NAFAKA STAPLES VALUE CHAIN ACTIVITY

Transcription

1 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 conditions of Task Order No. AID

2 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, 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.

3 CONTENTS 1 NAFAKA STAPLES VALUE CHAIN ACTIVITY 1 TRIP REPORT: PRODUCTIVITY COMPONENT TRAINING MATERIAL DEVELOPMENT 1 ASSIGNMENT REPORT, OBSERVATIONS AND RECOMMENDATIONS 1 1 TRIP REPORT PRODUCTIVITY TRAINING MATERIAL DEVELOPMENT 1 TRIP REPORT OVERVIEW 1 SPECIFIC ACTIVITIES 3 FINDINGS, CONCLUSIONS & RECOMMENDATIONS 4 ATTACHMENT 1: LIST OF CONTACTS AND MEETINGS 30 APPENDIX 1: WORKFLOW PROCESS PROGRESSIVE FARMER GRANTS 31 NAFAKA Trip Report: Productivity Training Material Development STTA ii

4 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 approaches. The complete mission is designed as a three part process, the first being a study and synchronization of existing farmer productivity enhancing training material. Secondly, a field pre-test activity and finally, a rollout framework incorporating a revised extension and outreach program into the NAFAKA principal 2013/14 work plan. Although this assignment s extended deliverables are the development of training materials, for purposes of implementation, 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 mechanism. 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 Development 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 public 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. Accordingly, 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 inconsistencies 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, Through a series of individual 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 NAFAKA TRIP REPORT: Productivity Training Material Development STTA 1

5 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 expectations. 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 effectiveness. DELIVERABLES ASSOCIATED WITH TRIP The primary output of this assignment is a trip report outlining activities carried out during the two week on-site period. 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 farmerfriendly quick reference material. Task 4: Develop a consolidated training schedule and action plan. 2

6 SPECIFIC ACTIVITIES The assignment core activities were based out of the NAFAKA Morogoro field office. The following section summarizes activities prior and immediately after the site visit May 27-June 8, 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 representatives 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 agricultural 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. 3

7 FINDINGS, CONCLUSIONS & RECOMMENDATIONS The USAID/Tanzania NAFAKA Feed the Future Staples Activity requested Short Term Technical Assistance (STTA) in developing harmonized productivity 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 implementing productivity enhancing farmlevel activities. Through systemic improvements 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 requirements of the overall program work plan, extract and articulate a common vision and improved strategy encompassing the core competencies of the lead agencies. The strategy will negate the milestone delivery linkage gaps evident between implementing 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 articulate a common vision and productivity component 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 application of the TROPICS test will lay a background for a common approach for all partners induce acceptance of training material, methods and structure. A common and universally ascribed strategy will transcend organization cultures of the various partner NAFAKA TRIP REPORT: Productivity Training Material Development STTA 4

8 producers on record. Outside key milestone deliverables, there is need to purchase partner agreement to a descriptive vision and mission toward stated USAID Feed the Future objectives through a coherent component strategy. Deficiency in a common strategy could impede the development and adoption of singular program-wide extension methods, including training materials and message. through correlated prioritization of program resources. Other recommended cost free strategic alliances could be with institutions such as the International Rice Research Institute, IRRI. Strategy change is a sensitive measure. Therefore, it is recommended that part of the work planning and strategic redefinition includes the TROPICS (key parameters of change Time, Resources, Objectives, Perceptions, Control and Change Source) Test to determine, which actions require hard or soft decision making approaches 1. visible output here is the development of the NAFAKA-GAP program a series of sequential modules designed to upscale outreach and behavioral change at the farm level. This module is expounded in Part 2 of this section. firms, presenting a common front to program 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 Government of Tanzania and affiliated institutions 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 running 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 enterprise and glean intent and understand the nuances in intentions, relationships between shareholders and stakeholder need to be balanced. This bal- 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. 5

