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Address: IIAM; Av das FPLM 2698; Maputo; Mozambique; Ph/Fax: 258-21460255; Email: compete@tdm.co.mz
Compete
MID-TERM EVALUATION
Prepared By:
Luis Carlos Gil das Neves
Maputo, April 2009
Compete Mid-Term Evaluation
April 2009
Address: IIAM; Av das FPLM 2698; Maputo; Mozambique; Ph/Fax: 258-21460255; Email: compete@tdm.co.mz
Page 1
Table of Contents
List of Abreviations .................................................................................................................... 2
Executive Summary .................................................................................................................... 3
1. Introduction ............................................................................................................................ 6
1.1. Background ...................................................................................................................... 6
1.2. Brief description of the project ........................................................................................ 7
1.3. Objective of assignment .................................................................................................. 8
1.4. Evaluation methodology .................................................................................................. 8
2. Efficiency................................................................................................................................ 9
2.1. Project progress compared to plans ................................................................................. 9
2.2. Achievement of results .................................................................................................. 15
3. Effectiveness ......................................................................................................................... 16
4. Findings and Recommendations ........................................................................................... 17
4.1. Findings ......................................................................................................................... 17
4.2. Recommendations ......................................................................................................... 19
Annex 1. Terms of Reference ................................................................................................... 20
Annex 2. Compete Strategic Results ........................................................................................ 23
Annex 3. Compete M&E TIER I INDICATORS..................................................................... 24
Annex 4. Background to Competitive Grants Program for Agrarian Research in Mozambique
.................................................................................................................................................. 27
Annex 5. Interviews List .......................................................................................................... 29
Annex 6. Specific objectives and achieved results ................................................................... 30
Compete Mid-Term Evaluation
April 2009
Address: IIAM; Av das FPLM 2698; Maputo; Mozambique; Ph/Fax: 258-21460255; Email: compete@tdm.co.mz
Page 2
LIST OF ABREVIATIONS
ARD, Inc Associates in Rural Development, Inc.
CGS Competitive Grant System
CIUEM Centro de Informática da Universidade Eduardo Mondlane
CP Concept Papers
CTO Cognizant Technical Officer
DG Director General
FNI National Research Fund
GMM Grant Management Manual
IEHA Presidential Initiative to End Hunger in Africa
IIAM Instituto de Investigação Agrária de Moçambique
IITA International Institute of Tropical Agriculture
MARCGP Competitive Grants Program for Agrarian Research in Mozambique
MSU Michigan State University
ProAgri Agriculture Sector-Wide Program
RFP Request for funding application
RFP Request for funding Application
TREC Technical Review and Evaluation Committee
USAID United States Agency for International Development
Compete Mid-Term Evaluation
April 2009
Address: IIAM; Av das FPLM 2698; Maputo; Mozambique; Ph/Fax: 258-21460255; Email: compete@tdm.co.mz
Page 3
EXECUTIVE SUMMARY
With the ultimate goal of strengthening Mozambique's agriculture research system capacity to
promote development and the adoption of improved agricultural technologies, a Competitive
Grants System (CGS) that was named „Compete‟ was established by ARD Inc. (ARD) with
support from the United States Agency for International Development (USAID).
This report aims to provide a comprehensive Mid-Term Status Report assessing Compete‟s
progress in meeting all of its stated goals. The report also includes recommendations that can
assist in the final year of implementation of the Task Order; and that may be useful for the
future of the competitive grants unit in the Instituto de Investigação Agrária de Moçambique
(IIAM).
The work was informed by a range of Compete actors and focused mainly on:
Reviewing basic documents that guide the competitive granting process.
Reviewing a sample of winning and losing proposals and grantee quarterly reports.
Reviewing of existing reports provided by Compete staff.
Interviewing key people involved with Compete. This included Compete counterparts,
applicants, grantees, partners, and IIAM administration.
Overall, the outputs defined for the establishment of the program were achieved in time and
there were no major constraints to the development of second year activities.
In order to start and develop the awards process in perfect alignment with national needs a
comprehensive priority setting exercise, involving the main stakeholders was conducted. The
setting of research priorities should be considered a dynamic process that requires regular
updating and should include the participation of all relevant stakeholders, including private
and familiar sector representatives.
The awards process was carried out in an efficient and professional way. However, in order to
further improve the proposal selection process, it is suggested to have a more subject relevant
competence reflected in the selection of peer reviewing specialists and institutions to be
represented in the Technical Review and Evaluation Committee (TREC). For this purpose, it
is recommended to compile a complete list of specialists for peer reviewing. Additionally,
more institutions from the national agriculture research system (Universities) should be
represented in the TREC. It is important to note that the professionals in charge of peer
reviewing should not be TREC members. In order to apply the selection criteria more
appropriately, it is suggested that in the future there must be more clarity in the application of
research and extension concepts as objective and criteria for proposal selection.
The issue of gender awareness and gender balance was strongly emphasized in the selection
process and it was reflected in the successful proposals. Three out of eight research team
leaders were women and there were a substantial number of women researchers engaged in
the projects.
Compete Mid-Term Evaluation
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Regarding the implementation/monitoring of awards, an efficient system of administration
and finances was established. In what concerns the implementation of individual projects the
degree of success varied in function of the team leader, the research team and/or external
factors. The monitoring process was in general satisfactory. However, some situations could
be corrected if more monitoring pressure was timely applied. A permanent process of
negotiation should be established between the CGS central team and the different research
teams to make it possible the reallocation of funds among projects in order to increase the
research process effectiveness.
The geographical dispersion, the research team size and the distance from the team station to
the project location are factors that have shown an inverse relationship with both project‟s
efficiency and effectiveness. To improve efficiency and effectiveness of the research teams,
the project‟s geographical dispersion, the research team size and the distance from the team
station to the project location should be carefully judged.
In the scope of enhancing national capacity, good systems of communication, information
exchange and training were established based on the website, quarterly newsletters and field
training workshops. Conversely, few actions were developed in the areas of fellowship, out of
country training and mentor visits.
Compete management was transferred to IIAM in November 2008. The IIAM management of
Compete would be more efficient if the present management team was involved from the
moment of Compete‟s inception.
At present, the sustainability and the possibility of technology adoption is not certain.
However, some success stories of the CGS indicate that it is possible to attain the sustainable
adoption of technologies. At this point and in the scope of this program, it is not possible to
objectively relate the development of technologies with the enhancement of agricultural
production at regional or national level.
The high level of technical and administrative efficiency reached by the system indicates that
Compete should be considered a landmark experience in terms of research funds management
in Mozambique's agriculture research system. All the indicators for program establishment
were accomplished and the award process, in general terms, was reasonably smooth.
The Grants Management Manual (GMM), developed for the Compete is a valuable instrument
that, with the necessary modifications, could serve as guideline for other competitive schemes
in the scope of the national research system. In order to serve as a basic guidance instrument
for a CGS with a broader spectrum of donors the GMM should be modified mainly in all
aspects associated with USG restrictions that are not of universal nature. The aspects of legal
property of the assets acquired during the research projects and the matters related with
intellectual property should also be further refined.
Interactions with extension networks and actors from private sector were established.
Furthermore, their results have contributed to the testing of improved technologies that might
Compete Mid-Term Evaluation
April 2009
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Page 5
have impact in rural development. The example set by those projects will serve as inspiration
to fine tune the shape of future calls for proposals.
At IIAM institutional level the implantation of CGS is generally perceived as an important
institutional gain. However, a more proactive attitude is needed to confer sustainability to the
process of internalization of this system. This includes appropriate staffing and active search
for further funds.
