page 1 of 42imfli.com/images/reports1.pdf · 2016-03-11 · module 0: workshop in 6 overview of...

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Table of Content

Page Table of content 2 Background 4 Workshop proceedings 5

Preamble 5 Opening ceremony 5 Module 0: Workshop In 6 Overview of IMLIFI 6 Module 1 7 Module 2 7 Module 3 9 Group work 1: 9 Module 4 10 Module 5 10 Group work 2 10 Pep-talk 2 11

Workshop clossing 12 Presentation 12 Workshop Evaluation

Figure 1 : Phases in IP development Figure2 : general Satisfaction

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1.0 Executive summary

The training on the skill to develop Business plan on an Innovation Platform was initiated by INRAN, ICARDA and OCP foundation for the stakeholders of the different innovation platforms created on Morocco on the Indian-Morocco Food legume initiative. The Forum for Agricultural Research in Africa was approached based on it experience in setting up and operationalization of innovation platform to facilitate the workshop. Dr. ‘Wole Fatunbi, the Ag: Divisional manager for Visioning and Knowledge management in FARA facilitated the five days workshop between the 18th and 22nd of May 2015 at the Chem Hotel du Luc, of Bela Menin, Morocco.

The five days workshop aims to develop the skills of the IP stakeholders in developing a functional business plan and to jointly develop business plan for the three prominent commodities within the initiative viz., Lentil, chickpea and Fabber beans.

Dr. Mohammad El-Mourid opend the workshop and set the scene for the training and working session.

The facilitator made delivered five modules and three pep talks, which was followed by series of interactive session and two group work. The modules were;

1. Module 1. A review of the IP process 2. Module 2: Implications of Integrating research into Development** 3. Module 3: Overview of agricultural business 4. Module 3b: Existing Models of Agricultural Business 5. Module 4: Business plan as a tool in the IP 6. Module 5. Basic Analysis in agricultural business 7. Pep talk 1. Overview of Quantitative value chain analysis 8. Pep talk 2. Thoughts on competitiveness of Agricultural commodities 9. Pep talk 3. Basic M&E tools in agricultural business

There groups were created on the basis of the three commodities viz., Chickpea, Lentil and Faber beans. The group produced the business plan for the three commodities. The business plans were reviewed and reviewed by the team and corrections were implemented. It is expected that the pan will serve as template and will be used by any IP that will concentrate on the commodities within the program. The workshop evaluation by the participant indicated that substantial lessons were learnt and skills are already acquired to function effectively. The workshop was closed by Dr. Dahan Rachid the secretary general of INRAN Morocco and he expressed appreciation for the proceeding and achievement s of the workshop.

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2.0 Background

The use of the Innovation Systems Approach (ISA) in agricultural research and development has taken the center stage of discussions and practice of agricultural research in recent years. The ISA represents a paradigm change in the way agricultural research and development activities are conducted to a more client oriented, multi institutional and multistakeholders approach. The Forum for Agricultural research (FARA) has developed the Integrated Agricultural Research for Development (IAR4D) concept and the Innovation platform as an operational frame for the implementation of ISA in agriculture. The concept has been proven to lead to substantial increase in productivity, income, better management of natural resources, technology adoption and overall impact. The concept also fosters effective public and private sector partnership in agricultural development and transformation of Africa agriculture from subsistent activity to a viable business.

Efforts to scale up and scale out the concept across Africa require capacity development of the Agricultural Research and Development (ARD) stakeholders in order to foster the generation of broad based development outcomes from the use of the concept.

The International Center for Agricultural Research in Dry Area (ICARDA) like other CGIAR center has embraced the use of the IAR4D concept in some of its Research for Development (R4D) activity and has reported great success. Thus ICARDA is committed to developing the capacity of its stakeholders through training activities.

The India-Morocco Food Legume Initiative is a trilateral initiative between India, Morocco and ICARDA to increase the productivity of food legumes through South-South collaboration has embraced the use of the IAR4D and Innovation Platforms. This is to ensure the generation and delivery of demanded technologies on the different commodities but also the actualization of commercial opportunities and measurable socio-economic impact. The stakeholders in this initiatives has had an initial training on the modalities for the set-up and operationalization of the IPs, but require further capacity on the integration of business activities into the IP operations.

Thus this training with the focus of enhancing the capacity of the ARD stakeholders within the “Indian-Morocco Food Legume Initiative” in developing and implementing a business plan on different Innovation Platforms.

