NAFAKA STAPLES VALUE CHAIN ACTIVITY

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NAFAKA STAPLES VALUE CHAIN

ACTIVITY

TRIP REPORT: PRODUCTIVITY COMPONENT TRAINING

MATERIAL DEVELOPMENT

ASSIGNMENT REPORT, OBSERVATIONS AND RECOMMENDATIONS

June 2013

This publication was produced for review by the United States Agency for International Development. It was prepared by Sebastian Wanjala Oggema, Regional Agricultural Advisor for ACDI/VOCA in compliance with the terms and con-ditions of Task Order No. AID-623-10-00001.

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TRIP REPORT – PRODUCTIVITY TRAINING

MATERIAL DEVELOPMENT

ASSIGNMENT REPORT, OBSERVATIONS AND RECOMMENDATIONS

Cover: A farmer and spouse at a USAID NAFAKA Field Day, Dakawa, Morogoro Region, May 28, 2013.

DISCLAIMER

The author’s views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government.

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NAFAKA Trip Report: Productivity Training Material Development STTA ii

TRIP REPORT OVERVIEW

ON SITE FIELD ASSIGNMENT DATES: MAY 27, 2013 – June 8, 2013

OBJECTIVE

The purpose of this assignment was to review current training material used by the USAID NAFAKA Staples Activity productivity component team; to harmonize and create, coherent and consistent training material, methods and ap-proaches. The complete mission is designed as a three part process, the first being a study and synchronization of ex-isting farmer productivity enhancing training material. Secondly, a field pre-test activity and finally, a rollout frame-work incorporating a revised extension and outreach program into the NAFAKA principal 2013/14 frame-work plan. Alt-hough this assignment’s extended deliverables are the development of training materials, for purposes of implementa-tion, this consultancy examined the strategic and operational characteristics affecting successful execution of

NAFAKA’s agricultural extension and outreach services.

SCOPE OF WORK

NAFAKA is a 5-year USAID/Tanzania project incorporated under the US Government’s Feed the Future mecha-nism. USAID NAFAKA’s prime contractor ACDI/VOCA manages subcontracts with Catholic Relief Services (CRS) (mainly working in the Ifakara area), DANYA, Farm Input Promotions (FIPS), the International Fertilizer Develop-ment Corporation (IFDC), Mtandao wa Vikundi vya Wakulima Tanzania (Network of Farmers’ Associations)

(MVIWATA), and the Rural and Urban Development Initiative (RUDI). In addition, ACDI/VOCA runs private pub-lic partnerships with commercial firms; Kilombero Valley Teak Company (KVTC) and Kilombero Plantations Ltd. (KPL) to implement specific project sub-activities, serving specific beneficiary groups in specific geography. Each subcontractor operates activities predating NAFAKA - with established systems, methods and structures. Ac-cordingly, each firm in the consortium uses different training materials, extension methodology and structure with varying sophistication and efficacy. For most of these firms, the form and function of training material represents their core competency and in instances claims to intellectual property. With due respect to lien, the variations and in-consistencies in messaging, approach and goals could hinder the performance and impact objectives of the NAFAKA program.

Over a two week site visit, this consultant’s scope of work included curriculum development discussions with NAFAKA partner productivity component leads, primarily ACDI/VOCA, CRS, FIPS, IFDC and to a lesser extent KPL. During this period, the productivity team examined existing training material and selected the best practices which shall form the basis of training material in the rice and maize value chains. Subsequently, the consultant will over a two month period, develop a facilitator guide outlining the key messages and extension methodology and farmer training material – quick reference material available to approximately 15,000 new producers targeted in the 2003/14 performance period.

A site visit was completed over a two week period from May 27, 2013 through June 8, 2013. Through a series of indi-vidual meetings, plenary sessions, workshops and field visits, emergent concerns included the need to restructure NAFAKA’s extension methodology by examining project component critical success factors – which changes may

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2 likely affect field activity planning and management, performance measurement and knowledge management. All the recommendations are geared toward efficient use of resources and effective realization of NAFAKA stakeholder ex-pectations.

In addition to a summary of assignment activities, this report proposes iterative changes to management strategy, structure and operational mechanisms. Recommendations seek not to undo evident best practices but to catalyze a well-orchestrated field outreach platform responsive to farmer needs, conducive to continuous learning and effective-ness.

DELIVERABLES ASSOCIATED WITH TRIP

The primary output of this assignment is a trip report outlining activities carried out during the two week on-site peri-od. The ultimate outcome deliverable of this assignment is to harmonize training materials, provide a unified guide for field training operations and develop farmer-friendly quick reference material.

Corollary to this are the following key deliverables – whose actionable completion dates are spread over a 2 month performance period.

Task 1: Develop a field extension facilitator guide with three sections: technical skills, training design and use of STICKS for both maize and rice. STICKS (Scalable Tracker for Imparting Certified Knowledge and Skills) is

STICKS™ is part of ACDI/VOCA’s Sell More for More is an outreach model designed cascade training to reach many farmers across an entire region or country.

Task 2: Design STICKS for maize and rice

Task 3: Explore different design forms to encourage record keeping at the farm level and develop quick farmer-friendly quick reference material.

