/ArUUNIDOw

UNITEO NATIONS INDUSTRIAL DEVELOP]I'ENT ORGANIZATION

Proj6ct of LIBERIA

Project number: 210056

Project title:

Relationship to integratedpro9ramme

Thematic area code

Startang date:

Duration:

Project site

GovemmentCo-ordinating agency:

Main Counterpart:

Executing agencylcooperating agency:

Total (excl. 13% supportcosts) in EUR

Support costs (13 %)

Total (incl. 13% supportcosts)

lncreasing income and employment opportunities in Liberia through a marketsystem and cluster developmentapproach in agro-industry value chains(P re p a r alory Assislance/PA)

NA,

1C2 Adv. Econ. Competitive-ness

lC22 Competilive trade & CSR

Upon approval of the PA by Embassy of Sweden in Liberia

12 months

Monrovia, Liberia (including selected project activities at county level)

Ministry of Finance and Development Planning (Overall Donor Coordination)

Ministry of Agriculture (with involvement of other Ministries and public/private

organizations, as appropriate)

UNIDO

744,925.50 EUR

96,840.32 EUR

841,765.82 EUR

This project constitutes the Preparatory Assistance (PA) to design a Programme aimed at contributing to theincrease in income and emptoyment opportunities in Liberia in selected agro-based value chains. The Programmewill be aligned to Liberia's strategic development priorities as well as to Swedish cooperation strategy with Libeila

and capitalize on the results and lessons ol the Sida funded 'Markets and value chains in agriculture' (GROWLiberia Programme, 2013-2021).

The PA covers a 12 months'period and will have the following expected Outcomes:(a) Programme document prepared and validated in a participatory manner, and(b) Consolidation of results from GROW Liberia activities in the cocoa and vegetables value chains.

Core principles include the search for country ownership. effective synergies with related programmes, projects and

initiatives. the pursuit of Maftet System Development (MSD) approach adapted to the local context, emphasis on

local capacity building and results orientation. The programme will also address cross-cutting issues, among whichgender equality and women economic empowerment, youth, environment and climate change.

A Strategic Working Group composed of the main country stakeholders and including also the Donor and UNIDO

will steer and guide the PA phase.

A. CONTEXT

A.1 Origin of the project

This document describes the Preparatory Assistance (PA) that is expecled to result in a programme plannedwithin the context of the Swedish Development Coopeiation Shaiegy witn f-iueiii zozl-2015. particutarreference is made to its Support Area 3 (lnclusive economic Oevetopriint), namely Goal 1.g tstrengtheneOconditions for productivity and access to national and international markets). Th; envisaged prolrar*"emanating from this PA is the successor of the current GROW Liberia ptograme ( Markets and value chainsin agriculture":2013-2021)_that is implemented by Adam Smith lnternati6nat nsil ano wiil be operationailycompleted by January 2022.

Following a call for concept Note for the new programme launched by the Embassy of Sweden in Liberia on1E February 2021, UNIDo prepared a submission. Based on the review of this initial concept by the emuassy,the latter requested UNIDO to prepare the current PA document that (i) is based on the iniiiat UtrttoO .on""hnote and (ii) reflects the observations received from the Embassy theibon.

The document focuses.on the_PA phase (max. 12 months) only. tMrile it includes some preliminarysuggestions for the envisaged Programme as such, the PA pnase will serve to develop tne erogra;;edocument.

Whenever reference is made in this PA document to the target group in a gender-neutral manner, this is doneto keep the text simple; it is however understood that chall6ngEs vbry wii'nin tne t"tg"t group from

" g"nA",

perspective.

A.2 Problems and challenges to be addressed

General context

Despite abundant natural resources and its favourable geographical location, Liberia is one of the poorestcountries in the world' The most recent survey data for tiUeriat multidirnensional foverty index shows that62-9 pe-rcent of the population are multidimensional poor while an additional 21.4 percent are classified asvulnerable to multidimensional poverty. Poverg in Liberia is widespread, jnd rtit- poor households aLheavily concentrated in rural areas, urban poverty also poses a significant challenge.ln 2016, more than 2.2million Liberians were unable to meet their basic iood needs, ot wfiicn almost t.s fiittion (6g percent) resiJedin ruralareas', 1.6 million were belowthefood-poverty line, and670,000lived in extreme poverty. Exclusionof the poorest and vulnerable, especially people in the rural areas and informal setgements remains a graveconcern' A wide urban-rural gap exists in terms of access to education, electricity, waGr ano sanitation, healthand housing services, which exacerbates inequalities in income and livelihooO opportunities.

Liberia was gradually recovering from Ebola crisis, which took thousands of lives and devastated the economy,when the COVID-19 pandemic started. The economy of Liberia contracted 6y 2.3o/o in 201g as a result ofweak consumption and output. lnflation at the rate of 27 percent further eroded [urchasing power anO *effar".\A/hile the number of CovlD-19 cases is com.parativeiy_low, global value chains' oisruptions put a r"io,pressure on the economy. The World Bank proiects reaiGDP o] Liberia to have contiicted by 2.'6 p"r."nf in202Q dueto the effects of COVID-19 on output across multiple sectors, especially services and'manufacturin!,reflecting a combination of precautionary behavioural changes and public policies OesigneO to halt the sprea"dof the disease.

Young people account for 85 percent of the unemployed population in Liberia and are especially vulnerableto economic and social.exclusion. Over 70 percent of iiberians are under the age of 35 and'almoit as percentare below 15 years old. The impact of the war on youth and children *"i

"rt%r"fv high. According io th"

estimates of the Truth and Reconciliation Commisiion Report, 70 percent of aff cori.tOatants in the Liberianconflic't were children, and girls between the ages of 15-19weie the main tatgets oi ilxual violence. Today,the youth in Liberia are often regarded as key actors in sustaining peace and fostering change. Many youngpeople are recognized peace advocates ahd youth leaders within thei, communiiies. However, due to

2

underdeveloped infrastructure and unfavourable socio-economic environment, young people are highlyimpacted by limited opportunities in livelihoods and education and poor access to incore opportunities.

surveys indicate that many young Liberians feelthat they are excluded from decision-making processes, andthey demand higher-quality, morb-stable, and better paid jobs that can provide sumcient income to supporttheir families. Many young people consider jobs such is unskilted tabourjno p;tty tA" "t "n

opport-rnlti-toearn money in the short term, but do not consider these activities to be deiirable forms oi tong-tJrmemployment' unemployment rates are esp.ecially high among young women, and female unemployment isassociated with a range of other factors, includini eariy marriaie anoihildbeaiing, tower levels of educationatattainment and workforce skills, and social normi that emphasize women's reproductive roles over their rolesas income earners.

Poverty is feminized with povefi incidence among women being higher than among men. According to UNwomen, in 2016' women and girls accounted tor-ag percent of Liberia's population. women and girls faceentrenched and pervasive barriers that limit their abillty to realize their ?uli poi"nii"r in society, includingparticipation in the political, economic and socialdomain's. However, in recent years, Liberia n", ,.""ogil;ogender inequality as a widespread problem and introduced relevant policies to aooreis it. Despite policy-levelrecognition and cornmitme.nt to the SDGs (including sDG 5 - Achieve gender equality and empower all womenand girls), gender inequality continues to remain

-pervasive oue to patriarchal so.6tv, mindset and existinggender norms. Liberia ranks 156 out of 162 countries in the i-oig Cenoer t;;q;;liit-il;;ffi;#ffiril!

gender-based inequality in three aspect of.human development - reproductive health, empowerment andeconomic status' \Mile the.impacl of gender inequality variei according to status, rural-urban area, andregions, women in Liberia have less lccess to irop6rty, justice, health care, education and economicopportunities than men- Furthermore, poverty incidencb among women tends to be higher than men in manydimensions that includeninimal employment opportunities in- tne formal sector .no"'"-"rni,['ffi;ij ffid,wages' According to 2019 Gender lnequality lndex, the female labour participation rale (72.1percent) is lowerthan the male labour participation rate (80.6 percent). nrtnougrt there'is titile inrormiitn on gendered impactof CoVlDl9 in Liberia, it is expocted that women.have stiouldered additional household responsibilities,lim.iting their labourparticipglign and potential for income!"n"raiion. since women also have limited accessto health services, covrD-l9 is expected to have increasJd maLrnatmortarity.

Economic Context

Agricultural sector

Liberia's macroeconomic risks are rooted in structuraleconomic imbalances with a highly-concentrated exportand fiscal revenue base,.a heavy reliance on foreign aid, and over-dependence 6n food imports. Liberiarequires appropriate policies to spur the growth of the formal sector economy and equip people, especiallyyoung people and women, with relevant and indemand skills to create productive jobs. The magnitude of theproblem underscores the need to focus on spurring growth in the productive'r""tor" including not onlyagriculture' but also extractives, manufacturing, trao-e,-and iourism, all which have enormous potential foremployment creation and structural economic tiansformation.

Threats from low factor productivi$, increasing costs, low value addition, shortages of skilled labour, a lack ofinvestment in research and development and i weak extension system, low participation by the private sectoras wellas women and youth,.out-migration, poor attention to demand managem"rit, lirit"o access to financeand markets' and an-over-bloated public bureaucracy are issues holding back the competitiveness of thecou.ntry's. economy. climate change and environmenial degrJation, iniuoint J"pr"tion of resources areadditional threats facing the economy as. recognised -by

[iGria's 'lrlational -crirll"

change policy andResponse strategy. \alural resou.rcesdepletion-(7o or criUln liberia was reported at 5.g percent in 2019,according to the world Bank, which is oonsiderab[ rrigner ih"; ; tre neijrruoJring-countries.

Agriculture is the mainstay of Liberia's economy, contributing around 35% to the country,s GDp (201g) andconstituting the source of livetihood for an estimated tr,to_tniiOJ of the populaiion nai n mostty engaged insmallholder farming' The Government projects lhat tne agridture sector will be the main job and wealthcreation source for the majority of youtit. one oJ tne oujei-ives of the pro-poor Agenda for prosperity andDevelopmentis to provide grcater iicome secuity to an iaaitioiat one million Libeians, and reduce absolute

J

poveny by 23 percenl across 5 out of 6 reg.ions-through sustained and inctusive economic grovvth driven byscaled-up investments in agricutture,' in-infrastructire, in human resource development, and in sociatprotection.

The country's main food crops include rice, cassava and horticulture (vegetables and fruit) while the maincash crops are cocoa, rubber and oil palm. Women are traditionally involvei in tooo crops, men in cash crops.Ift"* crops plus livestock and fisheries are LASIP ll's key value chaini tnrOA zdrgul. From 2010 untit201612017 the Food

3.nd A91c_ulure Policy and,strategy (FAis) (MoA 2oo8) anJ resutting'Liberi" ngri"rriur"

Sector lnvestment Plan (LASIP) I (MoA 2010) wei6'the main reference documents for the sector. ln201712018 LASIP ll took over. \Mth a stronger focus on nutrition and value-chain development anJ rpprvinga more comprehensive approach, LASIP ll upholds the goal "to promote an inctusive ano sustiinaOleagricultural transformation through catalytic investment in atriculturai value chains and industrialization andresilience to ensure food and nutrition security, environmenltal health, job and wealth creation and inclusivegrowth for Liberians" (MOA 2018a:26).

LASIP ll outlines the capacity constraints in the agriculture sector and accordingly suggests various trainings.The Plan aims at increasing productive and organizational capacity of poor rn?'urinir"ble farmers. farmer-based organizations, research and public institutrons. Agro-prbcesiing and uatue-iJoeo are a key aspect inLASIP ll. The document addresses bottlenecks for enhinced processlng, inctudin! infrastructure, r.d""itofinance and capacity building.

The agricultural secto/s weaknesses include but are not limited to constrained access to inputs, agriculturaland processing technology, and finance as well as a small privale sector, low human capacity, in;deq;;teinfrastructure and extension systems. Notwithstanding excess land and water, there are gaps in the landtenure system and agricultural investments have often-teo local populations to conflict. yet the sector offersmany opportunities, given the large young workforce, increasing demand for fooO products as well asopportunities arising from import substitution. Smallholder farmers-mainly use simjreloors and very litle onand off farm machinery or irrigation' Financial constraints, small plots ano tittte technicat knowledge restrletsmallholders' access to agricultural and processing machinery. only few tocat processors exist who mill riceand cassava or process oil palm with equipment oden provided by dlvelopm"nd p"rtnlir. Fruit and u"g;t"ol"processing are almost non-existent in Liberia. Cocoa is mostly produced d17 m.rlriorJ"i f"6"r, who dce lowprices due to improper fermentation and drying. All these value chains lack trained individuats in faUricating,using, maintaining and repairing agriculturai and processing machinery as wett is in

"ntr"pr"neurial skills.