Objective of the Training

1. To develop the stakeholders skills of the IP stakeholders within the India-Morocco food legume initiative in developing and operationalizing business plan for different commodity on the established IP.

2. To jointly develop a bankable business plan and operational calendar for the different commodities in the initiative.

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3.0 Workshop Proceedings

Preamble

The workshop was attended by 22 individuals drawn from different organizations associated with the innovation platforms (see list of participants).

The workshop covered five days with intensive working sessions to achieve the set out objectives. Five key technical modules were studied in the course of the workshop; the modules were supported with three other thematic Pep-talks and discussion. Each presentation was followed by a session of discussion and interactions. Afterward, there was a guided session of group work to carry out the needed analysis and develop coherent business plan for the three important commodities in the project viz., Lentil, Faba-Beans and Chickpea.

Day One

Opening Ceremony: the workshop opening ceremony consisted of two welcome talks and expression of goodwill and interest in the workshop by Dr. El Mourid for ICARDA and Dr. Wole Fatunbi for FARA. The philosophy of the India – Morocco food legumes project (IMIFLI) is to develop south –south collaboration that ensure the exchange of knowledge and technologies for the development of food legumes through the Innovation platform. The project further aims to improve the profitability of production and marketing of major grain legumes in morocco. The prime interest are the smallholder farmers and the entry themes include the use of available technologies to increase the productivity of their food legume production enterprise and fostering increase in production with reducing production cost by maximizing technological advantage. The successful implementation of the programs within this initiative is importance to stakeholders in Morocco since the country still import food legumes and the consumption is going down, due to cost and the relative availability. The project is funded by the OCP Foundation with the main objective of developing the south-south cooperation.

The use of the Integrated Agricultural Research for Development (IAR4D) concept and the Innovation Platforms as its operational frame is based on the intrinsic nature of the concept to embrace the full development of the commodity through the value web. Thus the integration of research and generation of impact through production business for Lentil Chickpea and Faba bean is a major catch in the project. The long standing issues of marketing these commodities and developing more value chain is an outstanding constraint that requires an urgent intervention. There is also an expectation that the IAR4D and the IP concept will find access to the government and foster the organization of smallholders in developing an efficient food legumes value chain. The workshop that addresses the skills in developing the business plan for all stakeholders on the IP is expected to facilitate the

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transformation of technological opportunities into money and other socio-economic benefits.

Module 0: The introduction to the workshop was tagged Module 0 and presented by, Dr Wole Fatunbi, and the main facilitator for the workshop. The purpose of the workshop was to enhance the capacity of the ARD stakeholders within the “Indian=Morocco Food Legume Initiative” (IMIFLI) in basics of developing and implementing a business plan on an innovation platform. The expected outcomes are:

o IP stakeholders within IMIFLI acquire the skills to develop business plan for the IP. o A bankable business plan and operational calendar for commodity in the IMIFLI IP

developed.

The expected outcomes represent the expectations of the organizers, however, the participants expresses the following expectations (Box 1)

Overview of IMFLI project: Then an overview of the IMFLI project was presented by Dr El Mourid who recounted the different hurdles crossed to achieved the establishment of the five IP in different regions (file presentation). A brief presentations was also done by the five coordinators on the IPs concerning their locations, the vision, the entry points, the main challenged, the number of farmers, the achievements and success stories (file presentations).

Box 1: Stakeholders expectations

1. Information to how to develop a business plan for food legume seeds production and dissemination; 2. How the IP can foster the protection of farmers against price fluctuations; 3. How the IP can contribute to Increase funding for research on legumes; 4. To finalize by the end of the workshop a document of business plan for El Gara IP, that will enable

farmers to transform the chickpea that they have in the bags into money in their pockets; 5. Make the IP functional and ensure ownership by partners and to set up of a business plan; 6. To be able to build up a business plan for sub IP of Ain Kansara (IP Meknes) in order to help farmers to

make faba bean more profitable so they can make money by growing faba bean; 7. Learn practical aspects from other experiences as IP in Africa; 8. How to work with IP actors to develop and use a business plan. 9. To learn more on how the IP that gives attention to value will become functional, Sustainable and

evolving, How to avoid failure causes and mistakes. 10. To learn how to establish an IP value chain (requirements, steps, examples); 11. To develop an IP commodity (lentil/pea/chickpea) business plan for small holders communities in Abda. 12. To share knowledge on business plan with farmers and stakeholders in Abda IP; 13. How to solve marketing constraint on an IP. 14. How to make small farmers profit from others experiences? 15. Good comprehension of IP and to make it functional for a better development of the value chain; 16. To have a tool package for the development of a business plan dynamic and sustainable.