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SPECIFIC ACTIVITIES

The assignment core activities were based out of the NAFAKA Morogoro field office. The following section summa-rizes activities prior and immediately after the site visit – May 27-June 8, 2013

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ACTIVITY 1: PRE-ASSIGNMENT PREPARATION

 Review of the NAFAKA scope of work

 Reviewed Association Development Assignment trip report by ACDI/VOCA consultant William Sparks

 Review of the most recent NAFAKA annual report

 Review of the NAFAKA Data Quality Audit report

ACTIVITY II: STAFF MEETING (WEEK 1- DAY 1, 3-5), TRAINING

MATERIAL COLLATION WORKSHOP

 Attended an all-hands NAFAKA staff meeting in Morogoro. Listened in on BCC assignment debriefing meeting by Danya Inc. consultant Gilbert Aluoch

 Discussed scope of work with NAFAKA Deputy Chief of Party, Harriet Odembi and ACDI/VOCA Deputy Director, Elizabeth Eckert

 Discussed scope of work with Hana Shine, Communications and Outreach Specialist and Henry Weijja, Productivity Lead

 Attended NAFAKA field day at Dakawa to observe extension practice, farmer/staff interaction and demo plot orientation and protocol

 Facilitated a 3 –day all hands material collation workshop with NAFAKA productivity team including repre-sentatives from FIPS, ACDI/VOCA, CRS, KPL and IFDC.

ACTIVITY III: WEEK 2 , TEAM STRATEGY MEETING, EXIT

PRESENTATION AND DRAFT REPORT

 Completed an additional 2 day workshop with subject area specialists on extension strategy and material form, function and process

 Participated in the rice transplanting activity on the NAFAKA demonstration plot at the “Nane nane” agri-cultural showground.

 Held assignment debriefing meeting with DCoP, ACDI/VOCA Deputy Director, visiting consultant Sophie Walker, and USAID/Tanzania NAFAKA COR Dr. Elizabeth Maeda.

 Completed debriefing discussions with NAFAKA M&E Specialist, Productivity Lead and Communications and Outreach Specialist.

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FINDINGS, CONCLUSIONS &

RECOMMENDATIONS

The USAID/Tanzania NAFAKA Feed the Future Staples Activity requested Short Term Technical Assistance (STTA) in developing harmonized produc-tivity training material. The core assignment output was to create inclusive standardized farmer and staff training material for the rice and maize value chains. This section describes assignment findings – including probable changes in scope, conclusions, and recommendations which take into consideration implementation suggestions and timelines. The first section summarizes the findings, observations, and recommendations in a table section. Contents in the table will refer to various action points and descriptions in part 2.

PART 1: FINDING, CONCLUSIONS AND RECOMMENDATIONS

ISSUE(S)/OBSERVATIONS RECOMMENDATION(S) ACTION(S) IMPACT(S) A. STRATEGIC

1a. Productivity Component Strategy:

NAFAKA partners ACDI/VOCA, FIPS, IFDC, and to a lesser extent MVIWATA are lead agencies in imple-menting productivity enhancing farm-level activities. Through systemic im-provements in the rice and maize value chains, the program projects to reach 80,000 farmers over a 5 year period. Two years into implementation 18,000 producers have been reached. There is need to establish an all permeating strategy to reach 62,000 farmers whilst retaining connection with the current

1b. In addition to the overall annual

strategy/work plan, the productivity component should analyze the re-quirements of the overall program work plan, extract and articulate a common vision and improved strate-gy encompassing the core competen-cies of the lead agencompeten-cies. The strategy will negate the milestone delivery linkage gaps evident between imple-menting partners. This strategy will outline short, medium and long term expectations thus driving outcomes, outputs and program activities

1c. A preparatory stage could

be reexamination of NAFAKA impact and outcome indicators to ar-ticulate a common vision and productivity compo-nent strategy perhaps through providing visibility to the project’s results framework. This should form the basis of sideline discussion during the

next annual work plan session. The suggested

1d. A common strategy

represented by applica-tion of the TROPICS test will lay a back-ground for a common approach for all part-ners induce acceptance of training material, methods and structure. A common and uni-versally ascribed strat-egy will transcend or-ganization cultures of the various partner

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5 producers on record. Outside “key

milestone deliverables”, there is need to purchase partner agreement to a de-scriptive vision and mission toward stated USAID Feed the Future objec-tives through a coherent component strategy. Deficiency in a common strat-egy could impede the development and adoption of singular program-wide ex-tension methods, including training ma-terials and message.

through correlated prioritization of program resources. Other recom-mended cost free strategic alliances could be with institutions such as the International Rice Research Institute, IRRI.

Strategy change is a sensitive meas-ure. Therefore, it is recommended that part of the work planning and strategic redefinition includes the TROPICS (key parameters of change – Time, Resources, Objectives, Per-ceptions, Control and Change Source) Test to determine, which ac-tions require hard or soft decision making approaches1_.

visible output here is the development of the

NAFAKA-GAP program

– a series of sequential modules designed to up-scale outreach and behav-ioral change at the farm level. This module is ex-pounded in Part 2 of this section.

firms, presenting a common front to pro-gram clients. Rallying around the NAFAKA-GAP package could reduce operational and cultural differences among subcontractors.

2a. Stakeholder Involvement: Need to

enhance stakeholder involvement in NAFAKA program decision making and activity planning especially that of the Gov-ernment of Tanzania and affiliated institu-tions

2b. It is commendable that NAFAKA

has made steps to establish relationships with regional agricultural vocational training institutions. These efforts should be prioritized and enhanced. To escalate this, NAFAKA should consider carrying out a rigorous stakeholder analysis process - examining internal

(staff/partner) and external actors. A

2c. NAFAKA management

and staff should consider run-ning the expectancy model of stakeholder analysis. This analysis type delineates the degree of effort required to represent the interests of groups of stakeholders in NAFAKA and determine

stra-2d.Granted the difficulty

in conclusively identifying the stakeholder in an en-terprise and glean intent and understand the nuanc-es in intentions, relation-ships between sharehold-ers and stakeholder need to be balanced. This

1_{Peters and Waterman in their book In Search of Excellence, 1982 introduced the 7S model since developed by McKinsey Consulting which argued that the secret} of high performing organizations lay not in their attention to the ‘hard Ss’ (systems, structure, strategy) but had more to do with paying attention to the ‘soft Ss’ (staff, style, skills and shared values); the growth in human resource management as a technique to encourage work commitment toward the achievement of stakeholder expectations.

