darfur livelihoods and recovery programme · in darfur there is now a huge need for environmentally...
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DARFUR LIVELIHOODS AND RECOVERY PROGRAMME
DARFUR PRO-POOR VALUE CHAIN INTEGRATION PROJECT
Project Proposal to the Swiss Agency for Development and Cooperation (SDC) Date of Submission: 1 July 2014
Implementing Agency: United Nations Development Programme
Country/Region or Area:
Targeted Areas:
Sudan / Darfur
West, South, North and Central Darfur
Project Title: Darfur Livelihoods and Recovery Programme: Pro-Poor Value Chain Integration Project
Project Duration: 1 August 2014 – 31 December 2015
Funds Requested:
Contact Person:
250,000 CHF
Pontus Ohrstedt, Head of the Crisis Prevention and Recovery Unit
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Executive Summary
In 2014, the security situation in Darfur remains volatile with significant inter-communal violence and fighting between government forces and rebels. The instability in the region continues to cause large-scale displacement: in the first quarter of the year, as many as 215,000 people1 have been displaced in Darfur. Because of the nature of the protracted crisis, there is a strong drive to maintain only humanitarian assistance. However, the Sudanese Government has asked international support to move towards recovery, durable solutions and strengthened resilience. The Darfur Development Strategy, DDS, now provides an agreed framework that comprehensively maps out the needs of recovery and development under the three pillars of: (i) Governance, Justice, and Reconciliation,(ii) Economic Recovery, and (iii) Reconstruction. To facilitate the transition towards recovery and development, the Humanitarian Strategic Response Plan for Sudan 2014 includes two Strategic Objectives relating to (i) Resilience of vulnerable communities and (ii) Durable Solutions for displaced population. These objectives are also reflected in the Sector Response Plans, which are consistent with the short-term priorities outlined in the DDS.
The Darfur Livelihoods and Recovery Programme is UNDP’s early recovery flagship in Darfur and has set a strong foundation for expanded livelihood and economic recovery activities in Darfur through the implementation of four interconnected projects: Pro-Poor Value Chain Integration, Youth Volunteers for Rebuilding Darfur, Recovery and Livelihoods Post Return and Local Level Peacebuilding and Conflict Prevention and Community Recovery for Co-existence. The Programme responds to all four of the Humanitarian Work Plan’s strategic objectives for 20142. Within this context, the UNDP is increasing its efforts to make a considerable contribution to the early recovery efforts in Sudan during the 12-15 months through a combination of coordination and the implementation of community-based programmatic priorities aimed at building the adaptive capacity of chronically vulnerable communities. The Pro-Poor Value Chain Integration Project is the backbone of the programme and is implemented in West, North and South Darfur. The project aims at creating sustainable livelihoods opportunities for conflict affected communities through brokering and marketing of agricultural, livestock and natural resource products, specifically honey, groundnuts, hides and skins and hibiscus. The approach is to facilitate linkages between lead firms and producer groups through forward purchase agreements on the one hand, while building the capacities of local partners such as national NGOs, CBOs and Government institutions to be better able to deliver services along supported value chains. In addition, the project aims at facilitating access to financial services, vocational training and to provide start up grants for vulnerable women, youth, agro pastoralists, pastoralists, farmers, IDPs and returnees in 45 identified communities in Darfur. This work is informed by ongoing market monitoring carried out by the national NGO, the Darfur Development and Reconstruction Agency (DDRA), across the Darfur region, and by in-depth studies into trade in particular commodities, carried out by Tufts University – Feinstein International Center (Tufts-FIC). In 2013, through the support of the Swiss Agency for Development Cooperation, the UNDP successfully implemented value chain integration activities within the 3 states of Darfur. In 2014, the project will continue with expansion in the pilot areas, replication in new areas and testing of innovation, in addition to implementing similar activities in the new administrative entities of Central and West Darfur. UNDP has developed a tripartite partnership with DRA and Tufts-FIC to exploit the complementarities between these different strands of work and to ensure they are each informed by, and strengthen the other. Stronger complementarities will also be made with other UNDP livelihoods projects such as the Darfur Community Recovery for Coexistence, Darfur Recovery and Livelihoods Post Return, and the Youth Volunteers Rebuilding Darfur to ensure the aspects of peace building and natural resource management. The project objectives also remain relevant to the pillars of the Darfur Development Strategy and the Recovery, Return and Reintegration Sector (RRR) to be supported under the Common Humanitarian Fund.
1 OCHA, 7 April 2014 – Situation updated on new displacements in Darfur 2 Humanitarian Work Plan Strategic Objectives 2014: 1. Saving Lives: Reduction of morbidity and mortality rates to below emergency thresholds and improvement in well-being. Protection: Conflict affected and displaced persons are more effectively protected from violence and exploitation. Resilience: The most vulnerable households, groups and communities are better able to mitigate risk and withstand shocks and stresses. Durable Solutions: Progress towards durable solutions is achieved for IDPs and affected communities in targeted localities
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Contents Executive Summary ................................................................................................................. 2
1. Context .............................................................................................................................. 4
1.1 Conflict and Socio-Economic Landscape of Darfur ........................................................... 4
1.2 The Problem Statement .................................................................................................... 5
1.3 Commodities and Livelihoods in Darfur ............................................................................ 6
1.4 Consequences of the Conflict on Market Networks ........................................................... 9
1.5 Consequences of the Conflict on the Natural Resource Base ........................................... 9
1.6 Link to the Darfur Development Strategy .........................................................................10
2. Results and Lessons Learned ............................................................................................12
2.1 Results ............................................................................................................................12
2.2 Key Lessons Learned to Date ..........................................................................................14
2.3 Key Recommendations to Date .......................................................................................15
3 Objectives ........................................................................................................................15
3.1 The Darfur Livelihoods and Recovery Programme Approach ..........................................15
3.2 Project Objectives – The Pro-Poor Value Chain Integration Project .................................16
3.3 Expected Project Outputs ................................................................................................17
3.4 Proposed Results and Activities to be Supported by Switzerland ....................................17
4 Implementing Strategy ....................................................................................................19
4.1 Theory of Change ............................................................................................................19
4.2 Ensuring Effective Programme Coordination ...................................................................20
4.3 Sustainability ...................................................................................................................22
5 Organization, Management and Administration ............................................................23
6 Resources ........................................................................................................................25
6.1 Human Resources ...........................................................................................................25
6.2 Overall Budget - Darfur Livelihoods and Recovery Programme .......................................25
6.3 Contributions - Darfur Livelihoods and Recovery Programme ..........................................26
6.4 Budget Summary – Pro-Poor Value Chain Integration Project .........................................26
7 Risk Analysis ...................................................................................................................27
8 Monitoring and Evaluation .............................................................................................29
Annex 1: Results-based logical framework, action plan and budget for the Pro-Poor Value Chain
Integration Project (2014-2015)………………………………………………………………………………...31
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1. Context In 2013, humanitarian indicators and statistics carried on to illustrate a continuing emergency situation in Sudan: 1.7 million displaced3; a food insecure population of 4.7 million4; nearly half a million children with severe acute malnutrition 5 ; and around 50% of health and nutrition services being delivered by humanitarian actors6. It is evident that the ten years of protracted conflict has had unprecedented, severe and lasting consequences on local communities, both pastoralists and sedentary farmers. The loss of infrastructure and basic services has led to a persistent vulnerability and insecurity among the Darfur population, causing massive displacement and generating huge numbers of internally displaced persons (IDPs). Over 1.4 million IDPs7 in camps are still reliant on food aid and the entire Darfur region continues to receive humanitarian relief as a necessary means of survival. The livelihoods systems have been systematically damaged with significant losses of livestock, wells, trees, tools and seeds have left the livelihoods systems shattered. The gradual intensification of desertification and significant population growth, competition over the scarce resources are increasingly exacerbating the already precarious humanitarian situation. Additionally, planting and harvesting is circumscribed by insecurity and livestock migration routes blocked, putting enormous strain on land and water resources and relationships between farmers and nomads. In Darfur there is now a huge need for environmentally friendly livelihoods diversification to enable the rural communities have a decent income and start re-build their assets base. Whilst the lingering humanitarian crises still demand short term support, there is the need for programmatic inter-phase between humanitarian and development support aimed at building the resilience of communities to the multiple hazards.
1.1 Conflict and Socio-Economic Landscape of Darfur
As a consequence of the continuing insecurity, widespread fear of violence and conditions of acute vulnerability, one of the main features of life in Darfur is extensive displacement. While difficult to precisely appraise, it is estimated that between 1.9 and 2.7 million people have been displaced by conflict since 2003. This corresponds to almost one third of the entire population, living in IDP camps across the region (IDMC, 2010). Since early 2011, the security environment in Darfur somewhat improved in some localized areas - particularly in West Darfur - helped by the rapprochement between Governments of Sudan and Chad.
Since January 2011, the voluntary return of 110,000 IDPs and 30,000 refugees has been verified (UN, 2012). Yet, in spite of these gains, violence has continued in many parts of the region, resulting in varied displacement; for example, in 2011, different forms of armed violence in North and South Darfur displaced a further 70,000 people, mostly during the planting season and in 2012, displacement continued due to localized violence. In 2013, the UN estimated that some 300,000 people were displaced – twice as many as in 2011 and 2012. That number included 35,000 people who crossed the borders into Chad and Central African Republic (OCHA, 2013). Within the first quarter of the 2014 alone, inter-communal violence and fighting between government forces and rebels have displaced about 215,000 across Darfur. Desertification and significant population growth have increased competition over scarce resources (land, water and livestock), and caused recurrent droughts, leading to violent conflicts between nomads and farmers, further contributing to tensions between tribes along the lines of ethnic division. Local conflicts have been exacerbated by the dismantling of the native administration, the spread of small arms and weak local governance and rule of law structures. Access to natural resources is embedded in the long history of the protracted conflict. Customarily, the co-existence of multiple production systems - agrarian and pastoral, as well as a combination of these – necessitated institutions to manage competing interests
3 OCHA, Action Plan, Scenarios, Sudan Humanitarian Workplan, 2013 4 FEWSNET, Sudan Food Security Outlook, July - December 2012, quoted ‘an estimated 4.6 million people in Sudan are in the stressed (IPC Phase 2), crisis (IPC Phase 3) and emergency (IPC phase 4) levels of food insecurity. 5 OCHA / UNICEF, Sudan Humanitarian Workplan 2013 (draft), Nutrition Sector Response Plan, Sector Needs Analysis (draft). 6 OCHA, Context Analysis: The Humanitarian Situation 2012-2013, at http://www.unocha.org/ocha2012-13/sudan 7 OCHA Humanitarian Bulletin Sudan, Issue 36, 3-8 September 2013.
