okologi.dk · Web viewDeputy first secretary Juma Ali Juma in the MANR on the meeting in August 2014 pointed out that the ministry would strongly support a project focusing on market

1. Cover page

THE CIVIL SOCIETY FUNDMAJOR DEVELOPMENT PROJECT or phased projects (budget between DKK 500,000 and 5 million)Project title: Empowerment of small holder farmer families through stronger civil

society organisations, advocacy and market access in ZanzibarDanish applicant organisation: Organic Denmark (OD)

Other Danish partner(s), if any:

Local partner organisation(s): Umoja wa Wakulima wa Bogamboga Namatunda Zanzibar (UWAMWIMA) Association of Vegetable and Fruit growers of Zanzibar

Tanzania Organic Agriculture Movement (TOAM)Country(-ies): Tanzania Country’s GDI per capita:

930 US$ (WB 2014)Project commencement date:

1st January 2016Project completion date:31th December 2018

Number of months:36

Contact person for the project: Per RasmussenEmail address: [email protected] requested from the Civil Society Fund: 2.478.180 DKK

Annual cost level:826.060 DKK

Is this a re-submission?[ x ] No[ ] Yes, previous date of application:Is this a:[ ] A. New project?[ x ] B. A project in extension of another project previously supported (by the Civil Society Fund or others)? [ ] C. An intervention conceived from the outset as divided into several project phases, of which this phase is number [ ] out of [ ]? Note that section F must be filled in too in the case of phased projectsDo you want a response letter in (choose one):[ ] Danish or[x ] English?Synthesis (maximum 10 lines – must be written in Danish, even if the rest of the application is in English)Med udgangen af 2018 har projektet som mål ved en produktionsstigning på 30 % at forbedre fødevaresikkerheden for 6000 personer, der er medlem af en af i alt 50 Farmer Family Groups(FFLG) organiseret i producentorganisationen UWAMWIMA i 10 distrikter på Zanzibar. 50 facilitatorer uddannet af projektet bliver træner medlemmerne i at organisere sig i FFLG, dyrke økologisk jordbrug og sikre sig markedsadgang. Med udgangen af 2018 har projektet styrket fortalervirksomhedskapaciteten hos FFLG-medlemmerne så mindst 10 FFLG har fået boret brønde eller forbedret adgangsvejene med støtte fra deres distrikt. UWAMWIMAs kapacitet til at fremme økologisk jordbrug overfor regeringssystemet herunder særligt Landbrugsministeriet på Zanzibar er styrket. For eksempel er UWAMWIMA en anerkendt høringspart i landbrugsspørgsmål og økologi en del af curriculum på KATI. Organisatorisk er UWAMWIMA’s i 2018 styrket og afholder bl.a. årlige generalforsamlinger, opkræver medlemsgebyrer og har strømlignet organisationen.

Date Person responsible (signature)

Place Person responsible and position (block letters)

THE CIVIL SOCIETY FUND – Major development project (DKK 500,000 to 5 million), rev. January 2015 0

2. Application textAbbreviations

OA Organic AgricultureASSP Agricultural Sector Support Programme CEO Chief Executive OfficerCCM Chama cha Mapinduzi – the Party of the Revolution CUP Civic United FrontCUSO Canadian University Service OverseasDADO District Agriculture Development OfficersDKK Danish kronerFAO Food and Agriculture OrganisationFFLG Farmer Family Learning GroupFFS Farmer Field School FG Farmer GroupFiBL Forschungsinstitut für biologischen LandbauGA General AssemblyGoZ Government of ZanzibarICS project International Community ServicesIFAD The International Fund for Agricultural DevelopmentIFOAM International Federation of Organic Agriculture MovementsKATI Kizimbani Agricultural Training Institute KIHATA Association for Organic Agriculture ExtensionKOAN Kenya Organic Agriculture MovementMANR Ministry of Agriculture and Natural ResourcesMoU Memorandum of UnderstandingNOGAMU National Organic Agriculture Movement of UgandaOD Organic DenmarkPAC Project Advisory Committee PIRO Pemba Island Relief OrganizationRADO Regional Agriculture Development OfficersSATNET Sustainable Agriculture NetworkSAT Sustainable Agricultural TrainingSeMaFaCo Seed, Farmer, Market and Consumer ProgramSUA Sokoine University of Agriculture TOAM Tanzania Organic Agriculture MovementTZS Tanzania ShillingsUNCTAD United Nations Conference on Trade and DevelopmenUNEP United Nations Environment ProgrammeUSAid United States Agency for International DevelopmentUWAMWIMA Umoja wa Wakulima na Wavuvi Magharibi ZanzibarVSO Volunteer Service OverseasZAFFIDE Zanzibar Association of Farmers and Fishers Development ZEST Zanzibar Enterprise ad Sustainable Tourism


A. THE PARTNERS

A.1 The Danish organisation

Organic Denmark (OD) was founded in 1981, but has its roots back to the organic movements of the 70s. The mission of OD is to support the development of organic agriculture in local, national and international contexts, and our vision is to unite, cooperate and develop all parts of the organic foodchain. OD is involved in all steps, from primary organic agricultural production, processing of organic produce, consumers, marketing, research, teaching and supporting extension staff in organic agriculture.

The objective of OD is based on 4 ethic principles as mentioned below: Principle of Health: organic agriculture should sustain and enhance the health of soil, plant, animal, human and planet as one and indivisible. Principle of Ecology: organic agriculture should be based on living ecological systems and cycles, work with them, emulate them and help sustain them. Principle of Fairness: organic agriculture should build on relationships that ensure fairness with regard to the common environment and life opportunities.Principle of Care: organic agriculture should be managed in a precautionary and responsible manner to protect the health and well-being of current and future generations and the environment.

The number of members in OD is presently 4339. The members cover a wide range of occupations, but all with a common interest of organic agriculture and can be claimed to have a broad and deep public foundation including 878 organic farmers, with farms spanning from a few to more than 1000 ha. All kinds of organic farming are represented: horticulture, fruit, cereals for human consumption and animal fodder, fodder production for roughage. Animal production, milk, eggs, pigs, cattle, chicken, sheep and goats. 227 traders, marketing firms and others engaged in commercial organic activities. Again the sizes vary considerably from small farm shops to wholesale dealers with thousands of items, to major international companies like Arla Foods. 3234 other members interested in supporting the organic movement in Denmark. The background of these members is broad, ranging from conscious consumers, consultants, scientists and students.The annual General Assembly (GA) of OD is the highest authority. A committee (Board) and a chairman are elected and have executive powers on behalf of the GA. (In annex G the organizational structure of OD is outlined.)

‘Global Organic Network’ was established in 2007 by members of the organization with broad spectrum of experience in development work. The Network consists of members who have a keen interest and knowledge of global organic agriculture, and who all felt the need to emphasize the organic approach to agriculture in a worldwide perspective. The Network represents people with practical experience with project implementation in the Global South, as well as scientists with international experience from Eastern Europe and developing countries. The Global Organic Committee is elected by and among members of OD/Global Organic Network to act on their behalf. The OD secretariat employs 60 staff that is involved in advocacy, agricultural extension, marketing, information dissemination and media contact. The organization has its own magazine that is published twice a month. With three projects in Uganda and one in Zanzibar focusing on the establishment and support of FFLGs through marketing and advocacy, OD has gained both competence and experience in project planning and management during the last years, as well as a wide network of partners in East Africa. OD therefore has sufficient capacity to implement the envisaged partnership and project with UWAMWIMA and TOAM.

A.3 The local organisation

The project will be implemented in a partnership with the organic vegetables and fruit growers association in Zanzibar called UWAMWIMA as the implementing partner. UWAMWIMA is a member of TOAM. The later will support the project on an advisory basis, closely monitor the process and in all ways facilitate the process of the project.

UWAMWIMAUWAMWIMA was formed in 2003 by 15 small scale vegetables growers in the district called Zanzibar West and got its legal status in 2005. Today UWAMWIMA has grown to 2500 members. The members are organized into what is called farmer groups. 67 % of the members are women. This is also reflected in the executive board, where the Chair is a women and the majority of members are women. The organization


today has a small office and a storage facility that was built with the support of VSO behind the Anglian Cathedral in Stone Town in Zanzibar city. These facilities are used for board and members meetings in UWAMWIMA and in the marketing activities of the vegetable and fruits produce of the members.

Objectives, approach and plansThe objectives of UWAMWIMA are

To learn improved production practices by using different methodologies which can improve quality and quantity of the product

Provision of different training to the members of the association for the purpose of empower them and build their confidence

To minimize the use of Agro-Chemical and encourage using the local available materials to reduce the cost of production and increase profit, also to produce healthy food to consumer.

UWAMWIMA's vision points at the development of an active, profitable, and sustainable agricultural sector in which producers throughout the Zanzibar Archipelago have reliable access to agricultural inputs, financing, advanced agronomy training, and current market information and access. Their mission is to be a farmers’ association working to promote the sustainable production and marketing of organic agricultural products in the Zanzibar Archipelago by working directly with and for smallholder farmers. The core values are pointing at the areas of quality control, safety, customer/member/partner service and team work, organic production methods, market reliability, and integrity.

The association emphasizes that organic agriculture is the approach that it applies when it comes to addressing food security and income generation for the members. The reasons for choosing organic agriculture are that many farmers have experienced that they themselves, children or customers have become sick from consuming vegetables and fruits contaminated by pesticides. At the same time the cost of buying fertilizer and pesticides are often not within economical reach of the small holder subsistence farmers. UWAMWIMA has until recently had its stronghold in the Zanzibar West district and has spread from there to the remaining part of the island of Unguja. For the future the plan UWAMWIMA is to increase development of farmer groups on the island of Pemba as well. The UWAMWIMA executive board sees the FFLG-approach introduced through the previous project as an approach that strengthen the capacity of the already established groups and motivate the development of more farmer groups.

Farmer groupsThe farmer groups form the basis for UWAMWIMA. In each of the groups one or two farmers have been trained to be the extension worker for the group. The groups meet between once a week to once a month according to their constitution. Most of the groups have a farmer plot (demonstration plot) where they cultivate and sell vegetables on a group basis. Depending on the group the farmer plot are between 1,5 acre and 3 acres. Some farmer groups have also developed a saving and credit association within the group. The farmer groups have between 15 and 30 members.