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6 stakeholder here is defined as any group

or individual who can affect or is affect-ed by the achievement of an organiza-tion’s purpose. It is recommended that NAFAKA senior staff make immediate and continuous exploratory and courtesy visits with regional government and na-tional agriculture extension personnel.

tegic approaches, communica-tions and treatments. Added to this assignment is the de-velopment of an internship program. This program will aim to mentor young agricul-ture development profession-als, building capacity and ca-reer paths. A sample decision tree and contractual document for the internship program is contained in Appendix 1.

ancing will manage expec-tations and go a long way in communicating USAID’s investment in the people of the United Republic of Tanzania. Stakeholder analysis is a core component of the

knowledge management and coordination system

– which will possibly be branded: NAFAKA-SYS described in Part 2.

3a. Procedural and Systemic Mecha-nisms: NAFAKA’s core strength is its value

chain design which allows for evolution in dynamic and growing agricultural subsec-tors. Internal project dynamism which rec-ognizes the external determinants is critical in the success of value chain programs. In-novation and calculated risk are inherent to achieving success in value chain upgrading, and fostering linkages. This includes exam-ining critical success factors for continual improvement to capacity, information shar-ing, service delivery and commitment to a common vision.

3b. Beginning with a cost benefit

analy-sis of each critical control point in pro-cedural and activity process, NAFAKA management should determine risk to-ward innovation and inculcate a culture of continual improvement. This process is especially crucial to players operating in the downstream (and upstream) stages of the respective value chains – millers, service providers, specific progressive farmers producing seed, producer asso-ciations, etc.

3c. ACDI/VOCA is a pioneer

of the well regarded Influence push, power pull analogy in catalyzing systemic changes in value chains. NAFAKA man-agement should consider es-tablishing activities designed for more sophisticated players in the respective value chains – the power push. These firm upgrading series of activities will be contained possibly in a process outlined in

NAFAKA-UPGRADE.

NAFAKA –Upgrade will be branded to flagship perform-ers and emulated in the pro-gram. Through a series of in-tensive interaction with pro-ject staff and access to other program resources – such as

3d. The

NAFAKA-UPGRADE program will seek to buy down the risk of investment in innova-tion and giving up of eco-nomic rent occupied by target firms. To address inherent risk associated with innovation,

NAFAKA should consider designing the grant pro-gram to mitigate the sunk costs of private sector in-vestment. Shared risk is a well-known strategic “pull” approach. In the long term, the update pro-gram will reduce infor-mation asymmetry which us a key attribute ineffi-cient markets. In addition,

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7 grants, firms falling into this

category will characteristically see rapid growth; become mentorship centers of influ-ence and as part of the NAFAKA “Success Ambas-sador” program.

the “Upgrade” program will identify champions – from the private and pub-lic sector through which NAFAKA will communi-cate core principles and practices.

B. TACTICAL

4a. Component management structure:

Using the product lifecycle analogy, NAFAKA as a program is in pubescence. At this stage – just approaching maturity, NAFAKA’s productivity component’s man-agement and applicable outreach and exten-sion methodologies need to be better de-fined and rede-fined for coherent chain of command lines of control, feedback and performance. This is a prescriptive solution to the observed disconnect in the myriad of training messages, material, terminology, practice and process within the components’ tactical orientation.

Understandable to a growing and complex project, the current structure is mechanistic in nature with amorphous critical control points which outside contractual compliance negates the key functions of specialists and agronomists from different partners.

4b. A starting point would be to ensure

that productivity staff can accurately ar-ticulate the objectives of the productivity component (including project indicators – such as year targets, mid to end term targets or results) or the flow down re-sponsibilities to each agronomist – or the relationships between targets (outcome) and specific activities or set of activities Better defined performance benchmark-ing could eradicate observed systematic soldering. In addition, NAFAKA should consider restructuring the tactical struc-ture of the productivity component – for effectiveness. Part 2 shows the current and suggested scenarios in structure to-wards easy flow of training and outreach. The proposal is a revised-functional de-sign. This design will allow specialists to focus on new material development and control, devolve certain planning and implementation functions directly to multidisciplinary team leaders based in the regions – clusters. NAFAKA should consider making the cluster approach

4c. Structure is implicit to the

concept of organization. Structure and routine are es-sential to maintaining stability – spelling out who does what, when and where. With a solid structure which fosters com-mitment, it is easy to assign performance parameters, measure and attribute success to particular team members, enhancing motivation. A sam-ple structure is described in Part 2. NAFAKA as part of the work planning process should establish the role of Team Leader – basically the cluster coordinator managing a multidisciplinary team of agronomists, M&E persons, interns and other project func-tionaries. The team leader will be a critical control point for performance, feedback and action learning.

4d. Organization implies

boundaries which allow controlled performance. In turn, performance means achievement to stakehold-er expectation.

A critical success factor to the development and exe-cution of a structure fos-tering learning and training is an integrated perfor-mance feedback mecha-nism. Adopting a new structure will ensure quali-ty control in training, en-courage innovation, ra-tionalize costs – and time efficiency. Additionally, the revised structure will flow down responsibility – for performance targeting and measurement ensuring that each member of the productivity team pull his or her weight. In addition

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8 more formal. With the following

sug-gested clusters: KPL Cluster, Mvomero (overseeing MVIWATA and Mkindo Training Centre) Cluster, Kongwa Clus-ter (FIPS,CRS/A/V), Kiteto ClusClus-ter (FIPS CRS) and

Ifa-kara(FIPS/CRS/AV), Uwawakuda Clus-ter.

to the adoption of revised training material structure will be a useful aid to ac-tivity sequencing and pro-vide a platform for

con-tinuous action, pause and reflection. A

graph-ical representation of this model is shown in Part 2.

