Quarterly Report: April 1, 2020 - USAID

Management of Fall Armyworm (FAW) in Maize for Smallholder Farmers in

Democratic Republic of the Congo (DRC)

Quarterly Report: April 1, 2020 - June 30, 2020

Submitted by Land O’Lakes Venture37, July 30, 2020

DRC-M-FAW-Q3 Final-Progress Report 2

AWARD SUMMARY

Program Name: Management of Fall Armyworm in Maize for Smallholder Farmers in

the Republic Democratic of the Congo

Activity Start Date and End

Date: October 18, 2019 to October 17, 2024

Name of Prime Implementing

Partner: Land O’Lakes Venture37

Cooperative Agreement

Number: 72066019LA00002

Name of Subcontractors/Sub

awardees:

International Institute of Tropical Agriculture (IITA) and Villa Crop

Protection

Major Collaborating

Organizations:

INERA, Ministry of Agriculture (MINAGRI) departments: SENASEM,

SNV.

United Nation Food and Agriculture Organization (FAO);

FFP/Development Food Security Activity (DFSA) implementors

Geographic Coverage:

The former provincial areas in DO2 (Corridor 1: southern Katanga

(Haut-Katanga) and Corridor 2: Kasai Occidental and Kasai

Oriental/Lomami) and the majority of TO3 (South Kivu and

Tanganyika, formerly northern Katanga).


ACRONYMS AND ABBREVIATIONS AET Agriculture Education and Training

AO Agreement Officer

AOR Agreement Officer’s Representative

BCC Behavior Change Communication

CARG Conseil Agricole Rural de Gestion

CBSP Community Based Service Providers

CDCS Country Development Cooperation Strategy

CGIAR Consultative Group for International Agricultural Research

CAA Coordinated Activity Areas

CIAT Centre International d’Agriculture Tropicale

COP Chief of Party

CRS Catholic Relief Services

DAI-IGA Development Alternative International- Integrated Governance Activity

DCOP Deputy Chief of Party

DFSA Development Food Security Activity

DPV Direction de la Protection des Végétaux

DRC Democratic Republic of the Congo

DSAA Development Food Security Activity

EAS Extension and Advisory Services

FAO Food and Agriculture Organization

FAW Fall Armyworm

FEWSNET Famine Early Warning Systems Network

GAP Good Agricultural Practices

GMEL Global Monitoring, Evaluation, and Learning

GoDRC Government of the Democratic Republic of the Congo

HQ MEL Headquarters Manager Evaluation and Learning

IFPRI International Food Policy Research Institute

IITA International Institute of Tropical Agriculture

ITAPEL Inspection Territoriale de l’Agriculture, Pêche et Elevage

INERA National Institute for Research and Agronomic Studies

IPAPEL Provincial Inspections of Agriculture, Fisheries and Livestock

IPM Integrated Pest Management

IRS International Research Specialist

KII Key Informant Interview

LWA Leader with Associates

MECC Monitoring Evaluation and Coordination Contract

MEL Monitoring, Evaluation, and Learning

MINAGRI Ministry of Agriculture

NGO Non-Governmental Organization

PERSUAP Pesticide Evaluation Report (PER) and Safer Use Action Plan (SUAP)

PD Program Director

PI Principal Investigator

PIRS Performance Indicator Reference Sheets

RATL Research and Adaptation Team Leader

RISD Research Initiative for Social Development

SENAFIC National Service of Fertilizers and Related Inputs

SENASEM Service National des Semences

SUAP Safer Use Action Plan

SNV National Extension Service

STTA Short Term Technical Assistance

VC Value Chain

WFH Working from Home

WFP World Food Program


TABLE OF CONTENTS

AWARD SUMMARY ................................................................................................................................. 2

ACRONYMS AND ABBREVIATIONS ............................................................................................. 3

TABLE OF CONTENTS .......................................................................................................................... 4

EXECUTIVE SUMMARY ......................................................................................................................... 6

1. IMPLEMENTATION OF KEY TECHNICAL ACTIVITIES ............................................. 7

1.1 Maize value chain analysis ................................................................................... 8

1.2 Project Baseline, & Gender and Youth Analysis ............................................... 9

1.3 Elaboration of a draft of strategic IPM and Communication Plan ................. 9

1.4 Second review of Year 1 Activity Work Plan and Gantt chart ..................... 10

1.5 Activity Monitoring, Evaluation and Learning Plan (AMELP) ...................... 10

1.6 Development of the Safe Use Action Plan (SUAP). ...................................... 10

1.7 Training of project staff ..................................................................................... 11

2. MANAGEMENT OVERVIEW .................................................................................................... 11

2.1 Global Security and Security Planning ............................................................ 11

2.2 Country registration of Venture37 .................................................................. 11

2.3 Collaboration with USAID Mission Staff. ........................................................ 12

2.4 In-country visits. ................................................................................................. 12

2.5 Installation of the Project Office. ..................................................................... 12

2.6 Recruitment and Human Resources Management ........................................ 12

2.7 Other start-up managerial activities ................................................................ 13

2.8 DRC Project staff’s SWOT Analyses ............................................................... 13

2.9 Distribution of the Project Factsheet .............................................................. 13

3. IMPLEMENTATION OF PROJECT COMPONENTS .................................................... 14

3.1 Component 1: Sustainable and cost-effective IPM technologies identified and

validated for local context .......................................................................................... 14

