i · 2018. 9. 19. · lower level outcome 1.1.1.1: improved agro-forestry practices output...

Njira Project AID-FFP-A-15-00003/AID-0AA-A-00018, November 14, 2016 i | P a g e

Awardee Name and Host Country Project Concern International Malawi

Award Number AID-FFP-A-15-00003/AID-OAA-A-15-00018

Project Name Njira: Pathways to Sustainable Food Security

Submission Date November 14, 2016

Reporting Fiscal Year FY 2016

Awardee HQ Contact Name Janine Schooley, Sr. VP of Programs

Awardee HQ Contact Address 5151 Murphy Canyon Rd, Suite 320

San Diego, California 92123

Awardee HQ Contact Telephone

Number (858) 279-9690

Awardee HQ Contact Email Address [email protected]

Host Country Office Contact Name Kurt Henne, Country Director

Host Country Office Contact Telephone

Number +265 (0) 1 879-333

Host Country Office Contact Email

Address [email protected]

Njira Project AID-FFP-A-15-00003/AID-0AA-A-00018, November, 2016 ii | P a g e

Table of Contents

Abbreviations and Acronyms ............................................................................................................... iii

I. Purpose 1: Increased Income from Agricultural and Non-Agricultural Activities .. 1

II. Purpose 2: Improved Health and Nutrition of Pregnant and Lactating Women

and Children under Five ........................................................................................................................... 8

III. Purpose 3: Improved Capacity to Prepare for, Manage, and Respond to Shocks

........................................................................................................................................................................... 15

IV. Commodity Management and Logistics ................................................................................. 18

V. Cross Cutting Issues .......................................................................................................................... 21

A. Monitoring and Evaluation .................................................................................................. 21

B. Environmental Compliance ................................................................................................ 23

C. Coordination and Collaboration ....................................................................................... 23

D. Sustainability Strategy ........................................................................................................... 24

E. Local Capacity Strengthening ............................................................................................ 24

VI. Direct Participant Receiving Multiple Interventions by Sector……………………………..24

VI. Lessons Learned and Challenges ............................................................................................... 24

Njira Project AID-FFP-A-15-00003/AID-0AA-A-00018, November, 2016 iii | P a g e

Abbreviations and Acronyms

ACPC Area Civil Protection Committees

AEDO Agriculture Extension District Officer

AEZ Agro-Ecological Zone

AOR Agreement Officer’s Representative

CA Conservation Agriculture

CAHW Community Animal Health Workers

CBM Community Based Management

CBDA Community Based Distribution Agents

CCFLS Community Complimentary Feeding and Learning Sessions

CDA Community Development Assistant

CG Care Group

CLTS Community-Led Total Sanitation

CNFA Cultivating New Frontiers in Agriculture

CSA Climate Smart Agriculture DCPC District Civil Protection Committee

DCT District Coordinating Team

DQA Data Quality Assessment

D-RISK Dynamic Research Informed System for Managing Risk

DRM Disaster Risk Management

EASPM Economic Activity Selection, Planning, and Management

EWS Early Warning System

FDP Food Distribution Point

FFA Food for Assets

FFP Food for Peace

FP Family Planning

FY Financial Year

GMP Growth Monitoring Plan

GVH Group Village Headman

HA Hectare

HSA Health Surveillance Assistant

IEE Initial Environmental Examination

INVC Integrating Nutrition Through Value Chains

IPTT Indicator Performance Tracking Tool

IYCF Infant and Young Child Feeding

LOP Life of Project

M&E Monitoring and Evaluation

MT Metric Tonnes

NASFAM National Small Holder Association of Malawi

NGO Non-Governmental Organization

ODF Open Defecation Free

OFSP Orange Flesh Sweet Potatoes

PB Pinto Beans

PCI Project Concern International

PICS Purdue Improved Crop Storage PERSUAP Pesticide evaluation report and safer use action plan

Njira Project AID-FFP-A-15-00003/AID-0AA-A-00018, November, 2016 iv | P a g e

PLW Pregnant and Lactating Women

PREP Pipeline and Resource Estimate Proposal

PM2A Preventing Malnutrition in Children Under 2

QWICR Quarterly Web Interfaced Commodity Reporting

RH Reproductive Health

RMNCH Reproductive Maternal Neonatal and Child Health

SMTN Sun Mountain International

TA Traditional Authority

TLC Total Land Care

TOC Theory of Change

ToT Training of Trainers

USAID United States Agency for International Development

USD United States Dollars

VCPC Village Civil Protection Committees

WASH Water and sanitation Hygiene WE/VSL Women Empowered/Village Savings and Loans

WOTR Watershed Organization Trust

WPC Water Point Committee

WALA Wellness Agriculture for Live Advancement

WHO World Health Organization

YFHS Youth Friendly Health Services

Njira Project AID-FFP-A-15-00003/AID-0AA-A-00018, November, 2016 v | P a g e

Introduction

This annual report covers the progress made during the second year of the Njira Project from

October 1, 2015 to September 30, 2016. The report has been organized around the three

primary purposes of the project:

Purpose 1: Increased income from agriculture and non-agriculture activities

Purpose 2: Improved health and nutrition

Purpose 3: Improved capacity to prepare for, manage, and respond to shocks

Under the aforementioned purposes, PCI has used the numbering system of the most current

indicator performance tracking tool (IPTT) to report key activities and achievements. Njira had

a successful second year of implementation and the highlights for the year include the following

achievements:

• 7,544 (2,083 Male, 5,461 Female) received seed and planting materials

• A total of 93 hectares (ha) designed for irrigation out of which 74.5 ha developed for

irrigation farming benefiting 2,080 households (720 Male, 1,360 Female).