Notwithstanding opportunities for growth in agricultural production, productivity, value addition, marketpotential and various past.and ongoing donor support progiammes, the'development of Liberia's "gr,"rrtuiarsector and related agribusiness opportunities remiin consirained by a numberiit iactois and the

"o-untry n""

remained a net importer of food. Several systemic challenges afre& tne modernization of farming pr#ices,increase of production and market access, in particular: -

' Subsistence farming requiring improved techniques/tools/technologies, strengthened setf-help andsector organizations as well as better access to inputs and to -markets

to* be able to increaseproductivity and enhance value addition, farmers' incomes, and also improve opportunities for womenand youth working in agriculture;

. Deficiencies in the basic physical infrastructure (such as ro.ads; electricity; storage capacity) affectingthe cost of linking farms to markets, generating substantial post-harujst oiies and limiting (pre.)processing (and thus value addition) opportunitiel by produceis;

' The business environment being considered unfriendly to private sector investment in agriculture andagro-processing (such as uncertainty regarding tano ownership, gaps in access to financinginvestments in agricultural value chain'devJlopr"1t, and weaknessesln'extension/businerr ,rppoiservices).

r Small dimension of.farms: according to collected information, average dimension is about one hectare,most of which dedicated to rice growing for self-consumption ano-onry a sr"ri p"rt of production ismarketed.

I lnsufficient resources endowment traditional growing techniques, difficulties in access to credit, lowequipment availability, problems with water minagerient

4

' Difficulty in accessing to market, due.to poor logistic facilities together with high price volatility which,due to the difficulty in storing the producis, expo-se farmers to hiln marfet risflr Lack of collective organisation as functional farmers' organisation are very limited.' Lack of access to modern energy services or costly-diesel generation for productive uses (e.g.,

irrigation)High reliance on fire activities renders Liberia vulnerable to climate variability and change, expected tomanifest in highertemperatures' more extreme weather events such as heavy rains, and rising sea levels.Agricultural productivity, which already s.ufferg from land degradation and extreme weather events, is evenmore vulnerable to a ch-anging climate given its reliance on ilimate-sensitive staple crops such as rice andthe rising incidence of pests and diiease. coastal zones, home to the majority of the population,infrastructure, and economic activity, are at risk fom flooding and erosion associated with sea level rise,which will lead to salinization of coastal agriculturar fields.

The agriculturalsector's general strengths, weaknesses, opportunities and threats (swoT) are ouilined intable 1 below.

irrigation

Large young workforceDedicated female farmersPreference for domestically producedfoodstuffDevelopment Partners' willingness to supportlocal production and processing (incl. foi

'

women farmers/entrepreneurs)Business opportunities from importsubstitution

a lncreasing demand forExcess land and water

food products

for cultivation and

Political

Suitablelivestock

and

naturareanng

socialand aq

priority an

environment

d

foruaculture

farmi ng,

importance

pnces

Lack of access to financeChanges in consumer preferencesClimate change and lack of mitigatingresponse mechanismsClimate change impact on agriculture andwater availabilityPest and disease epidemicsWeak or delayed public coordination andM&E

and

lncreases in global farm inputs and fuel

intervention

Threats

Low human, technical and organizationalcapacityLimited inputs and processing systemlnadequate access to financeLow research capacitiesSmall private sectorLimited government organizational capacityto support the sectorlnadequate donor and NGO coordination andM&E

Limited access to agriculture machinery andtechnologyGender division of labour with menconcentrating on cash crops and women onfood cropsWeak land rights system (including genderinequalities in this regard as well alln otherdimensions listed here under weaknessesand threats)Limited productivity due to lack of access tomodern energy services or cosfly dieselgeneration

Lim

climateited

chacapacity to

risksadapt agricultu re to

lnadequatelnadequate

extension systeminfrastructure

Weaknesses

5

ECOWAS Common External Tariff (CET)

a

harmonization to facilitate intra-regional tradeAvailability of cost-effective renewable energytechnologies for productive uses

A.3 Target beneficiarles

The PA phase will enable the formulation of a Programme of which the ultimate target beneficiaries are ruralpoor, reached through their farms and agro-based micro, small and medium enterfrises (MSMEs) includingcooperatives, with the aim to increase income and decent employment opportunities for rural poor 1men,women and youth). lt is recognized that this target group is (too) vast and requires focusing. to this enA tneconsultations with the national stakeholders either on the PA proposal or at the start of thipA phase aie toresult in a precise choice and definition of the target beneficiaries.

The programme will foster local value addition and improve MSME access to domestic, regional andlorinternational markets through an approach reflecting both MSD and clustering dimensions. The Frogramm";tsupport will focus on increasing economic opportunities for most vulnerablJgroups in to be selejted valueglainq (with the exception of the consolidation of some of the ongoing work oiCnbW as integrat part of ihePA). The target group will have a gender balance, with gendeiequatity and women empowerment beingmainstreamed throughout the Programme. Special attention will be atso be given to youth economicempowerment and entrepreneurship.

The ensuing Programme will contribute to the priorities of the Government of Liberia (GoL, see section A.4below for details). The Ministry of Finance and Development Planning will be the coordinating Ministry fromthe design stage onwards. At operational level, the direct counterpart-of the PA and ensuing irogramr" *ittbe the l\tlinistry of Agricuit-ure, in cooperation with other Ministries (among which the Minisiry oftommer"eand lndustry and others Ministries, as appropriate) and national agencieslAt meso levelthe ilrogramr" *iffalso work with public/private organizations engaged in fostering-agriculture, market developmint, MSMEdevelopment, producVprocess quality conformity and certification, aciess to finance, vocational training ;tc.,chambers of commerce and industry, sec'tor associations, cooperatives, enterprise networks, consul-tancyservice providers.

It is emphasized that, whereas the ultimate targets are disadvantaged groups in (to be) selected value chains,covering women, men and youth, the PA will seek to identifi anO define inierventions which .rpport."p".ii'building in order for the ensuing programme to:

o contribute to the ongoing dialogue to streamline the policy and regulatory framework to addressmarket system wide chailenges in the serected varue chiins; -

I strerEthen the capacity of non-financial service providers to support the target beneficiariesbased on market-driven needs;

e engage financial institutions in providing improved and quality financial services to youth andwomen entrepreneurs.

A4 Alignment to the national policy and strategy framework and Liberia's wider developmentobjectives

The Programme that is to result from the PA will support the core pillars of Liberia's pro-poor Agenda forProsperity and Developmont (PAPD) focusing on job oeatiurr tlrruuglieffectlve economtc lncluston. ltwrlt atsobe informed by the frue thematic areas of Liberia Agricultural Sectorlnvestment plan ll (LASIp ll) that p.rot"competitive value chains and market linkages as-well as governance and institutionil strenginenng i; th;agricultural sector. Overall, it will adhere to several of Liberia's Sustainable Development Goais lSOdsj, i.e-the.ones pertaining to core thematic issues of in particular poverty reduction, employment, gender equatityand women empowerment, market development, formalizatioir and growth'oi' trrtSn4gl, sustainiOt-6production, economic diversification and value addition. As the agricultiral sector is crucial for climate

6

adaptation and mitigation, the ensuing Programme document will spell out how climate goals will bemainstreamed in project activities, e g , by fostering adaptation a"tion. in aliicutturat piactices "ano

stimulating responsible production and ions.umption. ihe Programme is expected not only to contribute toefforts within the context of Liberia's Nationailytifetermined Coitribution (NDC) to the 2015 paris Agreementbut also to Liberia's 2018 National Climate Change Policy ana neipin;" 'Si;"t"gi

and green;.*;ytargets set in the above-mentioned pApD

The Programme will also take into account tlTe National Renewable Energy Action plan (NREAp) and theNational Energy Efficiency Action Plan (NEEAP) developed with support of uNtDo and the EcowAS centrelo1!9Pwable Energy and Energy Efficiency. (ECREEE). The progiam wiil atso create links to the regionalECREE-E actions promoting the energy, witer and food nexus ind decentralised renewable energy forproductive uses in West Africa.

As mentioned above (cf. section A.1), the glyisaoed Programme is aligned to the strategy for Sweden,sdevelopment cooperation with Liberia 2021-2o25th-at aims [o contribute tJ: tr i numaniigr,ts]|"*ocr"cy, in"ry|"-"f law and gender equality, (2) Peaceful and inclusive societies; (3) tnclusiv"

"*norii" oevetopmeni'anj

(4) Environment, climate and sustainable use of natural resources. winin the framework of this strategy, theProgramme is expected to focus on the achievement of the lnclusive economic development objective (Nr.3) through removing trade barriers and improving access to domestic and international markets, iricludinjforsmall-scale agriculture. The Programme will ilso contribute to increasing opportunities tor proouitiveemployment and decent.work, focusing specifically on women

"no vor"ng-Eilt Moreover, as theProgramme aims to introduce and mainltream the idoption of more resourCe-efficient production and tocontribute to improving/preserving biodiversity, it will also contribute to the achievement of the Strategy,s

objective (Nr. 4) on environment, climate and iustainable use of natural resources. More precisely, emphasiswill.be on promoting better conservation and irrigation practice and greater access to renewable energy aswell as improving energy efficiency to reduce grJenhouse gas emissio;s.

- ------

The Programme will capitalize on the results and lessons of the predecessor "Markets and value chains in1gji9y!t-ur9'- (GROW Liberia) programme Qo1i2o21). This encompasses building on the experience ofGRows ltlarket System DeveloPment (MSD) approach and also covering, as successor programme, theconsolidation of certain ongoing GRoW support aciivities_that justify_being .J"ied oveiio tne new programmein the cocoa and vegetables vilue chains (see sections C.a.iand C.5 oi Outcomes and Outputs).

Finally' the programme will seek to forge gffective linkages with related initiatives funded by sida/otherdevelopment actors (donors/agencies) witnin tne spirit if creating collective effitiencies and ;^il;;i;;impact of external support (further discussed below).

B. REASONS FOR UNIDO ASSISTANCE

UNIDo is the specialized agency of the United Nations that promotes industrial development for povertyreduction, inclusive globalization and environmental sustainability. The mandate ot G uNroo is to r,?orot"and accelerate inclusive and sustainable industrialdevelopment listoy ira"""r"pi"g countries and economiesin transition' Wth this mandatg, the organization carries out iwo core function; 0 as a global forum, itgenerates and disseminates industry-related knowledge; (ii) as a technical"oof"r"tioriagency, it implementsprojects through provid.ing technical support and po-licy'advice. The relevance of lSlb,

"i'an i,it"giit"i

approach to all three pillars of sustainable development, is recognized by the 2030 Agenoa for SustainableDevelopment and the related sustainable Development doars lbdc;, which ir"*" unit"o Nations and countryefforts towards sustainable development. UNIDo's mandate is'ruily iecognizeJ t"-s-oC-g, *ni"n'.ji, t;eriioresilient infrastructure, promote inclusive and sustainable industrializitinn anrl fnstpr innovrtion", \MthinuNluu, the Dtrectorate of Digitalization, Technology .{ njiior.siness (DTA), is responsible for assistingdeveloping countries to participate effectively in the-rule-base? gouat traoing sfstem .rong other services.

uNlDo has an extensive.and.proven track record in.working with governments, industry and other majorstakeholders with technical assistance that is demand-driven aidaimjto "p,rr. ""o;;;

growth by addressingspecific market failures, identifiTing and fostering key business sectors and promoting ;cl'ampions". UNlDo,sapproach to poverty alleviation acknowledges ihat'poverty is a result of riduced h-uman capital and value

7

captured by disadvantaged market actors due to systemic constraints. Facilitating effective support functionsand poverty-oriented policies can therefore stimulate market systems to work more'equitably fordisadvantaged groups. Special reference is made to UNIDO's focus on gender mainstreaming to

""|,i"u"more equitable development outcomes and the advancement of women;s economic empowerment, in line|v1t!t_t[e^{ategic objectives set out in UNIDO Strategy for Gender Equalig and the irnpo*"rr"nt of Women,202A-2A23.

Principles thal guide UNIDO,s interventionsr

ln the envisaged Programme, UNIDo will capitalize on its experience of achieving systemic transformationsthrough applying UNIDo's Pro-Poor Cluster bevelopment Approach developed aia iefineo over the p".isoyears' Over time UNIDO has finetuned the approach with a view to reflecting the main principles of

'maifetsystem development aimed al.addressing systemic constraints and enhancini tne tong-tlrm sustainabil1y ofthe projects it implements. UNIDO also faciltates the creation of export ionsortii to support SMEs ineffectively penetrating and increasing their share of foreign markets, at reduced cost and risk.