3.1.1 Finalization and validation of IITA/INERA’s research Protocol .................................. 14

3.1.2 Establishment of the two Coordinated Activity Areas (CAAs) ................................. 14

3.1.3 Identification of 23 Technologies for tests and validation trials. ................................ 15

3.1.4 Research and adaptation ..................................................................................................... 15

3.2 Component 2: Increased adoption of GAP IPM ............................................. 16

3.2.1 Pursuit of collaboration with public and private sector stakeholders ...................... 16

3.2.2 Review of IPM Guides .......................................................................................................... 16


3.2.3 Design of Project Communication Plan ........................................................................... 16

3.3 Component 3: Improved policies and systems for GAP IPM deployment .. 17

4. NEXT STEPS FORWARD: Q4 PLANNED ACTIVITIES ............................................. 17

4.1 Priority technical activities ............................................................................... 17

4.2 Priority’s research activities (Component 1) .................................................. 17

4.3 Priority administrative, legal, and financial activities .................................... 18

4.4 Facilitation of system adoption (Component 2). ............................................ 19

4.5 Facilitation of an enabling environment (Component 3) .............................. 20

4.6 Monitoring, Evaluation, Research and Learning activities ............................ 20

5. CHALLENGES AND CONSTRAINTS .................................................................................. 20

6. LESSONS LEARNED ..................................................................................................................... 20

7. ANNEXES ........................................................................................................................................... 21


EXECUTIVE SUMMARY

This quarterly report covers the project’s third reporting period from April 1 to June 30, 2020

and focuses on the pursuit of important technical activities during COVID19 confinement in

Kinshasa’s Gombe Commune, and finalization of project startup administrative tasks including

Venture37’s updates on final stages of Venture37’s registration.

During Q3, the global pandemic of COVID-19 continued to increase and became a more serious

concern affecting the DRC, especially Kinshasa. In response, the Project pursued a temporary

“work from home” (WFH) approach, and adjusted activities appropriately. The Team continued

to progress, exhibited by the completion of 83 remote Key Informant Interviews (KIIs) for the

maize value chain (VC) analysis. The Team interviewed actors and representatives of support

organizations, located not only in Kinshasa, but also in the Provinces of Haut Katanga, Tanganyika,

Kasai Oriental, Lomami and Sud Kivu. On May 27, 2020, the DRC Team presented among

themselves four (4) Power Point Presentations (PPPs) on key preliminary findings on remote data

collection for the maize VC analysis.

In spite of the pandemic in the DRC and travel restrictions imposed by authorities for in-country

and Kinshasa movement, the DRC Team performed many technical activities such as remote data

collection for the maize VC analysis, the elaboration of a SUAP draft (submitted to USAID on

April 30), the second review of Year 1 Work Plan and Gantt chart, the finalization of one security

plan (divided into one on DRC and one on project’s specific contexts), the development of the

communication plan, and the review of the first draft of IMC’s gender analysis report. On May 5,

based on MECC’s comments, the Team submitted to USAID the updated AMELP. The team

conducted an in-depth review of USAID FAW IPM Guide (2018) that they presented virtually to

themselves on May 11, 2020, in the form of two power point presentations (PPPs).

At the end of last quarter, the Team decided to delay any in-person data collection for the maize VC analysis, the baseline assessment, and IITA’s surveys for safety reasons due to COVID-19.

During Q3, the team transitioned some of this data collection to remote interviews to progress

on data collection.

For the baseline, the Team decided to conduct remote KIIs to move forward with a more in-

depth gender and youth analysis. At the end of the period, the Team decided they could move

forward with in-person data collection, which will start in the next quarter.

The team also reviewed several updated inception reports for the baseline, the final one of which

IMC submitted on April 8, 2020. But given in-country travel restrictions, Venture37 notified

USAID on March 23, 2020 that the baseline would be postponed for one month. In the meantime,

the Team decided that IMC, via local sub-contractor RISD, would resume remote data collection for a deeper gender analysis than the one originally planned, as part of the baseline. Since youth

is also a cross-cutting theme, youth was included in this alternative gender analysis.

Sub-Partner IITA has developed a good research relationship with INERA. During Q3, both

organizations validated the research protocol, identified 23 technologies for tests and trials, and


started the establishment of the two Coordinated Activity Areas (CAA) located close to INERA’s

research stations in Kipopo (Haut Katanga) and Mulungu (Sud Kivu).

During Q3, the DRC Team performed essential administrative, procurement, human resources,

and monitoring and evaluation tasks. In addition, Venture37 provided a considerable amount of

high-quality online training on IT, Management, Procurement, and the Farmer to Farmer Program.

External providers like Sub-Partner Villa Crop Protection (Villa) also shared high-quality training

materials on IPM as it relates to Fall Armyworm (FAW), and additional valuable information on

FAW control was provided during an online Agrilinks webinar.

On May 12, USAID’s Agreement Officer (AO) approved the Fixed Award Agreement (FAA) with

Villa Crop Protection, which will be signed next quarter.

The Team pursued good collaboration with USAID through weekly remote meetings with AOR

and monthly calls including the AAOR, and started developing working relationships, both at

national and provincial levels, with INERA, MINAGRI and its agencies (SNV, SENASEM, DPV,

SENAFIC, IPAPEL and ITAPEL).

Besides the near completion of installation of the project office, the selection of the remaining

project staff to be hired, as well as procurement of one project vehicle and office furniture, this

third quarterly report includes the narrative of achievements against the revised Year 1 Work

Plan, and a summary of monitoring, evaluation, and learning activities.

