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Final draft of Qtr/Semi-Annual & Annual Reporting Format drafted for ASPIRE -PDAFF

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TABLE OF CONTENTS


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Volume II

# Contents Pages

Central Offices

1 General Department of Agriculture 1-59

2 Department of Planning and Statistics and DAF 1-10

3 NCDDS 1-24

Provincial Department of Agriculture, Forestry, and Fisheries

1 Battambang 1-20

2 Kampong Chhnang 1-23

3 Kratie 1-22

4 Preah Vihear 1-17

5 Pursat 1-31


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KINGDOM OF CAMBODIA

NATION RELIGION KING

AGRICULTURE SERVICES PROGRAMME FOR INNOVATION, RESILIENCE AND EXTENSION (ASPIRE)

IFAD LOAN No. 2000000744

ASAP TRUST GRANT No. 2000000743

Provincial Department of Agriculture, Forestry and Fisheries

Semi-Annual Report

(January – June 2017)

Ministry of Agriculture Forestry and Fisheries


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KINGDOM OF CAMBODIA





Semi-Annual Report (January – June 2017)

Submitted to: ASPIRE Secretariat of Ministry of Agriculture Forestry and Fisheries (MAFF/ASPIRE) Prepared By: Department of Agricultural Extension (DAE) / General Directorate of Agriculture (GDA)



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28 July 2017


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Table of Contents

Table of Contents .................................................................................................................................... 6

Executive Summary ................................................................................................................................ 8

I. Introduction ........................................................................................................................................ 11

1.1 Profile of General Directorate of Agriculture/Department of Agriculture Extension ................ 11 1.2 ASPIRE Background ............................................................................................................... 11

II. Implementation Progress (Achievements) ........................................................................................ 13

2.1 Actual Achievement Against approved AWPB........................................................................ 13 2.2 Progress Towards Programme Outputs ................................................................................. 25 2.3 Achievements on Un-programmed Activities and Outputs ..................................................... 26

III. Follow UP Actions ............................................................................................................................ 26

3.1 IFAD’s Implementation Support Mission (ISM) Recommendations ........................................ 26 3.2 Internal/external Auditing Recommendations ......................................................................... 54 3.3. National-Level/ASPIRE Secretariat Recommendations ................................................... 54 3.4. PDAFF’s Recommendations on Service Providers .......................................................... 54

IV. Fiduciary Achievements and Issues ................................................................................................ 54

4.1 Financial Status and Achievements ........................................................................................ 54 4.2 Procurement Status and Achievements .................................................................................. 55

V. Implementation challenges and Risks .............................................................................................. 55

5.1 Issues/Challenges and Solutions ............................................................................................ 55 5.2 Risks and Actions/Mitigation ................................................................................................... 57

VI. Programme Outcomes ..................................................................................................................... 57

6.1 Short-term/early outcomes ...................................................................................................... 57 6.2. Medium/late outcomes ........................................................................................................... 57 6.3 PPP, Contracting out, Innovation Grants for Climate Resilience Agriculture Achievements and Issues ............................................................................................................................................ 57

VII. Lessons Learned, Conclusions and Recommendations ................................................................ 57

7.1 Lessons Learned ..................................................................................................................... 57 7.2 Conclusion............................................................................................................................... 58 7.3 Recommendation .................................................................................................................... 58

VIII. The Plan for Next Qtr/Semester/Year ............................................................................................ 59


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List of Abbreviation AEAC Agriculture Extension Advisory Committee

ASPIRE Agriculture Service Program for Innovation Resilience and Extension

AWPB Annual Workplan and Budget

CC Climate Change

CRA Climate Resilience Agriculture

CSA Climate Smart Agriculture

CESEAN Center of Excellence on Sustainable Agricultural Intensification and Nutrition CEW Commune Extension Worker

DAE Department of Agriculture Extension

DAO District Agriculture Office

DPS Department of Planning and Statistic

EU European Union

FNA Farmer Need Assessment

FFS Farmer Field School

FAO Food for Agriculture Organization

F2F Farmer to Farmer

GDA General Directorate of Agriculture

GEF Global Environment Fund

ICT Information Communication and Technology

IT Information Technology

IFAD International Fund for Agriculture Development

KM Knowledge Management

KPCAC Kampong Cham Agriculture Colleague

MAFF Ministry of Agriculture Forestry and Fisheries

M&E Monitoring and Evaluation

MEF Ministry of Economic and Finance

NSTAC National Sub-Technical Agriculture Committee

NOL Non Objection Letter

NCDD National Committee for Sub-National Democratic Development

PLNCA Prek Leap National Colleague for Agriculture

PPP Public Private Partnership

PADEE Project for Agriculture Development and Economic Empowerment

PASDP Provincial Agriculture Strategy Development Plan

QA Quality Assurance

RUA Royal University of Agriculture

SLG Smallholder Learning Group

SNV. Netherlands Development Organization

SNEC Supreme National Economic Council

S-RET Scaling-up of Renewable Energy Technologies in Rural Cambodia

TA Technical Advisor

TOR Term of Reference

TOT Training of Trainer

WFP World Food Program

WOCAT World Overview of Conservation Approaches and Technologies


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Executive Summary

Main achievements of the component 2 of ASPIRE “Capacity Development for Agriculture

Extension Service” from January to June 2017 are summarized below:

One meeting of AEAC and NATSC conducted with 31 participants (7 females). The meeting

noted and adopted structure TOR and operation plan of Extension Hub, Role and Responsibilities of

Agriculture Extension in Cambodia. The document on Role and Responsibilities of Agriculture

Extension in Cambodia is submitted to MAFF for approval. The English translation of the R&R

document was already completed. A dissemination workshop for PDAFFs will be run in the second

week of August 2017.

The Sub-Working Group on Extension organized 2 meetings with 60 participants (8 females). This

meeting noted and adopted TOR and workplan of the Sub-Working Group in Extension of TWGAW,

noted operational guideline of the Extension Hub, the guidelines for review extension materials; the

GEF-funded project named “Building Adaptive Capacity through the Scaling-up of Renewable Energy

Technologies in Rural Cambodia (S-RET)”; and the GEF-FAO funded project on micro-watershed

management.

The Extension Hub team is functioning and equipped with LCD projector, power banks, USB, 3G

Internet, External HDD. Daily trainings were provided to Extension Hub team members on the topics

of concept of Extension Hub and Extension Web portal, App installation, Social messengers…).

Two consultation workshops on data quality and Extension hub operation were organized with 23

participants (7 females). Feedback with GDA/DAE were collected, then the technical team already

reviewed and are fully implemented (including training of GDA/DAE counterparts).

Seventy out of 150 extension materials (approx. 47%) were selected and reviewed using criteria

that include Climate Smart Agriculture (CSA); Farm Business and Women Economic Empowerment

(WEE), etc. In addition, a validation workshop on the guidelines for review the Extension materials

were was organized with 33 participants (5 females).

Guidelines for Extension materials development, guideline for extension materials development

training course, training curriculum for extension materials development training course were

developed and validated with TA and DAE teams with 6 participants (1 female), one TOT training was

delivered to 31 participants (7 females) from PDAFF, GDA, DAE, RUA, PLCNCA, KPCLA, and

AIDOC.

Training of Trainer (TOT) curriculum and course outline were developed and TOT training on

Adult Learning was conducted for 80 participants (20 females) from PDAFF, DAOs, and GDA/DAE.

In total, 115,100 materials were printed, including:

4,100 posters on climate resilient chicken raising, pig raising, fish raising, cucumber production,

and rice production,

100,000 leaflets on cabbage and mango production; and


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11,000 booklets on rice seed varieties for paddy production and rice export and Lemon

production.

Twelve training courses were delivered:

1 TOT training course on gender mainstreaming in agriculture extension with 36 participants

(21 females) from PDAFF, GDA, and DAE;

3 training courses on FNA with 113 participants (17 females) from PDAFF, DAO, GDA, and

DAE;

3 training courses, with 129 participants (24 females), on FFS and Gender Role and Women

Economic Empowerment in Agriculture Extension - including FFS log book and farmer’s

recording book on Farm Business Management taking into account own labors cost;

5 training courses to 123 CEWs (59 females) on the extension methodology.

Training workshop on validation of SLG, FNA, FFS and Gender Role and Women Economic

Empower in Agriculture guidelines and FFS log book, farmers’ recording book on Farm Business

Management were conducted with 33 participants (4 females) from PDAFF, GDA, and DAE. These

Guidelines were revised and updated for rolling out by PDAFF in July 2017.

A draft of Extension Hub operation Manual was prepared - including overall quality assurance

system for extension hub (include QA for extension materials, extension service provision and

providers, and FNA). The TOR for a national consultant to develop guidelines on Quality Assurance

was prepared and the Consultant selected.

TOR for a consultant to develop guidelines for implementation of the Policy on Agricultural

Extension in Cambodia and strategic plan of action of Agriculture Extension have been developed for

selecting the international consultant.

Drafted guidelines on Farmer to Farmer Learning by an International Consultant however this

guideline need to review and finalize by a National Consultant.

A concept paper on: competency based agriculture extension model for Cambodia, Human

Resource Structure and function were drafted. The first international consultant resigned, therefore,

the team already prepared the TOR for a new International Consultant who will start working in the

first week of August 2017.

3 months TOT curriculum including course outline and content were developed for Agricultural

Extension Advisor. Drafted curriculum for 7-9 months TOT for Agriculture Extension Specialists is

currently being developed.

Two students (2 females) at RUA were selected to conduct research and data analysis.

Communication has been initiated and is ongoing with Vietnam for building partnerships to learn

about the Integration of Research into Agricultural Extension Strategy Implementation and Policy in

Cambodia.

The RUA has been conducting the TOT training on Agriculture Extension for 3 months with 30

participants (10 females) from PDAFF. This TOT also will be conducted in PLNCA on 14 August

2017.

Residential and e-learning Curriculum, course outline and content was developed and supporting

activities were carried out including:


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One training on computer programs, video clip making, internet and IT was conducted with 3

participants (1 female).

A desk review of e-learning course for Extension Worker in Cambodia and regionally was

completed with 14 participants (6 females).

A training on IT concept overview to be integrated into agricultural extension education was

delivered with 8 participants (6 females).

The International Consultants are in the process of developing the e-learning curriculum, with

approximately 65% completed.

Equipment’s to facilitate e-learning have been distributed to PLNCA (2 desktops, 1 professional

camera, 1 multi microphone professional, 200 USD flash drives, 1 LCD projector, 1 camera

stand, 1 laser printer, and 1 smart TV).

The concept note and proposed budget for 3-year e-learning cloud service and ICT for e-

learning was developed and submitted to Program Manager for approval.

The final guidelines for innovation grants for Climate Resilience Agriculture were developed and

adopted and advertising for interest institutions. Call for proposal for Innovation Grants on Climate

Resilience have been announcement on the 30th June 2017, with a deadline for proposal submission

set on the 8th of September 2017.

The final draft of contracting out and PPP were developed and submitted to Program Manager

for approval.

TV Show on climate resilient pig, chicken, and cabbage, fish, and rice production were

broadcasted in 12 communes with 4,152 farmers.

The MAFF assigned new Deputy Program Manager and 7 Extension Hub team members.

Regular monthly meeting was conducted to review the progress of AWPB 2017 and IFAD support

mission recommendation and a report was submitted to the ASPIRE secretariat.

It is concluded that GDA/DAE has implemented the AWPB 2017 well. Majority of the plan were

achieved and remains on track. The component 2 achievement is almost 50% of AWPB.


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I. Introduction

1.1 Profile of General Directorate of Agriculture/Department of Agriculture Extension

Department of Agricultural Extension (DAE) of General Directorate of Agriculture (GDA) is mandated

to provide holistic and demand-driven agricultural extension services. She facilitates, monitors and

evaluates agricultural extension service providers and recognizes the role of multiple stakeholders in

providing outreach services responding to farmers’ demand and markets through a pluralistic

approach. Roles of the Department of Agricultural Extension are as follows:

1. Promote the implementation of a pluralistic extension approach of agricultural extension

services through networks and forums, involving stakeholders in order to improve agricultural

extension service quality.

2. Acts as Secretariat to support the Advisory Committee for Agricultural Extension and the

National Agricultural Technical Subcommittee.

3. Build capacity of agricultural extension officers and agents and relevant agricultural extension

service providers.

4. Promote decentralization and de-concentration in providing extension services to officials and

agents. Promote agricultural extension to various levels - national and sub-national levels- in

accordance with the structure of the Royal Government of Cambodia.

5. Monitor and evaluate to ensure the quality and performance of the agricultural extension

services at all levels.

1.2 ASPIRE Background

Objective of the ASPIRE Program: By 2021 an enhanced Cambodian model of agriculture services is

demonstrated as effective for assisting a diversity of smallholder farmers to contribute to broad-based

economic growth through profitable and resilient farm businesses and is adopted as policy. The

programme has three outcomes:

Outcome 1: A national investment programme that can be supported by multiple donors is designed

to implement an updated extension policy that provides smallholder farmers with access to quality

information services

Outcome 2: MAFF has the institutional and human resources capacity to manage an effective,

demand driven system linking researchers and knowledge-based agencies to extension agents in

public sector, private sector and civil society; and to farmers.

Outcome 3: At least 120,000 smallholders have improved and resilient farm businesses as a result of

integrated, demand led extension services and investments in climate resilient infrastructure.

Department of Agricultural Extension (DAE) of General Directorate of Agriculture (GDA) is responsible

for implementing the Outcome 2 of the ASPIRE programme, which is related to the institutional and

human resources capacity to manage an effective, demand driven system linking researchers and

knowledge-based agencies to extension agents in public sector, private sector and civil society and to

farmers. Therefore, DAE plays an important role in providing technical support to the implementation

of the Component 3.

In 2017, component 2 planned to achieve the following outputs:


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- Functional Agriculture Extension Advisory Committee (AEAC) that provides leadership and

direction to ASPIRE and for implementing the National Agricultural Extension Policy.

- Clear and appropriate job descriptions of extension staff developed, against which

performances can be monitored.

- Extension hub established and fully operational

- At least two training packages - including climate resilient agriculture for SLG – are

developed, reviewed and validated.

- Quality assurance system established.

- Human Resources Development Strategy released.

- Residential and e-Learning programme established at Prek Leap National College of

Agriculture.

- Extension Practitioner Survey conducted.

Final draft of Qtr/Semi-Annual & Annual Reporting Format drafted for ASPIRE -PDAFF 13

II. Implementation Progress (Achievements)

2.1 Actual Achievement Against approved AWPB

Within the past six months, DAE/GDA has achieved activity work plans against with AWPB 2017 as in the below table:

Outputs Indicators Targets 2017 Current Status % Completed

Outcome 2: MAFF has institutional and human resources capacity to manage an effective, demand driven system linking researchers and

knowledge-based agencies to extension agents in public sector, private sector and civil society and to farmers

Component 2.1: A. Establishment of the Extension Research and Advisory Board

- # of AEAC meetings

- # of NSTAC meetings

- # of meetings of Sub-

Working Group on Extension

- 4 Agriculture Extension

Advisory Committee (AEAC)

meetings will be organized.

- 4 National Sub-Technical

Agriculture Committee

(NSTAC) meetings.

- 4 Sub-Working Group on

Extension meetings

- AEAC and NSTAC back to back meeting was organized on the 10th

March 2017, 31 participants (7 female). The meeting noted and

adopted structure ToR and operation plan of extension hub, and

adopted Role and Responsibilities of Agriculture Extension in

Cambodia (see detailed minutes of the meeting).

- 2 meetings of the Sub-Working Group on Extension with 60

participants (8 females) discussed and noted the following points (more

details can be found in minutes):

The progress implementation of Component 2-capacity

development of ASPIRE.

Adopted and agreed ToR and workplan of Sub-Working Group on

Extension of TWGAW (7 March 2017).

Extension Hub operational manual was presented, together with

guidelines for review and providing quality assurance of

agricultural documents and extension materials.

o Meeting noted the innovation grant guidelines, GEF- funded

project on Building Adaptive Capacity through the Scaling-up

of Renewable Energy Technologies in Rural Cambodia (S-

RET) and mechanism fortesting and Rolling-Out Grants under

S-RET (eligibility, procedures, objectives and timeline); GEF-

funded project on micro-watershed by FAO(20 June 2017).

25%

50%

Component 2.1: B. Definition of Roles and Responsibilities in Extension


- # of dissemination workshop - 1 dissemination workshop will be organized

- The Role and Responsibilities of Agriculture Extension in Cambodia approved by AEAC and ASPIRE Program Director, the document to be approved by MAFF Minister.

- The document was translated in English. - The dissemination workshop will be conducted at the second week of

August 2017.

80%

Component 2.1: C. Extension Hub

1. Development of Farmer Demand Assessment and Extension Service Planning

- # of national workshops with AEAC, NATC, PDAFF

- 1 national workshop with AEAC, NATC, PDAFF to review data collection system (farmer tracking tool)

- Conducted a validation meeting with DAE and TAs to present farmers

tracking tools and document management system (system completed)

with 11 participants (3 females).

80%

- # of workshops with PDAFF - 5 provincial workshops to review the data collection methodology/ training

- Will take place in August 2017 0%

- # of consultation workshops - 3 consultations workshops on Extension hub operation and feedback

- Completed 2 consultation workshops, with 13 participants (4 females),

on data quality and on Extension hub operation and feedback with

GDA/DAE, TAs team.

70%

- # of trainings on extension web portal

- 5 rollout the extension Portal/training

- Extension portal established with full document management system and pilot farmer tracking tool (results of FNA and service provider registry)

- Training to 7 Extension Hub Team members (2 females) completed

100%

- # of training on Extension Hub

- 1 rollout the Extension Hub/training

- Seven (2 females) GDA-DAE counterpart trained in operating Document Management System and pilot Farmer Tracking Tools (results of FNA and service provider registry) and system available online. Translation of technical key words is still pending.

90%

2. Integration of Existing content

- # of materials collected

- # of materials reviewed

- 150 materials collected and

reviewed and uploaded on the

extension web portal

- 70 out of 150 materials (approx. 47%) were reviewed and selected for

the extension web portal.

47%

- # of validation workshop - 4 validation workshops on

review existing materials

- Completed 1 one-day validation workshop with 33 participants (5

females) from GDA/DAE, PDAFF, IDOC/RUA, PLNCA, NGOs, and

CESEAN.

16%

- # of Digitalization of hard

copy (contracting out)

- 1 Firm contracting out - In the process of procurement 10%


3. Development of New Extension Materials

- # of validation workshops for

training modules

- 1 validation workshop for

training module

- Completed 1 one-day validation workshop and validated guideline for

Extension materials development and guideline for extension

materials development training course with 6 participants (1 female)

from DAE and TA.

- Finalized Guideline for Extension materials development and

guideline for extension materials development training course.

100%

- # of trainings on

development of extension

materials

- 1 training on development of

extension materials organized

- Completed 1 one-day training course on development of extension

material, 31 participants (7 females) from PDAFF, DAE, RUA,

PLNCA, GDA, PLNCA, KPCNA, AIDOC.

100%

- # of materials developed - Design farmer's calendar &

recording book and 10

technical booklets.

- Completed TORs of consultant to write 10 booklets sent to

procurement staff.

- In the process for approval by MEF.

- Completed design of FFS log book, of farmer’s recording book on

Farm Business Management and trained to PDAFFs and DAOs staff.

30%

- # of extension materials

printed

- Sufficient number of print-outs

of the 5 posters, 2 leaflets, 2

booklets for distribution.

- Posters: of 4,100 posters on chicken raising, pig raising, fish raising,

cucumber production, rice production with climate change adaptation

with 4,100 units

- Leaflets: printing of 100,000 leaflets on cabbage and mango

production.

- Booklets: printing of 11,000 booklets on rice seed varieties for paddy

production and rice export and Lemon production.

- 115,100 posters, leaflet and booklets and will distribution to PDAFF of

25 ASPIRE and non-ASPIRE Provinces, to RUA, to PLNCA and to

GDA/DAE in first week of August 2017.

90%

- # of new extension materials

printed

- 50,000 materials printed - Planned to print 10 technical booklets on climate resilient rice

broadcasting, sweet bamboo, cassava, mung beans, orange, pomelo,

pineapple, sweet corn, cashew, and green banana.

0%

4. Training new extension materials


- # of trainings on gender

mainstreaming in agricultural

extension.

- 2 training courses on gender

mainstreaming in agricultural

extension organized.

- Completed 1 4-day training course on gender mainstreaming in

agriculture extension, with 36 participants (21 females) from PDAFF,

and GDA/DAE. The participants have understood the Gender

Mainstreaming Policy and Strategy framework in Agriculture, the Role

and Responsibilities to implement the policy and the method for

enhancing Women Economic Empowerment.

50%

- # of TOTs for Smallholder

Learning Group

- 3 TOT-training courses on

Smallholder Learning (SLG)

organized

- Will be conducted in August 2017. 0%

- # of TOT training courses on

Farmer Need Assessment

- 3 TOT training courses on

Farmer Need Assessment

(FNA) organized

- Completed 3 4-day training courses on FNA, with 113 participants (17

females) from PDAFF.DAOs and GDA/DAE. The participants are able

to identify issues, causes, solutions, and to classify the activities to

respond to farmers’ needs in FFS training.

100%


Farmer Field School and

Gender Role and Women

Economic Empowerment in

Agriculture


Farmer Field School and

Gender Role and Women

Economic Empowerment

organized

- Completed 3 4-days TOT training courses on Farmer Field School

and Gender Role and Women Economic Empowerment, with 129

participants (24 females) from PDAFF, DAOs and GDA/DAE. The

participants are able to develop the topics for 18 weeks FFS with

Climate Smart Agriculture.

100%


Agriculture Extension

Methodology to CEWs.



Methodology to CEWs

organized

- 5 4-day TOT training courses organized for 123 CEWs (59 females).

The participants have understood guidelines, methodology, important

training tools, participatory extension, facilitation and communication

skills, local planning, participatory technology development, and

monitoring and evaluation.

100%


Staff Appraisal performance

- 5 TOT training courses on Staff

Appraisal performance

organized

- Prepared draft guidelines and concept note and the training will be

conducted in the second week of August 2017.

30%


post-harvest management

- 1 TOT training courses on Post-

Harvest Management

organized.

- Planned to conduct in October 2017. 0%

Refresher course on extension methodology for CEW


- # of Validation workshop on

SLG, FNA, FFS guidelines,

log book and farmer

recording book

- 1 Validation workshop to revise

SLG, FNA, FFS guidelines, log

book and farmer recording

book conducted.

- Training workshop on validation of SLG, FNA, FFS and Gender Role

and Women Economic Empower in Agriculture guidelines and FFS log

book, farmers’ recording book on Farm Business Management were

conducted with 33 participants (4 females) from PDAFF, GDA, and

DAE. These Guidelines were revised and updated for rolling out by

PDAFF in July 2017.

100%

- # Refresher training on FFS

and Gender Role and WEE

in Agriculture

- 1 Refresher training on FFS

and Gender Role and WEE in

Agriculture organized.

- Will be conducted in August 2017 0%

- # of refresher trainings on

SLG formation.

- 1 refresher training on SLG

formation.

- Will be conducted in September 2017 0%


FNA

- 1 refresher training on FNA

organized

- Will be conducted in September 2017 0%



Methodology

- 5 refresher training on


Methodology organized

- Planned to conduct in September 2017. 0%

- # of TOT trainings on


- TOT on Agriculture Extension

for 3 months (Provide by

GDA/RUA, Prek Leap)

- The RUA has been conducting the TOT training on Agriculture

Extension for 3 months with 30 participants (10 females) from PDAFF.

This TOT also will be conducted in PLNCA on 14 August 2017.

30%

- # trainees from RUA who

understand organic

vegetable marketing

- 32 trainees - 32 trainees have benefited from training and field trips. 100%

- Status of trainee database in

RUA (to record training of

CEWs by RUA and PLNCA)

- # workshop to follow up and

support dissemination after

TOT (RUA)

- 1 database set-up for ToT and

e- learning participants

- 1 workshop conducted on

progress sharing and refresh

on select topic development,

networking, and marketing and

entrepreneurship.

- Developed concept note for the database and workshop will be

submitted by the first week of August 2017. In 2016, 2 trainings were

organized with 120 participants.

10%

5. Outreach Activities


- # of Annual Extension

Workshops APIRE and

PADEE

- 1 Annual Extension Workshop

(ASPIRE and PADEE)

organized

- Planned to conduct in November 2017. 0%

- # of National annual

agricultural extension

exhibitions

- 1 National annual agricultural

extension exhibition organized


- # of Workshops for

Agricultural Extension

Strategy Development Plan

- 1 Workshop for Agricultural

Extension Strategy

Development Plan organized


6. Design and implementation of Quality Assurance System

- # of guideline for QA of

extension materials and

extension service produced

- Guidelines for QA of extension

materials and extension service

produced.

- A draft of Extension Hub operation Manual was prepared - including

overall quality assurance system for extension hub (include QA for

extension materials, extension service provision and providers, and

FNA). The TOR for a national consultant to develop guidelines on

Quality Assurance was prepared and the Consultant selected.

50%

- # of consultation workshops

for validation of QA

- 1 stakeholder consultation and

validation workshop for QA

- Planned to conduct in August 2017 0%

- # of Provincial Workshops

with PDAFF information

sessions

- 5 Provincial workshops with

PDAFF Information sessions

conducted


- # of workshops to review

content management

guidelines

- 1 workshop to review content

management guideline

conducted


7. Extension Portal

Activities that relates to the establishment and running of extension portal are reported under sections 2.1.C and 9.

100%

8. Design of Farmer to Farmer Learning Network

- # of guidelines F2F

produced

- Guidelines for F2F produced - Drafted guidelines on Farmer to Farmer Learning by an International

Consultant however this guideline need to review and finalize by a

National Consultant.

30%

- # of trainings for mater

trainers

- 1 Training of Master Trainers

PDAFF staff

- Planned to conduct in September 2017, after finalization of the

guidelines.

0%

9. Technical Assistant for Extension Hub


- Extension Hub established

- Counterparts and final users

trained

- Document Management

System established

- Pilot farmer tracking tool

established

- Finalization of procurement for Extension Hub and TORs for 7

counterparts to act as the Extension Hub Team

- Document Management System and Extension Hub Pilot Farmer

Tracking system for FNA and Registered providers ready (95%)

- Validation of all the systems with DAE and PSU advisers conducted

- Several presentations to AEAC, and to Support Mission

- Revision of TOR and regular reporting

- Training of counterparts (7)

- Study on the use of IVRS produced

- Finalization of the IFPRI RCT.

100%

- Guidelines for implementing

the Policy on Agricultural

Extension in Cambodia

- Guideline for implementing the

Policy on Agricultural Extension

in Cambodia

- TOR for a consultant to develop guidelines for implementation of the

Policy on Agricultural Extension in Cambodia and strategic plan of

action of Agriculture Extension have been developed for selecting the

international consultant.

10%

10. Equipment, software and subscriptions for Extension Hub

- # Equipment, software and

subscriptions for Extension

Hub

- Equipment and software for

extension hub team: 7

Computer Laptops, 4 Network

attached storage, ICT

accessories (10 Power Bank,

10 3G Modem, 10 Inverter, 1

Portable LCD, 10 External hard

disk, ICT test devices (4) and

sim cards, 1 LCD Projector.

5 Mobile tablet, Printer/

scanner -High Speed Scanner

License Software (Video editor

, GIS, Antivirus, Office furniture

(12 Chairs, 1 Meeting round

table, 10 desks), 3 Fireproof

safe, 2 Air condition for TA

room at DAE.

Completed: equipment distributed to extension hub team:

- 1 LCD Projector, 10Power Bank, 10USB 3G Internet, 10USB External

HDD.

50%


Component 2.2: A. Human Resources Development Strategy Study

- # of human resource

strategy manual

- Human Resource Strategy for

Extension developed

- A concept paper on: competency based agriculture extension model

for Cambodia, Human Resource Structure and function were drafted.

The first international consultant resigned, therefore, the team already

prepared the TOR for a new International Consultant who will start

working in the first week of August 2017.

30%

Component 2.2: B. Training of MAFF staff

- # of Training curriculums on

Leadership

- Training curriculum on

Leadership developed

- Did not select consultant 0%

- # of Training courses on

Leadership provided to

MAFF/PDAFF/DAOs

- 1 Training course on

Leadership provided to

MAFF/PDAFF/DAOs

- Did not select consultant

0%

- # of Adult Learning Skills

training curriculums

- Adult Learning Skills training

curriculum developed.

- Training of Trainer (TOT) curriculum and course outline were

developed.

100%

- # of Trainings of Trainers - 2 Trainings of Trainers

conducted.

- Completed two 2-day TOT training courses, with 80 participants (20

females) from PDAFF, DAOs, MAFF, GDA/DAE, RUA, PLNCA, and

KPCLA. The participants have increased knowledge of adult learning

skills, especially farmers who have limited education.

100%

- # of training courses on

Extension material

development

- 1 training course for Extension

material developers organized

- Guidelines for Extension materials development, guideline for

extension materials development training course, training curriculum

for extension materials development training course were developed

and validated with TA and DAE teams with 6 participants (1 female),

one TOT training was delivered to 31 participants (7 females) from

PDAFF, GDA, DAE, RUA, PLCNCA, KPCLA, and AIDOC.

- The participants have increased knowledge of agricultural extension concept, Extension materials development cycle, Techniques in effective extension materials development and of Guidelines for training course.

100%

5. Commune Extension Worker in Service Training Course

a.1. CEW Service course


- curriculum including

residential and e-learning

- Curriculum including residential

and e-learning.

- Completed concept note on e-learning and budget request.

- The International Consultants are in the process of developing the e-

learning curriculum, with approximately 65% completed.

65%

- # of meetings and

workshops to validate

curriculum materials

- 3 staff training on computer

program, video clip making,

internet and IT.

- Ongoing capacity building on computer program, video clip making,

internet and IT for 3 staff (1 female).

50%

- 1 Workshop on desk review for

the current e-learning course.

- Completed workshop on desk review for e-learning course for

Extension Worker in Cambodia and regionally, with 14 participants (6

females).

100%

- 1 Training workshop on IT

concept overview integrated in

agricultural extension

education is organized.

- 1 Training workshop on IT concept overview integrated in agricultural

extension education organized with 8 participants (6 females).

100%

- 1 workshop on the model of

e-learning on agriculture

Education and extension

organized.

- Planned to conduct in August 2017. 0%

- 1 Workshop to discuss various

elements related to in-service

training.


- 1 consultation workshop on

curriculum validation.


- 1 Workshop/meeting with IT

expert to adjust for eLearning

model.


- 1 Final workshop to arrange for

the in-service training for

CEWs.


- # of meetings for preparing

course materials for CEWs’

training

- 3 meetings organized

organized.

- 1 meeting completed. 30%%


- # of CEWs’ trainings through

residential and e-learning

courses.

- 120 CEWs


b. 2. Support to e-learning by CEWs

- # of Equipment for

distributed to CEWs training

institution

- 2 Desktops, 1 camera

professional ,1 Camera

Stand,1 Multi directional

Microphone Professional,

200B,1 Camera Web, Cloud

Delicate server 5 year, 2

Laptops ,1 Room 1 Repair,1

LCD ,1 Printer, 1 Smart TV.

- Equipment’s to facilitate e-learning have been distributed to PLNCA (2

desktops, 1 professional camera, 1 multi microphone professional, 200

USD flash drives, 1 LCD projector, 1 camera stand, 1 laser printer, and

1 smart TV).

- The concept note and proposed budget for 3-year e-learning cloud

service and ICT for e-learning was developed and submitted to

Program Manager for approval.

90%

50%

- # of trainings on ICT Tools

for e-learning

- 1 Training course on ICT Tools

for e-learning

- Completed concept note on ICT tool for e-learning.

- Completed training on ICT Tools for e-learning.

100%

Component 2.2.C. Assistance to RUA and Agriculture School

- # of curriculum Development

- Curriculum Outline for 7-9

months TOT of Agricultural

Extension Specialists.

- Curriculum enhancement

process with RUA, PLNC,

KCNC.

- Curriculum for Extension

developed

- Curriculum outline for TOT of

Extension Specialists

developed

- Curriculum enhanced and

updated in 15 Departments and

with 300 lecturers trained.

- Completed concept note on curriculum development for extension.

- Curriculum Development for 3 months TOT for Agricultural Extension

Advisors

Completed - lecturers adapting the curriculum and using it.

- Curriculum Outline for development for 7-9 months TOT for

Agricultural Extension Specialist

Draft outline

- Curriculum enhancement process started in 7 Departments and 160

lecturers trained to date

100%

90%

50%

- # of Trainings to validate


- 6 Training to validate the


conducted.

- 2 workshop/trainings to discuss the proposed curriculum and prepare

lecturers that were identified to be trainers.

30%


- # of trainings for

reproduction of course

materials

- 3-day training for reproduction

of course materials organized.

- The 3 days of training for course materials is relative to updating and

enhancing academic courses for students in the Universities (RUA,

PNCA, and KCNC). By the end of June, 5 training workshops were

organized with more than 160 lecturers from the three schools.

30%

- # of final year students to

conduct research

partnership at RUA and

PLNCA

- 3 Students selected for

conducting research (RUA:2,

PLNCA:1)

- Selected 2 students (2 females) at RUA. One student completed

research at the field data entry is ongoing; and one is going to

conduct the research.

1st student conducted the research on Knowledge, Attitude,

and Practice of Framers on Poultry Diseases.

2nd student will study the economic efficiency of chicken

raising for small-scale farmers in the ASPIRE program in

Anloung Run commune, Thma Koul district, Battambang

province.

- 1 Student at PLNCA will start the research in November 2017.

-

- # of students attending

training in partnership with

foreign universities

- 3 Students attending training in

partnership with foreign

university (RUA: 2, PLNCA:1).

- Completed concept note and budget approval by Program Manager

on Integrating Research into Agricultural Extension Strategy

Implementation and Policy in Cambodia in partnership with a

university in Vietnam, the trip will take place in late of August.

50%

Component 3.1.A. Provincial Sub-Program

- # of guidelines developed - Guidelines for PPP, for

innovation grant for Climate

Resilience for Agriculture and

for contracting out developed.

- The final guidelines for innovation grants for Climate Resilience

Agriculture were developed and adopted and advertising for interest

institutions.

- The final draft of contracting out and PPP were developed and

submitted to Program Manager for approval.

80%

Component 3.1. D. Commission of Commodity Analysis by GDA

- Commodity Analysis reports

are used

- Commission of Commodity

Analysis by GDA is utilizing the

reports which have been

produced.

- Developed TOR for firm to conduct commodity analysis and

submitted to procurement, under EOI evaluation.

30%


Component 3.2: Innovations for Climate Resilient Agriculture

- # of meetings to select

successful grantees

- 5 meeting of AEAC will select

the successful project

nominees then endorsed and

approved.

- Planned to conduct the meeting in Mid of August 2017. 0%

- # of innovation grants

approved - 2 Innovation Grants.

- Call for proposal for Innovation Grants on Climate Resilience have

been announcement on the 30th June 2017, with a deadline for

proposal submission set on the 8th of September 2017.

40%

Component 3.3. Mass Media Campaign

- # of TV show announced - TV show announced in 30

communes.

- Completed TV show announcement in 12 communes. 40%

- # of TV show broadcasted in

communes

- TV show broadcasted in 30

communes.

- Completed TV Show on climate resilient pig, chicken, cabbage, fish,

and rice production in 12 communes with 4,152 farmers

(2,491 females).

40%

- Communication and Media

Strategy status

- Communication and Media

Strategy developed

- National Consultant started working on 24 July 2017 5%

Other collaboration with NGOs, UN and IFAD Program

- ASPIRE Program have

improved coordination with

FAO, WFP, WOCAT, CE

SAIN

- Collaboration meeting with

partner’s organizations: FAO,

WFP, WOCAT, and CE SAIN.

- Result of the meeting /workshop with FAO, WFP, WOCAT, CE SAIN:

Integration of FAO’s CSA guideline into the ASPIRE’s FFS

TOT.

FAO agreed ASPIRE proposal to integrate Gender Role and

Women Economic Empowerment in Agriculture into the FFS

guidelines of FAO.

- ASPIRE Program Advisor has drafted a concept note with WFP on

contracting SLG farmers for providing agricultural products for school-

feeding program.

50%


2.2 Progress Towards Programme Outputs

Output under Outcome 2 Indicators in Log frame Status compared to Log frame in 2017

2.1. The Extension Hub is established to

support the extension sub-sector with

sustainable financing and improves

access to extension materials and

technical support for field extension

agents in public sector, private sector

and civil society.

- At least 300 extension materials

accessible through the Extension Portal

- 70 out of 150 materials (approx. 47%) were reviewed and are to be

approved by NSTAC for uploading to the extension web portal.

- At least 1,000 Extension agents (by public

sector, private sector, civil society) who

access Extension Portal to support their

work

- The extension agents will access the extension web portal after

launching in August 2017 and materials will be automatically

synchronized to CEWs’ mobile devices (60 in July 2017).

2.2. The Farmer Needs Assessment system

established within the Extension Hub

supports improved planning of

Extension programmes.

- Needs assessment system (tool and

defined actions/protocol) available that can

be used in planning of services/products.

- The farmer need assessment process has been developed and is

applied. The FNA system was updated based on IFAD Support

mission recommendations in June 2017 and validated with

PDAFFs. ICT tools have been developed as part of the pilot farmer

tracking tool.

- Refresher training on FNA and Training on ICT tools will be

conducted in August 2017.

2.3. Improved extension techniques are

developed and master trainers trained.

- 202 Master Trainers trained on improved

techniques.

- 169 master trainers (15 females) participated in the TOT training

on SLG, FNA, FFS, Gender Role and Women Economic

Empowerment in Agriculture Extension, Gender Mainstreaming in

Agriculture Extension.

2.4. Quality assurance of extension

materials and extension service

providers operating under the Extension

Hub.

- 300 of extension materials and 15 service

providers certified (by product category).

- A draft of Extension Hub operation Manual was prepared - including

overall quality assurance system for extension hub (include QA for

extension materials, extension service provision and providers, and

FNA). The TOR for a national consultant to develop guidelines on

Quality Assurance was prepared and the Consultant selected.

2.5. Clearly defined roles and

responsibilities that support the

extension service providers and MAFF

institutions

- 70% of extension staff whose performance

is managed based on approved job

descriptions (Ext. Hub, PDA and DAO

extension staff)

- The document on Role and Responsibilities of Agriculture

Extension in Cambodia is submitted to MAFF for approval.


to work together.

2.6. The human resources needed to

operate the extension service are

strengthened in accordance with a

human resources development strategy

that identifies number of trained

extension workers needed, key skills

and education and training provisions.

- 202 of people with improved skills (by

course/research type and gender) to

deliver quality extension services in line

with agreed HRDS.

- A concept paper on: competency based agriculture extension model

for Cambodia, Human Resource Structure and function were

drafted. The first international consultant resigned, therefore, the

team already prepared the TOR for a new International Consultant

who will start working in the first week of August 2017.

2.3 Achievements on Un-programmed Activities and Outputs

- The IFAD Support mission recommended mobilizing 2 national TA on ICT to assist in setting up the e-learning facilities, which supposes a revision of the 2017

AWPB. It is to be noted that the AWPB 2017 did not include the budget for the National Knowledge Management and ICT Advisor to support the e-learning

activities.

- Although there was no budget in the AWPB, the meeting to validate the guideline on SLG, FNA, FFS with PDAFF, ASPIRE Secretariat and GDA/DAE was

organized by using budget from the refresher training on SLG, FNA, and FFS.

- GDA/DAE have worked with IFPRI to develop the voice message on climate resilient chicken raising technique, climate resilient cucumber and long bean

production, climate resilient rice production for testing with target beneficiaries and non-beneficiaries of the ASPIRE programme in early August 2017.

III. Follow UP Actions

3.1 IFAD’s Implementation Support Mission (ISM) Recommendations

AGREED ACTION DEADLINE PROGRESS BY GDA AS OF 10 JULY 2017

I. TOWARDS STRATEGIC PROGRAMME MANAGEMENT

Strategic management target 1: Increase ASPIRE ownership.

1. ASPIRE Programme Director and

Programme Managers will promote wide staff

participation in ASPIRE implementation (and

in the reform process) through information,

interaction and regular staff and TA

meetings to discuss achievements and gaps

1 June 2017

- Organize regular monthly meetings at

national and sub-national levels to solve

challenges reported in the meeting.


and collectively plan activities and remedial

action.

2. MAFF will appoint a qualified staff to

become MAFF Deputy to the Programme

Manager of Component 2, who will be in

charge of orienting and overseeing

Component 2 day-to-day activities, providing

timely feedback and approval. The MAFF

Deputy will replace the current Deputy

Programme Manager/Extension, whose

contract will not be renewed;

June 2017

2. Discuss with Director General of GDA to

assign staff (level of chief of office,

Department, and General Directorate) by

June 2017.

- Mr. Chay Koung Kruy was assigned as Deputy Program

Manager on 20 June 2017. 7 Extension Hub team members

were identified.

3. The Programme Manager/Support

Secretariat will organize meetings with every

Implementing Agency Team to clarify the

process for expenditure approval and

cash advance, in line with the Financial

Manual;

3. Implement the recommendations based on

ASPIRE Finance Management Manual

(FMM). ASPIRE Secretariat organized

meetings with partners on 16 of June 2017.

- Finance and Admin officer attended the training with the

ASPIRE Secretariat on 19/06/2017.

4. All Programme Managers will be

responsible for ensuring that TAs have

the right environment to deliver

outputs as foreseen in their terms of

reference. Therefore, Programme

Managers will:

(i) appoint counterparts to work jointly

with TAs and ensure that they have

available time to do so;

4.

(i) Improve coordination with TAs

(i) Referred to management meeting in June, each international

consultant must submit request to Dr. Lee and Dr. Soeun if

they need assistance from counterpart or National TAs (detail

in meeting minutes on 29th June 2017).

(ii) Ongoing implementation.


(ii) clarify working relationships between

TA and MAFF, and between national

and international TAs, including

reporting lines;

(iii) define, in writing, clear and fast

approval processes for TA

intermediary outputs and for obtaining

MAFF inputs and resources;

(iv) improve the planning of transport so

that TA have access to transport, in

particular for trips outside of Phnom

Penh; and

(v) ensure fast access to translation – to

this effect it was agreed that the

translation contract

(ii) Enhance communication with TAs and

relevant institutions.

(iii) Inform TAs about the result of the

review, process for them to continue

or approval on outputs of TAs within

one week.

(iv) TAs prepare request for transportation

one week in advance.

(v) Request TAs to send documents to

translation company.

(iii) Ongoing.

(iv). informed TAs to submit travel request in advance to Admin

staff.

(v) Completed translation documents for curriculum development

and e-learning except R& R of Agriculture Extension in

Cambodia.

5. Furthermore, the Secretariat Support

Team, in consultation with ASPIRE

Programme Advisor, will amend the

contracts of TA who were requested to

undertake tasks in addition to their

TOR, so that they have a total number of

days allowing to complete those as well as

tasks originally in their TOR. This is in

particular the case for the International

Extension Knowledge Management and

ICT Adviser and for the International MIS

Specialist, whose TOR have been

expanded and modified following informal

agreement with management. Their

contracts will be urgently revised to reflect

5. GDA needs to discuss with Program

Advisor to review and make approval on

the TA scope of work and numbers of

day to ASPIRE Sec by the third week of

June 2017, the procurement will finish by

the fourth week.

Until 13 June 2017, if there is no answer

from ITA-MIS, contract will be terminated

and single source selection will be

conducted to select new ITA-MIS.

National M&E Advisor will send NOL to

IFAD in the first week of June. Program

- The TOR of International KM & IT advisor was revised and

signed in the fourth week of June 2017 (50 days).


modified TOR and additional days

accordingly. Furthermore, the International

MIS Specialist will not be requested to

come back to Phnom Penh until the

national and international M&E Specialists

and national MIS Specialist are on board

and the former have provided an outline of

the M&E system.

Team Leader is assisting in the preparation

of M&E Manual.

The list of shortlisted National MIS

Specialist will be sent to IFAD in the first

June.

6. KM will be used as a tool to build cohesion

and motivation, by widely sharing case

studies, lessons learnt, good

practices…when they will be available.

6. Requested the provincial level to prepare

Case studies (outstanding production)

that have new innovations for improving

the livelihood in each community. KM

and Communication Advisor must

present his workplan in the second week.

Strategic management target 2: Improve ASPIRE strategic steering

1. Programme Managers will be using the

AWPB as a strategic planning tool. To this

effect, under the leadership of the Programme

Director and with support from the ASPIRE

Programme Advisor, the AWPB will be

translated into coordinated, monthly targets

and programme of activities, which will be

reviewed through monthly meetings.

Adjustments will be operated as needed to

reflect new requirements as it is confirmed that

the AWPB is a flexible document;

1 June 2017

1. Managers and relevant implementers of

each component need to organize

monthly meetings to review the activity

plan.

- A monthly meeting was conducted in DAE conference room

with participated from GDA/DAE, TAs, RUA and PLNCA on

28 June 2017 to discuss the progress of AWPB 2017 and

ISP mission recommendations, issues, solution and next

month planning. The report was sent to ASPIRE sec.

2. The M&E system will be set up with no

further delays and will be used as a

2. Organize validation workshop on M&E

Manual in the first week of July 2017.

- 4 GDA/DAE staff attended workshop to validation M&E M&E

Manual from 3-7 of July 2017.


management tool and report against its

programme logframe. To this effect, the

Secretariat Support Team will speed up the

recruitment of the national M&E Specialist and

the national MIS Specialist, who are expected

to be on board by September 2017. The

international M&E Specialist will be asked to

resume his work immediately or his contract will

be terminated and a new recruitment will be

launched, starting from the list of qualifying

candidates already available. The M&E manual

to be produced by TA will include a section on

how to use M&E as a management tool and will

propose specific tools for the purpose (such as

dashboards);

National M&E Advisor will start work in

June and National MIS Advisor will start

to work in July.

3. The ASPIRE Programme Advisor will be

empowered to play his role in supporting

ASPIRE effective management, in line with his

TOR.

3. Program Director will send an official

letter to inform all program advisors

about their additional roles to support

and implement the program in the

second week. of June.

Strategic management target 3: Promote delegation of responsibilities and trust

1. The Programme Director, with support

from the Programme Manager/Secretariat

Support Team and the ASPIRE

Programme Advisor, will clarify

streamlined authority chains and

decision-making processes to foster

increased autonomy of and delegation of

responsibilities to Implementing Agents for

faster and more efficient delivery of

Mid-June 2017

1. Week 2, there will be a decision-

meeting in the ASPIRE program


outputs identified in the AWPB. The

improved set-up, which will be in line with

IFAD rules and regulations for financial

management and procurement, will

minimize ex-ante control and will clarify

explicit modalities whereby the Secretariat

Support Team will shift from its current

mode of operation to a role of facilitation

and support.

Strategic management target 4: Develop team building

1. In line with H.E. the Minister of MAFF request,

the Programme Director will convene Monthly

Programme Meetings with Programme

Managers, national implementing agents

external to MAFF (SNEC, RUA, Prek Leap

Agricultural Technical College, NCDD-S) and

the ASPIRE Programme Advisor, to discuss

programme progress, address shortcomings

and plan key actions for the month. Every other

month, the Monthly Programme Meeting will

include some or all of the PDAFF directors.

Minutes of every Monthly Programme Meeting

will be sent to IFAD.

June 2017

1. Conduct monthly meetings and

reporting.

- 1. On 29 June 2017, GDA/DAE staff attended a monthly

meeting with ASPIRE Program.

2. Similarly, GDA will organize monthly meetings

with all ASPIRE stakeholders, including

national and international TA, with similar

purposes and the TA team will also meet on a

monthly basis. Minutes of the meetings,

specifying actions to be taken with appropriate

2. Conduct monthly meetings and

reporting.