5a. Capacity Strengthening of Field Agronomy Staff: NAFAKA has collected

an immensely qualified core agronomy staff. NAFAKA lead productivity staff (the spe-cialists and advisors) is capable of managing for effectiveness with an astute understand-ing of Tanzania’s agriculture. However, this wealth of knowledge needs to flow-down to the field agronomists efficiently. Although field agronomists (and VBAAS) are requi-sitely enthusiastic and energetic, there is need to institute mentoring to deepen the wealth of experience required to maintain the quality required in extension messaging, follow-up, performance monitoring and planning.

5b. In keeping with the cluster approach

described above, NAFAKA should con-sider adjusting job designs of the productivity lead into a more manage-ment and administration function - with key functions focused on policy, activity scheduling, continuous staff training and quality control, performance manage-ment and component budgeting. In addi-tion, the productivity lead will be in charge of maintaining core linkages with complimentary private and public firms and services. Subsequently, subject area specialists will be in charge of quality control and continuous improvement of training material and execution process-es. A clear SMART process linking per-formance to reward, to resource alloca-tion is the primary factor in implement-ing extension and outreach programs. In addition to current practice, NAFAKA should consider instituting a revised

ver-5c. Mintzberg2₍₁₉₉₈₎

propos-es various ways of organizing workforces for effectiveness. NAFAKA’s renewed work-force structure will include an analysis of existing staff and relating their personalities with different coordination and control methods. For instance, for the highly specialized sub-ject area specialists, mutual adjustment in management functions is the best option. For tasks done by rote – such as field agronomists’ daily rou-tines, standardizing work and outputs through NAFAKA-SYS’ standard operating pro-cedures (especially related to training approaches) will en-sure consistency in

perfor-5d. Training, clear

expec-tations and a system of continuous training will improve staff motivation and retention. The ulti-mate result will be higher output and quality of train-ing services provided by the program.

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9 sion of the World Bank Institute’s

Train-ing and Visit Method where frontline extension staff are continuously trained and redeployed on a regular basis.

mance and expected results.

6a. Harmonizing effort among partners:

Equally noted in the recently completed Nafaka DQA, harmonization affects the functions and effectiveness of the produc-tivity team. Various approaches to training and messaging typify this observation. Alt-hough new management has done an excel-lent job to mitigate this situation, the various Nafaka sub-contractors need to visibly work collectively. In addition to various ap-proaches there is varying treatment of pro-ject beneficiaries has bred disruptive discon-tent. Currently, farmers are categorized as either “normal farmers” – reached through the VBAAs, Progressive and Lead Farmers in a rather convoluted arrangement which serves no apparent sustainable reasons.

6b. This issue will be partially solved

through the ongoing implementation of management structural redesign and role definition outlined above. With the ex-ception of seed-producing progressive farmers, Nafaka should consider reduc-ing the categories of farmers to two. Progressive Farmers and “normal” farm-ers and do away with lead farmfarm-ers – who should constitute the cadre of VBAAs.

6c. All farmer categories will

be subject to the processes – training and otherwise out-lined in NAFAKA-GAP (the series of training materials to be developed at the comple-tion of this assignment). Upon reaching certain clear perfor-mance and charities, famers can then “graduate” to the NAFAKA-Upgrade program, a more advance system of training and benefits. Through this system, improvement shall be rewarded.

6d. Harmonization of

ef-fort will bring about effi-ciency and effectiveness – in messaging and convey a unified image to program clients in addition to re-ducing frequent conflict of turf and function. If well implemented the hitherto mentioned double count-ing of beneficiaries and overlapping roles and functions will cease.

7a.Extension strategy: This is core to the

outcome of this assignment – amalgamating the performance and procedural outputs of dissimilar extension methods: VBAAs, pro-gressive farmers, lead farmers, the myriad of training materials and best practices by vari-ous partners.

7b. This assignment recommends the

shrinking of extension approaches. Cur-rently, the program reports 18,000 farm-ers reached on record against a projected 5-year LOP of 80,000. It is clear that to reach this target and account for quality sustained behavior change NAFAKA should redesign the extension strategy for reach and scale. The simplest way to achieve this key performance parameter is to reduce the extension strategy to two tactical approaches related to various

7c.ACDI/VOCA is currently

in negotiation with various subcontractors on terms and deliverables of the 2013/4 season. Contract terms should take into cognizance the two extension and outreach ap-proaches. FIPs/CRS: Scaling out, MVIWATA, RUDI and Mkindo Training Centre to scaling up.

7d. Contract terms in

con-sistence with extension strategy will assign per-formance benchmarks whilst providing for com-plementarity between partners with similar ap-proaches and methods.

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10 partner cultural extension approaches:

scaling up and scaling out. FIPS’ VBAA and CRS’s SILC approaches lend them-selves well toward scaling out. These approaches are designed to reach many farmers efficiently, cost effectively and consistently. It is recommended that FIPS and CRS be assigned to similar clusters – primarily because these ap-proaches are consistent with each other and less prone to conflict.

FIPS/ACDI/VOCA and CRS will use this approach (whilst using the same ex-tension training material) to reach scale in numbers, spreading out to villages currently not under program influence. IFDC’s TOT, MVIWATA’s and RUDI’s Association Strengthening approaches are best applied to scaling up activities – and intensification of outreach and con-tact time and should be assigned to cur-rent areas of influence, resisting regional expansion.

