CONTENTS · 2020. 6. 18. · priority watersheds to focus on: Haut du Cap, Grande Rivière du Nord,...

USAID Reforestation Project YEAR 1 WORK PLAN | i

CONTENTS CONTENTS ................................................................................................................. i

Acronyms and Abbreviations ................................................................................... ii

INTRODUCTION .................................................................................................... 1

Start-up Activities ............................................................................................................................................1

BACKGROUND ....................................................................................................... 4

PROJECT ACTIVITY DESCRIPTION ................................................................... 9

RESULT 1: THREAT OF DEFORESTATION REDUCED ......................................................... 9 1.1 INCREASE UNDERSTANDING OF THE DRIVERS OF DEFORESTATION ..............9 1.2 INCREASE MARKET SUPPLY OF BIOMASS BASED FUEL ........................................... 12 1.3 IMPROVE FUEL-WOOD USE EFFICIENCY ...................................................................... 14 1.4 IMPROVE THE SUSTAINABILITY OF CONSTRUCTION WOOD SUPPLY .......... 17

RESULT 2: RESILIENCE TO ECONOMIC AND NATURAL SHOCKS IMPROVED ......19 2.1 INCREASE ACCESS TO IMPROVED TECHNOLOGY, PRODUCTIVE ASSETS, CREDIT, AND FINANCIAL SERVICES .................................................................................................. 19 2.2 SUPPORT TARGETED NON-WOOD AGROFORESTRY PRODUCTS VALUE CHAINS 22 2.3 PROMOTE FOREST-FRIENDLY ANIMAL HUSBANDRY ............................................. 25 2.4 SUPPORT HIGH VALUE SEASONAL CROPS IN AGROFORESTRY SYSTEMS ..... 28

RESULT 3: TREE COVER IN TARGETED AREAS INCREASED ..........................................30 3.1 INCREASE TREE COVER IN SUB-WATERSHEDS.......................................................... 30 3.2 RESTORE COASTAL MANGROVE FORESTS ................................................................. 32

RESULT 4: ENVIRONMENTAL GOVERNANCE AND COORDINATION IMPROVED ....................................................................................................................................................34

4.1 CONDUCT LAND USE MAPPING AND PLANNING ................................................. 34 4.2 BUILD LOCAL GOVERNANCE CAPACITY TO ENFORCE NATURAL RESOURCES MANAGEMENT POLICIES .............................................................................................. 35 4.3 IMPROVE DISASTER RISK MANAGEMENT ..................................................................... 37

CROSS-CUTTING ACTIVITIES ....................................................................................................39 5.1 GARNER COMMUNITY BUY-IN THROUGH THE COAIT TOOLKIT ............................... 39 5.2 IMPROVE WOMEN AND YOUTH CAPACITY FOR INCREASED LEADERSHIP ROLES 40 5.3 CONDUCT ORGANIZATIONAL CAPACITY ASSESSMENT OF SELECTED ORGANIZATIONS ..................................................................................................................................... 41

YEAR 1 IMPLEMENTATION TIMELINE ............................................................ 43

USAID Reforestation Project YEAR 1 WORK PLAN | ii

ACRONYMS AND ABBREVIATIONS ANAP Agence Nationale des Aires Protégées ASEC Assemblée des Sections Communales AVANSE Appui à la Valorisation du potentiel Agricole du Nord pour la

Sécurité Economique et Environnementale AVSI Association of Volunteers in International Services CASEC Conseil d’Administration de la Section Communale CBO Community Based Organization CECI Centre d’Etudes et de Coopération Internationale CFAIM Centre de Formation en Aménagement Intégré des Mornes CIAT International Center for Tropical Agriculture CLP Chanje Lavi Plantè CMBP Caribbean Marine Biodiversity Program COAIT Community Options Analysis and Investment Toolkit CRDD Centre Rural de Développement Durable DDAN Directions Départementales Agricoles du Nord DDANE Directions Départementales Agricoles du Nord-Est DDEN Directions Départementales de l’Environnement du Nord DDENE Directions Départementales de l’Environnement du Nord’Est EMAD Ecole Moyenne d’Agriculture du Dondon FBO Faith Based Organization FECCANO Fédération des Coopératives Cacaoyères du Nord FOPROBIM Fondation Pour la Protection de la Biodiversité Marine GIS Geographic Information System GOH Government of Haiti GOH CIAT Government of Haïtes Comité Interministériel d'Aménagement

du Territoire LPG Liquefied Propane Gas MARNDR Ministère de l’Agriculture des Ressources Naturelles et du

Développement Rural MICT Ministry of Interior and Territorial Collectivities MOE Ministry Of Environment NCBA CLUSA National Cooperative Business Association-Cooperative League

of USA NGO Non-governmental Organization OCA Organizational Capacity Assessment PADF Pan American Development Foundation PEA Political and Economic Analysis PRODEVA Association Haïtienne Pour la Promotion de Développement

Autonome RECOCARNO Réseau des Coopératives Caféières de la Région Nord

USAID Reforestation Project YEAR 1 WORK PLAN | iii

RESEPAG Projet de Renforcement des Services Publics Agricoles UEH Université d’Etat d’Haiti UNDP United Nations Development Programme USAID United States Agency for International Development USG United States Government WINNER Watershed Initiative for National Natural Environmental

Resources 3BNMP 3 Bays National Marine Park

USAID Reforestation Project YEAR 1 WORK PLAN | 1

SECTION 1

INTRODUCTION This document presents the first-year work plan (October 1, 2017 to September 30, 2018) for the USAID Reforestation Project in Haiti. The USAID reforestation project (the project) is a five-year cooperative agreement between USAID and Chemonics International designed to address environmental degradation and loss of tree cover in the North and North-East provinces of Haiti. The project’s primary goals are to reduce the threat of deforestation and increase tree cover in and around targeted areas. To achieve these goals, the project has four primary objectives or components: (1) Reduce the threat of deforestation; (2) Improve resilience to economic and natural shocks; (3) Increase tree cover in targeted area; and (4) Improve environmental governance and coordination.

In addition to achieving these objectives, the project will engage in several cross-cutting activities including training, communications and outreach, environmental compliance, gender, and monitoring and evaluation. This work plan is divided into seven sections. After this introductory section, Section 2 presents the background and context setting the scene for project interventions; Section 3 presents the proposed activities under Components 1, 2, 3, 4, and the cross-cutting ones; Section 4 presents the implementation timeline for Year 1; and Section 5 presents the summary budget for Year 1.

Separate documents related to this work plan will be annexed for the monitoring, evaluation and learning (MEL) plan; the environmental monitoring and mitigation plan (EMMP); and the branding and marking plan (BIP/MIP).

Start-up Activities

As this is the beginning of the USAID Reforestation Project, our team will be conducting start-up activities in the first few months of the project. The key start-up activities include preparing the project’s early deliverables (work plan, monitoring evaluation and learning (MEL) plan, environmental monitoring and mitigation plan (EMMP), communications and awareness plan, branding and marking plan, and grants manual); mobilizing the project team; setting up the project’s office; procuring project vehicles, IT equipment, and office furniture; opening a project bank account; and setting up management and financial systems for the efficient implementation of project activities.

We fielded a project start-up team with the objective to have the project team fully operational in the Project office by the beginning of December 2017. We organized a 2-day work planning workshop in Plaine du Nord on October 10th and 11th 2017 with key


project partners, and we are planning for an official project launch for the week of December 8th 2017.

This work plan reflects meetings, discussions, conversations and consultations with key stakeholders, including with the Minister of Environment and some members of his cabinet, the Chief of Cabinet of the Minister of Agriculture, the Directors of the Directions Départementales Agricoles du Nord (DDAN) et du Nord-Est (DDANE) and the Directions Départementales de l’Environnement du Nord (DDEN) et du Nord-Est (DDENE) and with representatives of several institutions, NGOs and CBOs working in the target areas. It also reflects the discussions and recommendations of a 2-day work planning in Plaine du Nord with over 40 participants. During the workshop, to guide the discussions in working groups, Project technical staff presented the four project components, and representatives of the Ministry of Environment and of the Ministry of Agriculture presented the approach of their respective Ministry for these project components. To avoid duplication of activities and ensure synergy, working groups participants mapped their institutions ongoing activities, identified those that the Project could build upon and/or complement, shared their lessons learned, and proposed additional activities that would contribute to achieving the project goals and objective to the benefits of the target population and communities. The following map (exhibit 1) provides a general picture of types of activities currently implemented in the target watersheds by some of the agencies, institutions and organizations that participated in the work planning workshop.

The workshop also provided for discussions around the contextual and structural constraints as well as opportunities, and helped determine the essential activities that will be the focus of the USAID Reforestation Project for Fiscal Year 2017 – 2018. It opens the doors for transparent and active collaborations between the Project and the other institutions working on increasing and managing forest and perennial tree cover in the Nord and Nord-Est Departments. This is a cornerstone of the Project exit strategy, ensuring that it does not operate in silo, and that its activities are coordinated with the GOH Ministries of Agriculture and of Environment, and other relevant institutions, so that they can continue beyond the life of the Project.