Moreover, it will follow UNIDo's approach to agro-value chain analysis and promotion; which starts withdetermining the relevance of agro-value chains for pro-poor growth and identifiing obstacles at policy,institutional and enterprise level (using where avaiiable existing analyses ."rri"i out under previousprogrammes and projects in Liberia). Agricultural production and processing are placed in the context of thedynamics of the broader global agribusiness and agri-food systems. Agribusiness development plays a keyrole in the promotion of structural change of an economy, contributing io economic growth. By adding valueto agricultural products through processing and manufacturing lrequiring catalytlc investments),-it cangenerate a wealth of employment opportunities in the food industry and related support services, Such off-farm employment offers the possibility of higher levels of productivity, more rapid productivity growth andgreater technical change than agriculture. ln addition, it can create jo-bs that offer higher wag"s-due to thishigher level of productivity,

Thare io arttplu errrpirical evldence to show that the manufacturlng sector plays an important role in growth,particularly when countries are at a relatively low-income'level.In this reg;rd, UUtdO's competenie anjexperiences cover areas such as:

strategic assessments, sector studies and impact assessments that identify strategies and investmentplans to enhance the competitiveness of specific value chains, food systeris ano iervices;

a

t This list being not exhaustive, it is complemented by the different dimensions addressed under Section C below

8

Holistic approach toupgrading, includingsustainability aspectsand other cross-cuttingissues

lnternational

experience exchange

Know-how transfer tolocalstaff

Coordination with otherinitiatives, wherepossible, to take benefitof synergies

s

and

Whenholistic

deliveryustainablllty

which

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with

whichparameters,

considerationsbut

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includesfocus

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UN

goodon

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cross-cutting

governacomplia

applies

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issues

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very renowned international experts, as required for eachspecific project. Through the blending with local experts andlocal institutions, know-how is transferred, while enhancingawareness, commitment and involvement of tocil

expertsThrough

and

UNIDO' sinstitutions, the

international

organizationnetwork of

strivesenterprises,

For project execution UNIDO uses a blend of national and

relevant to the be

for sustaithestakeholde

to promotecountries.

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detai

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initiatives

Promotion of sustainable food systems and.introduction of adequate and innovative food preservationpractices to reduce post-harvest losses (pHL) for food and nutrition security;Promotion of food safety.in the processing of agro-food commodities and its regulatory environment(qualitysupport infrastructure, includinO cgoagity.uuilding in areas such as harmoiization of standards,traceability, conformity assessment, certification);Building. human capital and raise total factor productivity through agro-focused vocational training andagro-industrial skill development activities;Capacity building for introducing/adapting basic and advanced technologies and processes(agricultural tools and agro-processing equipment), use/diffusion of traditionaf f<niwLale ltocat seeds;p1t m3lasement); post-harvest technology, computer-aided design/manuracturinjaiinstitutional andindustrial levels for enhanced. productivity, value addition, competitiveness, resilience to climatechanges a nd enhancing/maintaining biodiv-ersity;Suqp,orl in. developing agro-processing hubs (agro-food parks, agro-poles, processing hubs, etc.) toenable inclusive rural structural transformation and promote agro-inOtistriatiz'ation;-

- -

The programme will also benefit from the knowledge and MSD_experience of UNIDO's Learning andKnowledge Development Facility (LKDF) set up wilh tfie support of Sidi as stiatelic partnership to facilitatedemand'driven and innovative skills developmbnt and tearning. LKDF d fiir;;;-i'r-g tire MsD approach withthe aim to generale systemic changes. LKDF allows the eichange of materials and lessons learned oncurriculum, technology and wQ management_best practices, aimed at lmpioving the quality of TVET(including in Liberia, see below). uNlDo and FAo have also'oevetopeJ

" llri.i pLgram Accelerator forAgriculture and Agroindustry Development and tnnovation (3AD!+) *ni"n tolb*. th" rtnso approach. Theprogramme aims to develop inclusive and sustainable value cttains Uy ensuring tnaiinvestments in agricultural

industrialization have positive social, economic and environmental impacts. it coruines capacities of local,national, regional and global actors on analysis, technical assistance, facilitatint iini"g"r, policy dialogue,and investment promotion to deliver maximum impact.

UNIDo is a member of the working Group for MSD at the Donor Committee for Enterprise Development(DCED)' The working Group aims io collect, share and elaborate knowledge about the MSD approach, itsuse and its achievements; and to develop products, services and support toi oonors and implementers whoare already using, or are interested to use, the MSD approach.

Also, the following uNtDo experience (including in west-Africa) is highlighted:

o UNIDo is one.of the implementing agencies of EU-funded West Africa Competitiveness programme(WACOMP) with the overall oOledive to strengthen the competitiveness of MSMEs to enhance theirintegration into the regional and internationaltiading system, including tne newty established AfricanContinental Free Trade Area (AfCFTA). The progra;r" follows a ual-ue crrain approach, seeking toenhance production, transformation and export clpacities of the privat; il;;.r UNIDo is the largest multilateral player in Quality lnfrastructure (Ql) development for consumer safety,market access and sustainable development. During the last ao ieiis, uiiioij n"s r"pp"rt"J moi"than 600 laboratories to achieve international accrelitation and guioeo more than 2,000 enterpriseson their path towards achieving compliance with quality management system certifications. uNlDohelped to design the ECOWAS Commission's new Regional-Ou"fity iioficy"anO establish a WestAfrican Accreditation System (SOAC).

.-' ' -"-'

' UNIDO promotes and supports energy-efficient, low-carbon and climate-resilient development. ln thisregard uNlDo has implemented many projects aimed at resource efficient and cleaner production,water management..and gprgy efficiency inlough information, training, ;n-prant production pio."riassessment and policy advice. For example, UNIbO's Blue Economv pioieciJ not only aim to rr.r"inftlE buslness case for resource efficiency in the fish/searooo piocesri"g i^il-rfi but also to promotebetter valorisation of fish and seafood value chains into by-producti roi eiport competitiveness.uNlDo has established numerous Agro-industrial parks and iis'related Rural iiLnslormation Centersand Collection centres in Senegal, Kenya,. Nigerii, Ethiopia, etc. The pait<s contribute to i) reducedpostharvest losses and hence pressure 6n tand, ii) saving on use of water and energy to produce moreon limited land,. and iii) reduce costs of produciion anl Gnc emissions .r.h

", modernized and

efficient production systems and practices, e.g., efficient irrigations svstemi. ur,1Do catalyses climate

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UNIDO is implementing large-scale projects ln the West Africa region, including:

wAcoMP Sierra Leone: UNIDo is supporting _fa-ryep, co-operatives and SMEs to apply quality standards,

e'9.' GAP and organic in cassava and cocoi VCs through Training ot Traineii tror) 'appro"in.

rn"i" i,currently a lack of trained national consultants who can piovide theii services to firmers and private sectorfor implementation of standards and agronomic practices. UNIDo is also raising .*ir"n"5 among producersabout the recently developed ISO 34101 international standard for sustaina-ble cocoa that is dipected tobecome a-buyer requirement in European markets. ln palm oilVC, uNlDo ir **ri"g t" improve the extractionprocess of palm oil through public-private partnership ihat would serve to establish small-scale extraction millsin rural areas, which is expected to reduce the environmental footprint tfrrough Uetter waste and watermanagement. This would ensure better quality of palm oil but also improve health"of farmers by reptacint tfrlexisting unhygienic practices.

WAcoMP Ghana: uNlDo is supporting enterprises as well as business support networks and associationsin the cassava, fruit and cosmetics vilue chains to- develop competitive iroduction and manufacturingcapacities. UNIDO first trained cluster development officers from various industrial, traOe, l*portlffiiil;;tstandardization support institutions to facilitate and promote collective efficbncy witnin ualue ci.rains.'Followingthe formation of several clusters, UNIDO trained 1i0 cassava processors ano associationi6ilii ;J;agronomy practices, exposed farmers to the Good Agricultural Practices for Ghana (GS g4g:i:iott1 anoprovided them guidance on the implementation of the rJquirements of the Ghana GAp. WACOMp Ghana hasalso developed e'marketing and e-finance training platforms to build tlre marketinj"nO tin"n"iat manajementcapacity of sME and introduced wACoMp covlD -19 Guide for farmers.

GQSP Ghana: UNIDO is helping SMEs to implement relevant quatity (tso/lEc 9001) and food safety (lSO???9!t HAccP' IFS) man_agement systems in cashew, palm oil and'cocoa value chains. ln cashew VC,UNIDO-h-as supported the Ghana Commodity Exchange (GCE) to prepare and include the sale of raw cashewon the GCX electronic trading hub. More recently, GCi nas organised the first raw cashew nut reserve tradingauction. ln palm oilVC, UNIDO is supporting sMes to impterient RSpo standard

"naj.o irJ;iil-#il;;!

to provide consulting and internal audit services to these SfUgs. ln cocoa VC, UNIDO is piloting appiication otblockchain technology to improve traceability for better market access.

Finally, UNIDO's work in Liberia is to be highlighted. lt currently implements two complementary projects inthe TVET sector. The larger project is fundeJ uy tne EU2 with thaobjective to enable Liberian youtn io rlsponOto economic growth opportunities by increasing their employabiliiy and entrepreneurship iotentiat grrLujnstrengthening the WET sector. lt seeks to strengthen the Liberiin TVET sector in its'cipacitv to Oef ivirequitable and gender-balanced access to high-quality and demand-driven TVET. This is Oone Oi supp"rtNgcapacity development at central Government anA tVgt provider levels, anO Uy sirengtnening tinfs *itn iniprivate sector. The intervention addresses equity issues with emphasis on the rlmote South fast rurat areasMontserrado, Margibi, Maryland, Sinoe and Grind Gedeh. UNIDo is also imptemeniing a project funded bySida which complements the work carried out in the EU funded project. lt ensures rou"r"g" to another remote/ vulnerable part of Liberia, which was the epi-centre of the Ebola outbrea( the North-WJst a"J i"f" C"r"tV.This drives goals of the Ministry of Education to extend access of WET to remote areas ano further contributeto the.governmext's pro-poor agenda for prosperity and development. The higgest challenge to sustainintgains in the TVET sector is addressing issues of teacher training and retenii[n

-of-qualified teachers. By

contributing to building an effective teacher training system, Sidi's stratejic etfort to support WET will

innovation through innovative business models.base{ on a digital technology for traceability, trackingand true cost accounting (So called 3T model). UNIDO also int-roduces busiiLss models based on thevalorisation of forestry products as a mean to generate economic and social benefits to localcommunities and mitigate the destruction of forests.UNIDO is fostering digital transformational change, with focus on both the absorption and applicationof new technologies for smart production and mJrket driven quality & standards iomptLnce.

2 EU support to Technical and Vocational Education and Training (TVET) for young peopte in Libe1a.

l0

establish the conditions for continuous learning and supply of qualified teachers to Liberia's TVET schools ona nationallevel.

The above support builds on achievements of earlier UNIDO TVET projects in Liberia. Specifically, referenceis made to the basic excavator operator training program3 that was established with the suiport of theGovernment of Japan, Komatsu and with Qooler Washington lnstitute located in Kakata, tvtagrini County.Finally, UNIDO implemented two projects in 2017 and 2018lfunded by Japan), targeting unemployed anO un-skilled youth from Margibi, Montserrado and Grand Bassa Counties (piomoiing youtn emftoyment bysuppofting technical and vocational education in Libeia" and "Promotion of social-siabitization tirough thecreation of iobs anQ livelihoods for vulnerable people and communities in Nimba County,').

UNIDO has worked extensively in Liberia and West Africa with regard to the promotion of renewable energyand energy. efficiency for productive uses. UNIDO has establis[ed tne EiOWRS Centre for RenewaULEnergy and Energy Efficiency (ECREEE), which is implementing severat flag-snip programs promoting

9n91.vabJ9-e1e!9y for, productive uses particularly in the agricultural sector. Un?er its.Ctooat Environmen'tFacility (GEF) funded portfolio, UNIDO has faciiitated thidevelopment ano lmprementation of importantre.newable energy policies and_investment projects promoting productive uses in lie agriculturaf sectois ie.g.Liberia, Sierra Leone, Guinea Bissau, Guinea, Capi Verde,

-Burkina Faso). ln Liberia,*UNIDO haJsrpport"l

the development of small hydro power and biogas systems.