1. IMPLEMENTATION OF KEY TECHNICAL ACTIVITIES

The DRC Team developed a draft of Safer-Use Action Plan (SUAP) document, with technical

inputs from the IITA Project Team. The COP submitted that version to AOR, on April 30, 2020.

Feedback from USAID’s Environmental Specialist is still expected.

During Q3, the DRC Team reviewed IMC’s inception report and updates, the first detailed draft

of the gender analysis report, Q2 progress report (following AOR’s comments) and developed

drafts of M&E data collection tools. In addition, to an in-depth desk review, the Team reviewed

and presented a summary of the USAID FAW IPM Guide (2018), and drafted a Strategic IPM and

Communication Plan, as explained further below.

To address the comments of USAID’s contractor (IBTCI/MECC), the Team updated the AMELP

that the COP originally submitted to the AOR on May 5, 2020. At the end of the period, the

team received further feedback from the USAID MEL team in Washington DC, which will be

addressed in the next reporting period.

To adjust to present circumstances, in June, the DRC Team reviewed the Year 1 Work Plan and

updated the corresponding updated Gantt Chart (ANNEX 1).


1.1 Maize value chain analysis

Following VC analysis training (March 18-19), and finalization of the methodology and the six (6)

interview tools, the three sub teams (A, B and C), were planning to travel to their respective

survey zones on March 28. Due to travel restrictions, the survey team performed data collection

remotely, using the Kobo toolbox application1 on project mobile phones.

The VC analysis sub-teams are composed entirely of Venture37 technical team, as follows:

• Team A (DCOP): data collection in Haut-Katanga, and Tanganyika Provinces,

• Team B (EASTL): data collection in Kasai Oriental and Lomami Provinces,

• Team C (M&E specialist): data collection in Sud Kivu Province.

Given project needs for local understanding, particularly of provincial zones of intervention, the

DRC M-FAW survey Team conducted remote qualitative data collection for the analysis of maize

VC. From April 1 - May 30, 2020, they conducted in their respective survey zones, a total of 83

KIIs of technical staff of support organizations and maize value chain actors (ANNEXES 2A and

2B) and support organizations, including SENAFIC, SENASEM, INERA, DPV, ITAPEL and SNV

(ANNEX 3).

At the provincial level, the Teams interviewed representatives of organizations like DPV Haut

Katanga, SNV Haut Katanga, CIAT-Harvest Plus Sud Kivu, WVI Sud Kivu, Lubumbashi University,

INERA Kalemie, Tanganyika, INERA Kipopo, Haut Katanga.

In addition, the survey Team was able to interview private sector actors like:

• Members of Fédération des Entreprises du Congo (FEC) in Lubumbashi, Haut

Katanga,

• 2 subsistence maize Farmers in Kalehe territory, South Kivu,

• 3 maize producers in Tanganyika Province.

• Members of farmer associations like OP LIADC in Haut Katanga,

• Members of other 3 farmers associations in Sud Kivu.

Some agro-dealers interviewed included but not limited to: Cabinet Agricole YAMBO (Haut

Katanga), Agriforce, Baba KISSA Pharmacie, and LOBIKO (Sud Kivu), and PRODDIM (Lomami).

On May 27, in addition to the COP’s presentation on the VC methodology and tools, Teams A,

B and C presented to each other, their respective preliminary findings.

Although the assessment data on FAW impact was difficult to make, the Team reported a loss

average from 35% to up 50% in the provinces surveyed2. Preliminary findings revealed also that,

in general, FAW is known but dissemination of information and extension service provisions are

1 As stated earlier, Venture37 has opted to use Kobo toolbox, an online platform, that will serve for remote data collection for

the maize VC analysis. 2 DRC- M- FAW Team’s 83 remote interviews of key informants conducted from April 1 to May 30, 2020, maize actors and

representatives of support organizations in Haut Katanga, Tanganyika, Kasai Oriental, La Lomami and Sud Kivu.


far from being sufficient and are sometimes nonexistent. Top project priorities should focus on

critical technical and communication needs of stakeholders across the maize VC.

Key findings are already integrated in the draft of Project’s Strategic IPM and Communication

Plan. Next quarter, the team should be able to pursue in-person data collection in their respective

survey zones.

A debriefing on VC analysis to a larger audience is envisioned for after de-confinement.

1.2 Project Baseline, & Gender and Youth Analysis

The COP shared the final inception report with the AOR on April 8, 2020. But, as noted earlier,

due to in-country travel restrictions, Venture37 notified USAID that IMC had to postpone in-

person data collection for one month3 and interrupt the baseline field work (ANNEX 4).

IMC had to adapt their plans accordingly, and Venture 37 agreed that local sub-contractor RISD

would conduct remote KIIs for the gender and youth analysis in Sud Kivu and Haut Katanga. To

this aim, Project staff developed the SOW for the gender analysis and reviewed IMC’s proposed

methodology and tools. IMC submitted a very detailed draft of the gender analysis on June 25.

The near final version should be shared with USAID by July 31. At this time, IMC expects to

start in-person surveys and interviews for the full baseline, to set baseline values for key indicators

at the beginning of August.

1.3 Elaboration of a draft of strategic IPM and Communication Plan

The purpose of DRC M-FAW Strategic IPM and Communication Plan is to lay the foundation for

increased use of integrated pest management (IPM) for reducing economic, health, and

environmental risks and hazards, posed by FAW in the DRC. It is based on the survey Team’s

preliminary findings of the maize VC analysis and IITA’s contribution for research priorities.

