Government of Haiti
ICO IFAD Country Office
IMF International Monetary Fund
LAC Latin America and the Caribbean
MARNDR Ministry of Agriculture, Natural Resources and
Rural Development, Haiti
MEF Ministry of Economy and Finance, Haiti
MINUSTHA UN Stabilisation Mission in Haiti
MINJUSTH UN Mission for Justice Support in Haiti
M&E Monitoring and Evaluation
MUV Manufacture Unit Value Index
NGO Non-Governmental Organisation
OFID OPEC Fund for International Development
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OPS Opérateur Prestataire de Service
ORE Organisation pour la Réhabilitation de l’Environnement
PAIP Programme d’Appui aux Initiatives Productives en milieu rural
PBA Performance-based allocation
PCR Project Completion Report
PEFA Public Expenditure and Financial Accountability
PEU Programme Execution Unit
PHTK Parti Haïtien Tèt Kale
PIM Project Implementation Manual
PITAG Agricultural and Agroforestry Technological Innovation
Programme
PPI Projet de réhabilitation des petits périmètres irrigués
PPI2 Projet de développement de la petite irrigation-phase 2
PPI3 Projet de développement de la petite irrigation et de l'accès
aux marches dans les Nippes et la région Goavienne
PMDN IDB-financed Natural Disaster Mitigation Program
PTTA Technology Transfer to Small Farmers Project (IDB project)
RBA Rome-based agencies
RESEPAG Renforcement des services publics agricoles
RGA General Agricultural Census
SDG Sustainable Development Goals
SECAP Social, Environmental and Climate Assessment
SIDS Small Island Developing States
SIGI Système informatise de gestion des incitations
SILC Savings and Internal Lending Communities
SOE Statement of Expenditure
STA Single Treasury Account
UEP Unité des études et programmation
UPMP Procurement Unit of MARNDR
UPR Regional Public University, Haiti
UNDP United Nations Development Programme
UNEP United Nations Environment Programme
UNESCO United Nations Educational, Scientific and Cultural
Organization
USAID United States Agency for International Development
WB World Bank
WFP World Food Programme
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Map of the PITAG area
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Executive Summary1
1. The approach followed by the “Agricultural and Agroforestry Technological Innovation
Programme” (PITAG) is based on the incentive programme that is being used and applied by the
Ministry of Agriculture of Haiti (MARNDR) in several of its programmes across the country. PITAG will
provide vouchers and technical assistance mainly for agroforestry, allowing farmers, who fulfill specific
criteria, to adopt new technologies and receive new agricultural inputs and services, thereby
increasing their income levels and resilience to climate change and variability. Learning from a
recently closed programme PTTA on applied research and technology transfer (also funded by the
Inter-American Development Bank, IDB), PITAG has been designed with some changes on the
previously applied approach. These changes aim at enhancing the ownership and sustainable
adoption of technologies by producers and at reducing market distortions and increasing the
environmental sustainability of agricultural practices.
Background and rural context
2. Haiti is both a fragile country and a Small Island Developing State (SIDS), highly vulnerable to
external shocks and climate change (CC) effects. With a per capita annual GDP of USD 818 (2015)
and 59% of the population living in poverty (World Bank WB, 2012), Haiti is the poorest country in the
Latin America and Caribbean region (LAC) and one of the poorest in the world. The UNDP’s Human
Development Index’s socio-economic indicators for 2015 placed Haiti 163rd out of 188 countries.
According to the WB Group, the poverty rate is even higher (75%) in rural areas, where access to
basic services remains very limited.
3. The rural poor in Haiti are exposed to a vicious circle consisting of low agricultural productivity,
high environmental degradation (deforestation and soil erosion) and poor nutrition. Food insecurity is
widespread in Haiti. The country is ranked 115th out of 118 countries in the 2016 Global Hunger Index
(GHI). Results of a recent World Food Programme (WFP) analysis (2015) indicate that approximately
47% of the households are moderately or severely food insecure. In addition, households with
children below five years of age are more exposed to frequent food shortages and one fifth of children
below five years of age are chronically malnourished (DHS, 2012). Haiti has a stunting rate (chronic
undernutrition) of 22% and wasting rate of 5%. Almost every fifth child is born with low birth weight (<
2.5 kg), a main predictor of stunting. Only 40% of infants are breastfed, which puts another serious
risk to children of 0-6 months of age.
4. The National Nutrition Strategy Plan 2012-2018 foresees to allocate 48.5% of the total budget
of USD 50.9 million to nutrition-specific and 12.8% to nutrition-sensitive interventions, mainly focusing
on food security, health and water, sanitation and hygiene (WASH). An automatic link from increased
food production and income levels to better nutritional outcomes does not exist. Nutrition security
starts with the first 1000 days of an infant covering the period from conception to 2 years of age. This
includes maternal nutrition, essential for an adequate development of the foetus. Impaired
development at this stage leads to life-long consequences, including serious losses in GDP. Haiti’s
exposure to climate change risks also impacts on nutrition, either directly through the change of
agricultural patterns (production and dietary diversity) or indirectly, through additional agricultural
workload for women, affecting their caring capacity.
5. Agriculture plays a major role in the Haitian economy, contributing to 25% of the GDP and 85%
of employment in rural areas. The gap between local production and the demands of an increasing
1 Design team composition: Lars Anwandter, CPM (and design leader), Ambrosio Barros, Programme Officer (and co-design leader); Allain Moncoeur, Country Programme Officer ; Wafaa El Khoury, Principal Technical Advisor (Agronomist and in charge of components 1 and 2); Juliane Friedrich, Nutrition Senior Technical Specialist; Malek Sahli, Senior Finance Officer (in charge of financial management and disbursement arrangements); Huguenel Alezi, Consultant (Agronomist, Institutional aspects and implementation arrangements); Anna Manikowska, Consultant ( Social Targeting, Gender and Youth, Monitoring Assessment and Knowledge Management Specialist); Lapo Sermonti, Consultant (Environmental Expert, in charge of the SECAP Note); Leandro Bullor, Consultant (in charge of the COSTAB).
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population has progressively widened over the years. Today, the country only satisfies 45% of its food
needs and the deficit is essentially covered by massive imports of food products such as wheat, rice,
sugar, oil and poultry. Haitian agriculture presents very low levels of productivity when compared to
other countries in the region. The per capita income in the Haitian agricultural sector has stagnated in
recent years and is currently estimated at around USD 400 per year.
6. Overall, a constrained access to factors of production (capital, land, labor, water availability)
limits the capability of farmers to increase productivity. Some of the main factors contributing to
exacerbate low productivity include: (i) low levels of investment and access to technologies; (ii) lack of
financial and human resources to develop agricultural innovation and; (iii) climate related risks.
Rationale
7. From an economic perspective, several reasons justify public investment in agricultural
research and training, as well as technology transfer services to farmers. In fact, the literature
recognizes the existence of several market failures that hinder the process of agricultural technology
adoption in developing countries, including: (i) lack of access to information and/or asymmetric
information and knowledge on the effective use of technologies; (ii) input and output market
inefficiencies with limited outreach of markets for technology providers in rural regions mostly due to
lack of roads and high transaction costs ; (iii) liquidity constraints and insufficient access to credit; and
(iv) risk aversion with most producers investing in new technologies only when they can confirm their
benefits through experience from other farmers (e.g. through methodologies like Farmers Field
Schools).
8. Several national and international institutions are partnering with the MARNDR on the provision
of incentives to smallholder farmers and on applied agricultural research and training in Haiti,
including: (i) the IDB, the World Bank, USAID and the French Development Agency for the agricultural
incentives program; and (ii) FAO, the Embassy of France in Haiti, USAID, IICA, the University of
Quisqueya, the Faculty of Agronomy and Veterinary Medicine (FAMV), and various NGOs for applied
agricultural research and training.
9. The IDB is also implementing several other projects in Haiti with which PITAG will collaborate.
These include the second phase of the Natural Disaster Mitigation Program, implemented by the
MARNDR since 2016, where synergies are possible in the areas of watershed protection and the
strengthening of the FAMV curriculum. Other synergies (both on content and geographical areas) are
envisaged with the Land Tenure Security Program in Rural Areas, Water Management Program in the
Artibonite Basin and the Program to Establish a Partial Credit Guarantee Fund for Enterprise
Development. Collaboration with these programs will be useful to facilitate the integration of farmers
into the value chain and their access to broader markets.
10. PITAG has been designed by the IDB based on its experience in the country and on the
previous technology transfer programme named PTTA. IFAD and the GASFP have been requested
by the Government of Haiti to co-finance the Programme, with limited room to influence the design
initially, but with the aim to improve donor coordination during implementation. Both the MARNDR and
IDB expect a solid contribution from IFAD in areas in which IFAD has a comparative advantage
(targeting, participation of youth and women, social capital formation, climate risk assessment and
mitigation).
11. For IFAD the proposed operation is one of the few co-financing operations with IDB in the Latin
American and Caribbean region. It hence represents an opportunity for the two organizations to work
together, to learn from each other and to coordinate their activities in the interest of Haiti. In the recent
mid-term review of IFAD’s country strategy (COSOP), the Government of Haiti requested more donor
cooperation and the proposed PITAG represents a concrete example of this.
Target area and group
12. The Programme will target a total of 65,048 poor rural households in 30 communes distributed
over five Departments: North, North East, Artibonite, South and Grande Anse. IFAD’s financing will
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directly target 12,359 households in eight communes of the South Department (in part characterized
by hillside agriculture), while funding from the IDB and GASFP will cover the remaining 22 communes.
13. Programme beneficiaries include poor rural households with access to less than 0.6 hectares
(ha), women-headed households and unemployed youth. Half of the beneficiaries in the South
Department will be women, and 20 per cent will be youth (between 15 and 24 years of age). The
Programme will reach out to members of producers’ organizations, women’s groups and youth
groups, as well as to those who do not belong to any group, organization or association.
Key objectives
14. The overall goal of the “Agricultural and Agroforestry Technological Innovation Programme”
(PITAG) is to increase agricultural income and food security for smallholder farmers in selected
targeted areas of Haiti. The development objectives are to increase agricultural productivity and
improve the use of natural capital through the adoption of sustainable technologies.
The programme’s key impact indicators are the following:
(a) Reduction in the percentage of households who are severely food insecure using the
Food Insecurity Experience Scale (FIES);
(b) Increase in the agricultural household income (USD/year);
(c) Increase in the value of agricultural production (USD/year);
(d) Number of new technologies developed or adapted by new lines of applied/adaptive
research;
(e) Percentage of beneficiary producers who adopted agricultural technologies promoted by
PITAG, compared to control group;
(f) Number of beneficiaries who adopted agroforestry packages for soil protection and
restoration.
15. Considering that the IFAD project area (the South Department) has been severely affected by
hurricane Matthew in October 2016 and is characterized by nutritional deficits, the excess agricultural
production from the Programme is expected to be used for self-consumption (50%) and to be
marketed locally (50%). An additional indicator, which will be measured during implementation in the
South Department financed by IFAD only, is the minimum Dietary Diversity Score for Women for
enhanced nutrition.
16. The progress on the above indicators will be monitored through baseline, mid-term and final
impact studies, as well as through continuous monitoring and evaluation (M&E) activities. Indicators
for the IFAD project area and beneficiaries will be collected in a separate fashion, allowing a
comparison of results with the other Programme areas.
17. In particular, in the IFAD project area the baseline study will include the identification of 2-3
representative creole plots, in order to monitor the increases in physical production over time and
assess the physical risks of climate change and their impact on production. In addition, the M&E
system will include specific gender and youth related activities, outreach targets, outputs and outcome
indicators.
Components
18. PITAG will be structured in two technical components.
Component 1: Applied research and training will cover the following activities:
(a) Applied and adaptive agricultural research projects developed and implemented by
national and/or international institutions. These research projects will create, improve
and/or adapt sustainable agricultural technologies that will enhance the supply of
technological options available to farmers. Eight main projects were identified through a
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prioritization exercise based on an index that summarized economic, social, and
environmental indicators, as well as the yield gap vis-à-vis other countries in the region.
All research projects will include climate considerations and foster adaptation and
mitigation measures. Seven additional smaller projects will be demand-driven and will be
selected through a similar prioritization exercise.
(b) The strengthening of the higher education curriculum through activities conducted within
the research projects (scholarships, among others), in order to improve applied and
adaptive research and technology transfer capabilities in Haiti.
(c) The institutional strengthening of the MARNDR Innovation Directorate (ID), through: (i)
technical and scientific support; (ii) materials and equipment; and (iii) strengthening of the
technical and scientific profile of its professionals. The component will be executed by the
ID of the MARNDR. The selection of the various proposals will be conducted by a panel
composed of Ministry staff and external experts (faculty members from Haiti and abroad).
This component will also include the development of science-based farmers’ fields schools (FFS)
to further support the complementarity and synergies between Component 1 (adapted research)
and Component 2 (promotion and adoption of sustainable technologies), and to enhance the
technical capacities of farmers and build their social skills and resilience capacities. The science-
based FFS approach will be applied as a pilot in the municipalities in the South department,
where IFAD is active. It will allow farmers to increase their knowledge of science, skills and
capacities, for example in sanitary pruning, with regard to the importance of essential plant
nutrients for tree crops and human nutrition.
19. Component 2: Promotion of sustainable agricultural technologies will finance the adoption of
profitable, climate smart, and sustainable agricultural technologies that will improve farm profitability,
generate positive environmental externalities, and facilitate the mitigation of and adaptation to climate
change. The component will be implemented through the agricultural incentives programme
conducted by the MARNDR, which has been successfully implemented in other development
programmes and for which clear guidelines and implementation procedures have been developed. A
preliminary menu of technologies has been selected through a prioritization exercise based on the
relative importance of the different crops, their socio-economic relevance, market potential and
environmental sustainability. The selected crops and technological packages have the objective to
improve nutrition, focus on gender and to enhance climate resilience of smallholders. The menu of
options will include: pre-harvest, harvest and post-harvest technologies, as well as sustainable soil
recovery and conservation practices (i.e. agroforestry systems, sustainable soil management
techniques). The menu will be updated each year, including the inputs provided by Component 1.
20. Besides the operational components 1 and 2, PITAG will also cover the cost of: (i)
project administration (e.g., consultants, travel, equipment, operational costs, audits); (ii) mid-term and
impact evaluations; and (iii) contingencies.
Approach and implementation arrangements
21. The approach followed within the IFAD targeted areas of the South Department will include
additional major elements based on IFAD’s experience of working with small and vulnerable
communities, which will be considered as pilots that may be adopted and scaled up by IDB and
MARNDR in other departments within the framework of PITAG or in future development projects.
22. In particular, the following interventions will be included:
(a) Targeting: While the entire target area to be covered by IFAD is among the poorest areas
in the country, more attention will be provided to ensure the targeting of the poorer
segment of the population, with special emphasis on female headed households, women
farmers and especially the rural youth. IFAD aims at reaching 50% of women from the
target beneficiaries (it is 40% in other PITAG areas). IFAD hence recommended the
inclusion of a member of the execution unit at MARNDR specialized in targeting, gender
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and youth. In addition, a study on the constraints and needs of youth in rural areas in the
South department will be carried out in synergy with a study conducted by UNESCO and
the Regional Public University (UPR). This should feed into the adapted research to
develop technology packages that are more adapted to the needs of young men and
women, such as selected agroforestry packages and post-production technologies for
storage, drying, milling, etc. The inclusion of activities and technologies targeting gender
and youth in the Annual Work Plan and Budget of the South Department, based on the
results of the gender/youth studies, will be monitored by the gender and youth specialist
in the execution unit and by IFAD.
(b) Building social capital: Haiti has been suffering from a series of natural and climatic
disasters, including hurricanes and earthquakes, and several political and economic
shocks, affecting especially its rural population. Support provided by external donors has,
accordingly, been focused on emergency relief aid, and less commonly on building long-
term community resilience to such shocks. In its projects, IFAD typically uses a
participatory and bottom up approach to empower farmers and establish community-
based organizations and farmer groups that are built on trust, coherence and good
governance. Building social capital in areas and communities that are highly vulnerable
to climate and other external shocks is critical for their resilience and coping capacity.
Social capital is also important for the sustainability of all interventions, especially when
they are provided for free and under emergency and poverty conditions. IFAD will
introduce the farmers’ fields school (FFS) approach for technology adoption and
evaluation by farmers, suggesting the development of new technologies or their
improvement, and introducing nutrition and diet diversification, household methodologies,
household and farm economies, environmental and other special topics, that farmers
consider important. FFS will be an important vehicle for building trust among farmers as
a basis for establishing farmer producer groups and also saving and credit groups.
(c) Climate change and environment: IFAD has mainstreamed climate change risk
assessment, adaptation and mitigation strategies within most of its on-going activities. It
has recently further enhanced its social, environmental and climate assessment
(SECAP) for climate change assessment and risk mitigation at project design and
implementation stages. This is an opportunity for IFAD and IDB to compare notes and
learn from each other on the assessments and implementation of the related safeguards.
The Programme Execution Unit (PEU) will include a full-time environmental expert. IFAD
will finance a detailed climate risk assessment study to evaluate the risks of potential
peak climate events on physical production and recommend some risk mitigation
interventions, primarily in the South department. These will be considered in the future
applied research activities.
23. The theory of change of the project is that when support is provided to applied research that is
based on the needs of farmers, specific technology packages adapted to their local agro-ecological
and socio-economic conditions could be developed that, when adopted, can lead to increases in
agricultural productivity and to more sustainable and climate smart agricultural practices. Considering
the vulnerability to climate risks in the area, applied research should be underpinned by a detailed
climate risk assessment that would identify mitigation measures to be included within the specific
packages to be developed. Under the local conditions of poverty of the rural population in Haiti and
the vulnerability of farming systems to climate shocks, and in the absence of appropriate outreach of
rural finance institutions and availability of special financial products adapted to the needs of
smallholder farmers, the provision of subsidies for technology packages with cost-sharing
mechanisms by farmers, combined with extension support, would lead to higher technology adoption.
Extension support that is done in a participatory way with the provision of long-term coaching,
allowing farmers to work and learn in groups under their local conditions, would increase the level of
technology adoption, promote the participation of women, and enhance the social capital as an
important element of their resilience. Interventions in applied research and support to technology
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adoption is expected to increase food security through higher agricultural productivity, which will
translate into (i) higher agricultural yields and increasing food production for home-consumption
(estimated to absorb at least 50% of production); and (ii) an increase of agricultural income from
increased production sales on local markets, which, in turn, will improve household’s purchasing
power for, amongst other goods, foodstuffs.
24. The Ministry of Agriculture, Natural Resources and Rural Development (MARNDR), will be the
Executing Agency (EA) of PITAG.
25. The organizational set-up to be put in place is articulated around four levels of responsibility:
Overall Programme Management (MARNDR);
A Steering Committee and a consultation mechanism at the departmental level;
Level of coordination and management of activities corresponding to the Programme
Execution Unit (PEU);
Level of execution of field activities by contractual service providers recruited by the
programme with the support and supervision of the MARNDR (central and decentralized
entities).
Costs and financing
26. The project total cost is USD 76.86 million, based on the estimations of IDB. It will be co-
financed by IFAD for 14% of the cost (through the 2016-2018 PBAS allocation of USD 10.86 million
available 100% as a grant), IDB for 72% of the cost (a grant facility of USD 55 million), the GAFSP for
13% of the cost (a grant of USD 10 million). The local counterpart will finance USD 1 million (1% of
the cost) to cover recurrent costs. Additionally, two other sources will be contributing. Firstly, IFAD has
identified a potential financing gap of USD 1,04 million for additional activities (which is supposed to
be covered by IFAD’s 2019-2021 PBAS allocation) and beneficiaries will contribute with USD 1,09
million. Overall, IFAD total financing could hence represent up to 15% of the total project cost.
Benefits
27. The Economic and Financial Analysis (EFA) developed by the IDB, based on impact data of
the previous PTTA, confirms the financial and economic viability of the project resuming the expected
benefits of each component. The overall Economic Rate of Return was estimated at 27.8%. It is
resilient to changes of the cost of the programme and of the assumed technology adoption rate and
productivity increase rates. It does not include non-quantifiable economic benefits of the Programme,
as those resulting from better knowledge and scientific know-how, improved nutrition and improved
resilience to climate change.
28. Regarding the financial analysis, it evaluates the different “technological packages” that will be
promoted by the project through Component 2. It also carries out a financial analysis to ensure
beneficiaries are in the position to cover the 10% of counterpart financing of the investment needed in
order to participate in the matching grant scheme, and to be able to cover the initial production
operating costs.
Sustainability
29. The sustainability of the programme intervention remains a challenge in an environment such
as Haiti. This is especially true due to the high climate risks and the elevated natural disasters in the
recent years that led the government and the people to become highly dependent on emergency and
relief type of interventions and on the donor community. As in similar situations in other countries, this
can create an attitude of dependency by the farmers and communities of the free delivery of goods
and services, which does not favour ownership and personal investments in their farms and
enterprises, and often distorts the markets and marginalizes the private sector; all factors that do not
support the long-term sustainability of interventions.
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30. PITAG recognizes the sustainability challenges of its interventions in rural areas of Haiti. Based
on the lessons learnt from earlier programmes, the programme has included various actions to
enhance sustainability. The most important aspect is that PITAG promotes only environmentally
sustainable production technologies that will support productivity increases, while enhancing the
natural resource base of the communities. This is done by incorporating the identified climate risks
and mitigation measures in the intervention areas. Also, based on the impact evaluation of PTTA,
PITAG promotes mainly perennial crops linked to agroforestry, which require a one-time lumpy
investment at the beginning, but which then have relatively limited annual operating expenses (when
compared to annual crops).
31. In addition, based on the experience from PTTA and other programmes, PITAG includes cost-
sharing mechanisms for the technology packages promoted. In particular, farmers are requested to
participate with 10% in the cost of the technologies (in cash in the Northern departments; in-kind
through labour and time investment in the South and Grand Anse areas, which have been affected by
hurricane Matthew in 2016), in support of ownership and longer-term adoption of the technologies
beyond the project life. In addition, a behavioral study will be conducted to determine farmers’
willingness to pay for the new technologies (resulting from the adaptive research), in order to support
the sustainability of the project in the longer term. Their willingness to pay is likely to depend on their
level of access and sales to markets. The market competitiveness of the crops supported has been
considered in the selection of the technological packages.
32. Also, PITAG is using the Farmers Field Schools approach, specifically in the IFAD target area,
as an entry point, not only to increase the adoption of the technologies, but also to promote social
coherence and trust among the rural communities of Haiti and build their social capital, which is
critical for their resilience. This approach will help them better understand their capacities and limits,
both as individuals and as groups, and find solutions accordingly. It will also support their working
together in groups, which will enhance their economic potential, resilience and coping strategies to
climatic and economic shocks. In addition, the special focus of the programme on women and youth
(especially in the IFAD target area) is also expected to contribute to the sustainability of the
interventions.
33. In terms of institutional sustainability, PITAG is using existing government structures and
procedures, which are fully integrated within the Ministry of Agriculture (e.g. for the voucher system
and for procurement of goods and services). The proposed operation represents an improvement
based on lessons learned from past IFAD programmes (PPI-2 and PPI-3), whereby no ad-hoc and
potentially unsustainable institutions and mechanisms are created.
34. Any lessons learned from PITAG could be used by IDB and IFAD to engage in a continuous
and constructive policy dialogue with the Government, on the best ways to promote sustainable
agricultural technologies in Haiti for the benefit of the rural poor and of the environment. One topic for
this policy dialogue could be the development of appropriate mechanisms for the reduction of risks
related to extreme climate events (e.g. insurance programmes to protect investments in agriculture
against extreme weather events).
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Logical Framework2
Results
Hierarchy
Indicators Means of Verification
Assumptions (A) / Risks (R)
Name Baseline Mid-
Term
End
Target Source Frequency Responsibility
Outreach Persons receiving services promoted or supported by the project
3
Estimated corresponding total number of households’ members
0 19,514
89,764
65,048
299,230
(A) Household size in rural Haiti is estimated at 4.6 persons per household
Goal: To
increase
food security
and
agricultural
income for
smallholder
farmers in
selected
areas of
Haiti
Percentage of male-headed households who are severely food insecure using the Food Security Scale (ELCSA)
Percentage of female-headed households who are severely food insecure using the Food Security Scale (ELCSA)
71%
86%
35%
50%
Agricultural
Household
Surveys for
baseline and
follow-up
Impact
survey
MARNDR/
IDB/IFAD
The baseline number will be updated with surveys to be collected prior to programme implementation. The baseline values correspond to baseline values of PTTA
Annual agricultural household income
USD 170 USD 268 Agricultural
Household
Surveys for
baseline and
follow-up
Impact
survey
MARNDR/
IDB/IFAD
The baseline number will be updated with surveys to be collected prior to programme implementation. The baseline values correspond to baseline values of PTTA R) Low adoption rates; poor climatic conditions; insufficient market demand or lower prices
Developme
nt
Objective:
Increase
agricultural
productivity
and improve
the use of
natural
Annual value of household agricultural production
USD 347 USD 478 Agricultural
Household
Surveys for
baseline and
follow-up
Impact
survey
MARNDR/
IDB/IFAD
This corresponds to an increase of 38% in the value of production. This target corresponds to the results obtained in the impact evaluation of PTTA. Targets apply to program beneficiaries. (R) Low adoption rates; poor climatic conditions, insufficient market demand or lower prices (A) Technological packages effectively respond to needs expressed in each region
2 Logframe includes results attributable to the entire project (IDB+IFAD+GAFSP financing). IFAD-specific targets only concern IFAD’s financed activities in the IFAD project area (South Department). The M&E system will collect the results separately for the IFAD area and for other areas, and the outcome of IFAD’s contribution will be assessed only against the activities in its area of intervention. 3 Disaggregated data will be presented for this indicator. Corresponding number of households reached, disaggregated by gender and age groups (youth/adults) will be included in the detailed M&E plan for reporting purposes.
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
xv
Results
Hierarchy
Indicators Means of Verification
Assumptions (A) / Risks (R)
Name Baseline Mid-
Term
End
Target Source Frequency Responsibility
capital
through the
adoption of
sustainable
technologies
Beneficiaries of improved management and sustainable use of natural capital
4
- Total project - IFAD Total
5
0
18,373 3,490
61,224 11,632
PEU/
MARNDR
Impact
survey
MARNDR/
IDB/IFAD
This number corresponds to beneficiaries from agroforestry technologies. IDB finances 37,347 beneficiaries, GAFSP 12,245, and IFAD 11,632. (A) Majority of land users choose agroforestry packages. Limited formal land ownership is not a deterrent to adoption
Number of beneficiaries who adopted soil protection and restoration technologies CI 3.2.2
6
- Total project - IFAD Total
0
13,775 2,617
45,918 8,724
PEU/
MARNDR
Impact
survey
MARNDR/
IDB/IFAD
This number corresponds to beneficiaries from agroforestry technologies multiplied by an adoption rate of 75% (adoption rate observed in similar projects in the region). IDB finances 28,011 beneficiaries, GAFSP 9,183, and IFAD 8,724. (A) Improved agroforestry technologies have highly positive results, encouraging adoption
Component 1
Outcomes:
Improve
Agricultural
Innovation
Services
Research and development expenditure as percentage of Agricultural GDP
0.12% 0.3% MARNDR’s
executed
budget
Annual MARNDR (A) Baseline is taken from IDB Agrimonitor estimations for the average of the period 2008-2012
Number of new technologies developed or adapted by new applied research projects
0 4 8 MARNDR Annual MARNDR These new technologies correspond solely to those developed by the Ministry of Agriculture. (A) Programme will support and strengthen the capacity of MARNDR
Number of farmers who adopted the technologies developed with new applied research projects (Component 1)
7
0 900 3,000 MARNDR Annual MARNDR These new technologies correspond solely to those developed by the Ministry of Agriculture. (R) limited number of actors that can execute quality research (A) Programme will support and strengthen the capacity of MARNDR
4 Disaggregated data will be presented for this indicator 5 In IFAD’s region, 12,359 beneficiaries are targeted; the 11,632 correspond to approximately 94% of the households, according to the IDB preliminary study. 6 Disaggregated data will be presented for this indicator 7 Disaggregated data will be presented for this indicator
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
xvi
Results
Hierarchy
Indicators Means of Verification
Assumptions (A) / Risks (R)
Name Baseline Mid-
Term
End
Target Source Frequency Responsibility
Outputs
Applied agricultural research projects
implemented for the development/
adaptation or improvement of new
agricultural technologies
0 2 15 PITAG
progress
reports
Annual The initial lines of research will include: rice, banana, tubers, horticulture products, legumes and agroforestry. (R) limited number of actors that can execute quality research (A) Lines of research correspond to crops with high demand and well adapted to local conditions
Applied agricultural research projects
implemented for the development/
adaptation or improvement of
agricultural technologies that
specifically target female farmers
0 0 3 PITAG
progress
reports
Annual MARNDR Research projects on horticulture, tubers, and legumes. (R) limited number of actors that can execute quality research (A) Lines of research correspond to crops with high demand among women farmers
Applied agricultural research projects
implemented for the development
/adaptation or improvement of
agricultural technologies that
specifically target climate change
adaptation or mitigation
0 0 3 PITAG
progress
reports
Annual MARNDR Three research projects on agroforestry. (R) limited number of actors that can execute quality research (A) Lines of research correspond to crops with high demand and well adapted to local conditions
Component 2
Outcomes
Increase
Adoption of
Agricultural
Technologi
es
Percentage of beneficiary producers
who adopted agricultural technologies:
CI 1.2.2
- Percentage of women
0%
0%
22.5%
22.5%
75%
75%
Agricultural
Household
Surveys for
baseline and
follow-up
Annual MARNDR (A) The target represents the percentage of adopters compared with similar projects in the region (R) Women are not adequately reached or incentivized by the programme
Women beneficiaries of economic
empowerment initiatives
- Total women - IFAD women
0
0
7,806
2,033
26,019 6,777
Agricultural
Household
Surveys and
PITAG
report
Annual PEU / MARNDR This includes the total number of women to benefit from the program (40% of total beneficiaries from component I and II for IDB and GAFSP, 50% for IFAD). For component 2, IFAD finances 6,777. (R) Women are not adequately reached or incentivized by the programme
Minimum Dietary Diversity Score for
women for enhanced nutrition (only
IFAD area)
Tbc 4 5 Agricultural
Household
Surveys and
PITAG
progress
reports
Impact
Survey
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
xvii
Results
Hierarchy
Indicators Means of Verification
Assumptions (A) / Risks (R)
Name Baseline Mid-
Term
End
Target Source Frequency Responsibility
Outputs
Number of beneficiary farmers who received technological packages CI 1.1.3
8
- Total project - IFAD total
0 0
19,514 2,472
65,048 12,359
PITAG
progress
reports
Annual PEU/MARNDR IDB finances 39,679 beneficiaries, GAFSP 13,010, and IFAD 12,359 (R) insufficient quality and quantity of technology providers
Number of beneficiary farmers who received technological packages for climate change adaptation and mitigation: CI 3.1.1
9
- Total project - IFAD total
10
0 0
18,367 3,490
61,224 11,632
PITAG
progress
reports
Annual PEU/MARNDR This number corresponds to beneficiaries receiving agroforestry technologies. IDB finances 37,347 beneficiaries, GAFSP 12,245, and IFAD 11,632
Number of beneficiary farmers who received technical assistance CI 1.1.4
11
- Total project - IFAD total
0 0
9,900 2,750
33,000 8,250
PITAG
progress
reports
Annual PEU/MARNDR IDB finances 24,750 beneficiaries, and IFAD 8,250. (R) insufficient quality and quantity of service providers
Number of beneficiary farmers who participate in farmer field schools (IFAD area)
0
800
2,000
PITAG
progress
reports
Annual PEU/MARNDR (R) Inadequate quality of services provided by FFS
8 Disaggregated data will be presented for this indicator 9 Disaggregated data will be presented for this indicator 10 In IFAD’s region, 12,359 beneficiaries are targeted; the 11,632 correspond to approximately 94% of the households, according to the IDB preliminary study. 11 Disaggregated data will be presented for this indicator
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 1: Country and rural context background
19
I. Strategic context and rationale
A. Country and rural development context
1. Political and economic context12. Long-delayed presidential and legislative elections were held in
Haiti in November 2016. Mr Jovenel Moïse of the centre right Parti Haïtien Tèt Kale (PHTK) won the
presidency in the first round with 56% of the vote and took office on 7 February 2017. Legislative elections,
which were held in several sporadic rounds owing to controversies and delays, were completed in January
2017. Although no single party captured a majority in either the upper or lower house, the PHTK currently
has the most seats of any party in both chambers. In March 2017, President Moïse appointed a Prime
Minister, Dr Jack Guy Lafontant, and installed a cabinet. With these outcomes, political stability and
democratic order have returned to Haiti.
In the short term, the establishment of an elected and functioning government should help to unlock 2.
foreign aid and increase the government's ability to undertake reconstruction work following Hurricane
Matthew, which struck in October 2016, severely affecting the country's food supply, already reduced by a
two-year drought, and prompting a humanitarian disaster.
In April 2017, the UN Security Council voted to wind down the 13 year-old UN Stabilisation Mission 3.
in Haiti (MINUSTHA) by October 2017. In November 2017 the MINUSTHA was replaced by the UN
Mission for Justice Support in Haiti (MINJUSTH), which focuses on strengthening judicial institutions and
the protection of human rights. A UN presence is likely to be needed for several more years, until
confidence in the ability of local law enforcement and the security situation improve.
Poverty and rural development context. Haiti is both a fragile country and a Small Island 4.
Developing State (SIDS), highly vulnerable to external shocks and climate change (CC) effects. With a per
capita annual GDP of USD 818 (2015) and 59% of the population living in poverty (World Bank (WB),
2012), Haiti is the poorest country in the Latin America and Caribbean region (LAC) and one of the poorest
in the world. The UNDP’s Human Development Index’s socio-economic indicators for 2015 placed Haiti
163rd out of 188 countries13
. According to the WB Group14, the poverty rate is even higher (75%) in rural
areas, where access to basic services remains very limited15. In the South Department, home to numerous
households who depend on agriculture, livestock rearing and fishing for their livelihoods, poverty has been
aggravated by the passage of Hurricane Matthew, which has decimated cattle, destroyed much of the
crops and fishing gear and fish aggregating devices of the area.
Food security and nutrition. Food insecurity is widespread in Haiti. The country is ranked 115th 5.
out of 118 countries in the 2016 Global Hunger Index (GHI). Results of a recent World Food Programme
(WFP) analysis (2015) indicate that approximately 47% of the households are moderately or severely food
insecure. In addition, households with children below five years of age are more exposed to frequent food
shortages16 and one fifth of children below five years of age are chronically malnourished (DHS, 2012)17.
Haiti has a stunting rate (chronic undernutrition) of 22% and wasting rate of 5%. Almost every fifth child is
born with low birth weight (< 2.5 kg), a main predictor of stunting. Only 40% of infants are breastfed, which
puts another serious risk to children of 0-6 months of age.
The National Nutrition Strategy Plan 2012-2017 foresees to allocate 48.5% of the total budget of 6.
USD 50.9 million to nutrition-specific and 12.8% to nutrition-sensitive interventions, mainly focusing on food
security, health and water, sanitation and hygiene (WASH). An automatic link from increased food
production and income levels to better nutritional outcomes does not exist. Food security can exist without
nutrition security, but not vice versa. Nutrition security starts with the first 1000 days of an infant covering
12 Economist Intelligence Unit, Country Report, Haiti, 2017. 13 UNDP 2016 Human Development Report. 14 Haïti: Des opportunités pour tous-Diagnostic-Pays Systématique, May 2015. 15 In fact, it is estimated that only 10% of the rural population has access to electricity and less than 8% to drinkable water. 16 WB and ONPES, 2014. 17 Haiti Demographic and Health Surveys.
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 1: Country and rural context background
20
the period from conception to 2 years of age. This includes maternal nutrition, essential for an adequate
development of the foetus. Impaired development at this stage leads to life-long consequences, including
serious losses in GDP18
. Haiti’s exposure to climate change risks also impacts on nutrition, either directly
through the change of agricultural patterns (production and dietary diversity) or indirectly through additional
agricultural workload for women, affecting their caring capacity.
The agricultural sector. Agriculture plays a major role in the Haitian economy by contributing with 7.
25% of the GDP and 85% of employment in rural areas19. The gap between local production and the
demands of an increasing population has progressively widened over the years. Today, the country only
satisfies 45% of its food needs and the deficit is essentially covered by massive imports of food products
such as wheat, rice, sugar, oil and poultry. Haitian agriculture presents very low levels of productivity when
compared to other countries in the region (as shown in Table 1). The per capita income in the Haitian
agricultural sector has stagnated in recent years and is currently estimated at around USD 400 per year.
Table 1. Yields for main Haitian crops compared to regional yields20
Product Haiti's yields as % average yields in
Central America and the Caribbean
Cocoa 99%
Mango 91%
Plantains 60%
Cassava 59%
Avocado 47%
Maize 39%
Sorghum 39%
Banana 25%
The South Department has traditionally produced coffee, beans, maize, yam and sweet potatoes. 8.
However, due to the damages inflicted by Hurricane Matthew and a lack of technical support, coffee
production has not reached its previous levels in 2017.
Overall, a constrained access to factors of production (capital, land, labor, water availability21) limits 9.
the capability of farmers to increase productivity. Some of the main factors contributing to exacerbate low
productivity include:
(a) Low level of investment and access to technologies. This is explained partly by the significant
financial constraints faced by farmers, notably due to the lack of agricultural credit22
. Other
contributing factors are lack of information about existing technologies, farming techniques,
access to markets, natural risks and climate change. The majority of producers in Haiti are still
using basic techniques predominantly for subsistence agriculture, with limited access to certified
high quality seeds, inappropriate soil conservation techniques, limited use of agrochemicals (i.e.
pesticides and fertilizers23
) and basic tools and equipment. The General Agricultural Census24
(RGA) showed that only 7% of the farmers used mechanical equipment, only 9% used
improved seeds and only 22% had knowledge of certified seeds.
18 Ethiopia for example is losing annually around 16.5% of its GDP as a consequence of malnutrition. 19 UNDP, 2015. 20 Countries considered for this comparison are Central American and Caribbean countries included in the FAOSTAT database, years 2010-2014. 21 Only 13% of agricultural land has access to water, according to the 2009 General Agricultural Census. 22 Data collected for the evaluation of the agroforestry technology provided by the IDB-funded “Technology Transfer to Small Farmers Programme” (PTTA) shows that 28% of the farmers have a bank account and that only 19% have received a credit for agricultural purposes. 23 In a study conducted by USAID in the North of Haiti in 2017, it is estimated that 28% of farmers use pesticide. Fertilizers is used by 4% of cacao producers, 13% of banana producers and 95% of rice producers. 24 Conducted in 2010.
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 1: Country and rural context background
21
(b) Lack of financial and human resources to develop agricultural innovation. Agricultural research
and extension have been virtually non-existent in Haiti for nearly three decades25
. Aggregate
numbers show that over the last thirty years technical efficiency in the Haitian agricultural sector
has fallen at an average yearly rate of -1.8%26
. The outdated institutional research framework
and the lack of technology transfer and extension systems contribute to explain these findings.
The lack of local expertise in applied agricultural research and in technology transfer is partially
explained by the lack of training and educational opportunities in these areas. The RGA reports
that 43% of farmers identified weak agricultural research and extension services as a constraint
for the development of the sector. Moreover, only 2.6% of farmers mentioned receiving some
type of technical assistance.
(c) Climate risks. Haiti is one of the countries with the highest Climate Risk Index (CRI
Germanwatch, 2016) and natural disaster risk index in the world (WB, 2005; UNDP, 2004),
including climate hazards (Kreft et al., 2015)27
. The climatic risks faced by farmers and their
ability to cope with them also limit the long-term growth of productivity in the agricultural sector.
B. Rationale
The proposed new project PITAG, to be co-financed by IFAD with the Inter-American Development 10.
Bank (IDB) and GAFSP of the World Bank, supports (i) applied agricultural research in Haiti and (ii) the
transfer of climate smart/adapt technological packages to poor smallholders. Its rationale is based on the
fact that economic literature presents ample evidence of the linkage between agricultural services and
agricultural productivity, which is a main driver of competitiveness. Research and technology transfer
proved to be among the key factors of improvements in agricultural productivity in the world over the past
50 years. Specific studies obtain rates of return ranging from 43% to 67% for investments in research and
technology transfer. In addition, considering the high vulnerability of agriculture and natural resources in
Haiti to climate change, the proposed project aims at increasing the adoption of climate smart agricultural
practices by poor smallholders. This is expected to allow them to break out of the current vicious circle of
poverty, natural resource degradation and undernutrition, and to move to a more sustainable and climate
resilient development path.
From an economic perspective, several reasons justify public investment in agricultural research and 11.
training, as well as technology transfer services to farmers. In fact, the literature recognizes the existence
of several market failures that hinder the process of agricultural technology adoption in developing
countries, including: (i) lack of access to information and/or asymmetric information and knowledge on
effective use of technologies; (ii) input and output market inefficiencies with limited outreach of markets for
technology providers in rural regions mostly due to lack of roads and high transaction costs ; (iii) liquidity
constraints and insufficient access to credit; and (iv) risk aversion with most producers investing in new
technologies only when they can confirm their benefits through experience from other farmers.
In Haiti several national and international institutions have been partnering with the Ministry of 12.
Agriculture (MARNDR) on the provision of incentives (i.e. vouchers) to smallholder farmers and on applied
agricultural research and training in Haiti, including: (i) the World Bank, USAID and the French
Development Agency for the agricultural incentives program28
; and (ii) FAO, the Embassy of France in
Haiti, USAID, IICA, the University of Quisqueya, the Faculty of Agronomy and Veterinary Medicine (FAMV),
and NGOs for applied agricultural research and training.
The Inter-American Development Bank (IDB) is also implementing several projects in Haiti with 13.
which PITAG will collaborate. These include the second phase of the Natural Disaster Mitigation Program,
25 Cirad, 2015. 26 Nin-Pratt, A. et al. 2015 27 In October 2016 hurricane Matthew caused severe economic damages and estimated losses that amounted to USD 1.9 billion. The damages and losses in perennial crops (coffee, cocoa, breadfruit, coconut, avocado, citrus and other fruit), which are extremely important for food security and rural income, were particularly high and represented USD 433 million, further decreasing capital assets and sources of income for Haitian farmers. 28 The incentives program consists of a voucher systems for the transfer and adoption of technological packages to smallholders.
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 1: Country and rural context background
22
implemented by the MARNDR since 2016, where synergies are possible in the areas of watershed
protection and the strengthening of the FAMV curriculum. Other synergies (both on content and
geographical areas) are envisaged with the Land Tenure Security Program in Rural Areas, Water
Management Program in the Artibonite Basin and the Program to Establish a Partial Credit Guarantee
Fund for Enterprise Development. Collaboration with the last two programs will be particularly useful to
facilitate the integration of farmers into the value chain and their access to broader markets.
The IFAD country programme. IFAD has since 1978 invested a total of USD 110.7 million in 8 14.
programmes related to agricultural development in Haiti, benefiting more than 122,316 households. Based
on a review of the 2013-2018 COSOP that took place in February-March 2017, the relevance of the
strategic objectives was confirmed and a three-year extension of the COSOP (until 2021) was proposed.
The proposed “Agricultural and Agroforestry Technological Innovation Programme” (PITAG), is aligned
with the three strategic objectives of the COSOP: (i) promote climate-smart agriculture; (ii) promote
productive initiatives; (iii) invest in human capital development.
In recent years, IFAD has supported the GoH mainly by improving small-scale irrigation systems 15.
throughout the country (projects PPI, PPI-2 and PPI-3). This kind of investment is very much needed in a
country severely hit by climate change effects and long periods of drought. Unfortunately, the projects PPI-
2 and PPI-3 suffered from a 1-year suspension by IFAD between 2014 and 2015 due to fiduciary matters,
and the relations with the GoH reached a low point during that period. As a result of this difficult
relationship, Haiti lost the 2013-2015 PBAS allocation of IFAD (a USD 17 million grant), since the GoH did
not agree to negotiate a newly designed project at end 2015 (called PAER, which was focused on market
linkages in the Northwest).
In early 2016, however, PPI-2 was extended by 6 months (it was closed in December 2016) and 16.
PPI-3 (known as the “Small Irrigation and Market Access Development Project in the Nippes and
Goavienne Region”) was restructured through a mid-term review, which represented almost a new start
(given that only 4% had been disbursed up to mid-2016). At present PPI-3 is the only ongoing investment
programme of IFAD in Haiti. This project supports local organizations working on irrigation schemes and
watershed management. In addition, IFAD has two active grants in Haiti: (i) a regional grant of USD 1.8
million operated by FAO, focused on decent rural employment opportunities for youth in six countries of the
Caribbean (including Haiti); and (ii) a country grant of USD 0.5 million operated by UNDP, concerning
capacity building activities of staff in the Ministry of Agriculture and in its decentralized offices.
To date IFAD has primarily worked alone in the fragile environment of Haiti, obtaining co-financing 17.
from OFID to fund the infrastructural parts of its irrigation projects. After the suspension of PPI-2 and PPI-3
in 2014/2015, IFAD requested the support of UNDP in procurement and financial management matters and
this was accepted by the GoH.
The present programme is an opportunity for IFAD to rebuild trust in its relationship with the GoH. It 18.
represents a change in IFAD’s strategy and approach in Haiti, by promoting a stronger cooperation with
other IFIs and by putting more reliance on local project management capacities developed by these IFIs
within the MARNDR. In addition, in the near future IFAD expects to cooperate more with the other RBA UN
agencies in Haiti (FAO and WFP). In December 2017 the three agencies declared that in the Latin
American region they would look at opportunities for cooperation to reach the SDGs, with a special focus
on Haiti, Guatemala and Colombia.
The new project, PITAG, represents a first-time co-financing of IFAD with IDB. It has been designed 19.
by the IDB as a sort of a second phase of the previous IDB project (PTTA), and IFAD’s co-financing of
PITAG has been agreed following exchanges of the IFAD country team with the MARNDR, the Ministry of
Economy and Finance (MEF) and IDB. IFAD’s participation in PITAG would also address one of the GoH
concerns expressed during the review of the COSOP for Haiti regarding the need for more coordination
among multilateral development partners.
PITAG builds on the lessons learnt from PTTA, by providing packages that are adapted to local 20.
conditions (in terms of climate and socio-economic variables), by focusing on perennial crops vs. annual
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 1: Country and rural context background
23
crops, increasing the level of technical assistance, requesting more co-financing of local beneficiaries, and
foreseeing a better control in the selection and monitoring of the service providers. At the same time,
IFAD’s approach to project implementation support is different from that of IDB. By working together it is
expected that IFAD will bring in some major elements of its experience and business model (especially in
the South Department, which is the IFAD intervention area), from which IDB as well as MARNDR could
benefit.
II. PITAG description
A. PITAG area and target group
Programme area. The Programme will target a total of 65,048 poor rural households in 21.
30 communes distributed over five Departments: North, North East, Artibonite, South and Grande Anse.
IFAD’s financing will directly target 12,359 households in eight communes of the South Department, while
funding from the IDB and GASFP will cover the remaining 22 communes. The IFAD project area has been
severely affected by hurricane Matthew in October 2016, which has resulted in a reduction of agricultural
production and in nutritional deficits in the area.
Agro ecological characteristics of the South. The rainfall in the South varies with altitude 22.
between 1,300 and 4,000 mm per year and the area is characterized by hillside agriculture. Timber
harvesting for the coal and construction industries, as well as the burning of the forest for agricultural and
pastoral land expansion has led to environmental degradation, deforestation and landslides, and
accelerated erosion of the mountain soil and ecosystem.
The plains of Cayes and Cavaillon, covered by the programme in the South, total more than 5,000 23.
hectares. The irrigated areas of the project area are around two permanent rivers: the Cavaillon River in
the east and the South Ravine in the west (Avezac perimeter). When properly maintained the infrastructure
allows to irrigate around 3,000 hectares by gravity from these rivers. The rice-growing areas of Torbeck are
not included. When irrigated, cereals, maize and sorghum production dominate. Beans and vegetable
crops are present between November and April (leek, carrot, tomato, amaranth). In rainfed areas, rainfall
ranges between 1,300 and 1,600 mm and maize, sorghum and Congo pea (Cajanus) are the dominant
crops.
In the Southern humid mountains, usually between 200 and 600 meters above sea level, the annual 24.
rainfall is in the range of 1,400 to 2,000 mm. Agroforestry systems are extensive, producing mangoes,
breadfruit, avocados, citrus fruits, cashew nuts and forest trees. The IDB-funded Natural Disaster
Mitigation Programme baseline study indicates that more than 50% of the South Ravine and Cavaillon
watersheds have significant tree or shrub cover. Banana, yam and beans are planted on the lower floors of
the plots under tree cover.
The production of wood for sale in Les Cayes and in Port-au-Prince for use as poles, boards and 25.
coal is also significant in the municipalities of Cavaillon, Maniche and Camp-Perrin. The main forest
species are ash, cassia, acacia and Honduras oak. The last three are species introduced by projects in the
1980s and then domesticated by farmers. For multi-year crops, Napier (elephant grass) crop was recently
extended for grazing cattle, which allows for up to three harvests per year of tall grass in the lowland areas
in the gullies. Annual crops like maize with beans and sweet potatoes are planted in the wetter parts, and
maize with cassava and pigeon peas in the lower rainfall areas.
The Macaya National Park (established in 1983), bordering the programme area, contains Haiti's 26.
last primary forest and is a hot spot of global biodiversity and an important source of fresh water. Given the
high risk of environmental degradation and desertification, large and small anti-erosion and soil
conservation measures are critical to preventing the soil from sliding down to the valley and obstructing the
waterways.
Target group. Programme beneficiaries include poor rural households with access to less than 0.6 27.
ha, women-headed households and unemployed youth. Half of the beneficiaries in the South Department
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 1: Country and rural context background
24
will be women, and 20 per cent will be between 15 and 24 years of age. The Programme will reach out to
individual members of producers’ organizations, women’s groups and youth groups, as well as to those
who do not belong to any group, organization or association. For being eligible for receiving technological
packages related to perennial crops, land ownership or proof of land usage will be required upon
registration. The programme will develop an inclusive targeting strategy that will ensure that poor
households will be able to fully participate in the programme. Please refer to Appendix 2 for more details.
Gender and youth. Very little information has been collected on the South, particularly since the 28.
passage of Hurricane Matthew. Existing studies, which use data from the 2012 national household survey,
point to widespread poverty, malnutrition and food insecurity in all rural Haiti. In the South, mountainous,
sparsely populated areas record higher poverty levels than the coast, and below average agricultural
yields, due to soil erosion and degradation. Hurricane Matthew exacerbated problems for the most
vulnerable segments of the population, women and youth, as economic activities, which existed before,
stalled and many young people lost their sources of income and migrated to the capital. Most of those who
stayed claim to be interested in farming, but lack access to basic assets and credit to restart their activities.
Given the lack of a recent in-depth analysis of the situation, the programme will conduct a study in the
South to identify the needs and aspirations of young women and men, in view of promoting specific and/or
creating new technological packages most relevant to them, such as selected agroforestry packages and
post-production technologies.
This study will be conducted based on the Youth study currently carried out by UNESCO through the 29.
Regional Public University (UPR). Affirmative actions destined to benefit women and youth will also be
implemented. Recommended actions are based on a gender assessment conducted in December 2015 by
the IDB and findings of the design mission, and will be further elaborated in a gender strategy to be
developed by the programme, with the support of the targeting, gender and youth specialist (working within
the implementation unit of PITAG). They include: the development of packages of crops traditionally grown
by women; a quota system in the South Department to reserve 50 per cent of the packages to women and
20 per cent to youth; gender-sensitive communication campaigns to ensure that information about the
programme effectively reaches women and youth; and the provision of daycare services and nutritious
meals for children during training sessions and meetings. More details on the programme’s gender and
youth focus can be found in Appendix 2.
B. Development objective and impact indicators
The overall goal of the “Agricultural and Agroforestry Technological Innovation Programme” (PITAG) 30.
is to increase agricultural income and food security for smallholder farmers in selected targeted areas of
Haiti. The development objectives are to increase agricultural productivity and improve the use of natural
capital through the adoption of sustainable technologies.
The programme’s key impact indicators are the following: 31.
(a) Reduction in the percentage of households who are severely food insecure using the Food
Insecurity Experience Scale (FIES);
(b) Increase in the agricultural household income (USD/year);
(c) Increase in the value of agricultural production (USD/year);
(d) Number of new technologies developed or adapted by new lines of applied/adaptive research;
(e) Percentage of beneficiary producers who adopted agricultural technologies promoted by
PITAG, compared to control group;
(f) Number of beneficiaries who adopted agroforestry packages for soil protection and
restoration.
An additional indicator, which will be applied in the South Department only and will be measured 32.
during implementation is: Minimum Dietary Diversity Score for Women for enhanced nutrition.
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Appendix 1: Country and rural context background
25
C. Outcomes/Components
PITAG will be structured in two technical components. 33.
Component 1: Applied research and training (USD 15.15 million29). This component will be 34.
implemented by the Innovation Directorate (ID) of the MARNDR. In preparation for this component, a
detailed study on the status of agricultural research in Haiti, topics researched, capacities of the institutions
involved (DI-MARNRD, public centers and laboratories, technical schools, private companies, universities,
NGOs, farmer organizations and associations, etc.) and their needs was undertaken (see Appendix 5).
This component will cover the following activities:
(a) Applied and adaptive agricultural research projects developed and implemented by national and/or
international institutions. These research projects will create, improve and/or adapt sustainable
agricultural technologies that will enhance the supply of technological options available to farmers.
The products (crop or group of crops) on which applied research is to be conducted have been
identified through a prioritization exercise based on their importance using economic, social, and
environmental indicators, as well as the yield gap vis-à-vis other countries in the region. This has
resulted in the following prioritized crops/crop groups:
1) onion, tomato, pepper;
2) banana, plantain;
3) yam, yucca, potatoes;
4) rice – not merged with cereals due to its cultivation characteristics and needs;
5) agroforestry (mango, avocados, breadfruit, coconut trees and others);
6) agroforestry (coffee and cocoa);
7) cereals (maize, sorghum);
8) legume (ground nuts, beans, pigeon pea).
Upon completion of the prioritization process, a series of workshops were held for each product
(crop or group of crops) in order to identify the problems or factors that limit the production, harvest
and post-harvest of the prioritized products in each of the various Departments (North, North East
and South). Relevant stakeholders including researchers, extension service, the private sector
companies, NGOs and farmers and their organizations participated in the workshops. Results of the
workshops were consolidated in tables reflecting the classification of problems identified, possible
technological solutions, recurrence of the constraint, volume and level of losses and possible
solutions to be resolved through research and/or technology transfer. These tables (to be found in
the Project Life File as the Technical Document for Component 1) will be the basis for the
identification of the eight main applied research projects and their transfer that PITAG will finance.
All research projects will include climate considerations and foster adaptation and mitigation
measures. Seven additional smaller projects (total budget: USD 3 million) will also be funded by
PITAG. These will be demand-driven and their themes will be based on needs arising from the field.
Field technicians working for component 1 will be continuously monitoring the agricultural productive
sector and the farmers benefiting from Component 2 of PITAG to identify emerging problems that
would require adaptive research to be resolved. Research projects will be further selected through a
similar prioritization exercise as the first projects.
(b) The strengthening of the higher education curriculum and of applied research and technology
transfer capabilities in Haiti: the programme will be funding scholarships for masters, doctorates,
post-doctorates students with thesis and activities that feed into improving the applied research
projects supported. Scholarships will also be provided for attending scientific events as well as for
subscribing to scientific databases. Supported research projects will be required to include trainings
in their proposals, which will be offered to officials and technicians of the entities involved in the
29 The financing of science-based Farmer Field Schools (FFS) has been incorporated in IFAD´s overall budget at USD 544.946, including contingencies.
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Appendix 1: Country and rural context background
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technical management of ID- MARNDR, to field technicians of PITAG, as well as to those involved in
providing technical advice and supervision of farmers, beneficiaries of the programme. This will also
involve training in the use of instruments and tools for data evaluation or for the dissemination of
technical packages. In addition, students of the faculties of agriculture, natural resources
management and agricultural engineering of national universities would be supported to do their
theses or graduation projects on topics included in the applied research projects. The training
programs should help to promote the curricula of the faculties of agriculture in the country.
(c) The institutional strengthening of the MARNDR Innovation Directorate (ID), through: (a) technical
and scientific support; (b) Diagnosing the capacity of existing laboratories to determine the
equipment and inputs needed to support applications from applied research projects; (c) provision of
materials and equipment (mainly for laboratories); (d) strengthening the technical and scientific
capabilities of the staff; (e) establishment of an information system on innovation and research.
It is expected that applied research projects of Component 1 would result in the development of at 35.
least 12 improved sustainable agricultural technologies. These would also benefit from the results and
recommendations of the comprehensive climate risk assessment study that will be undertaken before the
beginning of project implementation. The study is expected to identify climate risks and elaborate potential
mitigation measures in the various agroecosystems, which would be considered while finalizing the
research project proposal and respective packages being developed during programme implementation.
Similarly, results from the analysis of youth and gender needs during the programme would be considered
for fine-tuning the research priority emphasis.
Component 1 will also include the establishment of science-based farmers field schools (FFS) on a 36.
pilot basis in the municipalities where IFAD is active. The use of the FFS approach, that is already applied
by several donor-funded projects in Haiti, has the advantage of being highly effective in providing technical
skills to farmers and building their social capital through group coherence and trust among farmers, thus
enhancing the sustainable adoption of technologies and resilience. This approach will allow farmers to
increase their knowledge of science, skills and capacities, for example in sanitary pruning, with regard to
the importance of essential plant nutrients for tree crops and human nutrition.
It is an approach that would also allow PITAG to better target women and youth for programme 37.
activities through specialized targeted modules and interventions. At an initial stage and during the first 2
years, 40 FFS (each with 20-25 farmers) will be established. A potential expansion to at least 100 FFS by
the end of the programme will be based on the results achieved and evaluated at mid-term evaluation. It is
worth noting that there are several trained FFS master trainers in Haiti that are active, thus allowing the
programme to have a quick start in training FFS facilitators and developing the respective curricula.
The science-based FFS will be based on a curriculum developed by researchers working within 38.
Component 1 in close collaboration with the FFS experts and extension agents, and would cover sessions
for farmers’ training throughout the growing season. The curriculum will also include specific modules on
nutrition and on other areas that would be identified by the farmers during the implementation process of
the programme. Facilitators trained as FFS facilitators will also be trained on the household methodology
approaches to allow them to be more sensitive to the needs and constraints of women and youth.
Since the members of the FFS will also be receiving the technology packages of PITAG through 39.
Component 2, the season-long interaction with farmers, women and youth within the FFS will allow PITAG
to identify new areas for applied research in Component 1 and enhance the already developed packages
as per the local needs. This will further enhance the feedback loop between research (Component 1) and
the adoption of technologies (Component 2).
In addition, within Component 1, a behavioral study will be conducted to determine farmers’ 40.
willingness to pay for the new technologies (resulting from the adaptive research) to be introduced in the
menu. The activities of the component are consistent with the recent reforms supported by the IDB. In
particular, the PITAG represents a first opportunity of application of the “Fonds national de recherche pour
un développement durable” (FONRED) guidelines, whose development was supported by the IDB.
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Appendix 1: Country and rural context background
27
Component 2: Promotion of sustainable agricultural technologies (USD 55.14 million). This 41.
component will finance the adoption of profitable, climate smart, and sustainable agricultural technologies
that will improve farm profitability, generate positive environmental externalities, and facilitate the mitigation
of and adaptation to climate change. The component will be implemented through the agricultural
incentives programme conducted by the MARNDR, which has been successfully implemented in other
development programmes and for which clear guidelines and implementation procedures have been
developed (refer to PIM in Appendix 11).
As for the case of Component 1, the selection of the preliminary menu of technology packages to be 42.
included in Component 2 has been undertaken through a prioritization exercise. This was based on a
detailed study that assessed the agro-ecological characteristics of the PITAG intervention areas, and the
relative importance of the different crops (annuals and perennials) in terms of their socio-economic
relevance and their environmental sustainability. The study also assessed the technological packages
developed and promoted earlier through PTTA, the results of their adoption, their costs, the demand and
supply of these packages, and the constraints faced in their dissemination through PTTA.
Based on this analysis and lessons learnt, a new revised list of packages has been suggested for 43.
implementation by PITAG. Two types of technological packages were identified: 1) packages of
agroforestry and perennial crops and 2) another set of packages for agricultural production and
postharvest equipment. These were prioritized for the different intervention zones based on their
importance and appropriateness in each agro-ecosystem. In particular, the selected crops and
technological packages have been selected with the objective to improve nutrition, focus on gender and
enhance the climate resilience of smallholders. The potential suppliers of these technological packages
were assessed and visited and their capacities to deliver the products and provide related services, such
as maintenance and training, were assessed (details in Appendices 4 and 5). The menu of technological
packages will be updated each year, including the inputs provided by Component 1.
For the Department of the South, where IFAD is active, the suggested menu of technological 44.
packages is listed below. The cost and gross value added for each package has been calculated and taken
into consideration for assessing the number and distribution of the packages:
1) "Creole garden" package: Creole gardens can incorporate the following crops in varying
proportions depending on the local conditions: avocado, coconut, mango, cashew, timber, yam,
banana, pineapple. The dominant type of tree would vary according to the farmer’s needs, type of
soil and the agro-ecology.
2) Creole garden-Cocoa package: This creole garden is dominated by grafted and non-grafted cocoa
seedlings, but includes also other cover trees (grafted or non-grafted fruit trees and forest trees),
banana, yam and pineapple.
3) Fruit tree package: This package is intended mainly for the Northern departments (not part of IFAD
target areas), but may also be considered in packages for communities in the South, where the
annual rainfall is around 1300-1600 mm and where soils are fertile and deep, and where there
already is a business of fruit production for local or regional markets (including areas of Torbeck
and Chantale). The production fields should preferably be around residential areas to make it
easier to protect them from livestock invasion in the dry season. The same package could include
different varieties of avocado and mangoes, in support to expanded production and income. The
diversification would reduce the risks of changing market demand, water deficits or severe winds
that could affect yields of a specific variety at a particular moment.
4) Fodder package: This package has a good potential in the South department where Napier grass
has become a good cash crop (promoted mainly through PMDN). Napier is a crop that is less
sensitive to water deficits than the food crops currently cultivated, it allows a good ground cover
(thus participating in soil conservation) and it is a perennial grass that is sold standing with cutting
intervals of 4 to 6 months depending on the fertility of the soil.
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5) Energy forest package: This package would be provided for planting in less fertile soils or drier
hillsides in several municipalities, where food crop production is risky with low yields. This package
has been in strong demand within PMDN, since it offered a guaranteed income even in the drier
years. This package is expected to improve the plant cover and soil conservation. It includes
seedlings of fast-growing native species that produce post-harvest suckers, and generate income
through cutting after 3 years, and whose stump rejects are exploited afterwards with rotations of 2
years. In the South department this package however will not be promoted unless, based on
research results from component 1, it is shown that there is no risk that the proposed species
would be invasive to the nearby natural park.
6) Agricultural equipment packages: which include various machinery including motor pumps for
irrigation, animal traction support for land preparation, threshers, drying and storage equipment.
The participation in Component 2 of the programme is demand-driven: to become a beneficiary, 45.
interested farmers will participate in a series of awareness campaigns that will be organized to match
demand and supply for the various technologies. To ensure that all segments of society are given equal
opportunity to participate, the programme will actively reach out to the poorest farmers and to those who do
not belong to existing networks, groups or organizations. The component will cover 90% of the costs of the
technologies through a matching grant, and farmers will cover, in cash, the remaining 10%. Given the
damages experienced by farmers in the areas affected by Hurricane Matthew, in the South and Grand
Anse Departments the participation requested from beneficiaries will only be in-kind (and not in-cash).
The maximum amount of the subsidy provided depends on the specific technology chosen by the 46.
farmers and varies between USD 400 and USD 2,000, with a weighted average of USD 950. Besides, the
technical input itself (seedlings, equipment, etc.), subsidies are provided for land preparation and
transportation of seedlings from the place of delivery to the beneficiary's plot.
Based on the lessons learnt in the PTTA project, the activities of Component 2 have been further 47.
enhanced to include the following activities: the introduction of cost-sharing by farmers; an information
system for programme implementation, additional technical assistance in support to farmers (specific
assistance on how to choose and apply the technologies and general, strategic assistance on farm
management and commercialization), and technical assistance in support of enhanced delivery of inputs
by providers (mainly focused on quality control and environmental management). For details on the service
and input providers for Component 2, see chapter II on PITAG Implementation, section B and refer to
Appendix 5 .
Project management (USD 6.57 million). Besides the operational components 1 and 2, PITAG will 48.
also cover the cost of: (i) project administration (e.g., consultants, monitoring and evaluation, travel,
equipment, operational costs, audits); (ii) mid-term and impact evaluations; and (iii) contingencies.
D. Lessons learned and adherence to IFAD policies and the SECAP
Lessons learned by IFAD. The strategic choice to partner with the Inter-American Development 49.
Bank (IDB) and to co-finance the proposed Programme (PITAG) was guided by the main lessons learned
in the recent years of the IFAD Country Programme.
After the suspension of disbursements on IFAD loans PPI-2 and PPI-3 due to fiduciary issues 50.
between 2014/2015, IFAD’s Country Programme and the relationship with the Government of Haiti (GoH)
and the Ministry of Agriculture had to be recovered. This became clear when at end 2015 the negotiations
of the GoH and IFAD regarding a new programme (the Rural Entrepreneurship Support Project “PAER”)
failed30, with a loss of the 2013-2015 PBAS allocation for the country (USD 17 million grant).
With the new 2016-2018 PBAS cycle, in early 2016 a new IFAD country team started operating out 51.
of HQ. The small-scale irrigation project PPI-2 (located in the north-west, north-east and center of the
30 The main disagreement was on the proposal of IFAD to get support from UNDP to cover the fiduciary risks of this new programme.
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Appendix 1: Country and rural context background
29
country), which should have been closed in June 2016, was extended by six months. Even if its overall
results remained unsatisfactory (considering the initial targets), the extension allowed to achieve some
positive results (especially in the irrigation projects implemented by Agro-Action Allemande AAA), and to
continue with the parallel co-financing of OFID dedicated to complete infrastructures up to end 2016.
On PPI-3 (the small scale irrigation project located in the Nippes and Goavienne Region, which after 52.
4 years of effectiveness had only disbursed 4% by early 2016), a mid-term review was conducted, and the
change of the weak programme management unit and the reduction of some programme activities was
agreed upon between the GoH and IFAD. This change triggered a significant improvement in
implementation and, despite the negative effects of hurricane Matthew (October 2016), allowed to increase
disbursements to around 52% by January 2018. On the basis of the better results achieved, the completion
and closing dates of PPI-3 (originally, end 2017 and mid 2018) were extended by 18 months to,
respectively, mid 2019 and end 2019. This will allow PPI-3 to complete its activities and to stop operating in
an emergency mode.
Finally, it is worth pointing out that since early 2016 there have been three Ministers of Agriculture, 53.
which has made the establishment of continuous relations difficult. As a result, when after elections in early
2017 the IFAD team tried to start working on a new project for the 2016-2018 cycle, it was not possible to
reach an agreement with the technical staff of the Ministry of Agriculture. In the second quarter of 2017
IFAD hence decided to contact IDB to explore co-financing options, and PITAG was identified as an
interesting option to allow a good use of IFAD’s 2016-2018 PBAS resources.
On the basis of the experiences in recent years, the following lessons are identified for IFAD’s work 54.
in Haiti:
(a) Need for cooperation with other IFIs and development partners. In a fragile country like
Haiti, which is exposed to extreme climatic events and has weak public institutions, the
cooperation with other IFIs and development partners is key for the sustainability of the
country programme. This has been demonstrated by the value added of IFAD’s relation with
UNDP for the recovery of the PPI-3 project. At the same time, it is important that IFAD
develops synergies also with other partners like the IDB (which has a large office in Haiti). The
need for better cooperation of IFAD with other donors and IFIs was also one of the main
recommendations received from the GoH during the recent review of the COSOP (which took
place in the first semester of 2017).
(b) Need for more cooperation at the technical level of the Ministries. In a rapidly changing
environment with changes at the political level, the technical directors at the Ministries are a
relevant development partner of IFAD. IFAD hence needs to invest more time in interacting
with these technical directors and understanding their views. There is an on-going IFAD grant
through UNDP (worth USD 0.5 million), focused on strengthening the Ministry of Agriculture,
which could be used for this purpose. Also, the proposed new Programme was designed by
IDB after a long interaction with the technical departments at the Ministry of Agriculture and
based on a previous programme developed with them (the PTTA).
(c) Need to change from an emergency/recovery mode to a more sustainable way of
cooperation. The strategy chosen by IFAD to recover PPI-2 and PPI-3 has relied on
important support by UNDP in fiduciary and procurement matters. While this was agreed with
the GoH and represented a way-forward for these projects, for the future it is important to
build on the fiduciary and procurement capacities existing within the institutions of Haiti. The
PITAG relies on existing procurement and fiduciary capacities in the Ministry of Agriculture,
which the IDB has been developing over time.
(d) Value of a geographically focused approach: since IFAD’s resources are limited compared
to other IFIs, rather than spreading resources too thin all over the country, more value can be
obtained from concentrating them. Considering the theory of change, in order to trigger
change it is necessary to tackle various challenges in parallel along the value chain. The
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Appendix 1: Country and rural context background
30
Project Completion Report of the IFAD funded “Programme d’ Appui aux Initiatives
Productives en milieu rural” (PAIP, which covered various regions) illustrates how the lack of
geographical focus has been an issue for obtaining impact. Also the experience of PPI-2
illustrates the difficulty of operating in various geographic areas at the same time. For the new
Programme it is hence proposed to focus IFAD’s intervention in the South Department, close
to the PPI-3 project and to a recently completed IFAD funded grant (with CIAT, focused on
technology transfer for cassava and beans). , In addition, it is proposed to focus the capacity
strengthening grant with UNDP of the decentralized services of the Ministry of Agriculture (the
DDA and BAC, which are weak) in this area of the country.
(e) Importance to provide (but also prove) the comparative advantage of IFAD in the areas
of social capital development, youth and women participation, environmental and
climate risks assessment: Based on its expertise in rural development projects all over the
world, IFAD has directly experienced how important social capital development, youth and
women participation and environmental and climate risk mitigation are for the sustainability of
rural development programmes. This is even more true in fragile states, which have weak
public sector institutions, isolated rural communities, and are exposed to significant climate
risks. At the same time, in Haiti IFAD is in a position in which it has to prove its comparative
advantage after a period in which relations have been difficult. The proposed new Programme
offers an opportunity to do so in cooperation with IDB. In particular, IFAD will finance a special
climate risk assessment to define mitigating measures, and during implementation will focus
on youth/women participation and on the development of the social capital within the rural
communities (e.g. by introducing farmer field schools as a vehicle to transfer new technologies
in a sustainable way).
(f) Importance of a simple design, and of a pragmatic and flexible approach focused on
implementation: IFAD is known and generally appreciated for its technical expertise in
different sectors of rural development. At the same time, in a fragile state like Haiti, the design
process needs to be simple, and the main focus and most resources have to be dedicated to
the implementation phase. As shown in the PCR of PPI-2, IFAD’s design was overly complex,
with numerous components and sets of activities (4 components, 13 sub-components and 15
categories of expenditures). Also PPI-3 suffered from an overly prescriptive design, which had
to be reviewed at mid-term to allow for more flexibility (introducing an emergency response
plan of USD 0.5 million, following the effects of hurricane Matthew in October 2016). The
proposed new PITAG is (i) focused on technology transfer and productivity (it does not try to
cover more); (ii) realistic about the lack of access to finance of smallholders, which is
overcome through a matching grants scheme (with only 10% beneficiary contribution); and (iii)
based on the lessons learned of a previous similar programme financed by the IDB (the
PTTA). The key value added of IFAD will be the quality of its support to implementation, since
there is enough flexibility build into the programme to allow adjustments over time.
(g) Importance of a running and efficient programme management unit. The experience of
PPI-2 and PPI-3 shows how a weak top management can affect the implementation of
programmes. In PPI-2 and PPI-3 an extension of the implementation period was required
(reaching a total period of 7-8 years) due to a low start and subsequent weak management,
increasing operating costs. The previous PAIP project of IFAD instead was composed of 3
phases and lasted for 12 years (following an extension). The proposed new Programme
instead uses an existing and proven management team within the Ministry of Agriculture,
which should allow activities to get off the ground quickly. The foreseen period of
implementation is five years, with annual disbursements of around 20% per year.
Lessons learned by IDB in the previous PTTA programme: The main lessons learned, which 55.
were considered in the design of PITAG by IDB, were the following ones:
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(a) Technology transfer programs are more effective, if they provide new inputs and
technologies, which represent a one-time, lumpy long-term investment, which otherwise
farmers would not undertake. The results of PTTA for perennial crops were significantly better
than those for annual crops. In the case of annual crops, under PTTA farmers just substituted
existing inputs with subsidized inputs, spending their savings in another way (e.g. reducing
their debts), and productivity levels remained the same. As a result, the PITAG foresees
mainly agroforestry packages.
(b) The selection and contracting of service and input providers is a very important part of
the process, that deserves attention ex-ante. In the selection of the service and input
providers, it needs to be verified that they have adequate technical and financial capacities to
provide the required inputs to farmers on time and with the right quality. In general, PTTA had
some problems with input suppliers in terms of the adaptability of delivered varieties, the
quality of seedlings, and the delivery time to farmers. Accordingly, a more detailed
assessment of the varieties used for the different target communes and of the potential list of
suppliers and their capacities were undertaken in preparation of PITAG. Besides, additional
training funds were allocated by PITAG to ensure that the input suppliers abide by the
required quality standards for seedlings and pesticides and that they deliver the needed
quantities on time.
(c) The implementation of technology transfer programmes requires a lot of follow up and
monitoring of the activities. The performance of the service and input providers needs to be
monitored. The contracts of the service and input providers should foresee gradual payments
and allow termination in case of poor performance. These actions are needed to avoid that the
value of the vouchers gets eroded by delays, inflation or along the supply chain.
(d) The information and communication about the technology transfer programme to
farmers (the final beneficiaries) is a key element. The vouchers for the inputs and services
should be provided to famers separately from the inputs and services. It needs to be
communicated to farmers that the programme is a one-time chance and that the support will
end at a certain point in time, in order to avoid creating expectations of continuous support.
Farmers also need to be well informed about the services and inputs to which they are
entitled. Otherwise the risk is that input and service providers will supply less than requested
by the programme.
(e) The provision of technical assistance (TA) and coaching are key elements to ensure the
sustainability of the technology transfer programme. The farmers need to receive not only
inputs, but also TA to be able to use the inputs in an adequate way. On this basis, the new
PITAG programme has foreseen an increase in the level of technical assistance.
(f) Need to consider the local conditions in terms of resources availability (water and
labour). On PTTA the impact on productivity was limited, because the technological packages
proposed did not take into consideration the farmer's local conditions (in some cases there
were difficulties in accessing water and labour). Under PITAG a detailed assessment of the
local conditions has been conducted and has influenced the selection of the technological
packages.
(g) Need for research structures to develop technological options to be scaled up: Apart
from some isolated initiatives within projects mainly run by NGOs or the efforts of farmers to
innovate, there has been no organized research on tree crops including fruit trees, forestry,
coffee or cocoa over the past 25 years in Haiti. Due to the above mentioned problems, the
short implementation period and in the absence of organized applied research, PTTA was
unable to exhibit to farmers the comparative advantage and impact of using new varieties
(with pest and diseases tolerance, higher yields, adapted to market needs, or to local
conditions, etc.) or high quality seedlings. PITAG accordingly, is implementing in component 1
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Appendix 1: Country and rural context background
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adapted research activities that will feed into the enhancement of the technological packages
provided in component 2 during the implementation of the programme.
Adherence to IFAD policies. The overarching goal, strategic objectives and principles of 56.
engagement of PITAG are aligned with the IFAD Strategic Framework 2016-2025. In particular, PITAG will
support activities to strengthen the productive capacity and increase the income levels of poor smallholders
in rural communities of Haiti. The new Programme is also aligned with IFAD's approach to Small Island
Development States (SIDS), mainly with respect to the strategic objective to strengthen resilience to
environmental and climate change and enhance adaptation capacity, through the transfer of adaptive and
innovative technologies. Finally, PITAG is aligned with IFAD’s approach for Fragile States, which suggests
the need for more cooperation among development partners, for simpler and more flexible designs, and for
special support and more resources during implementation.
All the main policies and strategies of IFAD, sectoral and thematic, have been considered (see 57.
Appendix 12), whereby the SECAP and rural finance policy deserve a special mention. In terms of the
SECAP (see Appendix 12), IFAD has done additional work compared to the IDB, especially with respect to
the climate risk assessment. Based on the extreme weather events observed repeatedly in recent years
(hurricanes Matthew in October 2016, Maria and Irma in October 2017), IFAD’s Climate risk assessment
resulted in a high-risk classification. This has led IFAD to propose a special climate risk mitigation study
funded by IFAD and implemented by CIAT), which has the objective to identify mitigating measures to be
carried out during project implementation.
In terms of the rural finance policy, under PITAG IFAD is accepting a matching grants scheme for 58.
technology transfer (with 10% beneficiary participation), since IFAD’s target population does not have
access to credit from local financial institutions. Under the previous IFAD supported programme PAIP it
became clear that rural credit institutions in Haiti are not sufficiently developed and are too risk averse to
support the introduction of new agricultural technologies. Very few lines of credit were granted and the
creation of rural credit institutions proved to be not sustainable, due to the lack of enough sustainable
businesses in rural areas. Also, IFAD’s target population (the poor) typically does not have the guarantees
(i.e. collateral) requested by banks31
. It is expected that once the smallholders improve their income levels
due to the innovative technologies, they could in the future access the financing provided by local credit
unions32
. During implementation, IFAD will ensure a close monitoring on the use of matching grants, to
ensure adequate targeting (with quotas for women and youth) and avoid the potential risks of elite capture
and rent-seeking behaviours.
III. PITAG implementation
A. Approach
The approach followed by PITAG is based on the incentive programme that is being used and 59.
applied by MARNDR in several of its programmes. The programme will provide vouchers allowing farmers,
who fulfill specific criteria, to receive new agricultural inputs and services. Learning from PTTA, the IDB
project in Haiti on applied research and technology transfer, PITAG has been designed with some changes
on the previously applied approach. These changes aim at enhancing the ownership and sustainable
adoption of technologies by producers and reduce market distortions and dependency on free distribution
of inputs. Accordingly, the provision of technology packages to farmers will be in the form of matching
grants that partially cover the cost of an agricultural technology, whereby farmers will have to contribute
10% of the cost of technologies (mainly in cash, in-kind in the South and Grand Anse Departments).
Moreover, the provision of additional and specialized technical assistance within PITAG to farmers aims at
reducing the barriers related to risk aversion and information asymmetry. Lastly, the implementation of
31 The use of matching grants has also recently been accepted for an IFAD project (SAEP) in Grenada and by the World Bank in Grenada and Saint Vincent and the Grenadines, based on evidence that commercial banks and credit unions remain reluctant to provide credit to the rural poor (because of high defaults on past loans and the recognition that farming is a high-risk sector). 32 In the PTTA area it was found that 28% of the farmers had a bank account and 19% had obtained a loan.
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Appendix 1: Country and rural context background
33
technology fairs aims to reduce the lack of information and reduce problems related to shortage of supply
and limited markets, by bringing together demand (small farmers) and supply (technology providers).
In addition, the approach followed within the IFAD targeted areas of the South Department will 60.
include additional key elements that build on IFAD’s experience of working with small and vulnerable
communities and will be considered as pilots, that may be adopted and scaled up by IDB and MARNDR in
other departments within the framework of PITAG or in future development projects. These will include the
following interventions:
(a) Targeting: While all the target area to be covered by IFAD is among the poorest areas in the
country and of the regions of PITAG, more attention will be provided to ensure the targeting of
the poorer segment of the population, with special emphasis on female headed households,
women farmers, and especially the rural youth. IFAD aims at reaching 50% of women from
the target beneficiaries (it is 40% in other non-IFAD areas). IFAD hence recommended the
inclusion of an initially part-time (and, if and when additional resources related to the financing
gap become available, full-time) member of the execution unit at the MARNDR specialized in
targeting, gender and youth and following up the experience of the Farmer Field Schools33. In
addition, a study on the constraints and needs of youth in rural areas in the South department
will be carried out in synergy with the study conducted by UNESCO and the Regional Public
University (UPR). This should feed into the adapted research programme to develop
technology packages that are more adapted to the needs of young men and women, such as
selected agroforestry packages and post-production technologies for storage, drying, milling,
etc. The inclusion of activities and technologies targeting gender and youth in the Annual
Work Plan and Budget of the South Department, based on the results of the gender/youth
studies, will be monitored by the gender and youth specialist in the execution unit and by
IFAD.
(b) Building social capital: Haiti has been suffering from a series of natural and climatic
disasters, including hurricanes and earthquakes, and several political and economic shocks,
affecting especially its rural population. Support provided by external donors has, accordingly,
been focused on emergency relief aid, and less commonly on building long-term community
resilience to such shocks. In its projects, IFAD typically uses a participatory and bottom up
approach to empower farmers and establish community-based organizations and farmer
groups that are built on trust, coherence and good governance. Building social capital in areas
and communities that are highly vulnerable to climate and other external shocks is critical for
their resilience and coping capacity. Social capital is also important for the sustainability of all
interventions, especially when they are provided for free under emergency and poverty
conditions. IFAD will introduce the science-based farmers’ fields school (FFS) approach for
technology adoption and evaluation by farmers, suggesting the development of new
technologies or their improvement, and introducing nutrition and diet diversification, household
methodologies, household and farm economies, environmental and other special topics, that
farmers believe are important. FFS will be an important vehicle for building trust among
farmers as a basis for establishing farmer producer, but also saving and credit, groups.
(c) Climate change and environment: IFAD has mainstreamed climate change risk
assessment, adaptation and mitigation strategies within most of its on-going activities. It has
recently further enhanced it social, environmental and climate assessment (SECAP) for
climate change assessment and risk mitigation at project design and implementation stages.
This is an opportunity for IFAD and IDB to compare and learn from each other on the
assessments and implementation of the related safeguards. The PEU will include a full-time
environmental expert. IFAD will finance a detailed climate risk assessment study, which will
evaluate the risk of potential peak climatic events, its impacts on physical production and
33 Please refer to Annex 1. of Appendix 2. for detailed terms of reference of the targeting, gender and youth specialist.
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Appendix 1: Country and rural context background
34
recommend some risk mitigation interventions, primarily in the South department. These will
be considered in the future applied research activities.
The theory of change of the project is that when support is provided to applied research that is 61.
based on the needs of farmers, specific technology packages adapted to their local agro-ecological and
socio-economic conditions could be developed that, when adopted, can lead to increases in agricultural
productivity. Considering the vulnerability to climate risks in the area, applied research should be
underpinned by a detailed climate risk assessment that would identify mitigation measures to be included
within the specific packages to be developed. Under the local conditions of poverty of the rural population
of Haiti and the vulnerability of farming systems to climate shocks, and in the absence of appropriate
outreach of rural finance institutions and availability of special financial products adapted to the needs of
smallholder farmers, the provision of subsidies for technology packages with cost-sharing mechanisms by
farmers, combined with extension support, is expected to lead to higher technology adoption.
Extension support that is done in a participatory way with the provision of long-term coaching, 62.
allowing farmers to work and learn in groups under their local conditions, would increase the level of
technology adoption, promote the participation of women, and enhance the social capital as an important
element of their resilience. Interventions in applied research and support to technology adoption is
expected to increase food security through higher agricultural productivity, which will translate into (i)
higher agricultural yields and increasing food production for home-consumption (which is expected to
absorb around 50% of the production); and (ii) an increase of agricultural income from increased
production sales in local markets, which, in turn, will improve household’s purchasing power for, amongst
other goods, foodstuffs. Especially, in the IFAD project area characterized by nutritional deficits, the excess
production is expected to be marketed locally.
B. Organizational framework
The Ministry of Agriculture, Natural Resources and Rural Development (MARNDR), will be the 63.
Executing Agency (EA) of PITAG.
The organizational set-up to be put in place is articulated around four levels of responsibility: 64.
Project Management (MARNDR);
The level of steering and consultation, consisting of a Steering Committee and a consultation mechanism at the departmental level;
Level of coordination and management of activities corresponding to the Programme Execution Unit (PEU);
Level of execution of field activities by contractual service providers recruited by the programme with the support and supervision of the MARNDR (central and decentralized entities).
Implementation arrangements. The programme Steering Committee is responsible for providing 65.
general guidance to the programme and ensuring that its activities are implemented in compliance with the
Government’s policies, approving the annual work plans and budget, ensuring proper coordination with
other development programmes and providing broad oversight for project implementation. Members of the
Steering Committee will include (but may not be limited to) the Director General of MARNDR (as chair),
the Unit of Studies and Programming (UEP) of MARNDR, the Departmental Directorate of Agriculture
(DDA) of MARNDR, and the Ministry of Economy and Finance (MEF), with the IDB and IFAD as observers.
The same Project Execution Unit (PEU) that has been established within the MARNDR for the 66.
PTTA/RESEPAG projects will manage PITAG both technically and administratively with the same team.
The PEU will ensure the overall management of PITAG and will be supported by the Procurement Unit of
MARNDR (UPMP). The PEU will be responsible for the overall administration of the Program, and will be in
charge of (i) the global coordination of the project, (ii) the launching and follow-up of tenders, (iii) the
financial management of the project and (iv) the overall monitoring of the project. The Innovation
Directorate (DI) will be responsible for the planning and technical supervision of Component I (see Fig 1).
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Appendix 1: Country and rural context background
35
Figure 1. Organizational chart for the implementation of PITAG
.
The PEU will be specifically responsible for planning and reporting on technical and fiduciary 67.
aspects; the execution of procurement activities; the supervision of firms and service providers; financial
and accounting management; risk management; and monitoring and evaluation, supervision and execution
of the environmental and social management plan.
At the central level, the PEU will be composed of the following members: a) one Programme 68.
Coordinator, b) one Senior Technical Advisor, c) an Administrative and Financial Unit, d) one person
responsible for monitoring and evaluation, e) one GIS specialist (geographic information system); f) two IT
specialists; and g) one specialist in environment. Besides, an additional targeting specialist will be working
within the PEU and will be in charge of all targeting aspects (poverty, gender and youth) and support in the
communication activities of the project (initially on a part-time basis). During the implementation of the
project, and based on the availability of additional resources included in the financing gap, this expert is
expected to become a full-time member of the PEU.