C. PROJECT DESCRIPTION

C.l. Overall and specific objectives of the project

The project constltutes the Preparatory Assistance (PA) phase of a new programme planned by the Embassyof Sweden in the context of its cooperation with Liberia. The overall oOliaiie is to facilitate tne devetopmentof inclusive and sustainable ma.rket systems in setected value chains, which effectively finf smaltiiolJerfqrmep and agriculture-based Micro, Small.and lVledium Enterprises lttrtstuesyto domestii, regional

"nJlo,.global. T"$9!" through clustering and with the aim to foster loial valub .dJitft. Th" progr"*e emanatingfrom this PA is expected to contribute to Liberia's economic diversification, gre"n g;o*tf"" *"ll ;; a;G,Valleviation by generating income and decent employment, in particular for wdmen a-nd youtn.

As mentioned above, the new Programme will capitalize on the achievements and lessons of GRoW Liberiathat followed a MSD approach inlelected value chains, and seek, from fire FA pGr" onwards, effectivelinkages with related prog.ramm€o and projects of both Sida and other developr"nt f-rtners of Liberia with ayiew Jo maximizing results and impact and avoiding overlaps given the quii" crowOed donor landscape inLiberia.

C.2. The UNIDO approach in the pA phase

C.2.1 Guiding principtes

The following core principles guide the PA phase and the ensuing main deliverables:

r Duration: the PA is to be implemented withjn a period of max. 12 months. lt will start immediately afterthe approval of the PA document by the Embassy of Sweden in Liberia

"nd, ror" precisely, upon

receipt of the first instalment by UNIDO.

o Focus: the new programme to be developed during this PA phase will build on the general programmestructure outlined in the initial concept note (updaled in this project oocumenti, The preciie rl"r".tionof the type of support (based on the menu oi possible focus areas) will be defined through the Marketsystems Analysis, to be validated by the country stakeholders. ln lrris ,egato,'empnasii]"

"" ur|oi"g

3 Promoting youth employment by supporting technical and vocational education in Liberia.

n

a

on work done and lessons learned from recently completed and ongoing programmes and projects

(including though not limited to GROW).

Countrv ownershigand building local capacities: from the start of the P.A. onwards, emphasis is on

ensuring that the work and its expected outcomes are fully in line with the priorities of the Liberian

Government, with reference to indicators of national planning documents in the results framework. The

work will be complementary to past and ongoing effo(s (see also synergies) and build local capacities

(facilitating new behaviours) in the different support areas of the Programme. This will be ensured by

involving the different stakeholders (national; sectoral; cross-sectoral) in the different stages ofprogramme design through consultatlons/workshops as part of Market Systems Assessment that will

guide priority setting. Where feasible, the resultant Programme reflects in-kind or financial

contributions from local partners to foster ownership of facilitation ef{orts aimed at inclusive changes

at system level and also the ultimate sustainability of results. Moreover, the Programme will include

explicit capacity building activities to phase out external support (as part of the programme's exit

strategy) and contribute to its sustainability, starting from the pilot activities envisaged already in the

PA phase. Finally, the PA phase will also allow for identifying and utilizing most relevant

communication channels, e.g., newspapers and radio for greater outreach to local communities.

Market Svstem Development (MSD) and Results Orientation: the implementation strategy will be

overall driven by a MSD approach (see section C.2.3 below), recognizing that in the context of Liberia

a balance needs to be found between facilitation and direct support, taking into consideration lessons

learned by GROW Liberia and the need for the programme to aim at generating both tangible and

sustainable system-wide results. The implementation strategy will also benefit from lessons elsewhere

derived from MSD work in thin markets. ln this regard, steps follow the following sequence: review and

finalize selection of target group and assess its position; justrfy and select priority systems for the targetgroup; analyse priority systems, identiff trajectories, describe and identify priority functions and rules

and root causes; map stakeholders, vision for the market system including who does and who pays,

document interventions.

Pilot deliverables durinq the PA in selected value chains: the main focus of the PA phase is to design

and validate in a participatory mannerthe full-fledged Programme document. However, the PA phase

will also engage in delivering certain activities at macro, meso and micro level (to be identified and

prioritized at the start of the PA), aimed at pursuing and bringing into fruition work already started

under GROW Liberia (facilitating the smooth transition from GROWto the new programme).

As regards the consolidation of work of GROW Liberia, this concerns the cocoa and vegetables value

chains. This would include building on the Market System Analysis work carried out by GROW and

also compiling lessons from GROW, such as for example regarding the integration of environmental

and climate change issues in GROWs work. As and when justified, the main Programme could pursue

efforts in these two value chains, but the decision thereon can only be taken during the PA.

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Search for complementarv donor fundino: in line with the Embassy's suggestion, the project will

explore during the PA phase possible opportunities for mobilizing additional donor funding. This could

result in complementary funding to expand the scope of the Programme (main phase) or parallel

funding by other donors based on converging objectives and the search for enhancing impact through

synergies (see betow).

C.2.2 Synergies and potential paftner initlatives

As there have been/are multiple support programmes aimed at developing agriculture-based value chains

(Sida funded; other donors/agencies) in Liberia, it is extremely important to build on prior efforts, avoid

duplication and seek effective synergies based on complementarities in this crowded donor landscape in the

country. A tentative list of related programmes and projects is included as Annex 2 (that will be completed and

updated at the start of the PA, as the list does not claim to be complete). UNIDO will coordinate closely with

all relevant partners in order to ensure that potential synergies are identified and fully utilized. Among these

the following are highlighted as likely candidates for synergies:

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' GROW Liberia (building on results and methods and possibly recruiting some of trained national staffto ensure that lessons, relations, and partnerships are not loit, includini for the consolidation of (to beselected) activities that can be justified to be carried over fiom GROWio the new programme);

r Other Sida funded projects in the domains of (i) inclusive economic development and (ii) environment,climate and sustainable use of natural resources;

' INIDO project "Promoting youth employment by supporting technical and vocation education inLiberia";

o IFC "Private Sector Development Advisory programme,';

o UNDP's "Livelihood and Employment creation in Liberia programme,';

' WB funded initiatives entitled to "Rural Economic Transformation" and "support to lnclusive Growth,,;

' lLO, FAO and WFP project "strengthening the role of youth in reducing conflict through the promotionof rural employment in conflict prone areas' (uN peacebuilding Fund)l

o UNIDO regional projects in the context of the ECOWAS Centre for Renewable Energy and EnergyEfficiency and the Global Network of Regional Sustainable Energy Centres (GN-SEC); currenlyUNIDO is supporting the development of efficiency standards for prollctive use equipment in Easternand Southern Africa (through EACREEE and SACREEE) through the EELA project (funAed OV SiOal;

As mentioned, the ab.ove list is preliminary. The overall principle is to ensure that the programme activitiesbenefit from best practices and lessons learned, are complementary to the ongoing and planned interventionsand are-mutually reinforcing. During the lnception phase, UNIDo-project teim riitt meet with managementteam.s.of

.the ongoing programmes and projects in liberia to identifiT synergies and discuss cooperation andpossible joint activities. Moreover, efforts witt ne undertaken, in cooperatioi with the Embassy

"f Sweoen in

Liberia, to mobilize additional funding where feasible.

As UN Specialized Agency, UNIDO is exp_ected to align to the United Nations Sustainable DevelopmentCooperation Framework-(UNSDCF) 2O2O-2O24,which sipports Liberiais pro-po*nglnoa for erospjrily anODevelopment 2018'2023. ln this regard reference is maiti in particular to supportiij Strategic Criority i orUNSDCF.(Economy and Jobs, which focuses on supporting thefollowing goatiil-iOerTa "by Zdzl, tioeia nissustained' diversified and inclusive economic Wovvti driudn by investie-nts in agricitture, fooa'security aiajob creation and is resilient to climate change ind naturatdisaifers,,.

l3

C.2.3 MSD approach: UNTDO perspectiveand tessons

UNIDO perspective

The proposed MSD approach seeks to develop market systems. so that they function more effectively,sustainably and beneficially for poor people, ouitoing their capacities and oneilnjt'ne;ih; ;p;;;;iy"i"enhance their lives (The springfield centre, 2oo9). li essence, the main featureiof MSo appi.6acn

"rJ it"systems perspective, seeking to achieve broader and sustainable transformation through the facilitation ofmarket services that are to work for the poor. Emphasis is on stimulating change in ine marret syiiemratherthan direct delivery of solutions and on being pragmatic, adapting the-appiojcn oaseo on what worksto maximize results.

ln Liberia, many people lack the required agro- and tec_hnological inputs, post-harvest and entrepreneurialskills, information and other services if seeking to benefit frorn-opporiunities to improve their livelihood. Halfof the population is estimated to live below tie national poverty line, with poverty incidence being muchhigher in rural areas compared to urban areas and women facing particular challenges across the differentdimensions of poverty (Multidimensional Poverty Analysis - Libjria, reuruary

-ois-;.

ln this regard, the key transformations needed to address the root causes of poverty are schematizedbelow, covering four main enabling outcome areas (that are tentative and need io be evidenfly confirmedin the course of the preparatory assistance phase) a listed below. lt is to be stressed that these arehypotheses to be tested and confirmed in the pA phase:

. community-led value chain devetopment process through clusteringo lncreased emptoyabilitythrough up_skillingo Poverty-driven poricy coherence and business environmento Enhanced market access and outreach

Market systems will only be sustainable if they identify and address the underlying causes of poverty. Toachiev.e pro-poor gains and incorporate di-sadvantaged groups into economic mainstream withoutsaturating markets (that could further undermine pricel and- damage rivelinooJrj, tn" UNID9

"ppro""nfocuses on confirmed market demand and^ faciliiating networks -or

clusters iinHng producers andprocessors to markets' Clustering around joint actionJ allows stakeholders to overcome constraints andreap opportunities that are beyond their individual reach.

Transformational change has to be spurred by a poverty reduction-focused governance and businessenvironment that avail the incentives for enterpiises tooffer employment opp-ortunities and ror peopie tobecome employable. Such a governance system needs to ensure thit policy lno rome*ork conditions areconvergent and coheren-t. to address poverty. By doing this, it needs to create an enabling businessenvironment that will facilitate sustainable develoimentif competitive enterprises, which can then offeremployment opportunities.

At the same time, the governance system needs to facllitate employability through an overall communityup-skilling strategy for human resource development providing toi tne right type of riquired skills, educationand qualifications, driven by cunent and future needs oi tn" agri;urtuie i""iJr. such employmentopportunities then need to be matched with employable women, men and youth as to support n"development of value chains and enterprises through needed skills and at the same time improve incomeof the local population.

However, achieving a multiplier effect on the wider local economy largely depends on identifying andtapping into local regional and international market oemand. sirong linlales with markets willcontribute to the development and harmonization of rules, institutional #"nge;ents and supportingfunctions of market systems themselves. Finally, such market'outreach can have i large influence on farm-gate prices and create incentives for product innovation, quality compliance and niche opportunities.

].Llt9lour enabling outcomes. and the ensuing Toc are formulated based on various analyses, strategic documents and draws onuNlDo experience in enhancing livelihood of-communitie.s through ild*til" activities and are tentaiive. Theoretically, it is basedon system-based lheories of change and sustainable livelihood aipioacn to poverty reduction. Additionat elemenls of lhe Toc suchas assumptions, stakeholder analysis and interlinkages between different conditions need to bi hne-tuneo ourino tne inceotionoh"ru of th" orogrum. "nd

through "

consrrt"tiue oro*r" in Lib"ri".

Moreover, it is important to ensure green and sustainable transformation in Liberia,s agriculture sector.ln this regard, sustainable production practices, including intlr aria renewable energy opportunities andbetter waste management in the agricultural sector are-essential to not onrv rc"i to more competitiveMSMEs but also for reduced negativ=e impact on the natural environment. expansion of renewable energyuse in rural areas for sustainable agricultural production can add.vatue arong lniiiel"rue chains, includingfor irrigation, production, storage anl handling, etc. Not*itn.t.rding these positive expected environmentaloutcomes, there could also be possible negitive impacts that need to be managed. The risks to this endwill be identified and specified during the PA and also corresfonoing risk mitigati;n efforts will be expticilyreflected in the ensuing programme document.

ln order to achieve each of the four desired transformational changes aimed at reducing the incidence andseverity of multidimens.ionalpoverty affecting the target group (i.elyoung people, *or"n, micro and smallentrepreneurs), a number of key conditions need t;bein prade. seueri'iealrr tuvono the programme,smandate but are still essential for the achievement of the overarching objectives.'These conditions aredepicted in Figure 1 below, covering a preliminary ToC.