At zonal station level, the role of the project team leaders in technical and financial
management should be considered an experience of considerable value. Moreover, the process
of implementation of the different research projects was indisputably an opportunity to
strengthen the capacity of national researchers and research organizations. Furthermore, the
multi-institutional nature of the research teams represented in the successful proposals is
arguably a starting point for national research networks.
The level of technology dissemination was clearly improved with Compete activities. Where
rural investment is concerned, there is no indication of a significant increase attributable to the
program. Concerning technology dissemination, it is important to pay more attention to the
contents and editing of the dissemination material and a peer review exercise is strongly
recommended.
It is premature to state that this USAID funded project implemented by ARD has improved
the capacity of IIAM to provide research guidance, and manage funds from various donors
that support development and adoption of improved agricultural technologies.
The Ministry of Agriculture should play an active role in stimulating donors to contribute to a
Competitive Fund, or put in place the adequate mechanisms to channel part of the ministry‟s
donated funds to feed a CGS.
In view of the existing National Research Fund with the mandate for managing nation and
sector wide CGSs, it is advisable to establish an appropriate forum in order to debate
thoroughly the better placement of an Agriculture Research System specific CGS over the
medium and long term.
Compete Mid-Term Evaluation
April 2009
Address: IIAM; Av das FPLM 2698; Maputo; Mozambique; Ph/Fax: 258-21460255; Email: compete@tdm.co.mz
Page 6
1. INTRODUCTION
1.1. Background
Mozambique has defined agriculture growth as the main vector contributing to national
development. In this context, agriculture research has been identified as a key catalyst factor
for both agriculture and economic growth.
This strategic definition has been in alignment with the budgetary decisions taken in the last
years by the Government of Mozambique. The recurrent expenditure on IIAM has shown a
steady increase in the last five years, with the amount planned for 2009 eight times higher
than that allocated in 2005. Moreover, the total financial resources directed to IIAM, that were
approximately five percent of the total expenditure of the Ministry of Agriculture in 2005,
represent twenty percent of the total expenditure of the same ministry in 2009.
The total resources available to IIAM, however, are highly dependent on external funds,
mainly used for investment. The percentage of external resources in this five year period is
generally above 50%. The component of external investment shows a high degree of
variation; after growing by three times from 2005 to 2006, a fifty percent reduction occurred
in 2007 and stagnation in 2008. Budget expenditures have increased by four times for 2009.
These changes in the availability of external resources also determine the variations in the
relative weight of recurrent and investment expenditures in the budget.
The crucial importance of strengthening the agriculture research system has been also
strongly emphasized by the Mozambican Ministry of Science and Technology (MCT). The
priority roles attributed to agricultural research are the National Strategy for Science and
Technology and the Agriculture Council, a special advisory body to the MCT Minister. These
are both good examples of the proactive attitude of this ministry in promoting agricultural
research.
Mozambique is one of the few African countries that have established a national body to
promote and financially support research and capacity building activities in research
institutions. The recently created National Research Fund (FNI) is a clear evidence of the
importance endorsed by the government to the role of research in development. Research in
the fields of agriculture and health are ranked as topics with the highest priority in FNI calls
for proposals.
An important part of Mozambique's national agricultural research system was recently
restructured into the IIAM. IIAM's leadership has embarked on a new paradigm for
improving accountability, impact and management of its programs by instituting
management systems to improve accountability, prioritize research activities and support
competition for research grants. USAID, through a cooperative agreement with Michigan
State University (MSU), has provided training in socio-economic capacity to improve the
Compete Mid-Term Evaluation
April 2009
Address: IIAM; Av das FPLM 2698; Maputo; Mozambique; Ph/Fax: 258-21460255; Email: compete@tdm.co.mz
Page 7
identification and dissemination of improved crop and livestock technologies by IIAM,
including a focus on selected zonal research centers.
USAID/Mozambique began supporting IIAM‟s implementation of an agricultural research
CGS in September 2006 with the Competitive Grants Program for Agrarian Research in
Mozambique (MARCGP) implemented by a team from ARD. The program will be
implemented over 3 years with a base fund of $3.3 million dollars. Its purpose is to
strengthen the capability of the national agriculture research system to conduct and
disseminate agricultural technologies and contribute to the revitalization of Mozambique‟s
agriculture sector. In the first quarter of program implementation ARD established the
competitive grants program and named it Compete. The name reflects the competitive
character of the process through which the grants will be awarded. Compete is based at
IIAM.
1.2. Brief description of the project
The purpose of this activity is the development of a CGS that will contribute to strengthening
the government of Mozambique's agricultural research system capacity. This will contribute
to the objective of strengthening Mozambique's agriculture research system capacity to cost
effectively promote the adoption of improved agricultural technologies.
The implementation will contribute to USAID/Mozambique Strategic Objective (SO) 6:
Increase in Rural Incomes Sustained, which supports the US Presidential Initiative to End
Hunger in Africa and Mozambique's poverty reduction strategy.
This Task Order's overall results are:
i) Increased Mozambique national agriculture research system capacity to promote
the development, and
ii) Dissemination and adoption of improved agricultural technologies, while its
implementation will result in
a. Sustainable CGS that will have a positive impact on Mozambique's agricultural
productivity long after completion of the program‟s implementation, and
b. Sustainable CGS capacity will positively impact all aspects of Mozambique's
agricultural technology research, development and dissemination and
contribute to achievement of USAID/Mozambique's Strategic Objective 6:
Increase in Rural Incomes Sustained.
This Task Order is implemented so that:
i) there is broader and deeper involvement of public and private sector stakeholders in
planning and conducting high priority research,
ii) experimental results are translated into real impact at the farm level, and
iii) agricultural research, technology development and dissemination responds to market
opportunities, while insuring that:
a. a broader set of experience and expertise is brought into play,
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b. maximum efficiency-and the least redundancy-in research is attained through
inter-organizational division of labor,
c. the full complement of issues and activities associated with the research to
delivery continuum are addressed, and
d. a new culture of inter-organizational collaboration on agreed upon priorities is
created.
ARD and IIAM have developed a grant-making and grant management process that includes:
Determination by public and private agricultural sector partners of high priority research
areas in agricultural technology.
Solicitation process for research proposals, a two-tier process that begins with this
solicitation of Concept Papers (CP) followed by solicitation of full proposals for selected
CPs.
Technical support for the preparation of proposals.
A Project Advisory Committee chaired by the Director-General of IIAM, and including
the chair of the Selection Committee and USAID representative, and which will approve
all CGS grants.
The Selection Committee, chaired by an independent, respected individual with relevant
technical expertise, preferably from Southern or East Africa.
Grant awarding process.
Research implementation of monitoring and evaluation.
1.3. Objective of assignment
To produce a consolidated “State of Compete” Mid-Term Status Report that provides a
more comprehensive assessment of the partnership in meeting all four of its stated goals.
To make recommendations for the final year of TO implementation as well as the future
of the competitive grants unit in IIAM.
1.4. Evaluation methodology
The work was informed by a range of Compete actors and focused mainly on:
Reviewing basic documents that guide the Competitive granting process.
Reviewing a sample of winning and losing proposals and grantee quarterly report.
Reviewing existing reports provided by Compete staff.
Interviewing key people involved with Compete. This included Compete counterparts,
applicants, grantees, partners, and IIAM administration.