To facilitate the implementation and monitoring of PITAG activities, the targeted departments within 69.
the country have been grouped into 4 Blocs. The South Department, which is where the activities of IFAD
will be concentrated has been designated as Bloc 3. Within each Bloc, a Departmental Antenna (antennes
départementales, AD), acting as an liaison person with the central PEU, and each supported by an
assistant, will be established and will be located in the premises of the Departmental Directorate of
Agriculture (DDA). The ADs will support the PEU in the control of the implementation of the agricultural
incentives program (mainly Component 2) in the field. Besides, the ADs, the DDA staff and local
agricultural offices (BAC) will also be supporting the implementation of the agricultural incentive
programme in the field (Component 2).
The implementation of Component 1: The funding of the research projects will follow a 70.
competitive process based on bidding by interested entities (could also be a consortium of international
and national institutions). The selection of the various proposals will be undertaken a panel composed of
Ministry staff and external experts (faculty members from Haiti and abroad).
The science-based FFS activities will instead be implemented by a contracted service provider, 71.
whose services will be procured as for other service providers within the project. Several organizations
have implemented FFS activities in Haiti for various development project and could be hired to implement
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this activity. They include FAO, Catholic Relief Service (CRS), “Associazione Volontari Servizio
Internazionale” (AVSI), the “Centre d’Etude et de Cooperation” (CECI), etc. (for details on implementation
see Appendix 5).
The implementation of Component 2: The implementation will be mainly through private 72.
operational service providers (OPS) and various input providers. These will be selected on a competitive
basis and are expected to be a consortium of international and national/local institutions and NGOs. They
would be responsible for the: 1) sensitization of farmers about the programme and the packages; 2)
registration of farmers; 3) validation and confirmation of the information provided on their land size; 4)
provision of farmers with vouchers that will allow them to receive material and technical support from input
providers (for seed, planting material, agro-chemicals, equipment and machinery, etc.); 5) register the input
providers ensuring that they have sufficient quantities of needed inputs; 6) control the quality and prices of
the inputs provided by these providers; 7) train the farmers on agricultural production for the technology
packages provided; 8) provide the needed information and feedback on the progress of the programme to
the Programme Execution Unit (PEU) of PITAG at MARNDR, in close collaboration with the Departmental
Directorate of Agriculture (DDAs) and the local agriculture offices (Bureaux agricoles communaux – BACs)
in their targeted areas of their intervention.
Several potential national and international organizations that are active in the area of rural and 73.
agricultural development could be contracted as service providers for the implementation of this
component based on a competitive process. These include: CA -17, AGRER (Belgian Management
Consulting firm), “Alliance Agricole Internationale” (AAI - Consortium of 3 Canadian NGOs), HYDROPLAN,
“Associazione Volontari Servizio Internazionale” (AVSI), and Agridev (Agribusiness and Development).
Details on their experience and capacities are provided in Appendix 5.
Input suppliers for crop packages: when identifying the technical crop packages provided, an 74.
enhancement compared to the PTTA perennial packages was sought. The input suppliers of new varieties
(high yielding, resistant to pests and diseases, late maturing, required by the market, tolerant to drought,
etc.) were identified. Their production capacities, nursery management knowledge and capacity to produce
grafted and non-grafted and healthy seedlings in the required quantities and in time, as well as their
contacts, were obtained. i “ ”They nclude the Organisation pour la Réhabilitation de l’Environnement (ORE),
“ ” “ ”IF Foundation, Agricorp, Levelt Bastien, Coopérative Jean-Baptiste Chavannes , Ferme de Lévy ,
“ ” , Further Association des techniciens agricoles de Camp-Perrin , Haïtika Agri-Smart and PRODEVA.
information on these service providers are detailed in Appendices 4 and 5.
Input suppliers for equipment packages: similarly, input suppliers for the equipment technical 75.
packages were identified and the type and amount of material they sell, their capacities, services they
provide (training , maintenance, etc), as well as their contacts were provided. , They include Agrotechnique
Automeca SA, Ateliers-École de Camp-Perrin, Bellony Blanc, Island Services, Murat Excellent, Agro Pam,
Darbouco, GRADES École Moyenne Développement de Hinche. nformation on these input Detailed i
providers are detailed in Appendices 4 and 5.
Financial institutions. A co-financing mechanism will optimize the number of farmers willing to adopt 76.
the technical packages. The MARNDR will finance a large part of the technical packages, but a part will
remain the responsibility of the farmer. In fact, PITAG is requesting 10% in-cash cost-sharing from the
farmers for every package (with the exception of the South and Grand Anse, where it will be in-kind).
Considering the amount of packages expected to be distributed, there will be a lot of transaction activities
related to the transfer of funds to the MARNDR account from the beneficiaries and transfer of funds from
MARNDR to the input suppliers. Thus, for each technical package, there will be two types of financial
transactions: the farmer pays his counterpart by transferring the planned amount to the MARNDR account;
after delivery of the technical package by the farmers' suppliers (and its verification by the OPS), the
MARDNR transfers the total amount corresponding to the technical package to the supplier's account.
Based on an analysis the MARNDR and IDB during design (see Annex 5 of Appendix 5, made by
Synthèse sur l’intermédiation financière pour le PITAG), there will be three options to ensure the financial
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transactions between the farmers, their suppliers and the MARNDR: i) commercial banks, ii) cooperatives
and microfinance institutions and iii) mobile banking.
The operational structure and the main actors involved in the implementation of Component 1 and 77.
Component 2 of the PITAG are further described in the Appendix 5 (Institutional aspects and
implementation arrangements).
In terms of timing, the implementation of Components 1 and 2 will advance in parallel. Component 1 78.
is a research component regarding technology transfer not only of perennial crops but also of annual crops
(which were less successful under PTTA). Component 2 instead builds on the successes of PTTA
concerning the transfer of technological packages for agroforestry. For this reason, the total
implementation period of the project is estimated to be 5 years (2018-2023).
C. Planning, M&E, learning and knowledge management
Planning
The development of an annual work plan and budget (AWPB) will be led and organized by the 79.
Programme Executing Unit (PEU), and include staff from the PEU, representatives from the DDAs
(Directions départementales), the Ministry of Agriculture (MARNDR) and IFAD’s Country Officer. The
AWPB will reflect the needs and priorities of the beneficiary farmers in the different communes targeted by
the programme and will be informed by input from the main implementation partners (opérateurs de terrain)
operating in the field. The PEU will also conduct monthly meetings to review progress, identify difficulties
and plan activities for the weeks ahead. The meetings will be complemented by quarterly meetings in the
field with DDAs and implementation partners, as well as participatory planning sessions with service
providers, producers’ organizations, PEU staff and DDA and BAC representatives.
Monitoring and evaluation
The Monitoring and Evaluation (M&E) System of PITAG as a whole will rely on biannual monitoring 80.
reports prepared by the monitoring and evaluation staff of the PEU, a mid-term and final independent
evaluation, and an external impact evaluation. Additionally, IFAD will conduct yearly supervision missions
and implementation support missions to monitor and evaluate the activities in the communes
(municipalities) it finances in the South, as well as the programme’s targeting performance and its youth
focus and gender approach. A mid-term review will also focus on targeting, youth and gender, and provide
recommendations to address any issues that may have arisen. The mid-term review will also assess the
success of the implementation of the FFS approach and accordingly recommend whether it is to be
expanded or not.
The PEU of the PITAG will be responsible for the operational monitoring of the programme at all 81.
levels (Components 1 and 2) with the support of an IDB impact assessment expert. A geographic
information system (GIS) specialist will contribute to the M&E system through spatial analysis by capturing,
storing, analyzing, and presenting spatial and geographic data. Consulting firms will be contracted by the
PEU to carry out mid-term and final independent evaluations as well as for the implementation of the
impact evaluation. The Targeting, Gender and Youth Specialist will assist the M&E officer in establishing
an M&E system that captures and analyses disaggregated data on gender, youth and social inclusion, and
includes participatory monitoring tools where appropriate.
Table 2 summarizes some of the programme’s key impact indicators, measurement period and 82.
selection rationale.
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Table 2. Key Indicators
A new Core Indicator for nutrition “Minimum Dietary Diversity Score for Women” will be applied 83.
during the implementation phase in the South.
The progress on the above indicators will be monitored through baseline, mid-term and final impact 84.
studies, as well as through continuous monitoring and evaluation (M&E) activities. The indicators for the
IFAD project area and beneficiaries will be collected in a separate fashion, allowing a comparison of results
with the other Programme areas.
In particular, in the IFAD project area the baseline study will include the identification of 2-3 85.
representative creole plots, in order to monitor the increases in physical production over time and assess
the physical risks of climate change and their impact on production. In addition, based on the activities
proposed by the gender/youth study, the M&E system will include specific gender and youth related
activities, outreach targets, outputs and outcome indicators.
It will be the PEU’s responsibility to put in place a monitoring system to collect data related to all the 86.
indicators in the Logical Framework – taking into consideration IFAD’s core indicators. This system will be
instrumental for the PEU to be able to submit to IDB and IFAD semi-annual progress reports that will
describe, inter alia: (i) the physical progress of the Programme (i.e., in terms of output indicators); (ii) the
progress made in terms of outcomes and impacts, as per Logical Framework; (iii) the status of applicable
environmental and social mitigation measures; (iv) lessons learned; and (iv) any other issue related to the
execution of the Programme, such as critical events and risks.
The IDB is financing a mid-term independent evaluation and a final independent evaluation to 87.
measure the Programme’s impact and results. The objective of the mid-term evaluation will be to
determine whether execution is satisfactory and whether the project’s strategy is generating the desired
impact, or whether adjustments are needed. For each component, it will highlight the key issues that are
faced and that require responses from the executing agency. It will also provide a set of preliminary
insights about the project’s design, implementation, and management. The impact evaluation will be a
combination of experimental and quasi-experimental techniques. The evaluation team will report the results
of the project’s impact evaluation, and identify the lessons learned through the project, and in particular its
key successes and failures. The team will also assess the sustainability of the project’s results and
propose a set of recommendations to the various stakeholders in order to reinforce it. Data will be
Impact/ Results indicator Measurement
period Selection rationale
Percentage of households who are severely food
insecure using the Food Insecurity Experience
Scale (FIES)
Y1 and Y5
This indicator measures the degree of food
insecurity faced by the household. This indicator will
be measured separately for male and female
headed households, and compared with a control
group
Agricultural household income (USD) Y1 and Y5
This indicator measures the purchasing power of
beneficiary households compared with the control
group
Value of agricultural production
Y1 and Y5 This indicator is a proxy for agricultural productivity
Number of new technologies developed or
adapted by new lines of applied/adaptive
research
Y1 and Y5 This indicator measures the improvement in
innovation services offered by the MARNDR
Percentage of beneficiary producers who
adopted agricultural technologies promoted by
PITAG, compared to control group
Y1 and Y5
This indicator measures technology adoption and
will be measured separately for male and female
farmers
Number of beneficiaries who adopted
agroforestry packages for soil protection and
restoration
Y1 and Y5
This indicator will measure the adoption of
agroforestry technologies and monitor forest
coverage, and will be measured separately for male
and female farmers
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representative of female-headed households and a separate analysis will be performed to measure impact
by gender and by youth.
Learning and knowledge management
A comprehensive knowledge management strategy will be developed by the PEU at the start of the 88.
programme. The knowledge management strategy will be closely linked to the monitoring and evaluation
functions of the programme and will support: (i) the decision-making processes of the programme team at
the PEU central office and in the field; (ii) the communications function of the programme, managed by the
communication officer of the PEU; (iii) the knowledge transfer and exchange of knowledge, experience and
information among famers, ministry staff, researchers, IFAD and IDB, in support of policy dialogue and in
view of establishing an ongoing learning process between IDB and IFAD; (iv) the generation and
communication of good practices and lessons learned from the development of technological packages
(component I), their dissemination, and their adoption; and (v) IFAD’s and IDB’s respective corporate
communications programmes.
D. Financial management, procurement and governance
Overall risk assessment. The country risk is rated as High. Transparency International’s 89.
Corruption Perception Index ranked Haiti 159 of 176 countries in 2016 (stable comparing to 2015) with a
score of 20 (17 in 2015). The latest evaluation of the public financial management systems of the Republic
of Haiti is contained in the Public Expenditure and Financial Accountability (PEFA) assessment report
conducted in 2011 and published in February 2012. The Government of Haiti has shown continued
commitment in improving the country system and has adopted in May 2014 a Public Financial
Management reform strategy including an action plan 2014-2016 to focus basic public financial
management functions on: (a) continuing the implementation of a Single Treasury Account (STA) with the
support of IMF; (b) reaffirming the role of public accountants in the monitoring of expenses in all line
ministries, and (c) improving the monitoring of public debt.
Despite these measures, the country financial management systems and external control 90.
mechanism would require further improvements prior to conform to levels consistent with their utilization for
the fiduciary management of IFAD’s funded programme. As a result, no country systems will be used for
the financial management of programme. Therefore, to mitigate these risks, IFAD will continue in the
foreseeable future to: (i) rely on special programme executing units for the execution of all programmes
while at the same strengthening institutional capacities; and (ii) implement special fiduciary arrangements
for programme implementation and conduct close supervision of programme executing units. External
control will be performed for all operations by independent audit firms acceptable to IFAD in accordance
with the Framework on Financial Reporting and Audit of IFAD funded Programmes.
In light of the above, and given the significant planned monitoring and tracking of the operations, 91.
especially the procurement and financial areas, the programme risk is rated as Medium. The risk
assessment summary table and proposed mitigation measures are shown in Appendix 7 (Attachment 1).
Financial management. The Executing Agency (EA) will be responsible for the overall programme 92.
execution and administration, including: planning and reporting technical and fiduciary aspects; execution
of procurement activities; supervision of firms and service providers; financial and accounting
management; risk management; monitoring and evaluation; supervision and execution of the
environmental and social management plan. The MARNDR will execute the aforementioned tasks through:
(i) its Executing Unit named “PEU”, which will ensure the financial management of the programme; and (ii)
the procurement unit of the MARNDR which will perform the procurement activities of the programme. The
PEU has gained experience in the execution of IDB financed operations over the past five years, during the
execution of the IDB-funded “Technology Transfer Programme for Small Farmers Programme” (PTTA).
The programme coordinator will report to MARNDR’s General Director. The EA will be responsible for the
fiduciary aspects of the programme and overall administration including financial reporting which will be
using International Accounting Standards acceptable to co-financiers.
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Budgeting. All Programme activities for each component and subcomponent will be included in an 93.
Annual Work Plan and Budget (AWPB). The AWPB will detail the activities, quantities, unit costs,
implementing entity, target dates, and will allocate the budget for each activity by funding source (IFAD
grant, co-financiers, counterpart funds and beneficiaries contributions). The AWPB will also include (i) full
documentation of all unit costs assumptions and hypotheses and (ii) summary tables showing forecasted
disbursement rates against allocations (by category and by component).
Accounting and financial reporting requirements. The SYSCOMPTE system currently in use by 94.
the MARNDR will be used for Programme financial management.The financial and accounting system
should allow (i) recording and reporting of transactions by component, category, source of funds, AWPB
activity and geographical location, (ii) budget monitoring, (iii) automated bank reconciliations, (iv) contract
management and monitoring of financial commitments, (v) production of the required financial reports and
statements, and, (vi) possibly, the automated production of withdrawal applications.
The PEU will record eligible expenditures following international accounting standards (cash basis), 95.
and all accounting policies and procedures related to the Program will be clearly documented in the
financial and administrative procedures manual.
Flow of funds. Funds will follow in sequential steps : 96.
Step 1: IDB will open a separate bank account to receive the funds from IFAD. The funds will be equal to 18-24 month activities based on the cash forecasts of activities to be implemented within that period of time.
Step 2: The Recipient will open USD denominated Designated Accounts (DAs) operated by the Ministry of Finance in Central Bank of Haiti, in order to receive IFAD grant and co-financiers’ resources.
The EA will prepare annual planning of programme cash flows to be revised every four months. 97.
Financial plans will be based on activities derived from the AWPB and payment terms agreed with
suppliers. Advance of funds methodology will be used for the disbursement of program funds. For each
new advance, the PEU will need to justify 75% of the cumulated advance received. Disbursement
Supervision will be ex-post. IFAD recommends to use the FIFO methodology to manage flows received in
the local currencies. The Central Bank of Haiti exchange rate published for the date of receiving funds will
be used as the reference rate.
The AWPB process will start at an early stage in order to be submitted to IFAD for no objection no 98.
later than 60 days before the year end.
Audit. The Recipient, through the PEU, will appoint independent auditors acceptable to both co-99.
financiers, under TOR cleared by IFAD, and in line with the Framework on Financial Reporting and Audit of
IFAD funded Programmes. The contract for the audit will be for a maximum of three years, subject to
satisfactory performance and IFAD clearance. The auditors will give separate opinions on the financial
statements, designated accounts and SOEs, and will comment on the use of Programme resources (in
particular by implementing partners) and the adherence to procurement rules. The auditors will also
provide a management letter addressing the adequacy of the accounting and internal control systems.
The external auditor deliverables will be submitted to IFAD not later than 120 days from the year end 100.
of fiscal year applicable in Haiti. For component II, a technical verification of the use of funds by the
beneficiaries will be performed on a quarterly basis by an individual consultant based on terms of reference
approved by the Co-Financiers. In addition, IFAD will receive on a 6 monthly basis a statement of bank
account opened at IDB to manage the flow of funds from IFAD. This statement should be signed by the
Controller of IDB.
Procurement. The fiduciary risk related to procurement delays is classified as medium and its 101.
mitigation measures include: (i) anticipation and good planning for complex procurement processes; (ii)
strengthening of the PEU; and (iii) support to the MARNDR to simplify the procedures for contract approval
and signature.
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41
Based on the most recent capacity evaluation of the PEU conducted by IDB, the risk level in terms of 102.
procurement is considered as medium. However, the following risks and mitigation measures have been
identified:
(a) a heavy workload is being handled by the PEU with the execution of several parallel
programmes financed by various donors (including the IDB). Mitigation: hiring a new
procurement specialist or designating a specific procurement specialist already working with
the Unit to support the additional workload;
(b) a lengthy contract approval process at the level of the Ministry, which impacts the programme
timeframe. Mitigation: the EA will submit an annex to the PIM describing the procedure and
timeframe applicable to the MARNDR’s internal and external approval process for
procurement contracts;
(c) with a centralized structure, an important number of transactions may also negatively impact
on the execution timeframe. Mitigation: the Unit will work on consolidated procurement plans
for the Ministry in order to improve its planning capacity and identify recurring purchases, so
as to reduce transactional costs and achieve best value for money; and
(d) (iv) contract archives are well organized but not yet available in electronic version. Mitigation:
the programme will support some of UPMP’s operational costs, which will also be used to
support the development of an electronic filing system.
Governance. The primary responsibility for detecting fraud and corruption lies with the Recipient. 103.
However, the project should note that IFAD applies a zero tolerance policy towards fraudulent, corrupt,
collusive or coercive actions in projects financed through its loans and grants. The dissemination of IFAD’s
anti-corruption policy34
amongst project staff and stakeholders, as well as the adoption of IDB procurement
guidelines for PITAG procurement should reinforce the use of good practices. In addition, PITAG will
promote good governance through the involvement of municipalities, villages and beneficiaries in (i) the
preparation of the annual work plans and budgets; (ii) the implementation of project activities; and (iii) the
monitoring and evaluation of project activities.
E. Supervision
PITAG will be supervised jointly by GoH, IDB and IFAD with annual supervision and implementation 104.
support missions, followed initially by shorter follow-up missions, as needed. Farmers and local authorities’
(from BACs and DDAs) representatives as well as the OPS will be invited to de-briefings and wrap-up
meetings where necessary. Continuous implementation support will be provided to the programme from
IFAD’s ICO-based staff. Supervision will be used as an opportunity to assess achievements and lessons
jointly, and to reflect on ways to improve implementation and impact. The focus of these missions will be
on: (i) development impact based on progress measured against agreed indicators, joint identification of
implementation challenges and solutions with implementers and beneficiaries, and agreement on actions
to achieve programme objectives; and, (ii) ensuring compliance with loan covenants, procurement and
efficient use of programme funds.
A mid-term review will be undertaken in 2020, jointly organised by GoH, IDB and IFAD in close 105.
collaboration with the stakeholders. The review will be undertaken to evaluate the programme
achievements and learning and propose adjustments for the implementation of actions over the remaining
programme period. In 2022, the end of programme review will be undertaken on the basis of a detailed
programme impact survey and analysis implemented during the second semester of 2021. This review will
have a particular focus on programme sustainability and allow for drawing key lessons and develop
34 IFAD’s anticorruption policy is available on the IFAD website at www.ifad.org/governance/anticorruption/index.htm. The IFAD website also provides instructions on how to report any alleged wrongdoing to the Office of Audit and Oversight (http://www.ifad.org/governance/anticorruption/how.htm).
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proposals for further consolidation and scaling-up of the income generating activities outside IFAD
financing.
Coordination between IDB and IFAD. A Cooperation Agreement between the institutions was 106.
signed in 1978 followed by a Supplementary Arrangement in 1994. Based on these documents and in the
framework of PITAG, both institutions will convene and sign an agreement covering:
(a) the grant administration of IFAD funds;
(b) the financial, fiduciary and procurement aspects specific to IFAD-funded activities;
(c) the operational arrangements related e.g. to the supervision and the technical implementation
support missions.
Under the proposed agreement, the resources provided by IFAD could be administered by IDB, which has
agreed not to charge an administrative fee for donor contributions to projects in Haiti.
F. Risk identification and mitigation
A risk identification and management workshop was conducted by IDB during the preparation of 107.
PITAG to identify program risks and mitigation measures. All main counterparts (IDB, MARNDR, private
sector, development partners) were consulted as part of the definition of the risk matrix and its mitigation
measures. Additional risks and mitigation measures, identified by IFAD, have been incorporated in the list
of risks indicated below:
a) A high risk identified is the insufficient quality and quantity of technology providers. Several
mitigation measures were identified for this risk, namely: (i) strengthened selection process
of potential providers, including quality and quantity control; (ii) additional training to the
service providers and input suppliers on the quality standards; (iii) update the quality
standards required for technologies promoted; (iv) options to exclude providers who do not
follow the rules; (v) use of the incitation management system (système informatisé de
gestion des incitations – SIGI) included in the project for a better and timely estimate of the
inputs requested based on the demands from famers; and (vi) technology transfer to
providers through Component 1.
b) The development risk related to the cash constraints of input suppliers is medium, and its
mitigation measures include: (i) strengthened selection process of potential providers,
including quality and quantity control; (ii) promotion of link with microfinance institutions,
including programs financed by IDB and Ministry of Commerce; and (iii) good planning of the
campaigns in terms of areas and quantities of subsidies.
c) Extreme climatic events have been identified as a high development risk and the related
mitigation measures are: (i) promotion of technologies that are resilient to climate change
based on a detailed climate risk assessment and mitigation recommendation; (ii) research
on climate resilience based on results of the climate change study and feedback from
farmers in the field using the technologies promoted; (iii) assessment and continuous
monitoring of the effects of climate events on physical production and (iv) good planning of
the campaigns in terms of areas and seasons. Even if coping with catastrophic weather
events is beyond the scope of the new Programme, in terms of policy dialogue, the
possibility of establishing links with insurance programmes of agricultural investments
against extreme weather events will be discussed35
.
35 Either of the following two programs could be be evaluated as appropriate mechanisms for risk reduction: (i) the World Bank Group managed Global Index Insurance Facility (GIIF), funded by the European Union, ACP, and the Governments of Japan and the Netherlands, which aims to develop affordable agricultural insurance products that would protect investments in agriculture against mostly weather events; and (ii) the World Bank’s Disaster Risk Financing and Insurance Program (DRFI), through which the World Bank Group has helped more than 35 million farmers in Africa, Asia and Latin America benefit to from new or improved insurance products.
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d) The complexity of the subsidy management process is a medium development risk and its
mitigations measures include: (i) updated operational procedures, based on PTTA
experience; and (ii) improvement of information system (SIGI).
e) The limited number of actors that can execute quality research in the country is a medium
development risk, whose mitigation measures are: (i) promotion of consortia with national
and international research centers; and (ii) efforts to give maximum visibility to calls for
proposals.
f) The limited transfer of research outputs to producers is a medium development risk and its
mitigation measures include: (i) strengthening of coordination between the two Components,
through the Innovation Directory of the MARNDR; (ii) inclusion of dissemination activities in
Component 1, especially through the participatory Farmers Fields Schools Approach (FFS)
and using the approach to feed the needs and limitations of the technologies into the applied
research; (iii) monitoring of research activities in the country; and (iv) provision of training on
the transfer of technologies to all those involved in the ID and in Component 2 (see
Appendix 4 on Component 1).
g) A lower or slower adoption rate of the technological packages is a medium development
risk, with an adoption rate of 75% being assumed. Its mitigation measures are: (i) strong
communication campaigns; (ii) the provision of technologies that consider the socio-
economic and climatic conditions of farmers; (iii) the coverage of 90% of the costs; (iii) a
good selection process of service and input providers; (iv) the provision of TA and coaching
to achieve sustainable results; (v) the use of Farmer Field Schools.
h) The difficulty to access intervention areas has been identified as a medium governance risk,
whose mitigation measure is the timely preparation of providers and the selection of
providers that will have access to difficult areas.
i) A medium sustainability risk was identified, resulting in the value added of the technological
packages being possibly absorbed by household consumption expenses. Its mitigation
measures include: (i) promotion of synergies with microfinance initiatives; and (ii)
introduction of the matching grant mechanism; (iii) inclusion of the FFS approach (as a pilot
at this stage) to enhance the social capital of the communities and build community
coherence; and (iv) potentially including the Savings and Internal Lending Communities
(SILC) after the mid-term review.
j) A medium risk is also considered to exist with respect to the market access and sales of the
additional agricultural production. This risk is mitigated by the fact that (i) 50% of production
is expected to be for self-consumption; (ii) a market evaluation has been conducted to
decide on seed for crops in each area that are competitive; especially considering the
nutritional deficits in the IFAD project area, all excess production is expected to be marketed
locally; (iii) the expected increase in production of different crops is not very high, since the
production area per farmer is small (0.5 ha) and the packages are highly diversified within
that small area. Market saturation is hence not expected within the duration of the
programme; (iv) the supply of water pumps and storage equipment should allow a better
planning of production and the reduction of post-harvest losses; (v) IFAD and IDB will be
looking at the possibility of building on PITAG’s interventions for future investments in Haiti
where marketing and credit activities will be given priorities. This issue will be further
discussed at midterm.
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Besides, procurement delays has been identified by the implementing partners as a potential risk 108.
and it has been agreed that support will be provided to MARNDR by IDB to simplify the procedures for
contract approval and signature.
Finally, the capacity of the public authorities to revitalize the agricultural sector and the institutional 109.
capacity to implement IFAD-Haiti cooperation constitutes a risk. As analyzed in the COSOP Results
Review, since 2013, relationships have been established with different Ministers mainly Agriculture and
Finance, but the period was characterized by frequent government changes (6 Ministers of Agriculture and
5 Ministers of Finance between 2013 and 2017) causing difficulties in the continuity of relations. In terms of
mitigating measures, there is an on-going IFAD grant through UNDP (worth USD 0.5 million), focused on
strengthening the Ministry of Agriculture, which could be used to strengthen technical relations.
The Government of Haiti and the MARNDR expressed high interest in this program and are 110.
committed to the sustainability of the activities supported by the Program beyond its execution period,
since the program is aligned with the Road Map of the current administration: the 2010-2025 Agriculture
Policy Document, the 2010-2016 and 2016-2021 National Agriculture Investment Plan (NAIP), the
2011-2016 Agricultural Extension Plan, and Haiti’s Intended National Determined Contribution (INDC,
2015).
Social, environmental and climate change risks and procedures. The potential social, 111.
environmental and climate change impacts of the project are predominantly positive:
(a) Adoption of improved agroforestry technologies promoted by PITAG can control runoff and
soil erosion, thereby reducing losses of water, soil material, organic matter and nutrients, and
enhance climate resilience, while promoting conservation and processing methods for
enhanced consumption of vegetables and fruits by households.
(b) These packages can be employed to reclaim eroded and degraded land, increasing
adaptation and mitigation of climate change. The IFAD project area is the one affected by
hurricane Matthew in 2016.
(c) Agroforestry can provide a more diverse farm economy, stimulate the whole rural economy,
and enhance food security, leading to more stable farms and communities. Economic risks
are reduced when systems produce multiple products.
There are also potential negative impacts that could materialise. For component 2, site-specific 112.
negative impacts of the investments could be the overuse and exploitation of water that impacts the
quantity, quality or availability of water resources; the conflict with protected areas; and the lack of quality
of planting material. There are no potential social negative impacts identified by the SECAP assessment.
The potential negative environmental impacts of component 2 will be mitigated by specific Water
assessments and a climate risk assessment that will evaluate best planting options/species/modalities.
Specific criteria for quality of planting material will be included in the ToRs for production of technology
packages. An environmental and climate officer will be in charge of monitoring the implementation of the
ESMP and will prepare a semi-annual social environmental compliance report.
The environmental and social category for the PITAG is B, as most of the potential negative impacts 113.
are site-specific and reversible, with mitigation measures that can be articulated as part of a simple ESMP.
The IFAD-funded PITAG will benefit from the Environmental and Social Management Plan that was
developed based on IDB's assessment, which was publicly disclosed in November 2017. An
Environmental and Climate Officer of the PEU will follow the programme activities in all target areas.
The ESMP of the PITAG establishes the procedures for the environmental and social assessment, 114.
review, approval and implementation of technological packages. It specifies roles, responsibilities and
reporting procedures for managing and monitoring environmental and social concerns. It identifies the
training, capacity building and technical assistance needed to ensure the implementation of the provisions.
About USD 210,000 have been set aside for ESMP elaboration and implementation, particularly for the
climate Risk Assessment, the water resource assessments and the irrigation schemes included in the
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programme. Approximately half is for financing the environmental and climate assessment officer and
developing, implementing and monitoring the ESMP.
The climate risk classification for PITAG is High. The main climate related risk for the target 115.
beneficiaries is their vulnerability to natural disasters, extreme climate events like hurricanes, rainfall
variability with recurrent flooding and drought and degraded areas prone to landslides. A detailed climate
risk assessment will be produced during early implementation in cooperation with the IDB.
The improved farming techniques promoted by PITAG will not just increase smallholder production, 116.
but will also enhance their resilience to climate variability and change. Capacity building will be targeted at
both the farmers and field-level technicians, thus further promoting climate change adaptation as trained
technicians move to other duty stations.
More detail on minimizing the potential negative environmental and social impacts as well as the 117.
climate risk are included in the Social Environmental and Climate Assessment Procedures (SECAP)
Review note, which is attached as Appendix 12.
IV. PITAG costs, financing, benefits and sustainability
A. PITAG costs
Total Costs. Total project costs based on the IADB design are estimated to be USD 76.86 million 118.
over the five-year period, including contingencies and taxes. They are composed of research activities
under Component 1 (19.7%), of agricultural packages in Component 2 (71.7%), of Project Management
costs (7.9%) and contingencies (0.7%).
The above total costs exclude n, a financing gap of USD 1.04 million, which has been identified by 119.
IFAD to further promote specific activities in the IFAD project area and, which could be covered with IFAD’s
next PBAS allocation (2019-2021). The latter include 50% of the salary/time of the gender, youth and
targeting expert in the PEU, as well as a series of training, capacity building and communication activities
proposed by IFAD, for both the staff of the PEU and for smallholder farmers..
The following part will focus on IFAD’s co-financing budget that will be granted though the 2016-120.
2018 PBAS allocation of USD 10.86 million. Base costs are estimated at USD 10.58 million (97.4% of total
costs) and both physical and price contingencies36 represent USD 0.28 million (2.6% of total costs).
Investment costs are estimated at USD 10.75 million (99% of total costs) and recurrent costs at USD 0.11
million (1% of total costs)37.
Costs by component for IFAD financing. Component 1: Applied research and training, comprises 121.
5% of total costs (for Farm Field Schools activities38); Component 2: Promotion of sustainable agricultural
technologies, comprises 93% of total costs. The Administration represents 1% of IFAD’s budget and
Monitoring and Evaluation another 1%.
Main assumptions. The exchange rate used for calculations is USD 1= HTG 63.5. Physical 122.
contingencies have been calculated at 15% for technological packages. Inflation was calculated at 5% per
annum for local products and 2.1% for imported products.
Unit Costs. Cost estimates are based on consultations and updated references from other projects, 123.
including taxes. The budget estimates of the implementing agencies and the unit costs of current IDB or
current IFAD projects (PPI 3), have been taken into account.
36 This excludes overall contingencies already considered at IDB budget (up to USD 500.000) and specific contingencies for technological packages (taken into account in the average costs of packages, estimated at around 15% for each package). 37 Concerning IFAD’s overall budget (for both PBAS allocations and including the financing gap), total costs are estimated at USD 11.9 million for a five year period. Base costs are estimated at USD 11.52 million (96.8% of total costs) and both physical and price contingencies represent USD 0.38 million (3.2% of total costs). Investment costs are estimated at USD 11.7 million (98.4% of total costs) and recurrent costs at USD 0.192 million (1.6% of total costs). 38 IFAD funds will not be used to fund research activities under Component 1, but only FFS.
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Expenditure Categories. Expenditure accounts have been simplified in Investment Costs and 124.
Recurrent Costs.
Table 3. Costs by component of IFAD´s overall budget
B. PITAG financing
The project will be co-financed by IFAD with 14% of the project cost (through the 2016-2018 PBAS 125.
allocation of USD 10.86 million available at 100% through a DSF), IDB with 72% (a grant facility of USD 55
million), the GAFSP with 13% (a grant of USD 10 million). The local counterpart will finance USD 1 million
to cover recurrent costs (1% of the cost).
Table 4 provides the cost summary by component by financer, showing that IFAD financing will be 126.
mainly dedicated to Component 239.
Table 4. Costs by component PITAG´s overall budget (´USD 000)
Investment categories IDB GAFSP IFAD Local Total
Components
Component I. Applied
research and training 14,600
545
15,145
Component II. Promotion
of sustainable
agricultural technologies 35,050 10,000
10,090
55,140
Other project costs
Administration 4,000
108 1,000 5,108
Audits 150
150
Monitoring & Evaluation 700
116
816
Contingencies 500
500
TOTAL 55,000 10,000
10,859 1,000 76,859
Table 5 provides the overall cost summary of potential IFAD funds by component. 127.
39 This table excludes the contribution of beneficiaries, which are expected to contribute with USD 1.09 million to Comp 2.
(HTG '000) (US$ '000)
Total Total
1. Applied research and training 21,862 344
2. Promotion of sustainable agricultural technologies 640,732 10,090
3. Administration 4,294 68
4. M&E 4,921 78
Total BASELINE COSTS 671,810 10,580
Contingencies 17,756 280
Total PROJECT COSTS 689,566 10,859
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Table 5. Total IFAD´s estimated contributions by component (´000 USD)
If the financing gap of USD 1.04 million is included, IFAD’s overall potential contribution (USD 11.9 128.
million) could be distributed in USD 10.86 million for technological packages in Component 2 (93.1% of
total costs) and USD 1.04 million for other investments and recurrent costs both in Component 1 and in
Administration and M&E (6.9% of total costs). Should the additional resources not become available, some
re-allocation of the approved IFAD10 financing might be undertaken, to allow to cover to hire the gender,
youth and targeting expert on a full time basis.
C. Summary of benefits and economic analysis
The Economic and Financial Analysis developed by the IDB provides information on both the 129.
financial and economic viability of the project resuming the expected benefits of each component.
Regarding the financial analysis, it evaluates the different “technological packages” that will be promoted
by the project through Component 2 (which is the main one that IFAD will co-finance). It also carries out a
financial analysis to ensure beneficiaries are in the position to cover the 10% of the investment needed, in
order to participate in the matching grant scheme and be able to cover the initial production operating
costs.
Each technological package has proved to be profitable with FIRR’s indicators ranging from 13.2% 130.
to 90.5% always beyond the financial discount rate (12%). Similarly, Net present values (NPVs) are
positive, ranging from USD 81 to USD 3.200 per model. The supported crops are hence considered to be
competitive on local markets compared to imports (which at present cover almost 50% of the food needs
of Haiti). Many are fresh produce, which is perishable, and have high transport costs.
Table 6. Summary of Financial Analysis
IFAD
Amount %
1. Applied research and training 545 5
2. Promotion of sustainable agricultural technologies 10,090 93
3. Administration 108 1
4. M&E 117 1
Total PROJECT COSTS 10,859 100
Technological package NPV (USD) Surface (ha) NPV / Ha (USD) IRR
Creole garden (1/2 ha) 81 0.5 161 13.60%
Cacao´s creole garden (1/2 ha) 58 0.5 117 13.20%
Fruit´s creole garden (1/2 ha) 332 0.5 665 20.60%
Sugar canne creole garden (1/4 ha) 301 0.25 1205 19.50%
Sugar canne for juice creole garden (1/2 ha) 393 0.5 786 22.90%
Agroforestry plot 2044 0.5 4088 75.10%
Grazing package 2384 0.5 4769 90.50%
Average perennial crops 1684
Irrigation equipment 3200 1 3200 66.20%
Plow 1390 10 139 22.20%
Sugar canne mill and TA 140 10 14 13.60%
Sheeter 1483 10 148 77%
Average Agricultural equipment 875
Component II- Technological packages results
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In addition, the economic analysis provides the details on the exact types of technology that will be 131.
promoted in each region with adequate phasing schedules. It is considered to be a well- performed EFA
that uses the results from a recently finished project of the IDB (PTTA) and its impact assessment.
The economic analysis uses shadow prices to calculate total economic costs in the face of 132.
aggregated economic benefits, at an economic discount rate of 12%. The analysis performed shows the
Programme´s economic profitability. The EIRR is estimated by the IDB at 27.18%, while the NPV reaches
USD 28.05 million.
Basic figures from the analysis, including results from Component 1 (research) and Component 2 133.
(extension services) are summarized in the following tables:
Table 7. Summary of Economic Analysis
Table 8. Profitability indicators by component
The EFA also contains a well-developed sensitivity analysis looking at a vast range of possible risks 134.
the project may face during its implementation. Tables below illustrate: (a) risks of a cost overrun; (b) risks
of technology adoption rate deviations; and (c) risks of deviations in long-term expectations concerning
gross value added for Component 2. All the cases show that the programme would remain economically
viable, even in a cases of a 68% increase in investment costs, a minimum adoption rate of 45.74% or an
expected long-term increase in Gross Value Added at 101% (instead of the initial 201%).
Element NPV (USD)
Component 1 Benefits 14,288,081
Component 2 Benefits 61,232,035
Total Benefits 75,520,116
Investment Costs 41,259,626-
Recurrent Costs 1,790,652-
Global costs 4,413,896-
Total costs 47,464,174-
Project Net Present Value 28,055,942
NPV´s detailed description
Profitability indicators per Component NPV (USD) EIRR B/C
Component 1: Agricultural applied research 4,699,401 25.59% 1.490
Component 2: Promotion of sustainable
agricultural technologies 27,770,437 32.94% 1.830
Recurrent Costs 4,413,896- - -
Overall project 28,055,942 27.18% 1.591
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Table 9. Summary of Sensitivity Analysis40- Risk of cost overrun
Table 10. Summary of Sensitivity Analysis- Risk of reduction in technology
adoption ratio
Table 11. Summary of Sensitivity Analysis- Risk of long-term variation in
expected gross value added
40 The sensitivity analysis permits to conclude that the project will be profitable even if the total amount of the project may be slightly increased, taking into account the financing gap. This hypothesis does not consider the direct and indirect benefits of IFAD´s proposed activities that will allow to improve targeting (with youth and gender affirmative actions), accuracy and sustainability (enhancing technical assistance and expertise at the PMU).
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In sum, the EFA elaborated by the IDB (see details in Appendix 10) provides information that 135.
complies with minimum IFAD requirements for economic analysis, ensuring financial feasibility of proposed
interventions, as well as overall economic viability for the Government to invest.
The estimated EIRR clearly depends on the assumed adoption rate (75%), but is also resilient to 136.
changes in the assumptions (e.g. a reduction in the adoption rate to 50%). It is also important to note that
the EFA does not include a series of non-quantifiable benefits which have public good nature, such as (i)
the better knowledge and scientific know-how on part of the farmers through learning promoted by the
FFS, (ii) the improved nutrition at the household level and locally through improved availability of fruits and
vegetables, and (iii) the improved resilience of the creole garden system to changing climatic conditions.
Finally, the financial analysis conducted by the IDB, shows the level of investments per crop per 137.
area (usually 0.5 hectares) and the expected earnings over time (see Summary Tables of the EFA in
Appendix 10). It also illustrates that the current average household income level (USD 690/hh/year) is
sufficient to cover a part of the cost of the technological package (10%) and the required initial operating
costs, suggesting that the project can be sustainable after the initial push.
D. Sustainability
The sustainability of the programme intervention remains a challenge in an environment such as 138.
Haiti. This is especially true due to the high climate risks and the elevated natural disasters in the recent
years that led the government and the people to become highly dependent on an emergency and relief
type of interventions of the development and donor community. As in similar situations in many countries,
this creates an attitude of dependency by the farmers and communities of the free delivery of goods and
services, which does not favour ownership and personal investments in their farms and enterprises, and
often distorts the markets and marginalizes the private sector, all are factors that do not support the long-
term sustainability of interventions.
PITAG recognizes the sustainability challenges facing of its interventions in rural areas of Haiti. 139.
Based on the lessons learnt from earlier programmes, the programme has included various actions to
enhance sustainability. The most important aspect of the programme is that it promotes only
environmentally sustainable production technologies that will support productivity increases, while
enhancing the natural resource base of the communities. This is done by incorporating the identified
climate risks and mitigation measures in the intervention areas.
On the other hand, and based on the experience from PTTA and other programmes, PITAG includes 140.
cost-sharing mechanisms for the technology packages promoted whereby farmers are requested to
participate with 10% in the cost of the technologies (mainly in cash, in-kind in South and Grand Anse area),
in support of ownership and longer-term adoption of the technologies beyond the project life. In addition, a
behavioral study will be conducted to determine farmers’ willingness to pay for the new technologies
(resulting from the adaptive research), in order to support the sustainability of the project.
Also, PITAG is using the Farmers Field Schools approach, specifically in the IFAD target department 141.
of the South, as an entry point, not only to increase the adoption of the technologies, but also to promote
social coherence and trust among the rural communities of Haiti and build their social capital, which is
critical for their resilience. The approach will help them better understand their capacities and limits, both
as individuals and as groups, and find solutions accordingly. It will also support their working together in
groups, which will enhance their economic potential, resilience and coping strategies to climatic and
economic shocks.
In order to increase access to credit for the IFAD target population, the FFS could be coupled with 142.
the Savings and Internal Lending Communities (SILC) approach by the mid-term review, i.e. once the FFS
method has proven its usefulness. Already tested in Haiti by CRS with good results, the SILC approach
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could offer saving and borrowing capacities to extremely poor people41
. This approach will improve the
traditional community-based approach of the rotating savings and credit associations, and entails a simple
internal savings and internal lending. Open to men and women, independently from their level of poverty,
the groups set the rules for internal and external lending. They could then become natural units for
implementing other programmes linked to health, nutrition, or social development. This is another potential
intervention in support of building social capital and moving the communities from the emergency to the
development mind-set.
Finally, in institutional terms PITAG is using existing government structures and procedures, which 143.
are fully integrated within the Ministry of Agriculture (e.g. for the voucher system and for procurement of
goods and services). The proposed operation represents an improvement based on lessons learned from
past government programmes (PTTA), and no ad-hoc and potentially unsustainable institutions and
mechanisms are created. Any additional lessons learned from PITAG could be used by IDB and IFAD to
engage in a continuous and constructive policy dialogue with the Government, on the best ways to
promote sustainable agricultural technologies in Haiti for the benefit of the rural poor and of the
environment.
41 USAID, Assessment of Savings and Internal Lending Communities in Haiti, 14 October 2015, http://www.hivcore.org/Pubs/Haiti_SILC_Rprt.pdf
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Appendix 1: Country and rural context background
Political and economic context42. Long-delayed presidential and legislative elections were held in 1.
Haiti in November 2016. Mr Jovenel Moïse of the centre right Parti Haïtien Tèt Kale (PHTK) won the
presidency in the first round with 56% of the vote and took office on 7 February 2017. Legislative elections,
which were held in several sporadic rounds owing to controversies and delays, were completed in January
2017. Although no single party captured a majority in either the upper or lower house, the PHTK currently
has the most seats of any party in both chambers. In March 2017, President Moïse appointed a Prime
Minister, Dr Jack Guy Lafontant, and installed a cabinet. With these outcomes, political stability and
democratic order have returned to Haiti.
In the short term, the establishment of an elected and functioning government should help to unlock 2.
foreign aid and increase the government's ability to undertake reconstruction work following Hurricane
Matthew, which struck in October 2016, decimating the country's food supply, already reduced by a two-
year drought, and prompting a humanitarian disaster.
In April 2017, the UN Security Council voted to wind down the 13 year-old UN Stabilisation Mission 3.
in Haiti (MINUSTHA) by October 2017. In November 2017 the MINUSTHA was replaced by the UN
Mission for Justice Support in Haiti (MINJUSTH), which will focus on strengthening judicial institutions and
the protection of human rights. A UN presence is likely to be needed for several more years, until
confidence in the ability of local law enforcement and the security situation improve.
Poverty and rural development context. Haiti is both a fragile country and a Small Island 4.
Developing State (SIDS), highly vulnerable to external shocks and climate change (CC) effects. With a per
capita annual GDP of USD 818 (2015) and 59% of the population living in poverty (World Bank (WB),
2012), Haiti is the poorest country in the Latin America and Caribbean region (LAC) and one of the poorest
in the world. The UNDP’s Human Development Index’s socio-economic indicators for 2015 placed Haiti
163rd
out of 188 countries43
. According to the WB Group44
, the poverty rate is even higher (75%) in rural
areas, where access to basic services remains very limited45
. In the South Department, home to numerous
households who depend on agriculture, livestock rearing and fishing for their livelihoods, poverty has been
aggravated by the passage of Hurricane Matthew, which has decimated cattle, destroyed much of the
crops and fishing gear and fish aggregating devices of the area.
Food security and nutrition. Food insecurity is widespread in Haiti. The country is ranked 115th out 5.
of 118 countries in the 2016 Global Hunger Index (GHI). Results of a recent World Food Programme
(WFP) analysis (2015) indicate that approximately 47% of the households are moderately or severely food
insecure. In addition, households with children below five years of age are more exposed to frequent food
shortages46
and one fifth of children below five years of age are chronically malnourished (DHS, 2012) 47
.
Haiti has a stunting rate (chronic undernutrition) of 22% and wasting rate of 5%. Almost every fifth child is
born with low birth weight (< 2.5 kg), a main predictor of stunting. Only 40% of infants are breastfed, which
puts another serious risk to children of 0-6 months of age.
The National Nutrition Strategy Plan 2012-2017 foresees to allocate 48.5% of the total budget of 6.
USD 50.9 million to nutrition-specific and 12.8% to nutrition-sensitive interventions, mainly focusing on food
security, health and water, sanitation and hygiene (WASH). An automatic link from increased food
production and income levels to better nutritional outcomes does not exist. Food security can exist without
nutrition security, but not vice versa. Nutrition security starts with the first 1000 days of an infant covering
the period from conception to 2 years of age. This includes maternal nutrition, essential for an adequate
development of the foetus. Impaired development at this stage leads to life-long consequences, including
42 Economist Intelligence Unit, Country Report, Haiti, 19 June 2017. 43 UNDP 2016 Human Development Report. 44 Haïti: Des opportunités pour tous-Diagnostic-Pays Systématique, May 2015. 45 In fact, it is estimated that only 10% of the rural population has access to electricity and less than 8% to drinkable water. 46 WB and ONPES, 2014. 47 Haiti Demographic and Health Surveys.
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53
serious losses in GDP48
. Haiti’s exposure to climate change risks also impacts on nutrition, either directly
through the change of agricultural patterns (production and dietary diversity) or indirectly through additional
agricultural workload for women, affecting their caring capacity.
The agricultural sector. Agriculture plays a major role in the Haitian economy by contributing with 7.
25% of the GDP and 85% of employment in rural areas49
. The gap between local production and the
demands of an increasing population has progressively widened over the years. Today, the country only
satisfies 45% of its food needs and the deficit is essentially covered by massive imports of food products
such as wheat, rice, sugar, oil and poultry. Haitian agriculture presents very low levels of productivity when
compared to other countries in the region (as shown in Table 1). The per capita income in the Haitian
agricultural sector has stagnated in recent years and is currently estimated at around USD 400 per year.
Table 1. Yields for main Haitian crops compared to regional yields50
Product
Haiti's yields as % average yields
in Central America and the
Caribbean
Cocoa 99%
Mango 91%
Plantains 60%
Sorghum 39%
Avocado 47%
Banana 25%
Cassava 59%
Maize 39%
The South Department’s traditionally produced coffee, beans, maize, yam and sweet potatoes. 8.
However, due to the damages inflicted by Hurricane Matthew and lack of technical support, coffee
production has not reached its previous levels.
Overall, a constrained access to factors of production (capital, land, labor, water availability51
) limits 9.
the capability of farmers to increase productivity. Some of the main factors contributing to exacerbate low
productivity include:
(a) Low level of investment and access to technologies. This is explained partly by the significant
financial constraints faced by farmers, notably due to the lack of agricultural credit52
. Other
contributing factors are lack of information about existing technologies, farming techniques,
access to markets, natural risks and climate change. The majority of producers in Haiti are still
using basic techniques predominantly for subsistence agriculture, and lack access to certified
high quality seeds, appropriate soil conservation techniques, inputs for production (i.e.
pesticides and fertilizers53
), as well as basic tools and equipment. The General Agricultural
48 Ethiopia for example is losing annually around 16.5% of its GDP as a consequence of malnutrition. 49 UNDP, 2015. 50 Countries considered for this comparison are Central American and Caribbean countries included in the FAOSTAT database, years 2010-2014. 51 Only 13% of agricultural land has access to water, according to the 2009 General Agricultural Census. 52 Data collected for the evaluation of the agroforestry technology provided by the IDB-funded “Technology Transfer to Small Farmers Programme” (PTTA) shows that 28% of the farmers have a bank account and that only 19% have received a credit for agricultural purposes. 53 In a study conducted by USAID in the North of Haiti in 2017, it is estimated that 28% of farmers use pesticide. Fertilizers is used by 4% of cacao producers, 13% of banana producers and 95% of rice producers.
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54
Census54 (RGA) shows that only 7% of the farmers used mechanical equipment, only 9% used
improved seeds and only 22% had knowledge of certified seeds.
(b) Lack of financial and human resources to develop agricultural innovation. Agricultural
research and extension have been virtually non-existent in Haiti for nearly three decades55.
Aggregate numbers show that over the last thirty years technical efficiency in the Haitian
agricultural sector has fallen at an average yearly rate of -1.8%56. The outdated institutional
research framework and the lack of technology transfer and extension systems contribute to
explain these findings. The lack of local expertise in applied and adaptive agricultural research
and in technology transfer is partially explained by the lack of training and educational
opportunities in these areas. The RGA reports that 43% of farmers identified weak agricultural
research and extension services as a constraint for the development of the sector. Moreover,
only 2.6% of farmers mentioned receiving some type of technical assistance.
(c) Climate risks. Haiti is one of the countries with the highest Climate Risk Index (CRI
Germanwatch, 2016) and natural disaster risk index in the world (WB, 2005; UNDP, 2004),
including climate hazards (Kreft et al., 2015)57. The climatic risks faced by farmers and their
ability to cope with them also limit the long-term growth of productivity in the agricultural
sector.
Public support to agriculture. Total public support to the agricultural sector represented on 10.
average 5.3% of GDP in the period 2006-2012, and only a minor part of these resources were allocated to
finance public goods (the lowest level in LAC, although in the region such public spending has proven to
have higher economic return rates than expenditures directed to the financing of private goods58
).
In recent years, the GoH has progressed in key areas of agricultural policy that could improve 11.
agricultural productivity and competitiveness in Haiti:
(a) Agricultural Research. In 2013 the MARNDR and other agricultural research stakeholders
organized a symposium to: (i) review and analyze the agricultural research programmes and
activities implemented over the last three decades; (ii) work on the strategic issues on which
research financing should focus; and (iii) review different research financing instruments. This
work resulted in the drafting of a new research institutional framework and of a financing
mechanism (FONRED), which is expected to be implemented in the near future.
(b) Farmers’ access to technologies. A two-fold strategic approach was proposed to address the
limited access of farmers to improved technologies: (i) create a legal policy framework for a
modern agricultural research system in the country; and (ii) progressively expand the market-
friendly system of “smart subsidies” in order to promote the adoption of agricultural
technologies, reducing the supply-driven distribution of subsidized inputs and avoiding the
crowding out of private suppliers.
(c) Institutional reform of the Ministry of Agriculture. In 2013, with the joint support of the IDB, the
WB and IFAD funded projects, the MARDNR created a procurement unit (UPMP, Unité de
Passation des Marchés Publics) to improve its capacity to absorb and administer financial
resources. The “Studies and Planning Unit” (UEP) was staffed with high-level professionals,
and launched the preparation of programmatic plans, with the objective of rationalizing the
budget preparation.
54 Conducted in 2010. 55 Cirad, 2015. 56 Nin-Pratt, A. et al. 2015 57 In October 2016 hurricane Matthew caused severe economic damages and estimated losses that amounted to USD 1.9 billion. The damages and losses in perennial crops (coffee, cocoa, breadfruit, coconut, avocado, citrus and other fruit), which are extremely important for food security and rural income, were particularly high and represented USD 433 million, further decreasing capital assets and sources of income for Haitian farmers. 58 Anriquez et al., 2016
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55
Country Portfolio Summary
Region Latin America & the Caribbean Member of Country Groups :
Country Haiti Least Developed country Yes
Current Financing Terms DSF Grant Low-income, food deficit Yes
Ranking all Countries 43 HIPC DI Eligible Yes
Ranking within region 5
Country Indicator
Value
Year Source
Agriculture, value added (% of GDP) NA 2015 World Bank GNI per capita, Atlas method (current US$) 810.00 2015 World Bank Human development index (HDI) value 0.48 2014 UNDP Population, total 10,711,067.00 2015 World Bank Rural population 41.36% 2015 World Bank
Key Dates Last RB-COSOP Approved AVP/PMD Review in 1 H 2017 First Project Approved 24 Oct 1978 Last Project Approved (but not signed) 27 Nov 2015
IFAD Interventions
Number of Projects IFAD Approved USD ('000)
Financial Closure 5 49,599 Project Completed 2 47,868 Available for Disbursement 1 13,200
Total IFAD commitment 8 110,667
IFAD Interventions Summary Project Number
Financing Instrument ID
Currency Approved Amount
Disbursed Loan/Grant Status
Project Status Board Approval
Cooperating Institution
1100000004 1000002286 USD 3,500,000 100% Closed Closed 24 Oct 1978 IDB 1100000088 1000000519 XDR 1,220,000 100% Closed Closed 17 Dec 1981 UNOPS 1100000088 1000002642 XDR 12,000,000 91% Closed Closed 17 Dec 1981 UNOPS 1100000126 1000001983 XDR 4,650,000 99% Closed Closed 21 Apr 1983 WB 1100000241 1000002111 XDR 8,200,000 100% Closed Closed 26 Apr 1989 UNOPS 1100001070 1000002393 XDR 10,950,000 94% Closed Closed 03 Dec 1998 IFAD 1100001171 1000002494 XDR 17,400,000 100% Closed Completed 23 Apr 2002 IFAD 1100001171 1000004135 XDR 4,850,000 94% Closed Completed 13 Dec 2011 IFAD 1100001275 1000002760 XDR 8,800,000 80% Closed Completed 14 Dec 2006 IFAD 1100001275 1000003514 XDR 3,650,000 99% Closed Completed 15 Sep 2009 IFAD 1100001532 1000004333 XDR 8,750,000 40% Disbursable Disbursable 08 Sep 2012 IFAD
Projects in Pipeline
Current Phase Number of Projects IFAD Proposed Financing
USD ('000) Concept Approved 1 10,859
Total 1 10,859
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57
Appendix 2: Poverty, targeting and gender
A. Poverty and gender analysis
1. Poverty in the South is characterized by poor agricultural productivity, limited opportunity to
engage in income-generating activities, a lack of productive assets and extremely poor conditions of
the rural infrastructure. According to a household survey of 10 communes of the Southwest coast of
the Southern Department of Haiti (conducted by the Earth Institute of Columbia University on 1,170
households in 2012), poverty in the South is deeper in high elevations than in the coastal areas, and
more extreme in rural than in urban areas. The landscape is characterized by isolated, steep slopes
covering more than half of the communes in the interior. Malnutrition is very high across the region as
is food insecurity, with 90 per cent of households reporting at least one month per year with
insufficient food. Another determinant of poverty is the low yield rates for staple crops and access to
small plots of about 0.5 hectares.
2. Rural households in the South depend on agriculture, livestock rearing and fishing for their
livelihoods, and poverty has deepened after the passage of Hurricane Matthew, which has decimated
cattle, destroyed much of the crops, fishing gear and fish aggregating devices of the area.
3. One year after the passage of Hurricane Matthew, 70 per cent of the rural population still live
under worn-out donor-sponsored tarpaulin covers. Income-generating activities are extremely limited
due to a drastic decrease in productivity and assets. The Hurricane wiped out productive assets in the
entire region, destroying homes, energy production facilities and infrastructure: a third of the hospitals
were impacted and more than 500 schools were destroyed.
4. Water, sanitation and health. Water is a scarce resource only available at water pumps
located near small villages. Women and children walk between one to two hours to fill up canisters of
water, often waiting in line for another hour at the pump. Most rural households have limited access to
shared sanitation facilities and open defecation is widespread. Malnutrition and hunger is widespread.
The poorest households eat on average one meal a day and animal proteins are excluded from their
diets. Disastrous hygienic conditions, lack of running water and malnutrition have led to the
deterioration of health conditions. In the absence of decentralized health facilities, many people
cannot afford to seek professional medical treatment or purchase medication, leading to poor health,
suffering and preventable deaths. In the poorest households, sickness of a loved one directly impacts
on the entire family’s ability to engage in agricultural activities and, as a result, on food availability.
5. Education. According to USAID, primary school enrollment averages 85 per cent and the
average Haitian, age 25 years or older, has less than 5 years of schooling. The free public school
system is virtually inexistent in the South, leaving only private schools to fill the void in elementary
education. Quality of education is low: half of public sector teachers in Haiti lack basic qualifications
and almost 80 percent of teachers have not received any pre‐service training. There are very few
secondary schools in rural areas. Education remains a priority for all families, but school fees are a
deterrent for the poor. According to a study conducted by UNFPA in 2012, in the South, the literacy
rate of youth is among the highest for rural areas, at 82.9 per cent. The absence of secondary schools
and vocational training was identified by young people as one of the main constraints to development.
6. Gender. Rural women in Haiti participate in most agricultural activities, in addition to taking
care of the household, fetching water, processing, transportation, storage and marketing of
agricultural products. Approximately 60 per cent of the women work in agriculture and between 20
and 30 per cent of them officially own the land. They sell surplus production on the markets to buy
other goods that they sell back in the village to generate some cash. Most of the income is then spent
on school fees and basic family needs.
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Appendix 2: Poverty, targeting and gender
58
7. In the context of the previous IDB project (PTTA), a gender gap analysis was conducted in
December 2015. The assessment covered all IDB-funded operations, of which PTTA is only one
programme, and its recommendations can be applied nationally. Its main conclusions were the
following: (i) women are underrepresented in producers’ associations and tend to participate, if at all,
in informal, unstructured groups. (ii) formal information channels do not reach most women unless a
special effort is made to reach them specifically (iii) workload distribution in the household
disproportionately burdens women, reducing the amount of time they dedicate to agricultural
production; (iv) rural women are less educated than men (55 per cent never attended school vs. 30
per cent men); (v) women heads of household have smaller plots and less access to land; (vi) female-
headed households have lower income levels (USD 176 vs. USD 347); and (vi) more female-headed
households face severe food insecurity (86 per cent vs 71 per cent male-headed households).
Rural women also face six gender-specific constraints, according to the Ministry of Women’s 8.
Affairs (Ministère à la condition féminine at aux droits des femmes – MCFDF):
(a) Access to land. Decisions regarding the use of land are typically made by men with no
consultation. Although, legally, women have equal inheritance rights, these rights are
rarely enforced due to a lack of knowledge and of power to enforce them.
(b) Access to credit. Very few microcredit institutions work in the agricultural sector and
those operating in rural areas have exceedingly high interest rates.
(c) Transportation of produce from the field to the market. Roads are in such poor
conditions that an average of 50 per cent of production is lost in transportation. Road
accidents are common and trucks are often overloaded and unsafe. Long distances also
result in many women arriving late and spending the night near storage facilities,
exposing them to crime and violence.
(d) Storage. Storage and conservation of products is difficult, due to the lack of electricity,
cold chain and safe storage facilities in the proximity of farms. Women are often forced to
sell at lower than market prices to dispose of their production before the end of the day.
(e) Access to education and literacy is uneven in the population. In low-income
households, boys are given priority when it comes to education over girls, in part due to
the role girls and women play in taking care of the household. Approximately 3 per cent
more boys than girls are literate.
(f) Violence against women and girls in all its forms is endemic in Haiti, regardless of
income level and social status.
The Ministry for Women’s Affairs has developed a gender action plan to mainstream gender 9.
equality in all government activities and approaches, including in the agricultural sector. The plan
involves increasing the institutional capacity for the Ministry, building synergies with the central
government and with other ministries for the implementation of the President’s roadmap for gender
equality, addressing the feminization of poverty in the agricultural sector, improving the conditions of
transportation for women engaged in marketing activities, providing training to women in trades
traditionally dominated by men and providing support to women victim of violence.
Youth. Young people between the age of 15 to 24 years represent 21 per cent of the total 10.
population according to a UNFPA study (2011). At present inactivity/unemployment rates for young
people are extremely high unemployment concerns more than 53 per cent of the economically active
youth population; and these figures are higher for females. In rural areas, inactivity reaches 64 per
cent of young people, while 17 per cent are unemployed. About 68 per cent of the active youth
population living in rural areas work in the agricultural sector.
Rural employment opportunities are limited (the most common being in construction, sales and 11.
small businesses), encouraging rural youth to migrate to urban areas where the rate of inactivity is
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Appendix 2: Poverty, targeting and gender
59
even higher (76 per cent). Studies show that rural areas and education tend to better protect young
people from unemployment59. It is interesting to point out that youths, who recently participated in a
Participatory Workshop funded by a FAO/IFAD regional grant covering also Haiti, have shown a
growing interest in: a) developing “climate smart agriculture”, such as aquaponics and hydroponic
systems, organic agriculture, fisheries, marine resources; b) tourism (eco or agro-tourism); and, c)
agro-processing.
B. Target group
There are three main socio-economic segments in the South: the extremely poor, the poor and 12.
the better off.
(a) The extremely poor, who represent 70 per cent of the population, are economically
destitute, have little or no assets, are illiterate, live in precarious housing conditions with
no access to proper sanitation, eat one meal a day with no sources of animal protein and
are extremely vulnerable to external shocks such as tropical cyclones, droughts, crop
diseases, etc. They have access to small plots of land in mountainous, remote areas
characterized by eroded slopes and soil degradation. Their main source of income is
subsistence agriculture and livestock caretaking.
(b) The poor, who make up about 20 per cent of the population of the South, own between
0.25 and 2 ha of non-irrigated land and some livestock. They are literate and have
completed elementary education. Their land is severely degraded but they are able to
produce enough to sell the surplus on the local market. They too are vulnerable to
external shocks, as a result of which they are likely to lose the few assets that they have
and fall into extreme poverty.
The better off correspond to about 10 per cent of the population. They own between 2 to 3 ha of
land, and have non-farm sources of income. They have higher levels of education
(secondary school, vocational school, other technical schools). They mostly lack access
to services such as credit, quality inputs, markets. They are relatively more resilient to
shocks.
Socio-economic
segments Extreme poor Poor Better off
Approximate
proportion 70 per cent 20 per cent 10 per cent
Assets Limited access to degraded
mountainous land or none
0.25 – 2 ha of degraded
non-irrigated land; some
livestock
2 - 3 ha of land;
livestock; other assets
Source of income Very limited farming Farming; livestock Farming, livestock; trade
Education Illiterate; limited or no
schooling
Literate; completed
elementary school
Higher level of education
(secondary school,
vocational school, other
technical schools)
Access to water Water point 2-3 hours
away from household
Water point 2-3 hours
away from household
Water points; irrigation
canals
Vulnerability to shocks Extreme High Moderate
Livelihood
improvement strategy
None; dependent on
international aid and
subsidies
Improve and increase
production to sell on local
markets
Access to credit, quality
inputs and larger markets
59 Justesen, Michael; Verner, Dorte. 2007. Factors impacting youth development in Haiti. Policy, Research working paper ; no. WPS 4110. Washington, DC: World Bank.
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Women-headed households, youth and the elderly are considered among the most vulnerable 13.
segments of society. Unemployed youth who stay in the region resort to moto-taxiing to generate
revenue but most migrate to larger cities and to the capital where young men resort to street selling or
guarding and young women to housekeeping and small trade.
C. Targeting strategy
Geographic targeting. In the Southern region, the Macaya National Park (established in 14.
1983), bordering the programme area, contains Haiti's last primary forest and is a hot spot of global
biodiversity and an important source of fresh water. The rainfall in the South varies with altitude
between 1,300 and 4,000 mm per year and the area is characterized by hillside agriculture. In addition
to its vulnerability to climate change and extreme weather events, timber harvesting for the coal and
construction industries, as well as the burning of the forest for agricultural and pastoral land expansion
has led to environmental degradation, deforestation and landslides, and accelerated erosion of the
mountain soil and ecosystem. Ensuring sustainability on small hillside holdings is further threatened
by population pressure and land fragmentation.
The South features: 15.
a) the irrigated, dry plains of Cayes which producing mainly maize, hot pepper and livestock;
b) the rice-growing, irrigated plain of Torbeck characterized by an abundance of water, with
reduced drainage systems resulting in increasing soil salinity and other irrigated areas
producing of cereals, maize, sorghum, beans and vegetable crops;
c) the irrigated and dry Chantal Commune, between 200 and 600 m above sea level and home
to extensive agroforestry systems, producing mangoes, breadfruit, avocados, citrus fruits,
cashew nuts and forest trees;
d) the wood-producing Camp-Perrin, with forest species such as ash, cassia, acacia and
Honduras oak, multi-year crops like the Napier (elephant grass), crops for grazing cattle and
annual crops such as maize, beans, sweet potatoes, cassava and pigeon peas.
Given the high risk of environmental degradation and desertification — exacerbated by climate 16.
change —, large and small anti-erosion and soil conservation measures are critical to preventing the
soil from sliding down to the valley and obstructing the waterways.
IFAD’s intervention will focus on 8 communes of the South Department. The South and Grande 17.
Anse Departments were severely affected by Hurricane Matthew in 2016: the losses in agriculture,
fishing and livestock have brought the entire region to its knees, effectively precipitating 70 per cent of
rural households into extreme poverty. The region, however, is knowledgeable and dynamic, with
great potential and eagerness to come out of poverty. It has a great farming tradition, with well-
established knowledge of growing crops such as coffee, beans, maize, yam and sweet potatoes. The
Department used to be considered the granary of Haiti, with a vibrant agricultural sector, local
entrepreneurship and access to microcredit (mutuelles).
Self-targeting. The programme will target poor rural household with access to a parcel of land 18.
between 0.25 and 0.6 hectares, effectively excluding the better-off. Contrary to the situation found in
other Departments, in the South 100 per cent of households have access to land, whether as owners,
leaseholders or unofficially recorded users. The latter are given mountainous, less productive plots
owned by local charities. The distribution of technological packages will be demand-driven and
farmers must first register with the Ministry of Agriculture to participate. Ad-hoc participatory self-
targeting exercises will be carried out to ensure participation of the poorest segments of society,
particularly those who do not belong to a producers’ group or grassroots organization. The
programme will develop a detailed targeting strategy to reach those beneficiaries. To enable
participation of the poorest farmers who do not have official land titles, the programme will include
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land usage such as usufruct and renting as allowed preconditions for registering unrecorded land
users while ensuring that their access to land is secured, and provide technological packages that do
not require land ownership (such as processing technologies, for example). These also provide the
opportunity for farmers with limited access to land or with very small holdings to diversify their
livelihoods opportunities and access an non-farming income source. Given the dire economic situation
of the Department, beneficiaries will contribute 10 per cent of the cost of the packages in-kind through
time and labor.
Gender strategy. As a result of the national gender gap assessment conducted by the IDB in 19.
December 2015 and of the findings of the design mission of October 2017, the following activities will
be included in the project as a whole, with the objective of reducing gender inequalities and promoting
women’s participation:
(i) the programme will develop a comprehensive communication strategy to reach women
and youth, with a focus on those who are not members of producers’ organizations and
who do not have access to mainstream channels of information. Alternative spaces for
disseminating information will be explored such as schools (by providing information to
children to take home), markets, water points, where women tend to be more present
than men. The programme will also ensure that informal youth and women’s groups are
invited to the information sessions;
(ii) financial resources will be allocated to five applied research projects, with the objective of
developing new agricultural technologies that are directly targeted towards women’s
needs or crops usually grown by women;
(iii) post-harvest technologies that are targeted towards agricultural activities usually
conducted by women (i.e. mills and moisture meters) will be promoted;
(iv) the agroforestry packages will include crop varieties aiming to reduce food insecurity
(such as moringa and mirlinton), which are usually grown by female farmers;
(v) the programme will include affirmative action measures such as providing daycare
services and nutritious meals for children during training sessions and meetings;
(vi) the programme will provide training on household methodologies to farmer field schools’
facilitators, to enable them to introduce a module on intra-household gender relations,
engagement and empowerment of all household members toward realizing a shared
vision;
(vii) a system of quotas will be put in place to ensure that, for the IFAD-funded Department,
50 per cent of the packages are reserved for women farmers and that within each group,
20 per cent are under the age of 25; and
(viii) the Programme will be monitored and evaluated using sex-disaggregated indicators.
All areas of intervention will be further defined and expanded in the programme’s gender action 20.
plan, developed by the PEU with the support of the targeting and gender specialist.
Focus on youth. To ensure that technological packages distributed through the programme 21.
are relevant to this group, and based on a study conducted by UNESCO and UPR in the South,
PITAG will conduct a study on Youth in the South to identify attractive activities for young women and
men. Such study should enable the promotion of specific packages and/or the adjustment of the
technological packages offered based on the results of the study.
Enabling measures. To ensure effective implementation of IFAD’s targeting strategy, the 22.
programme will fund a targeting and gender specialist to support the Programme Management Unit
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(initially on a part-time basis). Terms of reference of the targeting and gender specialist are included in
Annex 1 of this Appendix 2.
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Annex 1: Poverty, Targeting and Gender
Terms of Reference: Targeting, Gender and Youth Specialist
1. Under the general supervision of the Director of the Agricultural and Agroforestry Technological
Innovation Programme (PITAG), the targeting and gender specialist will support the Programme
Executing Unit (PEU) and will be tasked to perform activities in five main areas to mainstream social
inclusion.
I. Programme implementation
2. Advise and support the Programme Director, other members of the PEU, field operators and
service providers in the effective mainstreaming of targeting, gender, youth and social inclusion in
programme activities.
3. In close collaboration with the PEU, develop full targeting, gender and youth strategies and
action plans to be updated regularly.
4. Work with each specialist in the PEU in critically reviewing programme implementation to
review women’s participation in programme-related meetings and training session, and work with
identify opportunities to:
Increase outreach to women and youth in the programme areas;
Ensure a gender-balanced distribution of technical packages and technical assistance;
Design and ensure implementation of measures destined to facilitate the participation of
women and youth to all programme-sponsored activities;
Design and propose approaches to address socio-economic constraints to women’s optimal
participation in programme activities.
5. Review basic programme implementation processes to provide feedback and suggestions
on how to achieve the best possible programme outcomes with respect to targeting, gender equality
and women’s empowerment, youth engagement and social inclusion.
6. Ensure that activities of the targeting, gender and youth strategies are reflected in the following:
Preparation of the AWP/B;
Design and implementation of the programme M&E system;
Programme progress reports;
Programme supervision;
Impact assessment.
7. Participate in the development of detailed TORs and tender documents of national and local
service providers to various programme components to ensure that target groups will be able to
participate effectively in all components and meet the programme’s targets.
II. M&E and Knowledge Management
8. Together with M&E staff, contribute to establishing an M&E system that captures and
analyses disaggregated data on gender, youth and social inclusion.
9. Together with the communication manager, document and share M&E, learning and
communication products.
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10. Analyze data to ensure that there are no adverse impacts on target groups as a result of
programmeimplementation, and suggest remedial measures if necessary.
III. Capacity-building
11. Undertake regular capacity assessment on gender, youth and social inclusion issues and
provide capacity-building for staff at the field level, PEU, implementing partners and service providers.
IV. Communication
12. Liaise with the IFAD country office and gender team on questions regarding gender in
implementation, knowledge-sharing and other aspects.
13. Serve as a channel of communication between the programme and others working on gender
issues in government, implementing agencies, other development programmes and IFAD.
14. Help programme colleagues access the information they may need on gender issues and
share good practices.
V. Advocacy and networking
15. Be familiar with gender and youth policies of the institutions linked to the programme,
including national policies and those of ministries, implementing institutions and financing agencies,
including IFAD.
16. Establish linkages with other gender, women’s, youth or social inclusion programmes
implemented by national, international and intergovernmental agencies.
17. Present evidence-based information on good practices in gender equality, women’s
empowerment and youth engagement in national forums.
VI. Qualifications and experience Master’s degree in social sciences, rural development or related discipline;
At least five years’ experience working in gender and social inclusion issues;
Experience in agricultural and rural development programmes;
Experience in programmes integrating targeting, youth and gender considerations across
components/activities and M&E;
Experience in designing and delivering training modules;
Highly motivated and committed to poverty alleviation and gender equality;
Working knowledge of spoken and written English, French and Creole;
Ability to work in Spanish would be an advantage.
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Appendix 3: Country performance and lessons learned
A. IFAD`s Programme in Haiti
1. IFAD has been operating in Haiti since 1978, supporting 8 projects since then with a total cost
of USD 181.2 million, with IFAD financing representing US$110.7 million (61% of the total cost; with
an average financing size of US$ 14 million). The total direct beneficiaries of all the projects are
considered to be around 100,000 households (on average 12,500 households per operation).
2. In 2008 IFAD opened a country presence unit in Port-au-Prince to contribute to better and
quicker supervision of its country programme and to improve dialogue and coordination with the
Government of Haiti (GoH) and other donors. From 2013 to 2016 this country office was led by a
CPM, while at present it is led by a CPO (with the CPM being based in Rome since 2016). A Host
Country Agreement was signed in August 2016 and is awaiting ratification in Haiti’s parliament.
3. In 2013 IFAD developed its Country Strategic Opportunities Programme (COSOP) for the
period 2013-2018, covering 2 PBAS cycles (2013-2015 and 2016-2018). The key Strategic Objectives
of the COSOP are:
SO1: Promote climate-smart agriculture through proven, sustainable farming technologies
and systems that build resilience to the effects of adverse climatic conditions and foster high
productivity;
SO2: Promote productive initiatives, improving small-scale producers' access to both markets
and financial services;
SO3: Invest in human capital development, building the capacity of rural associations and
watershed management committees to communicate their needs and manage their
productive initiatives more effectively.
4. The following three projects fell within the COSOP period in terms of implementation (two being
closed now, i.e. PAIP and PPI-2), while no new project was signed under the COSOP so far60:
5. In terms of geographical focus, the PAIP covered rural areas in numerous departments all over
Haiti, while PPI-2 covered the North-East, the North-West and the Center, and PPI-3 covered the
Nippes and Goavienne area in the South.
6. IFAD’s financing terms in Haiti have varied over time from 100% grant (DSF) in some years to
50% loan/50% grant in other years. While in 2017 the terms were 50% loan/50% grant, as of 2018 the
60 A project was designed in 2014/2015 called PAER (USD 16 million IFAD grant financing), but in negotiations at end 2015 IFAD and the GoH did not reach an agreement and the financing was lost. 61 Time from entry into force to closing. 62 1 XDR (Special Drawing Right) = 1.41 USD
N of project Project name Period61
IFAD financing
XDR million62
% Disbursed
L-I-587 Programme d’Appui aux
Initiatives Productives en
milieu rural (PAIP)
2002-2015 17.4 100
G-I-DSF-8096 4.9 94
L-I-715 Projet de Développement de
la petite irrigation (PPI-2) 2008-2016
8.8 66
G-I-DSF-8041 3.6 99
G-I-DSF-8103 Projet de Développement de
la petite irrigation (PPI-3) 2012-2019 8.7 40
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terms will revert to being 100% grant (DSF). Other IFIs like the Inter-American Development bank
(IDB) and the World Bank are also providing grants to Haiti after the earthquake of 2010.
7. From June 2014 to April 2015 IFAD disbursements and hence most activities on the two
projects PPI-2 and PPI-3 were suspended due to fiduciary issues. The suspension was lifted, when
IFAD agreed with the GoH and the Ministry of Agriculture that UNDP of Haiti would be involved in the
control of the fiduciary issues and procurement processes on these projects.
8. In addition, an IFAD grant of USD 0.5 million was given to UNDP to strengthen the
implementation capacity of the Ministry of Agriculture. This grant aims at strengthening the capacities
of the national and decentralized staff of the MARNDR (e.g. in the DDAs and BACs), in particular in
M&E, with a special focus on the staff involved in supervising PPI-3 activities. The activities of the
grant are still on-going, since the capacity building activities have only started in mid-2017.
9. The suspension in any case led to difficult relationships between IFAD and the GoH. As a
result, at end 2015 the negotiations regarding a new programme (the Rural Entrepreneurship Support
Project “PAER”) failed, with a loss of the 2013-2015 PBAS allocation for the country (USD 16.6 million
grant). The main disagreement was on the proposal of IFAD to get support from UNDP to cover the
fiduciary risks also on this new programme, as well as the proposal that the programme be
implemented by the Ministry of the Economy.
10. In order to make some use of the PBAS, a USD 0.5 million grant called “Innovative Crop and
Soil-based Technologies” was given by IFAD to the International Centre for Tropical Agriculture
(CIAT) to conduct research on innovative agricultural technologies in the South of the country. This
grant aims at introducing sustainable production of high yielded cassava and French beans and
promoting the best soil management practices, possibly benefitting PPI-3's target population. The
grant was completed mid-2017. While on climate resilient bean varieties some interesting results were
obtained, the introduction of cassava did not succeed due to high mortality rates of imported seeds.
11. With the 2016-2018 PBAS cycle, in early 2016 a new IFAD country team started operating out
of HQ. The small scale irrigation project PPI-2 (located in the north-west, north-east and center of the
country), which should have been closed in June 2016, was extended by six months. Even if its
overall results remained unsatisfactory (considering the initial targets), the extension allowed to
increase the disbursement rates to 66% on the loan and 99% on the grant, to achieve some positive
results (especially in the irrigation projects implemented by Agro-Action Allemande AAA), and to
continue the parallel co-financing of OFID dedicated to complete infrastructures up to end 2016.
12. On PPI-3 (the small scale irrigation project located in the Nippes and Goavienne Region, which
after 4 years of effectiveness had only disbursed 4% by early 2016), a mid-term review was
conducted, and the change of the weak PMU management and reduction of some programme
activities was agreed upon between the GoH and IFAD. This change triggered a significant
improvement in implementation and, despite the negative effects of hurricane Matthew (October
2016), allowed to increase disbursements to around 40% by end 2017. On the basis of the better
results achieved, the completion and closing dates of PPI-3 (originally, end 2017 and mid 2018) were
extended by 18 months to, respectively, mid 2019 and end 2019. This will allow PPI-3 to complete its
activities and to stop operating in an emergency mode (which has been the case so far, with the
attempt to implement the programme in 1.5 years; from mid-2016 to end-2017).
13. In the first quarter of 2017, a COSOP Results Review was conducted by IFAD with the main
counterparts of the Haitian government and with other UN agencies and IFIs. The result of the review
was that the Strategic Objectives of the original COSOP were still valid, as well the activities to be
carried out to reach those objectives. On this basis, it was proposed to extend the validity of the
COSOP by another 3 years, up to end 2021, with the recommendation to increase IFAD’s cooperation
with other donors/IFIs and to adopt a more flexible and pragmatic approach in the management of the
Country Programme.
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14. In addition, in the first quarter of 2017 the IFAD team tried to identify a new programme for the
2016-2018 cycle. It was however not possible to reach an agreement on a coffee value chain
programme with the technical staff of the Ministry of Agriculture. It was also difficult to establish
relations at the ministerial level, given that there have been three Ministers of Agriculture since early
2016. As a result, in the second quarter of 2017 IFAD decided to contact the IDB to explore co-
financing options, and PITAG was identified as an interesting option to allow a good use of IFAD’s
2016-2018 PBAS resources.
B. Summary of the “Programme d’Appui aux Initiatives Productives en
milieu rural” (PAIP)
15. Background: The PAIP (total IFAD funds of USD 28 million, total cost around USD 29 million)
was approved in April 2002, entered into force in December 2002 and was closed in June 2015, after
an extension of 2 years. The programme was sub-divided in three phases (2002-2006; 2007-2011;
and 2012-2015) and had the Economic and Social Assistance Fund (FAES) of the Ministry of Finance
as implementing agency.
16. Objective: The objective of the PAIP was to contribute to the reduction of rural poverty by
improving food security and increasing income levels of poor and marginalized rural populations in a
sustainable way, based on the sustainable management of natural resources.
17. Components: The PAIP was composed of four components implemented all over Haiti: (i) the
strengthening of local capacities; (ii) the support to basic productive initiatives and agricultural
development; (iii) the support of rural micro-finance institutions; and (iv) the project management and
coordination.
18. Results: At completion, 77 Communal Development Plans and 230 community-based projects
had been approved, focusing on small livestock (30% of financing) and agroforestry (fruit trees), soil
conservation and reforestation projects (16% of financing); 7,350 people (31% women) benefitted
from capacity building in local and rural development; 1,392 Communal Organizations were
diagnosed and 43,395 members were capacitated; 8,875 people have been taught to read and write
(of which 87% women); 14 stocks and transformation plants were constructed; 100 hectares have
been covered by irrigation (7% of the original target); 3,634 people were trained in better production
technologies; 25 rural savings institutions were functioning (out of 69 foreseen).
C. Summary of the “Projet de Développement de la petite irrigation” (PPI-2)
19. Background: The PPI-2 (total IFAD funds of USD 18.8 million, co-financing of OFID for USD 8
million, total cost around USD 34 million) was approved in December 2006, entered into force in
November 2008 and was closed in December 2016, after an extension of 6 months. The programme
had the Ministry of Agriculture as the implementing agency.
20. Objective: The objectives of the PPI-2 were: a) the sustainable improvement of income levels
and living conditions of poor rural households, in particular of the most vulnerable groups; b) the
sustainable increase of the productive base, through the optimization of water management and the
consolidation of irrigated agriculture, using individual and collective irrigation systems; the increase of
the value of irrigated agriculture and of access to markets and finance of the producers; c) the
strengthening of the planning and organizational capacities of the rural communities.
21. Components: The PPI-2 was composed of four components: (i) the development of small-scale
irrigation systems; (ii) the support to productive activities; (iii) the strengthening of capacities; and (iv)
programme coordination and management. It was geographically focused in three departments:
North-West, North-East and Center.
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22. Results: At completion, PPI-2 had reached 21,700 households and 100,000 indirect
beneficiaries. In total, small scale irrigation schemes were rehabilitated covering 1,029 hectares (432
has in the Center, 408 has in the North-West and 108 has in the North-East). In addition 350 micro-
projects were developed (out of target of 500).
D. Summary of the “Small Irrigation and Market Access Development Project
in the Nippes and Goavienne Region” (PPI-3)
23. Background: The PPI-3 was approved by the IFAD Executive Board at its September 2012
session for an amount of SDR 8.75 million (equivalent to approximately US$ 13.2 million),. The
Financing Agreement was signed between IFAD and the GoH on 24 October 2012 and became
effective the same day. The Ministry of Agriculture, Natural Resources and Rural Development
(MARNDR) was designated as the Lead Project Agency (LPA). In order to achieve economies of
scale, it was originally decided that PPI-3 would be managed by the same PMU as the one
implementing PPI-2.
24. Objective: PPI-3's overall goal is to reduce rural poverty in its area of intervention (the Nippes
and Goavienne Region). Its development objective is to improve the livelihoods and incomes of rural
poor households, especially of the most vulnerable groups, in a sustainable manner. In order to
achieve its goals, the project focuses on grass roots organisations relying on irrigation schemes.
25. Components: Following the same structure as PPI-2, the PPI-3 was composed of four
components: (i) the development of small-scale irrigation systems; (ii) the support to productive
activities; (iii) the strengthening of capacities; and (iv) programme coordination and management. It
was geographically focused in the Nippes and Goavienne Region.
26. Results: PPI-3 had a very slow start, since the attention of the PMU was dedicated to PPI-2 and
there was not sufficient capacity to implement both projects. In addition, the activities of PPI-3 were
suspended by IFAD for one year (between 2014 and 2015), due to fiduciary issues on PPI-2. As a
result, in early 2016, 4 years after effectiveness, the disbursement rate on PPI-3 was limited to 4%.
27. Following a mid-term review (MTR) in April 2016, with the aim of boosting project
implementation and disbursement, consensus was found to change the project management team
and restructure the project components without altering the overall project goal. Reflecting these
changes, an amendment to the financing agreement entered into force in August 2016. The parties
agreed on establishing a new dedicated PMU for PPI-3 and on prolonging UNDP's support for the
management of the project's financial resources. They also agreed to reduce tangible objectives and
redefine institutional arrangements for implementation: i) review of the implementation arrangement
for Component 2 by involving private firms and/or NGOs and public services; ii) focus only on
activities of high priority for Component 2; and iii) involvement of service providers instead of IICA.
28. The recruitment of key technical and administrative staff of the new PMU was finalized in
September 2016, while in October 2016 Hurricane Matthew hit the project area. The hurricane and
the required emergency response diverted the Project from its main objectives for at 6 months.