C. OPERATIONAL

8a. Convergence of individual work ac-tions with programmatic (and contrac-tor) contribution to overarching project objectives: An examination of individual

work plans indicates the need to enhance the connection between individual staff ac-tivity contribution and the final outcomes which build into the program results

frame-8b. Individual staff needs to be innately

attuned to their singular activity contri-bution to the overall program perfor-mance matrix. It is recommended that NAFAKA considers instituting a revised work flow process which ties employee effort to ultimate program vision and results frame – linking cause with effort

8c. Workflow process will be

a function of NAFAKA-SYS. However, it is recommended that a separate short term technical assistance assign-ment be cultivated to improve work-flow processes prefera-bly as an ancillary activity to

8d. Work flow process

breeds efficiency and sin-gularity of purpose. By setting performance benchmarks and quality control measures, match-ing individual work plans and cultivating a sharing,

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work. and effort with effect. In addition,

deci-sion points in the work flow process need to be reduced for easier perfor-mance benchmarking. A characteriza-tion of the progressive farmer grants approval process (which needs im-provement) is exhibited in appendix 1.

the annual work plan devel-opment process.

this review and critic-improve culture will ensure an appropriate overlap of competencies, activities and deliverables. An ex-ample of a possible SOP (standard operating proce-dure) is represented in Appendix 2.)

9a. Beneficiary Contact time: In addition

to quantifiable risk, complex projects are a cost-benefit matrix of three core factors defining a project – cost, scope and time. Understanding that cost and time are key determinants in deploying staff resources, a rapid appraisal of productivity staff task scheduling indicated that specialist staff and lead agronomists spend approximately 6 out of every 10 days in direct contact with pro-gram beneficiaries depending on location.

9b. Worth mentioning is an excellent

rapport developed by program manage-ment concerted effort to institute a cul-ture or regular planning and deployment meetings. Although certain management functions including regular meetings are crucial and have proved beneficial to mitigating conflict, they may reduce staff/beneficiary effective contact time. It is recommended that field staff time spent at the Morogoro field office carry-ing out planncarry-ing and budgetcarry-ing activities be decreased. The suggested reduction will increase contact time per agronomist to 8 out of 10 days.

9c. Diagrams in Part 2

indi-cate the cost benefit analysis of increase beneficiary/staff contact time.

9d. Increased contact time

will support the project’s reviewed component strat-egy providing a sustainable platform toward the achievement of program reach objective.

10a. Productivity component linkages with other program technical compo-nents: In addition to the productivity

com-ponent NAFAKA includes gender, market-ing, association development, agro-dealer, performance monitoring and evaluation, and environmental management components. There is need for better cross-cutting rela-tionships between components.

10b. Complex value chain programs

in-clude a variegated mix of partners’ rela-tionships, links, functions and activities. It is recommended that NAFAKA seeks better complementarity between tech-nical components – which may be made possible by the proposed formation of multi-disciplinary cluster teams in addi-tion to the TROPICS test results and

10c. A follow up activity to this assignment would be a concerted management effort to identify component cross-cutting critical control points for strengthening. Already work in progress, the current training material under devel-opment is an overt effort to

10d. The proceeding work plan period is the growth and stability stage of the program. Through NAFAKA-GAP (Sell More for More, Farming as a Business) program activities will better inte-grate technical

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compo-12 internal stakeholder analysis. integrate the various technical

and value chain components. For instance, the Sell More for More and the Farming as a Business curriculum do a good job of mainstreaming erst-while cross-cutting issues into core project training activities, outputs and outcomes.

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PART 2: SUBSTANTIVE OBSERVATIONS AND IMPLEMENTATION

TIMELINES

DRAFT TRAINING MATERIAL TOPICS AND HIGHLIGHTS

The following list indicates the exhaustive sections included training material notes for rice and maize to be incorpo-rated into NAFAKA-GAP facilitator guide. It is still unstructured and is presented for review purposes only. All ma-terial has been extracted from FIPS, IFDC, ACDI/VOCA, and KPL (SRI) training mama-terials. The mama-terial was com-piled by the NAFAKA productivity team with the assistance of the Communications and Outreach Specialist. In addi-tion, a summary is made of the proposed components of the facilitator guide.

RICE

SESSION 1

Why use good seeds? What are good seeds?

(Insert image)

Caption

These are seeds that have been certified to have the following qualities: 1. They are able to grow exponentially (a great percentage)

2. They are suitable for growth without being mixed with other seeds 3. The grains/kernels are full

4. They are not contaminated with disease 5. They are quality declared seeds (QDS)

Where do I get them? (Insert Illustration)

1. From certified input agent stores 2. VBAA (An agent)

3. Seep supply companies and research centers

How do I sort seeds?

(Insert pictogram)

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14 2. Place the egg inside the first bucket of water, pour salt into the water until the egg floats in the water

3. Remove the egg and pour your rice seeds into the water. All the seeds that float are not suitable for planting. They are therefore not suitable for planting or for consumption.

4. The rice seeds that remained at the bottom of the bucket of water are seeds suitable for planting and will suc-cessfully grow as well as produce.

Why should I use GAP when prepare my farm? How do I prepare a farm?

(Insert image)

1. Clear the farm land or use insecticides 2. Plough the farm land

3. Level the farm land

4. Create terraces for irrigation

Why should I use fertilizer? (Insert image)

What kind of fertilizer should I use to plant with?

1. Fertilizer from Minjingu 2. Manure, compost etc.

3. Factory supplied fertilizer – E.g. DAP, Yara Mila Cereal etc.

What kind of fertilizer should I use for growing? (IFDC MATERIALS….)

1. Factory supplied fertilizer – E.g. Urea, Yara Mila Cereal, CAN etc.

How do I disperse the fertilizer?

1. By dispersing it throughout the farm land

2. For fertilizer tablets, place one tablet between every 4 seedlings ( one page on UDP)

Why should I plant in rows?

What GAP measurements are recommended?

(Insert image)

1. 25 centimeters between rows 2. 25 centimeters between stems

3. Each seed to be planted 25 centimeters deep into the soil

Benefits of planting in rows

1. It reduces the competition between plants to attain water, air, supplements and sunlight 2. It reduces the use of seeds (planting in rows uses fewer seeds)

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15 3. You get more shoots from each plant → more crops

NB. Tool kit should include planting string

SESSION 2

What is good water usage on the farm?