UWAMWIMA is still in the process of developing a strong organizational structure but great improvements have been achieved during the short life span of the organization. Until 2014 when the first general assembly was held the organization had an informal structure. But after enrolling a growing number of members it was realized that a more formalized structure was needed. Supported by USAID and other donors a process to develop the organization was initiated. The result is that UWAMWIMA today is organized into 19 zones. Each of the zones has a zonal committee that sends representatives for the annual member council meeting. At the general assembly a board of delegates and an executive committee were elected among the farmer members. The board of delegates consists of 7 farmer members and some management staff of which 4 are women. From the board of delegates an executive board was elected. The executive board has 5 members that are all farmers. It is headed by the chairwoman Ms. Hamida Rajab Jecha. (See Annex H for current members of the executive board). The secretariat/office that services the organization currently has 7 staff members including a Project Coordinator, 2 Field officers, supply officer, marketing officer, an accountant and a computer specialist. The challenge that UWAMWIMA faces is to continue the development of the organization into a mature democratic member driven association, where roles and responsibilities are well described and functioning.


UWAMWIMA has in the last 10 years implemented a number of projects supported both by international NGO’s and government agencies. The association also has a close cooperation with the MANR and receives some support from the ministry.

TOAMTanzania Organic Agriculture Movement (TOAM) is a member-based umbrella association registered in June 2005 under the NGO Act of 2002. The organization was established following the need to provide coordination and facilitation to organic sector stakeholders in the whole of Tanzania. There are 115 subscribed institutional members that include farmer associations and cooperatives, NGOs and FBOs, organic operators, researchers and trainers. TOAM aims to provide coordination and facilitation to organic sector stakeholders in the whole of Tanzania.

The Vision of TOAM states that “TOAM envisions a vibrant, sustainable and mutually beneficial organic sector in Tanzania” while the mission is “TOAM is an umbrella organisation that coordinates and promotes, through networking and information dissemination, the development of the organic farming sector among organic producers for sustainable livelihoods in Tanzania.”

Project alignment to TOAM Strategic PlanThe project is in line with the TOAM Strategic Plan 2010-2015. The proposed project will support the institutional strengthening of TOAM and its member associations and contribute to the fulfilment of the four out of the five focus areas for TOAM:

Awareness raising with public and consumers Capacity building of producers, processors, members, board and staff Lobbying and advocacy for policy and support programmes Value chains strengthened to increase access to both domestic and international markets

TOAM has extensive experience in the fields of organising and training small holder farmers in organic agriculture, project monitoring, project financial management and fund raising for the development of organic agriculture in Tanzania.

A.4 The cooperative relationship and its prospects

Both TOAM and Organic Denmark (OD) are members of the International Federation of Organic Agriculture Movements (IFOAM) and have been in contact since 2008, when the Chair of the Global Organic Committee of OD Bjarne Larsen met with Jordan Gama the Chief Executive Officer of TOAM in Dar es Salaam to discuss issues of common interest for the two partner associations.

From 2008 through to 2011, there were regular meetings on how TOAM and OD could partner for the benefit of the development of the organic sector in Tanzania and Zanzibar. The conclusion of the communication was that the partners joined forces to introduce the FFLG approach in Tanzania in order to improve the livelihood of small holder organic farmers. In 2011 facilitated by TOAM UWAMWIMA and OD met in Nairobi during the East African conference on Organic Ecological Agriculture and started communicating about the perspectives of developing a partnership project . After a TOAM and OD visit to UWAMWIMA in Zanzibar In March 2012 that led to a joint draft project proposal on introduction of organic FFLGs in Zanzibar; an appraisal mission to Zanzibar took place in May 2012 with staff from the three partner organisations. Following the appraisal mission the project proposal was completed and forwarded to CISU. Apart from the partners implementing the FFLG project in Zanzibar, the partners have also cooperated on linking the Danish wholesale company Grøn Fokus to the organic sector in Tanzania through a fact finding missing funded by Danida Business Partnership. TOAM and OD have also been partnering with KOAN and NOGAMU in Kenya and Uganda in the development of the Enhancing the Access to the Organic Markets in East Africa (ECOMEA) project that was implemented from 2013 to 2015. Due to the successful introduction of the FFLG approach in Zanzibar TOAM has started implementing the FFLG approach in a few farmer groups in Mtwara in Southern Tanzania. Currently OD and TOAM are discussing to develop a proposal for an organic FFLG project in Mtwara.

The proposed proposal will enhance the knowledge and experience base of the partnership since it will among other objectives focus on how to facilitate small holder farmers access to the market and also support UWAMWIMA in a participatory organisational development process. These experiences will benefit


UWAMWIMA and the small holder in Zanzibar but also add to the capacity of the partnership. For TOAM the issue of market access for small holder farmers is a key issue, since the majority of small holder farmers in Tanzania face similar problems as the ones in Zanzibar and in that context the Zanzibar experiences will be useful. Also the organisational development capacity of TOAM will be enhanced through the proposed project for the benefit of TOAM member organisations.

The partnership will establish a profound foundation for the development of more joint activities and will contribute to poverty alleviation, civil society development and environmentally sustainable farming practices based on the principles of organic agriculture. OD is one of the most successful organic associations in the world, and our collected experiences from the development of organic agriculture in Denmark, is of great value to TOAM, and the development of the organic sector in Tanzania and Zanzibar. OD is one of the leading organic associations in the world, when it comes to organisational development, consumer awareness and market access for organic products.

UWAMWIMA and OD share a joint interest in developing organic farming methods for the benefit of smallholders, and providing evidence that organic agriculture is an approach that supports and increases the food security of smallholders But at long term is a much more prosperous and resilient alternative than conventional farming. Building a farmer association with a strong advocacy capacity is an on-going challenge for both associations. For UWAMWIMA the concern is that organic agriculture is still not officially recognised as a potential answer to food insecurity, even though the Government of Zanzibar is positive towards the approach. The proposed project will raise UWAMWIMA’s profile as a civil society organisation advocating the interests of the small organic farmers and developing market access for them as well. For OD the issue is to advocate for organic agriculture not only as a sustainable approach in the rich countries, but also to create political awareness about the fact that Danish development aid with success, can address issues such as food insecurity, climate change, soil erosion and resilience by supporting organic agriculture for smallholders in developing countries. For OD is has significant importance to document towards both the political system and the wider public in Denmark that success of organic agriculture is not restricted to the more wealthy societies on the Northern hemisphere but is also a road to pursue for small holder farmers when it comes to food security, climate mitigation and resilience.

B. PROJECT ANALYSIS

B.1 How has the project been prepared?

The dialogue about this project has been going on for the last year among the partners from TOAM, UWAMWIMA and OD during the implementation of the first joint project. The focus on food security at household level through the development of FFLG in the previous project has for the farmer families involved had a positive impact. It has also come out clearly that the food security of the farmer families is closely linked to their capacity to generate income through marketing of their products.

Already at the first FFLG facilitator training in November 2013 the participants raised the issue of how they could raise into income generating through the FFLGs. The issue was discussed and examples from Uganda were provided on how the FFLGs can be instrumental in joint selling activities and marketing of farmers products both through developing a collecting point at village level where middlemen buy larger volumes from the FFLGs and also on how to organize joint selling in the local weekly markets . During the second FFLG facilitator training in March 2014 the topic of record keeping at house hold and FFLG level was very well received by the participants. They linked the issue of record keeping of cost, yields, consumption and selling of field crops to the issue of how the farmers can get access to the market. Some of the FFLGs have since been successful in bulking products and selling them to middlemen resulting in higher prices. While other FFLGs have been able to transport their products to the UWAMWIMA market stand in Stone Town, Unguja.

During the semi-annual meetings between the project partners and MANR the ministry has encouraged the development of a new project building on the experiences of the previous intervention. From the point of view of MANR the challenge of food security and self-sufficiency is interlinked. With 40% of all vegetables consumed in Zanzibar imported from mainland Tanzania and abroad. Focus on the market access for small holder farmers products has high priority in the MANR strategic plan. Deputy first secretary Juma Ali Juma in the MANR on the meeting in August 2014 pointed out that the ministry would strongly support a project


focusing on market access for small holder farmers, since small holders hold the highest production potential in Zanzibar and their market access will contribute to the national aim of self-reliance.

An ongoing project development process at meetings and via e-mail and Skype has been conducted among the three partner associations during the last year. At a project steering committee meeting in Zanzibar in September 2014 the framework for a new proposal and was discussed among the partner organisations and an action plan was developed with the aim of submitting the project proposal to CISU in April, 2015. In January 2015 the process to develop TOR and identify a Tanzanian consultant for the evaluation was initiated via e-mail alongside the development of a draft project proposal. The process of identifying a consultant was more time consuming than expected leading to a delay in the evaluation, which took place in April 2015. In February 2015 a first draft for the project proposal was exchanged and discussed among the partners on Skype and e-mail. In March a CISU advisory meeting was held and resulted in the decision to delay the submission of a project proposal to CISU until the evaluation report was completed. In June Noel Kwai from TOAM and Per Rasmussen from Organic Denmark met to discuss the evaluation report. Based on the findings and recommendations of the draft evaluation report the project objectives and outputs were reviewed and reformulated.

Summary and reflection on the findings of the evaluation report The evaluation report1 of the FFLG Zanzibar-project highlights a number of strengths and challenges that among others forms the basis for this proposal.

1) The organization of farmers into 25 well-functioning FFLGs has had significant positive impact on the livelihood of the involved farmer families. They have experienced increased income and a significant reduction in the number of months of food shortage. The reduction is between 1 and 4 months of food shortage. Also farmers have experienced an increase between 60 and 100 % in the production of vegetables per acre and among farmers the view is that organic agriculture generally provides higher yields than conventional.

2) The present knowledge of organic agriculture among the FFLG members is a limitation to fulfil the potential improvement in livelihood among the FFLGs. Issues like integrating livestock and poultry in the farm production, crop planning and record keeping alongside farming techniques and seed multiplication are issues that need improvement. Since organic agriculture techniques have become popular among small holder farmers the demand for manure has increased the prices.

3) Even though the knowledge about organic agriculture is limited among FFLG members some organic agriculture techniques are spreading to other farmers in the local community. Members of the FFLGs have been offered paddy land for free hiring for organic vegetables production due to the fact that the owners experience higher rice yields after organic vegetables production. Also farmers have experienced a reduction in skin diseases after converting into organic agriculture and abandoning pesticides.

4) For farmers a key priority is to get access to markets. Today most farmers sell locally and through middlemen while a few is selling through UWAMWIMA. During the project a number of FFLGs have taken a first step and ventured into some joint marketing activities but they have little or no knowledge about how to market their produce or how to access markets to get a higher price. Also the development of local organic certification should be seen as a way forward when it comes to overcoming market barriers.

5) The formation of FFLGs have led to increased social capital among the members e.g. in the form of joint marketing activities and mutual assistance in case of illness. Women in the FFLGs have gained more self-confidence when it comes to raising their voices and approach local authorities.