- On 28 June 2017, a monthly meeting was conducted in DAE

conference room with participation from GDA/DAE, TAs,

RUA and PLNCA to discuss the progress of AWPB 2017

and ISP mission recommendations, issues, solution and

next month planning. The report was sent to ASPIRE sec.


timeframes, will be established in English and

will be shared with the Programme Director and

with IFAD.

Strategic management target 5: Improve efficiency in financial management and procurement

1. Submit WA for Loan funds as soon as 75% of

the earlier advance is utilized. As on April 30,

2017 it is USD 40,000 short of 75%.

2. Improving the fund flow situation.

3. Increase the pace of project activities to

maximize budget utilization by the end of the

year.

4. Expedite the procurement process and

discontinue with the written tests for short

term consultants.

5. Ensure more realistic planning and budgeting

in AWPB. Rely on TA for the purpose of better

estimating the costs.

6. Make use of technical specialists in

procurement process for providing technical

specifications and for bid evaluation too.

7. Expedite the filling up of all vacant

8. Amend the TA contracts to suppress

contradictory clauses

9. Ensure that the Programme Financial

Statement and the audit report are in

accordance with the IFAD Guidelines on

Project Audit

10. Initiate internal audit process and hire a

private firm to support it

Immediately

1. Implemented.

2. Implemented, but each party needs to

speed up the advance clearance.

3. Implemented

4. Implemented.

5. Will improve

6. Implemented

7. Will improve

8. Procurement team will review and

workwith technical team

9. Implemented

10. Review and further discussion needed.

- GDA/DAE have sped up the advance clearance.

II. COMPONENT 1 – KNOWLEDGE BASED POLICY


Key target 1.1: PAEC implementation guidelines finalized (GDA)

1. Identify a consultant to elaborate the

implementation guidelines for PAEC and to:

reorganize Component 1 activities, budget,

indicators and implementation arrangements;

articulate relationship between ASPIRE and

Policy and Planning committee and technical

working groups; articulate relationship

between Component 1 and S-RET. While

existing shortlisted experts for the post of

International Extension Systems and

Methodology Adviser do not appear to have

the appropriate background and experience to

complete such a report, there are other

existing members of the TA team which could

fulfil the requirements. The TA selected to

work on the Agricultural Master Plan may also

be an alternative. Should there be no suitable

candidate, procurement processes will be a

fast-tracked to hire an appropriate consultant.

September 2017

1. Request to conduct Single source

selection method (procurement team

needs to include in procurement plan).

- The TOR for consultant to develop guideline for the

implementation of PEAC was submitted to procurement team

in the second week of June 2017, ongoing to negotiate with

consultant and waiting for agreement from MEF.

2. The guidelines should additionally seek to

articulate the road map for reviewing

PAEC and how Component 1 will work

with the Policy and Planning Committee

and other technical working groups.

2. GDA will help to edit TOR including

ISP recommendations by 12

June 2017.

- Completed TOR which was submitted to procurement team in

the second week of June 2017. Negotiation in process with

consultant.

Key target 1.2: New policy needs addressed (DPS)

3. Introduce flexibility into the

Component 1 budget to work with other

development partners on specific policy

September 2017


issues which have been identified by the

government and are in synergy with the

policy objectives of the project.

Specifically, DPS should:

3. Ministry will prepare the Master Plan 2030

and request IFAD to continue to support

after EU for finalize this work including:

(i) Consulting service to develop

master plan and new ASDP.

(ii) Consultation workshop/meeting

(iii) Request all provinces to develop

PASDP 2019-2023 and DPS will

prepare before August 2017.

1. Prepare a list of priorities to be financed and

a request for financing should be prepared for

review by the MTR. This could include support

for consultations related to the Agricultural

Master Plan 2030 / Agriculture Strategic

Development Plan and should be undertaken

jointly with the EU and others.

2. Meanwhile, should pressing needs arise

related to policy development related activities,

DPS should send a request for financing to the

Secretariat Support Team, for further IFAD no-

objection.

Key target 1.3: SNEC Agricultural Analytical Unit operational (SNEC)

1. Continue working to establish the and

contracting for the first study on Comparative

implementation of Agricultural Extension

Systems.

1. Dr. Renato Lee facilitates with SNEC to

develop a concept note on comparative

implementation of Agricultural Extension

Systems. The concept note shall be

finished by July.

2. SNEC will explore the possibility of

collaborating with RUA to conduct the second

study with the support from USAID.

2. SNEC needs to organize meetings with

relevant parties.

3. Progress to hire an International Policy Expert

should be put on hold, as the position was 3. Request SNEC to ask for assistance

from IFAD for the development of the


initially intended to guide the consultation and

drafting process of the PAEC policy, and is

therefore no longer necessary.

following TORs: (1) International Policy

Analysis Advisor, (2) Improving Farmer

Access to Affordable Micro Finance, (3)

Annual Lump-sum to Support Policy

Research in Agriculture Sector, (4)

Survey Behavior of Farmer on Demand

Supply Extension Service (Firm), and (5)

Comparative Extension Delivery Model

(Firm).

III. COMPONENT 2 – CAPACITY DEVELOPMENT FOR EXTENSION SERVICES (GDA)

Key target 2.1: AEAC, NATSC and Extension Hub operational

1. By June 2017, GDA/DAE is to develop an

implementation framework for AEAC and

NATSC, with detailed TOR and work plan;

June-August 2017

1. Review the activity plan and roles and

Responsibilities of AEAC and NATSC.

- Roles & Responsibilities and workplan of AEAC and NATSC

were developed. The R&R of Agriculture Extension in

Cambodia was completed translation in English.

- Propose NATC meeting on 4th August 2017.

2. By mid-July 2017, a concept note on the

Extension Hub (EH) is to be approved by

GDA and AEAC, and by August 2017,

training on the structure of the EH,

institutional management, QA process and

Extension Portal is to be provided to relevant

stakeholders to ensure common

understanding and full operationalization of

the hub. The training should be facilitated by

GDA/DAE and support from TA. This is

contingent on the Extension Knowledge

Management and ICT Adviser accepting to

2. GDA will discuss with Program Advisor to

review and make approval on the scope of

work as well as the numbers of days for

Extension KM and ICT Advisor and send to

ASPIRE Secretariat in the third July, and

then implementation of the contract will be

from the middle of July to August.

- Completed scope of work of International Knowledge

Management and ICT Advisor and contract signed at the

end of June 2017.

- All tools and training (completed at the end of July), manual

modules will be ready by end of August 2017.


provide the training, which is not part of his

TOR, and on his contract being urgently

revised to reflect this and other extensions of

his TOR that have already occurred (see

section on Programme Management above).

In the case agreement cannot be reached, the

programme is to find alternative arrangements

to timely deliver targets.

Key target 2.2: Extension Portal operational

1. By end of June 2017, resources are to be

mobilized to support QA, including:

(i) amending the TOR/extending contract

of national Consultant for

Development Extension Materials

Training Course, and Knowledge

Management and IT national Adviser

to include the review and validation of

existing materials, contingent on their

agreement;

(ii) amending the TOR and extending the

contract of the international Extension

Knowledge Management and ICT

Adviser accordingly, with his

agreement. In the case agreement

cannot be reached, programme

management is to find alternative

arrangements to timely deliver targets

on QA above. Moreover,

(iii) focal points in relevant technical

departments of MAFF including RUA

June-September 2017

1.

(i) Extend Consultant for Development

Extension Materials Training Course

(Mr. Pol Chanrithy will review ToR)

(ii) GDA will discuss with Program Advisor

to review and make approval on the

scope of work and numbers of days for

Extension KM and ICT Advisor and

send to ASPIRE Secretariat in the third

June, and then implementation of the

contract from middle of July to August.

(iii) Identify the participants who attended

training on Extension Material

Development as focal points and

(i). Recruited a national adviser and will start working from

mid-July 2017.

(ii). TOR of Intl Extension Knowledge Management and ICT

Specialist already amended and signed at the end of

June 2017.

(iii). Technical and format focal points being identified.

Expected date to complete at the end of July 2017.


are to be appointed for technical

review of extension material; and

(iv). the missing four counterparts (see

above para. 38) are to be hired.

provide official letter from relevant

departments.

- Focal points from line departments for reviewing content will

be discussed in the NSTAC meeting on 4th August 2017.

(iv). All counterparts are on board. Ongoing to conduct

capacity building to all counterparts from Monday to Fri at

8:30 – 12:00 PM.

2. By early July 2017, the QA process for

extension materials should be finalized by

GDA/DAE with support from TA.

2. Implementation, negotiation with consultant

and waiting for approval by IFAD.

- The QA consultant started the work on 3rd week of July 2017.

3. By August 2017, physical and digital storage

facilities are to be arranged by MAFF.

3. Procurement to be initiated - All procurement is being processed for digital storage.

Expected reception of hardware in November 2017.

Physical space not yet available (is not priority).

4. By September 2017, the extension portal

must be operational online, with at least 150

extension materials including SML extension

materials reviewed and approved by AEAC

(possibly by a small working group to be set

up) by application of the QA process. The

extension materials approval procedure could

be delegated to GDA/DAE to speed up the

process.

4. Finalize QA for Extension materials and

criteria by early of July and process to

select the materials for uploading on the

Extension Web Portal.

- The guideline was already finalized. Checklist need to be

developed by QA consultant.

- As of now, 70 materials have already been reviewed and

selected for the web portal. It is to note that the IFAD

support mission recommended 150 materials to be

uploaded on the web portal.

5. By September 2017 and once the extension

portal is operational, tablets already procured

are to be tested by CEWs with support from

DAE, PNCA and TA. The procurement of the

second lot of tablets is on hold until the results

of the testing of the first batch are available.

5.60 tablets will be ready for the CEWs by the

end of June and training will be conducted in

July.

- Guidelines, training and distribution of the sixty tablets will be

conducted in July/September (requested by M&E staff at the

PDAFF).

- Procurement for remaining tablets to be launched by end of

October (waiting for testing of the existing tablets).


The mission stresses that no tablets must be

distributed before there are guidelines as to

how they should be used (for the test) and

before the test is completed and guidelines are

adapted accordingly (for the next 240 tablets).

DAO and CEW will directly upload data on field

activities to the MIS through the provided

tablets. Tablets will also be used by CEWs for

monitoring purpose. To that end, adaptation of

the PADEE MIS for ASPIRE is also required to

include monitoring functions (outputs and

outcomes of extension services delivered).

ASPIRE secretariat with assistance of M&E TA

will adapt the system developed under PADEE

to ASPIRE M&E and MIS requirement, and will

install the system on the tablets by September

2017.

6. By November 2017, the QA process for

service providers, extension activities and FNA

should be completed, with one guideline for QA

of extension activity and FNA, and one

guideline for QA of extension service provider

approved and implemented.

6. Consultant for Development Extension

Materials Training Course, National and

International KM and ICT specialists.

- The consultant, Mr. Hourt Khieu, started the work in 3rd week

of July and is finalizing checklist in collaboration with National

and International KM and ICT specialists.

Key target 2.3: F2F Learning guidelines finalized

1. By September 2017, guidelines for Farmers

to Farmers Extension must be finalized, with

support from TA and they must integrate F2F

models already tested and up-scaled by

other initiatives, including:

September 2017

1. Providing 10 days to complete the work

- Waiting for final decision on International F2F consultant in

the fourth week of June), and termination of his contract with

disbursement of at least 30% of contract value.Then a revised

TOR for a National F2F Consultant will be produced and

Consultant recruited (single source selection). Until now no


(i) Digital Green, a good example of

technology-based F2F knowledge

sharing that could be supported by

mass media office under sub-

component 3.3;

(ii) Community Learning Centers and

Local Champion approach promoted

under PADEE with support from

PROCASUR; and

(iii) farmers-led innovations promoted by

OXFAM, ALiNE,

CEDAC/PROLINNOVA Cambodia

and other organisations1. Other

events to strengthen local networking

should include agriculture fairs,

competitions, cross-visits and locally

organised demonstration and

learning activities.

response from the International F2F Consultant, Dr Gary.

(Referred to committee meeting on 4 Jun 2017).

- On 24 July 2017, Dr. Lee sent Dr. Gary an e-mail and asked

him to submit invoice and timesheet for his disbursement, Dr.

Lee prepared contract termination letter that will be signed by

Program Director. The Program Manager prepared a letter for

signature by the Program Director to request a National

Consultant for replacing Dr Gary..

Key target 2.4: Human Resource Development and Extension Practitioner Survey developed

1. By July 2017, HRDS must be completed

under current TA arrangements. In the case no

agreement can be reached, the Secretariat is

to take urgent action to replace the consultant

(building on the list of pre-selected consultants)

to finalize the strategy by November 2017.

July-November 2017

1. Prepare the letter for TA to clarify.

- GDA prepared TOR for International consultant and

submitted to procurement on 27/06/2017, the consultant is

expected to start work on 1st week of August.

1 See http://wikieducator.org/Farmer_Led_Innovations; https://www.oxfamamerica.org/static/media/files/Evaluation_of_the_Farmer-Led_Agricultural_Innovation_for_Resilience_2010-2012_.pdf; http://www.aline.org.uk/whatwedo/mlesupport/mestrategy/farmerledagriculturalinnovationforresilience

http://wikieducator.org/Farmer_Led_Innovations

https://www.oxfamamerica.org/static/media/files/Evaluation_of_the_Farmer-Led_Agricultural_Innovation_for_Resilience_2010-2012_.pdf

https://www.oxfamamerica.org/static/media/files/Evaluation_of_the_Farmer-Led_Agricultural_Innovation_for_Resilience_2010-2012_.pdf

http://www.aline.org.uk/whatwedo/mlesupport/mestrategy/farmerledagriculturalinnovationforresilience


2. By mid-August 2017, an inventory of

extension service providers is to be completed

by PDAFF and consolidated by GDA.

2. Finalize inventory list of Extension Service

Providers by the middle of August 2017.

- Received an update version from PVH, KRATIE and other

provinces promised to submit by end of July.

3. By November 2017, the Extension

Practitioner Survey is to be completed. Current

TOR are to be modified to include the

completion of the competency based skills

assessment (data analysis)

3.TOR to be modified during issue of the RFP

Key target 2.5: Academic curricula developed

1. Immediately and continuously, GDA

and ASPIRE secretariat are to provide

timely administrative support to curriculum

development and ToT program at RUA

and PNCA to ensure smooth

implementation of the AWPB. The support

includes:

(i) translation services as required by

the TA so that training activities can

be held in September as planned;

(ii) availability of IT room repairs and

digital storage facility. To this end

PNCA is to coordinate with GDA

and ASPIRE secretariat for

adequate procurement procedure;

a fast track procurement is needed

to ensure those activities are

completed before the lecturer’s

training in September;

June-September 2017

(i) Implemented

(ii) Implemented

(iii) Not implemented.

(i) Completed translation of curriculum development and

e-learning.

(ii) IT room renovation: Moved materials to outside for IT

room repair, concept note developed, rental 3-year e-

learning cloud service, budget requested, and start in

the fourth week of July.

- Received equipment for e-learning except camera.


(iii) mobilization of 2 national TA on ICT

to assist in setting up the e-learning

facility, which will require amending

the 2017 AWPB to include budget

accordingly;

(iv) budget for trainings at RUA.

(iv) GDA review the budget and send to

RUA.

(iii) No budget in AWPB 2017. KM ICT will support e-

learning Advisor.

(iv) Received budget, TOT training for 3 months, RUA

started on 10 July, PLNCA on 14 August 2017.

2. By early June 2017, the concept note for

e-learning is to be finalized by PNCA, with

support from the International Consultant

for Design Curriculum Residential and E-

learning, and to be approved by GDA. The

materials that have been identified will

cover a wide range of extension tools and

topics, including mainstreaming climate

change adaptation and resilient agriculture

options into extension services.

2. PLNCA sent the concept note to GDA for

approval, GDA will review and prepare the

letter for approval in the 2nd week of June.

- Concept note and budget were approved by Programme

Manager, desk review completed (100%), and 3 staff

attended the training on Photoshop and web page design.

Ongoing to design eLearning course for CEWs and

curriculum completed (60%).

3. By September 2017, RUA/CAES, with

support from the Curriculum Development

TA, are to conduct ToT, including course

on climate change adaptation and

sustainable land management/ WOCAT.

3.TOT will be conducted in July 2017 - TOT training for 3 months: RUA started on 10 July, PLNCA

will start on 31 July 2017.

4. Throughout 2017, GDA, RUA and the

AEAC are to support on-going synergies

with CE SAIN (RUA), KOICA (Kampong

Cham Agricultural College) and other

stakeholders (FAO, GEF) in climate

resilient agriculture inclusion in both in-

service training and academic curricula.

4. Mrs. Samnang will continue to support this

activity.

- Ongoing support and sharing of information with KOICA, CE

SAIN, FAO, GEF.


IV. COMPONENT 3 - IMPROVED EXTENSION SERVICES

Key target 3.1 – Provincial Sub-Programs (P4 forms) reflect the full scope of GESS financed activities planned for 2018 (10 provinces)

1. DPS, in discussion with GDA and PSU,

should issue guidance to PDAFF in the

five pilot and five PADEE provinces on

preparation of sub-programmes (P4 forms)

to reflect all proposed financing and

activities of sub-component 3.1 under

PDAFF responsibility in 2018. The

guidance should be in the form of a written

instruction but should be supported either

by a workshop or by adviser visits to each

PDAFF to clarify. Guidance should

include:

(i) outreach targets consistent with

achieving the overall outreach

target of ASPIRE by 2021;

(ii) eligible types of

activity/expenditure to be

included, consistent with the PIM

and recommendations of this

Mission Report;

(iii) Sub-program indicators; and (iv)

performance targets.

1.

i. Prepare draft guideline by end of

June.

ii. Conduct the meeting with GDA

and ASPIRE Sec in the first week

of July, 2017.

iii. Send the technical staff and TAS

to support in preparation P4

Form.

1. PDAFF should prepare sub-

programmes based on this guidance and

reflecting to the extent possible PASDP

priorities and identified market

opportunities.

1. Each province must enter in P4 form

and send to DPS for consolidation.

2. The 2018 AWPB should consolidate, and

where necessary, add detail to, the

activities described in the P4 forms.


However, the AWPB process should not

result in substantive changes to

Component 3.1 activities planned through

the sub-program planning process.

5. Key target 3.2 - Planning Process and GESS Allocation Formula Strengthened

1. By September 2017, DPS should

consider further development of the

GESS allocation formula for use for the

2019 and future allocations, including: (i)

an increasing share of the allocation

should be based on need, primarily the

number of farmers in the province, with a

corresponding reduction in the equal-

share component; (ii) the number of ID-

Poor actually reached by extension

activities, not the proportion of ID-Poor in

the population, should be considered as a

performance indicator (i.e. number of ID-

Poor reached by extension activities in

2017 should be a performance indicator for

the 2019 allocation); and (iii) the indicator

currently included and described as “IRR”

is not very meaningful and should be

replaced by an indicator better reflecting

PDA performance in achieving strategic

results.

1. DPS will prepare GESS allocation

formula by August by including other

indicators in addition to IRR.

2. In November 2017, DPS should include in

the 2018 AWPB provision for a review of

PASDP process including assessment of

the plans already prepared, in preparation

for roll-out of the PASDP in 2019.

2. Allocate budget in AWPB 2018.


Key target 3.3 – Range of modalities for providing extension services to farmers under provincial sub-programmes expanded

1. Immediate: GDA will appoint a national

counterpart to the PPP and Contracting Out

TA;

June-October 2017

1. GDA will appoint staff

- Mr. Chay Kong Kruy is appointed as counterpart Deputy

Program Manager for working with PPP and contracting out

consultants.

2. By June 2017: GDA to improve the SLG

support approach and guidelines by

integrating the following aspects:

a. identification of existing farmers’

cooperatives and groups and assessment

of services needs;

b. climate related constraints and possible

solutions such as: crop

association/diversification, smart

agriculture and SLM practices. Link with

component 4 investments, innovation

grants and Sustainable Land

Management (SLM) practices identified

by CAES under WOCAT where relevant.

In line with recommendations made under

component 4, District Vulnerability

Assessment (VRA) findings will be

included into the Farmer Needs

Assessment process, communes

investment in infrastructures will focus on

farmers’ needs and support agricultural

production (water related infrastructures);

c. broad list of productions/commodities that

can be supported based on local agro-

2. GDA will improve the approach and

guideline for support SLG.

(1) GDA review recommendation

(2) Improve and update the guideline SGL,

FNA and FFS

(3) Organize meeting to validate the

guideline in July 2017.

H.E. Recommendations:

- GDA will update document in June and

each PDAFF province needs to provide

basic support to target farmers from a-

h in early July and start the

implementation in early July 2017.

- Take action to push the private sector

to provide service and marketing.

- Updated guidelines on: SLG, FNA, FFS, FFS log book

and farmer’s recording book on farm business

management, the validation meeting to be conducted on

11-14 July 2017.

- Will conduct refresher training for PDAFF and DAOs in

the first week of August 2017.


ecological potential and marketing

opportunities;

d. facilitation of access to inputs by creating

linkages with input suppliers, mobilising

PPP mechanism where relevant. Include

facilitation to access production credit.

Clearly state that FFS budget allocation is

for demonstration and training purpose,

not for supplying inputs to SLG members;

e. identification of extension service

providers that can be associated in the

group support process, mobilising

resources through contracting out where

relevant. In the identification, include lead

farmers and farmers organisations within

the commune/district to promote farmers

to farmers knowledge sharing, through

cross-visits and farmers’ led

demonstrations

f. Market assessment to be wider than

commune and district level. Include

assessment of current and previous

farmers’ experiences in market oriented

production, as well as potential for up-

scaling to commercial level. Adopt more

dynamic process for facilitating market

linkages, building on the cluster approach

implemented by PDAFFs under PADEE;

g. include a specific support approach for

women and for farmers with production


constraints (land, labour,

capital/indebtedness, knowledge/literacy)

by including options requiring no or little

land area, labour and/or investment and

with short production cycle. Build up on

lessons from PADFFs in PADEE provinces

on groups supported by Ministry of Women

Affairs (non-land based activities) as well

as TSSD on chicken production

h. Strengthen role of PDAFF/DAO staff to

focus on assessment, facilitation,

coordination and monitoring.

3. By June 2017, finalise PPP and contracting

out guidelines (in a joint, coherent document)

and disseminate them to PDAFFs, with

provisions for pooling of resources and

synergies of the whole range of potential

service providers. PPPs arrangements

should be combined with other mechanisms

to increase synergies with multiple

stakeholders under a more flexible approach.

Formal partnership agreements should

specify criteria to assess efficiency and

performance of the service provided, as well

as the role of PDAFF and DAO. Current

difficulties with contracting out procurement

(see above) will be addressed, possibly for

example through multi-annual contracts.

Additionally, GDA will revise the TOR and

3. PPP and Contracting-out Guidelines will be

finalized by the end of June. The

consultant shall complete all inputs stated

in the contract and will discuss the extend

contract during the MTR in September.

Orientation on guideline in early July.

- Mr.Chay Kung Kruy will follow up

- Finalized PPP and contracting out guideline by the

Program Manager. Proposed to conduct TOT to PDAFF

staff.


extend the PPP TA contract, with a view to

deliver a ToT for PDAFFs to help

implementing the guidelines.

4. From June 2017: GDA to inform PDAFFs to

provide instructions to field staff and CEWs

so that all FFS demonstration activities

include keeping a daily log-book of farmer

own-labour inputs;

4.Implemented but need to record own labour

cost

- Revised FFS log book and recording book to include

farmer own-labor inputs.

5. By July 2017: GDA will discuss cooperation

modalities with SNV to upscale cluster based

planning process at PDAFFs level in PADEE

as well as in ASPIRE area and to build

provincial capacities accordingly. GDA and

SNV will discuss and agree on possible

contracting options for review by the MTR

mission, including an action plan for SNV to

support provincial planning through coaching

and hands-on training;

5. Invite technical staff at GDA (Dr. Som Lun

and Mr. Mean Chetana) to discuss planning

for scaling up, cluster approach in PADEE

and ASPIRE Program and to provide

capacity building for PDAFFs.

- Updated cluster guidelines by ASPIRE Secretariat

6. By July 2017: GDA/PDAFF to roll out

revised SLG guidelines;

6. Updated in June: each PDAFF needs to

provide basic support for target farmers

from a-h in early of July and start the

implementation in early July 2017.

- Planned to conduct refresher training from the first week

of August 2017.

7. By July 2017: Commodity Outlook Market

Study to start, based on approved TOR and

procurement process to be launched

immediately and fast-tracked;

7. Under the shortlist process. It would be

completed by November 2017.

- Shortlist of EOI submitted to IFAD, NOL by July


8. By October 2017, GDA will disseminate F2F

guidelines (prepared under Component 2) to

PDAFF, DAO, CEWs, demonstration farmers

and farmers cooperatives and networks.

PDAFF will select priority areas to promote

F2F networking and will start promoting F2F

exchanges in selected areas with assistance

from DAO and CEWs.

8. GDA will provide training to PDAFF on F2F

to PDAFF, DAO, CEWs in October after

finished Guidelines in September 2017.

- Will provide training after guidelines completed.

Key target 3.4 – Innovation grants start

1. By mid-June 2017: GDA is to finalise and

approve the innovation grants guidelines with

assistance from the PPP TA. Important areas

to take into consideration include: (i) site

selection (grant selection criteria must ensure

that innovations are mobilised where they are

likely to produce cumulative beneficial impacts;

(ii) synergies with existing initiatives in target

areas (contracting out, PPP, F2F learning,

other projects…); (iii) technology typology

(long list to be included in the guidelines by

area such as water, energy, SLM,

mechanisation, post-harvest etc.); (iv)

dissemination mechanisms of tested

technologies. Guidelines are to build on the S-

RET project grant mechanism, procedures and

tools;

June-September 2017

1. Agreed follow slide presentation (Dr

Charlesworth): Dr. Mak Soeun will review,

comment and revert by 29 June 2017 to

finalize the guideline.

- Finalized innovation grant guidelines.

2. By July 2017: GDA is to advertise for

innovation grants and establish an

independent committee to review grant

proposals, in line with guidelines

- Innovation grant announced on 30 June 2017 and

deadline on 18 August 2017.


3. By September 2017, first innovation grants

are to start activities.

Key target 3.4 – Mass Media Strategy prepared

By August 2017: GDA/DAE and the Mass Media

Office will prepare a Mass Media strategy to be

reviewed by the MTR to resize the sub-

component and budget. As agreed during the

previous mission in September 2016, GDA will

base the strategy on simple measures to

strengthen the effectiveness of mass media

extension, and a short-term consultant can be

hired for the purpose if needed.

- Speed up selection process by July

2017.

- Consultant Mass Media strategy started working on 24th

July 2017.

Key target 3.5 – Prepare expansion to PADEE provinces

1. By July 2017: GDA will organise an

exchange visit of the 5 ASPIRE PDAFF to

Kandal province to learn from on-going cluster

initiatives, with support from SNV and PPP

TA;

July – August 2017

1. Participation: 1 PDAFF director, 1

marketing staff, 2 DAOs, GDA Cluster

team Dr. Sorm Lun, and Mr.Mean

Chetana and 2 DAE staff as

facilitators).

- Mr. Say tom will facilitate in the third week of July 2017.

1. By August 2017: ASPIRE Programme

Managers and the 5 PDAFF currently

supported by PADEE will prepare a roadmap

for ASPIRE rolling out to PADEE provinces,

including key activities to be supported in the

AWPB 2018. The roadmap will build on PDAFF

experience and will further support on-going,

PADEE-supported initiatives, including:

extension support to Improved Groups’

Revolving Funds (IGRF) and association

establishment; cluster approach in partnership

1. ASPIRE Sec. will organize a meeting to

discuss the draft roadmap led by Senior

Management of the Program with

participation from PADEE in July.

- Organize meeting on 10 July 2017. 25

persons in total, from PADEE

provinces, Director or Deputy Director,

Planning, Advisor, PPCA, ASPIRE

working group (SNEC, GDA and

NCDD), and from Sub-Component 1, 2,

and 5.

- 2 GDA staff attended the meeting on 26-28 July 2017.


with SNV, F2F piloting. There will be no target

to establish SLGs or conduct systematic FFS.

Management tools already in place at PDAFF

level will be kept and adapted to ASPIRE

budget and approach. Successful

implementation modalities of PADEE will be

mainstreamed into ASPIRE, notably the cluster

approach, to be adapted as a planning tool for

extension services at large, with support from

SNV.

2. COMPONENT 4 – INFRASTRUCTURE SUPPORTING CLIMATE RESILIENT AGRICULTURE

Key target 4.1: Current challenges to smooth implementation of Year 2017 activities overcome

1. Transfer of PBCRG funds to Commune

Treasury Accounts should be completed

by end June 2017 at latest. MAFF, NCDD-

S and MEF should address this urgently, in

line with the recommendations to adapt the

current flow of funds and to transfer funds

directly from IFAD to National Treasury

made in the section on Fiduciary Issues;

September 2017

1. ASPIRE Sec. will request the budget to

MEF and budget will receive by the end

of June or early July.

2. Payment of CEW salaries should be

effected by a single transfer for 12-month

salary to each Commune Treasury

account;

3. Budget will be released to Commune

Treasury Account in June (full year).

4. NCDD-S should reach agreement with

GDA and ASPIRE Secretariat on priority

actions to strengthen coordination and

synergies between Component 3 and

Component 4 at provincial level, including

4. Invite the Provincial TAs under this

component and also TAs at PDAFF to

attend Monthly meeting. Request for

PFPA support to staff component 4 in

each province. NCDDS will inform each

Provincial Administration to strengthen


support to Component 4 from provincial

TA.

communication on Finance work with

PDAFF.

Key target 4.2: 24 PBCRG allocations for Year 2018 prepared

1. The Annual Performance Assessment of

the 16 Component 4 districts should be

completed no later than August 2017;

September 2017

1. Request to finalize the APA in 16

districts in October.

Request to implement in July after draft

Road Map PADEE

2. NCDD-S should conduct Component 4

Programme Start-Up Workshops in the

PADEE provinces in June 2017. Selection

of target districts for Component 4 in the

PADEE provinces should follow these

workshops and should be based on: (i)

only districts planned for Component 3

activities in 2018 to be considered; (ii)

these districts to be ranked based on the

national Climate Vulnerability Index2; (iii)

availability of other climate change

adaptation funding (e.g. LGCC); and (iv)

avoiding excessive overhead costs where

possible;

2 Organize Program Start Up Workshop

in July

3 NCDD-S and MAFF should cooperate to

investigate what, if any, additional

equipment will be needed by CEW in

PADEE provinces and, if necessary,

prepare a proposal to be considered by

the MTR;

3. NCDDs agreed to implementation

ISPM

2 Climate Vulnerability Index is a component of the national Climate Change M&E framework under National Council for Sustainable Development, with its Secretariat in Ministry of Environment. The Index is based on Commune Database (CDB) data.


4 PBCRG allocations for 24 districts in 2018

should be prepared, but not announced,

before the MTR mission in September

2017.

Key target 4.3: VRA process strengthened and mainstreamed

1. NCDD-S should conduct the VRA process

in the 8 new Component 4 target districts,

ensuring participation of DAO and local

farmer groups, organisations and

cooperatives. This process should be

under way before the MTR so that the

quality of the process can be evaluated.

The results of the VRA should be

presented, together with climate trends

analysed in the Farmers’ Need

Assessment (FNA - C3) in Provincial level

workshops. PDAFFs should then

incorporate VRA findings as an input for

FNA in 2018; and

September 2017

1. NCDDs will inform and invite the

relevant parties to attend in July

2. For communes where NCDD-S does not

have sufficient resources to conduct VRA

directly, NCDD-S should provide training

to planning facilitators (i.e. Planning and

Investment Division of Provincial

Administration, Commune/Sangkat

Support Office of District Administration

and CEWs) to ensure that all C3 /C4

communes have sufficient capacity to

mainstream VRA in Commune

Development Plans.

2. NCDDS will allow each province to

strengthen capacity to relevant parties

by the end of June and support from

National level in conducting the VRA.

Key target 4.4: Selection and technical quality of sub-projects improved


1. By July 2017, NCDD-S should develop

TOR for recruitment of the International

Infrastructure Engineer, based on the

highest priority needs for this position. It is

recommended that NCDD-S consider

tasking the adviser to assist in compiling a

set of model climate resilient infrastructure

sub-projects, including both best-practice

examples of common types and examples

of more innovative types. These model

projects should be suitable for: (i)

improving the capacity of communes to

select sub-projects with high adaptation

benefits; and (ii) at a level of higher

technical detail, training technical staff in

sub-project design.

September 2017

1. Agreed to implementation

2. By September 2017, NCDD-S should

prepare a proposal for central contracting

of TSC through a consulting company

using a model similar to that used in the

IFAD/ADB financed Tonle Sap

Smallholder Development Project (TSSD).

It is recognised that this may result in

increased costs. NCDD-S should prepare

a TOR and cost estimate so that costs and

benefits of this approach can be

considered by the MTR.

2. Agreed to implementation


54

3.2 Internal/external Auditing Recommendations

Following the recommendations of the internal audit in 1 May 2015 to 31 December 2016, the

GDA/DAE has undertaken the following actions:

1. Liquidate advance in a timely manner:

The GDA/DAE Finance has invited RUA, PLNCA, and DAE staff and explained the budget

advance and deadlines for clearing them.

3. Improve control over filling and referencing on the supporting documents:

Program Manager have ensured that Finance Officer properly references supporting

documents and fills them correctly.

4. Improve control over supporting documents:

Program Manager have proper reviewed the supporting documents (i.e. Amount,

underlying, transaction, etc) before posting into the accounting system.

Followed the procurement process set out in the Project’s Finance Manual.

Program Manager have prepared the reconciliation of the amount advance when liquidating

the advance.

3.3. National-Level/ASPIRE Secretariat Recommendations

- After IFAD Support mission, ASPIRE Sec. recommended that GDA/DAE and all components

send weekly progress reports to Program Director.

- GDA/DAE Finance needs to quickly clear cash advances.

Action taken

- GDA/DAE provides consolidated highlights of achievement of DAE, National Consultants,

International Consultants, RUA, and PLNCA weekly to Program Director.

- Regular meetings with Program Director for update on the progress of component

implementation, issues/challenges and solutions.

- Enhanced capacity of GDA/DAE staff, RUA, PLNCA and improved procedures to clear the

budget advanced as per deadlines.

3.4. PDAFF’s Recommendations on Service Providers

- PDAFF in Pursat, Battambang and Kampong Chhnang provinces agreed to send the list of

service providers at the end of July 2017.

IV. Fiduciary Achievements and Issues

4.1 Financial Status and Achievements

Summary of financial status and achievements from January to June 2017 expenditures by component 2:

Description Total

Budget

% RGC % IFAD

Loan

% IFAD Grant %

Budget

Allocation

2,582,521.26 100 1,116,387.19

43.23 371,267.20

14.38 1,094,866.61

42.39

Accumulated

Expenditure

413,980.99

16.03 172,679.96

41.71 6,278.80

1.52 235,022.23

56.77

Balance 2,168,540.01

83.97 943,707.23

43.52 364,988.40

16.83 859,844.38

39.65


55

4.2 Procurement Status and Achievements

From January to June 2017, the component 2 have completed procurement of equipment as follows:

Items Description Unit Qty Unit Cost Total Remarks

I- Equipment, Software and Subscriptions for Extension Hub

- LCD Projector Unit 1 1,650.00 1,650.00

- Power Bank Unit 10 38.00 380.00

- USB 3G Internet Unit 10 138.00 1,380.00

- USB External HDD Unit 10 79.00 790.00

II- Equipment for E-learning by CEWs

- Computer Desktop Unit 2 1,210.00 2,420.00

- Professional Camera Unit 1 1,300.00 1,300.00

- Multi directional Microphone Professional

Unit 1 130.00 130.00

- USB Flush Unit 200 15.00 3,000.00

- LCD Projector Unit 1 1,600.00 1,600.00

- Camera Stand Unit 1 260.00 260.00

- Laptops Unit 2 1,320.00 2,640.00

- Laser Printer Unit 1 430.00 430.00

- Smart TV Unit 1 320.00 320.00

- 2 Wall-mounted Air Conditioners

Set 2 690.00 1380.00

It will be delivered to DAE end of August

- Laptop Unit 7 1020.00 7140.00

- Scanner-High Speed Scanner

Unit 2 1280.00 2560.00

- LCD projector Unit 1 705.00 705.00

- Network attached storage Set 2 1120.00 2240.00

Total

V. Implementation challenges and Risks

5.1 Issues/Challenges and Solutions

No Description of Issues/challenges Action/Solutions taken/proposed

1 Delayed in receiving program fund for

implementing the activities under

DAE/GDA.

- Provide timely fund for implementation.

- Conducted TOT on FNA to PDAFF, DAOs

staff before TOT on SLG formation.

2 Delayed in preparing the Guideline of F2F

learning guideline.

- ITA’s contract will be terminated (letter

ready) and replaced by a National

Consultant (single source selection).

3 Delayed to develop the Human Resource

Strategy, because the International

Consultant has not completed her TOR as

per contract.

- Revised TOR and hiring of a new ITA

through single source selection. S/he is

expected to start work in 1st week August

2017.


56

4 Extension Hub team are willing to work,

but they have limited background in IT

- Training / capacity building are being

provided by the national & international

ICT and knowledge management

advisors.

5 Focal points for technical review of the

extension materials are still being identified

- The NATSC meeting will be held on 4

August 2017 and then focal points will be

appointed.


57

5.2 Risks and Actions/Mitigation

No Description of Typical Risks Actions/ Mitigation to Those Risks

1 - The government staff have many activities

that need to complete with expenditures

of RGC budget, and some experience

conflicting schedule with ASPIRE program

implementation, which results in delays

for ASPIRE activities.

- ASPIRE Programme need to prepare

clear workplan for each activity.

VI. Programme Outcomes

6.1 Short-term/early outcomes

The short term/early outcomes of component 2 from January to June 2017 are as follows:

The PDAFF and DAOs staff (trainers) have increased knowledge and have been able to develop

the 18 weeks FFS planning, including considerations on Climate Smart Agriculture and Gender

Role Women Economic Empowerment in Agriculture, Farm Business Management and

Marketing.

The trainers guide book on Gender Role and Women Economic Empowerment in Agriculture,

was adopted to use by the Gender Working Group of MAFF for training to PDAFF staff in non-

ASPIRE target areas.

The extension Hub team have limited knowledge on ICT use, but after on the job training by

National Knowledge Advisor orientation on ICT use they are able to install the program in the

tablet.

Extension Hub Team members are able to operate the Document Management System of the

extension hub.

The NGOs, private sectors, line department under MAFF have increased knowledge on review

and validation of the extension materials through the workshop on Validation workshop on

Review and Validation of agricultural extension materials.

The ASPIRE Program Senior Management, Extension Hub team, Sub-Working Group of

Extension PDAFF staff have increased knowledge on Extension Hub and what is Extension

Portal activities and system operation in ASPIRE Programme.

Functioning of AEAC, NATSC and Sub-Working Group in Extension.

Ongoing functioning Extension Hub.

6.2. Medium/late outcomes

PDAFF, DAOs have applied their knowledge from TOT training on FNA, FFS Gender Role and

Women Economic Empowerment in Agriculture for transferring their capacity to the farmers in

their target areas.

6.3 PPP, Contracting out, Innovation Grants for Climate Resilience Agriculture Achievements and Issues

The Innovation Grants for Climate Resilience have been announced on 30 June 2017. Deadline

for closing the call for proposal is the 8th September 2017.

VII. Lessons Learned, Conclusions and Recommendations

7.1 Lessons Learned

With the implementation of component 2 from January to June 2017, we found the keys lessons-

learned as following:

1. Provide timely fund for GDA/DAE to implement the activities.


58

2. Monthly meeting with all ASPIRE stakeholders, including National and International TAs is

important to get more improvement of program implementation and take action on time.

3. PDAFF and DAOs trainers are interested to integrate Climate Smart Agriculture concept in all

activities of ASPIRE Program activities.

7.2 Conclusion

Based on the results of the program implementation from January to June 2017, it is concluded that

the majority of the activities mentioned in the AWPB were achieved as planned, except TOT on SLG

that was delayed due to the limited budget for implementation in May 2017. There were some issues,

for instance two of International Consultants (HRD and Farmer to Farmer Learning guideline

development consultants) could not complete the tasks mentioned in their TOR, or designation of

counterpart staff for the Extension Hub Team was delayed by several months due to the difficulty in

finding qualified personnel. However, these problems are being solved. New consultants will be

recruited to continue and finalize the remaining tasks.

It was observed that there is good coordination among RUA, PLNCA, TAs and PDAFF, DAE/GDA,

ASPIRE Secretariat and other MAFF agencies and NGOs to implement the program. The Sub-

Working Group on Extension meetings were organized in a timely manner with active participation.

Furthermore, the Extension Hub operational, Extension Portal and associated training are nearing

completion, the Extension Hub team members are receiving on-going technical capacity building on

Extension Hub Operations (focus on technology) by National Knowledge and ICT Advisor.

The total of the component 2 achievement is 45% compared to the AWPB 2017 panned activities.

7.3 Recommendation

- PDAFF staffs that attend the TOT should fully participate in the training from the beginning to the

end of the training.

- For the year 2018, the GDA/DAE should provide TOT training only to Provincial trainers and PDAFF

staff, who will then deliver training to DAOs and CEWs.

- For the year 2018, the running the Video Campaign should be delegated to PDAFFs.

Semi-Annual Report of ASPIRE component 4, NCDD Secretariat 59

VIII. The Plan for Next Qtr/Semester/Year From July to December 2017, the following activities are planned for component 2:

Planned Outputs/main activities 2nd Semester 2017 (by month)

Responsible

Persons

7 8 9 10 11 12

A. Component 2.1 A. Establishment of the Extension Research and Advisory Board

- AEAC meeting x x Minea

- NATSC meeting x x x Kruy

- Sub-Working Group in Extension

meeting

x x x Soeun, Samnang

B. Component 2.1: B Definition of Role and Responsibilities in Extension

- Workshop to dissemination x Keang

C. Component 2.1.C. Extension Hub

1. Development of Farmer Demand Assessment and Extension Service Planning

- National Workshop with AEAC, NATSC,

PDAFF to review agree for

implementation of data collection

system (farmer tracking tools)

x Ludo, Rithy

- Provincial workshop/training to review

the data collection methodology

x x Ludo, Rithy

- Consultation workshop on Extension

hub operation and feedback

x Ludo, Rithy

- Rollout the extension Portal/training x x Ludo, Rithy

- Rollout the extension Hub x x x Ludo, Rithy

- Contracting out for IT code extension

Portal

x Ludo, Rithy

2. Integration of Existing Content

- Ongoing to review the extension

materials

x x x x x x Sophors

- Conduct validation workshop x x x Sophors

- Digitalization of hard copy (Contracting

out)

x

3. Development of New Extension Materials: Training Content

- Design 10 technical booklets

4. Training on New Extension Materials

5.

- Gender Mainstreaming in Agricultural

Extension

x 2nd training course.

Sileng

- TOT for Smallholder Learning Group x Sovannra

- TOT Staff Appraisal Performance x Keang

- TOT on Post-Harvest Management x Tom

5.1. Refresher course on extension methodology training

- Refresher training on SLG formation x Vannara

- Refresher training on FNA x Vannra

- Refresher training on FFS guideline, log

book and farmer recording book

x Vannra and Keang ,

Tom

- Agriculture Extension Methodology

CEWs

x Tom



Responsible

Persons

7 8 9 10 11 12

- Ongoing to TOT Extension advisory for

3 months (Provide by GDA/RUA, Prek

Leap)

x x x x Bunton Borarin,

Khannarith

- Setting up system and organize

workshop to follow up and support

dissemination after TOT (RUA)

x x x x x x Bunton Borarin

6. Outreach Activities

- Annual Extension Workshops (ASPIRE

and PADEE)

x Minea, Tom

- National annual agriculture extension

exhibition

x Keang,Tom

- Workshop for Agricultural Extension

Strategy Development Plan

x Soeun,Minea,Tom

7. Design and Implementation of Quality Assurance Systems

- Prepare TOR consultant for QA System

Development and start working

x

- Q&A extension materials x Khiev-

10 August 2017

- Q&A extension service provider x Khiev

30 August 2017

- Submission of concept note for the

proposed gatherings (see points 6,7,8)

x Khiev

30 August 2017

- Q&A FNA x Khiev

15 September 2017

- Q&A extension service activities x Khiev

30 September 2017

- Content management guidelines review

workshop.

x Khiev

5 October 2017

- Stakeholder validation consultations

workshop on four Q&A

x Khiev

7 October 2017

- Orientation meeting of these Q&A

guidelines to concerned stakeholders

appointed by GDA/DAE

x Khiev

10 October 2017

- Prepare Completion report x

8. Extension Portal

9. Design of Farmer To Farmer Learning

- Revised the TOR and select new

National consultant and signed

x x Consultant

- Ongoing to prepare the F2F learning

guideline

x Consultant

- Validation Workshop for Farmer To

Farmer Learning Guideline

x Consultant

- Training of Master Trainers PDAFF staff x Consultant

10. Technical Assistance for Extension Hub

b. Knowledge management



Responsible

Persons

7 8 9 10 11 12

- Technical support from National and

International advisors

x x x x x x Ludo,Rithy

- At least one hour training every day (6

months to 1 year) capacity building to

Extension Hub team

x x x x x x Chanrithy

- Camera for extension hub team x Rithy

D. Component 2.2: A. Human Resources Development Strategy Study

- Ongoing to develop the HRD Strategy x x x x Consultant

E. Component 2.2: B. Training of MAFF staff

1. Commune Extension Worker In Service Training Course

a. 1. CEW service course

Develop a curriculum (DACUM) for E-

learning:

Staff capacity building (3courses, Video

Clip Maker, Web design, Adobe three

person per each course)

Group discuss on TNA, Syllabus,

Content, Organizers, trainers, lecturer

note, student’s note,

Setting up for eLearning with internet

connection at PNCA

Workshop to understand 21century

education concept (e-learning)

integrate Agriculture and IT (July 24-26

by INT E-learning and National KM and

ICT Advisor

Test cloud service providers and select

cloud service company

Test cloud in 5provinces

Consultation workshop on eLearning

for CEW (August 21-24, 2017, Phreh

Sihanuk Province)

Upload DACUM for CEWs

Standardize for curriculum AEA

Resident Courses for CEW (test group:

a week at PNCA and other at their

provinces)

Second &third groups for eLearning-

CEWs

x x x x x x Leach,Khannarith,

Chanrithy

3months TOT for Agricultural Extension Advisors

Announcement for recruit participants

for 3months-TOT

Received applicants

Prepare for schedule

Prepare for opening ceremony

Send request for money for TOT

Ongoing to conduct TOT

x x x x Khannarith



Responsible

Persons

7 8 9 10 11 12

Research partnership for Final year

students at Prek Leap

x x x x Khannarith, PLNCA

will start in Sep 2017.

Partnering with foreign universities and Prek

Leap

x x x Khannarith

F. Component 2.2: C. Assistance to RUA and Ag. Schools

- Ongoing to develop curriculum for

Extension

x x x x x x Mark Feen

- Ongoing to conduct meetings and

workshops to validate curriculum

materials

x x x x x Mark Feen

- Reproduction of course materials

(3 day/training)

Mark Feen

- Research partnership for Final year

students at RUA

x x x x x RUA ongoing to

conduct research and

data analysis.

- Partnering with foreign universities RUA x x x x Thira

A. Component 3.1: A. Provincial Sub-Programmes

2. Provincial Sub-Programmed Support

b. PPP preparation and facilitation x x x Philip

D. Component 3.1: D. Commission of commodity analysis by GDA

- Ongoing to conduct survey x x x

E. Component 3.2: Innovations for Climate Resilient Agriculture

- Announcement of grant innovation for

CR Agriculture

x x x Deadline 8

September 2017.