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amongst different groups. However, systemic features of adaptability and flexibility have become compromised over time. Population growth, demographic transition and longer-term environmental trends have each in their own way fundamentally altered the conditions for cooperation. The direct impact of recent conflicts and related changes in Darfur’s economy have transformed the social organization of access and use of resources as well as accelerated processes of environmental degradation. The establishment of IDP camps in the peripheries of urban and commercial centers has influenced the loss of shelter belts, forests and farmland to leading to sustained demand for water, fuel and construction material (Bromwich et al, 2007). Access to improved water sources remains low overall, particularly in West Darfur, where just 39.6 percent of the population use improved water sources (UN Sudan, 2010). Much of Darfur’s water in rural areas comes from either deep bore holes - many associated with ‘water yards’ or from shallow aquifers associated with ephemeral stream flow during the wet seasons. Three broad demographic shifts are shaping Darfur: population growth, a ‘youth bulge’ and increasing urbanization. Overall population has increased six-fold from 1.3 million people in 1973 to an estimated 7.5 million today (Sudan Central Bureau of statistics, cited by UN Sudan, 2010). 52 percent of Darfur’s population is under the age of 16 and a majority of youths live in camps and urban areas. Women are particularly affected by the conflict. Their physical security is particularly at risk due to Sexual-Gender Based Violence (SGBV). Women also bear the brunt of the economic and social consequences of the conflict, and have become disempowered with little or no access to income generating opportunities in both the formal and informal sectors. Excluded from decision-making and political processes, women are threatened by continued marginalization in the current crisis and in future recovery and peace building processes.
The Doha Document for Peace in Darfur (DDPD), also known as the Doha Agreement, which was signed in July 2011, gave rise to the creation of a Darfur Regional Authority (DRA) to oversee implementation of articles under the agreement that would ensure justice and reconciliation as well as compensation and return of IDPs and refugees amongst others8. The creation of the DRA exerts more responsibilities on the international community to support the development of Darfur states and the DDPD process. These processes have been complimented by the Darfur Joint Assessment Missions conducted in 2012 and the Darfur Development Strategy that paves the way for early recovery and development in Darfur, where the participation of the international community continues to remain relevant.
In its ongoing Darfur Livelihoods and Recovery Programme, UNDP has established the groundwork for expanded livelihoods through implementation of a unique mix of livelihoods and recovery related projects. Working in partnership with local and international organizations and institutions, UNDP through participatory grassroots consultations identified commodity value chains (groundnuts, livestock beef/hides and skins, hibiscus and honey) that have a high impact possibility on the livelihoods and incomes of producer households, pastoralists, IDPs and returnees within the five states of Darfur, while linking early recovery, peace building and natural resource management initiatives to foster co-existence, volunteerism and conservation of natural resources.
1.2 The Problem Statement
The 2005 Tufts University study on livelihoods in Darfur states that, “never in the history of Darfur has there been such a combination of factors causing the failure of livelihood strategies and loss of assets, including; systematic asset stripping, production failures, market failures, failures to access natural resources, and failure to transmit back remittances.”9 The conflict has affected the majority of livelihood strategies in one way or another. In 2004, FAO estimated that livestock losses amongst IDPs ranged between 60-90 percent. There has been immense
8 See Doha Document for Peace in Darfur, July 2011 9 Helen Young, Abdul Monim Osman, Yacob Aklilu, Rebecca Dale,Babiker Badri, and Abdul Jabbar Abdullah Fuddle (Feinsten International Famine Center), “Darfur under siege, June 2005
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destruction of physical assets that supported livelihoods such as wells, fruit trees, household goods, tools, seed stocks, irrigation pumps, grinding mills and shops. Planting and harvesting is circumscribed by insecurity and livestock migration routes blocked, forcing herders to overgraze areas and in turn exerting enormous pressure on land and water resources. Trade has also been significantly disrupted because of insecurity, multiple taxation by the warring parties, banditry and displacement of producers and traders. IDP camps bordering urban areas have depressed wages in towns while at the same time pushing up rents as the more wealthy IDPs choose to live there. Even areas that have not seen direct conflict have been affected. For example, the Tufts Study documents disturbance of normal geographic price patterns because of the collapse of the grain trade and the emergence of food aid as a substitute market with those receiving using it for trade. Prices in the past were based on agricultural seasons but now they are tied to the availability of food aid causing market distortions. Areas that have not seen direct conflict do not get food aid, thus raising the price they pay for grains.
1.3 Commodities and Livelihoods in Darfur
1.3.1 The general state of markets 1. Darfur has long been a key source of Sudan’s major exports: livestock, groundnuts and gum arabic
amongst other commodities. Yet, this potential has over time been compromised by conflict, which has seen to disruption of trading routes, trading networks, market infrastructure and distortion of previously functional trading patterns between different livelihood groups. In Feinstein International Center’s 2008 scoping study on the impact of the conflict on Trade and Markets in Darfur, the stark realities of the effect of protracted conflict are clear. It states “very quickly, markets and trade collapsed in many rural areas”.
2. In areas where there has been less displacement, markets are still functioning but have had to adapt
to a hostile environment of insecurity, banditry, reduced production, rising transaction and transport costs fuelled by high taxes and protection payments. These have directly impacted on livelihoods of producers, traders and consumers. Meanwhile, new markets have sprung up in urban areas and in camps where there are large concentrations of IDPs and thus distorting traditional trading patterns”10. The coping mechanisms of markets have however redefined new trading routes and opportunities. Where export opportunities have been lost, increased domestic consumption has emerged, a consequence of rapid urbanization and local demand for basic commodities.
1.3.2 Market hierarchies
3. Darfur’s primary, secondary and urban markets are primarily driven along ‘shadow’ and ‘coping economies’ i.e. the ‘shadow economy operates parallel and on the margins of the war economy, with little regulation and does not directly fuel the conflict’, while the coping economy represents how the majority of the populace engages in the market i.e. selling agricultural produce, petty trading in food commodities or through daily laboring’.
4. Of interest to livelihoods interventions is the ‘coping economy’, where livelihoods of host communities,
IDPs and pastoralists are largely affected. Primary markets are weekly village level assemblies where farmers sell their produce to traders. Secondary markets are mostly held twice weekly in intermediate towns where small traders conduct business with large traders. Urban markets are a daily phenomenon in major cities, which also serve as a point for commodity exports leaving Darfur.
5. IDP camps have also witnessed an emergence of new markets, though these are rarely, if not at all,
monitored by any regulations. As camps are mainly situated on the outskirts of urban centers, these
10 Buchanan - Smith & Fadul, Feinstein International Center, “Adaptation and Devastation: The impact of the conflict on Trade and Markets in Darfur, Findings of a scoping study” June 2008
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markets serve thousands of displaced households residing within the camps. They also appear to be lucrative tax havens for numerous traders who evade taxes applicable within urban areas and thus, commodities tend to retail cheaper than those that eventually make it to main markets.
1.3.3 Who are the markets drivers (consumers)? 6. The majority of populations outside urban limits are village based famers, pastoralists and IDPs not
living in camps. In addition to subsistence farming and herding of livestock, they are increasingly partaking in petty trading through sale or barter of food crops and livestock to traders, who in turn supply secondary and tertiary markets. While considered as the ‘rural poor’, the term should be restrictively applied especially where some host communities are concerned and if an ‘asset based’ approach is taken into consideration with respect to actual net worth of communities in question.
7. The urbanization of Darfur has seen to the growth of domestic consumption and an exponential
increase in the ‘urban poor’. Most enterprises in camp markets are owned and run by IDPs and include petty trading, restaurants, small livestock, firewood collection and charcoal making and selling. There are significant economic links and trade transactions between camp markets, urban traders and consumers.
8. Products traded between IDP camps and towns include consumer goods, furniture, fruits and
vegetables, poultry products, livestock, fire wood and charcoal, mobile phones and airtime, as well as cash transfers. In contrast to the urban and rural poor, the majority of camp-based households have access to humanitarian food aid, health services and schooling for children at an affordable (nominal) cost -all attractions which make the thought of returning a less agreeable option.
1.3.4 The state of transport infrastructure 9. Coupling underinvestment over the years, the transport infrastructure network in Darfur remains
limited; for example, it was noted that Darfur had only 588km of poorly maintained asphalt and gravel roads, out of a total country wide network of around 3,000km of road11. The existing railway network has also experienced decreased annual tonnage carried by rail over the last decade.
10. The limited transport infrastructure directly impacts on competitiveness of Darfur’s export commodities due to high transportation costs. However, despite the existing poor transport infrastructure, informal markets are surprisingly well integrated, enabling inter-state trading activities to continue albeit the challenges posed by insecurity, ethnic conflict and transaction costs.
11. Traders have had to adapt to constantly changing transportation routes over the years as a result of
shifting conflict dynamics and patterns of insecurity. Sporadic road closures have impacted towns and urban markets severely, creating shortage of commodities and utilities such as power, water and fuel. Expensive convoy arrangements to protect traders and cargo along major routes, including protection payments and checkpoint fees have hugely inflated transport costs. This has resulted in consumers paying high prices for commodities as traders attempt to pass on the costs of lower margins.
1.3.5 The affairs of credit and capital 12. Investments within Darfur’s trading networks have also been hampered by poor provision of credit
and lack of financial capital available to traders. It is estimated that about 1 percent of the potential financial service users have actual access to these services, mainly micro- credit12.Trading has been conducted on the basis of ‘trust’ or ‘gentleman’s agreements’; between traders themselves and between traders and farmers. The breakdown of this ‘trust element’ resulted as the social fabric degenerated across ethnic fault lines during the early stages of conflict. The knee jerk response was
11 El-Dukheri et al., 2004 12 Darfur Microfinance Assessment Report, March 2010
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a retraction of trade to the confines of same ethnic groups, though different ethnic groups have had to mediate compromises to ensure safe passage of traded goods across different conflict zones.
13. Trading was also mainly by traders extending informal credit to one another, but this too collapsed
when the conflict began. This is however re-occuring but on a relatively smaller scale, on more secure trading routes and where trust between traders of the same ethnic origin still exists; or sometimes through direct barter of commodities. The cost of formal credit is high13 considering the high risk environment, and most traders shun approaching formal credit institutions due to prohibitive terms and risk of losing collateral if they default.
1.3.6 The livelihoods of traders 14. Despite these challenges, the entrepreneurship abilities of Darfuris and their persistent dominance in
trade across Sudan’s commodity trade cannot go unnoticed. Darfuri traders have been active in the tombak, groundnuts, gum arabic and livestock trade mostly as agents for large scale traders in central Sudan. They have also been directly involved in the export of livestock to export markets in Chad, Libya and Egypt.