This plan outlines current FAW control practices in project zones of intervention (ZOIs), critical

research, and technical and communication needs of stakeholders across the maize VC in the

target provinces. As a response to these needs, this plan describes Project’s interrelated technical

and communication strategies.

Technical strategies focus on research on effective IPM using non-toxic products for FAW

control, pesticide risk management and environmental protection. Communication strategies

concentrate on information, education, and communication (IEC), institutional capacity

development, extension, and the government’s regulatory services in order to bring about

positive behavior change of maize small holder farmers.

The Project will use this plan to enhance the Project Team’s understanding of current methods

used by maize small holder farmers in the target intervention zones, which include traditional

practices and biological control.

3 On March 23, 2020, Venture37 notified the AO to this effect.


1.4 Second review of Year 1 Activity Work Plan and Gantt chart

Given present circumstances, on June 26, the DRC Team conducted two brainstorming sessions

to review the Year 1 WP and update the Gantt Chart (ANNEX 1).

Following the brainstorming sessions, the team agreed to organize a workshop with all

stakeholders concerned, once large gatherings are authorized in Kinshasa. In the meantime, the

COP will share the near final draft with USAID, IITA and relevant collaborators like FAO, INERA,

MINAGRI, and its national agencies like DPV, SNV, SENASEM and SENAFIC with the goal of

receiving feedback. The June 29 version of the Gantt Chart will be annexed to the updated Year

1 Work Plan

1.5 Activity Monitoring, Evaluation and Learning Plan (AMELP)

The COP submitted the first AMELP to USAID on December 20, 2019. After receiving

IBTCI/MECC’s comments at the end of April, the COP submitted to AOR, the updated AMELP

with a note on additional edits on May 5.

On June 28, the Team received additional comments from USAID/MEL in Washington, DC, and

plans to make important changes accordingly in July. Once the final version is approved, the team

will finalize the data collection tools and configure them for Venture37’s IMPACTS, an online data

portal system. The M&E Specialist has already drafted the data collection tools that GMEL HQ

needs to review before AMELP finalization.

1.6 Development of the Safe Use Action Plan (SUAP).

Upon receipt of IITA’s technical contributions, on April 29, Venture37 submitted the first SUAP

draft to AOR. Feedback is still expected from USAID’s regional and DRC environmental

specialists. The Team will then elaborate the EMMP to plan for mitigation actions.

This SUAP should ensure that all activities proposed by the project fully comply with DRC laws

on environmental protection, and with USAID/DRC 2017 Mission-wide PERSUAP. It is to address

pesticide use only, not all the environmental aspects of the project and its purpose of the pesticide

purchases is for research purposes only.

Venture37 submitted a waiver request to USAID for the purchase of restricted products needed

for IITA/INERA’s research work. At the end of June, together with INERA, IITA identified 23

technologies for testing. Over the project’s life, a total of 25 technologies should be validated.


1.7 Training of project staff

During Q3, Venture37 HQ pursued remote training of DRC project staff, on leadership,

procurement, Devlink, WorkDay, administration, and finance related topics. Specific training and

information sessions4 included:

• Villa’s remote training demonstration on FAW IPM, April 27-28 and 29.

• Farmer to Farmer Training, May 4

• Remote HQ Field Leaders Orientation Meeting, May 5

• HQ’s detailed DevLink training, May 12

• HQ’s GMEL orientation to COPs, May 12

• IITA’s Famews Training, June 1

• Fall Armyworm Distance Learning, June 2

• Agrilink’s Webinar: Management of FAW in Africa and Asia, June 18

• HQ’s Ad Hoc Screening Training for COPs, June 22

• HQ’s first training on Activity To Execute (A2E) for COPs, June 24.

2. MANAGEMENT OVERVIEW

2.1 Global Security and Security Planning

Since the breakout of COVID 19 in March, the Land O’Lakes Global Security Team has continued

to closely monitor the evolution of COVID 19 and provides regular global security reports on

key developments in Africa, and specifically in the DRC.

During Q3, the DRC Team finalized Land O'Lakes Venture37’s Global Security Plan on site-

specific information and essential knowledge for project staff and external visitors. On May 6, the

COP submitted two near final versions of presentations to Global Security for validation: one on

DRC’s Global security and risks assessments, and one on Project Specifics. The COP submitted both presentations for AOR’s information on May 11, 2020.

2.2 Country registration of Venture37

Following the two successive Management meetings with Agriculture Minister on February 27

and on March 2, 2020, Venture37 was expecting MINAGRI’s certification and “Accord Cadre”

with the Ministry of Planning. Because of confinement in the Gombe commune, where most

4 Other remote training included:

• HQ’s first DevLink Training, April 9

• IT remote training, April 21.

• HQ’s Second DevLink Training, April 29

• HQ’s DocuSign Training, May 11

• HQ’s detailed DevLink training, May 12

• HQ’s coaching on MSU template, May 12

• HQ’s Talent Talk Training, May 28

• HQ’s O365 Open Office Hours Training, June 17


Government offices are located, the Team could not arrange the two MINAGRI inspectors’ visit

to the project office before June 24. Finally, after that visit, MINAGRI’s Secretary General signed

Venture37’s certification on June 29.