29. Since the new PMU took over, the improvement in project management and disbursement
levels has been significant. PPI-3 reached more than 4,000 direct and 125 indirect beneficiaries
through the implementation of the emergency response to Hurricane Matthew (restoring physical
status of irrigated land and watersheds). Furthermore, activities within the agricultural production
support sub-component have contributed to reach more than 3,000 beneficiaries (out of total 6,000
households targeted by the project). Using the developed training kits (7 out of 10), 360 community
leaders (out of 800 targeted) have been trained on various agricultural practices. Also, the partnership
with government entities of the Ministry of Agriculture at the central and local levels has improved.
30. Consequently, as of end November 2017, overall disbursement stood at USD 40% of PPI-3
total cost, a significant improvement from the 4% disbursement rate of May 2016. On this basis, IFAD
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accepted a request of the GoH to extend the programme by 18 months, i.e. reaching completion and
closing by, respectively, June and December 2019.
E. Lessons learned
31. (i) Need for cooperation of IFAD with other IFIs and development partners. In a fragile
country like Haiti, which is exposed to extreme climatic events and has weak public institutions, the
cooperation with other IFIs and development partners is key to have a sustainable country
programme. This has been demonstrated by the value added of IFAD’s relation with UNDP, which
allowed the recovery of the PPI-3 project. In PAIP, for example, there was no coordination between
the development partners operating in the same geographical area, even if this could have led to
synergies. Under PPI-2, a good example of cooperation was that with Agro Action Allemande (AAA),
the selected service provider for small scale irrigation schemes in the North West. AAA even pre-
financed some works and achieved a good participation of local users.
32. In addition to the relationship established with UNDP, it is important that IFAD develops
synergies also with other partners like the World Bank, the IDB (which has a large office in Haiti), the
Agence Française Development (AFD), FAO and the WFP, others. The need for better cooperation of
IFAD with other donors and IFIs was also one of the main recommendations received from the GoH
during the recent review of the COSOP. IFAD was specifically requested to work with the Haitian
institutions for procurement and fiduciary issues, as other IFIs do (IDB and the World Bank). For this
reason, IFAD proactively looked for a partnership with the IDB and the World Bank for the new project
PITAG.
33. (ii) Need for more cooperation with the technical level of the Ministries. From 2008 to
2015, Haiti had 4 presidents, 7 prime ministers, 8 ministers of agriculture and 5 different general
directors at the Ministry of Agriculture. During the 2013-2015 PBAS, Haiti lost its PBAS allocation,
since the technical bodies of the Ministry of Finance and Ministry of Agriculture were not sufficiently
involved in the programme design process. The proposed programme PAER (which should have
been implemented by the Ministry of the Economy) was not sufficiently discussed with the
counterparts and hence negotiations failed at end 2015.
34. In a rapidly changing environment, in which Ministers change frequently, the technical directors
at the Ministries are a relevant development partner of IFAD, since they are in their positions for a
longer period. IFAD hence needs to invest more time in interacting with these technical directors and
understanding their views. This could be done through the on-going IFAD grant with UNDP (worth
USD 0.5 million), focused on strengthening the Ministry of Agriculture.
35. The proposed new Programme PITAG was designed by IDB after a long interaction with the
technical departments at the Ministry of Agriculture and based on a previous programme developed
with them (the PTTA). During the design process, attention was paid to involve the technical directors
of the Ministry of Agriculture, and to not impose any external decisions on them. Before choosing the
PITAG project, IFAD had attempted to propose a project in the coffee sector to the Ministry of
Agriculture, which however was not accepted by the Haitian authorities. Based on this experience, the
IFAD team decided to co-finance a IDB project, which had been already accepted by the Haitian
authorities.
36. (iii) Need to change from an emergency/recovery mode to a more structural and
sustainable way of cooperation. The strategy chosen by IFAD to recover PPI-2 and PPI-3 has
relied on important support UNDP in fiduciary and procurement matters. While this was agreed with
the GoH and represented a way-forward for these projects, for the future it is important to build on the
fiduciary and procurement capacities existing within the institutions of Haiti. The PITAG relies on
existing procurement and fiduciary capacities in the Ministry of Agriculture, which the IDB has been
developing over time.
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37. (iv) Value of a geographically focused approach: since IFAD’s resources are limited
compared to other IFIs and rural development needs in Haiti are significant, rather than spreading
resources too thin all over the country, more value can be obtained from concentrating them.
Considering the theory of change, in order to trigger change it is necessary to tackle various
challenges in parallel along the value chain.
38. IFAD’s recent programmes have been characterized by a sectoral approach (small scale
irrigation) in different areas of the country (PPI-1, PPI-2 and PPI-3). PPI-2 for example was located in
three departments (North-West, North-East and Center) and only reached a 50% completion rate for
physical infrastructure. The PAIP programme focusing on technology transfer and access to rural
finance, also suffered from excessive geographic dispersion and lack of clear priority geographic
areas. As mentioned in the PCR, the PAIP was overly ambitious and the areas of intervention and
activities in each area were not clearly defined, creating problems for Monitoring and Evaluation.
39. For the new Programme it is hence proposed to focus IFAD’s intervention in the South
Department, close to the PPI-3 project and to an IFAD funded grant (with CIAT focused on technology
transfer for cassava and beans). This would also allow to focus the capacity strengthening grant with
UNDP for the decentralized services of the Ministry of Agriculture (the DDA and BAC, which are
weak) in this area of the country.
40. (v) Importance to provide (but also prove) the comparative advantage of IFAD in the
areas of social capital development, youth and women participation, environmental and
climate risks assessment: Based on its expertise in rural development and projects all over the
world, IFAD has directly experienced how important social capital development, youth and women
participation and environmental and climate risk mitigation are for the sustainability of rural
development programmes. This is even more true in fragile states, which have weak public sector
institutions, isolated rural communities, and are exposed to significant climate risks.
41. The experiences of IFAD projects around the world show that if women and young men are
involved in programme activities, the likelihood of the sustainability of the programme increases
significantly. By increasing the participation of women the quality of nutrition is generally improved,
while the participation of youth ensures the sustainable future of the activities and reduces the
numbers of youth at risk.
42. In Haiti IFAD is in a position in which it has to prove its comparative advantage under the topics
of gender and youth. In PAIP the participation of youth was insufficient, since not enough attention
was given to targeting during implementation and no specific strategy was developed for youth. Also
the participation of women was limited, since one of the criteria to get livestock was to have access to
land, which women typically do not have. In PPI-2 and PPI-3 the attention given to gender issues was
also insufficient.
43. With respect to environmental considerations and the climate risk assessment, given that Haiti
is exposed to high climatic risk, it is key to include mitigating measures in the design of new
programmes and to follow up on them during implementation. The PAIP was for example
implemented in a period characterized by strong natural catastrophes (including four cyclones in 2008
and the earthquake of 2010, which caused 300,000 dead). According to the PCR, however, not
enough budget was in that case allocated to deal with these natural risks. The area of PPI-3 also
suffered from natural events (4 tropical storms in 2008 and devastation following hurricane Matthew in
2016), and an emergency response plan worth USD 0.5 million had to be set-up.
44. In the PITAG programme, IFAD will dedicate attention to these aspects, which are part of its
comparative advantage vis a vis the IDB. In particular, IFAD will co-finance a special climate risk
assessment to define mitigating measures, and during implementation will focus on youth/women
participation and on the development of the social capital within the rural communities (e.g. by
introducing farmer field schools as a vehicle to transfer new technologies in a sustainable way). Also,
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an environmental specialist will be part of the PMU of PITAG and will ensure the implementation of
the proposed climate risk mitigation activities.
45. (vi) Importance of a simple design, and of a pragmatic and flexible approach focused on
implementation: IFAD is known and generally appreciated for its technical expertise in different
sectors of rural development. At the same time, in a fragile state like Haiti which is also a SIDS, the
economic and environmental conditions can change rapidly, as the country is vulnerable to external
events (decrease of tourism, hurricanes, etc.). In a similar environment, rather that defining in great
detail and ex-ante the activities, it is proposed to have clear and numeric targets, but a more flexible
design and approach, and to dedicate most time and resources to implementation support and
supervision.
46. As argued in the PCR, In the case of PAIP there were no clear numeric targets at the beginning
and the supervision and implementation support was weak (it should have been more rigorous in the
passing from one phase to the next). In the case of PPI-2, IFAD’s design was overly complex, with
numerous components and sets of activities (4 components, 13 sub-components and 15 categories of
expenditures). Also PPI-3 suffered from an overly prescriptive design, which had to be reviewed at
mid-term to allow for more flexibility (introducing an emergency response plan of USD 0.5 million,
following the effects of hurricane Matthew in October 2016).
47. The proposed new PITAG is (i) focused on technology transfer and productivity (it does not try
to cover more); (ii) realistic about the lack of access to finance of small-holders, which is overcome
through a matching grants scheme with only 10% beneficiary contribution; and (iii) based on the
lessons learned of a previous similar programme financed by the IDB (the PTTA). The key value
added of IFAD (and its testing ground) will be the quality of its support to implementation, since there
is enough flexibility build into the programme to allow adjustments over time.
48. (vii) Importance of a running and efficient PEU with M&E skills. Even if administrative
decentralization is an on-going process in Haiti, at present the capacity of the local departments of the
Ministry of Agriculture (e.g. DDAs, BACs) remains weak. In addition, there is insufficient delegation of
authority from the center to the rural areas. In the long run IFAD aims to develop the capacities of the
MARNDR at the local level (through its UNDP grant), as recommended by the PCR of PPI-2, which
states that the decentralized offices of the State need to be given new equipment, vehicles and
training.
49. In the short term it is important to have a PEU with strong implementation capacities. The
experience of PPI-2 and PPI-3 shows how a weak top management can affect the implementation of
programmes. PPI-2 was delayed due to the lack of an operating manual and of a functioning M&E
system and no M&E specialist was recruited for four years. The capacity of the local institutions
(“Direction des infrastructures agricoles” DIA and DDA) was also low. Also in PAIP the advancement
of the programme was limited (only 10% disbursed in first four years), the local services of the
Ministry of Agriculture were not sufficiently involved, and the M&E function was weak. In the case of
PPI-2 and PPI-3 an extension of the implementation period was required (reaching a total period of 7-
8 years) due to a low start and subsequent weak management, increasing operating costs. The
previous PAIP project of IFAD was composed of 3 phases and lasted for 12 years (following an
extension).
50. The PEU of PITAG is instead considered to be strong, since it has experience in similar
projects in the past (the PTTA) in various areas of the country. It is important to be able to count on an
existing PEU, since the time and effort required to staff a good PEU is significant. The foreseen period
of implementation is five years, with annual disbursements of around 20% per year. Choosing an
existing PEU is hence expected to have important advantages in terms of the flow of funds: it avoids
long start-up delays, which traditionally have been incurred by most IFADs project (to prepare the
Project Implementation Manual, the AWPB and PP and to start the procurement procedures).
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51. (viii) The rural finance market in Haiti is not sufficiently developed to allow the
sustainable bank financing of new agricultural technologies. A mechanism of small grants is
hence needed for IFAD’s target population. Under PAIP it became clear that rural credit
institutions in Haiti are too risk averse and are not sufficiently developed to support the introduction of
new agricultural technologies. Very few lines of credit were granted and the creation of rural credit
institutions was not sustainable, due to the lack of attractive and sustainable businesses. Also, IFAD’s
target population (the poor) typically does not have access to the guarantees (i.e. collateral) usually
requested by banks.
52. In PITAG the transfer and adoption of new technologies will hence be hence financed through a
mechanism of small grants, with a 10% contribution of the beneficiaries. This is also the approach that
the World Bank has taken in other SIDS (e.g. Grenada and Saint Vincent and the Grenadines) to
finance agricultural businesses and that also been approved in IFAD’s latest programme in Grenada
(SAEP).
53. (ix) Private service providers (OPS) are needed to transfer technologies, since public
extension services are not existing. These private providers need to be supervised to avoid
rent-seeking behaviour. Considering the low capacity/inexistence of public sector extension services
in Haiti, the participation of private service providers is key in order to implement a technology transfer
programme in Haiti. If these providers are not adequately supervised/managed, they could however to
deliver low-cost/low-quality services.
54. The fact that a large part of the rural population is analphabetic does not allow the final
beneficiaries to adequately monitor the services provided by the private service operators, which
sometimes are tempted to take advantage of the final beneficiaries. This has occurred in some cases
under the previous PTTA programme, in which the quantity and quality of the services provided was
below standard. It has also occurred under PAIP, in which service providers were found to be
parachuted from outside, without having sufficient local knowledge.
55. In order to avoid these risks, the local beneficiaries should participate in the selection of the
service providers. In addition, service providers should be competitively selected and should be given
time-limited and performance-based contracts, subject to renewal. The feedback of beneficiaries will
should also be used to evaluate the performance of the service providers.
56. (x) The transfer of technology should concern a one-time investment/technology (that is
otherwise not affordable for the target group) and should be based on the link to markets; it
should not be a substitute for operating costs by providing regularly used inputs. A learning
experience of the PTTA programme was that for some short-term crops the technology transfer
programme resulted in being a substitution of inputs, which was not sustainable in the long-run and
created a culture of dependency. The more effective technology transfer occurred regarding multi-
annual crops (e.g. agroforestry), which require an initial investment and can lead to significant
changes in income levels in the long run. In PITAG, IFAD has chosen to invest mainly in agroforestry
and longer term crops in the South Department.
57. The PCR of PAIP also mentions that in order to increase income levels in a more sustainable
way, more support should have been given to commercial activities and links with markets (including
the required infrastructure), rather than concentrating on production only. Also the PCR of the PPI-2
highlights how a value chain approach was adopted (focusing on two major value chains and ensuring
a fair distribution of the value added) and illustrates how farmer fields schools were promoted to
ensure long-term sustainability. It is stated that the value chain approach was key to ensure the
sustainability of the irrigation schemes in this case. It is also stated that priority should be given to
target areas that are relatively well connected in order to ensure access to market.
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Appendix 4: Detailed PITAG description
The overall goal of the “Agricultural and Agroforestry Technological Innovation Programme” 1.
(PITAG) is to increase agricultural income and food security for smallholder farmers in selected
targeted areas of Haiti. The development objectives are to increase agricultural productivity and
improve the use of natural capital through the adoption of sustainable technologies.
PITAG will be structured in two technical components: Component 1: Applied research and 2.
training, and Component 2: Promotion of sustainable agricultural technologies and a Project
Management component. The two technical components are described below.
I. Component 1: Applied research and training
The objective of Component 1 is to contribute to increasing the productivity of the farmers who 3.
benefit from technological packages that are promoted in Component 2 of PITAG and, consequently,
the agricultural sector of the country, through applied research, technology transfer and training, and
support for the strengthening of structures and institutions involved in these processes.
Component 1 will accordingly call for applications for research proposals, evaluate, approve, 4.
finance, coordinate and monitor the implementation of the approved research projects and the related
technologies developed for transfer to farmers. It also aims at revitalizing the research and transfer of
agricultural technologies, that are to be applied by Component 2 of the PITAG, and to comply with
national priorities for the strengthening of the structures and institutions involved in the processes of
research development, transfer of technology, agricultural extension and training throughout the
country.
The component accordingly has the following outputs: 5.
Output 1: applied research projects delivered and ready for technology transfer;
Output 2: Ten scholarships granted to young professionals for masters (MSc) and/or
doctorate (PhD) studies in topics related to the problems addressed in each of the research
projects;
Output 3: Institutional strengthening of the ID of MARNDR;
Output 4: Enhanced adoption of farmers of technical packages and social capital building
through Farmers Field Schools.
Component 1 will be implemented through the ID of the MARNDR. It has been developed based 6.
on a detailed study analysing the present agricultural situation in the country using literature review of
all institutions undertaking agricultural research in the country followed by a detailed process for the
identification and prioritization of research themes.
A. Situation analysis of agricultural research in Haiti
In preparation of PITAG, a detailed study on the current situation of Agricultural Research in 7.
Haiti was undertaken that was based on literature reviews, meetings with agricultural research
stakeholders in the country including staff of DI-MARNDR as well as universities (Université d’État
d’Haïti (UEH), Faculté d’Agronomie et de Médecine Vétérinaire (FAMV), etc.), technical schools and
public research and extension centers, agriculture development projects, national and international
NGOs, farmer and producer organizations and associations especially those who were involved in
applied research and varietal trials, such as Coopérative Caféière Union de Mont-Organisé
(CAFUMO), Coopérative Sainte-Hélène de Carice (COSAHEC), input providers and private
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companies. Most of the information obtained from the literature review was from the document:
“Inventaire des Actions de Recherche Appliquee en cours en Haiti dans ie domaine Agricole
(Document de Synthese)- Projet DEFI- MARNDR- June 2012 but also from the data from the
Agricultural Science and Technology Indicators (ASTI) program and the Journal Citation Reports
(JCR). The results of the analysis of agricultural research institutions in Haiti are found in Annex 2 of
Appendix 5.
B. Applied and adaptive agricultural research projects developed and
implemented by national and/or international institutions
For the identification and prioritization of research themes, a methodology was used that is 8.
based on the analysis of information of the main primary production in the country with comparison to
other Caribbean countries. It uses three strategic indicators, namely economic, social and the related
technological gaps. Besides, an environmental indicator was also taken into account however, using a
separate set of statistical data as per data availability.
A special scheme was developed using each of the 3 above-mentioned criteria/indicators to 9.
prioritize the crops relevant for each indicator (details are to be found in the Project Life File under the
Technical document for Component 1).
The indicator of economic importance was obtained from the gross value of production, 10.
average yield per hectare and the export value of the primary production of the various main products
in Haiti. The accumulated value of these data was further analysed resulting in the following ranking of
the first ten products in Haiti: Cacao, Banana, Mangoes, Onions, Leeks, Beans, Coffee, Corn, Rice,
and Yams.
The indicator of social importance was obtained from the percentage of consumption of the 11.
main basic basket sectors in order to obtain 1,979 Kcal per person in Haiti and the value of producer
losses due to the technological gaps. The accumulated value of these data was further analysed
resulting in the following ranking of the first ten products in Haiti: Onions, Rice, Banana, Corn,
Peanuts, Yams, Green peppers, Potatoes, Yucca, Sugar Cane.
The indicator on the importance of the technological gap was based on values obtained from 12.
two calculated factors: the difference in the performance of Haiti production, compared to the average
returns in other Caribbean countries using the average yield (kg/ha) of the main primary production
crops; and the difference in performance of Haiti production compared to the average performance of
the best country in the Caribbean with average yield in kg/ha. The accumulated value of these data
was further analysed resulting in another set of crop ranking.
Using a matrix system prioritized crops as per each indicator type were overlapped and the 13.
final prioritization undertaken. Related crops were then grouped resulting in the following priority
research projects:
Applied Vegetable Research Project (onion, tomato, pepper)
Project of Applied Research of Musaceae (banana, plantain)
Project of Applied Research of Tubers (yam, yucca, potatoes)
The Rice project – not merged with cereals due to its cultivation characteristics and needs
Applied Research Project of Agroforestry (mango, avocados, breadfruit, coconut trees and
others)
Applied Research Project on Agroforestry (coffee and cocoa)
Applied Research Project on Cereals (maize, sorghum)
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Legume Applied Research Project (ground nuts, beans, pigeon pea)
The agroforestry projects remain to be of great importance since these systems have in 14.
environmental conservation and climate change mitigation and adaptation aspects.
Once the research product (crop or group of crops) prioritization was completed, series of 15.
workshops were held for each product in order to identify the main problems (gaps) that limit
production, harvest and post-harvest within each region of the country. The gaps were mainly related
to the crop (genetic improvement: production quantity and quality, resistance to pests and diseases,
etc.) or production practices (plant protection, crop management, harvesting and post-harvesting
losses, generic and environmental factors, etc.). Accordingly, during the inclusive workshops the
problems or factors that limit the production, harvest and post-harvest of the prioritized products in the
various departments (North, North East and South) were identified.
Results of the workshops were consolidated in tables reflecting the classification of problems 16.
identified, possible technological solutions, recurrence of the constraint, volume and level of losses
and possible solutions to be resolved through research and / or technology transfer. These tables (to
be found in the Project Life File under the Technical document for Component 1) will act as the basis
for the proposed main 8 applied research projects to be funded by PITAG in Component 1.
The proposed agricultural applied research projects included the development of adaptive new 17.
agricultural technologies and techniques that support increased productivity and resilience of
production systems to risks (climate change, pests and diseases, loss of fertility/erosion, water
management and irrigation, reduced labor costs and postharvest losses, markets, etc.).All research
projects will be expected to include gender and climate change considerations and foster adaptation
and mitigation measures.
Seven additional smaller projects will also be funded by PITAG. These will be demand-driven 18.
and their themes will be based on needs arising from the field. Field technicians working for
component 1, will be continuously monitor the agricultural productive sector and the farmers benefiting
from Component 2 of PITAG to identify emerging problems that would require adaptive research to be
resolved. These research projects will be further selected through a similar prioritization exercise as
the first major projects.
The funding of all research projects will follow a competitive process based on bidding by 19.
interested entities (expected to be a consortium of international and national institutions) and the
selection of the various proposals will be undertaken a panel composed of Ministry staff and external
experts (faculty members from Haiti and abroad). The detailed implementation arrangements for
Component 1 of PITAG are discussed is Appendix 5 and in Appendix 11 (PIM). It is expected that
expression of interest for research proposals will come from consortia that include international
research institutions (CIAT, CIRAD, CIP, EMBRAPA, CATIE, etc.), national or/and international
universities, national research centers, NGOs and farmer or producer organizations.
It is important to note that the process for identifying potential research institutions, the call for 20.
proposal and the development of the research proposals (based on field observations and need) will
be undertaken during the first 18 months of the project and the research implementation starting in the
middle of year 2. The research projects are expected to last 3 years and hence end during 4.5 years
into the programme (refer to PIM). Component 2 and through the incentive programme will be
distributing technological packages that are improved versions of packages proven effective in PTTA
implementation. Component 2 will hence not be dependent on the research results of Component 1 to
initiate activities. Whenever new technological packages resulting from applied research are ready,
they will be incorporated and within the incentive programme of Component 2 and provided to farmers.
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C. Strengthening of the higher education curriculum
Component 1 will also be responsible for strengthening higher education curriculum in support 21.
of enhanced applied and adaptive research and technology transfer capabilities in Haiti. This will be
done mainly through funding activities that are part of or support the applied research projects. These
include providing scholarships for masters (MSc) and doctorates (PhD) degrees, and supporting post-
doctorate activities such as participating in scientific events or subscribing to scientific databases.
Research projects supported through this component will be required to include in their 22.
proposals trainings that will be offered to officials and technicians of the entities involved in the
technical management of DI- MARNDR and to field technicians of PITAG, as well as to those involved
in providing technical advice and supervision of farmers, beneficiaries of the programme. This will also
involve training in the use of instruments and tools for data evaluation or the dissemination of technical
packages. In addition, students in faculties of agriculture, natural resources management and
agricultural engineering of national universities would be supported to do their theses or graduation
projects on topics included in the applied research projects. The training programs and manuals
developed and applied within these research projects would help promote the curricula of the faculties
of agriculture in the country.
D. The institutional strengthening of the MARNDR Innovation Directorate (ID)
Component 1 will also strengthen the ID-MARNDR through: (a) technical and scientific 23.
support; (b) Diagnosing the capacity of existing laboratories to determine the equipment and inputs
needed to support applications from applied research projects; (c) provision of materials and
equipment (mainly for laboratories) but also through vehicles; (d) strengthening the technical and
scientific capabilities and profile of its professional staff; (e) establishment of an information system on
innovation.
E. Establishment and running of Farmers Field Schools (FFS)
Through its implementation of applied research within PITAG, ID-MARNDR is aiming at 24.
ensuring that research products are put in the hands of local technicians, farmer leaders and
professionals in the country. Accordingly, PITAG will be testing and applying various approaches and
mechanisms for sustainable transfer of the most appropriate and efficient technologies and knowledge
to farmers. Component 1 will be testing for that purpose the FFS approach which is a participatory
approach that is based on the principles of adult education and experiential learning, and which allows
farmers to become researchers in their own field enhancing their analytical capacity. The approach is
also an important entry point for the close interaction between researchers, extension agents and the
farmers in the field.
25. The use of the FFS (Champs Ecoles Paysans - CEP) approach in Haiti is not new and it was
initiated just after the January 2010 earthquake. It emerged as one of the responses to the pressure
that was put on natural resources in rural areas caused by the flow of people fleeing the capital to
ensure food availability. Currently, it is being implemented in at least five geographical departments of
the country through projects funded by the Global Environment Facility, Spanish Cooperation, USAID,
the World Bank (WB) and the European Union, and implemented by FAO, MARNDR, and other
international NGOs such as Alternative Development Incorporation (DAI) and Alliance Agricole
Internationale (AAI). It is still being implemented through the RESEPAG II project funded by the WB
with intervention in the South and the Center- Artibonite, to support the adoption of new technologies
since several reports from the agricultural incentive projects implemented by MARNDR and/or its
partners have shown that the technical packages promoted are not always applied, even with the
provision of technical assistance. A detailed FAO assessment study was completed in 2015 on the
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effectiveness of the FFS in Haiti (http://www.fao.org/3/a-au993f.pdf). The FFS approach is being
In presently used together with the agricultural incentive programs as the case of RESEPAG II project.
2015 and through RESEPAG II, prepared as a user guide MARNRD has a FFS operational manual
(http://agriculture.gouv.ht/view/01/IMG/pdf/resepag_2-manuel_d_operation_cep-version_finale.pdf).
26. During the initial phases of PITAG, the FFS will be implemented using the technological
packages promoted through the incentive (voucher) programme in component 2 as an entry point to
the curriculum development (such as Agroforestry-mixed gardens/fruit trees or vegetables). New
research results arising from Component 1 during PITAG implementation will progressively provide
input for the technology menus promoted through Component 2 and some will be further tested in
FFS.
27. The project will finance farmers field schools (FFS) on a pilot basis in the municipalities where
IFAD is active in the South Department. At an initial stage 40 FFS will be established during the first 2
years and the expansion to at least 100 FFS by the end of the programme will be undertaken, based
on the results achieved and evaluated at mid-term evaluation. The FFS approach is already
implemented by several donor-funded projects in Haiti and it has the advantage of being highly
effective in building social coherence and trust among farmers thus enhancing their resilience to
external shocks including climate change. The approach would also allow for better targeting of
women and youth within the programme activities, establishing mechanisms for their participation in
mixed or separate field schools. The FFS will be based on a curriculum that will be applied over a
season-long duration, and that would be developed jointly by researchers working within Component 1
together with extension agents and FFS experts. The curriculum will cover the whole growing season
based on the phenological stages of the crop and modules will be implemented through sessions
where the same farmers regularly meet. The FFS will include Agro-ecosystem analysis (AESA)
sessions that are undertaken on a regular basis by farmers in their experimental field, which will
further support their environmental and ecological awareness. The project will also ensure that the
FFS curriculum will include specific modules on nutrition and dietary diversification, as well as on other
special areas that would be identified by the farmers during the implementation process of the
programme.
28. It is expected that around 20-25 persons will be trained as FFS facilitators through Master
Trainers (who are already available in Haiti, trained mainly through FAO). These are expected to be
extension agents, regional staff of MARNDR or staff of national or local NGOs, and it is expected that
at least 40% would be women and all should be local residents of the target areas. The first part of the
training will be for 2 weeks and will include topics on FFS principles and facilitation skills, technical
skills of the selected packages within the FFS, field work in agro-ecosystem analysis as well as
practical field training, training on household (HH) methodology principles and techniques that allows
them to be more sensitive to the needs and constraints of women and youth, and on family nutritional
and dietary aspects. This training will be followed by the development of FFS curriculum which will be
jointly developed by the researchers, trainees, FFS master facilitators and other specialists to ensure
the that sound technical information is presented in an integrated way in line with the FFS
methodology. The detailed material and equipment needs of each session (including needs for the
field experimentation) will also be identified. The FFS curriculum will be prepared in the local
language.
29. Since the facilitators would not be trained over a whole season, they may be faced with
specific difficulties (technical or managerial/facilitation issues) that may arise in the field when working
with farmers in the FFS. Accordingly, they would be requiring further support and the master facilitators
would be expected to continue coaching the facilitators in running their FFS during the first season or
year to ensure the quality of the facilitation and training. This will be done through regular visits to the
FFS by the master facilitators during the season as well as through the organisation of a refresher
course during the middle of the season for all facilitators during which besides refreshing the technical
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aspects, the problems and issues faced in the field are discussed and resolved. At the end of the
season all facilitators as well as some farmers, members of the FFSs will join another refresher course
which besides, refreshing the technical and facilitation skills of participants, would allow for a joint
revision and enhancement of the curriculum based on the experiences in the field. Coaching of the
facilitators in the second year will only be done, if seen necessary.
The FFS activities will be implemented with the support of a service provider, among several 30.
national or international NGOs with experience in this approach in Haiti. The selection process will be
on a competitive basis with the procurement procedures similar to the recruitment of all other service
providers within PITAG. The service provider will be supervised by the ID-MARNDR. FAO, as a
reference institution on the FFS approach and as the organization who has mainly trained the FFS-
Master trainers available in Haiti, may be called upon for special technical assistance and support
within the implementation.
II. Component 2: Promotion of sustainable agricultural technologies
This component will finance the adoption of profitable, climate smart, and sustainable 31.
agricultural technologies that will improve farm profitability, generate positive environmental
externalities, and facilitate the mitigation of and adaptation to climate change. The component will be
implemented through the agricultural incentives programme conducted by the MARNDR and which
has been successfully implemented in other development programmes and for which clear guidelines
and implementation procedures have been developed (refer to Appendix 11 PIM).
The programme is demand-driven. To become a beneficiary, interested farmers will participate 32.
in a series of awareness campaigns that will be organized to match demand and supply for the various
technological packages. To ensure that all segments of society are given equal opportunity to
participate, the programme will actively reach out to the poorest farmers and to those who do not
belong to existing networks, groups or organization. In addition, a system of quotas will be put into
place to ensure that 50 per cent of the technological packages are reserved for women, and 20 per
cent for youth. The component will cover 90% of the costs of the technologies through a matching
grant, and farmers will cover, in cash, the remaining 10%. The maximum amount of subsidy will
depend on the specific technology chosen by farmers and will range between US$400 and US$2,000.
Given the damages experienced by farmers in the areas affected by Hurricane Matthew, in the South
and Grand Anse Departments, the component will finance the total cost of the technologies.
Accordingly, in the IFAD targeted area (the South Department), farmers will be expected to contribute
mainly in-kind rather than in cash.
The implementation of this component will be mainly through operational service providers 33.
who will be selected on a competitive basis and are commonly a consortium of international and
national/local institutions and NGOs. They would be responsible for the following activities:
a. sensitization of farmers about the programme and the packages;
b. registration of farmers;
c. validation and confirmation of the information provided on their land size;
d. provision of farmers with vouchers that will allow them to receive material and technical
support from input providers (for seed, planting material, agro-chemicals, equipment and
machinery, etc.);
e. register the beneficiary farmers and their lands within a GPS system;
f. register the input providers ensuring that they have sufficient quantities of needed inputs;
g. control the quality and prices of the inputs provided by these providers;
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h. train the farmers on agricultural production for the technology packages provided;
i. provide the needed information and feedback on the progress of the programme to the
PEU of PITAG at MARNDR, in close collaboration with the DDA and BAC in their targeted
areas of their intervention.
Based on the lessons learnt in the PTTA project, this component has been further enhanced to 34.
include an information system for programme implementation that will allow for better registration and
recognition systems of farmers. This component will also provide additional technical assistance in
support to farmers, which was limited in PTTA and hence resulted in limited adoption. This TA will
provide support the coaching of farmers further on how to choose the technologies, and in
implementing them in the field, as well as additional strategic support to farmers on farm management
and commercialization practices. Technical assistance will also be provided for input suppliers of the
programme for enhanced quality of inputs delivered with training that focuses mainly on quality control
and environmental management.
A. Selection process of the technological packages in Component 2
It is important to note that the menu of the technological package identified in this report is 35.
expected to be updated regularly, based on the response from farmers and extension agents from the
field (including through the FFS) and as a result of the development of new research results provided
by Component 1.
As for Component 1, the selection of the preliminary menu of technology packages to be 36.
included in component 2 has been done through a thorough prioritization exercise. This was based on
a detailed study that assessed the agro-ecological and production characteristics of the PITAG
intervention areas, the relative importance of the different crops (annuals and perennials), and their
socio-economic relevance and their environmental sustainability (see in Project Life File under the
Technical document for Component 2). The study also assessed the technology packages developed
and promoted earlier through PTTA, the results of their adoption, their costs, the demand and supply
of these packages, and the constraints faced in their dissemination through PTTA. Experience of the
IDB-financed Natural Disaster Mitigation Program (PMDN), which promoted forest trees, cashew nut
and forage crops (mainly Napier grass) and their adoption was also taken into consideration.
Based on PTTA assessment studies, the adoption and impact of perennial crops including 37.
cocoa, coffee and the agroforestry garden package or "Creole gardens” was higher than that of annual
crops which included mainly rice an various vegetables. The main conclusions of the assessments of
the adequacy and impact of the subsidies granted indicated that overall, the subsidies provided by the
PTTA for these annual crops made it possible to alleviate punctually the problems of cash flow of the
farmers but neither the increases in yield were significant nor the generated incomes were sufficient to
result in sustainable investments in these crops. The impact on productivity and adoption was also
limited because the technical support to farmers was not sufficient and the technological packages
proposed did not take into consideration the farmer’s local conditions including difficulties encountered
in accessing water and labour.
On the other hand, the perennial crop packages of PTTA included coffee (new plantation and 38.
tree regeneration), cocoa (new plantation and tree regeneration) and agroforestry garden package or
"Creole garden". In reality, however, and despite the dominance of one crop in these packages,
several elements in these packages overlap. Especially for the creole garden package, the content
could vary according to the farmer’s needs, type of soil and the agro-ecology. Accordingly, all
perennial packages included in varying proportions, fruit and forest seedlings as cover crops, and
crops such as yam, banana or pineapple seedlings as crops for the lower canopy of the agroforestry
production system.
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The decision of farmers to replant cocoa or coffee in PTTA was stimulated by three major 39.
factors: 1) the increasing prices in the local and international markets; 2) increasing cost and scarcity
of hired labour forcing farmers to move away from the labour demanding annual food crops; 3) the
aging agricultural population, encouraging farmers to switch to extensive crops that can provide a
satisfactory level of income with a smaller investment in family work.
As per the assessment of PTTA by 2016, a total of 23,214 farmers had received subsidies for 40.
the establishment of perennial crops on an area of 10,000 hectares in 16 communes, which
represents 74% of the total number of subsidies awarded. The percentage of women beneficiaries
was 40%, indicating a clear interest of women for the perennial cropping systems. The average area
planted per farmer was around 0.4 ha.
PITAG has accordingly opted to work on technological packages for perennial crops only 41.
(including woody and non-woody perennials) which would have the multiple benefits of high demand
by the farmers, especially women, reduced production labour costs required with an ageing rural
population, and support to the enhanced soil and water conservation. However, further analysis of the
constraints and limitations faced during the implementation of PTTA was undertaken to further
enhance the initial technological packages to be selected for component 2 for the first year and
enhance the effectiveness of PITAG implementation. Taken into consideration the observed
constraints faced by farmers in terms of the availability of irrigation water and especially labour, PITAG
included also technological packages for agricultural equipment in support to irrigation of certain crops
and reduce labour needs and cost. The selection of these packages were based on the assessed the
status of use of agricultural mechanization in the project area, the availability of suppliers, and the
cost-benefit analysis (see in Project Life File under the Technical document for Component 2).
B. Constraints faced by PTTA and lessons learnt
Among the most important technical constraints faced in PTTA were the following: 42.
a. Coffee pests: Coffee production in Haiti is seriously affected by a multitude of pests
including rust, root rot diseases, bark beetles, and nematodes, that jeopardize the
productivity of coffee trees in the short or medium term. Serious losses are especially
encountered when plantations use seedlings infected already in the nurseries. Effective
control measures within the Haitian context are difficult to implement since they are too
costly, labour intensive, should be applied on a planting area beyond individual farmers,
would require specialized operators (for pruning or pesticide application), and should be
replicated annually. Besides, recent studies on the impact of climate change in Haiti
indicated that higher temperatures will strongly affect coffee productivity in lowland areas
(CIAT, 2014). Coffee was accordingly dropped from the packages of PITAG and was
replaced by cocoa, which is less risky in areas of low and medium altitude.
b. Poor quality of yam and banana plants: Assessments indicated that Income generated
from these two crops in the agroforestry systems was as important, if not more important,
than that of coffee or cocoa. However, PTTA had difficulties ensuring a supply of healthy
plants and varieties that are adapted to the different micro-environments of its target
areas. Banana seedlings provided were commonly infested with nematode and weevils
and the suppliers did not know how to treat these pests to provide healthy seedlings. This
resulted in significant losses in productivity and reduced survival of banana plants in
farmers’ fields. Besides, banana varieties provided by suppliers to PTTA beneficiaries
were mainly produced in lowlands, with bananas grown in the open field, available in
larger quantities and usually at lower prices. However, these varieties are not always
suitable and adapted for situations where bananas are grown in under tree cover in
agroforestry systems. As for yam, seedlings were supplied as mini-fragments ("minisetts")
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which allowed for cost saving and ease of transport. However, their recovery rate has
been low and in some cases farmers, had doubts that these small fragments would grow
and did not even bother to plant them. While planting yam using mini-fragments is a valid
technique, it may not be sufficiently effective if plants are subjected to stress situations at
the beginning of their growth, since low plant reserves in the small “minisetts” may not
sufficient to ensure plant survival. The size of the “minisetts” varies with varieties, and in
regions of Haiti where this technique has spread, fragments two to three times larger than
those provided by PTTA were used. Besides, in some areas suppliers have delivered the
plants either too early or too late in the season.
In general, PTTA had problems with input suppliers in terms of the adaptability of
delivered varieties, the quality of seedlings, and the delivery time to farmers. Accordingly,
a more detailed assessment of the varieties to be used for the different target communes
and the potential list of suppliers and their capacities were undertaken in preparation of
PITAG. Besides, additional training funds are allocated by PITAG to ensure that the input
suppliers abide by the required quality standards for seedlings and pesticides (document
provided) and that they deliver the needed quantities on time.
c. Absence of research structures limiting technological options to be scaled up: Apart from
some isolated initiatives within projects mainly run by NGOs or the efforts of farmers to
innovate, there has been no organized research on tree crops including fruit trees,
forestry, coffee or cocoa for the past 25 years in Haiti. Examples of such innovations by
farmers include the direct seeding and forest tree management techniques developed for
the production of charcoal wood and the selection of rust-tolerant material for coffee and
anthracnose-tolerance for cashew nuts. Due to the above mentioned problems, the short
implementation period and in the absence of organized applied research, PTTA was
unable to exhibit to farmers the comparative advantage and impact of using new varieties
(with pest and diseases tolerance, higher yields, adapted to market needs, or to local
conditions, etc.) or high quality seedlings. PITAG accordingly, is implementing in
component 1 adapted research activities that will feed into the enhancement of the
technological packages provided in component 2 during the implementation of the
programme.
C. Suggested varieties and input providers for agroforestry and perennial
crop packages
Specifically for the department of the South, activities carried out by a local NGO ORE 43.
(Organization for the rehabilitation of the environment) over the period 1985-2000 in support of fruit
production have made it possible both to introduce new adapted and profitable varieties and to
improve the know-how of a large group of farmers and technicians who were trained in grafting
techniques for young trees and over-grafting for mature trees. For avocadoes and especially
mangoes, such late varieties as Choquette, Lula and Zilate ("Zill Late"), allow to sell fruit in off-season,
when prices are 2-3 times higher than during the peak season. A significant number of master-
grafters, who are members of associations that have already served as input suppliers within the
PMDN (IDB-financed Programme de Mitigation des Désastres Naturels) are now available.
Banana suckers of the variety FHIA 21, that is resistant to Black Sigatoka disease and 44.
appreciated for the preparation of fries, are also available through the NGO ORE. Since this variety
however, has higher water requirements, it is particularly suitable for areas of wet or irrigated plains,
lowlands or low humid mountains (such as Camp-Perrin, Grande-Rivière, Borgne…). Besides, the
introduction of the PIF seedling reproduction technique (macro-propagation using plantlets from stem
fragments), will allow for the quick multiplication and area expansion of banana varieties that are
adapted, resistant to pests and have profitable markets.
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For cocoa, two successive USAID projects in the North have resulted in the selection of highly 45.
productive clones of local cocoa varieties and the establishment of collections for supply of grafts. The
company Haitika in the commune of Camp-Perrin, in the South, conducted a similar work in
collaboration with CIRAD.
In summary, Table 1 provides the type of planting material that can be considered for inclusion 46.
in PITAG packages, suitable areas and potential suppliers. The table below includes varieties that are
either tolerant to pests and diseases commonly encountered in Haiti or varieties that produce of off-
season thus offering higher incomes on their markets.
At the operational level, and to avoid problems and constraints observed in PTTA, PITAG has 47.
included into its implementation activities that improve the capacity of a number of potential input
suppliers to offer higher quality planting material of more adapted varieties, as well as other inputs
including pesticides and the related services. This will be done by better selecting the input suppliers,
enhancing their skills in the field through training, and ensuring that they abide by the prepared
document on the quality standards of agricultural inputs (reference in Appendix 13: the Project Life
File) with the participation of the various services of MARNDR.
Table 1. Summary of some of type of planting material to be considered in PITAG packages and potential
suppliers for the South department.
Type of crop Potential suppliers identified Contact
Banana variety: FHIA 21 Organisation pour la Réhabilitation
de l’Environnement (ORE) Eliassaint Magloire: 3792-1718
Avocadoes varieties :
Choquette, Lula ORE
Association des techniciens
agricoles de Camp-Perrin M. Aurélien: 3767-1227
Mango: variety Zilate (grafts
and grafted seedlings)
ORE
Agri-Smart
Cocoa grafted Haïtika Jean Chesnel Jean: 3662-2904
Coconut resistant to Lethal
yellows disease
ORE
Ferme de Lévy J.R. Saintus: 3485-1222
D. Selected technological packages of perennial crops
PITAG technological packages will incorporate more expensive planting material (relative to 48.
PTTA), that however are more likely to provide higher and more stable incomes over time and which,
through grafting, can at the same time reduce the time of entry into production. This will be done by
integrating off-season fruit varieties, grafted fruit seedlings and disease-tolerant varieties. Moreover,
these technological perennial packages will allow a better coverage of the soil thus participating in its
conservation over time.
Suppliers of planting material do not always have sufficient capabilities and know-how to 49.
provide sufficient and good quality seedlings. Part of the seedlings distributed will have to be produced
under contract with such specialized suppliers as NGOs, private firms importing or producing
seedlings, large farms. The program will therefore have to distribute both seedlings produced by
traditional local suppliers, similar to the arrangements made during PTTA, and improved material from
specialized producers/ importers. Part of the seedlings may also be imported from the Dominican
Republic (avocado Semil 34, coconut tolerant yellowing, mango Keitt). Potential suppliers have been
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identified for this purpose (including ORE, and Agricorp in the South).Taking into account the low
capacity of the suppliers and the likelihood of low availability of grafted or disease-resistant material,
perennial tree packages also include seeds for direct sowing where grafted material is not sufficiently
available.
PITAG will be providing a maximum amount of subsidy per farmer of US$1,200 which covers 50.
the cost of ploughing, planting, planting material and its transportation to the farm. Other costs will
remain the responsibility of the farmer. The packages provided includes subsidies for land preparation
and transportation of seedlings from the place of delivery to the beneficiary's plot. The costs of each of
the technological packages and the revenues generated were calculated and analysed in the detailed
study undertaken in preparation of PITAG.
Though the quantities of seedlings of improved varieties introduced by the program will remain 51.
relatively small for an impact, it is foreseen that established gardens and fields from planting the
packages will act as pilot sites demonstrating the effectiveness of these new varieties with the
expectation that this will lead to future expansion and adoption by other farmers. This is based on the
experience observed for the expansion of the "forage" package distributed by the PMDN in the South
Department.
The following are the selected types of technological perennial crop packages: 52.
"Creole garden" package: Creole gardens can incorporate the following crops in varying
proportions depending on the local agro-ecological conditions of the farm and the choice of
the farmer: avocado, coconut, mango, cashew, timber, yam, banana, pineapple. In humid
lowland areas, up to 10-20 suckers/seedlings of banana (FHIA variety) per recipient may be
included in the package, depending on availability. Grafted fruit tree seedlings would be
included if the parcel to be planted is in a location not exposed to potential cattle raiding.
Packages provided to female-headed households could include such crops as mirliton
(chayote or pear squash) in wetlands in the South or moringa trees due to their high nutritional
and medicinal qualities.
The estimated gross value added for the creole garden package is US $ 1,375 per half
hectare from the seventh year of production ($ 2,750 / ha).
Fruit tree package with hedge: This package is intended mainly for the Northern departments
(not part of IFAD target areas) but may also be considered in packages for communities in the
South where the annual rainfall of 1300-1600 mm and where soils are fertile and deep and
where there already a business of fruit production for local or regional markets (including
areas of Torbeck and Chantale). The production parcels to be planted should be around
residential areas that are easier to protect from livestock invasion in the dry season. To avoid
the tampering of livestock in the orchards to graze leaves of fruit trees in the dry season,
PITAG will finance the installation or support of hedges to protect the fruit tree seedlings. The
cost of installing prickly hedgerows for fences (candelabra hedge, Euphorbia lactea) is
estimated at US $ 100 per half hectare based on prices recorded in 2014.
The package includes 50-75 fruit trees per half hectare, the density varying according to the
fruit tree species chosen by the farmer. The same package could include different varieties of
avocado and mangoes, in support to expanded production and income, reducing risks due to
water deficits or severe winds that could affect yields of a specific variety at a particular
moment. For mangoes, the commercial varieties to be considered are the local varieties:
Baptiste, Francique, Jean-Marie, Fil Blanc and the improved late varieties Zilate and Keitt.
Avocado varieties would include grafted seedlings of improved varieties Lula or Choquette
which produce off-season and some seedlings of local varieties produced from seeds. The
package may also include improved coconut varieties. To generate returns until the fruit trees
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start producing, the package will include also banana suckers of the varieties Pauban and
Loup-Garou.
The estimated gross value added calculated for the fruit tree package is US $ 1,550 per half
hectare (US $3,100/ha) from the sixth year of production.
Creole garden-Cocoa package: This includes grafted and non-grafted cocoa seedlings, cover
trees (grafted or non-grafted fruit trees and forest trees), banana, yam and pineapple.
Depending on local availability of grafted seedlings, between 50 and 100 grafted cocoa
seedlings per beneficiary may be provided. It is assumed that the cocoa seedlings will be
planted in field plots that are already partially planted with woody trees or shrubs.
The estimated gross value added at the end of the fifth year is $ 1,450 for 0.5 ha ($ 2,900 /
ha).
Energy forest package: This package would be provided for planting in less fertile soils or drier
hillsides in several municipalities where food crop production is risky with low yields. This
package has been in strong demand within PMDN since it offered a guaranteed income even
in the drier years. This package is expected to improve the plant cover and soil conservation.
It includes seedlings of fast-growing species that produce post-harvest suckers such as
Catalpa longissima, Guaiacum sanctum or Cedrela odorata which are native to Haiti (John
MacLaughlin, Woody and Herbaceous Plants Native to Haiti, undated). These woodlots can
generate income through cutting for timber (carbon balance positive) or for coal (carbon
neutral balance since the equivalent of carbon released during the combustion of coal will be
captured through rapid growth of these species). The package includes species that generate
income through cutting after 3 years, and whose stump rejects are exploited afterwards with
rotations of 2 years. This period can be extended to 10 years for timber, which will then be
considered by farmers as savings that can be mobilized when in need of cash. However, it is
important to note that this package will not be implemented unless, based on research results
from component 1, it is shown that there is no risk that the proposed species would not be
invasive to the nearby natural park.
The gross value added for this package is estimated at $ 350 per half hectare for coal
production three years after planting ($ 700/ha).
Fodder package: This package has a good potential in the South department where Napier
grass has become a good cash crop (since promoted mainly through PMDN). Napier is a crop
less sensitive to water deficits than the food crops currently cultivated, it allows a good ground
cover thus participating in soil conservation and it is a perennial grass that is sold standing
with cutting intervals of 4 to 6 months depending on the fertility of the soil. PMDN has funded
the planting of 120 hectares of Napier grass for more than 300 farmers but there is still a very
large demand for this package in the area.
The first harvest (cut) of Napier grass is 6 months after planting. With two cuts per year, the
gross value added is $ 325 per year for half a hectare ($ 650/ha).
The list of potential suppliers for the packages are found in Annex 2 of Appendix 5 53.
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Table 2. Costs of technological packages and gross value added
Technological package Cost based on PTTA (for 1/2 ha) Gross value added /ha (USD)
Créole gardens 790 2,750
Créole garden- Cocoa 815 2,900
Fruit tree plot with hedge 508 3,100
Energy forest package 415 700
Forages (Napier grass) 470 650
E. Current situation of use of agricultural equipment in the project area
Despite the incomplete data available from the general agricultural census on the use of 54.
agricultural equipment and machinery, it is clear that the use of agricultural tools in Haiti, besides
manual tillage tools, is extremely low. Less than 1% of all farmers use pumps for irrigation and less
than 2% of farmers have access to sprayers. The percentage of famers owning such tools is much
lower since most users of these equipment usually rent them.
Specifically in the South Region and in the plains of Cayes and Cavaillon, ploughing using 55.
animal traction is old and widespread and the region benefits from highly equipped plough
manufacturing and repair workshops. The provision of plowing services to available tractors was
mainly delivered through the "Development of the cereal sector in the Cayes Valley" project, financed
by the Taiwanese cooperation (and was completed around the end of 2016) and it covered the
municipality of Torbeck and its surroundings to the west providing the services of four tractors to meet
the demand of farmers.
The water table that is useful for irrigation is between 30 and 175 feet, but pumping is rarely 56.
practiced in the plain of Les Cayes. However, some farmers use water pumps along the banks of the
Cavaillon River.
F. Suppliers of mechanized equipment at the national market
For the country as a whole, there are around twenty suppliers of mechanized agricultural 57.
equipment. These companies and artisanal workshops are listed in the table below. Among the most
important, three of them are based in Port-au-Prince and have no subsidiaries in the provinces: the
houses Charles Féquière, Automeca and Murat Excellent. The Agrotechnique firm has the most
important national network of on-farm equipment sales through a dozen of its Agro-Service branches.
Artisanal workshops exist in the Plaine des Cayes (Laborde), at Hinche especially serving the 58.
Central Plateau and Cap-Haitien. The best equipped workshops for the manufacture of ploughs are
that of Bellony Blanc in Laborde, run by artisans trained and equipped through the Ateliers - École de
Camp-Perrin (AECP), and that of GRADES in Cap-Haïtien. In Laborde in the plain of Les Cayes, there
is another artisan trained by the AECP, producing moulds used for the manual digging of wells. The
GRADES manufactures besides ploughs, harrows, cassava processing equipment, sugarcane mills
with spare parts. The Hinche Intermediate Development School (EMDH), a training center under the
Ministry of Agriculture, also manufactures various types of cultivation and processing equipment.
AECP and GRADES also provide training for equipment users and the Taiwan Mission in the 59.
Artibonite has in the past organized training sessions on the management and maintenance of tillers.
The names of the suppliers of agricultural equipment, their location of manufacturing or sales, 60.
the services they provide and their contacts are to be found in Annex 4 Appendix 5. Details on the
characteristics of material manufactured and the prices are available in the detailed study undertaken
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in preparation of PITAG (see Appendix 13 on the Project Life File, Technical Document on Component
2).
G. Technological packages of agricultural equipment
a. Motor pumps: These would be provided mainly for use along the banks of permanent
watercourses and areas where groundwater is shallow and could be used in the plains of Les
Cayes and Cavaillons. The pumping of surface water, particularly on the Cavaillon River, is
already practiced by a few individuals and could be extended for growing vegetables between
November and April and to bananas. The objectives of providing motor pumps is reducing
climatic and economic risks, securing income and cash flow for farmers as well as increasing
yield and farm income through improved water supply of crops, more efficient use of inputs
and enhancing the opportunities to produce off-season crops benefiting from higher prices at
the markets. Motor pumps can also be rented to neighboring farmers. Training in irrigation
techniques and pump maintenance would be needed for a good use of the investment and
would be provided by PITAG. This training could be undertaken by available equipment
vendors (Jaden Lakay, Agrotechnical, Agro Pam) or consulting firms (eg AgroExpert Group).
b. Animal traction: This could be used for all crops in rainfed and irrigated conditions and will
target beneficiaries in the plains of Cayes and Cavaillons. Under rainfed conditions, the plough
performs deeper tillage than hand tools hence improving the infiltration capacity of rainwater,
allowing better rooting of crops, and supporting weed control, all factors that would increase
soil and labour productivity. Besides, under both rainfed and irrigated conditions, the use of
ploughs allows for reduced soil preparation time providing for a better alignment of the crop
cycle with the availability of water and hence higher yields. Ploughing with animal traction will
also reduce production costs and better cope with the lack of manpower during peak
agricultural work. The life cycle of ploughs is 15 years and that of the draft oxen is 5 years.
Where there is no mortality, the oxen could be then sold to butcheries at the purchase price
after 5 years. The traction plough would plough one hectare in seven days and within the land
preparation season of 3 months, it can plough approximately 10 hectares. However, because
of the small farm areas in Haiti, the owner must generally rent the tool to other farmers to
make the investment profitable. Beneficiaries of this animal traction tool would need technical
assistance including through oxen training and on-the-job training of operators. The only
service operator equipped and qualified for this type of assistance is the Research and Action
Group for Economic and Social Development (GRADES), based in the suburbs of Cap-
Haïtien.
c. Threshers, drying and storage equipment: These are mainly equipment supporting annual
crops that are often grown in association with agroforestry and are of direct support to the
livelihood of farmers including maize, rice, beans, sorghum, corn, and peanuts. The
acquisition of such equipment and especially drying equipment and storage silos are
investments whose depreciation period is long and which have real added value for farms. In
fact, this investment makes it possible to store agricultural production in good conditions, thus
reduces postharvest losses and allows for better sales prices, thus improving the creation of
wealth for the farm. Storage techniques using silos are not known to farmers in the target
areas and hence farmers would need qualified and close supervision to reduce losses during
storage.
d. Costs: For the equipment packages, it is expected that the counterpart contribution by the
beneficiaries will be up to 15% of the value of the proposed equipment.
Table 3 below indicates the estimated cost of the proposed equipment in the packages:
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Table 3. Proposed type of equipment in the agricultural equipment packages, their cost and
expected counterpart contribution by the beneficiaries
Equipment type Cost of equipment ($) Expected counterpart
contribution ($)
Animal and traction equipment 2,300 345
Threshers 480 72
Motor pumps and wells (cost
variable depending on the type of
equipment)
1,300 195
Drying and storage equipment 500 75
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Appendix 5: Institutional aspects and implementation arrangements
This Appendix describes the project management arrangements for the Agricultural and 1.
Agroforestry Technological Innovation Programme (PITAG) that that will be implemented over 5 years.
Implementation would be guided by the Project Implementation Manual (PIM) that details the role and
responsibilities of all actors and the implementation modalities of PITAG (see Appendix 11). The
Ministry of Agriculture, Natural Resources and Rural Development (MARNRD), will be the Executing
Agency (EA) of PITAG. The organizational set-up to be put in place is articulated around four levels of
responsibility:
Project Management (MARNDR);
The level of steering and consultation consisting of the Steering Committee and a consultation
mechanism at the departmental level;
Level of coordination and management of activities corresponding to the Project Execution
Unit (PEU);
Level of implementation of field activities by contractual service providers recruited by the
program with the support and supervision of the MARNDR (centralized and decentralized)
bodies.
I. Implementation arrangements
A. Project Steering Committee (CPP)
The CPP will be composed of is responsible for providing general guidance to the project and 2.
ensuring that its activities are implemented in compliance with the Government’s policies, approving
the annual work plans and budget, ensuring proper coordination with other development programmes
and providing broad oversight for project implementation.
Specifically, the CPP will have the following mandated responsibilities: 3.
Approve the operation manual;
Validate, before submission to the donors, any modification of the operations manual;
Provide overall guidance and overall monitoring of the implementation of project activities;
Ensure that the project schedule and budget are respected;
Approve, before submission to the donors, the Annual Project Implementation Plan and its
annual revisions that would be proposed by the PEU;
Validate, before submission to the Bank, all the technical and financial reports presented by
the PEU.
The nomination of the members of the Steering Committee will be finalized once the programme 4.
will be initiated, and they will include (but may not be limited to) the Director General of MARNDR (or
his nominee) as chair, the Unit of Studies and Programming (UEP) of MARNDR, the Departmental
Directorate of Agriculture (DDA) of MARNDR, and the Ministry of Economy and Finance (MEF), with
the IDB and IFAD as observers.
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B. Project Executing Unit (PEU)
The same Project Execution Unit (PEU) team that was established within the MARNDR for the 5.
PTTA/RESEPAG projects will be the same to manage PITAG both technically and administratively.
The PEU will ensure the overall management of PITAG and will be supported by the Procurement Unit
of MARNDR (UPMP).
PEU responsibilities. The PEU will be responsible for the overall implementation of the 6.
Program under the direct supervision of the MARNDR General Directorate and is composed of a
central implementation team and decentralized support teams in the field mainly through the
Departmental Antennas (DA) who will be assigned to the Departmental Directorates of Agriculture
(DDA) in the respective blocks and located within the DDA premise. The PEU will be technically
supported by the Innovation Directorate (ID) within the framework of the implementation of component
1 of PITAG, as well as by the procurement specialists from the MARNDR Procurement Unit and the
relevant DDAs. It is to note that to facilitate the implementation and monitoring of PITAG activities, the
targeted departments within the country have been grouped into 4 Blocs. The South Department,
which is where the activities of IFAD will be concentrated has been designated as Bloc 3.
The PEU will be responsible for the (i) the overall planning and coordination of the project, (ii) 7.
the launching and follow-up of tenders, (iii) the implementation of the of the project in accordance with
the methods defined in this operations manual , (iv)financial management of the project and (v) the
overall monitoring of the project. The Innovation Directorate (DI) will be responsible for the planning
and technical supervision of Component I (see Figure 1). The EU will be based in the premises of the
Ministry of Agriculture of Natural Resources and Rural Development (MARNDR) in Damien and will
have four (4) antennas in the departments selected for the project as per the Blocs (North, Northeast,
South and Great Cove).
In addition, the PEU will be responsible for hiring: 8.
Institutions who will be undertaking the research projects;
Operation service providers (OPS) who will be responsible for managing the agricultural
incentive programme, providing technical support to farmers and input suppliers benefiting
from component 2 and coordination activities with financial institutions engaged within
component 2;
Service providers managing the implementation of Farmers Field Schools;
Financial institution in charge of managing incentive funds and making payments to service
providers;
Consultants supporting in training;
A consultant for the technical auditing of agricultural incentives;
A consulting firm in charge of the final evaluation of PITAG;
A team of consultants in charge of the impact evaluation of PITAG;
A accounting firm in charge of the audit of PITAG;
Other consultants (where needed).
The detailed responsibilities of the PEU are described in the PIM (Appendix 11). 9.
PEU composition: At the central level, the PEU will be composed of the following members: a) 10.
one Programme Coordinator, b) one Senior Technical Advisor, c) an Administrative and Financial Unit,
d) one person responsible for monitoring and evaluation, e) one GIS specialist (geographic information
system); f) two IT specialists; and g) one specialist in environment. Besides, an additional targeting
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specialist will be working within the PEU and will be in charge of all targeting aspects (poverty, gender
and youth) and support in the communication activities of the project (initially on a part-time basis).
During the implementation of the project, and based on the needs, this expert may become a full-time
member of the PEU.
At the decentralized level in the field, the PEU will be supported by the assigned Department 11.
Antenna manager (DA) each with one assistant for each of the 4 PTIAG Blocs. These will be located
within their respective DDAs. The PEU will also be supported by the staff of the DDAs and BACs.
For the implementation of Component 1, the PEU will be supported by the Director of Innovation 12.
(ID) and his supporting staff which will include: 1 technical adviser, 1 monitoring officer, 3 supervisors
of research programs at the central level and 5 field technicians (at the decentralized level in the
different).
The exact composition of the PEU is detailed in the PIM (Appendix 11). 13.
Departmental Antenna (DA): The DA is the local persons responsible for coordination of the 14.
incentive programme (Component 2) within the department where he/she is allocated. The DA sits
within the premises of the Departmental Directorate of Agriculture (DDA), and controls the proper
functioning of the programme in the field. The AD is therefore responsible for the following:
proposing, if necessary, to the PEU adjustments to the Procedures Manual; a.
supporting the OPS particularly in the context of the visits of suppliers; b.
supporting any audit/internal or external control; c.
checking the quality of goods and services offered by suppliers; d.
controlling the implementation of the technical packages; e.
receiving complaints and forwarding them to PEU; f.
periodically submitting to PEU monitoring reports. g.
C. Directions départementales agricoles (DDAs) and Bueaux agricoles
communaux (BACs)
The Departmental Directorates of Agriculture (DDA) are the decentralized services of MARNDR 15.
in the departments. As such, they are both the representative of the MARNDR and the PEU. Their
mandate is therefore broad, from the dissemination of standards and legislative acts to planning,
technical support, information gathering, participation in the monitoring and evaluation of interventions.
Given their limited resources, DDAs of the North, Northeast, Artibonite, South and Grande Anse
departments will be strengthened. The main responsibilities of the DDAs are the following:
As local representatives of MARNDR, their mission is: 16.
To control, support and supervise the activities of the Service Providers Operators;
To participate in the monitoring and evaluation system.
As a decentralised department of the MARNRD, they will be called upon to carry out certain 17.
activities planned under the project:
locally adapt the manual of procedures and the technical standards of the incentives
programme (components 2);
participate in the establishment of the register of producers and service and input suppliers,
and validate the registers;
approve the list of approved suppliers;
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accompany the Operations Service Provider (OPS) in the verification process for the
technical package co-financing mechanism;
carry out the control/verification of the services provided with the grants delivered through
the incentive mechanism (with the support of the OPS).
The BACs (Communal Agricultural Offices) are in principle distributed throughout the 18.
municipalities. Their general mandate is to ensure, at the local level the training of farmers and their
organizations, provision of technical support to farmers in production and marketing, collection of
information and data and support in monitoring and evaluation of interventions.
Within PITAG, the role of the BACs are expected to provide support and will be responsible for 19.
the following:
support OPS by facilitating the updating of the Farm Register;
facilitate awareness campaigns;
facilitate the planning and organization of meetings, missions and other events organized by
OPS, PEU or any other entity of the MARNDR;
support OPS in producing the inventory of suppliers of agricultural goods and services;
facilitate the submission of co-financing applications;
support OPS in technical assistance with technical packages distributed;
facilitate controls and the collection of information in situ;
receive complaints and transmissions to the Departmental Antenna.
The Directorate of Innovation ID-MARNRD: The technical packages proposed to the farmers 20.
within component 2 will be able to evolve according to the research and the results coming from
component 1. Accordingly, the ID will have a major role and responsibility within PITAG and will be
responsible for the direct supervision of component 1. Through its management staff, ID will have the
following responsibilities:
Validate the choice of themes of the research programs conducted by the technical
assistance;
Validate research protocols;
Validate the results of the research;
Ensure dissemination of these results;
Supervise the implementation of the information system dedicated to applied research.
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Figure 1. Organizational chart for the implementation of PITAG
II. Implementation of Component 1
The objective of Component 1 is to contribute to increasing the productivity of the farmers who 21.
benefit from Component 2 of the PITAG and, consequently, through applied research, technology
transfer and training, and support to strengthening structures and institutions involved in these
processes.
The operational structure and the main actors involved in the implementation of Component 1 of 22.
the PITAG are described below with the scheme of implementation of the component in figure 2.
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Figure 2. Organigram of Component
The PEU of PITAG: This will be responsible for the administration of the funds granted for 23.
Component 1.
The Direction of Innovation (DI) of MARNDR: will be the institutional axis responsible for 24.
Component 1 and all the activities to be carried out by its Executing Technical Unit (UTE). The DI
will establish a Scientific Committee, which will provide scientific-technical support for decision-
making, and could, at the request of the ID, participate in the: (a) approval for the registration of
Research Entities (see below); (b) identification and approval of research topics; (c) evaluation of
project proposals; (d) provision of follow-up and scientific-technical support to the executions of the
projects; (e) analysis and evaluation of the results of the projects; (f) in the evaluation of results
published from the projects. The Scientific Committee will be composed of national and international
researchers of proven experience and prestige, at the request of the ID. For the evaluation of large
projects (funds above US$150,000), the participation of researchers from Research Institutions of
proven international standards and accreditation (such as CIAT, CIRAD, CIP, EMBRAPA, IDIAF,
etc.), will be mandatory. Researchers, members of the Scientific Committee who evaluate and/or
approve projects, cannot participate in the proposals.
The UTE will work under the leadership of the DI and its Director. The following functions of the 25.
UTE could be delegated to a hired senior Technical Advisor (TC): 1) planning, 2) supervision, and 3)
coordination of all the activities within Component 1.
The UTE will have the following support staff: One project monitoring and support officer in 26.
charge of providing follow-up and support to the Projects (SAP) in execution; 3 assistants supporting
the Technical Advisor and the SAP; and 1 field technician working closely with the institution
implementing the research project and whose function will be to follow up on the activities and
processes of research project implementation, and support in the identification of weaknesses,
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constraints and problems that producers and farmers face within Component 2, which would require
solutions through applied research. In the Department of the South, this technician will be working
closely with the FFS and their facilitators to propose new areas or revisions of applied research. The
technicians will be trained to carry out their assigned activities.
The UTE will be responsible for the following areas of action: 27.
Control, accreditation and registration of Research Entities and Institutions eligible for (a)
being part of Component 1. Research entities and institutions that carry out agricultural research
to be registered within the programme will submit registration requests, which would be
evaluated, approved or denied based on set criteria, and accordingly become registered within
the programme. The UTE will control that the entities and institutions of agricultural research
proponents are duly registered and the registry updated.
Identification of research topics. There will be continuous monitoring of the agricultural (b)
productive sector and farmers benefiting from Component 2 of the PITAG, in order to identify
the problems and needs of the sector profitability and competitiveness that require solutions
through applied research.
Call for proposals for applied research projects. The priority topics identified to be (c)
researched will be defined, the ToR prepared, the entities and/or research institutions registered
in the Register of Research Entities and Institutions for Component 1 will be called to tender and
submit their proposals for the projects for competition.
Reception and evaluation of proposals of research projects and technology transfer. (d)
Project proposals will be received and evaluated; when fulfilling the requirements, a proposal
will be approved. The winning proposal will be publicly announced and informed and a project
implementation contract will be signed between the winning entity and the UTE after which the
funds necessary for the implementation of the approved projects will be granted.
Monitoring and support for project implementation. The project implementation process (e)
will be continuously monitored and assessed, both for its implementation status as well as
impact through technology transfer.
Analysis and evaluation of the results of the research projects. The results of the partial (f)
and final products obtained by the projects will be analysed and evaluated technically and
scientifically for the approval of the disbursements of agreed funds and final payment.
Databank of research results and their publications. All research results and products will (g)
be submitted in writing for each completed project. These will be analysed and will be
classified according to their publication type to be approved for registration in the
research databank.
Analysis of the agricultural research situation in Haiti: In preparation of PITAG, a detailed 28.
study on the current situation of Agricultural Research in Haiti was undertaken that was based on
literature reviews, meetings with agricultural research stakeholders in the country including staff of DI-
MARNDR as well as universities (Université d’État d’Haïti (UEH), Faculté d’Agronomie et de Médecine
Vétérinaire (FAMV), etc.), technical schools and public research and extension centers, agriculture
development projects, national and international NGOs, farmer and producer organizations and
associations especially those who were involved in applied research and varietal trials, such as
Coopérative Caféière Union de Mont-Organisé (CAFUMO), Coopérative Sainte-Hélène de Carice
(COSAHEC), input providers and private companies. Most of the information obtained from the
literature review was from the document: “Inventaire des Actions de Recherche Appliquee en cours en
Haiti dans le domaine Agricole (Document de Synthese)- Projet DEFI- MARNDR- June 2012 but also
from the data from the Agricultural Science and Technology Indicators (ASTI) program and the Journal
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Citation Reports (JCR). The results of the analysis of agricultural research institutions in Haiti are
found in Annex 1 of this Appendix.
The Entities and/or Research Institutions, public or private: will be responsible for making 29.
proposals of applied research and technology transfer projects funded and managed by Component 1.
If and when projects are approved, they will be responsible for implementing them in accordance with
the Rules and Procedures of Component 1 (as detailed in the PIM – see Appendix 11).
Farmers Field Schools: The procedures for the implementation of the FFS have not been yet 30.
detailed by MARNRD nor incorporated within the PIM, despite the agreement between IFAD, IDB and
MARNRD on its inclusion within Component 1. This is due to the fact that IFAD’s contribution has not
been officially approved and the PIM has already been prepared. However, it has been agreed that all
IFAD’s additional requirements and activities will be discussed at the PITAG start-up workshop and
the PIM will be accordingly updated.
The foreseen process for the FFS activity starts with the preparation of the ToRs and launch an 31.
open call for interest by the ID for services providers to apply. A committee will be set for the selection
of the most appropriate proposal and provider. This process is to be completed within the first 6
months of the initiation of PITAG.
The FFS activities are foreseen to run in 2 phases: 32.
• Phase I (2 years): 40 FFS established with a total of 1000 farmers reached (50% women);
• Phase II (another 2 years) after midterm: 60 FFS established with a total of 1500 farmers
reached (50% women).
The expected total beneficiaries throughout the project duration is 2500 farmers out of which 33.
50% are women– at least 20% youth.
The implementation process will follow the FFS operational manual as a user guide 34.
(http://agriculture.gouv.ht/view/01/IMG/pdf/resepag_2-manuel_d_operation_cep-version_finale.pdf)
with some modification / adaptation if needed.
III. Implementation of Component 2
The implementation of this component is guided by the Manual of Procedures (PIM – see 35.
Appendix 11) the Agricultural Incentive Programme. It has been prepared by the MARNDR based on
its experience in implementing such programmes with adjustments made to ensure the inclusion of
lessons learnt from earlier projects. The POM establishes standards and procedures for the MARNDR
with regard to programming activities, procurement audits, and monitoring and evaluation, among
others.
This component is led by the PEU within the MARNDR and for the implementation of the 36.
agricultural incentive programme through component 2, the responsibility of the PEU will specifically
include:
Participation in the adjustment of this POM; (a)
Managing the initiation, closing and, if necessary, pausing the incentive programme; (b)
Assigning and supervising the Departmental Antennas (DAs); (c)
Recruiting and supervising the OPS, Financial Institutions, Information System suppliers (d)
(STSI), and any other provider;
Validating the list of approved input suppliers; (e)
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Evaluating and managing complaints received through the program; (f)
Validating requests for co-financing of technical packages; (g)
Ordering payments to suppliers. (h)
The DAs (and their assistants) in the departments will be responsible for the following activities: 37.
proposing, if necessary, to the PEU adjustments to the Procedures Manual; a)
supporting the OPS particularly in the context of the visits of suppliers; b)
supporting any audit / internal or external control; c)
checking the quality of goods and services offered by suppliers; d)
controlling the implementation of the technical packages; e)
receiving complaints and forwarding them to PEU; f)
periodically submitting to PEU monitoring reports. g)
The local agricultural offices (BAC) will also be requested to participate and support in the 38.
implementation of the agricultural incentive programme in the field. The BACs will support the
process in particular:
Support OPS in facilitating the updating of the Farm Register; a)
Facilitate awareness campaigns; b)
Facilitate the planning and organization of meetings, missions and other events c)
organized by OPS, PEU or any other entity of the MARNDR;
Support OPS in producing the inventory of suppliers of agricultural goods and services; d)
Facilitate the submission of the co-financing applications by famers; e)
Support OPS in technical assistance with the technical packages distributed; f)
Facilitate the controls and the collection of information in situ; g)
Receive complaints and transmissions to the PEU. h)
Service providers supporting the implementation of PITAG. They include the following: 39.
Operations Service Provider Operator (OPS): These will be independent and experienced 40.
entities dedicated to the project and responsible for the smooth running of the component 2 activities
on the ground. They will be responsible for the on-site management of this component in each block
(with one OPS in each of the 4 PITAG blocks). The Service Provider Operator (OPS) must have a
recognized knowledge of the area and have had at least one prior intervention in any field in the area
or have experience in agricultural accompaniment in the area. In addition, the OPS must have human
resources capable of carrying out technical and animation activities, and agricultural technician level
and at least one higher level facilitators who can supervise technicians for the formalization of
technology adoption contracts. In accordance with donor’s procedures (IDB and IFAD), OPS will be
recruited by the PEU on international competitive bidding basis.
The OPS would be specifically responsible for the following actions, inter alia: 41.
Registration of farmers in the intervention area in a dedicated register;
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Verification of the eligibility of suppliers of agricultural goods and services;
Training of suppliers and farmers in the area on new technical packages, quality standards
and procedures of the agricultural incentive programme;
Lead the various communication campaigns dedicated to the component;
Register co-financing applications from farmers; where appropriate, support farmers in
drafting their application;
In-situ control of the eligibility of co-financing applications;
Ensure the geographical distribution of the technical packages;
Ensure that suppliers can meet the demand;
Check delivery of suppliers of agricultural goods and services;
Accompany farmers in the application of technical packages at the level of technical
itineraries or economic models associated with these packages;
Provide technical advice related to technical packages once beneficiaries are identified;
Conduct periodic monitoring (through the local consultation mechanism) of agricultural input
prices and report any significant developments to the PEU;
Support any internal or external audit;
Receive complaints and transmit them to the PEU;
Submit to the PEU periodic monitoring report.
Several potential national and international organizations that are active in the area of rural and 42.
agricultural development could be contracted as OPS for the implementation of this component
based on a competitive bid. Experience with service providers used in PTTA is variable and while
could be disqualified based on that experience, others have been very effective. The potential
providers that the mission was able to get information on are suggested in Annex 2 of this Appendix.
These include: CA17 International, AGRER (Belgian Management Consulting firm), Alliance Agricole
Internationale (AAI- Consortium of 3 Canadian NGOs), HYDROPLAN, Associazione Volontari Servizio
Internazionale (AVSI), and Agridev (Agribusiness and Development).
Input suppliers for crop packages: During its implementation, PTTA faced major constraints in 43.
terms of the delivery of quality seeds and seedlings by contracted input suppliers (refer to Annex 3 of
this Appendix). Based on lessons learned in PTTA, issues included selecting varieties that were not
adapted to the local conditions, or had no value added to what farmers use, diseased, invested or
weak seedlings and vegetative material, limited quantities provided, high cost of material, long
transportation distances, limited knowledge of suppliers of quality standards, limited technical capacity
of suppliers to provide technical support to farmers, etc. Accordingly, during the process of identifying
and prioritizing crop technological packages to be used in PITAG component 2, not only enhancement
in the perennial packages were sought but an assessment of input suppliers was also done . The input
suppliers of new varieties (high yielding, resistant to pests and diseases, late maturing, required by the
market, tolerant to drought, etc.) were identified. Their production capacities, nursery management
knowledge and capacity to produce grafted and non-grafted and healthy seedlings in the required
quantities and in time as well as their contacts were obtained. Identified input suppliers and the
relevant information about them are found in the Annex 3 of this Appendix as well as within the
description of the crop technological packages in Appendix 4.
On the other hand, PITAG has allocated special funds for technical assistance to allow the 44.
suppliers to produce and deliver inputs based on the quality standards required.
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Input suppliers for equipment packages: Similarly, input suppliers for the equipment technical 45.
packages were identified and the type and amount of material they sell, the location of their atelier and
sales points, their capacities, the services they provide (training , maintenance, etc.) as well as their
contact information were provided. Detailed information on these input providers are detailed in Annex
4 of this Appendix as well as in Appendix 4.
Service providers for the implementation of Farmers Field Schools in component 1: The use of 46.
the FFS (Champs Ecoles Paysans- CEP) approach in Haiti is not new and it has been used since
2010. Presently, it is being implemented in at least five geographical departments of the country
through projects funded by the Global Environment Facility, Spanish Cooperation, USAID, the World
Bank (WB) and the European Union. It is being implemented by FAO, MARNDR, and several other
international NGOs. Besides, FAO has trained many Master trainers in the FFS methodology in Haiti
which makes the launching of any new FFS programme easier. Besides, FAO is presently
implementing the project: «Assistance technique au processus d’institutionnalisation et d’application
de la démarche Champ Ecole Paysan et des techniques d’Agriculture de Conservation auprès du
Ministère de l’Agriculture, des Ressources Naturelles et du Développement Rural» in Haiti (2017-18).
On the other hand, the WB-funded RESEPAG II project with interventions in the South and the Center-
Artibonite and implemented by MARNRD, is using the FFS methodology to enhance the adoption of
new technologies promoted through the agricultural incentive programme implemented by MARNDR
which was reported to remain limited despite additional technical assistance. Within the framework of
RESEPAG II, MARNRD in 2015 has prepared an FFS operational manual as a user guide
(http://agriculture.gouv.ht/view/01/IMG/pdf/resepag_2-manuel_d_operation_cep-version_finale.pdf.
Accordingly, there is sufficient capacity and service providers in the country to provide support to the
implementation of the FFS activities within PITAG. Besides, the technical assistance of FAO, some
potential service providers include Catholic Relief Service (CRS), Associazione Volontari Servizio
Internazionale (AVSI), Centre d’Etude et de Cooperation (CECI), Alternative Development
Incorporation (DAI) and Alliance Agricole Internationale (AAI).
Financial institutions: A co-financing mechanism will optimize the number of farmers willing to 47.
adopt the technical packages. While MARNDR through PITAG will finance a large part of the
technological packages, a part will remain the responsibility of the farmer. In fact, PITAG is requesting
10% in-cash cost-sharing from the farmers for every package (with the exception of the South where it
will be in-kind). Considering the amount of package expected to be distributed, there will be a lot of
transaction activities related to transfer of funds to the MARNDR account from the beneficiaries and
transfer of funds from MARNDR to the input suppliers. Thus, for each technological package, there will
be two types of financial transactions: the farmer pays his counterpart by transferring the planned
amount to the MARNDR account; after delivery of the technical package by the farmers' suppliers (and
its verification by the OPS), the MARDNR transfers the total amount corresponding to the technical
package to the supplier's account. Based on an analysis made by the MARNDR and IDB during
design (see Annex 5 of this Appendix, Synthèse sur l’intermédiation financière pour le PITAG), three
options have been identified to ensure the financial transactions between the farmers, their suppliers
and the MARNDR, and these include: i) commercial banks, ii) cooperatives and microfinance
institutions and iii) mobile banking.
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Appendix 5: Analysis of agricultural research institutions in Haiti
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Annex 1: Analysis of agricultural research institutions in Haiti
1. MARNDR, through its Directorate of Innovation (DI) is the institution responsible for agricultural
research in the country. The DI itself, however, does not have a direct role in the implementation of
research, extension and training, but it can carry out projects through its public research institutions
and centers or in collaboration with the private institutions and centres. However, while ID is mandated
to be the reference institution for the promotion, management, and coordination of agricultural
research and the development and implementation of its national policy, the limitations in human and
financial resources, operational instruments (regulations, norms and procedures), operational plans
and strong legal framework does not allow it to perform its mandate as expected. It is expected that
the development and implementation of Component 1 of the PITAG, would serve as a model and
basis for developing and implementing the operational tools needed to allow DI-MARNDR to perform
their role and responsibility for agricultural research in the country.
2. Institutions involved in agricultural research in Haiti include public institutions and centres,
universities, NGOs, farmer organizations and associations, as well as private centres and companies.
Most of these organizations undertake some level of extension and technology transfer of research
results as well as training activities.
3. Public Institutions. DI-MARNDR is the institution responsible for organization and coordination
of agricultural research in the country. However, as indicated above, with the limitations that DI faces,
research programs at present are undertaken with very limited coordination and synergies, resulting in
wasted resources, limited operational support, and weak control over the scientific quality control.
Public sector institutions constitute 35% of all the institutions working on agricultural research.
4. Most public institutions, including agricultural research and extension centres, technical schools
as well as state farms also suffer from limited capacities and support instruments. Accordingly, very
few of them are actually operational and run effective research projects. However, these institutions
usually host projects funded within the framework of international cooperation and run by other
research actors from the private sector, international cooperation or universities. The staff dedicated to
research within the public institutions are civil servants who mostly hold a Bachelor degree (BSc) in
agriculture, with only few further specialized and holding Masters (MSc) or PhD degree.
5. MARNDR has 4 Research and Extension Centres in the different regions of Haiti, and that
mainly work on testing new varieties and seed multiplication.
6. Levy/Camp-Perrin Centre (South): this was rehabilitated and equipped in the 2007-2013 period
by the DEFI Program, financed by the IDB. Due to lack of adequate human resources, it did not carry
out the research programs foreseen in the DEFI program. Research in this centre has been conducted
in collaboration with the University of Notre Dame of Haiti (UNDH), the America University of the
Caribbean, the NGO ORE, and in partnerships with other research centres and foreign universities.
Most of the research conducted at the Levy Centre was financed by the Taiwanese government
through the Taiwan Technical Cooperation Mission established in the south of the country to carry out
mostly activities on cereal improvement. Research activities of this centre includes: The collection and
evaluation of beans and maize germplasm, seed multiplication of selected improved varieties (beans,
maize and rice) received mainly from CIMMYT and CIAT; assessment of varieties of yellow pulp sweet
potato from the International Potato Center (CIP); characterization of improved cassava varieties in the
Cayes plain; improvement of cultural practices for sweet potato; testing control method of
Phytophthora colocasiae disease in taro; assessment of tolerance of different papaya varieties to
Papaya Ringspot Virus disease; and the establishment of Moringa oleifera plots because of its
importance in animal feed.
7. Baptiste/Belladère (Center): this centre carried out research with DEFI funds. Research
included studies on the management of cherry beetle (Rhagoletis cerasi) in coffee using pheromone
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traps. Trials run by the centre showed that locally manufactured traps produced equally good results
as that of imported expensive BROCAP traps thus reducing the cost of pest control.
8. Savane Zombie Center/Thiotte (Southeast): this centre is mainly concentrating its work on
improving the potatoes varieties and the adaptation of various clones to the local conditions and their
resistance to late blight disease. Other activities include work on vegetable production technologies
(cabbage, broccoli, strawberries, carrots, leeks, pepper, beans, etc.), the multiplication of beans for the
National Seed Service (SNS) and the maintenance of the avocado varietal collection.
9. Damien Experimental Farm (West): The main activity is the multiplication of two varieties of
sweet potatoes.
10. NGOs and Religious Organizations: Several NGOs and religious organizations that are active
in Haiti also support farmers in enhancing agricultural productivity through international cooperation
funded projects. They undertake research usually in response to practical problems arising in the field
during the implementation of their projects and in that they use established scientific methodologies
and studies. However, the research projects that they implement lack coordination and/or
collaboration with the public authorities of agricultural research, resulting in duplicated efforts and a
waste of human and economic resources. Most of their research work is on rice, corn, beans and
bananas. NGOs and religious organizations constitute around 23% of all institutions working on
research.
11. Agricultural universities: The majority of the Faculties of Agronomy of Universities of Haiti do
not undertake the needed scientific rigor for the agricultural research activities implemented.
Accordingly, there are rarely any refereed scientific or research papers published. Most of research
activities are part of graduation thesis (mémoire), or short-duration research project done by
undergraduate or graduate students. Only a minority of the universities, as well as some private
research centres in the country, undertake high-level research work however, mainly in close
collaboration with other international research centres or foreign universities. Universities institutions
constitute 5% of all the institutions working on agricultural research. Most of the personnel within
research teams have at least a bachelor's degree and 38% of all staff have Masters or PhDs.
12. Associations and Organizations of Farmers and Producers. The associations and
organizations of farmers and producers are more and more involved in agricultural research, including
through the assessments of varieties and production technologies and their involvement in supporting
the thesis research work of students. Presently, they are involved in establishing and promoting
monitoring protocols for new crop varieties and technologies with farmers.
13. Farmers and their organizations are being given more attention by researchers and the national
research system in general, becoming more involved and are participating more closely in the
implementation and evaluation of research projects and policies. More applied research is being
undertaken in farmers’ fields under their local conditions. Farmer organizations constitute 12% of all
the institutions working on agricultural research
14. Private sector organizations: Private companies, including those selling inputs and seeds,
almost always carry out validation tests on the products they offer, especially testing them under
different agro-ecological conditions. These include seeds of new and different varieties, chemical
products, pesticides and technical packages including equipment and machinery.
15. Some companies outsource carrying out their validation testing to public centres, while others
have set up their own complete research units and experimental fields and carry out applied research
throughout the country. These research units have usually high-level professionals with a long history
of research, who work in close collaboration with seed production companies, public projects and to a
lesser extent, universities. In the South of example, the company AYTIKA that is dedicated to the
enhancement of productivity and commercialization of Cocoa. The Servicio Agro (private company) is
also testing different varieties of horticultural crops introduced from abroad and once their adaption
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validated, the extension network carries out their dissemination and technical monitoring with farmers.
The company provides advice to farmers at the points of sale nationwide. When private companies are
involved in research, they fully self-finance their activities. The private sector, mainly companies,
constitute 5% of all the institutions working on agricultural research with very few private research
centres available.
A. Personnel available for agricultural research in Haiti
16. Based on the 2012 study “Inventaire des Actions de Recherche Appliquee in cours in Haiti dans
ie domaine Agricole (Document of Synthese)” from the Projet DEFI - MARNDR, the number and
category of agricultural research staff in Haiti is as follows:
Table 1: Distribution of the personnel linked to the investigation according to their
Category
Category of research personnel Number %
Researchers 78 41
Specialized technicians 55 29
Development specialists 16 8
Specialized workers 6 3
Workers 3 2
Other personnel 34 18
Total 192 100
17. 62% of the personnel of the research teams have a bachelor's degree and 38% have an
academic level of Masters or doctorate and 29% are specialized technicians working on research
projects while 8% of the personnel are qualified as development specialists and who work within
research programmes but do use scientific approaches in their activities. 5% are workers, of which 3%
are skilled / specialized labourers (around 50% have a degree, the rest are technicians trained
through research). Very few women (around 14%) are involved in agricultural research, across all
above mentioned categories. Research officers are predominantly male (86%). However, women
occupy key positions in the directorates, national programs, and also in the coordination of research
activities within institutions and organizations.
B. Research Infrastructure available
18. The study done in preparation of component 1 of PITAG covered the availability of research
infrastructure including laboratories, agricultural processing workshops, processing and storage units.