15. Other examples are notable; an industrial survey conducted in 2003 which showed that “South Darfur alone hosted more than 4,000 small scale manufacturing establishments, second only to Khartoum”14. The resilience of this fragile yet insistent network of trading has enabled the coping market economy to support livelihoods of thousands of Darfuri families over the years.
16. However, during the conflict years, the rates of bankruptcy among traders were very high, with an
estimation of 20-30 percent of urban traders by previous assessments. This has been as a result of insecurity along trading routes, population displacements, market destruction, loss of trust element amongst ethnic groups, high taxation, poor access to credit and capital, default of pending payments by buyers, change in trader profiles depending on political affiliations, amongst other factors. These setbacks directly affect the livelihoods of farmers, pastoralists and entire families dependent on incomes generated from trade along trading routes.
1.3.7 The policy environment and tax regimes 17. The ‘ease of doing business’ in Darfur has been defined by crippling policy environments where
traders are subjected to various layers of formal and informal fees paid at checkpoints as well as protection fees. As Darfur’s economy drastically declined with the conflict, the number of taxable enterprises also fell. In an attempt to shore up revenues, the state governments’ response has been to impose higher taxes on existing enterprises and traders15.
18. In the groundnut commodity trade in Nyala for example, it is reported that up to 14 different taxes are
employed, which has seen to a 1,200 percent tax increase alone between 2003 and 2012 period (See table 1 for groundnut tax comparisons before the conflict to date).This prohibitive tax regime has only encouraged traders to smuggle commodities, trade illegally and participate in the shadow economy such as markets in the IDP camps.
13 The World Bank document (2007) reported that it can be as high as 2 percent per month (25 percent). However, informal financing, now in short supply in Darfur, offer loans at even higher rates, up to 200 percent in some cases. 14 World Bank Document, 2007 15 According to the 2003 Local Government Act, revenue sources assigned to state and local authorities are the taxes on economic activities in the region. The result is a proliferation of various taxes on productive enterprises. (World Bank, 2007:252)
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Table 1: Groundnut prices comparatives 2003 – 2012
Groundnut Prices Pre-conflict (2003)16 200717 201218
Weight measure -Guntar (45Kg)
SDG 13-15 SDG 45 - 60 (Nyala)
SDG 110 - 122 (Nyala)
Weight measure -Guntar (45Kg)
(not specified)
SDG 20 - 25 (Farm gate)
SDG 90 - 100 (Farm gate)
1.4 Consequences of the Conflict on Market Networks
Disruption of normal trading patterns and routes has necessitated traders to adapt to the constantly changing circumstances such as insecurity and market shifts. Some of the consequences to the market dynamics as a result of conflict include the following19; 1. Disruption to commodity supply and productivity: as a result of displacement of agricultural producers
as well as concentration of large numbers of IDPs around urban areas. 2. Damage to market infrastructure: as a result of displacement of traders and closure of many primary
and secondary markets. 3. Impact of insecurity: as a result of restricted movement across insecure GoS to rebel held territories
and vice versa as well as increasing banditry and looting 4. Formal and informal policies: frequency of checkpoints, random payments, protection payments,
double taxation if passing through GoS and rebel held territories, GoS restrictions on transporting goods through rebel held areas. In some cases, closure of border points as a result of regional instability has affected the back and forth flows of export trading routes.
5. Emergence of new markets: while many rural markets stopped functioning, other new markets emerged, especially in rebel held areas where security and mobility was more assured. Some secondary markets that were thriving before the conflict have severely declined.
6. Sporadic growth of urban markets: The main urban markets have grown substantially, in El Fasher, El Geneina and Nyala, as a consequence of rapid urbanization and population explosion caused by presence of IDPs and the scale of international humanitarian and peacekeeping presence.
7. Emergence of markets in IDP camps: as a result of camp sizes and the high dependency on such markets for food and basic commodities. These markets are a classic example of shadow economies where significant trade occurs beyond the control and reach of government and are tax havens for traders who avoid taxes on entering urban areas.
1.5 Consequences of the Conflict on the Natural Resource Base
1.5.1 Loss of carbon capture 1. In addition to the socio-political causes of conflict in Darfur, competition by different communities over
existing natural resources has also been listed as one of the key drivers for protracted conflict in the region. Sporadic felling of natural forests for charcoal and construction over the years has contributed to reduction in vegetative cover in rural and peri-urban areas and as a result ‘loss of carbon capture’.
2. Some reports indicate that emergence of IDP camps, increased presence of international agencies and rapid urbanization in Darfur has fuelled the demand for timber for charcoal and construction.
16 Buchanan-Smith & Fadul, Feinstein International Center, “Adaptation and devastation: The impact of the conflict on Trade and Markets in Darfur, The current state of markets”, Pg 45, June 2008 17 Ibid 18 UNDP Nyala groundnut price tracking Matrix, December 2012 19 Buchanan - Smith & Fadul, Feinstein International Center, “Adaptation and Devastation: The impact of the conflict on Trade and Markets in Darfur, The current state of markets”, Pg 19, June 2008
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Clearing of virgin land and natural vegetation for establishment of agricultural farms by host communities and/or newly settled communities has altered the natural vegetative landscape, contributing to loss of carbon capture.
1.5.2 Contribution to conflict 3. More droughts have been witnessed over the years as a result of reduced rainfall/ and or
unpredictable rainfall patterns in Darfur, thereby prompting a shift in migratory routes for pastoralist communities and resulting in increased protracted conflicts between pastoralists and farming communities over natural resources. Some of the consequences of expanded agriculture and reduced water resources include increased seasonality of existing rivers, lowering of existing water tables, shifting migratory routes for grazing and conflict over migratory routes and natural resources.
4. The loss of adequate vegetative cover for grazing has reduced body mass quality of livestock being transported ‘on the hoof’ along migratory routes and as such loss of incomes and livelihoods of pastoralists. The loss of nectar sources has the potential to reduce honey production due to absconding of naturally occurring bee colonies and thereby, resulting in loss of natural cross pollination of natural vegetation crucial for propagation of fertilization of trees, shrubs, and food crops.
1.5.3 Resource base degradation 5. While agriculture and livestock remain primary drivers necessary for economic growth of the region,
there is no evidence of sustainable land use planning applied at the rural level, thereby impacting natural resource and environmental sustenance. In urban areas, the expanded population base has seen to increase in non-biodegradable wastes in the environment (such as dumping of used plastic bags) and increased use of charcoal and wood for construction.
6. There seems to be a lack of common approach by agencies and partners to deliberately analyze, and prioritize climate change mitigation actions, a factor influenced by the competing needs of addressing humanitarian assistance and resolving conflict. Some of the pressing consequences of natural resource degradation can be summarized as follows;
Delayed and shifts in rainfall patterns, temperature variations and extreme weather conditions
Rivers becoming more seasonal or disappearing altogether
Frequency of occurrence and intensity of disasters such as droughts and floods
Resurgence of some diseases like yellow fever in the highlands
Soil fertility decline, pests and diseases are more frequent
Disappearance of traditional crop varieties as the climate is no more suitable for them
Conflict over scarce resources
1.6 Link to the Darfur Development Strategy
1. During the Darfur Joint Assessment Mission (DJAM) exercise conducted between September and
December 2012, the importance of market access as key priorities for strengthening livelihoods of rural and displaced communities could not be overemphasized. The resulting Darfur Development Strategy (DDS) formulates three pillars; i) Governance, Justice and Reconciliation, ii) Reconstruction and iii) Economic Recovery as key building blocks for Darfur’s transition towards empowerment and economic stability. The pillars of reconstruction and economic recovery and their corresponding objectives clearly bring to fore the collective mutual recognition by stakeholders of developing market infrastructure as a major contributor to peace and recovery.
2. Foundation and Short Term activities (FaST): The DDS, like any structure, must be solidly grounded on a strong foundation. The sequencing of activities is vital to the Strategy’s success, and the substantive objectives sought will not be achieved without a well-coordinated- and well-funded –plan. The three pillars are built upon enabling activities that will provide the essential information,
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skills, processes and basic physical capacity to support and maintain the desired recovery and development programmes. These were identified by the participants in the Darfur consultation workshops as Foundation and Short Term activities, and described as immediate initiatives that can, and should, be either completed within 12 months or largely established and executed during the timeframe. Most importantly, they identified those activities that are essential pre-cursors and pre-requisites for the start of longer term development programmes. FaST activities are the initial and immediate actions that deliver and maintain peace dividends, build confidence and kickstart the longer term objectives of the DDS.
The Darfur Development Strategy
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3. The DJAM provided evidence of how embedded UNDP’s Darfur Livelihoods and Recovery Programme is to the overarching logic behind the general strategic thinking by international and national partners on livelihoods and markets under the recently endorsed Darfur Development Strategy. Some of the key objectives listed under the FaST activities and the identified pillars that show direct relevance to supporting market access for rural communities, IDPs and pastoralist communities include;
FaST activities
Improved physical access to goods, markets and administrative and social services
Improved business enabling environment and institutional capacity
Increased access to financial services
Improved agricultural and livestock policies, regulatory instruments and institutional arrangements
Improved crop and livestock production and productivity
Improved value chains in livestock, agriculture and livelihoods development Pillar II: Reconstruction
Improved physical access to goods, markets and administrative and social services through developing road and rail networks
Increased access to improved water sources and sanitation through developing water infrastructure in urban and rural areas
Successful social and economic reintegration of returnees (including special groups) by ensuring returns, basic support packages and vocational training
Pillar III: Economic recovery
Improved business enabling environment and institutional capacity by promoting tax incentives, public - private partnerships and investment strategies
Increased access to employment opportunities through vocational training for youth and strengthening business development service providers
Increased access to financial services
Improved agricultural and livestock policies, regulatory instruments, and institutional arrangements by state governments
Improved crop and livestock production and productivity
Improved value chains in livestock, agriculture and livelihoods development
Sustainable management of water, land and forest resources
2. Results and Lessons Learned
2.1 Results
The Honey Value Chain is one of UNDP’s earliest value chain interventions, launched in South Darfur in 2011, and has already proven a success with exciting excellent growth. The objective with the intervention was to showcase how the livelihoods of conflict-affected populations in South Darfur can be improved by supporting the profitable and environmentally beneficial income generating activities: honey production and marketing. The Honey Value Chain was selected according to the criteria of profitability, community-demand, environmental impact, income diversification, low risk, gender-sensitivity, and great potential for replication and expansion to other areas of Darfur. The Groundnut Value Chain is implemented in partnership with the South Darfur Ministry of Agriculture, Rehed el Fursan Development Net (RDN), a network of local NGOs in South Darfur and the DAL Group, Sudan’s largest corporate entity with commercial interest in agricultural commodities. The intervention has so far reached 13,422 households through effective extension services provided by the Ministry of Agriculture in 26 villages within Katila locality, and who were sensitized and trained on production and post harvest handling of groundnut towards improved aflatoxin contamination management. The Groundnut Value Chain was selected for its great potential for expanding and developing the agricultural
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sector in Sudan as groundnuts from Darfur are famous for their taste and nutritional value far outside the region’s borders.