Compete Mid-Term Evaluation
April 2009
Address: IIAM; Av das FPLM 2698; Maputo; Mozambique; Ph/Fax: 258-21460255; Email: compete@tdm.co.mz
Page 9
2. EFFICIENCY
The establishment of the CGS program has led to the creation of a fairly efficient awards
process. The implementation and monitoring of this process has enhanced national capacity
regarding research extension and results dissemination. The effective transfer of CGS to IIAM
was a major indicator of the achievement of sustainability. This transfer was attained but it
would have been much more productive if a complete IIAM counterpart team had been in
place since the inception of the Compete program.
2.1. Project progress compared to plans
Task 1.A.1. Program Establishment
According to the plans, the office was established at IIAM between December 2006 and
February 2007. The office staff included Dr. Marcos Freire, Chief of Party (COP), Dr. Pauline
Wynter, Senior Grants Manager, Ms. Aida Ismael, Office Manager and Mr. Isaac Magaia,
Driver.
Initially the webpage was hosted by MSU. In 2008, with the support of the Centro de
Informática da Universidade Eduardo Mondlane (CIUEM) the webpage was transferred to
IIAM. The project information was also disseminated through email communication.
The Kickoff Workshop was held as scheduled on 15.11.06, with the main objective of setting
priorities. In this workshop, attended by thirty seven researchers from nine different
institutions, including research institutes, universities, Non governmental Organizations
(NGO), government and donors, the priorities at national, regional and sub-regional levels
were established.
The first-year work plan was developed and approved. This work plan included the necessary
adaptations for use as a guide for monitoring activities throughout the Project.
The Compete team was able to establish clear and frequent communication with the
Cognizant Technical Officer (CTO) of USAID, Ms. Irene de Souza, and IIAM Director
General (DG), Dr. Calisto Bias, and IIAM staff concerning progress and other issues.
In summary, all the outputs defined for program establishment were achieved on time.
Tasks 1.A.2. Awards Process
A Request for funding application (RFP), calling for agricultural technology development
concept notes and proposals, was developed in December 2006. In this process IIAM and
ARD gave valuable contributions, involving formal discussions and exchange of
correspondence. In February 2007, the GMM was published. The call for the submission of
concept notes was widely advertised using newspapers, email, internet and telephone.
Compete Mid-Term Evaluation
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Page 10
Furthermore, awareness meetings across the country, with researchers from different
agriculture research and academic institutions, contributed to the complete dissemination of
the information.
Regarding the concept notes preparation, Compete organized training and clarification
sessions in several locations across the country, which were open to all candidates. Moreover,
written instructions on concept note preparation were available to all candidates and further
phone and email clarifications were given upon specific request.
The TREC was established and had as main function the final approval of concept notes and
full proposals respectively. The TREC was constituted by a chairman, the DG of IIAM, the
executive director of National Research Fund (FNI), Compete COP, Compete grant manager
and a technical adviser representing MSU. Three rounds of concept notes and full proposals
were launched under the program, however the third round of full proposal review was
cancelled due to USAID budget reductions.
The first screening of concept notes was done by the Compete team (COP and Senior Grant
Manager) and the final selection step was the responsibility of TREC. A short list of the
approved concept notes was publicized and the respective authors were invited to present a
full proposal.
As in the case of concept notes, the Compete team organized several training sessions. This
training consisted of following and answering guideline questions, problem identification,
defining objectives, milestones and outputs identification. Individual assistance was provided
for the elaboration of logical frameworks, gantt charts and budgets. Furthermore, topics such
as gender issues, environmental impact and on-farm research were also discussed and helped
to improve the candidates‟ capacity to prepare full proposals in line with the main Compete
objectives. In the process of developing the full proposals, personalized assistance to the
research teams was provided by Compete team directly or through email.
The full proposals were peer-reviewed by a panel of three independent professionals and by
the Compete team simultaneously. The results of the peer-review were submitted to TREC.
At this stage the evaluation of the Compete team was only used if necessary.
A common shortcoming in the proposals was lack of clarity in the statement of the problem.
In several proposals the statement of the problem tended to ramify and lacked brevity, hence
became unclear. Research hypotheses were often poorly stated and in many cases they were
outright missing from the proposals. Objective instruments of assessment of proposal quality
were used for the evaluation process.
A total of eight proposals were approved, four in the first round and three in the second round.
The successful proposals are presented in Table 1.
Two other initially approved proposals were canceled namely:
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Biological control of large maize grain borer Prostephanus truncatus (Horn) (Coleoptera:
Histeridae) in Mozambique.
Production of charcoal and wood extracts using a technology sustainable and adequate to
rural areas.
The first was stopped due to the non permission of use of an exotic predator for biological
control. The second was delayed due to problems concerning environmental impact and after
its approval, funds were no longer available.
Table 1. Lead research and research proposal approved
Lead Researcher: Research Title
Elisabeth Specht, Dipl.
Agr. Biol., Med. Vet.,
MVsc . Laboratório
Regional de Veterinária,
Centro Zonal Centro,
Chimoio
Study of the impact of Trypanosomes and the economic benefits
of its control
Mohamed Harun, Ph.D.
Veterinary Faculty, UEM
Participative research on agronomical, socio- economic, and
physiological aspects of the use of the Angone (Bos indicus) and
Landim (Bos taurus) breeds of cows in animal traction.
Rafael Massinga, Ph.D,
ISPG-Chokwe
Integrated management of (Striga hermonthica) and of the maize
borer (Chilo partellus) in zones where they occur together in
Mozambique
Sónia Maciel, DVM, MSc.
DCA-IIAM
Community-Based Development Interventions to Increase the
Productivity of Goats in the Smallholder Sector of Angónia
District Domingos J. B. Dias, M.
Agr., Centro Zonal Centro –
IIAM, Sussendenga
Evaluation and Promotion of Improved Varieties of Soya in
Communities of Manica and Sofala
Luisa Santos Alternative technologies for the cultivation and integrated pest
management to increase the production of cotton and household
income of rural families
Fernando Chitio, MSc.,
Centro Zonal Nordeste,
IIAM, Nampula
Sesame On-farm Trials, Seed Multiplication and dissemination
Zacarias Massango, Lic.
& Sandra Goncalves, MSc
DCA, IIAM
Evaluation of the contribution of chickens in household income
in Magude through the production of eggs using moringa
(Moringa oleifera) leaves to reduce the cost of feed
An award inauguration ceremony was organized for the first round grantees, while in the case
of second round award letters were signed by researcher coordinators at separate occasions.
From the first to the third round of submission, the number of concept notes decreased by 23
papers (Table 2) whilst the number of approved concept notes increased from 25.6% to 65%.
Compete Mid-Term Evaluation
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These trends might indicate an increase in the quality of submitted concept notes. Regarding
the quality of the full proposals submitted, no conclusions can be drawn seeing as the
approval not only depends on quality but also on the availability of funds.
In summary, the awards process was conducted in an efficient and professional way.
However, in order to further improve the proposal selection process, it is suggested to have a
more subject relevant competence reflected in the selection of peer reviewing specialists and
institutions to be represented in the TREC.
Table 2. Selection statistics
Round Concept
papers
submitted
Concept papers
accepted for
TREC
examination
Concept
papers
approved
by TREC
% of
approved
concept
notes
Full
proposals
submitted
Full
proposals
approved
1 43 12 11 25.6 11 6 (5)
2 35 13 13 37.1 9 4 (3)
3 20 - 13 65.0 11
Tasks 1.A.3. Implementation/Monitoring of Awards
Several implementation/monitoring workshops were organized during the project. The initial
one had as the main objective to systematically familiarize the grantees with all the rules and
procedures needed for a correct implementation of the different projects.