1. To control/manage water flow using water gates 2. To transport the water

3. To distribute the water

4. To irrigate farms at appropriate times, moderately 5. Removal of latent water

What is an embankment?

1. An area of the farm that is surrounded by ridges with a flat area/surfaces in the middle

2. An embankment must have an entryway to allow water to flow in and then out again when it is not needed (Insert image)

What kind of soil is best for watering on sand beds?

For rice, the suitable soil is that with a higher percentage of clay, it does not let water run or lose it to the bottom soil.

What areas are best for watering sand beds?

Flat areas

What is important in making ridges to surround an embankment?

1. To stop water from escaping the area of the embankment 2. Having a good entry way and exit for water in the embankment

How deep and wide should an embankment be?

1. Dimensions for a temporary embankment:

 Depth of 15cm-30cm

 Width of 60cm-120cm

2. Dimensions for a permanent embankment:

 Depth of 40cm-50cm

 Width of 130cm-160cm

What are weeds?

Plants of any kind that grow in places that you do not wish them to/you are using

Why are weeds a pest?

They compete with your produce to attain supplements, water, sunlight and also bring insets that are destructive and carry diseases.

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16

What are the different types of weeds?

1. Weeds with wide leaves (Insert image)

2. Grass weeds (Insert image)

What are the ways to control weeds?

1. To weed/uproot them (Insert image)

2. To spray weed killers (Insert image)

3. To water every now and then (Insert image)

How do I control weeds?

Ways to control weeds:

NB. Remember: Women handling pesticides safely in final materil VBAA-are capable.

What are pests?

Troublesome insects that disrupt your crops and minimize produce.

Troublesome Insects

Insects which are troublesome to our crop, by chewing holes, sucking, chewing or breaking them.

Friendly Insects

Insects that eat other disruptive insects:

 Mdudu kobe

 Wasps

Which are the troublesome insects?

White flies, oil insects are those that spread viruses among our plants.

How do we control insects?

 Maintain cleanliness

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17

 Biological deterrents

Session 3

Harvesting and storing rice Why do we harvest?

 Because the produce has matured

 To care for the quality of the crop

 To minimize loss

In what ways do we harvest?

 By using manual labour

 By using sickles

 By using a combine harvester

Why do we store/reserve?

 To care for the quality of the crop (harvest)

 To minimize loss

 To have a reserve of food

How do we store?

 By removing all the dirt/undesirables

 By properly drying

 By using bags that allow air to pass through with ease (sacks)

 By building a covering over the containers used for storing grain in the shelter that is clean and safe

Reserve of food and the sale of surplus: Why should I reserve food?

 To have certainty in the availability of food

 To avoid the epidemic of hunger

Why should I sell the surplus?

 To attain funds for other uses

 To attain funds for the development of farming in the next season

When should I sell?

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18 MAIZE

The Good Use of Seed What is good seed?

(Insert image)

Caption

These are seeds that have been certified to have the following qualities: 1. They are able to grow exponentially (a great percentage)

2. They are suitable for growth without being mixed with other seeds 3. The grains/kernels are full

4. They are not contaminated with disease

Where do I get them?

(Insert Illustration)

4. From certified input agent stores 5. VBAA (An agent)

6. Seed supply companies and research centers

Types of Seeds

1. Hybrid Seeds

 Hybrid seeds are usable for one season only as they lose characteristic quickly. 2. Composite seeds

 Composite seeds are usable for more than one season as they do not lose characteristic quickly.

Preparing Your Farm

When do I prepare my farm?

Prepare your farm 2 months before the growing season commences

How do I prepare a farm?

1. Spread manure fertilizer if it is available (use 7-10 tons for every acre) 2. Plough using a hoe, a tractor pulled hoe or a clawed hoe

What are the uses of fertilizer?

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19

(Insert image)

What kinds of fertilizer are ideal for planting?

1. Fertilizer from Minjingu 2. DAP

3. Yara Mila Cereal 4. N.P.K

What kinds of fertilizer are ideal for growing?

1. UREA

2. Yara Mila Cereal 3. CAN etc.

Why is it important to use fertilizer?

We use fertilizer to replenish the supplements we reap

How do I apply fertilizer for planting?

Place fertilizer in the hole, cover the hole with dirt and then plant the seed. The seed and the fertilizer should not make contact.

How do I apply fertilizer for growing?

Place the fertilizer for growing 10cm-15cm away from the plant

When do I apply fertilizer for growing?

After the first weeding

What measurements should I use for the use of fertilizer?

Use a bottle cap (For UREA – use one bottle capful and for CAN – use two capfuls) and apply consistently around each plant making sure fertilizer does not touch the stems.

Planting in rows Measurements to use (Insert image)

1. 75cm-90cm between rows

2. 25cm-30cm between plants (1 seed per hole) 3. The depth of a hole for a seed is 5cm

Are there any problems when you do not plant in rows?

1. Competition between plants in attaining water, air, soil supplements and sunlight 2. Farmers are not able to maximize the level of numbers in plants in the farmed area

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20

 Ripping the soil

 Apply dry grass mulch, FYM

(Insert image) Weeding

What is weeding?

To remove unwanted plants from the farm land

Why weed?

 To minimize the competition in getting soil supplements, water as well as sunlight

 To remove hiding places for insects and diseases

When to do weeding

(Insert image)

 The first weeding should happen within 3-4 weeks after planting

 By using animals/livestock; this should happen when the maize is up to 1 foot tall

What methods to use for weeding

 Handheld hoe/plough

 Using livestock

 Weed killers

Pests

What are pests?

(Insert image)

 They are organisms that live and hinder the development of plants

How many different types of pests are there?

 Weeds

 Destructive insects

 Diseases

 Destructive animals

 Birds

What impact do pests have on crops?