9 stakeholder here is defined as any group or individual who can affect or is affected by the achievement of an organization s purpose. It is recommended that NAFAKA senior staff make immediate and continuous exploratory and courtesy visits with regional government and national agriculture extension personnel. tegic approaches, communications and treatments. Added to this assignment is the development of an internship program. This program will aim to mentor young agriculture development professionals, building capacity and career paths. A sample decision tree and contractual document for the internship program is contained in Appendix 1. ancing will manage expectations 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 Mechanisms: NAFAKA s core strength is its value chain design which allows for evolution in dynamic and growing agricultural subsectors. Internal project dynamism which recognizes the external determinants is critical in the success of value chain programs. Innovation and calculated risk are inherent to achieving success in value chain upgrading, and fostering linkages. This includes examining critical success factors for continual improvement to capacity, information sharing, service delivery and commitment to a common vision. 3b. Beginning with a cost benefit analysis of each critical control point in procedural and activity process, NAFAKA management should determine risk toward 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 associations, etc. 3c. ACDI/VOCA is a pioneer of the well regarded Influence push, power pull analogy in catalyzing systemic changes in value chains. NAFAKA management should consider establishing 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 performers and emulated in the program. Through a series of intensive interaction with project staff and access to other program resources such as 3d. The NAFAKA- UPGRADE program will seek to buy down the risk of investment in innovation and giving up of economic rent occupied by target firms. To address inherent risk associated with innovation, NAFAKA should consider designing the grant program to mitigate the sunk costs of private sector investment. Shared risk is a well-known strategic pull approach. In the long term, the update program will reduce information asymmetry which us a key attribute inefficient markets. In addition, 6

10 grants, firms falling into this category will characteristically see rapid growth; become mentorship centers of influence and as part of the NAFAKA Success Ambassador program. the Upgrade program will identify champions from the private and public sector through which NAFAKA will communicate 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 management and applicable outreach and extension methodologies need to be better defined and refined 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 articulate the objectives of the productivity component (including project indicators such as year targets, mid to end term targets or results) or the flow down responsibilities to each agronomist or the relationships between targets (outcome) and specific activities or set of activities Better defined performance benchmarking could eradicate observed systematic soldering. In addition, NAFAKA should consider restructuring the tactical structure of the productivity component for effectiveness. Part 2 shows the current and suggested scenarios in structure towards easy flow of training and outreach. The proposal is a revised-functional design. 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 essential to maintaining stability spelling out who does what, when and where. With a solid structure which fosters commitment, it is easy to assign performance parameters, measure and attribute success to particular team members, enhancing motivation. A sample 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 functionaries. 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 stakeholder expectation. A critical success factor to the development and execution of a structure fostering learning and training is an integrated performance feedback mechanism. Adopting a new structure will ensure quality control in training, encourage innovation, rationalize 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 7

11 more formal. With the following suggested clusters: KPL Cluster, Mvomero (overseeing MVIWATA and Mkindo Training Centre) Cluster, Kongwa Cluster (FIPS,CRS/A/V), Kiteto Cluster (FIPS CRS) and Ifakara(FIPS/CRS/AV), Uwawakuda Cluster. to the adoption of revised training material structure will be a useful aid to activity sequencing and provide a platform for continuous action, pause and reflection. A graphical 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 specialists and advisors) is capable of managing for effectiveness with an astute understanding of Tanzania s agriculture. However, this wealth of knowledge needs to flow-down to the field agronomists efficiently. Although field agronomists (and VBAAS) are requisitely 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 consider adjusting job designs of the productivity lead into a more management and administration function - with key functions focused on policy, activity scheduling, continuous staff training and quality control, performance management and component budgeting. In addition, 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 processes. A clear SMART process linking performance to reward, to resource allocation is the primary factor in implementing extension and outreach programs. In addition to current practice, NAFAKA should consider instituting a revised ver- 5c. Mintzberg 2 (1998) proposes various ways of organizing workforces for effectiveness. NAFAKA s renewed workforce structure will include an analysis of existing staff and relating their personalities with different coordination and control methods. For instance, for the highly specialized subject area specialists, mutual adjustment in management functions is the best option. For tasks done by rote such as field agronomists daily routines, standardizing work and outputs through NAFAKA- SYS standard operating procedures (especially related to training approaches) will ensure consistency in perfor- 5d. Training, clear expectations and a system of continuous training will improve staff motivation and retention. The ultimate result will be higher output and quality of training services provided by the program. 2 Mintzberg H (1998), Mintzberg on Management: Inside Our Strange World of Organizations, Free Press, New York 8

12 sion of the World Bank Institute s Training 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 productivity team. Various approaches to training and messaging typify this observation. Although new management has done an excellent job to mitigate this situation, the various Nafaka sub-contractors need to visibly work collectively. In addition to various approaches there is varying treatment of project beneficiaries has bred disruptive discontent. 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 exception of seed-producing progressive farmers, Nafaka should consider reducing the categories of farmers to two. Progressive Farmers and normal farmers and do away with lead farmers who should constitute the cadre of VBAAs. 6c. All farmer categories will be subject to the processes training and otherwise outlined in NAFAKA-GAP (the series of training materials to be developed at the completion of this assignment). Upon reaching certain clear performance 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 effort will bring about efficiency and effectiveness in messaging and convey a unified image to program clients in addition to reducing frequent conflict of turf and function. If well implemented the hitherto mentioned double counting 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, progressive farmers, lead farmers, the myriad of training materials and best practices by various partners. 7b. This assignment recommends the shrinking of extension approaches. Currently, the program reports 18,000 farmers 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 approaches. FIPs/CRS: Scaling out, MVIWATA, RUDI and Mkindo Training Centre to scaling up. 7d. Contract terms in consistence with extension strategy will assign performance benchmarks whilst providing for complementarity between partners with similar approaches and methods. 9