Procurement

- Successful project nominees then

endorsed and approved by the AEAC

x Soeun, Minea, TAs

- Provide grants for Innovation x Soeun

F. Component 3.3: Mass Media Campaign

- TV show production at commune x x Tom

- Developing Mass and Social Media

Strategy.

x x x x Heng

Date: 28th July 2017 Date: Prepared by: Approved by:

Name: Dr.Mak Soeun Name: Mam Amnot Position: Program Manager Research and Extension

Position: Program Director

Signature:

Signature:

KINGDOM OF CAMBODIA






DEPARTMENT OF PLANNING AND STATISTICS (DPS)

DEPARTMENT OF ADMINISTRATION

AND FINANCE (DAF)



KINGDOM OF CAMBODIA


3


AGRICULTURE SERVICES PROGRAMME FOR INNOVATION,

RESILIENCE AND EXTENSION (ASPIRE)

IFAD LOAN No. 2000000744 ASAP TRUST GRANT No. 2000000743

Semi-Annual Narrative Report (1 January - 30 June 2017)

Submitted

To

ASPIRE Secretariat of Ministry of Agriculture Forestry and Fisheries

(MAFF/ASPIRE)

Prepared By:

DPS&DAF

(31 July 2017)


Table of Contents Table of Contents ................................................................................................................ 65

List of Abbreviation ............................................................................................................. 66

Executive Summary ............................................................................................................ 67

I. Introduction ...................................................................................................................... 67

1.1 Profile of the DPS&DAF ......................................................................................... 67 1.2 ASPIRE Background .............................................................................................. 67

II. Implementation Progress (Achievements) ....................................................................... 68

2.1 Actual Achievement Against approved AWPB ........................................................ 68 2.2 Progress Towards Programme Output ................................................................... 69 2.3 Achievements on Un-Programmed Activities and Outputs ..................................... 69

III. Follow UP Actions .......................................................................................................... 69

3.1 IFAD’s Implementation Support Mission (ISM) Recommendations ......................... 69 IV. Fiduciary Achievements and Issues ............................................................................... 72

4.1 Financial Status and Achievements ....................................................................... 72 V. Implementation challenges and Risks ............................................................................. 72

5.1 Issues/Challenges and Solutions ........................................................................... 72 VII. Lessons Learned, Conclusions and Recommendations ................................................ 72

7.1 Lessons Learned ................................................................................................... 72 7.2 Conclusions ........................................................................................................... 72 7.3 Recommendation ................................................................................................... 72

VIII. The Plan for Next Qtr/Semester/Year .......................................................................... 73


List of Abbreviation

ASPIRE Agriculture Service Program for Innovation Resilience and Extension

AWPB Annual Workplan and Budget

CC Climate Change

CRA Climate Resilience Agriculture

CSA Climate Smart Agriculture

DAF Department of Accounting-Finance

DPS Department of Planning and Statistic

EU European Union

GDA General Directorate of Agriculture

GESS Grant for Extension Service to Smallholder

IFAD International Fund for Agriculture Development

KM Knowledge Management

MAFF Ministry of Agriculture Forestry and Fisheries

M&E Monitoring and Evaluation

MEF Ministry of Economic and Finance

NCDD-S National Committee for Sub-National Democratic Development Secretariat

PADEE Project for Agriculture Development and Economic Empowerment

PASDP Provincial Agriculture Strategy Development Plan

PSP Provincial Sub-Programme

QA Quality Assurance

S-RET Scaling-up of Renewable Energy Technologies in Rural Cambodia

TA Technical Advisor


Executive Summary

The key purpose of the report is to update the actual achievements against approved AWPB and progress toward the programme outputs. This report focuses on the activities implemented by DPS&DAF to support the PB implementation of MAFF. To strengthen the PSP planning, 05 additional PASDP validation workshops for expanded PADEE provinces were organized and the 10 PDAFFs have so far had their PASDP documents endorsed by the provincial governors. In term of PB, training on PB was conducted for not only the 10 PDAFFs, but also others PDAFFs of Capitals/Provinces. To ensure the execution of Law on Financial Management for 2017 more effectively and efficiently, DAF has invited the 10 PDAFFs to participate in the dissemination workshop on the budget circular issued by the MEF early this year. As requested by PDAFFs, DPS&DAF has conducted on-the-job training on P, M & E forms to help them understand on issues they face. During the implementation period, few challenges on rate of expenditure and Sage 50 implementation have been met. During this first semester, DPS&DAF has achieved 23% progress against the planned activities and the financial progress has reached only 20% against the planned budget in 2017 AWPB. Lessons learnt during this period was that the reflection of full scope of GESS in P4 forms during the PSP planning process is a major step toward the implementation of MAFF planning and budgeting system. For the remaining semester, few recommendations are suggested (1) speed up the implementation of the remaining activities (2) call for meeting to discuss way forward on Sage 50 implementation.

I. Introduction

1.1 Profile of the DPS&DAF

DPS&DAF is responsible for implementing based on ASPIRE Log-frame, DPS-DAF will contribute to the achievement of Outcome 3: “At least 120,000 smallholders have improved and resilient farm businesses as a result of integrated, demand led extension services and investments in climate resilient infrastructure”. Under component 3.1: Provincial Sub-Programs, DPS-DAF will assist ASPIRE Program to achieve Output 3.1: “Public resources allocated in response to farmer needs and market opportunities (SC 3.1)”. Key Assignments for DPS/DAF to support Central Budget Entities and Provincial Sub-Programs (PSP)

Capacity building for Planning: Provincial Agriculture Strategic Development Plan (PASDP), Central and Provincial Budget Strategic Plan (C & PBSP), Program Budget (PB)

Strengthening Program Budget Monitoring and Evaluation System (M&E): MAFF M&E Manual is being reviewed and updated.

Improving Program Budget Financial Management System: Program Budget will be strengthened through the application of Sage-50 and Financial Management Information System (FMIS)


The Agriculture Services Programme for Innovation, Resilience and Extension is the

first program out of eight projects/program that were funded by the International

Fund for Agriculture Development (IFAD) through the Ministry of Economy and

Finance with the counterpart contributions from the Royal Government of Cambodia.


Notably, the ASPIRE is implementing through government financial reform

mechanism called Programme Budgeting Approach.

The first Phase from 2015-2018, ASPIRE is being implemented by the implementing

agencies at national (GDA, DPS, DAF, etc.) and five target provinces namely

Battambang, Pursat, Kampong Chhnang, Kratie and Preah Vihear. The objective of

ASPIRE programme is “to have a role model of Agriculture Service by 2021”. It will

achieve through the following outcomes:

1. Extension programme that can be supported by RGC and multiple donors

2. Implementation of extension policy, Update the extension policy

3. Improve institutional and human resources capacity to manage an effective and

demand driven system extension service

4. Implementation of Programme Budgeting System to accountable for the result

Improved and resilient farm businesses of at least 120,000 smallholders out of 179,000 Households who received services from ASPIRE

II. Implementation Progress (Achievements) 2.1 Actual Achievement Against approved AWPB

Outputs Indicators Targets 2017 Current Status

Sub-Component 3.1 – Provincial Sub-Programme

3.1 Public resources allocated in response to farmer needs need and market opportunities (SC 3.1)

At least 10 PDAFFs demonstrating progress in PSP planning and results through Provincial Scorecard

-Ten PASDPs of ASPIRE and PADEE target provinces had completed and in the process of printing. -Training on Programme Budget Preparation 2018 at Provincial Level was conducted at Siem Reap province with 25 PDAFFs. -Workshop on disseminate the circular on budget execution for financial management law 2017 was conducted at Battambang province with 25 PDAFFs. - On-the-job training on P, M & E forms for three PDAFFs (Kratie, Kampong Chhnang and Kep provinces)


2.2 Progress Towards Programme Output

Output from Section 2.1

Indicators in Logframe Status compared to Logframe

3.1 Public resources allocated in response to farmer needs need and market opportunities (SC 3.1)

At least 10 PDAFFs demonstrating progress in PSP planning and results through Provincial Scorecard

10 PASDPs were printed.

25 PDAFFs were trained on Programme Budget Preparation 2018 with 86 participants (F 27).

10 PDAFFs were disseminated on the circular of budget execution for law on financial management for 2017 province with 65 participants (F 16).

3 PDAFFs were oriented on-the-job training on P, M & E forms with 170 participants (F 45).

2.3 Achievements on Un-Programmed Activities and Outputs

None III. Follow UP Actions 3.1 IFAD’s Implementation Support Mission (ISM) Recommendations

AGREED ACTION DEADLINE RESPONSIBLE

II. COMPONENT 1 – KNOWLEDGE BASED POLICY

Key target 1.2: New policy needs addressed (DPS) 3. Introduce flexibility into the

Component 1 budget to work

with other development

partners on specific policy

issues which have been

identified by the government

and are in synergy with the

policy objectives of the project.

Specifically, DPS should:

4. Prepare a list of priorities to

be financed and a request for

financing should be prepared

for review by the MTR. This

could include support for

September 2017

List of priorities to be financed and a request for financing was prepared.


consultations related to the

Agricultural Master Plan 2030 /

Agriculture Strategic

Development Plan and should

be undertaken jointly with the

EU and others.

5. Meanwhile, should pressing needs arise related to policy development related activities, DPS should send a request for financing to the Secretariat Support Team, for further IFAD no-objection.


Key target 3.1 – Provincial Sub-Programs (P4 forms) reflect the full scope of GESS financed activities planned for 2018 (10 provinces) 3. DPS, in discussion with GDA

and PSU, should issue

guidance to PDAFF in the five

pilot and five PADEE provinces

on preparation of sub-

programmes (P4 forms) to

reflect all proposed financing

and activities of sub-

component 3.1 under PDAFF

responsibility in 2018. The

guidance should be in the form

of a written instruction but

should be supported either by a

workshop or by adviser visits to

each PDAFF to clarify.

Guidance should include: (i)

outreach targets consistent

with achieving the overall

outreach target of ASPIRE by

2021; (ii) eligible types of

activity/expenditure to be

included, consistent with the

PIM and recommendations of

this Mission Report; (iii) sub-

program indicators; and (iv)

performance targets.

4. PDAFF should prepare sub-

programmes based on this

guidance and reflecting to the

extent possible PASDP

September 2017 Discussion meeting with GDA and PSU on instruction was conducted.

Instruction to reflect all proposed financing and activities of PSP in P4 form was prepared, approved and sent to 10 PDAFFs.

Planned workshop on Provincial Sub-Programs (P4 forms) reflect the full scope of GESS financed activities planned for 2018 has


priorities and identified market

opportunities.

5. The 2018 AWPB should consolidate, and where necessary, add detail to, the activities described in the P4 forms. However, the AWPB process should not result in substantive changes to Component 3.1 activities planned through the sub-program planning process.

been prepared.

Key target 3.2 - Planning Process and GESS Allocation Formula Strengthened 1. By September 2017, DPS

should consider further

development of the GESS

allocation formula for use for

the 2019 and future allocations,

including: (i) an increasing

share of the allocation should

be based on need, primarily the

number of farmers in the

province, with a corresponding

reduction in the equal-share

component; (ii) the number of

ID-Poor actually reached by

extension activities, not the

proportion of ID-Poor in the

population, should be

considered as a performance

indicator (i.e. number of ID-

Poor reached by extension

activities in 2017 should be a

performance indicator for the

2019 allocation); and (iii) the

indicator currently included and

described as “IRR” is not very

meaningful and should be

replaced by an indicator better

reflecting PDA performance in

achieving strategic results.

2. In November 2017, DPS should include in the 2018 AWPB provision for a review of PASDP process including assessment of the plans already prepared, in preparation for roll-out of the PASDP in 2019.

September – November 2017

GESS formula for 2019 allocation was discussed and agreed during ASPIRE M&E training workshop at Kampong Cham province.

Agreed GESS formula for 2019 allocation at Kampong Cham province has been discussed with DPA&DAF management.

Final GESS formula for 2019 allocation will be finalized and be ready for MTR.


DPS is ready to include this in 2018 AWPB provision.

IV. Fiduciary Achievements and Issues 4.1 Financial Status and Achievements

Description Total Budget RGC IFAD Grant

Budget Allocation

USD 331,391

Accumulated Expenditure

USD 65,715 = (20%)

Balance USD 265,676

V. Implementation challenges and Risks 5.1 Issues/Challenges and Solutions


1 Slow progress on SAGE 50 implementation

Find way forward on SAGE 50 implementation

2 Expenditure rate 20% Speed up implementation of activities

3

VII. Lessons Learned, Conclusions and Recommendations 7.1 Lessons Learned

No. The key lessons Learned 1 Integration of Programme Budgeting (PB) with ASPIRE AWPB is a good sign of

applying the RGC/MAFF planning, financial and M&E system 2

3

7.2 Conclusions

No. Overall conclusions

1 AWPB implementation has been on track, however, there are few issues on SAGE 50 implementation and expenditure rate of 20%.

2

3

7.3 Recommendation

No. Recommendations

1 DPS and DAF senior management should call for a meeting to discuss way forward on SAGE 50 implementation

2

3


VIII. The Plan for Next Qtr/Semester/Year

Planned Outputs/main activities 2nd Semester 2017 (by month) Responsible 7 8 9 10 11 12

Organize TWG-AW Annual Retreat (at Province)

x DPS/EU

Consultation Workshop on Updated P, M&E Manual

x DPS

Workshop on Launching PM&E manual x DPS

Training on new M&E system at National Level

x DPS&DAF

Training on new M&E system at Province Level

x DPS&DAF

Results-Based Workshop on Program Budgeting

x DPS&DAF

SAGE 50 User Training X???

DAF

SAGE 50 software design and train (40 users plus training &Accounting System Maintenance at SEC)

X???

DAF

On the Job Training on crop cutting and yield estimation for 5 Provinces

x x DPS

Disseminate the circular on closing account of budget execution for financial management law 2017

x DAF

On-the-job training on P, M & E forms for PDAFFs

x x x x x x DPS&DAF

Date: …… / …… / ………… (DD/MM/YYYY)

Date: …… / …… / ………… (DD/MM/YYYY)

Prepared by: Approved by:

Name: Name: Position: Position: Signature:

Signature:


KINGDOM OF CAMBODIA





NATIONAL COMMITTEE FOR SUB-NATIONAL DEMOCRATIC

DEVELOPMENT SECRETARIAT




. '

KINGDOM OF CAMBODIA


AGRICULTURE SERVICES PROGRAMME FOR INNOVATION,

RESILIENCE AND EXTENSION (ASPIRE)


Semi-Annual Narrative Report 01 Januay-30 June 2017

Submitted

To


ASPIRE Secretariat of Ministry of Agriculture

Forestry and Fisheries (MAFF/ASPIRE)

Prepared By:

ASPIRE Component 4, NCDD Secretariat

30 June 2017


Table of Contents

List of Abbreviation Executive Summary

I. Introduction 1.1 Profile of the Province 1.2 ASPIRE Background

II. Implementation Progress/Achievements 2.1 Actual Achievements Against approved AWPB

2.2 Progress Towards Programme Output 2.3 Achievements on Un-programmed Activities

Ill. Follow UP Actions 3.1 IFAD's Implementation Support Mission Recommendations 3.2 Internal/external Auditing Recommendations 3.3 ASPIRE Secretariat's Recommendations

IV. Fiduciary Achievements and Issues 4.1 Financial Status and Achievements


V. Implementation challenges and Risks 5.1 Issues/Challenges and Solutions 5.2 Risks and Actions/Strategy

VI. Lessons Learned, Conclusions and Recommendation 6.1 Lessons Learned 6.2 Conclusions 6.3 Recommendations

VII. The Plan for Next

Semester 2017 Annexes A/ List of Infrastructure Project 2017 B/ Financial Report 30 June 2017



ASPIRE: Agriculture Services Programme for Innovation Resilience and Extension CARDI:

Cambodia Agricultural Research and Development Institute

CCA: Climate Change Adaptation

CDP: Commune Development Plan CEW: Commune Extension Worker

CIP: Commune Investment Programme FMM: Financial Management Manual

IFAD: International Fund for Agricultural Development

IP3s: 3 year implementation plans

MAFF: Ministry of Agriculture, Forestry and Fisheries

MEF: Ministry of Economy and Finance

MoE: Ministry of Environment

NCDDS: National Committee for Sub-national Democratic Development Secretariat NPSNDD: National Programme for Sub-national Democratic Development

PBCRG: Performance Based Climate Resilience Grants RGC:

Royal Government of Cambodia

SNEC: Supreme National Economic Council

SOP: Standard Operating Procedures VRA: Vulnerable Reduction Assessment


Executive Summary

NCDD-S is the Implementing Agency for Component 4 of ASPIRE, Climate Resilient Infrastructure. Component 4 contributes to Outcome 3 of ASPIRE," At least 120,000 smallholders have improved and resilient farm businesses as a result of integrated, demand led extension services and investments in climate resilient infrastructure." It is planned that there will be around 70,000 direct beneficiaries of investments in climate resilient infrastructure by sub-national administrations at District and Commune levels. Through synergies with NPSNDD and with other interventions of NCDDS supporting climate change adaptation at sub-national level, ASPIRE will contribute to mainstreaming Climate Change Resilience into Sub-National planning and finance systems. It is planned that up to 30 Districts and 180 Communes/Sangkats will receive financing in the form of Performance Based Climate Resilience Grants. In addition, NCDDS will facilitate smooth cooperation between the sub-national administrations and the agriculture activities of ASPIRE.

Objective The Objective of Component 4 is contributes to the outcome of improved and resilient farm businesses by addressing the need for resilient and climate adaptive infrastructure to support smallholder production in the Districts identified as most vulnerable to climate change. The main two objectives are:

1- Mainstreaming Climate Change Adaptation in to Sub-national Planning and

Financing Systems.

2- Build Infrastructure Supporting Climate Resilience Agriculture.

Expected Results

1. Analysis of awareness to climate change at local levels and how this is expressed

within Provincial, Municipal, District and Commune decision making, planning and

budgeting processes, together with proposals for raising that awareness and

identification of appropriate national and local partners for this;

2. Operation of practical systems for mainstreaming climate resilience in a fiscally

sustainable manner and within existing local government financing systems including

the piloting of fiscal grants that support climate resilience;

3. Conduct Vulnerability Reduction Assessment (VRA) in up to 30 Districts and 180

Communes/Sangkats;

4. Prepare District Climate Change Adaptation Strategy up to 30 Districts;

5. Build Climate Resilient Infrastructure in up to 30 Districts and 180

Communes/Sangkats;

6. Conduct performance assessment system, suitable for applying to all Districts

receiving PBCR grants.

Within the first semester of 2017 ASPIRE component 4 implementation had progressed as the AWPB 2017 as follow: 1) 86 infrastructure climate resilience related projects in 83 communes of 16 districts in 5 target provinces had been selected and support with total PBCR Grant USD800,000.00; 2) conducted climate change adaptation (CCA) mainstreaming in to five years commune development plan (CDP) and three years rolling commune investment programme (CIP) and Venerable Reduction Assessment (VRA) with 96 participants (14 woman) from 16 target districts in five target provinces; 3) conducted CCA mainstreaming in to CDP and CIP and VRA assessment to CEWs


in five target provinces with 223 participant (95 woman) and conducted VRA assessment in 32 communes of 16 target districts in five target provinces.

Semi-Annual Report of ASPIRE component 4, NCDD Secretariat

I. Introduction 1.1 Profile of the NCDD Secretariat

Decentralization reforms are being implemented across the whole government in Cambodia. Because decentralization affects how government is structured, how resources are allocated and managed, how organizations are accountable, and how central and local governments interact, in 2006 the government established the NCDD (National Committee on Sub National Democratic Development). The NCDD is an inter-ministerial body which leads and coordinates decentralization. It approves policies, regulations and plans; it reviews performance and receives reports. Its members are 16 Ministers. Its chair is the Deputy Prime Minister, who is also the Minister of Interior. The NCDD meets 2-3 times per year. It can be considered akin to the Cabinet (its members are the same). The NCDD is a meeting of the highest ranking officials of the Royal Government of Cambodia.

The NCDD is supported by a Secretariat (the NCDDS) which undertakes day to day operational activities on behalf of the NCDD. The Secretariat coordinates and appraises decentralization policy (which is prepared by individual Ministries); it formulates plans and strategies; it manages and coordinates the implementation of Cambodia's decentralization reform program (the 10 Year National Program for Sub-National Democratic Development, which is implemented through a series of 3 year implementation plans, or IP3s).

NCDDS is responsible for coordinating implementation of the NP-SNDD and its second three-year implementation plan known as the IP3-2. Despite its central and coordinating role, NCDDS is only one of 46 implementing entities of the IP3-2, consisting of 21 Ministries and national level institutions and 25 Capital/Province level sub-national administrations1. NCDDS does not exercise any direct authority over the other implementing entities of the IP3-2.

The NCDDS is a government department. It is overseen by the Minister of Interior, though it is not part of the Ministry of Interior. In the government system, the Minister of Interior functions as the board of the NCDDS. As a government body the NCDDS adheres to the policies, laws, and mandates of government, including those related to gender, safeguards and other fiduciary requirements. Where government funds are used, government regulations apply. These regulations cannot be changed by the NCDDS. However, there are cases, where external funds are used either through programs like the IP3 or the approximately 30 standalone projects related to the decentralization reforms where government rules are extended and adjusted.

The roles, functions, and structures of the NCDD and the NCDDS can be found in 2008 Royal Decree establishing the NCDD and the regulation (Prakas of 2011) describing the functions of the NCDDS.

As described in Prakas 165 of 2011, the NCDDS has the following divisions and groups:

The Policy Analysis and Development Division which is responsible for coordinating, supporting and appraising policies and regulations prepared by


other central government Ministries participating in the decentralization reform; key categories include the transfer of functions, fiscal decentralization, human resource management, capacity development, gender, and planning

The Monitoring, Evaluation and Information Division, which is responsible for social accountability, M&E, IT (computerization), and communications

1 Cambod ia is constitutionally defined as a unitary state with three levels of sub-nat iona l administ rat ion: Capital/Province;

Dist rict/ Mun icipa lit y/ Khan and Commune/ Sangkat . Khan are Capital districts. Broadly, Sangkats are urban equivalents of

Communes, i. e. sub-divisions of Municipality and Khan .


The Program Management and Support Division, which is responsible for planning, implementation monitoring, reporting, donor relations, and coordination of standalone projects.

The Administration and Finance Division, which manages finances and human resources

The Internal Audit Group

The Assistance Group, which supports the Head of the NCDD Secretariat.


The Royal Government of Cambodia (RGC) has received financing from the International Fund for Agriculture Development (IFAD) for the Agriculture Services Programme for Innovation, Resilience and Extension (ASPIRE). Total program costs are around USO 82.2 million over a seven-year implementation period. The bulk of the financing is provided by IFAD in the form of a loan (USO 26.1 million) and a grant (USO 15 million supported by ASAP). Government funding is estimated at USO 11.4 million.

ASPIRE will be overseen by a Steering Committee (SC) co-chaired at Secretary of State level by Ministry of Economy and Finance (MEF) and Ministry of Agriculture, Forestry and Fisheries (MAFF), and with representation from Cambodia Agricultural Research and Development Institute (CARDI), Supreme National Economic Council (SNEC), National Committee for Sub-National Democratic Development Secretariat (NCDDS) and Ministry of Environment (MoE) as well as participating provinces together with limited number of representatives of development partners, civil society (farmer organization) and the private sector.

The outputs and activities of ASPIRE are organized in four components: Knowledge Based Policy, Capacity Development of Extension Services, Improved Extension Services and Climate Resilient Productive Infrastructure. These components are mutually inter-dependent: outputs in one component may be contingent on achievement of outputs in another, and the outcomes will be achieved through the combined effect of all components.

ASPIRE is designed as a national program and the policy and capacity development components will have a national scope. The Provincial Sub-Programs and Climate Resilient Infrastructure activities will be piloted in five provinces initially, with an expansion to at least five and (contingent on mobilizing additional funds) up to eight provinces from 2018. Taking these criteria into account, RGC has agreed to pilot ASPIRE in five provinces: Battambang, Kampong Chhnang, Kratie, Preah Vihear and Pursat.

ASPIRE will be implemented in accordance with RGC's May 2012 Standard Operating Procedures for Externally Assisted Projects (SOP), which include the Financial Management Manual (FMM) and the Procurement Manual (PM). MAFF is the designated Executing Agency (EA) will take responsibility for overall program management, coordination and reporting while agencies and line departments of MAFF will undertake the majority of technical and work at national and sub-national levels. SNEC will undertake policy research and analysis (Sub-Component 1.2).


NCDD-S is the Implementing Agency for Component 4 of ASPIRE, Climate Resilient Infrastructure. Component 4 contributes to Outcome 3 of ASPIRE," At least 120,000 smallholders have improved and resilient farm businesses as a result of integrated, demand led extension services and investments in climate resilient infrastructure." It is planned that there will be around 70,000 direct beneficiaries of investments in climate resilient infrastructure by sub-national administrations at District and Commune levels. Through synergies with NP-SNDD and with other interventions of NCDD-S supporting climate change adaptation at sub-national level, ASPIRE will contribute to mainstreaming Climate Change Resilience into Sub-National planning and finance systems. It is planned that up to 30


Districts and 180 Communes/Sangkats will receive financing in the form of Performance Based Climate

Resilience Grants. In addition, NCDDS will facilitate smooth cooperation between the sub-national

administrations and the agriculture activities of ASPIRE.


II. Implementation Progress 2.1 Actual Achievement Against approved AWPB


Outcome 3: At least 120,000 smallholders have improved and resilient farm

businesses as a result of integrated, demand led extension services and

investments in climate resilient infrastructure.

• At least 70,000 climate vulnerable smallholders usinq infrastructure financed by PBCR/SPC to support their farminq.

Component 4: Infrastructure Supporting Climate Resilient Agriculture A. Grants for Climate Resilient Productive Infrastructure

1. Performance Based Climate Resilience Grants 16 Districts 100% completed

86 climate resilience

related projects in 83 communes of 16 districts in 5 target provinces.

5. District performance Assessment Baseline 16 District 0%

B. Support Costs

1-National support cost 1. National Workshops on reflection workshop at province 1 Workshop 0%

2. Provincial support cost 1. Vulnerability Reduction Analyses to Training Workshop 2 Training Workshops 50%

A training workshop had been organized in

SHV with 96 participants (14 Woman)

a). VRA Meeting in 16 old target districts and in 8 new

tarqet districts

48 communes in 24 districts

2 communes in one

district had been done.

3. District CCA Strategy Workshop 8 new target districts

and update the district CCA in 16 old target districts

24 districts 0%

5. District Project Selection training Workshop for new and

old target provinces

1 Training Workshop 0%

-Pre district project selection 24 districts 0% -Final district project selection 24 districts 7. Participatory Evaluation and PBCR Grant Assessment

training workshop 2 Training Workshop 0%

-Particioatorv Evaluation in 16 tarqet districts 16 districts 0% 9. Province Start Up Workshop in 5 new provinces 5 Workshop 0% 11. Provincial Reflection Workshop and AWPB formulation 10 Workshops 0% 12. CEWs meeting or training 10 Times 50%

5 times in 5 target

provinces with 223 participants (95 woman}


There were 86 infrastructure climate resilience related projects had been selected and supported by

PBCR Grant with total USD800,000.00 in 83 communes of 16 districts in 5 target provinces (List of

infrastructure project 2017). In addition, a climate change adaptation (CCA) mainstreaming and

Vulnerable Reduction Assessment (VRA) training workshop was organized and five other CCA

mainstreaming and VRA training workshops in five target provinces were organized to build the capacity

of the national, provincial, district and commune programme staff for supporting in VRA conducting at

commune level and CCA mainstreaming in to five years commune development plan (CDP) and three

years rolling investment plan (CIP).

2.3 Achievements on Un-Programmed Activities and Outputs

Semi -Annual Report of ASPIRE component 41 NCDD Secretariat 8

Semi -Annu al Report of ASPIRE component 4, NCDD Secretariat

There were five CCA mainstreaming and VRA training in five target provinces had been organized to

provide capacity building to CEWs in the process of VRA assessment and CCA mainstreaming in to CDP

and CIP for supporting commune planning and budgeting committee to mainstream CCA in to their

CDP and CIP for 2018.


Ill. Follow UP Actions 3.1 IFAD's Implementation Support Mission (ISM) Recommendations

COMPONENT 4 INFRASTRUCTURE SUPPORTING CLIMATE RESILIENT AGRICULTURE

Key target 4.1: Current challenges to smooth implementation of Year 2017 activities overcome

1. Transfer of PBCRG funds to Commune Treasury Accounts should be

completed by end June 2017 at latest. MAFF, NCDD-S and MEF

should address this urgently, in line with the recommendations to

adapt the current flow of funds and to transfer funds directly from

IFAD to National Treasury made in the section on Fiduciary Issues;

1. Payment of CEW salaries should be effected by a single transfer for

12-month salary to each Commune Treasury account;

2. NCDD-S should reach agreement with GOA and ASPIRE

Secretariat on priority actions to strengthen coordination and

synergies between Component 3 and Component 4 at provincial

level, including support to Component 4 from provincial TA.

September 2017

(Only 4 districts of Battambang

province PBCR

Grant had been transferred)

Had been transferred in June.

Completed in

June and GDA

had been

instructed to

provincial

advisor.

Key target 4.2: 24 PBCRG allocations for Year 2018 prepared

1. The Annual Performance Assessment of the 16 Component 4

districts should be completed no later than October 2017;

2. NCDD-S should conduct Component 4 Programme Start-Up

Workshops in the PADEE provinces in June 2017. Selection of

target districts for Component 4 in the PADEE provinces should

follow these workshops and should be based on: (i) only districts

planned for Component 3 activities in 2018 to be considered; (ii)

these districts to be ranked based on the national Climate

Vulnerability lndex 2; (iii) availability of other climate change

adaptation funding (e.g. LGCC); and (iv) avoiding excessive

overhead costs where possible;

3. NCDD-S and MAFF should cooperate to investigate what, if any,

additional equipment will be needed by CEW in PADEE provinces

and, if necessary, prepare a proposal to be considered by the MTR;

4. PBCRG allocations for 24 districts in 2018 should be prepared, but

not announced, before the MTR mission in September 2017.

September 2017

Will be

completed from

10-14 July 2017

Not yet

In process and will be

completed in

August 2017


2 Climate Vulnerability Inde x is a component of the national Climate Change M&E framewor k under National Council for

Sustainable Developme nt , with its Secretariat in Minist ry of Env ironment . The Ind ex is based on Commune Database

(CDB) data .

Semi-Annual Report of ASPIRE compo,:ient 4, NCDD Secretariat

Key target 4.3: VRA process strengthened and mainstreamed

1. NCDD-S should conduct the VRA process in the 8 new Component

4 target districts, ensuring participation of DAO and local farmer

groups, organisations and cooperatives. This process should be

under way before the MTR so that the quality of the process can

be evaluated. The results of the VRA should be presented, together

with climate trends analysed in the Farmers' Need Assessment

(FNA - C3) in Provincial level workshops. PDAFFs should then

incorporate VRA findings as an input for FNA in 2018; and

2. For communes where NCDD-S does not have sufficient resources

to conduct VRA directly, NCDD-S should provide training to

planning facilitators (i.e. Planning and Investment Division of

Provincial Administration, Commune/Sangkat Support Office of

District Administration and CEWs) to ensure that all C3 /C4

communes have sufficient capacity to mainstream VRA in

Commune Development Plans.

September

2017

(Will be

implemented in

September)

Completed

training to

CEWsand DOA

in June-July

2017

Key target 4.4: Selection and technical quality of sub-projects improved

1. By July 2017, NCDD-S should develop TOR for recruitment of the September International Infrastructure Engineer, based on the highest priority 2017

needs for this position. It is recommended that NCDD-S consider (Completed the

tasking the adviser to assist in compiling a set of model climate draft in June

resilient infrastructure sub-projects, including both best-practice and sent to

examples of common types and examples of more innovative types. IFAD for

These model projects should be suitable for: (i) improving the comment.)

capacity of communes to select sub-projects with high adaptation

benefits; and (ii) at a level of higher technical detail, training

technical staff in sub-project design.

2. By September 2017, NCDD-S should prepare a proposal for central Under process

contracting of TSC through a consulting company using a model

similar to that used in the IFAD/ADB financed Tonie Sap

Smallholder Development Project (TSSD). It is recognised that this

may result in increased costs. NCDD-S should prepare a TOR and

cost estimate so that costs and benefits of this approach can be

considered by the MTR.


Within the year 2017 ASPIRE component 4 at NCDD Secretariat didn't get any recommendation from

internal or external auditor.

3.3 National-Level/ASPIRE Secretariat Recommendations

Within the year 2017 ASPIRE component 4 at NCDD Secretariat didn't get any recommendation from

ASPIRE Secretariat.





Budget Allocation

$1558280.00 $4399,354.00 $734,768.00 $384,158.00


$554,311.10 $124,736.32 $252,522.18 $177,052.60

Balance $1,003,968.90 $314,617.68 $482,245.82 $207,105.40



Laptop

23

$1200

$27600 In the

process of bidding

LCD

1

$800

$800 In the

process of bidding

Motorcycle

16

$1750

$28000 In the

process of

bidding

Printer 16 $400 $6400 In process of

bidding

International Climate Resilience

Infrastructure Consultant 3 $15000 $45000

In process of recruitment

Total $107800

V. Implementation challenges and Risks 5.1 Issues/Challenges and Solutions


1 Late of PBCR Grant transfer to target ASPIRE Secretariat should transfer PBCR

communes in 4 target provinces. Grant to target province as request from

ASPIRE component 4, NCDD Secretariat

as soon as possible

2 Late of NCDD-S and MAFF ASPIRE Secretariat should propose

cooperation to investigate what, if any, schedule to investigate on the needs of staff

additional equipment will be needed by and equipment in PADEE target province.

CEW in PADEE provinces and, if necessary, prepare a proposal to be considered by the MTR



1 Late of PBCR Grant transfer to target ASPIRE Secretariat should transfer


communes in 4 target provinces. PBCR Grant to target province as

request from ASPIRE component 4,

NCDD Secretariat as soon as possible


2 Late of NCDD-S and MAFF cooperation to

investigate what, if any, additional

equipment will be needed by CEW in

PADEE provinces and, if necessary,

prepare a proposal to be considered by the

MTR

ASPIRE Secretariat should propose

schedule to investigate on the needs of staff and equipment in PADEE target

province before MTR in late of August

2017.


VI. Lessons Learned, Conclusions and Recommendations

6.1 Lessons Learned

The ASPIRE component 4 programme implementation from January to June 2017 had

provided some lessons learned as below:

No. The key lessons Learned

1 Conducted project prioritize on time of commune investment programme and transfer the PBCR grant to the target communes is very important.

2 PBCR Grant must be transferred in to target commune on time of commune project implementation.

3 CEWs' salary must be transferred in to target commune account one time for total of 12 months' salary.

6.2 Conclusions

The ASPIRE component 4 programme implementation from January to June 2017 had been

progressed as the AWPB 2017, but only the PBCR Grant transfer to target commune for

supporting infrastructure project implementation was late and it was result in the delay of

project bidding. In addition, the late of CEWs' salary transfer to target communes led to the

late payment of CEWs' salary.

6.3 Recommendation

For dealing with the issue above and for improving the ASPIRE component 4 programme

implementation for 2017 the ASPIRE component 4 management suggests as below:

No. Recommendations

1 PBCR Grant investment and CEWs salary must be transferred direct from ASPIRE

designated account to commune investment fund account at provincial treasury on

time.

2 ASPIRE Secretariat should propose schedule to investigate on the needs of staff and equipment in PADEE target province before MTR in late of August 2017.

VII. The Plan for Next Semester 2017

The 2nd Semester 2017 for ASPIRE component 4 NCDD Secretariat

Planned Outputs/main activities 2

nd Semester 2017 (by month)

Responsible

Persons

7 8 9 10 11 12 A. Grants for Climate Resilience

Productive Infrastructure

1-District performance assessment baseline X NCDDS

B. Support costs


1-National Workshops on reflection workshop at province

X NCDDS

2.1-Vulnerability Reduction Analyses to

Training Workshop X NCDDS

2.1.1-VRA Meeting in 16 old target districts

and in 8 new target districts

X X X X NCDDS and Provincial

2.3-District CCA Strategy Workshop 8 new

target districts and update the district CCA in

16 old tarqet districts

X X X NCDDS Provincial

and

2.5-District Project Selection training

Workshop for new and old tarqet provinces. X X NCDDS

2.5.1-Pre Workshop

District Project Selection X NCDDS Provincial

and

2.5.2-Final

Workshop

District Project Selection X X NCDDS Provincial

and

2.?-Participatory Evaluation and PBCR

Grant Assessment traininq workshop X X NCDDS

2.7.1-Participatory Evaluation in 16 target

districts X NCDDS

2.9-Province Start Up Workshop in 5 new

provinces X NCDDS

2.11-Provincial Reflection Workshop and

AWPB formulation X Provincial

Date.. or

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of).1.

S...t-.-.

Prepared by:

Name: C.H U bLI. toc:.i+c Ht

Position: f>la,ff; "-3 C(f•1cJ CCA c./{i-Uvr

Signature: _

Semi·Annu al Report of ASPIREcomponent 4, NCDD Secretariat

Date: ... ... I ............ I ......... ... Approved by:

Name: Position:

Signature:

List of commune project planned in 2017 (5 provinces)

02. Battambang

#

Name of project

Name of

commune

Code of commune

Estimated cost # Beneficiaries Target commune

Commune PBCRG

Total

Female

Agri

NCDD fund

(Riels)

($)

2 Thma Koul

1 Canal 5500m Otaki 020203 122,000,000 $ 15,250 2,231 2,418 ../ ../

2 2 canals 2980m with 5 culverts Anlong Run 020205 108,438,000 $ 11,950 853 1,279 ../ ../

3 Canal 3000m with culvert Bansay Traeng 020209 122,500,000 $ 15,300 4,337 4,830 ../ ../

Sub- Total by province 3 352,938,000 $ 42,500 7,421 8,527 3 3

4 Bavel

1 Concrete road 300m Lvea 020403 75,000,000 $ 6,550 1,444 1,329 ../ ../

2 Laterite road 1500m Prey Khpos 020404 45,000,000 $ 5,000 2,233 2,390 ../ ../

3 Canal 8000m Ampil Pram

Daeun 020405 85,000,000 $ 10,700 1,091 1,088 ../ ../

4 Canal 7000m KdolTahaen 020406 82,448,000 $ 10,250 5,169 2,209 ../ ../

5 Canal 8000m Khleang Meas 020407 80,000,000 $ 10,000 3,551 2,434 ../ ../


6 Moung Ruessei

1 Reservoir rehabilitation with culver Kear 020602 36,000,000 $ 4,500 3,024 3,770 ../ ../

2 Canal 9000m Ruessei Krang 020604 108,000,000 $ 13,500 3,850 3,747 ../ ../

3 Canal 5000m with 3 water gates Chrey 020605 85,000,000 $ 10,300 2,187 2,208 ../ ../

4 6 water gate Ka Kaoh 020607 40,000,000 $ 5,000 3,210 3,186 ../ ../

5 Canal 2000m with water gate Prey Touch 020608 74,000,000 $ 9,200 3,495 3,527 ,/ ,/


17 Sem i- Annual Report of ASPIRE component 4, NCDD Secretariat

8 Sang Kae

1 Canal 2100m Anlong Vil 020801 60,000,000 $ 5,000 5,809 3,126 /

2 Canal 3000m Ta Pon 020803 40,000,000 $ 5,000 2,800 2,895 / /

3 Canal 2435m Roka 020804 40,000,000 $ 5,000 533 525 / /

4 Canal 2500m Kampong

Preah

020805 44,930,000 $ 5,500 2,779 2,811 /

5 3 Canals 4300m 020806 40,000,000 $ 5,000 1,554 1,472 / /

6 5 Canal 9000m Reang Kesei 020807 76,000,000 $ 9,500 3,076 2,890 / /

7 3 Canals 4000m with 3 culvert Vaot Tamuem 020810 60,000,000 $ 7,500 5,580 6,157 / /


Total by province 19 1,424,316,00

0 $ 170,000 58,806 54,291 18 20

04. Kampong Chhnang

4 Kampong Leaeng

1 Reservoir with canal Chranouk 040401 70,000,000 $ 8,000 1,450 1,235 / /

2 Pond (250Mx70Mx4M) Dar 040402 65,000,000 $ 8,000 1,327 739 / /

4 2 Canal 11DOM Pou 040405 55,000 ,000 $ 8,000 5,270 2,909 / /

5 Canal 1400M Svay Rumpear 040408 60,000,000 $ 10,500 3,210 1,890 / /

3 Dam 1500M Tragel 040409 65,000,000 $ 8,000 558 785 / /

Sub-Total by province 5 315,000,000 $ 42,500 11,815 7,558 5 5

5 Kampong Tralach

1 Canal 3000 and Pond Chkres 040503 98,740,000 $ 10,000 2,273 1,162 / /

2 Water gate Peani 040507

40,000,000 $ 6,000 1,889 1,471

/ /

3 3 Water gates 46,770,000 $ 5,000 / /

4 3 Canal 3500M Saeb 040508

56,920,000

30,000,000

$ 8,500

5,644

2,885 / /

5 Reservoir rehabilitation (40MX50M) $ 3,000 / /

6 Water gate Ta Ches 040509 107,670,000 $ 10,000 266 266 / /

Sub-Total by provim;e 4 380,100,000 $ 42,500 10,072 5,784 6 6


8--


7 Sameakki Mean Chey

1 Canal 1550m with Drift Chhean Laeung

040701 65,000,000 $ 9,500 402 461 ,/

2 Dam 1500 and Pond Khna Chhmar 040702 83,100,000 $ 11,000 1,045 1,306 ,/ ,/

3 Pond Seithei 040705 20,000,000 $ 3,000 19,432 1,181 ,/

4 Pond (100mx200mx3m) Svay 040706 25,000,000 $ 4,000 454 439 ,/ ,/

5 2 Pond(30mx50mx3m, 60mx50mx3m) Tbaeng Khpos 040708 20,000,000 $ 3,000 449 459 ,/ ,/

6 Dam with 2 water gates, 2 Canal and

pond(30mx30mx5m) Thlok Vien 040709 81,720,000 $ 12,000 1,800 1,919 ,/ ,/


Total by province 15 989,920,000 $ 127,500 45,469 19,107 15 17

10. Kratie

1 Chhloung

1 Natural Gravel road 1500m Chhlong 100101 60,000,000 $ 7,500 3,086 1,596 ,/ ,/

2 Canal Hann Chey 100103 60,000,000 $ 7,500 1,065 540 ,/ ,/

3 Dam Kanhchor 100105 50,000 ,000 $ 6,250 2,700 1,408 ,/ ,/

4 Natural Gravel road 3800m Ksach Andaet 100106 60,000,000 $ 7,500 4,576 2,096 ,/ ,/

5 Water reserver Pongro 100107 30,000,000 $ 3,750 709 489 ,/

6 Canal and Natural gravel road 2500m Preaek

Samann 100108 80,000,000 $ 10,000 2,500 1,300 ,/ ,/


3 Preaek Prasab

1 Canal 700m and Dam 1200m Chambak 100301 70,000,000 $ 8,750 3,569 1,848 ,/ ,/

2 Dam 800m Chrouy

Banteay 100302 40,000,000 $ 5,000 1,925 1,005 ,/ ,/

3 2 Canals 1800m Kampong Kor 100303 40,000,000 $ 5,000 3,713 1,879 ,/ ,/

4 2 Canal 2400m Preaek Prasab 100305 70,000,000 $ 8,750 3,529 1,779 ,/ ,/

5 Canal 575m Ruessei Kaev 100306 60,000,000 $ 6,250 2,183 1,471 ,/ ,/


6 I 2 Canals 2000m I Ta Mau I 100308 I 70 , 000,000 $ 8,750 2,003 1,013 I ,/ I ,/


6 Chet Borei

1 Dam 350m and Canal 1200m Changkrang 100602 50,000,000 $ 6,250 307 282 ,/

2 Canal and Dam Kantuot 100604 82,000,000 $ 10,250 1,861 942 ,/ ,/

3 Dam Kou Loab 100605 60,000,000 $ 7,500 510 280 ,/ ,/

4 Earth road 1OOm Kaoh Chreang

Kaoh Chreang

100606 15,000,000 $ 1,800

308

164 ,/

5 2 Concrete road 437m,140m 100606 35,000,000 $ 4,450 ,/

6 Dam 100x200m Sam Bok 100607 28,000,000 $ 3,500 231 297 ,/ ,/

7 Canal 470m Thma Kreae 100609 30,000,000 $ 3,750 580 430 ,/

8 Water reservoir 80x80m Thmei 106010 40,000,000 $ 5,000 350 210 ,/ ,/



0 $ 127,500 35,705 19,029 15 20

13. Preah Vihear

3 Choam ksant 1 Dam 300m and 3 Structures Choam ksant 130301 97,540,000 $ 12,000 782 893 ,/ ,/

2 Laterite road with culvert and bridge Tuek Kraham 130302 80,000,000 $ 8,000 3,120 1,699 ,/ ,/

3 Laterite road with culvert Kantuot 130306 95,000,000 $ 12,500 666 327 ,/ ,/

4 Road with drift SraAem 130308 80,000,000 $ 10,000 784 1,211 ,/ ,/


4 Kuleaen

1 Pond 400x70m Kuleaen

Tboung 130401 75,000,000 $ 9,000 2,431 2,294 ,/ ,/

2 Pond 50 X 70 X 3m Thmei 130403 70,000,000 $ 8,000 135 149 ,/ ,/

3 Pond 130 X 120 X 3m Phnum Penh 130404 72,000,000 $ 9,000 1,281 1,108 ,/ ,/

4 Pond 50x60x3m Phnum Tbeang

Pir 130405 72,000,000 $ 9,000 672 690 ,/ ,/

5 Dam 450m Srayang 130406 50,000,000 $ 7,500 4,000 2,000 ,/ ,/



;)--


5 Rovieng

1 2 Ponds Reaksmei 130502 50,000,000 $ 7,000 234 257 / /

2 3 Ponds Rohas 130503 60,000,000 $ 7,500 1,299 1,140 / /

3 Dam with spillway Rik Reay 130505 60,000,000 $ 8,500 525 561 / /

6 Laterite road 2500m with culvert Ruos Roan 130506 60,000,000 $ 5,000 438 505 /

4 4 Ponds Rotanak 130507 60,000,000 $ 7,500 1,330 1,296 / /

5 Pond and Pond Rieb Roy 130508 60,000,000 $ 7,000 817 782 /



0 $ 127,500 18,514 14,912 13 15

15. Pusat

1 Bakan

1 Pond 100x50m Boeng Bat

Kandoal 150101 30,000,000 $ 3,750 1,779 1,824 /

2 Canal 3200m Me Tuek 150104 96,000,000 $ 12,000 1,117 1,056 / /

3 Reservoir with Water gate Ou Ta paong 150105 32,400,000 $ 4,050 930 991 / /

4 Canal Svay Doun

Kaev 150108 25,000,000 $ 3,125 1,215 1,239 / ./

5 Laterite road 5000m Ta Lou 150109 140,000,000 $ 14,575 1,767 912 ./

6 Pond Trapeang

Chorng 150110 40,000,000 $ 5,000 7,424 4,750 ./ ./


2 Kandieng

1 Laterite road 4000m Kanhchor 150204 111,000,000 $ 13,875 710 745 ./ /

2 Canal 4500m Srae Sdok 150206 80,000,000 $ 10,000 1,694 1,842 ./ ./

3 Laterite road 3221 with culvert Sya 150208 104,000,000 $ 13,000 7,093 3,678 ./ ./

4 Laterite road 4600m Koh chum 150210 89,000,000 $ 5,625 1,712 1,811 / ./


3 Kra Kor

1 Water gate Anlong Thnaot 150301 143,000,000 $ 17,875 5,169 4,881 /


./

r-

2 Pond Ansa Chambak 150302 100,000,000 $ 12,500 3,452 3,800 ,/

3 Pond Boeng Kantuot 150303 34,800,000 $ 1,750 460 203 ,/ ,/

4 Reservoir rehabilitation 10 ha Sna Ansa 150309 83,000,000 $ 10,375 2,777 2,864 ,/ ,/


Total by province 14 1,108,200,00 $ 127,500 37,299 30,596 11 14

{Grra11Td. i1Zotaltt51P'IL<!M> inces!) I 188 I I. 15.:, tS'' 'S:S' {' 9 r(j7' tn,' , i r o j

i 1

!0 f$ (&8:0J0'.0'.0

19s,19 I 3

a is I g'f}. [8:6 1

Note: - 0 is non target

- ./ in target

Sem i-Annual Report of ASPIRE component 4, NCDD Secretariat 21

Financial Report by 30 June 2017

Description

Budget Current

Month Year

Todate

Description

RGC

IFAD Loan

ASAP

Grant

TOTAL-BL

RGC

FAD

Loan

ASAP

Grant

TOTAL-

This

Month

RGC

IFAD Loan

ASAP

Grant

TOTAL-

YTD

1 Opening Balance Program Account-NCDD -G 0.00 0.00 30,796.70 30,796.70 Program account-NCDD-L 0.00 31,865.31 0.00 31,865.31 Program Acct-BAT-NCDD 0.00 0.00 0.00 0.00 Program Acct-KCH-NCDD 0.00 0.00 0.00 0.00 Program Acct-KRT-NCDD 0.00 0.00 0.00 0.00