The Compete team worked closely with each grantee in order to ensure a smooth
implementation phase. However, it seems that the major constraint at this stage was the
difficulty of opening the bank accounts for each project. Apparently, this was the main reason
for the delay in launching the majority of the first round projects.
There was frequent interaction between Compete team and the grantees. However, probably
due to the considerable geographical dispersion of the program it was not possible to organize
timely on-site monitoring visits in some cases. Most of the projects were visited twice. The
follow-up was done by personal contact with the main researcher through meetings, telephone
calls or email. The interaction between the Compete team and the researchers often took place
as a reaction to the quarterly progress reports.
In general, the grantee project coordinators‟ reporting activity was considered satisfactory,
despite the delay in the submission of several quarterly progress reports. Consolidated annual
reports for each project were submitted on time. Concerning budgetary issues, the grantees
presented a financial report on a monthly basis and a new tranche was immediately available.
The grantees unanimously judged the disbursement process as extremely efficient.
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The Compete team was efficient in early problem detection and trouble shooting of both
technical and financial problems. Nevertheless, some of the issues associated with project
delays were beyond the capacity of the Compete team due to their very personal nature.
Researchers overload or team management problems are good examples of these constraints.
The Annual Research Workshop was held from the 12th
- 13th
of August, 2008 having as its
main objectives to present and discuss the projects preliminary results, the training and
extension materials produced, the lessons learned during the first year and to evaluate the
gains regarding the increased capacity of the researchers and their institutions.
The workshop consisted of a total of 8 formal presentations from each grantee, 2 invited
lecturers presenting the importance of food security and HIV/Aids in the definition of
research priorities and research programs, and a total of 7 posters, 3 articles, 2 leaflets, and 3
draft field manuals presented by the grantees.
Overall, regarding the implementation/monitoring of awards, an efficient system of
administration and finances was established. In what concerns the implementation of
individual projects, the degree of success varied in function of the team leader, the research
team and/or external factors. The monitoring process was in general satisfactory. However,
some situations could be corrected if more monitoring pressure was timely applied.
Tasks 1.A.4. Enhancing National Capacity
The Compete website, initially hosted by MSU and later transferred to IIAM by the Senior
Grants Manager with the collaboration of CIUEM, was updated in function of the availability
of new materials for upload (training was also provided to IIAM staff on the use and
maintenance of the website by the Senior Grants Manager).
Ten Compete Newsletters were published from May 2007 to September 2008. This material is
of excellent graphical quality and its contents are both relevant and useful, primarily to the
grantees but also for any person related with the agriculture research system. Additionally,
Compete newsletters constitute a good source of chronological information on all the process
of competitive grant system establishment. The newsletters were adequately disseminated,
using the webpage and the email.
Field training workshops aiming at capacity building in the areas of research, delivery and
project management as well as competitive grants administration were not done.
Regarding fellowship plans, the Compete team has supported seven candidates on the
preparation of the documentation needed by the awarding institutions. No out of country
training activities were organized until now.
The only mentor mentioned, in the course of the project, was Dr. Sibonisso Moyo, head of
ILRI‟s office in Mozambique, associated to the goat project.
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In summary, in the scope of enhancing national capacity a good system of communication,
information and training was established based on the website, quarterly newsletters and field
training workshops. Adding to that, the COP has played a crucial role as moderator in the
process of development of IIAM‟s Strategic Plan. Moreover, both the COP and the Senior
Grants Manager have been actively involved in on-job training activities for IIAM staff.
Conversely, few actions were developed in the areas of fellowship, out of country training and
mentor visits.
Tasks 1.A.5. Transfer CGS to IIAM
In order to transfer the leadership of the CGS exclusively to IIAM, the ARD Compete team
worked closely with the DG of IIAM. This process has lead to the appointment of Dr. Rafael
Uaiene in January 2008 as technical counterpart for Compete. In practical terms, in spite of
regular meetings with the Compete team, it seems that the IIAM technical counterpart did not
assume executive duties until the handover of Compete team in November 2008.
For the award and implementation process a GMM was developed and reviewed. The GMM
is arguably a good instrument for the guidance of IIAM on procedures for CGS activity.
The identification of CGS-related capacity building needs in research, extension and
administration at IIAM was not specifically done. However, the development of project
activities have indirectly contributed substantially to the strengthening of a number of
processes that had a positive repercussion in IIAM research, extension and administration
capacities
The present mid term review is the first external assessment of Compete. It is expected that
this exercise will produce a consolidated “State of Compete” that provides a more
comprehensive assessment of the partnership in meeting all of its stated goals.
The attempts to identify other donors for the CGS had as main constraint the fact that
potential donors were already committed with the Proagri common fund. On the other hand,
IIAM must show stronger internal capacity to manage a CGS scheme efficiently.
In summary, Compete management was transferred to IIAM in November 2008 after a long
delay due to IIAM‟s apparent difficulties in nominating a counterpart team. The IIAM
management of Compete would be more efficient if the present management team was
involved from the moment of Compete‟s inception.
Tasks 2.A.1Sustainability and Adoption of Technology
The Compete-CGS project strongly emphasized the importance of technology dissemination
as a crucial factor to maximize the adoption of technologies. In response to this orientation, all
the projects have prepared some dissemination material in the form of posters, leaflets,
manuals, CD´s and radio or TV messages. Two projects have developed substantial
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dissemination packages while the others, until this moment, are just limited to one or two of
the dissemination forms listed above.
Compete gave financial support to eight research proposals: four on agriculture topics, three
on livestock and one with double purpose topic (animal traction). The eight projects that have
evolved from the above mentioned successful proposals could be divided in three broad
categories. (1) Projects where the research teams have a high probability of achieving the
main proposed objectives; (2) Projects where obtained results suggest a low probability of
reaching the initially stated objectives; and (3) One project that is in a development stage,
making it impossible to be certain about the final outcomes. A table containing the specific
objectives for each project and the main results attained until now is presented in Annex 6.
The available data from the projects at this stage does not allow for an accurate quantification
of the number of new technologies or management practices under research, field testing or
transfer as a result of USAID‟s assistance. It is also difficult to quantify the additional number
of hectares under improved technologies.
From the consulted documentation and the conducted interviews there is no evidence of
strong CGS partners identification or involvement. Moreover, there is nothing that indicates
the availability of sources for further funding.
In summary, at present, the sustainability and the possibility of technology adoption is not
certain. However, some success stories of the CGS indicate that it is possible to attain the
sustainable adoption of technologies.
2.2. Achievement of results
With the ultimate goal of strengthening Mozambique's agriculture research system capacity to
promote development and the adoption of improved agricultural technologies, a CGS was
established.
The high level of technical and administrative efficiency reached by the system indicates that
Compete should be considered a landmark experience in terms of research funds management
in Mozambique's agriculture research system. All the indicators for program establishment
were accomplished and the award process, in general terms, was reasonably smooth. The
GMM, developed for Compete is a valuable instrument that, with the necessary
modifications, could serve as guideline for other competitive schemes in the scope of the
national research system.
In order to contribute to the improvement of the quality of the research, one aspect that
deserves further attention and clarification is the basic criteria used to judge the proposals
with desired impact. Based on the analysis of winning and losing proposals, it seems that the
concepts of research and extension are not clear.
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Any research proposal must have a clearly defined a research question. In the case of the
present proposals, a considerable number of projects have used, instead, answers to problems
that authors presume will have impact at the community level. Research activities on-station
or on-farm could just be considered as such if they try to respond to an unknown problem.