6) When it comes to advocacy the level of knowledge and understanding in UWAMWIMA and FFLGs is still low. A positive result was reached when MANR, UWAMWIMA and TOAM signed a MOU on cooperation for the advancement of OA in Zanzibar, but an advocacy strategy for advancement of OA in Zanzibar was not as anticipated formulated by UWAMWIMA and also only few meetings between FFLGS and local authorities very conducted.

7) The evaluation recommends that the intervention area and number of FFLGs are scaled up for the farmers to be able address the market needs for organic vegetables. In order for the FFLGs to bulk the volumes of vegetables that customers e.g. hotel chains or middlemen requests the supply of produce must

1 Biria, D.S.(2015) Evaluation report of the project Titled ”Improved Food Security Through Introduction of FFLGs in Organic Agriculture in Zanzibar”.UWAMWIMA, TOAM and OD.


be increased. By increasing the number of FFLGs and prioritize which types of vegetables grown in the FFLG the access for farmers to markets will be improved.

Partner learnings and reflections on the project implementationApart from the findings of the evaluation report a number of other key learning points from the implementation of the previous project should be mentioned.

When it comes to the FFLG groups, the issue of implementing rotational visits (on farm visits) as an integrated process in the FFLGs initially was a challenge. To open up your farm to other members in the FFLG is a barrier hard to overcome, since it is not part of the culture to open up your farm to strangers.

The rotational visits among FFLG members particularly took off after the entire group of FFLG facilitators on their study visit to the annual Nane Nane National Agricultural Exhibition in Morogoro visited farmer groups from the partner organization Sustainable Agricultural Training (SAT) where farm visits very part of the activities. After overcoming this barrier the majority of farmers are very satisfied to learn from each other through on farm visits and have experienced significant increase in the social capital in the FFLGs significantly. Visiting similar farmers facing the same challenges was a great inspiration for the FFLGs both when it comes to governance of the FFLG and the organic farming practice and methodology.

Exchange visits among the external FFLG facilitators surfaced as another very important learning situation. Both the exposure to different organic farming technics and the role of the facilitators experienced were inspirational for the external facilitators. After some time the external facilitators realized the learning potential of the exchange visits and began and continued to organize exchange visits among themselves without the assistance of project officer.

Training driven by the demand from the FFLGs has been realized as very effective and motivating method during the project. E.g. a two days training in banana cultivation in combination with an FFLG facilitator meeting had great impact in a large number of the FFLGs on how bananas were cultivated. Also training in organic herbal based pesticides had a very positive reception among the FFLG facilitators and the members of the FFLGs, just as the introduction of nitrogen fixation legumes. The key learning from this experience is that demand driven training is an important method to meet the needs of the farmers as they experience them.

Since the FFLGs have been established UWAMWIMA has facilitated training opportunities from other NGOs for FFLGs facilitators and some members. The training activities have included field visits organized by African Development Fund project on production technics and group management. Two of the FFLGs also hosted field visits. Three FFLGs have participated in training in record keeping, saving and credit and technics on fruit and vegetables production organized by VSO (Volunteer Service Overseas) project under ICS project (International Community Services). Four FFLGs have been part of the SeMaFaCo Program (Seed, Farmer, Market and Consumer) focusing on sweet potatoes and banana production. When farmers are organized into FFLGs the access to other NGO’s capacity building activities are improved.

One learning point that was realized by all three partner associations during the project implementation was that the FFLGs need to understand more clearly the role of UWAMWIMA when it comes to advocating and marketing and realize benefits from being members. Benefits are e.g. access to agricultural training, support for local advocacy and assistance for marketing. Today UWAMWIMA is already assisting some farmers on these issues, but with new members coming in the need is rising. UWAMWIMA has been growing from comprising a few vegetable growers in two districts to have more than 2500 member in all ten districts in Zanzibar. That development has put pressure on the limited resources of UWAMWIMA and there is a general need to upgrade the capacity of UWAMWIMA executive board and staff to meet the challenges. Also the democratic structure and membership communication are issues that need to be upgraded to integrate the FFLG members into UWAMWIMA. To continue the positive development in UWAMWIMA the secretariat needs capacity building in the subjects of project management and monitoring, organizational management, book keeping and accounting, advocacy and organic agriculture.

B.2 In what context is the project placed?

When it comes to organic agriculture in developing countries is a common misconception that organic farming is a luxury, affordable only in rich western countries. Current research has made it clear that organic farming especially by smallholders can deliver the increased yields which were thought to be the preserve of


conventional industrial farming. More intense organic farming, conscious use of crop rotation and manure is much less capital intensive and more resilient than conventional farming without the environmental and social damage of the latter. Organic farming does not develop dependency of the use of pesticides which causes problems of health and economy in mange places. An analysis2 of 114 projects in 24 African countries found that yields had more than doubled where organic, or near-organic practices had been used. The increase in yield jumped to 128 per cent in East Africa.

Organic production has the potential to produce sufficient food of a high quality3. It contributes to poverty alleviation and food security by a combination of many features, most notably by:

Increasing yields in low-input area Conserving biodiversity and nature resources on the farm and in the surrounding area Increasing income and/or reducing costs Being sustainable in the long term Producing safe and varied food. Empowering the local civil society through development of farmer groups

It is important to underline that conscious use of agro-ecological methods and practices requires knowledge and skills, and is not just a simple continuation of traditional agricultural methods, although many traditional agricultural practices can be incorporated into agro-ecological systems of agriculture.

Organic agriculture in TanzaniaAccording to FiBL4 in 2015 totally, 186.537 ha of farmland in Tanzania was certified as organic, making Tanzania the second largest producer of organic foodstuff in Africa. Certified organic agriculture in Tanzania is predominantly export-oriented, supported by development funding and aimed at improving incomes. There also exists a small but growing domestic market, particularly in the light of pesticide poisonings. In addition to a few dedicated outlets, several of the larger supermarket chains stock organic products. The large majority of organic customers are foreigners including expatriates and tourists, although there is also a market amongst the wealthy urban Tanzanian elite and middle classes, particularly for medical reasons5.

Organic agriculture policy in Tanzania and Zanzibar

For many years the Tanzanian Government paid little attention to the potential benefits of organic agriculture, but in recent years the attitude has changed somewhat. Tanzania included organic production in the Livestock Development policy of 2006, and in the on-going Agriculture Policy Review. These policy initiatives are yet to be translated into tangible programmes.

Zanzibar is a semi-autonomous part of Tanzania, and has its own government, and Ministry of Agriculture and Natural Ressources (MANR). In the Strategic Plan 2011-2014 for the Agricultural Sector6 the Government of Zanzibar has identified three priority goals for the agricultural sector and natural resources. These include ensuring basic food security, improving income levels and increasing export earnings. Among the key issues that the Strategic Plan high lights are weak extension and research services; low quality products; degradation of terrestrial natural resources; inefficiency Marketing Systems; low crop production and crop theft.

In the 2010-2015 strategy for growth and poverty reduction7 , organic agriculture is mentioned as one of the core strategies for pro-poor growth, and in the 2010-2020 vision for sustainable agriculture8 , the facilitation of organic farming and branding is recommended.

The general opinion is that the agricultural potential of farming in Zanzibar is far larger than the present crop production given that the above weaknesses are addressed and solutions found and implemented. Zanzibar is in the quite unique situation that government investments in the agricultural sector has been increased and

2 UNEP & UNCTAD (2008). Organic agriculture and food security in Africa. UNEP/UNCTAD.3 UNCTAD (2013). Wake up before it is too late – Make agriculture truly sustainable now for food security in a changing climate. UNCTAD4 FiBL (2015) The World of Organic Agriculture 2015. FiBL and IFOAM5 Bakewell-Stone (2006). Sustaining livelihoods through organic agriculture in Tanzania – A signpost for the future. NMBU.6 MANR (2011). Agricultural sector strategic plan 2011-2014. MANR.7 RGoZ (2010). Zanzibar strategy for growth and reduction of poverty 2010-2015 (MKUZA II). RGoZ.8 RGoZ (2010). Zanzibar agricultural transformation for sustainable development 2010-2020 (ATI). RGoZ.


has now reached just around 10 % of the public spending. The high priority of agriculture is a result of priorities of the current president of Zanzibar Ali Mohamed Shein who has been in power since 2010. As a part of the focus on agriculture the MANR is in the process of developing a new agricultural policy.

Zanzibar Zanzibar is an archipelago east of the coast of mainland. Zanzibar includes the islands Unguja and Pemba and a number of smaller islands with an area of 2,461 km2. The inhabitants are predominantly of Bantu and Arab origin. More than 95 % of the population is Muslim, with the remaining part are Christians. In 2002 at the last census the population was 984,625. With a high annual growth rate of 3.1% the population is has exceeded 1 million and is still increasing. Zanzibar City, capital and largest city, is located on the west coast of Unguja. Official languages are Kiswahili, English and Arabic, but especially the Zanzibar city is home to a large number of Indians.

Approximately 70% of the population is located in a rural or semi-urban setting. Zanzibar has in place a relatively high standard of primary health care, but despite this, infant mortality is still 83 in 1.000 live births, and it is estimated that malnutrition affects one in three of the islands’ people. Compared to Tanzania mainland, the incidence of HIV/AIDS is considerably less (0.6% of the population, against the national average of around 8%). Life expectancy at birth is only 48 years.9

History and politicsIn 1963 Zanzibar peacefully gained independence from Britain, but the elected Arab dominated government was toppled only one month later. During the riots that led to the change of power thousands of mainly Arab origin was killed and many more fled the country. Three months later in 1964 the new president Abeid Karume signed a declaration of unity with Tanganyika (mainland Tanzania) and the United Republic of Tanzania was a reality.

Until 1992, the Party of the Revolution (CCM) ruled the Republic of Tanzania. Under Julius Nyerere, president of Tanzania from independence until 1985, Tanzania was a one-party state, with Zanzibar having some degrees of self-governance. Political tension has followed after the first democratic elections in 1995, between supporters of the opposition party CUP based on the island of Pemba, and CCM based in Unguja. The elections in 2000 developed into violent clashes between CUP and the ruling party of CCM. Because of the conflict between CCM and CUP, the island of Pemba has been underdeveloped and seasonally closed to visitors. The formation of a government of national unity between Zanzibar's two leading parties succeeded in minimizing violence during the elections of 2010. Since 2012 a number of Christian churches in Zanzibar have been burned down during riots for Zanzibar independence.

Agricultural sector in ZanzibarThe clove, originating from the Moluccan Islands (today in Indonesia), was introduced in Zanzibar by the in the first half of the 19th century. Zanzibar was once the world's leading clove producer, but annual clove sales have plummeted by 80 % since the 1970s, due to increased competition and the failure of the government controlled pricing under the one party rule of CCM. Today, Zanzibar accounts for only 7 % of the world market for cloves. Other important export commodities are seaweed, fish and spices.