Program Account-NCDD -R 34,587.37 0.00 0.00 34,587.37 Program Acct-PVR-NCDD 0.00 0.00 0.00 0.00 Program Acct-PUR-NCDD 0.00 0.00 0.00 0.00

Petty Cash-NCDD-G 0.00 0.00 484.00 484.00 Petty Cash-BAT-NCDD 0.00 0.00 0.00 0.00 Petty Cash-KCH-NCDD 0.00 0.00 0.00 0.00 Petty Cash-KRT-NCDD 0.00 0.00 0.00 0.00

Petty Cash-NCDD-R 228.00 0.00 0.00 228.00 Petty Cash-PVR-NCDD 0.00 0.00 0.00 0.00 Petty Cash-PUR-NCDD 0.00 0.00 0.00 0.00

Cash Advance-BAT-NCDD-G 0.00 0.00 4,961.18 4,961.18 Cash Advance-KCH-NCDD-G 0.00 0.00 3,634.88 3,63 4.88 Cash Advance-KRT-NCDD-G 0.00 0.00 3,982.60 3,98 2.60

Cash Advance-NCDD-G 0.00 0.00 3,982 .84 3,982.84 Cash Advance-PVR-NCDD-G 0.00 0.00 3,263.30 3,263.30 Cash Advance-PUR-NCDD-G 0.00 0.00 4,143.78 4,143.78 Cash Advance-BAT-NCDD-R 3,987.04 0.00 0.00 3,987.04 Cash Advance-KCH-NCDD -R 3,804.21 0.00 0.00 3,804.21 Cash Advance-KRT-NCDD-R 3,894 .79 0.00 0.00 3,894 .79

Cash Advance-NCDD-R 8,777.16 0.00 0.00 8,777.16

Cash Advance-PVR-NCDD-R 3,587.73 0.00 0.00 3,587.73 ,5)---

g

Semi-Annual Report of ASPIRE compon ent 4, NCDD Secretariat 23

Operating Costs 171,840.00 0.00 248,040.00 419,880 .00 35,127.75 0.00 96,533 .23 131,660.98 70,031.42 0.00 157 ,071.98 227 ,1 03.40

Total Uses of Funds 439,354.00 734,768.00 384,158.00 1,558,280.00 47,059.45 0.00 103,553.85 150,613.30 124,736.32 252,522.18 177,052.60 554,311.10

4. Cash on Hand/funds available Program Account-NCDD-G 0.00 0.00 72,605.83 72,605.83 Program account-NCDD-L 0.00 31,865.31 0.00 31,865 .31 Program Acct-BAT-NCDD 0.00 0.00 0.00 0.00 Program Acct-KCH-NCDD 0.00 0.00 0.00 0.00 Program Acct-KRT-NCDD 0.00 0.00 0.00 0.00 Program Account-NCDD-R 88,424.25 0.00 0.00 88,424.25 Program Acct-PVR-NCDD 0.00 0.00 0.00 0.00 ProgramAcct-PUR-NCDD 0.00 0.00 0.00 0.00

Petty Cash-NCDD-G 0.00 0.00 341.50 341.50 Petty Cash-BAT-NCDD 0.00 0.00 0.00 0.00 Petty Cash-KCH-NCDD 0.00 0.00 0.00 0.00

26

-,

Petty Cash-KRT-NCDD 0.00 0.00 0.00 0.00

Petty Cash-NCDD-R 180.50 0.00 0.00 180.50 Petty Cash-PVR-NCDD 0.00 0.00 0.00 0.00 Petty Cash-PUR-NCDD 0.00 0.00 0.00 0.00

Cash Advance-BAT-NCDD-G 0.00 0.00 3,292.75 3,292.75 Cash Advance-KCH-NCDD-G 0.00 0.00 2,565.87 2,565.87 Cash Advance-KRT-NCDD -G 0.00 0.00 2,468 .52 2,468 .52

Cash Advance-NCDD -G 0.00 0.00 565.50 565.50 Cash Advance-PVR-NCDD-G 0.00 0.00 2,235.45 2,235.45 Cash Advance-PUR-NCDD-G 0.00 0.00 2,774.68 2,774.68 Cash Advance-BAT-NCDD-R 3,219.22 0.00 0.00 3,219.22 Cash Advance-KCH -NCDD-R 3,217.54 0.00 0.00 3,217.54 Cash Advance-KRT-NCDD-R 3,138 .12 0.00 0.00 3,138 .1 2

Cash Advance-NCDD-R 188 .50 0.00 0.00 188.50 Cash Advance-PVR-NCDD -R 3,140 .83 0.00 0.00 3,140.83 Cash Advance-PUR-NCDD-R 2,684.99 0.00 0.00 2,684.99

Total Closing Cash Balance 104,193.95 31,865.31 86,850.10 222,909.36

I c!2

Semi-Annual Report of ASPIRE component 41 NCDD Secretariat 24

27

KINGDOM OF CAMBODIA





Provincial Department of Agriculture, Forestry and Fisheries

Semi-Annual Report

(January – June 2017)


28

KINGDOM OF CAMBODIA





Semi-Annual Narrative Report (30 June 2017)

Submitted

To

ASPIRE Secretariat of Ministry of Agriculture Forestry and Fisheries

(MAFF/ASPIRE)

Prepared By:

ASPIRE Sub Programme Team Battambang

(24/July/2017)

30

Table of Contents List of Abbreviation .......................................................................................................... 30

Executive Summary .......................................................................................................... 32

I. Introduction .................................................................................................................... 34

1.1 Profile of the Province ............................................................................................ 34 1.2 ASPIRE’s Background ........................................................................................... 34

II. Implementation Progress/Achievements .................................................................... 35

2.1 Actual Achievements Against approved AWPB ...................................................... 35 2.2 Progress towards Programme Output .................................................................... 41 2.3 Achievements on Un-programmed Activities .......................................................... 41

III. Follow UP Actions ........................................................................................................ 43

3.1 IFAD’s Implementation Support Mission Recommendations .................................. 43 3.2 Internal/external Auditing Recommendations ......................................................... 43 3.3 ASPIRE Secretariat’s Recommendations ............................................................... 44 3.4 PDAFF’s Recommendation on Service Providers .................................................. 44

IV. Fiduciary Achievements and Issues .......................................................................... 44

4.1 Financial Status and Achievements ....................................................................... 44 4.1.1 Uses of Fund by category for Financial Status and Achievements ...................... 45 4.2 Procurement Status and Achievements ................................................................. 45

V. Implementation challenges and Risks ........................................................................ 46

5.1 Issues/Challenges and Solutions ........................................................................... 46 5.2 Risks and Actions/Strategy .................................................................................... 47

VI. Programme Outcomes ................................................................................................ 47

6.1 Short-term outcomes .............................................................................................. 47 6.2 Medium & long-term outcomes............................................................................... 48 6.3 PPP and Contracting Out Achievements and Issues .............................................. 48

VII. Lessons Learned, Conclusions and Recommendation ........................................... 48

7.1 Lessons Learned ................................................................................................... 48 7.2 Conclusions ........................................................................................................... 49 7.3 Recommendations ................................................................................................. 49

VIII. The Plan for Next Semester ...................................................................................... 49


RGC Royal Government Cambodia PIM Programme Implementation Manual PASDP Provincial Agriculture Strategic Development Plan AWPB Annual Work Plan and Budget

31

GDB General Department of Budget GDA General Department of Agriculture PBA Program Based Approach BSP Budget Strategic Plan PB Program and budgeting DPS Department of Planning and Statistic DAF Department of Account and Finance DAO District Agriculture Office DB Department of Budget DPS Department of Planning and Statistics CARDI the Cambodian Agriculture Research and Development Institution CDP Commune Development Plan CIP Commune Investment Plan DEAG District Extension Advisory Group ERAB Extension and Research Advisory Board SLG Smallholder Learning Groups FNA Farmer Need Assessment FFS Farmer Field School M&E Monitoring and Evaluation MIS Management Information System FFLN Farmer to Farmer Learning Network FO Farmer Organizations CBO Commune Based Organization GESS Grants for Extension Services to Smallholders IFAD International Fund for Agricultural Development ID Poor Identification of Poor Household Programme, Ministry of Planning MAFF-PSU Ministry of Agriculture, Forestry and Fisheries-Project Support Unit MTR Mid Term Review NCDD National Committee for Sub-National Democratic Development NCDD-S National Committee for Sub-National Democratic Development Secretariat NSDP National Strategic Development Plan OMCII Office for Multilateral Cooperation II MEF Ministry of Economy and Finance MoI Ministry of Interior MAFF Ministry of Agriculture, Forestry and Fisheries PDAFF Provincial Department of Agriculture, Forestry and Fisheries RUA Royal University of Agriculture PPP Public-Private Partnerships PSC Program Steering Committee SNEC Supreme National Economic Council SICRG Specific Investment Climate Resilience Grant RIMS Results and Impact Management System PK PONLEUR KUMAR CEW Commune Extension Worker VRA Vulnerability Reduction Analysis

32

Executive Summary

The progress report for six months (January-June) of first semester 2017 will disclose the results of the implementation of Agriculture Programme for Innovation, Resilience and Extension (ASPIRE) Battambang province. These achievements result from Battambang team’s best effort and cooperation from sub-programme advisor and strategic help from ASPIRE’s secretariat tam and National level, particular attention of management and coordination of H.E programme director, Secretariat Support Team Manager and participation from stakeholders including provincial administration, district agricultural officers, commune extension workers. In the first semester of 2017, key achievements of the Provincial Sub-Programme include are

Prepared the Annual Work Plan and Budget 2017 (AWPB), detailing the cost of activities in line with the financial management system and the joint decision-making between ASPIRE’s Secretariat and the Department of Agriculture, Forestry and Fisheries of Battambang (PDAFF) for the implementation of the Annual Work plan and Budget 2017.

Organized the first meeting to formulate smallholder learning group to address the ASPIRE Programme for six districts that were participated from farmers 6,513 participants including 3,364 women.

Established 126 smallholder learning groups in which they voluntarily joined for 3,352 famers including 1,760 women.

Conducted the farmer need assessment for 126 groups with 3,352 farmers and 1,760 females for the six targeted districts. The findings from Farmer Need Assessments showed 113 topics for rice production, 90 topics for livestock, 37 topics for vegetables, 06 topics for cow techniques raising, 03 topics for pigs and 03 topics for fruit crops.

Six Contracts for running the Farmer Field Schools were signed between the Department of Agriculture, Forestry and Fisheries (PDAFF) and the District Agriculture Office (DAO) and the six target areas such as 18 Farmer Field Schools for Bavel District, 18 Farmer Field Schools for Thmor Koul Districts, 18 Farmer Field Schools for Sangkae District, 20 Farmer Field Schools

Aek Phnum District, 24 Farmer Field Schools for Kush Kralar District and 28 Farmer Field Schools for Moung Russei District.

Conducted the Training for rice, vegetable production, animal health techniques and Programme and financial Management to district agriculture officers and commune Extension workers.

ASPIRE Sub-programme PDAFF Battambang signed the package of contracting out on Integrated Pest Management on Rice and vegetable production, that’s results as showed in the figure 102.8% compared with planning ,established 10 Demo/model farmers (include 8 vegetable and 2 rice) for farmer’s field school learning with the contracting out project, completely provided training of PEST and Disease Management for rice and vegetable to 514 household farmers include 218 (equal 42%) women from 10 production groups. PK Technicians have employed the on farm training approach through individual household farm, small group household who have neighbour vegetable garden/farm, and on demonstration plot and consisted 480 household (equal 96%) out of 514 beneficiaries household have applied their learned knowledge and skill, and increased by 40% for agricultural production for comparing to last year.

Public Private Partnership (PPP) discussion with potential companies that have conceptual support to our extension agriculture, particularly BDFJSC’s activity will focus on dissemination technical use of chemical fertilizer for rice production, target for 10 commune within 4 districts including Moung Russei, Kosh Kralor, Thmar Koul and Aek Phnum and also Completed 10 dissemination workshops and on-going to implement demos (10 demos) and farmers participated 1,008 (142 Female) and in February 2017, the team has continued to cooperate with BDJSC by organizing a total of 10 rice field events total of 1,000 participants and 290 women. Finally, Rice Yield is 4,200 kg for a hectare.

33

100% Completed the Agricultural Development Strategic Plan for 2016-2020 and It’s printed 200 books

Recruited 24 commune extension workers for 24 target communes. Implemented the monthly meeting of the provincial and district working groups as scheduled.

Provincial procurement work has been done to support the sub-program implementation, including 100% of tables and cabinets.

Regularly attend meetings / workshops and capacity building training.

I. Introduction

1.1 Profile of the Province

Battambang Province, located in north-western Cambodia, 291 km from Phnom Penh, borders to the east and south to Pursat, west of Pailin, bordering Chan Borey province, Trat province, Srah Keo province of Thailand, north of Banteay Meanchey and Tonle Sap. Battambang has 1 city and 13 districts with 102 communes, 799 villages and population is total of 1,205,0503people. Battambang has a total area of 1,162,200 hectares, of which agricultural area dominates total 415,200 hectares equal to 35.72% divided into three are

• Floating land rice is 32,600 hectares • Domestic land rice is 282,500 hectares • Cropland area is 100,100 hectares

Battambang has a land area divided into three main areas: A. Upland: (Highland or Mountainous Area) is an area of fruit and vegetable

plantation in the west of Battambang Province. B. Plain Land (Fields of rice), which stretches along National Road 5, including

Moung Russei, Sangke, Battambang and Thma Koul districts. C. Lowland: The Tonle Sap area, located east of Battambang, consists of Moung

Russei, Sangkae, Aek Phnum and Thma Koul districts. In the rainy season, the area is flooded every year, part of the area is flooded forest in the rainy season and vegetable crops during the dry season. In addition to agricultural land area of 747,000 hectares, equivalent to 64, 27%, of which the mountain area is 38, 22%, the flooded forest is 12, 54% and the Rivers, lakes and reservoirs are 3, 65%. About 76% of the population in Battambang Province, which is a fully dependent farming family, is a major contributor to its livelihoods, In addition to the farming, about 24% of people doing business, handicraft, and other services.

1.2 ASPIRE’s Background

The Agriculture Services Programme and Innovation, Resilience Extension (ASPIRE) is the first program out of eight Projects/Program were funded by the International Fund for Agriculture Development (IFAD) through the Ministry of Economy and Finance (MEF) with counterpart contributions from the Royal Government of Cambodia (RGCF).

In Particularly the ASPIRE is implementing through Government Financial Reform, it's calling Program Budgeting Approach, the Ministry of Agriculture, Forestry and Fisheries (MAFF) is the lead implementing agency for ASPIRE, but many other agencies inside and outside government have important roles to play.

Government agencies participating in ASPIRE include the Supreme National Economic Council (SNEC), the National Committee for Sub-National Democratic Development Secretariat (NCDDS), and the Ministry of Economy and Finance (MEF) at national level, and Province, District and Commune administrations as well as the Provincial Departments of Agriculture. Representatives of the private sectors, academic institutions, non-governmental organizations and farmer Organizations (FO) all participate in planning and

3 Referent from Battambang Provincial Department of Planning 2015

implementing ASPIRE’s activities. The most important stakeholders who participate in ASPIRE are the farmers themselves.

ASPIRE will be implemented with stakeholders in National and the first step with five targets provinces of Kratie, Preah Vihear, Battambang, Pursat and Kampong Chhnang and second step will be extended to five PADEE's targets Provinces and adding to three more provinces will be identified during MTR in year 2018.

The ASPIRE is expected to increase 15% of agricultural production value, which is 120,000 targeted households and seven years periods intervention with total budget committed approximately USD 52.4 Million (IFAD loan is USD 26.1 million, ASAP Trust Grant is USD 14.9 million and Government contribution is USD 11.4 millions) and excluded others Funds from USAID and beneficiaries contributions.

II. Implementation Progress/Achievements

2.1 Actual Achievements Against approved AWPB

Strong communication and collaboration among Provincial Sub-Programme team is made through the good management support and commitment from particular the Provincial Sub-Programme Manager and Deputy Programme Manager following to a certain approved Annual Work Plan and Budget 2017 (AWPB) and join decision between ASPIRE’s Secretariat, Ministry of Agriculture, Forestry and Fisheries (MAFF) and the Provincial Department of Agriculture Forestry and Fisheries (PDAFF). All achievement listed below following:

Outputs Indicators Targets 2017

Current Status

Outcome 3: At least 120,000 smallholders have improved and resilient farm businesses as a result of integrated, demand led extension services and investments in climate resilient infrastructure.


a). Group formation and farmer need assessment

126 Groups

Formulated the smallholder farmers in these 6 target districts, Thmar Koul, Sangkae, Bavel , Aek Phnum, Moung Russei, and Kosh Kralor District in order to optimize the participation of farmers makes it easy to introduce new techniques to increase the family income through smallholder learning group, exchange visit and share the experiences.

Conducted the first meeting to formulate the smallholder learning groups, the team’s work is to explain about the SLG guideline, introduction about ASPIRE in the villages, which 6,513 farmers (3,364 Female) participated the meeting.

Established the 126 smallholder learning groups in which farmers who want to join in the SLG, the first priority should be farmers who have ID-Poor cards. Priority

should also be given to farmers who have good capacity and commitment volunteered to join 3,352 farmers and 1,760 females.

Elected the 378 group leaders include 40% of female the main purpose of the committee is to help organize group activities, the committee consisted of a leader, a deputy leader and a secretary.

Conducted the farmer need assessment for 126 groups of smallholder learning which was attended 3,348 farmers and 1,759 females, for these 6 targets are found the farmer’s needs are 113 topics for rice production, 90 topics for livestock, 37 topics for vegetable, 6 topics for cows techniques raising, 3 topics for pigs and 3 topics for fruit crops.

b). Promote Agriculture production and Promote animal health and animal product

b.1. Farmer field school first year (2017 SLG)

126 FFS

Contracted the 126 Farmer Field Schools to 6 target districts for implementing the farmer field schools for training and field practice with the farmers based on the farmer need assessment’s findings.

b.2. Intervention second year SLG (2016 SLG)

-Local assessment of market demand

10 communes

• Interviewed 20 buyers and sellers at Bavel district and analysis of crop and livestock production statistics, showing which products are becoming more popular for farmers are chickens, pumpkins, cabbages, eggplants, cucumbers and chay Sim.

• Interviewed 20 buyers and sellers at Thmar Koul districts and analysis of crop and livestock production statistics, showing which products are becoming more popular for farmers are cucumbers and chay Sim , cabbages, Hawaiian peppers, green mustard.

• Interviewed 18 buyers and sellers at Sangkae district and analysis of crop and livestock production statistics, showing which products are becoming more popular for farmers are pumpkins,

cabbages, cucumbers, Yard Long Beans, eggplants, Bitter Gourd.

• Market price data, which are shown, are reflected from market driven-based.

-Demo/study visit/learning plot

72 Group Team is conducting to formulate the group production.

b.3. Natural Disaster Relief (5% of total group)

10 communes

Based on the Natural Disaster happened

c). Small holder network (F2F inside & outside province)

36 communes

Teams are planning to prepare the ToR to visit the clusters of PADEE at Kandal and Prey Veng Province at the beginning of August 2017.

d). Contracting out with service provider 2017

1

Organized ToR for contracting out for hatching chicks completed and the introduction of the national team, provincial team is to arrange the advertisement for private companies, NGOs, institutions applying competitive procurement procedures Quality Based Selection (QBS) to provide services on chick hatchery production, will establish 30 groups with each group member is required to achieve 50 farmer beneficiaries 1,500 families.

After promotions, one private company and two none-governmental organizations have filed the competition and the team is preparing a bid documents for submitting to the IFAD for Prior Review.

d).1. Contracting out with service provider (carried over from 2016,included tax)

1

Completely provided training of PEST and Disease Management for rice and vegetable to 514 household farmers include 218 (equal 42%) women from 10 production groups. PK Technicians have employed the on farm training approach through individual household farm, small group household who have neighbor’s vegetable garden/farm, and on demonstration plot, conducted two exchange visits for vegetable and rice, consisting 480 household (equal 96%) and out of 514 beneficiaries household have applied their learned knowledge and skill and The agricultural production increased 40% compared to last year.

e).Public Private Partnership for 2017

1

The activities are not implemented; however, working teams discussed some of the key ideas, in January, and plans to further continue discussing for implementation with private sector on July 2017 upcoming.

e).1 Public Private Partnership (Carried over from 2016)

1

Similar to contracting out, activity which was carried over the Public Private Partnership (PPP) discussion with potential company who have conceptual support to our extension agriculture, particularly BDFJSC’s activity worked to focus on dissemination technical use of chemical fertilizer for rice production, target for 10 commune within 4 districts including Moung Russei, Kosh Krolor, Thmar Koul and Aek Phnum and also Completed 10 dissemination workshops and ongoing to implement demos (10 demos) and farmers participated 1,008 (142 Female) and in February 2017, the team has continued to cooperate with BDJSC by organizing a total of 10 rice field events total of 1,000 participants and 290 women. Finally, Rice Yield is 4,200 kg for a hectare.

f). Finalize Provincial Agricultural Strategic Development Plan (2016-2020)

1

Under the coordination from the Department of Planning and statistic/MAFF is already finalizing and printing. And the Provincial Department of Agriculture, Forestry and Fisheries (PDAFF) and organized a validation workshop on PASDP 2016-2020.

f.1. Printing PASDP 2016-2020

200 books 200 books are printed for PASDP 2016-2020 and contribute to relevant agency and stakeholders.

g).Provincial Budget Strategic Plan (2018-2020)

1

PDAFF is well respected to the schedule in preparation for PBSP 2018-2020 follow by requirement and instruction from Ministry of Economic and Finance (MEF)/ Ministry of Agriculture Forestry and Fisheries (MAFF), this activity carried by PDAFF/Accounting and planning office.

h).Provincial Programme Budgeting 2018

1

BTB PDAFF also prepared in respect to the requirement and schedule at end of June 2017 for Provincial Programme Budgeting 2018 in order to ensure for effective planning and implementation, This activity

carried by PDAFF/Accounting and planning office.

i).Institutional strengthening and capacity building

i.1.Capacity Building to PDAFF/district staff (P3&P4)

1 These activities will be trained in the half of August 2017.

i.2. Capacity Building to PDAFF/DOA on Form M, E and DP indicators (3 days)

1 These activities will be trained in the half of August 2017.

i.3.Programme Management (Planning/Finance) to district staffs

6

Institution training capacity building implemented to support PDAFF and DAO in planning, dissemination related finance and procurement management etc… In order to achieve this activity, Sub-Programed team coordinated with PDAFF team to identify needs for institutional training capacity building particularly Finance and procurement management. Total 28 (2 female) attended the training.

I.4.Parthership inputs Supplier/services providers (NGOs/ AC/ Private sectors... - Mapping/inventory list PDAFF is preparing the entry and will be

ended soon - District forum 6 BTB PDAFF also prepared training in order

to ensure for effective planning and implementation, This activities will train at the half of August 2017

- Capacity building inputs suppliers/fertilizer

1 BTB PDAFF also prepared training in order to ensure for effective planning and implementation, This activities will train at the end of August 2017

- Capacity building ACs based on result district forum

2 BTB PDAFF also prepared training in order to ensure for effective planning and implementation, This activities will train at the beginning of August 2017

J). Cash Crop Nurseries

3

PDAFF sets the Guideline for tree nurseries as a business Entrepreneurship, with two main purposes: 1) To produce and distribute to their group members 2) To sells to markets inside and outside the community to earn income for crop production activities. The owner of tree nursery should allocate enough mature seedlings to grow up to at least 25 beneficiary members selected during seed production. Facilitated by the technical staff of the Department of Agriculture, Forestry and Fisheries, owner

of tree nursery should assist in organizing and selecting eligible beneficiary farmers before delivering crops.

Sub-Component 3.2 – Innovations for Climate Resilient Agriculture

c) Provincial Monthly meeting

12

Provincial Sub-programme has paid their attention with particularly hold regular provincial team meeting. Results, there were total 6 meetings conducted for 2017. The meeting focused on key items including follow up the progress implementation, finance and procurement, implementation of SLG formation, Farmer Need Assessment and Farmer Field Schools (FFS) implementation as well as the preparation of PASDP 2016-2020, PBSP 2018-2020 and PPB 2018 etc... The meeting provided positive results while identified issues/challenges and solve on time and provide more close collaboration among team members (PADFF, DAO and CEW) toward key success of sub-programme implementation.

d) Districts monthly meeting (6 districts x12)

72

Through the support from provincial level, DAO team also hold regular monthly meeting at district level in each target district. The meeting maintained good communication and information sharing among team, particularly the CEW, commune councilor and district governor while support to integrate planning at district and commune in support to agriculture extension activities. In total there were 24 meetings conducted at districts (12 meetings per district).

e). Capacity building to district staffs (rice, animal, vegetable, crop/other)

4

In order to ensure for effective implementation Farmer Field Schools (FFS), especially the planning and the extension methodology, provincial sub-programme team has continued for extended training to DAOs and CEWs on Rice, Chicken and Vegetable production techniques. This training had refreshed and improved skill for 28 DAOs to be ready implement FFS through the support of ASPIRE within each target district.

e.1.Stafff Performance Appraisal

1 will be made the performance the staff appraisal on November 2017

f). Capacity building on Agri-technical to new CEWs

4

In order to ensure for effective implementation Farmer Field Schools (FFS), especially the planning and the extension methodology, provincial sub-programme team had continue extended training to CEWs on Rice production techniques. This training and improved skill for 24 DAOs to readily implement FFS through the support of ASPIRE within each target district.

f.1. Refresher Training on Agri-technical to Dis./CEWs

1 will be trained on August 2017

g).Training to new district staffs and CEWs IRR Intervention

2 Not Yet to be Implemented

h). IRR data collection 198 Not Yet to be Implemented

i). Capacity building MIS 1 will be trained on September 2017

2.2 Progress towards Programme Output

Provincial sub-programme team has implemented, Its programme based on the Annual Work plan and Budget 2017 Results, there were total 126 groups that were completely formulated and they voluntarily joined for 3,352 farmers and 1760 women, 10 production groups for contracting out to reach the targets 514 families, Public Private Partnership reach the target 1,008 families. the key achievements focused on the implementation of SLG formation, Farmer Need Assessment and FFS implementation, PPP, contracting out and tree nursery as well as etc… the positive results while identified issues/challenges and solve on time and provide more close collaboration among team members (PADFF, DAO and CEW) toward key success of sub-programme implementation.

2.3 Achievements on Un-programmed Activities

1) A total of 24 commune Extension workers for new target areas of ASPIRE Sub-program will be selected and recruited, who have good cooperation between the ASPIRE Component 3 and ASPIRE Component 4.

2) Prepared the 16 motors contract for Commune Extension Workers (CEW) and DAOs and singed the agreements with Provincial Department of Agriculture, Forestry and Fisheries (PDAFF) for supporting the daily working at the field to coordinate, help and assist the farmers when they need.

3) Two staff Participated in the Annual Portfolio review 2016 and Retreat, The Team works have prepared to provide annual progress reports and to coordinate meetings in Preah Sihanouk province, by facilitating group discussion.

4) Three staff and three advisors participated the ASPIRE Programme 4th technical meeting in Kampong Cham by discussing key points on the annual progress Report 2016, RIMS / IRR Report and Finance Progress on DPS, DAF, GDA, SNEC, Contracting Out and preparing the Agreement between ASPIRE’s Secretariat and Steung Treng PDAFF etc…

5) Four staff attended the meeting with SBK (Research Company), a company selected by the National Secretariat of the ASPIRE Program to collect baseline data for five target provinces of the ASPIRE sub-program. Teams discussed the process of gathering information at the local

level and coordinated the district and agricultural promotion agencies to support the collection of data to a practical basis based on the program from 15 to 19 February 2017.

6) Eight staff Participated in ASPIRE's 5th Technical Meeting in Steung Treng Province, discussing key guidelines for supporting smallholder farmers (working on market demand, product market demand and technical support methods), Tree Nursery Guidelines and Processes, Public sector links with suppliers of agricultural commodities and agricultural service providers. Guidelines and Processes for Selecting Trainers for Farmer Fields Schools, and Procurement Plan, Specific plans of the Department of Agriculture, Forestry and Fisheries for 3 months, various issues (collecting Provincial Score Cards).

7) All staff ASPIRE Battambang Province welcomed the KPMG team to audit the ASPIRE Battambang Sub-program at 27-29, March 2017.

8) Five staff participated in the Strategic Budget Plan 2018-2020 and Program Budget 2018 at Siem Reap province who conducted and arrangement by DPS.

9) Twenty Staff attended a training course on farmers Need Assessment (FNA) to on 25-28, April 2017.

10) Four Staff attended the Meeting to develop the guidelines for market demand in Bassac II restaurants in Phnom Penh in order to support the second Smallholder Learning Group to market demand assessment for agricultural products (crops) in the region (district) understanding of the difficulties and challenges. The meeting was organized by the Secretariat of the ASPIRE and was facilitated by Mr. Hok Kimthoun.

11) Twelve staff attended the meeting with IFAD's Implementation Supervision Mission (ISM) in order to assist the ASPIRE program to review progress in responding to Annual Work plan and Budge 2017 to assist ASPIRE to disseminate and follow the ISM’s recommendations and support the ASPIRE program to address other issues facing the program on 16-18 May 2017.

12) Thirteen staff participated in a workshop on Farmer Field School methodology, this training is to disseminate and instruction, technical development organized at Pursat Province. This workshop is organized and coordinated by the General Department of Agricultural Extension on 16-19 May, 2017.

13) Two staff attended the Seminar on 18-19 May 2017 for the Review and validates the documents for extension materials for Aspire programme organized by the General Department of Agriculture in order to present and discuss the draft Guidelines for reviewed and selected extension materials on rice production and pass on to Technical Sub-committee to review and approved.

14) Thirteen staff participated in the workshop on Farmer Field School methodology, this training is to disseminate and instruction, technical development organized at Pursat Province. These workshops are organized and coordinate by the General Department of Agricultural Extension on 22-26 May, 2017.

15) Six staff attended the Wrap up meeting to reflect the results of the IFAD Implementation Support mission for ASPIRE in Phnom Penh in order to follow up the progress of the implementation plan, the program so far and the challenges and solutions.

16) Two staff attended the Seminar on 30 May 2017 for the Review and validates the documents for extension materials for Aspire programme organized by the General Department of Agriculture in order to present and discuss the draft Guidelines for reviewed and selected extension materials on rice production and pass on to Technical Sub-committee to review and approved.

17) Eight staff participated in the ASPIRE Management Meeting through the ISM’s recommendations to be implemented effectively in Phnom Penh led by the ASPIRE Secretariat at 8-9, June 2017.

18) Fifteen staff participated in the Adult learning workshop in Phnom Penh, facilitated by the General Department of Agricultural Extension at 12-13, June 2017.

19) Two staff participated in a workshop on commune map planning and commune investment planning organized by NCDD at Battambang Provincial Hall on 15-16, June 2017.

20) Twenty-four Commune Extension Workers (CEWs) attended a workshop on skills of agricultural extension methodology in Kampong Cham province, facilitated by the Directorate Department of General Department of Agriculture at18-28 June 2017.

21) Three staff attended the Seminar on Procurement procedure mechanism in Kampong Chhnang Province organized by ASPIRE Secretariat at 23 June 2017.


3.1 IFAD’s Implementation Support Mission Recommendations

To improve the SLG support approach and guidelines by integrating the following aspects: A. identification of existing farmers’ cooperatives and groups and assessment of service’s needs; B. Climate related constraints and possible solutions such as: crop association/diversification,

smart agriculture and SLM practices, Link with component 4 investments, innovation grants and SLM practices identified by CAES under WOCAT where relevant. In line with recommendations made under component 4, District Vulnerability Assessment (VRA) findings will be included into the Farmer Needs Assessment process, communes investment in infrastructures will focus on farmers’ needs and support agricultural production (water related infrastructures);

C. broad list of productions/commodities that can be supported based on local agro-ecological potential and marketing opportunities;

D. Facilitation of access to inputs by creating linkages with input suppliers, mobilising PPP mechanism where relevant. Include facilitation to access production credit. Clearly state that FFS budget allocation is for demonstration and training purpose, not for supplying inputs to SLG members;

E. Identification of extension service providers that can be associated in the group support process, mobilising resources through contracting out where relevant. In the identification, include lead farmers and farmers organisations within the commune/district to promote farmers to farmers knowledge sharing, through cross-visits and farmers’ led demonstrations

F. Market assessment to be wider than commune and district level. Include assessment of current and previous farmers’ experiences in market oriented production, as well as potential for up-scaling to commercial level. Adopt more dynamic process for facilitating market linkages, building on the cluster approach implemented by PDAFFs under PADEE;

G. Include a specific support approach for women and for farmers with production constraints (land, labour, capital/indebtedness, and knowledge/literacy) by including options requiring no or little land area, labour and/or investment and with short production cycle. Build up on lessons from PADFFs in PADEE provinces on groups supported by Ministry of Women Affairs (non-land based activities) as well as TSSD on chicken production

H. Strengthen role of PDAFF/DAO staff to focus on assessment, facilitation, coordination and monitoring.


Management should consider pre-printing and pre-numbering the journal voucher to maintain the continuity of series, Accounting for completeness of cash receipt vouch should

be carried out, any missing one should be followed up by immediately.

The organization should calculate salary tax and fringe benefit tax based on the gross salary of the staff and other related fringe benefit expense, and pay to General Department of Taxation (GDT) to avoid tax reassessment.

The organization should record the VAT of purchasing of fixed asset at the same time of purchasing fixed asset in order to properly recognize the cost of asset.

Item if equipment should be tagged with individual identification codes and these codes should be recorded in the property, plant and equipment register.

3.3 ASPIRE Secretariat’s Recommendations

The 2017 projected to cost $ 1,500 per FFS increased the training for total 18 weeks.

Suggested the Provincial sup-programme manager and deputy check the ability of district chief for controlling the farmer field schools.

ASPIRE’s Secretariat will take the requests for management meeting for decision making

ASPIRE try the best effort to develop the Annual work plans and budget should be as early as 2017 and Please PDAFF should organize the training official staff and formulate the smallholder learning group as soon as possible.

Follow the financial procedures of Prakas No1589 MEF, dated December 09, 2016

3.4 PDAFF’s Recommendation on Service Providers

PK should to track some farmers who are not yet to harvest, harvest and record their output and profits to share their experiences with other farmers.

PK should seek the buyers to help for purchasing the vegetables and assessment about the price of vegetables in the market and give information about the value of vegetables to the farmers.

PK should be able to teach the farmer clearly about the integrated Pest Management and the useful insect and that are not useful insects for informing to farmers.

The Provincial Department of Agriculture, Forestry and Fisheries should look for buyers who deserve affordable price to assist farmers who are trying to expand their family economy through growing crops.

PK has achieved results in accordance with the plan and indicators set at each stage so that the Department of Agriculture, Forestry and Fisheries of Battambang Province can continue to provide funding support for Step 3 and Step 4 to finalize the ASPIRE agreement as the Second Progress Report and Ending Progress Report to PDAFF-ASPIRE Battambang.


Provincial Sub-Programme team keep more attention with all financial management manner in order to ensure for transparency and accountability, especially, follow to AWPB 2017 as well as follow well to financial rules and guideline, particularly the PDAFF financial management system and Standard Operation Procedure (SOP).Results against AWPB and Implementation is summarized as below (in US dollars):

4.1 Financial Status and Achievements Description Total Budget

USD RGC USD

IFAD-Loan USD

IFAD-Grant USD

Budget Allocation 712,702.00 168,376.30 438,217.38 106,108.32


140,880.14 49,124.08 61,040.84 30,715.22

Balance 571,821.86 119,252.22 377,176.54 75,393.10

Percentage 20% 29% 14% 29%

4.1.1 Uses of Fund by category for Financial Status and Achievements

Uses of Fund by category

Allocation

Expense

Balance

% Achievements

Cat2: Goods, Services and Inputs

105,120.00 26,676.00 78,444.00 25%

Gat3: Grant and Subsidies 450,543.00 63,221.81 387,312.16 14%

Gat4: Workshops 58,608.00 13,267.60 45,340.40 23%

Gat5: Operating Costs 98,440.00 37,714.70 60,725.30 38%

Total Uses of Fund 712,702.00 140,880.14 571,821.86 20%


Financial management is well recorded with cost efficiency and effectiveness follow to AWPB and procurement plan. Even the small amount expenses indicated as in above detail, however, it not reflects to performance of our team implementation once most of expenses are in the process of procurement including offices supply materials as well as motorcycles for implement support.

Items Description Unit Qty Unit Cost

USD

Total

USD

Remarks

2. Motorcycles for District Agriculture Office of first phase provinces

Each 18 1,750 31,500

5. Desktop-Computer for district staffs first phase /f

Each 6 1,100 6,600

6. Multi-function Printer for each for district staffs & PDA first phase/g

Each 7 400 2,800

7.a.Table for district Each 6 350 2,100

7.b.Chair for district Each 6 120 720

7.c.File Cabinet for PDAFF & District

Each 9 350 3,150

1. CEW, PDA, DOA mobile tablet for the first phase provinces + Carry Over

Number 39 250 9,750

2. CEW Motorcycle for the first phase provinces (New)

Number 12 1,750 21,000

3. PDAFF, CEWs Motorcycle for the first phase provinces (Carried over)

Number 14 1,750 24,500

Total 117 102,120

Items Description Planning

Achieved

% Explanation Remark

c. Equipment for PDA and DAO


18 0 0% Not Yet to receive National Procurement

5. Desktop-Computer for district staffs first phase /f


6. Multi-function Printer for each for district staffs & PDA first phase/g

7 0 % Not Yet to receive National Procurement

7. Other office equipment for first phase provinces

7.a.Table for district 6 6 100%

for DAOs using PDAFF Procurement

7.b.Chair for district 6 6 100%

for DAOs using PDAFF Procurement


9 9 100%

for DAOs and PDAFF using

PDAFF Procurement

d. Equipment for the CEW /n

1. CEW, PDA, DOA mobile tablet for the first phase provinces + Carry Over





14 14 100%

Contracted for CEWs for daily working

National Procurement

Total 117 35 35%



In the first Semester of 2017, the implementation of the ASPIRE Sub-Program in Battambang has encountered a number of challenges:


1 Understanding of the programme by DAO still limit

Provincial Sub-Programme team conducted orientation meeting as well as more

disseminate information through other meetings at provincial and district level

2 The delay of Approve on AWPB 2017 and made some activities postponed

Prepare planning to be ready when approving on AWPB and some activities allocated PDAFF resource for the implementation (provincial and district monthly meeting)

3 Financial Management System using online (Sag 50) and sometime interrupted for some expenses record due to internet/server issues

always contact to services provider to solve the problem

4 Contracting out procurement require more supporting document (English), taking time and need support from national level team

Trained by procurement team Need more support from the procurement team at the national level

5 Not yet to receive the motorbikes and tablets for distribution to district staff and commune extension workers

Encourage the CEWs and DAOs to works and use their owned transport means or their owned motorbike.

6 M&E and MIS still in the process for setting up

Speed up the process

5.2 Risks and Actions/Strategy


1 Always face the challenges for programme implementation activities

Make the monthly and weekly matrix plan for following up the implementation and report to ASPIRE Secretariat. Conduct the regularly provincial monthly meeting to solve the challenges.


6.1 Short-term outcomes ASPIRE Sub-programme PDAFF Battambang signed the package of contracting out on Integrated Pest Management on Rice and vegetable production, that’s results shown in the figure 102.8% compared with planning ,established 10 Demo/model farmers (include 8 vegetable and 2 rice) for farmer’s field school learning with the contracting out project, completely provided training of PEST and Disease Management for rice and vegetable to 514 household farmers include 218 (equal 42%) women from 10 production groups. PK Technicians have employed the on farm training approach through individual household farm, small group household who have neighbour vegetable garden/farm, and on demonstration plot and consisted 480 household (equal 96%) out of 514 beneficiaries household have applied their learned knowledge and skill, and increased by 40% for agricultural production for comparing to last year.

Public Private Partnership (PPP) discussion with potential companies who have conceptual support to our extension agriculture, particularly BDFJSC’s activity will focus on

dissemination technical use of chemical fertilizer for rice production, target for 10 commune within 4 districts including Moung Russei, Kosh Kralor, Thmar Koul and Aek Phnum and also Completed 10 dissemination workshops and on-going to implement demos (10 demos) and farmers participated 1,008 (142 Female) and in February 2017, the team has continued to cooperate with BDJSC by organizing a total of 10 rice field events total of 1,000 participants and 290 women. Finally, the result is 4,200 kilograms for a hectare of land.

6.2 Medium & long-term outcomes N/A

6.3 PPP and Contracting Out Achievements and Issues

ASPIRE Sub-programme PDAFF Battambang signed the package of contracting out project to work for Integrated Pest Management on Rice and vegetable production, that’s results showed in the figure 102.8% compared with planning established 10 Demo/model farmers (include 8 vegetable and 2 rice) for farmer’s field school learning with the project results:

Completely provided training of PEST and Disease Management for rice and vegetable to 514 household farmers include 218 (equal 42%) women from 10 production groups. PK Technicians have employed the on farm training approach through individual household farm, small group household who have neighbour vegetable garden/farm, and on demonstration plot.

Provided 2 refresher training course of pest and disease management to 236 household farmers include 10 model farmers, 226 member group representatives and 93 are women.

Conducted two exchange visits for vegetable and rice farmers.

Organized two exchange visits (vegetable: 1, rice: 1) for 57 household farmers (23 are women) that came from 5 target villages and 3 staffs of district office of agriculture.

Consisted 480 household (equal 96%) out of 514 beneficiaries household have applied their learned knowledge and skill and agricultural production increased 40% compared to last year.

Similar to contracting out, activity carried over Public Private Partnership (PPP) to follow a certain step including dissemination and open opportunity to private sector to submit their interest of working collaboration (concept note), discussion with potential company who have concept support to our extension agriculture, particularly BDFJSC in following, Collaboration activity will focus on dissemination technical use of chemical fertilizer for rice production:

Target for 10 commune within 4 districts including Moung Russei, Kars Krolor, ThmorKol and Aek Phnum and also Completed 10 dissemination workshops and ongoing to implement demos (10 demos) and farmers participated 1008 (142 Female) and field days to be completed by early 2017.

In February 2017, the team has continued to cooperate with BDJSC by organizing a total of 10 rice field events total of 1,000 participants and 290 women. Finally, Rice Yield is 4,200 kg for a hectare.

VII. Lessons Learned, Conclusions and Recommendation

7.1 Lessons Learned • Monthly work plan is effective method to implement activities to be successful and to get

back the good results.

• The project management team at province and district level are working actively either monitoring or coordination from upper to grassroots level through sharing their knowledge and experiences from improving the teams as the monthly meeting is important events for sharing information at provincial and regular monthly meeting at district level on programme management to discuss about the progress, main challenges and action moving forward etc...

• CEWs are team works who are routinely and closely works with FFS group as supports, control/coordinate, assist in monitoring/follow up, events, meeting, etc... CEWs help each other to support FFS committees due to experiences and lessons learnt Farmer adapted to agriculture techniques after they leart completely FFS on rice, vegetable, Chicken raising techniques.

• Almost farmers are changing their attitude and behaviors as adapted the news technology and significant progress results that learnt from FFS training.

• Good practice has learnt from chicken raising demonstrations farmers who feeding chicken as vegetable porridge mix with bran and inputs nearest their home that reduce expenses.

7.2 Conclusions

Provincial Sub-Programme has very good communication and collaboration as well as pays more attention and management follow to AWPB 2017. All activities, which have been implemented, are respected to the principal of ASPIRE including participation from various stakeholders and gender consideration. There are a total to 126 SLG formed that provided the basic for the implementation activities support the agriculture extension, particularly the implementation of FNA have been completed 100% following the plan in order to improve Agriculture Services Programme for Innovation, resilience and Extension. We strongly expect that the farmers who received our extension services will apply all these agriculture techniques and integrate with their own initiatives to improve agriculture production and extend to Farm Business in the future.

In addition, through the support from ASPIRE Secretariat, the implementation of training capacity building through training team (ASPIRE and GDA) also provided concrete management mechanism integrates with the positive support from Provincial Sub-Programme Manager and Deputy Manager as well as M&E system, we have confident to achieve the targets outputs, outcomes and impacts as planned.

7.3 Recommendations ASPIRE should approve early on AWPB and push Teams to conduct the plan to implementing

the activities to respond the farmer’s need.

Most of activities are long process or long step, ASPIRE should be short some process for implementing the activities such as the intervention supporting the second year smallholder learning group.

Little amount of fund to intervention for supporting the second year smallholder learning group, so ASPIRE should increase the fund for support the group producers.

VIII. The Plan for Next Semester

b). Promote Agriculture production and Promote animal health and animal product B.1. Farmer field school first year (2017 SLG) B.2. Intervention second year SLG (2016 SLG)

-Demo/study visit/learning plot B.3. Natural Disaster Relief (5% of total group) C). Small holder network (F2F inside & outside province)

D). Contracting out with service provider (including taxes) E). Public Private Partnership I).Institutional strengthening and capacity building I.1.Capacity Building to PDAFF/district staff (P3&P4) I.2. Capacity Building to PDAFF/DOA on Form M, E and DP indicators (3 days) I.4.Parthership inputs Supplier/services providers (NGOs/ AC/ Private sectors... - Mapping/inventory list - District forum - Capacity building inputs suppliers/fertilizer - Capacity building ACs based on result district forum J). Cash Crop Nurseries c) Provincial Monthly meeting d) Districts monthly meeting (6 districts x12) e). Capacity building to district staffs (rice, animal, vegetable, Crop/other) E.1.Stafff Performance Appraisal f). Capacity building on Agri-technical to new CEWs F.1. Refresher Training on Agri-technical to Dis/CEWs g).Training to new district staffs and CEWs IRR Intervention h). IRR data collection i). Capacity building MIS

Battambang, date: 24 July, 2017 Written by

Chhim Vachira

PDAFF Director, ` ` Sub-programme manager

Kingdom of Cambodia Nation Religion King

4

Agriculture service Program for Innovation, Resilience and Extension (ASPIRE)

IFAD Loan No. 2000000744 ASAP TRUST GRANT No. 2000000743

Semi-Annual Narrative Report

01/January – 30/June/2017

Submitted to

ASPIRE Secretariat of Ministry of Agriculture Forestry and Fisheries (MAFF/ASPIRE)

Prepared by:

ASPIRE PDAFF Kampong Chhnang Province

' &

) (

July 2017

PDAFF SIME-ANNUAL REPORT 2017 I

TABLE OF CONTENTS

PDAFF SIME-ANNUAL REPORT 2017 II

List of

Abbreviation………………………………………………………………………….…….ii

Executive

Summary………………………………………………………………………….…......1

I.