2.3 Collaboration with USAID Mission Staff.

During Q3, Project Management pursued close collaboration with the AOR and AAOR. Since

early January, the COP has met with the AOR every Friday to openly share progress and

programmatic information. This collaboration is further documented by the Weekly Progress

Reports (WPRs) that are discussed during weekly meetings with the AOR, and on a monthly

basis, with both AOR and AAOR. These regular documented meetings facilitate Donor’s

guidance.

2.4 In-country visits.

Due to internal and international travel restrictions, neither HQ nor the DRC staff was able to travel to or within the DRC or perform any in-country visit.

2.5 Installation of the Project Office.

During Q3, the project office’s installation remained on hold, and project staff could not work at

the project office5, as planned from April 1, 2020 (start date of Office lease). This will be possible

at the beginning of July, after completion of installation, and delivery of the office furniture.

2.6 Recruitment and Human Resources Management

The project reviewed many resumes of candidates who responded to announcements on Media

Congo and Venture37’s website. Then, the Committee met to interview pre-selected candidates

via Skype for the following positions:

• The Agricultural Education and Training Team Leader (AETTL), as key personnel, yet

to be approved by USAID.

• The Extension Specialist to be based in Kinshasa.

• The Extension Specialist to be based in Bukavu,

• The Institutional Development Specialist to be based in Lubumbashi, and

• The Administrative Assistant/ Accountant, to be based in Kinshasa.

All personnel positions will be filled when the project can accomplish more regular activities in a

safe manner.

IITA’s recruitment consisted of the selection and hiring of the two Agronomic Specialists (AS),

and one Administrative Assistant (AA). The AS in Bukavu started work in June, but the other one

will travel from Cabinda to Lubumbashi when local transportation is feasible. These two

specialists will conduct respective research work in Haut Katanga and Sud Kivu Provinces.

5 The project office is located at Quantum building 6th Floor, Avenue du 30 Juin, Kinshasa/Gombe.


IITA plans to hire the Institutional Development Specialist (IDS) for Bukavu in August, for a start

date of September 1, but final offers are on hold until the pandemic situation becomes clearer.

2.7 Other start-up managerial activities

During Q3, the DRC Team completed other operational tasks like:

• Obtaining the AO’s approval of the Fixed Award Agreement with Villa Crop

Protection on May 12.

• On June 8, submission of Venture37’s waiver request for the purchase of restricted

goods needed for IITA’s research work.

2.8 DRC Project staff’s SWOT Analyses

On April 28, April 29 and May 4, the DRC Team conducted three successive SWOT analyses on:

• Project administration, finance, human resources and procurement,

• Project Overall Management

• Technical Management and activities.

These brainstorming sessions were very useful for the identification of Project’s strengths,

weaknesses, opportunities and threats to implementation.

Moreover, on June 10, the DRC Team conducted two brainstorming exercises to explore the

following scenarios:

a) Each team member is de-confined, and work resumes as usual, and in-country travel

is possible for field work; or

b) Semi-confinement in Kinshasa persists, and in-country travel is not possible.

As a result, the Team developed a “Return to Work Plan” (RWP) that is updated on a regular

basis.

2.9 Distribution of the Project Factsheet

For the development of collaboration with public and private stakeholders, the DRC Team

emailed around seventy (70) project Factsheets to most key informants for the maize VC analysis,

and important contacts made in Kinshasa (e.g representatives of SENAFIC, INERA, MINAGRI,

FAO, CRS, SNV etc.).


3. IMPLEMENTATION OF PROJECT COMPONENTS

3.1 Component 1: Sustainable and cost-effective IPM technologies

identified and validated for local context

Working with Sub-Partner IITA, the project’s main objective in Q3 was to establish validation trials at

the two INERA stations, taking into consideration existing practices and recommendations. Activities

accomplished involved the development of the research protocol, consultation of key validation trial

partners, recruitment of two agronomic specialists (ASs), drafting memorandum of understanding with

INERA for Kipopo and Mulungu stations, provision of technical inputs for the development of the Safer

Use Action Plan (SUAP), and request waiver for authorization to purchase restricted goods needed for

the station research.

IITA project staff held multiple discussions with DPV regarding the identification of the technologies

and development of the protocol that will facilitate the engagements on policy, and particularly on the

alignment of validation trials to prevailing homologation protocols.

Rather than procuring costly and higher risk pesticides for smallholder farmers, the project, with the

assistance of MINAGRI Task Force, will promote at national and provincial levels, fast-track registration

for lower-risk products found to be effective by IITA/INERA and which can safely be handled without

government’s authorization, for example biopesticide and commercial neem formulations.6

3.1.1 Finalization and validation of IITA/INERA’s research Protocol

In April, IITA Project staff finalized the project’s research protocol in collaboration with INERA, DPV

and SENAFIC (ANNEX 5.) In May, these regulatory bodies validated this protocol. As a result of

several online national and regional consultations7, the protocol indicates that there are no

recommended pesticides for FAW management. Pesticides that IITA will use are for research purposes

only and are registered in the DRC for other pests.

3.1.2 Establishment of the two Coordinated Activity Areas (CAAs)

During Q3, IITA began to establish the two validation trial sites or Coordinated Activity Areas

(CAA) inside INERA’s concessions of Kipopo (Haut Katanga) and INERA Mulungu (Sud Kivu).

This activity must be conducted in close collaboration with INERA to facilitate increased

control by researchers and INERA’s appropriation at project end.