 Diminishing the quality of the crop

 Minimizing the produce

 Minimizing the value of the produce

What ways do I battle pests?

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21

 Weeding at the right time

 By using pesticides, as recommended by experts

 By using seeds that are resistant to diseases and pests

 By keeping the areas of the farming area clean

Harvesting and Storing

When is the right time to harvest the maize?

 Once the leaves and the tips of the maize dry up

What methods are used to harvest the maize?

 By using manual labour

What should be done after harvesting?

 Drying the maize while still on the cob so that they can be easily shelled and stored

 By shelling

 To lay them out to dry on a tarp in order for them to reach the dryness needed for storage (3-4 days)

How do I determine when maize is sufficiently dry?

 By way of biting into a single grain. If it breaks easily, there is a lot of moisture

 By using salt with no moisture and a small amount of your maize

Storage

What is storage?

 To retain the quality of your produce

 To retain the value of your produce

What are the ways to store maize?

By using:

 Sacks

 Barns

 Airtight bins

Facilitator Guide: Component parts and objectives for each subject

The list above is exhaustive. For simplicity and flow, the facilitator guide for both maize and rice will have 3 main se-quential sections. Tentatively christened NAFAKA-GAP: Mali Shambani, the proposed three modules under devel-opment are:

1. Mwanzo (beginning) Bundle/Module – Kitini Cha Kwanza

Containing the first bundle of productivity training: - land preparation, input selection (and costing) - fertilizer selection and use, etc, planting.

2. Nufaisha Bundle (Nature): weeding, pest and disease control

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22 3. Imarisha Bundle (improve): harvesting, post-harvest handling and storage

Each section will have the following subtitles: Chapter Objective

Allowing participants to articulate the specific goals they wish to accomplish through the topic – or bundle. In this section, the trainer (VBAA or agronomist) articulates the overall project – and farmer expected outcome. For in-stance, the cost-benefit matrix forming part of the improved agricultural practice under discussion. This explained in simple terms of course.

DURATION

This section spells out the indicative training duration – which must be communicated to the farmers attending train-ing. For example by the trainer stating, “mafunzo ya leo yatajumuisha nusu saa pekee” (today’s training will take 30 minutes only).

MATERIALS

In this section, the standard operating procedures for training is explained. For instance, a diagram representing the demonstration protocol, the method for training and explaining the intent, follow up activity and expected response. These standard procedures are extracted from NAFAKA-SYS. For instance

 The FIPS planting strings

 STICKS

 Jembe (hoe)

 Seed pack (s) for distribution.

 Information cards (this is a picture with the intended outcome – for instance, a well drilled farm) WHAT PARTICIPANTS NEED TO KNOW

This section manages trainee and trainer expectations. For instance,

 Why they are here

 Training rules ACTIVITIES

This part lays down the standard operating procedures for the training session. For instance, what language to use, steps in laying out the demo (and by extension what farmers need to do for instance in planting). This section lays out a follow-up plan – all farmers attending training will note down their names and contacts on STICKS.

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23 The section concludes by laying the ground work for the subsequent training and suggests a date, time and place. Any training materials to be distributed are done at this stage.

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NAFAKA TRIP REPORT: Productivity Training Material Development STTA 24 Component Team Structure Improvement;

Although this assignment’s specific tasks are to develop productivity training material, to obtain best fit, was essential that the extension methodology and structure be examined to maximize. The method and execution structure is a key determinant and utility of extension materials and training scheduling.

Continuous Action, Pause and Reflection

Process/Results Structure

Strategy

Cause- effort; effort- effect

Project (Season) implementation timeline

REFLECTION

ACTION

Module 1: Mwanzo Module 2: Nufaisha Module 3: Imarisha Control points Activity Scheduling

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25 Production Team Structure (Current)

.

Marketing Lead (Vacant)

Responsible for marketing strategy and

tactics, scheduling, messaging and budgets

Productivity

Lead

Responsible for production strategy & tactics: scheduling,

messaging, budgets, linkage with management and other

lead "units", staffing management

Extension Specialist

Extension operations, message packaing, training, sheduling and

outreach

Field Agronomists/District Coordinators/VBAAS: all serve villages, Lead Farmers/Progressive Farmers

Frontline Extension Staff

Seed Specialist

Responsible for Seed production and outreach

Irrigation Specialist

Responsible for Soil and Water Management Progressive Farmer Specialist Oversees the progressive farmer component Gender Specialist Resposible for gender mainsteaming on all project activities Association Development Specialist Oversees association development/group formation and enterprise

Enterprise Development Specialist (Vacant)

Value chain upgrading strategies along all nodes on 2 value chains

Value Chain Finance Specialist

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26

Productivity Lead

Extension

Manager

Cluster Team

Leader

-MVOMERO

Team Leader-

North

Ifa

ka-ra/Mang’ula

Team Leader

- Mlimba

Other Component

Leads

Irrigation

&Drainage

Manager

Area

Agronomy

Associate

Team Leader –

Kongwa/Kiteto

Seed

Spe-cialist

Progressive

Farmer

Spe-cialist

Agro-dealer

specialist

District

Co-ordinator

VBAA

Lead Farmer

Core Beneficiary Farmers

Cluster M&E

Associate

Cluster

soc. Dev.

As-sociate

Other

Part-ner Field

Staff

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NAFAKA TRIP REPORT: Productivity Training Material Development STTA 27 Responsibility and Roles in Messaging, Efficiency and Effectiveness:

Productivity Lead (ACDI/VOCA):

Responsible for productivity increase component strategy & tactics: training scheduling, subject area specialist coordi-nation, messaging, individual staff travel budgets, linkage with management and other lead "units", staffing manage-ment. Holder communicates priority activities to subject area specialists (and extension services manager). Holds in-dependent meeting with all specialists and coordinates each specialist’s work with extension manager, and “special products/services under development by specialists). Assignee vets all extension messages in NAFAKA-GAP. NAFAKA-GAP hereby defined as the collection of all productivity increase materials used by all NAFAKA partners. NAFAKA-GAP constitutes “series 1” in the SMFM package. SMFM package includes: production, marketing, associ-ation development, FaaB. Other functions include responsibility for Standard Operating Procedures for all functions and process and preparation of technical learning bulletins: quarterly and monthly if need be.