Conversely, extension is a more appropriate concept if the intention is to disseminate, to a
given target receptor, a technology previously tested and with a substantial probability of
success.
It is crucial to understand that the problem is not to judge what should have the highest
priority between research and extension. What is important in a context of a competitive grant
system is to avoid preparing a call for research proposals and judging them mainly by
extension criteria. Following these lines, it is suggested that in the future there must be more
clarity in the application of research and extension concepts as objective criteria for proposal
selection.
Judging by the results obtained by some of the projects developed during the Compete
program, it is fair to say that they have established interesting interactions with extension
networks and actors from private sector. Furthermore, their results have contributed to the
adoption of improved technologies and more generally to rural development. The example set
by those projects will serve as inspiration to fine tune the shape of future calls for proposals.
At the institutional (IIAM) level, the implantation of CGS is generally perceived as an
important institutional gain. However, a more proactive attitude is needed to confer
sustainability to the process of internalization of this system.
3. EFFECTIVENESS
It is premature to state that the USAID funded project implemented by ARD has improved the
capacity of IIAM to provide research guidance, and manage funds from various donors that
support the development and adoption of improved agricultural technologies. However,
taking into account some positive signals, such as the perceptions of IIAM leadership, the
motivation of some IIAM researchers and the relative smoothness of the handover process, it
is expected that IIAM will assume a more active role in what concerns research guidance and
research funds management. At zonal station level, the role of the project team leaders in
technical and financial management should be considered an experience of considerable
value.
A comprehensive priority setting exercise, involving the main stakeholders was conducted.
This was an effective way of addressing the national needs. The process of implementation of
the different research projects was indisputably an opportunity to strengthen the capacity of
national researchers and research organizations. Furthermore, the multi-institutional nature of
the research teams represented in the successful proposals is arguably a starting point for
national research networks. At this point and in the scope of this program, it is not possible to
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objectively relate the development of technologies with the enhancement of agricultural
production at regional or national level.
Some of the projects have introduced new agricultural technologies working in close
association with the private sector and/or extension networks. It is not possible at this stage to
ascertain the real impact of those projects using the degree of adoption and the level of
production as objective indicators. The level of technology dissemination was clearly
improved with Compete activities. Where rural investment is concerned, there is no indication
of a significant increase attributable to the program.
4. FINDINGS AND RECOMMENDATIONS
4.1. Findings
All the outputs defined for the establishment of the program were achieved in time and there
were no major constraints to the development of second year activities.
A comprehensive priority setting exercise, involving the main stakeholders was conducted.
This was an effective way of addressing the national needs.
The awards process was conducted in an efficient and professional way. However, in order to
further improve the proposal selection process, it is suggested to have a more subject relevant
competence reflected in the selection of peer reviewing specialists and institutions to be
represented in the TREC.
The issue of gender awareness and gender balance was strongly emphasized in the selection
process and it was reflected in the successful proposals. Three out of eight research team
leaders were women and there were a substantial number of women researchers engaged in
the projects.
Regarding the implementation/monitoring of awards, an efficient system of administration
and finances was established. In what concerns the implementation of individual projects, the
degree of success varied in function of the team leader, the research team and/or external
factors. The monitoring process was in general satisfactory. However, some situations could
be corrected if more monitoring pressure was timely applied.
The geographical dispersion, the research team size and the distance from the team station to
the project location are factors that have shown an inverse relationship with both project‟s
efficiency and effectiveness.
In the scope of enhancing national capacity a good system of communication, information and
training was established based on the website, quarterly newsletters and field training
workshops. Conversely, few actions were developed in the areas of fellowship, out of country
training and mentor visits.
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Compete management was transferred to IIAM in November 2008. The IIAM management of
Compete would be more efficient if the present management team was involved from the
moment of Compete‟s inception.
At present, the sustainability and the possibility of technology adoption is not certain.
However, some success stories of the CGS indicate that it is possible to attain the sustainable
adoption of technologies. At this point and in the scope of this program, it is not possible to
objectively relate the development of technologies with the enhancement of agricultural
production at regional or national level.
The high level of technical and administrative efficiency reached by the system indicates that
Compete should be considered a landmark experience in terms of research funds management
in Mozambique's agriculture research system. All the indicators for program establishment
were accomplished and the award process, in general terms, was reasonably smooth.
The GMM, developed for Compete is a valuable instrument that, with the necessary
modifications, could serve as guideline for other competitive schemes in the scope of the
national research system. For more details see Recommendations, below.
Interactions with extension networks and actors from the private sector were established.
Furthermore, grantee results have contributed to the testing of improved technologies that
might have impact in rural development. The example set by those projects will serve as
inspiration to fine tune the shape of future calls for proposals.
At the institutional (IIAM) level, the implantation of CGS is generally perceived as an
important institutional gain. However, a more proactive attitude is needed to confer
sustainability to the process of internalization of this system.
It is premature to state that the USAID funded project implemented by ARD has improved the
capacity of IIAM to provide research guidance, and manage funds from various donors that
support the development and adoption of improved agricultural technologies.
At zonal station level, the role of the project team leaders in technical and financial
management should be considered an experience of considerable value.
The process of implementation of the different research projects was indisputably an
opportunity to strengthen the capacity of national researchers and research organizations.
Furthermore, the multi-institutional nature of the research teams represented in the successful
proposals is arguably a starting point for national research networks.
The level of technology dissemination was clearly improved with Compete activities. Where
rural investment is concerned, there is no indication of a significant increase attributable to the
program.
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4.2. Recommendations
The setting of research priorities should be considered a dynamic process that requires regular
updating and should include the participation of all relevant stakeholders, including private
and familiar sector representatives.
In order to serve as a basic guidance instrument for a CGS with a broader spectrum of donors,
the GMM should be modified in all aspects associated with USAID restrictions that are not of
universal nature. The aspects of legal property of the assets acquired during the research
projects and the matters related with intellectual property should also be further refined.
It is suggested that in the future there must be more clarity in the application of research and
extension concepts as objective criteria for proposal selection.
For the purpose of proposals selection it is recommended to compile a complete list of
specialists for peer reviewing.
More institutions from the national agriculture research system (Universities) should be
represented in the TREC.
The professionals that are in charge of peer reviewing should not be TREC members.
To improve efficiency and effectiveness of the research teams, the project‟s geographical
dispersion, the research team size and the distance from the team station to the project
location should be carefully judged.
A permanent process of negotiation should be established between the CGS central team and
the different research teams to make the reallocation of funds possible among projects in
order to increase research process effectiveness.
Concerning technology dissemination, it is important to pay more attention to the contents
and editing of dissemination material and a peer review exercise is strongly recommended.
A more proactive attitude is needed from IIAM in order to confer sustainability to the process
of internalization of the CGS. This includes appropriate staffing and active search for further
funds.
The Ministry of Agriculture should play an active role in stimulating donors to contribute to a
Competitive Fund, or put in place the adequate mechanisms to channel part of the Ministry‟s
donated funds to feed a CGS.
In view of the existing National Research Fund with the mandate for managing nation and
sector wide CGSs, it is advisable to establish an appropriate forum in order to debate
thoroughly the better placement of an Agriculture Research System specific CGS over the
medium and long term.
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Annex 1. Terms of Reference
SCOPE OF WORK
Compete MID-TERM STATUS REVIEW
Introduction
A consultant is required to carry out a mid term review to evaluate the progress of the
Compete Task Order and to prepare report for presentation to IIAM, Compete Project staff
and USAID.
