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"value": "2017 has been a very productive year for HortIMPACT, with 3 new BCs approved and in total 9 BCs under implementation. In terms of results and targets, 2017 was a challenging year for hortIMPACT but overrall performance was on track. We missed our target by slightly over 3000 farmers, reaching 11312 farmers out of the 14595 planned. Two factors that had a direct impact on our program activities were the prolonged election period and drought. The elections were repeated, which meant we had to postpone some field activities. Drought on the other hand resulted in crop failure in different demonstration plots in some business cases/innovations. Unavailability of potato seed for business case 2 also led to delays in planting. \n\nImportant moment was the Mid-Term Review mission that took place in november and stated that the programme was well on track and well implemented. Recommendations in relation to scaling and inclusion of youth and women will be taken into account in the remaining two years of the programme, as well as linking more objective 1 with the systemic change to be reached in the sector under objective 2.\n\nThe KMHP Steering Committee met 3 times in 2017, of which 1 was in its extended form. 3 BCs were approved and 1 new Innovation Fund project. By the end of 2017, KMPH had completed 3 BCs and 7 under implementation, with the following results:\n\nUnder BC2, over 4000 farmers were trained in good farming practices at 45 sites spread across five counties. Five buyers/processors were linked with the farmers and started contracting, but challenges were unavailability of seeds of the desired processing varieties and dry weather conditions.\nThe end-line survey will be administered in August 2018 after the long rains production season.\n\nWith regard to the training of Spray Service Providers in BC3, at the end of 2017 a total of 481 SSP entrepreneurs have been trained in 6 counties, who reached out to an estimated 3805 farmers with their services. It’s worth noting that 3805 is a cumulative figure from 2016 all the way to 2017.The exact number of farmers and their feedback will be evaluated with the business case end line survey in February/March 2018 and potential for scaling will be assessed.\n\nBC4 with Agventure and Unilver, to increase rotating practices with canola, as part of Conservation Agriculture, ended in december 2017 and an evaluation is actually ongoing, to assess why only 32 farmers decided to plant of the more than 1000 farmers trained on rotation, benefits of canola, etc. Preliminary results indicate problems with the outreach strategy of the trainings, germination of seeds, lacking access to finance, drought and the “first see” mentality of farmers in case of new crops. The results of the qualitative assessment will serve as a better base for the SC to make a decision on a potential second phase.\n\nWith regard to BC5 with Latia, 13 Latia staff and 5 consultants were trained and they trained consequently 155 farmers on greenhouse production. What is an important aspect as well, is the fact that 30 farm owners and operators trained, came back to Latia for farm visit training and 2 farmers took up the staffing service, especially since the staffing service could sustain the training costs in the foreseen business model.\n\nThe Burton & Bamber business of dried mango managed to increase quality of their sourcing by certifying 22 farmers from Kilimambogo with Global GAP in August 2017 and to train another 50 from Kambuu Farmers Group, expected to be certified in the first months of 2018. B&B has reached out to another 900 farmers through the Charia group in Meru and groups in Murang’ a county to assess possibility to undergo training for certification. Also the activities to increase access to markets (participation in international fairs and development of packaging and marketing) have contributed to concrete links with European buyers and establishment of Sweetunda in the higher segment of the domestic market. A scaling exercise will be done with the partner to identify eventual further potential.\n\nUnder BC 7 1802 farmers were trained in 2017 to increase their productivity and food safety of green leafy vegetables. Also, the farmers have been linked to 5 buying companies (greengrocers, etc.).\n\nThe mechanization in the potato-value chain, stimulated with Agrimech under BC8 encountered some challenges, mainly the heavy rains in November and December that hampered mechanized planting. Only 1 of the 6 demonstration sites was established in 2017.The decision to continue after the pilot has been postponed till May fort his reason.\n\nBC 9 with Meru Greens started implementation in October 2017. Four cold storage sites have been identified and 900 farmers have been contracted and incorporated in the 2018 production plan of Meru Greens, who will receive training soon.\n\nFinally BC10 with Proportion/Vijana Reloaded, approved in 2017, just started in January with the market study to identify in 1 county what the demand by farmers would be of services to be provided by local young entrepreneurs.