EXHIBIT 1. CURRENT INSTITUTIONAL LANDSCAPE


SECTION 2

BACKGROUND The causes of deforestation and loss of tree cover in Haiti are complex and are due to a variety of factors. Various scholars have established that, historically, the most significant drivers of deforestation in Haiti have been macro-economic measures taken since the colonial period for the installation of plantations followed by the impetus given by the State during the XIXth century and early XXth century to the export of lumber for levying taxes in order to honor the commitment to compensate the ex-colonial plantation owners. The population internalized this paradigm, and developed a complex and disarticulated economy that resulted into new challenges to the restoration of ecosystem services like: pervasive poverty, culturally ingrained habits and norms, economic and environmental vulnerability, and the local governments’ low capacity and resources. Pervasive poverty is, currently, one of the most significant cause of deforestation. Its impacts on natural resources include the unsustainable cutting of trees for fuel and construction; the implementation of unsustainable and poor agricultural practices from smallholder farmers trying to eke out a living, often on steep hillsides; the degradation of natural resources; and the reduction of environmental services such as aquifer recharge or carbon sequestration. Culturally ingrained habits like tools or methods used foster resistance to change and improved practices; result in high demand for wood charcoal and wood scaffolding; and lead to unsustainable and poor agricultural practices. The economic and environmental vulnerability of populations living in target areas result in soil erosion and sedimentation; the degradation of mangrove stands and marine animal spawning areas; and the reduction or depletion of groundwater and other water bodies. Finally, the local government’s lack of capacity and resources leads to a lack of enforcement of natural resources management regulations; a lack of proactive watershed management; and a high vulnerability to natural disasters. Because of the multiple causes of deforestation, the results framework for the USAID reforestation project (Exhibit 2) includes mutually reinforcing objectives.


EXHIBIT 2. RESULTS FRAMEWORK

In a nutshell, the project has four components that are aligned with the results framework. Component 1 focuses on improving the wood value chains (Result 1), Component 2 targets the improved management of non-wood forest products value chains to increase wealth (Result 2), Component 3 centers on the extension and improved management of perennial tree cover and increased access to related services (Result 3), while Component 4 aims to strengthen the capacities of the stakeholder groups and institutions that are key to ensure that the results from the other 3 components are integrated effectively in relevant policies (Result 4). Because the USAID Reforestation Project is unable to intervene in the entire North and North-East Departments, due to levels of resources, the project has selected five priority watersheds to focus on: Haut du Cap, Grande Rivière du Nord, Trou du Nord, Marion, and Jassa (Exhibit 3). These watersheds provide the best opportunities to achieve the objectives of the project and tangible results for the communities therein.


EXHIBIT 3. PRIORITY WATERSHEDS FOR THE USAID REFORESTATION PROJECT

The USAID Reforestation Project will not be implemented in a vacuum. The project is aligned with the priorities of the Government of Haiti (GOH), will contribute to fulfilling the Road Maps of the Ministry of Agriculture (MARNDR) and of the Ministry of the Environment (MDE), and will build upon past and current initiatives to improve forest cover and natural resources management in northern Haiti. Ministry of Agriculture Priorities The Ministry of Agriculture (MARNDR) is advocating an approach of resilience to climatic and natural shocks in northern Haiti. In the region, climate change adaptation is necessary and vital due to the large variation in rainfall - with drought conditions interspersed with heavy rainfall - causing flooding. The MARNDR suggests working on watershed stabilization activities upstream of irrigation and drainage infrastructure. With respect to reforestation, the MARNDR proposes a three-pronged approach with energy wood lots at low altitude, intensive agriculture in intermediate piedmont areas, and reforestation activities in upper watersheds to protect the lower watersheds.


Under its improve resilience to economic and natural shocks component, the USAID Reforestation Project will contribute to the development of agri-food sectors by supporting the development of agro-export zones; the traceability capacities of key products from supported agro-forestry systems, particularly fruits and vegetables; the development of small and medium-sized enterprises (SMEs) in the processing of agricultural and fisheries products; and students to invest in farms and agricultural processing enterprises. Ministry of Environment Priorities The Ministry of Environment’s (MOE) strategy is also advocating for improved resilience in the face of extreme vulnerability to natural shocks caused by the degradation of natural resources. Resilience includes the capacity of communities and landscapes to rebound after natural disasters, the capacity to resist shocks, and the capacity to adapt in the long term to eco-climatic conditions. The MOE has launched the promotion of a program to promote resilient and productive territories (Territoires Productifs Résilients). The MOE is also promoting the maximum creation of protected areas through the Agence Nationale des Aires Protégées (ANAP). It would like the project to adopt management plans based on ecosystems, to diversify reforestation strategies, and to engage local communities in the responsible and sustainable management of their natural resources. The Project will contribute to the following targets prescribed in the Feuille de Route for the Ministry of Environment:

1. Axis 1: Management of natural resources through supporting capacity building of natural resource operators, and State and the local authorities responsible for combating the anarchic exploitation of forest resources; the organizational and decision-making capacities of rural actors involved in the management of forest resources; intensive reforestation actions; alternative projects to help the rural population combat overexploitation of wood resources; and reduced demand for forest fuels through the development of alternative energy sources.

2. Axis 4: Adaptation to climate change through supporting the rehabilitation of mangroves; the expansion of agroforestry areas; and the establishment and/or strengthening of watershed management committees.

Project interventions will also align to the ecosystem classification set by the GOH Inter-ministerial Committee for Land-Use Planning (GOH-CIAT) for natural resources management in the target area. They are:

1. Coastal areas targeted for protection of coastal and marine ecosystems; sustainable development of fisheries and marine salt production;


2. Semi-arid plains best be valued for livestock, fuelwood and timber production;

3. Lowlands with cassava, groundnuts and black-eye peas as references for production systems;

4. Humid plains where sugar cane is regarded as the main current crop; 5. Foothills as focus area for intensive poly-cropping of staple crops; 6. Highlands to be covered with a mosaic of fruit orchards, cocoa or coffee

centered “jaden Kreyol” (family fruit tree based agroforestry gardens) and short-term staple crops;

The Reforestation Project will collaborate and coordinate closely with other projects, institutions and initiatives involved in this sector in the target areas. It will build on foundations they have set, like the regional environmental awareness program of the Ministry of Environment, the sub-watershed management plans developed and initiated by AVANSE, the fuel wood lots supported by CECI, Solidarité Frontalière and UNDP/AVSI, and the agroforestry gardens management (PTTA and PITAG) and non-wood agroforestry product value chains programs (RESEPAG) of the Ministry of Agriculture.


SECTION 3

PROJECT ACTIVITY DESCRIPTION

RESULT 1: THREAT OF DEFORESTATION REDUCED

1.1 INCREASE UNDERSTANDING OF THE DRIVERS OF DEFORESTATION

Deforestation is linked to economic and social demands and pressure. Right from the beginning and during all its implementation, the project will work to address the well-known economic ones that are closely related to forestry and agroforestry: demand for fuelwood, demand for construction wood (See activities 1.2, 1.3 and 1.4 below), need for more value for farmers from non-wood forest products (addressed under result 2). In order to monitor appropriately the project impacts on these issues, there is a need, during the first year, for compiling good baseline data and information. Moreover, as Haitian history shows, deforestation is also exacerbated by a complex web of social and political practices like (i) the small sizes of agricultural plots and the lack of economic alternatives for youths, and (ii) weak public authorities’ capacities to enforce natural resources regulations. In order to counteract deforestation negative impacts or even, in some cases, to reverse the trend, it is important not only to assess these drivers relative impacts in the project area and to continuously raise awareness on those deemed significant but also to promote actions that will turn them into opportunities for development. To this end, within the COAIT process, during its first year of implementation, the Project will, with a participatory methodology, seek to build local consensus on the other drivers of deforestation deemed significant and design action plans in order to address them or mitigate their impacts.

1.1.1 Analyze the drivers of deforestation As a complement to assessments made by FoProBim on drivers of mangrove cutting for the management plan of the 3 Bays National Park, during the first six months, the Project will prepare a study of the drivers of deforestation in the North and the North-East departments based on existing studies complemented and updated by current data. The study will assess the physical, human, and economic drivers of wood demand in the

Objective 1: Expected results

PL.02 – Percentage of households in targeted area using non-wood (alternative) fuel sources (outcome) : Year 1 target 0%, LoP 20% PL.03 – Percentage of commercial/industrial fuel derived from non-wood sources among targeted industries (outcome) : Year 1 target 0%, LoP 10% Pl.04 – Amount of charcoal consumption reduced in metric tons as a result of increased use of improved cooking technologies due to project (outcome): Year 1 target 0, LoP 80,000 PL.05 – Number of hectares of designated reforestation areas (outcome)


project’s target areas, and provide a severity index to each driver so that appropriate and prioritized responses can be implemented. It will also recommend a methodology for a periodic monitoring of trends. We will also identify the key tree crop related economic value chains in the target areas, and analyze the participation of women and youth in target sub-watersheds to tailor specific activities to address important value chains and to foster the inclusion of women and youth in proposed solutions. We will also work to identify threatened endemic tree species in the target area in order to assess the opportunity to address them, and develop a plan of action, accordingly. Specific tasks:

1. Review literature on deforestation drivers and forest products smuggling along the border

2. Assess current wood extraction disaggregated by municipalities 3. Assess the trends of other potential drivers of deforestation in target areas 4. Analyze participation of women and youth in wood extraction related economic

activities in target sub-watersheds 5. Identify threatened endemic tree species in the target area, and specific drivers 6. Action Plan on how to address these drivers 7. Review and assess on-going synergy, linkage, coordination and working relations

among municipalities on both sides of the border to address deforestation issues

Deliverables/Outputs: Report on the drivers and trends of wood demand and other drivers of deforestation in target areas: Action Plan to address the drivers of deforestation, including the border region

Zone: Target watersheds in North and North-East Departments

Timing: January – September 2018 Partners: MARNDR, MOE, community based organizations

(CBOs), AREA, local universities Responsible Staff: deputy project director, GIS specialist, watershed

management specialist, forestry and rural development specialist, gender and inclusion coordinator

Budget: Exit Strategy: The key drivers of deforestation and mangrove cutting

are addressed comprehensively through the USAID reforestation project and coordinated with other GOH and donor initiatives; and women and youth inclusion programs are successfully implemented