The development of the Hides and Skins Value Chain is still in the initial stage. UNDP is seeking to expand local processing of animal skins in order to retain investment value within Darfur. By revitalizing the hides and skins businesses through targeting of 1,000 leather producers in El Geneina, West Darfur, the industry is likely to see a new spring. A Value Chain Analysis has been conducted through the project and will be used to determine the sub-sectors of the industry in which efforts will be focused. Already based on the analysis the Advisory Group has reached consensus that efforts should be placed on strengthening linkages between actors in the value chain and focusing on local level initiatives such as improved technology for small scale leather finishing versus large scale manufacturing or slaughtering in order to benefit the largest possible number of persons. The Advisory Group also has recognized the imperative that nomadic groups must benefit together with women whose roles in hides and skins processing have diminished over the last several years. The Hibiscus Value Chain intervention focuses on working with the Sudanese output that is far below its potential. Poor harvesting techniques continue to hamper quality for many producers. With the help of the re-introduction of the traditional picking tool, gargara, a new hibiscus flower product that will seek to secure premium pricing to satisfy foreign markets for an organic whole flower tea product was developed. Producers have been linked directly to new markets including private sector companies with main markets in Europe. As a result, incomes are increasing, in some cases from 100SDG ($17.50) a month to 800 SDG ($140). 1100 hibiscus producers allocated one acre for production with an expected 500% return on investment. On an outcome level, so far, sustainable livelihoods opportunities have been provided to 10,000 households in 45 conflict-affected communities. The approximate number of women beneficiaries is 30,000 (50%) while youth comprise 20%. The value chain inputs have targeted both pastoralists and settled community members. These sustainable livelihoods opportunities are contributing to the economic recovery of Darfur and will continue to create more positive synergies and improve productivity along the value chains. Key Achievements of these initiatives include the following:
The household income from honey production has increased to 18,000 SDG/annually from the baseline of 10,000 SDG/ annually
Membership in beekeepers associations increased from 52 to 2,300 producers from 60 villages ( representing an increase of over +4000%)
Access to water apiaries improved through installation of 6 surface water installations
Total production increased from 26,600 kg to 626,520 kg, at a gross value of US$3,780,724
Nearly 80 % of producers reported average income of between $100-900, while 23 % earned as much as $1,000-3,000
Community agreements towards participation and local management of project by host communities, IDPs and pastoralists reached, improving peaceful relations between these groups.
16,022 groundnut producing households were provided with production and post-harvest handling extension services in partnership with the Ministry of Agriculture
13,422 groundnut producing households with an average of 16 acres per household increased production by 105kg/acre per farm in 2012 to an average yield of 307 kg
Aflatoxin awareness was increased through radio announcement as well as technical training conducted by the DAL Group. A forward purchase contract was brokered between DAL Group and farmers towards a potential 5,000MT purchase of aflatoxin-free groundnuts during the 2013 marketing season. Crops procured by DAL Group from project participants recorded aflatoxin levels of between 0.7 - 31.6ppb against a minimum required quality threshold of 40ppb.
4.6 MT of certified high quality hibiscus seeds were distributed to farmers. 26 demonstration farms established to facilitate ongoing crop improvement.
New hibiscus production methods were broadcasted weekly through state and community radio in North Darfur. University of Khartoum agro-experts conducted technical training for five
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extension agents from each of the targeted villages and five Ministry of Agriculture staff members on more effective hibiscus production.
Dialogue between hibiscus farmers and agro industrial companies in Khartoum regarding quality standards and prices was established.
In South Darfur MoF in partnership with UNDP provided improved tools, material and machines to 390 hides and skins handcrafters, this will increase productivity by the poor hides and skins entrepreneurs.
In West Darfur, a hides and skins tanning machine was installed at the Geneina tannery site which will improve the production. The new machine produces 100 hides and skins within two days in comparison to the traditional tanning machine which can only produce 10 hides and skins every 5 days.
The ability and power of 47 producer groups, including women producers, and 26 CBOs in 45 communities has been enhanced through the conduct of 40 trainings and workshops to improve production quality and quantity in North, South, West and Central Darfur states. The capacity of seven national NGOs and government units has been built through various trainings.
2.2 Key Lessons Learned to Date
Microfinance is a necessary component to achieve income increases through value chain
integration. The transaction costs of dealing with small widely dispersed producers are considered too high by banks in Sudan given their use of traditional approaches. The absence of MF as a unique component has hindered project achievement and should be built into any future economic recovery projects. To mitigate this, partnerships with two banks are in process in order to bridge the gap between potential clients and banks through the use of MF Mediators and ICT methods to improve bank outreach and to decrease transaction costs.
Local markets are not quality driven, therefore farmers prioritize price over quality. This is particularly apparent with groundnuts in which groundnuts low in or free from aflatoxin are not yet rewarded with premium pricing. Binding purchase agreements between farmers and export companies that secure fair prices for farmers has been introduced to sustain the use of new agro practices. Market pricing is not transparent, which is corollary to this. Initiatives by the project to increase transparency are under development including use of ICT approaches to promote farm gate and market transparency.
The movement of farmers from small villages to bigger villages seeking protection has resulted in the concentration of farmers affecting agricultural preparations and land use. Through collaboration with partners like WFP, NGOs and government, the project has sought seeking ways to assist vulnerable farmers including women affected by the movements.
The uneven capacity of national partners in technical skills, experience, financial resources, incentive and outreach has affected the timeline and results achieved. The best possible partners have been selected, but low capacities have stretched UNDP staff to provide both technical expertise and basic capacity development. To redress the capacity gap, more than 25 national NGOs were trained in project management, data collection and analysis, monitoring, report and proposals writing. Gaps still exist to deliver services with efficiency, effectiveness and accountability. Continued capacity development is required to facilitate continuity beyond UNDP’s and donor’s exit strategy.
A broader vision of an IP needs to draw in the private sector to a much greater degree. This would include a focus on use of the private sector for capacity development activities and involvement in ongoing decision making. To mitigate this, Chambers of Commerce have agreed to be a member of the State technical Coordination Committees. Also, UNDP should keep updated the economic actor mapping and capacity study which was conducted by UNDP in 2011 and use the study as a basis to plan for economic actor capacity of project partners and stakeholders.
To mitigate the effects of conflict between target communities, peace building strategies such as the Peace and Development Councils used by the DCPSF funded Darfur Community Recovery for Coexistence Project (DCRC) need to be expanded and linked to value chain localities. This would reinforce synergies and the benefits gained by each project.
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2.3 Key Recommendations to Date
Support the Government in Darfur’s peace and recovery strategy in order to increase emphasis
on recovery and development through increased funding for value chain development in targeted relatively stable areas, which the UNDP project has shown to be viable; and advocate with the Government to deliver on its pledge of USD1.9 billion over four years for reconstruction and basic service delivery.
Improve the UNDP data analysis capability in order to monitor achievements against baseline data collected and report statistical data as collected on a regular basis in order to capture progress more readily.
Greater emphasis on Private Sector Development and capacity development of market structures that contribute to a thriving market, while maintaining engagement of relevant authorities.
Formulation of a comprehensive Aflatoxin Management Plan, including public education to create demand for low aflatoxin products to increase demand for aflatoxin-free products in Sudan and premium pricing for the same. Funding would need to be sought for this separately.
Concentration of livelihood projects in targeted communities within a limited number of localities has occurred to a large extent. This should be a deliberate and articulated strategy in order to maximize demonstrable peace dividends. Peace building strategies such as the Peace and Development Councils used by the Darfur Community Recovery for Coexistence (DCRC) Project need to be expanded to value chain localities in order to mitigate the effects of conflict between target communities.
Support decentralization of support services along commodity trade routes into rural areas to fill extension service gaps through deployment of technically trained youth volunteers to provide much needed services e.g. agro-vet services, assisting micro-enterprises to access tailor made financial services to generate employment opportunities.
Brokering was largely affected by unpredictable market forces. In the groundnut value chain for example, cross border export to South Sudan and Central African Republic was reduced during the 2012/2013 marketing season. As a result, despite realized surplus harvest, lower prices discouraged farmers from selling their crops. In the honey value chain, the farm gate prices remain more lucrative than those of fair trade or international market destinations. Therefore, to ensure efficient networking with markets for the value chain commodities, there is a need for one-to-one contact meetings with buyers in Khartoum and other markets.
3 Objectives
3.1 The Darfur Livelihoods and Recovery Programme Approach
Because of the nature of protracted crisis, there is a strong drive to maintain only humanitarian assistance. However, the Sudanese government have asked international support to move towards recovery, durable solutions and strengthened resilience. The Darfur Development Strategy, DDS, now provides an agreed framework that comprehensively maps out the needs of recovery and development under the three pillars of: (i) Governance, Justice, and Reconciliation, (ii) Economic Recovery, and (iii) Reconstruction. To facilitate the transition towards recovery and development, the Humanitarian Strategic Response Plan for Sudan 2014 included two Strategic Objectives relating to (i) Resilience of vulnerable communities and (ii) Durable Solutions for displaced population. These objectives were reflected in the Sector Response Plans, which are consistent with the short-term priorities also outlined under the DDS. The Recovery, Return, and Reintegration (RRR) Sector, in particular, reflected the priorities of providing livelihoods recovery assistance to support voluntary return and local integration processes of IDPs in areas of relative stability. This project proposal responds directly to the priority projects listed under the RRR Sector Objective to: improve access to markets, traditional livelihoods and/or basic services in under-served and returnee areas, contributing to enhanced coping mechanisms and increased resilience to external shocks.
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Within the Darfur Livelihoods and Recovery Programme, UNDP implements four interconnected projects that cover three joint main outcomes, defined based on needs identified in the Darfur Joint Assessment Mission (DJAM):
1) Sustainable livelihoods; 2) Capacity development of institutional and economic actors to enable economic recovery and; 3) Peace building through management of natural resource based conflicts.