In 2006 ARD began implementation of a USAID funded project that invested in a
Competitive Grants Activity with three overall objectives:
Improved capacity of Instituto de Investigação Agrária de Moçambique (IIAM) to
provide research guidance, and manage funds from various donors that support
development and adoption of improved agricultural technologies;
Strengthened capacity of national researchers and research organizations to meet
national needs through the development of technologies that enhance agricultural
production; and
High and rapid impact by combining improvements in agricultural technology with
private sector interests, existing government and NGO networks, improved
dissemination, and increased investment in rural areas.
The objective of this activity has been to strengthen Mozambique's agriculture research
system capacity to cost effectively promote the adoption of improved agricultural
technologies, with the purpose of developing a Competitive Grants System (CGS) that
contributes to strengthening the government of Mozambique's agricultural research system
capacity. The implementation of this activity contributes to USAID/Mozambique Strategic
Objective (SO) 6: Increase in Rural Incomes Sustained which supports the US Presidential
Initiative to End Hunger in Africa and Mozambique's poverty reduction strategy.
This Task Order's overall results are:
i) Increased Mozambique national agriculture research system capacity to promote the
development, and
ii) Dissemination and adoption of improved agricultural technologies, while its
implementation will result in
a) Sustainable CGS that will have a positive impact on Mozambique's agricultural
productivity long after completion of this SOW's implementation, and
b) Sustainable CGS capacity will positively impact all aspects of Mozambique's
agricultural technology research, development and dissemination and contribute to
achievement of USAID/Mozambique's Strategic Objective 6: Increase in Rural
Incomes Sustained.
This Task Order is implemented so that:
i) there is broader and deeper involvement of public and private sector stakeholders in
planning and conducting high priority research,
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ii) experimental results are translated into real impact at the farm level, and
iii) agricultural research, technology development and dissemination responds to market
opportunities, while insuring that:
a) a broader set of experience and expertise is brought into play,
b) maximum efficiency-and the least redundancy-in research is attained through inter-
organizational division of labor,
c) the full complement of issues and activities associated with the research to delivery
continuum are addressed, and
d) a new culture of inter-organizational collaboration on agreed upon priorities is created.
USAID, ARD, Inc and IIAM have developed a grant-making and grant management process
that includes:
Determination by public and private agricultural sector partners of high priority research
areas in agricultural technology.
Solicitation process for research proposals, a two-tier process that begins with this
solicitation of Concept Papers (CP) followed by solicitation of full proposals for selected
Concept Papers.
Technical support for the preparation of proposals.
A Project Advisory Committee chaired by the Director-General of IIAM, and including
the chair of the Selection Committee and USAID representative, and which will approve
all CGS grants.
The Selection Committee, chaired by an independent, respected individual with relevant
technical expertise, preferably from Southern or East Africa.
Grant awarding process.
Research implementation of monitoring and evaluation.
Objective of Assignment
To produce a consolidated “State of Compete” Mid-Term Status Report that provides a more
comprehensive assessment of the partnership in meeting all four of its stated goals.
The consultant is encouraged to make recommendations that can assist in the final year of
implementation of the task order; and recommendations for the future of the competitive
grants unit in IIAM.
Approach
The work of the consultant will be guided by a Mid-Term Evaluation committee. The
Consultant will:
Review of basic documents that guide the Competitive granting process.
Review of sample of winning and losing proposals and grantee quarterly report.
Review of Existing Reports to be provided by Compete staff.
Interviews with key people involved with Compete. This includes Compete
counterparts, applicants, grantees, partners, and IIAM administration.
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The consultant will prepare a draft report that succinctly summarizes progress to date in
meeting the three principal results of Compete (see Annex 2).
Particular attention will be given to the agreed-upon Compete M&E indicators in the process
(see Annex 3). Recommendations will be provided to address any outstanding weaknesses as
well as accomplishments of the partnership.
The draft report will be circulated among the Country Teams and the M&E working group for
review and comment. A revised report will incorporate comments received, and be circulated
to all partners for final review. The final version of the report will be discussed at
IIAM/Compete in a meeting scheduled for mid November 2008.
Deliverables
Collection of existing reports and evaluations
Additional data collection and interviews with Compete Grantees, partners and IIAM
administration. If at all possible a phone interview should be done with the
Chairperson of the Compete Grant Review and Evaluation Committee.
Consolidated draft Mid Term Status Report that provides an assessment of Compete in
meeting its goals and objectives.
Final report Mid Term Status Report incorporating comments of Compete Mid Term
Review Committee
Timeline
Day Activities
1 Meet with Compete staff and USAID
2 Review basic documents
3 Review Proposals
4 Interviews with IIAM and others
5 Interviews with Grantees and others
6 Write-up
7 Write-up
8 Report back to Compete Mid Term Evaluation Committee
9 Finalize report responding to feedback from Compete Mid-Term Evaluation
Committee
10 Final Report package sent to Compete/ARD
Tentative dates of the contract: February – April 2009
Qualifications
Senior Scientist in an Agrarian related graduate degree – PhD preferred
Research Experience
Experience in institutional development
Portuguese and English Fluency required (report to be written in English)
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Annex 2. Compete Strategic Results
SO
Implementation
Performance Description
Indicators Results Indicators
Strategic Objective 6: Increase in rural incomes sustained
IR 6.1.2
Provision of public and private sector support services
increased.
6.1.2.A
Number of economically viable technologies adapted at
zonal research centers.
6.1.2.B Adoption rates of new technologies by smallholders.
1
Improved national agricultural research system capacity to
cost effectively manage a competitive grants system that
results in technology development that promises rapid and
sustainable farm level impact;
1.A
Award at least 30% of grant funds by the end of year 1
and 100% by the end of year 2;
1.B
Plan for management of grant funds by an independent
entity designed and implementation initiated by the end of
year 2;
3
Agricultural technology development and dissemination
networks and partnerships that ensure best practices, public
and private sector orientations, market opportunities and on-
farm resource endowments are reflected in technology
development and dissemination investment decision making
3.A Establishment of a website on agricultural technologies;
3.B
Broad participation of public and private partners in CGS
proposal development, review and implementation;
3.C
Additional funding sources obtained for agricultural
technology development and dissemination.
IR 6.1.3 Management of environmental risks improved.
6.1.3.A Household risk management strategy adoption.
2
The development of agricultural productivity enhancing
technologies.
2.A Approved procedures for awarding grants;
2.B
Technology dissemination packages developed/grantee;
EG 5.2 Agricultural Sector Productivity
2.B.1
Number of new technologies or management practices
under research as a result of USG assistance (per grantee);
2.B.2
Number of new technologies or management practices
under field testing as a result of USG assistance/ grantee;
2.B.3
Number of new technologies or management practices
made available for transfer as a result of USG assistance
(per grantee);
2.B.4
Number of additional hectares under improved
technologies or management practices as a result of USG
assistance.
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Annex 3. Compete M&E TIER I INDICATORS
Overall
Result
Specific
Result Tasks Outputs Description
Objective:
To strengthen Mozambique's agriculture research system
capacity to cost effectively promote the adoption of improved
agricultural technologies.
Purpose:
To develop a Competitive Grants System (CGS) that will
contribute to strengthening the government of Mozambique's
agricultural research system capacity.
1
Increased Mozambique national agriculture research system
capacity to promote the development.
1.A
Sustainable CGS capacity will positively impact all
aspects of Mozambique's agricultural technology
research, development and dissemination and contribute
to achievement of USAID/Mozambique's Strategic
Objective 6: Increase in Rural Incomes Sustained. SO 6
supports the US. Presidential Initiative to End Hunger in
Africa and Mozambique's poverty reduction strategy.