1.1.2 Use GIS and satellite imaging, to analyze tree cover and assess impacts on ecosystem services.


Competing narratives on the extent of deforestation demonstrate the need for accurate and up to date data on tree/mangrove cover. We will build on CMBP, AVANSE and others relevant mapping work, and conduct additional study and assessment, as needed, to better understand the key drivers of deforestation. For example we will expand the mapping work to the Acul du Nord Watershed. The deforestation drivers analysis study will be supported by a series of GIS maps that will be developed by our GIS specialist using satellite imaging supplemented by ground-truthing using GPS technology. We will also blend this analysis with results from USAID research on the charcoal value chain, local knowledge, and data collected through the Community Options Analysis and Investment Toolkit (COAIT) process. This will ensure interventions and incentives align with actual threats and drivers of deforestation. We will also provide a small grant to the Université d’Etat d’Haiti Roi Henry Christophe Campus in Trou du Nord for students’ field work in mapping and data collection and analysis, building their skills. Maps to be developed include forest cover, land use land cover, hydrographic network, types of soils, slopes and flux of forest and key agroforestry products to other parts of the country and to the Dominican Republic. We will collaborate with the GOH Ministries of Agriculture and of the Environment, and with the GOH CIAT to develop these maps, and will share the data and maps with them to support their action in the region. This collaborative effort will also facilitate the development and adoption of the planned sub-watersheds management plans. Specific tasks:

1. Assess tree cover or percentage of deforestation to clearly identify spatial intensity and impacts of deforestation in target areas, including the border region

2. Develop a baseline for monitoring changes in landscape and potential land use changes

Deliverables/Outputs: Maps of forest cover, land use land cover, hydrographic

network, types of soils, slopes of the target areas, and flux of forest and key agroforestry products to other parts of the country and to the DR; Baseline report and data to support project actions and monitoring.

Zone: Target watersheds in North and North-East Departments

Timing: February – June 2018 Partners: MARNDR, MOE, GOH CIAT Responsible Staff: Forestry and Rural Development Specialist, GIS

specialist Budget: Exit Strategy: Key value chains are addressed during project

implementation


1.2 INCREASE MARKET SUPPLY OF BIOMASS BASED FUEL

Since the 1980s, during which fast growing tree varieties with coppicing capacities were promoted throughout the country, and, due to decreasing yields of seasonal crops under rain-fed conditions, fuel wood plantations have gained increased interest in semi-arid areas of the North and the North-East departments. This project will capitalize and build on the available know-how, lessons learned and the best practices in this sector.

1.2.1 Develop capacity for woodlot management Increasing areas dedicated to fuelwood production and improving productivity of these woodlots is the first part of the project four-prong strategy for bridging the gap between the fuel demand and the ecosystem capacities for providing this resource. The other 2 actions are described thereafter as activities 1.2, 1.3 and 1.4. In coordination with ongoing initiatives supported by the Ministry of Environment and the Ministry of Agriculture in Savanne Déclé, Centre d’Etudes et de Coopération Internationale (CECI) in Ferrier, Solidarité frontalière in Ouanaminthe and the United Nations Development Programme/Village Planête/Association of Volunteers in International Services (AVSI) in Derac, the project will promote and support the plantation of dedicated fuel woodlots as well as the integration of fuelwood species in agroforestry systems. To this end, the project will promote good practices in small scale fuelwood plantations. During the first year, the project will organize a study and exchange visit for 30 managers or soon-to-be managers of woodlots in the target watersheds of the Nord-Est to managed woodlots in the municipality of Ennery, in the Artibonite. This will provide them with the opportunity to interact and discuss with their peers, learn from others’ experiences, and develop regional best practices. These exchanges will be video-recorded for use in awareness campaigns, and education and training materials on the economic potential of managed woodlots and the challenges to their sustainability. This will serve as reference materials for future training on the establishment and management of woodlots as described in section 3.3.1 Specific tasks:

1. Select 30 woodlot managers or soon-to-be managers with at least 25% being women and youth

2. Organize woodlots exchange visit in Ennery, and video record the exchange 3. Develop a 30-minute awareness/training video on the benefits and challenges of

managed woodlots

Deliverables/Outputs: Field training of 30 woodlot managers on woodlot establishment and management; training video on the benefits and challenges of managed woodlots

Zone: Dry forests of the North/Northeast Timing: January – May 2018


Partners: DDEN, DDENE, DDAN, DDANE, PRODEVA, CECI, Solidarité Frontalière, Village Planète, AVSI and UNDP

Responsible Staff: deputy project director, forestry and rural development specialist and gender and inclusion specialist

Budget: Exit Strategy: Deep stakeholder buy-in through the active

participatory process, awareness, training and the promotion of income generating activities

1.2.2 Improve efficiency of charcoal production technology In order to address the imbalance between demand and supply of charcoal wood, we plan to promote the use of improved biomass and LPG cookstoves (see 1.3) to reduce demand levels, as well as to improve the efficiency of the local charcoal making technologies in terms of productivity, efficiency and calorific value of the marketed product. This will include the promotion of improved kilns in order to improve the conversion rates of wood into charcoal, thereby contributing to reducing the volume of wood used. In a recent past, the NGO Konbit pour la Lutte contre l’Exclusion Sociale (KLES) tested an improved charcoal kiln model in three communities of the municipality of Fort Liberte in the North East. The objective was to prepare a wood charcoal that would burn longer. Results were that stakeholders were amazed by the product quality, mostly the fact that it didn’t dirty hands like traditional charcoal. They called it “chabon pwop” (clean charcoal). On the other side, the kiln model that was tested, required a fair amount of water for cooling after the pyrolysis process. That was simply cumbersome to the charcoal makers in such semi arid communities. Unfortunately, funding for that initiative was very limited and the experiment stopped there. In parallel Carbon Roots International, an NGO based in Limonade, is working with charcoal producers to make charcoal briquette out of agricultural waste, especially sugar cane bagasse. We will assess with the management of Carbon Roots International the opportunities to review their production and marketing systems with a view to improve their efficiency. In close collaboration with the St. Barnabas Center, regional universities, and selected charcoal producers, we will test, under local conditions, the efficiency, affordability, feasibility, and social acceptability of, at least three improved kilns, including:

1. The Yoshimura Kiln. It can produce 350 kg charcoal per load, in 9 days, and uses 30 percent less fuel to create charcoal that is 15 percent more calorific;

2. The ICPS Retort–kilns. They have an efficiency rating of 35 to 40 percent in comparison with 10 to 22 percent for earth-mound kilns. They also reduce air pollution by approximately 75 percent, as the smoke produced is partly burned off during the carbonization process. Operating time for the retort–kiln is about 24 hours - 12 hours for cooking the wood plus about 12 hours for cooling in comparison to several days for a mound kiln; and


3. The Casamance kilns. They resemble traditional mound kilns with chimneys, and are more easily movable from one place to another. They may be more economically accessible to traditional charcoal producers.

Together with managed woodlots and improved cookstoves, improved kilns can reduce pressure on forests, formalize the charcoal market, help improve incomes for charcoal producers, and help charcoal consumers save money and fuel. Unlike the traditional mound that producers create in situ, most of the improved kilns are fixed. Located nearby managed woodlots will mitigate the challenges in transportation of raw material. Specific tasks:

1. Review reports and documentation for KLES kilns and Carbon roots international experiences; and assess lessons learned for future tests

2. Identify at least four improved kilns for testing 3. Test the four improved kilns 4. Review and analyze test results with interested partners and potential

beneficiaries; assess scale-up potential 5. Develop plan for field demonstration and scale up of the most promising kilns

Deliverables/Outputs: Report of lessons learned from past experiments of

improved kilns in the area; report of new improved kilns test results and stakeholders appreciation; action plan on the way forward.

Zone: Target watersheds in Nord and Nord-Est Departments Timing: January - September 2018 Partners: St. Barnabas Center, Regional Universities, Bureau

Mines & Energy Responsible Staff: deputy project director, forestry and rural development

specialist Budget: Exit Strategy: Deep stakeholder buy-in through the active

participatory process, awareness and training to foster ownership of promoted practices

1.3 IMPROVE FUEL-WOOD USE EFFICIENCY

1.3.1 Conduct regional market analysis of fuelwood demand In addition to the general assessment of the drivers of deforestation, the project will conduct a more detailed market analysis to better understand the demand for fuel wood in the chef-lieux d’arrondissements of the target area, the current forces that shape the existing stove and cooking fuel industries, the supply and potential demand for improved stoves (biomass and LPG). Together with the results of the upcoming study by USAID and the ongoing study by Haiti Takes Roots on the charcoal value chain, the market analysis will help understand which groups are more likely to switch fuels and cooking technologies, guide the development of strategies to foster conversion to improved


cook stoves in the region. We will analyze the players (including NGOs) implementing similar or complementary initiatives that may affect cooking fuel and stove supply and demand. Building on the work of the Improved Cooking Technology (Recho Pa’w) Project, we will work with manufacturers and retailers of improved biomass and LPG cookstoves to better understand the obstacles encountered in their distribution, sales and marketing of improved cookstoves in the region. We will also conduct a capacity building needs assessment in order to develop a plan to accompany them in the manufacturing and marketing of improved cookstoves. Specific tasks:

1. Assess cooking fuel use, prices and trends in residential, commercial and industrial sectors and, stoves market size

2. Analyze fuel and stove purchasing behavior, habits, concerns and beliefs and previous improved cook stove marketing and awareness efforts

3. Identify optimal price points for market penetration of improved cook stoves 4. Analyze improved stove supply, including production capacities of manufacturers,

and competitive environment 5. Assess manufacturers and distributors capacity to respond to market needs 6. Develop action plan for increased production and marketing of improved

biomass and LPG cookstoves

Deliverables/Outputs: Fuel wood market analysis report; improved cookstoves supply and accessibility report; capacity needs assessment report of manufacturers of improved biomass and LPG cookstoves; Action plan for increased production and marketing of improved cookstoves