13 partner cultural extension approaches: scaling up and scaling out. FIPS VBAA and CRS s SILC approaches lend themselves 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 approaches are consistent with each other and less prone to conflict. FIPS/ACDI/VOCA and CRS will use this approach (whilst using the same extension 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 contact time and should be assigned to current areas of influence, resisting regional expansion. C. OPERATIONAL 8a. Convergence of individual work actions with programmatic (and contractor) contribution to overarching project objectives: An examination of individual work plans indicates the need to enhance the connection between individual staff activity contribution and the final outcomes which build into the program results frame- 8b. Individual staff needs to be innately attuned to their singular activity contribution to the overall program performance 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 assignment be cultivated to improve work-flow processes preferably as an ancillary activity to 8d. Work flow process breeds efficiency and singularity of purpose. By setting performance benchmarks and quality control measures, matching individual work plans and cultivating a sharing, 10

14 work. and effort with effect. In addition, decision points in the work flow process need to be reduced for easier performance benchmarking. A characterization of the progressive farmer grants approval process (which needs improvement) is exhibited in appendix 1. the annual work plan development process. this review and criticimprove culture will ensure an appropriate overlap of competencies, activities and deliverables. An example of a possible SOP (standard operating procedure) 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 program beneficiaries depending on location. 9b. Worth mentioning is an excellent rapport developed by program management concerted effort to institute a culture 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 carrying out planning and budgeting activities be decreased. The suggested reduction will increase contact time per agronomist to 8 out of 10 days. 9c. Diagrams in Part 2 indicate the cost benefit analysis of increase beneficiary/staff contact time. 9d. Increased contact time will support the project s reviewed component strategy providing a sustainable platform toward the achievement of program reach objective. 10a. Productivity component linkages with other program technical components: In addition to the productivity component NAFAKA includes gender, marketing, association development, agro-dealer, performance monitoring and evaluation, and environmental management components. There is need for better cross-cutting relationships between components. 10b. Complex value chain programs include a variegated mix of partners relationships, links, functions and activities. It is recommended that NAFAKA seeks better complementarity between technical components which may be made possible by the proposed formation of multi-disciplinary cluster teams in addition to the TROPICS test results and 10c. A follow up activity to this assignment would be a concerted management effort to identify component crosscutting critical control points for strengthening. Already work in progress, the current training material under development 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 integrate technical compo- 11

15 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 erstwhile cross-cutting issues into core project training activities, outputs and outcomes. nents. 12

16 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 incorporated into NAFAKA-GAP facilitator guide. It is still unstructured and is presented for review purposes only. All material has been extracted from FIPS, IFDC, ACDI/VOCA, and KPL (SRI) training materials. The material was compiled by the NAFAKA productivity team with the assistance of the Communications and Outreach Specialist. In addition, 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) 1. Get 5 buckets of clean water, one egg and 3 packets of salt. NAFAKA TRIP REPORT: Productivity Training Material Development STTA 13

17 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 successfully 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) centimeters between rows 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) 14

18 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. 15

19 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 To spray insecticides 16

20 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? When the price is good i.e. one can obtain a reasonable profit 17

21 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 2. Composite seeds Hybrid seeds are usable for one season only as they lose characteristic quickly. Composite seeds are usable for more than one season as they do not lose characteristic quickly. Best Practice: Purchase seeds early (before preparing your farm) 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? 18

22 (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 How do I reserve moisture in the soil? 19

23 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 Insert images for all 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? 20

24 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 Insert picture 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 sequential sections. Tentatively christened NAFAKA-GAP: Mali Shambani, the proposed three modules under development 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 21

25 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 instance, 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 training. 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. 22

26 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. 23

27 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. Strategy Structure Cause- effort; effort- effect Process/Results Continuous Action, Pause and Reflection Control points REFLECTION Project (Season) implementation timeline ACTION Module 1: Mwanzo Module 2: Nufaisha Module 3: Imarisha Activity Scheduling NAFAKA TRIP REPORT: Productivity Training Material Development STTA 24