A major foreign currency generating activity in Zanzibar is tourism, but the tourism industry seems to have little impact on the livelihood for ordinary inhabitants of Zanzibar except for the increase in food prices that the demand from the tourism industry causes. Zanzibar is importing more than 40% of its food requirements when it comes to stable food such as rice, wheat and vegetables. A household budget survey of Zanzibar indicates that the incidence of basic needs poverty in Zanzibar is 49 per cent and 13 per cent of the population is living below the food poverty line.

All land on Zanzibar is officially owned by the government and the government has the right to distribute all land. Following the revolution in 1963, the land owned by major landlords was taken over by the government and 3 acres of land was distributed to each household. On top of that, the government also holds tracks of land that can be leased by farmers or others who will invest in production. Today most farmers have between 1 and 3 acres to produce the food. The small scale farmers on Zanzibar are mainly producing cassava, maize, sweet potato, bananas, some rain fed rice, vegetables and fruits.

The latest major intervention in the agricultural sector in Zanzibar was the Agricultural Sector Support Programme (ASSP) 2007-2013 funded by IFAD10. The programme had the objectives of empowering smallholder farmers and building the capacity of the agricultural service support system in training and

9 McIntyre (2006). Zanzibar. Pemba. Mafia. Guilf


research. The programme approach was the Farmer Field School (FFS) and a total of 720 FFS have been conducted. FFS were held in cassava, vegetables and animal husbandry, with each FFS lasting for 2 years. The programme has spilled over to include credit & savings and for some FFS also marketing. The programme primarily focused on providing agricultural training and only had weak impact on the development of consolidated groups that continue to exist after the actual FFS was terminated. UWAMWIMA also participated in the programme and some of the association’s farmer groups have received FFS –training.

Introduction to the Farmer Family Learning Group (FFLG) approachSince 2009 Organic Denmark has carried out one project in Zanzibar and three projects with partners in Uganda while using the FFLG-method as the primary tool of building capacity for change and development. Lessons learned tell that the FFLG-approach is more efficient than the traditional FFS-method focusing on the copying of demonstration plots. The FFLG-approach differs in the way that members of the group are not individuals but families or households and the learning in farming takes place at each farm. The role of the facilitator is different. In FFS the facilitator is a trainer whereas in FFLG the facilitator is a kind of guide and has to “facilitate” the collective process of mutual learning among the FFLG members. Members of the FFLG might be different in size and land but the experience of peer learning on own farm through identification of own problems and responding to solutions from the group members form the basis for a mutual learning process among members and increases social capital among them. The major advantage of this method is that the rotation principle means direct involvement, the group consultancy process creates responsibility and trust which increases the social capital among members. The FFLG method aims at developing groups who can grow to be self-reliant, defining their own needs and goals. As pointed out by the evaluation of the previous project UMAMWIMA had been working with the FFS-method and some skeptical attitude to the introduction of the FFLG-method meant that this process had a slow start. But as the FFLGs experienced positive, concrete results coming along with the FFLG-method the attitude changed and was replaced by a growing demand. For an overview of the similarities and differences see the table below

Farmer Family Learning Group (FFLG) Farmer Field School (FFS)

Learning site Rotational visits among members own farms One joint demonstration plotMembers Entire families (adults, youth and children) IndividualLearning approach Group-organised peer learning combined with

technical inputCurriculum and trainer centered learning

Learning methods On farm problem solving, role plays , field experience, instructions

Instructions, assignments, role plays , field experience

Fields of Learning Group governance, and management, communication, farming methods and topics of FFLGs own choice

Technical focus e.g. on rice or vegetable production

Point of departure for learning

Members own needs and challenges Curriculum developed

Length Group decision The production circle of a cropMembers experiences

Implement farming solutions on own farm, sustainable self-governing groups, increased social capital

In depth technical knowledge of the crop production in focus

Role of trainer/facilitator

Facilitator from local community guiding the members according to the need arising in the FFLG

Trainer teaching the curriculum

Opportunities Group sustainability after project, developing joint marketing

Developing joint marketing

Challenges Capacity of facilitator to act as a facilitator and not as a technical authority

The FFS groups tend to dissolve after the conclusion of the training

Adaption of farming methods

On the farm peer learning increases adoption of farming methods on own farm

Many members find it difficult to transfer the learning from the demonstration plot to own farm

Other issues Cost efficient, members experience less domestic violence, increasing youth interest in agriculture

The FFLG approach underlines the importance of capacity building of women and men, youth and elders. In the local rural context women carry out the majority of the farming activities but men use to have the main

10 IFAD (2013). Agricultural Services Support Programme (ASSP) & Agricultural Sector Development Programme-Livestock (ASDP-L) Zanzibar Sub-Programmes. IFAD


economic and decision power in the family. The project has identified the areas e.g. FFLG management where it is important to encourage women and assure their active participation in the learning processes as well as playing an important role in the organizational development of UMAMWIMA including the field of decision-making, leadership, economy and advocacy in the organic sector.

B.3 Problem analysis

Food insecurity Food insecurity and malnourishment is still the major challenge for the small scale farmer families in Zanzibar primarily among women and children and especially on the island of Pemba. Food security among the members of the FFLGs has improved through the previous project by introducing agro-ecological farming methods. According to the evaluation report11 by the 30th of August, 60% of the 3000 family members of the FFLGs in the previous project have achieved food security. The FFLGs focus on mutual learning, understanding and adaption of organic farming methods such as composting, mulching, weeding, organic pesticides, liquid manure, rotation and diversity of crops has on the individual farms led to increased yields and has targeted the issue of food insecurity. The FFLGs trained have improved their organic farming practice and have increased the yields in vegetables, such as tomatoes, lettuce, cabbage, cucumber and also in banana production, but still the food security situation for many farmer families in Zanzibar is fragile due to a number of interlinked causes that need to be addressed. One main issue is the capacity of farmers to manage organic farming and fulfil the potential that is comprises. The production is still low due to low understanding of organic farming methods, but also due to limited understanding on how to optimize the utilization of natural resources to develop a resilient organic farming system. Another aspect of gaining food security is for small holder farmer families to gain access to local and national markets. Without market access food security is not possible since all families need cash income to pay for school, health, transport and by food that can’t be produced on the farm. In the previous project some FFLGs have initiated mutual marketing activities with some support from UWAMWIMA, but the FFLGs capacity to penetrate the markets and negotiate reasonable prices is still very limited. Linked to this knowledge barrier to enter the market is also farmers lack of access to finance, since investments in the storing facilities, bulking, transport etc. is also limiting the possibility for entering into the national market.

Improved organic agricultural productionGenerally the FFLG members limited understanding of organic agriculture as an ecological system that is based on optimizing the utilization of the resources available on the farm is still weak leading to low productivity. Organic agriculture is a way of thinking that requires a change in mind set that takes years of individual and mutual learning facilitation and training. E.g. the issue of integrating the animal husbandry such as cow and chicken raising as part of the resource management on the farm is still unfamiliar to many FFLG members. Organic manure production is not perceived as an integrated part of the farming system but is rather an input many buy from outside the farm and village. On the island of Pemba farmers demand for manure has led to a situation where the price on farm yard manure now is 2500 TSH for a 50 kg sack where manure previously was given away for free. The consequence is that import of farm yard manure from Tanga on mainland Tanzania has been initiated to meet the demand. Other issues when it comes to improving the organic production are the farm management topics of production record keeping and crop planning calendar. One critical issue raised by the farmers and confirmed by the evaluation report is the issue of water management and access to water in the dry season. Water is a limiting factor when it comes to engage in farming activities all year round. The topics are both important for production but also for marketing planning in the FFLGs. To increase the farmer’s resilience and self-reliance there is a need to continue the capacity building for both existing and future FFLG members to develop the conscience about and practice of organic farming and it’s methods.

Access to markets A number of reasons for farmer’s limited market access are identified. Some FFLGs have positive experience with selling produce to middlemen or at the local market or at the market in Stone Town in Unguja to the population at local and low prices. Also the attractive hotel market with the better prices has been very difficult for the farmers to penetrate.

This is generally the case due to three factors; the uneven quality of the produce, the uneven supply of produce and the fluctuations in quantity. The tourist sector requires a constant supply of high quality products that is difficult for the individual farmers but also the FFLGs to meet. The commercial mind-set, required to 11 Biria, D.S.(2015) Evaluation report of the project Titled ”Improved Food Security Through Introduction of FFLGs in Organic Agriculture in Zanzibar”.UWAMWIMA, TOAM and OD.


fulfil the demands of the high value tourist market need to be developed among both the FFLGs and in UWAMWIMA as well. In the last two years UWAMWIMA has had some positive experiences with selling vegetables and fruits in the local market and also to some hotels. These experiences are important to build on. Another issue influencing the market access is the lack of local organic certification schemes. That is leading to a situation where the farmers can’t sell their products as certified organic and too often must sell at the same price as the conventional products. A local participatory guarantee system (PGS) among the FFLGs could increase the consumers trust in the organic products and possibly link farmers to some of the high value tourist market.

Other barriers for farmer’s market access include inadequate bulking and transport facilities. The farmers neither have a bulking and collection centre at village level nor do they have bulking facilities close to Stone Town where they can deliver their produce for selling and redistribution to e.g. retailers and hotels. And where the buyers know that they can purchase the produce they need. Also the need for transport facilities calls for action among the farmers e.g. in organising joint and reliable transport to the collections centre.

From the members of the FFLGs the issue of joint marketing activities has come out clearly as the next step in the development of the FFLGs. Farmers are well aware that increasing production is important, but to really generate an income that will be contributing to overcome food insecurity the issue of market access through joint marketing efforts is essential. For the farmers there are several barriers to overcome. The question of how to organise the joint marketing effort is one. Today some FFLGs already have experience with joint selling of products to middle men, but it is often ad hoc based and creates only a very fragile link to the market even though the joint selling increases the bargaining power of the farmers compared to when the farmers sell their produce individually. Still the FFLGs too often experience low prices since the production and marketing planning capacity is very limited, resulting in that many groups market the same kind of vegetables and fruits at the same time resulting in low prices. Market knowledge and lack of planning capacity including record keeping is a barrier for the groups that have the objective of increasing income through joint marketing efforts.