Extension Manager (FIPS):

Responsible for all extension and field outreach structure, system and process: key role in maintaining messaging qual-ity control. Oversees cluster Team Leaders. Working with Subject Area Specialists, develops core extension method-ology (and materials) and is responsible for extension staff training style, form and function. Responsible for schedul-ing trainschedul-ing of field staff – done on alternate Mondays/Tuesday(agronomists and team leaders). Maintains and im-proves the Standard Operating Procedure on Extension Services.

Subject Area Specialists (Seed {IFDC}, Irrigation {IFDC}, Agro-dealer, Marketing Lead {ACDI/VOCA}, and Progressive Farmer Specialist):

Responsible for continual development and improvement of core messages in respective fields. Holder works with Extension Manager to train frontline staff (Agronomists, Team Leaders) in requisite seasonal messages (through mod-ified Training and Visit methodology). For instance, water management at the flowering stage in rice production. Issue “product bulletins” – add-on messages to Nafaka-GAP. Maintain quality control in messaging in specialist areas in Nafaka-GAP. Carry out routine field visits to ascertain quality control. Thought quality control, ensure deliverables are met.

Cluster Team Leaders:

Cluster Leaders will be responsible for operational aspects of all activities in a cluster or region. Ensure no overlap of training events by VBAAs, Agronomists. Can be ACDI/VOCA agronomists or proposed new staff. Cluster Leaders will work with field M&E officers to ensure continued data collection. Team leaders will be key control-feedback loop champions. Receives, collages and coordinates all field training schedules. Working with agronomists, trains VBAAs prior to deployment. Maintain 3 tier reporting and knowledge flow routes: agronomists, district coordinators and oth-er memboth-ers on the multi-disciplinary team.

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28 Effective Beneficiary Contact Time over a Two Week Period (Contact in Red)

Suggested Changes to Extension Methodology

The efficiency and effectiveness of Nafaka’s extension strategy is correlated to two critical success factors:

1. Quantity: number of farmers reached (the LOP target is 80,000 households, current is 18,000) at optimal cost 2. Quality: including contributory parameters of level of adoption, consistency of messaging, ease of reach, flow

down of messaging, staff capacity, and linkage with private business providers. Current:

Mon T W T F S S Mon T W T F S S

Report/ Meeting

Visit V V Travel Report

/Meeting

V V V Travel

Travel Travel

 Total number of complete contact days (per two weeks) = 6

 Staff Training (by specialists) and internal reflection days = 0

 Number of Meeting days = 1 (0.5 days per meeting)

 Number of complete travel days (per two weeks) =3 (0.5 days per travel day)

 Total number of structured Field agronomist, VBAA, Lead Farmer, Progressive Farmer key message training = 0

Proposed:

Mon T W T F S S Mon T W T F S S

Report/Meeting Team Lead-er, VBAA, Lead Farmer Consolidated Training and Report V V V V V V V/Team Leader/ VBAA/Lead Farmer Report/ Weekly Data Collation Travel/Team Leader Re-port Specialist Train-ing/ Travel

Total number of complete contact (field days) = 7.5

Total number of Morogoro-based staff training days (by subject area specialists) = 0.5 Total number of VBAA Direct Training/Reporting/Follow Up Days =0.5

Table illustrating current and proposed production team training/travel/beneficiary contact scheduling and planning over 2 week periods

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29

Days (per two weeks) Current Proposed Increase/Decrease

Meeting Days 1 0.5 -0.5

Specialist Training (to agronomists) 0 0.5 +0.5

Field Staff Training (to VBAAs, etc) 0 0.5 +0.5

Complete Beneficiary Contact Days 6 7.5 +1.5

Travel (complete days)/Report Writing Days

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ATTACHMENT 1: LIST OF

CONTACTS AND MEETINGS

Name Title

Harriet Odembi NAFAKA Deputy Chief of Party

Elizabeth Eckert ACDI/VOCA Deputy Director

Hana Shine Communications and Outreach Specialist

Gilbert Aluoch Africa Regional Monitoring and Evaluation Advisor, Danya International Inc.

Henry Weijja Productivity Lead

Joe Tindwa Progressive Farmer Development Specialist

Elizabeth Temu Gender Specialist

Shadluck Mwakibete Monitoring and Evaluation Specialist

Abel Mngale Extension Manager

Filbert Mzee Seed Specialist

Richard Kaisa Irrigation Specialist

Heladius Tesha Agronomist

Richard Mdoka Agronomist

Hamisi Mwango M&E Magager

Pascal Faya Progressive Farmer Specialist

Johannes Musau FIPS Tanzania Country Representative

Dr. Elizabeth Maeda USAID/Tanzania, NAFAKA Contracting Officer Repre-sentative

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APPENDIX 1: WORKFLOW PROCESS –

PROGRESSIVE FARMER GRANTS

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NAFAKA TRIP REPORT: Productivity Training Material Development STTA 32 Good Bad Attendance List Identify input promotion bundle (3d) Distribute small packs (5d) Enter into counter book (5d) M&E – Spot Survey Germin ation Lay out demo

to protocol (1d) Field Day (1d) M&E Outcome Survey (7d) Process ends Reflection Revise protocol for new set of inputs

Simplified SOP/Work flow process of seed pack and demo plots

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NAFAKA STAPLES VALUE CHAIN ACTIVITY