- - -

Figure I - preliminary Theory of Ghange

Key Condition for Chango Key Enabling Outcomes Key Trangformations rr+>

lfirJ,gl:- ->lncre*d cmployebility through up-

skilling

Enp{omatopgortJnnhrotta€d btcotr|EutlE SMEB

lncrcssrdrDploUlbnt' otmmen.ma!nd touth

Pmrtt Rcductlondrlvan

CoiluH

l.ocallLilarilrnd tccar noroerofitrHc msrtrt3qtmeob

UlUmataObjective

lnarsaaln! incom€rnd omploymcnt

oppoduniliorthreu3h

rurtrlmblcrfialtunl

produclivity. vrluochrim rnd

marlctr in Ubcrie

Market

FinEnce

l[ -y*;

!o

:F6-:rYCLia'AOiJ,!!aod-oI';!!td

oo

I

IH>q?'cqrOEEE*3g=

o!

f,fi

AthrE

cqlLn rnd

Enhanccd markcl 66sgsg and outrcrch

Figure 2 - MSD project cycle

EFt

ln terms of the implementation process, UNIDo will ensure adaptive management based on regularmonitoring of MSD results that will inform future programme strategies and ictivities (the principles ofadaptive management -will

be further highlighted in ftrE ri oocument resulting from the pA phase). Theproject will thus follow from the design Jtage onwald a prolect cycle, ensuring flexibitity for adoption andrevision as the implementation experience grows (cf. figure Z).

i=

lIC..td

&ilm!

lntra!tructurc

Socio-cultutal

Political Stabitity

Ecosystem resilience

15

dsE!"

&

lbr.ttrt& rit(e?

SETIINGlHE 9IRATEGIC

rum6,vrotK

fICII..ITATING SYSTEHIC

CHANG€

ASSttStNG

CI{ANGE

lidGltartr& rdagtfiqt D€fINING

srJ'T iN BtI OUTCOIiES

UNDERSTANDING

MARrcT sYSIEI,IS

Source: The Springfield Centre

MSD lessons from GROW Liberia

GROW is reported to be the only programme in Liberia following a MSD approach. ln this regard attentionis drawn in particular to the findings of both-its mid-term (2017) review and final (external) evaluation (2O2O)that recognized that strict adherence to MSD principles in the Liberian context has been challenging. Thisis related to major gaps in institutional support capacity and the thin nature of the market. ThiJsituationwould justify to undertake more direct support. Moreover, other value chain development programmes(donors; agencies; NGOs) are reported to follow a direct intervention approach, engaging in piac{ices suchas subsidized coaching, market access tours, and payment of participanis that atteid tral-ning events. Fromthe PA phase onwards, this context is to be reflected in the project implementation strategyldefining whattypes of activities the new programme can fund /cost-share to facilitate adoption anO aJiptation. io theextent not all implementation conditions and challenges can be identified ex ante, flexibility is called for, inline with the guiding principles of the MSD approach.

C.2.4 Cross-c utti n g issues

Themes such as gender equality, environment and climate change, human rights and other cross-cuttingissues will be covered in detail in the main Programme document. This being laid, from the design pnasLonwards, the programme will address these cross-cufting issues as follows:

. Gender equality and women empowernent

Gender inequality remains widespread and pervasive in Liberia, due in large part to patriarchal traditionsand gender norms and impacts women across different poverty dimensionsli.e., Resou rces, Opportunitniesand Choice, Power and Voice and Human Security analysed- (Reference: MPDA). The National GenderPolicy was updated by the Ministry of Gender, Chiidren ind Social Protection in ZA'n and acknowledgesthe important role of women in the agriculture sector. lt argues for improved female access to land, as iellas for enhanced access to inputs and extension services, including tiainings for female faimers.

-'

UNIDO recognizes that gender equality is a development goal in its own right, but it is also vital to theachievement of other development goals, such as poverty reduction, e"onor-i" growth and environmentalsustainability' Women are key agents of change; harnessing women's poteitiat as economic actors,leaders and consurners results in higher levels of industrializition and more sustained gro6h rates. Toensure that women and men can access, participate and benefit from development projJcts on an equalfooting, and that gender inequalities in activities and outcomes are not perpetuated, gender perspectivesand issues are considered throughout the entire project cycle, from d'esign and implementation tomonitoring and evaluation.

A gender perspective will constitute an integral part of the PA phase and ensuing programme which areboth drafted reflecting a gender-responsive lpproach. The support is to ensure fliat women and men canequally access, participate in and benefit from the programme activities and their results/impact. This wlllbe pursued through both a. mainstreaming and a targeted approach. More preciseiy, tne entry points foractions during planning and implementation cover analyses, actions and monitoring & evaluation, covering:

l6

. review of available gender analysis and conducting additional ones, if not yet conducted for (to beselected) value chains

. gender responsive activity, output and outcome indicators in the results framework of the mainphase programme document

. gender specific activities starting from the activities under Outcome 2 of the PA phase, e.g.increasing participation of female farmers in certification schemes

o sensitize potential employers on equality of opportunity and advantages of gender balances in thework place.

o adaPt training programs for the benefit of both female and male students: Ensure that material isvoid of gender stereotypes; train management, teachers, career guidance professionals, andgeneral staff, to avoid gender stereotyping; adapt facilities (separate toilets and other rooms asneeded, secure transport);

r incentives for women and girls to participate, including sensitization of family and other socialstructure that affect choicei, the identification and use of role models in ad-vocacy, and clearinformation on safety and security of facilities.

I provide flexible/modular training to allow for training to be combined with multiple householdresponsibilities; provide training for students with lower education levels in contexts where this is abarrier for women.

. develoP a gender-sensitive and targeted communication strategy e.g., featuring female trainees inpublication material; social media posts with explicit and implici[ gender sensitive elements

r monitoring of progress and ultimate impact regarding gender-specific and gender disaggregatedindicators

. allocation of adequate financial resources (budget) to address gender equality and women,sempowerment

o reflection of gender sensitivity in project staffing

' training of project staff and implementing partners on gender sensitization/mainstreaming, if not yetcovered before

. identification of good practice guidelines/lessons for wider application/upscaling

r Environment and climate change

Liberia is endowed with natural resources, inclucling minerals, rainforest, fish, and providing goodconditions for agricultural production. However, due to [oor resource management these a're Ueing-r+iOtydepleted and exported for processing, thus undermining ecosystems and-agricultural growth pr6rpi"iJ

17

The UNIDO Policy on Gender Equality and the Empowerment of Women, and the Gender Equality andEmpowerment of Women Strategy, 2020-2023, outline a "twin-track approach"; (i) gender mainstreaming,meaning the systematic integration of a gender perspective into the needJ assessment, desigi,implementation, monitoring and evaluation of UNIDO policies, strategies and programmes on lSlD, and-(ii)gender-specific interventions or targeted actions, which are tempoiary specialheasures responding iodisadvantages or a clear need of a particular group, with the objeltive of enabling them to equ*allyparticipate in and benefit from industrial development efforts. For UlrtlOO, gender riainstreaminj anitargeted actions go beyond adding a 'woman's component' into its activitiesl by fully incorporatirig ineexperience, knowledge and priorities of women and men into the development agenda. The Organi=itiondeveloped sectoral gender mainstreaminq and gender analysis guides, and esta[lished a compiehensivescreening and review system to ensure-that g-ender persdeaiies-;;,;;;;r'dJlJtnroughout the entireproject cycle.

Project staff will complete the online course "l Know Gender," delivered by UN Women Training Center, forgender sensitization referring to the modiflcation of behaviour by raising awareness of genler equalityconcerns. The project inception phase will include gender-sensitization and awarenJss buildihg tbstakeholders and partners to secure their active involvement. The project will produce and dissemiiatepromotional material to proJect counterparts and henefiniaries in respeit of cqual repraoentotion in visualmaterials and/or case studies using gender-sensitive language where applicabie. lnciusive developmeniLat the core of UNIDO's mandate, as part of the lSlD, and ConJtitutes the basis on which the project

".tiuiti"thave been formulated.

Environmental management and climate change being part of sustainable development, these cross-cutting themes will be considered in project activities ".i

iransuersal issue.

Environrnent sustaina.bility being integral part of the Programme objectives, the precise nature of theactivities will depend on the value chains covered uy- tne Progiamme and wi1 focus on criticalenvironmental/climate change issues (problems - including resource depletion - and opportunities) as theyarise in production/processing and affect market access. This coulo coverthemes such is energyliesourceefficiency including waste minimization. Moreover, on the market access side, it includes the dimension ofcompliance with prevailing standards (including environmental) that are ciucial for facilitating ,"rf"t39cess' Management system standards, suCh as Good Agricultural practices (GAp) and GoodManufacturing Practices (GMP), which integrate various dimensions of effective business management,including on environmental performance G.g., site history & management, planting material, soil &substrates, fertilizers & soil additives, water, chemicals, waste management, energy eftici-ency, OioOiu"irit',etc.), health and safety, form the basis of all technical assistance activities. Uf.fioo will work based oninternational standards such as the Codex standards for food and agriculture, which are also the basis forthe EU regulations a.nd.directives. For projects which address fooJ safety, p".ti.io". and fertilisers, wefollow the relevant EU-directives g$ regulations as well as lnternational SpS-related standards. UNIDOwill also promote lntegrated Pest Managlment (lPM) as the globally agreed r"i6oo for sustainaore pestmanagement and a method to reduce risks for negative impact from the use of pesticides. Thus,environmental and social safeguards are inherent t-hroughout technical training, advisory rrppo.t-lcoaching, and procurement activities. Although those witi procurement components may still havepotential environmental and social sustainability considerations, such activities witt oe in comilian"" *itnuNlDo's procurement processes. The project would train selected value chain actors (e.g. producers andfood business operators) and intermediary-bodies (e.g. sector/ industry associations;;i-;il;;;i".iJlon standards-based best prac{ices, facilitate investm6nt (e.g. investment analysis, loan application joiinev,etc') towards upgrading

-of processing facilities and'e{uipment therein, and strengthen conformity

assessment services and formulate / revise / adopt technicai regulations and i or sianoaros relevant to foodsafety and quality assurance (e.g. testing to determine con.eniiation of pesticide residue legally permittedin food commodities).

The Programme will aim to achieve a reduced.level of consumption of natural resources, greenhouse gasand other emissions and industrial wastes by.introducing and mainstreaminj ine adoption of moreresource-efficient production, through renewable energy-and environment"rii sound treatment anddisposal of wastes, in particularforthe sustainable use an-Jmanagement of water. UNIDO witt promoie ineadaptation and lransfer of environmentally sound technologies, in-particutar roi enerly emciency and watermanagement' This will facilitate better water productivity, ieuse and recycling, as iell as the introductionof government policies and training in the adoption of the ecosystem apfroac-n and the sustainable use ofresources' The inception phase will allow for carrying out a comprehensive environment-impact analysL(value chain specific,.if not.yet available) and alsoto-assess the opportunities for promotion and adoptionof greener technologies. The assessment will also consider vulnerability of the cish crop value chain toclimate risks, which could inform additional capacities to the targeted sector, including additional climateflnance (e.9., GCF) to scate up the support.During the PA phase, lessons from GROW as regards environmental results (positive and negative) - e.g.,deforestation for agriculture - will be compiled an-d reflected in the Fp document.

. Poor people perspectives, including human rights

The.majority of poor people in Liberia reside in rural households and own few properties. lncome level islow in thnsa rttral cnmmrrnitiel l8 3ourcoo of inoonrao ure rcstrictccl to srrrall

"uaL rurnrtng, flshlng, andsmall businesses' ln summary, about 50.9% of population of Liberia are considered poor, with a highincidence rate in rural areas

171 6%) compared to il.'sy. in urban areas. Food insecurity and under nutritionremain critical challenges in Liberia. (ReferenoeIVIPDA) The youth is addressed in some parts of the LASIpll' building on the foundations of the Malabo declaratiori which states that'Job opportunities for at least 30oloof youth in agricultural value chains" should be created and that the youth snolio be preferably supportedin agribusiness' LASIP ll proposes that incubators for women and youth should be supported and .climatechange-related research, education and training for women and youth" should be promoted (page 3g).

l8

The Programme's aim is to increase income and employment opportunities, with main emphasis onsmallholder farmers including women and youth. Their livelihoods are expected to be improved as a resultof market driven production and value addition activities within the spirit of an MSD approach.

Focus will also be on human rights, in particular, for the economic rights of the rural poor engaged inselected value chains, e.g., participation of women in land ownership. 5y involving representatives of lhetarget gloup in Programme priority setting, alignment of the Programme to thir needs ahd their co-ownership will be supported, which is also crucial for the ultimate sustainability of Programme results.