UNDP will continue to create sustainable livelihood opportunities for conflict affected communities in Darfur where the programme already operates and will expand value chains in peaceful commodity corridors in a conflict-sensitive manner applying the models of the Darfur Conflict Prevention and Community Recovery for Coexistence, where appropriate, and using youth volunteers as associates and community mobilizers with Implementing Partners (IP) in the field. In line with IASC guidance note, UNDP recognises the early recovery approach as the acknowledged relationship between emergencies and development, intended to create greater linkages between the two in order to produce mutual advantages between relief and development. It is a humanitarian activity applying development principles, aiming to generate self-sustaining, nationally owned, resilient processes for post crisis recovery and enable a smoother transition to long-term development through addressing the critical gap in the coverage between humanitarian relief and long-term recovery, between reliance and self-sufficiency.
3.2 Project Objectives – The Pro-Poor Value Chain Integration Project
As an integral and founding part of the Darfur Livelihoods Recovery Programme, the Pro-Poor Value Chain Integration Project was launched in 2011 in order to follow on earlier livelihood recovery work and aims to create sustainable livelihood opportunities for conflict-affected communities by linking small producers and business owners with value chains that will lead to increased incomes, and promote early recovery through support to re-creation of inclusive environmentally sustainable commodity value chains for 10,000 micro-entrepreneurs in 45 identified communities in Darfur. The project focuses on four commodities: hibiscus, groundnuts, animal hides and skins, and honey. The project’s overall goal is to increase incomes of value chain actors and micro-enterprises (especially the vulnerable) and to improve competitiveness of value chains and participation of the private sector along stable and peaceful corridors through fostering an enabling environment and developing knowledge trajectories through multi-stakeholder processes.
The overall project objectives of the project are to:
(a) Deepen understanding, on an ongoing basis, of the constantly shifting patterns of trade and markets in Darfur for key agricultural and livestock commodities in order to inform the rest of the project’s activities and to identify key points of leverage for improving the trading environment;
(b) Increase incomes and employment opportunities amongst micro, small and medium size businesses along trade routes through value chain income generating and diversification activities.
(c) Improve competitiveness of commodity corridors and value chains, small businesses and micro-entrepreneurs and participation of the private sector through fostering an enabling environment for trade and markets, especially impacting vulnerable groups (women, nomads, youth, returnees);
(d) Improve understanding of the impact of ten years of conflict and food aid operations on cereal trade in Darfur in order to identify how rural livelihoods can be supported through trade and how trade in cereals with neighboring countries could boost Darfur’s economy.
The approach is to target peaceful, more stable ‘commodity corridors’ that are active and functional market hubs, and along which peace building and co-existence can be strengthened through trade and active participation of the private sector. In addition, mainstreaming of crosscutting issues such as social
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inclusion, gender, value chain governance and natural resource management will be deliberate during implementation. Further, knowledge management systems will be integrated with monitoring and evaluation to ensure information capture, packaging and sharing of knowledge developed towards increased competitiveness of value chains and trade routes. To this end, the project will support DDRA to expand its market monitoring network to include East Darfur and thus to cover the entire Darfur region, and to deepen its analysis through advisory support. These outputs will enable to project to quickly service the 45 communities and improve the exponential capacity to benefit the previous targets of at least 60,000 conflict affected beneficiaries.
3.3 Expected Project Outputs
Specifically, the Pro-Poor Value Chain Integration Project aims at achieving the following seven (7) outputs:
1. Strengthening and deepening DDRA’s community-based market monitoring network, to eventually cover the entire Darfur region, to capture the constantly shifting patterns of trade and conflict in order to inform the value chain work
2. Mapping along commodity corridors to identify two new commodities for value chain development
and expansion of existing value chain commodities.
3. Increased production, employment and incomes for rural households (to include women, youth, demobilized soldiers, IDPs and pastoralists) through improved husbandry, harvesting and processing methods.
4. Improved efficiency of commodity value chains realized through promotion of business development services (BDS) hubs (to include extension services, input supplies and training) along commodity value chains and trade routes.
5. Improved access to markets and financial services promoted through infrastructure development and brokering linkages between small producers, financial service providers and the private sector, drawing on Tufts / DDRA’s ongoing analysis of the principle obstacles to trade flows in Darfur’s main commodities.
6. Enhanced competitiveness within commodity value chains through improved enabling
environment at state level.
7. An in-depth study of the cereal trade in Darfur, tracking how the cereal trade has been impacted
by the conflict in Darfur since 2003 and by ten years of food aid assistance, how it has adapted and the extent to which it has recovered, and thus to identify ways in which the cereal trade can be supported, including cross-border trade, to better sustain the livelihoods of cereal producers in Darfur, and to support the growth and eventual recovery of Darfur’s economy.
3.4 Proposed Results and Activities to be Supported by Switzerland
The Swiss contribution will contribute directly to the overall outcome of the Darfur Livelihoods and Recovery Programme. The Programme is funded through a shared funding principle and is currently also funded by USAID/OFDA, Republic of Korea, DCPSF and UNDP TRAC funds. The Swiss Contribution will support activities under the Pro-Poor Value Chain Integration Project, the backbone of the overall Programme. Support to this component is prioritized by UNDP as it lays the ground for the entire programme.
For the Pro-Poor Value Chain Integration Project, UNDP conducted a rapid internal project review at the beginning of 2014. The review concluded that the programme approach of the project had been
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successful and identified what actions are needed for the way forward of the project. Based on the outcome of this review, UNDP is now replicating and expanding interventions that have been successful. For the Groundnut Value Chain, UNDP will target existing and new areas in order to provide groundnuts as an alternative livelihood. Many return villages in West Darfur are already included in the groundnut value chain but show potential for expansion as well as improvement of the production. For the Honey Value Chain and the areas targeted in 2013 (Kubum in South Darfur and Bendizi in Central Darfur), the beneficiaries include IDPs and host communities and the honey intervention has been important income sources for them. However, it has been identified that the lack of access to markets and financial services around the trading of honey is an Achilles heel in ensuring competitiveness of the honey value chain as well as creating employment opportunities. It was therefore recommended to work brokering linkages between small producers, financial service providers and the private sector, drawing on Tufts/ DDRA’s ongoing analysis of the principle obstacles to trade flows along the honey and groundnut value chain and trade route. In order to complete honey corridor in Kubum and Bendizi, it is also important to support honey producers in Mukjar to complete the honey commodity corridor, if the security situation allows. In Mukjar locality, there are many returnees and high demand to restore honey beekeepers livelihoods. For the Hides & Skins Value Chain, UNDP will make use of the value chain assessment conducted in December 2013 to build a business plan. The business plan will be used to create an expanded work plan that focuses on local level initiatives such as improved technology for small scale leather finishing versus large scale manufacturing or slaughtering in order to benefit the largest possible number of persons. For the Hibiscus Value Chain, linkage with private sector buyers have been very successful, and is currently engaging with three large purchasing companies and are engaged in forward purchase agreement advantageous to producers interested in organic hibiscus. This work will continue and be expanded. In addition, UNDP will seek to establish hibiscus production in new areas in response to the great demand on the market. Target Groups The combined efforts of the Darfur Livelihoods and Recovery Programme aims to create sustainable livelihood opportunities and promote early recovery through support to re-creation of inclusive environmentally sustainable commodity value chains for more than 20,000 households, 10,000 micro-entrepreneurs, 50 producers groups and 25 CBOs in 45 identified communities in Darfur. The Pro-Poor Value Chain Integration Project’s specific outreach of the four commodities is expected to be divided as in the table below:
Table 2: Outreach of the four commodities
Honey Groundnuts Hides and Skins Hibiscus
State South and Central Darfur
South , North and West Darfur
South , West Darfur
North Darfur
Geographical outreach
60 villages, 4 collection centers in Bendisi and Kubum, Central and South Darfur
26 villages, 5 collection centers in Katila, South Darfur
11 villages in Alait, North Darfur
7 villages in Beida, West Darfur
Hides & Skins processing SMEs in Nyala
7 villages in North Darfur
26 collection centers
Target groups
Around 1,267 households managing beehives
Host Com/IDPs/pastoralists
13,433 groundnut producing households
Host Com/IDPs/pastoralists
(Women and
Hides & Skins processing SMEs
Abattoirs
Importers/exporters
Up to 2000 hibiscus producers
Host Com/IDPs/pastoralists
(Women and
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(Women and Youth)
Private sector companies
2,300 members in bee keepers associations
Youth)
35 Rural Oil Press Millers(Nyala)
Five groundnut collection centers
Private sector companies
Youth)
Private sector Companies
Baselines 1,267 H/Hs
7,600 beneficiaries
2 Associations
1 Locality in 1 state
Production: 422MT
16,098 H/Hs
96,588 beneficiaries
1 locality each in North and South states
Approx. 20 SME hides & skins and leather product processors
1,500 hibiscus producers in North Darfur
4 Implementing Strategy
4.1 Theory of Change
The project operates under the following assumption: sustainable and peaceful management of natural resources and integration with value chains and markets provide sustainable solutions for socio-economic stabilization. The project will restore and improve livelihood assets (both at infrastructure and human capability level) using a geographical area focused approach targeting clusters of villages in order to promote sustainable livelihoods and communities integration with markets and value chains. Through linkages to the other project components under the same programme umbrella, the project will also strive to promote environmentally sustainable natural resource management through livelihood diversification and conflict resolution mechanisms, particularly those targeting natural resources based conflicts. In order to achieve its outputs the project will set activities developed in collaboration with existing UNDP projects under the same programme umbrella such as the Youth Volunteer Rebuilding Darfur, the Darfur Community Recovery for Coexistence and the Building Resilience of Communities of Return in West Darfur as well as other projects such as the Community Small Arms Control. Project activities will be implemented in collaboration with other agencies such as UNHCR and WFP but also with respective partners that are already working in the communities targeted by the project. Such partnership will consolidate the area focused interventions, deliver a sound early recovery approach and ensure a smooth transition from humanitarian to development assistance.