Advocacy capacity in UWAMWIMAGovernment agricultural extension and training play an important part in supporting the development towards organic agriculture. There has been a close dialogue between the MANR and UWAMWIMA/TOAM on how the government system can support development of sustainable organic agriculture. This dialogue have led to the signing of a MOU emphasizing that the MANR will support the organic sector in Zanzibar when it comes to integrating the sector into the government extension and training system. But there is an ongoing need to advocate for continued integration of organic sector into the agricultural extension and training that requires stronger advocacy capacity of the FFLGs and UWAMWIMA. In the evaluation report12 one of the recommendations is emphasizing that there is a need to improve the advocacy skills of the UWAMWIMA staff if the project is going to be successful in the advocating for organic agriculture as an integrated part of the agricultural sector in Zanzibar and for the farmers to get access to organic agricultural extension and training provided by the DADOs and supported by MANR. With the growing organic sector in Zanzibar the pressure from farmers and traders will play an important role in the promotion of organic agriculture.

In UWAMWIMA there is also a need to increase the capacity to support the FFLGs in entering the markets. Especially advocacy towards the government for improving bulking, basic processing and transport (roads to the villages) is a priority.

Some of the FFLGs have experienced positive impact of advocacy on a shehia level e.g. the TUNAWEZA (We can) FFLG has had meetings with the local leaders and received a water tank to support for their irrigation system. Other FFLGs have advocated for support to road and wells. To strengthen the livelihood of the small holder farmers in the FFLGs more effort is required to increase the advocacy capacity of the groups. For many groups a key issue is the poor dirt roads leading from the tarmac main road to the villages. If the groups are to successfully market quality products that are not damaged by poor transport the dirt roads need continues maintenance and improvements, which is the responsibility of the shehia and the district. As earlier mentioned lack of water for irrigation during the dry season is another important advocacy issue that the FFLGs continues to mention. Local authorities have the means and capacity to assist the FFLGs to address this issue, but the advocacy capacity of the FFLGs need improvement to get the local authorities convinced that these challenges should be prioritized.



Member driven democratic and institutional capacityDuring the previous project UWAMWIMA has increased its number of members from 667 to 2500 members. That is beyond the expectations of both UWAMWIMA and the partners and proves that farmers in Zanzibar have taken the idea of organizing themselves in a civil society organization on board. The benefits of being organized have been evident during the previous project since at least 8 FFLGs through UWAMWIMA have received training from other NGO’s on various technical issues. The requirements from the NGOs were that farmers were organized in a permanent structure with objectives, constitutions and ongoing activities. The FFLG approach fitted into that framework. Other benefits to farmers have been easier access to the market through UWAMWIMA. The FFLG approach to organizing farmers has proved to be beneficial to the farmers involved and has also contributed to the increasing number of members UWAMWIMA since the FFLGs have contributed to tangible improvements for the farmers involved.

Collaborating with UMAMWIMA (and TOAM) while using the FFLG-method as a major development tool means developing organizational capacity bottom-up. During the previous project 26 FFLGs have been working and developing technical as well as social capital. The FFLGs and the team of facilitators constitute an important strengthening of the UMAMWIMA association and it has a good potential for further recruitment and growth. In this project the FFLGs in collaboration with the leading group of UWAMWIMA will be the major factor in the member driven development of the association and will be trained on the importance of the important organisations aspects - legitimacy, transparency and responsibility. OD has recently worked on its own strategy in order to engage more people, spread and assure ownership of the organic moment and the use of a participatory approach while developing strategic focus points will be part of the project.

The evaluation underlines that given the distance between Pemba and Unguja and the increasing number of farmers interested to join with UWAMWIMA it is recommended that a branch is opened in Pemba as soon as resources allow. Given the sensitivity in terms of representation and equitable provision of services the leadership of UWAMWIMA should make sure that credit facilities are also extended to Pemba. Equally, important is to have representatives in the leadership echelons.

B.4 Stakeholder analysis

Government institutions: The main Government Institution in the project is the MANR (Ministry of Agriculture and Natural Resources) and its regional (RADO) and district representatives (DADO).

The Ministry of Agriculture and Natural Resources (MANR)The MANR is responsible in management and coordination of activities related to agricultural and natural resources development in the islands. The Ministry comprises of six Departments, two Institutes and the Liaison Office in Pemba. The MANR affiliations includes: Department of Planning, Policy and Research; Department of Administration and Human Resources; Department of Agriculture; Department of Forest and Non Renewable Natural Resources; Department of Irrigation; Department of Food Security and Nutrition; Kizimbani Agricultural Training Institute (KATI) and the Institute of Agricultural Research (IAR).

At the Regional and District levels, the ministry is represented by the Regional Agriculture Development Officers (RADO) and District Agriculture Development Officers (DADO) who are responsible in coordinating the Ministry’s activities in their respective regions and districts.

Kizimbani Agricultural Training Institute (KATI) dates back to 1934 but was established in its present form in July 1998. The purpose of this institution is to build the capacity of the MANR and its institution in offering technical advice to the farming community in the rural areas. KATI acts as a centre for offering various consultancy services related to agriculture development activities. The institution also provides in-service training to the agricultural extension staff and farmers.

A MOU has been signed between MANR and UMAMWIMA during the previous project period and it remains a very important issue for the organic movement to do advocacy and work for further recognition and growth at the national political level as conventional agriculture is still dominant. In this project the MANR has volunteered to assist the project with technical knowledge in agriculture when the project request it e.g. during the facilitator training and when the FFLG- groups need technical input on vegetables growing etc. It has been discussed that government staff be required more training in organic agriculture and in the FFLG method.

Sokoine University of Agriculture (SUA)This project plans to conduct market analysis, identify main value chains of organic products to develop and


to engage an active collaboration between UMAMWIMA and SUA in terms of researchers and a group of students taking part in the identification process and monitor the implementation.

NGO’s and Civil Society organizations (CSO): The NGOs and CSO are important stakeholder since they are also cooperating with UWAMWIMA. To secure project efficiency and synergy coordination with these stake holders are of importance.

ActionAidActionAid has been active in organizing seaweed farmers in Zanzibar since 2007. ActionAid has also organized a seven farmer groups in Pemba. These groups are currently in the process of becoming members of UWAMWIMA. In Pemba ActionAid has an office that is manned with one staff member that coordinates activities. UWAMWIMA and ActionAid have already a close relationship and in this project the collaboration is planned to include not only the general themes of food rights/food security and governance but also cross cutting aspects as gender and HIV/Aids.

Sustainable Agricultural Tanzania (SAT)SAT is an NGO based in Morogoro- Tanzania mainland. Its operations include the following:- Dissemination of different information about organic farming, organize short courses for small scale producers, participatory research and development of organic demonstration plots/technologies. In the previous pilot project 25 external FFLG members to visit SAT during farmers days where they learnt some new techniques which they are using today.

Voluntary Service Overseas (VSO)VSO is an independent international development organization that works through volunteers to fight poverty in developing countries. VSO has been active in Tanzania since 1961 and has since 2007 been engaged in a programme called Zanzibar Enterprise ad Sustainable Tourism (ZEST) with UWAMWIMA where farmers are trained in business skills and basic agronomy skills. The ZEST programme has also helped UWAMWIMA to set up a cold storage and market facility in Stone Town. A VSO volunteer is working with some of the farmer groups in UWAMWIMA.

As this project plan to develop the market access for FFLGs it becomes important to develop the collaboration between UMAMWIMA and VSO in order to identify the aspects where the two organizations respectively put their focus and where they can collaborate for mutual benefits.

Care International and Pemba Island Relief Organization (PIRO)The evaluation recognised that some of the FFLG groups have benefitted from gender training provided by Care International and Pemba Island Relief Organization (PIRO) and they have recommended this training to be given to all FFLGs. The project will discuss with UMAMWIMA and identify whether their partnership with Care international is ongoing and thus involves repeated training or whether lessons learned can be taken into account and used in this project.

Partnership between UMAMWIMA and private actors – buyers of products, companies, financial institutionsWithin this project UWAMWIMA can develop capacity in the field of pro poor market approach helping its members to assure a better market access which may include partnership with identified buyers, with private actors or companies who could help with investment (for instance hotels investing in a dwell for water supply to vegetables, storage facilities etc.) as well as access to fair conditions of credit (micro finance) offered in the context of Zanzibar.

Relatives and neighbours of the Farmer Family Learning GroupsThe FFLGs are the main target group for the project and the FFLG-method integrates working with households and families and not only individuals. The spill-off effect of the previous project has been noticed in the way that new FFLG-groups are constituted on their own initiative and UMAMWIMA is encouraged to grow and meet the demands of training in FFLG and organic farming methods.

The relatives, neighbours, friends of the existing FFLG members constitute a huge group embracing the most important potential for recruiting new members to UMAMWIMA. As also recommend by the evaluation it is important that UMAMWIMA consciously develop as an association, finds ways to stimulate and integrate new members and continuously work with the content and meaning of a membership as to explain and communicate what services the organization offers and what benefits are tangible being an association instead of individual families.


In the project it is anticipated that there is a spill-off effect to people with relations to the group members. The spill-off effect can take place in a number of ways. Through support from UWAMWIMA the external facilitator can on request from other farmers set up a new farmer group based on the FFLG-approach. Another way of spill-off is that a certain amount of peer-learning will take place among farmers in the villages e.g. when it comes to organic farming methods introduced in the FFLGs.

C. PROJECT DESCRIPTION

C.1 Target group and participants

Primary target groups:Local FFLGs – The FFLGs are organized on a village level, and consists of whole families, including elders and children, although women have shown greater interest in membership than men, and therefore constitute a majority in the groups. The members are poor small scale farmers with 1-3 acres of land available, and a low output of agricultural produce. The FFLGs are established, and have proven to be sustainable. Some groups have worked together for several years. The groups have actively asked for assistance in marketing and advocacy. Criteria for establishing the FFLGs facilitated by the project are:• The participants are members of FFS or similar farmer groups that are already established and have

been functioning for a least 1 year.• The groups include both male and female members• The group members have received training in sustainable agricultural farming methods through the

ASSP• A key challenge for the member is to implement improved organic farming methods at their individual

farms• The groups have the potential through training to influence on the political level• The groups are UWAMWIMA members• Group members are small holder farmers cultivating 1-3 acres• Food insecurity is an issue

UWAMWIMA as described in section A3.

Local Communities – The communities, in which the FFLGs are based, are poor peasants farming both subsistence and cash crops. The membership of UWAMWIMA is drawn from these communities, and the most successful farmers are offered additional training as extension officers under UWAMWIMA . The communities have benefited from the increased horizontal knowledge sharing through the established FFLGs.

Secondary target groups:

TOAM as described in section 3.

The Organic Sector in Zanzibar – The organic sector in Zanzibar is small but has an increasing importance. Increasing awareness of the merits of organic farming is an important for the organic businesses and organizations involved, and they are very interested in projects supporting an organic approach.

The Government in Zanzibar – The local government institutions are interested in seeing an increased agricultural output from local villages and increased economic activity in the local area. They will be a target on the advocacy level.