Introduction………………………………………………………………………………...….....

2

1.1 Profile of the

Province………………………………………………………….………2

1.2 ASPIRE

Background……………..…………………………………………….……....3

II. Implementation

Progress/Achievements………………….……..…………...…………………4

2.1 Actual Achievements Against approved

AWPB………………………………………4

2.2 Progress towards Programme

Output....………………………………………………..9

2.3 Achievements on Unprogrammed

Activities......………………………………………9

III. Follow Up

Actions………………………............…………………………………...……….10

3.1 IFAD Implementation Support Mission

Recommendation.....…...…………...………10

3.2 Internal/external Auditing

Recommendation..........…..………………………………13

3.3 ASPIRE Secretariat's

Recommendation.............……………………………………...13

PDAFF SIME-ANNUAL REPORT 2017 III

3.4 PDAFF's Recommendation on Service

Providers.....…………………………………13

IV. Fiduciary Achievements and Issue

………………………...…………………………......…..14

4.1 Financial Status and

Achievements............................................………………...……14

4.2 Procurement Status and

Achievements..........…............……………………...………14

V. Implementation Challenges and

Issues……..…………………………………………………15

5.1 Issues/Challenges and

Solutions................................................…………………...…15

5.2 Risks and Actions/

Mitigation.........................…............………………………...……16

VI. Programme

Outcome.........................……..……………………………………………….…16

6.1 Short-term

Outcome..................................................................………………………16

6.2 Medium and long-term

Outcome..................…............………………………………16

6.3 PPP and Contracting Out Achievements and

Issues.....………………………………16

VII. Lessons Learned, Conclusions and

Recommendations...............……………………………17

7.1 Lessons

Learned........................................................................………………………17

PDAFF SIME-ANNUAL REPORT 2017 IV

7.2 Conclusions

..................................................…............………………………………17

7.3

Recommendations.....………………………....................................................………18

VIII. The Plan for Next Semester of

2017.........................................………………………….…18

ANNEXES..........................................................................................................................23

ABBREVIATIONS AND ACRONYMS

ASDP Agriculture Strategic Development Plan

AWPB Annual Work Plan and Budget

BSP Budget Strategic Plan

DAF Department of Account and Finance

DAO District Agriculture Office

DB Department of Budget

DPS Department of Planning and Statistics

CARDI Cambodian Agriculture Research and Development Institution

CEC Consultant Evaluation Committee

CEW Commune Extension Worker

CDP Commune Development Plan

CIP Commune Investment Program

DEAG District Extension Advisory Group

ERAB Extension and Research Advisory Board

FNA Farmer Need Assessment

FFLN Farmer to Farmer Learning Network

FO Farmer Organizations

GDB General Department of Budget

GESS Grants for Extension Services to Smallholders

IFAD International Fund for Agricultural Development

MAFF-PSU Ministry of Agriculture, Forestry and Fisheries-Project Support Unit

MEF Ministry of Economy and Finance

MoI Ministry of Interior

MTR Mid-Term Review

NP-SNDD National Programme for Sub-national Democratic Development

NCDD National Committee for the Management of D&D

NSDP National Strategic Development Programme

OMCII Office for Multilateral Cooperation II

PBC Planning and Budgeting Committee (Commune)

PDAFF SIME-ANNUAL REPORT 2017 V

PDA Provincial Department of Agriculture

PBA Program Based Approach

RUA Royal University of Agriculture

PBA Program Based Approach

PB Program and budgeting

PADS Provincial Agriculture Development Strategy

PASDP Provincial Agriculture Strategic Development Plan

PEAG Provincial Extension Advisory Group

PPP Public-Private Partnerships

PSC Program Steering Committee

PRC Provincial Review Committee

SNEC Supreme National Economic Council

SLG Smallholder Learning Groups

SICRG Specific Investment Climate Resilience Grant

RIMS Results and Impact Management System

VAHW Village Animal Health Worker

VEW Village Extension Worker

VRA Vulnerability Reduction Analysis

WCFP Women and Children Focal Point

- 6 -

Executive summary

The PDAFFs Kampong Chhnang is part of 5 provinces of ASPIRE have designed to work for

component 3 of the program. The component has a role in achieving effective extension

services. Sub-program service will be piloted its technique in line with MAFF program

budgeting framework and grant to test innovation strategy for extension and support extension

campaign through mass media broadcasting.

This report is for 6 months from January to June 2017 will focus on comment 3 “Extension

service” implemented by Kampong Chhnang PDAFF. The Annual Work Plan and Budget 2017

is involvement with 5 outputs such as Provincial Agricultural Strategic Development Plan

(2016-2020) and Provincial Budget Strategic Plan (2018-2020) has been finalized and

published. The PDAFF KCH nominate 24 staffs (5F) to implement the ASPIRE at district level

and also recruited 12 (4F) of Contract staff with new 27 (18) of CEWs through staff capacity

building and trainings were also delivered and built to 75 staffs (F:22) including PDAFF, DAO,

district contracted staffs, and CEWs in relation to subject areas of Programme introduction,

Group Formation Guideline/FNA, ASPIRE Financial Procedures, Programme Budgeting &

P3-4/M1-2 Forms, Guideline Support 2nd-Year SLG, Agriculture Extension Methodology,

Agriculture technique and Adult Learning.

Based upon above achievements, there are 3,372 households (2,402 F) within 126 target

villages of 36 communes in 6 districts benefited directly from above stated main activities

which have been carried out. Furthermore, there are 1,598 farmers (1,204 F) accessing

facilitated advisory services of crops/livestock from PDAFF/DAO staffs, CEWs, Input

suppliers and AC. As result 20 demonstration farmers on-going chicken raising activity have

passing their chick to other member of SLG 2016 as interest and already chicken house

preparation follow the group spirit.

Though the achievement has been made progresses remarkably, ASPIRE Provincial Sub-

Programme of PDAFF-KCH found that the implementation of AWPB 2017 has faced two main

challenges to be solved such; 12 newly-recruited CEWs have not been offered the motorbikes

yet for their daily task performance in their commune and ii) Lack of technical support from

DAE field visit on SLG formulation and Farmer Field School process to feedback and improve

the DAO or FFS Trainer on time for first six months of 2017.

With output 3.5: We have cooperate and coordinate with component 4 to support 3 of 6 target

districts to reduce climate risk by support climate resilience infrastructure through grant

funding in line with district climate resilience strategy and priority project of CIP 2017.

For this period, the budget actually has been expensed in total amount of US$ 123,407.72

(17%) as compared with annual budget of US$ 698,486.00 as of 30th June, 2017. It is concluded

that physical progresses have been made 38% as compared to AWPB 2017 of ASPIRE

Provincial Sub-Programme of PDAFF-KCH. It is expected the implementation of AWPB 2017

could be completed as planned schedule.

In responses to above addressed main challenges, PDAFF/ASPIRE proposed two main

suggestions to be dealt with such: 1. It is suggested that ASPIRE Secretariat had better

accelerate the execution of motorbike procurement plan and provide CEWs the motorbikes for

their daily task performance to prevent CEWs from resigning his/her current position. 2. It is

- 7 -

Suggest to DAE should conduct field visit and provide technical advice and recommendation

during SLG formulation and FFS process to improve DAO and track change on time.

I. INTRODUCTION

1.1 Profile of the Province

Kampong Chhnang Province is located in the central part of the Kingdom and to the north-east

of Phnom Penh City, 25 provinces/city of Cambodia. It is situated on the banks of the Tonle

Sap River. Kampong Chhnang Province is 91Km far from Phnom Penh City on the national

road number 5, by the river 100 Km ((Phnom Penh-Kampong Chhnang 91Km) and railway

73Km from Phnom Penh. It also have one airport that opportunity to operate airline as well.

Neighboring provinces are (from north clockwise) Kampong Thom, to the west Kampong

Cham, to the south Kandal and Kampong Speu and to the east Pursat. The Province is

subdivided into one municipality and 7 districts and are further subdivided into 4 Sangkat and

66 communes and 569 villages.

Kampong Chhnang has total land area 552,100 Hectares including agricultural land 180,926

Hectares (Up Field, depth water field, dry rice field and fruit crop) total population 529,890

person with 79.3% are farmer product major occupation as cultivation, animal raising and agri-

handicraft.

The Kampong Chhnang land subdivided into 3 area: (1) Low land area: The land are flooded

in wet season with more alluvial soil along Tonle Sap river as potential and opportunity on

Target District 2017

https://en.wikipedia.org/wiki/Kampong_Cham_Province


https://en.wikipedia.org/wiki/Kampong_Speu_Province

https://en.wikipedia.org/wiki/Pursat

- 8 -

crop production, Vegetable, Farm, dry rice and fisheries as the area neighboring with Kampong

Thom and Kampong Cham Province. (2) Plain area: The land are more population density than

other, most of the citizen receiving social service than other area with economic potential rice

cultivation depend on rain harvesting and Irrigation system, active administration service,

economic and social affair. This area allocated between railway and national road No 5. (2)

Hill or Plateau area: the area to the east of railway near Kampong Speu and Pursat Province

potential on rice cultivation, under forest harvesting and wide-life. Two district: Kampong

Leaeng and Chol Kiri district along on low land Tonle Sap river area have 14 communes is

north of Kampong Chhnang Town. The most communes of Kampong Chhnang are along

national road No 5 easy to receive the social service, marketing, economic and social affair.

Agriculture sector development are major priority to growth up nation economic get

achievement and agriculture product to improvement farmer’s livelihoods. Agriculture sector

development not improve this sector for earn food security and livelihoods improvement as

encourage management and natural conservation enhancemend more social benefits for

sustainability and nation economic growth.

.


Agriculture Service Program for Innovation, Resilience and Extension (ASPIRE) is a program

emerging from co-perception of Khmer and International Experts aimed at making the country

broad effective extension policy that effects small scale farmers getting profitable and resilient

farm business. This program is funded from two sources – International Fund for Agriculture

Development (IFAD) and contribution fund from Royal Government of Cambodia (RGC).

Additionally, the program will receive fund from other funding agencies and NGOs. This

program intents to address the following issues and challenges:

1. Make a change from household consumption farming to farming linked its product

to market with the increase of profit for daily live.

2. Promote smallholder farmers’ business with suitable profit “one farmer on seller”

3. Gender equality

4. Minimize of climate change issue/challenges

ASPIRE works based on financial agreement between RGC and IFAD signed on

March, 2015. This program will be ended within 7 years started from March 2015 to 2021 with

the available fund:

1. RGC fund : 11.5 million dollar

2. IFAD fund : 41.1 million dollar

Total : 52.6 million dollar

ASPRE which is led by the Ministry of Agriculture, Forestry and Fisheries, implemented

through RGC reform with participation of external concerned stakeholders. RGC institutions

joined in the program such as Supreme National Economic Council (SNEC), the National

Committee for Sub-National Democratic Development Secretariat (NCDDS), and the Ministry

of Economy and Finance (MEF) at national level and Province, District and commune

administrations as well as the Provincial Departments of Agriculture Forestry and Fishery

(PDAFF), private sectors, academic institution, NGOs and farmer organization at sub-national

level. And then farmers themselves are the key concerned people in this program.

In 2017, ASPIRE Provincial Sub-Programme of PDAFF-Kampong Chhnang has been

allocated the budget in total amount of USD 698,486.00 for the implementation of AWPB 2017

in which mainly focused on (i) Performance Based Grants to Provincial Sub Programme under

PBA, ii) Provincial Sub-Programme Support, and iii) PDAFF KCH. The timeline of 2017


- 9 -

AWPB execution would be taken place within 12 month implementation periods, starting from

1st January - 31st December, 2017 due.

PDAFF of target provinces led by PDAFF director (who is so-called by the program as

provincial sub-program director) is responsible for implementing and managing of provincial

sub-program component 3 “Extension Service” is to improve extension services.

II. IMPLEMENTATION PROGRESS (Achievements)



Outcome 3: At least 120,000 smallholders have improved and resilient farm businesses as a

result of integrated, demand led extension services and investments in climate resilient

infrastructure.


1. Grants for Extension Services to Smallholders (GESS)

Performance Based Grants to Provincial Sub Programme under PBA

Small holder Learning Group formation

a). 126 Small holder

Learning Group

formation and FNA

3150 farmers in 126

SLG has formed and

FNA completed in

126 villages, 36

communes, 6

districts.

SLG formed for 126 Groups, 126 villages at

36 communes of 6 target districts which

steps in formation of the SLG are:

1).Village Meeting in the purpose of the

meeting is to explain about the SLG

program and make clear that the only benefit

farmers will get from joining the group will

be training and wealth ranking analysis have

8,870HHs (F = 2,950HHs) attended.

- 10 -

2). Household visits. The next step is to visit

the house of each famer who has

volunteered to join the group. The facilitator

collects some basic information about the

household, the amount of agriculture land,

and livelihood activities have 4,881HHs (F

= 3,377HHs) attended.

3). Final selection. If there are more than 25-

30 farmers who want to join the SLG, the

first priority should be for farmers who have

ID-Poor cards. Priority should also be given

to farmers who have good capacity and

commitment. The 126SLGs have 3,372

members with 2,402 women and then the

election of Group Leaders group has been

elected a three person committee of whom

at least one person must be a woman. FNA

have topics is a high priority such as 40 rice,

3 pig, 123 chicken and 86 vegetable.

Completed: 100%

b).Promote Agriculture production and Promote animal health and animal product

b.1. Farmer Field School

for first year

126 Farmer Field

school has run in 18

weeks

39 Farmer Field school have been run in

18 communes of 3 target districts with

1014 people (608F) are participated in 1st

week. Completed: 0.02%

b.2. Intervention second year to SLG

Local Assessments of

market Demand

12 communes of

ASPIRE has

completed for 5 step

in field.

- 24 of DAO and CEW orientation on

guideline of second year SLG intervention

for today at PDAFF.

- 72 sellers of 8 markets in 12 communes for

Rolea Bíer, Sameakki Meanchey and Teuk

Phos district has conducted farmers

interviewed on market demand and has

completed the data analysis.

- 5 group of SLG 2016 has reflected the

result of market assessment and form to

producer group. Completed: 50%

Demo/study

visit/learning plot

72 SLG has to

support on Demo

/study visit

In Plan

b.3. Natural Disaster

Relief (5% of total

group)

10 SLGs has support In Plan

c). Small holder network

(F2F inside & outside

province)

12 communes of

farmers have

exchange and share

their experience.

The ASPIRE had developed guideline

already in 5th Technical Meeting by agreed

between provincial and national level.

Completed: 5%

- 11 -

d).Contracting out with

service provider (500

HHs) (included Taxes

01 Contracting Out

has been selected.

PDAFF has been EOI firm evaluation, get

NoL from IFAD for invitation NGO to

submit the Standard For Request Proposal

Completed: 10%

Contracting out with

service provider (Carried

over 2016,

included Taxes)

01 Contracting Out

has been selected

and run activities for

2016

The Contracting Out arrangements are still

in progress with 45HHs rice seed producer

group and benefits from this activity up to

500 HHs at Taing Krasang Commune,

Teuk Phos district Completed: 80%

e). Public Private

Partership (1000HHs)

01 Public Private

Partership has

selected.

PDAFF ASPIRE had invited the two

company to discussion on PPP activity to

share cost 50% - 50%. With this matter on

company namely Lim Bunheng Trading

Co., Ltd interest with Fertilizer use

technique and farming for high yield

product to the farmer. Completed: 20%

f).Finalise Provincial

Agricultural Strategic

Development Plan (2016-

2020)

Provincial

Agricultural Strategic

Development Plan

(2016-2020) has

developed.

Final Reviewed and comment from DPS by

integrated Forestry and Fisheries sector and

will print it out. Completed: 100%

f.1. Printing PASDP 200 books of

PASDP has print out

200 books have procurement process to

print. Completed: 10%

g).Provincial Budget

Strategic Plan (2018-

2020)

Provincial Budget

Strategic Plan (2018-

2020) has developed

One PBSP have been developed and

published. The PBSP also disseminated by

53 (12F) participants attended. Completed:

100%

h).Provincial Programme

Budgeting 2018

8 districts has

develop Provincial

Programme

Budgeting 2018

In Plan

i). Instutitional strengthening and capacity

building

i.1. Capacity Bulding to

PDAFF/district staffs (P3

& P4)

1 training session of

PDAFF/ 6 district

staffs has completed

on (P3 & P4)

The 65 (12F) from District target and

PDAFF staff had trained on P3 and P4 3days

facilitated by DPS and PDAFF’s staff.

Completed: 100%

i.2. Capacity Bulding to

PDAFF/DOA on Form

M, E and DP indicators

1 training session of

PDAFF/DOA has

completed on Form

M, E and DP

indicators

In Plan

i.3. Programme

management

(Planing/Finance) to

district staffs

24 district staffs have

capacities building on

Planning /Finance.

The 48 (15F) from District target and CEWs

had trained on financial procedure and

management (Advance and Settlement)

2days facilitated by Advisor and PDAFF’s

staff. Completed: 100%

i.4.Partership inputsSupplies/service

provider (NGOs/ACs/Private sector…..)

- 12 -

-Mapping/inventory list Inventory list of

service providerin the

province has

completed.

The service provider and potential service

provider on the process to collect and data

entry not finalize yet. Completed: 10%

-District Forum 1day 6 districts of ASPIRE

target has conducted

forum 1 day.

In Plan

-Capacity building to

partners

1 training course to

partner has done.

In Plan

- Capacity building ACs

based on result district

forum

1 training course has

train to leader and

member of ACs in

target district has

conducted

In Plan

J) Cash Crop Nurseries N/A N/A

2. Provincial Sub-Programmes Support

b) Contract Staff

recruitment

12 Contract District

Staff were selected.

The recruitment contract staff process

follow 3 step: (1) shortlist: 26 (11F)

candidate among 54 (28F) Candidate apply.

(2) Writing test and (3) Interview: as the

result PDAFF selected FFS Trainer 12 (4F)

for working with district team by 2 person

per each target district.

Completed: 100%

c) Provicial Monthly

meeting

12 time of PDAFF

has Monthly

Meeting.

Organizing regularly meeting agreed on

each 24 or 26th end of the month to discuss

both on urgent issues, progress and

challenges for the implementation and work

plan for next month by 23 (5F) participants

attended. Completed: 42%

d) Districts monthly

meeting

12 time of DAO has

Monthly Meeting.

Organizing regularly meeting agreed on

each 20th or after date end of the month to

discuss both on urgent issues, progress and

challenges for the implementation and work

plan by 99 (29F) participants attended.

Completed: 35%

e). Capacity building to

district staffs

4 course of training

for 24 DAO staffs

have completed the

training course.

o 36 CEWs (9F) has conducted the

capacity building course on SLG group

formation and FNA 2 days facilitated by

Advisor and PDAFF’s staff.

o 24 DAO staffs (7F) has conducted the

capacity building course on farmer’s

protocol and FFS process 2days

facilitated by Advisor and PDAFF’s

staff.

o 36 DAO staffs (9F) has conducted the

capacity building course technical on of

animal, vegetable and rice production in

3 days/topic facilitated PDAFF’s staff.

Completed: 75%

- 13 -

e1. Staff Apprasal

Perfomance


for 43 PDAFF/ DAO

staffs have completed

the training course.

In Plan

f). Capacity building on

Agri-technical to new

CEWs


for 24 CEW have

completed the

training course.


capacity building course on SLG group

formation and FNA 1 day facilitated by



capacity building course technical on of

animal, production in 3 days/topic

facilitated by PDAFF’s staff.

Completed: 50%

f.1. Refresher training on

Agri-technical to

Dist./CEWs


for 24 DAO staffs

and CEWs have

completed the

training course.

o 21 DAO staffs and CEWs (9F) has

conducted training on farmer’s protocol

and FFS process 2days facilitated by


o 21 DAO staffs and CEWs (9F) has

conducted training on agriculture

technique 3days facilitated by PDAFF’s

staff.

Completed: 100%

g). Training to new

district staffs and CEWs

IRR Intervention


for DAO and CEWs

In Plan

h). IRR data collection 198 SLG has

completed IRR

In Plan

i).Capacity building MIS In Plan

3. Equipment for PDAFF and DAO

1. Motorcycle for DAO

government staff

18 Motorbike were

procured

In Plan

2. Desk-Computer for

DAO

6 Desk-Computer

were procured

In Plan

3. Multi-Printer for

PDAFF and DAO

6 Multi-Printer for

DAO and one for

PDAFF were

procured

In Plan

4. Table, Chair and File

Cabinet

- 6 Tables, 6 Chairs

and 6 File Cabinet for

DAO.

- 3 File Cabinet for

PDAFF

PDAFF KCH had procured the 6 Tables, 6

Chairs and 9 File Cabinets and delivery to

District Agriculture Office by each per

items. Completed: 100%

4. Equipment for CEWs

1. PDAFF, DAO and

CEWs Mobile tablet

39 Mobile tablet

were procured

In Plan

2. Motorcycle for new

CEWs selected in 2017

12 Motorbike were

procured

In Plan

3. Motorcycle for DAOs

and CEWs carried Over

from 2016

14 Motorbike were

procured

PDAFF KCH received 14 Motorcycles from

ASPIRE Secretariat and delivery to 12

CEWs and 2 DAO Chief.

- 14 -

Completed: 100%


Within this reporting period, there are 3,372 households (2,402 F) through Farmer Field School

process and demonstration, benefited from improved climate resilient agricultural

technologies. there are 1,598 farmers (1,204 F) accessing facilitated advisory services of

crops/livestock from PDAFF/DAO staffs, CEWs, input suppliers & AC And as result 20

demonstration farmers on-going chicken raising activity have passing their chick to other

member of SLG 2016 as interest and already chicken house preparation follow the group spirit.

2.3 Achievements on Unprogrammed Activities and Outputs

The Review of Project Performance and Annual Country Portfolio and the attainment of

the COSOP held at Preah Sihanouk province with 2 (1F) of PDAFF Kampong Chhnang

participants for 3days on 24-26 January 2017.

The fourth technical meeting of ASPIRE Programme held at Kampong Cham province

with 7 (3F) of PDAFF Kampong Chhnang participants for 3days on 30 January -2 February

2017.

The fifth technical meeting of ASPIRE Programme held at Steng Treng province with 6

(3F) of PDAFF Kampong Chhnang participants for 3days on 14-16 March 2017.

The Training of Trainer (TOT) on Farmers Need Assessment held at Battambang province

with 16 (2F) participants for 3days on 18-21 April 2017 and Pursat with 3 (2F) participants

for 3days on 24-26 April 2017.

The Training Workshop on Budget Strategic Plan (BSP) 2018-2020 & Programme

Budgeting 2018 held at Siem Reap province with 6 (3F) participants for 3days on 26-28

April 2017.

The Review guideline SLG 2nd Year Intervention held at Tenle Basac II, Phnom Penh with

4 (1F) participants for 1days on 04 May 2017.

The Training of Trainer (TOT) on Farmer Field School held at Battambang province with

15 (3F) participants for 4days on 9-12 May 2017 and Pursat with 3 (2F) participants for

4days on 23-26 May 2017.

The Kick Off meeting with IFAD and National Secretariat on Implementation Support

Mission held at MAFF, Phnom Penh with 3 (0F) participants for 2days on 15-16 May 2017.

Accompany ISM/IFAD and National Secretariat on filed visit for Implementation Support

at Kampong Tralach, Rolea Bíer and Teuk Phos district with 6 (2F) participants for 2days

on 20-21 May 2017.

The Wrap up meeting with IFAD and National Secretariat on Implementation Support

Mission held at Tenle Basac II, Phnom Penh with 5 (1F) participants for 1day on 25 May

2017.

The technical training on Agriculture Extension Methodology held at Kampong Cham

province with 27 (18F) of CEWs Kampong Chhnang participants for 10days on 06-15 June

2017.

The Review and management meeting to response IFAD Implementation Support Mission

held at Tenle Basac II, Phnom Penh with 5 (1F) participants for 2days on 8-9 June 2017.

The technical training on Adult learning held at Tenle Basac II, Phnom Penh with 14 (4F)

of Contract DAO Staff participants for 2days on 12-13 June 2017.

The Review and management meeting to response IFAD recommendation update held at

ASPIRE Secretariat of MAFF, Phnom Penh with 2 (0F) participants for 1day on 29 June

2017.

III. FOLLOW UP ACTION


- 15 -


Key target 3.1 – Provincial Sub-Programs (P4 forms) reflect the full scope of GESS

financed activities planned for 2018 (10 provinces)

1. DPS, in discussion with GDA and PSU, should issue

guidance to PDAFF in the five pilot and five PADEE

provinces on preparation of sub-programmes (P4 forms)

to reflect all proposed financing and activities of sub-

component 3.1 under PDAFF responsibility in 2018.

The guidance should be in the form of a written

instruction but should be supported either by a workshop

or by adviser visits to each PDAFF to clarify. Guidance

should include: (i) outreach targets consistent with

achieving the overall outreach target of ASPIRE by

2021; (ii) eligible types of activity/expenditure to be

included, consistent with the PIM and recommendations

of this Mission Report; (iii) sub-program indicators; and

(iv) performance targets.

2. PDAFF should prepare sub-programmes based on this

guidance and reflecting to the extent possible PASDP

priorities and identified market opportunities.

3. The 2018 AWPB should consolidate, and where

necessary, add detail to, the activities described in the

P4 forms. However, the AWPB process should not

result in substantive changes to Component 3.1

activities planned through the sub-program planning

process.

September 2017 1- (1) Draft Guideline in June (2)

meeting with GDA and Sec. in

first week of June. (3) DPS will

send their staff and advisor to

support P4 Form (Guideline

was final drafted and will be

oriented to each province by

July)

2- Each province prepare P4 form

and send to DPS for

consolidate.

3- AWPB shall be aligned with P4

form

Key target 3.2 - Planning Process and GESS Allocation Formula Strengthened

1. By September 2017, DPS should consider further

development of the GESS allocation formula for use

for the 2019 and future allocations, including: (i) an

increasing share of the allocation should be based on

need, primarily the number of farmers in the province,

with a corresponding reduction in the equal-share

component; (ii) the number of ID-Poor actually reached

by extension activities, not the proportion of ID-Poor in

the population, should be considered as a performance

indicator (i.e. number of ID-Poor reached by extension

activities in 2017 should be a performance indicator for

the 2019 allocation); and (iii) the indicator currently

included and described as “IRR” is not very meaningful

and should be replaced by an indicator better reflecting

PDA performance in achieving strategic results.

2. In November 2017, DPS should include in the 2018

AWPB provision for a review of PASDP process

including assessment of the plans already prepared, in

preparation for roll-out of the PASDP in 2019.

September – November 2017 1- DPS will prepare GESS

allocation formula in Septe.

Without IRR indicator.

2- Will integrate in AWPB 2018

- 16 -

Key target 3.3 – Range of modalities for providing extension services to farmers under

provincial sub-programmes expanded

1. Immediate: GDA will appoint a national

counterpart to the PPP and Contracting Out TA;

2. By June 2017: GDA to improve the SLG support

approach and guidelines by integrating the following

aspects: a. identification of existing farmers’ cooperatives and

groups and assessment of services needs;

b. climate related constraints and possible solutions

such as: crop association/diversification, smart

agriculture and SLM practices. Link with

component 4 investments, innovation grants and

Sustainable Land Management (SLM) practices

identified by CAES under WOCAT where relevant.

In line with recommendations made under

component 4, District Vulnerability Assessment

(VRA) findings will be included into the Farmer

Needs Assessment process, communes investment

in infrastructures will focus on farmers’ needs and

support agricultural production (water related

infrastructures);

c. broad list of productions/commodities that can be

supported based on local agro-ecological potential

and marketing opportunities;

d. Facilitation of access to inputs by creating linkages

with input suppliers, mobilising PPP mechanism

where relevant. Include facilitation to access

production credit. Clearly state that FFS budget

allocation is for demonstration and training

purpose, not for supplying inputs to SLG members;

e. Identification of extension service providers that

can be associated in the group support process,

mobilising resources through contracting out where

relevant. In the identification, include lead farmers

and farmers organisations within the

commune/district to promote farmers to farmers

knowledge sharing, through cross-visits and

farmers’ led demonstrations

f. Market assessment to be wider than commune and

district level. Include assessment of current and

previous farmers’ experiences in market oriented

production, as well as potential for up-scaling to

commercial level. Adopt more dynamic process for

facilitating market linkages, building on the cluster

approach implemented by PDAFFs under PADEE;

g. Include a specific support approach for women and

for farmers with production constraints (land,

labour, capital/indebtedness, and

June – October 2017 1- GDA nominate (Dr. Lee Renato

will discussed with output

consultant to prepare the work

plan and request counterpart)

2- GDA to improve Approach &

Guideline for support SLG៖ (1)

GDA review the

recommendation (2) Improve

guideline on (FNA, FFS and

SLG Guideline) by updating (3)

Meeting review and validation

on guideline in July. H.E recommendation:

GDA improve all documents by

June and Provincial will prepare

timeline by using recommend

ISM from a-h by early July.

Encourage in private sector to

involve and support service and

marketing

- 17 -

knowledge/literacy) by including options requiring

no or little land area, labour and/or investment and

with short production cycle. Build up on lessons

from PADFFs in PADEE provinces on groups

supported by Ministry of Women Affairs (non-land

based activities) as well as TSSD on chicken

production

h. Strengthen role of PDAFF/DAO staff to focus on

assessment, facilitation, coordination and

monitoring.

3. By June 2017, finalize PPP and contracting out

guidelines (in a joint, coherent document) and

disseminate them to PDAFFs, with provisions for

pooling of resources and synergies of the whole range

of potential service providers. PPPs arrangements

should be combined with other mechanisms to

increase synergies with multiple stakeholders under a

more flexible approach. Formal partnership

agreements should specify criteria to assess efficiency

and performance of the service provided, as well as the

role of PDAFF and DAO. Current difficulties with

contracting out procurement (see above) will be

addressed, possibly for example through multi-annual

contracts. Additionally, GDA will revise the TOR and

extend the PPP TA contract, with a view to deliver a

ToT for PDAFFs to help implementing the guidelines.

4. From June 2017: GDA to inform PDAFFs to

provide instructions to field staff and CEWs so that all

FFS demonstration activities include keeping a daily

log-book of farmer own-labour inputs;

5. By July 2017: GDA will discuss cooperation

modalities with SNV to upscale cluster based planning

process at PDAFFs level in PADEE as well as in

ASPIRE area and to build provincial capacities

accordingly. GDA and SNV will discuss and agree on

possible contracting options for review by the MTR

mission, including an action plan for SNV to support

provincial planning through coaching and hands-on

training;

6. By July 2017: GDA/PDAFF to roll out revised SLG

guidelines;

7. By July 2017: Commodity Outlook Market Study

to start, based on approved TOR and procurement

process to be launched immediately and fast-tracked;

8. By October 2017, GDA will disseminate F2F

guidelines (prepared under Component 2) to PDAFF,

DAO, CEWs, demonstration farmers and farmers’

cooperatives and networks. PDAFF will select priority

areas to promote F2F networking and will start

3- PPP and Contracting-out

Guideline will be finalized by the

end of June. The consultant shall

complete all inputs stated in the

contract and will be discuss the

extend contract during the MTR

in September. Orientation on

guideline in early July. (Mr.

Chhay Kong Kruy follow up)

4- Done but record the farmer

labour themselves (end July)

5- Invited technical staff of GDA

(Dr. Som Lun and Mr. Mean

Chetana) for discussion on

schedule field visit of Cluster in

PADEE &ASPIRE to

strengthening PDAFF staff

capacity building (Update

Cluster Guideline)

6- GDA to improve documents by

June and each province using

recommend ISM from a-h by

early July.

7- Under shortlisting and the

process would be completed by

- 18 -

promoting F2F exchanges in selected areas with

assistance from DAO and CEWs.

November 2017. (EOIE for Shortlisting to IFAD NOL by

July)

8- GDA will conduct training on

F2F Guideline to PDAFF,

DAO, CEWs by October and

finalize the by October.


The Project should strengthen controls over the documentation of its vouchers and

transactions recorded in the general ledger in order to reduce errors as well as to improve the

efficiency of the accounting works.

The PDAFF Management’s response: The management agrees with recommendation

and will improvement by implement it accordingly. The PDAFF Kampong Chhnang have

implement and improve since January 2017.


N/A

3.4 PDAFF’s Recommendations on Service Providers

SOFDEC (Implement the Contracting Out 2016) should be to increase number of rice

seed users’ beneficiaries from 450 persons to 455 persons (to be selected in July of contract

period) by select beneficiaries from Agriculture Cooperative in dry reason area.

After contract expire SOFDEC should encourage and continue to support seed producer

group to market-linkage.

IV. FIDUCIARY ACHIEVEMENTS AND ISSUES


Sub-program 3 implemented by PDAFF, up to end of June 2017, has spent up to 123, 408.72

$USD which is equal 17% as compared 2017 annual allocation. The total allocation is 698,486

$USD. Please see it in table 1 below for detail:

Table 1: Budget Summary

Item Description Approved

budget 2017

Expenses Balance

%

Expenses

Other

Consultancies

-

- -

Goods, Services and

inputs

105,120.00 32,623.70

72,496.30 31%

Grants and Subsidies

419,038.00 43,738.00

375,300.00 10.4%

- 19 -

Training/Workshop

58,608.00 15,113.05

43,494.95 25.8%

Operations

115,720.00 31,933.97

83,786.03 27.6%

TOTAL

698,486.00 123,408.72

575,077.28 17%

Table 2: Finance status

Description

Finance status

Total

RGC

LOAN

GRANT

- 2017 allocation

$ 698,486.00 $ 168,602.00 $ 410,816.00 $ 119,068.00

Accumulative expenditure

year to date

$ 123,421.78

$ 41,920.48

$ 51,871.23

$ 29,630.07

Percentage of expenditure 17 % 25 % 13 % 25%

Balance $ 575,064.22

$ 126,681.52

$ 358,944.77

$ 89,437.93

4.2 Procurement status and Achievements

Sub-program implemented by KCH PDAFF, till end of June 2017, by using procurement

committees that are responsible for managing and operation all provincial procurement

activities. The three committees include Procurement Review Committee (PRC), Consultant

Evaluation Committee (CEC), and Bid Evaluation Committee (BEC). Table below shows the

procurement status, The PDAFF implementation as 1. Equipment (6 chairs 6 tables and 7 file

cabinets), 2. Negotiation meeting with Lim Bunheng Trading Co., Ltd. 3. Step 2 of contracting

out activity process with Ponleur Komar, Local NGO for Standard Request for Proposal

(SRFP):

Table 3: procurement status of goods

Item Description Unit Qty. Unit cost Total Status

Furniture (6 Tables, 6 chairs and

9 file cabinets)

LS 1 $5,907.00 $5,907.00 Done

Publish PASDP book book 200 $ 10.00 $2,0 00.00 On process

Total $7,907 0.00

Table 4: procurement status of Service

Service procurement status Total Status

Contracting Out (2 Rice Seed

producer group and 2 poultry

production group)

$58,000.00 SRFP with Ponleur Komar, NGO

Public Private Partnership joint

agreement with Nitrogen Chemical

and Fertilizer Cambodia Ltd

$5,000.00 On process

Total $63,000 0.00

- 20 -

V. IMPLEMENTATION CHALLENGES AND RISKS

5.1 Issue/Challenges and Solutions

No Description of Issue/challenges Action/Solutions taken/proposed

1

Some DAO officers and CEWs not received

the Motorcycle yet. They suggest fuel cost

to support their field implementation by

using their own motor.

Suggest to secretariat of ASPIRE accelerate

to purchase and delivery Motorcycle and

advice as they suggestion fuel cost using

2

The First Village meeting for SLG group

formation 6 villages has been replacing due

the villager not interest and participant as

invited.

The DAO and CEWs team have meeting

with commune council for replacement

target villages.

3 Lack of resource person (PME&MIS

Advisor) for 7 months ago after the previous

one pass away.

Suggest to secretariat of ASPIRE accelerate

to recruit PME &MIS for support PDAFF on

time.

4 Lack of technical support from DAE on

SLG formulation and FFS process.

Suggest to DAE should conduct field visit

and provide technical advice and

recommendation during SLG formulation

and FFS process.

5 The 30 SLG member at Peam commune

Sameakki Chey district are deleted from

group after DAO group formation and

interview on SLG database.

DAO support staff and CEW review the SLG

list for Thumbprint some of them are

doubled as wife and husband before finalize

and send to PDAFF.

6 Lacking of computers and printers at target

districts of ASPIRE.

- DAO support staffs use personal computer

and printer at their respective target district.

- Suggest to ASPIRE Sec. to release the set

of computers and printers ASAP.

5.2 Risks and Action/Mitigation

No Description of Typical Risks Actions/Mitigating to those Risks

1

The 45 farmers involving with rice seed

production that number was lower than

plan by 5 farmers of Contracting out

Service

SOFDEC as service provider to fulfill the

total beneficiaries as plan, to increase the

number of farmers who will receive rice

seeds for improve their product.

2 Contracting out activity leading to

provide contract to external implementer

for rice purification for sell might be

implemented across the year 2017-2018

due to the procurement is complicated

and taking a long time.

Speed up procurement process and Rice

seed production activity is seasonally

implemented and it relates to the types of

rice varieties to be used. In order to have to

smooth and effective implementation the

rice seed producer group shall have

sufficient time to prepare local farmers.

VI. PROGRAMME OUTCOME:

- 21 -


Based on the results of FFS/field demonstration and direct observation from field missions

and monitoring visits, it found and evidenced as follows:

55% of total SLG members as demonstration farmers in 2016 adopted and continued

disseminating what they have learnt and gained from improved climate resilient

agricultural technologies to at least 5 or 10 grass-root people next door and to

improvement of the rice, vegetable, and animal production.

As result 20 demonstration farmers on-going chicken raising activity have passing their

chick to other member of SLG 2016 as interest and already chicken house preparation

follow the group spirit.

During this reporting period, there are 1,598 farmers (1,204 F) accessing facilitated

advisory services of crops/livestock from PDAFF/DAO staffs, CEWs, Input suppliers

and Agriculture Cooperative.

6.2 Medium/late outcomes

As observed, 90 demonstration farmers (on-going Pig, chicken raising activity and

some of Vegetable activities) of SLG 2016 within 12 target communes have continued

and adopted the improved climate resilient chicken raising techniques towards to

resilient farm business (or commercial activity).

A CEWs working for ASPIRE Provincial Sub-programme of PDAFF-KCH have

recently been elected as a commune council member of the fourth mandate commune

council. Then, it is expected that climate resilient agricultural techniques of ASPIRE

will be mainstreamed and integrated into CDP/CIP.


The rice seed producer groups and implement rice seed production: SOFDEC had organized 2

groups of farmer seed producers consisting 45 members in 4 target villages of Taing Krasaing

commune, Teuk Phos district, Kampong Chhnang province. SOFDEC had provided training

courses on rice seed production, theory and practices and also provided 245 kg of CAR15 and

Chulsa rice varieties to all 45 farmers for using in the mater. In addition, technical staff

conducted monitoring from seedling to reproductive stages and at each stage, staff had coached

and practiced with farmers especially removing off-types to ensure the good quality seeds for

distribution to other farmers. In general, off-type removing was done by all farmers.

The Project implementation almost overlapped with the rice growing season of target farmers.

That was the big challenge in selecting project farmers and conducting training course. On the

other hand, in rice seed production project it requires farmers to establish the crop by

transplanting. Due to lack of labors, more farmers cannot apply the technique (transplanting)

so that SOFDEC allowed farmers to change from transplanting to direct seeding by drum-

seeder, resulting in the increase of seed use by 2 folds (from 120kg to 245 kg). The target areas

for rice seed production was changed from Tuol Khpus to Taing Krasaing commune. That has

implicated on the budget plan; selection of farmers Producer (seed producers), training course,

and monitoring etc.

VII. LESSONS LEARN, CONCLUSION AND RECOMMENDATIONS

7.1 Lessons Learned


- 22 -

1 Harmonized Work Plan: there are observed overlapped schedule of activities implementation

(meetings, workshops and training capacity building) with other components (ASPIRE secretariat

and GDA, DAE). Particularly PDAFF, DAO and CEW during implementation of field activities

included FFS, SLG formation, and FNA assessment and caused of delay some field activities. It

is request to send this training plan early each month that is required ASPIRE team, CEW or DAO

to attend the training and so that we can harmonize work plan among concerned team and given

spare time for the arrangement.

2 Early prepared of Contracting-Out packages: shall process early of the year while there is long

process for procurement methods included recruitment and selection firms, evaluating/reviewing

of EOIs, standard request for proposal. Otherwise, the implementation will not able to complete

as planned (carried over to the next year).

3 Smallholders learning group (ID Poor and Women headed HH) are still our target should be

integrated with local farm business and marketing.

4 Sharing of action plan: It is most important to circulate the discussion results and action points to

all concern people once after the Program management level meeting, e.g. technical meeting,

Program management meeting and workshops etc. in order to follow up activities and also to avoid

for taking issues to re-discuss during the next meeting once again.

5 Follow FFS budget decision: FFS contract agreement between PDAFF and DAO shall be indicated

budget instalment for at least 5 times and follow the decision during the technical meeting at

Kampong Cham meeting in order to make possible for budget clearance/claim on time as well as

enable for positive financial management. The speeding up the budget clearance of DAO and

PDAFF should be strictly applied to ensure the results are well achieved on timely and reflection

of the Sub-Programme performance scores.

7.2 Conclusions


1

Key achievements/outputs from the commitment are highlighted including (1) Provincial

AWPB submitted, completed and on time; (2) Provincial AWPB fully implemented and

follow up management, (3) Monthly, Quarterly and Financial monthly reports submitted

complete and on time, (4) Hold regular provincial monthly meetings to identify issues

and challenges for all management and solved them on time, and (5) Ensured monitoring

and evaluation performed of District Agriculture Staff and CEW.

2

Involvement with 5 outputs such as Provincial Agricultural Strategic Development Plan

(2016-2020) and Provincial Budget Strategic Plan (2018-2020) has been finalized and

published. The PDAFF KCH nominate 24 staffs (5F) to implement the ASPIRE at district

level and also recruited 12 (4F) of Contract staff with new 27 (18) of CEWs has been

Capacity Building and delivery technical and service to the farmer.

3

It is summarized that there are 3,372 households (2,402 F) within 126 target villages of

36 communes in 6 districts benefited directly. Furthermore, in term of RIMS indicator,

144 households are still apply climate resilient technique and especially, animal raising

demonstration had passing chick and piglet to other SLG member as interest and already

housing.

4

For this period, the budget actually has been expensed in total amount of US$ 123,407.72

(17%) as compared with annual budget of US$ 698,486.00 as of 30th June, 2017. It is

concluded that physical progresses have been made 38% as compared to AWPB 2017 of

- 23 -

ASPIRE Provincial Sub-Programme of PDAFF-KCH. It is expected the implementation

of AWPB 2017 could be completed as planned schedule.

5

Within reporting period, the implementation of 2017 AWPB in the first semester has faced

two main challenges such; 12 newly-recruited CEWs have not been offered the

motorbikes yet for their daily task performance within their respective commune.

7.3 Recommendation

In responses to above addressed main challenges, PDAFF/ASPIRE suggestions to be dealt with

such as bellow:

No. Recommendations

1 It is Suggest to DAE should conduct field visit and provide technical advice and

recommendation during SLG formulation and FFS process to improve DAO and track

change on time.

2 It is Suggest to ASPIRE Secretariat to release the set of computers and printers to DAO

as soon as possible.

3 It is suggested that ASPIRE Secretariat had better accelerate the execution of motorbike

procurement plan and provide CEWs the motorbikes for their daily task performance to prevent

CEWs from resigning his/her current position.

- 24 -

VIII. The Plan for Next Semester of 2017

It is reported that sub-program implementation, in first semester, faced much issues/

challenges: the progress was much far away from work-plan. And some may postpone to the

second semester, so PDA would face overload tasks in the rest of the year to catch the original

work-plan.

Sub-program of KCH is ready now to implement the following task as seen in table below for

the next semester.

Planned Outputs/main activities

2nd Semester 2017 (by

month)

Responsible

Persons

7 8 9 10 11 12

1. Grants for Extension Services to Smallholders (GESS) b) Promote Agriculture production and Promote animal health and animal product b.1. Farmer Field School for first year DAO Staffs-

PDAFF

b.2. SLG Second Year intervention (local market

assessment and Demo/learning plot)

Ms. Suk Sinat

b.3. Natural Disaster Relief (5% of total group) Mr. Chea Sophon

c). Small holder network (F2F inside & outside

province)

Mr. El Yoeurn

d) Contracting out with service provider

(included Taxes)

Ms. H Kimsreang

d.1. Contracting out (Carried over 2016) Ms. H Kimsreang

e) Public Private Partnership (1000HHs) Mr. Chin Bunrith

f.1. Printing PASDP Mr. Lun Pisey

h) Provincial Programme Budgeting 2018 Ms. Mey Chanthou

Institutional strengthening and capacity building

i.2. Training on P,M,E form and DP indicator Ms. Mey Chanthou

i.4. Partnership inputs Supplies/service provider

- Mapping/inventory list Mr. El Yoeurn

Mr. Chea Sophon

- District Forum 1day Mr. Kreng Sam ath

- Capacity building to partners Mr. Touch Poch

- Capacity building for ACs Mr. Touch Poch

2. Provincial Sub-Programme Support

c) Provincial Monthly meeting Mr. Ngin Hun

d) Districts monthly meeting DAO Chief

e) Capacity building to new DAO (rice, animal, vegetable) Refresher Training

Mr. Kreng Sam ath

- e.1. Staff Performance Appraisal Mr. Ngin Hun

Mr. Chea Sophon

f) Capacity building on Agri-technical to new CEWs

Mr. El Yoeurn

Mr. Chea Sophon

g) Training to new DAO and CEWs on IRR Intervention

Mr. Chea Sophon

Advisor

h) IRR data collection ME and ME Advi.

i) Capacity building on MIS Mr. Nguon Eng

- 25 -

KINGDOM OF CAMBODIA





Semi-Annual Narrative Report 2017 (1st January - 30th June 2017)

Submitted

To


Prepared By:

ASPIRE Provincial Sub-programme of Provincial Department of Agriculture Forestry and Fisheries, Kratie Province

(ASPIRE-PDAFF-KRT)

- 26 -

(July 2017)

Table of Contents


………………………………………………………………………….3

Executive

Summary…………………………………………………………………………..5

I.