19. The Faculty of Agronomy and Veterinary Medicine (FAMV) currently has 6 functional
laboratories (Chemistry and Biochemistry, Soils, Microbiology, Parasitology and Phytopathology). At
the Directorate of Plant Protection (DPV) of MARNDR and within the framework of the DEFI
development program, the laboratory used for the pest identification, has been reconstructed and
equipped to provide capacities for disease diagnosis and for multiplication of natural biological
enemies of pests. MARNDR also had a Central Laboratory which was used as the reference
laboratory.
20. Based on the current situation of all these laboratories, especially that of seeds, soil and plant
protection, they need to be strengthened with appropriate equipment and with the needed number of
trained personnel if they are to become functional. The implementation of the applied research
projects and the related training planned within Component 1 of PITAG will be a major contributor in
achieving these results.
21. Through institutional support provided through Component 1 in PITAG, it is expected that DI-MARNDR will be able to provide the needed data for ASTI, and hence be able to monitor the situation of agricultural and environmental research in Haiti.
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Appendix 5: List of Service providers in Haiti
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Annex 2: List of Service Providers in Haiti that could be OPS
List of potential service providers for Farmer Field Schools
Nom No of years
in Haiti Category Description of activities Previous Projects Staff
CRS 64
Organisation
Internationale
(USA)
Le CRS développe son expertise technique dans le
développement agricole en assurant la promotion de la
chaine valeur des cultures d'importance économique majeure
pour le pays (café, cacao et mangue). Ses actions sont
également orientées vers la recherche appliquée en
notamment sur la caractérisation des variétés de cacao.
L'organisation développe également des activités dans les
domaines de la santé, de la nutrition, de l'éducation et de
l'environnement (aménagement et protection des bassins
versants).
Programme Multi Year Assistance Program (MYAP)/ (2008-
2014): Programme multisectoriel touchant l'éducation, la
santé et l'agriculture dans les départements du Sud, des
Nippes et de la Grand Anse. Budget 60 MUS.
Programme d'appui au système de Gestion des Risques et
Désastres – Appui à la Protection Civile (2008/2009-2011).
Programme de la promotion de chaine de valeur sur le café et
la mangue (2011-2014. Budget 3MUS.
Programme d'amélioration de la chaine de valeur sur le cacao
(2013-2018).
330- 355
(Staff des
bureaux
régionaux et
du bureau
central)
CECI 47
Organisation
Internationale
(Canadienne)
Le CECI travaille depuis près de 35 ans dans le
développement agricole. Ses actions portent entre autres
sur la promotion des filières porteuses, le développement
communautaire organisationnel, la production, la
transformation et la planification territoriale participative, le
développement des administrations locales à planifier la
production agricole et l'aménagement des terres en tenant
des contraintes environnementales.
04/2000 - 12/2005: Opérateur environnemental dans le
projet Gouvernance pour l'Environnement dans le Nord-
est. Budget 4,7 MUS.
09/2005 – 06/2015: Education,
développement économique et Environnement.
2006-2014: Projet national de développement
communautaire participatif (PRODFEP)
2005-2010: Développement communautaire participatif et
facilitation d'espaces de concertation.
05/2005 – 12/2008 et 04/2009 - 11/2010: Consultant au
programme d'intensification agricole dans la Vallée de
l'Artibonite avec le mandat d'appui à l'intensification
agricole et appui aux groupes usagers de l'eau
(Consortium CECI et SOCODEVI).
07/2006 – 11/201: Programme de Développement Local
108
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 5: List of Service providers in Haiti
103
Haiti (PDLH). Budget 20 MUS (Consortium CECI et
SOCODEVI).
09/2007 – 09/2010: Projet de Transport et de
Développement Territorial (PTDT). Budget : 1,5 MUS.
06/2008 – 03/20: Intensification agricole, réhabilitation de
périmètres de Liancourt et de Maury, Renforcement
d'associations d'irrigants. Budget 476 900 US.
2008 - 2012: Développement économique et renforcement
capacités facilitation d'espaces de concertation
07/2012 – 03/2013: Atténuation des effets économiques et
sociaux du séisme du 12 janvier 2010 par la création
d'environ 30 000 emplois temporaires.
2014-2017: Programme de renforcement des capacités
d’organisations ou d’institutions locales intervenant dans
l’amélioration des techniques de transformation, de
conservation, dans le conditionnement et dans l’appui à la
commercialisation des produits transformés par l’organisation
de foires.
2013-2016: Projet d’octroi de paquets d’incitations agricoles
(PIA) en vue de la relance de l’activité agricole, le soutien à
des activités cash-for-work pour la réhabilitation de petites
infrastructures agricoles (canaux d’irrigation, pistes agricoles)
dans onze (11) communes suite au passage de l’ouragan
Matthieu.
Projets de développement économique, d’amélioration de
l’accès à l’eau et aux infrastructures scolaires et de santé, de
renforcement de microentreprises, d’organisations de
producteurs ruraux (OPR) et d’organisations communautaires
de base, de préparation aux catastrophes ou d'amélioration
de la résilience du secteur agricole aux changements
climatiques (CC), de renforcement institutionnel d’organismes
publics ou de structures départementales de concertation.
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 5: List of Service providers in Haiti
104
AVSF 26
Organisation
Internationale
(française)
AVSF intervient dans l'appui aux organisations de
producteurs, la promotion de la chaine de valeur sur les
filières de café et de cacao, la recherche appliquée et
l'amélioration de la sécurité alimentaire via la diffusion des
systèmes de production fondés sur les "Jardins lakou".
2009-2013: Appui à la valorisation de la filière de cacao et
renforcement des organisations autour de cette filière –
Budget 500 000 Euros
2011-2014: Projet de renforcement de la capacité
commerciale du café (BID – 1,5MUS)
2016-2021: Projet d'appui à la relance des filières de cacao,
vétiver et de café.
17
IICA 46
Organisation
Internationale
Agriculture, développement agricole, recherche appliquée
Vulgarisation, santé animale
Sécurité alimentaire
Financement rural
Projet de peste porcine africaine.
Projet de recherche agricole (500 000 US).
Projet PROHUERTA (jardin Lakou).
Projet de revitalisation de la ferme de Fonds Nègres dans les
Nippes.
15
FAO 40
Organisation
Internationale
(onusienne)
Coopération technique agricole, appui institutionnel au
MARNDR,
Sécurité alimentaire, gestion des risques et désastres,
Développement agricole, recherche agricole appliquée,
vulgarisation, développement local
1999-2010 (projet d'aménagement des versants a
Marmelade.
(projet d'aménagement versants a Marigot)
PSSA, Projet amélioration sécurité alimentaire
2012-2017 / 5 mus (Nord-est) vulgarisation de 78 champs
écoles paysans.
115
CA-17 5
Institution
Internationale
française.
NB: Consortium
constitué d'une
firme haïtienne
(AGRO Consult)
et CA-17 dans le
cadre du PTTA.
CA 17 développe son expertise en conseil en
développement rural et local. Cette société s'investit dans
l'expertise en appui aux projets et programmes de
développement. Elle contribue depuis juin 2013 à la mise
en place d'un système d'incitations et d'un
accompagnement technique des producteurs de concert
avec AGRO Consult, firme haïtienne, en Haiti.
CA-17 intervient dans les domaines de vulgarisation
agricole, de transfert de technologies et de renforcement
institutionnel. Les activités de CA-17 portent sur le
développement territorial et dynamisation du tissu
06/2013 -12/2016: Promotion de l'adoption des
technologies agricoles améliorées et durable dans le
département du Nord-est (PTTA/MARNDR – Budget: 1 024
704 Euros),
04/2013 – 03/2018: Coordination des composantes
"production agricole" et "suivi-évaluation" du projet
AVANSE dans le Nord et le Nord-est d'Haiti USAID –
Budget: 1 453 280 Euros).
Staff de la
firme
haïtienne
Agro
Consult
représentant
du CA 17 en
Haiti:
Effectif: 4
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 5: List of Service providers in Haiti
105
économique; sur le développement rural et agricole; sur
la bonne gouvernance et la promotion de la société civile
et sur la gestion responsable et participative des
ressources naturelles.
AGRER 5
Institution
International
e Belge
NB:
Consortium
constitué
d'une société
française
(CARMEJAN
E) et AGRER
dans le cadre
du PTTA.
AGRER développe son expertise dans l'appui aux
organisations paysannes à travers des actions orientées
vers la lutte contre la pauvreté et l'insécurité alimentaire,
la restructuration et gestion d'exploitations agricoles et
d'industries agro-alimentaires, l'aménagement hydro-
agricoles, l'irrigation et le drainage.
L'organisation s'investit également dans les domaines de
l'environnement en réalisant des études de patrimoine
naturel et de la biodiversité, la conception des plans
d'aménagement et de gestion des aires protégées.
AGRER contribue également au renforcement des
institutions et au développement de leurs capacités. Elle
fournit des conseils en économie et en gestion.
10-12/1989: Préparation du projet "Forêts et protection de
l'environnement". Banque Mondiale – 26. 450 Euros.
06-07/2008: Préparation du "livre blanc" pour le
renforcement des capacités locales de la gestion du risque
en Haiti. UE – 49 912 Euros
01/2013- 01/2016: Assistance technique au programme
d'amélioration de la sécurité alimentaire en Haiti (PASAH) .
UE – Budget 399 480 Euros.
25
personnes
(en
Belgique)
AAI 10
Consortium de 3
ONG
canadiennes
(CECI,
SOCODEVI et
UPA DI).
Le CECI travaille depuis près de 35 ans dans le
développement agricole. Ses actions portent entre autres
sur la promotion des filières porteuses, le développement
communautaire organisationnel, la production, la
transformation et la planification territoriale participative, le
développement des administrations locales à planifier la
production agricole et l'aménagement des terres en tenant
des contraintes environnementales.
La SOCODEVI développe son expertise dans la réalisation
d'études et l'exécution de projets de grande envergure axés
sur le développement agricole. Cette organisation a exécuté
plusieurs projets en utilisant l'approche de Champ Ecoles
Paysans. Depuis 2011, l'organisation met en œuvre
plusieurs projets en assurant la promotion de cette
approche.
10/2008 – 12/2011: Projet de contribution à l'amélioration de
la sécurité alimentaire en Haiti (CASAH). (ACDI/MARNDR –
Budget: 6 MUS)
03/2013 – 03/2017: Projet de transfert de technologies aux
agriculteurs du Nord et du Nord-est – Opérateur d'incitations
(PTTA/MARNDR – Budget: 1,1MUS)
09/2013 - 12/2015: Opérateur de mise en œuvre du Fonds de
Cofinancement des Services de Vulgarisation Agricole dans
les départements du Nord et du Nord-est
(RESEPAG/MARNDR - Budget: 2,4MUS)
Staff de
l'ONG
CECI (108
personnes)
complété du
staff
international
de
SOCODEVI
et de UPA.
HYDROP
LAN 20
Firme
européenne
allemande(Socié
té à
HYDROPLAN apporte une large fourchette de compétences
et d'expériences complémentaires dans la réalisation des
études de préfaisabilité, plans et documents d'appels
d'offres, assistance technique, surveillance et contrôle de
06/1998/08/1999: Développement agricole de l'Artibonite
(MARNDR - 23 000 Euros)
03/2001-03/2006: Etude du schéma Directeur d'Aménagement
Staff non
basé en
Haiti
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 5: List of Service providers in Haiti
106
Responsabilité
Limitée -SARL)
travaux, gestion et implémentation rurales des projets dans
le secteur de l'agriculture à travers le monde. Cette firme
développe des expériences pratiques du contrôle et de la
supervision des Contrats de Travaux et de fournitures. Elle
réalise de multiples projets selon une approche
interdisciplinaire intégrant les aspects d'ingénierie et
économique des projets.
des Marais, de Protection des Bassins Versants et de la
Conservation des Sols (MARNDR – 1 033 000 Euros).
11/2001-05/2002: Etudes d'aménagement hydroagricoles dans
la Vallée de l'Artibonite (MARNDR – 127 000 Euros)
07/2011-06/2014: Programme d'Appui à la reconstruction de la
commune de Léogâne (RELEO) – Budget: 867 000 Euros
(Financement FAES)
05/2012-11/2014: Gestion de système d'appuis directs à la
promotion d'une agriculture durable dans les Bassins versants
du Programme de Mitigation des Désastres Naturels (PMDN)
– (MARNDR: 3 874 000 Euros)
AVSI 19
Organisation
Internationale
(Italienne)
AVSI implémente de projets dans les domaines du
développement agricole, de la lutte contre la malnutrition, de
l'éducation et de la médiation pour la résolution pacifique
des conflits.
1999-2004: Projet de Formation supérieure en agronomie
dans la région rurale des Cayes.
2013-2016: Projet de promotion des incitations agricoles
auprès de 9 000 agriculteurs dans le département du Nord.
Projet PTTA du MARNDR.
Projet de reforestation sociale avec la production de 650 000
plantules fruitières.
Projet de nettoyage, de réhabilitation et de construction de 4,6
km de canaux pour l'irrigation.
Projet de réhabilitation de 3 systèmes d'adduction eau potable
et d'entretien de 42 km de réseau en faveur de 30 000
bénéficiaires.
250
AGRIDEV
FADQDI
(non
qualifiée)
BECSFA
RSA
(Non
qualifiée)
13 ONG haïtienne
La BECSFARSA développe son expertise dans
l'accompagnement des organisations de base à travers des
séances de sensibilisation, d'animation participative et de
formation préparées et mise en œuvre selon une approche
andragogique éprouvée pour le compte du PPI-2. Cette
firme a participé à la mise en œuvre de la phase pilote du
Administration technique d'incitations, choix et sensibilisation
des bénéficiaires, formation technique des bénéficiaires
(RESEPAG/MARNDR 2012-2014)
Budget : 839 000USD
2009-2014: Campagne d'information et de sensibilisation des
4
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 5: List of Service providers in Haiti
107
projet RESEPAG comme opérateurs d'incitations. usagers des périmètres irrigués et des organisations de base;
renforcement institutionnel des organisations de base et du
personnel d'appui évoluant sur les périmètres irrigués du Nord-
ouest: Budget 175.000USD/an (PPI-2).
Conception et élaboration d'un plan d'utilisation et de gestion
des sols pour l'ensemble du sous bassin versant de la Rivière
bois, Verrettes en tenant compte des potentialités, pratiques
agricoles et des expériences des acteurs dans la conservation
des ressources naturelles.
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 5: Potential input suppliers
108
Annex 3: Potential input suppliers for improved varieties of some of
technological packages of perennial crops
Table 1. Summary of characteristics specific to each crop technological package
Technological
package
Cost for
PITAG ($)
Zones adapted
for the package
Crop species and specific fruit
tree varieties
Potential suppliers of
improved varieties
Creole garden
package 790
North East-East,
North, South,
Grande Anse
Avocado: grafted, late maturity
(Choquette, Lula), variétés
traditionnelles
Mangoes: grafted, late
maturity(Zilate, Keitt, Savon)
variétés traditionnelles Jean-
Marie, Baptiste, Doudous, Twò
Dous, Blanc, Labiche…
Coconuts: Varieties tolerant to
lethal yellows disease
Cashew: Varieties tolerant to
anthracnose disease
Organisation pour la
Réhabilitation de
l’Environnement (ORE)
IF Foundation
Agricorp
Levelt Bastien
Coopérative Jean-Baptiste
Chavannes
Ferme de Lévy
Association des techniciens
agricoles de Camp-Perrin
Cocoa garden
package 815
North, Camp-
Perrin, Maniche,
Grande Anse
Grafted and non-grafted plants
Haïtika
Grafting experts trained by
project AVANSE
Fruit tree
package with
hedge
508
St-Michel (North
part), St-Raphaël
(north part), La
Victoire, Monbin,
Bahon, North-
East, Grande
Anse
Mangoes: grafted late varieties
(Francique, Zilate, Keitt, Savon);
traditional varities (Jean-Marie,
Baptiste, Blanc…)
Avocat: grafted. Late varieties
(Choquette, Lula), traditional
varieties
Banana: varieties Loup Garou
Agri-Smart
PRODEVA
Energy forest
package 415
North East-East,
North, South,
Grande Anse
Forages
(Napier grass) 470
Cayes, Camp-
Perrin, Maniche,
Grande Anse
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 5: Input suppliers for agricultural equipment
109
Annex 4: Input suppliers for agricultural equipment, their location
of manufacturing or sales, the services they provide and their
contacts
Table 1. Companies, their sales location, type of material and services provided*
Name of
supplier Type of material or service
Location of
manufacturing or sales Contact
Agrotechnique
Sale of tiller, motor pump, sugar cane mill with
animal and motorized traction, plough, drip
irrigation kit, sprayers. Technical support for
vegetables and drip systems.
P. au Prince, Cayes,
Cap H., Ouanaminthe,
St-Raphaël, Mirebalais,
Hinche, Pont-Sondé,
Jacmel, Forêt des Pins
Claude Derenoncourt
Jr.
3878-4253
Automeca SA Sale of tractors and motor pump P. au Prince
Jean-Robert
Moscoso
2941-2544/2545
Jean-Joseph
Alcinius
Manufacture and sale of nozzles, manual well-
digging equipment
Laborde (plaine des
Cayes) 4901-8121
Ateliers-École
de Camp-Perrin
Sale of cereal mills, equipment for cassava
processing, coffee and peanut roasters. Technical
support for cassava processing
Camp-Perrin (plaine des
Cayes)
Jean-Michelet Élysée
3899-0016
Bellony Blanc
Manufacture of ploughs and carts Laborde
Boss Pierre
3730-2928
Island Services Sale of tillers, grain mills, pumps, motors P.au Prince, Pont-Sondé Victor Boulos Jr.
3701-7074
Murat Excellent Sale of tillers, cereals and cane mills, rice reapers P. au Prince Robert Excellent
2513-0215
Charles
Féquière Sale of motor pumps P. au Prince Patrick Féquière
Jaden Lakay
Sale of motor pumps and sprayers Ouanaminthe
Doudy Pierre
3765-0235
Jimmy Jean 2218-
1640
Agro Pam Sale of motor pumps and sprayers Ouanaminthe Atwood Auguste
3790-0700
Darbouco Sale of sprayers, grafting material P. au Prince, Pont-
Sondé
Jean-Henri Dartigue
3729-2598
Valerio Canez Sale of motor pumps P. au-Prince, Cap-
Haïtien 2947-3616
GRADES
Manufacture and sale of ploughs, sugarcane mills,
graters for cassava. Training in the driving and
management draft oxen.
Cap-Haitien Jude Régis
3678-8225
École Moyenne
Développement
de Hinche
Manufacture and sales of processing equipment for
cassava, peanuts, maize, hoes, seeders. Support
to craftsmanship for ploughs manufacturing.
Hinche Serge Durosier
3743-7371
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 5: Input suppliers for agricultural equipment
110
Artisans Manufacturing of ploughs
Manual well-digging
Hinche
North-east, North
Entrepreneurs
en forage Mechanical drilling of wells
Cap-Haïtien
Ferrier
Terrier-Rouge
Patrice Hilaire
Ernest Pascal
James Augustin
* details on the characteristics of material manufactured and the prices are available in the detailed study.
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 5: Synthèse sur l’intermédiation financière pour le PITAG
111
Annex 5: Synthèse sur l’intermédiation financière pour le PITAG
I. Objectifs
1. Le PITAG est un programme du MARNDR financé par la BID qui vise notamment à diffuser de
nouvelles pratiques chez les agriculteurs. Cette diffusion prendra la forme de paquets techniques qui
seront proposés aux agriculteurs. Afin que ces derniers soient incités à les adopter, un mécanisme de
cofinancement a été conçu. Le MARNDR financera une grande partie des paquets techniques mais
une partie restera à la charge de l’agriculteur.
Pour chaque paquet technique, il y aura deux types de transactions financières: 2.
a. L’agriculteur paye sa contrepartie en transférant le montant prévu vers le compte du
MARNDR.
b. Après la livraison du paquet technique par les fournisseurs chez les agriculteurs (et sa
vérification par l’OPS), le MARDNR transfère le montant total correspondant au paquet
technique vers le compte du fournisseur.
c. Il est fort probable qu’un fournisseur livre de nombreux agriculteurs, aussi, la transaction du
MARNDR vers le compte du fournisseur pourra englober de nombreux paquets techniques
limitant ainsi le nombre de transactions.
Les fournisseurs éligibles au programme devront simplement ouvrir un compte dans 3.
une banque partenaire du programme afin de pouvoir être payés.
Pour le transfert entre les agriculteurs et le MARNDR, le nombre de transactions est significatif 4.
puisqu’il y aura une transaction pour chaque paquet technique soit environ 60.000 transactions à
travers 5 départements sur 5 années.
L’enjeu est donc de faciliter ces transactions au maximum. Les services bancaires sont 5.
rarement accessibles en milieu rural. Ouvrir un compte, déposer/retirer/transférer de l’argent induit
généralement des temps de transport et un coût significatif pour la plupart des agriculteurs. Il convient
donc de choisir la meilleure option pour limiter ces contraintes.
II. Les différentes options
A. Les banques
En Haïti, il existe 9 banques commerciales: 6.
Société Générale Haïtienne de Banque S.A. (Sogebank)
Unibank
Banque Nationale de Crédit (BNC)
The Bank of Nova Scotia (branche locale) - Scotiabank (en cours de rachat par Unibank)
Banque de l’Union Haïtienne (BUH)
Citibank N.A. (branche locale)
Société Générale Haïtienne de Banque d’Épargne et de Logement S.A. (Sogebel)
Capital Bank
Banque Populaire Haïtienne (BPH)
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 5: Synthèse sur l’intermédiation financière pour le PITAG
112
Seules Sogebank, Unibank et BNC possèdent une taille financière et un réseau d’agences 7.
significatifs63
et seront donc considérées lors de cette évaluation.
Par ailleurs, Sogebank et Unibank dispose également de succursales dédiées aux transferts 8.
d’argent. Ces structures s’appellent respectivement SogeXpress et Unitransfer.
B. Système coopératif et microfinance
En Haïti, les caisses coopératives et les institutions de microfinances sont largement 9.
répandues. La plupart des caisses coopératives sont fédérées ou affiliées à une fédération appelée
« Le Levier ».
Il existe également de nombreuses structures de microfinance mais seul FONKOZE dispose 10.
d’un nombre de d’agences significatif (plus de 40 hors métropole de Port-au-Prince et qui couvrent
25% des communes concernées par le PITAG). Toutefois, travailler avec une institution de
microfinance impliquerait pour le MARNDR d’ouvrir un compte dans l’une d’entre elles ce qui, selon
tout vraisemblance, ne devrait pas être autorisé par le Ministère des Finances.
Ainsi seul le réseau du Levier sera donc considéré. 11.
C. Mobile Banking
En Haïti, il existe deux systèmes de Mobile Banking qui permettent de faire des transferts 12.
d’argent par téléphone : « Mon Cash » (Digicel et Unibank) et « Lajan Cash » (BNC).
Le système « Lajan Cash » dispose de 106 agents affiliés; la majorité se concentre 13.
malheureusement dans la métropole de Port-au-Prince. Le système « Mon Cash » dispose de 579
agents à travers le pays dont plus de 400 hors métropole. Aussi, seul « Mon Cash » sera considéré
dans cette étude.
III. Critères à évaluer
Les 5 réseaux analysés sont donc: 14.
La Sogebank et son réseau SogeXpress
L’Unibank et son réseau Unitransfer
La BNC
Le réseau Le Levier
Le réseau « Mon cash »
Les critères évalués sont les suivants: 15.
a) Capacité à collecter et transférer de l’argent en espèce
b) Capacité à mettre à jour le Système d’Information du PITAG
c) Conditions d’utilisation et coût
d) Couverture géographique dans les zones concernées
63 Unibank, Sogebank et BNC ont un des actifs qui approchent voire dépassent les 50 milliards HTG. Aucune des autres n’atteint les 15 milliards HTG.
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 5: Synthèse sur l’intermédiation financière pour le PITAG
113
Capacité à collecter/transférer l’argent A.
Les quatre premières options (Sogebank, Unibank, BNC et Le Levier) fonctionnent via un 16.
système bancaire classique: les agriculteurs vont dans une agence affiliée et déposent l’argent sur le
compte du Ministère.
Pour la dernière option, « Mon Cash », le fonctionnement est différent. Il s’agit de Mobile 17.
Banking, une technologie largement éprouvée en Afrique de L’Est et en Asie. L’agriculteur devra au
préalable ouvrir un compte virtuel sur son téléphone (un « E-Wallet »). Cela peut se faire directement
par téléphone si les transferts ne dépassent pas 7500 HTG, il s’agira alors d’un « Mini Wallet». Si le
client a besoin de transférer plus que 7500 HTG en une fois, alors, il doit ouvrir un « Wallet
Standard ». Pour cela, il faudra suivre une procédure bancaire «Know Your Customer», procédure
imposée par la Banque Centrale. Cette procédure consiste à fournir une série d’information (nom,
prénom, adresse…) à Digicel qui pourra alors activer le « Wallet Standard ».
Une fois que l’agriculteur dispose d’un «Mini Wallet» ou d’un «Wallet Standard», il pourra aller 18.
chez un Agent « Mon Cash » pour déposer de l’argent. L’agent « Mon Cash » pourra alors créditer le
E-Wallet de l’agriculteur avec du E-Cash. Afin de pouvoir créditer le E-Wallet de l’agriculteur avec du
E-Cash, l’agent « Mon Cash » devra également avoir du E-Cash. S’il n’en a pas assez, il devra aller
physiquement chez un « Master Agent », partenaire de Digicel. La liste des «Master Agent» n’est pas
publique mais des réseaux comme FONKOZE en feraient parti. On peut donc penser que le pays est
relativement bien couvert.
L’agriculteur pourra alors transférer la somme souhaitée (en E-Cash) sur le(s) E-Wallet(s) du 19.
Ministère. Ce dernier pourra ensuite ‘décharger’ sont E-Wallet sur son compte Unibank (banque
partenaire) afin de récupérer les devises (ici des gourdes). Le MARNDR aura le statut de « Marchand
Mon Cash » et sera taxée de 2% lorsqu’il voudra transformer les E-Cash reçu en Gourdes.
3
2
1
Le MARNDR (« Marchand »)
L’agriculteur« Mini Wallet »
ou « Wallet Sandard »
Le Commerçant« Agent Mon Cash »
Fonkoze (exemple)« Master Agent »
Dépose de l’argent cash
Crédit le E-Wallet avec du
E-Cash Dépose de l’argent cash
Crédit le E-Wallet avec du
E-Cash
Transfère du E-Cash(Coût : 100 HTG
max) Transforme le E-Cash en
HTG(Coût : 2%)
Fonctionnement synthétique du système « Mon Cash » de Digicel
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Reseau Capacité à collecter de l’argent en espèce et à transférer
Forces/opportunités Faiblesses/risques
Sogebank,
Unibank,
BNC et Le
Levier
- Dépôts sécurisés
- Traitement informatique pour le transfert
- Employés formés
- Besoin d’électricité pour pouvoir fonctionner
- Possibilité de temps d’attente significatif en
agence
Mon Cash
- Simplicité et gratuité pour activer un Mini-
Wallet (s’active par téléphone).
- Transfert d’E-Cash par téléphone facile.
- Pas besoin d’électricité pour pouvoir
déposer de l’agent (et recevoir des E-Cash)
et transférer de des E-Cash.
- Dépôts physiques non sécurisés à travers les
agents autorisés (qui peuvent être de simples
commerçants).
- Les Agents Mon Cash doivent avoir
suffisamment de E-Cash pour pouvoir
alimenter les E-Wallet des agriculteurs.
- Besoin d’avoir un numéro de téléphone
Digicel.
- Besoin du réseau Digicel pour pouvoir
fonctionner.
- Obligation d’activer un Wallet Standard si
l’agriculteur doit transférer des fonds
supérieurs à 7500 HTG (procédures KYC).
Capacité à transmettre des informations pour le SI du PITAG B.
Une fois le transfert effectué, le Système d’Information (SI) du PITAG devra être mis à jour afin 20.
de permettre à l’OPS d’ordonner au fournisseur la livraison du paquet technique.
Pour la Sogebank/Unibank/BNC/Le Levier, les employés des différentes agences qui recevront 21.
les dépôts des agriculteurs devront entrer dans le SI du PITAG afin d’effectuer la mise à jour.
Pour le système « Mon Cash », il ne sera pas possible de demander aux agents de rentrer 22.
dans le système et de le mettre à jour car cela nécessite de manipuler un PC et d’avoir une
connexion Internet. Toutefois, Digicel peut donner l’accès à sa base de données en temps réel afin de
visualiser les transactions effectuées sur le(s) compte(s) (E-Wallet) du MARNDR et ainsi de repérer
« qui a payé combien ? ». Ainsi, c’est tout simplement l’OPS qui pourra mettre à jour le système sur la
base des relevés fournis par Digicel.
Reseau Capacité à utiliser un Système d’Information externe
Forces/opportunités Faiblesses/risques
Sogebank,
Unibank,
BNC,
Fonkoze, Le
Levier
- Employés déjà formés à l’informatique (les
banques et coopératives ont leur propre
SIG).
- Besoin de former toutes les agences
impliquées dans le PITAG pour qu’elles
puissent mettre à jour le SI (Système
d’information) du programme.
- Besoin d’une connexion Internet
Mon Cash
- Possibilité d’accéder directement à
l’historique en temps réel des transactions
(qui paye combien) et ainsi de permettre à
l’OPS de mettre à jour le SI.
Conditions d’utilisation et coût C.
Pour la Sogebank/Unibank/BNC/Le Levier, il n’y a aucune contrainte pour l’agriculteur qui, a 23.
priori, n’a pas besoin d’ouvrir un compte bancaire. Toutefois, le transfert aura un coût qui sera en
réalité déduit du montant transféré et qui sera donc à a charge du programme. Les coûts de transfert
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et de service (mise à disposition des employés, mise à jour du SI…) diffèrent d’une option à l’autre et
peuvent être négociés.
Pour « Mon Cash », les conditions sont simples pour les agriculteurs. Toutefois, l’agriculteur qui 24.
devra transférer plus que 7500 HTG devra remplir un formulaire qui demandera une assistance de la
part de l’OPS. Le coût que représente cette option dépend en partie des montants transférés. En
effet, le coût se calcule en deux temps : le premier dépend du montant transférer entre l’agriculteur et
le MARNDR. Le pourcentage est dégressif si le montant augmente. Il ne dépassera pas les 1.5%.
Ensuite, le MARNDR devra s’acquitter d’une commission de 2% pour échanger ses E-Cash collectés
en Gourdes. Ainsi, le coût total de cette option ne devrait pas dépasser 3.5% du montant transférer à
travers les agriculteurs (environ 4 millions) soit environ 140.000 USD.
Reseau Conditions d’utilisation et coût
Forces /opportunités Faiblesses / risques
Sogebank,
Unibank, BNC,
Fonkoze, Le
Levier
- Aucune obligation a priori pour les
agriculteurs. Ils n’ont besoin que du numéro
de compte du MARNDR pour pouvoir
déposer l’argent.
- La transaction est payante à partir d’une
agence dédiée au transfert (SogeXpress et
Unitransfer).
- Il faudra négocier avec l’entité retenue pour
utiliser ses services (dépôt, transfert et mise
à jour du SI).
Coût inconnu.
Mon Cash - Très simple pour les agriculteurs qui
n’auront pas à transférer plus de 7500 HTG.
- Procédures KYC (favorisant la connaissance
des clients) pour les agriculteurs qui auront
besoin d’activer un Wallet Standard (afin de
transférer des fonds supérieurs à 7500
HTG). L’OPS devra accompagner les
agriculteurs pour remplir le formulaire puis
ensuite le transmettre à la DIGICEL pour
qu’il puisse activer les Wallet Standard.
- Le coût de transfert dépend du montant et
varie entre 1.5% (pour 1000 HTG de
transfert) à 0.5% (pour 20.000 HTG).
- Le MARNDR devra payer une commission
de 2% lorsqu’il changera les E-Cash en
Gourdes (via la Unibank).
Coût maximum de 3.5% soit 140,000
USD pour le programme (pour un total
de 4,000,000 USD transférés par les
agriculteurs).
Couverture géographique dans les zones concernées + mapping D.
Les banques commerciales desservent très mal les zones concernées par le PITAG (moins de 25.
25%). Il serait possible d’augmenter le taux de couverture en incluant les commerçants affiliés à
SogeXpress ou Unitransfer. Toutefois, leur capacité à répondre aux besoins des clients est très
aléatoire. En effet, cette capacité dépend bien souvent d’une seule personne (souvent le gérant) qui
n’est pas toujours présent et de l’électricité64. Aussi, dans le tableau suivant, seules les agences en
propre de SogeXpress et Unitransfer ont été prises en compte.
64 Lors d’un déplacement hors métropole, sur 4 arrêts différents chez des commerçants affiliés, 2 ne fonctionnaient pas faute d’électricité.
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Le réseau Le Levier dessert mieux que les banques le milieu rural même si le taux de 26.
couverture des communes où va intervenir le PITAG ne dépasse pas les 35%.
Les agents Mon Cash semble couvrir davantage les communes du PITAG (69%). 27.
Ci-dessous un tableau récapitulatif de la couverture géographique du PITAG en fonction de 28.
l’option retenue:
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Ci-dessous le mapping de la Sogebank, Unibank, BNC et Le Levier. 29.
Agences de la Sogebank (hors zone métropolitaine)
Agences de la Unibank+ unitransfer(hors zone métropolitaine)
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Agences de la BNC (hors zone métropolitaine)
Agences de la Fédération Le Levier (hors zone métropolitaine)
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IV. Recommandations
Compte tenu de la taille géographique du PITAG, seule l’option « Mon Cash » semble adaptée. 30.
De plus, il sera possible d’augmenter le taux de couverture en incitant les fournisseurs du programme
à devenir eux-mêmes « Agent Mon Cash».
Toutefois, cette option dépend en grande partie à la capacité des «Agents Mon Cash» à faire 31.
face à une demande ponctuelle très forte. En effet, de nombreux agriculteurs devraient venir aux
mêmes moments échanger leurs gourdes contre du E-Cash pour créditer leur E-Wallet et réaliser le
transfert au profit du MARNDR. Cet afflux soudain risque d’être supérieur à la capacité des
fournisseurs qui devront donc aller rapidement chez un « Master Agent » pour échanger les gourdes
contre des E-Cash. Toutefois, les gains que représentent ces transactions devraient en partie les
inciter à répondre à la demande. L’OPS devra cependant y prêter une grande attention et, le cas
échéant, favoriser les déplacements de ces «Agents Mon Cash» auprès des «Master Agent». Le cas
échéant, on pourrait éventuellement envisager que les OPS deviennent eux-mêmes des «Master
Agent» à discuter avec la DIGICIEL.
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Appendix 6: Planning, M&E and learning and knowledge
management
Overview. The programme will be managed centrally by a Programme Executing Unit (PEU) 1.
embedded in the Ministry of Agriculture (MARNDR) based in Port-au-Prince and implemented through
decentralized service operators based in each of the five regions. The PEU will be responsible for
planning, monitoring and evaluation, learning and knowledge management, in conjunction with
service operators based in the field. A full time monitoring and evaluation officer and an assistant will
be tasked with collecting, analyzing and reporting on data, with support from the programme’s service
operators.
Planning. Planning is an integral part of the success of the programme and the feedback 2.
mechanisms it applies will be fundamental to ensure that the programme continuously revises and
adapts its technical packages based on the results it attains in the field. The planning process will be
participatory and will involve all stakeholders in the field and at headquarters. The annual work plan
and budget (AWPB), led and organized by the Programme Executing Unit, will include staff from the
PEU, representatives from the DDAs (Directions départementales), the Ministry of Agriculture
(MARNDR) and IFAD’s Country Officer. The AWPB will reflect the needs and priorities of the
beneficiary farmers in the different communes targeted by the programme and will be informed by
input from implementation partners (opérateurs de terrain) operating in the field. The PEU will also
conduct monthly meetings to review progress, identify difficulties and plan activities for the weeks
ahead. The meetings will be complemented by quarterly meetings in the field with DDAs and
implementation partners as well as participatory planning sessions with service providers, producers’
organizations, PEU staff and DDA representatives. These meetings will be used to gather feedback
and data which will feed into the monitoring and evaluation system as well as input for the
programme’s ongoing planning process. Figure 1 summarizes the various steps of the planning
process.
Figure 1. The planning process of the PITAG
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Monitoring and evaluation. The Monitoring and Evaluation System of the PITAG will rely on 3.
three main components:
(a) Biannual monitoring reports prepared by a monitoring officer affiliated to the PEU of the
Agricultural and Agroforestry Technological Innovation Programme.
(b) Mid-term and final independent evaluations (the latter will include an ex-post economic
analysis of the programme using the same methodology as the ex-ante economic
analysis but with actual programme data, and both will include an evaluation of the
technology transfer schemes included in the program) focusing on the programme’s
effectiveness, efficiency, sustainability, relevance and coherence.
(c) An external impact evaluation based on experimental and quasi-experimental methods.
Output indicators. Based on the logical framework of the project, the monitoring will consider 4.
the following output indicators:
Table 1. Output indicators
Indicator Frequency of Measurement
Source of Verification
Component I: Applied research and training
1.1. Applied agricultural research projects implemented for
the development/adaptation or improvement of new agricultural technologies
Biannual Project progress reports and IDB inspection visits
MS. 1.1.1. Applied agricultural research projects
implemented for the development/adaptation or improvement of agricultural technologies that specifically target female farmers
MS. 1.1.2. Applied agricultural research projects
implemented for the development/adaptation or improvement of agricultural technologies that specifically target climate change adaptation or mitigation
1.2. Scholarships to support the implementation of new
innovation projects delivered to research fellows
1.3. Directorate of Innovation strengthened
MS. 1.3.1 Innovation Information system implemented
Component II: Climate Risk Reduction
2.1. Number of beneficiary farmers who received
technological packages
Biannual Project progress reports and IDB inspection visits
MS. 2.1.1. Number of female farmers who received
technological packages
MS. 2.1.2. Number of beneficiary farmers who received
technological packages for climate change adaptation and mitigation.
2.2. Number of beneficiary farmers who received technical
assistance
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Data collection and instruments. The Programme’s full-time Monitoring Officer will be 5.
responsible for the monitoring of all the output indicators described in Table 1. Monitoring data will be
compiled mainly from (1) on-site visual inspections and (2) the Programme’s Information System.
Reporting. The PEU will prepare and transmit to IFAD and to the Inter-American Development 6.
Bank (IDB) a biannual activity report that will include the results of the monitoring of all the output
indicators listed above. The preparation by the PEU and IDB’s approval of these reports is a
contractual condition of the IDB grant. At the end of the project (year 5), the PEU will prepare a final
report.
These reports will provide all the required information for the Progress Monitoring Report (PMR) 7.
system of the IDB and IFAD’s reporting on core indicators, which will be updated on a biannual basis
by the specialist in charge.
The entity contracted to carry out the impact evaluation will submit a biannual report on data 8.
collection activities and data analysis. This report will be transmitted to the Bank and IFAD for
approval. This constitutes another contractual condition of the IDB grant.
Biannual monitoring reports are due one month after the end of each semester (i.e. on January 9.
31st and July 31st).
Independent evaluations. The PEU will submit to the IDB and IFAD a mid-term independent 10.
evaluation report within 90 days after the date on which 50% of the grand proceeds have been
committed. The objective of this evaluation will be to determine whether execution is satisfactory and
whether the programme’s strategy is generating the desired impact, or whether adjustments are
needed. For each Component, it will highlight the key issues that are faced and which require
responses from the PEU. It will also provide a set of preliminary insights about the programme’s
design, implementation, and management.
A final independent evaluation will be carried out a few months before the end of the 11.
programme at year 5 to determine whether it has reached its objectives. The evaluation team will
report the results of the programme’s impact evaluation as well as identify the lessons learned
through the programme and in particular its key successes and failures. The team will also assess the
sustainability of the programme’s results and propose a set of recommendations to the various
programme’s stakeholders in order to reinforce it.
Impact evaluation– Theory of change. It is expected that by increasing the adoption of 12.
agricultural technologies and agroforestry systems the project will increase agricultural productivity
and improve the use of natural capital, particularly reduce soil degradation. Higher productivity will
translate into higher agricultural income from crop sales as well as production for home consumption.
Higher income will facilitate access to food consumption which will improve food security. On the other
hand, higher production will enhance food availability which will also improve food security.
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Impact and Results Indicators
Impact Indicator Frequency of Measurement
Validation source
Impact 1. Outreach Indicator 1.1: Number of men reached by the programme
Indicator 1.1: Number of women reached by the programme
Indicator 1.1: Number of youth reached by the programme
2018 and 2022 Agricultural Household Surveys for baseline and follow-up. Disaggregated by sex of the head of the household.
Impact 2. Improve Food Security
Indicator 2.1: Percentage of male-headed households who are severely food insecure using the Food Security Scale (ELCSA)
Indicator 2.2: Percentage of female-headed households who are severely food insecure using the Food Security Scale (ELCSA)
Indicator 2.3: Beneficiaries of IDBG projects that contribute to at least one key dimension of food security
2018 and 2022 Agricultural Household Surveys for baseline and follow-up. Disaggregated by sex of the head of the household.
Impact 3. Increase Agricultural Income
Indicator 3.1: Annual agricultural household income
Indicator 3.2: Annual agricultural profits (agricultural revenues minus cost of variable inputs and transportation)
2018 and 2022 Agricultural Household Surveys for baseline and follow-up. Disaggregated by sex of the head of the household
Impact 4. Increase Agricultural Productivity
Indicator 4.1: Annual value of agricultural production 2018 and 2022 Agricultural Household Surveys for baseline and follow-up. Disaggregated by sex of the head of the household
Results Indicator Frequency of Measurement
Validation source
Result 1: Improve use of Natural Capital
Indicator 1.1: Beneficiaries of improved management and sustainable use of natural capital. Indicator 1.2: Beneficiaries who adopted soil protection and restoration technologies Indicator 1.3: Additional hectares of land applying agroforestry technologies
2018 and 2022 Records of beneficiaries from the Ministry.
Agricultural Household Surveys for baseline and follow-up.
Result 2: Improve Agricultural Innovation Services
Indicator 2.1: Research and development expenditure as percentage of Agricultural GDP Indicator 2.2: New technologies developed or adapted by new applied research projects.
2018 and 2022 Ministry’s executed budget. Records from the ministry of Agriculture.
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Indicator 2.3: Male farmers who adopt the technologies developed by new applied research projects (Component I). Indicator 2.4: Female farmers who adopt the technologies developed by new applied research projects (Component I).
Result 3: Increase Adoption of Agricultural Technologies
Indicator 3.1: Percentage of beneficiary producers who adopt agricultural technologies. Indicator 3.2: Percentage of beneficiary women who adopt agricultural technologies Indicator 3.3: Farmers who adopt agricultural technologies Indicator 3.4: Women beneficiaries of economic empowerment initiatives
2018 and 2022 Records of beneficiaries from the Ministry.
Agricultural Household Surveys for baseline and follow-up
Result 4: Improved Minimum Dietary Diversity Score for Women for enhanced nutrition
Indicator 4.1: Minimum Dietary Diversity Score for Women for enhanced nutrition Indicator 4.2: Women and men beneficiaries who are knowledgeable about healthy diets Indicator 4.3: Farmers who diversified their production with the focus on high nutrient value crops
2022 Agricultural Household Surveys for baseline and follow-
up
PITAG report
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Impact evaluation methodology. As with every impact evaluation, the principal challenge is to 13.
find an appropriate control group or a counterfactual comparable to program beneficiaries. For this
program, we will apply a combination of techniques that include: (i) reflexive analysis for results
obtained from component I; (ii) randomized control trial for technologies delivered with component II
with excess demand; and (iii) a double difference estimation combined with a propensity score
matching for technologies delivered with component II without excess demand.
Reflexive Methodology (Component I). This methodology aims to measure in a simple 14.
manner, the results obtained from component I. Specifically, this methodology will merely focus on
measuring the outcome variables associated with Result 3: “Improve Agricultural Innovation
Services”, using a before and after the program comparison in order to identify any improvements
obtained by the innovation program of the Ministry of Agriculture. The outcomes that will be measured
using a before and after comparison are the following:
(a) Research and development expenditure as a percentage of GDP by the government.
(b) New technologies developed or adapted by new applied research projects.
(c) Male farmers who adopt the technologies developed by new applied research
component.
(d) Female farmers who adopt the technologies developed by new applied research
component.
15. The idea behind the methodology is to measure the indicator at t=0 (before the program) and
the same indicator at t=1 (after the program). This methodology does not aim to capture rigorous
causality, however, it will be useful information for the Ministry and the Bank. Also, given that the main
idea is to measure the Ministry’s advancements on agricultural innovation, using a before and after
methodology guarantees that we are directly capturing the improvements obtained by this institution in
terms of new technologies developed.
16. Experimental Methodology (Component II, technologies with excess demand). This
methodology aims to measure direct causality of program implementation by randomly assigning
producers to beneficiary and control groups.
17. The randomization will be performed as follows:
(a) The randomization will be conducted at the individual level.
(b) The farmers who are interested to receive the technologies offered by component II of
the program will register in a list where they will reveal their technology preferences.
(c) The technologies with excess demand will be identified. This refers to technologies that
surpass the limit of expected beneficiaries as established in the program’s budget.
(d) Farmers who selected technologies with excess demand will be randomly assigned to
beneficiary and control groups.
(e) Baseline data will be collected on beneficiaries and control groups prior to program
implementation. This dataset will allow us to corroborate comparability between both
groups.
(f) Follow-up surveys will be collected on beneficiaries and control groups to identify
program’s impact.
18. A randomized control trial represents the golden standard for any impact evaluation because it
guarantees that treatment and control groups are, on average, statistically the same across
observable and unobservable pretreatment characteristics. Formally, under random treatment
assignment, the expected outcome of the treatment group, 𝐸 𝑌𝑖1 𝑇𝑖 = 1 , is equal to the expected
outcome of the control group had not received the treatment,𝐸 𝑌𝑖1 𝑇𝑖 = 0 , and vice-versa,
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𝐸 𝑌𝑖0 𝑇𝑖 = 0 = 𝐸 𝑌𝑖0 𝑇𝑖 = 1 . Hence, any observed differences in the outcomes of interest between
the treatment and the control groups are attributed to the intervention.
Under random treatment assignment, an unbiased estimate of the average treatment effect can 19.
be calculated using Ordinary Least Squares (OLS) model as follows:
𝑌𝑖 = 𝛼 + 𝛽𝑇𝑖 + 휀𝑖 1
Where Y is the outcome of interest, T represents treatment, and 휀 is an error term. In this case, 20.
the coefficient 𝛽 represents the actual unbiased estimate of treatment.
The experimental methodology will serve to guarantee the comparability between treated and 21.
control groups as well as to assure transparency and equal opportunity of participation. The
identification strategy will use an instrumental variable approach to measure the program’s impact.
Specifically, it is expected that some producers will not participate despite being selected for program
participation. This can occur when farmers don’t have the financial means to pay the remaining cost of
the technology, when there are inappropriate agro-ecological conditions to adopt the chosen
technology, among other factors. This problem is better known in the literature as non-compliance.
Because the program cannot oblige farmers to adopt the technology, this problem is likely to take
place in the evaluation. For this purpose, an instrumental variable approach will be conducted.
However, this methodology will allow us to identify the local average treatment effect (LATE), which
implies that we will be measuring the impact for those farmers who adopted the technology.
The instrumental variable technique will allow us to solve the noncompliance problem through 22.
the utilization of an instrument Z. This instrument must be related with the participation in PITAG but
must be exogenous to the outcome of interest Y (i.e. technology adoption). Specifically, the instrument
will have a value of 0 if the farmer was assigned to control group and 1 if the farmer was assigned to
beneficiary group.
The main objective in this impact evaluation is to identify: (i) whether program participation 23.
enhances technological adoption and; (ii) if technological adoption increases productivity, income and
food security. For this purpose, a two stage least squares must be estimated where the first stage
calculates the impact of treatment on Adoption and the second stage calculates the impact of
Adoption on the outcomes of interest Y. Formally, following the paper published by Salazar et. al
(2016), this is the system of equations to be estimated:
𝑃𝐼𝑇𝐴𝐺𝑖 = 𝛼 + 𝛽𝑍𝑖 + 𝛾𝑋𝑖 + 휀𝑖 2
𝑌𝑖 =∝ +𝜋𝑃𝐼𝑇𝐴�̂� + 𝜌𝑋𝑖 + 𝜏𝑖 3
Where Z is the dummy for the randomization (instrument), PITAG is a dummy variable that 24.
takes the value of 1 if the household obtained the technology; 𝑌𝑖 is any of the outcomes of interest for
the household i. These outcomes include the following: (i) 𝐴𝑑𝑜𝑝𝑡𝑖𝑜𝑛𝑖 is a dummy variable that takes
the value of 1 if the household i adopts the technology provided by the PITAG and 0 otherwise (also
producers who adopted soil protection and restoration technologies as well as the amount of land
where the technologies are applied)65
; (ii) household value of agricultural production per year66
; (iii)
food security (using the ELCSA index of food security, see Annex 1 of this document)67
; (iv) annual
agricultural household income (this indicator will be measured separately to female and male head of
households); and (vi) annual agricultural household profits (measured as agricultural income minus
costs of variable inputs and transportation).
Also, 𝑋𝑖 is a matrix of control variables for household i including (socio-demographic 25.
characteristics, economic characteristics of the household, dummy variables at the regional level, and
other pre-treatment characteristics); and 휀𝑖 is an individual error term.
65 Includes the indicators 2.3, 2.4, 3.1, 3.2 in the results section of the Results Matrix. 66 Indicator 1.1 in the results section of the Results Matrix 67 Includes the indicators 1.1 and 1.2. of the impact section of the Results Matrix.
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It is considered that a simple randomization is sufficient to capture the overall program’s impact. 26.
In other words, the objective of this evaluation is to identify the effect of the intervention as a whole,
we are not aiming to identify specific heterogeneous impacts at the technology or regional levels
(however, we will control for regional dummies in the estimation)68
.
Another reason why a simple randomization is seemed sufficient to evaluate the program’s 27.
impact is because strong spillover effects are not expected to take place, which could invalidate the
methodology when present. Specifically, the main reason why spillover effects are not expected to
take place to a considerable extent is due to the presence of liquidity constraints. Farmers to be
benefited from this program face strong financial constraints which reduce their possibility to access
the technologies by any other means than program participation. Evidence from a similar program in
Dominican Republic (PATCA), corroborates this hypothesis (Aramburu, Maffioli, Salazar, 2017).
Propensity Score Matching and Difference in Difference (Component II, technologies 28.
without excess demand). This methodology aims to measure the effect of the program for those
technologies that might not have an excess demand. In this case, it is not possible to randomly assign
producers to treatment. Therefore, we will identify non-treated communes located near the treated
ones, in order to find producers that can be used as a counterfactual of the beneficiaries that access
this kind of technologies.
The potential control communes are the following: (i) in the North: La Victoire, Pignon, Quartier 29.
Morin; (ii) in the North East: Carice, Ferrier; (iii) in the South: Saint Louis du Sud, Tiburon, and (iv) in
Grande Anse: Corail, Moron.
We will use a Propensity Score Matching (PSM) to select a sample of control producers in 30.
these communes that are comparable to the beneficiary producers. In order to identify a proper
counterfactual, the first step is to estimate the propensity score for the potential control producers and
the beneficiary producers.
The propensity score is the probability of participating in the program, given certain 31.
characteristics. In the participation model, the dependent variable will be the inclusion in the program
and the independent variables included in the vector X are composed of variables that can determine
the participation in the program but are not affected by program participation, such as socio-economic
characteristics, household characteristics, wealth, agricultural area owned, among others.
The proposed participation model to predict the probability of the producer to participate in the 32.
program is presented in the following equation:
Pr 𝑃𝐼𝑇𝐴𝐺 = 1 𝑋 = 𝛼 + 𝛽∑𝐶𝑖 + 𝛿 ∑𝐻𝑖 + 𝜌∑𝑊𝑖 + 𝜑∑𝐿𝑖 + 휀𝑖
Where Pr 𝑃𝐼𝑇𝐴𝐺 = 1 𝑋 is the probability that the producer i participates in the PITAG 33.
Program; 𝐶𝑖 is a vector of socio-demographic characteristics of the household, including number of
household members, proportion of women and dependency ratio; 𝐻𝑖 is a vector of head of household
characteristics, including age, gender, marital status, literacy and education level; 𝑊𝑖 is a vector of
economic characteristics of the household, including non-agricultural income, reception of cash
transfers, ownership of bank account and access to credit; 𝐿𝑖 is a vector that captures the size of the
land, including total area owned by the household and area effectively planted, and 휀𝑖 is the error
term.
After finding the propensity score for both, the treated and non-treated producers, we can 34.
“match” them using different matching algorithms and maintain the common support area, which is
where the comparable observations are, ensuring the comparability between the treated and control
group (Heckman et al., 1998).Using the observations in the common support area we can implement
68 Also, measuring heterogeneous impacts at the technology level will imply using an extremely large sample size which will not be possible with the financial constraints of this evaluation.
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the difference in differences (DD) estimation, a quasi-experimental technique that allows us to identify
the causal effect of the program by accounting for time-invariant observable and unobservable
heterogeneity. The main assumption of this methodology, that in the absence of treatment the
beneficiary and control groups will present similar trends, is guaranteed by the previous PSM
implemented.
The following equation represents the basic difference in difference model to be estimated: 35.
𝑌𝑖 = 𝛼𝑖 + 𝛽1 𝑇 + 𝛽2𝐷𝑖 + 𝛽3 𝑇 ∗ 𝐷𝑖 + 𝛿𝑖𝑗𝑋𝑖𝑗 + 휀𝑖
Where 𝑌𝑖 is the outcome variable of interest for household i; 𝑇 is a dummy variable that equals 36.
to 0 if baseline and 1 if follow-up; 𝐷𝑖 is a dummy variable that equals to 1 if producer i is treated by
PITAG; 𝑋𝑖𝑗 is a vector of observable characteristics for household i, measured at baseline; 𝛼, 𝛽, 𝛿 are
unknown parameters, and 휀𝑖 is the error term.
The outcome variables include household value of agricultural production per year, food 37.
security (using the ELCSA index of food security), annual agricultural household income and annual
agricultural household profits. The parameter of interest is 𝛽3 that represents the double-difference
estimator or the causal effect of the program. The parameter 𝛽1 captures the time trend of the
outcome variable and the parameter 𝛽2 represents the initial differences between treated and control
groups.
Sample Calculation. The first step to determine the adequate sample size is to conduct power 38.
calculations. These indicate the minimum sample size needed to conduct an impact evaluation and to
answer the question of interest (World Bank, 2007). For this calculation, there are some required
elements:
(a) Size of the impact on the indicators of interest
(b) Standard deviation of the indicators of interest
(c) Level of confidence (we use 95% confidence)
(d) Statistical power level (we use power of 80%)
Using these four elements, the sample size can be estimated using the power formula: 39.
𝑁 =4𝜎2(𝑧𝛼 + 𝑧𝛽)
2
𝐷2
Where,
D = The expected impact on the variable of interest
σ = The standard deviation of the variable of interest
zα = The critical value for the confidence interval for a bilateral or two-tailed test.
zβ = The critical value of a statistical power for a bilateral or two-tailed test.
In this case, the calculations for the sample size are based on the data collected for the 40.
evaluation of the Agroforestry component of the PTTA, which provides information from 290
households of small agricultural producers from the commune of Limbé, in the north side of Haiti. This
data set is used to obtain the mean values and standard deviations of the variables of interest, as well
as the minimum detectable effect.
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The third and fourth elements are indicative of the extent to which the sample is able to limit 41.
errors in the impact calculation. The critical value associated with the 95% confidence level (zα) is
1.96 and the value associated with 80% power (zβ is 1.28.
The following table shows the sample size required to measure the impact of the program on 42.
different variables of interest (as value of production and agricultural income) when the impact that we
are trying to identify is of 20%, 40% and 50%.
Outcome Variables Mean Est. Dev. D=20% D=40% D=50%
Value of production, USD 358.8 663.3 2855 714 456
Agricultural income, USD 172.8 439.5 5238 1310 838
Given the effects found in the impact evaluation of the agroforestry component of PTTA and the 43.
results matrix of PITAG, the sample size must be able to identify an impact of 40% on value of
production and 58% on income (highlighted in blue). The most restrictive sample size corresponds to
the 50% impact on income which will be used hereafter. For the purpose of the evaluation, this
sample has to be representative for male and female headed households. Then, the sample size will
be twice the estimated number which corresponds to 1,676 surveys in order to account for impacts on
female and male headed households. Assuming a non-response of 15%, the sample size will be
equal to 1,927 surveys. To facilitate calculations, we will consider a sample size of 2,000 surveys
(1,000 beneficiaries and 1,000 controls).
The questionnaire. The questionnaire will be an agricultural household survey with detailed 44.
information regarding agricultural production, input use, land allocation, livestock production,
household socio-economic characteristics, income sources, food security, among others. Table 3
presents the main sections of the questionnaire.
Table 2. Sections of the questionnaire
SECTION
Section 1: HH information
Section 1.1: Identification of HH members Section 1.2: Information on education, health and work
Section 2: Plots information
Section 2.1: List of plots
Section 2.2: Information about plots owned
Section 2.3: Information about plots rented
Section 2.4: Information about leased plots
Section 2.5: Information about purchase and sale of land Section 2.6: Information about the use of agricultural technologies on plots
Section 3: Crop information
Section 3.1: List of annual crops
Section 3.2: Seeding of annual crops
Section 3.3: Use of agricultural inputs on annual crops
Section 3.4: Labor used for annual crops
Section 3.5: Annual crops production
Section 3.6: Annual crops storage and commercialization
Section 3.7: Production of perennial crops and fruits
Section 3.8: Labor used for perennial crops
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Section 3.9: Perennial crops storage and commercialization Section 3.10: Crop losses (including losses from fruit fly)
Section 4: Livestock information
Section 4.1: Livestock inventory Section 4.2: Livestock production
Section 5: Farmers organization membership
Section 6: Housing:
Section 6.1: Status of housing occupancy
Section 6.2: Physical characteristics of the house
Section 6.3: Water and sanitation Section 6.4: Electricity
Section 7: Assets, Income and expenditures
Section 7.1: HH assets
Section 7.2: HH incomes
Section 7.3: HH expenditures Section 7.4: Food expenditure and consumption
Section 8: Access to finance
Section 8.1: Informal savings
Section 8.2: Bank accounts Section 8.3: Credit
Section 9: Food security
Section 9.1: Dietary diversity
Section 9.2: HH hunger scale
Learning and knowledge management. Aspects of learning and knowledge management are 45.
not to be treated as a stand-alone activity but rather need to be integrated in all programme
implementation processes. Learning and knowledge management complements and links to the way
the monitoring and evaluation systems collects, analyzes and feeds data for decision-making
processes, and provides input to the communication function of the programme. All three activities
(M&E, knowledge management and communication) are part of a continuum that results in learning at
the programme level, at the corporate (IFAD and IDB) level and at the international level. A knowledge
management strategy will need to be developed at the onset of the programme with the objective of
contributing to five critical processes: decision-making, communications, knowledge transfer;
dissemination of lessons learned from component I; and IFAD’s and IDB’s corporate communications.
The knowledge management strategy will be evaluated internally for relevance and reach during its
implementation and adjusted as necessary, as well as at the end of each year, to measure its
effectiveness.
Knowledge management in support of decision-making. The first objective of knowledge 46.
management (KM) is to support the decision-making process by making strategic use of the data and
information collected in the field and through its geographic information system (GIS). The KM
strategy will ensure that all stakeholders receive data-based information that is relevant to their
decision-making processes. Audiences include PEU staff, IDB and IFAD country officers, members of
the Programme Steering Committee, service operators and service providers, MARNDR
decentralized staff at all levels, policy makers and participating farmers. KM tools include regular and
special meetings, written reports, participatory review sessions with the communities, after action
reviews, field visits, focused technical assistance, farmer field school modules, etc.
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Knowledge management in support of communication. Programme results – together with 47.
photography, participants’ view and stories from the field – will feed into the communication activities
of the programme and ensure that the programme has an efficient flow of information coming from the
field as well as data to support the dissemination of its key messages.
Knowledge management in support of knowledge transfer. KM tools and products such as 48.
learning routes, farmers’ exchange visits, Ministry of Agriculture’s staff exchange visits, participation in
regional and international expert groups on agroforestry, innovation in agriculture, climate change,
youth, gender mainstreaming, etc. will be identified and carried out with the objective to learn from
others and share good practices emerging from the programme, from both components. Expected
results from this work is the reinforcement of IFAD and IDB’s mutual learning and a concerted
contribution to policy dialogue.
Knowledge management in support of disseminating lessons learned from Component I. 49.
The programme will ensure that the lessons and good practices emerging from the research and the
implementation of the technological packages and innovations are properly documented and widely
shared nationally, regionally and internationally. Tools and products include: case studies, policy
briefs, participation in agricultural innovation conferences, participation in regional ministerial meetings
on agriculture, publication of articles in scientific magazines and papers, visits to research centers and
participation in online network of experts in climate smart agriculture, etc.
Knowledge management in support IDB’s and IFAD’s corporate communication. 50.
Knowledge and information from the field are invaluable to IFAD and IDB to report in an easy to
communicate format the results and impact their investments are having in the countries. Case
studies, participants’ view and stories, photography, lessons learned, and all other communication
products that include data, relevant context information, personal stories and visuals serve as material
to learn from experience and demonstrate impact.
Figure 2. Continuum from M&E System to Communication Activities
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Appendix 7: Financial management and disbursement arrangements
133
Appendix 7: Financial management and disbursement
arrangements
A. Inherent risks: country issues, entity risks and Program design
The country risk is rated as High. Transparency International’s Corruption Perception Index 1.
ranked Haiti 159 of 176 countries in 2016 (stable comparing to 2015) with a score of 20 (17 in 2015).
The latest evaluation of the public financial management systems of the Republic of Haiti is 2.
contained in the Public Expenditure and Financial Accountability (PEFA) assessment report
conducted in 2011 and published in February 2012. The Government of Haiti has shown continued
commitment in improving the country system and has adopted in May 2014 Public Financial
Management reform strategy including an action plan 2014-2016 to consolidate basic public financial
management functions focus on: (a) continuing the implementation of a Single Treasury Account
(STA) with the support of IMF; (b) reaffirming the role of public accountants in the monitoring of
expenses in all line ministries, and (c) improving the monitoring of public debt. Despite these
measures, the country financial management systems and external control mechanism would require
further improvements prior to conform to levels consistent with their utilization for the fiduciary
management of IFAD’s funded program. As a result, no country systems will be used for the financial
management of program. Therefore, to mitigate these risks, IFAD will continue in the foreseeable
future to: (i) rely on special program executing units for the execution of all programs while at the
same strengthening institutional capacities; and (ii) to implement special fiduciary arrangements for
program implementation and to conduct close supervision of program executing units. External control
will be performed for all operations by independent audit firms acceptable to IFAD in accordance with
the Framework on Financial Reporting and Audit of IFAD funded Programs.
In light of the above, and given the significant planned monitoring and tracking of the operations 3.
and especially the procurement and financial areas, the programme risk is rated as Medium.
The risk assessment summary table and proposed mitigation measures are shown as 4.
Attachment 1 to this appendix.
B. Proposed financial management and disbursement arrangements
Financial management organization. The Executing Agency (EA) will be responsible for the 5.
overall program execution and administration, including: planning and reporting technical and fiduciary
aspects; execution of procurement activities; supervision of firms and service providers; financial and
accounting management; risk management; monitoring and evaluation; supervision and execution of
the environmental and social management plan. The MARNDR will execute the aforementioned tasks
through: (i) its Executing Unit named “PEU” which will ensure the financial management of the
program; and (ii) the procurement unit of the MARNDR which will perform the procurement activities
of the program. The PEU has gained experience in the execution of IDB financed operations over the
past five years, during the execution of the Technology Transfer Program for Small Farmers Program
(HA-L1059, 2562-GR-HA, PTTA I). The program coordinator will report to MARNDR’s General
Director. The EA will be responsible for the fiduciary aspects of the program and overall administration
including financial reporting which will be using International Accounting Standards acceptable to co-
financiers.
IFAD conducted a desk review of the update of PEU institutional assessment related to its 6.
financial management and internal control processes which was completed in January 2017 by the
IDB Team. Based on the results, IDB considered PEU overall risk rating to be medium due to
following weaknesses: (i) financial reports are prepared manually which increases the possibility of
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Appendix 7: Financial management and disbursement arrangements
134
errors in financial reporting, as SYSCOMPTE does not automatically generate financial reports; (ii)
Limitations identified in SIGI information system used for the management of subsidies to farmers;
and (iii) absence of a code of ethics. To mitigate those risks the EA: (i) has launched an evaluation of
the functionality and the design of the SIGI information system which will advise on the best option to
choose for the implementation of new program; (ii) will need to set up parameters SYSCOMPTE to
allow the automatic generation of financial reports and the monitoring and execution of budget; and
(iii) include a code of ethics and professional conduct in the PIM. The fiduciary risk related to
procurement delays is classified as medium and its mitigation measures include: (i) anticipation and
good planning for complex procurement processes; (ii) strengthening of the PEU; and (iii) support to
the MARNDR to simplify the procedures for contract approval and signature. IFAD confirms this
assessment.
A Steering Committee (SC) will be created after the program start-up workshop to ensure 7.
strategic overall guidance and coordination among the different institutions involved in program
implementation. The SC will meet at least once a year in order to discuss strategic issues, as well as
to approve the multi-year execution plan, annual operation plans and progress reports. This
committee will be chaired by MARNDR’s General Director.
Internal controls. The internal control environment of the program will be strengthened with: (i) 8.
the updating and implementation of an operation plan; (ii) the updating of the current accounting
system to include a module for budget preparation and monitoring and the automatic preparation of
financial report; and (iii) the use of an information system for the management of subsidies to the
farmers and their contribution in kind.
PEU shall update to the satisfaction of IFAD, their operations manual (PIM), which shall set out 9.
the procedures to be followed by the EA with regard to planning and reporting of activities, financial
management, audits, procurement and contracting, risk management, and monitoring and evaluation.
The PIM shall include, among others: (i) the role of each participant and collaborating institution for
the implementation of the program; (ii) a code of ethics section; (iii) an annex describing the
procedure and timeframe applicable to the MARNDR’s internal and external approval process for
procurement contracts; (iv) the framework of Environmental and Social Management Plans; (v) the
Monitoring and Evaluation Plan, procedures for the safeguard of financial information; and (vi) a chart
of accounts.
Budgeting. All Program activities for each component and subcomponent will be included in an 10.
Annual Work Plan and Budget (AWPB). The AWPB will detail the activities, quantities, unit costs,
implementing entity, target dates, and will allocate the budget for each activity by funding source
(IFAD grant, co-financiers, counterpart funds and beneficiaries contributions). The AWPB will also
include (i) full documentation of all unit costs assumptions and hypotheses and (ii) summary tables
showing forecasted disbursement rates against allocations (by category and by component).
The AWPB process will start at an early stage in order to be submitted o IFAD for no objection 11.
no later than 60 days before the year end. Through its computerized financial management system,
the Program will monitor the financial execution of the AWPB and produce budget vs. actual
statements on a monthly basis. This will serve as a basis for discussion during the monthly budget
review meeting to be organized by the Program Director, for the review of physical and financial
performance and the adoption of corrective actions.
Accounting and financial reporting requirements. The SYSCOMPTE system currently in 12.
use by the MARNDR will be used for Program financial management.The financial and accounting
system should allow (i) recording and reporting of transactions by component, category, source of
funds, AWPB activity and geographical location, (ii) budget monitoring, (iii) automated bank
reconciliations, (iv) contract management and monitoring of financial commitments, (v) production of
the required financial reports and statements, and, (vi) possibly, the automated production of
withdrawal applications.
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Appendix 7: Financial management and disbursement arrangements
135
The PEU will record eligible expenditures following international accounting standards (cash 13.
basis), and all accounting policies and procedures related to the Program will be clearly documented
in the financial and administrative procedures manual. The PEU will be required to produce monthly
financial reports that will include analyses of disbursement rates by category, AWPB execution, cash
position and forecast, implementing partners’ financial situation, procurement plan execution and any
salient administrative issues. In addition, interim unaudited financial reports (IFR) will be submitted to
IFAD within 45 days of the end of each quarter using a format defined in the manual. The IFR will
summarize the Program’s financial situation for each funding source and will include analytical
comments on budget variances, as well as any constraints faced in the fiduciary area. Finally, the
PEU will prepare annual financial statements and submit them to IFAD and the external auditors at
the latest 2 months after the end of each fiscal year.
Flow of funds. Funds will follow in sequential steps: 14.
Step 1: IDB will open a separate bank account to receive the funds from IFAD. The funds will be equal to 18-24 month activities based on the cash forecasts of activities to be implemented within that period of time.
Step 2: The Recipient will open USD denominated Designated Accounts (DAs) operated
by the MoFP in a commercial bank, in order to receive IFAD grant and co-financiers’
resources.
The EA will prepare annual planning of program cash flows to be revised every four months. 15.
Financial plans will be based on activities derived from the Annual Work Plan and Budget (AWPB) and
payment terms agreed with suppliers. Advance of funds methodology will be used for the
disbursement of program funds. For each new advance, PEU will need to justify 75% of cumulated
advance received. Disbursement Supervision will be ex-post. IFAD recommends to use the FIFO
methodology to manage flows received in the local currencies. The Central Bank of Haiti exchange
rate published for the date of receiving funds will be used at the reference rate. Payment of subsidies
will be made via a financial institution, which will be hired through a competitive bidding process.
Payments by the financial institution will be subject to the farmer meeting a set technical requirements
to be validated by the Departmental Directorate of Agriculture (DDA) and the payment of a small
contribution. The DDA will inform the EA that all technical requirements have been met following
which the EA will send payment authorization to the financial institution. The amount to be disbursed
will be subject to terms defined in matching grant agreement.
Counterpart funding. The beneficiaries contribution will be in kind (in South and Grand Anse 16.
Departments) or in cash (in other areas) and will represent 10% of planned activities. The program
financial statements should reflect and disclose this contribution. The PEU has the responsibility to
monitor this contribution in kind.
Audit. The Recipient, through the PMU, will appoint independent auditors acceptable to both 17.
co-financiers, under TOR cleared by IFAD, and in line with the Framework on Financial Reporting and
Audit of IFAD funded Programs . The contract for the audit will be for a maximum of three years,
subject to satisfactory performance and IFAD clearance. The auditors will give separate opinions on
the financial statements, designated accounts and SOEs, and will comment on the use of Program
resources (in particular by implementing partners) and the adherence to procurement rules. The
auditors will also provide a management letter addressing the adequacy of the accounting and
internal control systems.
Given the difference of requested timeline to submit audited financial statements between IDB 18.
(120 days) and IFAD (180 days), it will be decided that the external auditor deliverables will be
submitted to IFAD not later than 120 days from the year end of fiscal year applicable in Haiti . For
component II, a technical verification of the use of funds by the beneficiaries will be performed on a
quarterly basis by an individual consultant based on terms of reference approved by the Co-
Financiers.
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In addition , IFAD will receive on a 6 monthly basis a statement of bank account opened at IDB 19.
to manage the flow of funds from IFAD. This statement should be signed by the Controller of IDB.
IFAD Financial Management Team will conduct on regular basis supervision missions in order 20.
to review the execution of AWPB and fiduciary aspects related to the implementation of IFAD co-
financed activities.
Anticorruption and good governance framework. The primary responsibility of detecting 21.
fraud and corruption lies with the Recipient. However, the Program should note that IFAD applies a
Zero Tolerance Policy towards fraudulent, corrupt, collusive or coercive actions in Programs financed
through its loans and grants. “Zero Tolerance” means that IFAD will pursue all allegations falling
under the scope of this policy and that appropriate sanctions will be applied where the allegations are
substantiated. IFAD shall take all possible actions to protect from reprisals individuals who help
reveal corrupt practices in its Program or grant activities and individuals or entities subject to unfair or
malicious allegations. Given IFAD’s Zero Tolerance described above, it is important that the staff and
all stakeholders of the Program are familiar with IFAD’s as well as national anticorruption policies and
whistleblowing procedures. The IFAD anticorruption policy is available on the IFAD website at
www.ifad.org/governance/anticorruption/index.htm. The IFAD website also provides instructions on
how to report any alleged wrongdoing to the Office of Audit and Oversight
(http://www.ifad.org/governance/anticorruption/how.htm).
The dissemination of both IFAD’s and national anti-corruption policy amongst Program staff and 22.
stakeholders, as well as the adoption of IDB procurement guidelines for PITAG procurement, should
reinforce the use of good practices.
Taxation. IFAD grant proceeds cannot be utilized for the payment of taxes. Consequently, the 23.
payment of taxes and duties will be made from the government counterpart contribution.
Supervision and implementation support (fiduciary aspects). Based on the risk 24.
assessment, the supervision and implementation support plan for PITAG will include:
(a) Full training of finance and procurement staff as part of the Program start-up workshop,
and refresher training as part of the IFAD supervision/implementation support missions.
(b) One full fiduciary review each year (as part of a supervision mission).
(c) Detailed review of the FM arrangements in the procedures manual, including relevant
policies, guidelines and procedures with regard to all activities.
(d) Desk reviews of periodic progress and financial reports and annual financial statements.
(e) Follow-up on work performed and reports issued by the external auditors.
Start-up costs. In order to facilitate the timely launch of Program activities, the Recipient will 25.
be allowed to incur certain expenditure prior to the satisfaction of all disbursement conditions. The
start-up costs will be limited to USD 150 000, and will be specified in the financing agreement.
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Appendix 7: Financial management risk assessment summary
137
Attachment 1: Financial management risk assessment summary
Initial Risk
rating Proposed Mitigation
Residual
Risk rating
Control Risks
1. Organization and Staffing Medium
Competitive recruitment of finance and procurement staff,
full training on IFAD guidelines and procedures, and
continued support during PY1
Drafting of finance & admin procedures manual as a
disbursement condition
Low
2. Budgeting Medium
Accounting/FM software system to include budget
monitoring feature
AWPB to include full documentation of cost assumptions.
Low
3. Funds flow and
Disbursement Arrangements High
Training of staff in IFAD procedures at startup and during
PY 1
Regular submission of Was
IDB will submit on half year basis a statement of bank
accounts of IFAD funds not yet transferred to the program
Medium
4. Internal Controls High
Drafting of finance & admin procedures manual as a
disbursement condition
Installation of an accounting software
Medium
5. Accounting Systems,
Policies & Procedures High
Evaluation of functionality and the design of the SIGI
information system software meeting all IFAD
requirements
Medium
6. Reporting and Monitoring High
Accounting/FM software to include strong financial
reporting features.
The PTTA/RESEPAG will be required
to prepare fully informative monthly financial reports and
IFRs (including budget vs. actual variance analysis)
Medium
7. Internal Audit High MoA IA Unit will be encouraged to perform audits of
RELAP whenever feasible Medium
8. External Audit High
Audit scope to include Program resources managed by
implementing partners and additional specific audit to be
realised on quarterly basis on the component co-financed
by IFAD
Medium
Program Fiduciary Risk
at Design High Medium
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Appendix 8: Procurement
139
Appendix 8: Procurement
A. Dispositions pour la passation de marchés
1. Les dispositions fiduciaires pour la passation de marchés établissent les conditions applicables
à toutes les activités d’acquisition dans le cadre du projet. Les composantes de cette opération seront
exécutées par l'Unité de passation des marchés publics (UPMP) du MARNDR suivant les politiques
de la Banque Interaméricaine de Développement (BID) en la matière : « Politiques pour la passation
de marchés pour des biens et travaux financés par la BID (GN-2349-9) » ; et les « Politiques pour la
sélection et l’engagement de consultants financés par la BID » (GN-2350-9).
B. Passation de marchés pour des travaux, des biens et des services non
consultatifs
2. Les contrats pour les travaux, biens et services autres que consultatifs[1] résultant du projet et
sujets à l’appel d’offres international compétitif (AOIC) se feront conformément aux stipulations des
Documents standards d’appel d’offres (DSAO) émis par la BID. Ceux sujets à l’appel d’offres national
compétitif (AONC) se feront conformément aux stipulations des documents d’appel d’offres national
convenus avec la BID.
C. Passation de marchés pour des services consultatifs
3. Sélection et engagement de Consultants: Les contrats de services consultatifs résultant du
projet se trouvent dans le Plan initial de passation de marchés et respectent les stipulations des
Demandes de propositions standards (RFP) émis par la BID ou convenus avec la BID (ou
satisfaisants pour la BID s’il n’y a pas accord à ce sujet à date).
Sélection de firmes de consultation: Cela se fera pour le projet en appliquant les RFP
émis par la BID;
Courte liste de firmes de consultation (Conformément à la Section V des Politiques pour
la Sélection et l’Engagement de Services Consultatifs, la sélection de consultants
individuels n’exige pas l’utilisation d’une Courte Liste ni des RFP): Cette liste peut être
entièrement (à 100 pour cent) constituée de firmes nationales (cela n’empêche pas la
participation de firmes étrangères) pour des contrats de moins de USD 100,000.
D. Sélection de consultants individuels
4. La sélection se fera en tenant compte de leurs qualifications pour remplir les tâches sur la base
de la comparaison d’au moins trois (3) candidats.
E. Les plafonds (en Milliers de US$)
5. Les plafonds actuellement approuvés pour la République d’Haïti sont les suivants:
Travaux Biens (cela inclut les services autres que consultatifs)
Services Consultatifs
Appel d’offres International Compétitif
Appel d’offres national compétitif
Achat direct
Appel d’offres international compétitif
Appel d’offres national compétitif
Achat direct
Publicité internationale
Courte liste à 100% Nationale
=>1,000 100 -1,000 <100 =>100 25 - 100 <25 >200 <100
[1] Conformément aux politiques de la Banque Interaméricaine de Développement (BID) pour la Passation de Marchés, les services non consultatifs sont traités comme des biens.
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6. Des dispositions particulières relatives à la passation de marchés seront prises pour faire face
à de potentielles urgences humanitaires.
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Agence d'Exécution Ministère de l'Agriculture des Ressources Natureles et du développement Rural
Unité d'Exécution Ministère de l'Agriculture des Ressources Natureles et du développement Rural
Numéro et nom du programme
HA-L1107 - Programme d'Innovations Technologiques pour l'Agriculture et l'Agroforesterie(PITAG)
Date de préparation janvier 2018
Date de révision
Période couverte par le PPM
Août 2017 à décembre 2018
Numéro de référence du marché (1)
Composante et Activité
Description du marché
Méthode de de
passation de
marché (2)
Révision Ex Ante ou Ex Post
Montant estimatif Dates estimatives Commentaires (Pour ED/SED (3) préciser nom de la firme et
clause de justification
tirée des politiques de passation de marchés de la
BID)
Statut : En
attente, en cours, adjugé, annulé, clôturé
(4)
Coût estimatif (USD):
% BID:
% Contrepartie:
Publication de l'avis
spécifique (Biens - Travaux-
SNC) ou de l'Appel à
Manifestation d'intérêt (PI)
Date de signature du
contrat
1- BIENS ET SERVICES CONNEXES (B)
MARNDR/PITAG/B/AOI-___/ Acquisition de véhicules tout terrain
AOI Ex Ante $ 495 000.00 100% février 2018 mai 2018 En attente
MARNDR/PITAG/B/AOI-___/ Produits (3, 4) Acquisition d'équipement et de materiels de bureau
AOI Ex Ante $ 129 500.00 100% janvier 2018 avril 2018 En attente
MARNDR/PITAG/B/CP-___/ Produits 4 Acquisition de motocyclettes tout terrain
CP Ex Ante $ 80 000.00 100% janvier 2018 avril 2018 En attente
SOUS-TOTAL 1 $ 704 500.00
2- TRAVAUX (T)
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SOUS-TOTAL 2 $ -
3- SERVICES NON CONSULTATIFS (SNC)
MARNDR/PITAG/SNC/AOI-__/ produit 4 Intermédiaire financier
AOI Ex Ante $ 520 000.00 100% Févier 2018 mars 2018 En attente
SOUS-TOTAL 3 $ 520 000.00
4- BUREAUX DE SERVICES-CONSEILS
MARNDR/PITAG/SFQ-01/17 produit 4 Opérateur de Gestion des incitations et assistance technique
SFQ Ex Ante $ 9 750 000.00 100% août 2017 mai 2018 En cours
MARNDR/PITAG/SFQ-____/ produit 1 Consultant pour mise en oeuvre de 6 sous-programme de recherche
SFQ Ex Ante $ 9 118 000.00 100% janvier 2018 juin 2018 En attente
MARNDR/PITAG/SFQC-03/18 Produit 4 Consultant pour l'adaptation du système informatisé de gestion des incitations (SIGI) - Relance
SFQC Ex Ante $ 380 000.00 100% janvier 2018 avril 2018 En attente
MARNDR/PITAG/SFQC-__/18 Consultant pour l'Audit Financier
SFQC Ex Ante $ 250 000.00 100% févier 2018 mars 2018 En attente
MARNDR/PITAG/SFQC-__/18 Produit 4 Consultant pour l'audit technique des incitations
SFQC Ex Ante $ 200 000.00 100% juin 2018 septembre 2018 En attente
SOUS-TOTAL 4 $ 19 698 000.00
5- CONSULTANTS INDIVIDUELS (CI)
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MARNDR/PITAG/CI/QCIN-__/18
Produit 3
Recrutement de 5 techniciens de terrain QCIN Ex Ante
$ 585 000.00
100% mars 2018
mai 2018
en attente
MARNDR/PITAG/CI/QCIN-__/18
produit 4
Recrutement de 3 assistants aux responsables d'antennes
QCIN Ex Ante
$ 543 400.00
100% juin 2018
septembre 2018
en attente
MARNDR/PITAG/CI/QCII+A27-__/18
Produit 3
Recrutement d'un Conseiller technique d'appui
QCII Ex Ante
$ 540 000.00
100% avril 2018
septembre 2018
en attente
MARNDR/PITAG/CI/QCIN-__/18
Produit 3
Recrutement de 3 superviseurs de programmes de recherche
QCIN Ex Ante
$ 487 500.00
100% avril 2018
juin 2018
en attente
MARNDR/PITAG/CI/QCIN-__/18
produit 4
Recrutement de 3 responsables d'antennes departementales
QCIN Ex Ante
$ 308 750.00
100% fevrier 2018
avril 2018
en attente
MARNDR/PITAG/CI/QCIN-__/18
Recrutement d'un assistant responsable de la gestion financiere
QCIN Ex Ante
$ 195 000.00
100%
avril 2018
en attente
MARNDR/PITAG/CI/QCIN-__/18
Recrutement d'un auditeur interne QCIN Ex Ante
$ 195 000.00
100% juin 2018
septembre 2018
en attente
MARNDR/PITAG/CI/QCIN-__/18
Produit 3
Recrutement d'un charge de suivi et d'appui aux projets
QCIN Ex Ante
$ 162 500.00
100% avril 2018
juin 2018
en attente
MARNDR/PITAG/CI/QCIN-__/18
Recrutement d'un specialiste en Passation de Marches
QCIN Ex Ante
$ 162 500.00
100%
avril 2018
en attente
MARNDR/PITAG/CI/QCIN-__/18
Produit 4
Consultant pour Etude eau/pompage QCIN Ex Ante
$ 50 000.00
100% mars 2018
juin 2018 En attente
MARNDR/PITAG/CI/QCIN-__/18
Produit 4
Consultant pour Etude especes invasives
QCIN Ex Ante
$ 50 000.00
100% mars 2018
juin 2018 En attente
SOUS-TOTAL 5 $ 3 279 650.00
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6- DÉPENSES OPÉRATIONNELLES (DO)
SOUS-TOTAL 6 $ -
TOTAL 1+2+3+4+5+6 $ 24 202 150.00
(1) LE NUMERO DE REFERENCE doit inclure les informations suivantes : Le numéro de l'opération; l'unité d'exécution; le type de marché (B, T, S, CF, CI,DO); la méthode de sélection; la séquence; l'année.
(2) METHODE DE PDM- Biens et Travaux: AOI - Appel d'Offres International; AOIR - Appel d'Offres International Restreint; AON - Appel d'Offres National; CP - Comparaison de Prix; ED - Entente Directe; FA - Force Account (En régie); Bureaux de Services Conseils : SFQC - Sélection fondée sur la qualité et le coût; SFQ - Sélection fondée sur la qualité; SCBD - Sélection dans le cadre d'un budget déterminé; SMC - Sélection au « moindre coût »; QC - Sélection fondée sur les qualifications des consultants; SED - Sélection par entente directe; Services de Consultants Individuels: QCNI - Sélection fondée sur les qualifications des consultants individuels nationaux; QCII - Sélection fondée sur les qualifications des consultants individuels internationaux.
(3) ENTENTE DIRECTE - Chaque contrat dans le quel la methode d'entente direct est proposée inclue le numero de la clause et l'alinea correspondant aux Politiques de Passation des Marches de la BID. Réferences: 3.6 (a) ou (b) ou (c) ou (d) des GN-2349-9 pour Biens, Services et Travaux; 3.10 (a) ou (b) ou (c) ou (d) des GN-2350-9 pour Firmes de Consultation; et 5.4 (a) ou (b) ou (c) ou (d) des GN-2350-9 pour Consultants Individuels.
(4) STATUT: En attente - Processus pas encore commencé ; En cours - Processus de passation des marchés en cours ; Adjugé non-objection de la Banque obtenue pour l'adjudication ; Annulé - Processus annulé ; Clôturé - Contrat dûment exécuté - dernier paiement exécuté
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Appendix 9: PITAG cost and financing
A. Introduction
1. The current appendix aims to summarize the main assumptions, hypothesis and results of the
Project cost estimates, as well as the financing plan for the five year implementation period. It has
been calculated using the COSTAB software.
2. All unit costs have been estimated taking into account PITAG´s main budget and consultations
with implementation agencies costs.
B. Main assumptions and hypothesis
3. Project life. The Project will be executed during a 5 year period and is expected to begin in
2018.
4. IFAD Co-financing. IFAD is supposed to finance 14.1% of total costs, for a total amount of
USD 10.86 million corresponding to the PBAS 2016/18. Other USD 1.04 million are considered as a
“financing gap” that could be allocated under the next 2019/2021 PBAS cycle.
5. Exchange rate. An exchange rate of 63.5 HTG/USD has been selected for the five year period.
It reflects the current official average exchange rate69 and both physical and price contingencies have
been calculated in case of important variations.
6. Price contingencies. During the next five years, inflation was calculated at 5% per annum for
local products and 2.1% for imported products. For estimating local inflation both IMF reports and
forecasts70 and official macroeconomic references have been considered. Concerning international
inflation, the Manufacture Unit Value Index (MUV) has been taken as a proxy71.