\n\nWith regard to the innovation projects, under the Ketchup project 35 farmers were trained and certified in the production of dried tomatoes, as well as an innovative solar dryer installed in Kwakyai, Makweni county, by a start-up company from the Netherlands. The drying process was FCCS certified and produced in 2017 the quantities for the processing in The Netherlands of 18,000 bottles of ketchup and is expected to increase to 40,000 bottles in 2018.\n\nIn the second innovation project in implementation in 2017, Livatty Africa, a local subsidiairy of Mivena Holdings, introduced the Controlled Release Fertilizer technology. Results were only clear in two of the twenty demonstration plots, that were institutionally controlled and had focussed farmer groups. In these two sites production increased substantially, while the other 18 sites had challenges with mainly delayed short rains of October/November, poor lead farm management, etc.\n\nWithin Objective 2 (sector engagment), the program has continued to work with relevant stakeholders, such as industry associations, national and county government institutions and knowledge platforms, as well in the Netherlands. In september 2017 a Fruits and Vegetables Conference was organized with stakeholders around food safety and KMHP supports information sharing in the potato value chain and supported field research for the Yielder innovation, a mobile application that will be applied in this value chains in 2018. \n\nAn important achievement under this objective was the establishment of the International Biological Manufacturers Association of IPM companies, to represent their interest, influence policies, etc.\n\nAlso two studies were engaged: one on the potential for horticulture in the Laikipia Nature Conservancy, which was postponed till the beginning of 2018 due to political tensions and one of two phases on the potential of potato storage, which focused on the product, the market and the business opportunities. A third, phase, developing concrete business plans, will start in 2018. One other study on the food safety at the city market of Nairobi by KHC was approved and will also start in 2018.\n\nFurther, discussions have been ongoing on ideas for further business cases (traceability system, food safety testing facility, etc.), which will hopefully lead to proposals to be presented for approval by the SC beginning of 2018.",
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"value": "L'Extension du Programme de 51 à 180 communes dès 2017 est justifiée par quelques extraits du rapport final de la mission d’évaluation externe que nous proposons sous forme de résumé exécutif : \n•\t<<Pertinence et cohérence interne et externe. Selon la mission, la pertinence et la cohérence interne et externe de l’intervention ne fait pas de doute, de sa période de formulation à ce jour, et ce malgré ou davantage encore à la suite de la détérioration de la situation sécuritaire dans le centre du pays. Ses objectifs et résultats attendus répondent effectivement aux besoins exprimés dans le document de politique globale du gouvernement malien, dans l’accord pour la paix et la réconciliation issu du processus d’Alger, ainsi que dans les plans directeurs des secteurs Jeunesse et sport, Décentralisation et Réconciliation. Le programme est également en conformité avec la politique des Pays Bas telle qu’énoncée dans le Plan pluriannuel. Signalons enfin que le Programme répond, directement ou indirectement, à plusieurs recommandations formulées en juillet 2016 par « International Crisis Group (ICG)» dans leur rapport alertant la communauté internationale sur les problèmes de sécurité du Centre du pays ;\n•\tEfficacité. Les activités mises en œuvre durant le projet sont utiles et concourent effectivement à l’atteinte des objectifs spécifiques du projet. Des résultats majeurs sont enregistrés en particulier en rapport à l’objectif de participation et de contrôle de la gouvernance locale par les jeunes, avec des activités de qualité ayant entraîné des résultats palpables;\n•\tEfficience. Le rapport coût / efficacité est bon, essentiellement lié au fait que les résultats ont principalement été obtenus à l’aide d’appuis techniques de qualité provenant de ressources humaines locales avec des salaires raisonnables ;\n•\tEffets, Impacts et durabilité. A l’issue de 18 mois effectifs d’activité, période somme toute très limitée, des effets et impacts sont identifiés. Parmi les effets majeurs, mentionnons : la relance des restitutions publiques du compte administratif ; la relance des débats publics, le renforcement d’un grand nombre de comités de gestions des services sociaux communaux (santé, eau, éducation), la création de liens entre les jeunes et les « sages » de la société ; la création d’emploi, en particulier pour sécuriser économiquement les jeunes leaders (mais encore en dessous des objectifs), la relance des comités de gestion des conflits.>>",
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