Introduction………………………………………………………………………………...6

1.1 Profile of the Province …………………………………………………………………….6

1.2 ASPIRE Background…………………………………...………………………………….6

II. Implementation

Progress/Achievements…………………………………………………7

2.1 Actual Achievements Against approved AWPB

………………………………………….7


…………………………………………………...10

2.3 Achievements on Unprogrammed

Activities……………………………………………..10

III. Follow UP

Actions………………………………………………………………………11

3.1 IFAD’s Implementation Support Mission

Recommendations……………………………11

3.2 Internal/external Auditing

Recommendations……………………………………………11

3.3 ASPIRE Secretariat’s

Recommendations………………………………………………...11

3.4 PDAFF’s Recommendation on Service

Providers………………………………………..11

IV. Fiduciary Achievements and

Issues……………………………………………………11 4.1 Financial Status and Achievements………………………………………………………11

4.2 Procurement Status and

Achievements…………………………………………………...12


………………………………………………….12

5.1 Issues/Challenges and

Solutions………………………………………………………….12

5.2 Risks and Actions/Strategy

………………………………………………………………13

- 27 -


………………………………………………………………….14


……………...………………………………………………..14


……………..…………………………………………………….14

6.3 PPP and Contracting Out

Achievements………………………………………………….14

VII. Lessons Learned, Conclusions and Recommendation ………………………………15

7.1 Lessons Learned

………………………………………………………………………….15

7.2 Conclusions

………………………………………………………………………………15

7.3

Recommendations………………………………………………………………………...16

VIII. The Plan for Next

Semester………………………………………………………..…16

Annexures

A) Action Plan Matrix Progress Record

B) Training Inventory Record

C) RIMS Indicator Progress Tracking

D) Field Picture Activities

E) Success Story

ABBREVIATION AND ACRONYMS ASPIRE Agriculture Services Programme and Innovation, Resilience Extension AWPB Annual Work Plan and Budget AC Agriculture Cooperative AVSF Agronomes et Vétérinaires Sans Frontières BEC Bid Evaluation Committee CEW Commune Extension Worker CEC Consultant Evaluation Committee DSA Daily Subsistence Allowance DAO District Agriculture Office Demos Demonstration DPs Development Partners DDP District Development Plan GESS Grants for Extension Service to Smallholders FNA Farmer Need Assessment FO Farmer Organization

- 28 -

FFS Farmer Field School GDA General Directorate of Agriculture HH Household GESS Grants for Extension Services to Smallholders GDP Gross Domestic Product IFAD International Fund for Agriculture Development IRR Internal Rate of Return IP Indigenous People ID Identity Car KRT Kratie MEF Ministry of Economy and Finance MAFF Ministry of Agriculture, Forestry and Fisheries MTR Mid-Term Review M&E Monitoring and Evaluation MIS Management Information System NCDD-S National Committee for Sub-National Democratic Development Secretariat SNA Sub-National Administration N/A Not Available NGO Non-Governmental Organisation O &M Operation and Maintenance PASDP Provincial Agricultural Strategic Development Plan PSU Programme Support Unit PDA Provincial Departments of Agriculture PPP Public-Private Partnerships PBA Program Based Approach PB Programme Budgeting PADEE Project for Agriculture Development and Economic Empowerment PRC Procurement Review Committee RULIP Rural Livelihoods Improvement Project RIMS Result and Impact Management System SLG Smallholders Learning Groups SNEC Supreme National Economic Council ToT Training of Trainer USAID United States Aid for International Development VAHW Village Animal Health Worker

- 29 -

- 30 -

Executive Summary

This is a Sem-Annual Physical Progress Report 2017 of PDAFF-KRT/ASPIRE which is

developed and aimed at recording and reporting the implementation progresses and actual

achievements against plan, also tracking what implementation challenges faced and

addressed during this reporting period. This report covers a 6-month implementation period,

starting from 1st January to 30th June, 2017.

In consistency with approved AWPB 2017, the 11 main activities have been carried out and

made progresses remarkably are as follows:

1. Group formation and farmer need assessment (126 SLG) completed,

2. 2nd year interventions to existing 2016 SLGs ( 72 SLG) progressed,

3. Contracting out with service provider, CDRT (500 HHs) progressed,

4. Public Private Partnership with Greed Feed Co.,Ltd (100 HHs) progressed,

5. Provincial Agricultural Strategic Development Plan (2016-2020) endorsed,

6. Provincial Budget Strategic Plan (2018-2020) produced,

7. Provincial Programme Budgeting 2018 progressed,

8. Institutional strengthening and capacity building-on-going

9. Cash Crop Nurseries (2 groups)-on-going

10. Provincial and district Monthly meetings-on-going, and

11. Other office equipment for PDAFF/DAO and district contracted staff recruitment.

As results, there are 3,059 households (F:2,099) including 102 IPs (F:75) within 112 target

villages of 36 communes in 6 districts benefited directly from above stated main activities

which have been carried out. Furthermore, there are 2,166 farmers (F:1,131) accessing

facilitated advisory services of crops/livestock from PDAFF/DAO staffs, CEWs, and

VAWH-association/AC. Based upon above achievement, it is observed that the staff capacity

building and trainings were also delivered and built to 70 staffs (F:22) including PDAFF,

DAO, district contracted staffs, and CEWs in relation to subject areas of Group Formation

Guideline/FNA, ASPIRE Financial Procedures, Programme Budgeting & P3-4/M1-2 Forms,

Guideline Support 2nd-Year SLG, Agriculture Extension Methodology , and Adult Learning.

Though the achievement has been made progresses remarkably, ASPIRE Provincial Sub-

Programme of PDAFF-KRT found that the implementation of AWPB 2017 has faced two

main challenges to be solved such; i) 24 newly-recruited CEWs have not been offered the

motorbikes yet for their daily task performance in their commune and ii) 36 CEWs of 36

target commune-sangkats of 6 districts working for ASPIRE provincial Sub-program of

PDAFF-KRT have not withdrawn their monthly salary yet for six months since January

2017.

For this period, the budget actually has been expensed in total amount of USD$ 109,006.11

(16.52%) as compared to approved annual budget of USD$ 659,764.00 as of 30th June, 2017.

It is concluded that physical progresses have been made 37% and budget disbursed is

16.52% as compared to approved AWPB 2017 of ASPIRE Provincial Sub-Programme of

PDAFF-KRT. It is expected the implementation of AWPB 2017 could be completed as

planned schedule.


suggestions to be dealt with such:

1. It is requested that NCDD-S should accelerate and coordinate the procedure of salary

payment to 36 CEWs to effectively increase in the quality of daily task performance,

- 31 -

2. It is suggested that ASPIRE Secretariat had better accelerate the execution of motorbike

procurement plan and provide CEWs the motorbikes for their daily task performance

to prevent CEWs from resigning his/her current position.

I. Introduction

1.1 Provincial Background

Kratie is a province located in the northeastern part of Cambodia, 340 km away from Phnom

Penh Capital along the National Road No. 7 crossing Snuol District, 250 km along the

National Road No 73 acrossing Chhloung District and 220 km along Mekong River

Waterway. Kratie borders with Mondulkiri province to the east, Kampong Thom and

Kampong Cham to the west, Stung Treng to the north and Tboung Khmum province and

Vietnam to the south. Kratie administration consists of one municipality and five districts in

which there are five sangkats and 41 communes and 253 villages, with a total of 11,094 sq

km of natural land areas, of which 8% is the land suitable for agricultural cultivation land,

8% are rivers, lakes and streams for fishing, 0.5% is red soil and 83.5% are forests. The total

population is 331,592 persons, equal to 68,171 families among whom 168,838 are women.

The density of the population is 29 persons per sq km. 81.42% of people living in Kratie are

farmers who depend entirely on agriculture as the major sector in their livelihoods. Besides

farming, some 0.71% of them engage in handicraft production, some 7.81% are in service

sector and some 10.06% involve in other livelihoods.

1.2 ASPIRE Background The Agriculture Services Programme and Innovation, Resilience Extension (ASPIRE) is the first program out of eight Projects/Programs were funded by the International Fund for Agriculture Development (IFAD) through the Ministry of Economy and Finance (MEF) with counterpart contributions from the Royal Government of Cambodia (RGC). In Particularly the ASPIRE is implementing through Government Financial Reform, it's calling Program Budgeting Approach, the Ministry of Agriculture, Forestry and Fisheries (MAFF) is the lead implementing agency for ASPIRE, but many other agencies inside and outside government have important roles to play. Government agencies participating in ASPIRE include the Supreme National Economic Council (SNEC), the National Committee for Sub-National Democratic Development Secretariat (NCDDS), and the Ministry of Economy and Finance (MEF) at national level, and Province, District and Commune administrations as well as the Provincial Departments of Agriculture. Representatives of the private sectors, academic institutions, non-governmental organisations (NGO) and farmer organisations (FO) all participate in planning and implementing ASPIRE’s activities. The most important stakeholders who participate in ASPIRE are the farmers themselves.

ASPIRE has been implementing with stakeholders in National and the first step with five target provinces of Kratie, Preah Vihear, Battambang, Pursat and Kampong Chhnang and second step will be extended to five PADEE's target Provinces and adding to three more provinces will be identified during MTR in year 2018. The ASPIRE is expected to increase 15% of agricultural production value, which is 120,000 targeted households and seven years periods intervention with total budget committed approximately USD 52.4 Millions (IFAD loan is USD 26.1 millions, ASAP Trust Grant is USD 14.9 millions and Government contribution is USD 11.4 millions) and excluded others Funds from USAID and beneficiaries contributions.

In 2017, ASPIRE Provincial Sub-Programme of PDAFF-KRT has been allocated the budget in total amount of USD 659,764.00 for the implementation of AWPB 2017 in which mainly focused on (i) Performance Based Grants to Provincial Sub Programme under PBA, ii) Provincial Sub-Programme Support, and iii) PDAFF Kratie. The timeline of 2017 AWPB execution would be taken place within 12 month implementation periods, starting from 1st January - 31st December, 2017 due.

- 32 -

II. Implementation Progress/Achievements



Current Status

Outcome 3: At least 120,000 smallholders have improved and resilient farm businesses as a result of integrated, demand led extension services and investments in climate resilient infrastructure



a) Group formation and farmer need assessment

126 SLGs

126 SLGs have been formed within 112 target villages (incl: 100 new villages) of 36 target commune-sangkats of 6 districts, with 2,538 members (F:1,679) including 102 IPs (F:75). It was held in April-June, 2017.

The priority topics were identified and listed during the FNA process were such; i) rice: 110, ii) chickens: 100, iii) vegetable: 10, iv) cassava: 10 and v) cashew: 5.

SLG management committees are composed of 378 members (F:199), of which chief: 126 (F:50), ii) deputy chief: 126 (F:69) , and iii) secretariat: 126 (F: 85 ).

The availability of topics for FFS as well as 252 selected demonstration farmers are comprised of such; rice: 117, chicken: 103, and vegetable: 32.

b) Promote Agriculture production and Promote animal health and animal product

b.1 Farmer field school first year (2017 SLG)

126 FFSs

FFSs will be run in 2nd week of July, 2017 while all FFS materials were already provided to 6 target districts in 1st week of July.

b.2 Intervention second year SLG (2016 SLG)

b.2.1 Local assessment of market demand

12 communes

4 of 12 target communes conducted local market demand assessment to 17 collectors of 3 market areas in Prakprosab district (33.33%).

b.2.1.1 Dissemination meeting organizing on results of market assessment.

12 meetings

It will be done in 2nd of week of July, 2017.

b.2.1.2 District Forum organizing on Linkage SLG’s group

3 forums

It will be done in 3rd of week of July, 2017.

- 33 -

producers and collectors/ middlemen

b.2.2 Demo/study visit/ learning plot

144 It will be done in early August.

b.3Natural Disaster Relief(5% of total group)

0 SLG It might occur when FFS activities will be taken place in 2nd week of July onward.

c) Small holder network (F2F inside & outside province)

6 networks

It will be done in early September, 2017.

d). Contracting out with service provider 2017 (including taxes)

500 HHs

The technical proposal and EoI of CRDT firm was reviewed and considered to be awarded through single source selection.

Outputs Indicators Targets

2017 Current Status


500 HHs

The TNA and agri- productivity assessment reports produced,

530 farmers (F: 411) including 30 medium and large traders (F: 20)

interviewed, The market value chain, post-

harvesting, and processing manuals produced.

e. Public Private Partnership (PPP)

1000 HHs Greed Feed Co,.Ltd is selected and awarded the PPP on dissemination of animal production.

f)Finalize Provincial Agricultural Strategic Development Plan (2016-2020)

1 PASDP

1 PASDP formulated and produced

f.1 Printing PASDP 2016-2020

200 copies

200 copies of PASDP printed and distributed to relevant entities.

g) Provincial Budget Strategic Plan (2018-2020)

1 PBSP 1 PBSP developed and produced.

h) Provincial Programme Budgeting 2018

1 PB 1 PB developed (80%)

i) Institutional strengthening and capacity building

i.1 Capacity Building to PDAFF/district staff (P3&P4)

1 training

1 training held to 31 participants as PDAFF/DAO staffs (F:5) at PDAFF meeting room on 23-25 Jan, 2017.

i.2 Capacity Building to PDAFF/DOA on P & M Forms

1 training

1 training held to 36 participants as PDAFF/DAO staffs (F:9) at PDAFF meeting room on 24-26 May, 2017. It facilitated by MAFF/DPS.

- 34 -

i.3 Programme Management (Planning/Finance) to district staffs

1 training

1 training held to 26 participants as PDAFF/DAO staffs (F:5) at PDAFF meeting room on 3-4 May, 2017.

i.4 Partnership inputs Supplier/ services providers (NGOs/ AC/ Private sectors

1.4.1 Mapping/inventory list 1 list 1 inventory list updated (100%)

1.4.2 District forum 6 forums It will be done in early August, 2017

1.4.3 Capacity building inputs suppliers/ fertilizer

1 training It will be done in early September, 2017

1.4.4 Capacity building ACs based on result district forum

2 trainings It will be done by September,2017

J) Cash Crop Nurseries

2 groups

The project feasibility study was conducted in Sangkat Koah Troung, and attended by 13 participants (F:3) on 13th June, 2017.

The agreement between PDAFF and two producers on Cash Crop Nurseries prepared and signed.


a. Monitoring and Technical Support to Extension Services

1.Workshops and meetings

a) Dissemination workshop at province

b) District and commune selection

c) Provincial Monthly meetings

12 meetings

5 meetings at provincial level held to 84 participants (F:8) to report and update the implementation progress, challenges, and next work plan (42%)


Current Status

d) Districts monthly meetings

72 meetings

24 meetings at district levels held to 322 participants (F:98) including C/S councils to report and update progress, challenges, and next work plan (33.33%)


4 trainings

One training session on animal production techniques at PDAFF-KRT held to 26 participants (F:5) on July 5th-7th, 2017. ( 25%)


1 district Not yet done, waiting for guideline from GDA

f) Capacity building on Agri-technical to new CEWs

4 trainings

One training session on animal production techniques at PDAFF-KRT held to 26 participants (F:10) on July 5th-7th, 2017. (25%)

f.1.Refresher Training on Agri-technical to Dis./CEWs

1 training Not yet done.

- 35 -


2 trainings

Not yet done.

h). IRR data collection 198 groups Not yet done.

i). Capacity building MIS 1 training Not yet done and wait for National

TOT



18 motorbikes

Not yet receive from ASPIRE Sec-

5. Desktop-Computer for district staffs first phase

6 sets Not yet receive from ASPIRE Sec-

6. Multi-Printer for each for district staffs & PDA first phase

7 printers


7.Other office equipment for first phase provinces

7.a.Table for District 6 tables 6 tables received and in place

7.b. Chair for District 6 chairs 6 chairs received and in place


7 cabinets 7 cabinets received and in place

d. Equipment for the CEW

1. CEW, PDA, DOA mobile tablet for the first phase provinces

39 mobile tablets



12 Motorcycle



14 Motorcycle

14 Motorcycle received and handed over to PDAFF/DAO technical support staffs.

Sub-Component 3.2 – Innovations for Climate Resilient Agriculture (N/A)

Sub-component 3.3 – Mass Media Campaign (N/A)

2.2 Progress towards Programme Output

Within this reporting period, there are 3,059 households (F:2,099) including 102 IPs (F:75)

females, benefited from improved climate resilient agricultural technologies.

2.3 Achievements on Unprogrammed Activities

1. January 16th, 2017: the Provincial Sub-programme Manager participated in the meeting

of Steering committee at ASPIRE Sec- on revision of annual physical report 2016 and

action plan 2017.

2. January 11-13th, 2017: PDAFF staffs conducted field visits to 4 farm demonstrations of

three target commune (Dar, Soab, and Sandan communes) and two field demonstrations

(1 chicken raising at Soab and vegetable at Sandan) had been selected for purpose of

success story preparation.

- 36 -

3. January 24-26th, 2017: the Provincial Sub-programme Deputy Manager/TA

participated in a workshop on revision of IFAD funded project/programme, at SHV

province.

4. January 30th - February 2nd, 2017: 3 PDAFF staffs and 3 TAs took part in 4th Technical

Meeting on physical/financial progresses, procurement, contracting-out/PPP, and

ToRs, at Kampong Chnang province.

5. February 23-24th, 2017: 8 PDAFF staffs (F:1) and 2 TAs took part in Skype meeting

with National Advisor of MAFF/DPS on Revision of PASDP 2016-2020, at PDAFF-

KRT.

6. February 24th, 2017: 9 PDAFF staffs and 2 PDoWA staffs met together to discuss about

schedule of IFAD’s RULIP evaluation and RULIP’s target commune selection in

Kratie province.

7. February 25th, 2017: PDAFF received 14 motorcycles “SUZUKI Smash V FW115D”, from OMC Kratie Branch.

8. March 20-22th, 2017: 2 staffs of KPMG firm conducted auditing of ASPIRE AWPB 2016 at PDAFF-KRT. It focused on i) accounting transaction, ii) inventory list, iii) physical cash count, and vi) taxation.

9. April 3-4th, 2017: 2 PDAFF staffs attended a meeting at National level on IFAD’s

Indigenous People Assessment Report.

10. April 26-28th, 2017: 5 PDAFF staffs attended the workshop on formulation of Medium

Provincial Budget Strategic Plan, at SRP province.

11. May 4th, 2017: 3 PDAFF staffs took part in a meeting on Guideline Supporting 2nd Year

SLG, at PNP.

12. May 16-17th, 2017: 3 PDAFF staffs took part in a meeting on IFAD’s Implementation

Support Mission of ASPIRE at ASPIRE Sec.

13. May 16-17th, 2017: 2 PDAFF staffs took part in Extension Materials Workshop at

Kampong Cham province.

14. May 23-26th, 2017: 18 PDAFF/DAO staffs attended the FFS-TOT at PUR province.

15. May 25th, 2017: 2 PDAFF staffs attended a Wrap-Up meeting of IFAD’s ISM at PNP.

16. May 29th, 2017: 2 PDAFF staffs attended the Extension Materials Review and

Validation Workshop at PNP.

17. May 5-15th, 2017: 26 CEWs (F:10) participated in Extension Methodology Training at


18. June 8-9th, 2017: 18 PDAFF/DAO staffs (F:3) attended the Adult Learning Training at


19. June 8-9th, 2017: 4 PDAFF/DAO staffs took part in workshop on Revision of ASPIRE

implementation in response to IFAD’s ISM at PNP.

20. June 19-22th, 2017: 2 marketing officials of MAFF participated in and visited the

delivery of local market demand assessment in Prakprasab district. As results, there

were 3 small market areas and 17 collectors of 4 target communes visited.

21. June 26th, 2017: 3 DPS/MAFF staffs coached and mentored PDAFF staffs in PB, P3-

P4 and M1-M2.

22. June 29th, 2017: 2 PDAFF staffs took part in Management Meeting at ASPIRE Sec in

relation to the implementation progress and financial status.


3.1 IFAD’s Implementation Support Mission Recommendations (N/A)

- 37 -


No. PKMG’s Recommendations

Status Actions Taken/Remarks Done Not

Done

1 Improvement over accounting

entries reference number √

It was already justified in

March, 2017

2

Improvement control over: i)

advance request, ii) advance

clearance, and iii) expenditure

cost allocation

√ It’s improved for following

months

3.3ASPIRE Secretariat’s Recommendations (N/A)

3.4 PDAFF’s Recommendation on Service Providers (Contracting-out/PPP)

No. PDAFF’s Recommendations

Status Actions Taken/Remarks Done Not

Done

1 Contract implementation

extension (rescheduling) √

CRDT’s official written letter

submitted to PDAFF for

rescheduled contract extension

2 Contract output-activity-

indicator progress updating √

CRDT sent contract output-

activity-indicator progress to

PDAFF on monthly basic

3 Weekly and monthly work

plan updating √

CRDT sent monthly work plan

and updated weekly plan to

PRDFF

4 Revision of built marketing

network indicator √

It was done and included into

contract output-activity-

indicator progress tracking.




Budget Allocation $659,764.00 $163,567.96 $377,127.72 $119,068.32


$109,006.11 $31,627.90 $48,911.68 $28,466.53

% Accumulated Expenditure

16.52 19.34 12.97 23.91

Balance $550,757.89 $131,940.06 $328,216.04 $90,601.79


Items Description Unit Qty Unit Cost Total ($) Status/Remarks

2. Provincial Sub-Programme Support

c) Equipment for PDAFF and DAO

5. Motorcycles for DAO Each 18 1,750 31,500

It will be procured

by ASPIRE Sec. 5. Desktop-Computer for

DAO Each 6 1,100 6,600

- 38 -

6. Multi-Printer for each DAO & PDAFF

Each 7 400 2,800

7.a.Table for District Each 6 350 2,100 Done by PDAFF

and put in place

7.b. Chair for District Each 6 120 720 Done by PDAFF

and put in place

7.c. File Cabinet for PDAFF & District

Each 9 350 3,150 Done by PDAFF

and put in place

d) Equipment for the CEW

1. CEW, PDAFF, DOA mobile tablet

set 39 250 9,750 It will be procured

by ASPIRE Sec.

2. CEW Motorcycle (New) set 12 1,750 21,000

3. PDAFF, CEW Motorcycle (Carried over)

set

14

1,750

24,500

14 new

motorcycles

received and

handed over staffs.

Total 102,12

0



Within this reporting period, the issues/challenges faced/addressed and actions/solutions

taken/proposed to be dealt with and intervened are listed as followings:

No Description of Issues/challenges Action/Solutions taken/proposed 1 One CEW of Koloab and Bosleav

communes of Chetr Borei district

resigned

Two CEWs of Koloab and Bosleav

communes of Chetr Borei district

recruited and replaced.

2

One newly-recruited CEW of

Kanhchor commune passed away and

other two newly-recruited CEWs of

Kakor and Preaek Saman communes

resigned

CEW of each target Kanhchor, Kakor, and

Preaek Saman communes recruited and

replaced.

3

24 newly-recruited CEWs have not

received motorcycles yet in line with

signed contract of employment

Immediate responses, 24 newly-recruited

CEWs have used their own motorcycle for

daily task performance.

Request ASPIRE Sec- to accelerate the

implementation of motorcycle

procurement and provide them the

motorcycle to increase the quality of

service delivery and also prevent CEWs

from resigning his/her current position.

3

36 CEWs have not yet withdrawn their

salary payment for 6 months (Jan-Jun

2017) while NCDD and C/S

administrations are in the process

Request NCDD-S to coordinate and

accelerate the C/S financial procedure to

disburse the salary payment for 36 CEWs

to increase the quality of service delivery

and also prevent CEWs from resigning

his/her current position.

Difficulties in recruiting and seeking

for service providers within a province

- 39 -

4 for the implementation of contracting-

out/PPP while call for proposal was

extended for two times through

Reaksmei Kampuchea and The

Cambodia Daily News.

The single source selection method has

been allowed to adopt based on meeting

results of ASPIRE Sec., dated on June 8-

9th, 2017.


As regards to the last past six-month AWPB implementation and direct observation, it is

assumed that the typical risks (incl: inherent/residual risks) will/might be occurred and

appeared within next semester periods and the actions/strategies proposed to be solved and

intervened are also listed below:

No Description of Typical Risks Actions/Mitigation to Those Risks

1

Budget installment to DAO/FFS activities

might be late by each phase (5 steps of

FFS) while advance clearance will not be

made on time.

The advance request and clearance must

be made on timely basic to ensure that

remaining budget is still available and

sufficient for DAO/FFS activities.

2 Some SLG members who participated in

FFS activities may drop-off in the middle

way due to migration or displacement for

job seeking or local employment.

Any farmers or members of SLG’s

households living in target village

should be selected and reserved for

replacing at that time to remain a

number of SLG members.

3

Travel by small motor boats across the large rivers along with motorcycles to the target villages/communes of Sambo district, might endanger by chance.

The travel crossing the large rivers to the target villages/communes, should travel by large motor launch/vehicle-boat to increase the basic safety first.

4 Financial supports such; materials, typical seeds, and chickens to demonstration farmers (from 10 to 15 members of 2nd-Year SLG as per guideline and USD$ 600/SLG) will face budget shortage and not response to the real production plan of selected producer group.

Technical supports of PDAFF/DAO technical support staffs to 2nd-Year SLG should not charge the DSA from budget line of 2nd-Year SLG interventions because small amount of budget could not cover the costs of field demonstration more sufficiently.

5

FFS at far target villages (Kaoh Chbar and Kampong Pnov villages of Kaoh Khnhaer commune about distance of 74 Km from PDAFF-KRT to FFS site) in the rainy season, will be in difficulty for CEWs and DAO/PDAFF technical support staffs to travel back and forth due to bad road conditions (incl: 3 streams or bumping earth/laterite roads) and no overnight payment is not allowed or charged for PDAFF/DAO support staffs.

The field work of CEWs and DAO/PDAFF staffs during FFS in the target Kaoh Chbar and Kampong

Pnov villages of Kaoh Khnhaer commune, should be allowed to have overnight payment and be compensated in consistency with i) MEF Prakas No. 1589, dated 09/12/2014 and ii) RGC Sub-Decree No. 216, dated 21/07/2014 (Special case).

6

The implementation of temporary agreement which signed between producer groups of 2nd-Year SLG and collectors/middlemen might not be adopted more effectively due to price fluctuations.

PDAFF marketing official and DAO marketing focal person as well as PDAFF technical support staffs had better pay much attention to technical supports to group producers of 2nd-Year SLG.

The most of participants (SLG members) of Farmer Field Schools (FFS) are

Both DAO chief and CEWs should work in closed cooperation with

- 40 -

7

females, so they mostly do not influence on decision-making of their husband. Hereby, the possibility of climate resilient agriculture technologies adaptation is really limited.

commune chief and village unit members to encourage and urge male participants to attend FFS more than female participants in each FFS’s learning topic.

8

Delivery of 24 motorcycles to 24 CEWs will not be done in early 2nd Semester of 2017 (Inherent risk).

Request ASPIRE Sec. to accelerate the implementation of motorcycle procurement and provide them the motorcycle to increase the quality of service delivery and also prevent CEWs from resigning his/her current position

9

Salary payment of 36 CEWs for 6-month periods (Jan-Jun 2017) will not be made in early 2nd Semester of 2017 (residual risk).

Request NCDD-S to coordinate and accelerate the C/S financial procedure to disburse the salary payment for 36 CEWs to increase the quality of service delivery and also prevent CEWs from resigning his/her current position.

10 4 trained CEWs ( Snuol: 1 , Sambo: 1, Chhloung : 2) working for ASPIRE have recently been elected as commune council member of 4th mandate commune council.

Interview Panel, from NCDD and PDAFF, should review the possibility of the 2nd potential candidate list toward selection and replacement.



Based on the results of FFS/field demonstration and direct observation from field missions

and monitoring visits, it found and evidenced as follows:

8% of total SLG members as demonstration farmers in 2016 adopted and continued

disseminating what they have learnt and gained from improved climate resilient

agricultural technologies to at least 7 or 10 grass-root people next door and to

improvement of the rice, vegetable, and animal production.

“Some villagers living in a target village nearby chicken raising demonstrations of SLG

members, received vet vaccination from demonstration farmers”, said a demonstration

farmer, Prakprasab commune.

“Some SLG members decided to buy a kind of drug vaccination as soon as they just

completed FFS’s chicken raising topic”, said a SLG member, Sandan commune.

During this reporting period, there are 2,166 farmers (F:1,131) accessing facilitated

advisory services of crops/livestock from PDAFF/DAO staffs, CEWs, and VAWH-

association/AC, of which 1,595 farmers (F:941) accessed to livestock.


As observed, 53 demonstration farmers (on-going chicken raising activity) of SLG

2016 within 12 target communes have continued and adopted the improved climate

resilient chicken raising techniques towards to resilient farm business (or commercial

activity).

4 capable CEWs working for ASPIRE Provincial Sub-programme of PDAFF-KRT

have recently been elected as a commune council member of the fourth mandate

commune council. Then, it is expected that climate resilient agricultural techniques of

ASPIRE will be mainstreamed and integrated into CDP/CIP.

- 41 -

6.3 PPP and Contracting-Out Achievements

The existing Village Animal Health Worker (VAHW) association in Sambour district technically trained and supported in year 2016 has been functioning and operational. So far, this VAHW association has owned its capital in total amount of 38 million Riels and its 25 members (F:5) have been benefited from VAHW association’s activities such; i) credit and saving, ii) animal vaccination services, iii) veterinary drug sales, and iv) cow fattening.

One VAHW-Agriculture Cooperative (AC) formed in Chetr Borei district technically trained and supported in year 2016, continued functioning and operational. So far, this VAHW-AC has had own capital more than 14,480,000 Riels and its 15 members (F:2) are benefited from VAHW-AC activities such; i) animal vaccination services and i) veterinary drug sales with one small shop (stall) including two outlets.

The knowledge and skills of trained Village Animal Health Workers of Sambo and Chetr Borei districts in disease identification and animal vaccination/treatments (incl: chicken, pig, cow, and buffalo) better improved and the animal death rate in the target communes with VAHWs also decreased remarkably. (“4.4% of total 500 cows/pigs treated was dead after treatments as observed and 85% of animal death rate reduced in Kantout commune”, said senior VAHW in Kantout commune of Chetr Borei district).


7.1 Lessons Learned

1. The most of participants (SLG members) of Farmer Field Schools are females, so they

mostly do not influence on decision-making of their husband. Hereby, the possibility

of improved climate resilient agriculture technology adaptation is really limited.

2. Some priority topics (incl: cashew and cassava) which identified and prioritized by

SLG members are not included in FFS’s learning topics, it is because these are a kind

of long-term-crops and budget is not met a kind of field demonstration.

3. It is learnt that the baby chickens aged a 5-day or a week should not have been separated

from its hens during a cool season otherwise baby chickens would die soon due to no

warmness.

4. The most of participants (SLG members) of Farmer Field Schools (FFS) are females,

so they mostly do not influence on decision-making of their husband. Hereby, the

possibility of climate resilient agriculture technologies adaptation is really limited.

7.2 Conclusions

Owing to implementation progresses achieved during this period, it is summarized and

highlighted such; i) Group formation and farmer need assessment, ii) 2nd year interventions

to existing 2016 SLGs, iii) Contracting out with service provider, CDRT, iv) Public Private

Partnership with Greed Feed Co.,Ltd, v) Provincial Agricultural Strategic Development

Plan (2016-2020), vi) Provincial Budget Strategic Plan (2018-2020), vi) Provincial

Programme Budgeting 2018, vii) Institutional strengthening and capacity building, viii) Cash

Crop Nurseries, viv) Provincial and district Monthly meetings, and x) Other office equipment

for PDAFF/DAO and district contracted staff recruitment. Furthermore, the staff capacity

building and trainings in Group Formation Guideline/FNA, ASPIRE Financial Procedures,

Programme Budgeting & P3-4/M1-2 Forms, Guideline Support 2nd-Year SLG, Agriculture

Methodology, and Adult Learning, were delivered and built to 70 staffs (F:22) including

PDAFF, DAO, district contracted staffs, and CEWs.

- 42 -

It is summarized that there are 3,059 households (F:2,099) including 102 IPs (F:75) within

112 target villages of 36 communes in 6 districts benefited directly. Furthermore, in term of

RIMS indicator, there are 2,166 farmers (F:1,131) accessing facilitated advisory services of

crops/livestock from PDAFF/DAO staffs, CEWs, and VAHW association/AC.

Within reporting period, the implementation of 2017 AWPB in the first semester has faced

two main challenges such; i) 24 newly-recruited CEWs have not been offered the motorbikes

yet for their daily task performance within their respective commune and ii) 36 CEWs from

36 targeted commune-sangkats of six municipality/districts have not withdrawn their salary

payment yet for six months (Jan-June, 2017).

The budget actually has been expensed in total amount of USD$ 109,006.11 (16.52%) as

compared to approved annual budget of USD$ 659,764.00 as of 30th June, 2017. It is

concluded that physical progresses have been made 37% and budget disbursed is 16.52% as

of 30th June, 2017. It is expected the implementation of AWPB 2017 will be completed as

planned schedule.

7.3 Recommendation


suggestions to be dealt with such:

1. It is requested that NCDD-S should accelerate and coordinate the procedure of salary

payment to 36 CEWs to effectively increase in the quality of daily task performance,

2. It is suggested that ASPIRE Secretariat had better accelerate the execution of motorbike

procurement plan and provide CEWs the motorbikes for their daily task performance

to prevent CEWs from resigning his/her current position.

VIII. The Plan for Next Semester

Planned Outputs/main activities 2nd Semester 2017

(by month)

Responsible/ concerned Persons

7 8 9 10 11 12

b) Promote Agriculture production and Promote animal health and animal product b.1 Farmer field school first year 2017 ( 126 FFS)

x x x x x x 6 DAOs/PDAFF/TA

b.2 Intervention second year SLG of 2016 (72 SLG)


b.2.1 Local assessment of market demand (12 communes)

x 6 DAOs/PDAFF/TA

b.2.1.1 Dissemination meeting organizing on results of market assessment (12 meetings)

x 6 DAOs/PDAFF/TA

b.2.1.2 District Forum organizing on Linkage SLG’s group producers and collectors/ middlemen (3 forums)

x 6 DAOs/PDAFF/TA

b.2.2 Demo/study visit/ learning plot x x x x x 6 DAOs/PDAFF/TA

b.3 Natural Disaster Relief(5% of total group)

x x x x x 6 DAOs/PDAFF/TA

- 43 -

c) Small holder network (F2F inside & outside province) ( 6 networks)

x x x PDAFF/TA


x x x x PDAFF/TA

d).1. Contracting out with service provider (carried over from 2016, 500 hhs)

x x x PDAFF/TA

e) Public Private Partnership (1000hhs) x x x x PDAFF/TA

h) Provincial Programme Budgeting 2018 x PDAFF/TA


i.4 Partnership inputs Supplier/ services providers (NGOs/ AC/ Private sectors...

1.4.2 District forum (6 forums) x x PDAFF/TA

1.4.3 Capacity building inputs suppliers/ fertilizer ( 1 training)

x PDAFF/TA

1.4.4 Capacity building ACs based on result district forum ( 2 trainings)

x x PDAFF/TA

J) Cash Crop Nurseries ( 2 group) x x x x x x PDAFF/TA


c) Provincial Monthly meetings x x x x x x PDAFF/TA

d) Districts monthly meetings x x x x x x DAO/PDAFF/TA

e). Capacity building to district staffs (rice, animal, vegetable, crop/other) ( 4 trainings)

x x x PDAFF/TA

e.1.Stafff Performance Appraisal x x PDAFF/TA

f) Capacity building on Agri-technical to new CEWs ( 4 trainings)

x x x PDAFF/TA

f.1.Refresher Training on Agri-technical to Dis./CEWs ( 1 training)

x x PDAFF/TA

g).Training to new district staffs and CEWs IRR Intervention ( 2 sessions)

x x x x PDAFF/TA

h). IRR data collection ( 198 SLG) x x x x DAO/PDAFF/TA

i). Capacity building MIS ( 1 session) x x PDAFF/TA


2. Motorcycles for District Agriculture Office of first phase provinces (18 set)

x x x ASPIRE Sec.

5. Desktop-Computer for district staffs first phase (6 set)

x x x ASPIRE Sec.

6. Multi-Printer for each for district staffs & PDA first phase (7 set)

x x x ASPIRE Sec.

d. Equipment for the CEW

1. CEW, PDA, DOA mobile tablet for the first phase provinces (39 set)

x x x ASPIRE Sec.

2. CEW Motorcycle for the first phase provinces (New) (12 set)

x x x ASPIRE Sec.

PDAFF Kratie, 20th, July, 2017

- 44 -

Provincial Sub-Programme Manager/PDAFF Director

Annex A: Action Plan Matrix Progress Record

- 45 -

Unit Target 2017 Start Date End Date Responsible % progress




1 Group formation and farmer need assessment SLG 126 W3/04 W2/06 Rom Ra 100%

b.1. Farmer field school first year (2017 SLG) FFS 126 W4/07 W2/12 Se Sophy 0%

b.2. Intervention second year SLG (2016 SLG) W4/04 W2/12 Rom Ra

-Local assessment of market demand commune 12 W2/06 W4/06 33%

+Training (Market staff 1, M&E officer 1, M&E advisor) N/A GDA

-Demo/study visit/learning plot SLG 72 W1/7 W2/12 0%

b.3. Natural Disaster Relief (5% of total group) Group 10 W2/12 Se Sophy 0%

c). Small holder network (F2F inside & outside province) network 6 W2/08 W2/12 Se Sophy 0%

d). Contracting out with service provider 2017 (includ taxes) Contract 1 W2/12 Se Sophy 0%

d).1. Contracting out with service provider (carried over

from 2016,included tax)Contract 1 W1/03 W4/09 Rom Ra 40%

e). Public Private Partership Contract 1 W2/06 W2/12 Saroeurn 25%

e).1 Public Private Partership

f). Finalize Provincial Agricultural Strategic Development Plan

(2016-2020)Plan 1 W1/01 W3/4 Se Sophy 100%

f.1. Printing PASDP 2016-2020 books 200 W2/06 W2/6 Polin 100%

g).Provincial Budget Strategic Plan (2018-2020) Plan 1 W1/04 W3/5 Kosal 100%

h).Provincial Programme Budgeting 2018 Plan 1 W2/05 W2/7 Kosal 80%

i).Instutitional strengthening and capacity building

i.1.Capacity Building to PDAFF/district staff (P3&P4) training 1 W4/02 100%

i.2. Capacity Bulding to PDAFF/DOA on Form M, E and DP

indicators (3 days)training 1 W4/05 100%

i.3.Programme Management (Planning/Finance) to district

staffs training 1 W3/04 100%

i.4.Parthership inputs Spplier/services providers (NGOs/

AC/ Private sectors...W3/08 Kunthean

- Mapping/inventory list list 1 W3/04 W4/5 100%

- District forum forum 6 W2/07 W2/8 0%

- Capacity building inputs suppliers/fertilizer training 1 0%

- Capacity building ACs based on result district forum training 2 0%

J). Cash Crop Nurseries group 2 W2/06 W2/12 Se Sophy 10%

c) Provincial Monthly meeting meeting 12 W4/01 W3/12 39%

d) Districts monthly meeting (6 districts x12) meeting 72 W4/04 W3/12 38%

e). Capacity building to district staffs (rice,animal, vegetable,

crop/other)training 4 W3/06 W4/9 Vichet 25%

e.1.Stafff Performance Appraisal district 6 N/A GDA/ Sophy 0%

f). Capacity building on Agri-technical to new CEWs training 4 W3/06 W4/9 Vichet 25%

f.1. Refresher Training on Agri-technical to Dis./CEWs training 1 0%

g).Training to new district staffs and CEWs IRR Intervention training 2 W2/7 W3/7 0%

h). IRR data collection group 198 W1/8 W3/12 Rom Ra 0%

i). Capacity building MIS training 1 N/A GDA/Rom Ra 0%

% Progress achieved as of 30 June, 2017 37%

Action Plan Matrix for ASPIRE's Implenemtation Agencies 2017

b). Promote Agriculture production and Promote animal

health and animal product

ActivitiesPDAFF-KRT

Annex B: Training Inventory Record

- 46 -

Nº Event Organizer Start EndNumber of

daysLocation

Total

participantsFemale IP Pre test (%) Post test (%)

1Presenting achievement 2016 and Next action

plan 2017 (monthly meeting_Jan)PDAFF-KRT 16/01/16 16/01/17 0.5 PDAFF office 26 2

2Discussion with DPS on review of PASDP

2016-2020 via Skype callPDAFF-KRT 23-02-17 24-02-18 2 PDAFF office 8 1

3Discussion on remaining RULIP assets, visit

venue arrangement, and slide ppt preparationPDAFF-KRT 24-02-17 24-02-17 0.5 PDAFF office 9 2

4

Discussion on schedule of IFAD's independent

evaluation team mission on Former RULIP

project

PDAFF-KRT 28/02/17 28/02/18 0.5 PDAFF office 14 1

5

Discussion with PDAFF Director on updating

the meeting result of PASDP review and draft

of M&E framework and conclusion of PASDP

PDAFF-KRT 03-03-17 03-03-17 0.5 PDAFF office 4 0

6Review Progress in Feb and prepare work plan-

March (monthly meeting-Feb)PDAFF-KRT 07-03-17 07-03-17 0.5 PDAFF office 16 1

7 Review PSB 2018-2010 preparation meeting PDAFF-KRT 02-05-17 02-05-17 0.5 PDAFF office 11 4

8Meeting with staff Greed Feed C,.Ltd on PPP

and contract signingPDAFF-KRT 05-06-17 05-06-17 0.5 PDAFF office 8 0

9 8-9-June-Result dissemination meeting PDAFF-KRT 12-06-17 12-06-17 0.5 PDAFF office 13 2

10 PB meeting PDAFF-KRT 16-06-17 16-06-17 0.5 PDA room 32 3

11 FFS trainer arrangement by commune/FFS PDAFF-KRT 19-06-17 19-06-17 0.5 PDA room 15 0

12 Streeing Committee Meeting ASPIRE Sec. 16-01-17 16-01-17 1 ASPIRE Sec. 1 0

134th TM on Financial Progress, ToRs-

Contracting-Out/PPP, IRR/RIMSASPIRE Sec. 30-01-17 02-02-17 4 Kampong Cham 6 0

145th TM on FNA-FFS-F2F guideline, ToR's FFS

core trainerASPIRE Sec. 14-03-17 16-03-17 3 STG 6 0

15 Wrap-up meeting of IFAD on Indigenous people ASPIRE Sec. 03-04-17 04-04-17 2 PNP 2 0

16 Guideline of BSP 2018-2020 by DPS ASPIRE Sec. 26-04-17 28-04-17 3 SRP 5 0

17 Gudeline Support 2nd-Year SLG Meeting ASPIRE Sec. 04-05-17 04-05-17 1 PNP 4 1

18 ISM Meeting at ASPIRE Secretariat ASPIRE Sec. 16-05-17 17-05-17 2 ASPIRE Sec. 5 0

19Review and Management of ASPIRE

Implementation MeetingASPIRE Sec. 08-06-17 09-06-17 2 PNP 5 0

20 Field Data Collection/questionnaries Training CRDT 03-07-17 03-07-17 1 CRDT office 4 0

21 TOT on FNA GDA/DAE 28-03-17 31-03-17 4 BTB 17 1

22 Advance Request and Clearance PDAFF-KRT 03-04-17 04-04-17 2 KRT 26 5

23 Orientation on Group Formation/FNA Guideline PDAFF-KRT 05-04-17 07-04-17 3 KRT 62 25

24 TOT on FFS new DAO staffs PDAFF-KRT 23-26/05/17 23-26/05/17 3 PUR 18 5

25 Agriculture Technology to new CEWs GDA/DAE 02-11/05/17 02-11/05/17 10 PCH 26 10

26 TOT on Guideline Support 2nd Year SLG ASPIRE/DAE 29-05-17 29-05-17 1 KRT 33 7

27 PB workshop DPS 15-06-17 16-06-17 2 SRP 3 2

28 P4 and M forms DPS 24-05-17 25-05-17 2 KRT 24 4

29 Adult Learning Skill GDA/DAE 08-06-17 09-06-17 2 Kam.Ch 14 3

Total 417 79

Event Form 2

Training/Workshop/meeting Inventory Record

PROVINCE: PDAFF-Kratie

Kingdom of Cambodia

Nation Religion King

Ministry of Agriculture, Forestry and Fisheries

Agriculture Services Programme for Innovation, Resilience and Extension (ASPIRE)

- 47 -

Annex C: RIMS Indicator Tracking

Unit

Discription of RIMS-AWPB 2017 Total Total Female IP Total Total Female IP % Progress

01.Household receiving project services Household 17,842.00 9,287.00 3,059 2,099 102 17.14

02.People/Individuals/Household members receiving project services (Agriculture & Infrastructure) -

either count people participating or multiply HH with average HH sizePerson 55,026.00 28,101.00 3,059 2,099 102 5.56

03.Group receiving project services (# of SLGs, Contracting out group, AC, WUG, marketing group) Group 132.00 0.00

04.Communities receiving project services (# of villages) Vi l lage 198.00 116 58.59

05.Number of smallholder household members supported in coping with the effects of climate change (#

of household members supported through CRI)Household 0

06.Number of smallholder household members supported in coping with the effects of climate change (#

of household members supported through CRI) -multiply HH with HH average sizePerson 0

07.Staff of service providers trained (# of MAFF, NGO, Private sector, CEW trained) Person 80.00 33.00 0.00

08.People trained in crop production practices and technologies Person 4,650.00 2,325.00 0.00

09.People trained in livestock production practices and technologies Person 3,650.00 1,725.00 0.00

10.People accessing facilitated advisory services (eg. Through input supplier, CEW, contracting out, PPP,

AC, PDAFF/DAO, call center)Person 4,906.00 2,453.00 2,166 1,131 44.15

11.Household receiving facilitated animals health services (same as 1.2.5) Household 3,650.00 1,725.00 1,595 941 43.70

12.Crop/livestock production groups formed/strengthened (# of SLG, AC, contracting out) Group 132.00 0.00

13.People in crop/livestock production groups (# of member in 1.2.8) Person 4,650.00 4,650.00 0.00

14.Crop/livestock production groups with women in leadership position (in group 1.2.8) Person 132.00 132.00 0.00

15.Number of households in vulnerable areas with increased water availability for agricultural

production and processing (all HH increased water availability due to CRI)Household 0

16.Effectiveness: Improved performance of service providers (Extension practitioner survey, PDAFF

perfomance review, Provincial performance scorecard, major impact survey, QA check with CEW and

farmers)

Person 0

17.Effectiveness: Improved agricultural, livestock and fishery production_# of farmer reporting

product/yield increasedPerson 0

18.Effectiveness: Improved agricultural and livestock production_# of farmer adopting recommended

technologies (method to be developed)Person 0

19.Effectiveness: Improved agricultural and livestock production_# of small farmers reporting increased

her size (pig, goats, sheep, cattle, buffalo, not poultry)Person 0

20.Effectiveness of water availability measures (method to be developed) Each 0

21.Livelihood of sustainability of water availability and water use effeciency measure (RIMS manual) Each 0

22.Market group formed and/or strengthened (# of AC, SLG that convert to market group) Group 6.00 0.00

23.People in marketing group (# of group member in 1.4.4) Person 110.00 40.00 10.00 0.00

24.Marketing group with women in leadership positions Group 6.00 0.00

25.People trained in post-production, processing and marketing Person 110.00 33.00 0.00

26.Land under irrigation schemes constructed or rehabilitated (area in hectar) Each 0

27.Rainwater harvesting system constructed or rehabilitated Each 0

28.Other productive infrastructure constructed/rehabilitated (counting by type of other infrastructure) Each 0

29.Effectiveness of productive infrastructure: # of farmers with secure access to water (need working

definition of secure)Person 0

30.Livelihood of sustainability of productive infrastructure: # of functioning infrastructure after three

years.Each 0

RIMS Indicator Plan 2017 Acutal RIMS Indicator 2017 (Jan-Jun, 2017)

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KINGDOM OF CAMBODIA





Semi-Annual Narrative Report 2017 (1st January - 30th June 2017)

ASPIRE'S PVH PSP Team of MAFF

- 49 -

TABLE OF CONTENTS

Contents Abbreviations and acronyms ........................................................................................... 50

I. ......................................................................................................................... INTRODUCTIO

N ......................................................................................................................................... 52

1.1 Profile of the Province ........................................................................................ 52 1.2 ASPIRE Background ........................................................................................... 53

II. ............................................................................................................................. EXECUTIVE

SUMMARY ......................................................................................................................... 53

III. ................................................................................................................ IMPLEMENTATION

PROGRESS ....................................................................................................................... 55

2.1 Actual Achievement Against approved AWPB ................................................. 55 2.2 Progress Towards Programme Output ............................................................. 59 2.3 Achievements on Unprogrammed Activities and Outputs............................... 59

IV.Follow UP

Actions............................................................................................................................... 60

4.1 IFAD’s Implementation Support Mission (ISM) Recommendations ................ 60 4.2 Internal/external Auditing Recommendations........................................................... 63

4.2 National-Level/ASPIRE Secretariat Recommendations ................................... 65 4.3 PDAFF’s Recommendations on Service Providers (Contracting Out /PPP) ... 65

N/A ..................................................................................................................................... 65

V.Fiduciary Achievements and

Issues ................................................................................................................................ 65

5.1 Financial Status and Achievements .................................................................. 65 5.2 Procurement Status and Achievements ............................................................ 65

VI.Implementation challenges and

Risks .................................................................................................................................. 66

6.1 Issues/Challenges and Solutions ...................................................................... 66 6.2 Risks and Actions/Mitigation ............................................................................. 67

VII. ........................................................................................................................... Programme

Outcomes .......................................................................................................................... 67

7.1 Short-term/early outcomes ................................................................................ 67 7.2 Medium/late outcomes ....................................................................................... 68 7.3 PPP and Contracting Out Achievements and Issues ....................................... 68

VIII.Lessons Learned, Conclusions and

Recommendations ............................................................................................................ 68

8.1 Lessons Learned ................................................................................................ 68 8.2 Conclusions ........................................................................................................ 68 8.3 Recommendation ................................................................................................ 69

IX.The Plan for Next Qtr/Semester/Year

2017 .................................................................................................................................... 69

- 50 -

ABBREVIATIONS AND ACRONYMS ASDP Agriculture Strategic Development Plan AWPB Annual Work Plan and Budget BSP Budget Strategic Plan DAF Department of Account and Finance DAO District Agriculture Office DB Department of Budget DPS Department of Planning and Statistics CARDI The Cambodian Agriculture Research and Development Institution CEW Commune Extension Worker CDP Commune Development Plan CIP Commune Investment Program DEAG District Extension Advisory Group ERAB Extension and Research Advisory Board FNA Farmer Need Assessment FFLN Farmer to Farmer Learning Network FO Farmer Organizations GDB General Department of Budget GESS Grants for Extension Services to Smallholders IFAD International Fund for Agricultural Development MAFF-PSU Ministry of Agriculture, Forestry and Fisheries-Project Support Unit MEF Ministry of Economy and Finance MoI Ministry of Interior MTR Mid Term Review NP-SNDD National Programme for Sub-national Democratic Development NCDD National Committee for the Management of D&D NSDP National Strategic Development Programme OMCII Office for Multilateral Cooperation II PBC Planning and Budgeting Committee (Commune) PDA Provincial Department of Agriculture PBA Program Based Approach RUA Royal University of Agriculture PBA Program Based Approach PB Program and budgeting PADS Provincial Agriculture Development Strategy PASP Provincial Agriculture Strategic Plan PEAG Provincial Extension Advisory Group PPP Public-Private Partnerships PSC Program Steering Committee SNEC Supreme National Economic Council SLG Smallholder Learning Groups SICRG Specific Investment Climate Resilience Grant RIMS Results and Impact Management System VAHW Village Animal Health Worker

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VEW Village Extension Worker VRA Vulnerability Reduction Analysis WCFP Women and Children Focal Po

File: 1st Semester Report- PDAFF Pursat- PSMA 52

I. INTRODUCTION 1.1 Profile of the Province

Preah Vihear is located in the north of the Kingdom and it borders the provinces of Otdar Meanchey and Siem Reap to the east, Kampong Thomto the south and Stung Treng to the west.Its northern boundary forms part of Cambodia's international border with Thailand and Laos. In the Economic Census, various items to be explored for formulating the policies and the programs relevant to national and local development were enumerated and tabulated. According to the results of the 2011 Economic Census, the total number of establishments of Preah Vihear indicated 5,317, whilethe total number of persons engaged counted 10,577 persons. It accounts for 1.1% of total number of establishments (505,134 establishments), and for 0.6% of total number of persons engaged (1,673,390 persons) in the Kingdom of Cambodia. Following tables provide Preah Vihear’s position among twenty-four provinces by various indicators derived mainly from the results of the 2011 Economic Census.