Table 1. International and Local Inflation
Until project starts up
Year 1 (2018)
Year 2 (2019)
Year 3 (2020)
Year 4 (2021)
Year 5 (2022)
International Inflation (%) 0.5 2.1 2.1 2.1 2.1 2.1
Local Inflation: HTG - (%) 4.50 5.00 5.00 5.00 5.00 5.00
Exchange rate HTG/USD 63.50 63.50 63.50 63.50 63.50 63.50
7. Physical contingencies and foreign exchange. Foreign exchange parameters have been
defined for each expenditure category and are expressed in table 2 below. A specific amount for
contingencies has been calculated within the technological packages (the average cost of the
packages estimates 15% contingencies for each package). Beyond these parameters, an overall
amount of contingencies of USD 500,000 has been already considered in IDB budget.
Table 2. Parameters by Expenditure account
Expenditure Acct % Foreign Exchange
A. Investment costs 20%
B. Recurrent costs 0%
69 Banque de la République d´Haïti (BRH), Direction des Affaires Internationales (DAI) -17/11/2017 70 www.imf.org- Country data 71 The Manufactures Unit Value Index (MUV) index is a measure of the price of developing country exports of manufactures in U.S. dollar terms. The World Bank Development Prospects Group (DPG) produces regular updates of the MUV, timed to coincide with economic projections accompanying Global Economic Prospects and commodity price forecasts. The MUV is a composite index of prices for manufactured exports from the fifteen major developed and emerging economies to low- and middle-income economies, valued in U.S. dollars.
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8. Unit Costs. Cost estimates are based on consultations and updated references from other
projects, including taxes. The budget estimates of the implementing agency and current PTTA (IDB)
and current IFAD´s projects unit costs (PPI 3) have been taken into account. It is noted that all unit
costs are indicative and are used for the purposes of estimating the overall project costs. These are,
therefore, subject to changes and revision during project implementation at the time of preparing the
Annual Work Plans and Budgets.
9. Taxes and duties. Costs have been calculated including taxes and duties, that have taken into
account the current VAT level (for almost all goods and services).
10. Expenditure Categories. Expenditure accounts have been simplified by distinguishing
Investment Costs and Recurrent Costs.
C. Summary of Programme´s main cost tables
11. Total Costs. Total Project costs estimated by the IDB over the five-year period amount to USD
76.86 million, including contingencies and taxes. They exclude the contribution of beneficiaries
(estimated to be USD 1.09 million) and a possible financing gap estimated by IFAD (of USD 1.04
million)72.
12. The IDB Grant Facility will finance USD 55 million (72%), the GAFSP will finance USD 10
million (13%), and IFAD will finance USD 10.86 million (14%). The local counterpart will finance USD
1 million (1%) to cover recurrent costs.
13. The Table below provides the cost summary by investment categories and components.
Table 3. Costs and Sources of Financing (USD 000)
Investment categories IDB GAFSP IFAD Local Total
Components
Component I. Applied
research and training 14,600
545
15,145
Component II. Promotion of
sustainable agricultural
technologies 35,050 10,000
10,090
55,140
Other project costs
Administration 4,000
108 1,000 5,108
Audits 150
150
Monitoring & Evaluation 700
117
817
Contingencies 500
500
TOTAL 55,000 10,000
10,859 1,000 76,859
14. This annex will focus on IFAD´s co-financing budget that will be granted though the 2016-2018
PBAS allocation of USD 10.86 million. Base costs are estimated at USD 10.58 million (97.4% of total
costs) and both physical and price contingencies73 represent USD 0.28 million (2.6% of total costs).
Investment costs are estimated at USD 10.75 million (99% of total costs) and recurrent costs at USD
0.11 million (1% of total costs)74
.
72 This financing gap could be covered with the next PBAS allocation (2019-2021) of IFAD. 73 It excludes overall contingencies already considered at IDB budget (up to USD 500.000) and specific contingencies for technological packages (taken into account in the average costs of packages, estimated at around 15% for each package). 74 Concerning IFAD’s potential overall budget (for both PBAS allocations), total costs are estimated at USD 11.9 million for a five year period. Base costs are estimated at USD 11.52 million (96.8% of total costs) and both physical and price
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15. Costs of IFAD financing by component. As shown in Graph 1 and Table 4 below,
Component 1 (Applied research and training) comprises 5% of total costs of IFAD financing (for the
Farm Field Schools activities); Component 2: Promotion of sustainable agricultural technologies,
comprises 93% of total costs. Administration comprises 1%; and M&E activities, 1%.
Graphic 1. Costs by Component of IFAD´s total budget
16. Table 4 provides a cost summary of IFAD’s financing by component. Table 5 provides a
summary of IFAD’s financing by expenditure type (investment costs vs. operating costs). Table 6 and
Graph 2 provides the expected disbursement plan for IFAD’s resources.
Table 4. IFAD´s overall budget by component
Table 5. IFAD´s estimated contributions by expenditure type (´000 USD)
contingencies represent USD 0.38 million (3.2% of total costs). Investment costs are estimated at USD 11.7 million (98.4% of total costs) and recurrent costs at USD 0.192 million (1.6% of total costs).
Cost
Including % of
Component Contingencies Total
1. Applied research and training 545 5.0
2. Promotion of sustainable agricultural technologies 10,090 92.9
3. Administration 108 1.0
4. M&E 117 1.1
Total PROJECT COSTS 10,859 100.0
IFAD Total
Amount % Amount %
1. Investment Costs 10,752 100.0 10,752 99.0
2. Operative Costs 108 100.0 108 1.0
Total PROJECT COSTS 10,859 100.0 10,859 100.0
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Table 6. Total IFAD´s estimated disbursement plan by component (´000 USD)
Graphic 2. Execution curve by Component of IFAD´s total budget
Totals Including Contingencies
2018 2019 2020 2021 2022 Total
1. Applied research and training - 193 97 125 130 545
2. Promotion of sustainable agricultural technologies 478 1,265 3,353 3,143 1,850 10,090
3. Administration 17 21 22 23 24 108
4. M&E 72 - 12 16 17 117
Total PROJECT COSTS 567 1,479 3,484 3,307 2,022 10,859
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Annex 1: Detailed cost tables for IFAD financing by component
Component 1: Applied research and training- Farmer Field Schools
Unit Cost -
Quantities Negotiation Totals Including Contingencies (US$) IFAD
Unit 2018 2019 2020 2021 2022 Total (US$) 2018 2019 2020 2021 2022 Total Fin. Rule 2018 2019 2020 2021 2022 Total
I. Investment Costs
A. Farm Field Schools (FFS)
1. Training of FFS facilitators and curriculum development
FFS Master facilitators (MF) /a Days - 40 - - - 40 300 - 17,931.4 - - - 17,931.4 IFAD ( 100% ) - 17,931.4 - - - 17,931.4
Nutrition specialist /b Days - 4 - - - 4 150 - 896.6 - - - 896.6 IFAD ( 100% ) - 896.6 - - - 896.6
Household methodology specialist (HMS) /c Days - 4 - - - 4 225 - 1,344.9 - - - 1,344.9 IFAD ( 100% ) - 1,344.9 - - - 1,344.9
Technical specialist-researcher (TSR) /d Days - 16 - - - 16 225 - 5,379.4 - - - 5,379.4 IFAD ( 100% ) - 5,379.4 - - - 5,379.4
Participants /e Days - 540 - - - 540 10 - 8,069.1 - - - 8,069.1 IFAD ( 100% ) - 8,069.1 - - - 8,069.1
Training personnel (MF, HMS, TSR) /f Days - 60 - - - 60 120 - 10,758.8 - - - 10,758.8 IFAD ( 100% ) - 10,758.8 - - - 10,758.8
Venue Hall Days - 16 - - - 16 100 - 2,390.9 - - - 2,390.9 IFAD ( 100% ) - 2,390.9 - - - 2,390.9
Training material /g Lumpsum - 2,316.1 - - - 2,316.1 IFAD ( 100% ) - 2,316.1 - - - 2,316.1
Field /h Days - 6 - - - 6 65 - 582.8 - - - 582.8 IFAD ( 100% ) - 582.8 - - - 582.8
Meals for participants /i Participant - 720 - - - 720 5 - 5,379.4 - - - 5,379.4 IFAD ( 100% ) - 5,379.4 - - - 5,379.4
Lodging facilities /j Nights - 680 - - - 680 25 - 25,402.8 - - - 25,402.8 IFAD ( 100% ) - 25,402.8 - - - 25,402.8
Subtotal - 80,452.1 - - - 80,452.1 - 80,452.1 - - - 80,452.1
2. Coaching of FFS facilitators during implementation
FFS Master facilitators (MF) /k Days - 240 160 200 200 800 175 - 62,759.8 43,697.3 57,053.3 59,600.4 223,110.8 IFAD ( 100% ) - 62,759.8 43,697.3 57,053.3 59,600.4 223,110.8
3. Running refresher courses at mid-term and at season-end
FFS Master facilitators (MF) /l Days - 20 20 20 20 80 175 - 5,230.0 5,462.2 5,705.3 5,960.0 22,357.5 IFAD ( 100% ) - 5,230.0 5,462.2 5,705.3 5,960.0 22,357.5
Participants of the midterm refresher course /m Days - 150 200 200 200 750 15 - 3,362.1 4,681.9 4,890.3 5,108.6 18,042.9 IFAD ( 100% ) - 3,362.1 4,681.9 4,890.3 5,108.6 18,042.9
Venue hall for 2 refresher courses Days - 10 10 10 10 40 100 - 1,494.3 1,560.6 1,630.1 1,702.9 6,387.9 IFAD ( 100% ) - 1,494.3 1,560.6 1,630.1 1,702.9 6,387.9
Training material /n Lump sum - 1 1 1 1 4 1,550 - 2,316.1 2,419.0 2,526.6 2,639.4 9,901.2 IFAD ( 100% ) - 2,316.1 2,419.0 2,526.6 2,639.4 9,901.2
Meals for participants Participant - 400 400 400 400 1,600 5 - 2,988.6 3,121.2 3,260.2 3,405.7 12,775.7 IFAD ( 100% ) - 2,988.6 3,121.2 3,260.2 3,405.7 12,775.7
Lodging facilities /o Nights - 400 400 400 400 1,600 20 - 11,954.3 12,484.9 13,040.8 13,622.9 51,102.9 IFAD ( 100% ) - 11,954.3 12,484.9 13,040.8 13,622.9 51,102.9
Subtotal - 27,345.4 29,729.8 31,053.3 32,439.6 120,568.1 - 27,345.4 29,729.8 31,053.3 32,439.6 120,568.1
4. Running the FFS in years
Payment for the facilitators (extension, NGO) /p FFS - 20 20 30 30 100 600 - 17,931.4 18,727.4 29,341.7 30,651.6 96,652.1 IFAD ( 100% ) - 17,931.4 18,727.4 29,341.7 30,651.6 96,652.1
Training material /q FFS - 20 20 30 30 100 100 - 2,988.6 3,121.2 4,890.3 5,108.6 16,108.7 IFAD ( 100% ) - 2,988.6 3,121.2 4,890.3 5,108.6 16,108.7
Sensitisation / aw areness raising for the participation of FFS annually /r FFS - 20 20 30 30 100 20 - 597.7 624.2 978.1 1,021.7 3,221.7 IFAD ( 100% ) - 597.7 624.2 978.1 1,021.7 3,221.7
Documentation and aw areness raising material /s FFS - 20 20 30 30 100 30 - 896.6 936.4 1,467.1 1,532.6 4,832.6 IFAD ( 100% ) - 896.6 936.4 1,467.1 1,532.6 4,832.6
Subtotal - 22,414.2 23,409.3 36,677.2 38,314.5 120,815.2 - 22,414.2 23,409.3 36,677.2 38,314.5 120,815.2
Total - 192,971.5 96,836.4 124,783.8 130,354.5 544,946.2 - 192,971.5 96,836.4 124,783.8 130,354.5 544,946.2
_________________________________
\a 2 MF- 20 days each- Daily fee includes honorarium, DSA and travel expenses
\b Daily fee includes honorarium, DSA and travel expenses
\c Daily fee includes honorarium, DSA and travel expenses
\d 8 days each- Daily fee includes honorarium, DSA and travel expenses
\e DSA and transportation for a total of 18 days (16 days of training and 2 days for travel)- 30 participants
\f DSA for a total 60 days (39 days of MF, 3 days of Nutrition Specialist, 3 days of HM Specialist AND 15 days Technical specialist-researcher).
\g Flip charts, pens, printed documents, scissors, boxes, nets, magnifying lenses, scoth, …etc.
\h If not available around the venue from the MARNDR
\i 18 days- 40 participants
\j 17 nights- 40 participants
\k 120/80/100 days each- Daily fee includes honorarium, DSA and travel expenses to visit each FFS once every 3 w eeks- 20 FFS in year one w ith intense coaching of 1 visit/3 w eeks, then 20 FFS in year 2 w ith 4 visits per season, then 30 FFS in each of years
3 a
\l Daily fee includes honorarium, DSA and travel expenses to run 1 mid-term and 1 season-end refresher courses
\m 5 days/ 30 Facilitators- 5 days/ 40 facilitators
\n Flip charts, pens, printed documents, scissors, etc
\o 40 participants
\p 20 USD per day / 30 days- FFS/year w ill be established and run by facilitators w ho are extension agents or NGOs staff
\q Includes 1)educational material used (f lip charts, pens, colored markers, cardboard, masking tapes, etc) and 2) the equipment needed to run agro-ecosystem analysis in the f ield and experimentation (magnifying lenses, boxes, pruning shears, some limited
equ
\r To be done by the facilitators w ith the OPS and MARNRD staff at the beginning of each season over 4 years and for 20-30 FFS per year (total of 100 FFS)
\s Posters, pamphlets, etc
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150
Component 2: Promotion of sustainable agricultural technologies
Administration
M&E
Expenditures by Financiers (US$)
Totals Including Contingencies (US$) IFAD
Unit 2018 2019 2020 2021 2022 Total Fin. Rule 2018 2019 2020 2021 2022 Total
I. Investment Costs
A. Incitations
Incitations IFAD (technological packages) /a Amount 478,000 1,265,497 3,353,058 3,143,318 1,850,400 10,090,273 IFAD ( 100% ) 478,000 1,265,497 3,353,058 3,143,318 1,850,400 10,090,273
Total 478,000 1,265,497 3,353,058 3,143,318 1,850,400 10,090,273 478,000 1,265,497 3,353,058 3,143,318 1,850,400 10,090,273
_________________________________
\a including contingencies and TA
Unit Cost - Expenditures by Financiers (US$)
Quantities Negotiation Totals Including Contingencies (US$) IFAD
Unit 2018 2019 2020 2021 2022 Total (US$) 2018 2019 2020 2021 2022 Total Fin. Rule 2018 2019 2020 2021 2022 Total
II. Recurrent Costs
A. Salaires
Specialist on Targeting, Gender and Youth /c pers.month 5 6 6 6 6 29 1,835 13,166 16,589 17,419 18,290 19,204 84,668 IFAD ( 100% ) 13,166 16,589 17,419 18,290 19,204 84,668
B. DSA
DSA Gender Specialist Days 30 30 30 30 30 150 96 4,133 4,339 4,556 4,784 5,023 22,836 IFAD ( 100% ) 4,133 4,339 4,556 4,784 5,023 22,836
Total 17,299 20,929 21,975 23,074 24,228 107,504 17,299 20,929 21,975 23,074 24,228 107,504
Unit Cost - Expenditures by Financiers (US$)
Quantities Negotiation Totals Including Contingencies (US$) IFAD
Unit 2018 2019 2020 2021 2022 Total (US$) 2018 2019 2020 2021 2022 Total Fin. Rule 2018 2019 2020 2021 2022 Total
I. Investment Costs
A. Studies
Youth Study /a Unit 1 - - - - 1 50,000 71,547.0 - - - - 71,547.0 IFAD ( 100% ) 71,547.0 - - - - 71,547.0
Case studies / policy briefs Number - - 3 4 4 11 2,500 - - 11,704.6 16,301.0 17,028.7 45,034.3 IFAD ( 100% ) - - 11,704.6 16,301.0 17,028.7 45,034.3
Total 71,547.0 - 11,704.6 16,301.0 17,028.7 116,581.3 71,547.0 - 11,704.6 16,301.0 17,028.7 116,581.3
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Appendix 10: Economic and Financial Analysis
A. Summary Tables
A)
Jardin Creole 1/2 ha Jardin Creole
Cacao (1/2 ha)
Jardin Creole Fruits
(1/2 ha)
Jardin creole Sugar Cane
(1/4 ha)
Jardin Creole juice
sugar cane (1/2 ha)Agroforestry plot
Grazing
package
PY1 (930) (955) (648) (683) (580) (555) (610)
PY2 33 33 33 33 33 293 293
PY3 75 75 75 75 75 512 512
PY4 113 113 113 113 113 512 512
PY5 157 157 157 157 157 512 512
PY6 209 209 209 209 209 512 512
PY7 271 271 271 271 271 512 512
PY8 271 271 271 271 271 512 512
PY9 271 271 271 271 271 512 512
PY10 271 271 271 271 271 512 512
5 144 3 683 21 082 19 114 24 956 129 794 151 384
81 58 332 301 393 2 044 2 384
13.6% 13.2% 20.6% 19.5% 22.9% 75.1% 90.5%
B)
$ 11 900 000 11 523 960$
$ 78 000 000 77 123 960$
1
C)
8 848
Total Technological packages
IFAD´s technological packages
56 200
12 359
Technological packages
Models net incremental benefits for technological packages
(in '000 of local currency)
Haití- PITAG
TOTAL IFAD´s contribution (in USD)
TOTAL COSTS including financing gap
Promotion of sustainable
agricultural technologies $ 56 505 080
75%
Components and Cost (USD) // Base Costs Outcomes and Indicators
MAIN ASSUMPTIONS & SHADOW PRICES1
FINANCIA
L
Outcomes Prices and margins (USD) Input prices
PMU and M&E $ 6 350 000 Management unit placed PMU
Beneficiaries in Component 1
Agricultural applied
research and training $ 15 144 920
Farmer Field Schools beneficiaries 3 250
Total Cost per beneficiary 1 182 IFAD cost per
beneficiary
Adoption
rates
Including IFAD´s
financing gap 1 199 963
Direct beneficiaries65048
Indirect
beneficiaries 15 000 IFAD´s target 12 359
PROJECT COSTS AND INDICATORS FOR LOGFRAME
TOTAL PITAG´s original PROJECT COSTS (in USD) $ 76 859 305 76 359 305$
Base costs PMU 1
NPV (Local curr.)
NPV (USD)
FIRR (@12%)
F
I
N
A
N
C
I
A
L
A
N
A
L
Y
S
I
S
Price (USD)
0.6
0.5
0.15
Bananas root´s suckers
Medium term increase in gross added
value per model 55.8%
ECO
NOM
IC
Economic Discount rate
% Increase in Maize yields 20%
Official Exchange rate (OER) 63.5
Incremental external labor paid: 13 Forestry seedlings
Incremental gross margin per model: 62 Canne cuttings
FINANCIA
L
Outcomes Prices and margins (USD) Input prices
Annual increase in Gross added value
per model year 1 and 2 24.8% Labour (daily): 5 Cacao Seedlings
0.6
Annual increase in Gross added value
per model year 3-5 17.9%
Incremental gross added value per model
for agroforestry: 75
12%
12%
1
0.85ECO
NOM
IC
Economic Discount rate
Financial Discount rate
Labour Conversion factor
Official Exchange rate (OER) 63.5
0.7
Output conversion factor
Input Conversion factor
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D)
Beneficiaries receiving supports PY1 PY2 PY3 PY4 PY5 Total Adopting
Jardin Creole 1/2 ha1,170 2,145 5,655 5,460 5,070
19,500 14,625
Jardin Creole Cacao (1/2 ha) 804 1,474 3,886 3,752 3,484
13,400 10,050
Jardin Creole Fruits (1/2 ha)
750 1,375 3,625 3,500 3,250
12,500 9,375
Jardin creole Sugar Cane (1/4 ha) 60 110 290 280 260 1,000 750
Jardin Creole juice sugar cane (1/2 ha) 120 220 580 560 520 2,000 1,500
Agroforestry plot 469 861 2,269 2,191 2,034 7,824 5,868
Grazing package 300 550 1,450 1,400 1,300 5,000 3,750
Agricultural equipment packages 229 421 1,109 1,071 994 3,824 2,868
Phasing 6% 11% 29% 28% 26% 100% Total
Adoption 75% Total 65,048 48,786
BENEFICIARIES, AVERAGE ADOPTION RATES AND PHASING
E)
Economic IRR and NPV
USD Yr1 Yr2 Yr3 Yr4 Yr5 Yr6 Yr7 Yr8 Yr9 Yr10 Yr11 Yr12
Incremental benefits - - - - - - - - - - - -
Component 1 -$ 186,108$ 728,318$ 1,828,854$ 3,030,501$ 4,147,152$ 4,147,152$ 4,147,152$ 4,147,152$ 4,147,152$ 4,147,152$ 4,147,152$
Component 2 121,444$ 796,301$ 3,277,152$ 7,576,310$ 13,610,676$ 17,615,954$ 17,615,954$ 17,615,954$ 17,615,954$ 17,615,954$ 17,615,954$ 17,615,954$
Total Benefits 121,444$ 982,409$ 4,005,470$ 9,405,164$ 16,641,177$ 21,763,106$ 21,763,106$ 21,763,106$ 21,763,106$ 21,763,106$ 21,763,106$ 21,763,106$
Investment costs -3,646,839 -6,982,809 -17,074,641 -17,818,862 -15,789,288
Recurrent costs -11185 -32,620 -89,510 -148,561 -200,275 -572,635 -572,635 -572,635 -572,635 -572,635 -572,635 -572,635
Administration costs -1113043 -1,156,522 -1,156,522 -1,156,522 -1,656,522
Total Costs* -4,771,067 -8,171,951 -18,320,673 -19,123,945 -17,646,085 -572,635 -572,635 -572,635 -572,635 -572,635 -572,635 -572,635
Net incremental benefits -4,649,623 -7,189,542 -14,315,203 -9,718,781 -1,004,908 21,190,471 21,190,471 21,190,471 21,190,471 21,190,471 21,190,471 21,190,471
IRR 27.18%
NPV (@12%, USD) 28,055,942
NPV (@12%, HTG) 1,781,552,335
Ratio B/C 1.591-
F)
EIRR NPV (USD)
Base Scenario 0% 0 27.2% 28,055,942
Benefits 16.1% 6,722,429
Benefits 20.0% 13,776,289
Costs 20.2% 17,741,035
Costs 15.0% 7,426,129
Costs 11.0% (2,888,778)
Increase in inputs and investment unit costs and
expenditures
-25%
25%
50%
75%
Sensitivity Analysis Summary
∆%Risk
-40%Combined risks: Prices, yields, adoption, drop-outs
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I. Introduction
1. The EFA developed by the IDB provided information on both the financial and economic
viability of the project resuming the expected benefits of each component.
2. The current appendix summarizes the main assumptions, hypothesis and results of the
Project´s economic and financial analysis. The profitability indicators have been calculated taking into
account the outcomes, phasing and expected beneficiaries for each type of activity for a 12 year
period.
3. The economic and financial analysis consisted in comparing the resources required for the
Project’s implementation (represented by the Project´s costs) with the expected impacts calculated as
the benefits of the promoted activities. It is conducted from the point of view of a typical beneficiary
(financial analysis), but also aggregating beneficiaries of the various models and calculating the
benefits for the Haitian economy as a whole.
4. The financial analysis allows to understand, based on behavioral hypothesis and parameters, if
potential beneficiaries will be motivated to take the risks and make the investments required by the
project. It implies to simulate the incentives and benefits at the individual level (even in groups), but
also to make sure that the beneficiaries will have the means to take on the project’s proposal and
contribute with 10%, making assumptions on the delays in adopting technologies.
5. The economic analysis takes into account all the costs and benefits of the Project. It allows to
evaluate the global efficiency in management resources for the government and society as a whole.
6. Both in the financial and economic analysis, each initiative will be considered to be profitable if
the additional benefits of the project’s cash flows surpass investment and recurrent costs at a cut-off
rate. As a result, profitability indicators will be the Net Present Value (NPV, economic and financial),
the Internal Rate of Return (IRR, economic and financial) and the Benefit-Costs ratio (B/C, both
economic and financial). The sensitivity analysis will test the vulnerability and robustness of the
obtained results for changes in the key economic variables.
7. The first part of the document summarizes the sources of project´s benefits as well as the main
assumptions and hypothesis made. Thereafter, the financial analysis is presented, which analyzes the
proposed models and the corresponding expected benefits. In the end, aggregated benefits reflect the
overall economic profitability and the sensibility of the results in face of negative shocks and events.
G)
G)
-$ 25,000,000
-$ 20,000,000
-$ 15,000,000
-$ 10,000,000
-$ 5,000,000
$ 0
$ 5,000,000
$ 10,000,000
$ 15,000,000
$ 20,000,000
$ 25,000,000
Yr1 Yr2 Yr3 Yr4 Yr5 Yr6 Yr7 Yr8 Yr9 Yr10 Yr11 Yr12
Total Benefits Total Costs* Net incremental benefits
NPV@12% USD 28,06 MM
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A. Summary of benefits, main assumptions and hypothesis
8. Benefits. The expected benefits arise from implementing different types of technological
packages for each targeted group. This is expected to have a direct impact on the Gross Value Added
per model and therefore to increase participants income levels.
9. Quantitative benefits rely on three axes: (a) increasing agricultural yields; and (b) reducing
agricultural losses; and (c) diversifying and expanding the use of better combinations between inputs,
in order to increase value added in agriculture. As a result, this project aims to reduce vulnerability
that affects food security, mostly of the poorest farmers and those who have been affected by
hurricane Matthew.
10. Main assumptions and hypothesis. Each assumption and hypothesis has been elaborated
taking into account the lessons learned under the PTTA as well as in similar projects and experiences
in the region.
11. Discount period. Cash flows have been calculated for a 12 year period.
12. Prices. Unit prices and costs have been measured in constant Haitian gourdes (HTG) and then
converted to USD using current exchange rate at 63.5 HTG/USD. Prices in Haiti are freely determined
by the market.
13. Models. Seven models were developed to simulate the impacts on perennial crops,
considering each type of technological package for each targeted group of beneficiaries and for each
region. In addition, four more models have been developed for the proposals of technological
equipment.
14. Shadow prices. It has been considered that the destiny of production will be mostly local
markets and self-consumption75
. However, when calculating economic costs 15% of taxes (VAT) has
been discounted.
15. Discount rates. Both financial and economic discount rates have been set at 12%.
B. Financial analysis
16. The financial analysis evaluates the different “technological packages” that will be promoted by
the project through Component 2 (which is the main one that IFAD will co-finance).
17. Each model has proved to be profitable with FIRR´s76
indicators ranging from 13.2% to 90.5%,
depending on the activity and technological package (always beyond the financial discount rate of
12%). Similarly, Net present values (NPVs) are positive ranging from UDS 81 to USD 3.200 per
model.
Table 1. Summary of Financial Analysis
75 An average of 54% for self-consumption has been identified in PTTA (IDB) impact study. 76 Financial Internal Rate of Return
Technological package NPV (USD) Surface (ha) NPV / Ha (USD) IRR
Creole garden (1/2 ha) 81 0.5 161 13.60%
Cacao´s creole garden (1/2 ha) 58 0.5 117 13.20%
Fruit´s creole garden (1/2 ha) 332 0.5 665 20.60%
Sugar canne creole garden (1/4 ha) 301 0.25 1205 19.50%
Sugar canne for juice creole garden (1/2 ha) 393 0.5 786 22.90%
Agroforestry plot 2044 0.5 4088 75.10%
Grazing package 2384 0.5 4769 90.50%
Average perennial crops 1684
Irrigation equipment 3200 1 3200 66.20%
Plow 1390 10 139 22.20%
Sugar canne mill and TA 140 10 14 13.60%
Sheeter 1483 10 148 77%
Average Agricultural equipment 875
Component II- Technological packages results
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18. A financial analysis was also carried out to ensure that the beneficiaries are in a position to
cover the 10% of the investment needed, in order to participate in the matching grant scheme, and to
cover the initial production operating costs. The following table summarizes its main results, showing
that the average family income in Haiti (USD 681/year) is sufficient to cover the initial liquidity needs
per family (composed of the 10% participation in the technological package, the operating costs and
the increase in agricultural inputs):
Table 2. Summary of Financial beneficiaries capability in face of incremental costs
C. Economic analysis and sensitivity test
19. The economic analysis done by the IDB provides the details on the exact type of technology
that will be promoted in each region and includes adequate phasing schedules. It is a well performed
EFA that also uses the results from the recently finished project PTTA and its impact assessment.
20. The economic analysis uses shadow prices to calculate total economic costs in the face of
aggregated economic benefits, at an economic discount rate of 12%. The analysis performed shows
the Project´s economic profitability. The EIRR is estimated at 27.18%, while the NPV reaches USD
28.05 million. The Benefit/Cost ratio is 1.59.
21. Basic figures from the analysis including results from Component I (research) and Component
2 (extension services):
Table 3. Summary of Economic Analysis
Table 4. Profitability indicators by component
Technological package
Private investment
cost (USD/family)
Incremental
operating costs
(USD/family/year)
Average agricultural inputs
increase (USD year 1/ family)
Initial liquidity needs
per family (USD)
Average income per
year (USD/family)
Liquidity Surplus
(or deficit)-
(USD/family)
Creole garden (1/2 ha) 111 0 0 111 579
Cacao´s creole garden (1/2 ha) 114 0 0 114 576
Fruit´s creole garden (1/2 ha) 83 0 0 83 607
Sugar canne creole garden (1/4 ha) 86 0 0 86 604
Sugar canne for juice creole garden (1/2 ha) 76 0 0 76 614
Agroforestry plot 74 0 0 74 616
Grazing package 79 0 0 79 611
Irrigation equipment 193 296 72 561 129
Plow 597 0 90 687 3
Sugar canne mill and TA 199 128 8 335 355
Sheeter 84 0 0 84 606
Average 39 16 208 482
689.9
Element NPV (USD)
Component 1 Benefits 14,288,081
Component 2 Benefits 61,232,035
Total Benefits 75,520,116
Investment Costs 41,259,626-
Recurrent Costs 1,790,652-
Global costs 4,413,896-
Total costs 47,464,174-
Project Net Present Value 28,055,942
NPV´s detailed description
Profitability indicators per Component NPV (USD) EIRR B/C
Component 1: Agricultural applied research 4,699,401 25.59% 1.490
Component 2: Promotion of sustainable 27,770,437 32.94% 1.830
Recurrent Costs 4,413,896- - -
Overall project 28,055,942 27.18% 1.591
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22. The evaluation conducted by the IDB also contains a well-developed sensitivity analysis looking
at a vast range of possible risks the project may face during its implementation. The tables below
illustrate: (a) the risks of a cost overrun; (b) the risks of technology adoption rate deviations; and (c)
the risks of deviations in long-term expectations concerning gross value added for Component 2. The
cases analyzed show that the programme would remain economically viable, even in the case of a
68% increase in investment costs and an expected long-term increase in the Gross Value Added of
101% (instead of the assumed increase of 201%).
23. Concerning the technology adoption ratio, which is considered to be a risk, the sensitivity
analysis shows that the project would remain viable with a minimum adoption rate of 45.7% ratio
(obtaining 12% EIRR and NPV=0).
Table 5. Summary of Sensitivity Analysis77- Risk of cost overrun
Table 6. Summary of Sensitivity Analysis- Risk of reduction in technology adoption ratio
77 The sensitivity analysis permits to conclude that project will be profitable even if the total amount of the project may be slightly increased, taking into account the financing gap. This hypothesis does not consider the direct and indirect benefits of IFAD´s proposed activities that will allow to improve targeting (with youth and gender affirmative actions), accuracy and sustainability (enhancing technical assistance and expertise at the PMU).
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Table 7. Summary of Sensitivity Analysis- Risk of long-term variation in expected gross value added
24. In addition to this, other two sensitivity tests were carried on: a) a use of “agricultural profits”
instead of “Gross Value Added “ to evaluate the impact of the project based on PTTA; and b) for each
technological package, applying changes in initial investment costs and obtaining the breakeven
level. All these tests validate the robustness of the economic and financial analysis. Detailed tables
are illustrated below. Further details can be found in IDB´s analysis, in a separated document (see
Appendix 13: Project Life File).
Table 8. Economic analysis using Agricultural Gross Margins78
Table 9. Sensitivity test on investment costs for each technological package
25. On the basis of the above, it can be concluded that the analysis carried out by the IDB provides
sufficient information to comply with the minimum requirements for economic and financial analysis,
78 Instead of the Gross value added
Concept Value
Gross Margin WOP (USD/household/year) 98.7
Gross Margin With Project (USD/household/year) 160.8
Incremental (%) 63%
EIRR Component II (%) 21.60%
EIRR Component II (USD) 11,868,744
Programme´s EIRR (%) 19%
Programme´s EIRR (USD) 12,154,249
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ensuring both the financial feasibility of the proposed interventions as well as overall economic
viability for the Government to invest.
Republic of Haiti
Agricultural and Agroforestry Technological Innovation Programme (PITAG)
Final project design report
Appendix 11: Draft PITAG implementation manual
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Appendix 11: Draft PITAG implementation manual
1. The below document is the draft PITAG implementation manual. To be updated and completed
by the PEU and send for No objection to IFAD and IDB.
1. Introduction
1.1 Contexte et objectifs
2. La République d’Haïti a obtenu un financement de 75.8 millions de dollars américains auprès
de la Banque Interaméricaine de Développement (BID), du Programme Global pour l’Agriculture et la
Sécurité Alimentaire (GAFSP) et du Fond International pour le Développement Agricole (FIDA) pour
mettre en œuvre un projet d’innovations agricoles et agroforestières (PITAG) en faveur des petits
agriculteurs dans les départements du Nord, Nord-Est, Artibonite, Sud et Grande Anse (opération HA-
L1107).
3. Ce financement a été approuvé par le directoire du GAFSP le 29 mars 2017, par celui de la BID
le 1er novembre 2017 et devrait être approuvé par le FIDA en avril 2018.
4. L’exécution du projet sera réalisée par le Bénéficiaire par l’intermédiaire du Ministère de
l’Agriculture, des Ressources Naturelles et du Développement Rural (MARNDR), dénommé
indistinctement « l’Unité d’Exécution » (UE). L’une des conditions spéciales requises pour que le
projet soit éligible au premier décaissement et que le Ministère puisse ainsi démarrer sa mise en
œuvre est l’approbation par le Comité de Pilotage du Projet du manuel d’opérations décrivant dans les
détails les procédures à suivre pour l’exécution des activités prévues.
5. L’objectif du manuel d’opérations (MO) est d’établir les normes et procédures pour l’exécution
du Projet. Le présent document décrit les responsabilités des différents acteurs dans l’exécution du
projet, détaille les mécanismes d’exécution et présente les modalités de mise en œuvre des activités.
Il résume les règles essentielles à la réalisation performante des activités projetées, les procédures de
gestion technique, administrative et financière.
6. Ce document s’inspire des règlements et procédures de la Banque Interaméricaine de
Développement, ainsi que des règles et principes de saine gestion généralement admise. Il est basé
également sur l’Accord de Financement Non Remboursable signé entre la République d’Haïti et la
BID, en sa qualité d’Administrateur des fonds rendus disponibles.
1.2 Responsabilité du MO
7. La responsabilité de la tenue et de la mise à jour du MO incombe au Coordonnateur de l’Unité
d’Exécution du Projet. Il s’assure de la mise à disposition du personnel et des partenaires des copies
nécessaires. La décision d’apporter des modifications aux procédures existantes est prise sur son
initiative de concert avec les autres partenaires.
1.3 Usagers du Manuel d’Opérations
8. Le présent manuel sera un outil utile pour tous les acteurs qui participeront directement ou
indirectement au financement et/ou à l'administration, et à l’exécution du projet: la BID, le GAFSP, le
FIDA, le Ministère de l’Agriculture, des Ressources Naturelles et du Développement Rural (le maître
d’ouvrage), l’Unité d’Exécution du projet (le maître d’œuvre principal), les DDA et directions
techniques concernées, les prestataires de service contractuels du projet, les consultants, les
partenaires individuels et institutionnels du projet, les auditeurs, les responsables de l’évaluation,
entre autres.
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1.4 Modifications du Manuel d’Opérations
9. Lorsque la décision d’apporter des modifications aux procédures existantes est envisagée, le
Coordonnateur de l’UE convoque une réunion à laquelle doivent participer tous les agents
susceptibles d’être concernés par ces modifications et consulte les partenaires du projet en question
sur les points qui peuvent les concerner.
10. Cette réunion portera sur l’opportunité des modifications proposées et des solutions à adopter.
A l’issue de cette réunion, un procès-verbal sera établi et mentionnera les éléments suivants:
Les procédures devant être modifiées;
Les raisons pour lesquelles les modifications sont demandées;
La personne chargée de préparer les nouvelles modifications à inclure dans le MOP.
11. La personne chargée de la rédaction des sections du MO à mettre à jour les soumettra au
Coordonnateur qui arrête le texte définitif.
12. Toute mise à jour du MO devra se faire en stricte conformité avec les dispositions des Accords
de financement et la nouvelle version devra être soumise à la non-objection du bailleur si les
modifications toucheront la partie commune à tous les projets et au bailleur concerné s’il s’agira
d’apporter des changements aux annexes spécifiques d’un projet donné.
13. Une fois la non objection du bailleur et l’approbation du MARNDR et du MEF obtenue, l’UE se
chargera de distribuer la nouvelle version du MOP aux intéressés. La personne chargée de la
distribution notera dans un registre réservé à cet effet la date de transmission de la nouvelle version
aux intéressés ainsi que les références correspondantes.
14. L’ensemble des éléments non couverts par le présent Manuel d’Opérations seront régis, pour
chaque projet ou programme, par les stipulations de son Accord de financement, à défaut
d’indications dans ce dernier, par la législation de la République d’Haïti, à moins que celle-ci ne soit
contraire aux politiques et aux procédures du bailleur.
1.5 Définition
15. Dans le cadre du présent Manuel, les termes suivants auront le sens respectivement indiqué
pour chacun d’eux:
TERME DÉFINITION
Accord de financement Accord signé entre l’Etat haïtien et un bailleur pour un don ou un prêt devant servir
à financer un projet ou un programme
Gouvernement Le Gouvernement de la République d’Haïti
Banque La Banque Interaméricaine de Développement.
Bailleur L’entité qui finance le projet ou le programme.
Unité d’Exécution du Programme Unité chargée de l’administration de Programme
Composante Regroupement d’activités d’un projet en un tout cohérent constituant un sous-
projet. La composante peut être une composante technique ou une composante de
gestion du projet, d’appui institutionnel ou de réponse d’urgence.
Manuel Désigne le Manuel d’Opérations du Projet
Plan d’Exécution C’est le plan général d’exécution d’un projet établi à partir de sa date de
démarrage, et contenant la programmation de toutes les activités envisagées.
Plan d’Opération annuel (POA) C’est l’actualisation annuelle du Plan d’Exécution original.
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161
TERME DÉFINITION
Accord de financement Accord signé entre l’Etat haïtien et un bailleur pour un don ou un prêt devant servir
à financer un projet ou un programme
Plan d’Investissements (Plan de
Trésorerie)
C’est le plan qui établit la liste, la programmation, les montants, la distribution des
financements et les responsabilités pour l’implémentation des projets de chaque
Segment de Disponibilité. Il s’agit d’un instrument dynamique.
Plan de Passation de Marchés Aussi Plan d’Acquisitions. C’est le plan qui établit la programmation et la nature des
appels d’offres à effectuer.
Évaluations de l’exécution d’un projet Procédures d’évaluation périodique de la méthodologie de mise en œuvre d’un
projet, des impacts des travaux financés sur le développement et des progrès en
termes d’avancement des activités et décaissement
Plan d’Entretien Mécanisme administratif mis en place pour assurer la pérennité des infrastructures
construites après la vie du programme
Cadre de Résultats (Cadre logiques) Le Cadre de Résultats établit la finalité, l’objet, les composantes et les activités
devant être réalisées durant l’exécution d’un projet et les indicateurs de résultat
permettant de mesurer son efficacité. Il décrit également les méthodes de
vérification des indicateurs.
Stratégie Environnementale et Sociale La Stratégie Environnementale et Sociale consiste à identifier les impacts
potentiellement négatifs, tant environnementaux que sociaux, liés aux différentes
interventions projetées afin de s’assurer de la mise en place des mesures
d’atténuation ou de compensation adaptées. Elle développe le cadre qui doit
aboutir à la production d’un Plan de Gestion Environnementale et Sociale (PGES)
Plan de Gestion Environnementale et
Sociale
Document qui traite de l’ensemble des mesures d’atténuation, d’amplification, de
compensation, de surveillance et de suivi, ainsi que des mesures d’ordre
institutionnel, comme le renforcement des capacités professionnelles et
administratives, qui seront mises en place durant les différentes phases du cycle
de vie d’un projet
2. Description succincte du projet
2.1 Pertinence de l’action
16. Avec un produit intérieur brut (PIB) par habitant de 818 dollars USD (2015) et avec 59% de la
population vivant dans la pauvreté (Banque mondiale, 2012), Haïti est l'un des pays les plus pauvres
du monde. Les indicateurs socioéconomiques de l'Indice de Développement Humain (IDH) du
Programme des Nations Unies pour le Développement (PNUD) en 2014 ont placé Haïti 163ème sur
188 pays.
17. Selon le Groupe de la Banque mondiale, dans les zones rurales, le taux de pauvreté est encore
plus élevé (75%) et plus de 80% des Haïtiens qui vivent dans une extrême pauvreté vivent dans les
zones rurales, où l'accès aux services de base reste très limité. Les résultats d'une analyse récente du
Programme Mondial pour l'Alimentation (PAM) (2015) indiquent qu'environ 47% des ménages
souffrent d'une insécurité alimentaire modérée ou sévère.
18. Dans ce contexte, le secteur agricole est essentiel pour permettre une augmentation des
revenus des ménages ruraux et améliorer leur sécurité alimentaire. Le secteur contribue à hauteur de
25% du PIB et 85% de l'emploi dans les zones rurales (PNUD, 2015). Cependant, l'agriculture
haïtienne présente des niveaux de productivité très faibles, même par rapport à d'autres pays de la
région et le revenu par habitant dans l'agriculture haïtienne a stagné ces dernières années.
19. La productivité agricole peut être influencée par un large éventail de facteurs tels que le statut
foncier, la disponibilité des intrants agricoles, l'accès au financement, la fourniture de services
agricoles (comme l'information, la recherche agricole et le transfert de technologies, l'irrigation…) et
les politiques macroéconomiques et commerciales. Certains des principaux facteurs qui exacerbent la
faible productivité comprennent:
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a- Un faible niveau d'investissement et un accès limité aux technologies
20. La plupart des producteurs d'Haïti utilisent toujours des pratiques agricoles dédiées
principalement à l'agriculture de subsistance à cause du manque d'accès à des semences certifiées
de haute qualité, à des techniques appropriées de conservation des sols, à des intrants pour la
production (pesticides et engrais) ainsi qu’à des outils et des équipements de base. Le recensement
général de l'agriculture (RGA) montre que seulement 7% des agriculteurs utilisent du matériel
mécanique. Par ailleurs, les données de référence recueillies pour le Programme Transfert de
technologie pour les petits agriculteurs (PTTA) montrent que seulement 9% des agriculteurs ont utilisé
des graines améliorées et seulement 22% connaissent les semences certifiées.
21. Le nombre de fournisseurs est limité dans le pays et leurs couvertures géographiques ne
permettent pas de servir la majorité des petits agriculteurs. En outre, un accès restreint aux facteurs
de production (capital, terre, travail, disponibilité de l'eau) limite la productivité. Cela s'explique en
partie par les contraintes financières importantes à cause notamment du manque de crédit agricole.
Les données recueillies pour l'évaluation de la technologie agroforestière fournie par PTTA dans le
département du Nord montrent que seulement 28% des agriculteurs ont un compte bancaire et seuls
19% ont reçu un crédit à des fins agricoles.
b- Manque de ressources financières et humaines pour développer l'innovation
agricole
22. La recherche agricole est quasiment inexistante en Haïti (Cirad, 2015). Les chiffres agrégés
montrent qu'au cours des trois dernières décennies, l'efficacité technique du secteur agricole haïtien a
diminué drastiquement à un taux annuel moyen de -1,8% (Nin-Pratt, A. et al. 2015). Le cadre de
recherche institutionnel obsolète et le manque de systèmes de vulgarisation expliquent ce en partie ce
chiffre. Ce manque d'expertise (recherche agricole et transfert de technologies) s'explique en partie
par des moyens de formation universitaire limités. L'institution chargée de la recherche agricole en
Haïti est la Direction de l'Innovation au sein du MARNDR, qui compte 71 employés répartis dans tout
le pays. Seulement 6% d’entre eux ont reçu une formation suffisante pour mener des activités de
recherche. Le RGA de 2009 rapporte que 43% des agriculteurs considèrent les faibles services de
recherche et de vulgarisation agricoles comme une contrainte pour le développement du secteur. En
outre, seulement 2,6% des agriculteurs ont mentionné avoir reçu une assistance technique
quelconque.
c- Risques climatiques
23. En Haïti, l’indice de risque climatique (CRI Germanwatch, 2016) et l'indice des risques de
catastrophe naturelle (WB, 2005 ; PNUD, 2004) sont parmi les plus élevés du monde. Les risques
climatiques auxquels sont confrontés les agriculteurs et leur capacité limitée à y faire face limitent la
croissance de la productivité agricole. Cette limite est malheureusement renforcée par un fort risque
d'érosion des sols. Par exemple, l'ouragan Matthew a causé de graves dommages économiques et
des pertes estimatives qui s'élevaient à 1,9 milliard de dollars américains. Les dommages et les pertes
dans les cultures pérennes (café, cacao, fruits à pain, noix de coco, avocat, agrumes et autres fruits)
étaient particulièrement élevés (433 millions de dollars US), ce qui a contribué à diminuer les sources
des revenus pour les agriculteurs haïtiens. Les modèles climatiques prédisent que les températures
augmenteront de 0,8 ° C au cours des années 2020 avec une tendance à la sécheresse au milieu de
l'année 2020, ce qui pourrait se traduire par des pertes de 25% pour les cultures principales telles que
la banane, le manioc et les haricots (PNUD, 2015). L'accès limité des agriculteurs aux technologies
agricoles réduit leur capacité à faire face à ces risques naturels et climatiques.
d- Expériences d’autres programmes
24. La formulation de ce projet s’appuie sur les documents nationaux de référence élaborés par le
Ministère de l’Agriculture, à savoir la politique de développement agricole (2010-2025). La conception
du PITAG s’est également appuyée sur les résultats d’autres programmes financés par la BID et le
GAFSP. En effet, entre 2012 et 2016, le MARNDR a mis en place un mécanisme incitatif pour
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promouvoir l'adoption de technologies agricoles par le biais du Programme de Mitigation des
Désastres Naturels (PMDN) et du PTTA. Ces programmes couvraient une superficie totale de 20 240
hectares dans les départements du Sud, du Nord et du Nord-Est. 43 956 petits producteurs agricoles
ont pu bénéficier de ces programmes : 9 043 pour PMDN et 34 913 pour PTTA. Alors que PMDN s'est
concentré sur la promotion des forfaits technologiques agroforestiers, PTTA 1 a promu des paquets
techniques pour l'irrigation, le sisal, les cultures annuelles (riz, patate douce, arachides et les
légumes) et l'agroforesterie (café, cacao, systèmes diversifiés) à 12, 100, 9 083 et 25 718 petits
producteurs agricoles respectivement. Les évaluations qualitatives et quantitatives ont permis de
montrer un taux d'adoption moyen de 80%. Les paquets techniques agroforestiers ont généré des
résultats très positifs, puisqu'ils ont contribué au reboisement d'environ 13 082 hectares dans le pays
et a entraîné une augmentation significative de la valeur ajoutée brute par parcelle allant de 10% à
109%. Les évaluations ont cependant montré que les résultats ont été plus limités pour les cultures
annuelles (riz et légumes) : aucune amélioration significative de la valeur ajoutée brute n’a été
observée car les agriculteurs n’ont pas changé leurs pratiques. Cependant, les subventions ont
contribué à réduire la décapitalisation des agriculteurs.
e- Conclusion
25. Pour sortir de ce cercle vicieux pauvreté – faible productivité agricole – pauvreté accrue, le
Ministère de l’Agriculture, des Ressources Naturelles et du Développement Rural a sollicité et obtenu
du GAFSP, BID et FIDA un financement de 75.8 millions de dollars US pour financer d’une part, une
composante dédiée à la recherche appliquée et à la formation agricole à hauteur de 14.6 millions de
dollars et d’autre part, une composante dédiée au transfert de technologies agricoles, à hauteur de
55.9 millions de dollars.
26. Le projet proposé est une composante d’un projet plus vaste exécuté par le MARNDR et
incluant une opération de la Banque Mondiale (le projet RESEPAG II) qui se déroule dans des régions
différentes que celles ciblées par le PITAG.
2.2 Zones et groupes cibles du projet
27. Le projet aura une portée nationale pour la composante 1 (Recherche appliquée et formation).
La composante 2 (Promotion de technologies agricoles durables) sera mise en œuvre dans les
départements du Nord (7 communes), du Nord-Est (6 communes), de l’Artibonite (2 communes), du
Sud (8 communes) et de la Grande Anse (7 communes). Selon le Recensement Général de
l’Agriculture de 2009, 161.500 agriculteurs vivent dans les 30 communes d’intervention du PITAG. De
cet effectif près de 110,000 agriculteurs exploitent des parcelles dans les sections communales
ciblées par la composante 2.
2.3 Objectifs, Résultats escomptés et Composantes du projet
28. L’objectif général du programme est d'accroître le revenu agricole et la sécurité alimentaire pour
les petits agriculteurs dans les régions ciblées d'Haïti. Les objectifs spécifiques sont d'accroître la
productivité agricole et d'améliorer l'utilisation des ressources naturelles grâce à l'adoption de
technologies durables. Une productivité agricole plus élevée se traduira par des rendements agricoles
plus élevés, et donc, une meilleure production alimentaire pour la consommation des foyers.
Deuxièmement, une productivité agricole plus élevée augmentera le revenu agricole grâce à de
meilleures ventes, ce qui, améliorera le pouvoir d'achat des ménages. Pour atteindre ses objectifs, le
programme sera structuré en deux composantes.
- Composante 1 : Recherche appliquée et formation
- Composante 2 : Promotion de technologies agricoles durables
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2.3.1 Composante 1: Recherche appliquée et formation (15,145,000 $USD)
29. La composante 1 sera mise en œuvre par la Direction de l'Innovation du MARNDR (DI).
L'objectif de cette composante est de générer et de diffuser les résultats de la recherche agricole
appliquée. Cette composante finance les activités suivantes:
a) Projets de recherche agricole appliqués élaborés et mis en œuvre par des institutions
nationales et/ou internationales. Ces projets de recherche développeront, amélioreront et / ou
adapteront des technologies agricoles durables qui amélioreront l'offre technologiques
disponibles pour les agriculteurs. Huit principaux projets (budget total : 9 318 000 $ US) ont
été identifiés sur la base d’indicateurs économiques, sociaux et environnementaux ainsi que
sur l'écart de rendement vis-à-vis d'autres pays de la région. Tous les projets de recherche
prennent en compte les aspects climatiques et favoriseront les mesures d'adaptation et/ou
d'atténuation. Sept projets supplémentaires tiendront compte spécifiquement de la demande
(budget total: 3 080 000 USD) et seront sélectionnés dans le cadre d'un exercice de
priorisation similaire;
b) Renforcement du programme d'enseignement supérieur par des activités menées dans le
cadre des projets de recherche (bourses d'études notamment), afin d'améliorer les capacités
en matière de recherche et de transfert de technologie en Haïti;
c) Renforcement institutionnel de la DI, par le biais: (a) du soutien technique et scientifique; (b)
réalisation d'un diagnostic de la capacité des laboratoires existants à déterminer les
équipements et intrants nécessaires pour appuyer les requêtes des Projets de Recherche
Appliquée; (c) matériels et équipements (laboratoire); (d) renforcement des capacités
techniques et scientifiques du personnel; (e) mise en place d’un système d'information sur
l'innovation.
2.3.2 Composante 2 : Promotion de technologies agricoles durables (55,140,000 US$)
30. Cette composante financera l'adoption de technologies agricoles rentables et durables qui
amélioreront la rentabilité des exploitations, génèreront des externalités environnementales positives
et faciliteront l'atténuation et/ou l'adaptation aux changements climatiques. La composante sera mise
en œuvre à travers le programme d'incitations agricoles mené par le MARNDR. Des paquets
techniques (PT) ont été sélectionnés à travers l'importance relative des différentes cultures, leur
pertinence socio-économique et leur durabilité environnementale. Ces PT incluent : les technologies
de pré-récolte, de récolte et de post-récolte, ainsi que les pratiques durables de gestion de l’eau et de
conservation des sols (systèmes agroforestiers, techniques durables de gestion des sols). Ce menu
sera mis à jour chaque année, grâce notamment aux données fournies par la composante 1. La
composante couvrira 90% des coûts des PT grâce à une subvention de contrepartie, et les
agriculteurs couvriront les 10% restants. Le montant maximal de la subvention dépend de la
technologie spécifique choisie par les agriculteurs et varie entre 400 et 2 000 US$, avec une moyenne
pondérée de 950 US$. Compte tenu des dégâts subis par les agriculteurs dans les zones affectées
par l'ouragan Matthew (départements du Sud et de la Grande Anse), la composante financera 100%
du coût total des technologies dans ces zones. La composante finance également un système
d'information pour la mise en œuvre du programme, une assistance technique pour les agriculteurs
(assistance spécifique sur la manière de choisir et d'appliquer les PT et une assistance générale sur la
gestion des exploitations agricoles et la commercialisation des productions). Des opérateurs
techniques faciliteront la mise en œuvre de la composante 2.
2.3.2.1 Les zones ciblées par le projet
31. Au cours de la conception du projet, les zones suivantes ont été identifiées sur la base de
priorisations politiques agricoles, de l’historique des programmes de développement agricole et de
critères agro écologiques. 30 communes réparties dans 5 départements ont été sélectionnées:
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Tableau 1. Communes ciblées par la composante 2
32. Ces communes ont été regroupées en quatre blocs distincts: le bloc 1 (Nord-Est + Quartier
Morin et Limonade), le bloc 2 (Nord sauf Quartier Morin et Limonade+ Marmelade et Saint Michel de
l’Attalaye), le bloc 3 (Sud) et le bloc 4 (Grande Anse).
Carte 1. Localisation du projet
QUARTIER MORIN LES CAYES
LIMONADE TORBECK
MILOT CHANTAL
GRANDE RIVIERE DU NORD COTEAUX
BAHON PORT-A-PIMENT
ST. RAPHAEL CHARDONNIERES
PLAINE DU NORD LES ANGLAIS
PERCHES TIBURON
TROU DU NORD JEREMIE
SAINTE SUZANE ANSE-D'AINAULT
TERRIER ROUGE DAME-MARIE
CARACOL ROSEAUX
MOMBIN CROCHU BEAUMONT
SAINT-MICHEL PESTEL
MARMELADE MORRON
CommunesDépartement Communes
GRANDE ANSE
SUD
ARTIBONITE
NORD EST
NORD
Département
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2.3.2.2 Les paquets techniques proposés
33. Les paquets techniques proposés en année 1 sont repris par le tableau ci-dessous. Ils sont
susceptibles d’évoluer au cours du projet suite aux résultats intermédiaires de la composante 1. Le
choix des PT a été établi à partir d’une étude indépendante dont les résultats sont résumés dans le
document suivant : Proposition de paquets techniques durables pour le PITAG et options pour le volet
d’équipement des agriculteurs, Bellande, août 2016. Le nombre de PT attendu a été calculé en
fonction du budget disponible et des caractéristiques agro écologiques des zones.
Tableau 2. Les paquets techniques sélectionnés
34. La faible capacité d’investissement des exploitations agricoles entraîne bien souvent un déficit
d’équipements que la composante 2 vise à combler. Les pompes, la traction attelée, les moulins à
canne, les égreneuses et les équipements de stockage et séchage ont été identifiés comme
prioritaires.
35. La régénération et/ou l’extension de jardins créoles sont des parcelles cultivées en
agroforesterie et qui associent de manière complexe plusieurs types de cultures étagées; ces jardins
créoles peuvent avoir une dominante café, cacao, canne à sucre, bois d’œuvre, ou encore fruitière.
36. L’amélioration de la production fourragère à travers l’installation de prairies améliorées constitue
le dernier paquet technologique proposé aux agriculteurs.
2.3.2.3 La distribution géographique
37. La distribution géographique de chaque PT (cf. Annexe 1) se fait au niveau des 90 sections
communales ciblées par le projet. Cette distribution dépend de trois facteurs: la priorité politique du
gouvernement, la pertinence agro écologique de la zone considérée et le nombre d’agriculteurs
présent dans la section communale. La justification de cette distribution est disponible dans le
document suivant : Note méthodologique pour déterminer le nombre de paquets techniques par
section communale.
2.4 Cadre Logique du projet
38. Les principaux indicateurs liés aux objectifs et aux résultats figurent au cadre logique présenté
dans les pages suivantes. La matrice des résultats (se trouvant en Annexe 2) fournit de plus amples
détails sur les résultats du projet.
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Tableau 3. Cadre Logique du projet
LOGIQUE D’INTERVENTION INDICATEURS MOYENS DE VERIFICATION HYPOTHESES
OBJECTIF GENERAL Augmenter les revenus agricoles et la sécurité alimentaire des petits exploitants agricoles dans des zones sélectionnées d’Haïti
Différence en pourcentage (+ 30%) de la sécurité alimentaire entre les bénéficiaires ayant adopté la technologie et le groupe témoin
Enquêtes de base et de suivi (via le FIES)
OBJECTIF SPECIFIQUE Augmenter la productivité agricole et améliorer l’utilisation du capital naturel via l’adoption de technologies durables
Différence de 30% dans les marges brutes agricoles entre les bénéficiaires qui ont adopté la technologie et le groupe témoin Hectares additionnels où sont appliquées des technologies d’agroforesterie
Enquêtes de base et suivi
-Absence de troubles politiques majeurs ayant des conséquences majeures sur le niveau de sécurité dans les zones rurales -Absence d’évènements climatiques durant l’exécution du projet
RESULTATS ATTENDUS Amélioration de la disponibilité des technologies agricoles durables Amélioration du transfert de technologies agricoles durables
12 nouvelles technologies agricoles durables développées et prêtes à être promues 2250 agriculteurs bénéficiaires ont adopté des technologies améliorées et durables dans le cadre de programmes de recherche appliquée et de formation Un programme de recherche appliquée agricole et de formation sont mis en œuvre avec la participation de 3.000 agriculteurs 48 750 agriculteurs bénéficiaires ont adopté des technologies améliorées et durables dans le cadre du mécanisme de subvention de contrepartie 65.000 agriculteurs (dont 40% de femmes) reçoivent le mécanisme de subvention de contrepartie 20.000 hectares couverts avec les technologies.
Rapport de S&E Enquêtes de base et de suivi Rapports de S&E
-Environnement politique et économique favorable à l’innovation en milieu rural -Pas de désastres naturels majeurs affectant les zones d’intervention -Disponibilité des biens et services agricoles
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COMPOSANTES ET ACTIVITES RESSOURCES COUTS HYPOTHESES
COMPOSANTE 1: RECHERCHE APPLIQUEE ET FORMATION
• Développement et exécution de projets de recherche agricole appliqués et adaptés devant renforcer l’offre d’options technologiques disponibles pour les agriculteurs
• Renforcement du programme d’enseignement supérieur (bourses d’études notamment)
• Renforcement de la Direction Innovation du MARNDR
Resources humaines
1 Coordonnateur de projet assurant la coordination générale du projet
1 conseiller technique senior
1 équipe fiduciaire (1 spécialiste en gestion financière, 1 contrôleur interne, 1 assistant administratif), des spécialistes en passation de marché
1 spécialiste en monitoring et évaluation
Une équipe centrale d’appui (SIG, SIGI, 1 spécialiste en environnement, 1 spécialiste en communication
Des spécialistes techniques affectés aux DDA Nord, Nord-est, Sud, Grande Anse
Personnel de soutien
Opérateurs Prestataires de Services
Institution financière
Institution d’assistance technique
Firme de consultation/Evaluation finale
Auditeur technique
Firme comptable/Audit Ressources matérielles:
- Véhicules - Meubles - Equipements communication - Equipements de laboratoire - Réparation des bureaux des DDA - Matériels et fournitures de bureaux
Budget total de l’action: 76.8 millions USD répartis comme suit : Composante 1: 15.14 millions USD Composante 2: 55.14 millions Coûts administratifs: 5.1 Suivi et évaluation: 0.8 Audit: 0.15 Imprévus: 0.5
Bonne programmation des activités
Disponibilité d’opérateurs qualifiés
Disponibilité des intrants sur le marché haïtien
Respect des engagements des différents acteurs impliqués
COMPOSANTE 2: PROMOTION DE TECHNOLOGIES AGRICOLES DURABLES
• Création d’un registre de producteurs intéressés au système d’appuis directs
• Création d’un registre de fournisseurs d’intrants et de services
• Recrutement de prestataires de services • Mise en place d’un système d’information et
de suivi pour l’octroi des subventions • Sélection compétitive d’un intermédiaire
financier • Opérationnalisation du système de
subventions à travers une institution financière, système de paiement par bons (vouchers)
Bonne collaboration des responsables du MARNDR Bonne collaboration des principaux partenaires du MARNDR
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39. L'objectif général du PITAG est d'accroître la productivité agricole et la sécurité alimentaire des
petits agriculteurs dans certains départements du Nord, du Nord-Est, de l'Artibonite, du Sud et de la
Grande Anse. Les objectifs spécifiques sont:
1- Développer des technologies agricoles durables grâce aux programmes de recherche
appliquée et de formation;
2- Améliorer l'accès à ces technologies grâce à la mise en place d'un mécanisme de
subvention de contrepartie.
40. Ces objectifs doivent permettre les impacts suivants:
1- Augmenter la marge brute agricole des bénéficiaires de 30%
2- Augmenter leur sécurité alimentaire de 30% (l'échelle de l'insécurité alimentaire sera
utilisée).
41. Les bénéficiaires attendus sont:
1- Au moins 65,000 agriculteurs qui bénéficient directement du mécanisme de subvention
de contrepartie favorisant l'adoption de technologies ;
2- Au moins 3,000 bénéficiaires directs et 15,000 bénéficiaires indirects pour les
programmes de recherche appliquée et de formation agricole.
42. Les femmes doivent représenter au moins 40% de ces bénéficiaires directs et indirects.
Le programme devrait produire les résultats suivants :
1- Développement d'au moins 12 technologies agricoles durables améliorées grâce la
recherche appliquée, et par le biais du mécanisme de subventions de contrepartie;
2- Au moins 75% des bénéficiaires directs adoptent effectivement les technologies
améliorées.
2.5 Calendrier préliminaire d’exécution
43. Le projet aura une durée de cinq (5) ans. Néanmoins, la majeure partie des activités seront
mises en œuvre sur une durée de quatre ans et demi, les six premiers mois d’exécution du projet
étant pour l’essentiel consacrés à la mise en place d’activités préalables au lancement effectif du
projet (consolidation de l’unité d’exécution du projet, mise à jour du système d’information,
recrutement des firmes d’exécutions, acquisition des biens nécessaires à la bonne exécution du
projet, etc).
44. L’établissement définitif des lignes de base du programme pour le suivi des indicateurs aura lieu
au cours des six premiers mois du projet. L’évaluation intermédiaire aura lieu lors du 5ème
semestre
d’exécution du projet, soit en début de 3ème
année. L’évaluation finale aura lieu au cours du 10ème
semestre d’exécution du projet, soit en fin de 5ème
année.
45. Le calendrier est schématisé dans la page suivante.
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Tableau 4. Calendrier préliminaire d’exécution du projet
Composantes et Activités Année 1 Année 2 Année 3 Année 4 Année 5
S1 S2 S3 S4 S5 S6 S7 S8 S9 S10
Gestion du projet/Activités de démarrage
Consolidation de l’UE/Recrutement du personnel additionnel
Mise en place du Comité de pilotage
Préparation et Approbation du manuel d’opérations
Etat des lieux et identification besoins DDA/BAC concernés
Appuis aux DDA/BAC concernés
Acquisition des équipements nécessaires
Recrutement de la firme chargée de l’évaluation d’impact du projet
Etablissement de la ligne de base
Enquêtes de suivi/Evaluation d’impact
Recrutement de la firme comptable en charge de l’audit externe
Evaluation à mi-parcours et finale
Composante 1 : Recherche appliquée et formation
Appel d’offres pour le recrutement de l’assistance technique
Développement des programmes de recherches
Renforcement du programme d'enseignement supérieur
Soutien technique et scientifique de la DI
Equipement de la DI
Composante 2 : Diffusion de technologies agricoles
Recrutement de la firme chargée de la mise en place du SI
Mise en place du SI
Recrutement des opérateurs prestataires de services et des institutions financières
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Etablissement de registres de producteurs et de fournisseurs
Campagne de communication sur incitations
Diffusion des paquets techniques
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2.6 Coût et financement du projet
46 Le coût total du projet est estimé à 76.8 millions de dollars américains, qui seront financés par
un instrument de don de la BID à hauteur de $55 millions et par des ressources non remboursables du
Programme Global pour l’Agriculture et la Sécurité Alimentaire (GAFSP) à hauteur de $10 millions, le
FIDA à hauteur de $10,8 millions et le gouvernement d’Haïti à hauteur de $1 millions. Le budget
prévisionnel détaillé est donné en Annexe 3.
Tableau 5. Coût et sources de financement du projet
Catégories BID GAFSP FIDA Local Total
I. Composantes
1. Recherche appliquée et formation
14,600,000
545,000
15,145,000
2. Diffusion de technologies agricoles
35,050,000
10,000,000 10,090,000
55,140,000
II. Autres coûts
Administration 4,000,000
108,000 1,000,000 5,108,000
Audits 150,000
150,000
Suivi & Evaluation 700,000
116,305
816,305
Imprévus 500,000
500,000
TOTAL 55,000,000 10,000,000 10,859,305 1,000,000 76,859,305
3 Dispositif organisationnel et responsabilités des intervenants
47. Le dispositif organisationnel à mettre en place est articulé autour de quatre niveaux de
responsabilités (voir organigramme général ci-après):
(i) La maîtrise d’ouvrage;
(ii) Le Niveau de pilotage constitué du Comité de pilotage;
(iii) Le Niveau de coordination et de gestion des activités correspondant à l’Unité
d’Exécution;
(iv) Le Niveau d’exécution des activités sur le terrain assuré par des instances (centrales et
déconcentrées) du MARNDR et des prestataires de services contractuels recrutés par
le projet.
48. Le mandat, la composition et le mode de fonctionnement des différentes entités sont présentés
dans les paragraphes suivants pour chacun des niveaux de responsabilités.
3.1 Le Maître d’ouvrage
49. Le Ministère de l’Agriculture, des Ressources Naturelles et du Développement Rural
(MARNDR), dénommé indistinctement <l’Organisme d’Exécution du projet>, assure la maîtrise
d’ouvrage du projet. Il représente à ce titre l’ensemble des bénéficiaires du projet devant les bailleurs
de fonds (BID, FIDA et GAFSP), le maître d’œuvre et toutes les organisations nationales et
internationales intéressées ou concernées par le projet. Il sera responsable de l’administration
globale, de la supervision et de l’évaluation générale du projet.
50 En tant que maître d’ouvrage, le MARNDR devra tout particulièrement:
Veiller à ce que le maître d’œuvre accomplisse la mise en œuvre du projet conformément
à l’intérêt des bénéficiaires, et donc au document de projet approuvé;
Veiller à ce que la programmation des activités soit conforme au projet et permette
effectivement l’atteindre des objectifs fixés;
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S’assurer de l’efficacité du dispositif de suivi-évaluation qui sera mis en place et
contribuer à son fonctionnement, à travers les activités de l’Unité d’Etudes et de
Programmation;
Contrôler, notamment à partir du dispositif de suivi-évaluation, la qualité de la prestation
du maître d’œuvre;
Assurer l’échange d’informations et une bonne coordination avec d’autres projets ou
activités ayant des objectifs similaires au niveau du MARNDR ou d’autres instances
publiques;
S’assurer de la bonne utilisation des fonds du projet;
Présider les réunions du comité de pilotage.
51. Par rapport aux bailleurs de fonds (BID, FIDA, GAFSP), le maître d’ouvrage (le MARNDR) est
l’Organisme d’Exécution du contrat de financement; le MARNDR porte à ce titre la principale
responsabilité de la bonne exécution des activités financées par l’accord de financement.
3.2 Le Comité de Pilotage du Projet (CPP)
52. Le Ministère de l’Agriculture met en place, à travers une circulaire signée par le Ministre, un
comité de pilotage qui constitue un appui à la maîtrise d’ouvrage. Son mandat général sera de suivre
l’accomplissement des objectifs du projet et de veiller au respect de ses grandes orientations.
53. Le comité de pilotage comprendra au moins les membres suivants:
Le Directeur Général du MARNDR ou son représentant dûment mandaté;
Le Directeur Départemental Agricole Nord;
Le Directeur Départemental Agricole Nord-est;
Le Directeur Départemental Agricole Artibonite;
Le Directeur Départemental Agricole Sud;
Le Directeur Départemental Agricole Grande Anse;
Un Représentant de l’UEP du MARNDR;
Deux Représentants du Ministère de l’Economie et des Finances.
54. Ce comité sera présidé par le Directeur Général du MARNDR ou son représentant. Le
Coordonnateur de l’Unité d’Exécution du Projet agira à titre de secrétaire du Comité de Pilotage mais
il ne pourra participer aux délibérations que sur invitation du Président. Il n’aura pas de droit de vote.
Un représentant de la BID et un représentant du FIDA participeront aux réunions du comité de
pilotage à titre de Membres Observateurs.
55. Le mandat du comité de pilotage est de:
Approuver le manuel d’opération;
Valider, avant soumission à la Banque, toute modification du manuel d’opérations;
Assurer l’orientation générale et le suivi global de l’exécution des activités du projet;
Veiller au respect du calendrier et du budget du projet;
Approuver, avant soumission à la Banque, le plan d’Exécution Annuel du projet et ses
révisions annuelles qui seraient proposées par l’Unité d’Exécution;
Valider, avant soumission à la Banque, tous les rapports techniques et financiers
présentés par l’Unité d’Exécution.
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56. La création du Comité de pilotage constitue implicitement une des conditions spéciales
préalables au premier décaissement, dans la mesure où cette instance doit approuver le manuel
d’opération.
57. Le Comité de Pilotage du Projet se réunira deux fois par an, et plus souvent si les circonstances
le justifient, dont une fois pour approuver le plan annuel d’exécution du projet qui doit être soumis à la
BID au plus tard le 28 février de chaque année.
58. Au moins trente (30) jours avant chaque rencontre, le secrétariat du CPP consultera les
membres afin d'identifier les sujets spécifiques qu’ils voudraient inclure dans l'ordre du jour (en plus de
la révision des plans de travail et des rapports d’avancement soumis par l'unité d'exécution).
59. Au moins dix (10) jours avant la date de chaque rencontre, le président du CPP enverra une
convocation écrite ou par email accompagnée de l’ordre du jour à tous les membres.
60. Pour que les délibérations soient valides au moins 50% des membres du CPP devront être
présents, dont au moins un représentant du MEF. Si le quorum n’est pas atteint, la réunion sera
reportée à une autre date et une nouvelle convocation doit être transmise aux membres. A condition
que tous les membres du CPP aient reçu la convocation et l’ordre du jour de la seconde réunion
toutes les décisions prises au cours de celle-ci seront valables, quelle que soit la participation
enregistrée à cette seconde réunion. Chaque membre doit avoir la possibilité de s’exprimer sur
chacun des sujets. Les décisions seront généralement prises par consensus, mais en cas
d’impossibilité, elles seront prises à la majorité des membres présents.
61. Au cours des réunions les membres examineront les rapports d’avancement technique,
administratif, financier et comptable soumis par l’Unité d’Exécution et discuteront des autres sujets
indiqués à l’ordre du jour.
62. Le secrétaire du CPP fera parvenir le compte-rendu de chaque réunion dans les 15 jours
suivant celle-ci à tous ceux qui auront reçu une convocation.
3.3 La maîtrise d’œuvre : l’Unité d’Exécution et ses relais
3.3.1 L’Unité d’Exécution
63. La mise en œuvre du projet sera assurée par l’Unité d’Exécution79 (UE). Cette unité travaille
sous la supervision directe de la Direction Générale du MARNDR. Elle est composée d’un
coordonnateur de projet, d’un conseiller technique senior, d’une équipe fiduciaire incluant un
spécialiste financier, un contrôleur interne et un assistant administratif, d’une équipe centrale d’appui à
la mise en œuvre, d’un spécialiste en suivi-évaluation et des antennes départementales. Le
recrutement de ce personnel fiduciaire est l’une des conditions spéciales préalables au premier
décaissement. Les procédures de sélection, les termes de référence, les projets de contrat seront
soumis à l’avance pour non objection de la Banque.
64. Les cadres des antennes départementales seront affectés aux Directions Départementales de
l’Agriculture (DDA) concernées.
65. L’Unité d’Exécution, dans le cadre de la mise en œuvre de la composante 1 du projet,
bénéficiera de l’assistance technique de la Direction de l’Innovation (DI).
66. L’unité bénéficiera en outre de l’appui des spécialistes de l’Unité de Passation de Marchés du
MARNDR et des Directions Départementales Agricoles concernées.
67. En résumé, le personnel de l’UE qui interviendra directement dans la mise en œuvre du projet
sera constitué de:
79 L’Unité d’Exécution peut être aussi nommé Coordination Nationale.
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Un coordonnateur80
Un conseiller technique senior
l’équipe fiduciaire (un spécialiste en gestion financière, un comptable, un auditeur interne,
un assistant administratif)
un ou deux spécialistes de l’UPMP
un spécialiste en suivi et évaluation, et un assistant
un spécialiste SIG
un spécialiste technique pour les incitations agricoles
un spécialiste en environnement
un spécialiste en communication
deux informaticiens pour le SIGI
quatre responsables d’antenne et quatre assistants, respectivement affectés dans les
DDA du Nord, du Nord-est, du Sud et de la Grande Anse, et selon les blocs
d’intervention
les DDA et les BAC concernés
le Directeur de l’Innovation et ses assistants dont 1 conseiller technique en appui à la
mise en œuvre de la composante 1, 1 chargé de suivi, 3 superviseurs de programmes de
recherche au niveau central) et 5 techniciens de terrain (dans les différentes antennes
départementales)
le personnel d’appui:
- secrétaire
- réceptionniste
- ménagères
- chauffeurs
- agents de sécurité
68. La rémunération des membres de l’unité d’exécution a été budgétisée en considérant des
statuts contractuels, et alignée sur la grille convenue entre la BID et le Ministère de l’Economie et des
Finances. Toutefois, pour les postes occupés par des fonctionnaires consacrant au moins 50% de leur
temps, une prime de résultats leur sera accordée sur les ressources du projet.
69. Par ailleurs, l’UE engagera:
des opérateurs pour la conduite des projets de recherche;
des Opérateurs Prestataires de Services chargés d’assurer la gestion du système
d’incitations agricoles et de fournir l’accompagnement technique des agriculteurs et des
fournisseurs bénéficiaires de la composante 2;
une institution financière en charge de gérer les fonds d’incitation et procéder aux
paiements aux fournisseurs de services;
un consultant pour la formation des fournisseurs;
un consultant pour l’audit technique des incitations agricoles;
80 Le MARNDR devra présenter la preuve que le coordonnateur du programme et le spécialiste financier ont été sélectionnées conformément aux modalités et conditions préalablement convenues avec la BID.
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une firme de consultation en charge de l’évaluation finale du Projet;
une équipe de consultants en charge de l’évaluation d’impact du programme;
une firme comptable en charge de l’audit du Projet;
d’autres consultants (si besoin).
70. Le recrutement des opérateurs (firmes, ONG, consultants), se fera en respectant les
procédures de passation des marchés de la BID. Le présent manuel d’opérations du projet précise
dans son chapitre 4 toutes les modalités d’exécution des activités prévues.
Les responsabilités de l’UE
71. L’Unité d’Exécution est chargée de planifier et coordonner l’exécution du projet conformément
aux méthodes définies dans le présent manuel d’opérations, gérer les fonds destinés à son
financement, d’organiser le suivi des activités et l’évaluation des résultats et impacts du projet. L’UE
sera basée dans les locaux du Ministère de l’Agriculture des Ressources Naturelles et du
Développement Rural (MARNDR) à Damien et disposera de quatre (4) antennes dans les
départements retenus pour le projet (Nord, Nord-est, Sud et Grande Anse).
72. L’UE est responsable en particulier de:
L’interface entre le MARNDR, la BID et les autres acteurs du projet;
La planification des activités;
L’administration financière du Projet;
La gestion des paiements aux autres intervenants;
La gestion des marchés de biens et services pour ses propres activités et des marchés
de consultation pour ses activités et pour le recrutement des OPS et institutions financières;
L’approbation des autorisations et paiements d’incitations prévues dans le projet;
La supervision, le contrôle-qualité et le suivi des activités en particulier pour les
procédures mises en œuvre au niveau des départements;
Les requêtes de financement à la Banque;
La présentation des rapports au CPP et à la Banque;
L’ajustement du manuel de procédures de cofinancement des paquets techniques;
L’installation et la supervision des Antennes Départementales (AD);
La validation de la liste des fournisseurs agréés pour la composante 2;
La réception et la gestion des plaintes reçues à travers le programme.
73. L’Antenne Départementale (AD) est le relais local de la Coordination dans le département où
est actif le projet d’incitation. Installée dans les locaux de la Direction Départementale de l’Agriculture
(DDA), l’AD participe au contrôle du mécanisme sur le terrain. L’AD est donc chargée de proposer, si
nécessaire, à la CN des ajustements du Manuel de Procédures. Elle se doit entre autres de:
Appuyer l’OPS notamment dans le cadre des visites de fournisseurs,
Appuyer tout audit/contrôle interne ou externe,
Contrôler la qualité des biens et services proposés par les fournisseurs,
Contrôler la mise en œuvre des paquets techniques,
Recevoir les plaintes et les transmettre à la CN,
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Soumettre à la CN un rapport de suivi périodique.
3.3.2 Les DDA et les BAC
74. Les Directions Départementales de l'Agriculture (DDA) sont les services déconcentrés du
MARNDR dans les départements. À ce titre, elles sont à la fois représentant du maître d’ouvrage (le
MARNDR) et du maître d’œuvre du Projet (l’UE). Leur mandat est de ce fait large, de la diffusion des
normes et actes législatifs à la planification, l'appui technique, la collecte de l'information, la
participation au suivi-évaluation des interventions. Compte tenu de leurs faibles ressources, les DDA
Nord, Nord-est, Artibonite, Sud et Grande Anse seront renforcées.
75. Les principales attributions des DDA sont les suivantes.
76. A. En tant que représentants locaux du maître d’ouvrage du Projet, elles auront pour mission:
De contrôler, appuyer et superviser les activités des Opérateurs Prestataires de Service;
De participer au système de suivi-évaluation.
77. B. En tant que service déconcentré de l’État, elles seront appelées à l’exécution de certaines
activités prévues dans le cadre du projet:
Adapter localement le manuel de procédures et les normes techniques pour les
incitations (composantes 2);
Participer à l’établissement du registre des producteurs et des fournisseurs de services et
d’intrants, et valider les registres;
Approuver la liste des fournisseurs agréés;
Accompagner l’Opérateur Prestataire de Service dans le processus de vérification pour le
mécanisme de cofinancement des paquets techniques;
Réaliser le contrôle/la vérification des prestations réalisées avec les subventions
délivrées à travers le mécanisme d’incitations (avec l’appui de l’opérateur).
78. Les BAC (Bureaux Agricoles Communaux) sont en principe répartis à travers les communes.
Leur mandat général est d'assurer, au niveau local : la formation des agriculteurs et organisations
paysannes; l'appui technique, notamment à la production d'intrants et à la commercialisation des
produits ; le contrôle et la collecte de l'information/le suivi-évaluation des interventions.
79. Dans le cadre du projet, les BAC devront appuyer le processus et seront chargés entre autres
de:
i. Appuyer l’OPS en facilitant la mise à jour du registre des agriculteurs;
ii. Faciliter les campagnes de sensibilisation;
iii. Faciliter la planification et l’organisation des réunions, missions et autres évèn-nements
organisés par l’OPS, la CN ou toute autre entité du MARNDR;
iv. Appuyer l’OPS dans la réalisation de l’inventaire des fournisseurs de biens et services
agricoles;
v. Faciliter les soummissions de demandes de cofinancement;
vi. Appuyer l’OPS pour l’assistance technique quant aux paquets techniques diffusés;
vii. Faciliter les contrôles et la collecte d’informations in situ;
viii. Recevoir les plaintes et les transmettres à l’Antenne Départementale.
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3.3.3 La Direction de l’Innovation
80. Les paquets techniques qui seront diffusés dans la cadre de la composante 2 sont décrits dans
le document intitulé: Proposition de paquets techniques durables pour le PITAG et options pour le
volet d’équipement des agriculteurs. Toutefois, les paquets techniques proposés aux agriculteurs
pourront évoluer en fonction de la recherche et des résultats issus de la composante 1. La Direction
de l’Innovation (DI) sera donc fortement impliquée dans ce projet et sera responsable de la
supervision directe de cette composante.
81. La DI, à travers sa direction, devra notamment:
Valider les choix des thèmes des programmes de recherche menée par l’assistance
technique;
Valider les protocoles de recherches;
Valider les résultats de la recherche;
Assurer la diffusion de ces résultats;
Superviser la mise en place du système d’information dédié à la recherche appliquée.
3.3.4 Les prestataires de services
82. Ils comprennent l’Opérateur Prestataire de Service (OPS) pour la composante 2, l’assistance
technique pour la recherche appliquée (composante 1) et pour la mise en place d’un système
d’information pour la composante 2, les fournisseurs d’intrants et de services d’assistance technique,
ainsi que les institutions financières qui seront impliqués dans la mise en œuvre de la composante 2.
Les critères de choix et les responsabilités sont définis au point 4.2.
3.3.5 Les agriculteurs
83. Les agriculteurs constituent à la fois les bénéficiaires cibles et sont parmi les principaux
partenaires du Projet. Ils y seront impliqués sur une base individuelle (participation au programme
d’incitations, à l’investissement sur les parcelles), ainsi qu’à travers les organisations paysannes
(fournisseurs d’intrants à travers par exemple de boutiques d’intrants ou des achats groupés de
semences et de plants) ou de fournisseurs de services. L’OPS sera responsable de la communication/
sensibilisation du projet (composante 2) auprès des agriculteurs.
3.3.6 Relations entre les acteurs du projet
84. La coordination et la communication auront essentiellement lieu à travers:
Un atelier de lancement en début de Projet;
Les divers rapports remis par les Prestataires de services à l’UE et par l’UE au CPP et
aux bailleurs;
Des réunions organisées pour rassembler les acteurs de terrain (Fournisseurs de
services, organisations des producteurs, commerçants/acheteurs des produits agricoles,
représentants du gouvernement, etc.);
Les ateliers annuels organisés par l’UE avec les Prestataires de Services et autres
acteurs des zones d’intervention.
85. Des relations formalisées (protocoles d'accord, contrats, cahiers des charges) seront établies
entre les différents intervenants.
3.3.7 Lien avec les autres projets de la région
86. La stratégie générale de mise en œuvre du PITAG se fondera sur la recherche de synergie et
de partenariats avec les autres projets agricoles (en cours d’exécution ou à lancer sous peu).
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87. Le Ministère de l’agriculture, à travers les DDA des départements concernés, comme organe de
coordination et de régulation, se devra de coordonner étroitement et d’harmoniser les approches et
les différentes activités afin de maximiser les bénéfices des interventions et d’éviter les doubles
emplois. Ainsi, les tables départementales de concertation réunissant les principaux acteurs du
secteur, constituent les lieux privilégiés d’échanges favorisant ce développement de synergies.
Figure 1. Organigramme général du projet
4 Description des mécanismes d’exécution du projet
4.1 Mécanisme général
4.1.1 Plan d’exécution pluriannuel du projet
88. Un Plan d’Exécution Pluriannuel du projet (PEP), incluant le chemin critique d’exécution du
projet (l’enchaînement logique des décisions à prendre), le plan de passation des marchés, le budget
détaillé ainsi que le calendrier d’exécution de chacune des composantes, sera initialement préparé.
L’établissement de ce PEP, partie intégrante du Rapport Initial du Projet, et son approbation par la
BID sont des conditions préalables à l’éligibilité aux décaissements du projet. L’exécution du PITAG
se fera ensuite par tranches annuelles, sur la base de plans opérationnels annuels du projet (POA)
selon le format standard préparé par la BID.
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4.1.2 Préparation des plans opérationnels annuels (POA)
89. L’UE élaborera chaque année un projet de POA en se basant sur l’avancement des différentes
activités en cours et en prévoyant les nouvelles activités à effectuer. Ce POA couvrira les activités des
2 composantes du projet, ainsi que celles de l’unité d’exécution elle-même. Cet exercice de
planification s'effectuera en étroite collaboration avec les entités concernées directement par l’une ou
l’autre des composantes du projet.
90. Ces entités devraient réaliser elles-mêmes un POA sur la base d’un modèle élaboré par l’UE, et
avec l’appui technique des cadres de cette unité. Le POA final sera ainsi élaboré à partir de la
consolidation de ce qui a été réalisé par l’ensemble des entités.
91. Les POA incluront dans un seul et unique fichier Excel dont le modèle sera fourni par la BID:
La liste des activités prévues afin d’atteindre les résultats du projet fixés dans la matrice;
Les ressources financières requises;
Le calendrier de mise en œuvre;
Le plan de passation des marchés correspondant.
92. Ce cadre général permettra de préparer le devis qui servira de cadre budgétaire pour l’année
suivante.
93. Le CPP révisera le projet de POA et fera éventuellement des recommandations qu’il soumettra
à l’UE qui apportera les modifications requises. Une fois approuvé par le CPP, le POA final deviendra
officiel dès la formulation de son acceptation dans le compte-rendu de la réunion du CPP.