Reference is made to the above-mentioned uNlDo Environmental and social safeguards policy andProcedures form (one of the Annexes of the Main Phase programme document) that will screen inter aliasocial dimensions of the programme including eventual risks.-

o Gonflict

According to 2016 sfud.v c-o1{ucted by the Catholic Relief Services, the risk factors for conflict still exist.Out of 1516 respondents, 85.9 percent cited corruption, 83.7 percent land disputes and 79.g percent highyouth unemployment gs the strongest conflict trigger factors. The study also concluded that the currentpeace is "negative", in that it is characterized by tne iOsence of violence, ratherthan "positive,,witn elementssuch as social harmony, mutually beneficial inter-ethnic coexistence, trust in institirtions, and pioOurliu"citizen - state relations' Programme monitoring will remain vigilant to detect eventual probiems riiitni"g"roto conflicUinsecurity and address the same it tne appropriite levels, should they arise. Moreover, theprogramme willadhere to existing UN securitylelrled procidures in Liberia. Regarding eventual"or*ptionrisks, it is noted that the programme will use UNIDO's iransparent procedures and rules for the recruitmentof staff, eventual subcontracting and purchase of goods.

o Anti-Corruption

UNIDO has an institutional framework addres-sing corruption, fraud and other forms of misconduct, throughthe following binding intemal policies: Co$ of Ethical Conduct, financiaf n"grf"ti;nr and a policy on FraudAwareness and Prevention. The code of Ethical Conduct and Financiar neg;hii;n" a"tn" appropriite anorule-based conduct of employees in relation to professional and financial itivities in official functions. ThePolicy on Fraud Awareness and Prevention on ihe other hand, addresses fraudulent, conupt and collusivepractices, based on a broad definition of fraud, which may include embezzlement, theft, illegalcommissions,kickbacks, etc. lt lays out risk areas as well as prevention, reporting, fact-finding in cases of presumptiveviolations, as well as disciplinary measures. dffice of lnteinal oversight and Ethics (loE) assists inpreven[ion of fraud and other financial irregularities and provides ethics ielated services. To address therisks of corruption/bribery, uNlDo will also-be guided by a'handbook entiiled ISo 37001:2016 - Anti-briberymanagemenf sysfems - A practical guide (2021) that it co-published with lso. lt wiil help tne erotramr" toput in place appropriate me€sures to prevent and address bribery, thereby cultivating a culture of honesty,transparency and integrity. Effective and diligent use of the standar4 to be iailored to the context and needs,is expected to reduce the likelihood of it occurring. UNIDO is aware and sensitive to risk exposure in Liberia.This relates to issues of weak governance, poor compensation of workers and weak controls to monitorand prevent abuse. We are also aware that the environment, especially with local iupptiers is vulnerable tocorruption' UNIDO applies methods of circulating business as opposed to dedicated purchasing from onesupplier' Generally, these are low value acquisitions for stationary and general office running costs. UNIDOconsultants will be required to complete the iraining on UNIDo's Coce o1Ethical Conduct and other relevantUNIDo rule-s and regulations. The PA does not cairy a high risk of conuption or" to ririt"o direct technicalagsistattuc futcseelt and wlll allow for tdentfrcatron 6t bes]t practices to reduce the risk of corruption for theimplementation of the subsequent full-fledged programme.

c.3 RBM code and thematic area code: lc22 competitive trade & csR

G.4. Expected outcomes

G.4.1 lndicatiye outcomes of the ensuing full-fledged programme

The PA is to result in a programme that will have as overalt aim to contribute to increasing income andemployment opportunities in Liberia through a market system development approach in agro-industrv uaiu"t9

chains' The precise structure and content of the resultant Programme will be defined during the pA,including the value chains that will be covered. Tentativety, the programme structure is expected to coverfour complementary enabling outcome pillars, identified as ine key transformation areas to address the rootcauses of poverty (see also section C.2.21, namely:

r community-led value chain development process through clusteringr lncreasedemployabilitythrough up-skilling. Poverty-driven policy coherence and business environment. Enhanced market access and outreac

The Programme could cover a tentative menu of interrelated areas of support (see below) from which aselection will be made together with the counterparts during the PA phase.'itt" tip" .nd depth of serviceswill depend on the value chain (its level of oiganization-and the needs of its'actors to seize marketopportunities)' \Mthin the spirit of search for suitainability of new practices (in order for the process ofchange to be sustained), emphasis will be on building local capacity in the selectect service areas. The9elected support is expected to contribute to bring ab6ut systemic changes lwrricrr wiil be clarified in thefull-fl edged programme proposal).

Typology of possible areas of support in the resultant Programme (tentative list)

4. Enhancedmarket accessand marketoutreach

3. Poverty{rivenpolicy

coherenceand enablingbusinessenvironment

2. lncreasedemployabilitythrough up-skilling

led valuechaindevelopmentprocess

throughclustering

I nity-

EnablingOutcome

a

a

a

vtew

their

ofAccompa

Fosteringlinkage

Strengthening

nying

with

the

alliances

prod

reg

compliance

of

log istics/infrastructu re

ucer

A

with

g.

prodfa

connection

uce

sta

rs

groups/M

rmers'

ndards

ional/international

between

SMEs in

testi

groups/MS

buyers

ng

M

supply

Es

markets/foodand

and

ensuring

hu

that a

bs)

local

re

quality and

certification

demand

(almost)

safety

basedof

throug

export

h

on

ready

products tn

and

market

improved

lmproving information on prodspecific)

uction (supply) and market requirements (value chain

a

a

a

a

a

strengthening linkages of producer groups/MSMEs with financial servicesStrengthening investment promotion (domestic; foreign incl. diaspora) in targeted valuechains

Stren

actors as well

Strengthening

Strengthening

gthening

as

quality

privab

donorsvalue-chai n

secto

engagedspecific

infrastructurdn

advocacy for

value

serviceschai n

consultationsbusiness

thatsupport

bring

envtron ment

together pu

reforms

blic

tn

and p

general

rivate

a

a

a

a

Ta

Access

rgeted

to

Strengthen

Curriculum

ing

relevant train

linkages

development

ing

(TVET)

entrepreneu rsh ip/other

between

tn

servEes

li

skills

train

ne

tng

with(smallholder

development

institutes

farmers

and

sector/industry

(womenincl.

needs

industry

youth)women

ncl.

and youth

facilitation of

a

a

a

based on

processing

Strengthen

Strengtheni

(cooperatives

ng

tng

collectivelogistics,

sector

common

horizonta and

resourcefacilities

associations.

(in

vertical

putother

efficiencysu

al

pp ly

coordination

health

liances)prod

and

among

uction

safety

actors

ofstorage;

along

work

the val

environ

ue

men$,

pre-processtng;

chain

driven effochallenges

rts

Empowerment

andai

ofmed at

com

opportu

mun

nitiesrncreastng

ity-basedproduction,

organizationsproductivity

through

and va lue

common vtslonaddition

forbased on

market

icative fields of supportlnd

C.4.2 Outcomes of the pA phase

ln essence, the PA phase will have two outcomes:

PA outcome 1: Full-flelse! .Programme document (main phase) that is informed by a Market

Systems.Analysis (MSA) validated by the country stakeholders and approved by the Embassy ofSweden in Liberia. - -.Fr-

20

PA outcome 2: consolidation of selected GRow Liberia results and new pitot activitiesimplemented in the cocoa and vegetables value chains ano pitot activities in other value chains - to

iril?,f:::t based on market opportunities and possibre combiementarities wnh other donor supporr

C.5. Outputs and activities

Outcome 2

Programme document finalizedand validation workshoporganized

Output 1.2

Market System Anatysis (itSA)and other asseEsments prepared'

Output 1.1

Stakeholdens and donor validateprogramms document

Outcome 1

Contributing to competitivenesand incomegeneratingopportunitiec within agro-lndustrlal value chalns in Libeiia

lmpact

BUS 1

KASA 1 Number of peopte gainingawareness on intemational goodpractices in value chain operations

POL 3relevant

Guidelinesactors

adopted by

ECO I Number of firms witheconomic gainsSOC 2 Number of SMEs withincreased inclusion in value chains

lndicators

-Saryo

based on review1.2. Finalize the SWG inclm

1

1

2

.2

and

5

.4 P

ensure

repare d

that it

raft

ts

SWG val

Programm

idation

-rese d

nsive

ocument

N DObased on

GM

find

mo

n

re

gS of

than one

rapid

event

assess

if

ments and consultations

the2. 3

SWG theselected

fi

Organize

nd

focus a

of

stakehoreas

whia

ldern

ch

d

are

works

add

Outcomehops

2

itional

(nation

activities

forretained

allsector/cou nty

after co

level as

n

nsultation ofappropriate

andtn

validaccord

ation by

ancethe

with

1

SE

.2 .2

lectionDiscuss

ea rl

and val idate atdeliverables

level ofutcome

SWG the tentative focus areas (Program me and agree on

i)2. dentify

and

defin e

theand

del

specify tebles

ntative

aclfocus

ivities u

areas

nder

(VCs

opflo

utcom

rity

e

functions and ru les ) of the

TCO

PAO

1

2sfafibflcat

Number

Number

of

ofpublications

capacity

produced

building

and

workshops

-Dacumentation on

document finalized

stakeholder

1.10 Form and innovationan umbreFTA

1 1 Isecto/s

Assessm ent ofviews/needs to

nationalbenefit from

export policies, S

ECOWASu

and

pport

Afcmeasures

tradeand facilities

nities

lncludi ng tha private

1.1,8 P Market

1.1.7 ulate an munbrella iil

1.1.6 M eur ntialof women and

1 1 5

VE

MarkeVlabour and tra ining needs assessment including gender youth and envr ronment

1 1 .4

important

Conductinput

M

forSA and

program

additme

tonal

design e g

assessments

marketas req U ired

assessmif

ent; g

not avai

enderlable an d

assessmeco

nt; train

nsidered

ingan

needs

1 1 3 Undertarelated

ke rapid

servtcesa

to

ssessment of existingmarket

business support infra structu re (business advice train tng

1 .2 U nde rtake

and

rapid

tradeassessment of existing policy and regulatory tramework affecting busi ness

1 1

avat

1

lableConduct

studies VA lue

nventory

cha

and

in an

ana

a

lysis ofa

related

chievementsrecently

lessoncompleted and ongorng support, includ tng

PAO

2

1

sfafi.sfica/Number

Number

ofpublications

of

analyticalprcduced

industdal

and

sfrafegr'es and industrial policydocuments drafted

community uyskillingbranding and innovation

-Umbrella

stntegy and

and

-lnventoies,strctegic

mapping,

documentationassessmenfs

available

validating/adopting tho programmedocumentProjgct reports on participatoryworkshops and exchanges winbeneficiaries regarding their degreeof awareness

Srgnafures of stakeholders

of verificationSurueys among beneficiaries

ll,leans

2l

Output 2.{Action plan for consofidation ofresults in the Cocoa value chainimplemented

vegetable's value chains gnaure

higher sustalnability of GROWLlberia programme results5

Stakeholderc of the cocoa and

guidelines prcduced

TCO-I Numher of capacrty buildingactivities prcvided

of toolkits

TCO3 Numher of toolhts andguidelines produced

TCO1 Number of capacity buitdingactivlties provided

with improved managementpractices

GOV 2 Actors pafticipating ine n h an ced coll aboratio n setflngsKASA 1 Number of peopte gainingawareness knowledge oninternatimal good practices in valuechain operations

Firms

2

the

.2.

biod

e

5

m

ive

agro-chem

assessmentExtract

of

icals

powerment

withof

lessons

ln

opportu

a

fromnity

womentowork

and

tn

perspectiveyo

pursue

ofuth in

work in

the

vegetables val

environme

ue

sectornta

vegetables

and

chain

cl

nsector

promotion

VIEW

imateof

ofunder

re

change co

standardsensuing

and

new

ncerns

of a

plication/upsca

Progling

including

rammeIternatives

includ(e.

to

lngg.