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Module 1: This module provides a review of the innovation platform process. The purpose of the module is to refresh the understanding of the participants on the concept of the IAR4D and how the innovation platforms will work as the implementation framework for the concept. Emphasis was placed on the understanding of the system configuration of agriculture in Africa and the need to work in the system mode to effect the development of the sector. In this context Dr Fatunbi explains that an IP needs to give good consideration to the market for the commodities of interest and this should necessarily inform the engagement of the different actors and business function. The IP needs to analyse and convert the different market opportunities to effective demand. in order that the offer meet the market demand. The IP is about profit (socio-economic benefits in a sustainable way). The innovation systems is considered as a group of organizations and individuals involved in the generation, diffusion, adoption and use of new knowledge and the context and institutions that govern the way these interactions and processes take place. While Innovation refers to the generation and use of technologies, knowledge and invention until it becomes social and economic benefit profit). Thus, research intervention alone cannot be referred to as innovation, but technology or invention. Research outcome will only become innovation when it is aligned with other complementary processes that will translate it to measureable benefits. The complementary processes could be institutional or infrastructural in nature. To achieve innovation the engagement of contribution from a complete set of stakeholders is required; this is made possible on an innovation platform.

Module 2: Emphasises the process for the integration of Research with Development on an Innovation Platform. The Innovation Platform is defined as networking relevant stakeholders to interact together on issues of mutual interest around the commodity of interest and the system of production to generate innovation. The IAR4D Innovation platform builds on all old concept used in agricultural research and development and embraces a holistic approach to development along the along the value chain. There are three types of functional IP, the strategic IP that set up at higher level where strategic issues are dealt with at higher level of governance; the operational IP where direct production and marketing are addressed and the Innovation cluster, which refers to the spread of the operational IP with growth. The Innovation Clusters are often linked to the operational IPs and all links up with strategic IP for policy and infrastructural support. The operational IP respond to target commodity or system of production to meet specific market. There are three phases in IP process approach: in the phase 1 there is an understanding of problems from system analysis and market chain approaches, in the second phase corresponds to systems improvements, value addition and market opportunities, and the third phase for setting in place innovations. An evolution of the role of each actor involved in the IP occurs from one phase to another. Local participant’s starts as interest collaborate in the second phase and finally become ownership of the IP. The organizations of R&D lead the IP at the beginning and ensure the facilitation in the second phase and finally the backstopping. As for local participants, the role of Private sector is progressing during the two first phases and

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becomes preponderant at the end due to commercial opportunity and farmer support. In the case of the IMIFLI projects, all IPs are still in phase one.

Figure 1: Illustration of conventional Phases in IP Development

Day 2,

Emphasis was placed on the focus of the IP. The all-time focus is the generation of Innovation with accompanying socio-economic benefits. The IP put all actors along the commodity innovation sphere together to identify constraints, source solution, implement the solution and learn lessons in a repeated version until innovation is generated. It was also emphasised that true market refers to Effective Demand meeting up with a Ready supply at a good margin for both buyer and seller. It is also important to understand that an IP must operate in a commercial mode without which measurable impact will not be generated.

The competiveness of agricultural commodities in terms of price and quality is vital to maximizing the profit margin. In general, agricultural products at the smallholders level are not often competitive with those imported in terms of price and quality; this often encourages importation and subsequently poverty. To achieve competitiveness, it is essential to use a best technology package, maximize the economy of scale, invest in agricultural mechanization, provide affordable financing for agriculture and agro based business and ensure standardization and market control.

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A Pep-talk was presented to give an overview of agricultural value chain analysis in IP business. This analysis is necessary to set up an IP. Since the value chain is about activities and actors that interact to bring agricultural product from production in the field to final consumer, wherein at each stage value is added to product. It is an approach that analyses a production unit or process in a market chain and the relation among them. The analysis will provide a good understand the structure and the functioning of the value chain. The main variables for value chain addition are time, impact, capital, skill and risk. Three steps are used for value chain analysis: activity analysis, value analysis and evaluation and planning.