Both organizations agreed that INERA will secure the necessary office space and land, while IITA will

provide technical assistance, materials and small equipment, and specialized research know-how during

laboratory activities conducted at IITA’s research station of Kalambo, Sud Kivu. In Haut Katanga, IITA

project staff will use the laboratory facilities of the University of Lubumbashi. A Memorandum of

understanding (MoU) between both organizations, should be signed in July.

6 Fall Armyworm Management by Maize Smallholders in Malawi: An integrated Pest Management Strategic Plan, Katie Murray

and Paul C. Jepson, Oregon State University, Micter Chaola, Catholic Services, Feb 2019. 7 During Q3, IITA Project staff had numerous online consultations with INERA, DPV, SENAFIC, CABI, CIMMYT, FAO, ITTA

ICIPE, CIMMYT, CABI, FAO, IITA-Zambia, IITA-Burundi and IITA-Benin.


The RATL and the 2 Agronomic Specialists are already on-board for starting the validation trials at the

2 CAAs. The Agronomic specialist based in Bukavu (Sud Kivu), and the one in Lubumbashi (Haut

Katanga), are receiving technical guidance and supervision from IITA’s Senior Entomologist (or Principal

Investigator) and the RATL.

3.1.3 Identification of 23 Technologies for tests and validation trials.

During this quarter, IITA and INERA identified 23 technologies to be tested on Year 1 on each CAA’s

maize fields. These are:

• 2 to 3 chemical pesticides: EMALONE (emamectin benzoate), CORAGEN

(chlorantraniliprole), and/or AMPLIGO (chlorantraniliprole + lambda

cyhalothrin)

• 2 biopesticides: BIOK 16 (Bacillus thuringiensis) and FAWLIGEN (Spodoptera

frugiperda NPV)

• 3 botanicals: Azadirachta indica, Chrysanthemum cinerariaefolium, and Lippia

javanica

• 2 local innovations: ash, sand

• 2 cultural practices: intercropping maize-cassava and maize-cowpea

• 2 early warning systems: FAMEWS and FIA

• At least 4 natural enemies: 2 parasitoids and 2 predators

• 2 crop species 1 maize, 1 cowpea

• 4 Fertilizers: DAP, TSP, MOP, and urea.

3.1.4 Research and adaptation

IITA/INERA’s research protocol (ANNEX 5) includes the following activities:

• Adaptation and validation of a monitoring and early warning system that should be

operational in local conditions.

• Assessment of cultural and mechanical control of FAW

• Assessment of biological control options available in the DRC.

• Assessment of seed system and host plant resistance

• Assessment of current soil fertility practices

• Inventory and validation of the best and environmentally friendly pesticides.

• Assessment of current agricultural practices

• Identification of appropriate tools and equipment to enhance monitoring, screening,

and early warning of FAW including:

o Pheromone traps,

o Mobile phone applications,

o Programs for pest recognition and damage determination and thresholds to

initiate actions and/or frequency of intervention.


3.2 Component 2: Increased adoption of GAP IPM

3.2.1 Pursuit of collaboration with public and private sector stakeholders

Due to confinement in the Gombe Commune, the DRC Team was unable to be involved in in-person “early warning” through active membership of MINAGRI’s FAW Task Force. But, as noted earlier, and

indicated in ANNEXES 2 A and 2 B and ANNEX 3, during remote KIIs for the maize VC analysis,

the DRC Team explored collaboration with an important number of key actors and technicians from

governmental institutions. The Team also explored collaboration with support organizations like

RISD/Sud Kivu, FAO Nyunzu (Tanganyika), IITA (Kinshasa and Bukavu), and IITA Kalemie (Tanganyika).

Specific KIIs included representatives of support organizations such as: INERA/Kipopo (Haut Katanga),

INERA Mulungu (Sud Kivu), SENASEM (Tanganyika), IPAPEL (Tanganyika), Kalemie University

(Tanganyika), Lubumbashi University (Haut Katanga), SENAFIC DRC (Kinshasa), SNV (Haut Katanga),

IPAPEL (Haut Katanga), SENASEM (Haut Katanga), and DPV (Kinshasa and Haut Katanga). Also, the

DRC Team discussed with many private sector actors such as members of FEC in Tanganyika and

subsistence farmers in the territories of Kabare, Mulungu, Walungu and Ruzizi Plain (Sud Kivu). They

interviewed Minoterie KAS in Kalemie (Tanganyika), and members of producer organizations in Kasaï

oriental and Lomami.

The DRC team pursued collaboration with Bureau of Humanitarian Assistance (such as Development

Food Security Activity (DFSA) Projects managed by NGOs like Food for the Hungry in Tanganyika,

Mercy Corps in Sud Kivu, CRS (USAID Budikadidi project) in Kasai Oriental), and CIAT/Harvest Plus

and World Vision, in Sud Kivu.

Working with DFSA projects is important for the success of this project. Collaboration with these key

support organizations will facilitate Project implementation of communication strategies that

concentrate on information, education and communication (IEC), institutional/capacity development,

extension, and the government’s regulatory services in order to bring about positive behavior change

of small holder in maize. The project will make available to these projects, FAW control materials for

dissemination of information to their project beneficiaries.

3.2.2 Review of IPM Guides

The project Team reviewed in-depth, both FAO and USAID FAW IPM guides, from which they selected

some interesting approaches worth pursuing. Project Management will pursue collaboration with FAO

when group meetings are possible in Kinshasa.