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4.2 Ensuring Effective Programme Coordination
Effective programme coordination is an essential part of UNDP’s programmes. The coordination responsibilities of the Darfur Livelihoods and Recovery Programme typically include planning and operational coordination of all livelihoods-related activities, quality management and information sharing and management. The UNDP takes an active part in the Food Security and Livelihood Clusters in Darfur which ultimately seek to alleviate suffering among affected populations through effective coordination of multiple assistance efforts. Programme Coordination Opportunities for the Darfur Livelihoods and Recovery Programme:
STATE COMMODITY VALUE CHAIN
CURRENT PARTNERS POTENTIAL PARTNERS COMPLIMENTARY UNDP PROJECTS
South Darfur Honey Swiss Development Corporation(SDC), USAID (OFDA),Ministry of Agriculture(MoA), Forestry National Corporation (FNC), Rehed el Fursan Dev Net(RDN), UNAMID
DFID, UNEP, Sudan Agricultural Bank, Farmers Bank Nyala University, FAO
DCRC, YV
Groundnut USAID (OFDA), Ministry of Agriculture(MoA), Rehed el Fursan Dev Net(RDN), DAL Group, UNAMID
DFID, UNEP, Sudan Agricultural Bank, Farmers Bank, Rural oil millers (SMSEs), Nyala University, ARC, FAO, UN HABITAT
DCRC, YV
Livestock
USAID(OFDA), Ministry of Finance, Sudan University of Science & Technology(SUST)
DFID, UNEP, Sudan Agricultural Bank, Farmers Bank, private companies, MSMEs, Nyala University, ARC, FAO
DCRC, YV
East Darfur Groundnut
None Ministry of Agriculture (MoA), Private companies, DFID, UNEP, Sudan Agricultural Bank, Farmers Bank, UNAMID. UN HABITAT
DCRC, YV
Livestock
None Ministry of Finance, Sudan university of Science and Technology, DFID, UNEP, Sudan Agricultural Bank, Farmers Bank, UNAMID
DCRC, YV
Hibiscus None Ministry of Agriculture, Practical Action, Local NGOs, Private sector companies (Hassabo trading), UNAMID, UN HABITAT
DCRC, YV
North Darfur Hibiscus USAID (OFDA), Practical Action, Voluntary Network for Rural Help and Development (RDN), Ministry of Agriculture, UNAMID
UNEP, Sudan Agricultural Bank, FAO
DCRC, YV
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Groundnut USAID (OFDA), Um Keddada Rural Development Project (RDB), Ministry of Agriculture, UNAMID
DFID, UNEP, DAL Group, Sudan Agricultural Bank, FAO, UN HABITAT
DCRC, YV
Livestock USAID (OFDA), Ministry of Animal Resources
DRA, Ministry of Finance, FAO, UNAMID
DCRC, YV
West Darfur Groundnut USAID (OFDA), Ministry of Agriculture
UNEP, RADA, UNAMID, UN HABITAT, PACT
YV, DCRC, Post Return
Livestock
USAID (OFDA), Ministry of Agriculture, Sudan University of Science and Technology, University of Zalingei, Poverty Reduction Unit in the Ministry of Social Welfare
Ministry of Animal Resources, DARA, UNAMID, PACT
DCRC, YV
Central Darfur Honey None UNEP, Ministry of Agriculture, Forestry National Corporation (FNC), TDH, University of Zalingei, UNAMID, PACT
DCRC, YV
Groundnut
None Ministry of Agriculture, DARA, private companies, UNAMID, PACT
DCRC, YV
Livestock
None Ministry of Animal Resources, DARA, UNAMID, PACT
DCRC, YV
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4.3 Sustainability
To ensure that future sustainability of the project, the project will take into consideration sustainability perspectives at every step of implementation with project partners. Some of the sustainability elements that will be assessed analyzed and integrated within planning with partners and include: Political Sustainability The project environment will be dependent on a political climate that remains stable and receding towards a peaceful transition. However, the direction of the political environment remains unpredictable and is thus an extrinsic factor beyond the control of project implementers. While there is little influence the project can exert on wider regional political dynamics, the peace building initiatives within UNDP projects may in a small way add significant contribution to early recovery. Renewed hopes for sustained peace and stability in Darfur are hinged on the continued commitment to the formal peace deal under the Doha Document for Peace in Darfur (DDPD). Economic Sustainability The conflict in Darfur has created a high inflation environment, with direct consequences on the value of currency and net worth of investments within small turn around cycles. While the element of adaptability maintains the momentum and resilience of micro-enterprises, the political environment is a determinant of overarching macro and micro economic sustainability in the future. The project should also find ways of how to respond to currency fluctuations that may affect delivery of available funding. Environmental Sustainability The current projects have taken into consideration the natural resource sustainability elements by deliberately anchoring natural resource management with peace building and livelihood agendas. For instance, community environmental action planning with project partners will ensure that locally available natural resources are optimally utilized and that there is significant reduction of conflicts resulting from competition for such resources. Programmatic: Financing Beyond Funding Funding will always remain a major challenge for market access initiatives, especially where ‘social costs’ are concerned. The project will undertake an intensive commodity corridor mapping to assess the actors involved within the different states, identify those with the greatest potential to emerge as local lead partners of the processes, support their capacities to ensure long term internal institutional sustainability, and further provide knowledge dissemination amongst value chain actors to improve competitiveness and local ownership. The objective will be to tap into the socio-capital at the rural levels (integrating social inclusion) as well as engage with like minded forward looking partners to support an increasingly locally owned development process. At project design and implementation level, a financial services working group comprising financial service providers, financial experts, development partners and other value chain actors will be supported to develop practical, realistic and do-able models where micro-enterprises, traders, formal companies will find incentives to invest into commodities trade. This aspect will compliment the business development service models that will be established to support locally available service provision.
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5 Organization, Management and Administration The project will be managed by UNDP Sudan and implemented through NGOs functioning as Implementing Partners (IPs). Darfur Livelihoods and Recovery Programme The Darfur Livelihoods and Recovery Programme counts on a Programme Board that provides strategic direction and executive management decisions when guidance is required by the Programme Manager, including approval of project revisions. The Programme Board meets at least two times during the lifetime of a project. The Programme Board is comprised of the UNDP Deputy Country Director (Programme), the Head of Crisis Prevention and Recovery Unit, State Governments Officials of all Darfur States, Representatives of Central Government, National NGOs and CBOs and donors. a) Executive role is performed by the Deputy Country Director and the Head of Crisis Prevention and
Recovery Unit.
b) Senior Supplier role is held by the Donors.
c) Senior Beneficiary role is held by the State Governments in Darfur.
d) Project Assurance role is delegated by the Project Board to a UNDP Sudan Programme Officer. The Programme Officer will carry out objective and independent programme oversight and monitoring functions. During the project implementation, this role will ensure that the appropriate project management milestones are managed and completed.
The UNDP Darfur Livelihoods and Recovery Programme Manager based in El Fasher will lead, direct and advice on the implementation of activities at the regional level as defined in Annual Work Plan. He is responsible for: (a) managing the overall programmatic activities and financial and other resources of the programme; (b) preparing and revising of the detailed quarterly work plans/budgets, based on UNDP format, that also include expenditure forecasts; (c) preparing progress and financial reports of the project; (d) facilitation and selection of procurements through a competitive process; (e) supervision of national/international consultants and project personnel; (f) satisfactory delivery of outputs as per the signed PIP document; (e) monitor/supervise contracted staff to ensure that they deliver their contractual requirements; and (g) identification and resolution of the PIP issues, and management of risks. The Darfur Livelihoods and Recovery Programme Manager will base his decisions on substantial inputs from the Value Chain Teams which consists of the Value Chain Specialist, the National Commodity Brokers and National Project Coordinators based in Nyala, El Geneina and El Fasher. In addition, State Technical Coordination Committees (STCC) meet quarterly to facilitate achievement of project objectives through effective and efficient coordination and cooperation between the UNDP Darfur Livelihoods and Recovery Programme and relevant government and non-government institutions and authorities; and enhance mutual accountability between UNDP, state Ministries and partners.
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PROGRAMME MANAGER
PROGRAMME Board
SENIOR BENEFICIARY
State Ministries of Agriculture
and Finance in Darfur
EXECUTIVE
DCD (P), Head CPRU
SENIOR SUPPLIER
Donors & UNDP
(providing technical
advice)
PROJECT ASSURANCE Programme Specialist based
in UNDP CO
PROJECT MANAGERS
PROJECT OFFICERS
COMMODITY BROKERS
LIVELIHOOD OFFICERS
Programme Organisation Structure
TECHNICAL
ADVISORY
COMMITTEE
(TAC)
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6 Resources
There are particular challenges that make it expensive to operate in Sudan. These include insecurity, poor infrastructure, inflation, lack of or very low capacity, and a lack of competition. These challenges make delivery of our programmes costly and reduce the results we hope to achieve with any given budget. This is also an environment that is continuously evolving, meaning that we need to remain flexible in our approach and programming and continuously redefine the results we hope to achieve. There are also additional challenges of collection and availability of data especially where access is an issue during conflict and in some of the remote areas that become cut off in the rainy season. However, despite these constraints, UNDP is constantly working in order to improve its cost-efficient approaches and has made large improvements in terms of consolidating strategic focus and the responsiveness of programmes to the demands and priorities of countries. The Darfur Livelihoods and Recovery Programme is an established programme where staff, infrastructure, equipment and know how are already in place. Under the programme, UNDP is working with a number of experienced partners and have built their capacity during the first phase of the programme.
6.1 Human Resources
The Pro-Poor Value Chain Integration Project: Strengthening Commodity Value Chains for Vulnerable Communities in Darfur forms part of the UNDP Darfur Livelihoods and Recovery Programme that is managed by a Programme Manager based in El Fasher. The Programme Manager is responsible for the management and decision-making of all livelihoods projects in Darfur in close coordination with field based project coordinators and officers in North, West and South Darfur. In addition to the Programme Manager, the Darfur Livelihoods and Recovery Programme is currently staffed with 2 state level Project Coordinators (in South and North Darfur), one Value Chain Specialist (based in North Darfur), 5 Project Officers (based in North, West and South Darfur), 2 National Commodity Brokers (based in West and South Darfur), 2 Youth Volunteer Coordinators (based in North and South Darfur) and one Admin/Finance Associate.