Module 3: This provides an overview of agricultural business. Agricultural business encompasses all activities that are required to produce and provide agricultural commodities to the end user (farm to fork). The farming business in the IP goes through four essential phases: 1. Diagnostic and finding opportunities, 2. Planning, 3. Implementing and 4. Evaluating. It leads to the organizing, producing, monitoring and marketing steps. A great farm business requires some fundamental personal or group qualities for success, these include as the initiative spirit, seeking opportunities, information, mind for quality, efficiency, risk taking, goal setting. A distinction was also made on the concept of Farm business and farm enterprises , the FARA business refers to all enterprises on the farm and it takes cognisance of the different enterprise and the complementarity in terms of resource use and value addition in the process. While farm enterprise is a business unit on a farm.

Some approaches were also clarify for a better understanding of the agricultural business like accounting profit and economic profit, the time value of money, the entrepreneurship constraints and the risk realities in farming as business.

Group work 1: To foster a good understanding of the issues of business in Moroccco, , three groups were formed according to the three important commodities in the IPs Lentil, Fabber beans and Chickpea. Each group discuss the following questions and gave presentation at the plenary:

1. What are the distinct characteristics of Morocco agricultural terrain? 2. What is the market structure? (open market, super market), 3. Level of formality? 4. How much value addition is expected from primary producer? 5. What are the general categories of farmers? (subsistent, small/ medium commercial,

commercial), 6. What alternative livelihood exists? 7. What institutional issues are prominent as challenges to profitability? 8. What are the existing policy and infrastructural support mechanism for agriculture?

Report of the three groups were presented and discussed by the end of the session (ANNEX 1).

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Day 3

Module 4 : This module introduces the development of Business plan as tool in the IP. The business plan is an effective management tool that outlines how the entrepreneur intends to run the business and profit from it. It provides a clear understanding of what to do with the business and how it will be done. Writing a business plan helps to bring ideas to reality and encourages a deep reflection on how to turn idea to a business. To start agribusiness, some requirements are necessary like a general knowledge of agriculture industry, business opportunities, a market, crop production practices, financial resources and management skills. A business plan comprise the following sections: 1. Business description, 2. Market characteristics, 3. competitor assessment, 4. marketing plan, 5. operating plan, 6. financial plan and 7. Executive summary. Module 5 : This module provides insight on the logics behind the Basic analysis in agricultural business. In this context the analysis will yield a coherent presentation of the objective of the business, the projected financial needs and arrangements to secure financial and other requirements necessary for the implementation of the business plan. Five steps are required to develop a good starrategy: 1. Gathering information and market research, 2. Analysing the external and internal components of the business using SWOT analysis, 3. creating alternative plans of action and identifying areas of competitive advantage, 4. selecting the best plan that fits your overall farm mission and 5. Implementing and evaluating the strategy. The marketing plan requires a market research and to understand the market target. Four P’s (product, price, place and promotion) investigations are essential to set up marketing strategies. It is also important to identify a marketing budget to achieve the different business activities (research, communications, networking, promotions, advertising, public relations). Financial plan is a very important and necessary component of the business plan based on the balance sheet, cash flow, income statement, projected financial statement and pro forma statements. The human resource plan is an important piece of the business plan it includes position and duties, organization chart and skills and training. It is the same necessity for the resource inventory that consists of building and facility requirements, building and structure inventory and equipment inventory. Group work 2: After presentation of the two modules (4 and 5), participants were asked to commence the development of a business plan for the 3 commodities according to the five steps described above. Sample business plan were provided as a guide. One entitled lifelong learning for farmers feasibility study (Uganda potato farmers) and the second on business plan for the development of products of flavoured whipped cream toppings in Kigali IP the Work group took place all the day and it will be continued next day.

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Day 4 The Work groups continue all the day to finalize the establishment of the business plan for the three IPs. Group coordinators were asked to synthetize business plan reports and to prepare presentations for discussion in general session for day 5 of the workshop (files of presentations). Pep talk 2: Implementation of Business plan and monitoring and evaluation (M&E) system within the project cycle (identification, project preparation and project appraisal). Monitoring is about the progress and systematic recording of observations, information gathering, analysis, documentation, reflection, action… replanting. The evaluation consists on judging, appraising, determining the worth, value or quality of a project to make necessary decision in term of relevance, effectiveness, efficiency, sustainability and impact. the best M&E for IP is outcome based: activity, output, outcome and impact.