Zone: Chefs-lieux d’arrondissement of target area Timing: February – Sept 2018 Partners: Regional Universities, Bureau des Mines & Energie Responsible Staff: forestry and rural development specialist Budget: Exit Strategy: Cookstoves manufacturers have the skills and facilities

to effectively respond to increased demand for improving cookstoves

1.3.2 Build capacity of manufacturers and distributors of improved cookstoves to respond to increased demand Based on the results of the market study and the capacity needs assessment, we will develop and implement a training and support program for actual and potential LPG cookstove manufacturers in the project area to develop their technical skills and physical infrastructure to manufacture LPG cookstoves. We aim to improve or develop their LPG cookstove production capacity and facilities, as well as their business


management skills in order to respond to the expected increased demand for improved cookstoves. We will also assess with the manufacturers of at least two of the improved biomass cookstoves successfully tested and promoted under Recho Pa’w the feasibility of expanding their marketing and distribution in the northern region. Based on the results of the assessment, we will develop a plan accompany them on the development and implementation of a marketing plan to foster conversion to improved biomass cookstoves in the northern region. Specific Tasks:

1. Assess manufacturers’ of improved biomass and LPG cook stoves business management and production capacity to respond to expected increased demand in the region

2. Identify actual and potential LPG cookstove manufacturers; Provide training and financial support to develop and/or improve manufacturing facilities for LPG stoves

3. Assess market expansion feasibility for improved biomass cookstoves promoted by the Recho Pa’w Project.

4. Launch capacity building and manufacturing tools improvement program for LPG cookstoves

5. Launch market expansion program for biomass cookstoves

Deliverables/Outputs: Action Plan for LPG cookstove manufacture and marketing; Action plan for expanded distribution of improved biomass cookstoves; Development or improvement of 4 LPG cookstoves manufacturing tools.

Zone: Chefs-lieux d’arrondissement of target areas Timing: March – September 2018 Partners: Bureau des Mines et Energie Responsible Staff: forestry and rural development specialist Budget: Exit Strategy: Cookstoves manufacturers have the skills and facilities

for improving their products and their marketing strategy

1.3.3 Build public awareness on the benefits of improved cook stoves Based on the results of the assessment in 1.3.1, and the review of past marketing and awareness efforts for improved cookstoves and alternative fuels, we will design, develop and launch awareness and marketing campaigns to educate and motivate consumers to switch from their traditional biomass stoves to improved biomass and LPG cookstoves. The campaigns to be pursued throughout the programs’ life will use different types of media such as billboards, radio, television, street plays, music contests, etc. in close collaboration with the Government of Haiti and other key partners. They will educate


the public about the identification and advantages of improved cookstoves, including the health, fuel, and costs benefits associated with them. We will seek to enlist the services of famous/well known Haitian figures, especially women, willing to become our project Champions for Change and contribute their time and fame to promote improved cookstoves. We will also take advantage of important holidays and events, such as Mother’s Day, Agricultural Day, and International Women’s Day to conduct public demonstrations for improved cookstove in collaboration with key stakeholders. We will encourage partners to conduct public demonstrations after church and in town squares to reach people of various socio-economic levels. Specific Tasks:

1. Identify appropriate and culturally effective marketing techniques through focus groups consultations and interviews

2. Identify Champions for Change 3. Develop and initiate the implementation of a well-targeted awareness campaign

on improved cooking technologies 4. Conduct a quick evaluation of the marketing campaign, and adjust accordingly

Deliverables/Outputs: About 10 radio and television programs, and public

demonstrations and play events of the benefits of improved cookstoves

Zone: Region-wide Timing: May – September 2018 Partners: Regional Universities Responsible Staff: forestry and rural development specialist,

communications specialist, and gender and inclusion coordinator

Budget: Exit Strategy: Market development makes it attractive for private

investors to engage in customers’ awareness and education.

1.4 IMPROVE THE SUSTAINABILITY OF CONSTRUCTION WOOD SUPPLY

1.4.1 Strengthen capacity for construction wood production and management In addition to the wood fuel market, the demand for timber for construction and furniture also impacts local forest stands. A bamboo pole industry is developing in the area as a response to the scaffolding market. We will assess the trends in physical specificities of the various timber uses, analyzing the use of fruit trees as lumber versus the plantation of dedicated forest species. We will also examine the climate change impacts on the tree varieties that satisfy to the market specifications. Such information will be valuable for better planning of forestry and agroforestry investments in the project areas in order to more appropriately address future construction wood needs.


From the standpoint of the foresters, the study will assess separately the construction wood uses that can be satisfied through plantations with medium term rotation cycles (4 to 7 years) and those that require tree plantations with long term rotation cycles (10 years and up). Specific tasks:

1. Assess trends in local wood product use in construction, scaffolding, furniture and handicrafts

2. Conduct inventory of bamboo integration into agroforestry systems in target area

3. Assess management needs in response to climate change impacts on target tree varieties

4. Develop Action Plan for sustainable expansion of bamboo in the agroforestry systems

Deliverables/Outputs: Local wood products market report (with special

emphasis on bamboo); Inventory report of bamboo-integrated agroforestry systems; Action plan for bamboo production expansion; technical briefs on management of at least seven target tree varieties;

Zone: Target watersheds in Nord and Nord-Est Departments Timing: March – September 2018 Partners: CIAT/Colombia and specialized private firms Responsible Staff: forestry and rural development specialist Budget: Exit Strategy: The market trends of construction wood are better

understood in order to be addressed comprehensively


RESULT 2: RESILIENCE TO ECONOMIC AND NATURAL SHOCKS IMPROVED

In order for reforestation initiatives to be effective, it is critical to provide target beneficiary communities with alternative means of livelihoods to allow for newly planted trees to survive and improve target communities resilience in the face of economic and natural shocks.

2.1 INCREASE ACCESS TO IMPROVED TECHNOLOGY, PRODUCTIVE ASSETS, CREDIT, AND FINANCIAL SERVICES

2.1.1 Support the St. Barnabas Center for Agriculture as a CRDD The Feed the Future WINNER project and the Feed the Future Haiti Chanje Lavi Plantè project have had a successful experience in establishing and working with Sustainable Rural Development Centers (RDCs) to serve as testing, demonstration and training centers for promotion of improved technologies and practices. Following the CRDD model, USAID's reforestation project will work with the St. Barnabas Center at Terrier-Rouge.

The CRDD is a center of technological innovation and knowledge transfer for natural resource management, climate-smart agricultural production, processing of agricultural products, marketing, demonstration and management of modern kilns. The project will build on the reputation of the St. Barnabas Center as a training center for agricultural technicians and farmers and strengthen its management and technical capacity to train farmers, male, female and youth leaders, on agricultural production practices that are modern and ecological. We will start by conducting a capacity assessment of the Center to identify its strengths and weaknesses.

As soon as possible, the USAID Reforestation Project will sign a Memorandum of Understanding with the St. Barnabas Center to support the dissemination of innovative technologies and best practices for the training of agricultural producers, cattle breeders, agribusinesses farmers and other beneficiaries.

To ensure sound and sustainable management of project resources, and as part of our exit strategy, we will strengthen the center's ability to operate in accordance with USAID and USG rules and regulations. We will adapt our approach to the needs of the center in the areas of accounting systems, internal control procedures, monitoring and evaluation in order to strengthen its managerial and financial capacity.

Specific Tasks:

1. Assess the organizational, administrative, technical and financial capacity of the St. Barnabas Agriculture Research and Training Center, including an assessment of social inclusion and gender;


EG.3.2-1 – Number of households benefitting directly from U.S. government assistance, (output) Year 1 target 750, LoP 21,000 3.2-3 – Number of MSMEs, including farmers receiving U.S. government assistance to access bank loans, (outcome) Year 1 target 0, LoP 40 EG.10.2-3 – Number of stakeholders with increased capacity to adapt to the impacts of climate change as a result of U.S. government assistance, (outcome) Year 1 target 5, LoP 50


2. Develop a capacity building plan for the center; 3. Initiate the implementation of the capacity building plan; 4. Provide technical and financial assistance to the St. Barnabas Center for the

revision of their curriculum and adaptation to project needs, and for the training of agricultural producers, delegates of rural producer organizations, cattle breeders, agribusinesses and other beneficiaries

Deliverables/Outputs: Assessment report of St. Barnabas Center’s

institutional, organizational and financial capacity; Sub-grant agreement with St. Barnabas Center to strengthen its management and institutional capacity; Revision of the curriculum to respond to project specific needs; At least 50 Project supported participants trained at St. Barnabas Center

Zone: Terrier-Rouge Timing: December 2017 – April 2018 Partners: St. Barnabas Center for Agriculture Responsible Staff: Deputy project director, training and capacity building

specialist, Resilience specialist and gender and inclusion coordinator

Budget: Exit Strategy: Build the capacity of local partners to ensure they have

the skills and incentives to manage and continue implementing agroforestry and silvo-pastoralism best practices beyond the life of this project

2.1.2 Develop partnerships with other regional natural resources management capacity building providers The region has several other capacity building service providers, training or research centers in agriculture and natural resource management, for example the Institut Supérieur des Technologies et des Etudes Avancées d’Haiti (ISTEAH), the Centre de Formation en Aménagement Intégré des Mornes (CFAIM), the Ecole Moyenne d’Agriculture du Dondon (EMAD), the Campus Roi Henry de l’Université d’Etat d’Haiti in Limonade, the Université Notre Dame, the Université Chrétienne du Nord. Based on established Terms of Reference and scope of works, we will publish limited competition request for proposals in order to acquire their services for the training of agroforestry producers and agro-processing investors as described in other activities under this objective and objective 3. Specific Tasks:

1. Assess the institutional, organizational and financial capacity of the target local training institutions;

2. Through a limited competition request for proposal, select at least three of these local training providers to partner with the project in training and building the capacity of project beneficiaries


Deliverables/Outputs: MOUs signed with 2 local training providers Zone: North and North-East Timing: February – July 2018 Partners: CFAIM, EMAD, UEH Limonade, Université Notre

Dame, Université Chrétienne du Nord, MARNDR Direction de l’Innovation, Institut Supérieur des Technologies et des Etudes Avancés d’Haiti-ISTEAH.