2. 2.4 Complete assessment of reg u latory work (performance of duty waiver/other sector coordi nation

sln-couwith new su2.3 Facilitate I

2.2.2 the assessment of for markets and isticsn

2.2.1Purs coachi of 15-19 ro-dealers of distributor ln sub-distributionu

amngements, of rcgulatorywork and consolidation ofbesf pracfibes fi n al izedTnining, coaching and B2Bdocumentation

Assessmenf of

sector,n

2. 1 5

theassessment

sector

Extractof op

lessons

u

fromportunity to

workpu

newrs

n

ue

cocoawork ln

valuecocoa

chain n vlew of re

includingplicat

for em

ion/u pscal

powenngtng, includi

womenng

and youth

OutputActlon plan for onsolidafion ofrssults in the Vegeteble valuechainimplemonted

2. 1 4

lessonsregarding

om

from

plete

sector

(ii

and

cocoa

implementingregulations to

envtro

investmentfoster

gu

nmentfor

ide

and

investmeand

women

nt

(i i)

n

climateand

vtston

sectorfor

changeand ma

cocoa

activitiesrketsector

deve

underlopmentncluding

GROWa

(ii i)

all

nd

gu

iv)

idance

reflectingcapture

2. 3 Facr

missilitate

ons

market tinkages with premtum ma rket buyer(s) through in-country premi um buyer

2.1.2 ide theof the sector

6

2 1 1

partnerGuide

coventhe

ng

m

Good

plem entatAgricu

lon

Itura

of qua lity related support totraceabi

at

lity

least 6

system and

producer

nternal

groups

controlthrough

systems in

GROW

of at least 2

lPractices (GAP),

rements and susta

Cocoa investment guide,vision for cona s;actor andconslidation of bssfpracfices finalizedWorkshop, fiaining andcoaching documentation

-Surueys among producer groups,ag rodealers and distributors

-Project reports on coaching andtraining activities for beneficiaries

G.6. Timeline of the activities

I 2 3 4 5 6 7 I 9 l0 11 12

5 Emphasis will be on consolidating the work of GRow and in. particular on.(i) supporting the proper completion of GRow adivities that are exp€ctcdt0 generate results and have already been subject to inveslment bv proiitt beneficiiries,'ani tiil ur,ti."ii""*ns'ror the su@6ssor programme.should there be features of the GRow programme that uNlDo oo6g noi want to/cannot pursue (e.g., promotion of agro-chemicals not acceptedin' e'g', EU), UNIDO will clariry its position-during ths PA phase and suggest aiier"iiu"ippr*ihrli'"tp,i"-tii" .pirit of promoting green growthprinciples within the context of lhe pA and the eniuing programm€.

22

1.1.7 an

1.1.10 an (um

2.1.3F of market

Lessons from rvork in vegetables value chain2.2 in view of

assessment work

2.2.3 Facilitation of with new

arrangements for agro-the assessment ofmarkets

15-19 and of distributor T1

coGoa Seotor

replication/upscaling.

including

lessons

for

fromincluding

empowering

n

assessment ofwomen

cocoa

andopportun

value

youthily

lnto

chain

lhe

n

pursue

seclor

vtewwork tn

under

of

for women

ftom

.4

including (iii)

implementing

0guidance

cocoa

environmentregarding

andseclor

inveslment

climate

guide and

change

regulations(ii)

andactivities

(iv)

undercaptu re

co@a

GROW

sector

alllessons

)uyer(s)

2.1.2 certification of at least 2 the 6

2.1.1 to at least 6related

1.2 the Programme document on review by SWG including

SWG validation more than one event if

NIDO

assessmentsPrepare d

androgramme

consultations and ensure lhatbased

it rs

on findings of rapidgender-responsive

are tn

2.3

activitiesappropriate) tn

retained afteraccorda nce

stakeholder

withconsultation

the

of

workshops

andselected focus

validation byareas

(national/sector/co u

theand

nty

SWG theOulcome

as2

and validate at level of the tentative focus areason of

1.2.2 Discuss

(i) the Progmrnme1.2 ldentifr define and specrry tentative focus areas

the

and

I

Alncluding the

Assessmentprivate

ofseclo/snational export

views/needs to benefitsupport

lrom

measures

ECOWASand

andfacil ities

1.1.8 arket

1.1.6 ofwomen and youth

assessment including gender, youth,1 .1 .5 MarkeUlabour and needs

1

and.4 Conductconsidered an

MSA andimportant input lor program

assessments

meas

design (e

required

s

notmarket

available

1.3 Underlake assessment of exisling business supporl nfrastructure

policy and regulatory framework1.1.2 Undertake rapid assessment of

trade

S

1

ongoing support, incl

inventory

udingand

availableanalysis of

studies, value chai

recently

n analyses,

completed and

X

x

x

x

x

X

x

x

x

x

x

x

x

X

x

x

X

X

x

x

x

x

x

x

X

x

x

x

x

x

x

x

x

X

x

x

X

X

x

x

x

x

X

X

X

x

X

x

x

x

X

x

X

x

x

x

x

X

x

x

X

x

x

x

x

X

x

x

x

x

x

x

X

x

x

x

x

x

x

x

x

X

X

X

x

x

x

x

x

x

X

x

X

X

x

x

x

C.7. Risksln the Main Phase document, the risks and mitigation factors will be spellecl out in detail. ln this pA projectdocument, a start is made of the list of possible-risks 1to be completed in the Main F6"r" document)

Overlapsgiven the

in donor/agency support,multitude of programmes

and projects, including in theagricultural sector

Nature of risk

High

Likelihood(low+noderate-hishl

. building on prior assistanceincl. value chain studies toavoid overstudying of valuechains

. careful priority settingtogether with countrystakeholders

Factors/actions expected tom the level of risk

23

Physical infrastructure relatedchallenges affecting value additionand market access

Change in Government priorities

Beneficiaries being used to receivedirect support and less interested inMSD type facilitation

Gaps in coordination among differentM inistries and gaps tn servlcecapacity of country level supportinstitutions

moderate to high

moderate to high

moderate to high

r clearly explain the approachand principles at the outset

. seek balance betweenfacilitation and direct

r start the design process withseeking to create consensuson priorities, roles andresponsibilities

r pay due attention to thestrengthening of servicecapacities based on needs

. seeking effective linkageswith related su

Sustainability and exit strategy

S-ustainability will be considered along the inception phase and project life cycle and built on four axesof intervention:

o Ensure that the proje6t responds to the private sector needs and market demand/requirements.o Coordination with "and between" lacal experts and local institutions.lt will lead to knowledge and

technology transfer from the beginning of the project and will enhance awareness, commitment andinvolvement from local stakeholders, laying the foundation for sustainability.

t Train-the'trainers approach. \A/here possible, it will mitigate the impact of employee rotation, thuscontributing to sustainability of outcomes.

o Agreements, strategic policies/plans, budgetary allocations, and linkages with FBOs and other VCmembers and supporting institutions. lt will lead to overall effectiveness, enhancing competitivenessand more sustainable impact.

The absorptive capacity of the counterparts will be periodically evaluated. ln case of significant delay,strategic decisions should be taken to evaluate the continuity of activities. Sustainability- issues will beconsidered in the agenda of the PSC meetingl An appropriate exit strategy is linked to susiainability so theassisted organizations and sector will be able to mainiain and to impiie their performance when theprojects will oome to their end. An exit strategy will be considered rigtit from the beginning of thJ projectimplementation.

The FP document will capture the drivers of sustainability from an MSD perspective.

D. INPUTS

D.l. Counterpart inputs

For the PA phase the counterpart inputs will be in kind.This will cover the active contribution to/participationinthe SWG, including discussions and decision making on priority setting

"r *errit tostering finragds;itn

related programmes and projects. lt also encompasses the snaiing of ivailable documentltion (J.g., VCstudies, market analyses) prepared under related'previous/ongoing initiatives.

During this PA phase opportunities for cost-sharing/complementary funding will be identified. The lattercould cover Government funded initiatives and/or related donor programmes/projects and also privateinvestment.

The PA phase will utilise the office space, furniture, equipment, vehicles purchased under GROW Liberiabased on official transfer of the same by the Embassy of'sweden to the pA project.

24

D.2. UNIDO inputs

The UNIDO inputs cover the following categories:

' Mobilization of national and internationalexpertise, including the core team in charge of piloting thePA phase at country levelthat willwork in tandem with the project team at UNTDO He. Recruitmentwill follow the standard UNIDO recruihnent procedures. Some national staff trained under GROW isexpected to be. selected (based on required profiles) to facilitate the consolidation wort< unOerOutputs 2-1 and 2-2 and also contribute to the programme design/pilot activities at large.o Local subcontracting (e.g., to conduct of additionaf assessmenti, when required)r Periodic monitoring missions of the uNlDo He team to Liberia

' Organization of validation workshops and of training events at country level

' Organization.of markel development related misiions, such as intoming missions of potentialpremium market buyers (cocoa), of distributors (vegetables) and otneistJdending on tne ielectionof the new pilot activities)

E. BUDGET

PA phase Budget6Budget structure and officialfinancial report certified by UNIDO financial services will be submifted and willprovide information on the expenditures per output and budget line.

F

F,, Monitoring

Programme governance in the pA phase covers:

o A Strategic Working Group/SWG (that could evolve into the Programme Steering Committee inthe Main Phase):

This Group is expected to meet at the start of the project and thereafter at least every six months or ad hocwhen considered necessary to ensure effective guidince of the pt;d;;;Gril-n'pro."rs. tt wi1 includerepresentatives of ihe main counterpart Ministry (MoA), donor ano uittoo.T obseiiers can be convened tospecific meetlngs to gather their opinion and suggestions.

This Working Group will be in charge of

o Overall supervision of the pA phaseo Approval of the periodic workplanso Revlew of Progress reportso Gender Equality and the Empowerment of women (GEEW) topics and targetso Decision making on priority setting/reorientation if the latteris iequiredo Facilitation of cooperation with other programmes, projecls, and initiatives.

It is crucialthat there is continuity in participation in the SWG. To that end, each participating organisationwilldesignate its main representative in the Group and his/her secondee. fne project core team will act asSecretariat of the SWG.

o Value chain specific stakeholder groups

] 1 1e^llooramme and PA phase budgets are presented in EUR with the EUR 1 = sEK 10.1433 exchange rate of the European central Bank on'14.u.2021.? Embassy of sweden in Liberia will decide

-on its precise role in the swc: aciive member or_ observer. ln any 6vent, the process of approval ofwotkplane, budgets and reports is to be clarified (it pre-vatidat€d uy swc

"nJir,'"Lai-er varuateo by the donor)

25

Regarding the consolidation of activities of GRow Liberia, the PA phase will buitd on the monitoringmechanism put in place by GROW as regards work in cocoa (including'participation in the Cocoa platform)and in the vegetables sector. For pilot activities in new value chainJ,'a value chain speciRc stakenoUergroup will be established to ensure buy-in and co-ownership from the start. ldeally, ihe private sector leadsthese stakeholder groups.

. Day-to-day management of the pA project

Two UNIDO teams working in tandem will be in charge of day{o-day project work, namely at field level andUNIDO HQ level' ln the field (Monrovia) a full-time Colordinator is enviiageo supported Uyb team of nationafconsultants and, where needed, short term international consultants wilt be mobilized. At UNIDO He, theryol9ct will be led by,a Project Manager in the Directorate of Digitalization, Technotogy and Agri-Business(DTA) and involve inter-branch cooperatio-n. There will be peri6Oic monitorinj risionr from UNTDO Heincluding actual/virtual participation in the swG meetings in this design stage.

T[e recruitment of project staff willfollow UNIDO procedures, based on terms of reference (to be preparedupon approval of the PA), the identification of corresponding profiles and interviews. As meniloned,

'some

national staff of GRIW Liberia is expected to be seleited based on profile requirement (i.e.ulSDexperience) and recruited as member of the core team.

Finally, regarding performance measurement, the main Programme document emanating from this phasewill describe the Programme s performance measurement approach, guided by the DCED (DonorCommittee for Enterprise Development) Standard. Accordingly, the full-fledled programme document willdefine indicators at outcome and output level that capture-atiributable *ii"t syrtim changes and alsoinclude indicators that measure progress on cross-cutting issues, among which glnder and environmentalissues including biodiversity. Tracking of results and impict including reiorting ttereon will be guided by aProgramme Results Framework that captures the togic of the Programme and how its performance wlll bemonitored.

F.2 Reporting

There will be an interim and final nanative report presented to the swG

F.3 Evaluation

There is not expected to be an external evaluation of the pA phase.

G.

H. LEGALCONTEXT

The Government of the Republic of Liberia agrees to apply to the present project, mutatis mutandis, theprovisions of the Standard Basic Assistancl Agreemeni between the uniied Nations DevelopmentProgramme and the Government, signed on ZZ Apiil 1977 and entered into force on 17 April 1g7g.

ANNEXES

26

27

Annex 1.1 lndicative Logical Framework

The Logical Framework below is indicative only, to the extent the precise structure and focus of the Main phase will bedefined during the PA phase.

Forthe PA phase a Logical Framework is less relevant, to the extent:

(i) it is the ensuing Programme document (Outcome 1) in which the intervention logic and indicators at different levelswill be defined

(ii) the pilot activities under Outcome 2 will be defined at the start of the pA phase.