6.2 Overall Budget - Darfur Livelihoods and Recovery Programme
20 Timeframe for budget for the Pro-Poor Value Chain Integration is September 2013-December 2015
Overall Budget Summary for 2014 – 2015 Darfur Livelihoods and Recovery Programme
Programme Component
Project Budget (USD)
Pro-Poor Value Chain Integration 3,010,06320
Darfur Community Recovery for Coexistence (DCRC): 990,993
Youth Volunteers Rebuilding Darfur: 2,790,919
Restoring Resilience for Returnees in West Darfur: 1,182,345
TOTAL BUDGET 7,974,320
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6.3 Contributions - Darfur Livelihoods and Recovery Programme
Funds Available for 2014
Programme Component Donor Sum USD
Pro-Poor Value Chain Integration
The Swiss Agency for Development and Cooperation 280,994
USAID/OFDA 1,000,000
The United Nations Development Programme (TRAC) 200,000
TOTAL FUNDS AVAILABLE: 1,480,994
Darfur Community Recovery for Coexistence
The Darfur Community Peace and Stability Fund (contributions from 8 donors including the Swiss Agency for Development and Cooperation)
406,675
TOTAL FUNDS AVAILABLE: 406,675
Youth Volunteers Rebuilding Darfur
The Government of the Republic of Korea 114,885
The United Nations Development Programme (TRAC) 207,000
TOTAL FUNDS AVAILABLE: 321,885
Restoring Resilience for Returnees in West Darfur
The United Nations Development Programme – The
Bureau for Crisis Prevention and Recovery 1,000,000
TOTAL FUNDS AVAILABLE: 1,000,000
TOTAL FUNDS AVAILABLE FOR THE OVERALL PROGRAMME 2,928,560
Expected Contributions for 2014 and 2015
Programme Component Donor Sum USD
Youth Volunteers Rebuilding Darfur
The United Nations Development Programme (TRAC) 500,000
The Government of Sudan 1,144,124
TOTAL: 2,928,560
6.4 Budget Summary – Pro-Poor Value Chain Integration Project
Pro-Poor Value Chain Integration Budget Summary: 2014 - 2015
Required Budget (USD)
Output 1: Extending and deepening the community-based market monitoring network
across the entire Darfur region to capture the constantly shifting patterns of trade and conflict in order to inform the value chain work
417,924
Output 2: Mapping along commodity corridors to identify two new commodities for value
chain development and expansion of existing value chain commodities conducted 88,750
Output 3: Increased production, employment and incomes for rural households to
include women, youth, demobilized soldiers, IDPs and pastoralists through improved husbandry, harvesting and processing methods
1,297,950
Output 4: Improved efficiency of commodity chains realized through promotion of
business development services (BDS) hubs (along commodity value chains and trade routes
298,35
Output 5: Improved access to markets and financial services promoted through
infrastructure development and brokering linkages between producers, financial services providers and the private sector
296,300
Output 6: Enhanced competitiveness within commodity value chains through improved
enabling environment at state level 137,650
Output 7: An analysis of how the cereal trade in Darfur has been impacted by ten years
of conflict and by one of the largest food aid operations in the world, in order to identify how rural livelihoods can be supported through trade and how trade in cereals with neighboring countries could boost Darfur’s economy
257,887
Output 8: Direct Programme Management Costs 290,634
Total Outputs: 2,787,095
GMS (8%) 222,968
GRAND TOTAL: 3,010,063
Funds Available 1,480,994
Funding Gap 1,529,069
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7 Risk Analysis
# Description Date
Identified Type Impact &
Probability Countermeasures / Mgmt response
Owner Submitted, updated by
1 Participating NGOs/RDPs do not develop rapidly enough capacity for high-quality training of trainers
During the first phase of the project
Organizational This would reduce the ability of the NGOs/RDPs to ensure proper capacity development for the micro-entrepreneurs in the field P =3, I = 4
The selection process for participating NGOs/RDPs takes into account their management and livelihoods programming capacity. A capacity assessment is carried out and based on that assessment, a capacity development plan drafted and carried out with the support of UNDP.
Programme Manager
UNDP Advisor
2 High price fluctuations and unpredictable market dynamics as multiple risks and threats for primary producers and companies preventing finalization of forward purchase contracts
During the preparation of the project proposal
Operational/Strategic
This would reduce the short-term impact of the project.
If the capacity development component of primary producers has been conducted as planned, this issue will only lead to a short-term delay which can be followed up on during the on-coming seasons by interested contract parties. To stabilize price fluctuations, multiple buyers can be included in the collaboration.
Value Chain Advisor
UNDP staff developing proposal
3 Political instability in target states, or even conflict, puts an end to capacity-building exercise
During the preparation of the project proposal
Political This would delay or stall the implementation of the project in affected target communities. Instability could be caused by resurgence of conflict in Darfur, the upcoming separation, or other
The project is designed to spread across 5 states of Darfur, so that it can continue unless the entire region becomes unstable. Once a previously safe location becomes insecure, its components will be
Programme Manager
UNDP staff developing proposal
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localized causes.) P =4, I = 5
reassigned by their host-NGOs/RDPs to safe locations. If the security situation would require halting implementation of the project, the knowhow developed can be transferred to other target states.
4 Quick absorption and recruitment of project staff
During the lifetime of the project
Operational This would delay implementation of technical aspects of the project
Where necessary, backstopping will be provided by existing staff based on technical expertise available within the team
Programme Manager
Project Manager, UNDP CO
5 Activation of LoAs and disbursement of funds
During the lifetime of the project
Operational This would delay overall implementation of the project by partners
Fast tracking of LoA clearance processes by CO and quicker disbursements of funds while meeting documentation and accountability requirements of UNDP
Programme Manager
Project Manager, UNDP CO
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8 Monitoring and Evaluation
In accordance with the programming policies and procedures outlined in the UNDP User Guide, the project will be monitored through the following: Within the annual cycle
On a quarterly basis, a quality assessment shall record progress towards the completion of key results, based on quality criteria and methods captured in the Quality Management table below.
An Issue Log shall be activated in Atlas and updated by the Project Manager to facilitate tracking and resolution of potential problems or requests for change.
Based on the initial risk analysis submitted (see annex 1), a risk log shall be activated in Atlas and regularly updated by reviewing the external environment that may affect the project implementation.
Based on the above information recorded in Atlas, a Project Progress Reports (PPR) shall be submitted by the Project Manager to the Project Board through Project Assurance, using the standard report format available in the Executive Snapshot.
A project Lesson-learned log shall be activated and regularly updated to ensure on-going learning and adaptation within the organization, and to facilitate the preparation of the Lessons-learned Report at the end of the project
A Monitoring Schedule Plan shall be activated in Atlas and updated to track key management actions/events
Annually
Annual Review Report. An Annual Review Report shall be prepared by the Project Manager and shared with the Project Board and the Outcome Board. As minimum requirement, the Annual Review Report shall consist of the Atlas standard format for the QPR covering the whole year with updated information for each above element of the QPR as well as a summary of results achieved against pre-defined annual targets at the output level.
Annual and Mid-term Project Review. Based on the above report, an annual project review shall be conducted during the second quarter of the year or soon after, to assess the performance of the project and appraise the Annual Work Plan (AWP) for the remaining months. At the end of the project, there will be a final assessment. This review is driven by the Project Board and may involve other stakeholders as required. It shall focus on the extent to which progress is being made towards outputs, and that these remain aligned to appropriate outcomes.
End of the project
The end of project evaluation: The end of project evaluation will include an analysis of project contribution to enhance the community resilience through creation of viable employment options and generation of sustainable income among the beneficiaries in the targeted areas on main targets at outcome, output and process/activity level). The changes/impact identified will be documented and published.
Lessons Learned: The project also foresees that lessons learned from the local reintegration processes, and from the immediate results generated from its implementation, will be properly documented.
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Annex 1: Results-based logical framework, action plan and budget for the Pro-Poor Value Chain Integration Project (2014-2015)
EXPECTED OUTPUTS
Including baseline, targets and indicators
PLANNED ACTIONS
Including specific activities
TIMEFRAME 2014-2015
RESPONSIBLE PARTIES
INPUTS and
PLANNED BUDGET
(USD)
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Output 1: Extending and deepening the community-based market monitoring network across the entire Darfur region to capture the constantly shifting patterns of trade and conflict in order to inform the value chain work
Baseline:
- Quarterly Market Monitoring Bulletin for West and North Darfur. Anticipated expansion to South and Central Darfur produced by DDRA with TA from Tufts-FIC to identify how livelihoods and the economy can be supported through trade, and to identify peace-building opportunities through trade. No Bulletin available in the East.
Indicators:
- Market monitoring information produced and used to boost livelihoods and local economies through trade in VC commodities.
- Peacebuilding/Conflict mitigated: % change through increased personal investment in peace & cross tribal trade of VC commodities.
Targets:
1. 15-30% average increase of net annual income
1.1 Feasibility study for extending DDRA’s community-based market monitoring network into the fifth Darfur state
X X X X Tufts-FIC and DDRA Consultants, Researchers
25,000.00
1.2 Providing advisory support to DDRA’s market monitoring network
X X X X X X X X Tufts-FIC and DDRA Consultants, Researchers, Technical Support
218,924.00
1.3 DDRA management and technical implementation & support to local market monitoring network
X X X X Tufts-FIC and DDRA Consultants, Researchers, Technical Support
137,500.00
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of reached SMEs, producer groups and households annually.
2. Peacebuilding/conflict mitigation: 15%-20% change in number of respondents that report they have something to lose if violence breaks out e.g. loss of income
1.4 Contribute to strengthening market information systems in 5.2 below
X X X X Tufts-FIC and DDRA Consultants, Researchers, Technical Support
36,500.00
SUBTOTAL OUTPUT 1 417,924.00 Output 2: Mapping conducted along commodity corridors to identify two new commodities for value chain development and expansion of existing value chain commodities
Baseline:
No commodity maps exist; peace corridor maps are available although shifting. Indicators:
- Trade routes map developed and produced across the 5 Darfur States;
- Related Value chain actors mapped
- 5 State/interstate action plans identifying opportunities and constraints to trade by commodity developed by stakeholders in a participatory manner and adopted;
Note: State action plan(s) may or may not be
appropriate depending upon the commodity, which is likely to cross borders.
2.1 Identification and mapping of trade routes along relatively stable and peaceful commodity corridors
2.1.1 Corridor mapping exercise in 5 states to assess commodity value chain corridor movements
X X NGOs, UNDP Consultants, Experts
40,000.00
2.2 Mapping of value chain actors participating within identified commodity corridors
2.2.1 Workshops with private sector and value chain actors and local authorities in 5 states to develop commodity actor constellations
X X UNDP Consultants
16,750.00
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Target: Value chain maps for high value VC
commodity(ies) targeted for development, constraints and opportunities mapped, including opportunities for women in a participatory manner and adopted
2.3 Identification of barriers to trade and markets for commodities
2.3.1 Workshops with local authorities and value chain actors in 5 states to identify major bottlenecks for markets and trade and to develop state level action plans
X X UNDP Consultants
32,000.00
SUBTOTAL OUTPUT 2 88,750.00
Output 3: Increased production, employment and incomes for rural households to include women, youth, demobilized soldiers, IDPs and pastoralists through improved husbandry, harvesting and processing methods Baseline:
- 15,000 SDG average gross income per producer - 20 lb average production per bee hive per
producer - No quality standards in place Indicators:
- Average % increase of gross annual income of reached SMEs, producer groups and households
- Average % increase of productivity per mokhamas - % of quantity or volume of produced commodities
that meet quality standards - Targets:
- 15-30% average increase of net annual income of reached SMEs, producer groups and households annually.
- 50% women participation across value chains, 20% youth, 30% IDPs, returnees, and pastoralists.
- 15-30% income increase amongst targeted women. 15% change in the # of targeted women whom express increased decision making within HH and/or community/producer groups.