Responsible Staff: Deputy project director, training and capacity building specialist, Resilience specialist and gender and inclusion coordinator

Budget: Exit Strategy: Strengthen the capacity of local institutions to serve as

training providers in natural resources management beyond the life of this project

2.1.3 Improve farmers’ access to credit through saving and loan cooperatives The project will target farmers facing bottlenecks along agroforestry and animal value chains, as well as the lack of financial services appropriate to the development of their initiatives. The project will first examine access to credit and the availability of studies on rural long-term income-generating activities in the project's target areas. Based on the findings and recommendations from the studies, the project will provide technical and financial assistance to rural producer organizations and selected agribusiness through in kind donations and grants through collective financial structures using a guarantee model loan scheme or a credit facility focused on entrepreneurial development. The ultimate goal is to facilitate producers' access to sustainable and responsive financial services through a system focused on growing their businesses. Specific Tasks: 1 Identify, from available studies, data and assessments, specific nodes in agricultural

value chains and agroforestry systems that show enough solvency and resilience for access to credit and, if need be, prepare terms of reference for further assessments.

2 Based on the conclusions and recommendations, facilitate the provision of technical and financial assistance to key value chain actors through identification and liaison with potential markets, as needed;

3 Develop a strategy to facilitate access to relevant financial services for selected groups of investors and agribusiness entrepreneurs, with a focus on their economic growth;

4 Initiate the training of selected entrepreneurs on financial literacy, entrepreneurship and agribusiness management.

Deliverables/Outputs: Strategy to facilitate access to relevant credit services;

MOUs for funds management and disbursement signed with at least 2 financial partners; at least 20 entrepreneurs initiated to financial literacy


Zone: Target area-wide Timing: February – August 2018 Partners: Cooperatives or other type of financial CBOs in the

target areas Responsible Staff: Training and capacity building specialists, Resilience

specialist Budget: Exit Strategy: Ensure a deep community buy-in through the COAIT.

Ensure that rural producer organizations and selected agribusiness have better access to credit and financial services to sustainably value products from the agroforestry and livestock sectors.

2.2 SUPPORT TARGETED NON-WOOD AGROFORESTRY PRODUCTS VALUE CHAINS

2.2.1 Improve access to markets for key local non-wood agroforestry products In close coordination with the technical assistance provided through the Farmer Field School for reforestation (see activity 3.1.2) and the assistance provided for selected high-value crops that fit into agroforestry systems (see activity 2.4.1), the high-value crop value chain coordinator will work on the following non-wood agroforestry products (as cocoa, coffee, mango, cashew nuts, citrus) and seasonal vegetable and fruits (as pineapple, chayote, ginger, passion fruit, plantain and pigeon pea), tubers (like yam). He/she, with assistance from consultants, will provide the following services in support to the targeted key agroforestry products:

• Better knowledge of different market places needs (either national and/or international) and design specifications of improvements to introduce in local value chains to address them. This might include, for example, taste preferences and other selection criteria for specific fruit varieties, optimal delivery schedule or carriers, etc.

• When promising new and/or performing varieties of fruit trees that better accommodate some market niches are identified, the project will manage to make seeds from these varieties available for strengthening the Jaden lakou.

• Improvement of the farmers and local processors know-how in required processes for accessing specific national or international markets. This will include but not be limited to, improvement of harvest techniques and processing of product, improvement of quality and traceability, fair trade and organic certification and post-harvest manipulations like improvements in packaging or shipping crates,

• Promotion and facilitation of networking and partnerships for improving the access to marketplaces for local non-wood agroforestry products.

Specific Tasks :


1. Review available studies of drivers of change, bottlenecks and market opportunities for value-added crop value chains and, if need be, prepare terms of reference for complimentary assessments;

2. Through the COAIT, identify producer organizations, processing cooperatives and agribusiness within these value chains;

3. Identify potential leaders of change and the main operational and technical constraints of producers for accessing the identified market niches;

4. Identify gaps in assistance provided for post-harvest processing and develop a complementary assistance plan for key players in the targeted value chains;

5. Initiate, through sub-grants, the implementation of the plan for improving access to markets for the targeted high-value non-wood agroforestry products

6. Support partnership initiatives between cooperatives such as RECOCARNO and FECANNO and similar organizations in other regions of Haiti and the Dominican Republic

Deliverables/Outputs: Appraisal report for value-added agroforestry value

chains, with recommendations for action; Directory of producer organizations, processing cooperatives and agribusiness for target agroforestry value chains; Capacity building and technical and financial assistance for selected value chain actors

Zone: Selected watersheds from Activity 4.1 Timing: January – September 2018 Partners: FECANNO, RECOCARNO, Departmental Agricultural

Direction of the North (DDAN) and North-East (DDANE), processing cooperatives, agribussiness

Responsible Staff: Resilience specialist and coordinator of high-value crops Budget: Exit Strategy: Ensure deep community buy-in through the COAIT,

promote activities that generate income, and build local capacities to ensure the skills and incentives to continue promoted practices beyond the life of the project

2.2.2 Promote innovative ways to value local agroforestry products USAID Reforestation Project will promote selected improved agricultural practices, building on the work of the WINNER, Chanje Lavi Plantè, and AVANSE projects. In close collaboration with the DDAN, DDANE, and relevant farmers/producers’ organizations, we will target priority agroforestry value chains (coffee, cacao, mango, citrus and cashew nuts), focusing on agricultural practices that integrate biological structures like pineapple and forage to improve animal nutrition. In complementarity to works around promotion of key agroforestry products through existing commercial value chains (see activity 2.2.1) and improvement of the Jaden lakou (see activity 3.1.2), the USAID Reforestation Project will collaborate with the St. Barnabas Center and the other agriculture and natural resources extension centers


(selected through process 2.1.2) to test innovative technologies in agroforestry that may not fit the farmer field school approach at the beginning. Such technologies include but are not limited to:

• innovative ways to accommodate local agroforestry products (as food or cosmetics),

• test of species that may be new for the project implementation area but that have shown good integration elsewhere in comparable agroforestry systems

These experiments will be promoted through school conferences, youth clubs contests, university students memoirs, etc. This approach will also include prospection for investors in local production of any promising technology that will have been tested with success for improved crop productivity in Jaden Lakou (see activity 3.1.2) but that can’t be sustainably prepared at farm level. This might include but is not limited to simple hand or animal drawn tools or microorganisms, biochar or earthworm-based organic fertilizers or soil moisture retention enhancers for semi-arid areas. Specific Tasks :

1. Setup a network of youth clubs with which to schedule and implement an agroforestry support campaign;

2. Promote sponsorship and other local institutions involvement in the agroforestry outreach campaign targeting youth;

3. Setup and implement, in coordination with regional universities, a process of support for students interested in making thesis on innovative ways to value agroforestry products and/or market assessments;

4. Coordinate with team that oversees the Farmer-Field-School (see activities 2.4.1 and 3.1.2) for identification of any interesting imported agricultural input that could potentially be commercially manufactured in the country and, each time such an opportunity is identified, coordinate with university partners and team working with loan and credit institutions (see activities 2.1.2 and 2.1.3) to provide required technical and financial supports for such venture. Deliverables/Outputs:

Existence of a youth club networks active in support to better natural resource management; at least 1 innovative uses of agroforestry products promotion events reports (for 1st year); at least 1 feasibility study or memo for local production of bio-based soil enrichment inputs (expected for 2nd year);

Zone: Selected watersheds from Activity 4.1 Timing: February – September 2018 Partners: Centre Saint Barnabas, DDAN, DDANE and agricultural

science education institutions, loan and credit institutions.

Responsible Staff: resilience specialist and component 2 team, and gender and inclusion coordinator


Budget: Exit Strategy: Ensure a deep community buy-in through the COAIT.

Strengthen local capacity to ensure the skills and incentives to continue to promote improved farming practices beyond the life of the project

2.3 PROMOTE FOREST-FRIENDLY ANIMAL HUSBANDRY

2.3.1 Improve animal husbandry and livestock management In the project intervention area, livestock is an important source of daily cash income (50,000 households own at least one cow). Animal assets (especially small ruminants like goats) are essential to provide resilience to shocks (in the form of selling animals when cash is needed for emergencies) and cover large expenses like school fees. Reforestation and protection of forested areas will limit access of animals to common grazing and browsing grounds. At the same time, in order to be successful, the project needs to work with target communities to improve their economic resilience, and offer alternatives to income generally derived from charcoal and firewood production. Improved livestock production and management can provide for these to a large extent.

Proper animal husbandry increases animal productivity, household income, while reducing livestock (grazing) pressure on forested and newly reforested areas. Improved tropical forage (legume and grass) technologies suitable to sub-optimal conditions increase high quality feed availability and provide ecosystem services enhancing crop and tree production and restoring degraded lands. Both contribute to increase household resilience.

Using the Farmer Field School approach and complementary surveys, the project will diagnose feeds needs and opportunities for improved forages, including a cost-benefit analysis of the different options (best-bets), drawing on the work of DDAN, DDANE and organizations such as Heifer International, CECI, PADF and Veterimed. We will focus on locally adapted and improved grass and legume varieties, using demonstration plots to validate improved forage options such as alternative uses and conservation techniques. Based on specific geographical, agro-ecological and social conditions, emphasis will be placed on cutting and grazing systems, with emphasis on improved management practices such as rotational grazing, cutting frequency and maintenance.