E All indicators are to be sex-disaggregated with targets for women participation as and when appropriate

28

Et{ABlllrtcOUT@ilE {: '

Gommunl$-ted vatue.chaln developmentprccaes thruugh clrct3rlng

- agrhukunal area under pnaducfive and sustainable agri,cr.rltue in&e sebcbd rralue chains (ludged through the impla.nentationof Good Agdurltr$e Fraotices including the resfficbrl use ofhaadous agr*:ultunal inptrts)

- number of poor fanners, small-scalE rural enhepraneurs andprocessing SMEs who eNpedenca higher sale6 and highertumover as a cgult of nety or improrred business modelsinfoduced thmugh faciliHion by GROW

- nurnber of poor fiarmere who elperience hfiher yield as a resultof nen or improved modeb of farming introduced throughfacilitdion by GROW

- Projec{ monitoring and evaluation reports.

- Company and stakeholder interuierrs

- Officialstdistics

producers/entrepreneurs and input suppliers and/or buyers- number of poor f;armers, small-scale rural entrepreneurs and

processing SMEs with access to buslness services, cooperativenetworks through GROW

- renewable €nergy share in the totalfinalenergy onsumptionamong the beneficiaries or number of enterprisei adopting eco-innovation processes, renevrrable energy solutions- andresouroe eff cient technology.

ofnumber firmslead and technicalinvesting providingtoassistance scalesmall tn theproducer#entrepreneu rs

vahe

- number of betweenlinkages scale

ENABLING OUTCOilE 2: tncrcasedemployablllty th rcugh upekttling

- number of decent jobs created in the selected value chains- nurnber of firms wilh improved labour productivity- number of nerv or improved seMoes provided by the partner

institutions (e.9., employment mabhing seruices,entepreneurship development services, elc,)

- number of beneficiaries accessing services provided by theparher institutions (e.9., employment matching services,entrepreneurship development services, etc.)

agencles

- Project monitoring reports

- Project evaluations

govemments andstatistics

ENABLING OUTCOTE 3: Povertydrtvenpollcy soheronce and bueinessenvimnment - nurnber of sector advocacy public-private dialogues facilitrated

- cumulative number of new or revised policies adopted bypolicymakerc

- cumulative number of new standards adopted or implemented- number of business environment botilenecks identified and

addressed in the selected value chains- level of satisfaction of surveyed market actors with key aspects

of commercial and busines support retationships facilitated byGROW

briebanalytitnlof concrete policy

- numbersupport

- Propct monitoring reports

- Projec.t evaluations

- OfficialGazette

29

EIIABUNG OUTCOilEa: Enhanced market

aocess end markd dlvepifica0on- number of SMEa nepofing irnproved internalional

competitiv€ness (iudged as an ir.nprwernent of a minimum ofone of lhe fullowing cribrb: incfeased expofi r'evenue, nilrnarkefrs derrelpped, increeeed nrcmber of clients, inc'remed

enquirbs from p&ntial fureign dienb)- number of ctoee-border tlade bottlendcks identified and

addessed.- number of eeort sufportiretitu{bm knppved to support their

rn6mbers.

- number of proceseorsle)eorbrs aesisted to meEt rcquirements

of end markst buyeo

- Projecn monitoring and evaluation reports.

- Company and stakeholder intervierys

- fficialstatistie

30

ANNEX 2

Tentative list of related support programmes and projects

lmplementation status

lnternational (ASl)

s*Adam

ROWG atLiberia; focus onpresent cocoa dan a9ro- Operational completion pla2022

nned for Jan 2022: closure June

Donor andlmplementing

*lnternational Finance Corporation

(rFc) Development Programme phase 2, covering:*agricultural

value chain development Qeference tostntegic briefs and busrness mdels on selectedsecforg i.e., cocoa, ice, hotiicufturc, cussaya,rubber); core focus on foltowing pnority secfor:rubber, oilpalm and cocoa.*trade

facilitation*enhancing

access to finance (SMEs) and collateralregistry

Advisory services relati ng to Li beria Private Sector

Note:*VC work includes *establishment of agriculture specificpublic-prlvate diatogue (ppD) ptatforms- (in this r"-g;;already consultations held with EU; AfDB, WB)*lFC investment (Wenco) supporting input supplies for localfarmers in exchange for buying back coca*diagnostic of abandoned government farms (estates) _cocoa; oil palm; rubber; horticulture, rice

Planned operational closure December 2023

*Mercy Corps PROSPECT 1 - III,Partnerships for Econom

Promoting Sustainableic Transformation

Focus on*Bong,

Nimba and Montserrado Counties*skills

developrnent and vouth employment and

PROSP nnedaIV the ofpl by atEmbassy Sweden; mrnguto Mse DS approach

*UNIDOand Training Ongoing

TEconomic ransformation Project RETRAP)(

covertoplanned

value chains: cassava rubber and

Launched in May (?) 2021Ministry of Agriculture (loan)

WB

*creation of Agro-Poles (Growth potes in three No information on duration

Technical Vocational Education(TVET)

3r

*components: (1) lmproving the enablingenvironment for agribusineis (incl. puHilagribusiness services; value chain coordination and

*covering 10 out ofthe totalof 15 Counties

R&D;public-private dialogue Enhanci(2) ngandcompetitiveness market thaccess rough

alliancesproductive (3) nda roadAgri-market ing

MoA to lnclusive Gror,nthSupport mill ion($ao (partiallyloan l.partially grant), a. ofreformincluding, agro

marketsnputs and com tnproduction petitivenessIture

No information on duration

EU+ Dutch fundi 5 millionof chain four to2023EU Cassava on durationNo

ProgrammeEU Agricultural Focus on increasing and value additionproductionfrom

No information on duration

Welthungerhitfe;Worldwide and ZOA)

by

Concern

SPARK (implemented ocusedF smallin holder farmers cassavaneapple nes;p plata morenga legumes) covering

skillsentrepreneursh education,rp training,business access finance

No information on duration

Team Europe initiatives *lnvesting in Young srnesses in

(focus on*s

Africa'sforupport termlong- growthSME

new initiatives announced In 1202 betoMay dentified watis Liberifor tn hienvisaged context

AfDBFund for Afica Private SectorAssistance

Scaling up the participation SMEs in secondarywood

no information on duration

Cooperation Trust Fund (source offunding)

AfDB Economic

assessments/advice focused onValue chain analysis (selection

Development of Agricultural

not specified)*Climate smart to rubberagriculture (reference

Chains:

a and horticulture

seemingly starting in 2021

UNDP

UNDP/Ministry of Commerce andcollaboration with

Livelihood and EmploymentFocus on

reation project Launched in May 1

5 durafion

32

of Agriculture, Youth andSports, Gender, Children andSocial Protection, and theEnvironmental Protection AgencyFunded by UNDO with supportfrom UNHCR, Denmark,Luxemburg, Nonray, Korea,

and

Ministries *7Counties Bassand(Gra Grand MouCape nt;

Grand Gedeh; Lofa; baNim SiMontserrado; noe)un ruraltn

*addressingareasemployment (women;

s withyouth disa bilities skillshperson througtechnicaldevelopment, toadvice food production

buslness servdevelopment rces,strengthening ofaccess to finance

usUSAID

*improvement of private sector ena

Market driven nclusive includigrowth obngsucreation pported Couthrough ntry Development

012 9-24Cooperation a.Strategy coveringof commercial sector

*strengtheningagricultural

for women andespecially youth

bling business

Strategy covers the period 2019-2024

Millennium Challenge Corporationo land tenure transformationr energy (electrical power) access

Support to

o climate smart

No information on duration

UK

lnvestmentIFAD

to cocoa smallholder producers*modernization

of farming*increase

of production

Support

of rnarket access

No information on duration

AOMin of statistics and No on

Marine fisheries No information durationMinistry of Agriculture bling environment responsible investment inEna

Itureon durationNo

tLoTogether with FAO and WFP (UNPeacebuilding Fund)

rolethe of inStrengtheni ng conflictyouth reducingthe of ruralthrough tnprornotion employment

conflict sarea

No information on duration

33

IDH Nethe Denma andSustainable Trade I Support in field of

*value chain development

*land use*rice

Regarding cocoa sector:*cooperation with large international cocoa buyer(Theobrorna)*aiming to support sustainable cocoa production,forest protection and restoration

The

"lTC and CBI (parallel regionalprogrammes - Mano River ValueChain Development of Cocoa (incontext of NTF lV - Dutch TrustFund/lTC)

Cocoa Value Chain Analysissurvey and assessment; cooperatives survey;lnstitutional capacity including market orientation(with participation of I-ACRA/LNIC) to ChocoaTrade Fair (2018 and 2019 editions); one-to-one

8), Exporters

of cocoacoaching cooperativeVexportersfacilitation of market linkages; agreforestry pilotintervention

ongorng

34

a

ANNEX lll. lnception Phase Budgets

Budget structure and official financial report certified by UNIDO financial services will be subrmitted

and will provide information on the expenditures per output and budget line,

Outeome IStakeholders and donor validate programme document

BL 11

BL 15

BL16.BL 17

BL21

BL 30

BL 35

BL 43

BL 45

BL 51

Sub-total

International experts

Project Travel / Consultant

StaffTravel/ Staff

NationalExperts

Sub-contracts

Localtrainings

lnternational Gonferences

Facilities

Equipment

Miscellaneous

BL11 lnternationalexperts

FL 15 Project Travel/ Consultant

BL 16 Staff Travel/ Staff

BL 17 National Experts

BL 21 Sub-contracts

BL 30 Localtrainings

BL35 lnternationalConferences

BL 43 Facilities

BL 45 Equipment

BL 51 Miscellaneous

Sub-tolal

Outcome I TotalOutcome 2

159 750

31 000

50 000

50 000

40 500

3 900

335 150

4 000

5 500

3 000

25 000

2 500

40 000

375 150

Stakeholders of the cocoa and vegetable's value chains ensurehigher sustainability of GROW Liberia programme results

I e The Programme and lnceptibn budgets are presented in EUR with the EUR 1 : SEK 10.1433 exchar€e rale of the European Central Bank on

14.04.2021

ll lilrt{ rl 'l ii !r {l .,a, l,r' i r'l:,ir ltr, r li, ,i I ,1 , l,l,i

i'tt1i tg1;

i rri ,rl

/F

3s

r. /itilrli,I,rt {,, t,t

r[1r1 ll',q,i Jil, ,i

BL 11

BL 15

BL 16

BL 17

BL 21

BL 30

BL 35

BL 43

BL 45

BL 51

Sub-totral

Intemational expeds

Project Travel / Consultant

StaffTravel/ Staff

NationalExperts

Sub-contracts

Localtrainings

lnternational Conferences

Facilities

Equipment

Miscellaneous

19 000

8 000

25 000

18 000

I 000

6 000

84 000

16.000

6 000

19 000

13 000

6 000

6 000

66 000

150.000

,.1i1 i,y.t,:" '.,t'lll I; l,t "i 'ii.t:lr "/.ili{ .,rri.rj, :i',,1 1

BL 11 lntemational experts

BL 15 ProjectTravel/ Consultant

BL 16 Staff Tnavel / Staff

BL 17 National Experts

BL21 Sub-contracts

BL 30 Localtrainings

BL 35 lntemational Conferences

BL 43 Facilities

BL 45 Equipment

BL 51 Miscellaneous

Sub-total

Outcome 2 Total

r. )t

BL I1

BL 15

BL 16

BL 17

BL 21

BL 30

BL 35

BL 43

BL 45

BL 51

Sub-total

lntemational experts

Project Travel / Consultant

StaffTravel/ Staff

NationalExperts

Sub-contracts

Localtrainings

lnternational Conferences

Facilities

Equipment

Miscellaneous

Totat (excl. 1.3% support eostsJ

Supporting casts (13%)

107 376.50

4 000

10 000

44 400

34 000

10.000

10 000

219776.50

7{p.,925.50

96,840,32

TOJAL (incl. 13% support cost9

36

u?765,02

ANNEX lV. Project Structure'

Tentative project structure for the preparatory Assistance (pA) is presented below

(t) Ag,icutntrdt

&nno{i,tstf(NJfrcUtuirottlffi,

Milk€t Sy3tcmanrfdr(MsAl

Project Marwemem(Momovltf

(t)MsDaA?'''

Ptqmrnm"Ofrffi

Flnrlizatlon ofPrognmmc Documcnt

(Nl Connunlcottq/t & Wibi, w

(,) Ptojc<t

Group

PrW*bnqd.PtokctAssuiote.

F\NR,Pr0r]utxm.nt& Hn'

Conrolidation of reruttr torcocoel

Crcss-atttlng

(t)

(l) Envimnmtond

NlS,td,l€5',dvllp.ts.(t) Agticuttvmt e4wrcnlsb

Gonsolidtlon of rcsulb forVegcteblcsl

LJ\i1,.;.1 ilL:lrrtlJ..,t ()l

I Project Fundod

' Non-pmject funded(ll lntornstional

{N} NationalI lniliallnvolErnent ofAgdcuhural Economlsts lnyohred lnMSAto abo reviery the statusquo

37