3.2.3 Design of Project Communication Plan

The EASTL conducted an in-depth desk review on media and communication agencies available both,

at national and provincial levels. Then the project Team developed the Communication Plan

(ANNEX 6), which was integrated in the Strategic IPM and Communication Plan.


3.3 Component 3: Improved policies and systems for GAP IPM

deployment

Due to confinement in Kinshasa’s Gombe commune, nothing is reported on Component 3 Activities.

On Year 2, the project, with the assistance of key actors, will seek DRC government support in

information dissemination, and adoption of effective low-cost and low risks IPM technologies, including

biological control. Project’s advocacy will focus on raising government’s awareness on technical strategies that will focus on research on effective non-toxic products for FAW control for pesticide risks management and environmental protection.

4. NEXT STEPS FORWARD: Q4 PLANNED ACTIVITIES

4.1 Priority technical activities

• IITA’s MoUs with INERA Kipopo and INERA Mulungu, and USAID for information.

• Land preparation (ploughing, sowing, etc);

• AO’s approval for Request to Purchase restricted goods;

• Purchase of restricted goods, after receipt of USAID’s approval;

• Registration of the 2 technologies (Chlorantraniliprole and Bacillus thuringiensis);

• Dissemination of good agricultural practices for “fast track purposes.”

• Finalize AMELP addressing USAID’s comments;

• Finalize the Project SUAP and the EMMP after receiving USAID’s comments;

• Ensure completion of the maize VC analysis after field work for data collection

(should in-country travel be feasible);

• Ensure satisfactory completion of IMC’s gender and youth analysis;

• Ensure satisfactory completion of data collection of IMC’s baseline;

• Finalize the Strategic IPM and Communication Plan;

• Finalize the draft of Year 1 Work Plan;

• Pursue building strategic alliances with stakeholders at the national, provincial, and

international levels through in-person and remote contacts; and

• Provide virtual support to MINAGRI’s FAW Task Force in Kinshasa, if group

meetings cannot be held in person. Support can be in form of online training, and

concertation meetings..

4.2 Priority’s research activities (Component 1)

For Component 1, the project’s main objective, with Sub-Partner IITA, is to finish the

establishment of the off-season validation trials in the two INERA stations and proceed with

the biophysical baseline data collection. These off-season trials will take place respectively in

Bishibiru (Sud Kivu) and Kipopo (Haut Katanga) during dry seasons. Both sites have facilities

that facilitate irrigation. Key activities will include:

• Purchase and supply the products to INERA’s stations, for testing different

approaches and technologies, after authorization from USAID and Venture37;


• Organize the use of approved technologies for validation trials;

• Continue the off-season validation trials with IITA’s agronomic experts:

• Plant maize based on treatments agreed upon on trial protocol;

• Collect data based on the protocol developed, and report on the efficacy of

different technologies;

• Conduct biophysical baseline data by conducting surveys in off-season farmer fields

(on FAW incidence, abundance, damage, and action threshold will be assessed);

• Record farmer practices, collect regular samples, and identify products used in

smallholder farmer set-ups whether approved or not; record the source of

products and costs; and

Survey for FAW indigenous natural enemies, by conducting regular surveys in maize production

areas to collect samples and identify indigenous natural enemies present in the system as well as

the effect of farming practices on the abundance and incidence of natural enemies; acquire

necessary materials to establish colonies of parasitoids and assess performance; identify the

different species collected. Environmentally speaking, INERA’s stations have the capacity to

establish and manage colonies of parasitoids locally. But IITA will acquire necessary additional

equipment to safely manage these parasitoids at INERA laboratory of Kipopo and IITA’s in

Kalambo, Sud Kivu.

For Component 2, the Team’s main objective is to update technologies being recommended

for fast-track extension during the first maize production season. Key activities within the period

will include the compilation and update recommendations against FAW in the DRC. Based on

the results from Component 1, Venture37 extension team will update the list of technologies to

be recommended against FAW; this will be used for the design and contents of training materials

for dissemination.

For Component 3, the Team’s key objectives under this component during Q4, will be mainly

to ensure that project implementation is aligned with the Plan National de Riposte contre la

Chenille Legionnaire. To this aim, the team will actively participate in working sessions with

MINAGRI for a proper definition of respective roles of institutions involved in agriculture-related

extension services and policy. This will facilitate the creation of favorable enabling environment

for project implementation, as well as the adoption of project recommendations.

4.3 Priority administrative, legal, and financial activities

The COVID pandemic is now expected to have far more-reaching impacts in the DRC, the lives of smallholder producers, and the national economy. Considering this, Venture37 anticipates

continuous reduction in spending, at least during Q4, and has already started operational

adaptations. Among the most important are:

• Postpone to Q4, the hiring of the AETTL, the accountant, the institutional

development specialist and the two extension specialists;

• Ensure also that IITA complete all staffing, also in a safe manner;

• Obtain “accord cadre “ to further assist with tax exoneration;

• Continue the process of obtaining the COP’s working permit;


• Pursuit the refinement of the project’s budget considering COVID 19 restrictions;

• Complete the vehicle and office furniture procurement;

• Ensure completion of the project office installation; and

• Organize a live event while observing strict COVID 19 protection measures to

officially launch the project once the state of emergency is lifted, with attendance

of key personalities like USAID Mission Director, the Minister of Agriculture,

Venture37 HQ Management, IITA Country Representative and all Project

Personnel.