Ministry of Agriculture and Natural Resources in Zanzibar – Are mainly focused on increasing the agricultural output.

Involvement in project Interests in project Fear of project

Primary target group

FFLGs in Zanzibar Target group Better access to markets, increased income

Waste of time, new techniques not profitable


Local communities Involved in project Better access to markets, increased income

Waste of time, new techniques not profitable

UWAMWIMA Target group and implementing partner

Increased capacity for advocacy, stronger organization

Undermining of current organizational structure

Secondary target group

TOAM Implementing partner FFLG implementation in other member association as a low cost agricultural extension model with high impact. strengthened own organization

Too costly in manpower, failure could reflect badly on own organization

Organic sector in Zanzibar

Interest group Increased interest from government in seeing organic farming as a solution

failure could reflect badly on organic farming

Local Government Local authority Improved agricultural output Project might impose greater demand on local government

Ministry of Agriculture and Natural Resources

National authority Increasing agricultural production is a priority of the current government

Organic agriculture is not profitable

C.2 The project’s objectives and success criteria (indicators)

Development objective: Small holder farmer families in Zanzibar have through organizing into democratic civil society organisations advocating their rights to food security improved their livelihood in 2020

Objective 1) By the end of 2018 sustainable organic agriculture among 6000 small holder farmer family members organized in 50 Family Farmer Learning Groups in Zanzibar has increased family income with at least 30 % from sale of vegetables and increased self-sufficiency .

Indicators

By 2018 family members of 50 FFLGs in Zanzibar have increased their organic agriculture production by 30 %

By 2018 at least family members of 20 FFLGS have increased their income with 20% compared to project initialization

By 2018 at least 20 FFLG have established joint marketing and are selling their bulked produce to the market

Objective 2) By the end of 2018 the enhanced advocacy capacity of UWAMWIMA and at least 35 (out of 50) FFLGs in Zanzibar has resulted in increasing influence on national, district and shehia (ward) decision making regarding organic agriculture policy and the livelihood of small holder farmer families

Indicators

By 2018 UWAMWIMA is a recognized stakeholder in the agricultural sector of Zanzibar and has a seat in government meetings and committees concerning the development of the agricultural sector and the rights of small holder farmers

By 2018 organic agriculture is a part of the agricultural training curriculum for government extension officers that is taking place in KATI

By 2018 members of at least 10 FFLGs in Zanzibar have through advocacy achieved support for drilling new bore holes that improves their access to irrigation water.

Objective 3) By the end of 2018 the member driven democracy and organizational capacity of UWAMWIMA strengthened from FFLG level to the zonal boards to UWAMWIMA secretariat and executive board


Indicators

By 2018 annual general assemblies in UWMAWIMA are held with the participation of members from all member districts

By 2018 members of the FFLGs pay their annual membership fee to UWAMWIMA By 2018 international funders recognize the financial management capacity of UWAMWIMA By 2018 at least 40 FFLGS have clear governance and managements structures

C.3 Outputs and activities

Outputs AktivitetsObjective 1) Sustainable organic agriculture among 6000 small holder farmer family members organized in 50 Family Farmer Learning Groups in Zanzibar has increased family income with at least 30 % from sale of vegetables and increased self-sufficiency .1.1. 25 new FFLGs are established under UWAMWIMA

1.1.1 Conduct five sensitization meetings for farmers1.1.2 Existing UWAMWIMA farmer groups are invited to develop into FFLGs1.1.3 25 FFLG external facilitators elected by FFLGs1.1.4 Training of FFLG facilitators in FFLG approach and organic agriculture for 15 days1.1.5 FFLG groups elect internal FFLG facilitator1.1.6 Implement the FFLG meetings1.1.7 Introduce organic farming methods to the FFLGs1.1.8 Development of FFLG action plans1.1.9 Baseline on the newly established FFLGs

1.2. 50 (25 existing and 25 new) FFLGs in Zanzibar have increased organic production

1.2.1 3 day workshop annually for 50 external FFLG facilitators and 20 extension officers on gender issues, HIV/Aids, record keeping, crop calendar and organic farming techniques: legume production, water management and animal husbandry.1.2.2 Organise quarterly network meetings among external FFLG facilitators1.2.3 Organizing 10 experience exchange visits among FFLGs annually1.2.4 25 facilitators participate in seven days field visit to mainland Tanzania1.2.5 Produce, compile, review and publish a manual on organic farming methods relevant in Zanzibar

1.3 Small holder farmers access to local and national markets in Zanzibar improved

1.3.1 Conduct a marketing survey on the market for organic products in Zanzibar and identifying buyers1.3.2 Train 50 facilitators in market analysis/market assessment and basics of accounting and micro business planning1.3.3 Gather and disseminate market information to FFLGs1.3.4 Based on market information train FFLG facilitators on specific agricultural production issues proposed by FFLG members1.3.5 Facilitate the development of a collection center at Mwanakwerekwe market in cooperation with local authorities


1.3.6 Annual workshop and network meeting among traders, hotels and FFLG farmers, where farmers presents their produce to potential costumers

Objective 2) The enhanced advocacy capacity of UWAMWIMA and at least 35 (out of 50) FFLGs in Zanzibar has resulted in increasing influence on national, district and shehia (ward) decision making regarding organic agriculture policy and the livelihood of small holder farmer families2.1. UWAMWIMA has increased its advocacy capacity for organic agriculture in Zanzibar

2.1.1. Conduct a context analysis of relevant decision-makers and the political environment for organic agriculture at national level in Zanzibar2.1.2 One week training in advocacy followed up by semi-annual progress reflection meetings for UWAMWIMA board and staff2.1.3 Establish an advocacy platform among relevant civil society actors to advocate for the advancement of organic agriculture in Zanzibar2.1.4. UWAMWIMA and partners develop and publishes an advocacy strategy for advancing organic agriculture for small holder farmers in Zanzibar.2.1.5 Facilitate meetings every 6 months between representatives from MANR, UWMAWIMA, TOAM, OD and other civil society actors to discuss organic agriculture policy and advancing organic agriculture for small holder farmers in Zanzibar through government extension system.2.1.6. With the MANR develop a plan to monitor the impact of increased organic agriculture production on the income generation for small holder farmers and to review MoU.2.1.7 Develop a radio/local television programme fliers, posters, caps and T- shirts to promote organic agriculture among the general public2.1.8 ‘Vision Zanzibar – the organic island’ Annual workshop for major political, commercial, civil society, media and production stakeholders in Zanzibar on organic agriculture.

2.2 The FFLGs capacity for advocacy have improved

2.2.1 Three days training of FFLG facilitators in advocacy at district and shehia levels followed up by one day semi-annual experience exchange meetings2.2.2 Each FFLGs identifies advocacy agenda on e.g. infrastructure problems such roads or water management to influence authorities at district, shehia and village2.2.3 Organize annual FFLGs days to share success stories to promote organic agriculture to other member in the communities both at district and shehia level2.2.4 Facilitate semi-annual meetings between FFLGs and DADO concerning the inclusion of organic agriculture in the government system

Objective 3) The member driven democracy and organizational capacity of UWAMWIMA strengthened from FFLG level to the zonal boards to UWAMWIMA secretariat and executive board3.1 A strategic plan including goals for the development of UWAMWIMA until 2020 is

3.1.1. One weeks participatory workshop and training for UWAMWIMA boards member and staff in developing the governance and management of a membership driven civil society


developed organisation with specific attention to gender balance3.1.2. Seven UWAMWIMA board members and staff participate in seven days learning and exchange visits to similar organisations in mainland Tanzania.3.1.3 The UWAMWIMA executive board and staff facilitates a participatory strategic planning process for the development of UWAMWIMA until 2020 involving members at group, zonal and board level3.1.4 The strategic plan ‘UWAMWIMA 2020’ is printed and published on the web3.1.5 The governance structure of UWAMWIMA is reviewed and revised

3.2. The management structure and financial management capacity of UWAMWIMA is upgraded

3.2.1. Participatory organisational capacity analysis and assessment of UWAMWIMA conducted by external consultant3.2.2. Facilitating management streamlining based on the recommendations of the capacity analysis and assessment3.2.3. Training UWAMWIMA employees for 10 days in financial management

3.3 50 FFLGs in Zanzibar have gender balanced governance and management structures and planning and record skills

3.3.1.Carry out capacity assessment of the FFLGs to identify gaps in group governance, management and record keeping3.3.2. Train FFLGs facilitators and chairmen in gender balanced governance, management and record keeping for 3 days3.3.3.Facilitate the implementation of good governance, management and record keeping practice among the FFLGs3.3.4. Organise annual experience exchange meetings among the FFLGs chairmen and facilitators on good governance and management3.3.5 3 days training in the FFLG participatory monitoring system for 50 external facilitators

C.4 Strategy: how does the project cohere?

The FFLG approach - a pro poor and empowering organizational form for small holder farmersBased on the recommendations of the evaluation the project will facilitate the establishment of 25 new FFLGs and the training of 25 new FFLG facilitators. The rationale behind this is that the executive board in UWAMWIMA on the background of the growing numbers of members has made the FFLG approach a core approach for agricultural development and that the new members of UWAMWIMA have requested the creation of more FFLGs. The establishment of the new FFLGs will both strengthen UWAMWIMA as an organization since the FFLGs will now be active in all 10 districts in Zanzibar and also contribute to food security among small holder farmers. From a marketing point of view it also makes sense to increase the number of FFLGs to increase the volume of produce that according to the evaluation report is needed to have a regular supply to the market.

The project will continue to support the training of the 25 existing FFLG facilitators since their capacity as organic farmers is still limited and the sustainability of the FFLGs need to be sustained through developing market access for the FFLGs. Experience from FFLGs project in Uganda indicates that joint marketing activities is one of the foundations for the sustainability of the FFLGs. To advocate for organic agriculture key government extension staff will be invited as guests to participate in the training. The FFLGs still need to increase their advocacy and organizational capacity in line with project objective 2 and 3.

Mutual learning between the 25 new and the 25 existing FFLGs will be achieved through establishing a mentor program where every existing facilitator will mentor a new FFLG facilitator during the first year of the


project. The quarterly experience exchange meetings among the FFLG facilitators will be instrumental in the mentoring process. During the three days annual training workshops the new and existing FFLG facilitators will be mixed to utilize the experiences of the established facilitators and increase the mutual learning.