The focus of the interventions will be on creating conditions enabling the reduction of free roaming cattle and other livestock (e.g., goats). Depending on the local circumstances (availability of pastures, present animal species, etc.) we envisage four possible livestock production systems that can simultaneously exist within one region, community or even farm.

1. Intensive grazing systems, based on improved forages and improved grazing management, including rotational grazing. This system, especially if trees are already present in pasture areas, will also include silvopastoral options, like live fences with forage trees (e.g., Gliricidia sepium, Cratylia argentea).


2. Zero-grazing systems, especially when farmers have livestock (cattle, goats), but no or very few pastures. Interventions will include improved high-yielding cut-and-carry grasses (requiring only small areas for high biomass production), herbaceous multipurpose legumes and (leguminous) multipurpose trees at homesteads.

3. Systems based on (improved) crop residues. The use of crop residues (e.g., maize, sorghum, rice, cowpea, groundnut) as animal feed or green manure will be optimized by interventions including intercropping of cereals, tubers and roots with (forage) legumes (e.g., Canavalia brasiliensis, Mucuna pruriens), improved storage methods and strategic use of crop residues (legumes).

4. Increase availability of non invasive, fast growing plants that can be used as fences and that are not eaten by goats, like Bromelia pinguin, Yucca gigantea, and various local Euphorbia sp. so as to support potential setup of limited free roaming perimeters and/or fencing sensitive gardens and reforested areas

The project will also assess key livestock value chains to better understand opportunities, barriers and markets for improving or developing value chain strategies to increase farm-level productivity and agribusiness profitability. This will lead to development and training on improved livestock practices (including breeding, management of young animals), feed production in integrated systems, management practices and animal health.

Based on results, the project will elaborate and initiate strategies for rapid scaling, starting in Year 2.

Specific Tasks:

1. Assess main livestock value chains in target areas 2. Improve or develop value chain strategies for cattle, goat and pig production,

through technical and financial support to livestock farmers, for increased productivity and profitability

3. Conduct diagnosis of forages related needs and opportunities, and cost-benefit analysis of different options

4. Establish demonstration plots for forage production and harvesting, including silvopastoral systems;

5. Develop and implement training programs on improved animal husbandry

Deliverables/Outputs: Livestock value chain improvement strategy; Diagnostic of needs and opportunities related to cattle, pig and goat production, including cost-benefit analysis of the different options; At least 10 farmer demonstration plots of of forage production in various agroforestry or silvopastoralism systems; at least 100 farmers with improved forest friendly livestock and animal husbandry parctices


Zone: Selected watersheds from Activity 4.1 Timing: February – September 2018 Partners: CIAT-Colombia, Centre Saint Barnabas, DDAN,

DDANE and regional agricultural sciences training institutions

Responsible Staff: resilience specialist and animal production coordinator Budget: Exit Strategy: Ensure deep community buy-in through the COAIT,

promote activities that generate income, and build local capacities to ensure the skills, incentives and resources to implement promoted practices and technologies, and continue them beyond the life of the project

2.3.2 Promote beekeeping Beekeeping has the advantage of being able to be conducted in different ecosystems, ranging from dry plains to wet setting areas. It has the advantage of being integrated without significant negative impacts on the environment in other ecosystems such as mangroves. This activity presents itself as a value added alternative in support of the rural economy in the target areas of the project. It must also be an option that can help re-establish the tree cover by the added economic value generated from their flowers.

The USAID Reforestation Project will assess the value chain of beekeeping to identify possible drivers of change and bottlenecks for farmers. Based on the recommendations, the project will provide technical and financial support for options to improve production, processing and marketing of products.

Specific tasks: 1. Evaluate the value chain of beekeeping, identify drivers of change and

bottlenecks; 2. Initiate the implementation of beekeeping value chain strengthening

strategies, through technical and financial support to agribusiness, processing cooperatives and individual beekeepers, to increase the productivity and profitability of the value chain, and linking them to improve their access to credit and commercialization;

3. Promote good practices of beekeeping based on honey-rich crops; 4. Provide training on improving beekeeping and product processing; 5. Support partnership initiatives between cooperatives such as Coopérative

apicole de Ouanaminthe (COA) and other similar organizational structures in other regions of Haiti and the Dominican Republic

Deliverables / Outputs: Assessment of beekeeping value chain; strategy document for strengthening beekeeping value chains; technical and financial support provided to, at least, 50 beekeepers

Zone: Selected watersheds of Activity 4.1 Timing: January - September 2018


Partners: COA, Saint Barnabas Center, DDAN, DDANE and regional training institutions in agricultural sciences

Responsible staff: Resilience Specialist and Animal Production Coordinator

Budget: About $ 75,000 Exit Strategy: Ensure strong community buy-in through the COAIT,

promote income-generating activities and build local capacity to provide the skills, incentives and resources to implement the promoted practices and technologies and pursue them at the local level, beyond the life of the project.

2.4 SUPPORT HIGH VALUE SEASONAL CROPS IN AGROFORESTRY SYSTEMS

2.4.1 Promote seasonal high value crops Referring to the various agroforestry systems of the target area, the project will promote seasonal high value crops as alternative source of income to farmers and provide an incentive for the protection of young seedlings and trees. During the first year, we will promote pigeon pea, yam, plantain, pineapple, chayote, passion fruits and ginger production. We will work with selected beneficiaries to demonstrate and promote climate-smart technological packages and cultural practices ecologically adapted to the agroforestry systems of the project's intervention zones. Specific tasks:

1. Select high value seasonal crops suitable for the agroforestry systems of project areas; develop technical briefs for selected crops

2. Identify farmers and plots for demonstration of selected crops and relevant technology and practices

3. Promote pineapple production for wealth as well as soil and water conservation 4. Promote ginger, chayote and passion fruit production to enrich some of the

agroforestry systems 5. Train 300 farmers and 50 famers model on the promoted technology and crop

management practices

Deliverables / Outputs: Evaluation report of high value seasonal crops adapted to agroforestry systems, with recommendations for improving productivity; At least 50 demonstration plots on improved management of pineapple, ginger, chayote and passion fruit production; Training of 300 farmers on improved management practices for the target crops

Zone: Selected watersheds of Activity 4.1 Timing: January – September 2018 Partners: CIAT-Colombia, Saint Barnabas Center, DDAN,

DDANE and regional training institutions in agricultural sciences


Responsible staff: Resilience Specialist, Agricultural Production Coordinator

Budget: About $ 400,000 Exit Strategy: Ensure strong community buy-in through the COAIT,

promote income-generating activities and build local capacity to provide the skills, incentives and resources to implement the promoted practices and technologies and pursue them at the local level, beyond the life of the project.


RESULT 3: TREE COVER IN TARGETED AREAS INCREASED

To increase tree cover, communities must sustainably manage existing trees and plant and maintain new trees to a level where biomass production exceeds demand. Applying COAIT and land-use planning, we will work with targeted communities to update, develop or strengthen subwatershed management plans and prioritize areas for conservation and reforestation. We will work with them to select, based on the target or promoted agroforestry systems, tree species that have economic value, are adapted to the subwatershed ecological conditions, and respond to their specific needs. Our implementation strategy includes working with the target communities and municipalities to develop new or improve their existing tree nurseries; training them and facilitating their access to appropriate tools and techniques for tree management, including grafting and pruning; and supporting availability of and access to improved germplasms for tree production. This year we will focus more on farmers in dynamic communities, helping them to take ownership of the reforestation program, make guided decisions on tree species composition for nurseries, and commit themselves to managing their community nurseries, planting and caring for the tree seedlings.

3.1 INCREASE TREE COVER IN SUB-WATERSHEDS

3.1.1 Develop and Promote a “Jaden Lakou” System Fruit tree production and the number of fruit trees are both declining in the region, mainly as a result of aging fruit trees and the impacts of climate change, which increases trees vulnerability to pests and disease. Under these conditions, the Jaden Lakou does not contribute to the resilience of households to economic and natural shocks. To address this, the USAID Reforestation Project will work in Year 1 with at least 500 farmers from communities selected through activity 4.1.1 and 4.2.1 to improve their “jaden lakou” based on the agro-ecological conditions of their lakou (household yard/plot) and the relevant technical briefs. We will help them select the appropriate trees and agro-forestry systems that meet not only the ecological conditions but also their specific economic and social needs. Since at family level, generally women handle the day to day sales of fruits while men take the lead for negotiation of wood products, we will identify and target women leaders to also participate in the selection of tree varieties and planting sites.

Based on recommendations from market assessments conducted under component 2 of the project, and, using the Farmer Field School approach, we will work with households


EG.3.2-17 – Number of farmers and others who have applied improved technologies or management practices with USG assistance (outcome): Target year 1 520, LOP 20,160 EG.3.2-18 – Number of hectares of land under improved technologies or management practices as a result of U.S. government assistance, (outcome) : Year 1 target 0, LoP 15,000 PL.06 – Number of farmers linked to agroforestry and/or fruit tree products markets (outcome) Year 1 target 500, LoP 20,000 PL.07 – Number of hectares of mangrove forests conserved or restored (outcome) Year 1 target 0, LoP 1,000 PL.08 – Number of tree seedlings planted (output) Year 1 target 0, LoP 4,000,000 PL.09 – Survival rate of planted trees (outcome) Year 1 target 0%, LoP 72%


to explore the feasibility of installing or expanding fruit trees-based agro-forestry systems “jaden lakou”, particularly for coffee, cocoa, cashew, mangoes, and citrus. In coordination with project teams working on market demands for both wood (see result 1) and non-wood forest products (see result 2), we will train and support farmers on best practices for fruit tree management in "jaden lakou," including garden layout, soil conservation and fertilization practices, tree grafting and pruning based on climate conditions and production objectives, pest management, harvesting techniques, packing and marketing.