4.4 Facilitation of system adoption (Component 2).

During Q4, Component 2’s main objective consists in promoting technologies that IITA

recommend for fast-track extension during the first maize production season. Per the project

design, the Team does not need to wait for research validation. The Team has already enough

information for fast track, obtained from in-depth desk review, training and data collected. In

addition, other activities will include:

• The Compilation and update recommendations against FAW in the DRC all together with

IITA, Venture37, and MINAGRI’s Task Force; and

• The Review and update of the list of technologies recommended by IITA/INERA to be

used by the extension and the institutional development specialists for proper design and

dissemination of training materials.

In Q4, the project Team intends to implement the communication campaign to raise awareness

through radio broadcast, television, mobile media (SMS phone network), and the distribution of

printed materials through internet, SMS networks, extension agents and maize VC actors. To this

aim, in June, the Team elaborated a communication plan that is available in the form of Power

Point Presentation (PPP) in both French and English (ANNEX 6). USAID and MINAGRI will

provide inputs on key messages for the awareness campaign.

The Venture37 RAMA project in Mozambique shared seven (7) FAW-related technical briefs for

eventual adaptation to the DRC context. All technical information shared with MINAGRI and

USAID. These briefs could be adopted and then translated into the main languages for use by

local partners and project participants.

In Q4, the team will pursue the activities for dissemination of information on FAW incidence and

FAW control via the elaboration of appropriate communication materials and the start-up of a

mass media and interpersonal communication campaign. To this aim, the Team will have finalized

the Strategic IPM and Communication Plan, and the inventory of the media and communication

agencies and of materials available at national and provincial levels. In addition, the team will

pursue collaboration with selected maize value chain actors and representatives of public and

private support organizations.


4.5 Facilitation of an enabling environment (Component 3)

Project Management will align with the national “Plan de Riposte contre la Chenille legionnaire”,

USAID’s IPM guidelines from 2018, and DRC government’s agricultural development strategy.

To this aim, project staff will actively participate in working sessions with all stakeholders.

4.6 Monitoring, Evaluation, Research and Learning activities

In Q4, the Team intends to pursue Monitoring, Evaluation, Research and Learning activities, either

working from home, and/or immediately after Kinshasa’s de-confinement. ANNEX 7 indicates

that due to country travel restrictions, some project activities were pursued but adapted

accordingly. Field work that is absolutely necessary for the completion of the maize value chain

analysis will take place during Q4, when it is safe to do so.

The baseline assessment is to be pursued in July and is absolutely necessary for obtaining a

reference point which will permit to track progress against key outcomes and to facilitate the project impact evaluation at mid-term and end-line.

In Q4, the main MEL activities will consist of completing the establishment a sound and robust

M&E system that will involve finalizing the M&E tools, most of which have been drafted. These

tools are being configured onto Venture37’s internal customized electronic data collection

system (IMPACTS), that allows for real time data collection and analysis.

5. CHALLENGES AND CONSTRAINTS

COVID 19 imposed significant in-country travel restrictions, including access to the project office

in Kinshasa. However, Project Management has taken and will continue to take several critical

steps to ensure a safe environment for project staff and will continue to appraise Venture37 HQ

and USAID/DRC as the project navigates this evolving situation.

Due to travel restrictions, IITA’s RATL could not conduct his field prospection visits to INERA’s

research stations of Kipopo and Mulungu. IITA and INERA still need to sign a Memorandum of

Understanding (MoU) that both Venture37 and USAID must review and approve.

During Q3 in Kinshasa, protests have demonstrated the extent of the dysfunction within the

DRC's government. The confrontation between the current and the past presidents’ blocs may

not only drive further protests in Kinshasa in the weeks ahead, but could also detract from policy-

making at a time when the country is seeking to combat the Covid-19 pandemic, a new Ebola

outbreak, and falling revenues from commodity exports. Moreover, more than one million people

have been forced to flee their homes in the violence-ravaged Eastern DRC since the start of the

year.

6. LESSONS LEARNED

National and Kinshasa travel restrictions in Q3 did not prevent the DRC Team to make progress

with technical activities while working from home. The Team was capable to demonstrate a high


level of adjustment, creativity and flexibility so that some important activities could be pursued.

The team was capable to adjust to COVID 19 circumstances and adapt activities accordingly. In

terms of data collection, online remote data collection was found to be a better option to adopt

since it was impossible to meet respondents in person. For component 1 activities, INERA and

IITA were able to identify remotely 23 technologies for validation trials.

COVID 19 required the Team’s prompt adaptation for the pursuit of the maize value chain

analysis proven by 83 remote interviews of key informants located in the survey provinces of

Haut Katanga, Tanganyika, Kasaï Oriental, Lomami and Sud Kivu. Preliminary findings of this VC

analysis provided important qualitative data on provincial contexts and FAW incidence in project

zones of intervention. Interviews were opportunities to explore collaboration with important

public and private sector contacts.

7. ANNEXES

ANNEX 1: Updated Gantt Chat

ANNEX 2 A and 2B : Contact Lists of KIIs for the maize VC analysis

ANNEX 3: Organizations contacted for the maize value chain analysis

ANNEX 4: Tentative timeline for the baseline

ANNEX 5: IITA’s validated research Protocol

ANNEX 6: Communication Work Plan

ANNEX 7: Updated Summary Table of planned M&E, research and studies.

Quarterly Report: April 1, 2020 - USAID

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Transcript of Quarterly Report: April 1, 2020 - USAID