28 Production Team Structure (Current) Resposible for gender mainsteaming on all project activities Gender Specialist Productivity Lead Responsible for production strategy & tactics: scheduling, messaging, budgets, linkage with management and other lead "units", staffing management Association Development Specialist Oversees association development/group formation and enterprise Marketing Lead (Vacant) Responsible for marketing strategy and tactics, scheduling, messaging and budgets Enterprise Development Specialist (Vacant) Value Chain Finance Specialist Value chain upgrading strategies along all nodes on 2 value chains Extension Specialist Extension operations, message packaing, training, sheduling and outreach Seed Specialist Responsible for Seed production and outreach Irrigation Specialist Responsible for Soil and Water Management Progressive Farmer Specialist Oversees the progressive farmer component Frontline Extension Staff Field Agronomists/District Coordinators/VBAAS: all serve villages, Lead Farmers/Progressive Farmers. 25

29 Productivity Lead Other Component Leads Extension Manager Irrigation &Drainage Manager Progressive Farmer Specialist Seed Specialist Agro-dealer specialist Cluster Team Leader - MVOMERO Team Leader- North Ifakakara/Mang ula Team Leader - Mlimba Area Agronomy Associate Lead Farmer District Coordinator VBAA Cluster M&E Associate Other Partner Field Staff Cluster Assoc. Dev. Associate Team Leader Kongwa/Kiteto Core Beneficiary Farmers Possible Restructure. Blue = ACDI/VOCA staff 26

30 Responsibility and Roles in Messaging, Efficiency and Effectiveness: Productivity Lead (ACDI/VOCA): Responsible for productivity increase component strategy & tactics: training scheduling, subject area specialist coordination, messaging, individual staff travel budgets, linkage with management and other lead "units", staffing management. Holder communicates priority activities to subject area specialists (and extension services manager). Holds independent 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, association 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 quality control. Oversees cluster Team Leaders. Working with Subject Area Specialists, develops core extension methodology (and materials) and is responsible for extension staff training style, form and function. Responsible for scheduling training of field staff done on alternate Mondays/Tuesday(agronomists and team leaders). Maintains and improves 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 modified 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 other members on the multi-disciplinary team. NAFAKA TRIP REPORT: Productivity Training Material Development STTA 27

31 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 Specialist Training/ Travel Team Leader, 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 Report 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 28

32 Days (per two weeks) Current Proposed Increase/Decrease Meeting Days Specialist Training (to agronomists) Field Staff Training (to VBAAs, etc) Complete Beneficiary Contact Days Travel (complete days)/report Writing Days

33 ATTACHMENT 1: LIST OF CONTACTS AND MEETINGS Name Harriet Odembi Elizabeth Eckert Hana Shine Gilbert Aluoch Henry Weijja Joe Tindwa Elizabeth Temu Shadluck Mwakibete Abel Mngale Filbert Mzee Richard Kaisa Heladius Tesha Richard Mdoka Hamisi Mwango Pascal Faya Johannes Musau Dr. Elizabeth Maeda Sophie Walker Title NAFAKA Deputy Chief of Party ACDI/VOCA Deputy Director Communications and Outreach Specialist Africa Regional Monitoring and Evaluation Advisor, Danya International Inc. Productivity Lead Progressive Farmer Development Specialist Gender Specialist Monitoring and Evaluation Specialist Extension Manager Seed Specialist Irrigation Specialist Agronomist Agronomist M&E Magager Progressive Farmer Specialist FIPS Tanzania Country Representative USAID/Tanzania, NAFAKA Contracting Officer Representative ACDI/VOCA consultant NAFAKA TRIP REPORT: Productivity Training Material Development STTA 30

34 APPENDIX 1: WORKFLOW PROCESS PROGRESSIVE FARMER GRANTS Progressive Farmer Grant Workflow process. Note the multiple decision points. NAFAKA TRIP REPORT: Productivity Training Material Development STTA 31

35 Simplified SOP/Work flow process of seed pack and demo plots Identify input promotion bundle (3d) Distribute small packs (5d) M&E Spot Survey Enter into counter book (5d) Revise protocol for new set of inputs Lay out demo to protocol (1d) Germin ation Bad Process ends Reflection M&E Outcome Survey (7d) Attendance List Good Field Day (1d) NAFAKA TRIP REPORT: Productivity Training Material Development STTA 32

36 U.S. Agency for International Development 1300 Pennsylvania Avenue, NW Washington, DC Tel: (202) Fax: (202) NAFAKA TRIP REPORT: Productivity Training Material Development STTA 33