Specific Tasks:

1. Identify and assess composition of various jaden lakou types of the priority watersheds

2. Develop technical briefs for jaden lakou of typical agro-ecological zones of priority watersheds

3. Train at least 500 farmers on improved management of jaden lakou 4. Foster adoption of the promoted improved management practices by at least

300 farmers

Deliverables/Outputs: Jaden lakou assessment report; Development of climate smart technical technical briefs for jaden lakou management; 300 jaden lakou with improved management based on promotedpracticies

Zone : See the sub-watersheds selected in Activity 4.1 Timing : January – September 2018 Partners : St Barnabas Center, DDAN, DDANE, DDEN, DDENE Responsible Staff : resilience specialist, watershed management specialist,

agroforestry coordinator, and gender and inclusion coordinator

Budget : Exit Strategy: All technical packages are introduced based on a very

participatory approach with counterpart contribution being a cornerstone of most agreements with project beneficiaries and partners

3.1.2 Support tree nurseries production, planting and management To support nursery management, seedling production, and tree planting, we will work with the Saint Barnabas Center, DDAN, DDANE, and relevant community-based organizations (CBOs) and faith based organizations (FBOs). The project will work to promote and ensure the involvement of the trainees from dynamic community to take ownership of decisions related to reforestation and tree varieties, and commit to establish and manage the nurseries, plant and care for the tree seedlings.

To support and promote reforestation efforts, the project will classify the reforestation sites by agro-ecological zones based on the sub-watershed management plans. It will develop technical packages to guide and train communities and other stakeholders on the implementation of these management plans.


The dynamic communities will have worked with or been recommended by AVANSE, DDAN, DDANE, DDEN, DDENE and other partners. By the end of Year 1, the St. Barnabas Center, the Dosmond Germoplasm Center of the DDENE, and several of these dynamic communities will manage tree nurseries through a combination of project technical support, small grants, and performance-based contracts for the production, planting of and caring for at least 500,000 tree seedlings.

The Project will also support the national efforts for:

1. the identification of trees to be used as rootstocks for the production of grafted seedlings in target ecosystems; and

2. the selection of performant fuelwood and timber tree stocks for target ecosystems

Specific Tasks:

1. Identify potential tree nursery sites, and tree species composition 2. Issue agreements for tree production, planting and caring 3. Support establishment of first series of tree nurseries

Deliverables/Outputs : at least Production of 500,000 tree seedlings: protocols

for roostocks selection for grafted seedlings Zone : Sub-watersheds identified in section 4.1 Timing : January – September 2018 Partners : St. Barnabas Center, DDAN, DDANE, DDEN, DDENE,

CBOs & FBOs Responsible Staff : watershed management specialist and agroforestry

coordinator Budget : Exit Strategy: All technical packages are introduced based on a very

participatory approach with counterpart contribution being a cornerstone of most agreements with project beneficiaries and partners

3.2 RESTORE COASTAL MANGROVE FORESTS

3.2.1 Restore mangrove stands The Agence Nationale des Aires Protégées (ANAP) has prepared a management plan for the 3 Bays National Marine Park (3BNMP). The selected strategy includes active management of some mangrove stands within broader components of strategic ecosystem rehabilitation and conservation. When the management plan is finalized and approved by the relevant authorities, the project will work with the various partners to support mangrove rehabilitation and associate activities like environmental awareness.

The project will also assess mangrove stands rehabilitation needs in the Acul du Nord bay. This area has been identified as a Key Biodiversity Area although not yet declared a protected area. The Ministry of Tourism has also built a marina in that bay to accommodate cruise ship tourists from the Labadee resort to La Citadelle. We will


partner with Village Planête, one of the leading local environmental NGO which has good experience working in that bay and know-how in mangrove management,

Specific tasks:

1. Participate in development of mangrove rehabilitation plan for 3BNMP 2. Develop and launched awareness campaign on mangrove rehabilitation 3. Initiate mangrove rehabilitation in 3BNMP 4. Assess mangroves stands status in Acul du Nord Bay

Deliverables/Outputs: Awareness campaign on mangrove rehabilitation

developed and launched; Rehabilitation of 20 hectares of mangroves initiated; rehabilitated within the 3 Bays National Park initiated; mangrove stands status in Acul du Nord bay assessed

Zone: 3BNMP and Acul du Nord bay Timing: January – Sept 2018 Partners: ANAP, CMBP project, FOPROBIM, Village Planete Responsible Staff: watershed management specialist Budget: Exit Strategy: All technical packages will be introduced based on a

very participatory approach with counterpart contribution being a cornerstone of most agreements with project beneficiaries and partners


RESULT 4: ENVIRONMENTAL GOVERNANCE AND COORDINATION IMPROVED

To have an impact at landscape level, a resilience improvement and reforestation initiative needs the backup of a strong governance component, particularly in a country with weak public sector entities. In addition to a broad outreach campaign about existing regulations and policies, good communication and concertation between stakeholders (including NGOs and private investors) are deemed important. Our governance specialist will facilitate collaboration with local authorities, including synergy and linkages with selected municipalities in the Dominican Republic. Concurrently the project director will lead engagement with national coordinating groups.

4.1 CONDUCT LAND USE MAPPING AND PLANNING

Zoning, when planned in a participatory way, with active involvement of the key stakeholder groups, and appropriate considerations of their respective interests and development objectives, is deemed a good governance tool for landscape and natural resources management. However, various initiatives of this type, implemented in Haiti, have had mitigated impacts for lack of ownership by the public sector entities, the private sector and the communities. During the whole course of this project, through the COAIT process, our team will work in collaboration with target communities, the Government of Haiti’s Comité Interministériel d'Aménagement du Territoire (GOH CIAT), and other stakeholders, to use local data collection (particularly those from activity 1.1.1 and 1.1.2), mobile application technology, and maps to analyze interrelationships between land uses and the target ecosystems. We will foster progressive consensus on effective zoning plans at the level of subwatersheds. ping process will be prominent features of the sub-watershed management plans, which will complement the communal development plans, where they exist. This will provide communities and municipal authorities with action plans to stabilize hillsides and coastal areas, improve economic and natural shocks resilience, foster better appreciation of natural resources and environmental services, for increased perennial tree cover and reduced soil erosion, while protecting downstream populations and investments. These management plans will also help build cooperation at the community level, on actions and interventions to guide reforestation and agroforestry, foster climate-resilient agriculture production, and manage livestock grazing.

Objective 4: Expected results PL.10 – Number of national-level coordination and advocacy activities supported by the USAID Reforestation Project (output) Year 1 target 1, LoP 3 Year 1 target 0, LoP 5,000 PL.11 – Number of sub-watershed committees created and recognized (output) Year 1 target 3, LoP 12 PL.12 – Number of sub-watershed plans endorsed/adopted by municipal authorities and/or integrated into municipal plans (outcome) Year 1 target 3, LoP 12 PL.13 – Number of communities with increased capacity to address economic and natural shocks (outcome) Year 1 target 2, LoP 8


For each target sub-watershed, GIS specialist Emmanuel Pierre, will produce maps of the physical characteristics of the sub-watershed (hydrology, slopes, types of soil), as well as current land uses (urban areas, industrial zones, cultivated agricultural land, forests, fallow land, water bodies, floodplains, and protected areas). We will build on AVANSE’s work, and these maps will be used prominently in the watershed planning process.

4.1.1 Refine the selection of priority watersheds and develop/improve sub-watershed management plans Our team has initially identified five priority watersheds in the North and North-East Departments of Haiti for project interventions: Haut du Cap, Grande Rivière du Nord, Trou du Nord, Marion, and Jassa. In the first nine months of the project, we will work with GOH partners, local stakeholders, and USAID to refine the selection of these priority watersheds and to identify the specific sub-watersheds most conducive to the implementation of project activities. We will use the results of the COAIT to fine tune that selection.

Specific tasks:

1. Refine the selection of these priority watersheds 2. Review and/or update existing sub-watershed management plans

Deliverables/Outputs: Consultation reports on criteria for selection of priority

sub-watersheds. New or updated management plans completed for at least 5 target sub-watersheds in the North and North-East Departments

Zone: Target watersheds in North and North-East Departments Timing: January – September 2018 Partners: GOH CIAT, DDAN, DDANE, DDE, CBOs Responsible Staff: deputy project director, watershed management and

governance specialists, and GIS expert Budget: Exit Strategy: Foster ownership of the sub-watershed management plans

by government entities at the local level and communities for the sustainable co-management of each target sub-watershed

4.2 BUILD LOCAL GOVERNANCE CAPACITY TO ENFORCE NATURAL RESOURCES MANAGEMENT POLICIES

The process to produce sub-watershed management plans also serves as a means of coordination with local and national government institutions’ efforts to increase tree cover and improve environmental services. We will promote the election of at least 30 percent of women in sub-watershed management committees. Our deputy project director and our governance expert will facilitate collaboration with local authorities, and Project Director will lead engagement with national coordinating groups.


Local governments, including target municipalities, are key stewards of local natural resources and critical to their sustainability. Yet their planning capacity and understanding of threats and opportunities are limited. Building on local governments’ development of sub-watershed management plans, we will work with them to ensure full ownership of the plans and their use as a framework for land-use planning and zoning. As many local governments are likely to be members of sub-watershed management committees, we will train and help them to implement the plans. As appropriate, we will embed project field staff in select municipalities to build capacity and advance project goals.