94. Au plus tard le 28 février de chaque année, l’UE transmettra à la BID le POA approuvé par le
CPP, pour l’obtention de la non-objection. Si la BID signifie sa non-objection au POA tel qu’il lui a été
soumis, ce document servira de référence pour la continuation des activités au cours des 12 mois
suivants. Si la BID formule des commentaires, ceux-ci devront être pris en compte par l’UE ; la version
révisée devra être à nouveau soumise à l’approbation du CPP.
4.1.3 Exécution des POA
95. Les paiements se feront conformément à ce qui aura établi dans le contrat signé avec le
prestataire, contrat basé sur les modèles préparés par la BID et sur lequel la BID aura donné sa non
objection préalable dès que le montant de l’engagement dépassera Cinq mille dollars américains
(5.000 US $).
Tableau 6. Plan Initial de Passation de Marché
BIENS ET SERVICES CONNEXES (B)
Composante et Activité
Description du marché Méthode de de passation de marché (2)
Révision Ex Ante ou
Ex Post
Montant
Coût estimatif (USD) :
Composante 1, Produit 3
Achat d'Equipement pour les membres du personnel liés à la Direction de l'Innovation
CP Ex Ante 79 500,00
Composante 1, Produit 3
Achat de 5 Véhicules pour la Direction de l'Innovation AOI Ex Ante 175 000,00
Composante 2, Produit 4
Achat de 12 véhicules pour l’UE et les DDA AOI Ex Ante 420 000,00
Composante 2, Produit 4
Achat de 20 motocyclettes AON Ex Ante 80 000,00
TOTAL 754 500,00
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SERVICES NON CONSULTATIFS (S)
Composante et Activité
Description du marché Méthode de de passation de marché (2)
Révision Ex Ante ou
Ex Post
Montant
Coût estimatif (USD) :
Composante 2, Produit 4
Opérateurs incitations et assistance technique AOI Ex Ante 9 750 000,00
Composante 2, Produit 4
Recrutement d'un Intermédiaire financier AON Ex Ante 520 000,00
Composante 2, Produit 4
Recrutement d'une firme pour le Système d'information AOI Ex Ante 380 000,00
Composante 2, Produit 4
Recrutement d'un consultant pour la Formation des fournisseurs
AOI Ex Ante 400 000,00
Composante 2, Produit 4
Recrutement d'un consultant pour l'Audit technique incitations
AON Ex Ante 200 000,00
Composante 1, Produit 1
Recrutement d'entités pour la mise en œuvre de 6 sous programmes de recherche touchant divers systèmes de culture
AOI Ex Ante 9 118 000,00
Composante 1, Produit 1
Recrutement d’entités pour la mise en œuvre d’autres sous programmes innovants
AOI Ex Ante 3 080 000,00
Composante 1, Produit 3
Recrutement d'un consultant pour l'Assistance technique à la mise en œuvre composante
AOI Ex Ante 540 000,00
TOTAL 23 988 000,00
BUREAUX DE SERVICES-CONSEILS (CF)
Composante et Activité
Description du marché Méthode de de passation de marché (2)
Révision Ex Ante ou
Ex Post
Montant
Coût estimatif (USD) :
Audit Recrutement d'une firme pour l'audit du programme SFQ Ex Ante 150 000,00
TOTAL 150 000,00
CONSULTANTS INDIVIDUELS (CI)
Composante et Activité
Description du marché Méthode de de passation de marché (2)
Révision Ex Ante ou
Ex Post
Montant
Coût estimatif (USD) :
Composante 2, Produit 4
Recrutement d'un consultant pour l'Etude eau/pompage QCII Ex Ante 50 000,00
Composante 2, Produit 4
Recrutement d'un responsable environnemental QCIN Ex Ante 162 500,00
Composante 2, Produit 4
Recrutement d'un consultant pour l'Etude espèces invasives
QCII Ex Ante 50 000,00
Composante 2, Produit 4
Recrutement de consultants pour les Etudes et appui renforcement institutionnel
QCII Ex Ante 250 000,00
Composante 1, Produit 3
Recrutement de 3 Superviseurs de programme recherche QCIN Ex Ante 97 500,00
Composante 1, Produit 3
Recrutement d’un chargé de suivi et d’appui aux projets QCIN Ex ante 162 500,00
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Composante 1, Produit 5
Recrutement de 5 techniciens de terrain QCIN Ex ante 585 000,00
Composante 2, Produit 4
Recrutement consultants Autres activités environnementales
QCII Ex Ante 149 095,00
Gestion Recrutement personnel technique et administratif de projet QCNI Ex Ante 200 000,00
TOTAL 1 706 595,00
DÉPENSES OPÉRATIONNELLES (DO)
Composante et Activité
Description du marché Méthode de de passation de marché (2)
Process Numbers :
Montant
Coût estimatif (USD) :
Composante 2, Produit 3
Frais de fonctionnement pour la Direction de l'Innovation CP Ex Ante 150 000,00
Composante 2, Produit 4
Recrutement de 8 membres du personnel d'appui QCIN Ex Ante 260 000,00
TOTAL 410 000,00
4.2 Mécanisme de mise en œuvre de la composante 1
4.2.1 Structure opérationnelle de la composante 1
96. La composante 1 est mise en œuvre sous la supervision directe de la DI sous la supervision
générale de la Coordination du PITAG. La DI constituera un Comité Scientifique (CS), lequel
apportera un appui à la prise de décision scientifique et technique, et pourra à la demande de la DI,
participer:
(a) à l’approbation du registre des Entités de Recherche;
(b) à l’identification et l`approbation des thèmes de recherche;
(c) à l’évaluation des propositions de projets;
(d) au suivi et à l’appui scientifique et technique dans l`exécution des projets;
(e) à l’analyse et l’évaluation des résultats des projets;
(f) à la vérification des publications des résultats issus des projets.
97. Le Comité Scientifique sera composé de chercheurs nationaux et internationaux ayant une
expérience avérée et du prestige, à la demande de la DI. Le chercheur faisant partie du Comité
Scientifique d’évaluation et d’approbation, ne pourra pas participer aux dites propositions.
98. Ce comité sera notamment chargé de la sélection des différents paquets technique qui feront
l’objet d’études de recherche. Les résultats de la Composante I fourniront progressivement des
propositions de PT pour la composante 2. Une étude comportementale sera également menée pour
déterminer la volonté des agriculteurs de payer ou non les nouvelles technologies à introduire.
99. Une assistance technique préalablement recrutée sera chargé d’accompagner la DI sur
l’ensemble de la composante à savoir: les programmes de recherche, le système d’information, la
sensibilisation et le renforcement des compétences de la DI.
100. Pour le fonctionnement de la composante, la DI disposera des entités suivantes:
Une équipe d’exécution (EE), qui sera sous la responsabilité de la DI et de son Directeur,
pourra déléguer des fonctions à un Conseiller Technique (CT) pour conduire des actions de
planification, supervision et coordination de toutes les activités qu’on se donne pour la mise
en œuvre de la Composante 1.
Un personnel de soutien composé de:
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1 Chargé de suivi et d`appui aux projets (SAP) en cours ou exécutés.
3 assistants qui soutiendront tous les efforts du Conseiller technique et du chargé de suivi
SAP.
1 Technicien de terrain (TT) de la DI, pour les départements où sera mis en œuvre un
projet de recherche, dont la fonction sera de faire le suivi des activités et processus
d`exécution des projets de recherche et leur transfert, dans son département. Il devra
aussi aider à identifier les faiblesses et les problèmes confrontés par les producteurs
bénéficiaires ou non, pour la Composante 2, et qui nécessitent des solutions à travers la
recherche appliquée. Les TT seront intégrés au fur et à mesure, et il se peut que, en raison
du nombre des projets, un TT puisse faire le suivi au niveau de divers départements. Les
techniciens seront formés pour réaliser les activités assignées.
101. L’équipe d’exécution aura sous sa responsabilité les domaines d’action suivants:
(i) Contrôle, accréditation et enregistrement des Entités et Institutions de Recherche pour la Composante 1. Les entités et institutions de recherche agricole seront invitées à s’enregistrer. Ces demandes d’inscription seront évaluées et le cas échéant accréditer.
(ii) Identification des Thèmes de recherche. Un suivi sera effectué auprès des agriculteurs bénéficiaires de la Composante 2 du PITAG, afin d’identifier les problèmes et solutions.
(iii) Appels à proposition pour des Projets de Recherche Appliquée.
(iv) Réception et Evaluation des propositions de Projets de Recherche et Transfert de Technologies.
(v) Suivi et appui à l’exécution des projets de recherche.
(vi) Analyse et Evaluation des résultats des programmes de recherche.
(vii) Gestion de la base de données des résultats obtenus.
Les Entités et/ou Institutions de Recherche, publiques ou privées, seront responsables
de faire des propositions aux Projets de Recherche et de Transfert de Technologies
convoqués par la composante 1 et, si elles sont approuvées, de les mettre en œuvre
conformément aux règles et procédures de la composante 1.
Figure 2. Structure de la composante 1
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4.2.2 Méthodologie
4.2.2.1 Phase pré-opérationnelle
102. Les activités suivantes seront développées préalablement au démarrage de la composante 1:
(i) Elaborer et établir le Règlement et le Manuel de procédures de la Composante 1;
(ii) Analyser le développement possible et la mise en œuvre d’un Système informatique de
Gestion et de Suivi (SIGS);
(iii) Acquérir du mobilier de bureau, des matériels et des équipements d’ordinateurs pour
l'Equipe Centrale d'Exécution et pour les Techniciens de terrain (TT) pour le suivi et
l’appui;
(iv) Sélectionner et former le personnel de l'Equipe d'Exécution;
(v) Sélectionner et former les TT de suivi des projets;
(vi) Acquérir des véhicules pour transporter les responsables de la Composante 1, et des
motos pour les TT;
(vii) Organiser une campagne de promotion et de diffusion pour l’appel à l’enregistrement et
l’accréditation des entités de recherche qui désirent faire des propositions pour
l’exécution des projets de recherche;
(viii) Ouvrir le Registre d’inscription des entités et institutions de recherche pour la
Composante 1;
(ix) Mettre en œuvre le processus d’inscription et d’accréditation des entités et institutions de
recherche pour la Composante 1.
Figure 3. flux de la phase pré-opérationnelle (composante 1)
4.2.2.2 Phase opérationnelle
103. 3 produits sont attendus au sein de cette phase:
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PRODUIT 1: “8 Projets de Recherche et de Transfert de Technologies livrés”
104. Pour réaliser ce produit, le processus suivant est attendu:
(i) Processus de définition des priorités, des thèmes de recherche et transfert prioritaires.
Vérification des thèmes identifiés et priorisés pour les Projets de Recherche Appliquée et
leur Transfert.
(ii) Processus d’élaboration des TDR des thèmes de recherche et de transfert de
technologies.
(iii) Processus de lancement d’appels à des Entités et / ou Institutions de Recherche
accréditées, pour qu’elles présentent des propositions de recherche et transfert pour les
thèmes sollicités par la Composante 1.
(iv) Processus de réception, évaluation et sélection de la meilleure proposition.
(v) Processus de contractualisation de l’entité ayant la meilleure proposition, pour exécuter le
projet.
(vi) Processus de suivi et évaluation de la mise en œuvre et des résultats partiels et finaux
des projets de recherche et transfert adjugés.
(vii) Processus de débours pour les produits évalués et approuvés ; paiement final des projets
évalués et approuvés.
Figure 4. Flux de la phase opérationnelle de la composante 1 (produit 1)
PRODUIT 2: “10 bourses octroyées à de jeunes professionnels au niveau maîtrise et/ou
doctorat, dans les thématiques en lien avec les problèmes abordés dans chacun des projets de
recherche”
105. Il y aura un Fonds de Bourses pour former de jeunes professionnels ayant la vocation pour la
recherche en agriculture qui, à travers l’appel, obtiennent une bourse octroyée par la Composante 1,
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dans les thèmes identifiés et priorisés, précédemment. Les formations sollicitées dans les Projets de
Recherche et Transfert, ne forment pas partie du Fonds de Bourses, ni de ce Produit.
106. Les thématiques de formation qui feront l'objet de bourses d’études, seront celles identifiées par
la DI et l'Equipe d'Exécution, en accord avec les besoins en Ressources humaines (RH) du secteur,
dans le domaine de la formation en recherche agricole.
107. Les procédures suivantes seront effectuées:
(i) Processus d'identification des thèmes de formation pour la recherche agricole. L'Unité
d'Exécution et la DI, de concert avec le CS, analyseront, prioriseront et approuveront les
thèmes de formation en maîtrise, doctorat et formation, nécessaires pour le renforcement
du secteur de recherche agricole.
(ii) Processus d’appel ouvert aux jeunes professionnels du secteur ayant vocation pour la
recherche et désirant se former dans les thèmes convoqués.
(iii) Processus de réception et d'admission des demandes de Bourses de formation. L’EE
s'assurera que les demandes de formation sont en accord avec l'appel et satisfont aux
exigences demandées.
(iv) Processus de vérification et d'octroi des Bourses sollicitées par les jeunes professionnels
à former. L’EE et la DI, de concert avec le CS, analyseront et vérifieront que les
professionnels à former satisfont les exigences minimales pour bénéficier des bourses
d'études en maitrises, doctorats et formation, et procèderont à l'octroi des bourses
approuvées.
(v) Processus de formalisation des bourses octroyées et de remise des fonds aux boursiers.
(vi) Processus de suivi des boursiers. La Composante 1 fera le suivi des boursiers par
rapport aux besoins qu'ils pourraient avoir, ainsi que de la réalisation de leurs obligations.
(vii) Processus de remise et de réception des thèses et articles scientifiques résultant de la
formation. Les professionnels formés, remettront à la Composante 1, leurs thèses et
articles scientifiques à publier dans des revues scientifiques nationales ou
internationales.
Figure 4. Flux de la phase opérationnelle de la composante 1 (produit 2)
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108. Les conditions d'éligibilité sont présentées dans le tableau suivant.
Tableau 7 : éligibilité et pièces à fournir pour suivre un programme de formation
Nature de la dépense Pièces justificatives à fournir
Bourse Master
Projet de formation présenté au CEC ; programme de la formation ; lettre
argumentée de motivation ; CV ; lettre d’engagement personnel signée par
le demandeur ; évidence d’une moyenne de licence (barèmes à déterminer
dans les TDRs) ; être recommandé par la direction d’un centre de recherche
ou de formation (celui d’origine ou celui d’accueil) ; le programme de
formation doit être soumis et approuvé par le CS. Une lettre de l’université
hôte confirmant l’inscription est préalable au déboursement de la première
avance.
Bourse PhD
Projet de recherche présenté au CS ou son équivalent ; lettre du directeur
de thèse, confirmant l’acceptation de l’encadrement ; test linguistique
attestant connaissance suffisante de la langue du pays d’accueil pour
commencer dès la première année. Lettre de l’université d’accueil indiquant
la validation ou reconnaissance du diplôme de master du demandeur. Pour
les doctorats en cotutelle ou multi sites (lettres d’engagement des deux
universités et directeurs de thèse avec indication des responsabilités
respectives dans l’accompagnement et les obligations respectives du
candidat dans chacun des sites). Une lettre de l’université hôte confirmant
l’inscription est préalable au déboursement de la première avance.
Evènement scientifique
Description détaillée de l’évènement (objectifs, état des lieux –rappel des
résultats des évènements scientifiques nationaux et internationaux récents,
proches de la thématique abordée- ; problématique ; organisation en sous-
ensembles ; nom des « key note speakers » ; ville ; budget estimatif
(incluant coût de l’inscription et nombre envisagé de participants) ; lettres de
partenariat signées.
Abonnement aux bases de données Description spécifique de la base de données et des coûts d’accès (l’offre
pro-forma d’accès de la part de la banque de données doit indiquer les
conditions spécifiques d’accès pour Haïti). Accord de partenariat pour la
mutualisation de l’accès avec au moins un autre opérateur de recherche-
formation.
PRODUIT 3: “Renforcement Institutionnel de la Direction de l’Innovation”
109. La DI sera renforcée avec:
(i) Un appui technique et scientifique à travers des consultations faites par des experts, pour
le renforcement en connaissances et la mise en œuvre des structures, procédures
méthodologiques et opérationnelles précédemment identifiées comme nécessaires au
renforcement institutionnel de la DI;
(ii) Les équipements, le transport, les matériels et les infrastructures pour le bon
fonctionnement de la DI;
(iii) Des Ressources Humaines, grâce à la formation de 5 Techniciens de la DI, avec des
Maitrises ou Doctorats dans les domaines thématiques précédemment identifiés. De
même sera appuyée pour maintenir l’information actualisée du secteur et de tous les
acteurs dans le domaine de la recherche agricole, pour la DI et pour le système ASTI.
110. Pour atteindre ces objectifs, le processus suivant sera mené avec la plus grande des rigueurs:
(i) Processus d’identification et d’approbation des Consultations nécessaires pour le
renforcement de la DI;
(ii) Processus d’identification, d’analyse et d’approbation des équipements, matériels,
moyens de transport et infrastructures nécessaires pour le renforcement de la DI;
(iii) Processus d’identification de 5 domaines thématiques pour la formation en Maitrises ou
Doctorats des cadres techniques de la DI précédemment sélectionnés.
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Figure 5: Flux de la phase opérationnelle de la composante 1 (produit 3)
4.2.2.3 Appui opérationnel
111. Cette phase est complémentaire aux précédentes et se réalise durant et / ou à la fin de
l’exécution de la Composante 1 et du PITAG.
(i) Processus d’évaluation et de suivi d’impact des projets de recherche et de transfert de
technologies;
(ii) Processus d’évaluation de la qualité des entités et/ou institutions de recherche participant
aux projets;
(iii) Processus d’évaluation de la qualité des TT de suivi des projets;
(iv) Processus de compilation, maintien et information des données requises par la base de
données de la DI et pour le système ASTI.
Figure 6. Flux de l’appui opérationnel de la composante 1
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4.2.3 Procédures
4.2.3.1 Contrôle, enregistrement et accréditation
112. L’appel à l’inscription dans le Registre d’Entités et Institutions de Recherche pour la
Composante 1, sera ouvert durant la vie du projet, invitant les entités et / ou institutions de recherche
à avoir l’Accréditation, pour pouvoir participer en offrant et mettant en œuvre les projets de recherche
lancés par l'Unité d'Exécution.
113. Les EI, pour être enregistrées, devront d’abord le demander par écrit à la Composante 1 qui
enverra ou remettra les conditions et formats à remplir, où elles devront démontrer que:
(i) Leur champ d’action est dans la recherche agricole dans l'une des DDA concernées :
Nord, Nord-est, Artibonite, Sud et Grande Anse;
(ii) Elles ont la capacité technique en RH suffisante, pour faire de la recherche et transférer
les produits obtenus à la Composante 2 et aux Cadres techniques et leaders paysans du
Secteur agricole;
(iii) Elles ont réalisé ou sont en train de réaliser, au moins, 5 projets de recherche appliquée
et de transfert de technologies au cours des 3 dernières années;
(iv) Elles présentent tous les documents requis par la Composante 1 pour supporter soutenir
tout ce qui a été déclaré.
114. Après son enregistrement, son inscription et son accréditation comme EI de la Composante 1,
la EI pourra alors présenter des offres et propositions des thèmes de recherche appliquée et de
transfert appelés en compétition.
4.2.3.2 Identification des thèmes de recherche
115. La Composante 1, à travers ses TT, fera un suivi continu du secteur productif agricole et des
agriculteurs bénéficiaires de la Composante 2 du PITAG, pour identifier et prioriser les problèmes du
secteur agricole afin de les solutionner à travers la recherche et le transfert. Cette première étape
permettra de justifier les sujets de recherches prioritaires.
4.2.3.3 Appels à proposition de projets de recherche
116. Une fois définis et priorisés les thèmes de recherche, la Composante 1 devra:
(i) Elaborer les TDR des thèmes identifiés;
(ii) Inviter les entités accréditées par la Composante 1 à participer à un appel à propositions
pour des projets de recherche spécifiques et de transfert;
(iii) Recevoir des Entités accréditées, une lettre de manifestation d’intérêt à présenter une
proposition, pour l’un des thèmes de recherche et de transfert lancés;
(iv) Envoyer les TDR et le format pour élaborer les propositions de projets aux EI.
117. Toutes les propositions de Projets de recherche qui auront à intervenir dans les Aires protégées
devront avoir l’accord des entités concernées (DRFS, MDE).
118. Afin de répondre à un appel à proposition, les entités de recherche devront:
(i) Disposer d’un personnel ayant une expérience éprouvée et qualifiée pour réaliser les
recherches et les activités, et avoir la formation adéquate aux thématiques du projet
sollicité;
(ii) Posséder les matériels et équipements nécessaires à la mise en œuvre des activités et
des résultats qu’on propose comme partie du projet de recherche et de transfert;
(iii) Avoir la capacité administrative pour gérer de manière efficiente transparente, les
ressources financières qui seront mises à leur disposition à travers la Composante 1;
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(iv) Etre capables de contribuer financièrement ou en espèces équivalentes à 15% du
montant sollicité pour la recherche;
(v) Contractualiser avec des institutions internationales et/ou des institutions ayant une
solvabilité scientifique et pédagogique avérée, et qui apporte une plus grande valeur
ajoutée.
4.2.3.4 Réception et évaluation des propositions de projets de recherche
119. Pour évaluer les propositions soumises, la Composante 1 devra effectuer la procédure
suivante:
(i) Processus de réception et d’enregistrement;
(ii) Processus d’évaluation;
(iii) Processus de sélection de la meilleure offre;
(iv) Processus de communication des résultats de l’évaluation et de sélection à tous les
soumissionnaires, indiquant qu'ils peuvent examiner toutes les propositions et identifier
toute anomalie et qu’ils pourraient soumettre une réclamation à la Composante 1.
4.2.3.5 Suivi et d’appui à l’exécution des projets de recherche
120. Le suivi se fera de manière continue tout au long de l’exécution des projets, et sera sous la
responsabilité de l'Unité d'Exécution et des TT spécialisés dans le suivi. Il y aura 2 types de suivi: un
suivi opérationnel, un suivi de terrain.
Suivi opérationnel
121. Cela sera fait par l'Unité d'Exécution. Ce suivi sera effectué auprès de l'EI pour vérifier que
toutes les procédures et activités opérationnelles à tous les stades et à tous les niveaux du PRT
(Projet de Recherche et de Transfert) sont respectées à mesure qu'elles sont approuvées
contractuellement.
Suivi et vérification sur le terrain
122. Il s'agit d'un acte d'inspection et de vérification de chacune des activités menées «avant»,
«pendant » et «après» l'exécution du PRT. On vérifiera le respect de tout ce qui est stipulé dans la
proposition de projet approuvée. Il sera effectué par les TT, formés par la composante 1 à cette fin. Il
se matérialise dans des formats basés sur l'inspection par les TT, dont l'objet est:
La vérification des conditions de réalisation des projets de recherche et de transfert pour
chacun des acteurs impliqués dans l’exécution des mêmes projets;
La vérification de la recherche et du transfert de technologies, notamment en termes de
respect des délais, de qualité et de livraison.
4.3 Mécanisme de mise en œuvre de la composante 2
4.3.1 Rappel sur la composante 2
123. Dans le cadre de la composante 2, le projet financera une partie ou la totalité (selon les zones)
des coûts assumés par les agriculteurs dans l’adoption de techniques agricoles et de meilleures
pratiques. L’incitation prévue dans le cadre du projet sert à encourager les agriculteurs à adopter des
techniques de production améliorées et d’augmenter la productivité du sol. L’incitation est considérée
comme une mesure ponctuelle. L’effet positif de l’incitation devra permettre de maintenir les
améliorations sur le long terme moyennant des conditions environnementales et de marché favorable.
Ces incitations couvriront une partie du coût contre une vérification in situ de la technologie ou la
technique appliquée sur les filières agricoles priorisées.
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124. Les technologies à promouvoir pour chacune de ces filières, en vue d’une augmentation de la
production et du revenu des agriculteurs sont décrites dans le document intitulé «Proposition de
paquets techniques durables pour le PITAG et options pour le volet d’équipement des agriculteurs».
125. La composante 2 sera techniquement gérée en interaction avec la Direction de l’Innovation qui
comprend entre autres un Service de Vulgarisation. L’Unité d’Exécution disposera d’une d’équipe
centrale d’appui et des antennes départementales dont les cadres seront respectivement basés dans
les DDA du Nord-est, du Nord, de l’Artibonite, du Sud et de la Grande Anse. L’Unité d’Exécution
engagera:
Une firme pour mettre en place un système d’information dédié à la composante ainsi
que pour en assurer la maintenance;
Un Opérateur Prestataire de Service (OPS) qui se chargera de la gestion sur le terrain de
la composante dans chacun des blocs; A noter que les différentes communes
d’intervention seront regroupées en quatre blocs distincts : le bloc 1 (Nord-Est + Quartier
Morin et Limonade), le bloc 2 (Nord (sauf Quartier Morin et Limonade+ les 2 communes
de l’Artibonite), le bloc 3 (Sud) et le bloc 4 (Grande Anse).
Une structure (financière ou assimilée) chargée de faciliter les transferts de flux financiers
(la contribution des agriculteurs et le paiement aux agriculteurs);
Un spécialiste en suivi et évaluation qui assurera entre autres le suivi des coûts et de la
qualité des intrants. Ce spécialiste sera responsable de la vérification technique de
l'utilisation des fonds par les bénéficiaires. Cette vérification sera effectuée sur une base
trimestrielle par ce consultant individuel qui sera recruté selon les termes et conditions
préalablement convenus avec la Banque.
126. Un manuel spécifique, intitulé « manuel de procédures du PITAG», donne les détails de
procédures à suivre pour le mécanisme d’incitations. Certains de ces éléments, du fait de leur
importance sont repris ci-après.
4.3.1 Critères d’éligibilité et responsabilités des opérateurs prestataires de services
127. Le caractère non permanent d’un MIA induit un support ponctuel aux équipes de terrain du
ministère. Afin de satisfaire ce besoin ponctuel, le MARNDR doit engager, avec la non objection de la
BID, des Opérateurs Prestataires de Service (OPS) qui seront dédiés au projet. Ces OPS sont des
entités indépendantes et expérimentées. Elles contractualisent avec le MARNDR et sont donc
responsables du bon déroulement de la composante sur le terrain.
128. Les OPS sont chargés entre autres de:
Enregistrer les agriculteurs de la zone d’intervention dans un registre dédié;
Vérifier l’éligibilité des fournisseurs de biens et de services agricoles;
Former les fournisseurs et agriculteurs de la zone aux nouveaux paquets techniques,
standards de qualité et procédures du MIA;
Mener les différentes campagnes de communication dédiées à la composante;
Enregistrer les demandes de cofinancement des agriculteurs; le cas échéant, appuyer les
agriculteurs pour rédiger leur demande;
Contrôler in-situ l’éligibilité des demandes de cofinancement;
S’assurer de la bonne répartition géographique des paquets techniques;
S’assurer que les fournisseurs puissent répondre à la demande;
Vérifier la livraison des fournisseurs de biens et services agricoles;
Accompagner les agriculteurs dans l’application des paquets techniques que ce soit au
niveau des itinéraires techniques ou des modèles économiques associés à ces paquets;
Fournir les conseils techniques en lien avec les paquets techniques, une fois que les
bénéficiaires sont identifiés;
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Effectuer un contrôle périodique (via le mécanisme local de concertation) des prix des
intrants agricoles et rapporter toute évolution significative à l’UE;
Appuyer tout audit interne ou externe;
Recevoir les plaintes et les transmettre à l’UE;
Soumettre l’UE un rapport de suivi périodique.
129. L’Opérateur Prestataire de Service (OPS) doit posséder une connaissance reconnue de la zone
et avoir eu au moins une intervention préalable dans n’importe quel domaine dans la région ou avoir
une expérience dans l’accompagnement agricole dans n’importe quelle zone d’Haïti. Par ailleurs,
l’OPS doit disposer de ressources humaines capables de réaliser des activités d’animation technique,
du niveau technicien en agriculture et au moins un animateur de niveau supérieur pouvant encadrer
les techniciens pour la formalisation des contrats d’adoption de technologies. Conformément aux
procédures de la BID, l’OPS sera recrutée par l’UE sur appel d’offre international.
4.3.2 Les autres prestataires de services
130. Les institutions financières (ou assimilées) seront contactées et le cas échéant contractualisées
pour faciliter les transferts financiers entre agriculteurs, fournisseurs et gouvernement. Les transferts
électroniques (par téléphone) devront être priorisés afin de limiter au maximum les challenges liés à
distance et à la sécurité. L’OPS devra notamment activement participer à la mise en place concrète de
ce type de paiement. Des firmes comme DIGICIEL ou la Banque Nationale de Crédit sont
susceptibles de proposer des solutions.
131. Compte tenu du nombre potentiellement significatif d’agriculteurs pour de tels projets, le
système d’informations (SI) ne doit en aucune façon être négligé. Toute carence du SI risquerait
d’entraîner des difficultés opérationnelles significatives. Une assistance technique dédiée est
obligatoire pour la mise en place et la maintenance du Système d’Information dédié à la composante
2. Le sous-traitant du système d’information devra pouvoir justifier d’une expérience similaire. Son
recrutement doit faire l’objet d’une non objection de la BID et la signature d’un contrat est un préalable
à tout décaissement.
4.3.3 Critères d’éligibilité des producteurs bénéficiaires
132. Afin de pouvoir être éligible au MIA, l’agriculteur doit remplir les conditions suivantes:
Posséder un moyen d’identification officiel et reconnu (CIN);
Être inscrit dans le registre des agriculteurs de la zone;
Être domicilié dans la zone d’intervention;
Être actif dans la zone d’intervention;
Travailler une surface égale ou supérieure à 0.25 Ha;
Être majeur devant la loi haïtienne;
Ne pas avoir de subvention active liée au présent mécanisme d’incitation;
Ne pas avoir bénéficié de financement via d’autres programmes gérés par le
gouvernement;
Répondre aux critères spécifiques nécessaires pour le paquet technique souhaité.
4.3.4 Niveau d’appui financier par producteur bénéficiaire et par technologie
133. Le montant des incitations octroyées dépend du coût de chaque paquet technique et de la
zone. En effet, les départements du Sud et de la Grande Anse ont subi la catastrophe naturelle de
l’ouragan Matthew. De fait, les paquets techniques seront financés à 100% par la composante 2 dans
ces zones. Le tableau suivant reprend les paquets techniques présélectionnés qui peuvent faire
l’objet d’ajustement au cours du projet grâce à la composante 1. Le tableau reprend également leur
coût et l’estimation du nombre de paquets techniques à diffuser au cours du programme. Ces
nombres sont seulement donnés à titre d’indication.
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Tableau 8. Coût et répartition annuel des paquets techniques
4.3.1 Critères d’éligibilité et responsabilités des fournisseurs de biens et services
134. Afin de limiter les risques de défaut de qualité ou de fraudes, une liste de fournisseurs éligibles
sera éditée et proposée aux agriculteurs. Ces derniers pourront donc bénéficier des cofinancements
uniquement si l’achat est réalisé chez un fournisseur agréé de la liste. Pour constituer cette liste, un
Appel à Manifestation d’Intérêt devra donc être lancé au plus tôt. Une campagne d’information devra
alors être réalisée par les OPS afin d’identifier un maximum de fournisseurs.
135. Afin d’être éligible, un fournisseur devra, preuve à l’appui:
Être formalisé (ex. patente), peu importe le statut juridique (privé, association,
coopérative, etc);
Etre régulièrement inscrit dans le registre des fournisseurs de la DDA concernée;
Posséder une expérience dans le domaine des biens, services ou formations agricoles;
Pouvoir fournir des services ou des produits (semences, plantules et autres intrants) qui
répondent aux normes et standards de qualité (voir document dédié);
N’avoir pas fait l’objet de fraudes dans le cadre des biens et services fournis aux
bénéficiaires des projets.
136. L’Opérateur Prestataire de Service (OPS) devra obligatoirement effectuer une visite de terrain
afin de valider l’éligibilité du fournisseur. Lors de ce contrôle, une simple vérification comptable devrait
permettre de déterminer si le fournisseur dispose d’un historique et donc d’une expérience
significative. Ensuite, une discussion/négociation entre l’OPS et le fournisseur permettra à l’OPS de
déterminer le nombre maximal d’agriculteurs que le fournisseur pourra servir.
4.3.2 La mise en œuvre des incitations
4.3.2.1 Cadre préalable
137. Avant de lancer le mécanisme, l’UE doit s’assurer que toutes les conditions préalables sont bien
remplies:
Les paquets techniques et les standards de qualité
138. Des standards de qualité (cf. document dédié) devront obligatoirement accompagner les
paquets techniques. C’est grâce à ces standards de qualité que l’OPS pourra contrôler le travail des
fournisseurs et ainsi permettre à l’UE d’autoriser le paiement ou non des fournisseurs.
Année 1 Année 2 Année 3 Année 4 Année 5 TOTAL
Pompes $ 1 300 $ 1 170 $ 1 300 30 60 180 180 150 600
Traction attelée $ 2 300 $ 2 070 $ 2 300 23 45 135 135 113 450
Moulins cannes $ 1 700 $ 1 530 $ 1 700 3 6 18 18 15 60
Egréneuse $ 480 $ 432 $ 480 75 150 450 450 375 1 500
Stockage/Sechage $ 500 $ 450 $ 500 61 121 364 364 304 1 214
Jardin creole divers $ 790 $ 711 $ 790 975 1 950 5 850 5 850 4 875 19 500
Jardin créole cacao $ 815 $ 734 $ 815 670 1 340 4 020 4 020 3 350 13 400
Jardin créole
fruitier $ 508 $ 457 $ 508
625 1 250 3 750 3 750 3 125 12 500
Jardin créole Canne
a sucre Madam
Mevs
$ 543 $ 489 $ 543
50 100 300 300 250 1 000
Jardin créole Canne
a sucre "de bouche" $ 440 $ 396 $ 440
100 200 600 600 500 2 000
Lot boisé $ 415 $ 374 $ 415 391 782 2 347 2 347 1 956 7 824
Fourrage $ 470 $ 423 $ 470 250 500 1 500 1 500 1 250 5 000
3 252 6 505 19 514 19 514 16 262 65 048 TOTAL
Techniques
de semis et
production
Techniques
post-récoltes
Techniques
de protection
et
régénération
du sol
Nombre de paquets techniquesCoût total
Subvention Nord /
Nord-Est / Artibonite
Subvention Sud
et Grande AnsePaquets techniques
Type de
paquets
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Les ressources humaines et la logistique
139. Les DDA doivent disposer de moyens logistiques suffisants pour mener à bien leur mission.
L’OPS, les institutions financières et l’assistance technique pour le Système d’Information doivent être
recrutées.
Le registre des agriculteurs
140. Avant le démarrage officiel du mécanisme, les agriculteurs doivent être inscrits dans le registre
des agriculteurs. L’OPS est chargé d’enregistrer ces agriculteurs en s’appuyant sur la bibliographie
existante et en organisant une campagne de communication dédiée au registre. Ce registre est une
base de données dynamique qui doit être mise à jour au fur et à mesure de la demande.
L’identification/formation des fournisseurs
141. La création d’une liste de fournisseurs éligibles au MIA doit être constituée avant le démarrage
officiel du mécanisme.
Le Système d’Information
142. Le système d’information dédié à la composante 1 doit nécessairement être fonctionnel.
Les différentes étapes
143. Après avoir identifié rempli ces étapes préalables, le mécanisme pourra être officiellement
lancé. Le mécanisme comporte les principales étapes suivantes.
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Opérateur de Services Agriculteurs MARNDR
Lancement de la composante 1
Campagne de communication dédiée
Demande de financement
Contrôle terrain, analyse et tirage au sort si nécessaire Validation
Signature du contrat
Suivi, vérification
Contacte le fournisseur
Institutions Financières
Réception paiement contrepartie.
Fournisseurs
Réalisation du paquet technique
Validation
Paiement fournisseur
Edition des contrats
Communication des résultats
Présence lors de la campagne de
communication
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144. Le tableau suivant résume les différents stades du processus d’incitation:
Tableau 9. Les différentes étapes, les acteurs engages et leurs rôles dans la composante 2
N° Phase Etapes Responsable
Documentation / canal
Durée maximum Commentaires
(jours calendaires)
1 SENSIBILISATION
L'OS, accompagné par les fournisseurs
organise une campagne de
communication
OPS Réunions
publiques, brochures
4 mois avant le début de la campagne
Avec le soutien de l’AD
2 SOUMISSION Soumission de la
demande de financement
Agriculteurs Demande de
cofinancement + Récépissé
3 mois avant le début de la
campagne agricole
Demande électronique avec le soutien de l'OPS
3
ANALYSE
Vérification éligibilité OPS Visite terrain -
GPS
2 mois avant le début de la campagne
Mise à jour électronique
4 Transmission à la CN UE Transmission électronique
En temps réel Na
5 Validation de la CN UE Validation
électronique
1 mois avant le début de la
campagne agricole
Mise à jour électronique
6
Décaissement
Les agriculteurs sont informés par l’OPS et
signent le contrat
OPS / Agriculteurs
Contrat Doit être réalisé
avant la campagne agricole
L'OPS précise la date butoir pour commencer
la campagne et donc payer la contrepartie
7 Les agriculteurs vont
payer leur contrepartie à l'IF
Agriculteurs Reçu bancaire,
contrat
Doit être réalisé avant la campagne
agricole
La demande est annulée si la date de
début de campagne est dépassée
8
L'IF pose son tampon sur le contrat et met à
jour la base de données
IF Contrat Doit être réalisé
avant la campagne agricole
Mise à jour électronique
9 L’OPS contacte le fournisseur pour
ordonner la livraison OPS
Base de données à jour + Contrat
tamponné
Doit être réalisé avant le début de la campagne agricole
Na
10 Exécution Les fournisseurs
délivrent leurs biens Fournisseurs
Bon de livraison du fournisseur
En fonction du paquet technique
Livraison sous le contrôle de l’agriculteur
11
SUIVI
Les fournisseurs préviennent l'OPS de la livraison pour être
payé
Fournisseurs Bon de livraison du fournisseur
Na Na
12 Contrôle des biens
fournis OPS
Base de données à jour
15 jours maximum après avoir été prévenu par le
fournisseur
Cette étape chronophage pour l'OS
peut être aménagée afin de fluidifier le
processus (contrôles regroupés…).
13 EVALUATION La CN ordonne le
paiement UE
Email - liste de fournisseurs à
payer
15 jours maximum après le contrôle
Base de données à jour
14
PAIEMENT
Les fournisseurs sont informés du paiement
OPS Na 15 Jours maximum après validation du
paiement Na
15 L'IF opère le paiement
au fournisseur IF Na
15 Jours maximum après validation du
paiement Base de données à jour
45 jo
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maxim
um
ap
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l'O
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4.3.3 Le Mécanisme local de concertation
145. A cause de la structure du marché des intrants agricoles et du marché des services en Haïti, il
existe un risque élevé de distorsion des prix du marché après l’introduction de subventions pour les
technologies sélectionnées. Cela pourrait entrainer la vente des intrants et/ou des services
subventionnés à des prix plus élevés qu’avant le projet (i.e., transfert des subventions aux
fournisseurs d’intrants et de services). Pour mitiger ces risques, et sur la base des leçons apprises
dans le cadre de projets similaires, l’Unité d’Exécution, outre le recrutement d’un responsable à plein
temps du suivi des coûts et du contrôle de la qualité des intrants et des services des fournisseurs,
mettra en place un mécanisme de concertation au niveau départemental, dénommé encore Dispositif
local de concertation. Ce dispositif associera:
Les OPS;
Des fournisseurs privés d’intrants et de services;
Des représentants des agriculteurs;
Des représentants du Ministère de l’Agriculture.
146. La composition de ce dispositif pourrait varier, s’adaptant à la réalité et aux dynamiques socio-
organisationnelles de la zone. Ce dispositif de concertation aura les rôles majeurs suivants:
Aider le Ministère de l’Agriculture à assurer une coordination avec tous les opérateurs en
place, pour éviter toute distribution d’intrants agricoles qui ne soit pas en ligne avec le
mécanisme proposé de subvention intelligente;
Faire le suivi de l’évolution des prix des intrants sélectionnés sur les marchés locaux et
internationaux;
Accompagner le projet en ce qui concerne la circulation d’informations et donner l’alerte
sur toute distorsion dans la transmission des prix;
Proposer des solutions aux problèmes rencontrés.
147. Il tiendra une réunion trimestrielle, alternativement dans chacun des quatre blocs. Le
responsable du suivi-évaluation du projet assurera le secrétariat de ces réunions et tiendra informé la
coordination du projet.
5 Dispositions fiduciaires
148. Les procédures administratives et financières à suivre dans le cadre du projet sont les
procédures en vigueur au sein de la BID. Elles seront décrites en détail ultérieurement dans un
manuel spécifique qui sera élaboré par une firme comptable. Les paragraphes qui suivent rappellent
quelques dispositions liées à la passation de marchés et à la gestion comptable et financière du
projet.
5.1 Dispositions pour la passation de marchés
5.1.1 Généralités
149. C’est l’Unité de la Passation de Marchés Publics (UPMP) qui a la responsabilité de conduire les
processus suivant les principes d’éthique professionnelle en observant les normes les plus strictes
d’honnêteté, d’intégrité, d’impartialité et d’indépendance dans toutes leurs relations professionnelles et
en respectant le caractère confidentiel des informations obtenues dans l’exercice de leurs fonctions.
L’UPMP s’assurera que tous les biens, travaux et services faisant l’objet de marchés financés par le
Bailleur font partie du Plan de passation de marchés approuvé par ce Bailleur et qu’ils présentent la
qualité appropriée, sont acquis au meilleur prix, au terme d’un processus de sélection conforme aux
politiques de ce Bailleur, dans des délais raisonnables et en toute transparence.
150. Elle doit fournir obligatoirement un service pour tous les processus de passation de marchés,
notamment: la gestion de la collecte de pro-forma, la publication des Avis d’Appel d’Offres, la gestion
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des réponses aux demandes de clarification faites par les soumissionnaires potentiels, la gestion du
processus, la rédaction du rapport d’évaluation, la résolution de protestations, la documentation de
l’intégralité du processus et son archivage dans des conditions acceptables pour permettre la
traçabilité de chaque processus, le suivi des contrats signés etc.
151. Elle doit aussi conseiller les équipes techniques sur la meilleure stratégie de passation de
marchés à chaque processus de sélection, pendant le processus, et après le processus (interprétation
des clauses du contrat en cas de différend, suivi des garanties bancaires...). Elle doit assurer une
coordination avec les Directions techniques ou toute autre entité impliquée dans le processus pour
veiller à ce que celui-ci aboutisse en satisfaisant les besoins exprimés dans le respect des règles et
procédures applicables.
152. Elle doit conduire des processus de pré-qualification dans les domaines récurrents du projet
pour arriver à établir des listes courtes de fournisseurs pré-qualifiés et habiliter à participer dans les
processus de comparaison de prix.
153. Le plan de passation de marchés est un document qui indique le regroupement des marchés à
passer selon les catégories de décaissement du don afin de réaliser l’ensemble du projet. Le plan de
passation de marchés doit répondre aux exigences juridiques listées dans le tableau suivant:
Bailleur
Documents
BID Trésor Public
Pour les travaux, les
biens et les services
autres que les services de
consultants
«Les politiques d’acquisition de
biens et de travaux financés par la
BID » (document GN-2349-9).
1-Loi du 10 juin 2009 fixant les règles générales
relatives aux marchés publics et aux
conventions de concession d’ouvrage de
service public ;
2-Arrêté du 25 mai 2012 fixant les seuils de
passation de marchés publics et les seuils
d’intervention de la Commission Nationale des
Marchés Publics ;
3- Arrêté du 26 octobre 2009 précisant
les modalités d’application de la loi fixant les
règles générales relatives aux marchés publics
et aux conventions de concession d’ouvrage de
service public ;
4- Arrêté du 26 octobre 2009 sanctionnant le
Manuel de procédure pour la passation
des marchés publics et des conventions de
concession d’ouvrage de service public
Pour les services de
consultants
«Les politiques pour la sélection et
l’engagement de consultants
financés par la BID » (document
GN-2350-9).
Autres documents Provision spéciale pour Haïti GN
2654, janvier 2012.
Les Documents Standards d’Appel
d’Offres (DSAO) de la BID pour
chaque méthode passation de
marché.
Les Documents Standards d’Appel d’Offres
(DSAO) de la CNMP.
Les dispositions de l’Accord de Don
du Projet.
Charte d’éthique applicable aux acteurs des
marchés publics et des conventions de
concession d’ouvrage de service public.
Les dispositions applicables du
Manuel d’Opérations.
Documents standard relatifs à l’évaluation des
offres et au suivi de l’exécution des marchés
publics.
154. Un plan initial de passation des marchés du Projet est présenté au tableau ci-après indiquant
les montants des marchés par type de marché (services de consultants et autres, fournitures,
travaux).
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155. Pour la composante 1 (recherche appliquée et formation agricole), les marchés porteront
essentiellement sur de l’assistance technique pour les programmes de recherche, les formations
(notamment les Master of Sciences), et les équipements dédiés à la recherche.
156. Pour la composante 2 (diffusion des PT auprès des agriculteurs), les marchés porteront sur les
Opérateurs Prestataires de Services (en incluant la vérification et le monitoring) et l’assistance
technique pour le Système d’Information.
157. Pour la mise en œuvre et la gestion du projet, les marchés passés (recrutement du personnel,
petits équipements, etc.) ne feront pas l’objet d’appels d’offre internationaux.
158. Tous les marchés seront passés conformément aux procédures de la BID. Avant de lancer un
appel d’offres pour l’octroi d’un contrat, l’Organisme d’exécution doit présenter à l’examen et à
l’approbation de la BID, le Plan de Passation des Marchés proposé pour le Projet, conformément aux
dispositions du paragraphe 1 des Politiques de Passation des Marchés. Ce Plan devra être actualisé
annuellement pendant la période d’exécution du Projet et chaque version actualisée sera présentée à
l’examen et à l’approbation de la Banque. Toute modification du Plan en cours d’année devra faire
l’objet d’une notification officielle à la BID pour non-objection.
5.1.2 Passation de marchés pour des travaux, des biens et des services non
consultatifs
159. Les contrats pour les travaux, biens et services autres que consultatifs résultant du projet et
sujets à l’appel d’offres international compétitif (AOIC) se feront conformément aux stipulations des
Documents standards d’appel d’offres (DSAO) émis par la Banque. Ceux sujets à l’appel d’offres
national compétitif (AONC) se feront conformément aux stipulations des documents d’appel d’offres
national convenus avec la Banque.
5.1.3 Passation de marchés pour des services consultatifs
160. Pour la sélection et l’engagement de consultants, les contrats de services consultatifs résultant
du projet se trouvent dans le Plan initial de passation de marchés et respectent les stipulations des
Demandes de propositions standards (RFP) émis par la Banque ou convenus avec la Banque (ou
satisfaisants pour la Banque s’il n’y a pas accord à ce sujet à date). La sélection se fera en tenant
compte de leurs qualifications pour remplir les tâches sur la base de la comparaison d’au moins trois
(3) candidats.
161. Pour la sélection de firmes de consultation, le projet appliquera les RFP émis par la Banque.
Pour des contrats de moins de USD 100,000, une liste de firmes présélectionnées81 peut être
entièrement constituée de firmes nationales82.
5.1.4 Les plafonds
162. Les plafonds actuellement approuvés pour la République d’Haïti sont les suivants (en milliers
USD):
Tableau 10. Plafonds approuvés par le gouvernement dans le cadre d’appel d’offre (en kUSD)
Travaux Biens83
Services Consultatifs
Appel d’offres
International
Compétitif
Appel d’offres
national
compétitif
Achat
direct
Appel d’offres
international
compétitif
Appel d’offres
national
compétitif
Achat
direct
Publicité
internationale
Nationale
=>1,000 100 -1,000 <100 =>100 25 – 100 <25 >200 <100
81 Conformément à la Section V des Politiques pour la Sélection et l’Engagement de Services Consultatifs, la sélection de consultants individuels n’exige pas l’utilisation d’une Courte Liste ni des RFP. 82 Cela n’empêche pas la participation de firmes étrangères. 83 Cela inclut les services autres que consultatifs.
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5.2 Gestion comptable et financière
5.2.1 Rôles et responsabilités
163. Pour chaque projet, la gestion financière sera assurée conformément aux dispositions de
l’Accord de financement et des politiques et procédures du Bailleur. Elle entre dans le domaine de
compétence exclusif de l’UE qui assume les responsabilités suivantes:
La mise en place d’une structure de contrôle interne visant à s’assurer de l’application
des procédures arrêtées dans le cadre du présent MO ainsi que les normes applicables
du Bailleur;
Le développement et l’utilisation d’un système de comptabilité financière respectant des
normes généralement acceptées et portant sur la comptabilisation des fonds alloués au
titre de chaque projet et sur la conservation de supports comptables;
L’ouverture à la Banque de la République d’Haïti de comptes bancaires distincts pour les
fonds de chaque Financement et la gestion de ces comptes;
La préparation des rapports d’utilisation des fonds;
La préparation des requêtes de décaissement et de justification des avances de fonds ;
La gestion et la sauvegarde des rapports financiers et de toutes les pièces justificatives
pour les dépenses effectuées;
La préparation et la présentation des rapports et états financiers requis par le Bailleur et
par le MEF et le MARNDR;
La mise à la disposition du MEF et du MARNDR de tous les renseignements concernant
lesdits comptes et écritures afin de permettre toute vérification de ces écritures,
moyennant une notification de 48 heures à l’avance;
La présentation à l’entité d’audit externe de toute la documentation et de l’information
dont elle a besoin pour remplir sa tâche;
La conservation de toutes les écritures et pièces comptables relatives aux projets
pendant une période minimale de cinq (5) ans après leur date de clôture.
5.2.2 Procédures de gestion financière
164. Les fonds seront décaissés conformément aux directives du bailleur et devront être utilisés pour
financer les activités du projet concerné. Les décaissements s'effectueront par des paiements directs,
des demandes de retrait de fonds accompagnées de pièces justificatives, ou des avances sur le
compte désigné.
Gestion des comptes bancaires
165. Pour chaque source de financement, l’UE devra ouvrir et maintenir dans les livres de la Banque
de la République d’Haïti (BRH) deux comptes bancaires distincts:
• Compte Désigné en Dollars Américains (US$). Un Compte Désigné en dollars américains
sera ouvert à la BRH pour les besoins du projet. Le Compte Désigné est un compte
renouvelable et alimenté par les décaissements de la BID et exclusivement destinée au
règlement des dépenses éligibles au titre de ce programme.
• Compte en Gourdes (HTG). Un deuxième compte sera ouvert en Gourdes à la BRH pour
chacun des sources de financement du projet et géré par l’UE. Ce compte sera exclusivement
alimenté par des virements à partir du Compte Désigné (US$) et servira à alimenter la caisse
des dépenses en monnaie locale.
166. Par ailleurs, en cas d’accord avec les autorités compétentes, l’UE sera autorisée à ouvrir un
compte dans une banque commerciale de la place afin de pouvoir recevoir la contrepartie des
paquets techniques payée par les agriculteurs (composante 2).
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167. Le MARNDR de concert avec le MEF communiquera officiellement à la BID les numéros des
comptes, les noms et qualités des personnes chargées de gérer ces comptes ainsi que les spécimens
de leurs signatures. Les titres de paiements (chèques, ordres de virement ou de paiement) doivent
porter impérativement une double signature.
168. En plus de l’ordonnateur du MARNDR, chaque compte aura au moins deux (2) signataires des
ordres de paiement, à savoir le Coordonnateur de l’UE, le Responsable financier ou a à défaut le
Comptable principal afin de pallier les éventuels retards dans les opérations de paiement dus à
l’absence ou à l’indisponibilité de l’un des signataires. Les spécimens de signature doivent être
déposés à la BRH, chez les Bailleurs et auprès du Gouvernement.
169. Seul le Gouvernement est habilité à clôturer le compte bancaire d’un projet. Il doit informer la
BRH et le Bailleur par écrit et demander que les soldes disponibles soient transférés sur compte du
Bailleur.
Décaissements
170. Le schéma de décaissement au titre du projet prévoit que les montants du don seront
acheminés au moyen d’un Compte Désigné (CD), libellé en dollars et qui sera ouvert dans une
banque nationale suivant les clauses et conditions jugées acceptées par le bailleur. Le Compte
Désigné sera géré par l’UE en vue de financer les activités du projet concerné.
171. Les flux financiers suivent le schéma suivant:
Figure 7. Flux financiers
6 Gouvernance et transparence
6.1 Cadre institutionnel
172. L’Etat haïtien a mis en place ces dernières années toute une série d’institutions qui viennent
s’ajouter aux organes traditionnels de contrôle afin de renforcer l’arsenal de la lutte contre la
corruption. L’Unité Centrale de Renseignements Financiers (UCREF) a été créée en 2001 pour lutter
contre le blanchiment des avoirs provenant du trafic illicite de la drogue et d’autres infractions graves,
l’Unité de Lutte Contre la Corruption (ULCC) a été mise sur pied en 2004 pour combattre la corruption
sous toutes ses formes au sein de l’administration publique et l’’Inspection Générale des Finances
(IGF) a été créée en 2006 sous la tutelle du MEF. La mission de l’IGF est de vérifier, contrôler,
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assurer l’audit technique, financier et administratif a priori et a posteriori sur l’ensemble de
l’Administration publique, d’étudier toutes questions, d’exécuter toute mission relative aux finances
publiques, à la comptabilité publique, aux programmes d’investissement public, aux marchés publics,
aux patrimoines de l’Etat et des collectivités locales ainsi que celles liées à la discipline budgétaire et
financière.
173. Par ailleurs, le cadre légal a été considérablement renforcé ces dernières années. Le dernier
texte adopté pour compléter l’arsenal juridique est la loi du 14 novembre 2013 sanctionnant le
blanchiment de capitaux et le financement du terrorisme.
Les différents textes de loi traitant de la corruption en Haïti
Constitution de 1987 amendée par la loi constitutionnelle du 17 mai 2011 ;
Le Code pénal ;
Code d’instruction criminelle ;
La Loi du 21 février 2001 relative au blanchiment des avoirs provenant du trafic illicite de la drogue et d’autres infractions
graves ;
Décret du 17 mai 2005 portant révision du statut général de la Fonction Publique ;
Loi du 12 février 2008 portant Déclaration de Patrimoine par certaines catégories de personnalités politiques, de
fonctionnaires et autres agents publics ;
Loi du 10 juin 2009 fixant les règles générales relatives aux marchés publics et aux conventions de concession d’ouvrage
de service public ;
Décret du 8 septembre 2004 créant l’Unité de Lutte Contre la Corruption (ULCC) ;
Loi du 7 Aout 2001 relative au contrôle et à la répression du trafic illicite de la drogue ;
Loi du 14 mai 2012 sur les banques et autres institutions financières ;
Le décret du 23 août 1960 organisant un régime spécial en faveur des sociétés anonymes ;
Loi du 26 septembre 1860 modifiée par celle du 26 juillet 1906 sur l'exercice du droit de grâce ;
Loi du 17 aout 1912 sur l'extradition des criminels fugitifs ;
Loi du 7 août 2001 sur le contrôle et la répression du trafic illicite de la drogue ;
Décret du 16 février 2005 sur la préparation et l'exécution des lois de finances ;
Loi du 13 novembre 2007 créant le Conseil Supérieur du Pouvoir Judiciaire (CSPJ) ;
Décret du 17 mai 2006 portant création de l'Inspection Générale des Finances (IGF) ;
Décret du 23 novembre 2005 établissant l'Organisation et le Fonctionnement de la Cour Supérieure des Comptes et du
Contentieux Administratif (CSCCA) ;
Loi du 19 février 2009 sur l'Enlèvement, la Séquestration et la Prise d'Otage des Personnes ;
Loi du 14 novembre 2013 sanctionnant le blanchiment de capitaux et le financement du terrorisme.
174. Outre la législation haïtienne, toutes les activités des projets seront soumises aux principes et
politiques des Bailleurs en matière de lutte contre la corruption:
Guide Anti-Corruption de la BID et de la BM (Guidelines on Preventing and Combating
Corruption in Projects financed by IBRD loans and IDA Credits and Grants) daté du 15
octobre 2006.
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6.2 Mesures de prévention des risques de fraudes et de corruption 175. Dans le cadre de la mise en œuvre des projets, l’UE devra prendre toutes les dispositions pour
prévenir les risques de corruption. Les mesures de prévention des risques de corruption sont
notamment:
Assurer une grande visibilité des actions et des procédures afin d'augmenter la
responsabilité des gestionnaires dont l'efficacité peut ainsi être mieux mesurée;
Assurer la prédictibilité et la cohérence des dossiers produits grâce à l'application de
principes de base bien définis et l'utilisation de modèles de document standard;
Faciliter l'accès des entreprises et fournisseurs de service au système de recours pour
renforcer la supervision de la gestion du projet et les motiver à signaler les anomalies
et/ou le non-respect des procédures le cas échéant;
Réaliser les audits techniques et financiers réguliers pour identifier les faiblesses du
système de gestion et mettre en œuvre les recommandations pertinentes pour améliorer
l'efficacité et la transparence de la gestion;
Diffuser au niveau du personnel de l’UE et des entités partenaires la définition exhaustive
des fautes de gestion et de corruption et disséminer les règles strictes d'application des
sanctions afin de contribuer à accroître la transparence de la passation et de la gestion
des marchés publics en augmentant la responsabilité des individus.
6.3 Transparence
176. Dans le but d’instaurer la transparence dans la gestion des projets et d’assurer une bonne
circulation de l’information au niveau des bénéficiaires et du public en général, l’UE et les différentes
entités partenaires des projets prendront les mesures adéquates pour rendre les informations
disponibles à tous les intéressés au moyen des outils les plus appropriés.
177. L’UE, les entités partenaires des projets et les consultants et opérateurs recrutés dans le cadre
des activités du Projet s’engagent à se conformer aux lois, normes et règles de transparence et de
prévention de la corruption de la BM, de la BID et de la République d’Haïti.
178. Le tableau ci-dessous présente certaines mesures prévues pour assurer la transparence dans
la gestion des projets.
Activités Mesures Responsabilité Echéance
Transparence et diffusion des informations
Diffuser toutes les informations pertinentes sur les projets en choisissant les media les plus appropriés en fonction du type d’information
Diffuser les informations sur les sites web et mettre en place un système de mise à jour régulier
UE
Partenaires de mise en œuvre
Tout au long de la mise en œuvre des projets.
Publication des informations sur la passation de marchés, les mesures de réinstallation, les mesures prises pour protéger l’environnement
UE
Tout au long de la mise en œuvre des projets
Mécanismes de réception et de gestion des plaintes
Mettre en place une structure en charge du traitement des plaintes et recours
UE
Avant la phase de mise en œuvre du Projet.
Lutte contre les conflits d’intérêt et la divulgation d’informations confidentielles
Signature d’une déclaration sur l’honneur sur l’absence de conflit d’intérêt et le respect de la confidentialité par les membres des
UE
Avant le lancement des travaux des commissions.
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commissions de sélection de consultants, d’entreprises ou de firmes
L’implication de la société civile dans le suivi de la mise en œuvre du Projet
Consulter et informer régulièrement les bénéficiaires et les parties prenantes.
Leur fournir les outils adéquats pour suivre la mise en œuvre du Projet.
Impliquer les acteurs pertinents dans les travaux du comité de pilotage et des commissions de sélection des fournisseurs de service et des entreprises
UE
Tout au long de la mise en œuvre des projets.
Sanctions et recours contre les pratiques de fraude et de corruption
Prendre les sanctions adaptées contre les pratiques de fraude et de corruption avérées
UE
Tout au long de la mise en œuvre du Projet.
Actions visant à prévenir les cas de collusion, de fraude et de népotisme
Mettre à disposition du personnel de l’UTE et des partenaires du projet les politiques et procédures applicables en matière de lutte contre la corruption
UE
Tout au long de la mise en œuvre du Projet.
6.4 Gestion des plaintes
179. La mise en place d’un mécanisme de réception et de gestion des plaintes permet aux
bénéficiaires, aux firmes, à tous les acteurs concernés et aux citoyens de demander des comptes à
l’UE sur les résultats des projets ou sur leur évolution, de signaler des anomalies ou des cas de
fraude, de contester les résultats d’un processus de sélection.
180. Ce mécanisme est détaillé dans le manuel des procédures du mécanisme de cofinancement de
la composante.
6.5 Ethique 181. Le personnel de l’UE et des entités partenaires des projets est tenu au respect strict des règles
d’intégrité et de transparence décrites dans leurs manuels de procédures administratives et
financières respectifs et dans le Manuel d’Opérations.
182. Le personnel de l’UE et des entités partenaires, sous peine de cessation immédiate de leur
contrat et sans préjudice des poursuites judiciaires prévues par la Loi, ne s’impliquera dans des
actions assimilables à un délit d’initié, un vol, un abus de biens sociaux, une corruption caractérisée
(acceptation de pots de vin, détournement de fonds, subornation de témoin, etc.), ou une conduite
constitutive d’un harcèlement sexuel.
7 Gestion sociale et environnementale
183. Le PITAG va promouvoir l’utilisation de technologies agricoles améliorées, la plupart d’entre
elles étant respectueuses de l’environnement. Néanmoins, il existe quelques risques d’impacts
environnementaux et sociaux, associés avec l’utilisation des intrants agricoles et avec le contexte
environnemental du projet. Ces impacts ayant été évalués mineurs à modérés et gérables à travers la
mise en œuvre de mesures de mitigation, le projet a été classé dans la catégorie « B » conformément
à la politique environnementale (OP-703).
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7.1 Cadre institutionnel
7.1.1 Cadre légal et réglementaire de la gestion sociale et environnementale
7.1.1.1 Normes et règlementation en matière environnementale
184. La Constitution de 1987 consacre de nombreux articles à l’environnement, à la gestion des
ressources naturelles et à la protection du patrimoine naturel du pays. Les articles 253 à 257,
regroupés dans le titre IX du chapitre II intitulé « De l’environnement », traitent entièrement des
questions liées à l’environnement. Par ailleurs, d’autres articles répartis dans différentes sections
concernent également le secteur de l’environnement : l’article 8, relatif au territoire de la République,
les articles 22 et 23, traitant du droit à la vie et à la santé, les articles 36-3, 36-4, 36-5, 36-6 et 37,
relatifs à la propriété, et enfin les articles 248, 248-1, 249 et 251, traitant des questions liées à
l’économie et à l’agriculture.
185. Le Décret du 22 septembre 1964 (Moniteur du jeudi 24 septembre 1964) divise en ses Articles
1 et 2, le Domaine National en Domaine Public et Domaine Privé de l’Etat. Le Domaine Public est
inaliénable et imprescriptible. Il consiste dans toutes les choses qui, sans appartenir à personne, sont,
par une jouissance en commun, affectées au Service de la Société en général. La manière de jouir du
Domaine Privé est soumise à des lois spéciales et aux règlements particuliers de police.
L'expropriation pour cause d'utilité publique peut avoir lieu moyennant le paiement ou la consignation
ordonnée par justice aux ordres de qui de droit, d'une juste et préalable indemnité fixée à dire
d'expert.
186. Le Code Rural François Duvalier L’article No.140 de la Loi No VII du Code Rural stipule : «
L'évacuation des eaux de déchet des installations industrielles et des maisons de résidence dans les
cours d'eau naturels et dans les canaux d'irrigation et de drainage est formellement interdite.
187. Néanmoins une demande d'autorisation à cette fin peut être adressée au Département de
l'Agriculture ou à tout autre organisme compétent qui, après l'avoir examinée, d'accord avec le
Département de la Santé Publique, pourra la rejeter ou l'accueillir selon l'intérêt de la salubrité
publique».
188. Le Décret du 27 octobre 1978 sur la pêche Plusieurs articles de ce décret concernent la
protection des écosystèmes aquatiques et marins:
Article 94. La pollution est l'ensemble des apports de matières néfastes à la vie. Elle est
d'ordre physique, chimique, organique.
Article 95. Nul n'est admis:
1) à déverser dans la mer et les cours d'eau des matières susceptibles d'affecter leur
écologie;
2) à ajouter des drogues aux appâts de nature à enivrer le poisson ou à le détruire;
3) à faire usage de la dynamite ou d'autres produits de même nature pour capturer le
poisson.
189. Le décret du 26 janvier 2006 sur la gestion de l’environnement et la régulation de la conduite
des citoyens et citoyennes pour un développement durable. Ce décret a pour objet de faciliter la mise
en place des instruments de gestion environnementale, tels : licences et autorisations, études
d’impact, audits environnementaux, plans de gestion environnementale, ainsi que les mécanismes de
participation civique, les normes pour la protection de l’environnement, etc. Il est censé être suivi de la
mise en place d’un cadre institutionnel global pour la gestion de l’environnement : le Système National
de Gestion de l’Environnement (SNGE).
7.1.1.2 Le cadre juridique international
190. En plus du cadre légal national, Haïti a ratifié de nombreuses conventions internationales
relatives à l’environnement parmi lesquelles on peut citer, notamment:
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La Convention de 1940 pour la protection de la flore, de la faune et des beautés
panoramiques naturelles des pays de l'Amérique;
La Convention de 1958 sur la pêche et la conservation des ressources biologiques de la
haute mer;
La Convention de 1972 sur la prévention de la pollution des mers résultant de l'immersion
de déchets, les amendements de 1980 aux annexes I et II et ceux de 1989 à l’annexe III
de cette convention;
La Convention pour la protection et la mise en valeur du milieu marin dans la région des
Caraïbes ou Convention de Carthagène de 1983;
La Convention de 1992 sur la diversité biologique;
La Convention-Cadre des Nations Unies sur les changements climatiques de 1994;
La Convention sur les cours d’eau de 1997.
191. Les lois et conventions votées et ratifiées par le Parlement haïtien en matière de gestion de
l’environnement doivent être observées dans la mise en œuvre de tous les programmes et projets.
7.1.1.3 Normes et réglementation en matière sociale
192. La Constitution de 1987 met l’accent sur les droits sociaux dès son préambule. Elle met l’accent
sur la nécessité de construire une « nation socialement juste » et de mettre en place « un régime
gouvernemental basé sur la paix sociale et l’équité économique ». L’article 1er consacre Haïti comme
une république sociale. De nombreux articles sont consacrés aux droits sociaux des citoyens : droit à
l’éducation (art 32 à 34), droit à la vie et à la santé (art 19, 22 et 23), respect de la liberté individuelle
et d’expression, de la liberté de réunion et d’association (art 24, 28 et 31). L’article 35 et ses 6 alinéas
consacrent la liberté de travail et affirme la liberté syndicale (art 35.3) et la nécessité d’assurer l’égalité
des conditions de travail sans discrimination de sexe, de croyance, d’opinion ou de statut matrimonial
(art 35.2).
193. Différents textes de loi haïtiens traitent des questions sociales, les plus marquants étant le Code
Civil et le Code du travail, mais ils sont éparpillés. Mentionnons:
Le Code du travail du 12 septembre 1961 révisé par le décret du 24 février 1984 régit les
relations entre employeurs et salariés. La Commission d'experts pour l'application des
conventions et recommandations (CEACR) de l’Organisation Internationale du Travail
(OIT) a attiré l’attention des autorités haïtiennes à plusieurs reprises sur la nécessité de
réviser certaines dispositions du Code du travail pour les rendre plus conformes aux
conventions internationales du travail. Elle a demandé de façon spécifique aux autorités
haïtiennes de procéder à la révision des articles 185, 190, 199, 200, 206, 233, 239, 257
et 381 du Code du travail pour les rendre plus conformes à l’esprit et à la lettre de la
Convention 87 sur la liberté syndicale et la protection du droit syndical de 1948 dont Haïti
est un des Etats parties depuis 1979;
Le décret du 27 mai 1986 modifiant les dispositions du Code du travail relatives à la
grève et au lock-out. Il précise les conditions de légalité de la grève et du lock-out ;
le décret du 16 janvier 1989 créant la Commission tripartite de consultation et d’arbitrage.
Cette Commission est composée de 9 membres : 3 représentants des pouvoirs publics, 3
pour les organisations syndicales et 3 pour les organisations d'employeurs;
La loi de 2003 relative à l’interdiction et à l’élimination de toutes formes d’abus ou de
traitement inhumain. Elle abroge le chapitre 9 du Code du Travail et interdit notamment
les abus et violences de toutes sortes contre les enfants, de même que leur exploitation ;
La loi de 2006 contre la discrimination à l’égard des personnes infectées par le VIH/SIDA.
194. Haïti a ratifié 13 conventions de l’OIT dont les 8 fondamentales qui traitent des principes et
droits fondamentaux au travail: liberté syndicale et protection du droit syndical, droit d’organisation et
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de négociation collective, élimination de toute forme de travail forcé ou obligatoire, abolition effective
du travail des enfants et élimination de la discrimination en matière d’emploi et de profession:
Convention (n°87) sur la liberté syndicale et la protection du droit syndical, 1948;
Convention (n°98) sur le droit d’organisation et de négociation collective, 1949;
Convention (n°29) sur le travail forcé, 1930;
Convention (n°105) sur l’abolition du travail forcé, 1957;
Convention (n°138) sur l’âge minimum, 1973;
Convention (n°182) sur les pires formes de travail des enfants, 1999;
Convention (n°100) sur l’égalité de rémunération, 1951;
Convention (n°111) concernant la discrimination (emploi et profession), 1958.
195. Haïti a également ratifié 2 des 4 conventions prioritaires, La convention (n° 81) sur l'inspection
du travail, 1947 et la Convention internationale du 18 décembre 1979 sur l’élimination de toutes les
formes de discrimination à l’égard des femmes (CEDAW).
7.1.2 Cadre institutionnel pour la gestion de l’environnement
7.1.2.1 Gestion de l’environnement, de l’eau, de l’assainissement et des
ressources naturelles
Ministères Directions, Services, organismes
sous tutelle
Responsabilités
Ministère de l’Environnement
(MDE)
Direction Générale ;
Directions techniques, Bureau
National des Evaluations
Environnementales
Mise en place et suivi des normes visant à la protection et à la
réhabilitation de l’environnement avec la collaboration des autorités
compétentes ;
Elaboration de politiques visant à protéger l’environnement ;
Gestion et réglementation des aires protégées en collaboration
avec les collectivités territoriales ;
Sensibilisation et éducation en matière d’environnement ;
Suivi de la mise en œuvre du Plan d’Action pour l’Environnement,
Suivi des projets ayant des impacts sur l’environnement et suivi des
mesures de compensation associées.
Agence Nationale des Aires
Protégées (ANAP)
Gestion et coordination du Système National des Aires Protégées
(SNAP).
L’ANAP est l’organe exécutif du SNAP dont la mission est de
conserver, de créer et de gérer les différentes catégories d’aires
protégées, de les mettre en valeur dans une perspective de
développement durable et harmonieux sur le plan social et
économique des communautés locales.
Ministère de l’Agriculture des
Ressources Naturelles et du
Développement Rural
(MARDRN)
Direction des Ressources
Naturelles
Gestion des ressources en sols, forêts, couverture végétale, eaux
de surface et souterraines, ressources halieutiques, bassins
versants et météorologie
Ministère de la Planification et
de la Coopération Externe
(MPCE)
Direction de l’Aménagement du
Territoire et de la Protection de
l’Environnement (DATPE)
Zonage global et fonctionnel du territoire national, définition des
stratégies d’aménagement de l’espace, découpage du territoire,
normes et standards nationaux
Ministère des Travaux Publics,
Transports et Communications
(MTPTC)
Bureau des Mines et de l’Energie
(BME)
Promotion de la recherche et de l’exploitation des ressources
minières et énergétiques, promotion de technologies et de sources
énergétiques efficaces
Direction Nationale de l’Eau
Potable et de l’Assainissement
Définition de politiques, normes, règlements, attribution de permis,
application de sanctions et arbitrage dans les secteurs de
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Ministères Directions, Services, organismes
sous tutelle
Responsabilités
(DINEPA) l’approvisionnement en eau potable et de la gestion des eaux
usées, des eaux industrielles, ainsi que des excrétas
Service d’Entretien des
Equipements Urbains et Ruraux
(SEEUR)
Entretien/curage des ouvrages de drainage, réfection des
chaussées et des infrastructures
Service Métropolitain de Collecte
des Résidus Solides (SMCRS)
Collecte et disposition finale hygiénique des détritus de la Zone
Métropolitaine de Port-au-Prince
Ministère de la Santé Publique
et de la Population (MSPP)
Direction de l’Hygiène Publique Définition et contrôle du respect des standards et normes d’hygiène
Ministère des Affaires
Etrangères (MAE)
Direction des Affaires Etrangères Point focal officiel pour les conventions internationales ratifiées par
Haïti
Ministère de la Culture et de la
Communication (MCC)
Institut de Sauvegarde du
Patrimoine National (ISPAN)
Sauvegarde du patrimoine culturel et des monuments dans leur
environnement naturel.
7.1.2.2 Gestion des risques naturels
196. La Direction de la Protection civile (DPC) coordonne le Système National de Gestion des
Risques et des Désastres (SNGRD). La DPC est responsable de la coordination des activités des
divers ministères, comités et organisations avant, durant et après une catastrophe ou une urgence.
7.1.3 Cadre institutionnel pour la gestion sociale
197. Le Ministère des Affaires Sociales et du Travail (MAST) créé par la loi organique du 28 août
1967 (Département du Travail et du Bien-Être Social) a pour mission de veiller au respect des normes
et de la protection en matière sociale. Il est la principale entité en charge de la gestion des questions
sociales en Haïti.
198. Ses compétences sont les suivantes:
Définir et exécuter la politique sociale du gouvernement et particulièrement déterminer
cette politique au niveau des zones pauvres en milieu urbain et rural;
Veiller au respect de la liberté du travail et des obligations qui en découlent;
Assurer la protection du travailleur, tant dans le secteur formel qu'informel, et l'harmonie
du travail et du capital;
Etablir, sur la base d'une solidarité nationale, un régime approprié de sécurité sociale
contre les risques physiologiques, économiques, sociaux et autres;
Rechercher et mettre en œuvre les moyens scientifiques et concrets, en vue d'intensifier
la lutte contre la faim, la malnutrition, le chômage, le paupérisme;
Créer, autoriser, encourager et superviser les œuvres de prévoyance et d'assistance
sociale tant publiques que privées;
Accorder une protection particulière à la famille, à la femme, à l'enfant, au vieillard et à
l'infirme;
Assurer sur le plan technique et administratif, le contrôle et la supervision de toutes les
institutions de défense sociale;
Collaborer avec les Ministères et autres Institutions, en vue de la réalisation des objectifs
sus-indiqués et formuler à leur intention toutes recommandations utiles.
199. La structure reste assez faible et l’éparpillement de ses activités la laisse sans impact significatif
sur la gestion des questions sociales. Une bonne partie de ses attributions sont prises en charge par
des associations et organisations non gouvernementales qui fournissent la majeure partie des
services de protection sociale. Le diagnostic réalisé en juillet 2009 par l’OIT relève que le Ministère
souffre de manque de moyens et utilise des méthodes de management dépassées. Sa loi organique
est totalement dépassée par rapport à la réalité d’aujourd’hui.
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200. En dehors de ses services centraux, le Ministère a sous sa responsabilité une série
d’organismes autonomes s’occupant du bien-être social, des assurances et retraites, etc. Il supervise
les directions départementales et les organismes et établissements sous tutelle:
L'Office National d’Assurance Vieillesse (ONA);
L'Institut du Bien-être Social et de Recherches (IBESR);
L’Entreprise Publique de Promotion de Logements Sociaux (EPPLS);
Le Conseil National pour la réhabilitation des Personnes handicapées (CONAHAN);
L’Office National de l'Artisanat (ONART);
L'Office d'Assurances Accidents du Travail, Maladie et Maternité (OFATMA).
201. Des tribunaux du travail traitent des affaires contentieuses relatives aux dispositions légales et
réglementaires du droit du travail. À Port-au-Prince, la loi prévoit un tribunal spécial du travail et
ailleurs ces contentieux sont traités au tribunal de première instance.
202. Par ailleurs, le Ministère à la Condition Féminine et aux Droits de la Femme, à travers la
Direction de la Promotion des Droits des femmes et la Direction de la Prise en compte de l’analyse
selon le Genre, veille à assurer une meilleure implication des femmes et une prise en compte des
questions de genre dans les programmes et projets.
7.1.4 Politiques de sauvegarde environnementale et sociale de de la BID
203. Les Politiques de sauvegarde environnementale et sociale comprennent à la fois les Politiques
Opérationnelles (OP), les Directives Opérationnelles (DO) et les Procédures (BP).
7.1.4.1 Politiques de Sauvegarde Environnementale et Sociale de la BID
204. Les normes environnementales de la BID les plus pertinentes par rapport aux projets mis en
œuvre par l’UTE sont présentées ci-dessous.
O.P. 703: Politique de conformité aux garanties environnementales
205. Elle vise à améliorer les avantages du développement sur le long terme grâce à la prise en
compte de la durabilité environnementale et au renforcement des capacités de gestion
environnementale. Cette politique est déclenchée lorsqu’un projet est classée de catégorie A et, par
conséquent, est considéré comme étant à haut risque d’impacts environnementaux significatifs.
206. Les instruments de sauvegarde comprennent l’Étude d’Impact Environnemental et Social (EIE)
et le Plan de Gestion Environnementale et Sociale (PGES).
OP-102: Politique de divulgation de l’information
207. La Banque cherche à mettre en exergue la transparence de son utilisation des fonds publics et,
par l’approfondissement de son engagement auprès des parties prenantes, à améliorer la qualité de
ses opérations et de ses activités de renforcement des capacités et du savoir. Entrée en vigueur en
janvier 2011, cette politique se fonde sur quatre principes de base : la maximisation de l’accès à
l’information, les exceptions claires et restreintes, l’accès large et simple à l’information et le principe
d’Explication des décisions de recours. Ainsi, la Banque rendra disponible au public les documents
relevant des projets financés et soutiendra des réunions de consultations publiques et de divulgation
de l’information à l’ensemble de la population concernée par les projets.
OP-270 : Politique de l’égalité et de l’équité de genre dans le développement
208. Cette politique vise au respect des droits de la femme, à la prise en compte des spécificités de
genre et des règlementations et lois y relatives dans le pays de l’emprunteur. La mise en œuvre des
activités des projets pouvant engendrer des impacts sociaux négatifs (perte temporaire d’opportunité
d’affaires, perte de revenus, perte de biens, de terrains, etc.), l’OP 270 a pour objectif de prévoir des
mesures spécifiques de compensation équitable pour les personnes affectées, dans des conditions
impartiales et transparentes, sans discrimination basée sur le genre.
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7.1.5 Classification environmental des projects
209. Le PITAG a été classé en catégorie B. Cela signifie qu’une étude environnementale détaillée
est requise, mais sa portée correspond à la nature des impacts environnementaux et sociaux du
projet.
7.2 Risques et impacts environnementaux et sociaux du projet
210. Différents risques et impacts environnementaux et sociaux ont été pré-identifiés en s’appuyant
notamment sur l’expérience de projets similaires en Haïti:
a) Risques liés à la mauvaise utilisation d’intrants chimiques : contamination des sols et des
eaux, intoxication des utilisateurs, intoxication accidentelle des animaux, résidus de
pesticides dans les aliments et risques alimentaires, déséquilibres de la faune et de la
flore naturelle, surdosages entrainant une inefficience financière de l'exploitation.
b) Risques liés à l’utilisation de matériel génétique nouveau: importation de semences non
autorisées (OGM), dissémination non souhaitée d’espèces ou de variétés invasives ou
de nouvelles maladies.
c) Risque lié à l’utilisation excessive des ressources en eau grâce aux nouvelles
technologies financées.
d) Risques liés à l’absorption de la valeur ajoutée de paquets techniques par les dépenses
des ménages.
f) Risques liés à un trop faible transfert des résultats de la composante 1 vers les
agriculteurs.
7.3 Mesures de mitigation des impacts négatifs potentiels
211. Sur la base de l’analyse des risques et impacts négatifs potentiels du projet, il est préparé un
Plan de Gestion Environnementale et Sociale (PGES) conformément aux prescriptions de la politique
de sauvegarde environnementale de la BID. Ce plan présente l’ensemble des procédures à mettre en
place et à mettre en œuvre au titre de la gestion des impacts environnementaux et sociaux du projet.
Il sera disponible pour consultation au public sur les sites web du MARNDR (http://agriculture.gouv.ht)
et de la BID (www.iadb.og).
212. Dans ce contexte, l’objectif de ce plan est de pouvoir:
Servir de guide aux utilisateurs pour l’identification des impacts positifs et négatifs des
différentes activités du projet;
Définir les directives à l’attention des différents acteurs sur l’opportunité et la nature des
études d’impact environnemental à entreprendre si nécessaire;
Fournir des critères pour les modalités de formulation des mesures d’atténuation;
Permettre la préparation d’un plan de suivi-évaluation des mesures d’atténuation;
Renforcer les capacités au sein des structures impliquées dans le processus de
prévention, d’identification, d’évaluation et de suivi des impacts environnementaux et
sociaux.
213. Les mesures de mitigation proposées portent entre autres sur:
Des sessions de formation sur la gestion des pesticides et la lutte intégrée contre les
ravageurs;
Mise à jour du plan de gestion des pesticides;
Des contrôles terrain;
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Le suivi de la réglementation portant sur les importations de matières végétales;
Un ciblage adéquat des zones, basé sur l'évaluation de la disponibilité de l'eau;
Une diffusion équilibrée des technologies consommatrices d'eau;
La coordination entre les deux composantes et la direction de l'innovation du ministère
est renforcée par des réunions hebdomadaires;
La composante 1 comprend les activités de diffusion;
Les activités de recherche dans le pays sont surveillées.
214. La liste des mesures de mitigation des risques et impacts environnementaux et sociaux est
reprise aux tableaux présentés en annexe 4 (en anglais), tout en précisant les indicateurs de suivi.
215. La mise à jour du Plan de Gestion des Pestes par l’organisme d’exécution pendant la première
année de mise en œuvre du projet couvre au moins les aspects spécifiques suivants : (i) analyse des
modalités actuelles de gestion des pestes et maladies et propositions (ii) analyse de la gestion
actuelle des pesticides et propositions (iii) analyse du cadre légal et institutionnel et propositions (y
compris en termes de renforcement des capacités) et (iv) suivi et évaluation du plan. La préparation
de ce plan de gestion des pestes et des risques liés à l’utilisation des intrants agricoles constituera
une condition préalable au premier décaissement de l’appui financier envisagé dans le cadre de la
composante 2.
7.4 Dispositions institutionnelles de mise en œuvre du PGES
216. Les paragraphes suivants décrivent les responsabilités institutionnelles à prévoir pour assurer
leur mise en œuvre effective des mesures de mitigations.
7.4.1 Le Gouvernement
217. Pendant la mise en œuvre du projet, le Gouvernement s’engagera à appliquer toutes les
réglementations sociales et environnementales applicables associées avec le projet. Le
Gouvernement devra également s’engager à appliquer le politique de sauvegarde environnementale
et sociale de la Banque (OP-703), la politique de gestion des risques de désastres (OP-704) et la
politique d’information (OP-102).
218. Le gouvernement mettra en œuvre le Plan de Gestion Environnementale et Sociale qu’il a
préparé dans le cadre de l’Étude d’Impact Environnemental (ESA). Toute modification dans ce
document devra être faite en consultation avec la Banque et devra suivre les politiques de sauvegarde
de la Banque.
219. La Cellule environnementale du Ministère de l’agriculture contribuera au Suivi- Evaluation des
indicateurs liés aux sauvegardes environnementales.
7.4.2 La BID
220. Dans le cadre de la supervision du projet, la Banque fera le suivi des aspects sociaux et
environnementaux, vérifiera le degré de réalisation des objectifs du projet en matière
environnementale.
7.4.3 Le Comité de Pilotage du Projet
221. Cette instance d’appui au maître d’ouvrage s’assure que les orientations générales du projet
sont conformes aux prescrits environnementaux du PGES et prend les décisions requises en matière
de priorisation des appuis apportés par le projet, y compris la suspension éventuelle d’activités aux
externalités négatives trop fortes. Le CPP aura également pour fonction de contribuer à une meilleure
gouvernance globale du projet, de façon à limiter les risques potentiels de conflits entre parties
prenantes pendant la mise en œuvre du projet.
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7.4.4 L’Unité d’Exécution du Projet
222. L’UE inclut la prise en compte des aspects environnementaux (le PGES) dans le manuel
d’opération du projet, assure les bonnes articulations avec d’autres initiatives permettant d’améliorer
l’impact environnemental du projet, réalise la publicité requise sur l’intérêt et les opportunités offertes
par un système de protection sanitaire renforcé, et s’assure que le suivi et l’évaluation du projet
prennent en compte les aspects environnementaux, notamment la préparation et la mise en œuvre
d’un Plan de Gestion des Pestes.
7.4.5 Les Directions Techniques du Ministère de l’Agriculture
223. Elles alimentent en amont et en aval la prise en compte des aspects environnementaux du
projet en réalisant un suivi régulier des normes internationales d’application en Haïti, en mettant en
évidence de manière plus précise les externalités positives de certaines filières, en facilitant la mise en
place de synergies avec d’autres initiatives et en incluant des indicateurs sociaux et
environnementaux dans le suivi du projet.
8 Contrôle de l’exécution du projet
8.1 Contrôle interne et audit financier
8.1.1 Catégories de Contrôle
224. Les contrôles d’audit, tant dans le cas de l’audit externe que dans celui de l’audit interne,
pourront comprendre les trois catégories suivantes : contrôle administratif, contrôle financier et
contrôle technique.
8.1.1.1 Contrôle Administratif
225. Ce contrôle a pour but essentiellement de s’assurer du respect:
Des étapes du cycle des projets;
Des directives et des procédures en vigueur;
De l’adéquation des clauses des contrats avec les normes et politiques de la Banque et
avec la législation haïtienne.
226. L’importance de la documentation est primordiale pour ce type de contrôle. Ce sont les
différents documents, les archives et la Base de Données du Système d’Information de l’UE qui
constitueront la trace du respect des critères de contrôle.
8.1.1.2 Contrôle Financier
227. Le contrôle financier comprend le contrôle comptable et le contrôle budgétaire.
228. Le contrôle comptable est fait selon les principes comptables généralement admis. Toutes les
provisions opérationnelles pour assurer un résultat positif de ce contrôle seront contenues dans le
manuel comptable de l’UE.
229. Le contrôle budgétaire consiste à comparer le déroulement des activités budgétées avec les
prévisions budgétaires originales. La quantification des montants comparés peut aussi bien être en
monnaie qu’en quantités physiques. Le contrôle budgétaire doit permettre d’analyser les écarts entre
les montants budgétisés et les montants effectivement dépensés. Il doit aboutir, le cas échéant, à des
recommandations d’actions correctrices.