Day 5

The fifth day featured the presentation of a documentary on the innovation platform from the Sub Saharan Africa Challenge Program (SSA CP). The documentary provides evidence to how the IP concept was implemented in eight countries in Africa,

Business plan Presentation: Three draft Business plans were presented and discussed at the plenary. The three business plans contain the entire essential element for success and indicated. It opined that the groups work further on the plan and submit to the project coordinators.

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Workshop Evaluation

The five days workshop was evaluated on a eleven question frame first six examines the expectations relevance and delivery of the module, while the last five evaluated the facilitator delivery.

The result is outlined.

Evaluation criteria EXCELLENT GOOD BON POOR WORTHLESS

General satisfaction 38% 46% 23% 0% 0

Training met my expectations 59% 41% 0% 0% 0

Training suited to my level 76% 18% 6% 0% 0

The approach used 41% 47% 12% 0% 0

Time allocated 6% 76% 12% 6% 0

Knowledge and skills have increased 29% 59% 6% 6% 0

Demonstrated knowledge of the subject 59% 41% 0% 0% 0

Was clear and understandable 47% 47% 6% 0% 0

Was responsive to questions 65% 35% 0% 0% 0

Was able to motivate participation 35% 59% 6% 0% 0

Adjusted the pace of the training 35% 59% 6% 0% 0

this was followed by the workshop evaluation and the closing ceremony.

38%

46%

23%

0%

GENERAL SATISFACTION

Excellent

Good

Bon

Poor

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Annex 1: Report from Group Work 1

Group chickpea: Lhaloui, Artiba, Seffour, EL Mzouri

1. There is demand but the consumption is limited, a. The chickpea is in many receipt, especially during the Ramadan b. Propositions of valorisation as canned chickpea, tabina, c. To use according to the calibre:

i. 39/32: for human consumption, ii. 27/30: tabina,

iii. Less than 27: animal feeding, d. Labialisation and packaging.

2. Market structure: a. 80% in ordinary market b. Importation not under control

3. Chickpea free price according to the market variability. 4. Production in increase by 20%. That imply :

a. Securization of national production, b. Improvement of the technical package, c. Control of the importation and black market.

5. All categories (small/medium, commercial) 6. Alternatives: lentil, faba bean, peas and onion. 7. Institutional issues:

a. Free market, competition with the importation, b. Absence of seed strategy, c. Low mechanization d. Need to improve the technological package, e. Development of verities adapted to the mechanization, f. Post-harvest problems.

8. Contract program for legumes in the frame of PMV, Legumes in PAR, PRMT, PACA, IMFLI

Group Faba bean : Ben ALLA, Mourtaka, Fatemi, Abbad, Mimouni.

1. Distinct characteristics : rained crop, low profitability,

Consumption fresh and dry product,

Human consumption and animal feed.

2. Market structure: open market, super market 3. Level of formality: very low, 4. Value addition expected from primary producer: 54% (350 Dh/q) 5. General categories of farmers: small/ medium commercial, 6. Alternative livelihood: peas 7. Institutional issues: variety regulation, production not organized, seeds, low processing, no

labelling, 8. Existing policy and infrastructural support mechanism for agriculture: contract program, FOCP, …

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Group lentil: Moussadek, Mouzayane, Moulablad, Mechach, Ouhamou, Oulaaroussi, Basma

1. Area from 14 to 8 000 ha. 10000 à Zaer et 1000 to 400 ha at Ait Attab. 2. Free market (Rahba). 3. There is no formality, necessity of regulation. 4. For more the add value, the production should represent 50 to 60% of selling price in the

market since the risk is completely on farmer charge. 5. Categories of farmers: small and medium, commercial in Zaer. 6. Alternative livelihood: 7. Institutional issues:

a. Low mechanization b. Low valorisation.

8. Existing policy and infrastructural: a. Conditionnement unit, b. GIE, c. Interprofession, d. Regulation of importation, e. Storage unit, f PMV PAR

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Annex 2: Power point slides

Module 1:

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Module 2

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Module 3:

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Module 4

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Module 6

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Annex 3. Evaluation form Training Workshop on Developing Business Plan for an IP

(18-22/May/2015) Beni Melal, Morocco

NAME / Nom:

DATE:

Please take a few minutes to complete the form, and in this way help us improve our training. Circle the response that most accurately fits your evaluation of this course. Please sign on reverse, and hand in to the facilitator before leaving. S'il vous plaît prenez quelques minutes pour remplir le formulaire, ainsi vous nous aiderez à améliorer notre formation . Entourez la réponse qui correspond le mieux à votre évaluation de cette formation . S'il vous plait veuillez signer au verso, et le remettre à l'animateur avant de sortir

1. CIRCLE YOUR GENERAL SATISFACTION LEVEL FOR THIS COURSE/ ENTOUREZ VOTRE NIVEAU DE SATISFACTION GÉNÉRALE POUR CE COURS

Excellent/

Good / Bon

OK

Poor / pauvre

Worthless / aucune

mérite PLEASE RATE THE FOLLOWING ELEMENTS OF THE COURSE / S'IL VOUS PLAÎT NOTER LES ÉLÉMENTS SUIVANTS DU COURS 2. The training met my expectations.

