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Compete

MID-TERM EVALUATION

Prepared By:

Luis Carlos Gil das Neves

Maputo, April 2009

Compete Mid-Term Evaluation

April 2009


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


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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


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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.


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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


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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.


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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


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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.


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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.


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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%.


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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.




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


April 2009


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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






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


under field testing as a result of USG assistance/ grantee;

2.B.3


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


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


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


under research as a result of USG assistance (per grantee);

2.A.1.a2


under field testing as a result of USG assistance (per

grantee);

2.A.1.a3


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.


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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)


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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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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.


April 2009


Page 32


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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