According to the results of the 2011 Economic Census, the total number of establishment’s ofPreah Vihear province indicated 5,317 while the total number of persons engaged counted 10,577 persons. It accounts for 1.1% of total number ofestablishments (505,134 establishments) and for 0.6% of total number of personsengaged (1,673,390 persons) in the Kingdom of Cambodia. This means that Preah Vihear’s share of persons engaged which may contribute directly to the production of goods and services is considerably less than its population. It can be said that the degree of concentration on the province is considerably less in terms of economic activities than in population. 1.2 ASPIRE Background

The Agriculturee Services Program and Innovation, Resilience Extension (ASPIRE) is the first program

out of eight Projects/Program were funded by the International Fund for Agriculture Development

(IFAD) through the Ministry of Economy and Finance (MEF) with counterpart contributions from the

Royal Government of Cambodia (RGCF). In Particularly the ASPIRE is implementing through

Government Financial Reform, it's calling Program Budgeting Approach, the Ministry of Agriculture,

Forestry and Fisheries (MAFF) is the lead implementing agency for ASPIRE, but many other agencies

inside and outside government have important roles to play. Government agencies participating in

ASPIRE include the Supreme National Economic Council (SNEC), the National Committee for Sub-

National Democratic Development Secretariat (NCDDS), and the Ministry of Economy and Finance

(MEF) at national level, and Province, District and Commune administrations as well as the Provincial

Departments of Agriculture. Representatives of the private sectors, academic institutions, non-

governmental organisations and farmer organisations (FO) all participate in planning and

implementing ASPIRE activities. The most important stakeholders who participate in ASPIRE are the

farmers themselves.

ASPIRE will be implemented with stakeholders in National and the first step with five targets provinces of Kratie, Preah Vihear, Battambang, Pursat and Kampong Chhnang and second step will be extended to five PADEE's targets Provinces and adding to three more provinces will be identified during MTR in year 2018. The ASPIRE is expected to increase 15% of agricultural production value, which is 120,000 targeted households and seven years periods intervention with total budget committed approximately USD 52.4 Million (IFAD loan is USD 26.1 million, ASAP Trust Grant is USD 14.9 million and Government contribution is USD 11.4 millions) and excluded others Funds from US aid and beneficiaries contributions.

II. EXECUTIVE SUMMARY

General Information Aspire Programme are implemented through the government's financial reform by the Ministry of Agriculture, Forestry and Fisheries is executive agency, but the participation of stakeholders inside and outside government. Agencies participating in the implementation of the program at the national level, including the Supreme National Economic Council, the National Committee for Sub-National Democratic Development Secretariat, Ministry of Finance and at the provincial level, there are provincial department of agriculture, district and commune level, representing the private sector, academia, NGOs and farmer organizations that participate in the planning and implementation of programs and key stakeholder in the implementation of the program ASPIRE farmers self-inflicted.


This is a Sem-Annual Physical Progress Report 2017 of PDAFF-PVH/ASPIRE which is developed and aimed at recording and reporting the implementation progresses and actual achievements against plan, also tracking what implementation challenges faced and addressed during this reporting period. This report covers a 6-month implementation period, starting from 1st January to 30th June, 2017. In consistency with approved AWPB 2017, the 13 main activities have been carried out and made progresses remarkably are as follows:

12. Group formation and farmer need assessment (126 SLG) completed, 13. 2nd year interventions to existing 2016 SLGs ( 72 SLG) progressed, 14. Contracting out with service provider, Mekong Think Teng (MTT) (500 HHs) 2016 on

progressed, 15. Contracting out with service provider 2017 on process 16. Public Private Partnership with MRURICE(1000 HHs) progressed, 17. Provincial Agricultural Strategic Development Plan (2016-2020) final, 18. Provincial Budget Strategic Plan (2018-2020) produced Final, 19. Provincial Programme Budgeting 2018 Final, 20. Institutional strengthening and capacity building-on-going 21. Partnership Input Supplies/service provider in progress, 22. Cash crop Nurseries 1 group, on –going, 23. Provincial and district Monthly meetings-on-going, and 24. Other office equipment for PDAFF/DAO and district contracted staff recruitment.

As results, there are 4,978 households (F:3,250) including 81 IPs within 128 target villages of 36 communes in 6 districts benefited directly from above stated main activities which have been carried out. Furthermore, there are 1,501 farmers (F:868) accessing facilitated advisory services of crops/livestock from PDAFF/DAO staffs, CEWs. Based upon above achievement, it is observed that the staff capacity building and trainings were also delivered and built to 71 staffs (F:24) including PDAFF, DAO, district contracted staffs, and CEWs in relation to subject areas of Group Formation Guideline/FNA, ASPIRE Financial Procedures, Programme Budgeting & P3-4/M1-2 Forms, Guideline Support 2nd-Year SLG, Agriculture Extension Methodology , and Adult Learning. Though the achievement has been made progresses remarkably, ASPIRE Provincial Sub-Programme of PDAFF-PVH found that the implementation of AWPB 2017 has faced two main challenges to be solved such, 24 newly-recruited CEWs have not been offered the motorbikes yet for their daily task performance in their commune. For this period, the budget actually has been expensed in total amount of USD$ 125,123.33 (18.83%) as compared to approved annual budget of USD$ 664,468.00 as of 30th June, 2017. It is concluded that physical progresses have been made 40% and budget disbursed is 18.83% as compared to approved AWPB 2017 of ASPIRE Provincial Sub-Programme of PDAFF-PVH. It is expected the implementation of AWPB 2017 could be completed as planned schedule. In responses to above addressed main challenges, PDAFF/ASPIRE proposed two main suggestions to be dealt with such:


3. It is suggested that ASPIRE Secretariat had better accelerate the execution of

motorbike procurement plan and provide CEWs the motorbikes for their daily task performance to prevent CEWs from resigning his/her current position.

4. PDAFF ASPIRE /PVH to suggessted that ASPIRE Secretariat shoud considered provide fuel to DAO and CEWs there are no motorbike for this peroid.

III. IMPLEMENTATION PROGRESS 2.1 Actual Achievement Against approved AWPB





Performance Based Grants to Provincial Sub Programme under PBA

Small holder Learning Group Imformation

a). 126 Small holder Learning Group Imformation and FNA

3150 farmers in 126 SLG has formed and FNA completed in 77 villages, 24 communes, 6 districts.

SLG formed for 126 Groups, 77 villages at 24 communes of 6 target districts which have number of 3178 member, 1913 women and the steps in formation of the SLG are: 1).Village Meeting in the purpose of the meeting is to explain about the SLG program and make clear that the only benefit farmers will get from joining the group will be training and wealth ranking analysis. 2). Household visits. The next step is to visit the house of each famer who has volunteered to join the group. The facilitator collects some basic information about the household, the amount of agriculture land, and livelihood activities


3). Final selection. If there are more than 25 farmers who want to join the SLG, the first priority should be for farmers who have ID-Poor cards. Priority should also be given to farmers who have good capacity and commitment and then the election of Group Leaders group has been elected a three person committee of whom at least one person must be a woman. FNA have topics is a high priority as like 85 rice, 80 pig, 66 chicken and 21 vegetable. Percentage is 100%

b).Promote Agriculture production and Promote animal health and animal product

b.1. Farmer Field School for first year

126 Farmer Field school has run in 18 weeks

79 Farmer Field school have been run in 24 commune of 6 target district with 1501 people, 868 Female are participanted in 1st week. Percentage is 10%

b.2. Intervention second year to SLG

Local Asssessment of market Demand

12 communes of ASPIRE has completed.

Has 12 communes of 3 district for assessmenet on market demand as like: -Kulen district: 3 market selected with 15 middlemen has interview. -Choam Ksan district:3 markets selected with 21 middlemen has interview. -Roveng district: 2 market selected with 5 middlemen has interview. 100%

Demo/study visit/learning plot

72 SLG has to support on Demo /study visit

3 farmer group productions has established with 35 people. The process of the farmer group production is:


1/ Data analysis result and market demand present to farmer. 2/ The interesting farmer to product to local market demand. Percentage is 5%


10 SLGs has support In Plan


12 communes of farmers have exchange and share experince.

In Plan

d).Contracting out with service provider (500 HHs) (included Taxes

01 Contracting Out has been selected.

PDAFF has been procurment processing, also submit to SEC to review and comment.

d.1. Contracting out with service provider (Carried over 2016, included Taxes)

01 Contracting Out has been selected and run activities for 2016

The Contracting Out arrangements are still in progress. 30 VAHW received refresher training on animal raising and Vaccination Campaign. -The contracting out has conducted animal vaccination campaige in 3 target district ( Rpveng, Kulen and Choam Ksan district). 2000 heads of cow has Foot and Mouth disease.Percentage 50%

e). Public Private Partership (1000HHs)

01 Public Private Partership has selected.

In Plan

f).Finalise Provincial Agricultural Strategic Development Plan (2016-2020)

Provincial Agricultural Strategic Development Plan (2016-2020) has developed.

Final Reviewed and comment from DSP and will print it out. Percentage is 100%

f.1. Printing PASDP 200 books of PASDP has print out

200 books have print. 100%

g).Provincial Budget Strategic Plan (2018-2020)

Provincial Budget Strategic Plan (2018-2020) has developed

In Plan

h).Provincial Programme Budgeting 2018

8 districts has develop Provincial Programme Budgeting 2018

In Plan


i).Instutitional strengthening and capacity building

i.1. Capacity Bulding to PDAFF/district staffs (P3 & P4)

PDAFF/ 6 district staffs has completed on (P3 & P4)

P4 capacity building and coaching to 31 DAO in 3 district (Chheb, Roveng, and Sangkum Thmey district). Percentage is 80%

i.2. Capacity Bulding to PDAFF/DOA on Form M, E and DP indicators

PDAFF/DOA has completed on Form M, E and DP indicators

In Plan

i.3. Programme management (Planing/Finance) to district staffs

12 district staffs have capacities building on Planning /Finance.

In Plan

i.4.Partership inputsSupplies/service provider(NGOs/ACs/Private sector…..)

-Mapping/inventory list Inventory list of service providerin the province has completed.

8 NGOs and 43 service provider has register in to the format table of the programmes. Percentage is 100%

-District Forum 1day 6 districts of ASPIRE target has conducted forum 1 day.

-Capacity building to partners

1 training course to partner has done.


1 training course has train to leader and member of ACs in target district has conducted

J) Cash Crop Nurseries (Jackfruit)

1 cash Crop Nursery has selected and contract to provide the fruit tree seed to SLG or Non SLG.

2 districts (Rpveng and Kulen district has conducted survey to find out the potental owner nurseries to provide the tree seed to SLG or non SLG farmer in program target. The owner nursery is Heng Ly has selected for provide tree seed to SLG or non SLG in


Roveng district. Percentage 10%


c) Provicial Monthly meeting

12 time of PDAFF has Monthly Meeting.

Organizing regularly meeting agreed on each 25 or 26th end of the month to discuss both on urgent issues, progress and challenges for the implementation and work plan for next month. Percetage is 50%.

d) Districts monthly meeting 12 time of DAO has Monthly Meeting.

Organizing regularly meeting agreed on each 20th or after date end of the month to discuss both on urgent issues, progress and challenges for the implementation and work plan. Percentage is 50%.

e). Capacity building to district staffs

36 DAO staffs have completed the training course.

36 DAO staffs has conducted the capacity building course on farmers protocol of animal, vegetable and rice production in 2 days.. Percentage is 30%.

e1. Staff Apprasal Perfomance


In Plan

f.1. Refresher training on Agri-technical to Dist./CEWs

In Plan

g). Training to new district staffs and CEWs IRR Intervention

In Plan

h). IRR data collection 198 SLG has completed IRR

In Plan

i).Capacity building MIS In Plan


Within this reporting period, there are 4,978 households (F:3,250 including 81 Ips, benefited from improved climate resilient agricultural technologies.

2.3 Achievements on Unprogrammed Activities and Outputs

23. January 16th, 2017: the Provincial Sub-programme Manager participated in the

meeting of Steering committee at ASPIRE Sec- on revision of annual physical report 2016 and action plan 2017.


24. January 24-26th, 2017: the Provincial Sub-programme Deputy Manager/TA participated in a workshop on revision of IFAD funded project/programme, at SHV province.

25. January 30th - February 2nd, 2017: 3 PDAFF staffs and 3 TAs took part in 4th Technical Meeting on physical/financial progresses, procurement, contracting-out/PPP, and ToRs, at Kampong Chnang province.

26. February 20th, 2017: 1 PDAFF staff and 1 TAs took part in Skype meeting with National Advisor of MAFF/DPS on Revision of PASDP 2016-2020, at PDAFF-PVH.

27. March 6-7th, 2017: 2 PDAFF staffs attended a meeting at National level on IFAD’s Indigenous People Assessment Report.

28. April 26-28th, 2017: 5 PDAFF staffs attended the workshop on formulation of Medium Provincial Budget Strategic Plan, at SRP province.

29. May 4th, 2017: 3 PDAFF staffs took part in a meeting on Guideline Supporting 2nd Year SLG, at PNP.

30. May 16-17th, 2017: 3 PDAFF staffs took part in a meeting on IFAD’s Implementation Support Mission of ASPIRE at ASPIRE Sec.

31. May 16-17th, 2017: 2 PDAFF staffs took part in Extension Materials Workshop at Kampong Cham province.

32. May 23-26th, 2017: 18 PDAFF/DAO staffs attended the FFS-TOT at PUR province. 33. May 25th, 2017: 2 PDAFF staffs attended a Wrap-Up meeting of IFAD’s ISM at PNP. 34. May 29th, 2017: 2 PDAFF staffs attended the Extension Materials Review and

Validation Workshop at PNP. 35. May 5-15th, 2017: 24 CEWs (F:9) participated in Extension Methodology Training at

Kampong Cham province. 36. June 8-9th, 2017: 18 PDAFF/DAO staffs (F:5) attended the Adult Learning Training at

Kampong Cham province. 37. June 8-9th, 2017: 4 PDAFF/DAO staffs took part in workshop on Revision of ASPIRE

implementation in response to IFAD’s ISM at PNP. 38. June 26th, 2017: 3 DPS/MAFF staffs coached and mentored PDAFF staffs in PB, P3-P4

and M1-M2. 39. July 2th-7th , 2017: 5 staffs 2TA participant on M&E , MIS system work shop at Kampong

Cham province. 40. July 11th- 15th, 2017: 5 PDAFF staffs 2 TA participants in work shop on Financial

Management 2017 at BTB province.

IV. Follow UP Actions


IV. Component 3 - Improved Extension Services


3. DPS, in discussion with GDA and PSU, should issue guidance to PDAFF in the five pilot and five PADEE provinces on preparation of sub-programmes (P4

September 2017 1. (i). by 1st week of July, a meeting will

organised with GDA and ASPIRE Sec and draft


forms) to reflect all proposed financing and activities of sub-component 3.1 under PDAFF responsibility in 2018. The guidance should be in the form of a written instruction but should be supported either by a workshop or by adviser visits to each PDAFF to clarify. Guidance should include: (i) outreach targets consistent with achieving the overall outreach target of ASPIRE by 2021; (ii) eligible types of activity/expenditure to be included, consistent with the PIM and recommendations of this Mission Report; (iii) sub-program indicators; and (iv) performance targets.

4. PDAFF should prepare sub-programmes based on this guidance and reflecting to the extent possible PASDP priorities and identified market opportunities.


the guideline by the end of June (by DPS). (ii). Send the officer and advisors to support on the job training for P4 forms. (this will included all the financial into P4 forms as well as DP financial support, all 10 provinces will prepare and using P4 forms, all the PDAFF commit to P4 forms, and the 2018 AWPB will apply the p4 forms and to reflect the output and indicators of provincial sub-programme, central will consolidated. (H.E director, please pay attention on no. 2 and reflect in the PASDP and identified the market opportunity based on the existing document in hand (PASDP). (guideline was final drafted and will be oriented to each province by July)

2. Each province prepares P4 form and send to DPS (Included into the instruction/guideline)

3. AWBP (aligned with P4)


6. By September 2017, DPS should consider further development of the GESS allocation formula for use for the 2019 and future allocations, including: (i) an increasing share of the allocation should be based on need, primarily the number of farmers in the province, with a corresponding reduction in the equal-share component; (ii) the number of ID-Poor actually reached by extension activities, not the proportion of ID-Poor in the population, should be considered as a performance indicator (i.e. number of ID-Poor reached by extension activities in 2017 should be a performance indicator for the 2019 allocation); and (iii) the indicator currently included and described as “IRR” is not very meaningful and should be replaced by an indicator better reflecting PDA performance in achieving strategic results.


September – November 2017 1. DPS will review the

GESS allocation formula before September. As the GESS allocation is allocated based on indicators included IRR as the mission said that no meaningful of IRR.

2. Include the budget in AWPB

Key target 3.3 – Range of modalities for providing extension services to farmers under provincial sub-programmes expanded

1. Immediate: GDA will appoint a national counterpart to the PPP and Contracting Out TA;

2. By June 2017: GDA to improve the SLG support approach and guidelines by integrating the following aspects: i. identification of existing farmers’ cooperatives and groups and

assessment of services needs; j. climate related constraints and possible solutions such as: crop

association/ diversification, smart agriculture and SLM practices. Link with component 4 investments, innovation grants and SLM practices identified by CAES under WOCAT where relevant. In line with recommendations made under component 4, District Vulnerability Assessment (VRA) findings will be included into the Farmer Needs Assessment process, communes investment in

June – October 2017 1. GDA will appoint (Dr. Lee will

discuss with Output based consultant to prepare work plan and request counterpart)

2. GDA will improve approach and guideline for support to SLG. (i). GDA will review the recommendation (ii). Improve guideline on FNA, FFS, SLG and update. (iii). meeting to approve and validate on the guideline by July 2017. (updating in July,

(H.E director advise to the province that the


infrastructures will focus on farmers’ needs and support agricultural production (water related infrastructures);

k. broad list of productions/commodities that can be supported based on local agro-ecological potential and marketing opportunities;

l. facilitation of access to inputs by creating linkages with input suppliers, mobilising PPP mechanism where relevant. Include facilitation to access production credit. Clearly state that FFS budget allocation is for demonstration and training purpose, not for supplying inputs to SLG members;

m. identification of extension service providers that can be associated in the group support process, mobilising resources through contracting out where relevant. In the identification, include lead farmers and farmers organisations within the commune/district to promote farmers to farmers knowledge sharing, through cross-visits and farmers’ led demonstrations

n. Market assessment to be wider than commune and district level. Include assessment of current and previous farmers’ experiences in market oriented production, as well as potential for up-scaling to commercial level. Adopt more dynamic process for facilitating market linkages, building on the cluster approach implemented by PDAFFs under PADEE;

o. include a specific support approach for women and for farmers with production constraints (land, labour, capital/indebtedness, knowledge/literacy) by including options requiring no or little land area, labour and/or investment and with short production cycle. Build up on lessons from PADFFs in PADEE provinces on groups supported by Ministry of Women Affairs (non-land based activities) as well as TSSD on chicken production

p. Strengthen role of PDAFF/DAO staff to focus on assessment, facilitation, coordination and monitoring.

2. By June 2017, finalise PPP and contracting out guidelines (in a joint, coherent document) and disseminate them to PDAFFs, with provisions for pooling of resources and synergies of the whole range of potential service providers. PPPs arrangements should be combined with other mechanisms to increase synergies with multiple stakeholders under a more flexible approach. Formal partnership agreements should specify criteria to assess efficiency and performance of the service provided, as well as the role of PDAFF and DAO. Current difficulties with contracting out procurement (see above) will be addressed, possibly for example through multi-annual contracts. Additionally, GDA will revise the TOR and extend the PPP TA contract, with a view to deliver a ToT for PDAFFs to help implementing the guidelines.

3. From June 2017: GDA to inform PDAFFs to provide instructions to field staff and CEWs so that all FFS demonstration activities include keeping a daily log-book of farmer own-labour inputs;

4. By July 2017: GDA will discuss cooperation modalities with SNV to upscale cluster based planning process at PDAFFs level in PADEE as well as in ASPIRE area and to build provincial capacities accordingly. GDA and SNV will discuss and agree on possible contracting options

implementation should be flexibles not as a project like PADEE. PDAFF find out the way to implement with flexible from a-h. GDA improve the guideline by June, PDAFF to find out the way to support the SLG (small holder a-h). By early July, the meeting will be conducted to consolidate the finding way and start to implement. Pay more attention to private firms to support provide service and market. (H.E mentioned that if we just waiting the SLG form and training them through the FFS that is finished is not the good way to implement. Note that this is the programme not the project. 3. PPP and Contracting-out

guideline will be finalized by the end of June. (Phillip: the mix of the resources of Contracting and PPP together, identify the market opportunity). The consultant will complete all inputs started on the contract and will be discuss the extend contract during the MTR in Sept. The orientation will be made on the guideline in early July. (Mr. Chay KongKruy follow up the result)

4. Recorded, but required to record on the farmer owner-labour input. (Dr Soeun, the farmer record books already have at the end page of FFS record book). (completed by July)

5. Invite technical officer from GDA (Dr Soam Lun and Mr. Mean Rachana) to discuss the expanding plan for cluster in PADEE & ASPIRE to reach to capacity building for the province. (updating the cluster guideline)


for review by the MTR mission, including an action plan for SNV to support provincial planning through coaching and hands-on training;

5. By July 2017: GDA/PDAFF to roll out revised SLG guidelines; 6. By July 2017: Commodity Outlook Market Study to start, based on

approved TOR and procurement process to be launched immediately and fast-tracked;

7. By October 2017, GDA will disseminate F2F guidelines (prepared under Component 2) to PDAFF, DAO, CEWs, demonstration farmers and farmers cooperatives and networks. PDAFF will select priority areas to promote F2F networking and will start promoting F2F exchanges in selected areas with assistance from DAO and CEWs.

6. GDA improve the guideline by June, and each province shall prepare the basic finding to support the smallholders from a-h. At July will be implemented the action. Will start strengthening the DAO officers in July onward)

7. Under shortlisting and the process would be completed by November 2017. (EOI for shortlisting to IFAD for NOL by July)

8. GDA will provided training F2F Guideline by October to PDAFF, DAO, CEWs, after completion of this Guideline by Sept. (by Oct)


No Observation KPMG Comment Management responses

Summary of observations and findings

Fixed asset register

Improvement control over fixed asset register Observation During our audit review, we noted that the value of fixed asset recorded in the fixed asset register is difference from the value recorded in the financial accounting. The value of asset recorded in the fixed asset register is exclusive of the VAT amount while the VAT is recorded the financial accounting.

Amount per GL

Amount per listing

Difference

Per Actual

$ 70,536.79

$ 69,772.87

$ 763.92

We have quantified the amount USD 763.92( rounded amount =USD 764.00)

As this is not our responsibility, we propose that the secretariat should help review and adjust the difference amount accordingly.



Rounded

$ 70,537.00

$ 69,773.00

$ 764.00

Cash on hand

Improvement of cash management Observation Petty Cash Control : During our audit, we observed that there is only one person who controls the safe box for petty cash intern of holding the key and password. More, we observed that the official receipts from Bank were not obtained and attached as evidence in the supporting document. (Finance Manual Art 6.3 Bank receipt).

We recommend having a separate control on petty cash in safe box. i.e Key is held by Cashier and password is held by Planning officer. More, we recommend to have a back up to control safe box when the person in-charge is absent. i.e. Cashier – Accountant ( Key) Planning officer – Assistant-Programme (Password) We recommend to obtain the official receipt from the bank as supporting document.

We agree on the proposal from auditor. The proposal will be implemented accordingly. We also agree on the proposal.

Taxation 3. Declare monthly tax on salary Observation According to the law on taxation, salary, allowance, and overtime payments given to staff must be subjected to monthly salary taxable at progressive rate. We understand that the threshold of allowance given is not equivalent for taxable amount.

Subject to discuss Verbally in meeting

This section is subjected to discuss with the secretariat.



Expenditure

Improve on maintaining and preparing documentation We observed that there are some errors in preparing document as: There is no money transfer order in fund receipt supporting document. There is missing in filing information in supporting document (CRV). There is error in balance in the supporting document (CRV).

We recommend that the finance department should prepare all document properly.

We agree to the comment and will improve our control accordingly.


N/A

4.3 PDAFF’s Recommendations on Service Providers (Contracting Out /PPP)

N/A

V. Fiduciary Achievements and Issues o Financial Status and Achievements

Refer an AWPB 2017 have the finance status from January to June as following are:

DESCRIPTION FINANCE STATUS

Total RGC LOAN GRANT

- AWPB 2017 664,468,00 164,179.48 381,220.20 119,068.32

- Expense Brought

Forward 96,796.05

37,984.01 29,330.20 29,481.84

- Expense in Month 28,327.28 10,223.78 12,800.00 5,303.50

- Expense Carried

Forward 125,123.33

48,207.79 42,130.20 34,785.34

- Balance 539,344.67 115,971.69 339,090.00 84,282.98

o Procurement Status and Achievements


Office Furniture


Referred to the Procurement Plan 2017, PDAFF/ASPIRE has bought the Office

Furnitures (6 Desks, 6 Chairs, 9 Filing Cabinets) and has extended the advertisement

of the Contracting Out till 21 May 2017. PDAFF will interview the DAO Contract Staffs

on 06 May 2017 that hope to sign contract on 3rd week of May 2017.

VI. Implementation challenges and Risks

o Issues/Challenges and Solutions

During the course of the implementation the following issues and constraints were

identified:

No Description of Issues/challenges

Action/Solutions taken/proposed

1 Delay to provide the motorbike

to CEWs

Encouraged CEWs to run activities without motorbike

2 Difficulties in recruiting and seeking for service providers within a province for the implementation of contracting-out/PPP while call for proposal was extended for two times through Reaksmei Kampuchea .

The single source selection method has been allowed to adopt based on meeting results of ASPIRE Sec.

3 The most of participants (SLG members) of Farmer Field

Both DAO chief and CEWs should work in closed cooperation with commune chief

- 6 Tables Table 6 320 1,920.00 Completed

- 6 Chairs Chair 6 103 618.00 Completed

- 9 Filling Cabinets Cabinet 9 300 2,700.00 Completed

Printing service PASDP books Book 200 10 2,000.00 RFQ

Contracting Out Service Provide

r 1 30,000 30,000.00

NOL Request

Contract Staffs Staff 12 120 1,440.00 Completed

Total


Schools (FFS) are females, so they mostly do not influence on decision-making of their husband. Hereby, the possibility of climate resilient agriculture technologies adaptation is really limited.

and village unit members to encourage and urge male participants to attend FFS more than female participants in each FFS’s learning topic.

o Risks and Actions/Mitigation

As regards to the last past six-month AWPB implementation and direct observation, it is assumed that the typical risks (incl: inherent/residual risks) will/might be occurred and appeared within next semester periods and the actions/strategies proposed to be solved and intervened are also listed below:


1 Financial supports such; materials, typical seeds, and chickens to demonstration farmers (from 10 to 15 members of 2nd-Year SLG as per guideline and USD$ 600/SLG) will face budget shortage and not response to the real production plan of selected producer group.

Technical supports of PDAFF/DAO technical support staffs to 2nd-Year SLG should consider the farmers based on budget production plan.

2 Commune /FFS at far target district (Khompong Sraloav II commune about distance of 70 Km from DAO/ Chheb district, Yeang commune of 50 Km from Choam Ksan, and FFS Chom Chek village , Sro Y ong commune 40 km for Kulen district ) in the rainy season will be in difficulty for TOT / DAO technical support staffs to travel back and no overnight payment is not allowed or charged for DAO support staffs.

The field work of DAO staffs during FFS in the Khompong Sraloav II commune, should be allowed to have overnight payment and be compensated in consistency with i) MEF Prakas No. 1589, dated 09/12/2014 and ii) RGC Sub-Decree No. 216, dated 21/07/2014 (Special case).

3 Delay to delivery of 24 motorcycles to 24 CEWs.

Request ASPIRE Sec. to accelerate the implementation of motorcycle procurement and provide them the motorcycle.

VII. Programme Outcomes


N/A



N/A


The consultant experts worked closely with VAHWs to vaccinate cattle and buffalo

against hemorrhagic septicemia. As results, there is a total of 1636 heads including 189

buffalo vaccinated against Hemorrhagic septicemia in 20 target villages in Rovieng and

Kulen district. The lists of vaccination given to each VAHW in order for farmer households to

thumb an acceptance of their cattle vaccinated.

VIII. Lessons Learned, Conclusions and Recommendations

8.1 Lessons Learned


1 The most of participants (SLG members) of Farmer Field Schools are females, so they mostly do not influence on decision-making of their husband. Hereby, the possibility of improved climate resilient agriculture technology adaptation is really limited.

2

3

8.2 Conclusions


1 Due to implementation progresses achieved during this period, it is summarized and highlighted such; i) Group formation and farmer need assessment, ii) 2nd year interventions to existing 2016 SLGs, iii) Contracting out with service provider, MTT, iv) Provincial Agricultural Strategic Development Plan (2016-2020), v) Provincial Budget Strategic Plan (2018-2020), vi) Provincial Programme Budgeting 2018, vii) Institutional strengthening and capacity building, viii) Cash Crop Nurseries, viv) Provincial and district Monthly meetings, and x) Other office equipment for PDAFF/DAO and district contracted staff recruitment. Furthermore, the staff capacity building and trainings in Group Formation Guideline/FNA, ASPIRE Financial Procedures, Programme Budgeting & P3-4/M1-2 Forms, Guideline Support 2nd-Year SLG, Agriculture Methodology, and Adult Learning, were delivered and built to 71 staffs (F:24) including PDAFF, DAO, district contracted staffs, and CEWs.


2

It is summarized that there are 4,978 households (F: 3,250) including 81 IPs within 128 target villages of 36 communes in 6 districts benefited directly. Furthermore, in term of RIMS indicator, there are 2,803 farmers (F:1,862) including 81 IPs accessing facilitated advisory services of crops/livestock from PDAFF/DAO staffs, CEWs, and VAHW association/AC.

3 The budget actually has been expensed in total amount of USD$ 125,123.33

(18.83%) as compared to approved annual budget of USD$ 664,468.00 as of 30th June, 2017. It is concluded that physical progresses have been made 40% and budget disbursed is 18.83% as of 30th June, 2017. It is expected the implementation of AWPB 2017 will be completed as planned schedule.

8.3 Recommendation

PDAFF / ASPIRE is suggested that ASPIRE Secretariat had better accelerate the execution of motorbike procurement plan and provide DAO & CEWs the motorbikes for their daily task performance to prevent DAO & CEWs from resigning his/her current position.

IX. The Plan for Next Qtr/Semester/Year 2017

Planned Outputs/main activities

2nd Semester 2017 (by month)

Responsible/ concerned

Persons

7 8 9 10

11

12

b) Promote Agriculture production and Promote animal health and animal product

b.1 Farmer field school first year 2017 ( 126 FFS)


b.2 Intervention second year SLG of 2016 (72 SLG) x x x x x x 4 DAOs/PDAFF/TA

-Demo/study visit/

b.2.1.1 Dissemination meeting organizing on results of market assessment (12 meetings)

x 6 DAOs/PDAFF/TA

b.2.1.2 District Forum organizing on Linkage SLG’s group producers and collectors/ middlemen (3 forums)

x 6 DAOs/PDAFF/TA

b.2.2 Demo/study visit/ learning plot x x x x x 6 DAOs/PDAFF/TA

b.3 Natural Disaster Relief(5% of total group) x x x x x 6 DAOs/PDAFF/TA

c) Small holder network (F2F inside & outside province) ( 6 networks)

x x x PDAFF/TA


Date……………./July/2017 Date 25 July 2017 Approved by: Prepared by: Sub-Programme Manager and Director of PDAFF M&E Officer


x x x x PDAFF/TA

d).1. Contracting out with service provider (carried over from 2016, 500 hhs)

x x x PDAFF/TA

e) Public Private Partnership (1000hhs) x x x x PDAFF/TA

h) Provincial Programme Budgeting 2018 x PDAFF/TA


i.4 Partnership inputs Supplier/ services providers (NGOs/ AC/ Private sectors...

1.4.2 District forum (6 forums) x x PDAFF/TA

1.4.3 Capacity building inputs suppliers/ fertilizer ( 1 training)

x PDAFF/TA

1.4.4 Capacity building ACs based on result district forum ( 2 trainings)

x x PDAFF/TA

J) Cash Crop Nurseries ( 2 group) x x x x x x PDAFF/TA


c) Provincial Monthly meetings x x x x x x PDAFF/TA

d) Districts monthly meetings x x x x x x DAO/PDAFF/TA

e). Capacity building to district staffs (rice, animal, vegetable, crop/other) ( 4 trainings)

x x x PDAFF/TA

e.1.Stafff Performance Appraisal x x PDAFF/TA

f) Capacity building on Agri-technical to new CEWs ( 4 trainings)

x x x PDAFF/TA

f.1.Refresher Training on Agri-technical to Dis./CEWs ( 1 training)

x x PDAFF/TA

g).Training to new district staffs and CEWs IRR Intervention ( 2 sessions)

x x x x PDAFF/TA

h). IRR data collection ( 198 SLG) x x x x DAO/PDAFF/TA

i). Capacity building MIS ( 1 session) x x PDAFF/TA


KINGDOM OF CAMBODIA NATION RELIGION KING

AGRICULTURE SERVICES PROGRAMME FOR INNOVATION, RESILIENCE AND

EXTENSION (ASPIRE)


1st SEMESTER REPORT (01 Jan 2017-30 June 2017)

Submitted

To


Prepared By:

PDAFF/ASPIRE Pursat

(July 2017)


Table of Contents

List of Abbreviation ............................................................................................................................ 74

Executive Summary ............................................................................................................................ 75

I. Introduction ...................................................................................................................................... 76

1.1 Provincial Background: ........................................................................................................ 76 1.2 ASPIRE Background ............................................................................................................. 77

II. Implementation Progresses (Achievements) ............................................................................... 77

2.1 Actual Achievement Against approved AWPB .................................................................. 77 2.2 Progress Towards Programme Output ............................................................................... 81 2.3 Unplanned Achievements .................................................................................................... 82

III. Follow UP Actions .......................................................................................................................... 83

3.1 IFAD’s Recommendation ...................................................................................................... 83 3.2 Internal/external Auditing Recommendation ..................................................................... 86 3.3 National-Level Recommendation ........................................................................................ 87 3.4 PDAFF’s Recommendation on Service Providers ............................................................. 88

IV. Fiduciary Achievements and Issues ............................................................................................ 88

4.1 Financial Status and Achievements .................................................................................... 88 V. Implementation challenges and Risks ......................................................................................... 89

5.1 Issues/Challenges and Solutions ........................................................................................ 89 5.2 Risks and Actions/Mitigation ............................................................................................... 90

VI. Programme Outcomes .................................................................................................................. 90

6.1 Short-term/early outcomes .................................................................................................. 90 6.2 Medium/late outcomes ......................................................................................................... 91 6.3 PPP and Contracting Out Achievements and Issues ........................................................ 91

VII. Lessons Learned, Conclusions and Recommendations .......................................................... 93

7.1 Lessons Learned ................................................................................................................... 93 7.2 Conclusions ........................................................................................................................... 93 7.3 Recommendation ............................................................................................................ 94

VIII. The Plan for Next 2nd Semester (July-Dec) 2017 ..................................................................... 94



AC Agriculture Cooperatives ASPIRE Agriculture Service Program for Innovation, Resilience and Extension AWPB Annual Work Plan and Budget CEW Commune Extension Worker DAO District Agriculture Office Demo-sites Demonstration Sites EOI Expression of Interest EPDO Environmental Protection and Development Organization FFS Farmer Field School FMD Food and Mouth Disease FNA Farmer Need Assessment GDA General Directorate of Agriculture HS Haemorrhagic septicaemia IFAD International Fund for Agriculture Development PADEE Project of Agriculture Development and Economic Empowerment PASDP Provincial Agriculture Strategic Development Plan PDAFF Provincial Department of Agriculture, Forestry and Fisheries PPP Public Private Partnership (is a service provider to provide service to target farmers

under the fair-share cost 50-50). RFP Request for Proposal RGC Royal Government of Cambodia RSPG Rice Seed Producer Groups SLG Smallholder Learning Groups VAHW Village Animal Health Worker


Executive Summary

In this 1st semester report is a summary of the overall achievement made against the assigned outputs and indicators which are reflecting in the Annual Work Plan and Budget (AWPB) 2017 approved by Ministry of Economic and Finance (MEF) and ASPIRE Sec. This report is intended to show the key outputs achieved during the reporting period under the overall guidance of the Programme Director and ASPIRE Secretariat Manager and the PDAFF Director Leadership and provincial programme advisors and collaborated with other relevant components of the programmes included Component 4: Climate Resilient Infrastructure and Component 2: Capacity Development for Extension under the General Directorate of Agriculture (GDA) and Department of Agriculture Extensions. i)- The Purposes of the report: The report is provided a brief summary of key activities, output achievement, early outcomes as a result of ASPIRE funding support to smallholders learning groups with a new targets and existing SLG for 2nd years interventions and its intended to show the overall plans have been undertaken and achieved results against the approved AWPB 2017. This achievement has largely contributed to the objectives of the programme in building and improves the extension services available to Cambodia’s smallholder farmers in target areas in Pursat. This report covering Jan-June 2017 as the provincial sub-programme has been implementing their activities consistent to an approval of AWBP for 2017. ii)- The scope of the report: the key activities were planned in AWBP include Formation SLG and Conducted FNA to 126 targets groups, support a total of 72 SLG for second year intervention, Conduct FFS and delivery training to 126 SLG and market support based on market assessment for 2nd years SLG, recruitment of 24 CEW and Contracting staffs for 12 persons, organise provincial PDAFF and DAO meeting based on their agreed agendas, selection of cash crops nursery farmers for 1 places, provide technical support to 2nd year SLG on Demo/study visit/ learning plot for 72 SLGs (vegetable and chicken raising), Prepare EOI for contracting out 2017 on RSPR for 5 ACs linkage to market, Support contracting out for 2016 for monitoring and evaluation for completion of project on animal vaccination and campaign to 2300 animal for 500 households, and procurement of the office equipment for DAO and PDAFF. iii)- Implementation progress/output report: in this report cover the key progress in dissemination of ASPIRE Programme to the target district, commune and villages levels as well as villagers within 126 villages, formulation of Smallholder Learning Group (SLG) were completely formed 126 SLG groups with their elected group leaders and members with 68% of females participated the events, completed assessment of the farmer need assessment (FNA) and proposed and prioritized training topics so that the DAO officers can deliver the training via a Farmer Field Schools (FFS) with a 18 weeks. Contract for FFS have been prepared and draft for DAO signs with a programme and schedules developed by DAO offices in Krakor, Bakan, Kandieng, Kravanh, Krong Pursat respectively. iv) - Key implementing challenges: Procurement for contracting out is a long process to take then the seasonally agriculture activities proposed to delay which is the contracting-out face an issues and difficult to find the right plots for cultivation vegetable or rice for demonstration purposes as it behind the seasons. Provide other options to shift to dry season rice and vegetable cultivations and choose the right plots which have good sources of water for irrigation the crops. Observe that lacking eligible service providers to apply for contracting-outs for rice seed producer groups. v) - During this report, it conclusion that approximately 45% of physical progress against the AWPB were completed and 17.49% of financial progress during the 1st semester report. vi) - Main Lesson Learnt: Improving rice productivity by early planting seasonal rice crops are able to tackling and resilient to climatic conditions to cope with the climate risks and maximize crop yields with quality rice seeds. Promoting the agriculture production in vegetable and chicken raising based on market demand will secure the sales and make more profits in long term. Planting live fencing and herbal plants with sufficient foods and water surrounding the chicken raising yards is help to facilitate the balances of climate for chickens so that the chicken able to cope and resilient in hot weather pattern. vii) - Key recommendation: achievement rate are moderately and need to be fulfil as indicated in the action plan matrix and indicators. The PDAFF ASPIRE required to take necessary actions aims to accelerate the field activities against the remain approved Annual Work plan included the FFS training should start on times, the training materials should be in places for the trainers or DAO officers to conduct in the field with the newly SLGs and support 2nd year SLG reflected in the market assessment and demand driven, accelerate the cash crops nursery selection for signing the contract agreement and regular review the progress in physical and financial status by all responsible officers and programme advisors.


I. Introduction

1.1 Provincial Background:

Pursat province is located along National Road #5, borders Battambang province and the Tonle Sap Lake to the north, Koh Kong and Kampong Speu provinces to the south, Battambang and Trat provinces (Thailand) to the west, and Kampong Chhnang to the east. The province covers 12,692 Km2 and has a total 108,068 families’ household with total population of 481,063 peoples included 245,545 females. There are 6 districts, namely Bakan, Kandieng, Krakor, Kravanh, Krong and Veal Veng districts, 49 communes equal to 511 villages. Proportion working in Agriculture: 80.60%, Type: lacustrine alluvial soils in regions closer to Tonle Sap Lake, brown alluvial along Pursat river, grey hydromorphic around town, red-yellow podzols and acid lithosols elsewhere. Fertility level: High around Pursat town and in regions adjacent to Tonle Sap Lake, Medium along Pursat River, and Low in the mountainous west (source: Pursat Province Investment Profiles and department of planning).

Within the total land of 12,692 Km2 equal to 1,269,200 hectares which consists of 6 districts/ municipality covering four zones are divided as follows: Lowland areas: there are more people living in this area. There are 128,951 hectares with equal to 10.16% for cultivating rice and other diversified crops and small business and other services. Upland areas: there are 159,159ha equal to 12.54% in which this areas are dominant by forest, economic land concession for large scale agro-industrialize crops and croplands. Mountain areas: cover 856,456 ha equal to 67.48% enrich of valued timbers and non-timber forest products for building construction and other furniture and all kinds of wildlife sanctuary which is rich of traditional medicines such as cardamom plants, Aquilaria crassna, and marble stone and other minerals. Tonle Sap lake: the area is 124,635 ha equal to 9.82% rich of fishes and other aquatic resources and biodiversity (Source: Provincial Agriculture Strategic Development Plan- 5 Years, 2016-2020).

Socio-economic status especially the agriculture Sector: as discussed above, Pursat has a strong agricultural sector, based on its good soil and water supply. The province accounts for over four percent of Cambodia’s rice crop. Wet season yields average over 2.5 tonnes per hectare, but many farms achieve well above this. In the dry season two large dams irrigate over 7,000 hectares, in addition to 17 other smaller irrigation systems. The province also produces significant amounts of sugar palm, sweet potato, sesame, beans, mixed vegetables, corn and cassava. Given its close proximity, cassava grown in Pursat is exported to Thailand–marking the potential for other crops to follow suit. Furthermore, Pursat is famous for its sweet oranges. We also grow sandalwood trees, especially in Phnom Kravanh district. Fishing is very important to the province, particularly on the Tonle Sap Lake. Raising livestock is also a significant activity. In particular, Pursat has many farms raising chickens, ducks, cattle, buffalo and pigs. The province’s agricultural output is expected to grow dramatically over the coming years – building upon the strong foundation that currently exists due to the quality of its soil and access to large local and international markets. A number of new companies have registered with the local authorities with plans to grow cassava and rubber, among other crops. These companies each have investments of $1 to $2 million on land of 800 to 1,000 hectares. Another group has plans to construct four new large rice mills in the province.



The ASPIRE programme is a programme based approach of the Royal Government of Cambodia (RGC) supported by the International Fund for Agriculture Development (IFAD), contributed by the RGC and other development partners. The purpose of ASPIRE is to improve the extension services available to Cambodia’s smallholder farmers, who make up more than half the population of the country. Through implementation of ASPIRE, the government will develop a programme of support for modern extension services responding to the needs of farmers and integrating the work of the public sector, the private sector and civil society organizations. At the time of Programme Inception, the confirmed financing is $52.6 million, consisting of approximately $US 41.1 million from IFAD and $US 11.5 million is from RGC. ASPIRE is a national programme with activities in selected target provinces. Five pilot provinces have been selected for the first phase starting in 2015: these are Battambang, Kampong Chhnang, Kratie, Pursat and Preah Vihear. It is planned that ASPIRE will expand into the five provinces that implement the PADEE project, when PADEE ends in 2018. ASPIRE will be completed by 2021. Subject to availability of additional financing, ASPIRE will expand into a further three provinces which will be identified at the time of the Mid Term Review. The core four principles that are mainstreamed in all parts of ASPIRE. That means that planning and implementation of all activities within ASPIRE should comply with these four principles: Inclusiveness, Gender Equity, Profitable and Resilient Farm Businesses, and Climate Resilience. The Programme Goal: “Reduced poverty and increased resilience of poor and vulnerable smallholder farmers in Cambodia”. The Key Performance Indicator: Average household agricultural production value of 120,000 targeted households increased by 15% and the value of household assets of increased by 25% (including for climate-vulnerable households).