1.A.1 Program Establishment
1.A.1.a Establish an office at IIAM;
1.A.1.b Establish a website for disseminating project information;
1.A.1.c Kickoff Workshop
1.A.1.d Work Plan
1.A.1.e
Establish clear and frequent communication on progress
and other issues with USAID, and IIAM including timely
face-to-face meetings;
1.A.2 Awards Process
1.A.2.a
Develop an RFP calling for agricultural technology
development concept notes and proposals;
1.A.2.b Prepare Grants Manual
1.A.2.c
Establish a review panel to evaluate and prioritize concept
notes;
1.A.2.d
Conduct a zonal-wide competition for concept notes
involving all relevant public and private sector
stakeholders, including outreach efforts at zonal centers;
Solicit Concept Notes; Announce RFP
1.A.2.e
Concept Notes Preparation; Training and clarification
sessions
1.A.2.f Shortlist Candidates
1.A.2.g Conduct a competition for full proposals;
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Overall
Result
Specific
Result Tasks Outputs Description
1.A.2.h
Improve the capacity of successful concept note or
proposal authors to develop agricultural technology
development and dissemination proposals through
proposal writing workshops for successful applicants at
zonal research centers and/or development of a manual (in
Portuguese/English) for preparing concept papers and
proposals;
1.A.2.i
Assist applicants in developing complete and responsive
proposals, including programmatic and budgetary issues;
1.A.2.j
Establish a review panel to evaluate and prioritize full
proposals
1.A.2.k Review and Selection of Proposals (proposals selected)
1.A.2.l Award Grants
1.A.2.m Award Inaugurations (per grantee)
1.A.3 Implementation/Monitoring of Awards
1.A.3.a Implement/monitoring Workshop
1.A.3.b
Work closely with principal investigators to launch each
project (per grantee);
1.A.3.b
Monitor progress in, and provide feedback to, each team
on programmatic and budgetary issues through frequent
interactions, including on-site visits and written reports;
Ongoing monitoring/support (per grantee)
1.A.3.c Provide technical assistance to troubled projects;
1.A.3.d Field visits (monitoring)
1.A.3.e Annual Grantee Report (per grantee)
1.A.3.f Annual Research Workshop
1.A.4 Enhancing National Capacity
1.A.4.a Annual Workshop
1.A.4.b Updating Website
1.A.4.c Quarterly Newsletter
1.A.4.d
Implement capacity building activities in the areas of
research and delivery and project management as well as
competitive grants administration. Field Training
Workshops
1.A.4.e Solicit Fellowship Plans
1.A.4.f Award Fellowship
1.A.4.g Out of country Training
1.A.4.h Mentor visits
1.A.5 Transfer CGS to IIAM
1.A.5.a
Work closely with IIAM to facilitate transition of CGS
leadership exclusively to IIAM;
1.A.5.b Develop IIAM procedures for CGS activity
1.A.5.c
Identify and address CGS-related capacity building needs
at IIAM, in research, extension and administration;
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Overall
Result
Specific
Result Tasks Outputs Description
1.A.5.d
Perform an assessment and develop a plan for
management of grant funds by a independent entity after
year 2;
1.A.5.e Handover Ceremony
1.A.5.f
Seek the support of additional donors or other partners to
sustain and expand the funding for the CGS.
1.A.5.g
Organize and facilitate a review of the CGS at end of
project term;
1.A.5.h Seek USAID extension
2
Dissemination and adoption of improved agricultural
technologies.
2.A
Sustainable CGS that will have a positive impact on
Mozambique's agricultural productivity long after
completion of this SOW's implementation.
2.A.1 Sustainability and Adoption of Technology
2.A.1.a
Technology dissemination packages developed (per
grantee)
2.A.1.a1
Number of new technologies or management practices
under research as a result of USG assistance (per grantee);
2.A.1.a2
Number of new technologies or management practices
under field testing as a result of USG assistance (per
grantee);
2.A.1.a3
Number of new technologies or management practices
made available for transfer as a result of USG assistance
(per grantee);
2.A.1.a4
Number of additional hectares under improved
technologies or management practices as a result of USG
assistance
2.A.1.b Strong CGS partners identified and involved
2.A.1.c Diverse funding sources secured
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Annex 4. Background to Competitive Grants Program for Agrarian Research in
Mozambique
USAID/Mozambique began supporting the implementation of an agricultural research
competitive grants system (CGS) in September 2006 when the Competitive Grants Program
for Agrarian Research in Mozambique (MARCGP) implemented by a team from ARD, Inc.
began working at the Instituto de Investigação Agrária de Moçambique (IIAM). The program
will be implemented over 3 years with a base fund of $3.3 million dollars. It will strengthen
the capacity of the national agricultural research system to conduct research and disseminate
agricultural technologies and contribute to the revitalization of Mozambique‟s agriculture
sector. During the first quarter of the CGS program USAID, ARD, Inc and IIAM have
established the Competitive Grants Program named it COMPETE. The name reflects the
competitive character of the process through which the grants will be awarded. COMPETE is
based at IIAM, in the Pedologia building.
Mozambique has made a dramatic recovery since the end of civil war in 1992. However, it is
still one of the poorest countries in the world with per capita income of $240. While the
poverty rate has declined from 69% in 1996/97 to 54% in 2002/03, the malnutrition rate has
increased over the same period of time and the country remains food insecure. A majority of
Mozambican farmers rely on rainfed, subsistence agricultural production for their livelihoods.
Mozambique has identified agricultural growth as the key pillar of economic growth for
national development. Current government strategies include (1) improvement in food
security; (2) reduced poverty, especially among small holders; and (3) quick improvements in
the economic well being of the rural population.
Most gains in food production in Mozambique in the past decade have come through
expansion of the cultivated area rather than through significant improvements in productivity.
Thus, the government wishes to increase agricultural productivity. In the more favored coastal
areas where land and water resources are better, they intend to bring emerging farmers into
the mainstream of rural economic growth through a combination of improved agricultural
technology and access to better markets. Farmers in interior areas require access to improved
varieties, agricultural inputs, and information about available opportunities to improve their
productivity in order to avoid destruction of fragile miombo woodland habitats.
Mozambique has received considerable donor assistance to develop the capacity of the
Ministry of Agriculture and develop the sector, including support through the sector
investment program, ProAgri. USAID has supported ProAgri as well as implemented
programs to increase rural incomes through increased agricultural production, rural enterprise
development and roads construction. USAID's implementing partners have attempted to
identify and disseminate improved agricultural technologies but their efforts have been
dispersed, do not always reflect best practices, and have been limited in scope.
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USAID has been in the forefront of international donors responding to the identified needs
and requests of the Government of Mozambique. In September 2006, focusing on efforts to
achieve rapid rural growth, a strategy consistent with Presidential Initiative to End Hunger in
Africa (IEHA) programs, USAID began supporting efforts that will (1) build on existing
programs and institutions rather than establish new ones, (2) ensure scientific and
technological advancements are applied to real needs of rural areas, and (3) bring together
production and market thrusts specifically aimed at improving the condition of rural
populations.
Many studies have demonstrated the strong linkage and multiplier effect of agricultural
research on economic growth. While the key to improving the performance of African
agriculture requires an integrated approach involving market linkages, a supportive policy
environment and other factors, it is clear that application of science and technology is key to
the dynamic transformation of low input - low output subsistence agriculture practices.