4.2.1 Facilitate and support the implementation of endorsed sub-watershed management plans Once sub-watershed management plans are developed and improved, we will support their implementation throughout the life of the project by providing training and technical assistance to the sub-watershed management authorities. We will focus first on the revision, update and/or implementation of sub-watershed management plans already prepared by AVANSE, the DDAN and the DDANE for our priority sub-watersheds, and work with the authorities on the associated zoning plans. Accordingly we will initiate their training in areas like ridge to reef interdependence, watershed management and public policy, best practices for soil and water conservation regulations, leadership and community management skills for women and young people.

Specific tasks:

1. Facilitate the endorsement/approval of subwatershed management zoning plans by relevant authorities

2. Develop and conduct watershed management training program for community leaders

3. Train relevant ASECs and CASECs on key rural development and natural resources management regulations

4. Initiate the implementation of at least 3 sub-watershed management plans

Deliverables/Outputs: At least 4 subwatershed management zoning plans approved; Implementation of at least 3 watershed management plans initiated

Zone: Target watersheds in North and North-East Departments Timing: February – September 2018 Partners: GOH CIAT, DDAN, DDANE, DDE, CBOs, AVANSE Responsible Staff: deputy project director, watershed management and

governance specialists, outreach coordinator Budget: Exit Strategy: ASECs, CASECs and local authorities are aware of natural

resources management regulations and have improved capacity to enforce them


4.2.2 Engage in national-level coordination on protected areas, disaster risk management, reforestation, and policy advocacy Using his World Wildlife Fund experience in protected areas management, and his experience as USAID Cookstoves chief of party, Mr. Fontaine will lead the project’s participation in national-level coordination efforts on protected areas, disaster risk management, climate change, and reforestation. He will support advocacy efforts for LPG regulations, fuel-wood, forest, and watershed policies; work closely with the GOH CIAT; and participate in the Haiti Takes Root national coordinating platform for watershed development.

Specific tasks:

1. Develop synergy with similar programs 2. Participate in the Haiti Takes Root national coordinating platform for watershed

development

Deliverables/Outputs: Synergies achieved with other programs of the GOH and donors to leverage the funds of the USAID reforestation project

Zone: Target sub-watersheds of the North and North-East Departments

Timing: October 2017 – September 2018 Partners: MARNDR, MOE, Haiti Takes Root, Donors Responsible Staff: project director Budget: Exit Strategy: The GOH is effectively implementing its resilience

strategies and achieving its reforestation goals in the North and North East

4.3 IMPROVE DISASTER RISK MANAGEMENT

Northern Haiti is prone to hurricane and flooding. The region is also located on a seismic fault and is vulnerable to earthquakes. In addition, drought is becoming endemic in the North. For reforestation activities to be sustainable, local governments and communities need to address disaster risk management proactively.

4.3.1 Support stakeholders in developing and/or improving disaster risk management plans The project will support local stakeholders of the communes in the target areas by helping them develop or improve disaster risk management and contingency plans. We will first identify existing disaster management and contingency plans and work with local civil protection committees of the Ministry of Interior (MICT) to update the plans and ensure they include contingencies for the proactive management and planning for natural disasters, including drought preparedness. The updated plans will help foster resiliency and mitigate the impacts of natural disasters when they occur. Specific tasks:


1. Identify existing disaster management and contingency plans 2. Develop or update disaster management and contingency plans for target

communes

Deliverables/Outputs: Disaster management and contingency plans for target communes developed or updated

Zone: Target communes of the North and North-East Departments

Timing: February – September 2018 Partners: Civil protection committees, communes Responsible Staff: governance specialist, outreach coordinator, community

organization coordinator Budget: Exit Strategy: ASECs, CASECs and local authorities are aware of natural

resources management regulations and have improved capacity to enforce them


CROSS-CUTTING ACTIVITIES

5.1 GARNER COMMUNITY BUY-IN THROUGH THE COAIT TOOLKIT

Community ownership is a core determinant of the sustainability of project impacts. The goal is to guide communities to gradually take the driver’s seat for the achievement of resilience objectives that they have set with the assistance of the project and other partners. In the first semester of year one, the project will identify target communities, assess their institutional and organizational capacity, and select a first cohort of communities based on the assessment results and criteria such as: 1) existence of previous initiatives, 2) favorable internal dynamics, and 3) quality of local leadership. As a framework to organize its activities, the project will use a participatory process with the first group of selected community based on the Community Options Analysis and Investment Toolkit (COAIT) to analyze their current environmental and economic resilience status, and then to select the strategies best-suited to the specific situation and eventually develop plans. As illustrated below, the ultimate goal is to engage and empower communities to develop — from analysis through implementation and adaptive learning — sound sub-watershed management plans to reduce threats, increase tree cover, and navigate economic risks and challenges. This approach will help us leave behind a network of empowered communities to build on the foundation set by the program to continue implementing their sub-watershed management plans, thereby ensuring the sustainability of project success.

This activity will be carried out by project field technicians/trainers under the technical guidance of the community organization coordinator and in close collaboration with local authorities, technical services and civil society organizations. The tool enables the integration of resilience considerations into their planning process, and encourages the community to have a comprehensive vision of their shared vulnerabilities due to degradation of ecosystem services and management plan for their natural resources-based resilience.

Cross-cutting activities: Expected results PL.14 – Percentage of women on subwatershed management plans validation committees in leadership and decision-making roles (outcome)”; Target for year 1 = 30% vs LOP = 30% PL.15 – Value of funds leveraged through cost share and PPPs (output) Year 1 target 15,000, LoP 1,000,000


Specific Tasks:

1. Identify target communities, assess their institutional and organizational capacity, and select a first cohort of communities

2. Apply the Community Options Analysis and Investment Toolkit (COAIT) with the first cohort to develop sub-watershed management plans

Deliverables/Outputs: Community groups actively engaged in the COAIT and

their respective project planning and development Zone: Target area-wide Timing: January – September 2018 Partners: DDAN, DDEN, DDANO, DDENO, Municipalities,

technical authorities, other NGOs and projects Responsible Staff: community organization specialist Budget: Exit Strategy: Ensure deep community buy-in through the COAIT and

PEA process to foster continuing implementation of promoted practices and sub-watershed plans beyond the life of this project

5.2 IMPROVE WOMEN AND YOUTH CAPACITY FOR INCREASED LEADERSHIP ROLES

We will stimulate the participation of young people and women in the project implementation, and will organize training sessions on leadership targeting both groups. We will work with leaders and beneficiaries to ensure a fair and equitable representation and participation of women and youth in our activities, especially planning meetings, training workshops and seminars. In close collaboration with the relevant stakeholder groups, we will promote and foster investment from their part in income generating activities. In activity 4.2 in particular, we will promote the election of at least 30 percent of women in sub-watershed management committees. The goal is to facilitate and obtain the engagement of these two groups whose strength in the demographic configuration of the country as well as the vulnerability to marginalization make them strategic for the success and sustainability of this project which heavily rely on a participatory approach. We will also measure community participation and commitment through cost sharing under the forms of investments of their time and other resources, contribution from private sources that have interest in their community advancement. Specific Tasks

1. Put to contribution recent gender and youth assessments that analyze gender and youth marginalization

2. Based on assessments findings and recommendations, build a strategy to promote the leadership of young people and women in their communities and


empower them to take on responsibility roles within sub-watersheds management committees in project areas

3. Involve young people in activities supporting the project as we roll out field data collection, planning and realization of campaigns, diffusion of information

4. Develop and implement leadership training programs for women and youth, and build partnerships with local capacity building institutions

5. Enable interested young people and women to take up economic initiatives, investing in market driven income generating activities

6. Develop a strategy to make concrete the project cost-share expectations from target population and segments of the private sectors

Deliverables/ Outputs Recent assessment report identified, available and

used; partnership developed with at least one (1) capacity building and training institution; at least ten young people involved in data collection and other project related activities; 60 women and young people initiated in leadership and management training; about $10,000 contributed through cost-share

Zone: Target areas – wide Timing: January – September 2018 Partners: St Barnabas Center, training institutions Responsible Staff: training and capacity building specialist, gender and

inclusion coordinator, and governance and institutions specialist

Budget: Exit Strategy: Ensure deep community buy-in through the COAIT

and PEA process to foster continuing implementation of promoted practices and sub-watershed plans beyond the life of this project

5.3 CONDUCT ORGANIZATIONAL CAPACITY ASSESSMENT OF SELECTED ORGANIZATIONS

The project will build on existing regional and local institutions, community based organizations (CBO), faith-based organizations (FBO) for different aspects of project activities throughout its life. We will use available tools designed by USAID like organizational capacity assessment (OCA) to assess organizational capacity and develop targeted institutions capacity building plans as needed. OCA offers an institution the advantage of self-assessment and direct implication in developing its own capacity building plan. The goal is to lay down the foundation for the strengthening and empowerment of strong and dynamic CBOs to partner with the project and other similar initiatives, and to continue promoted or initiated activities beyond the life of the project. Specific Tasks:


1. Conduct an organization assessment of selected CBOs and FBOs as potential project partners.

2. Based on findings, develop capacity building plans for selected organizations. 3. Initiate capacity building plans, and assess progress.

Deliverables /Outputs: 15 potential partners assessed and plans developed for

at least eight; capacity building plan initiated for at least five institutions and organizations.

Zone: Target watersheds – wide Timing: November 2017 – September 2018 Partners: St Barnabas Center, CBOs, regional training

institutions Responsible Staff: community organization coordinator, training and

capacity building specialist, governance and institutions specialist and resilience specialist

Budget: Exit Strategy: Build the capacity of local authorities and communities

to ensure they have the skills and incentives to manage and continue implementing sub-watershed plans beyond the life of this project

CONTENTS · 2020. 6. 18. · priority watersheds to focus on: Haut du Cap, Grande Rivière du Nord,...

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