Programme Development Objective: “By 2021 an enhanced Cambodian model of agriculture services is demonstrated as effective for assisting a diversity of smallholder farmers to contribute to broad-based economic growth through profitable and resilient farm businesses and is adopted as policy”.

ASPIRE have four components, Component 1: Evidence Based Policy, Component 2: Capacity Development for Extension, Component 3: Improved Extension Services and Component 4: Infrastructure Supporting Climate Resilient Agriculture. In this 1st semester report is describing only Component 3: Improved Extension Services which is executed by PDAFF Sub-Programme.

II. Implementation Progresses (Achievements)


In 2017, ASPIRE Provincial Sub-Programme has been allocated the budget in total amount of USD 667,416.00 for the implementation of AWPB 2017 in which mainly focused on (i) Performance Based Grants to Provincial Sub-Programme under PBA, ii) Provincial Sub-Programme Support and other equipment. AWPB approved for 12 month implementation periods, starting from 1st January - 31st December, 2017.

During this first semester report, the ASPIRE Provincial Sub-Programme has been implementing at the field programme level activities with effectives and manageable to generate satisfy results. The key outputs produced during this report covering target selection for district, commune and villagers based on the key set criteria’s, completed formation of Smallholder Learning Groups (SLG), collected and analyzed of Farmer Need Assessment (FNA) for providing technical training through programmed farmer field schools, conducted assessment for supporting 2nd year SLG, evaluated and review the progress completion project of Contracting-out 2016, prepared Expression of Interest (EOI) for Contracting-out 2017 on Rice Seed Producer Groups (RSPG) linkage to market opportunity, mobilization resources and orientation of Public Private Partnership (PPP), preparing and finalize the 5 years’ Provincial Agriculture Strategic Development Plan (PASDP)-2016-2020 for endorsement and approval with various validation workshops, recruiting 24 CEW and 12 Contracting staffs, and Trained CEW and DAO officers in technical related topics for institutional strengthening, Contracting Staffs and DAO officers.


Table 1: Actual Achievement vs AWBP 2017

No Output Indicator Target 2017

Current Status Percentage %

Outcome 3: At least 120,000 smallholders have improved and resilient farm businesses as a result of integrated, demand led extension services and investments in climate resilient infrastructure




1 Program dissemination (ASPIRE) meetings (126 village meetings)

126 Completed conduct 126 village meetings to introduce the ASPIRE program, with a total of 7301/4934 female (68% females) participants.

100%

Group formation and farmer need assessment

126 SLG, Completed 126 SLGs formation with participants: 3814/F2792 (73% of women), programme dissemination: 7301/F4934 (68% of women). FNA, Completed 126/126 FNA with participants: 3742/F2795 (75% of women) with training topics: 125 chicken, 96 rice and 31vegetable.

100%



126 Number of Demo-sites selected with 126 x 2 demo= 252 on 96 rice, 125 chicken raisings, 31 vegetable productions. Farmer field school training topics were identified (3 top training topics response to farmer needs). FFS’s programme schedules prepared.

25%


72 Completed Guideline. Delivery training conducted to CEW/DAO collaborated with GDA/Marketing officers (participants: 24/female) on 2nd year SLG. Market Assessment is conducted completely; List of potential crops/ vegetable-top 10 vegetable and chicken raising priorities is completed. Completed preparing Action plan for formation producer groups (72 SLG).

100%

-Local assessment of market demand (12 communes, 4 markets)

12 Completed. Refer Market Assessment report for more details, including 48 buyers interviewed and 24 interviewers List of potential crops/ vegetable are completed and sent to GDA/Market officers for verification and comment. 3 districts, 12 communes, 4 markets, 24 interviewers and 48 interviewees.

100%


Top 10 lists of vegetable and chicken include cabbages, cucumbers, eggplants, and yard long bean, tomatoes, Chili/capsicum, bitter gourd, Winter Gourd, Angled gourd, leek (leafy garlic) and Chicken.

+Training (Market staff 1, M&E officer 1, M&E advisor)

1 Completed training and orientation DAO/CEW, participants: 33/9 females

100%

-Demo/study visit/ learning plot 72 After conducting marketing practices. 2nd Year SLG formation, 72/72 SLG formed and the remaining will be completed by Mid-July 2017 lead by PDAFF/Marketing Officer. 72 second Year SLG # 72 vegetable producer groups formed, # 71 chicken raising group formed (156 members)

100%


10 Plan to response base in actual from Jul- Dec 2017

0%


12 Waiting final guideline for orientation to CEWs/DAO

0%

d). Contracting out with service provider (including taxes)

1 First EOI public announcement finished and received 2 EOI submitted from 2 firms/NGOs. First extension made to follow the procurement process and received 3 firms submitted EOIs. Now on progress to review to evaluate the submitted EOIs against the set criteria and scoring, by the procurement committee. The first rank EOI will be Requested for Proposal (RFP), if fail, then will re-advertisement for other 1 month.

25%

d).1. Contracting out with service provider (carried over from 2016, included tax)

1 Final review of EPDO submitted completion Report, Meeting held to discuss/evaluate the overall outputs and outcomes on the service delivery by EPDO. A Final Completion Report is completed prepared, review and approved by PDAFF Director and M&E Officer. Completion report was sent to H.E Programme Director and ASPIRE SEC Manager.

100%

e). Public Private Partnership (2017)

1 On process meeting for orientation with PPP 2017. PDAFF will organize the meeting to agree on the share cost and agree on the activities and then the final agreement with a contract will develop to start the commencement of the PPP activities.

20%



1 Completed project activities. Share the completion report to Sec manager and GDA for info. A tracking progress report and M&E data were prepared for the PPP 2016 by ME/MISA.

100%


1 Completed PASDP, dissemination workshop to stakeholders conducted. Plan to share the results and approach for implementation of PASDP will be organized.

90%

f.1. Printing PASDP 2016-2020 200 On process procurement. Firm selected to evaluate

80%

g). Provincial Budget Strategic Plan (2018-2020)

1 Completed prepared BSP. Will conducted workshop for sharing.

100%

h). Provincial Programme Budgeting 2018

6 PB 2018 already summited to DPS. Orientation will conduct to DAO and PDAFF Officers, FoA, FiA for development of P3 & P4 forms. Plan to attend the workshop for finalize this P3 & P4 in early of Aug 2017 organized by DPS/DAF

100%

i).Institutional strengthening and capacity building

i.1. Capacity Building to PDAFF/district staff (P3&P4)

1 Plan to conducted W2 Aug 2017 0%

i.2. Capacity Building to PDAFF/DAO on Form M, E and DP indicators (3 days)

1 Plan to conducted W2 Sept 2017 0%

i.3. Programme Management (Planning/ Finance) to district staffs

6 Completed in May 2017 100%

i.4. Partnership inputs Supplier/ services providers (NGOs/ AC/ Private sectors...

Completed Guideline, inventory list completed 85% and to be updated for real and potential SP

85%

- Mapping/inventory list 1 Service Provider lists are oriented to DAO officers. The collection of SP is on progress. The entry into the list datasheet is partly completed. On process to finalize and send to GDA/DAE, on Early Aug 2017. 6 Forum conducted in Aug and training will be finished Plan for Sept 2017

85%

- District forum 6


1


2

J). Cash Crop Nurseries 1 Completed Guideline. Orientation/discussion on the process of cash crop nursery is organized; setting criteria selection of Cash crop nursery is prepared. Technical Staff is on process discussion and negotiates the contract and includes Work Plan for cash crop nursery. Mix crops: mango, pineapple, oranges… as needed by the members and market demand. Plan to start implement and delivery plant to

25%


member by Aug-Sept 2017 and follow up (40-60 principles).

c) Provincial Monthly meeting 12 5/12 meetings conducted 42%

d) Districts monthly meeting (6 districts x12)

72 4/12 meetings per district completed

33%


4 Completed 2 training courses (Rice & Chicken) to 12 contract staffs and new district staffs. Will organize on vegetable to CEW & DAO officers.

50%


1 Plan to conducted W4 August 2017 (Will conduct training by DAE/GDA)

0%


4 Completed 2 training courses (Rice & Chicken) to 24 CEWs). Will organize on vegetable to CEW & DAO officers.

50%


1 Completed 2 training courses (Rice & Chicken) to 24 CEWs). Will organize on vegetable to CEW & DAO officers, by W4 of July 2017

50%

g).Training to new district staffs and CEWs IRR Intervention (%Profit Growth)

2 Training to be conducted in early Aug 2017

0%

h). IRR data collection 198 Data collection (baseline) in W2 Aug 2017.

0%

i). Capacity building MIS 1 To be confirmed by Int'l Advisor 0%

2.2 Progress Towards Strategic Outputs

Narrative Summary Key Performance Indicator Actual PDAFF Contributed Indicator


At least 90,000 smallholder farm businesses with increased profits through applying techniques learned through participation in ASPIRE extension activities. At least 70,000 climate vulnerable smallholders using infrastructure financed by PBCR/SPC to support their farming.

A total of 11,220/female 6,029 has participated and learning the new techniques from ASPIRE. RIMS data: 27,227/F 15,464;

Outputs: 3.1 Public resources allocated in response to farmer needs need and market opportunities (SC 3.1)

At least 10 PDA demonstrating progress in PSP planning and results through Provincial Scorecard

SLG, Completed 126 SLGs formation with participants: 3814/F2792 (73% of women), programme dissemination: 7301/F4934 (68% of women).

3.2 Smallholders trained in improved climate-smart agriculture techniques learned through an efficient mix of delivery models (SC 3.1)

At least 120,000 smallholders participating in extension activities promoting and climate resilient agriculture techniques (by ID Poor 1,2, gender of HH) to be detailed by provider (DAO, private, PPP)

126 SLG groups are formulated completely (100%) with participants: 3814/F2792 (73% of women), programme dissemination: 7301/F4934 (68% of women).

FNA completed 126/126 FNA with participants: 3742/F2795 (75% of


women) with training topics: 125 chicken, 96 rice and 31vegetable.

Number of Demo-sites selected with 126 x 2 demo= 252 on 125 chicken, 96 rice and 31vegetable.

Completed entered data in database: 3518/F 2639

Within this reporting period, there are 252 smallholder included 359 male ID poor 1 & P2 = 443 female are benefiting and participating in extension activities promoting and climate resilient agriculture techniques.

2.3 Unplanned Achievements

During a 1st semester report, there were several activities conducted as unplanned where it

contributed to the overall achievement of the AWPB which is supported and accelerated to sub-

programme management, clear technical issues, coordination and management information,

datasheet collection and analysis of the data and information. These unplanned activities are

conducted based on the urgency and requirement to response the recommendation of top

programme management and as well as the IFAD recommendation. At the field level, PDAFF

organized to review and speeding the field programme in order to provide on time support to meet the

deadlines. Please refer table 3: unplanned activities, as follows:

Table 3: Unplanned activities during the report

No Date Key activities Chairman and Facilitators

Location Participants (# & %)

M F Total %

1 7-8-June-2017

Market Assessment Training provided to DAO staffs

PDAFF Director

PDAFF meeting room

24 9 33

2 8-9-June-2017

Action Plan matrix development meeting including IFAD ISM team recommendations

H.E Program Director

Tonle bassac 2

4 1 5

3 12-13-June-2017

Adult learning training conducted to DAO staffs

GDA representative

Tonle bassac 2

12 2 14

4 09-Jun-17 Drafted new SLG datasheets to be consistent with Database format information

Co-work PDAFF 2 1 3

5 13-Jun-17 PDAFF monthly meetings to DAO staffs on agenda: Datasheet orientation, financial plan, advance, clear advance and presented action plan matrix and updated results of SLG formation

Director of PDAFF

PDAFF Meeting room

13 4 17

6 14-Jun-17 Met with Finance team and 3 PPP firms representatives to make their completion reports with # services recipients (farmers)

Finance staff, Deputy, FO, M&E Officer,

MEMISA

PDAFF 4 1 5


8 14-18-June-17

Market assessment data collection interviews

PDAFF Market staff,

PME/MISA

Markets of Krakor, Pursat, Boeng khna,

trapeangchong

19 7 26

9 19-22-June-17

Market assessment data entry

DOA/PDAFF staff,

PME/MISA

DAO and PDAFF office

5 0 5

10 19-22-June-17

Officers doing FNA activities

Extension unit Chief and

sector PDAFF staffs

In all 6 districts, 24 communes

and 126 SLGs

35 26 61

11 16-17-June-17

Indicated chicken raiser farmers and vegetable grower farmers and rice cultivation through field visit of MAFF Minister, H.E Veng Sakhon.

PDAFF Director with

PSMA

Krakor, Bakan districts

7 0 7

12 13-Jun-17 Collected data of farmers covered with services extension on organic fertilizer use of PPP firms

PME/ MISA ASPIRE Finance

PDAFF 4 0 4

13 21-22-June-17

Reviewed achievement reports of EPDO, collected data for reporting against work plan

PME/MISA & Procurement

team

PDAFF 4 0 4

14 19-Jun-17 Attended meeting on contracting out service provider (EPDO) for contractible project closing report

PDAFF Director and Director of

EPDO

Cambodian Red Cross

meeting room

41 2 43

15 30-Jun-17 PDAFF monthly meeting for DAO and CEWs to report progress reports and next plan preparation

PDAFF M&E officer

PDAFF meeting room

38 27 65

16 30-Jun-17 Meeting with GDA Extension team for preparing extension plan (schedules and activities)

Director of PDAFF

Director meeting room

15 3 18

Grand Total 227 83 310


3.1 IFAD’s Recommendation

During this reporting, IFAD conducted Implementation Supporting Mission (ISM) to the ASPIRE Programme. Observe that IFAD has provided specific recommendation to all 4 components of the Implementing Agencies. However, in this below table is only quoting the IFAD’s recommendation and action response for the Component 3: Improved Extension Services, as it’s most relevant to the sub-programme implemented by the PDAFF in the field programme.



8. DPS, in discussion with GDA and PSU, should issue guidance to PDAFF in the five pilot and five PADEE provinces on preparation of sub-programme (P4 forms) to reflect all proposed financing and activities of sub-component 3.1 under PDAFF responsibility in 2018.

September 2017 4. (i). by 1st week of July, a meeting

will organized with GDA and ASPIRE Sec and draft the guideline by the end of June (by


The guidance should be in the form of a written instruction but should be supported either by a workshop or by adviser visits to each PDAFF to clarify. Guidance should include: (i) outreach targets consistent with achieving the overall outreach target of ASPIRE by 2021; (ii) eligible types of activity/expenditure to be included, consistent with the PIM and recommendations of this Mission Report; (iii) sub-program indicators; and (iv) performance targets.

9. PDAFF should prepare sub-programme based on this guidance and reflecting to the extent possible PASDP priorities and identified market opportunities.


DPS). (ii). Send the officer and advisors to support on the job training for P4 forms. (this will included all the financial into P4 forms as well as DP financial support, all 10 provinces will prepare and using P4 forms, all the PDAFF commit to P4 forms, and the 2018 AWPB will apply the p4 forms and to reflect the output and indicators of provincial sub-programme, central will consolidated. (H.E director, advice that please pay attention on no. 2 and reflect in the PASDP and identified the market opportunity based on the existing document in hand (PASDP). (guideline was final drafted and will be oriented to each province by July)

5. Each province prepares P4 form and send to DPS (Included into the instruction/guideline)

6. AWBP (aligned with P4)


11. By September 2017, DPS should consider further development of the GESS allocation formula for use for the 2019 and future allocations, including: (i) an increasing share of the allocation should be based on need, primarily the number of farmers in the province, with a corresponding reduction in the equal-share component; (ii) the number of ID-Poor actually reached by extension activities, not the proportion of ID-Poor in the population, should be considered as a performance indicator (i.e. number of ID-Poor reached by extension activities in 2017 should be a performance indicator for the 2019 allocation); and (iii) the indicator currently included and described as “IRR” is not very meaningful and should be replaced by an indicator better reflecting PDA performance in achieving strategic results.


September – November 2017 3. DPS will review the GESS

allocation formula before September. As the GESS allocation is allocated based on indicators included IRR as the mission said that no meaningful of IRR.

4. Include the budget in AWPB

Key target 3.3 – Range of modalities for providing extension services to farmers under provincial sub-programme expanded

1. Immediate: GDA will appoint a national counterpart to the PPP and Contracting Out TA;

2. By June 2017: GDA to improve the SLG support approach and guidelines by integrating the following aspects: q. identification of existing farmers’ cooperatives and groups

and assessment of service’s needs; r. Climate related constraints and possible solutions such

as: crop association/ diversification, smart agriculture and SLM practices. Link with component 4 investments, innovation grants and SLM practices identified by CAES under WOCAT where relevant. In line with recommendations made under component 4, District Vulnerability Assessment (VRA) findings will be included into the Farmer Needs Assessment process, communes

June – October 2017 9. GDA will appoint (Dr. Lee will

discuss with Output based consultant to prepare work plan and request counterpart)

10. GDA will improve approach and guideline for support to SLG. (i). GDA will review the recommendation (ii). Improve guideline on FNA, FFS, SLG and update. (iii). meeting to approve and validate on the guideline by July 2017. (Updating in July).


investment in infrastructures will focus on farmers’ needs and support agricultural production (water related infrastructures);

s. broad list of productions/commodities that can be supported based on local agro-ecological potential and marketing opportunities;

t. Facilitation of access to inputs by creating linkages with input suppliers, mobilizing PPP mechanism where relevant. Include facilitation to access production credit. Clearly state that FFS budget allocation is for demonstration and training purpose, not for supplying inputs to SLG members;

u. Identification of extension service providers that can be associated in the group support process, mobilizing resources through contracting out where relevant. In the identification, include lead farmers and farmers organizations within the commune/district to promote farmers to farmers knowledge sharing, through cross-visits and farmers’ led demonstrations

v. Market assessment to be wider than commune and district level. Include assessment of current and previous farmers’ experiences in market oriented production, as well as potential for up-scaling to commercial level. Adopt more dynamic process for facilitating market linkages, building on the cluster approach implemented by PDAFFs under PADEE;

w. Include a specific support approach for women and for farmers with production constraints (land, labor, capital/indebtedness, and knowledge/literacy) by including options requiring no or little land area, labor and/or investment and with short production cycle. Build up on lessons from PADFFs in PADEE provinces on groups supported by Ministry of Women Affairs (non-land based activities) as well as TSSD on chicken production

x. Strengthen role of PDAFF/DAO staff to focus on assessment, facilitation, coordination and monitoring.

8. By June 2017, finalize PPP and contracting out guidelines (in a joint, coherent document) and disseminate them to PDAFFs, with provisions for pooling of resources and synergies of the whole range of potential service providers. PPPs arrangements should be combined with other mechanisms to increase synergies with multiple stakeholders under a more flexible approach. Formal partnership agreements should specify criteria to assess efficiency and performance of the service provided, as well as the role of PDAFF and DAO. Current difficulties with contracting out procurement (see above) will be addressed, possibly for example through multi-annual contracts. Additionally, GDA will revise the TOR and extend the PPP TA contract, with a view to deliver a ToT for PDAFFs to help implementing the guidelines.

9. From June 2017: GDA to inform PDAFFs to provide instructions to field staff and CEWs so that all FFS demonstration activities include keeping a daily log-book of farmer own-labor inputs;

10. By July 2017: GDA will discuss cooperation modalities with SNV to upscale cluster based planning process at PDAFFs level in PADEE as well as in ASPIRE area and

(H.E director advice to the province that the implementation should be flexibles not as a project like PADEE. PDAFF find out the way to implement with flexible from a-h. GDA improve the guideline by June, PDAFF to find out the way to support the SLG (small holder a-h). By early July, the meeting will be conducted to consolidate the finding way and start to implement. Pay more attention to private firms to support provide service and market. (H.E mentioned that if we just waiting the SLG form and training them through the FFS that is finished are not the good way to implement. Note that this is the programme not the project. 11. PPP and Contracting-out

guideline will be finalized by the end of June. (Phillip: the mix of the resources of Contracting and PPP together, identify the market opportunity). The consultant will complete all inputs started on the contract and will be discuss the extend contract during the MTR in Sept. The orientation will be made on the guideline in early July. (Mr. Chay KongKruy follow up the result)

12. Recorded, but required to record on the farmer owner-labor input. (Dr Soeun, the farmer record books already have at the end page of FFS record book). (completed by July)

13. Invite technical officer from GDA (Dr Soam Lun and Mr. Mean Rachana) to discuss the expanding plan for cluster in PADEE & ASPIRE to reach to capacity building for the province. (updating the cluster guideline)

14. GDA improve the guideline by June, and each province shall prepare the basic finding to support the smallholders from a-h. At July will be implemented the action. Will start strengthening the DAO officers in July onward)

15. Under shortlisting and the process would be completed by November 2017. (EOI for shortlisting to IFAD for NOL by July)

16. GDA will provided training F2F Guideline by October to PDAFF, DAO, CEWs, after


to build provincial capacities accordingly. GDA and SNV will discuss and agree on possible contracting options for review by the MTR mission, including an action plan for SNV to support provincial planning through coaching and hands-on training;

11. By July 2017: GDA/PDAFF to roll out revised SLG guidelines;

12. By July 2017: Commodity Outlook Market Study to start, based on approved TOR and procurement process to be launched immediately and fast-tracked;

13. By October 2017, GDA will disseminate F2F guidelines (prepared under Component 2) to PDAFF, DAO, CEWs, demonstration farmers and farmers cooperatives and networks. PDAFF will select priority areas to promote F2F networking and will start promoting F2F exchanges in selected areas with assistance from DAO and CEWs.

completion of this Guideline by Sept. (by Oct)

Key target 3.4 – Mass Media Strategy prepared

By August 2017: GDA/DAE and the Mass Media Office will prepare a Mass Media strategy to be reviewed by the MTR to resize the sub-component and budget. As agreed during the previous mission in September 2016, GDA will base the strategy on simple measures to strengthen the effectiveness of mass media extension, and a short-term consultant can be hired for the purpose if needed.

August 2017 1. Expedite the selection

(procurement team)

Key target 3.5 – Prepare expansion to PADEE provinces

1. By July 2017: GDA will organize an exchange visit of the 5 ASPIRE PDAFF to Kandal province to learn from on-going cluster initiatives, with support from SNV and PPP TA;

2. By August 2017: ASPIRE Programme Managers and the 5 PDAFF currently supported by PADEE will prepare a roadmap for ASPIRE rolling out to PADEE provinces, including key activities to be supported in the AWPB 2018. The roadmap will build on PDAFF experience and will further support on-going, PADEE-supported initiatives, including: extension support to Improved Groups’ Revolving Funds (IGRF) and association establishment; cluster approach in partnership with SNV, F2F piloting. There will be no target to establish SLGs or conduct systematic FFS. Management tools already in place at PDAFF level will be kept and adapted to ASPIRE budget and approach. Successful implementation modalities of PADEE will be mainstreamed into ASPIRE, notably the cluster approach, to be adapted as a planning tool for extension services at large, with support from SNV.

July – August 2017 1. Participants: PDAFF leader 1,

Marketing officer 1, DAO 2, (GDA Cluster Team, Dr Soam Lun, Mr. Mean Rachana as facilitators, & 2 officer of DAE). (Mr. Say Tom facilitate the visit, ASPIRE Sec Mr. Oudam follow up)

2. Organize the programme manager meeting and participating from PADEE at end of July facilitated by ASPIRE Sec. (meeting on 10 July 2017), Oudam will draft a meeting schedule, PADEE, Director or Deputy, Planning Officer, PPCA, ASPIRE team (SNEC, GDA, NCDDs, with total of 25 ps.). Follow the 3 sub-programme 1, 2 and 5.

3.2 Internal/external Auditing Recommendation

In this reporting period the KPMG has conducted external auditing in late 2016 and possible action to be taken for year 2017 onward, the internal/external auditing recommendation which identified and addressed during the auditing period as follows:

Auditing recommendation Action Response

During the course of our audit, we noted that cash receipt

voucher Ref. CRV/15/G 001 recorded in general ledger is not

matched to the supporting document which contains Ref.

CRV/G/15/001. Hence, the control over the completeness of

receipt voucher is difficult to establish. Implication: Lack of

effective control and monitoring of documents may result in

difficulties for management to ensure completeness and

Management’s Response: Already

take action


accuracy recorded transactions. Recommendation:

Management should consider pre-printing and pre-numbering

the journal vouchers to maintain continuity of series. Accounting

for the completeness of cash receipt voucher should be carried

out; any missing one should be followed up immediately.

Observation: During our audit fieldwork, we notice that the

organization does not aggregated the VAT on purchasing fixed

asset into its respective individual cost of asset, therefore it leads

to a variance between fixed asset listing and trail balance as at 31 December 2016. Implication: The inconsistency between

the fixed asset register and trail balance may not lead to certain asset being recorded. Recommendation: The organization

should record the VAT of purchasing of fixed asset at the same

time of purchasing fixed asset in order to properly recognize the

cost of asset.

Already take action

Observation: According to the Financial Management Manual for Agriculture Services Programme for Innovation, Resilience and Extension (ASPIRE) point 8.2, pages 24, the ad advance clearance should be made within 10 working days after the completion of the activities and upon returning to the office. However, certain advances have not complied within this timeframe, for example:

Name Advance date

Last activities date

Date clearance

Mr. Hoeng Makara 01-Aug-16 26-Aug-16 05-Dec-16

Mr. Vann Sokhon 22-Aug-16 29-Sep-16 05-Dec-16

Implication: The practice of the Project is not in compliance with the timeframe for clearing advances set out in the Financial Management Manual of ASPIRE. If advances are not cleared on time, it may be difficult to monitor and control them and recover advances that are not being used for Project activities. Recommendation: The Project should comply with the Financial Management Manual of ASPIRE which states that advances should be monitored and cleared on a timely basis.

Already take action and advice to DAO officers to accelerate clear advance on time and orientation meeting.

Observation: (i) By reviewing the attendance list prepared by farmer field school trainer Mr. Chhan Chaily, we considerably predict that the signatures of the trainees were not actually signed by themselves to frankly show their acknowledgement on their attendance.

Already take action

3.3 National-Level Recommendation

During this report, the recommendation are quoted and referred from the meeting, workshop from the top management level to provide advises and recommendation to take actions by the field level, as follows:

Management recommendation Action Response

H.E director advice to the province that the implementation should be flexibles not as a project like PADEE. PDAFF find out the way to implement with flexible from a-h.

GDA improve the guideline by June, PDAFF to find out the way to support the SLG (small holder a-h). By early July, the meeting will be conducted to consolidate the finding way and start to implement.

Pay more attention to private firms to support provide service and market. H.E mentioned that if we just waiting the SLG form and training them through the FFS that is finished are not the good way to implement. Note that this is the programme not the project.

Orientation to PDAFF and DAO officers to assessment and collected service provider, as real service providers and potential service provider.


Starts strengthening the DAO officers for develop work plan, improved work performance of DAO officers.

PDAFF have provided technical and coordination support to DAO officers in strengthening their working performance, prepared work plan and meeting to review the progress by every months.

3.4 PDAFF’s Recommendation on Service Providers

During this report, after observing the field practices of PPP and contracting out, the PDAFF has reviewed the results and outputs of the service providers to a level of satisfaction. The early outcomes of the project activities need to be closely follow up by the ASPIRE PDAFF and DAO levels to ensure that the short/early outcomes are continues generate to the target farmers.

PDAFF Recommendation Action Response

Contracting out have been implementing as a delay activities from 2016 to carry over to 2017 on Livestock vaccination campaign for 5 months period due to procurement process and limited interested of Firms/NGOs to apply.

Programme PDAFF technical officers conducted project monitoring and end of project completion in order to evaluate the results and outcome of the project. The strengthening on the capacity to deliver the service on livestock and vaccination get a satisfactory level and expect Village Animal Health Worker provide the veterinary services included vaccination and consultation on livestock healthcare, at the same time the villagers are willing to use the services for next cycle.

PPP mobilization of resourcesin a fair-share cost 50-50 in an amount of US$ 5000 for the PPP was completed activities on the use of fertilizers and introduced productive vegetable and rice demonstration plots at the target farmers.

Meeting to introduce and orientation on the purposes of the partnership approach to promote them more understand in the collaboration benefits in the 2 parties, PPP and PDAFF.

PDAFF ASPIRE has challenge on the limited numbers of the service provider for the programme of contracting outs package especially to technical areas on related agriculture sector.

Conducted the service provider collection and analysis for getting the real service provider and other potential service providers so that can train them in future to improve the technical skills.

PPP also face difficult to be a service provider or potential of service providers that why the delay of the field activities from time to times due to the relaxing for absorb for fund share 50-50 model.

The PPP firms or interested AC will be provided training on specific topics reflect to the contracting agreement so that can be eligible as service providers to programme and as well to farmers.

The interested of the PPP in this province is very small percentage as we need to coordinate and convince several times to reach agreement.

Selected more PPP for be our partners so that we will coverage PPP in most target areas for our service support delivery under the agreement.

IV. Fiduciary Achievements and Issues 4.1 Financial Status and Achievements For this part, is providing a brief summary of the 1st semester financial status and achievements. Observed that within the budget allocation from IFAD and RGC source’s loan, grant and contribution of the government are expensed to date is up to 17.49%. Please find below table:

Description Total Budget RGC IFAD Grant %

Budget Allocation 667,416.00 164,618.72 383,483.96 119,313.32 100.00%

Year to date Expenditures 116,703.65 34,571.09 52,977.63 29,154.93 17.49%

Balance 550,712.35 130,047.63 330,506.33 90,158.39 82.51%

4.2 Procurement Status and Achievements Within this report period, the items listed in the Items Descriptions are procured to date is reached 80% compared to procurement plan 2017. The items procured included officer furniture, printing PASDP Books for 200 pieces (90%), completed contracting-out 2016, contracting staff completed


hired and on the process of evaluating EOI for Contracting-out 2017 (Rice Seed Producer Groups) reach 80% for evaluation and shortlisting the firms.

Items Description Plan 2017 Year to Date Implementing

Remarks (Processing)

Unit QTY Unit Cost Total

1-Office Furniture (NS-001-2017/PUR/ASPIRE)

5,970.00 5,960.00 Completed

-Table 6 of DAOs Set 6 350 2,100.00 1,680.00

-Chairs 6 of DAOs Set 6 120 720.00 840.00

-Filing Cabinets 6 of DAOs and 3 of PDAFF

Set 9 350 3,150.00 2,880.00

-Transportations to 6 DAOs

LS 0 0 0 560.00

2-Office Equipment (NS-002-2017/PUR/ASPIRE)

700.00 733.00 Completed

-Air conditioner Set 1 700 700.00 733.00

3-Printing Service PASDP Books (NS-003-2017/PUR/ ASPIRE)

2,000.00 0

On processing 90% ( Procurement process completed, signed contract but It waits the implement)

-Printing Service PASDP Books

Books 200 10 2,000.00 On process (90%)

4-Contracting Out Service Provider; Carried Over 2016 (CQS-001-2016/ PDA/ PUR)

LS 1 20,000 20,000.00 12,000.00 Completed

5-Contracting Out Service Provider for 2017 (CQS-001-2017/PDAFF/PUR/ ASPIRE)

LS 1 30,000 30,000.00 0

On processing (80% Completed of EOI evaluation & Shortlist )

6-Contract staff for 2017 (ICS-001-012) 2017/PUR/ ASPIRE)

Person/ Month

12 120 17,280.00 3,783.76 Completed

Total 75,950.00 22,476.76




1 Procurement for contracting out is a long process to take then the seasonally agriculture activities proposed to delay which is the contracting-out face an issues and difficult to find the right plots for cultivation vegetable or rice for demonstration purposes as it behind the seasons.

Provide other options to shift to dry season rice and vegetable cultivations. Choose the right plots which have good sources of water for irrigation the crops.


2 Lacking of guidance over the contracting outs and PPP for fastening the process.

Prepare the EOI and scope of works and drafting the process of PPP and contracting with consultation with relevant stakeholders and approval from ASPIRE Sec.

3 Lacking of service providers for contracting-outs for Rice seed Producer groups.

Request for delay or extension of the EOI for announcement so that give sufficient times for other interested applicants.

4 Delaying of implementation of F2F network due to Lack of Farmer to Farmer networks guidelines and ultimate outcomes

Seek advice from ASPIRE for more guidance to that the DAO can start activities.

5 One Contracting staff has resigned from DAO Bakan District.

PDAFF selected the potential candidate and negotiate the agreement to replace immediately to assist the DAO and CEW.

6 Farmer starts late of field demonstration on seasonal rice crops would reduce the yield and productivities and increasing the risks of climatic conditions and pests or rice blast

PDAFF technical staff and DAO officers observed the possible actions to start preparing land and rice plantings in early as possible so that the rice plant will have the resilient and capacity to cope with climate risks and pest or diseases.


During the course of sub-programme implementation, observe that there are some risks as connected to low resources of poor households in replicated activities for a commercials business and the support in 2nd years with low input investment for meet the group requirement. As discuss above, please find hereunder risks and mitigation:


1 Support to poor 1 and 2 farmers to do replicate activities as in return of low rate for a commercial business as lack of resources required doing a commercial targeting market demand.

PDAFF ASPIRE need discussion with the non-demo-farmer smallholders farmers who do not a farmers demo learning and practices like the learning demo and start to invest in small resources they have to that they experiences and scale-up once success.

2 Low input investment from programme to support 2nd year SLG would not sufficient as to become the commercial business to feed for 10-15 members as per guideline within the amount US$600/SLG.

PDAFF/marketing team and DAO officers negotiate with farmers for co-investment of 2nd year SLG so that the required materials and seeds/chicken breeds and specific technical needs response to the market demands and profitable in along runs.



Under the outputs have been produced under the Contacting-out on the strengthening VAHW

capacity to increase cattle raising of farmers project to enhance the VAHW capacity and contribute to

reduction of livestock mortality of farmers. The early outcome appears to be changes on behavior the

farmer’s livestock raising as the delivery service by the livestock agents:

1) VAHWs continue to provide quick service to cattle raiser after they have receiving a

professional and technical training to become village animal health agents.

2) Villagers continue to use service and consult with well-trained VAHWs and get their animal

vaccinated after aware of the advantages of vaccinations for preventive from infectious and

diseases outbreak.

3) Villagers have changed their behavior on free –ranges cattle without care to an intensive

cares and proper management with an increasing knowledge on preparing healthy, nutritional

and energy feeds for their animal so that their cattle resilient with climate changes.


4) Community capacity has moderately changed their livestock raising practices with a

preventive better cure after programme campaigns and continues to share good practice to

other non-vaccinated animal smallholders to bring their cattle for vaccination and

consultation.

5) Cattle increased resilient to infection and disease in return with low morality rate comparing to

the baselines and impact assessment with the village animal health agents as results of

vaccination practices.

6) Cattle raisers who gained advantages from previous vaccination campaigned is continue to

access and use the services as well next cycles as the VAHW existing in their villages.

In addition, the smallholder farmers have been receiving technical trainings from ASPIRE continue to

repeat and have been replicated at their own farms/lands from a small-scale to a resilient and

profitable farm business as a result of ASPIRE intervention and technical supports:

7) Local chicken raisers have changed the way practices, improved knowledge and skill, from a

demonstration in small-scale to a business/commercial scale of their own investment with

large amount of breeding chicken-hen and chick hatchery by different media/tools and sold to

the market, leading from families’ consumption toward supply to the local markets.

8) Local chicken raisers have improved by observed and replicated the way their neighbor

practices in chicken raisings from a free release to a control netting fence with feeding

nutrient formula which was enhance the adaptations and resilience to climate and cope with

diseases.


1) Smallholder farmers adopted new technologies and expanded their investment from small-scale farmers to a business oriented for the local chicken raisers after learning and practicing the demonstration sites.

2) Capacity of DAO officers and CEWs are increased and able to transfer their gained knowledge to continue support to the target smallholders for practicing the field activities.

3) Smallholders have replicated their learning from the programme to do by their own investment on the vegetable growing for supply to the market demands and negotiate the prices.

4) Roles of PPP on supporting to PDAFF have more activities and keen to engage to provide services to the farmers more effectively while the target farmers access to their services in regard to input supplies.

5) Observed that farmers are able to practices climate resilience when prepare the chicken house and planting the live fencing and herbal plant for chicken.


During this report, a Contracting-out has achieved their outputs as follows: 1) Selected the potential village animal health workers (VAHWs) and target villages. As the

result, there were 30 VAHWs; including 1 female with 30 villages in 4 communes that project will work with.

2) Organized the start-up workshop and orientation session to VAHWs and key stakeholders. As the result, there were 46 participants, including 3 females.

3) Prepared the training need assessment (TNA) and conduct with 30 VAHWs. 4) Provided the training on communication and presentation skill to VAHWs. As the result, there

were 30 VAHWs including 1 female. 5) 30 vaccination campaigns supported to VAHWs in order to disseminate vaccination date to

inform farmers to register to taking their cattle for vaccination. As the result, there were 30 VAHWs/1 female attended the campaign.

6) 4 meetings have been held with village animal health workers (VAHWs) in the purpose of preparing the action plan to build the injection site or cage, showing the main purpose and the process of organizing the vaccination campaign and cattle vaccination. As the result, there were 30 VAHWs/1 female participated in the meeting and the action plan was prepared for next month.


7) Livestock Specialists of EPDO cooperated with VAHWs to conduct the 30 promotion events on the advantages of cattle vaccination to all farmers. As the result, there were 1173 participants, 714 females, and 69 youth, especially the cows and buffalos planned to provide vaccine are 4650.

8) 30 vaccination campaigns supported to VAHWs in order to disseminate vaccination date to inform farmers to register to taking their cattle for vaccination. As the result, there were 30 VAHWs/1 female attended the campaign.

9) Organized and supported VAHWs for cattle vaccination within 30 target villages cooperated with, district vet, office animal health and production (OAHP), and local authorities. As the result, there were 947 farmers participants 461 females for vaccinated 3564 cattle (1907 cows and 1268 Buffalos). There were 385 cattle vaccinated Food and Mouth Disease (FMD) and 3175 cattle vaccinated Haemorrhagic septicaemia (HS).

10) Delivery a technical training on cattle raising and treatment to target VAHWs. The training was focused on production cycle, medicine usage, analysis of syndrome and disease, and the technical way to treat cattle. As the result, there were 30 VAHWs/1 female attended the training.

11) Delivery 30 trainings on cattle raising to target farmers in 30 target villages by concentrating on production cycle and rice straw treated by urea and cattle cake producing as well as the cassava leaves. As the result, there were 719 cattle raisers, 499 females with 65 youths participated in the training.

12) EPDO’s Livestock Specialists provided coaching and following-up to farmers after vaccine injection and attending the cattle raising. To see that, there were no disease out-breaks occurred with the cattle vaccinated in the target villages. Then, EPDO has been providing coaching and following-up to farmers on producing the rice straw treated by urea and cattle cake. As the result, there were 689 famers including 479 females got the coaching and following-up.

13) EPDO’s Provincial Coordinator attended 4 monthly meetings with Provincial Department of Agriculture, Forestry and Fisheries (PDAFF) in order to present the project achievement, show problem encountered, and share the best practice and lesson learned as well as represent the action plan in the next period. As the result, there were 40 participants including 3 females in 30 target villages.

14) EPDO’s Provincial Coordinator attended 4 monthly meetings with Provincial Department of Agriculture, Forestry and Fisheries (PDAFF) in order to present the project achievement, show problem encountered, and share the best practice and lesson learned as well as represent the action plan in the next period and get the new strategic to implement the project. .

15) Organized the reflection workshop with VAHWs and key stakeholders to present the achievement of the whole project, officially hand over the project document to key stakeholders, and receive the constructive feedback and suggestion.

Contracting out also faced some issues; these issues were completely addressed during the course of project, as follows:

No. Challenges Solutions

1. Due to the election campaign, some activities were delayed such as the coaching on cattle raising to farmers and conducting the meeting between the technical working group with Office Animal Health and Production (OAHP).

These activities will be continued after the election completed.

2. EPDO couldn’t find the supplier for vaccination of Hemorrhagic septicemia in Pursat Province

Seeking the potential supplier at other sources. Now, we can find that only in Phnom Penh has the vaccination supplier with this kind of vaccine. EPDO will make the contract with the suppliers.

3. VAHWs of Veal didn’t participate in the training communication and presentation skill.

Provide coaching and guide him to see the promotion event with other VAHWs.

4. The ability of new VAHWs has limited because they have just joined some technical training with EPDO.

Those VAHWs have to attend the monthly meeting regularly; especially District Agriculture Office’s Veterinary Officers and commune vet should provide coaching and


organize the technical training to new VAHWs.

5. Some farmers were absent from training because they were busy planting rice and harvesting the cassava.

VAHWs directly trained face by face and provided on the job training to ensure they can apply a new technique.

6. Some farmers didn’t bring their cattle to get vaccinated because they didn’t understand the advantages of the vaccine and didn’t believe in vaccination.

VAHWs directly met farmers at their house and explain the advantages of the vaccine

7. Some farmers did collaborate with village animal health workers (VAHWs) to build the injection site or cage.

Explained the importance and advantages of the injection site or cage construction to farmers. As the result, they agreed to help in constructing the injection site or cage.


7.1 Lessons Learned

Following are key lessons learned generated during the reporting period as observed that the farmers usually planting their crops late due to waiting the sufficient raining water to come and using old rice seeds which store a long times in their rice barn and this seeds would lead to poor germination rates.

Improving rice productivity by early planting seasonal rice crops are tackling and resilient to climatic conditions to cope with the climate risks and maximize crop yields with quality rice seeds.

Promoting the agriculture production in vegetable and chicken raising based on market demand will secure the sales and make more profits in long term.

Planting live fencing and herbal plants with sufficient foods and water surrounding the chicken raising yards is help to facilitate the balances of climate for chickens so that the chicken able to cope and resilient in hot weather pattern.

7.2 Conclusions

With the effective management under the leadership of committed programme staffs and advisors of Provincial Sub-Programme are went well as planned schedules as achieved of physical progress to meet the intended outcome and results which was contributed to the overall programme objectives and goals of ASPIRE. These outputs included, but not limited to, a completed 100% SLG formation, 100% conducted FNA training topics and key 4 topics prioritized (rice, chicken, vegetable and fish) in an alternative training methods, FFS schedules developed, contract agreement for FFS with DAO prepared ready to sign, 2nd year SLG assessed market demands and top 10 list of vegetable and chicken was prioritized, completed evaluation and closing the Contracting-out 2016 on Animal vaccination and campaign, Contracting-out 2017 reached 25% on procurement process (evaluate the EOI), while the cash crop nursery is on the process evaluate the potential farmers to be the lead of cash crops nursery. It concludes that the provincial sub-programme has achieved satisfy results against the approved AWPB 2017 as key summary:

Achieved 45% in physical progress against the approved AWPB 2017 and 17.49% of financial expenditure against approved budget plan 2017.

Smallholder farmers for rice crops and chicken productions are able to coping with risk and adopted technologies so that they adaptive capacity increases to resilient of climatic conditions, while the technical and management capacity of the Provincial Sub-Programme are improved and strengthened to transfer the knowledge and skills to DAO officers and CEWs and direct smallholders as well the PPP and Contracting out staffs to deliver the quality extensions service to target farmers.

Observed that limited eligible service providers for contracting-out 2017 on rice seed producer groups for the ASPIRE Provincial Sub-Programme would leaded to delay and announce for extension of the EOI submission as it could not open the bid’s document as a result to prolong of field activities implementation, to accelerate this, the first extension was made to deal with incomplete applicants.


7.3 Recommendation

During this report period, achievement rate are moderate and need to be fulfil as indicated in the action plan matrix and indicators. The PDAFF ASPIRE required to take necessary actions aims to accelerate the field activities against the remain approved Annual Work plan included the FFS training should start on times, the training materials should be in places for the trainers or DAO officers to conduct in the field with the newly SLGs and support 2nd year SLG reflected in the market assessment and demand driven, accelerate the cash crops nursery selection for signing the contract agreement and regular review the progress in physical and financial status by all responsible officers and programme advisors. Summary recommendation as follows:

Field demonstration on seasonal rice cultivation should start soon and early as possible to allow plants sufficient duration for growing for a profit and increment of yields against the climatic conductions.

PDAFF ASPIRE Technical officer is providing job coaching to accelerate the field activities, while building the required capacity to DAO officers, CEW and relevant technical staffs to improve their technical practical skills so that they can transfer and fulfil their roles effectively.

PDAFF ASPIRE Financial Officer is speeding up of advance clearance from DAO officers so that results can be generated to be delivery on times with accountable and manageable manner.

Co-investment of the 2nd year SLG would discussion and negotiate with the 10-15 farmers who willing invest with the support of ASPIRE in US$600 package per groups for a commercial learning plots.

VIII. The Plan for Next 2nd Semester (July-Dec) 2017 Please find below table indicate the key activities remains to complete and delivery from July- December 2017. Table x: 2nd Semester, July – Dec 2017

No Planned Activities/ Outputs Target 2017

2nd Semester 2017 Responsible Persons Ju

l Aug

Sep

Oct Nov Dec




1. Group formation and farmer need assessment

126 x Horn Sovann/ Thoura



126 x x x x x x Meas Seth/ Moun Vuthy


72 x x x x x x Khourn Kann/ Ly Chhean

-Local assessment of market demand

12

+Training (Market staff 1, M&E officer 1, M&E advisor)

1 Khourn Kann/ Ly Chhean

-Demo/study visit/learning plot 72 x x x x x x Khourn Kann/ Ly Chhean


10 x x x x x x Meas Seth/Moun Vuthy


12 x x x x Meas Seth/Moun Vuthy

d). Contracting out with service provider (including taxes)

1 x x x x x x Thoura/Sun Vann


1 x Thoura/Sun Vann

e). Public Private Partnership 1 x x x x x x Thoura/Sun Vann



1 Thoura/Sun Vann


1 x Sothea/Sun Vann

f.1. Printing PASDP 2016-2020 200 x x Sothea/Savy

g). Provincial Budget Strategic Plan (2018-2020)

1 x Sothea/Savy

h). Provincial Programme Budgeting 2018

6 x Sothea/Savy

i). Institutional strengthening and capacity building

1 x

i.1. Capacity Building to PDAFF/ district staff (P3&P4)

1 x x DPS/Sothea/Sovann

i.2. Capacity Building to PDAFF/ DAO on Form M, E and DP indicators (3 days)

1 x x DPS/Sothea/Sovann

i.3.Programme Management (Planning/Finance) to district staffs

6 x x Sothea/Savy

i.4. Partnership inputs Supplier/ services providers (NGOs/ AC/ Private sectors...

Thoura/Sun Vann

- Mapping/inventory list 1 x

- District forum 6 x x x x x


1 x


2 x

J). Cash Crop Nurseries 1 x x x x x x Thoura/Sun Vann

c). Provincial Monthly meeting 12 x x x x x x Lay Viseth/Thoura

d). Districts monthly meeting (6 districts x12)

72 x x x x x x DAO Chiefs


4 x x x Meas Seth/Moun Vuthy

e.1.Stafff Performance Appraisal 1 x M&E Sovann/Thoura


4 x x x Meas Seth/Moun Vuthy


1 x Meas Seth/Moun Vuthy


2 x x Waiting after MTR

h). IRR data collection 198 x x Waiting after MTR

i). Capacity building MIS 1 x Waiting Int'l Advisor

Date: 17/JULY/2017 Date: 14/JULY/2017

Approved by: Prepared by:

Name: Lay Viseth Name: Horn Sovann

Position: PDAFF Director Position: PDAFF/ASPIRE M&E Officer

Signature:

Signature:

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