A number of African countries have developed strong research partnerships with extension,
NGOs, farmers and private sector partners to promote adoption of productive technologies.
International agriculture research institutes, such as the International Institute of Tropical
Agriculture (IITA), can also be pivotal to bolstering African agriculture research capacity.
Mozambique's national agricultural research system was recently restructured into the IIAM.
IIAM's leadership is embarking on a new paradigm for improving accountability, impact and
management of its programs by instituting management systems to improve accountability,
prioritize research activities and support competition for research grants. USAID, through a
cooperative agreement with Michigan State University (MSU), has provided training in socio-
economic capacity to improve the identification and dissemination of improved crop and
livestock technologies by IIAM, including a focus on selected zonal research centers.
Compete Mid-Term Evaluation
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Page 29
Annex 5. Interviews List
Name Position and Institution
1. Alsácia Atanásio Executive Director of the National Research Fund
2. Calisto Bias Director General IIAM
3. David Chiteka TREC Chairman
4. Domingos Cugala Compete – Research team member (FAEF)
5. Domingos Dias Compete – Research team leader (IIAM)
6. Elisabeth Specht Compete – Research team leader (IIAM)
7. Fernando Chitio Compete – Research team leader (IIAM)
8. Luísa Santos Compete – Research team leader (FAEF)
9. Marcos Freire Chief of Party Compete
10. Mohamed Harun Compete – Research team leader (FAVET)
11. Nícia Givá Compete – Research team member (FAEF)
12. Rafael Massinga Compete – Research team leader (ISPM)
13. Rafael Uaiene IIAM Compete Representative
14. Sónia Maciel Compete – Research team leader (IIAM)
15. Zacarias Massango Compete – Research team leader (IIAM)
Compete Mid-Term Evaluation
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Page 30
Annex 6. Specific objectives and achieved results
Project Specific objectives Until now the main results of
this project were:
Striga Identify and map the areas of simultaneous
occurrence of Striga and maize borer, and
quantify the damage they cause;
Evaluate different methods to control these
two “pests” and their impact on the
reduction of their populations in maize
fields;
Elaborate recommendations for the
integrated control of Striga and maize
borer;
Recommend for each region of
simultaneous occurrence of Striga and
maize borer the most tolerant maize
varieties.
Mapping of simultaneous
occurrence of Striga and
maize borer was the only
result accomplished
Goats To sustainably breed improved (higher milk
and meat) producing animals through well
planned community and farmer group-
based use of Dairy goat buck stations using
the Farm Africa Model;
To reduce kid and goat mortality rates from
the current 40% among the goat herds
through improved goat husbandry and
management (introduction and adoption of
low cost raised slatted floored houses,
gastro-intestinal control measures and
regime, fodder-trees and crops, mineral and
molasses block supplementation) among the
rural farmer in the rural Angonia region of
Mozambique, over a 2 year period;
Assess the current goat and goat product
market chains in Mozambique in order to
identify major marketing constraints;
Contribute to the improvement of rural
households‟ nutrition and income through
the improved goats and goat product market
chains and improved sales.
Awareness campaigns on goat
husbandry good practices in
four communities;
One goat house model built in
each of the four communities;
One thousand and five
hundred leucaena plants
distributed in the
communities;
193 goats eartagged,
weighted, sampled and treated
with anthelmintic,
trypanocide and acaricide in
August 2008. Repetition of
weighting, sampling and
treatment in February 2009
(only 51 goats).
Animal health survey in
August 2008
Tripanossomosis To evaluate the negative impact of bovine
tripanossomosis;
To investigate the cost/benefit of subsidized
treatment.
Regular evaluation of
trypanosome infection in the
experimental groups;
Renovation of a dip tank;
Collection and compilation of
data (weight, PCV, blood &
intestinal parasites) and
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Project Specific objectives Until now the main results of
this project were:
posterior analysis;
Interviews of 59 smallholders
to evaluate their socio-
economic status;
Various theoretical and
practical sessions with
members of the small holder
association regarding dip &
cattle management;
Distribution of one brochure
about cattle health and dip
management and of 3
pamphlets about dip
management and proper use
of traction animals.
Soy The potential for the production and
promotion of soy varieties to improve
nutrition and soil fertility and to reduce
poverty is realized. To this end: (1) a
significant increase in the value of sales is
achieved after 24 months; (2) 5 producers
of seeds and a significant number of
community members are producing and
selling grain of high quality varieties in
year 3; (3) a significant increase in the use
of Integrated Pest Management (IPM) and
Integrated Nutrient Management (INM) and
in the consumption of milk is achieved at
the end of the project in the pilot areas; (4)
the capacity of all stakeholders to use
participatory methods is significantly
increased, and (5) at least 3 new varieties of
highly productive soy in process of release
and adopted.
Three field days undertaken
to share experiences;
Five trials (variety, density,
inoculation, planting dates
and intercrop established and
evaluated through ANOVA;
Market systems and prices
promoted and a PM&E
established after a 2 days
training on 2nd
April 2008;
A total of 1,934.5 Kg Pre-
basic and basic seed of 4
varieties, namely, Oceara-4,
H7, Soprano and 427/5/7 and
IAC-6 were produced at EAS,
ISPM, IDEAA and Angónia
sites;
Needs for training on the
areas of nutrition, processing,
IPM were assessed and 57
farmers were selected for
training.
Animal traction Studies on the impact of crop cultivation
(ploughing and weeding) using AT in
managing and conserving soil fertility with
the subsequent increase of crop yields;
The effect of feed supplements on the
reduction of calving intervals of AT cows
will be studied simultaneously;
To promote the transfer of technological
packages to families headed by women or
Forty pregnant cows were
purchased and trained (10
Angónia, 20 Magude and 10
Namaacha);
Beneficiaries trained in
animal traction;
Maize field trial using animal
traction in Angónia.
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Page 32
Project Specific objectives Until now the main results of
this project were:
suffering from HIV-AIDS.
Cotton To test and disseminate IPM strategies and
strip intercropping systems, in order to
increase crop and land productivity and
small scale farmers income while reducing
potential adverse environmental impacts of
pesticide use.
Strip intercropping systems
on-farm (1ha) trials (60
concluded and 160 ongoing)
Dissemination material
prepared and delivered;
Farmers (300) and extension
network trained.
Chickens To evaluate two breeds of layers, PRB e
PK, submitted to diets with 0,15 and 30%
inclusion of Moringa leaves, for egg
production and egg quality;
To evaluate two breeds of layers, PRB e
PK, submitted to diets with 0,15 and 30%
inclusion of Moringa leaves, for meat
production (conversion rate and total live
weight);
To evaluate economical viability of egg and
meat production under the above mentioned
conditions;
To contribute for the promotion of the
production of low price eggs and broilers;
To contribute to improvement of diet
quality among rural communities;
To contribute to the improvement of rural
income.
Base line survey conducted;
Selection of 84 beneficiary
families in two villages;
Establishment of one moringa
bank (60 plants) per family;
- Training activities involving
the beneficiaries.
Sesame To evaluate, identify and promote white
sesame varieties that have high yield and
resistant to major pests and diseases that
can meet the international market demand;
To use the results of scouting as indicators
of time to apply the insecticides;
To identify and strengthen farmer
associations that already exist and
encouraging them to produce white sesame
varieties because the market is almost
guaranteed.
Three promising varieties of
white sesame identified
(LINDI, ICEASE 00020 e
ZIADA).
Identification and
dissemination of a pesticide,
COURAGE, and its
application to seeds for the
control flea beetle in the first
germination stage.
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