3.1 Up scaling and replication of existing commodities targeting the most vulnerable
3.1.1 Up-scaling/replication of Honey value chain within States of South, Central and West Darfur • Baseline surveys for the new supported areas conducted to allow effective monitoring of progress and achieve expected results and for impact evaluation at the end of the project project • Mobilizing, training and capacity building of beekeepers associations • Establishment of demonstration centers and apiaries strategic in new localities • Provision of extension services towards post-harvest management • Supporting honey quality testing • Business brokering with
X X X X X NGOs, Ministry of Agriculture, Ministry of Animal Resources, UNEP
Equipment Consultants Experts Workshops
234,000.00
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companies/exporters • State level strategy development with MoAR • Community Environmental Action Planning in partnership with UNEP
3.1.2 Up scaling/replication of Groundnut value chain in South and North Darfur • Baseline surveys for the new supported areas conducted to allow effective monitoring of progress and achieve expected results and for impact evaluation at the end of the project • Extension services provision towards aflatoxin management • Establishment of storage facilities • Quality control via field aflatoxin testing • Buyer - seller contract facilitation • Aflatoxin public information campaign
X X X X X NGOs Ministry of Agriculture Private Sector FAO
Consultants
Contractors
105,500.00
3.1.3 Up-scaling/replication of Hides and Skins value chain in North, South, East, West, Central Darfur • Baseline surveys for the new supported areas conducted to allow effective monitoring of progress and achieve expected results and for impact evaluation at the end of the project • Intermediate technology transfer to SMEs processing hides & skins • Training of SMEs in leather products design and manufacture
X X X X X Ministry of Animal Resources Ministry of Finance NGOs Universities Private Sector
Equipment Consultants Experts Training Workshops 60,000.00
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• Business brokering with companies/exporters
3.1.4 Up-scaling/replication of hibiscus value chain in North and East Darfur • Baseline surveys for the new supported areas conducted to allow effective monitoring of progress and achieve expected results and for impact evaluation at the end of the project • Mobilization of women associations • Provision of post-harvest handling support • Establishment of storage facilities • Provision of hibiscus processing tools • Brokering with local companies and European markets
X X X X X X Ministry of Agriculture NGOs Practical Action Private Sector
Consultants Experts Equipment and tools 85,000.00
3.1.5 Baseline survey, project monitoring system and final evaluation
Surveys, monitoring tools, information management system. Focus on production, productivity and income levels for communities targeted by up-scaling/replication of value chains
X X X X X X X X UNDP Consultants Experts Surveys Reports 155,000.00
3.2 Testing innovation in new products
3.2.1 Introduce sand/soil and cement block production value chain and construction company
X X X X UN-Habitat NGOs Ministry of Urban Planning
Equipment Machines Experts
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155,000.00
3.2.2 Innovation in honey value chain • Beeswax value chain development for diversified incomes • Product development and branding with companies
X X X X NGOs Private Sector Ministry of Animal Resources
Consultants Experts Equipment 318,000.00
3.2.3 Innovation in groundnut value chain • Access to improved seed varieties • Ware housing/storage • Testing trade credit facilitation for oil press millers in urban areas
X X X X X NGOs Private Sector Ministry of Agriculture
Consultants Agricultural inputs 67,950.00
3.2.4 Innovation in Hides and Skins value chain • Hygienic processing of Hides & Skins for export markets
X X X X Ministry of Animal Resources Ministry of Finance Private Sector
Technical support Consultants Equipment 72,500.00
3.2.5 Innovation in Hibiscus Value Chain • Value addition at local levels through packaging • Intermediate technologies targeting harvesting & processing tools • Financial services product packages targeting women
X X X X X Practical action Private Sector Ministry of Agriculture
Technical advice Consultants 45,000.00
SUB TOTAL OUTPUT 3 1,297,950.00
Output 4: Improved efficiency of commodity value chains realized through promotion of business development services (BDS) hubs (along commodity value chains and trade routes
Baseline:
-Limited/no BDS hubs exists limiting access to information for business development and expansion. -Low capacity of government entities to provide even high demand services e.g. vet and agriculture due to
4.1 Identify & Support development of local Business Development Services (BDS)
4.1.1 Assessment of BDS needs and selection of potential BDS providers; one per state
X X X UNDP 80,850.00
4.1.2.Workshops with identified service providers to develop individualized business plans and TA in implementation
X X X UNDP Workshops Consultants 50,000.00
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no/limited budgets. Indicators:
- # of MSMEs opened/expanded - # of jobs created in VC commodities, by-products and spillover effects.
Targets:
500 new MSMEs opened/expanded and 1000 jobs created.
4.1.3 Stimulate demand for BDS using radio and other media
X X X X X X X X NGOs UNDP
Technical Support 80,000.00
4.1.4 Deployment of UNDP Youth Volunteers to support commodity corridors under the YV project
X X X X X UNDP State Project Coordination Unit
Currently funded under the Youth Volunteers Project
4.2 Strengthening the capacity of government institutions and actors as BDS providers
4.2.1 Support business plan development amongst field extension facilities through MoA, MoAR
X X X X X X X X Ministry of Agriculture (MoA), Ministry of Animal Resources (MoAR)
Technical Support Consultants Experts 50,000.00
4.2.2 Training of field extension officers from MoA, MoAR
X X X X X X X Ministry of Agriculture (MoA), Ministry of Animal Resources (MoAR)
37,500.00
SUB TOTAL OUTPUT 4 298,350.00
Output 5: Improved access to markets and financial services promoted through infrastructure development and brokering linkages between producers, financial services providers and the private sector Baseline:
- Poor market information available. - No agreements brokered between exporters
and producers - No micro-finance provided Indicators:
- % of farmers who received market information and % of reached producers who feel market information was useful;
- Number of brokered agreements between importers/exporters and producers/traders in Darfur;
5.1 Developing market infrastructure at primary and secondary levels
5.1.1 Identify market infrastructure rehabilitation needs within corridors
X X Darfur Regional Authority Ministry of Finance Ministry of Urban Planning
Experts Technical Consultants Assessments 15,000.00
5.1.2 Coordination with FS&L cluster agencies, Government to map out priorities and areas of synergy for infrastructure development (markets, access roads, basic services etc)
X X X X X X X X FS&L Cluster DRA Ministry of Finance Ministry of Urban Planning
Consultants Experts 5,000.00
5.2 Strengthening market information systems
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- % loan repayment rate to Micro-Finance Institutions (MFIs);
Targets:
1. Increased income as a result of pricing transparency, access to MF and access to new markets. 2. 15-30% average increase of net annual income of reached SMEs, producer groups and households. 3. 15-30% income increase amongst targeted women. 4. 25% increase in use of MF with minimum 60% repayment rate.
5.2.1 Expansion of “Market Information to Producers”. Testing of SMS as information dissemination tool
X X X X DDRA NGOs
Personnel 75,000.00
5.2.2 Development and distribution of monthly commodity market bulletins (soft and hard copies)
X X X X X X X DDRA Staff 18,000.00
5.2.3 Regular meetings with Early Recovery Food and Security Livelihoods cluster agencies to strengthen information sharing mechanisms and synergy across agencies
X X X X X X X X UNDP Meetings Workshops 15,000.00
5.3 Broker relationships between importers/exporters, traders and producers
5.3.1 Develop a list of importers and exporters of commodities within and outside Darfur
X X UNDP Ministry of Finance
Personnel Meetings 7,500.00
5.3.2 Broker meetings with importers and exporters and mobilize the producers to establish collection Centers at Kubum, Bendizi, Nyala levels an new areas
X X X X
UNDP Meetings Workshops 30,000.00
5.3.3 State-level commodity trade fairs organized in Darfur states/ set up Nyala store front
X X UNDP, DRA, Private Sector, MoF
Consultants Experts Coordination 75,000.00
5.4 Improving access to financial services providers at state level
5.4.1 Expansion of Mediators training and Coordination with banking and MFI partners
X X X X UNDP Training, Workshops, Consultants 55,800.00
SUB TOTAL OUTPUT 5 296,300.00
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Output 6: Enhanced competitiveness within commodity value chains through improved enabling environment at state level Baseline: Business enabling environment
(BEE) for VC commodities is poor: e.g. groundnut and livestock taxes are high with multiple state and local taxes (formal and informal). Indicators:
- % income increase contributed to by articulated state/interstate mitigation measures implemented disaggregated by sector.
- # of new SMEs and jobs generated as a result of VC development (by-products or spill over in VC and surrounding communities).
- # direct linkages facilitated between producers and input suppliers and markets.
Targets:
1. 15-30% average increase of net annual income of reached SMEs, producer groups and households contributed to by BEE measures implemented.
2. 500 new MSMEs opened/expanded and 1000 jobs created.
Minimum of one new linkage facilitated between producers and input suppliers and markets by each VC commodity.
6.1 Identify enabling environment barriers along project value chain trade routes impacting livelihoods of vulnerable groups and develop a strategy to address barrier
6.1.1 Six (6) workshops: 1 in each state implemented by the State Technical Co-ordination Committee to identify key barriers in the value chain at the state and local levels; and 1 combined workshop to formulate strategy to address barriers
X X X X X UNDP STCC 5 strategy workshops 61,000.00
6.1.2 Training in commodity specific enabling environment changes that will promote growth of value chains and increase impact 6.1.3 Facilitate implementation of State Technical Co-ordination Committee strategy
X X X X X UNDP STCC Training Workshops Consultants 76,650.00
SUBTOTAL OUTPUT 6 137,650.00
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Output 7: An analysis of how the cereal trade in Darfur has been impacted by ten years of conflict and by one of the largest food aid operations in the world, in order to identify how rural livelihoods can be supported through trade and how trade in cereals with neighboring countries could boost Darfur’s economy
Baseline:
-No agreed strategy in place to support livelihoods of rural cereal producers. Limited export of Sudan cereals even when the export market is advantageous over the local market. -Millet and sorghum price monitoring by DDRA in North and West Darfur in 2013 and FEWS NET Market Monitoring will be used as the price baseline; however a boost cannot be expected until harvest/sale 2014. Indicators:
Analysis report on cereal trade in Darfur produced and recommendations to support rural livelihoods adopted and implemented by all relevant partners and stakeholders at different governance levels in Darfur; Targets:
-Study recommendations applied to a Cereal Producers’ Livelihood Action Plan endorsed and promulgated by relevant local authorities, private sector partners, and UN and cereal producer associations.
7.1 In-depth trade study into the cereal trade in Darfur, to inform programming and policy decisions
X X X X Tufts-FIC DDRA 257,887
SUB TOTAL OUTPUT 7 257,887.00
Output 8: Programme Management Costs 290,634
TOTAL OUTPUT COSTS
UNDP (GMS 8%) 222,968