Access to market is essential for the small holder farmers in UWAMWIMA to enhance their livelihood. Farmers need cash income to provide for school fee, health care and daily necessities and to buy additional food produce to achieve food security. UWAMWIMA has with limited success tried to penetrate the market for organic produce in Zanzibar and has some experience in that endeavor. But in order for the FFLGs and UWAMWIMA to base their marketing activities on facts and not only on hear say there is need to identify:1) the core market for organic produce, that they should pursue in the future 2) what are the costumers requirements? 3) what is the optimal strategy for the FFLGs to access the market? To create a fact based point of departure for the marketing training of the project and the decisions that the FFLGs need to take to access the market a marketing survey is conducted. The training for the FFLG facilitators include both marketing but also tailor made training on specific quality demands from customer. Based on UWAMWIMAs previous experience and the marketing survey the project will identify the market and customers that the FFLGs should target. To support that development the project will collect market data and disseminate it to the FFLGs. The support to a collection centre for farmers produce at Mwanakwerekwe market has been identified by UWAMWIMA as a key for FFLGs to enter the markets. At the collection centre produce from different FFLGS will be bulked to have sufficient volume for the costumers and customers will collect the produce without having to go to the field. Experiences from projects in both Uganda and Kenya shows that creating a joint network platform for customers and FFLGs to meet and get acquainted has good chances of paving the way for development of a long term business relationship. The platform will be supported during an annual workshop for customers and FFLGs.

Advocacy for small holder farmers in ZanzibarThe advocacy part of the project pursues two agendas. The first one is to influence the GoZ to recognize organic agriculture as a viable part of the agricultural sector in Zanzibar. The second agenda is to equip the FFLGs to advocate for improvements on logistics and access to water in their local communities.

Advocacy for organic agriculture aims at creating the government recognition of organic agriculture that will translate into organic agriculture being integrated into the upcoming policy and strategic plan for the agricultural development in Zanzibar. A government recognition of organic agriculture as a way forward for small holder farmers livelihood will in a hierarchically society as the Zanzibarian have a great impact in the government system and in the rural commuinities. If government recognition of organic agriculture is in place the road for extension officers to be trained in organic agriculture is paved and small holder farmers will get access to agricultural extension service – a service that is key to improve their production.

Advocating for organic agriculture will mainly take place towards the MANR and the Ministry for Livestock in Zanzibar. Currently the MANR are preparing a new strategic plan for the agricultural sector in Zanzibar form the period 2016-.2020. The process to prepare the new strategic plan has been delayed since there is going to be a general election in Zanzibar on the 25 October 2015 to elect the President and the 54 members of the Zanzibar House of Representatives. One of the candidates for the Zanzibar House of Representatives is the UWAMWIMA executive director Mr. Salum Rehani. If he is elected the advocacy for organic agriculture will gain considerable strength. But also without his election UWAMWIMA will continue to advocate for organic agriculture. When the new GoZ is in place the first step is to conduct a context analysis to create an overview of whom both at the political level but also in the relevant ministries that the advocacy initiatives should focus on. Alongside the context analysis UWAMWIMA will consolidate the already existing informal advocacy cooperation and develop an advocacy platform for sustainable agriculture for NGO’s and the business entities. The platform will form the forum where an advocacy strategy for promoting organic agriculture is developed. The already existing MoU between MANR and UWAMWIMA be part of the advocacy platform and regular meetings will be held with between MANR and the advocacy platform to monitor progress in integrating organic agriculture into the policy and strategic plan for agriculture development in Zanzibar. For MANR to understand the impact of organic agriculture for small holder farmers the monitoring result of the project will be regularly communicated to MANR. Experience shows that politicians are eager to attend workshop where they can be associated with visionary developments such as organic agriculture. To promote organic agriculture to the wider public an annual workshop called ‘Vision Zanzibar – the organic island’ will held for politicians and other stakeholders.

The advocacy agendas of the FFLGs are to have improved access to water for irrigation and to have the dirt roads from the main tarmac roads to the villages improved to avoid damages on the vegetables and fruits while they are transported to the local markets. The budget for these kinds of improvements normally comes


from either MANR, Ministry for Regional Administration and Local Government or Ministry of Infrastructure and Communication. Often the success of the advocacy activities depends on the support from the member elected from the constituency to the House of Representatives. The strategy process is that FFLG will identify their exact advocacy agenda, seek support among the local communities and other groups with similar interest and approach the parliamentarian elected from the constituency to seek support. The FFLG will also communicate with UWAMWIMA secretariat, who will lobby the exact ministry for budget support to the issue in question. If successful the ministry will allocate the budget to the district for implementation. To be sure that the budget will reach the beneficiaries both UWAMWIMA and the FFLGs need to lobby the district council and administration.

Strategic planning, governance and management in UWAMWIMA and FFLGsStrategic planning, governance and management capacity of UWAMWIMA are factors to sustain the positive development as a civil society organization. The project will through a participatory approach support the capacity building process in UWAMWIMA targeting the specific strategic needs. UWAMWIMA has identified the need to develop a strategic plan for the organization that will set the direction until 2020 through a decision on the future objectives, interventions and services. At the core of UWAMWIMA’s mission is to ‘promote sustainable agriculture and marketing of organic products in Zanzibar’. Through the years UWAMWIMA has entered into a number of activities supporting this mission, without having a strategic plan that translates the vision and mission into objectives that the organization strive to achieve and activities that will lead to the objectives. UWAMWIMA has grown in number of members as an association but e.g. is the strategy for members market access is more based on ad hoc decisions and opportunites arising than on conscious choice and strategy decisions. Members questions on ‘How will UWAMWIMA facilitate the FFLGs market access?’ ‘Do UWAMWIMA need to develop as separate business entity or cooperative to be an efficient partner for farmers access to the market? Or ‘What agricultural extension services can UWAMWIMA provide for their members?’ are with the increasing number of members becoming more and more pressing to address at all levels of the association. A strategic plan will also support the communication with funders and donors. The project will support this development through a organizational capacity analysis and assessment, workshops, learning and exchange visits to similar associations and a participatory strategic planning process. Based on the assumption that the stronger the FFLGs are the stronger the membership driven democracy in UWAMWIMA will be the capacity building of the FFLGs governance, management, monitoring, planning and record keeping capacity is strengthened through training, facilitation and experience exchange meetings provided by the project.

Project intervention strategies

The project combines a data collection strategy with a process strategy and an activity strategy. See the figure below


Figure1. Implementation of the data collection, the process intervention and the activity strategies

The data collection strategy will inform the decisions made for the process intervention and the activity strategies. The data collection strategy aims at providing baseline information that linked to the ongoing monitoring, midterm review and evaluation provide the partner associations with the data that is required to assess progress and drawbacks during the project implementation. The data collected about the organic market in Zanzibar will enable the project to target the activities linking farmers and customers which is especially relevant for objective one. The organizational capacity assessment of UWAMWIMA will inform the activities of objective three and the context analyses will provide the partners with an overview of the stakeholders that should be addressed when it comes to develop the advocacy strategy.

The process intervention strategy is an ongoing process facilitating the development of UWAMWIMA and the 26 existing FFLGs and the 25 new FFLGs to support increased food security and engage in the development of the organic agriculture sector in Zanzibar for the benefit of small holder farmers. The process facilitation activities are ongoing on a daily basis and are primary conducted by the involved staff from the partner organizations.

A number of activities are instrumental in achieving the three objectives of the project. In order to enhance the learning of the target group the activity strategy includes a wide variety of methods are included. During the training activities a combination of practical cases, peer presentations, group work including problem solving exercises, role plays, plenum discussions and lecturing is used to support the different learning styles among the participant and enhance the ownership of the topics presented. From the previous project the exchange and field visits came out as a powerful method for transformational learning for the facilitators and FFLG members. Learning among the participants was greatly improved and application of new farming or FFLG group management methods increased. The workshop method including the FFLG days is a very useful tool when it comes to reaching out to local communities, stakeholders and customers in the endeavor to promote organic agriculture. The publications produced during the project are one method of supporting UWAMWIMA to promote organic agriculture among farmers and towards government.

In Annex O the Sequence of the main project elements is presented

Connection to the change triangleThe project is building on the three elements of the Change Triangle: capacity building, strategic services and advocacy. In this section will elaborate on how the three elements are interlinked and supports each other to achieve the objectives of the project.

Capacity buildingThe capacity building activities of the project addresses both the capacity of UWAMWIMA to strengthen the capacity to organise farmers in a membership driven organisation and advocate for their rights and also the capacity of UWAMWIMA to provide a number of services to farmers including facilitating farmers access to the local and national market and organise savings and credit rings in the farmer groups. At the FFLGs level the 25 facilitators from the existing FFLGs will attend training on issues that is based on the needs identified by themselves that includes training in organic farming methods, FFLG management and governance, advocacy etc. as well as participating in experience exchange activities and field visits. The 25 new FFLGs will also participate in these activities after they have received basic training in organic farming methods, group facilitation and management of the FFLGs, creating social capital and advocacy skills.

Strategic servicesThe project will provide a number of strategic services to the FFLG members. These include mentoring the FFLGs facilitators activities to support the development of self-governing FFLGs that will sustain after the project completion. Also the facilitation of market access for FFLG is part of the strategic services just like the project will faciltitate the FFLGs advocacy activities targeting local authorities.

AdvocacyThe current success of the organic FFLGs has paved the way for a stronger advocacy effort from UWAMWIMA towards the GoZ. During the previous project positive dialogue has been established with MARN and a MOU on organic agriculture has been signed. This development has not until yet translated into a situation where the organic farmers in the FFLG receive support from government extension officers. This is due to both the limited capacity of the extension officers but also to the fact that MARN has not yet incooperated organic agriculture into the policies and action plans. Advocacy on both the national level and local level by a joint effort of UWAMWIMA and the FFLGs is at the core of this project. For the capacity building activities and strategic services to have wider and lasting impact on the livelihood of the small holder


farmers in Zanzibar advocating for organic farming as an important farming method to eradicate food insecurity is crucial. Linked to this advocacy agenda is market access and organic certification for small holder farmers.

C.5 Phase-out and sustainabilityAt the core of the FFLG approach is that the FFLGs is developing into self governing and sustainable groups. Experiences from recent projects in Uganda show that the FFLGs after 2-4 years mature due to the increase in social capital in the groups. A key element for the groups to sustain after the initial 2 years is to enter into joint marketing and S&C activities, since the activities both requires a high level of social capital but also strengthen the long term coherence of the FFLG. According to the evaluation 13of the previous project some of the FFLGs in Zanzibar have already started joint small scale marketing and S&C activities. The interventions of the project will enhance the development among the FFLGs and will CBO’s strengthen civil society in Zanzibar. The organic farming methods introduced through the previous project and the positive results in terms of increased yields have already spread to other members of the local communities and showed that organic agriculture for small holder farmers out performs the conventional input based agriculture. In the evaluation report the yields in organic agriculture has increased from 60% to 100% compared to conventional. This development is a direct impact of the previous project and supports the view that organic farming is a sustainable approach for small holder farmer to pursue.