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8.1.1.3 Audit Interne
230. Il s’agit du contrôle de la conformité et du respect des directives et des procédures d’un projet
que le MARNDR ou le MEF pourra faire au niveau de l’UE. Cet audit interne comprenant l’audit
administratif, financier et technique. Ses objectifs sont les suivants:
Garantir l’application effective et uniforme des règles établies dans le présent Manuel
d’Opérations;
Mettre en œuvre des actions pour corriger immédiatement toutes déviations.
8.1.1.4 Audit Externe
231. Afin de pouvoir garantir l’utilisation correcte et la transparence nécessaires à l’administration
des ressources de chaque projet, un cabinet d’audit indépendant engagé par le MARNDR, par
l’intermédiaire de l’UE, et considéré comme acceptable par le Bailleur réalisera, conformément aux
termes de référence préalablement approuvés par le Bailleur, les activités d’audit. La sélection et le
recrutement du cabinet d’audit seront régis par les procédures du Bailleur relatives aux appels d’offres
portant sur les prestations d’audit externe. Les coûts d’audit seront pris en charge à l’aide de fonds
alloués au titre du Financement.
232. L’UE ainsi que les autres entités partenaires adopteront et maintiendront des registres et des
supports comptables en conformité avec des règles comptables généralement acceptées.
233. L’UE présentera au Bailleur, conformément aux clauses de l’accord, un audit financier annuel
correspondant à la période allant du 1er janvier au 31 décembre de chaque année et dans le délai
défini dans l’Accord de financement.
8.1.2 Fonds non utilisés
234. Les fonds assignés au financement d’un projet devront être utilisés dans les plus brefs délais,
conformément au chronogramme établi pour le projet en question et, en tout état de cause, dans le
délai imparti par l’Accord de financement, décompté à partir de la date d’entrée en vigueur de l’Accord
sauf si un délai plus long a été convenu par écrit entre le Bailleur et l’Etat haïtien. Dans le cas
contraire, la partie de la Contribution qui n’aura pas été engagée ou décaissée, suivant les
dispositions arrêtées dans l’Accord, dans le délai prévu, sera automatiquement annulée et le cas
échéant retournée au Bailleur.
8.2 Suivi et évaluation
235. Une grande importance sera attachée aux fonctions de suivi et d’évaluation, essentielles pour
un pilotage stratégique du projet et pour apporter les éléments d’information nécessaires aux
correctifs et ajustements tout au long de sa mise en œuvre. Le système de suivi et d’évaluation
reposera sur: (i) un suivi interne permanent; (ii) l’établissement d’une ligne de base; (iii) une évaluation
à mi-parcours; (iv) une évaluation finale; et (v) une évaluation d’impact.
236. Le système de Suivi & d’Evaluation (S&E) du projet est sous la responsabilité de la Direction du
Suivi et de l’Evaluation (DSE) du MARNDR, conformément à son mandat légal. Le MARNDR
recrutera avec les ressources du projet un gestionnaire senior à plein temps pour remplir la fonction
de Responsable du S&E pour le projet. Pour collecter les données nécessaires, le Responsable du
S&E établira une liaison directe avec les Directions Départementales de l’Agriculture (DDA) dans les
départements où le projet est mis en œuvre. Une vérification technique de l'utilisation des fonds par
les bénéficiaires sera effectuée sur une base trimestrielle par un consultant individuel qui sera recruté
selon les termes et conditions préalablement convenus avec la Banque.
237. Le responsable du S&E du projet identifiera les mécanismes de collecte de données, la source
de données et les responsabilités en matière de collecte et de soumission de rapports, ainsi que le
calendrier de soumission des rapports. Le responsable du S&E fera le suivi des indicateurs de
retombées et résultats clés par composante détaillés dans le Cadre Logique, pour les rapports de
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progrès de l’exécution. Un spécialiste environnemental sera responsable du monitoring du Plan de
Mitigation Environnementale et Sociale. De plus amples détails sur les activités de suivi et
d’évaluation sont fournis dans le Plan de suivi et d’évaluation du programme.
8.3 Le suivi interne des activités
238. Le suivi interne du projet s’effectuera de manière continue tout au long de la vie du projet pour
permettre de rendre compte de la progression des activités prévues en conformité avec les termes de
contrat passés et les exigences du Gouvernement haïtien et de la BID. Il constitue une responsabilité
dévolue aux opérateurs contractuels, aux DDA concernées et à l’UE, en particulier le Responsable du
Suivi-évaluation, appuyé par l’Unité d’Etude et de Programmation (UEP) du MARNDR. Chaque
Opérateur contractuel sera chargé du suivi direct des activités dont il a la charge et fournira ces
informations à l’UE sous forme de rapports (trimestriels) et à travers les réunions de coordination et de
suivi. Ces rapports doivent renseigner sur l’état d’avancement des activités. Les contrats signés avec
ces opérateurs intégreront des clauses concernant ces rapports qui détailleront: la nature et la
périodicité des indicateurs à suivre, le format des fiches de suivi, le format, le contenu et le calendrier
de remise des rapports, etc. Les rapports de Suivi-Evaluation constitueront un des éléments majeurs
pour juger de la bonne exécution des contrats par les prestataires de services et justifier leur
renouvellement. En outre, la Banque effectuera de manière périodique des missions de supervision
pour évaluer les progrès accomplis dans la mise en œuvre des activités du projet. Le contrôle des
coûts des fournisseurs de services et intrants.
239. Comme mentionné précédemment, le responsable du S&E sera entre autres responsables du
contrôle permanent des prix et de la qualité des intrants et services achetés dans le cadre du
mécanisme d’incitations. L’UE mettra également en place un mécanisme de concertation avec des
fournisseurs d’intrants et de services, des représentants des agriculteurs, et des représentants du
Ministère de l’Agriculture. Ce dispositif fera un suivi détaillé de la mise en œuvre du schéma de bons,
et le monitoring de l’évolution des prix des intrants sélectionnés sur les marchés.
8.3.1 L’ évaluation
240. Les activités d’évaluation seront traitées à une firme de consultation qui sera recrutée par voie
d’appel d’offres. Elles concernent l’établissement d’une ligne de base, une évaluation à moyen terme
et l’évaluation finale du projet.
8.3.1.1 Etablissement de la ligne de base
241. Au démarrage du projet, notamment durant les 6 premiers mois, des informations seront
collectées afin de constituer une situation de référence et préciser les indicateurs-clés de S&E du
projet, pour pouvoir effectuer un suivi régulier de l’évolution de ces indicateurs et pour évaluer l’impact
du projet.
8.3.1.2 Evaluation intermédiaire (à mi-parcours)
242. Une évaluation intermédiaire aura lieu à mi-parcours du projet, notamment après le
décaissement par la Banque d’au moins 50% des ressources du projet. Cette évaluation se
concentrera sur les progrès accomplis vers la réalisation des résultats du projet, la pertinence et
l'efficacité des indicateurs et le système global de surveillance. Elle passera également en revue le
plan de mise en œuvre et le manuel d'utilisation. Elle permettra de recommander, le cas échéant, des
ajustements nécessaires pour la suite de l’exécution du projet.
243. L’évaluation à mi-parcours ainsi que les rapports de progrès incluront une évaluation de l’impact
environnemental et social, et des risques, et l’application de mesures de mitigation.
8.3.1.3 Evaluation finale
244. Une évaluation indépendante finale sera effectuée quelques mois avant la fin du projet au cours
de l'année 5 pour déterminer si elle a atteint ses objectifs. L'équipe d'évaluation rendra compte des
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résultats de l'évaluation d'impact du projet et identifiera les leçons apprises dans le cadre du projet, et
en particulier ses succès et échecs clés. L'équipe évaluera également la durabilité des résultats du
projet et proposera une série de recommandations aux différents acteurs du projet afin de le renforcer.
8.3.1.4 Evaluation d’impact
245. Cette évaluation externe du projet sera réalisée par une firme de consultation. En termes de
méthodologie, nous appliquerons une combinaison de techniques comprenant: (i) une analyse
réflexive pour les résultats obtenus à partir de la composante I; (ii) un essai contrôlé randomisé pour
les technologies livrées avec la composante II avec une demande excédentaire; et (iii) une estimation
à double différence combinée à un score de propension correspondant aux technologies livrées avec
la composant II sans demande excédentaire.
246. La méthodologie réflexive vise à mesurer simplement les résultats obtenus à partir de la
composante 1. Plus précisément, cette méthodologie se concentrera simplement sur la mesure des
variables de résultat associées au résultat 3: "Améliorer les services d'innovation agricole", en utilisant
une comparaison avant et après le programme afin d'identifier les améliorations obtenues par le
programme d'innovation du Ministère de l'Agriculture. Les résultats qui seront mesurés à l'aide d'une
comparaison avant et après sont les suivants:
1. Dépenses de recherche et développement en pourcentage du PIB par le gouvernement.
2. Nouvelles technologies développées ou adaptées par de nouveaux projets de recherche
appliquée.
3. Les agriculteurs hommes qui adoptent les technologies développées par le nouveau
composant de recherche appliquée.
4. Les agricultrices qui adoptent les technologies développées par la nouvelle composante
de recherche appliquée.
247. La randomisation concerne la composante 2 et vise à mesurer la causalité directe de la mise en
œuvre du programme en affectant de manière aléatoire les producteurs aux groupes de bénéficiaires
et de contrôle.
248. La randomisation sera effectuée comme suit:
1. Elle sera faite au niveau individuel.
2. Les agriculteurs intéressés à recevoir les technologies offertes par la composante II du
programme s'inscriront dans une liste où ils dévoileront leurs préférences technologiques.
3. Les technologies présentant une demande excédentaire seront identifiées. Cela fait
référence aux technologies qui dépassent la limite des bénéficiaires prévus, telle qu'elle
est établie dans le budget du programme.
4. Les agriculteurs qui ont sélectionné les technologies présentant une demande
excédentaire seront assignés au hasard aux groupes de bénéficiaires et de contrôle.
5. Des données de référence seront collectées sur les bénéficiaires et les groupes de
contrôle avant la mise en œuvre du programme. Cet ensemble de données nous
permettra de corroborer la comparabilité entre les deux groupes.
6. Des enquêtes de suivi seront collectées auprès des bénéficiaires et des groupes de
contrôle afin d'identifier l'impact du programme.
249. L’estimation à double différence combinée à un score de propension correspond aux
technologies livrées avec la composante 2. Cette méthodologie vise à mesurer l'effet du programme
sur les technologies qui pourraient ne pas avoir de demande excédentaire. Dans ce cas, il n'est pas
possible d'affecter de manière aléatoire les producteurs au traitement. Par conséquent, nous
identifierons les communes non traitées situées à proximité des communes traitées, afin de trouver
des producteurs pouvant servir de contrefactuel aux bénéficiaires ayant accès à ce type de
technologies.
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8.4 Rapports d’exécution
250. Les rapports seront établis selon un cadre bien défini de manière à en faciliter l’exploitation et la
comparaison pour évaluer la progression du projet.
251. Rapports semestriels d’avancement. L’UE devra présenter des rapports semestriels
d’avancement dans les trente (30) jours suivant la fin de chaque semestre calendaire. Ces rapports
devront comporter les informations suivantes relatives aux aspects techniques : (i) avancement des
activités dans chacune des composantes du Projet ; (ii) rapport de supervision des activités de
chacune des sous-composantes ; (iii) indicateurs de résultats ; (iv) rapport d’activités et résultats de
l’Organisme d’Exécution ; et (v) tout autre aspect ou considération technique sur l’avancement et la
réalisation technique des résultats du Projet. Cette partie du rapport semestriel sera basée sur le
format du POA (comparaison entre les activités planifiées et les activités réalisées, en termes de
contenu, délais d’exécution et coûts).
252. Le rapport semestriel devra comprendre en outre une section sur les aspects administratifs et
financiers comprenant, sous réserve de toute autre disposition de la Banque en la matière, les
informations suivantes : (i) état d’avancement des processus de recrutement, (ii) état d’avancement
des processus d’acquisition de biens et de services, et (iii) rapport sur la supervision des travaux
réalisés dans chacun des contrats d’installation, (iv) situation financière du projet (décaissements
effectués, investissements réalisés par catégorie d’investissement.
253. Rapports de vérification. Via une firme d’audit externe, l’Organisme d’Exécution procédera à
des vérifications au hasard pour assurer que les technologies financées par le Projet ont effectivement
été adoptées par les bénéficiaires, en utilisant une procédure spécifiée par l’Organisme d’exécution et
qui a fait l’objet d’un accord avec la Banque. Après le processus de vérification, des rapports seront
préparés, contenant des informations qui seront intégrées au système de surveillance du Projet. Les
rapports : (i) certifieront que la technologie a été introduite sur la terre du bénéficiaire et respecte les
spécifications techniques du Projet ; certifieront l’identité du fournisseur de la technologie et
assureront que le fournisseur figure dans le registre des fournisseurs inscrits du Projet ; (iii) valideront
la réception des technologies par les bénéficiaires ; et (iv) informeront immédiatement le Projet de
toute non-conformité découverte lors du processus de vérification. Les rapports de vérification seront
accompagnés de la documentation de justification des dépenses pour la composante 1 à présenter
par l’Organisme d’exécution à la Banque.
254. Rapport d’évaluation ex-post. L’UE devra présenter à la Banque une fois que les composantes
auront été exécutées, et pour tirer des leçons pour des projets futurs, toutes les informations
indispensables pour que celle-ci prépare un rapport d’évaluation ex-post (rapport d’achèvement de
projet).
8.5 Audits externes
255. L’UE engagera sur contrat un consultant individuel pour faire la vérification technique
trimestrielle de l’utilisation des fonds par le bénéficiaire. Ce consultant sera recruté selon des termes
et conditions préalablement convenus avec la Banque.
256. L’UE recrutera une firme d’audit qui fera (i) un audit financier annuel du Projet à soumettre dans
les 120 jours suivant la fin de l’année fiscale ; et (ii) un audit financier final du Projet à soumettre dans
les 120 jours suivant la date du dernier décaissement. Le personnel fiduciaire de la Banque procédera
à des visites d’inspection chaque quatre mois pour réviser les systèmes et procédures comptables.
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ANNEXES
Annexe 1: Distribution géographique des paquets techniques
Annexe 2: Matrice des résultats du projet (anglais)
Annexe 3: Budget détaillé du projet par composante ou activité
Annexe 4: Liste détaillée des mesures de mitigation des risques
Annexe 5: Ebauche des Termes de référence du personnel de l'Unité l'Exécution
Annexe 6: Termes de référence des opérateurs de recherche
Annexe 7: Termes de référence des opérateurs d'incitations
Annexe 8: Termes de référence de l'Entité Financière
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Annexe 1: Distribution géographique des paquets techniques
Le Bloc 1 (Nord-Est)
14 282 paquets techniques fournis ou agriculteurs appuyés (76% du RGA) pour 8 145 702 USD de
subvention.
Tableau 1. Diffusion des paquets techniques par années (Bloc 1)
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Le Bloc 2 (Nord + Artibonite)
19 132 paquets techniques fournis ou agriculteurs appuyés (54% du RGA) pour 11 132 999 USD de
subvention.
Tableau 1. Diffusion des paquets techniques par années (Bloc 2)
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Le Bloc 3 (Sud)
13 555 paquets techniques fournis ou agriculteurs appuyés (60% du RGA) pour 8 355 542 USD de
subvention.
Tableau 2. Diffusion des paquets techniques par années (Bloc 3)
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Le Bloc 4 (Grande Anse)
18 078 paquets techniques fournis ou agriculteurs appuyés (56% du RGA) pour 13 163 639 USD de
subvention.
Tableau 3. Diffusion des paquets techniques par années (Bloc 4)
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Annexe 2: Matrice des résultats du projet
Impact Augmenter la productivité agricole et la sécurité alimentaire des petits agriculteurs dans certaines régions du Nord, du Nord-Est, de l'Artibonite, du Sud et de la Grande Anse
Indicateurs Unit Baseline Target Vérifications
Différence en pourcentage de la sécurité alimentaire entre les bénéficiaires ayant adopté la technologie et le groupe témoin
% 0 +30% Enquêtes de base et de
suivi (via le FIES).
Différence en pourcentage des marges brutes agricoles entre les bénéficiaires qui ont adopté la technologie et le groupe témoin
% 0 +30% Enquêtes de base et de
suivi
Composante 1: Recherche appliquée et formation
Résultats Amélioration de la disponibilité des technologies agricoles durables
Nouvelles technologies agricoles durables développées et prêtes à être promues
Technologies 0 12 Rapport de S&E
Les agriculteurs bénéficiaires qui ont adopté des technologies améliorées et durables dans le cadre de programmes de recherche appliquée et de formation
Agriculteurs 0 2,250 Enquêtes de base et de
suivi
Produits Un programme de recherche appliquée agricole et de formation sont mis en œuvre
Un programme de recherche appliquée agricole et de formation sont mis en œuvre
Programme 0 10 Rapport de S&E
Nombre d'agriculteurs participant à un programme de recherche appliquée et de formation
Agriculteurs 0 3,000 Rapport de S&E
Pourcentage de femmes parmi les agriculteurs participant à un programme de recherche appliquée et de formation
% 0 40 Rapport de S&E
Composante 2: Promotion de technologies agricoles durables
Résultats Amélioration du transfert de technologies agricoles durables
Les agriculteurs bénéficiaires qui ont adopté des technologies améliorées et durables dans le cadre du mécanisme de subvention de contrepartie
Agriculteurs 0 48,750 Rapport de S&E
Produits Mécanisme de subvention mis en œuvre
Les agriculteurs recevant le mécanisme de subvention de contrepartie
Agriculteurs 0 65,000 Rapport de S&E
Pourcentage de femmes parmi les agriculteurs recevant le mécanisme de subvention de contrepartie
% 0 40 Rapport de S&E
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Annexe 3: Budget détaillé du projet par composante ou activité
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Annexe 4: Liste détaillée des mesures de mitigation des risques
EXPANDED RISK ASSESSMENT FOR THE POD84
TYPE OF RISK * RISK PROBABILITY
CLASSIFICATION
IMPACT
CLASSIFICATION
RISK
CLASSIFICATION
(HIGH, MEDIUM OR
LOW)
MEANS OF MITIGATION85
COMPLIANCE INDICATOR
Development
1. Market prices
distortion
1
2 Low
1.1. Cost and quality monitoring
1.2. Professional roundtable for monitoring and
price transparency
1.3. Clear contract between Ministry and providers
1.4. Possibility to exclude providers who do not
follow the rules
1.1. Cost and quality of
the technologies
provided to the
farmers are
monitored through
the operation teams
in the different
departments
1.2. Clear contract is
signed
1.3. Possibility to
exclude providers
who do not follow
the rules is included
in Manual of
Operations
Development
2. Insufficient
number of good
quality
technologies and
inputs suppliers
2 3 High 2.1. Strengthened selection process of potential
providers, including quality and quantity control
2.2. Trainings
2.3. Updated quality standards for technologies
2.4. Possibility to exclude providers who do not
follow the rules
2.5. Technology transfer to providers through
Component 1
1.4. Selection process of
potential providers,
including quality and
quantity control, is
strengthened
through the
application of
stricter quality
standards, as
84 Summary from the expanded risk assessment of risks for the POD in accordance with the GRP procedures guide. 85 The principal means of mitigation defined with the Client will be included.
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EXPANDED RISK ASSESSMENT FOR THE POD84
TYPE OF RISK * RISK PROBABILITY
CLASSIFICATION
IMPACT
CLASSIFICATION
RISK
CLASSIFICATION
(HIGH, MEDIUM OR
LOW)
MEANS OF MITIGATION85
COMPLIANCE INDICATOR
defined by the
MARNDR
1.5. Trainings are
provided
1.6. Quality standards
for technologies are
updated
1.7. Possibility to
exclude providers
who do not follow
the rules is included
in Manual of
Operations
1.8. Technology is
transferred to
providers through
Component 1
Development
3. Cash constraint of
suppliers
2 2 Medium
3.1. Strengthened selection process of potential
providers, including quality and quantity control
3.2. Promotion of link with microfinance institutions,
including programs financed by IDB and
Ministry of Commerce
3.3. Good planning of the campaigns in terms of
areas and quantities of subsidies
1.9. Selection process of
potential providers
is strengthened,
including quality and
quantity control prior
to acceptance into
the list of official
providers for the
program
1.10. Link with
microfinance
institutions is
promoted through
regular promotion
campaigns
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EXPANDED RISK ASSESSMENT FOR THE POD84
TYPE OF RISK * RISK PROBABILITY
CLASSIFICATION
IMPACT
CLASSIFICATION
RISK
CLASSIFICATION
(HIGH, MEDIUM OR
LOW)
MEANS OF MITIGATION85
COMPLIANCE INDICATOR
1.11. Planning of the
campaigns includes
details on the
specific geographic
areas of the
beneficiaries and
quantities of
subsidies to be
provided
Development
4. Extreme climatic
events (drought,
floods, hurricanes,
among others)
2 2 Medium
4.1. Promotion of technologies that are resilient to
climate change
4.2. Research on climate resilience
4.3. Good planning of the campaigns in terms of
areas and seasons
1.12. Technologies
resilient to climate
change are
promoted
1.13. Research on
climate resilience is
conducted
1.14. 3.3. Planning
of the campaigns
includes details on
the specific
geographic areas of
beneficiaries and
season for the
subsidies to be
provided
Development
5. Complexity of
subsidy
management
process
2 2 Medium 5.1. Updated operational procedure, based on
PTTA experience
5.2. Improvement of information system
1.15. Operational
procedure is
updated
1.16. Information system
is improved through
the inclusion of a
more user friendly
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EXPANDED RISK ASSESSMENT FOR THE POD84
TYPE OF RISK * RISK PROBABILITY
CLASSIFICATION
IMPACT
CLASSIFICATION
RISK
CLASSIFICATION
(HIGH, MEDIUM OR
LOW)
MEANS OF MITIGATION85
COMPLIANCE INDICATOR
interface and
increased
tracking tools.
Development
6. Limited number of
actors that can
execute quality
research in the
country
2 2 Medium 6.1. Promotion of consortia with national and
international research centers
6.2. Efforts to give maximum visibility to calls for
proposals
1.17. Consortia with
national and
international
research centers
are promoted
through massive
communication
campaigns
1.18. Massive
communication
campaigns will be
conducted to give
maximum visibility
to calls for
proposals are made
Development
7. Limited transfer of
research outputs
to producers
2 2 Medium 7.1. Strengthening of coordination between the two
Components, the Innovation Directory of the
MARNDR
7.2. Inclusion of dissemination activities in
Component 1
7.3. Monitoring of research activities in the country
1.19. Coordination
between the two
Components and
the Innovation
Directorate of the
Ministry is
strengthened by
weekly meetings
1.20. Component 1
includes
dissemination
activities
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EXPANDED RISK ASSESSMENT FOR THE POD84
TYPE OF RISK * RISK PROBABILITY
CLASSIFICATION
IMPACT
CLASSIFICATION
RISK
CLASSIFICATION
(HIGH, MEDIUM OR
LOW)
MEANS OF MITIGATION85
COMPLIANCE INDICATOR
1.21. Research activities
in the country are
monitored
Governance
8. Difficulty to access
intervention areas
2 2 Medium 8.1. Timely preparation of providers and selection of
providers that will have access to difficult areas
1.22. Timely preparation
and training of
providers and
selection of
providers that will
have access to
difficult areas is
conducted by
operational teams in
the various
departments
Sustainability
9. Value added by
the technological
packages
absorbed by
household
consumption
expenses
2 2 Medium 9.1. Promotion of synergies with microfinance
initiatives
9.2. Introduction of the matching grant mechanism
1.23. Synergies with
microfinance
initiatives are
promoted through
regular meetings
organized in the
various departments
1.24. Matching grant
mechanism is
introduced
Environmental
and Social
10. Mismanagement
of pesticides
promoted by the
program
1 2 Low 10.1. Strengthened training sessions on pesticide
management and integrated pest control
10.2. Updated Pesticide Management Plan
10.3. Inspection missions of the Directorate for
Vegetal Protection from MARNDR on waste
management
1.25. Training sessions
on pesticide
management and
integrated pest
control are
conducted
1.26. Pesticide
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CLASSIFICATION
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CLASSIFICATION
RISK
CLASSIFICATION
(HIGH, MEDIUM OR
LOW)
MEANS OF MITIGATION85
COMPLIANCE INDICATOR
Management Plan
is updated
1.27. Inspection missions
are conducted
Environmental
and Social
11. Some imported
varieties could be
associated with
new pests and /or
diseases
1 2 Low 11.1. Follow current regulations on imports of plant
materials
1.28. Current regulations
on imports of plant
materials are
followed
Environmental
and Social
12. Excessive use of
water resources
through new
technologies
financed
1 2 Low 12.1. Adequate targeting of areas, based on water
availability assessment
12.2. Balanced promotion of water consuming
technologies
1.29. Adequate targeting
of areas, based on
water availability
assessment is
conducted
1.30. Balanced promotion
of water consuming
technologies is
conducted
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EXPANDED RISK ASSESSMENT FOR THE POD84
TYPE OF RISK * RISK PROBABILITY
CLASSIFICATION
IMPACT
CLASSIFICATION
RISK
CLASSIFICATION
(HIGH, MEDIUM OR
LOW)
MEANS OF MITIGATION85
COMPLIANCE INDICATOR
Fiduciary
13. Procurement
delays
2 2 Medium
13.1. Anticipation and good planning for complex
procurement processes
13.2. Strengthening of the UPMP
13.3. Support to the MARNDR to simplify the
procedures for contract approval and signature
1.31. Anticipation and
good planning for
complex
procurement
processes is
conducted
1.32. Procurement Unit of
the Ministry is
strengthened
1.33. Support to the
Ministry is provided
Fiduciary
14. Unreliable
monitoring and
accountability
2 2 Medium
14.1. Set up Syscompte parameters to allow
automatic generation of financial reports and
the monitoring of budget execution
14.2. Include a code of ethics and professional
conduct in the Manual of Operations
1.34. Syscompte
parameters are set
up
1.35. Code of ethics and
professional
conduct is included
in the Manual of
Operations
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Annexe 5: Ebauche des Termes de Référence du Personnel de
l’Unité d’Exécution
1. Termes de référence du Coordonnateur du projet
Responsabilité Sous l’autorité du Directeur Général du MARNDR et avec l’appui des
directions concernées, le coordonnateur de projet est responsable de la
gestion des ressources du projet et de sa bonne exécution.
Tâches Il est responsable des tâches essentielles suivantes: - Assurer la gestion technique et administrative efficace des activités
du projet, ainsi que la supervision des tâches de chacun de membres de l’équipe
- S’assurer que les ressources du projet sont comptabilisées, gérées et utilisées selon les règles de la BID
- Coordonner et superviser la rédaction des rapports périodiques, des plans annuels d’exécution et budgets
- Assurer le suivi de la mise en œuvre des plans après validation du comité de pilotage du projet
- Préparer et assurer le secrétariat des réunions périodiques du Comité du Pilotage relatives au projet et en rédiger les comptes rendus
- S’assurer que les audits du projet sont réalisés annuellement et que les rapports d’audit sont transmis à la Banque à temps
- Participer à la mise en place et au suivi des indicateurs de performance pour le suivi évaluation interne du projet
Qualifications requises Fonctionnaire public détenant un diplôme universitaire dans un
domaine lié à la gestion des affaires ou à l’administration publique.
Expérience professionnelle d’au moins 20 ans. Capacité de
management et de travail en équipe. Capacité d’écoute, de synthèse et
de communication. Expérience prouvée de dialogue avec l’ensemble
des partenaires du projet. Trajectoire technique reconnue par ses pairs
au sein du MARNDR et par les partenaires du projet.
Lieu de travail et durée Port-au-Prince. Poste à plein temps pendant toute la durée du projet
2. Termes de référence du Conseiller technique senior
Responsabilité Sous l’autorité du Coordonnateur du projet, le Conseiller technique
senior joue le rôle d’Adjoint au Coordonnateur et est ainsi chargé
d’assister ce dernier dans l’atteinte des objectifs du dit projet.
Tâches Il est responsable des tâches essentielles suivantes: - Assister le Coordonnateur pour la rédaction finale des programmes
de travail et des plans annuels d’exécution - S’assurer de l’information des acteurs sur le projet, notamment des
règles d’accès aux projets de recherche, aux incitations ainsi que des objets du financement.
- S’assurer du respect des critères de choix des bénéficiaires - Organiser le suivi et l’évaluation de l’ensemble des activités du
projet, en coordination avec le spécialiste en monitoring et évaluation
- Réviser et actualiser le manuel de procédures du mécanisme d’incitations
- S’assurer de la réception en temps utile des rapports d’activités - Appuyer la rédaction des rapports de synthèse semestriels et
annuels - Suivre le lancement des dossiers d’appel d’offres et participer à
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l’élaboration des termes de référence et à l’analyse des propositions de services
- Assister le coordonnateur dans le suivi technique des contrats passés et leur bonne exécution suivant les clauses prévues
- Aider à la mise en place du mécanisme départemental de concertation et veiller à son bon fonctionnement
- Fournir des appuis à la tenue des réunions du comité de pilotage du projet
Qualifications requises Diplôme universitaire de second cycle (Maîtrise) en agroéconomie ; Plus de quinze (15) années d’expériences pertinentes dans des postes de coordination, de supervision ou de suivi de projets de développement agricole et rural. Excellente connaissance du milieu rural haïtien.
Lieu de travail et durée Bureau central du Ministère de l’Agriculture, avec des déplacements
dans les Directions Départementales Agricoles concernées. Poste à
plein temps pendant toute la durée du projet.
3. Termes de référence du Spécialiste en Gestion financière
Responsabilité Sous la supervision générale du Coordonnateur du projet, le Spécialiste en gestion financière est responsable de la planification et de l’exécution des activités administratives et financières du projet.
Tâches Il est responsable des tâches essentielles suivantes : - Donner un appui et des avis au Coordonnateur du projet dans le
domaine de la gestion et l’administration de bureau - Contribuer à la préparation des propositions budgétaires et des
estimations financières - tenir les comptes gérés dans le compte spécial - Appuyer la préparation des rapports comptables selon les
modalités et fréquences accordées avec la Banque au moment de la signature du contrat de don
- assurer le respect des normes accordées en ce qui concerne la passation des marchés dans le cadre du projet (en coordination avec l’équipe de passation de marché)
- veiller au respect des normes nationales en ce qui concerne la comptabilisation, la gestion et l’utilisation des ressources reçues par le MARNDR dans le cadre des activités soumises à la modalité « déboursements contre résultats pré-agrées » (avances et paiement du principal). Il coordonnera en ce sens avec les instances administratives et financières du MARNDR et suggèrera les mesures correctives à prendre si nécessaire
- préparer les visites des auditeurs, auxquels il prêtera toute collaboration requise
Qualifications requises Diplôme universitaire dans un domaine lié à la gestion des affaires ou à l’administration publique ou diplôme équivalent en gestion financière ou en sciences comptables. Un minimum de 5 ans d’expérience professionnelle en gestion, administration, comptabilité, gestion du budget ou de personnel.
Lieu de travail et durée Bureau central du Ministère de l’Agriculture. Poste à plein temps pendant toute la durée du projet.
4. Termes de référence du Comptable
Responsabilité Sous la supervision générale du Coordonnateur du projet et la
supervision directe du spécialiste en gestion financière, le Comptable
appuiera ce dernier dans la comptabilité et la gestion financière du
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projet
Tâches Il est responsable des tâches essentielles suivantes : - Préparation des documents financiers et comptables - Mise en place de procédures de classement et d’archivage des
pièces comptables - Participation à l’organisation de l’approvisionnement en fournitures
et consommables, suivi de l’établissement des pro formas et de la gestion des dépenses
- Suivi financier des contrats passés avec des tiers. - Comptabilisation des factures dans les comptes y relatifs.
Passation des écritures pour les différents types de transactions effectuées dans le Projet.
- Suivi des opérations bancaires - Préparation du payroll des membres du personnel du projet - Préparation des rapports financiers dans les délais prévus
Qualifications requises Titulaire d’un diplôme en gestion financière ou en comptabilité ; avoir une expérience professionnelle d’au moins 3 ans à un poste de comptable ou de suivi financier au sein de projets de développement.
Lieu de travail et durée Bureau central du Ministère de l’Agriculture. Poste à plein temps
pendant toute la durée du projet.
5. Termes de référence de l’Auditeur interne
Responsabilité Sous la supervision du Coordonnateur du projet et en étroite
collaboration avec l’équipe administrative et financière et la Passation
des marchés, l’Auditeur interne chargé de la vérification de la
conformité des transactions comptables, de leur saisie dans le système
d'information comptable du PITAG (SYSCOP) et autres tâches en
matière de contrôle interne, contribuant à assurer des conditions de
gestion financière satisfaisante du projet dans le respect des exigences
de la Banque
Tâches Il est responsable des tâches essentielles suivantes :
Vérifier l’intégrité de la saisie de toutes les informations comptables relatives au projet sur le logiciel SYSCOP
Assurer la vérification de gestion financière et de tous les aspects de la comptabilité et en particulier en termes de systèmes et de procédures ainsi que la conformité aux normes
Procéder à des audits réguliers des systèmes de comptabilité et d’opérations, de l'utilisation des fonds, et de la gestion des comptes
Vérifier les rapports financiers semestriels et annuels produits par l’équipe administrative et financière en utilisant le logiciel de gestion financière et comptable
Examiner des dossiers pour s'assurer que les documents justificatifs adéquats sont en place, notamment les demandes de paiements
S’assurer que les Demandes de décaissements sont réputées conformes
Qualifications requises Détenir un diplôme en Comptabilité, d'une école technique ou
supérieure reconnue, (avoir un CPA en science comptable est
préférable);
Avoir au moins cinq (5) années d’expérience professionnelle pertinente
dont au moins trois (3) années dans le domaine d'intervention;
Avoir une bonne connaissance des normes internationales en matière
de comptabilité et d’audit ;
Avoir une bonne connaissance des procédures des principaux bailleurs
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de fonds intervenant en Haïti, notamment la BID ;
Avoir de l'expérience dans la préparation et de l’analyse des états
financiers de projets ;
Maitrise des logiciels informatiques de base et des logiciels comptables : Word, Excel, Quickbooks ou ACCPAC ;
Lieu de travail et durée Bureau central du Projet. Poste à plein temps pendant toute la durée du
projet.
6. Termes de référence de l’Assistante Administrative
Responsabilité Sous la supervision générale du Coordonnateur du projet et la
supervision directe du spécialiste en gestion financière, l’Assistante
Administrative est responsable d’exécuter des taches de secrétariat
complexes en conformité aux principes, normes et exigences de
l’institution
Tâches Elle est responsable des tâches essentielles suivantes:
Passer des écritures comptables et de saisir des données sur le logiciel comptable du projet ;
Assister et/ou suppléer la comptable dans la saisie des données comptables, dans la préparation des conciliations bancaires et des requêtes de décaissement et ou justification ;
Gérer éventuellement la petite caisse, de concert avec la comptable ;
Gérer le stock de fournitures de bureau(Administration) ;
Préparer le rapport de carburant et les bons de commande ;
Préparer les réquisitions de chèques, carburant et feuille de route ;
Tenir un système de classement des dossiers de la Direction Administrative et Financière,
Coordonner et participer à la prise d’inventaire ;
Rédiger les différentes correspondances telles que : les courriers électroniques, les comptes rendus des réunions et tout autre document pour le compte de l’Administration ;
Effectuer toutes autres taches connexes compatibles à ses compétences.
Qualifications requises Etre détentrice d’un diplôme en Administration, ou dans un domaine
connexe ;
Avoir au moins une (1) année d’expérience pertinente dans le domaine
de son étude
Familiarité avec les procédures d’audit
Avoir de bonnes expériences dans la saisie des données et l’élaboration des rapports (Word, Excel, Access, logiciels comptables) Avoir de bonnes aptitudes rédactionnelles en français, créole, serait
un atout ;
Pouvoir travailler en toute autonomie et pouvoir hiérarchiser les tâches urgentes, prioritaires ou importantes
Lieu de travail et durée Bureau central du Ministère de l’Agriculture. Poste à plein temps
pendant toute la durée du projet.
7. Termes de référence du Spécialiste en Passation de Marchés
Responsabilité Sous la supervision directe de la coordonnatrice de l’UPMP, le Spécialiste en passation de marchés doit assister cette dernière dans le domaine de la passation de marchés
Tâches Il est responsable des tâches essentielles suivantes:
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- Elaborer, les dossiers d’appels d’offres des travaux et fournitures, et demandes de propositions pour les services de consultants
- Participer à l’élaboration du plan de passation des marchés - Tenir à jour le plan de passation des marchés suivant un modèle
jugé acceptable par la Banque - Participer à la préparation et la publication des avis spécifiques de
passation de marchés, requête d’expression d’intérêt, etc. - Transmission des dossiers au responsable de l’UPMP pour les
transmettre aux soumissionnaires après approbation - Assister, au besoin, aux séances d’ouverture et d’évaluation des
offres - Veiller à la confidentialité des offres, des rapports d’ouverture des
plis, d’évaluation des offres et d’attribution des marchés - Participer à la préparation des rapports sur la situation des
marchés - S’assurer du classement physique des dossiers de passation de
marchés - Tenir à jour le répertoire des Fournisseurs, entreprises et
Consultants - Tenir à jour le bordereau des prix unitaires des articles les plus
usuels - Accomplir toute autre tâche en rapport avec le poste, confiée par
le supérieur hiérarchique
Qualifications requises Etre détenteur au minimum d’une licence en Génie Civil, Gestion, Droit, Administration ou Agronomie ou autre discipline pertinente; Avoir une expérience pertinente de deux (2) années minimum à un poste similaire, dans le domaine de la passation des marchés ; Avoir une bonne connaissance des procédures de la BID (une expérience significative avec les procédures d’autres bailleurs de fonds sera prise en considération)
Lieu de travail et durée Bureau central du Projet. Poste à plein temps pendant toute la durée du projet. Contrat 1 an renouvelable.
8. Termes de référence du Spécialiste en suivi et évaluation
Responsabilité Le Spécialiste en suivi et évaluation est chargé, sous la supervision du coordinateur du projet et du conseiller technique senior, du suivi évaluation interne du projet. Il est responsable du suivi des coûts, du contrôle de la qualité des intrants et des services des fournisseurs.
Tâches Il est responsable des tâches essentielles suivantes: - Elaboration et gestion d’un mécanisme informatisé de suivi-
évaluation - Suivi des indicateurs de résultats et de la performance du projet - Participation à la supervision et au suivi de l’évaluation de
l’ensemble des activités du projet - Interprétation socio-économique des indicateurs de suivi par
rapport aux objectifs du projet - Rédaction des rapports de synthèse semestriels et annuels de
suivi-évaluation - Elaboration des tableaux de bord technique, financier et contrôle
de gestion du projet en rapport avec les autres membres de l’Equipe
- Conception de l’ensemble des fiches de suivi des activités des services partenaires puis collecte, traitement et analyse des informations provenant de ces fiches de suivi
- Recueil périodique au moyen des enquêtes et visites de terrain, des autres informations nécessaires pour le suivi de l’ensemble des activités
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Qualifications requises Diplôme universitaire de base de profil agroéconomiste / socio-économiste ou diplôme équivalent et faisant prévaloir une expérience professionnelle en suivi-évaluation d’au moins 5 ans dans un projet similaire. Maîtriser l’outil informatique (Word, Excel, Powerpoint, etc.)
Lieu de travail et durée Bureau central du Ministère de l’Agriculture, avec de fréquents déplacements dans l’aire d’intervention du projet. Poste à plein temps pendant toute la durée du projet.
9. Termes de référence du spécialiste en Système d’Information Géographique
(SIG)
Responsabilité Le Spécialiste en SIG est chargé d’appuyer la collecte et la gestion, l’exploitation et l’actualisation des données cartographiques des programmes d’incitations du MARNDR
Tâches Il est responsable des tâches essentielles suivantes :
Accompagner les OPS impliqués dans la manipulation des logiciels cartographiques : Google Earth, BaseCamp, DNgarmin, Arcgis
Sensibiliser et former les cadres des OPS à l’outil SIG
Accompagner l’équipe du projet après formation dans l’utilisation, manipulation et exploitation du SIG
Appuyer les OPS dans l’enregistrement, l’harmonisation et le formatage des données de géo référencement des parcelles
Cartographier les parcelles bénéficiaires des incitations
Détecter les fraudes et faire des propositions pour en diminuer les risques
Assurer la mise en ligne sur le site du MARNDR
Participer à la préparation et/ou la finalisation du manuel de procédures sur le géo référencement des parcelles
Réaliser toutes autres tâches connexes relevant de sa compétence et sollicitées par les coordonnateurs de programme
Qualifications requises Diplômé d’une université reconnue Expérience dans les systèmes d’informations géographiques Bonne connaissance approfondie des logiciels et outils de cartographie SIG Connaissance en matière de relevés GPS et de leur intégration au SIG Connaissance et/ou expérience démontrée dans le montage de base de données Capacité de réaction rapide de façon à ce que les besoins des utilisateurs soient rapidement traités Maîtrise du français et du créole
Lieu de travail et durée Bureau central du Ministère de l’Agriculture, avec de fréquents déplacements dans l’aire d’intervention du projet. Poste à plein temps pendant toute la durée du projet.
10. Termes de référence de l’Ingénieur Informaticien pour le SIGI
Responsabilité L’Ingénieur informaticien est chargé de gérer le système de gestion informatisée des incitations (SIGI)
Tâches Il est responsable des tâches essentielles suivantes :
Participer aux mises à jour du SIGI en vue d’améliorer son fonctionnement
Assurer le fonctionnement adéquat du SIGI, de façon à ce qu’il permette une gestion efficace et efficiente des incitations et réponde aux besoins des utilisateurs dans des délais adéquats (différents programmes de développement tels que PITAG,
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SECAL, RESEPAG, et éventuellement d’autres opérations)
Assurer la gestion du SIGI mis en place : - gestion des paramétrages, en fonctions des besoins exprimés par
les utilisateurs - détection et résolution des problèmes - gestion des profils d’utilisateurs et du registre d’utilisateurs
(Ministère central, unité d’exécution, DDA, prestataires de services, intermédiaire financier, etc.)
S'assurer de la cohérence et de la compatibilité du SIGI avec l’ensemble du système informatique du Ministère (modernisation en cours)
Appuyer les cadres et techniciens impliqués dans le système des incitations dans la gestion des informations (gestion des bases, extraction de données, suivi-évaluation, etc.)
Réaliser toutes autres tâches connexes relevant de sa compétence et sollicitées par les coordonnateurs de programme
Qualifications requises Diplômé ingénieur informatique d’une université reconnue Au moins 4 ans d’expérience générale en analyse, programmation, gestion de bases de données et/ou administration de réseau Connaissance et/ou expérience démontrée dans la création et gestion de base de données Connaissance et/ou expérience démontrée de MySQL+PHP, ainsi que des outils de la plateforme Google
Lieu de travail et durée Bureau central du Ministère de l’Agriculture, avec des déplacements dans l’aire d’intervention du projet. Poste à plein temps pendant toute la durée du projet.
11. Termes de référence de l’analyste programmeur
Responsabilité Le programmeur sénior en informatique est chargé d’appuyer la gestion
adéquate du SIGI et du SYSCOP
Tâches Il est responsable des tâches essentielles suivantes :
Participer aux mises à jour du SIGI et du SYSCOP en vue d’améliorer leur fonctionnement
Assurer le fonctionnement adéquat du SIGI, de façon à ce qu’il permette une gestion efficace et efficiente des incitations et réponde aux besoins des utilisateurs dans des délais adéquats
S'assurer de la cohérence et de la compatibilité du SIGI avec l’ensemble du système informatique du Ministère (modernisation en cours)
Assurer la maintenance de ces deux logiciels
Aider à la résolution des problèmes identifiés
Réaliser toutes autres tâches connexes relevant de sa compétence et sollicitées par les coordonnateurs de programme
Qualifications requises Diplômé d’ingénieur informatique d’une université reconnue ; Au moins 4 ans d’expérience générale en analyse, programmation, gestion de bases de données et le développement des logiciels ; Connaissance et/ou expérience démontrée dans la création et gestion de base de données Connaissance et/ou expérience démontrée de MySQL+PHP, Apache Tomcat, Pring, Java, GWT, GXT, HTML et CSS, ainsi que des outils de la plateforme Google tels que : Cloud Computer Engine, Cloud SQL
Lieu de travail et durée Siège central du projet/Ministère de l’Agriculture. Poste à plein temps pendant toute la durée du projet.
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12. Termes de référence du Spécialiste en environnement
Responsabilité Sous l’autorité du Coordonnateur et la supervision du Conseiller
technique du PITAG, le Spécialiste en environnement fera le monitoring
et la gestion des aspects environnementaux et sociaux de l’exécution.
Tâches Il est responsable des tâches essentielles suivantes :
Assurer la mise en œuvre du Pan de Gestion Environnementale et Sociale (PGES) du projet afin d’éviter ou de minimiser les impacts négatifs des activités
Définir des procédures d’élaboration, de diffusion et de mise à jour des directives environnementales et sociales du projet et veiller à leur application
Procéder à la préparation et à la validation des TDR des études environnementales et sociales éventuelles à réaliser
Etablir des critères de choix précis et aider au choix des sites pour les pompes d’irrigation
Assurer le suivi-évaluation et la supervision des aspects environnementaux et sociaux du projet, en coordination avec le Spécialiste du suivi-évaluation du projet
Coordonner et superviser la mise en œuvre des actions de renforcement des capacités / formation pertinentes aux sauvegardes environnementales et sociales
Qualifications requises Diplôme universitaire (de préférence maitrise) en gestion de l’environnement Expérience avérée dans la formation et l’information des acteurs sur les questions sociales et environnementales Familiarité avec les notions liées au changement climatique Connaissance de la législation haïtienne et des politiques de Respect des Protections Environnementales et de Gestion des Risques de Désastre de la BID Maitrise de l’outil informatique notamment des logiciels bureautiques (Word, Excel, Power Point, etc.) et cartographique
Lieu de travail et durée Siège central du projet/Ministère de l’Agriculture avec des déplacements sur le terrain. Poste à plein temps pendant toute la durée du projet.
13. Termes de référence du Spécialiste en communication et gestion des plaintes
Responsabilité Sous l’autorité du Coordonnateur et la supervision du Conseiller
technique du PITAG, et en étroite collaboration avec le personnel
technique et le responsable de suivi du projet, le Spécialiste en
communication et gestion des plaintes est chargé d’accroître la
visibilité du PITAG auprès des différents acteurs qui évoluent dans le
secteur agricole et d’améliorer l’utilisation de ses résultats. Il est
chargé aussi de traiter les plaintes des différents bénéficiaires
concernant les services fournis par le projet.
Tâches Il est responsable des tâches essentielles suivantes :
Mettre à la disposition du PITAG une stratégie de communication assortie d’un plan annuel de communication
Faire mieux connaître les initiatives et actions du PITAG aux bénéficiaires, aux partenaires et au grand public
Aider à documenter les résultats du projet par la préparation de notes techniques, de récits de réussites/études de cas et articles sur le web, les réseaux sociaux, les journaux, etc.
Contribuer à l’organisation des couvertures médiatiques des
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activités du projet
Assurer un contrôle de la qualité des doléances et de leurs exactitudes
Contrôler les délais de traitement et du suivi des procédures de gestion des plaintes
Entretenir des contacts avec les différentes parties, tant par téléphone que par écrit, pour s'assurer de la véracité des plaintes
Travailler de façon méthodique et rigoureuse avec les cadres ou entités concernés par les plaintes ou doléances
Qualifications requises Diplôme universitaire en Communication (de préférence option Communication pour le Développement), en Sciences Humaines, Sociologie, Ethnologie ou toutes autres disciplines similaires Avoir au moins deux (2) années d’expérience dans le domaine de la communication Détenir de connaissance des mécanismes et procédures de gestion des plaintes Avoir une bonne connaissance de la problématique agricole en Haïti Avoir la capacité de rédaction et de synthèse
Lieu de travail et durée Siège central du projet/Ministère de l’Agriculture, avec des déplacements dans les zones d’intervention du projet. Poste à plein temps pendant toute la durée du projet.
14. Termes de référence du Conseiller technique pour la composante Recherche
Responsabilité Sous la supervision générale du Coordonnateur et du Conseiller
technique du PITAG, et la supervision directe du Directeur de la
Direction l’Innovation du MARNDR, le Conseiller Technique sera
chargé d’accompagner la DI sur l’ensemble de la composante à savoir :
les programmes de recherche, le système d’information, la
sensibilisation et le renforcement des compétences de la DI.
Tâches Il est responsable des tâches essentielles suivantes :
Mise à jour du manuel d'opération de la Composante
Contrôle, enregistrement et accréditation des Entités de Recherche ;
Identification et approbation des thèmes de recherche menée par l’assistance technique;
Evaluation des propositions de projets ;
Validation des protocoles de recherches
Suivi et appui scientifique et technique dans l`exécution des projets ;
Validation des résultats des projets ;
Diffusion des résultats
Vérification des publications des résultats issus des projets
Supervision de la mise en place du système d’information dédié à la recherche appliqué
Mise en œuvre du programme de renforcement de l'enseignement supérieur
Qualifications requises Diplôme universitaire en agronomie Avoir au moins 10 années d'expérience dans le domaine de la Recherche Agricole, avec des études post graduées en recherche agricole ou thèmes connexes; avec 5 années d'expérience comme Coordinateur de Programmes ou Projets de recherche; avec capacité de travailler en équipe avec un minimum de supervision; avec 5 années d'expérience participant dans des Programmes ou Projets d'Organismes Internationaux, de préférence avec la BID
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Lieu de travail et durée Siège central du projet/Ministère de l’Agriculture, avec des déplacements dans les zones d’intervention du projet.
15. Termes de référence du Chargé de suivi et d’appui aux projets de recherche
Responsabilité Sous la supervision générale du Coordonnateur et du Conseiller
technique du PITAG, et la supervision directe du Directeur de la
Direction l’Innovation du MARNDR, le Chargé de suivi et d'appui aux
projets de recherche assistera la DI et la Composante recherche dans
la mise en place du Système de Suivi-Evaluation permettant de suivre
efficacement l’évolution des indicateurs clés des projets de recherche
et, à terme, de faire une évaluation des projets..
Tâches Il est responsable des tâches essentielles suivantes :
élaborer un plan de suivi évaluation ainsi que des outils facilitant notamment la collecte de données, le suivi des activités, l’évaluation des résultats obtenus et leur capitalisation
s’assurer de la qualité des données statistiques rapportées en les vérifiant pour minimiser les erreurs et garantir leur consistance
organiser et de faciliter des sessions d’information et de formation au profit des Techniciens de terrain
favoriser une circulation fluide de l’information au sein de l’équipe, et plus particulièrement avec les Directions de projets, et de faire en sorte qu’émerge une bonne dynamique de collaboration et de conseils
aider à élaborer des réponses aux appels d’offres lancés dans le domaine de la recherche
aider au pilotage du suivi administratif et financier des projets de recherche
assurer le suivi de la réalisation des projets dans le respect des obligations contractuelles
Qualifications requises Diplôme universitaire en agronomie Avoir au moins 5 années d'expérience dans le domaine de la Recherche Agricole, avec des études post graduées en recherche agricole ou thèmes connexes; avec 5 années d'expérience comme Superviseur de Programmes ou Projets de recherche ; avec 3 années d'expérience participant dans des Programmes ou Projets d'Organismes Internationaux, de préférence avec la BID
Lieu de travail et durée Siège central du projet/Ministère de l’Agriculture, avec des déplacements dans les zones d’intervention du projet.
16. Termes de référence des responsables des antennes départementales
Responsabilité Sous l'autorité du Coordonnateur du projet et la supervision directe du
Conseiller technique senior et la supervision du Directeur
Départemental concerné, le Responsable d’antenne assure la
coordination des activités du Projet dans les zones ciblées.
Tâches Il est responsable des tâches essentielles suivantes :
Assurer le suivi de la mise en œuvre du projet, et tenir informé l’Unité d’Exécution du projet et la Direction Départementale Agricole de la marche des opérations de terrain
Superviser les activités des prestataires de services recrutés pour la mise en œuvre du programme : o pour la réalisation des activités de sensibilisation, d'information
et promotion destinées à faire connaitre le projet aux producteurs et aux potentiels fournisseurs de services
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o pour l’établissement des registres d’agriculteurs et de fournisseurs d’intrants et de services
o Pour la mise en œuvre du système de gestion des incitations o Pour l’assistance technique aux fournisseurs et aux agriculteurs
Apporter des appuis et conseils aux intervenants sur le terrain pour améliorer l’exécution des activités
Assurer le suivi des relations partenariales dans les zones d’intervention du projet
Rédiger et soumettre des rapports circonstanciés et des rapports trimestriels des activités conduites
Accomplir, sur demande de la Coordination, toutes autres taches nécessaires pour l’atteinte des objectifs du projet
Qualifications requises - Formation de niveau universitaire (minimum bac + 4 ans) dans le
domaine de l’agronomie, sciences agricoles, ou diplôme équivalent
- Avoir une expérience d’au moins 5 ans en milieu paysan (exécution
et/ou supervision d’opérations de terrain)
- Avoir une expérience d’au moins 2 ans dans le domaine dans l’appui aux filières agricoles
Lieu de travail et durée DDA Nord ou Nord-est ou Sud ou Grande Anse. Poste à plein temps
pendant toute la durée du projet.
17. Termes de référence des spécialistes techniques des antennes départementales
Responsabilité Sous l'autorité du Coordonnateur du projet, la supervision directe du
Conseiller technique senior et la supervision du Directeur
Départemental concerné, le spécialiste technique de l’antenne
départementale appuiera l’Unité d’Exécution dans la gestion de la
composante 2 du projet « Promotion de technologies agricoles
durables ».
Tâches Il est responsable des tâches essentielles suivantes : - Participation à la formation des agriculteurs et à l'appropriation
complète des techniques de transfert de technologies - Participation au contrôle et à la supervision des activités des
Opérateurs Prestataires de Services - Participation au suivi-évaluation des activités - Accompagnement de l’OPS dans le processus de vérification
préalable et d’autorisation d’incitations - Contrôle/vérification des prestations réalisées avec les subventions
délivrées à travers le mécanisme d’incitations
Qualifications requises Formation de niveau universitaire dans le domaine de l’agronomie, sciences agricoles, ou diplôme équivalent. Expérience spécifique d’au moins deux ans dans le domaine du développement rural. Bonne connaissance des systèmes des cultures en Haïti et de la gestion des filières agricoles. Bonne communication et approche participative.
Lieu de travail et durée DDA Nord ou Nord-est ou Sud ou Grande Anse. Poste à plein temps
pendant toute la durée du projet.
18. Termes de référence du Technicien de terrain pour le Suivi et l'Appui aux Projets
de Recherche
Responsabilité Sous la supervision générale du Coordonnateur, du Conseiller
technique du PITAG, du Directeur de la Direction l’Innovation du
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MARNDR et sous la supervision directe du responsable d'antenne
départementale et de l'équipe centrale de la Composante 1, le
Technicien de terrain pour le Suivi et l'Appui aux Projets de Recherche
assurera, sur le territoire d’intervention du programme PITAG, le suivi
technique de l'exécution des projets de recherche et garantira
l’application des spécifications des TDR, par les opérateurs de
recherche, des procédures et normes en vigueur pour la bonne
exécution des travaux.
Tâches Il est responsable des tâches essentielles suivantes:
faire le suivi des activités de la Composante par rapport au cadre de résultats;
collecter les données sur le terrain pour suivre le développement des projets de recherche et assurer la compilation et la communication des données en temps opportun. Saisir et documenter les leçons apprises et les meilleures pratiques pour la mise à l’échelle;
générer des rapports d’indicateurs mensuels et faire le suivi des progrès par rapport aux indicateurs clés;
assurer la soumission en temps opportun et précis des rapports sur les activités des projets à la Coordination, y compris les progrès par rapport aux objectifs fixés dans les contrats et les plans de travail trimestriel et annuel;
soutenir le responsable d'antenne départementale dans la coordination de l’évaluation à moyen terme et l’évaluation finale;
veiller au respect, par les opérateurs de recherche, des délais contractuels;
prévenir de toute discordance entre les opérateurs de recherche et le contrat de mise en œuvre;
recevoir les plaintes et les transmettre à la coordination du Programme.
Qualifications requises Diplôme universitaire en agronomie Avoir au moins 5 années d'expérience dans le domaine du développement ou de l'innovation agricole; avec de l'expérience en suivi technique de projets de terrain dans le domaine agricole
Lieu de travail et durée Siège de la DDA concernée, avec des déplacements dans les communes d’intervention du programme
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Annexe 6: Termes de référence des opérateurs de recherche
I. Contexte
1. Le Ministère de l’Agriculture, des Ressources Naturelles et du Développement Rural
(MARNDR) d’Haïti met en œuvre, depuis environ cinq (5) années, un mécanisme innovant
d’incitations agricoles destiné à promouvoir l’adoption de technologies agricoles, avec l’appui
financier de la Banque Interaméricaine de Développement (BID), et du Programme Mondial
d’Agriculture et de Sécurité Alimentaire (GAFSP).
2. Sur la base des leçons apprises, le Gouvernement d’Haïti, le GAFSP et la BID se sont
accordés pour développer une opération similaire (PITAG: Programme d'Innovation
Technologique pour l'Agriculture et l'Agroforesterie) approuvée en novembre 2017, qui
comprend des ajustements stratégiques et opérationnels.
3. L'objectif général du PITAG est d'accroître la productivité agricole des petits
agriculteurs dans certaines zones des départements du Nord, du Nord-est, de l'Artibonite, du
Sud et de la Grande Anse.
4. Le programme est organisé autour de deux composantes techniques majeures:
5. Composante 1: Recherche appliquée et formation pour le développement et
l'adaptation de technologies agricoles durables. Cette composante financera les activités
suivantes: (i) projets de recherche agricole appliquée, élaborés et mis en œuvre par des
institutions nationales et/ou internationales, afin de créer, d'améliorer ou d'adapter des
technologies agricoles innovatrices, rentables et durables à mettre à la disposition des
agriculteurs; et ii) renforcement de la formation supérieure, technique et professionnelle en
agriculture/développement rural.
6. Composante 2: Promotion de technologies agricoles durables. Cette composante
financera l'adoption de technologies agricoles innovatrices, rentables et durables qui
amélioreront la rentabilité à long terme des exploitations agricoles et généreront des
externalités environnementales positives.
7. Le programme sera mis en œuvre par une Unité d’Exécution (UE) rattachée à la
Direction Générale du MARNDR qui aura à sa charge l’administration, la supervision et
l’évaluation globale du programme. La mise en œuvre des activités prévues dans la
composante 1 sera réalisée avec l’appui d’une ou plusieurs entités spécialisées qui agiront en
qualité de prestataires de services techniques.
8. Ainsi dans le cadre de la mise en œuvre de la 1ère
composante, le Ministère de
l’Agriculture, des Ressources Naturelles et du Développement Rural (MARNDR) est en train
de lancer des programmes de recherche, formation et vulgarisation agricole visant à
revitaliser la recherche et le transfert de technologies agricoles et susceptibles de (i) répondre
aux priorités nationales, (ii) renforcer les structures de recherche et institutions impliquées
dans le processus de recherche, transfert, vulgarisation agricole et formation à travers le
pays. A cette fin, elle se propose d'utiliser une partie des fonds mis à sa disposition par la
Banque Interaméricaine de Développement (BID) dans le cadre des Accords de Don
3622/GR-HA et GRT/SX-15417-HA.
9. A cet effet, le MARNDR lance un processus pour sélectionner des opérateurs (entités
publiques, privées et de la société civile, nationales et internationales), ayant la capacité de
concevoir et mettre en œuvre des programmes de recherche-formation-vulgarisation agricole
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en Haïti capables d'apporter des réponses concrètes aux problèmes confrontés par les
producteurs dans les départements du Nord, Nord-est, Artibonite, Sud et Grande Anse.
II. Mandat et tâches du Prestataire 10. Les services attendus incluent:
a. L’établissement de diagnostics agro-socio-économiques et climatiques dans les zones
ciblées sur la base de visites, d`entretiens menés avec des personnes/institutions clés
et d`une analyse de la bibliographie existante (rapports, études, mémoires, bulletins,
journaux scientifiques);
b. La conception de programmes de recherche-formation-vulgarisation appliquées, avec
des objectifs de génération de techniques agricoles améliorées permettant
d’augmenter la productivité agricole ainsi que l’adaptation au changement climatique
(agriculture et élevage). A titre indicatif le document pourrait inclure:
la problématique et les questions de recherche;
les objectifs;
la méthodologie (plan d`activités, plan des ressources/moyens, protocole
expérimental);
le contexte scientifique;
les résultats attendus;
les impacts significatifs (environnemental, social, académique, dans le temps et
dans l`espace) ou perspectives;
la durée.
c. La mise en œuvre desdits programmes en tenant compte des éléments clés du
diagnostic réalisé préalablement et assorti d’un calendrier bien défini en fonction des
directives des présents TDRs. Soutenir la formation à et par la recherche grâce à
l’implication effective dans les projets de doctorants et des candidats à la maîtrise et à
la réalisation des projets de mémoire pour les étudiants des différentes Universités
reconnues du pays;
d. La valorisation des résultats de recherche par la vulgarisation de paquets techniques,
la rédaction d’articles scientifiques, l`élaboration de fiches techniques, etc. Ces paquets
techniques devront avoir un impact sur le développement durable des terroirs, des
filières de production ou de transformation à travers des publications scientifiques
(articles, etc.) revus pour les pairs, des fiches techniques et le développement de
paquets techniques directement utilisables, pouvant renforcer la résilience des
écosystèmes et des moyens d'existence ruraux face aux impacts du changement
climatique.
11. De manière spécifique, le prestataire aura entre autres à:
Elaborer un plan de travail et une note méthodologique incluant le
chronogramme d`exécution et des prestations;
Faire une revue bibliographique relative au programme et en rapport avec la
zone d`intervention (rapports, études existantes, entre autres);
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Réaliser des visites de terrain et des entretiens avec les parties prenantes
(producteurs, organisation de producteurs, associations d`irrigants, BAC, DDA)
et autres acteurs impliqués dans le développement agricole des zones
d`intervention envisagées;
Réaliser le diagnostic de la situation agro-socio-économique et climatique dans
les zones ciblées;
Restituer le diagnostic;
Élaborer le programme de recherche-formation-vulgarisation proprement dit et
le mettre en œuvre dans les zones de travail;
Mettre en œuvre le programme de recherche;
Vulgariser les résultats des travaux de recherche. Le prestataire devra donc
proposer un plan de diffusion des résultats et d`exploitation, prévoir notamment
des activités de communication et de dissémination dans le programme;
Développer des paquets techniques pouvant renforcer la résilience des
écosystèmes et des moyens d'existence ruraux face aux impacts du
changement climatique;
Formuler des recommandations sur les paquets techniques innovants pouvant
être testés et diffusés dans la zone d`intervention;
Indiquer les principaux facteurs pouvant bloquer l'application de ces nouvelles
technologies;
Favoriser les contacts et les échanges entre chercheurs et enseignants
chercheurs travaillant dans des centres de recherche tant nationaux
qu’internationaux et ainsi nouer des collaborations à moyen et long terme,
créer des réseaux ou accéder à des réseaux internationaux existants ou à
rechercher;
Identifier les principaux groupes de bénéficiaires pertinents des séances de
formation et appuyer le développement de curricula adaptés au besoin des
différentes entités de formation universitaires du pays (FAMV, UNIQ, AUC );
Élaborer et soumettre des rapports sur l'état d'avancement des activités au
niveau des zones d'intervention;
Élaborer et soumettre un rapport final.
N.B: un même opérateur pourra appliquer pour 2 zones au maximum.
III. Supervision
12 L'opérateur travaillera sous la supervision de l`Unité d`exécution du projet PITAG, de la
Direction de l’Innovation du MARNDR et de la Direction Départementale où il interviendra. Il
tiendra scrupuleusement compte des commentaires, remarques et recommandations
formulés par la Direction de l’Innovation et le Comité scientifique mis en place par la DI ou
son équivalent (Collège des enseignants chercheurs du Fonds National de Recherche pour
un Développement Durable - FONRED) à la suite des missions qu’ils auront à conduire sur le
terrain. Le contrat entre le MARNDR et le prestataire définira avec précision le partage des
responsabilités avec la DDA dans l’exécution du Projet au niveau du département concerné.
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IV. Produits et livrables attendus
13. Dans le cadre de sa mission, le prestataire de service aura à remettre les produits et
livrables suivants.
14. Produits attendus:
15. Au plan technique, développement:
De technologies agricoles adaptées. Dans la mesure du possible ces technologies
devront essayer d’inclure une dimension de mitigation, c’est à dire de réduction de
l’émission des gaz à effet de serre dans le cadre des pratiques agricoles;
De paquets techniques élaborés et prêts à être diffusés;
D`articles scientifiques en liaison avec les résultats de la recherche et la résilience
climatique rédigés et diffusés.
16. Au plan académique
Proposition de thèmes et matériels didactiques à insérer dans les curricula des
Universités;
Supervision et accompagnement de thèse de fin d’étude (licence, master, doctorat).
17. Livrables:
18. Les livrables attendus dans le cadre de la prestation de services demandés sont les
suivants:
1. Le plan de travail et une note méthodologique détaillée;
2. Le rapport de démarrage;
3. Le rapport de diagnostic détaillé de la situation agro-socio-économique et
environnementale dans les zones visées;
4. Le Programme de recherche-formation;
5. Le Plan détaillé des activités de formation incluant les bourses d’études et les
modules de formation, et fixant les dates d’exécution des séances de formation à
réaliser au profit des différents bénéficiaires ou groupes de bénéficiaires;
6. Les rapports d`avancement;
7. Le rapport final de consultation.
V. Durée, localisation du mandat de l`opérateur 19. Les activités du prestataire de services se dérouleront sur une période de 48 mois (à
partir de la date de démarrage des prestations), dans le département du …, notamment au
niveau de la commune de ... . Les interventions dans le département du ... se feront en lien
avec les activités mises en œuvre dans le cadre du projet ..., particulièrement dans la
commune de .... .
20. L’opérateur devra disposer d’un bureau dans le département où il intervient.
VI. Profil du Prestataire 21. Le prestataire doit disposer des qualifications et compétences suivantes:
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1.Avoir une équipe multidisciplinaire d’au moins cinq (5) cadres ayant les profils
suivants:
Un Chef de mission, Ing. Agronome, niveau doctorat minimum, ayant au
moins 10 années d`expérience générale, avec expérience avérée en
conception et/ou gestion de programme de recherche-développement-
formation et d’exécution des activités de formation dans le secteur agricole;
Un ing. Agronome, spécialiste en recherche agricole, niveau master
minimum, ayant une solide expérience dans la conception de protocole de
recherche et la conduite d’essais (préférablement 5 mandats ou plus);
Un Ing. Agronome, spécialiste en changement climatique, niveau master
minimum, ayant déjà réalisé au moins un mandat traitant de l’adaptation au
changement climatique;
Un ing. Agronome, spécialiste en gestion des ressources naturelles, niveau
master minimum en agro écologie ou agroforesterie; si possible avec une
spécialisation en changement climatique;
Un spécialiste en éducation et vulgarisation agricole, niveau master
minimum, ayant au moins 5 mandats dans la conception et mise en œuvre
de programme de vulgarisation.
2.Au moins 5 ans d’expérience de travail dans le domaine de la recherche-
développement-formation ou 3 mandats similaires;
3.Connaissance du milieu haïtien.
22. Le prestataire pourra être renforcé pour des tâches en lien avec les travaux
mentionnés par un pool d’expertise de courte durée et en mobilisant des stagiaires en
provenance d’universités haïtiennes ou étrangères.
23. Les spécialistes devront être détenteurs de titres universitaires dans les domaines
professionnels décrits. Ils devront pouvoir témoigner de plus de cinq (5) ans d`expérience
dans le domaine de leur compétence, dans divers pays en voie de développement et
préférablement avec expérience antérieure en Haïti. Ils doivent parler et écrire couramment le
français.
24. Le prestataire sera recruté par la méthode de Sélection Fondée sur la Qualité (SFQ)
conformément aux politiques pour la sélection et l’embauche des consultants financés par la
Banque Interaméricaine de Développement (BID). Le terme qualité technique englobe
l’expérience du consultant, la méthodologie, le plan de travail et la qualification de son
personnel clé.
VII. Nombre d’exemplaires à fournir
25. Le Prestataire devra soumettre à l’Unité d’Exécution du PITAG en cinq (5) exemplaires
en copies dures la version finale acceptée de chaque document mentionné dans le tableau
suivant du point VIII se rapportant aux extrants attendus, accompagnés d’une copie
électronique.
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VIII. Échéancier et modalités de paiement 26. Les paiements au prestataire se feront sur une base fixe chaque trimestre et aussi sur
une base variable selon l'échéancier de remise des livrables. Les modalités de paiement sont
présentées ci-après.
A. Partie fixe: 48% du montant des honoraires
Livrables/Produits à délivrer Echéance à respecter Paiement associé
Rapport d'avancement Chaque trimestre 3% par trimestre, soit un total de 48%
sur toute la durée du contrat
B. Partie variable: 52 % du montant des honoraires
Livrables/Produits à délivrer Echéance à respecter Paiement associé
Le plan de travail et la note méthodologique
détaillée
Dix (10) jours à compter
de la date de démarrage
Cinq pour cent (5%) après approbation
des livrables par le Client
Diagnostic détaillé de la situation agro-socio-
économique dans les zones de ...
Deux (2) mois à
compter de la date de
démarrage
Dix pour cent (10%) après approbation
du rapport par le Client
Programme de recherche développé en
conformité aux exigences des présents TDRs
démarrage du premier groupe d’essais agricoles
rapport sur l’état d’avancement du premier groupe d’essais et démarrage du deuxième groupe
rapport sur l’état d’avancement du deuxième groupe d’essais
rapport final
Cinq (5) mois, huit (8)
mois, douze (12) mois,
vingt-quatre (24) mois
respectivement à
compter de la date de
démarrage
Dix pour cent (10%) après approbation
des livrables par le Client (soit 2.5%
par livrable approuvé)
Plan détaillé des activités et modules de
formation pour les bourses d’études et fixant
les dates d’exécution des séances de
formation à réaliser au profit des différents
bénéficiaires ou groupes de bénéficiaires.
Huit (8) mois à compter
de la date de démarrage
Cinq (5%) après approbation du plan
par le Client
technologies adaptées élaborées
Vingt-quatre (24) mois à
compter de la date de
démarrage
Trois pour cent (3%) après
approbation des technologies par le
Client
paquets techniques développés
Trente (30) mois à
compter de la date de
démarrage
Trois pour cent (3%) après
approbation des paquets par le Client
paquets techniques testés et validés
Quarante-deux (42)
mois à compter de la
date de démarrage
Trois pour cent (3%) après
approbation des paquets par le Client
Articles scientifiques rédigés et publiés
Quarante-six (46) mois
à compter de la date de
démarrage
Trois pour cent (3%) après
approbation des articles par le Client
Soumission du rapport final à la fin du contrat
Quarante-huit (48) mois
à compter de la date de
démarrage
Dix (10%) après approbation du
rapport final par le Client
C. Dépenses remboursables
27. Les dépenses remboursables sont payées sur présentation de pièces justificatives.
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28. [Entreprise étrangère] Conformément à l’article 10 du décret du 28 septembre 2015
modifiant l’article 8 du décret du 29 septembre 2005 relatif à l’impôt sur le revenu, une
retenue libératoire de 5% sera appliquée sur chaque tranche de paiement et sera versée à la
Direction Générale des impôts (DGI).
29. [Entreprise locale (haïtienne] Conformément à l’article 76 du Décret du 29 septembre
2005 (Moniteur du 5 octobre 2005), une retenue de 2% sera effectuée par l’Unité d’Exécution
du Programme sur chaque bordereau d’honoraires pour être versée à la DGI.
30. Il reste toutefois entendu que le Consultant demeure le seul responsable devant le fisc
de toute irrégularité éventuelle de son fichier fiscal que l`Autorité Contractante n`est pas en
mesure de contrôler.
IX. Documentations à consulter 31. Le Prestataire aura à sa disposition toute la documentation du programme. En outre, il
pourra s’entretenir avec l’Unité d’exécution du Programme (UEP), la Direction de l’Innovation
du MARNDR, les Directeurs Départementaux Agricoles et de l’Environnement concernés par
les activités, etc.
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Annexe 7: Termes de Référence des Opérateurs Prestataire de
Service (OPS)/Incitations
I. Contexte
1. Le Ministère de l’Agriculture, des Ressources Naturelles et du Développement Rural
(MARNDR) d’Haïti met en œuvre, depuis environ cinq (5) années, un mécanisme innovant
d’incitations agricoles destiné à promouvoir l’adoption de technologies agricoles, avec l’appui
financier de la Banque Interaméricaine de Développement (BID), de la Banque Mondiale
(BM) et du Programme Mondial pour l’Agriculture et de Sécurité Alimentaire (GAFSP).
2. Sur la base des leçons apprises, le Gouvernement d’Haïti, le GAFSP et la BID se sont
accordés pour développer une opération similaire (PITAG: Programme d'Innovation
Technologique pour l'Agriculture et l'Agroforesterie), dont l'objectif général est d'accroître la
productivité agricole des petits agriculteurs dans des zones ciblées des départements du
Nord, Nord-est, Artibonite, Sud et Grande Anse.
3. Le programme sera structuré en deux composantes:
4. Composante 1: Recherche appliquée et formation pour le développement et
l'adaptation de technologies agricoles durables. Cette composante financera les activités
suivantes: (i) projets de recherche agricole appliquée, élaborés et mis en œuvre par des
institutions nationales et/ou internationales, afin de créer, d'améliorer ou d'adapter des
technologies agricoles innovatrices, rentables et durables à mettre à la disposition des
agriculteurs; et ii) renforcement de la formation supérieure, technique et professionnelle en
agriculture/développement rural.
5. Composante 2: Promotion de technologies agricoles durables. Cette composante
financera l'adoption de technologies agricoles innovatrices, rentables et durables qui
amélioreront la rentabilité à long terme des exploitations agricoles et généreront des
externalités environnementales positives.
6. Le programme sera mis en œuvre par une Unité d’Exécution (UE) rattachée à la
Direction Générale du MARNDR qui aura à sa charge l’administration, la supervision et
l’évaluation globale du programme. La mise en œuvre des activités prévues dans la
composante 2 sera réalisée avec l’appui d’une ou plusieurs entités spécialisées qui agiront en
qualité de prestataires de services techniques.
7. Ainsi, dans le cadre de la mise en œuvre de cette deuxième composante, le MARNDR
désire recruter des entités qui devront remplir la fonction d’Opérateur Prestataire de Services
(OPS) chargés de la gestion des incitations et de la fourniture d’assistance technique auprès
des agriculteurs et agricultrices bénéficiaires dans les zones ciblées.
II. Brève description de la composante 2 "Promotion de
technologies agricoles durables"
8. Dans le cadre de cette composante, des incitations (appuis financiers directs) seront
octroyées aux agriculteurs par le biais d’un mécanisme de financement de contrepartie
(matching grants) qui leur permettront d’acquérir auprès de fournisseurs agréés les biens et
services agricoles nécessaires pour l’adoption de paquets techniques à la fois capables de
générer des revenus et de protéger les ressources en sols et en eau. Un menu de
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technologies a été défini en accord avec la Banque suivant des critères de sélection. Des
nouvelles technologies seront progressivement incorporées en fonction des résultats des
programmes de recherche. Les technologies pour l’instant sont: motopompes individuelles,
traction animale, équipement de stockage, séchage, transformation, moulins, pratiques
agricoles durables: systèmes agro-forestiers et agro-silvo-pastoraux à base de cacao, café,
arbres fruitiers, arbres forestiers, canne à sucre, fourrage.
9. L’appui financier prévu consistera en des montants fixes incluant une partie des coûts
des intrants, de la main d’œuvre, du transport, et de l’assistance technique à ces producteurs,
exigeant aussi un cofinancement monétaire de la part des bénéficiaires. Ce système de
subvention de la demande implique la création d’un registre d’agriculteurs ainsi qu’un registre
de fournisseurs d’intrants et services agricoles.
10. Les mécanismes d’octroi de ces incitations sont décrits en détail dans le manuel
d’incitations du programme.
III. Mandat et taches des Opérateurs Prestataires de Services
11. Les Opérateurs Prestataire de Services (OPS) choisis seront responsables de la mise
en œuvre du système d’incitations dans les zones d’intervention retenues. Cette
responsabilité sera conduite en étroite coordination avec les Directions Départementales
Agricoles (DDA) et les Bureaux Agricoles Communaux (BAC) concernés, pour que lors
d’interventions ultérieures similaires, ces structures puissent remplir elles-mêmes cette
fonction. Aussi dès le départ, les actions seront menées à travers une coopération très
étroite entre les OPS, les DDA et les BAC concernés, les directions techniques du MARNDR
concernées et la coordination du PITAG.
12. Les OPS sont notamment responsables des tâches essentielles suivantes:
i. Participer à la sélection des fournisseurs de biens et de services agricoles:
a. Assurer la campagne de communication auprès des fournisseurs;
b. Vérifier l’éligibilité des fournisseurs intéressés;
c. Former les fournisseurs aux différents paquets technologiques, standards
de qualité et procédures;
d. Assurer un contrôle continue quantité/qualité des fournisseurs tout au long
du programme.
ii. Enregistrer les agriculteurs de la zone dans un registre informatisé dédié.
iii. Accompagner les agriculteurs dans l’adoption des paquets technologiques
a. Assurer la campagne de communication et de sensibilisation auprès des
agriculteurs;
b. Enregistrer les demandes de cofinancement (appuyer les agriculteurs si
nécessaires);
c. Contrôler sur les parcelles l’éligibilité des demandes;
d. S’assurer de la bonne répartition géographique des paquets
technologiques;
e. Enregistrer les parcelles via le SIG du MARNDR;
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f. S’assurer que les fournisseurs puissent répondre à la demande;
g. Assurer les signatures des contrats de cofinancement par les parties
prenantes;
h. S’assurer que les agriculteurs ont payé leur contrepartie financière via les
partenaires financiers du MARNDR;
i. Vérifier la livraison (quantité et qualité) des fournisseurs de biens et services
agricoles;
j. S’assurer que les fournisseurs reçoivent leur paiement du MARNDR.
iv. Accompagner les agriculteurs dans l’adoption des paquets techniques que ce soit
au niveau des itinéraires techniques ou des modèles économiques associés à ces
paquets (formations de groupes et suivi individuel).
v. Effectuer un contrôle périodique des prix des intrants agricoles et rapporter toute
évolution significative au MARNDR.
vi. Appuyer tout audit interne ou externe.
vii. Recevoir les plaintes et les transmettre au MARNDR.
viii. Soumettre au MARNDR un rapport de suivi périodique.
ix. Appuyer le MARNDR pour actualiser les normes techniques à promouvoir dans le
cadre du système d’incitations et pour les paquets techniques retenus.
x. Appuyer le MARNDR pour adapter, le cas échéant, les procédures définissant les
modalités d’accès aux aides directes (critères d’éligibilité et conditions d’octroi des
incitations).
IV. Supervision, produits et rapports attendus
4.1 Supervision
13. Les OPS travailleront sous la supervision de l’Unité d’Exécution du Programme et des
Directions Départementales dans lesquelles ils s’insèreront. Les contrats entre le MARNDR et
les OPS définiront avec précision le partage des responsabilités avec les DDA dans
l’exécution du Programme niveau des départements.
4.2 Produits et résultats attendus
14. Produit: Au total, 65,047 bénéficiaires ciblés (répartis sur 4 lots) ont effectivement
accès au système d’incitations et bénéficient à ce titre de l’assistance financière non
remboursable prévue et 33,000 bénéficient de l’assistance stratégique octroyée par les OPS.
Résultats intermédiaires:
1) Un registre d’agriculteurs et fournisseurs de biens et services agricoles soumis à
l’approbation du MARNDR et actualisé périodiquement;
2) Des campagnes de promotion et d’information afin de garantir que tous les
producteurs éligibles qui le souhaitent puissent participer;
3) Cadre de référence des formations sur les nouveaux paquets techniques;
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4) Rapports d'évaluation des séances de formation sur les nouveaux paquets
techniques;
5) Mécanisme de financement fonctionnel en accord avec les procédures établies;
6) Contributions aux actualisations annuelles du manuel d’incitations.
4.3 Rapports
(i) Un rapport de démarrage décrivant la stratégie mise en œuvre et le plan d’action correspondant pour la première année, avec un calendrier d’exécution;
(ii) Un rapport technique démontrant la réalisation d’une campagne de promotion et d’information des potentiels bénéficiaires des incitations;
(iii) Un rapport démontrant l’élaboration d’un registre d’agriculteurs et de fournisseurs de biens et services;
(iv) Rapports techniques trimestriels détaillés de l’avancement des prestations ; ces rapports seront soumis à l’approbation de la Coordination du Programme;
(v) Rapports démontrant l’élaboration du nombre de dossiers d’incitation prévus et l’application de paquets techniques;
(vi) Chaque opérateur fournira un rapport final en fin de prestation; ce rapport servira d’intrant à l’évaluation finale du programme.
V. Durée, localisation du mandat des OPS
15. Les activités des OPS se dérouleront, sur une période de quatre (4) ans (à partir de la
date de démarrage des prestations), dans les communes retenues des départements du
Nord, du Nord-est, de l'Artibonite, du Sud et de la Grande Anse. L’aire d’intervention est
divisée en quatre (4) blocs, avec un lot par bloc (donc 4 lots).
16. Les interventions seront mises en œuvre en plusieurs phases de déploiement
géographique et par paquet technique. Les paquets techniques liés aux cultures annuelles
seront incorporés en fonction des résultats de la recherche appliquée.
17. Le tableau ci-après indique le nombre d'agriculteurs ciblés par bloc, ainsi que les
premières communes sélectionnées.
Bloc/Lot Dépt Communes Nombre d’agriculteurs ciblés
1
Nord/Nord-est Quartier Morin, Limonade, Trou du Nord,
Sainte Suzanne, Terrier Rouge, Caracol,
Perches, Mombin Crochu
14.282
2
Nord/Artibonite Grande Rivière du Nord, Bahon, Plaine
du Nord, Saint Raphael, Marmelade,
Saint Michel de l'Attalaye
19.132
3 Sud/ Maniche, Torbeck, Chantal, Port à
Piment, Chardonnières, Les Anglais, 13.555
4 Grande Anse Anse d'Hainault, Dame Marie, Jérémie,
Beaumont 18.078
18. Les Consultants qui le souhaitent peuvent soumissionner pour les quatre lots, mais leur
offre devra présenter des propositions techniques et financières distinctes pour chaque lot.
Les consultants ne pourront se voir attribuer qu’un maximum de deux (2) lots, et la méthode
de sélection sera fondée sur la qualité.
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VI. Profil des OPS
19. Les soumissionnaires devront répondre aux critères suivants:
Avoir au moins sept (7) ans d’expérience dans la vulgarisation agricole;
Expérience prouvée (au moins un (1) mandat) dans la mise en œuvre de programme
de développement agricole/rural (gestion administrative et financière, planification,
suivi) ayant fait appel à des compétences dans les domaines tels que agronomie,
agroéconomie, gestion des ressources naturelles, vulgarisation agricole,
renforcement institutionnel;
Avoir participé à la réalisation d'au moins un projet/mandat de renforcement
institutionnel;
Avoir participé à la réalisation d'au moins un projet/mandat d’accompagnement
agricole et assistance technique dans n’importe quelle zone d’Haïti;
Expérience dans la mise en œuvre de systèmes similaires d’incitations: un plus;
Connaissance spécifique des zones d’interventions: un plus;
Disposer de ressources humaines capables de réaliser des activités d’animation
technique, du niveau technicien en agriculture et au moins un animateur de niveau
supérieur pouvant encadrer les techniciens pour la formalisation des contrats
d’adoption de technologie;
Connaissance du français et du créole des principaux membres de l’équipe.
20. Les OPS seront responsables de la mise en œuvre du système des incitations. À ce
titre, ils devront recruter et affecter au programme une équipe complète capable de gérer la
mise en œuvre des activités et d’apporter l’assistance requise producteurs bénéficiant des
aides directes.
21. Ainsi pour chaque lot l'OPS devra présenter une équipe comprenant au moins:
1. Un coordonnateur technique pour la gestion et la supervision des activités, avec un
diplôme de maîtrise ou équivalent en agronomie, agroéconomie, économie,
développement agricole et rural ; une solide expérience générale dans son champ de
compétence (préférablement 10 ans ou plus) et une expérience spécifique prouvée
(préférablement 5 ans ou plus) dans la mise en œuvre de programme de
développement agricole et rural. Le coordonnateur technique devra avoir de
préférence une expérience en Haïti;
2. Un coordonnateur adjoint ou équivalent, avec un diplôme universitaire
(préférablement un diplôme de 2ème cycle) en agroéconomie, agronomie ou
discipline connexe; une solide expérience générale dans son champ de compétence
(préférablement 7 ans ou plus) et une expérience spécifique prouvée (préférablement
5 ans ou plus) dans la mise en œuvre de programme de développement rural;
3. Un responsable assistance technique, avec un diplôme universitaire
(préférablement un diplôme de 2ème cycle) en agronomie ou discipline connexe; une
solide expérience générale dans son champ de compétence (préférablement 7 ans
ou plus) et une expérience spécifique prouvée (préférablement 5 ans ou plus) dans la
mise en œuvre de programme d’assistance technique agricole;
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4. Un responsable administratif et financier, avec un diplôme universitaire en
administration, comptabilité, finance ou d'autres disciplines connexes ; avec au moins
5 ans d’expérience générale dans son champ de compétence et au moins 2 ans en
gestion administrative et financière de projet de développement;
5. Des animateurs de terrain de niveau technicien en agriculture qui joueront le rôle
d’agents de liaison et d’appui aux bénéficiaires d’incitations;
6. Une secrétaire comptable.
22. Seuls les CV du coordonnateur technique, du coordonnateur adjoint, du responsable
assistance technique et du responsable administratif seront évalués dans le cadre du
processus de sélection du Consultant.
23. A titre indicatif, l’offre technique du Consultant inclura le détail des moyens matériels
requis pour la réalisation de la prestation (véhicules pour la réalisation de la prestation,
espaces de bureau, énergie, informatique)86. Ces derniers seront considérés comme coûts
directs et remboursés comme tels, sans possibilité pour le Consultant de faire de profits sur
ces derniers.
VII. Livrables, échéanciers et Modalités de paiement
24. Les paiements à l'OPS se feront sur une base fixe chaque trimestre et aussi sur une
base variable selon la quantité d’agriculteurs bénéficiaires des incitations.