La formation a répondu à mes attentes

3. The training was suited to my level of knowledge and skills.

La formation a été adapté à mon niveau de connaissance et de compétence

4. The approach used was relevant. L'approche utilisée était pertinente

5. The time allocated was appropriate. Le temps alloué était approprié

6. My knowledge and skills have increased. Mes connaissances et compétences ont augmenté

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THE INSTRUCTOR : 7. Demonstrated knowledge of the subject.

Connaissance manifeste du sujet

8. Was clear and understandable. Était clair et compréhensible

9. Was responsive to questions. Était réceptif aux questions

10. Was able to motivate participation. A pu motiver la participation

11. Adjusted the pace of the training. Ajusté le rythme de la formation

COMMENTS:

1. What were the particular strengths of the course? / Quels ont été les points forts de la formation? 2. In what aspect did the course meet with your expectations? / Sur quels aspects le cours a t-il répondu à vos attentes ? 3. How could the course be improved? / Comment le cours pourrait être amélioré ? 4. How will the course help you in your present work? / Comment le cours vous aidera dans votre travail actuel ? 5. Would you recommend this course to other staff in your institution? / Recommanderiez-vous ce cours à d'autres employés dans votre institution? 6. Other comments/recommendations:/ Autres observations / recommandations

THANK YOU! Merci

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Annex 4: List of Participants

List of participants to the Workshop on Developing Business on the Innovation Platform May 2015, 18 to 22, Hotel Chems du Lac – Bin El Ouidan

Sr/N NOM ET PRENOM FONCTION ORGANISME TEL/Email 1 Dahan Rachid SG INRA 0660199502

[email protected] 2 Artiba abdelilah Fellah Chaoui 0665502468

[email protected] 3 Lhaloui Saadia Chercheur INRA Settat 0660157251 4 Kaddour Seffour Chef de service INRA Rabat 0660157195

[email protected] 5 Fatemi Zain El Abidine Chercheur INRA-Meknès 0669146461

[email protected] 6 Daoui Khalid Chercheur INRA-Meknès 0663682419 7 Ouhamou Yassine Chef de projet FOCP 066143468 8 Mourtaka El Mehdi Chargé d’étude FOCP 0661567587

[email protected] 9 Bekkari Lahssan Chercheur INRA-Meknès 0668693038

[email protected] 10 Mamouni Ali Chercheur INRA-Meknès 0661223672

[email protected] 11 Okbi Basma Doctorante INRA Settat/FST 0666845042

[email protected] 12 ElMzouri ElHoussine Chercheur INRA Settat 0661433817 13 Touchan Adil Chef de projet FOCP 0661518632 14 Kradi Chafik Consultant ICARDA 0660199503 15 Jbilou Marouane Chercheur INRA Tadla 0660158025 16 Moussadek Rachid Chercheur INRA Rabat 0668829271 17 Abbad Andaloussi

Fouad Consultant ICARDA Rabat 0662145490

18 EL Mourid Mohamed ICARDA ICARDA Rabat [email protected] 233240140518

19 Wole Fatumbi FARA FARA Acra [email protected] 20 Ben Alla Youssef Ingénieur ORMVAT [email protected] 21 Jabri Khalid Chef de service DPA/Azillal [email protected] 22 Oulaaroussi

Lhoussaine Conseiller agricole

CCA Ait Atab [email protected]

23 Mechach Lhoussaine Président de GIE

Ait Attab [email protected]

24 Mouzayad Said Conseiller Agricole

ONCA Romani 0661573649

25 Karim Moullablad Agriculteur, président association moulabllad

Rommani 0661401464 [email protected]

26 Benazouz Abdellah Chef CCA Beni Ahmed

Beni Ahmed/Settat

0666100326 [email protected]

mailto:[email protected]




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