Since 2012 UWAMWIMA has increased its number of members from 667 to 2500 today. That is a significant increase in the number of members within a relatively short time span. That also indicates that UWAMWIMA is a civil society organisation that meets the need of the small holder farmers. The projects activities aim at supporting the sustainability by increasing the management and organisational capacity of UWAMWIMA as a member driven organisation. The MANR is supporting UWAMWIMA through covering some of the salary cost of the staff. UWAMWIMA is also supported by a number of other organisations such as VSO and USAid which also adds to the sustainability, since it is not depending on a sole donor.

The advocacy interventions included in the project is adding to the sustainability of both the FFLGs and UWAMWIMA. On the FFLG level the increased advocacy capacity will benefit the local communities when it comes to improved infrastructure such as roads and collection centers and access to local markets. While the increased advocacy capacity of UWAMWIMA will add to the sustainability of the association since members will experience the benefits of the results of the advocacy interventions.

The experiences of the previous project has already been utilised by TOAM to introduce the FFLG approach in Mtwara in the southern Tanzania and TOAM is planning to use the experiences in other regions of Tanzania as well since the FFLG approach is a low cost and participatory approach that has a very positive impact on the livelihood of the small holder farmers involved. As part of the project proposed is included a number of publications that systematically gather the experiences of the project such as activity ‘1.2.5 Produce, compile, review and publish a manual on organic farming methods relevant in Zanzibar’, ‘1.5.6 A PGS training manual for Zanzibar developed and printed’ . This will be the task of the project officers. The target group for these publications are small holder farmers, but also extension officers and NGO staff will find the publications useful.

C.6 Assumptions and risks Risk Assumption MitigationThe political situation in Zanzibar becomes unstable to an extent that the implementation of project activities are influenced

The political system and situation in the union between Zanzibar and Tanganyika do not change radically

UWAMWIMA as an association disintegrates due to changes in the political and economic environment with out the capacity to go through the expansion demanded in the project.

UWAMWIMA continue to have the capacity, time and resources to carry out the development outlined in the project proposal

UWAMWIMA has since its establishment increased it capacity partly because of the cooperation between UWAMWIMA and a number of other organisations such as VSO and USaid. In the project the organisational capacity of UWAMWIMA is increased.



As seen in other parts of Africa pesticide importers and companies are distributing pesticides free of charge to farmers

Agriculture for food consumption in Zanzibar is compared to agriculture in mainland Tanzania a niche to the pesticide importers and companies

The introduction of organic farming methods in the project will increase the farmers’ resilience towards the use of pesticides.

The political priorities of the GoZ changes from a focus on food security and agriculture The resources to MANR, RADO and DADO is reduced

Continued positive cooperation with MANR, RADO and DADO and its staff members is a precondition for the successful implementation of the project activities

Through advocacy for organic agriculture and cooperation the project builds on and expands the already existing network between UWAMWIMA and the government authorities manifested in a memorandum of understanding between MANR and UWAMWIMA with the aim of promoting organic agriculture

Climate change courses severe drought, flood and other changes that reduce yields dramatically

Climate change will have some influence on the food production,

Introduction of proper organic farming methods such as composting and crop rotation can to an extend can counter balance the influence of climate change.

The development from a FFS to a FFLG group is slow due to insecurity of the consequences

Members of the FFS-groups has realised a need to increase the food production on their own farm through developing into FFLG –groups

Through training the farmers on their own farm the project bridges the gap between the farming technics introduced on the demonstration plot in the ASSP and the need to improve food production on the individual farms

D. PROJECT ORGANISATION AND FOLLOW-UP

D.1 Division of roles in project implementationThe division of roles between UWAMWIMA, TOAM and Organic Denmark in the project implementation is outlined in the table below. According to the evaluation of the previous project the division of roles between partners were clear and the cooperation worked well. The project management team consist of Salum Rehani and Omar Abdalla Ali from UWAMWIMA, Jordan Gama or Noel Kwai from TOAM and a representative from Organic Denmark either Per Rasmussen or Kristina Grosmana Due.

The daily project management is placed with the UWAMWIMA coordinator Salum Rehani. The FFLG project officers who will be employed will be responsible for the implementation of the planned activities under the supervision of the UWAMWIMA coordinator. See the job description for the FFLG project officers in annex K.

Organic Denmark will participate in the monitoring activities and provide resource persons for the training planned. See the job description for the OD staff Per Rasmussen in Annex L.

Reporting and overall financial management is also part of the responsibility of Organic Denmark.

Organisation Roles and responsibilitiesUWAMWIMA Daily coordination of the project as outlined in the project proposal including

planning and implementing activities Financial and activity reporting to TOAM and Organic Denmark UWAMWIMA will employ two FFLGs officer Develop monthly monitoring reports to the project management team Mobilizing farmers for FFLGs Stake holder involvement in project activities

TOAM Financial management in Tanzania Based on TOAM experiences develop a monitoring system for the project Facilitate project implementation during monthly visits to Zanzibar Develop quarterly monitoring reports Disseminate results to TOAM members Technical input on

o organic farming in productiono marketing of organic products

Organic Denmark Monitoring and reporting to funder Overall financial management of the project Technical input on


o FFLGo Marketing, e.g domestic market promotiono Organic agriculture farming methodso Advocacyo Organisational development

Provide resource persons for the facilitators training Advocacy for organic farming in Tanzania to the Danish government and for

business link between Tanzania and Denmark

D.2 Monitoring and evaluation in project implementationTo monitor the progress of the project implementation the participatory monitoring tool developed during the previous project will be used and strengthened. The TOAM monitoring officer together with the two FFLG project officers will on a monthly basis monitor the progress of the project activities and elaborate a brief monthly report and comprehensive quarterly reports for the board of UMAMWIMA and the FFLG management team. TOAM will be in charge of quality assurance of the project implementation as a whole.

The TOAM monitoring officer and the two FFLG project officers will elaborate a monitoring plan for each 6 months and will monitor project progress through participation both in a number of FFLG meetings and in project activities planned. Every FFLG is monitored twice every 6 months by the FFLG officers. The monitoring plan for each 6 months will be approved by the FFLG management team from TOAM, UWAMWIMA and OD.

Every six month the FFLG management team will meet to consider the project development, evaluate the activities of the recent 6 months and plan for the coming half year. The progress report will play an important role in the work of the FFLG management team. The FFLG management team will when optional monitor project progress through participation both in a number of FFLG meetings and in project activities planned.

To involve stake holders a Project Advisory Committee (PAC) is established. The main objective of the PAC is to reflect on the project progress, share challenges and success and to ensure linkage to stakeholders important when it comes to advocacy. The members of the PAC are suggested to a representative from each of the following MANR, KATI, VSO, Action Aid, The PAC will meet during the annual stakeholder workshop.

A mid-term review will be conducted by a joint TOAM, UWAMWIMA and OD team to review the progress and if necessary adjust the project organisation and the project activities according to the progress and challenges identified. The external evaluation of the project will take place within the last six month of the project period and is conducted by local independent consultant company.

E. INFORMATION WORK

E.1 Has project-related information work in Denmark been planned?Short newsletters on results and challenges of the project will regularly be communicated to the internal network of Organic Denmark, Global Organic. Small articles regarding organic farming, food security and living conditions for small farmers in Zanzibar will be published in the newspaper, the magazine and on the homepage: www.okologi.dk. of Organic Denmark. They will equally be published on the homepage of the Agro-Ecological Network. At the end of the project a conference focusing on the development of food security by the use of organic farming and participatory methods will be organized in collaboration with other projects and stakeholders in Denmark.


3. Budget summaryA detailed budget with budget notes must be submitted in Annex C ‘Budget scheme’ and enclosed the application. NOTICE: Remember to open all tabs in order to fill in each of the relevant five spreadsheets.

See also ‘Guide to budget preparation’ at www.cisu.dk.

Below please fill in a summary of the main budget items as follows: Fill sheet 1-4 in Annex C 'Budget scheme' - the budget summary will then automatically appear on sheet 5. This should be copied from Annex C and pasted below.

Budget summary CurrencyIndicate the total cost (i.e. including contributions from the Civil Society Fund as well as other sources) 2478180 DKK

Of this, the Civil Society Fund is to contribute 2478180 DKK

Of this, indicate the amount to be contributed by other sources of finance, including self-funding by the Danish organisation or its local partner, if any 0

DKK

Indicate total cost in local currency 790.819.000

Indicate exchange rate applied 319,113

Main budget items: Financing planFull amount Of this, from Civil

Society Fund Of this, from other financial sources

1. Activities 1160915 1160915 02. Investments 15400 15400 03. Expatriate staff 0 0 04. Local staff 487317 487317 05. Local administration 94248 94248 06. Project monitoring 252552 252552 07. External evaluation 60624 60624 08. Information in Denmark (max 3 % of 1-7) 75000 75000 09. Budget margin (min 6 % and max 10 % of 1-8) 150000 150000 010. Project expenses in total (1-9) 2296056 2296056 011. Auditing in Denmark 20000 20000 012. Subtotal (10 + 11) 2316056 2316056 013. Administration in Denmark (max 7 % of 12) 162124 162124 014. Total 2478180 2478180 0


http://www.cisu.dk/

4. ANNEXES

OBLIGATORY ANNEXES

The following annexes must be submitted both in print by post and electronically by email:

A. Basic information about the Danish applicant organisation (filled in and signed by the Danish organisation)

B. Factsheet about the local organisation (filled in and signed by the local partner. It can be submitted in a copied/scanned version)

C. Budget format

The following annexes about the Danish organisation must be submitted in print by post:

D. The organisation’s statutesE. The latest annual reportF. The latest audited annual accounts (signed by the auditor and the management/board of

the organisation)

NOTE: If the Danish organisation estimates that the expected annual consumption in the Civil Society Fund exceeds 5 million DKK, the application must be accompanied by a summary of the expected future consumption for the coming three-year period.

SUPPLEMENTARY ANNEXES (max 30 pages):

Annex no. Annex titleG Organisational Structure of Organic DenmarkI Evaluation report FFLG Zanzibar 2013-2015J Problem Tree on food insecurity in ZanzibarK Job description UWAMWIMA FFLG project officerL CV Paul HolmbeckM CV Per RasmussenN CV Kristina Grosmann DueO Activity planP Detailed budget

Notice: All annexes should be submitted in print in three copies (no magazines, books, newspaper cuttings or ring binders, but copies of relevant excerpts thereof).


Documents

okologi.dk · Web viewDeputy first secretary Juma Ali Juma in the MANR on the meeting in August 2014 pointed out that the ministry would strongly support a project focusing on market