No Description Échéancier de remise Paiements associés et condition
de réception
Partie fixe
1 Un rapport de démarrage
contenant la description de la
stratégie mise en œuvre et le
plan d’action correspondant
pour la première année de
prestations avec un calendrier
d’exécution
Un mois après la date
de signature du contrat
10% du montant du contrat, après
approbation de la Coordination du
Programme
2 Premier rapport technique
démontrant la réalisation d’une
campagne de promotion et
d’information des potentiels
bénéficiaires des incitations
3 mois à compter de la
date de démarrage fixé
dans la notification de
démarrage
5% du montant du contrat après
approbation par la Coordination du
programme et les autres parties
prenantes
3 Deuxième rapport démontrant
l’élaboration d’un registre
d’agriculteurs et de
fournisseurs de biens et
services
Six mois après la date
de démarrage des
prestations
5% du montant du contrat, après
approbation par la coordination du
Programme
4 Rapports techniques
trimestriels de l’avancement
des prestations
15 jours après la
clôture de chaque
trimestre et à partir du
trimestre 3
20% du montant du contrat seront
répartis en tranches égales qui
seront payées à l'approbation de
chaque rapport
5 Rapport final de fin d’exécution
du contrat
30 jours avant la fin du
contrat
10% du montant du contrat payable
dans un délai de 30 jours suivant la
réception du rapport final
86 Les véhicules et autres matériels acquis dans le cadre de ce contrat resteront la propriété du MARNDR et lui seront remis à la fin des prestations.
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Partie variable
6 Rapports démontrant
l’élaboration du nombre de
dossiers d’incitation prévus et
l’application de paquets
techniques
Au prorata de
l’exécution
50% du montant du contrat, payables
progressivement au prorata du
nombre de dossiers de demande
d’incitations élaborés et suivis avec
le nombre d'agriculteurs prévus
VIII. Documents de référence
25. Les Opérateurs désireux de soumettre une offre auront accès sur demande à la PDO
(Proposition de Développement de l'Opération), au manuel d’incitations et à tous autres
documents relatifs au travail à réaliser.
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Annexe 8: Termes de Référence de l’Entité Financière
I. Contexte
1. Le Ministère de l’Agriculture, des Ressources Naturelles et du Développement Rural
(MARNDR) d’Haïti met en œuvre, depuis plus de cinq (5) années, un mécanisme innovant
d’incitations agricoles destiné à promouvoir l’adoption de technologies agricoles, avec l’appui
financier de la Banque Interaméricaine de Développement (BID), de la Banque Mondiale
(BM) et du Programme Mondial pour l’Agriculture et de Sécurité Alimentaire (GAFSP).
2. Sur la base des leçons apprises, le Gouvernement d’Haïti, la BID, le GAFSP et le FIDA
se sont accordés pour développer une opération similaire (PITAG: Programme d'Innovation
Technologique en Agriculture et Agroforesterie), dont l'objectif général est d'accroître le
revenu agricole et la sécurité alimentaire pour les petits agriculteurs dans les zones ciblées
des départements du Nord, du Nord-Est, de l’Artibonite, du Sud et de la Grande Anse. Les
objectifs spécifiques sont d'accroître la productivité agricole et d'améliorer l'utilisation des
ressources naturelles grâce à l'adoption de technologies durables.
3. Pour atteindre ses objectifs, le programme est structuré en deux composantes
techniques.
4. Composante 1: Recherche appliquée et formation pour le développement et
l'adaptation de technologies agricoles durables. Cette composante financera les activités
suivantes : (i) Développement et exécution de projets de recherche agricole appliqués et
adaptés devant renforcer l’offre d’options technologiques disponibles pour les agriculteurs; ii)
Renforcement du programme d’enseignement supérieur (bourses d’études notamment) et (iii)
Renforcement de la Direction Innovation du MARNDR.
5. Composante 2: Promotion de technologies agricoles durables. Cette composante
financera l'adoption de technologies agricoles innovatrices, rentables et durables qui
amélioreront la rentabilité à long terme des exploitations agricoles et généreront des
externalités environnementales positives.
6. Ainsi, des incitations (appuis financiers directs), d'un montant d’environ 40 millions de
dollars américains, seront octroyées aux agriculteurs par le biais de coupons (vouchers) qui
leur permettront d’acquérir auprès de fournisseurs agréés les biens et services agricoles
nécessaires pour l’adoption de paquets techniques sélectionnés et élaborés, tels que des
équipements de pompage pour l’irrigation, de la charrue à traction animale, des jardins agro-
forestiers, des parcelles fourragères, du greffage et sur greffage de fruitiers, des glacis de
séchage, des silos de stockage, des opérations culturales autour de certaines filières
prioritaires.
7. Pour la mise en œuvre de ce système de transfert financier direct aux exploitants
agricoles dans les zones concernées, le MARNDR envisage d’avoir recours au service d’une
institution financière reconnue (Entité Financière) à titre de prestataire de service dont le
mandat sera d’administrer les incitations prévues selon les modalités définies dans les
présents termes de référence.
II. Mandat et tâches du prestataire de service
8. Le mandat du Prestataire de service est de gérer les ressources du fonds d’incitations selon les modalités définies ci-après.
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9. Le prestataire aura la responsabilité des tâches ci-dessous:
1- Recevoir les paiements des contreparties des agriculteurs;
2- Transmettre aux partenaires du PITAG les informations relatives à ces paiements;
3- Emettre les paiements aux fournisseurs des paquets techniques.
10. Afin de faciliter les nombreux paiements attendus, il fortement souhaitable que le prestataire de service utilise «mobile banking».
11. Spécifiquement, le Prestataire de service aura pour responsabilités de:
Ouvrir (sur demande du PITAG) un compte spécifique en gourdes destiné à
recevoir les dépôts et retraits des fonds des incitations agricoles.
Transmettre les informations nécessaires dans le système de gestion des
incitations (SIGI) du PITAG pour pouvoir gérer et faire le suivi des différentes
étapes des opérations.
Recevoir du MARNDR/PITAG et intégrer dans son propre système de gestion la
liste des agriculteurs bénéficiaires (selon le format convenu), les montants des
incitations et des contreparties attendus (paiements des agriculteurs) et recevoir
les modalités de paiement aux fournisseurs, avec les informations et
recommandations nécessaires.
Recevoir du MARNDR/PITAG des transferts/dépôts de fonds en des périodes
saisonnières du calendrier agricole sur le compte ouvert pour la gestion des
incitations. Le compte sera approvisionné/réapprovisionné à partir des comptes
gourdes du projet logés à la BRH.
Recevoir les contreparties des agriculteurs bénéficiaires et les déposer dans un
compte spécial. A la réception des contreparties, le prestataire de service devra
s’assurer de l’identité du dépositaire. Ce dernier devra également conserver une
preuve de dépôt en cas de litige. Compte tenu du nombre importants de
transactions et de la forte couverture géographique du PITAG, il est fortement
recommandé de faire appel à des stratégies dédiées comme le Mobile Banking.
Le prestataire de service doit également mettre à jour la base de données afin
d’avertir les Opérateurs d’incitations.
Permettre aux agriculteurs d’avoir un reçu de paiement (preuve de dépôt) de la
contrepartie.
Procéder aux paiements des fournisseurs de biens et services agréés, après en
avoir reçu l’ordre de la Coordination Nationale du PITAG. Après vérification de la
livraison des biens et services, la Coordination du programme donnera
l’autorisation par voie électronique au Prestataire de service pour effectuer le
paiement au fournisseur de biens et services. Les paiements pourront être
réalisés par virement bancaire (dans la mesure où les fournisseurs sont
encouragés à ouvrir un compte bancaire dans l’une des succursales de l’institution
financière), en espèce ou par chèque (le cas échéant). Une fois le paiement
réalisé, l’institution financière devra mettre à jour la base de données en signifiant
que les fournisseurs ont bien été payés.
Elaborer et présenter des rapports mensuels sur les incitations délivrées et
payées. Les rapports incluront les détails des transactions (identification des
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agriculteurs bénéficiaires, montants, biens et services concernés, identification
des fournisseurs, lieu des transactions, etc.) et devront être envoyés de façon
chiffrée au MARNDR/PITAG.
Fournir un service de proximité aux agriculteurs bénéficiaires, ce pour leur éviter
des dépenses exorbitantes susceptibles de grever leur budget par des
déplacements trop longs.
12. Pour la gestion des incitations, le prestataire de service devra utiliser un système de technologie de la communication ayant les capacités suivantes:
Le prestataire de service utilisera la référence envoyée par le système
informatique du MARNDR/PITAG pour tous les échanges d’informations avec le
PITAG.
Les échanges se feront de manière cryptée et sécurisée avec une clef de
vérification d’authenticité des données (E-mail sécurisé ou tunneling SSH).
L’envoi d’information se fera sous forme de fichier contenant des lots d’opérations
(par exemple plusieurs demandes d'impression de reçus ou de paiement dans un
même fichier).
Envoi automatisé de l’information (envoi régulier et automatisé: en aucun cas
manuel).
Fréquence quotidienne d’actualisation de l’information dans les deux sens
(MARNDR/PITAG - Prestataire de service).
Le système informatique bancaire du prestataire de service doit être compatible
avec celui du MARNDR/PITAG, mais le prestataire de service simplement traite
les informations qu’il reçoit du MARNDR/PITAG.
Le prestataire de service reçoit la base de données des fournisseurs de biens et
services autorisés avec le nom du responsable légal. Cette information sera
actualisée régulièrement par le MARNDR/PITAG.
III. Profil du prestataire de service
13. Le Prestataire de Service devra répondre au profil suivant:
Disposer d’au moins cinq (5) ans d’expérience dans la fourniture, à l’échelle
nationale, de services bancaires tels que la réception, la gestion et le transfert de
dépôts pour compte de particuliers, d’entreprises et d’autres institutions
financières;
Etre accréditée et supervisée par la Banque de la République d’Haïti (BRH);
Disposer d’une couverture géographique suffisante dans les zones d’intervention
(présence de locaux et caissiers au public), à travers un nombre significatif
d’agences locales (ou à défaut, proposer des solutions alternatives comme le
mobile banking);
Etre disposé à donner un appui aux bénéficiaires analphabètes dans les bureaux
locaux, pour faciliter leur participation au programme d’incitation;
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Disposer d’un horaire d’ouverture adapté au monde rural et qui facilite la
participation des agriculteurs et fournisseurs de biens et services.
14. Le recrutement du Prestataire de service se fera selon la méthode de consultation de fournisseurs et sur la base du profil défini ci-dessus.
IV. Durée et lieu d’exécution du mandat
15. L'intervention du prestataire de Service se déroulera sur une période de cinquante-quatre (54) mois, à compter de la date de démarrage convenue entre les deux (2) parties. Le contrat peut cependant être résilié si les clauses ne sont pas respectées et/ou si les services ne sont pas fournis de manière satisfaisante.
16. Les activités seront réalisées à Port-au-Prince et dans les départements du Nord, du Nord-Est, de l’Artibonite, du Sud et de la Grande Anse, particulièrement dans les communes suivantes:
Département Commune Total
Nord-Est Perches, Trou du Nord, Sainte Suzane, Terrier Rouge, Caracol, Mombin Crochu
6
Nord Limonade, Quartier Morin, Milot, Grande Rivière du Nord, Bahon, St Raphael, Plaine du Nord
7
Artibonite Marmelade, Saint Michel de l’Attalaye 2
Sud Cayes, Torbeck, Chantal, Coteaux, Port-a-Piment, Chardonnieres, Les Anglais, Tiburon
8
Grande Anse Beaumont, Pestel, Roseaux, Jeremie, Moron, Dame Marie, Anse d’Hainault
7
TOTAL 30
V. Rémunération
17. Les paiements au prestataire de Service se feront au prorata du nombre de dépôts effectués par les agriculteurs et au nombre de paiements effectués aux fournisseurs. Le Prestataire de Service présentera un rapport mensuel démontrant l’avancement du traitement des incitations.
18. Le montant de la cotation sera établi sur la base de la prévision du nombre de reçus qui seront émis et des paiements effectués. Il est prévu que ces paiements seront effectués pour le compte de 65 agriculteurs.
VI. Principes et modalités d’inspection
19. Les principes et modalités de l’inspection des Services par l’Autorité Contractante sont:
a) Des visites régulières sur le site Internet du Prestataire de Service afin de vérifier la
promptitude de l’exécution des ordres de paiement;
b) Un suivi détaillé des opérations sur le SIGI;
c) Des analyses mensuelles des états de comptes.
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Appendix 12: Compliance with IFAD policies
IFAD does not have a precise definition of what is meant by "policy" or "strategy", nor does it 1.
provide a clear distinction between them.87 Nonetheless, it is understood that corporate policies and
strategies88 are the instruments to guide management and staff in the implementation of operational
activities. It is not expected that these instruments act as rigid boxes nor promote a compliance
culture. Rather they need to be considered in the framework of an appropriate context analysis of the
issues that need to be addressed.
Haiti is both a fragile country and a Small Island Developing State (SIDS), highly vulnerable to 2.
external shocks and climate change (CC) effects. With a per capita annual GDP of USD 818 (2015)
and 59% of the population living in poverty (World Bank (WB), 2012), Haiti is the poorest country in
the Latin America and Caribbean region (LAC) and one of the poorest in the world. The UNDP’s
Human Development Index’s socio-economic indicators for 2015 placed Haiti 163rd out of 188
countries89. According to the WB Group90, the poverty rate is even higher (75%) in rural areas, where
access to basic services remains very limited91.
The recent document submitted to the April 2017 session of IFAD's Executive Board, "Tailoring 3.
operations to country context – a holistic approach" has identified the need to sharpen IFAD's
engagement in different categories of countries. However, it did not provide concrete guidance on
how to ensure that IFAD's operations could respond to the specific challenges faced by SIDS.
The following Table lists the actions taken during PITAG's design to meet the provisions of the 4.
IFAD policies and strategies relevant for PITAG. As Components 1 and 2 are mainly concerned with
applied research and training as well as promotion of sustainable agricultural technologies, the
table reflects on policies and strategies relevant for these only.
87 Review of IFAD's operational policies and strategies. Discussion Paper. April 2017. 88 A "Policy" normally provides the guiding principles and rules that help ensure consistency in its operations. IFAD corporate policies often contain a definition, a goal and a purpose, some general principles of engagement, and a review of experience. A "Strategy" on the other hand, normally consists of a comprehensive plan to achieve a desired outcome. While Policies rarely have an expiration date, Strategies are more dynamic and action oriented and are usually adjusted over time as contexts change. 89 UNDP 2016 Human Development Report. 90 Haïti: Des opportunités pour tous-Diagnostic-Pays Systématique, May 2015. 91 In fact, it is estimated that only 10% of the rural population has access to electricity and less than 8% to drinkable water.
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Table 1. Compliance with IFAD's Policies and Strategies
Year Policy/Strategy/Action
Plan
Summary Key Points PITAG's Compliance
2016-
2025
IFAD Strategic Framework The Framework refers to seven SDGs (1,2,5,8,10,13 and 15). Under the strategic vision of "Inclusive
and Sustainable Rural Transformation" it identifies: i) one Overarching Goal "Poor Rural People
Overcome Poverty and Achieve Food Security through Remunerative, Sustainable and Resilient
Livelihoods"; ii) three main Strategic Objectives - SO1 Increase Productive Capacities, SO2 Increase
Benefits from Market Participation, and SO3 Strengthen the Environmental Sustainability and
Climate Resilience of Economic Activities; and iii) five Principles of Engagement - Targeting;
Empowerment; Gender Equality; Innovation, Learning and Scaling up; and Partnership.
The overarching goal, strategic objectives and principles of engagement of
PITAG are aligned with the IFAD Strategic Framework 2016-2025. In
particular, PITAG will support activities to strengthen the productive
capacity and increase the income levels of poor smallholders in rural
communities of Haiti. The new Programme is also aligned with IFAD's
approach to Small Island Development States (SIDS), mainly with respect
to the strategic objective to strengthen resilience to environmental and
climate change and enhance adaptation capacity, through the transfer of
adaptive and innovative technologies. Finally, PITAG is aligned with
IFAD’s approach for Fragile States, which suggests the need for more
cooperation among development partners, for simpler and more flexible
designs, and for special support and resources during implementation.
2004 Rural Enterprise Policy The policy encourages IFAD to follow a holistic approach that would facilitate the access of
entrepreneurial poor people to various business support services (financial and nonfinancial,
including entrepreneurship training, vocational training, access to pro-poor technology and market-
related services), delivered by public or private providers.
PITAG provides poor people with pro-poor technology, in order to allow
them to increase their resilience and reduce their vulnerability to climate
change. 50% of the production supported by PITAG is expected to be for
self-consumption.
2007 Targeting Policy The targeting policy calls for the following measures and methods, depending on the situation:
geographic targeting, enabling measures, empowerment and capacity-building measures, self-
targeting measures and direct targeting. As guiding principles, in all operational situations IFAD will:
focus on rural people who live in poverty and food insecurity and are able to take advantage of the
opportunities offered; expand outreach to proactively include those who have fewer assets and
opportunities (in particular, marginalized groups such as minorities and indigenous peoples); have a
special focus on women within all identified target groups, for reasons of equity, effectiveness and
impact; recognize that relative wealth or poverty can change rapidly; identify and work with
likeminded partners at all levels; pilot and share learning on effective approaches to targeting hard-
to-reach groups; and build innovative and complementary partnerships with actors that can reach
target groups that IFAD cannot reach with the instruments at its disposal. In cases when better-off
people need to be included – because of economic and market interdependencies, or to avoid
conflict, or to engage them as leaders and innovators – the rationale will be provided, and the risk of
excessive benefit capture will be carefully monitored.
PITAG's targeting approach is aligned with the guiding principles set out by
the policy. Geographically, IFAD’s intervention will focus on 8 communes of
the South Department. The South and Grande Anse Departments were
severely affected by Hurricane Matthew in 2016: the losses in agriculture,
fishing and livestock have brought the entire region to its knees, effectively
precipitating 70 per cent of rural households into extreme poverty. The
region, however, is knowledgeable and dynamic, with great potential and
eagerness to come out of poverty. PITAG will target poor rural household
with access to a parcel of land between 0.25 and 0.6 hectares, effectively
excluding the better-off. Contrary to the situation found in other
Departments, in the South 100 per cent of households have access to
land, whether as owners, leaseholders or unofficially recorded users. The
latter are given mountainous, less productive plots owned by local
charities. The distribution of technological packages will be demand-driven
and farmers must first register with the Ministry of Agriculture to participate.
Given the dire economic situation of the Department, beneficiaries will
contribute in-kind 10 per cent of the cost of the packages through time and
labor.
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2007 Innovation Strategy The strategy also makes provisions to encourage IFAD to promote more innovations in its country
program and within the organization. According to the strategy an "Innovation" should be: (i) New to
its context of application. The novelty may refer to country context, scale, domain, discipline or line of
business; (ii) Useful and cost-effective in relation to a goal. An innovation must have positive value
for its users. In the case of IFAD, it needs to empower the rural poor to overcome poverty better and
more cost-effectively than previous approaches; (iii) Able to “stick” after pilot testing. An innovation is
a product, idea or technology with the potential for wide adoption, which it demonstrates through pilot
testing.
The overall goal of PITAG is to increase agricultural income and food
security for smallholder farmers through technological innovation in
agriculture and agro-forestry. Component 1 covers applied research and
training and informs component 2 will progressively provide input for the
technology menu. Synergies are expected through a piloting farmers field
schools. Elements of Component 1 are: a) Applied and adaptive
agricultural research projects developed and implemented by national
and/or international institutions. These research projects will create,
improve and/or adapt sustainable agricultural technologies that will
enhance the supply of technological options available to farmers; b) The
strengthening of the higher education curriculum through activities
conducted within the research projects (scholarships, among others), in
order to improve applied and adaptive research and technology transfer
The institutional strengthening of the MARNDR capabilities in Haiti; c)
Innovation Directorate (ID).
2009 Rural Finance Policy The policy identifies the following giuding principles: i) Support access to a variety of financial
services, including savings, credit, remittances and insurance, recognizing that rural poor people
require a wide range of financial services; ii) Promote a wide range of financial institutions, models
and delivery channels, tailoring each intervention to the given location and target group; iii) Support
demand-driven and innovative approaches with the potential to expand the frontiers of rural finance;
iv) Encourage – in collaboration with private-sector partners – market based approaches that
strengthen rural financial markets, avoid distortions in the financial sector and leverage IFAD’s
resources; v) Develop and support long-term strategies focusing on sustainability and poverty
outreach, given that rural finance institutions need to be competitive and cost-effective to reach scale
and responsibly serve their clients; and vi) Participate in policy dialogues that promote an enabling
environment for rural finance, recognizing the role of governments in promoting a conducive
environment for pro-poor rural finance.
Under PITAG IFAD is accepting a matching grants scheme for technology
transfer (with 10% beneficiary participation) to allow project
implementation, since IFAD’s target population does not have access to
credit from local financial institutions. Under the previous IFAD programme
PAIP it became clear that rural credit institutions in Haiti are not sufficiently
developed and are too risk averse to support the introduction of new
agricultural technologies. Very few lines of credit were granted and the
creation of rural credit institutions proved to be not sustainable due to the
lack of enough sustainable businesses in rural areas. Also, IFAD’s target
population (the poor) typically does not have the guarantees i.e. (collateral)
requested by banks92
. It is expected that once the smallholders improve
their income levels due to the innovative technologies, they could in the
future access the financing provided by local credit unions.
2010 Climate Change Strategy The first purpose of the strategy is to support innovative approaches to helping smallholder farmers
build their resilience to climate change. Priority will be to ensure that project identification, design
(including quality assurance), and implementation are based on an understanding of climate change
in a local context, how it affects different categories of poor rural people, and women as compared
with men. Rather than special treatment for climate change, this requires including it alongside other
relevant project risks and opportunities.
IFAD has done additional work compared to the IDB, especially with
respect to the climate risk assessment. Based on the extreme weather
events observed repeatedly in recent years (hurricanes Matthew in
October 2016, Maria and Irma in October 2017), IFAD’s Climate risk
assessment resulted in a high risk classification. This has led IFAD to
propose a special climate risk mitigation study (to be entirely funded by
IFAD, which has the objective to identify mitigating measures to be carried
out during project implementation), as well as to suggest the addition of an
environmental specialist to the PEU. All research projects under
92 The use of matching grants has also recently been accepted for an IFAD project (SAEP) in Grenada (an UMIC) and by the World Bank in Grenada and Saint Vincent and the Grenadines, based on evidence that commercial banks and credit unions remain reluctant to provide credit to the rural poor (because of high defaults on past loans and the recognition that farming is a high-risk sector).
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Component 1 will include climate considerations and foster adaptation and
mitigation measures. The proposed agricultural research topics will be
developed with the objectives to increase agricultural productivity and
enhance the resilience of production systems to various risks (climate
change, loss of fertility / erosion, water management / irrigation / flooding,
markets and commercialization, phytosanitary risks, etc.).
2011 Environment and NRM
Strategy
The goal of the ENRM strategy is "to enable poor rural people to escape from and remain out of
poverty through more-productive and resilient livelihoods and ecosystems". The purpose is "to
integrate the sustainable management of natural resources across the activities of IFAD and its
partners". In addition, the strategy highlights 10 core principles that call for IFAD's support to, among
which: i) Scaled-up investment for sustainable agricultural intensification; ii) Climate-smart’
approaches to rural development; iii) Greater attention to risk and resilience in order to manage
environment- and natural-resource related shocks; iv) Engagement in value chains to drive green
growth; v) Improved governance of natural assets for poor rural people by strengthening land tenure
and community-led empowerment; vi) Livelihood diversification to reduce vulnerability and build
resilience for sustainable natural resource management; vii) Equality and empowerment for women
and indigenous peoples in managing natural resources. Finally the policy includes best-practice
policy statements guiding IFAD's action in: Crop Production; Livestock; Value Chain; Biodiversity;
Land, Water; Fisheries and Aquaculture; Forestry; Energy, Infrastructure and Rural Finance.
PITAG recognizes the sustainability challenges facing of its interventions in
rural Haiti and based on lessons learnt from earlier programmes, has
included various actions to enhance sustainability. The most important
aspect of the programme that it promotes only environmentally sustainable
production technologies that will support productivity increase while
enhancing the natural resource base of the communities. This is done
while incorporating the identified climate risks and mitigation measures in
the intervention areas.
2012 Gender Equality and
Women's Empowerment
Policy
The policy aims at promoting gender equality and strengthen women’s empowerment in poor rural
areas. This will be achieved through three strategic objectives: Strategic objective 1: Promote
economic empowerment to enable rural women and men to have equal opportunity to participate in,
and benefit from, profitable economic activities. Strategic objective 2: Enable women and men to
have equal voice and influence in rural institutions and organizations. Strategic objective 3: Achieve
a more equitable balance in workloads and in the sharing of economic and social benefits between
women and men.
As a result of the gender gap assessment conducted by the IDB and of the
findings of the design mission, the following activities will be included in the
project, with the objective of reducing gender inequalities and promoting
women’s participation: (i) the programme will develop a comprehensive
communication strategy to reach women and youth, with a focus on those
who are not members of producers’ organizations and who do not have
access to mainstream channels of information. Alternative spaces for
disseminating information will be explored such as schools (by providing
information to children to take home), markets, water points, where women
tend to be more present than men. The programme will also ensure that
informal youth and women’s groups are invited to the information sessions;
(ii) financial resources will be allocated to five applied research projects,
with the objective of developing new agricultural technologies that are
directly targeted towards women’s needs or crops usually grown by
women; (iii) post-harvest technologies that are targeted towards
agricultural activities usually conducted by women (i.e. mills and moisture
meters) will be promoted; (iv) the agroforestry packages will include crop
varieties aiming to reduce food insecurity (such as moringa and mirlinton),
which are usually grown by female farmers; (v) the programme will include
affirmative action measures such as providing daycare services and
nutritious meals for children during training sessions and meetings; (vi) the
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programme will provide training on household methodologies to farmer
field schools’ facilitators, to enable them to introduce a module on intra-
household gender relations, engagement and empowerment of all
household members toward realizing a shared vision; (vii) a system of
quotas will be put in place to ensure that, for the IFAD-funded Department,
50 per cent of the packages are reserved for women farmers and that
within each group, 20 per cent are under the age of 25; and (viii) the
Programme will be monitored and evaluated using sex-disaggregated
indicators.
2016 Mainstreaming Nutrition IFAD is requested to work to achieve the following strategic outcomes:(i) Nutrition-sensitive projects
shape agriculture and food systems in ways that contribute to nutritious diets; (ii) Projects promote
behaviour-changing communications to improve food choices and related preparation and post-
harvest practices; (iii) Projects promote the equality and empowerment of women in ways that help
them improve nutrition for themselves, their children and their families; (iv) Activities in policy
engagement, advocacy and partnerships, as well as research and knowledge management,
contribute to better governance, a supportive enabling environment for projects and more effective
projects.
PITAG will not be classified as one of the nutrition-sensitive projects in
IFAD's portfolio. However, a module on nutrition and dietary diversity in the
Farmer’s Field School will promote the cultivation of high value nutrition
crops and develop capacity on healthy diets.
2017 Mainstreaming Youth Investing in and harnessing the potential of rural youth will be essential to sustain dynamic rural
economic growth in the future, making them a priority group for IFAD. Increasing attention to rural
youth, particularly in countries where strong rural population growth is projected, will also be
important to mitigate pressure on land, natural resources and labour markets, and stem
unmanageable patterns of rural-urban migration. In promoting youth-sensitive development, IFAD
will more consistently incorporate the needs and aspirations of young people into its operations, and
pay closer attention to identifying and creating rural employment and enterprise options appropriate
to them, in both the farm and the non-farm sector.
To ensure that technological packages distributed through the programme
are relevant to this group, IFAD will conduct a study in the South to identify
attractive activities for young women and men, in view of promoting
specific packages and/or adjusting the technological packages offered
based on the results of the study.
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Operation description
1. The Government of Haiti and IDB have agreed on enacting a Program for Technology Transfer
for Small Farmers (PITAG), with the objective of contributing to improved sustainable agricultural
income and food security. The executing agency will be the MARNDR, specifically through the
existing Program Executing Unit (PEU) that managed the “Technology Transfer to Small Farmers
Program” (PTTA) and “Reinforcement des Services Publics Agricoles (RESEPAG)”, which was
established under PTTA – a similar operation. PITAG builds on lessons learned from PTTA, in
particular it will provide a menu of technologies that contribute to climate change adaptation and
environmental protection, reforestation of mountainous areas to reduce soil erosion and generate
strong positive environmental externalities.
2. PITAG is comprised of two main components, (i) applied research and training for the
development and adoption of sustainable agriculture technologies, including the institutional
strengthening of the MARNDR Innovation Directorate; (ii) the promotion of the use of sustainable
agriculture technologies by smallholder farmers in Haiti. IFAD is joining the project by financing the
intervention in the southern department in the region of Les Cayes (see orange section in Figure 1).
3. Component 2 of PITAG will offer some of the technological packets that were financed in
PTTA. These “packets” constitute a range or “menu” of crop system types that the farmer can select
according to their preference and local conditions to promote agroforestry and perennial crops.
Specifically, PITAG will offer seven technological packets: jardin créole packet (agroforestry with
avocado, coconut, mango, cashew, fuelwood, yam, banana, pineapple crops); cocoa packet; fruit tree
packet (including off-season mango and avocado varieties); sugar cane packet (for artisanal sugar
and syrup production); pineapple cane packet; timber wood packet; fodder/feed packet. In the South
Department, in which IFAD financing will be applied, five technological packages will be offered
(excluding the sugar cane and pineapple cane packets).
4. Project Location: The MARNDR decided to group the intervention within four regional blocks.
These blocks will be tendered separately to recruit service operators (OPS).
Block 1: the municipalities of Artibonite and North (except Lemonade and Quartier
Morin);
Block 2: the communes of North East and the communes of Limonade and Quartier
Morin;
Block 3: the communes of the Southern Department;
Block 4: the communes of Grande Anse.
5. IFAD activities will be concentrated in the Southern Department. The total area of intervention
at the end of year five is shown in figure 1 (Orange area).
Figure 1. PITAG intervention area, from IDB methodology to
determine the number of technical packages per communal
section (Orange area)
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I. Major landscape characteristics and Issues (Social, natural resources, and climate)
A. Socio-economic context
6. General Overview. The Republic of Haiti, is a country located on the island of Hispaniola in
the Greater Antilles archipelago of the Caribbean Sea. It occupies the western three-eighths of the
island, shared with the Dominican Republic. Haiti is 27,750 km2 in size and has an estimated 10.8
million people 93, making it the most populous country in the Caribbean Community (CARICOM) and
the second most populous country in the Caribbean as a whole. The country has a high density of
382/km2, 56% higher than Dominican Republic and 72% higher than Cuba. Haiti has been identified
as an extremely fragile country by IFAD (included in the list of countries with most fragile situations).
With a GDP of $7.897 billion and a GDP per capita of $818, Haiti is one of the world's poorest
countries and the poorest in America; corruption, poor infrastructure, lack of health care and lack of
education are cited as the main sources of poverty. The economy receded after the 2010
earthquake due to the extensive damage to infrastructure and the subsequent outbreak of cholera.
Haiti ranked 163rd of 182 countries in the 2016 United Nations Human Development Index, with
57.3%94 of the population being deprived according to at least three of the HDI's poverty measures.
7. Land Tenure. MARNDR does not have an official register for Land rights. Land properties have
long favored those with access to title, which is granted through surveyors, lawyers, and notaries. The
legal system’s inability to efficiently resolve land disputes and the outdated cadastral map collude to
further inhibit land rights. Land conflicts are mostly in the north and in the Antimonite region, while
IFAD’s intervention area in the South Department has a clear land property system with no land
conflicts in recent years.
8. Migration pattern. Haiti is experiencing a strong emigration rate (1.5 migrants/1,000 population
every year), who constitute a diaspora and a large migrant population moving mostly in the Caribbean
region, particularly to the Dominican Republic and to the United States, Canada, France and more
recently to countries in South America, such as Chile, Ecuador and Brazil (according to the NGO
OREB). Haitian emigration is not an exclusively international phenomenon; with reference to the
southern department, internal migration represents a significant portion of all population movements,
with consistent flows moving from the countryside to Les Cayes, and to the capital Port-au-Prince.
9. Health. Haiti reports some of the world’s worst health indicators, which continue to inhibit the
country’s development. While Haiti has struggled with poor health outcomes for generations, the
health system was further debilitated by the 2010 earthquake, which demolished 50 health centers,
part of Haiti’s primary teaching hospital, and the Ministry of Health. Only a few months later, Haiti’s
health care network was further strained by the country’s first cholera outbreak in a century. In the
wake of hurricane Matthew (2016), significant challenges remain to increase access to and utilization
of improved water and sanitation services, which are key to improving health and well-being.
10. Pollution. In Haiti’s urban areas, waste management is a major challenge, especially in Port-au-
Prince, the largest city in the world without a sewer system. In the South region, solid waste clogs
urban waterways and leads to the spread of waterborne diseases. Landfills are few and do not meet
the needs of most municipalities. Medical waste is frequently left untreated. With incinerators in
disrepair waste is often dumped into open pits to burn or float away during flash floods.
B. Natural resources management
11. Deforestation and soil erosion. In 1923 over 60% of Haiti's land was forested. Since then
deforestation has been significant and is commonly seen as a severe environmental problem.
93 "World Population Prospects: The 2017 Revision". ESA.UN.org (custom data acquired via website). United Nations Department of Economic and Social Affairs, Population Division. Retrieved 10 September2017. 94 http://hdr.undp.org/en/countries/profiles/HTI
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Haitians burn wood charcoal for 60% of their domestic energy production.95 In 2006, the country was
claimed to have less than 2% forest cover.96 Although significantly deforested, this estimate was
challenged as being incorrect due to unsubstantiated research. Recent in-depth studies of satellite
imagery and environmental analysis regarding forest classification conclude that Haiti has
approximately 30% of tree cover (Tarter et al)97. Nonetheless, the unsubstantiated 2% estimate has
been widely circulated in the media and in discourse concerning the country.98 The most direct effect
of deforestation is soil erosion with an estimated 15,000 acres (61 km2) of topsoil that are washed
away each year99, with erosion also damaging other productive infrastructure such as dams, irrigation
systems, roads, and coastal marine ecosystems.100 Soil erosion also lowers the productivity of the
land, worsens droughts, and eventually leads to desertification, all of which increase the pressure on
the remaining land and trees.101 The soil erosion released from the upper catchments and
deforestation have also caused periodic and severe flooding in Haiti. In May 2004, floods had killed
over 3,000 people on Haiti's southern border with the Dominican Republic.102
12. Biodiversity. In spite of severe environmental degradation problems, Haiti has, together with the
Dominican Republic, the second most diverse flora in the Caribbean (CBD, 2017). Floristic studies
among the vascular plants invariably reveal new species, particularly in biologically rich areas. The
island of Hispaniola is home to more than 6,000 species of plants, of which 35% are endemic.
Concerning Fauna, overall the Haitian landscape hosts, according to the Holdridge classification
based on climate factors, a total of nine zones, which supports the diversity of forest formations. The
country boasts a rich fauna as well, with more than 2000 species of vertebrates, of which 75% are
considered endemic; and 220 species of birds. The country's originally high biodiversity is due to its
mountainous topography and fluctuating elevations, in which each elevation harbors different
microclimates. The country's varied scenery includes lush green cloud forests (in some of the
mountain ranges and the protected areas), high mountain peaks, arid deserts, mangrove forest, and
palm tree-lined beaches.103 Some of the major factors and driving forces that have contributed to
biodiversity loss in Haiti include: poverty and population growth that negatively impact natural
ecosystems and drive the erosion of biological diversity; introduction of alien species; habitat
fragmentation due to increasing pressure from the agricultural sector and other human activities
(CBD, 2017).
13. Conflicts over the use of resources. in the Southern region, the Macaya National Park
(established in 1983) contains Haiti's last primary forest and is a hot spot of global biodiversity,
containing endemic species of orchids, mammals and the largest concentration of endemic
amphibians in the world. Makaya National Park is also an important source of fresh water. The rainfall
here equates to an average of 4,000 mm3 per year, feeding the seven major rivers in the
southwestern peninsula of Haiti with fresh water. Unfortunately, timber harvesting for the coal and
construction industries, as well as the burning of the forest for agricultural and pastoral land
expansion are some of the biggest threats to the forests of Makaya National Park. This has led to
environmental degradation, deforestation and landslides, and accelerated erosion of the mountain soil
and ecosystem. Platon formons and Lepretre Cannon are two villages that are particularly affecting
95 Jake Kheel. "The charcoal war". LatinAmericanScience.org. Retrieved 13 February2017. 96 Country Profile: Haiti. Library of Congress Federal Research Division (May 2006). This article incorporates text from this source, which is in the public domain. 97 "Haiti Is Covered with Trees". EnviroSociety. Tarter, Andrew. Retrieved 19 May 2016. 98 O'Connor, M.R. (13 October 2016). "The world’s favorite disaster story - One of the most repeated facts about Haiti is a lie". VICE News. Retrieved 13 February2017. 99 Malik, Boulos A. "Forestry". A Country Study: Haiti(Richard A. Haggerty, editor). Library of CongressFederal Research Division (December 1989). This article incorporates text from this source, which is in the public domain. 100 Activity Data Sheet: Haiti – Environmental Degradation Slowed, 521-S002. USAID FY 2000 Congressional Presentation. This article incorporates text from this source, which is in the public domain. 101 Malik, Boulos A. "Forestry". A Country Study: Haiti(Richard A. Haggerty, editor). Library of CongressFederal Research Division (December 1989). This article incorporates text from this source, which is in the public domain.[1] 102 "Deforestation Exacerbates Haiti Floods". Usatoday.com. 23 September 2004. Retrieved 24 July2013. 103 Kiskeya Alternative http://kiskeya-alternative.org. "Can Haiti dream of ecotourism ? - Paul Parisky, Kiskeya Alternativa's publications". Kiskeya-alternative.org. Retrieved 2010-01-14.
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the Makaya Park. Stimulating socio-economic development in the lower altitudes is crucial to address
these threats. Aimed at supporting the management and healthy development of the park in the
future, the Makaya National Park Management Plan was adopted thanks to the efforts of UNEP and
other organizations in 2015. The Macaya National Park Management Plan provides an overview of
specific efforts to improve the standard of living of the population living around and within park
boundaries, as well as to ensure the protection and regeneration of the park's natural resources.
14. General Overview of the IFAD project Area. 8 communes in the South department (Les Cayes,
Torbeck, Chantal, Coteaux, Port-a-Piment, Chardonnieres, Les Anglais et Tiburon) mainly divided in
the following four areas:
15. (i) The plains of Cayes. (approx. 35.000 ha) The plain in the South totals more than 5,000
hectares. The irrigated areas of the project are around the permanent river known as the South
Ravine (Avezac perimeter) and produce mainly maize, hot pepper and livestock. This area recurrently
suffers of water shortages and has been severely affected by a drought in 2015. The area is also
characterized by a strong and uncontrolled process of urbanization.
16. (ii) The area of Torbeck. The lower part is mostly irrigated for rice-growing purposes, with the
newly built irrigation systems having been financed by the Taiwanese cooperation through the
Torbeck Rice Production and Marketing Project. This area is also characterized by an abundance of
water, with reduced drainage systems resulting in increasing soil salinity. In other irrigated areas, the
cultivation of cereals, maize and sorghum in pure cultures dominates. Beans and vegetable crops are
present between November and April (leek, carrot, tomato, amaranth). In rain fed areas, rainfall is
between 1300 and 1600 mm and there are associated crops of maize, sorghum and Congo pea
(Cajanus). The crop rotation results in higher risks of soil degradation and flooding in higher altitudes,
since the absence of perennial roots in steep slopes increases the risk of landslide and soil nutrient
retention (i.e. closer to the Makaya National Park).
17. (iii) The Chantal Commune. Usually between 200 and 600 m above the sea level, the annual
rainfall is in the range of 1400 to 2000 mm. The lower section is characterized by irrigated systems
with some water shortages in the dry seasons. A major issue in this area is the expanded river bed
characterized by strong accumulation of debris in the river beds. Although seriously affected by
hurricane Matthew, the highlands are characterized by extensive agroforestry systems, producing
mangoes, breadfruit, avocados, citrus fruits, cashew nuts and forest trees. The National Water
Management Plan baseline study indicates that more than 50% of the South Ravine watersheds have
significant tree or shrub cover. Banana, yam and beans are planted on the lower floors of the plots
under tree cover. Further up towards the Carrefour Cannon section lies the Makaya National Park
buffer zones characterized by very steep inclinations (higher than 30%). The river bed lies at the
same level of the road with a high amount of sediment and stone – implying a high risk of flooding.
Furthermore, human pressure is exacerbating the risk of erosion due to the deforestation of internal
zones of the park for fuel wood, and the subsequent plantation of black beans and tuberous that
decrease soil stability.
18. (iv) Camp-Perrin. The production of wood for sale in Cayes and Port-au-Prince of poles, boards
and coal is also significant in the municipalities of Camp-Perrin. The main forest species are ash,
cassia, acacia and Honduras oak. The last three are species introduced by projects in the 1980s and
then domesticated by farmers. Note also for multi-year crops, the recent extension of Napier
(elephant grass) crops for grazing cattle, which allow up to three harvests per year of tall grass in the
lowland areas in the gullies. Annual crops are mainly maize in association with beans and sweet
potatoes in the wetter parts, and in association with cassava and pigeon peas in the lower rainfall
areas.
C. Climate
19. This section assesses the overall climate in Haiti adding where possible a small note on IFAD
project area.
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20. Current Climate. Thanks to the orography, the climate of Haiti can be divided in two: in the
mountainous regions of Haiti the subtropical climate prevails, whereas the tropical regime dominates
in the plains. The island is subject to variability caused by El Niño conditions. The rainy season is
long, especially in the northern and southern parts of the island, with two sharp peaks occurring
between March and November.
Figure 2. Average temperature trends °C/Decade) for the period 1970-2013. Black dots show trends 95% significant
Figure 3. Average monthly rainfall (mm) between the years 1970-2013
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Figure 4. Trends on average decade rainfall. Black points show significant trends above 95%
21. Past trends. The trend of temperature for the period 1970-2013 shows major values at
0.1°C /decade only in the north and south of the country (Fig. 2). The major value is 0.14°C/decade.
Considering a constant increase of 0.12°C/decade means that in 100 years the average temperature
will have increased by 1.2 degrees (PANA, 2017).104.
22. The average monthly precipitation for the period 1970-2013 indicates that the precipitation
varies between 70 and 190 mm/month depending on the region considered (Fig. 3). The wetter
regions are in the south (IFAD Region), while the drier ones are in the north.
23. The precipitation trend indicates that there were no major changes in the mean precipitation
between the years 1970-2013. Increased precipitation trend values (Fig. 4) are significant only in the
south-east of the country during the summer (June-July-August) and in the south-central region of Les
Cayes (IFAD intervention area).
24. Future Projections. Analysis of the change of temperature in the future shows a very clear
signal (according to the model PRECIS forced by Echam105) that the average annual temperature will
increase between 2.8°C and 4.7°C for the end of the century (decade 2090-2100) according to one
scenario and between 1.6 and 4.2 ° C depending on another scenario106. This warm-up will be faster
in the warmer seasons (JJA and SON), but will also be very important in the other two quarters of the
year. The regions in the east of the country will be those in which temperatures increase most, while
the region in the west (including IFAD’s project area) appear to have a lower increase in temperature.
Very similar results are produced by PRECIS when forced by Hadley107, which reinforces the reliability
of the results. The analysis of precipitation, on the other hand, does not show a very clear signal: the
results of the model do not show a significant change by 2030. By 2050, Rainfall projections show
decreases in rainfall during June-August, while rainfall projections during the remainder of the year
104 FAO, 2017. Plan d'action national d'adaptation en Haiti. 105 http://precis. caribbeanclimate.bz/countries-outputs IFAD andince-resence outside the capital. 106 Martin Saraceno, Analyse Climatique d’Haiti - Table 1 and Figure 1.1, AII. FEM, PNUD, 2014 107 Martin Saraceno, Analyse Climatique d’Haiti - Table 1 AII. FEM, PNUD, 2014
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are less certain [GFDRR]. Under RCP4.5 projections, the ensemble median projection for annual
rainfall at mid-century is approximately the same as the historical baseline, with small decreases in
some months [CCKP]. Under RCP8.5 projections, the ensemble median projection for annual rainfall
at mid-century is a decrease (country-wide) between May and November. The total annual projected
decrease in precipitation under this scenario is approximately 43 mm (USAID Climate factsheets).
25. Effects of climate change. Haiti’s position as a Small Island Development State (SIDS) makes it
particularly vulnerable to the effects of climate change. Factors that make Haiti more vulnerable than
other Caribbean nations, such as the Dominican Republic, are its higher population density, extensive
deforestation, extreme soil erosion, and high income-inequality.108 Several effects of climate change
that Haiti is already experiencing include increased average temperatures, sea-level rise, increased
intensity of tropical storms, depleted coral reefs, and desertification. The combination of increased
temperatures and decreased rainfall will likely lead to the intensification of drought conditions,
especially in the center of the country (USAID, Haiti climate factsheets)109. According to the World
Bank CC knowledge portal110, climate change predictions for 2050, more than 50% of Haiti will be in
danger of desertification. The frequency of hot days and nights has increased, while the frequency of
cold days and nights have steadily decreased (USAI Factsheet). Sea-level rise is projected to rise
between 0.13 and 0.56m by 2090111. The US Climate Change Science program estimates that with
each 1-degree Celsius increase in temperature, hurricane rainfall will increase by 6-17% and
hurricane wind speeds will increase by 1-8%.
26. Effects on Agriculture. Roughly 40% of the total land in Haiti is farmed, with agriculture being
the basis of the country’s economy. Given agriculture’s high dependence on natural ecosystem
services, farming systems are at high risk to be negatively affected by climate change and climate-
induced shocks112. Figure 5 shows the national multi-risk vulnerability map produced in 2009 and we
can observe the high vulnerability present in IFAD’s intervention area in the South.
Figure 5. 2009 national multi-risk vulnerability map. Source: CNSA/FEW NET
108 Sheller, M., & Leon, Y. (n.d.). Uneven socio-ecologies of Hispaniola: Asymmetric capabilities for climate adaptation in Haiti and the Dominican Republic. Geoforum. Retrieved from ScienceDirect database. 109 USAID - Climate Change Information Fact Sheet HAITI 110 Climate Change Knowledge Portal". sdwebx.worldbank.org. Retrieved 2016-11-13. 111 "Climate Change Knowledge Portal". sdwebx.worldbank.org. Retrieved 2016-11-13. 112 Rhiney, Kevon (2015-03-01). "Geographies of Caribbean Vulnerability in a Changing Climate: Issues and Trends". Geography Compass. 9 (3): 97–114. ISSN 1749-8198. doi:10.1111/gec3.12199.
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27. Climate change increases the risks of hunger and has a significant impact on the lives and
livelihoods of the most vulnerable and food-insecure communities, particularly the rural poor. It is
estimated that 6.6 million people out of a total population of 10.2 million are food insecure, including
4.0 million in rural areas and 2.6 million in urban areas. Of this total, 5.1 million people are moderately
food insecure and 1.5 million are severely food insecure, affecting 52% of women (IFAD, 2012).
28. Food security is poor in the immediate aftermath of natural disasters, and more erratic and
unpredictable rainfall will place strain on the agriculture industry in the future. Following the hurricanes
of 2012, about 70% of Haitian residents reported suffering from moderate or severe hunger, and more
than two thirds of farmers reported having crops destroyed, losing materials to plant new crops,
and/or losing farming equipment.
29. An early warning system (EWS) to aid farmers in preparing for these natural disasters would be
an efficient way to reduce the impact of storms on the agricultural system. The on-going IADB
financed “Natural Disaster Mitigation Program II” (USD 47 million) includes the development of a
simple community-based EWS. The farming sector will also have to build resilience against drought
and water scarcity as rainfall patterns change. Drought particularly affects the Northwest, Antimonite,
and Centre departments of Haiti. Erratic rainfall patterns and poor water management infrastructure
cause droughts, which destroy crops, reduce agricultural production, and decrease food security.
30. IFAD intervention area is not historically prone to drought, yet, in 2015 a severe drought has
affected the area of Les Cayes and Les Anglais. Improved infrastructure could play a role in
increasing food security, as Haiti largely relies on small rural farms and struggles to transport enough
food from the countryside to village markets and urban centers. Specific improvements needed to aid
the Haitian food system are improved public infrastructure and more paved roads.113
31. Natural Disasters. As a small Caribbean island, Haiti is often the victim of intense natural
disasters such as hurricanes, tropical storms, and earthquakes, which have a large impact on both
Haiti’s environment and its citizens.
Figure 6. Hurricane trajectories 1953-2015 (MPCE, PNUD. 2017)
32. Figure 6 shows the trajectories of the hurricanes since 1953 and it can be observed that the
four project areas have been affected by hurricanes. Hurricane Matthew of 2016 and the two 2017
hurricanes Irma and Ophelia (that did not affect Haiti in a severe way) are not included in figure 6. The
113 Kolbe, A., Puccio, M., & Muggah, R. (2012, December). After the storm: Haiti's coming food crisis. Retrieved from Eldis database.
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intensity of Atlantic hurricanes in Haiti has increased substantially since 1980. These storms
frequently result in loss of human life, loss of livestock, destruction of agriculture, soil erosion, a spike
in water-borne diseases, and decreased food security.114 Tropical storms often also lead to flooding,
which is one of the leading causes of vulnerability in Haiti. In particular, flooding often occurs in Haiti’s
most populous cities, which are located in valleys along the coast. Large amounts of rain, barren hills
resulting from deforestation, and poor drainage infrastructure leave Haiti especially susceptible to
flooding after tropical storms.115
33. From 1980-2009, Haiti had more deaths due to natural disasters than any other country in the
insular Caribbean116. The majority of deaths were caused by flooding or landslides, which resulted
from the heavy rains of tropical storms combined with the steep slopes left uncovered from
deforestation.117 Poor infrastructure makes it difficult for people to cope with natural disasters on a
basic level. A significant reason why other Caribbean countries experience lower death rates than
Haiti is that their investment in physical infrastructure and human resources have led to risk reduction
and successful disaster risk management.
34. On January 12, 2010 a magnitude 7.0 earthquake struck Haiti about 15 kilometers southwest of
the capital, Port-au-Prince. A United Nations report estimated that more than 222,000 people were
killed and almost 2.3 million were left homeless. The Departments of West and Nippes (Southern
Haiti) were most directly affected by the earthquake. The earthquake caused severe damages to
homes, potable water supplies, and infrastructure. There were significant losses of seeds, agricultural
tools and livestock.
35. On October 4, 2016 Hurricane Matthew hit Haiti near Les Anglais (IFAD project area), making it
the worst hurricane to strike the nation since Hurricane Cleo in 1964. With all of the resources in the
region destroyed, Haiti received aid from the United Nations of around US$120 million. The death
total was approximately 3,000 and thousands of people were displaced due to damage to
infrastructure. Also, the cholera outbreak has grown since the storm hit Haiti and only recently
appears under control . With additional flooding after the storm, cholera continued to spread beyond
the control of government officials. The storm also caused damage to hospitals and roads which
created a larger problem in helping victims and moving resources. IFAD’s PITAG project intervention
area has hence been strongly impacted by the devastation and damage that Hurricane Matthew
caused.
II. Potential project’s social, environmental, and climate change impacts and risks
A. Key potential impacts
36. The project is expected to have positive environmental and social benefits including improved
critical ecosystem services, such as soil and water retention capacities of the watersheds, that
prevent flooding and losses of soil fertility. Through the development of agroforestry systems, PITAG
and its technological packets will promote reforestation of watersheds, contributing to healthy
ecosystem services, as well as carbon sequestration to combat climate change. The project is
intended to also have positive socio-economic impacts on rural populations including improved food
security and incomes, as a result of improved agricultural productivity and income/crop diversification.
There are no direct negative impacts foreseen in this project. There is no risk of resettlement in this
operation nor any risk of loss of livelihood. IFAD Indigenous Peoples policy is not triggered. There is
no risk of use of pesticides or excessive pollution.
114 "Climate Change Knowledge Portal". sdwebx.worldbank.org. Retrieved 2016-11-13. 115 "Climate Change Knowledge Portal". sdwebx.worldbank.org. Retrieved 2016-11-13. 116 Rhiney, Kevon (2015-03-01). "Geographies of Caribbean Vulnerability in a Changing Climate: Issues and Trends". Geography Compass. 9 (3): 97–114. ISSN 1749-8198. doi:10.1111/gec3.12199. 117 Rhiney, Kevon (2015-03-01). "Geographies of Caribbean Vulnerability in a Changing Climate: Issues and Trends". Geography Compass. 9 (3): 97–114. ISSN 1749-8198. doi:10.1111/gec3.12199.
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37. The main environmental and social concerns have a limited risk. However, possible impact and
mitigation measures are included in the ESMP matrix in annex 2. These risks include:
(i) Water quality and availability
a. Related Activities: Motor water pumps (600 pumps) for irrigation purposes will be
provided in the PITAG project.
b. Potential Impacts: Overuse and exploitation of water sources that impact the quantity,
quality or availability of water resources. This risk is present in the IFAD intervention area
since 206 pumps will be distributed in the South. The Risk is limited since the Region is
characterized by an sufficient amount of water.
c. Mitigation Measures: (i) Prepare a Water Resources Assessment to determine water
sources, which will be included in the climate risk assessment; (ii) monitor water
resources based on baseline from the assessment; (iii) in case the water need
assessment deems it necessary, further mitigation techniques could be: (a) Information
dissemination on adequate water pump use; (b) limit the number of water pumps (c) use
the Cocoon planting technique 118 (see ESMP in Annex 2).
(ii) Overlap of protected and project areas
a. Related Activities: PITAG zones of intervention could occur near protected areas (i.e. the
buffer zone of the Makaya Park), which may conflict with the objectives of protected area
management plans (particularly, the protection of biodiversity).
b. Potential Impacts: Conflict with protected areas; detriment to conservation efforts; loss of
biodiversity; disequilibrium of natural flora and fauna.
c. Mitigation Measures: (i) Protected area zoning limits and buffer zones must be
respected; PITAG will ensure that no intervention is executed within a protected area but
only in the buffer zones; in protected areas with a management plan, the intervention
area will only be within the agricultural approved zone (i.e. according to the management
plan119); (ii) Monitoring to ensure zero deforestation (both inside and outside of
protected areas); (iii) follow the operative objective (12th) of the Makaya national park,
which clearly states: ”Diversify income sources and promote sustainable agriculture for
soil restoration and woody cover in the buffer zone of the park”, this objective is clearly in
line with PITAG general objective; (iv) Proper consultation and coordination between the
PITAG executing agency and park management authority is vital (See National
management plan of the Macaya Park and of the region of Lepretre Cannon and Platons
Formon). According to the NGOs ORE and OREB, the area in the buffer zones of the
Makaya national park has no background in the use of agrochemicals. No pesticides or
fertilizer are foreseen under the PITAG packages, while capacity building activities
(including Farmer Field Schools) should promote sustainable practices free of pesticides
and fertilizer.
(iii) Introduction of invasive species
a. Related Activities: There is certain concern that the energy forest packet (one of the
technological packages foreseen under PITAG) will promote the use of invasive species.
In particular, this energy forest package is suitable for less fertile soils or drier hillsides in
those municipalities, where food crops are riskier and less productive. It has the
advantage that it offers a guaranteed income even in the drier year.
118 Land Life Company’s Cocoon technology is a 100% biodegradable incubator for young tree seedlings that is used to plant trees in dry and degraded areas, using only 25 liters of water per tree one-off. 119 See Makaya national park management plan, produced by UNEP in October 2015.
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b. Potential Impacts: Disequilibrium of flora and fauna; loss of biodiversity; disruption of
ecosystem services and other natural capital including water supply; economic costs
associated with eradication/removal of invasive species. Yet, it is important to balance
the costs and benefits of the energy forest package. Some species entail a higher risk
and are already causing damages in the Park buffer zones (see Azadirachta indica, also
called Neem tree). Other species entail a lower risk, like Lysiloma latisiliquum (Acacia)
and Senna siamea (Cassia). The Management Plan of the National Park includes the
following two objectives that are related to the Energy package:
(i) Diversify sources of income and promote sustainable agriculture for soil
restoration and increased wood cover in the park buffer zone.
(ii) Develop other alternatives to the production and use of coal in the central and
buffer zones.
c. Mitigation Measures: (i) IDB’s ESMP proposes that, in the first year of the project, the
energy forest packets will not be provided to beneficiaries. During this period, more
research will be done to determine the impact and find other plants that can be
introduced as a substitute to possible invasive species. Before the research is
conducted, the energy package will not be used in the Buffer zone of the park.
(ii) The Energy Package will be mostly composed of Catalpa longissima, Guaiacum
sanctum or Cedrela odorata, which are native species of Haiti (John MacLaughlin, Native
Woody and Herbaceous Plants to Haiti, undated). This means that only these species
should be used, while for the Acacia and Cassia their use would only be allowed
following ESG approval of a Risk Analysis, Management Plan and Monitoring Plan.
(iv) Lack of quality in planting material
a. Related activities: Difficulties in ensuring a supply of healthy plants and varieties adapted
to the different micro-environments.
b. Potential Impact: coffee cultivation in Haiti has been affected for fifteen years by a
number of parasites and pathogens: rust, bark beetles, nematodes and soil rots. Plants
have been attacked by rust from the nursery stage and have little chance of survival.
Infestations of nematodes and root rot are difficult to control in the Haitian context.
c. Mitigation Measures: long rotations, lime applications or large pruning’s; plant only
species properly adapted to the area. Learn the cultural requirements of trees, and
provide proper care to keep them growing vigorously. Healthy trees are less likely to be
attacked and are better able to survive attacks from a few bark beetles. Adopt bark
beetle control measures, which need to be generalized to all farmers in an area, and not
just to project beneficiaries, to be effective. A mixture of tree and shrub species in
planted landscapes will reduce the mortality resulting from bark beetles and wood
borers.120 Include criteria in the Terms of Reference of suppliers, including the quality
check of planting material.
(v) Risk of adequate selection of species by geographical area
a. Related Activities: The demand driven supply of technology packages could be
inappropriate. The effects of climate change on agroforestry and agricultural productivity
may lead to low yields.
b. Potential impact: Climate variability may strongly affect the expected revenues. For
example, recent studies on the impact of climate change in Haiti highlight that higher
temperatures will strongly affect the productivity of coffee trees in low mountain areas
120 http://ipm.ucanr.edu/PMG/PESTNOTES/pn7421.html
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and that the right altitude for coffee plantation varies with climate change. A similar issue
could also affect other species/varieties.
c. Mitigation measures: Assess the opportunities of investing in the various crops (e.g.
evaluate the possibility of replacement of coffee by cocoa since it appears to be less
risky in the low and medium altitude zones, Eltzinger, A. et al, 2014). The detailed
climate risk assessment is expected to provide more detailed recommendations for the
appropriate selection of species/varieties.
B. Climate change and adaptation
38. The project is expected to have a positive impacts on agriculture, supporting its capacity to
adapt to climate change. A detailed disaster and climate risk assessment (DCRA) will provide
recommendations on how to minimize the effect of climate change on the project itself. Its purpose is
to identify and evaluate potential natural and manmade project risks that could affect Component 2.
39. There are several natural hazards that could potentially affect the project outcome: water
scarcity, extreme climate event (flooding/drought, landslides, hurricanes), which all result in a loss of
soil fertility. The DCRA will evaluate the risks related to the project and its surrounding environment
and communities. It will include a Disaster and Climate Risk Management Plan (DCRMP), which will
cover the management of the disaster risks during project monitoring and execution.
• Disaster risk represents the losses that can be experienced due to extreme events from
natural hazards. A WB methodology will be used to assess the production losses due to
natural hazards using historical data;
• The Climate Risk Assessment will provide: Recommendations for the packages
(species/varieties) based on a vulnerability map; water resource efficiency measures for
each commune, including the Cocoon technology, if needed, and recommendations on
the location suitability for each package.
40. The DCRMP should develop a process for the PITAG beneficiaries to form common objectives
and activities that promote planning, preparedness, and response to natural hazard events and
maximize opportunities for climate change adaptation.
41. A vulnerability map will be prepared with an assessment of the populations within the project
areas that are particularly vulnerable under present climate variability and projected climate change.
This map should enable prioritisation of geographic areas for PITAG interventions. Another set of
baseline maps used for the production of this vulnerability map need to be annexed to the analysis.
This set of baseline maps includes:
Map Groundwater availability (levels, yield, water availability and quality);
Map of vegetation cover (including woody and herbaceous layers) and - if available -
vegetation cover trends (min. 250m resolution) including surface topography and area
with major risk of landslides;
Mapping of key Infrastructure (road networks, irrigation systems, rural roads at flood
or/and erosion risk).
III. Environmental and social category (A, B, C)
42. The project should qualify for category B, since it includes Agroforestry Expansion with positive
environmental and social effects and no significant negative effect. Even if the project is in part
located in a sensitive area (the buffer zone of the Makaya Park), its objective is aligned with the
objective of the park management plan and it will have a positive impact on the environment, since it
foresees large-scale soil and water conservation measures. No major infrastructures works are
foreseen (also excluding small and medium dams), but only the use of pumps for irrigations (see
Annex 1 for full screening checklist).
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IV. Climate risk category (High, Moderate, Low)
43. The Climate risk classification is “High”. This is due to the fact that the project is located in an
area prone to earthquakes, hurricanes and other tropical storms, inland flooding, drought, and
landslides, and the likely severity of the impacts on the project is high. Proposed risk management
measures will be included in the detailed Disaster and Climate Risk Assessment (DCRA), which will
also include the Water Resources Assessment to determine water sources availability in the present
and in the future.
44. Disaster risk management aspects derived from lessons learned under the previous program
PTTA have been included in the design of PITAG. The proposed project will address some of the
climate related risks through reforestation (which will reduce flooding and landslides) or plant species
(natives or hybrids) that are more resilient to climate change and hurricanes. In addition, the result of
the disaster risk assessment is expected to be known prior to the first disbursement of IDB, while the
DCRMP will be ready before the first disbursement of IFAD. This will assist the project to address the
specific disaster and climate risks.
V. Recommended features of project design and implementation
A. Environment and social measures
45. Recommendations to mitigate negative impacts are included in the previous section “Key
potential impact” and in the ESMP in annex 2. In this section recommendations to maximize the
positive impacts of PITAG are provided.
46. It is proposed to fully integrate in the project the approach, measures, lessons learned, and
best practices of the EU funded “Projet de development Rural” (PDR) and of the FAO project “Appui
au programme de Production et de Commercialisation de Semances de Qualité”. Attention should
also be paid to the “Green Economy Report in the South Region” produced by UNEP in 2015 121 in
order to assess value chain opportunities that could be up scaled by the project and to ensure proper
access to markets. This integration would allow to upscale and expand best practices in terms of
environmentally-sound technologies and participatory and capacity development tools, with a gender
focus at the national and local level.
47. It is also recommended that the project considers the upscaling of the most promising validated
technology packages released by FAO in the North of Haiti, such as:
- water use efficiency and rehabilitation of irrigation and drainage infrastructure (included in
the water resources assessment);
- integrated pest management and organic fertilization practices for mango (to be included in
the capacity building practices in the field);
- processing of crop (to be included in the gender and youth study, considering the
processing of added value packages for women from poor households);
- post-harvesting infrastructure and equipment to reduce the perishability of product (to
generate added value and access to value chain).
48. From the social point of view, PITAG should capture the need to promote diversification of
income sources in order to support rural livelihoods and build socio-economic resilience, by reducing
the risk of income losses caused by climate change (in this respect, the disaster risk assessment plan
will provide quantitative data on the historical economic losses caused by natural hazards).
121 UNEP. 2016, Étude sur les filières agricoles et le verdissement de l’économie dans le Département du Sud
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49. In addition, the strong role played by local NGOs coming from a humanitarian background and
specializing in reaching out to women (especially female-headed households) in project
implementation is expected to ensure attention to gender equality and women’s empowerment.
50. To support farmers’ participation and capacity development, the implementation of effective
methodologies successfully applied in Haiti during the PDR in the Maniche and Chantal region and by
FAO in the north should be considered. In particular, Farmer Field Schools (FFS), composed of a lead
farmer and several satellite farmers, both for men and women, are expected to become effective
platforms for the quick dissemination of technologies among project beneficiaries.
B. Climate change measures
51. A detailed climate risk assessment will be produced for the whole project. It will be financed by
IFAD and applied to all the areas of PITAG intervention. The study will evaluate and reduce the risks
for areas and crops highly vulnerable to natural disasters. It will be submitted to the executing agency
(MARDNR), including a more detailed assessment and management plan, together with measures to
reduce potential natural disasters. Special attention will be dedicated to the opportunity of GHG
sequestration opportunities. The IDB has ensured that the Disaster and Climate Risk Management
Plan results will considered during project implementation. In particular, a full time environmental
expert will be in charge of following up on the implementation of the DCRMP within the project
executing unit (PEU).
C. Incentives for good practices
52. The PEU will provide technical assistance on environmental and agricultural best practices to
the beneficiaries through the farmer field schools and the contracts with NGOs (see ORE and OREB)
as agricultural extensionists or “operators”. The technical assistance activities should also provide
mentoring on other agricultural practices outside the scope of the project, yet affecting land quality
and mitigating (see Vetiver extraction practices). Additionally, the PEU will hire an environmental
monitoring specialist in charge of covering all project intervention zones. This person will be based in
Port au Prince and travel regularly to the field in order to ensure the correct implementation of the
ESMP.
D. Participatory processes
53. A significant role in enhancing participatory approaches can be played by the FFS and by an
enriched cooperation with local communities. In the EU funded PDR, the two NGOs ORE and OREB
have demonstrated their capacity to generate strong community ownership on reforestation and
agroforestry projects.
VI. Analysis of alternatives
54. Evaluate the inclusion of Vetiver for the stabilisation of soils in vulnerable areas prone to
landslide. Evaluate the inclusion of the cocoon technology to avoid excessive investments in water
pumps. The climate risk assessment will provide more details on these topics.
VII. Institutional analysis
A. Institutional framework
55. The requirements for compliance with Haiti’s environmental legislation, including multilateral
international environmental agreements, shows that the 2005 Decree on Environmental Management
and Regulation requires all programs to be subjected to an environmental impact study (EIS) to
determine any possible negative environmental impacts. It also establishes general principles related
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to: (i) Agricultural inputs use; (ii) Exploitation of water (aquifers, rivers, etc.), including for agriculture;
(iii) Pollution of water. The IDB has shared the EA and ESMP with the Ministry of Environment (MdE)
(for review by ANAP for aspects relating to Protected Areas and with the Bureau National
d’ Evaluation Environnementale BNEE) before Board approval.
56. The MARNDR is a long standing institution in charge of agricultural development and the
management of natural resources in Haiti. At present the forestry and watershed sector are under the
management of the MARDNR, which is present all over the country. Conversely, the Ministry of
Environment is a relatively new institution, which needs to improve its capacity to enforce
environmental laws and regulations. It does not have a strong capacity of implementation and enough
presence outside the capital Port-au-Prince, since the bureau departmental are severely understaffed.
At present poorly defined or enforceable land-use strategies, complicated land-tenure issues, and
poor water management systems leave Haitians at risk. There is hence a need for cooperation
between the Ministry of the Environment and MARNDR, over all questions relating to the forestry
sector, land-use and watershed management.
57. At present the Ministry of Environment is implementing a similar initiative to the PITAG, with the
construction of 4 centers of germplasm and plant propagation in the department of Levy, 15 km north
of Les Cayes, one in Grand Anse, one in Nippes122 and one in Port-au-Paix, in the north east).
These germplasm have a capacity of 4.5 million plants a year each and will supply agroforestry and
forestry material. It is hence a priority to enhance the communication between the MARNDR and the
Ministry of Environment, and between the Bureau Agricoles Communale (BAC) and the “direction
departementales”.
B. Capacity building
58. Capacity building and training will be provided to the PEU and to OPS (service providers). Most
importantly, the project will include FFS to build social capital and ensure the sustainability of the
project.
C. Additional funding
59. No additional funding is foreseen.
VIII. Monitoring and Evaluation
60. The Monitoring and evaluation system of PITAG is aligned with the IDB and IFAD
requirements. The MARDNR as the executing agency will be responsible for implementation and
overall supervision and monitoring of the ESMP through the Project Execution Unit (PEU). A qualified
environmental consultant will be hired to work in the PEU. He will provide on-the-job training to PEU
staff and guidance to service providers and beneficiaries, as well as monitoring the environmental and
social impacts for the four intervention blocks, and will serve as an institutional liaison between IFAD
and IDB.
61. The Program will be executed in accordance with the conditions set forth in Annex B of IDB's
Environment and Social Management Report. This includes the preparation and submission of semi-
annual compliance reports, mainly detailing on the level of compliance with the ESMP and other
environmental requirements, in close coordination and direct supervision from the Bank.
62. It will be the PEU´s responsibility to put in place a monitoring system to collect data related to
all the indicators in the Results Framework. This system will be instrumental for the PEU in order to be
able to submit to the IDB and IFAD semi-annual progress reports that will describe, among others:
122 http://www.haitilibre.com/article-21931-haiti-agriculture-pose-de-la-premiere-pierre-du-centre-de-propagation-vegetale.html
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(i) the physical progress of the Program (i.e., in terms of output indicators); (ii) the progress made in
terms of outcomes and impacts, as stipulated in the Results Framework; (iii) the status of applicable
environmental and social mitigation measures; (iv) lessons learned; and (iv) any other issues related
to the execution of the Program, derived from the detailed climate risk assessment.
63. A rigorous impact evaluation will be conducted to measure the Program’s impact and results.
Specifically, the impact evaluation will be a combination of experimental and quasi-experimental
techniques. To assess the impact of Component 2, a randomization methodology will be used to
analyze the impact of the adoption of the technologies. For this purpose, a sample of 2,000 farmers
(1,000 beneficiaries and 1,000 control, representative by gender) will be surveyed for baseline and
follow-up surveys. The data collection will be representative of female-headed households and
separate analysis will be performed in order to measure the impact of heterogeneity by gender. The
total budget allocated by the IDB for the impact evaluation amounts approximately US$550,000.
64. The Main RIMS indicator for results is the “Percentage of persons/households reporting
adoption of environmentally sustainable and climate resilient technologies and practices”.
65. The PEU will submit semi-annual Environmental and Social Compliance Reports (ESCR) to
IDB and IFAD. It will cooperate with the IDB’s and IFAD’s supervision mission, at a minimum on a
semi-annual basis. ESHS compliance is required by IDB’s Environment Safeguards Group for every
disbursement.
IX. Further information required to complete screening, if any
66. No further information required.
X. Budgetary resources and schedule
67. The expected total costs for IFAD for the implementation of the environment and social
safeguards for the whole PITAG are approximatively $50,000. These costs refer to the detailed
disaster and climate risk assessment for the 4 areas.
68. This budget does not include the cost of the Environmental expert and the DSA for the
supervision mission, as these costs will be covered by IDB. The budget also excludes the cost of
measures that could be adopted as part of the packages budget, nor any implementation measure
that could arise from the DCRA. The fact that the project has been designed with a financing gap
could allow to accommodate additional measures in the future, in agreement with the IADB and with
the Government of Haiti.
XI. Record of consultations with beneficiaries, civil society, general public, and other
69. The Mission met with other donors engaged in development, like UNEP and FAO, and with
several departments of the Ministry of environment, specifically the Climate Change division and the
Soils and Ecosystems unit representatives.
70. During the field mission, the design team met with representatives of several NGOs in the
country, including ORE (Organization for environmental rehabilitation) and OREB, which are
supporting smallholder farmers with agroforestry products and best practices since 1986 with strong
tangible results.
71. With reference to project beneficiaries, a total of 100 people participated in two consultations
with beneficiaries and other affected parties in September 2017. The key aspects of the project
proposal and the EA and IDB’s ESMP were shared with the participants in French and Creole in a
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printed brochure and in a powerpoint presentation. Posters with key messages are also being
prepared by the executing agency for distribution in the intervention areas.
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Annex 1: Guiding questions for environment, social and climate
risk screening
Guiding questions for environment, social and climate risk screening
Project title: Agricultural and Agroforestry technological innovation Programme
IFAD project no.:
Version of checklist:
1
Country: Haiti Date of this version: 24/10/17
Checklist prepared by (name, title
and institution)
Lapo Sermonti, SECAP consultant, IFAD
Guiding questions for environment and social screening Yes/No Comments/explanation
Category A – the following may have significant and often irreversible or not readily remedied adverse environmental
and/or social implications.
Project location
1. Would the project develop any wetlands? (Guidance statement GS1)
No
2. Would the project cause significant adverse impacts to habitats and/or ecosystems and their services (e.g. conversion of more than 50 hectares of natural forest, loss of habitat, erosion/other form of land degradation, fragmentation, and hydrological changes)? (GS 1, 2 and 5)
No
3. Does the proposed project target area include ecologically sensitive areas,
123 areas of global/national
significance for biodiversity conservation and/or biodiversity-rich areas and habitats depended on by endangered species? (GS1)
Yes lands highly susceptible to
landslides, erosion and other
forms of land degradation. Yet
the objective of this project is to
mitigate this risk.
4. Is the project location subjected to major destruction as a result geophysical hazards (tsunamis, landslides, earthquakes, volcanic eruptions)?
Yes Risk of landslides exists,
however the project objective is
to mitigate this risk through the
use of agroforestry.
Natural resources
5. Would the project lead to unsustainable natural resource management practices (fisheries, forestry, livestock) and/or result in exceeding carrying capacity. For example, is their development happening in areas where little up-to-date information exists on sustainable yield/carrying capacity? (GS 4, 5 and 6)
No/Yes The Risk exist, a specific climate
risk assessment will determine
the water needs and the
sustainability of the intervention
6. Would the project develop large-scale124
aquaculture or mariculture projects, or where their development involves significant alteration of ecologically sensitive areas?
No
7. Would the project result in significant use of agrochemicals which may lead to life-threatening illness and long-term public health and safety concerns? (GS 14)
No The beneficiary ensures no
agrochemicals will be used
8. Does the project rely on water-based (ground and/or surface) development where there is reason to believe that significant depletion and/or reduced flow has occured from the effects of climate change or from
Possibly A Water assessment will be
conducted
123 “Sensitive areas” include: protected areas (national parks, wildlife/nature reserves, biosphere reserves) and their buffer zones; areas of global significance for biodiversity conservation; habitats depended on by endangered species; natural forests; wetlands; coastal ecosystems, including coral reefs and mangrove swamps; small island ecosystems; areas most vulnerable to climate change and variability; lands highly susceptible to landslides, erosion and other forms of land degradation and areas that include physical cultural resources (of historical, religious, archaeological or other cultural significance) and areas with high social vulnerability. 124 The size threshold to trigger an Environmental and Social Impact Assessment (ESIA) may vary based on the country context and fragility of specific locations. Some countries have regulations on minimum size (usually ranging from a unit area of 10 to 50 hectares) and these will be adopted where they exist. However, where there are no standards, it is proposed to use 25 hectares as an aquaculture unit size to trigger ESIA.
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overutilization? (GS7)
9. Does the project pose a risk of introducing potentially invasive species or GMOs which might alter genetic traits of indigenous species or have an adverse effect on local biodiversity? (GS1)
Yes The risk exist for packages on
energy forest. This package
should not be used in IFAD
intervention area.
10. Does the project make use of wastewater (e.g. industrial, mining, sewage effluent)? (GS7)
No
Infrastructure development
11. Does the project include the construction/ rehabilitation/upgrade of dam(s)/reservoir(s) meeting at least one of the following criteria? (GS8) - more than 15 metre high wall or - more than 500 metre long crest or - more than 3 million m
3 reservoir capacity or
- incoming flood of more than 2,000 m3/s
No
12. Does the project involve large-scale irrigation schemes rehabilitation/development (above 100 hectares per scheme)?
125 (GS7)
No
13. Does the project include construction/rehabilitation/upgrade of roads that entail a total area being cleared above 10 km long, or any farmer with more than 10 per cent of his or her private land taken? (GS10)
No
14. Does the project include drainage or correction of natural water bodies (e.g. river training)? (GS7)
No
15. Does the project involve significant extraction/diversion/containment of surface water, leaving the river flow below 20 per cent environmental flow plus downstream user requirements? (GS7)
No
Social
16. Would the project result in economic displacement126
or physical resettlement of more than 20 people, or impacting more than 10 per cent of an individual household’s assets? (GS13)
No
17. Would the project result in conversion and/or loss of physical cultural resources? (GS9)
No
18. Would the project generate significant social adverse impacts to local communities (including disadvantaged and vulnerable groups and indigenous people) or other project-affected parties? (GS13)
No
Other
19. Does the project include manufacture and transportation of hazardous and toxic materials which may affect the environment? (GS2)
No
20. Does the project include the construction of a large or medium-scale industrial plant?
No
21. Does the project include the development of large-scale production forestry? (GS5)
No
Rural finance
22. Does the project support any of the above (Q1 to Q22) through the provision of a line of credit to financial service providers? (GS12)
No
Category B – the following may have some adverse environmental and/or social implications which can be readily
remedied.
125 The size threshold to trigger an Environmental and Social Impact Assessment (ESIA) may vary based on the country context and fragility of specific locations. Some countries have regulations determining size of irrigation development requiring a full ESIA and these will be adopted where they exist. However, where there are no standards, it is proposed to use 100 hectares as an irrigation development unit size to trigger an ESIA. 126 Economic displacement implies the loss of land, assets, access to assets, income sources or means of livelihoods (guidance statement 13).
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Location
23. Does the project involve agricultural intensification and/or expansion of cropping area in non-sensitive areas that may have adverse impacts on habitats, ecosystems and/or livelihoods? (GS1, 2 and 12)
No
Natural resource management
24. Do the project activities include rangeland and livestock development? (GS6)
No
25. Does the project involve fisheries where there is information on stocks, fishing effort and sustainable yield? Is there any risk of overfishing, habitat damage and knowledge of fishing zones and seasons? (GS4)
No
26. Would the project activities include aquaculture and/or agriculture in newly introduced or intensively practiced areas? Do project activities include conversion of wetlands and clearing of coastal vegetation, change in hydrology or introduction of exotic species? (GS4)
No
27. Do the project activities include natural resources-based value chain development? (GS 1, 6 and 12)
No
28. Do the project activities include watershed management or rehabilitation?
No
29. Does the project include large-scale soil and water conservation measures? (GS 1 and 5)
Yes Foreseen large-scale soil and
water conservation measures
Infrastructure
30. Does the project include small-scale irrigation and drainage, and small and medium (capacity < 3 million m
3) dam subprojects? (GS 7 and 8)
Yes/No No small or medium Dams but
use of Pumps for irrigations. A
water assessment will be
conducted.
31. Does the project include small and microenterprise development subprojects? (GS 12 and 13)
No
32. Does the project include the development of agro processing facilities? (GS 2, 6 and 12)
No
33. Would the construction or operation of the project cause an increase in traffic on rural roads? (GS10)
No
Social
34. Would any of the project activities have minor adverse impacts on physical cultural resources? (GS9)
No
35. Would the project result in physical resettlement of less than 20 people, or impacting less than 10 per cent of an individual household’s assets (GS13)?
No
36. Would the project result in short-term public health and safety concerns? (GS14)
No
37. Would the project require a migrant workforce or seasonal workers (for construction, planting and/or harvesting)? (GS13)
No
Rural finance
38. Does the project support any of the above (Q24 to Q37) through the provision of a line of credit to financial service providers?(GS12)
No
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Guiding questions for climate risk screening Yes/No Additional explanation of “yes”
response*
1. Is the project area subject to extreme climatic events such as flooding, drought, tropical storms or heat waves?
Yes
Haiti is the Caribbean route of hurricanes.
Hurricane Matthew struck
southwestern Haiti near Les Anglais on
October 4, 2016, leaving widespread
damage in the impoverished nation.
2. Do climate scenarios for the project area foresee changes in temperature, rainfall or extreme weather that will adversely affect the project impact, sustainability or cost over its lifetime? Yes
Yes. See Climate analysis in the SECAP
Review Note.
3. Would the project make investments in low-lying coastal areas/zones exposed to tropical storms?
No
4. Would the project make investments in glacial areas and mountains zones?
No
5. Would the project promote agricultural activity in marginal and/or highly degraded areas that have increased sensitivity to climatic events (such as on hillsides, deforested slopes or floodplains)? Yes
Degraded and Deforested Slopes and
hillsides. The type of project (agroforestry)
will mitigate the risk of soil
erosion/landslides.
6. Is the project located in areas where rural development projects have experienced significant weather-related losses and damages in the past?
Yes.
Past projects in the area of hurricane
Matthew have been severely affected
(mostly the EU Funded PDR). The
proposed project offers climate smart
adapted technologies and a diversification
of crops.
7. Would the project develop/install infrastructure in areas with a track record of extreme weather events?
No
8. Is the project target group entirely dependent on natural resources (such as seasonal crops, rainfed agricultural plots, migratory fish stocks) that have been affected by in the last decade by climate trends or specific climatic events?
Yes
Drought in IFAD project area in 2015.
Hurricane in 2016 and increased
temperature in the future
9. Would climate variability likely affect agricultural productivity (crops/livestock/fisheries), access to markets and/or the associated incidence of pests and diseases for the project target groups? Yes
To be investigated in DCRA.
10. Would weather-related risks or climatic extremes likely adversely impact upon key stages of identified value chains in the project (from production to markets)?
No
11. Is the project investing in climate-sensitive livelihoods that are diversified?
Yes The project is investing in agroforestry
(creole gardens), with a diversity of crops.
12. Is the project investing in infrastructure that is exposed to infrequent extreme weather events? No
13. Is the project investing in institutional development and capacity-building for rural institutions (such as farmer groups, cooperatives) in climatically heterogeneous areas? Yes
Through Farmer Field Schools.
14. Does the project have the potential to become more resilient through the adoption of green technologies at a reasonable cost?
Yes
For Drylands the Cocoon planting
technology 100% biodegradable incubator
for young tree seedlings, that is used to
plant trees in dry and degraded areas
using only 25 liters of water per tree one-
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off.
15. Does the project intervention have opportunities to strengthen indigenous climate risk management capabilities?
No
16. Does the project have opportunities to integrate climate resilience aspects through policy dialogue to improve agricultural sector strategies and policies?
Yes
Policy dialogue will be conducted with the
Ministry of Agriculture and with the
Ministry of the Environment
17. Does the project have potential to integrate climate resilience measures without extensive additional costs (e.g. improved building codes, capacity-building, or including climate risk issues in policy processes)? Yes
To be assessed in the DCRA. Yet
potential exist.
18. Based on the information available would the project benefit from a more thorough climate risk and vulnerability analysis to identify the most vulnerable rural population, improve targeting and identify additional complementary investment actions to manage climate risks?
Yes
CIAT has been requested to prepare a
detailed Disaster and Climate Risk
Assessment (DCRA), which is expected to
be completed in the first semester of 2018
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Appendix 12: Environmental and Social Management Plan
Environmental/Social Impacts
Recommended Mitigation/Enhancement measures
Responsible Institution
Responsible Institution In Implementation Phase
Means of Verification (Monitoring)
Frequency of Verification
Cost
Requirements for compliance with Haiti’s environmental legislation including multilateral international environmental agreements
2005 Decree on Environmental Management and Regulation requires all programs to be subjected to an environmental impact study to determine any possible negative environmental impacts. It also establishes general principles related to: (i) Agricultural inputs use, (ii) Exploitation of water (aquifers, rivers, etc.), including for agriculture, (iii) Pollution of water
MARNDR MARNDR - PEU EA and ESMP will be submitted to the Ministry of Environment (MdE)
By mid-2018 Not applicable
High Climate Risk Factor The key adaptation actions recommended by the Detailed Disaster and Climate risk assessment (DCRA) should be considered in the implementation of the project (possibly included in the PIM)
MARNDR PEU Detailed DCRA and Project implementation manual and supervision reports
PEU to submit semi-annual Environment and climate Compliance Reports (ESCR)
To be defined
Need to monitor the enforcement of environment and social matters.
An environmental specialist will be hired by the
PEU to monitor and manage environmental and
social aspects of implementation
MARNDR PEU Staff list of PEU Bi-annual Cost included in PITAG costs (USD 72,000 fees and USD 8,000 training)
Overuse and exploitation of water sources that impact the quantity, quality or availability of water resources
Prepare a Water Resources Assessment to determine water sources; Limit how many water pumps are disbursed; Information dissemination on adequate water pump use
IDB - IFAD MARNDR – PEU (With the support of the environmental expert)
Monitor water resources based on baseline from the assessment; with the support of the environmental expert and the GIS officer
Before and after the supply of water pumps to each commune and then bi-annual
Included in DCRA (USD 50,000 cost)
Risk of use of invasive species and disruption of ecosystem services and other natural capital in Natural park
During the first year of the research component it will be determined which, if any invasive species are to be used – on condition they will not be introduced to the intervention zone by the operation without a management and monitoring plan
MARDN PEU – Environmental Expert
ESG approval of a Risk Analysis, Management Plan and Monitoring Plan for each proposed use of the invasive species
Bi-annual Not Applicable
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Lack of quality of planting material
Provide quality standards in the ToRs for
services providers - Compliance achievable
through specific conditions established in legal
documentation for actions over a defined period
of time
MARDN – PEU
PEU – environmental expert - OPS
Contractual provisions in case of insufficient quality of planting material
Bi-annual DSA of the environmental expert for field visit
Risk of dissemination of plant diseases MARDN – PEU
PEU – environnemental expert - OPS
Regular sampling and visual check of planting location of planting material
Quarterly DSA of environmental expert for field visit
Location has excessive risk of landslide
Use crops with fast potential of stabilizing soils (i.e. Vetiver) before planting perennial crops
MARDN PEU Environmental and GIS expert
Bi-annual
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Appendix 13: Contents of the Project Life File
CN PITAG 06 July 2017
OSC Minutes 20 July 2017
Haiti Government request 31 July 2017
AM PITAG Formulation Mission 23 October – 03 November 2017
COSTAB PITAG
PITAG EFA Summary
IADB EFA
CPMT Minutes 02 June 2017
CPMT Minutes 28 June 2017
CPMT Minutes 22 November 2017
Project Summary
QE Meeting Minutes - Signed off Panel Report
Compliance Note
QA Sign Off Sheet
Review of the Economic and Financial Analysis (by regional economist)
COSOP CRR
Study on rice
Study on banana
Study on horticulture
Study on tubers
Technical study on component 1
Technical study on component 2