• 2,535 producer groups were formed 2,535 contact farmers selected by their respective

groups to promote transfer of sustainable technologies

• 1,013 (211 Male, 802 Female) beneficiaries received livestock packages through

community based livestock fairs

• 2,338 (601 Male, 1,707 Female) commercial oriented farmers linked to formal markets.

• A total of 796 women empowered/village savings loan (WE/VSL) groups formed,

representing 134% of the targeted financial year (FY) 2016

• A total of 13,287 pregnant and lactating women (PLW); 18,879 children (8,862 Male,

10,017 Female) under the age of two and 30,749 households received food ration

Njira Project AID-FFP-A-15-00003/AID-0AA-A-00018, November, 2016 1 | P a g e

I. Purpose 1: Increased Income from Agricultural and Non-Agricultural Activities

Year 2 Highlights for Purpose 1

• 7,544 (2,083 Male, 5,461 Female) received seed and planting materials

• 93% of the farmers who participated in Njira applied at least one technology or

improved practice as a result of the USG assistance (Annual Survey)

• 74.5 ha of land are under irrigation farming benefiting 2,080 households (720 Male,

1,360 Female)

• 9,317 ha under improved agriculture technologies or land management practices

(including conservation agriculture)

• 8,811 cook stoves have been constructed of 10,000 FY16

• 906 permaculture gardens have been established in FY16

• 2,535 producer groups were formed with 2,535 contact farmers chosen to promote

transfer of sustainable technologies

• 1,013 (211 Male, 802 Female) beneficiaries received livestock packages through

community based livestock fairs

• 2,338 (631 Male, 1,707 Female) farmers engaged with formal markets and successfully

sold 81.3 metric tons of cowpeas and pigeon peas

• End Market analysis conducted by Cultivating New Frontiers in Agriculture (CNFA)

• Addition of 796 women empower/village savings loans (WE/VSL) groups, representing

134% of the targeted FY16 target and cumulative savings for the groups has reached MK

550,513,210 (USD 764,601), with return on savings of 42% and loan fund utilization at

78%

Sub-Purpose 1.1: Increased Sustainable and Nutrition-Friendly Agricultural

Production

Immediate Outcome 1.1.1: Improved Land Management Practices

Lower Level Outcome 1.1.1.1: Improved Agro-Forestry Practices

Output 1.1.1.1.1: Community Managed Tree Nurseries Developed

Njira in partnership with Total Land Care (TLC) trained 84 lead farmers (59 Male, 25 Female)

in nursery management, afforestation and agro-forestry. In FY16, we raised a total of 232,010

out of the target of 2,800,000 seedlings representing 8% achievement. The tree seedlings

comprising the following 8 different species are ready for transplanting in the upcoming rainy

season (FY17): Faidherbia albida, Acacia polycantha, Moringa olelifera, Jatropha, Ziziphus Mauritania, Khaya nyasica, Sesbania sesban, while Glicidia sepium is still in nurseries and will be

reported on in FY17 Q1 after physical count is completed. Njira is promoting multi-purpose

agro-forestry trees as an integral part of our climate smart agriculture (CSA) to enhance soil

fertility, improve access to animal feed and reduce soil erosion.

Output 1.1.1.0.1: High yielding Kitchen Gardens Established


Njira organized exposure visits to Kusamala Institute of Agriculture and Ecology for 30 lead

mothers to initiate the promotion of permaculture gardening. Following the learning visit, lead

mothers have established their permaculture gardens and they are conducting permaculture

demonstrations in their care groups (CG) propagating the technology for scale up. Including the

110 demonstrations established by lead mothers a total of 906 permaculture gardens are

established out of the target of 9,540. Njira distributed 220 various packets of indigenous and

exotic vegetables to 220 CG to complement the efforts of the lead mothers. The initial target

was set too high and dwarfed the achievement of 9% which was accomplished since June of

FY16. Njira will accelerate the scale up of permaculture gardens in FY17 and promote agro-

forestry trees to add a variety to the permaculture gardens.

Lower Level Outcome 1.1.1.2: Increased Utilization of Fuel Efficient Cook Stoves

Output 1.1.1.2.1: Fuel Efficient Cook Stoves Promoted Njira in partnership with TLC trained 132 field facilitators, health promoters and lead farmers

(63 Male, 69 Female) as trainers of trainers to upscale promotion of cook stoves. The Project is

using CG as a platform for promotion of the Rocket energy saving cook stoves. Currently, the

project has promoted construction of 8,811 cook stoves which represents 88% achievement of

the target. Njira will report on utilization of the stoves in Q1of FY17 as installation of the ring

and related metal components is yet not completed. Besides the saving on fire wood and

carbon emissions, this has the potential to improve health and greatly reduce the burden of

fetching fire wood on women and children.

Lower Level Outcome 1.1.1.3: Improved watershed management

Output 1.1.1.3.1: Micro-Watershed Management Sites Established

A training of trainers (ToT) was done by Watershed Organization Trust of India (WOTR) in

which 33 (22 Male, 11 Female) Njira and government staff were trained on watershed

development. Njira facilitated the formation and training of watershed committees in 6 out of

the 10 targeted watershed sites. A total of 90 community members (43 Male, 47 Female) in

Balaka and Machinga were trained in the following: watershed management conceptual

understanding, participatory net planning, land use and possible treatment works and designing

treatment options. Currently, 640 ha of the FY16 targeted 680 ha of land is under treatment

with a number of soil and water conservation techniques such as continuous contour trenches,

check dams, stone bunds, water absorption trenches, and management of natural regenerate

trees. One of our watershed sites has been selected as a learning site for the “Climate,

Agriculture and Environment” workshop sponsored by USAID.

Lower Level Outcome 1.1.1.4: Increased adoption of Conservation Agriculture practices

Output 1.1.1.4.2 Conservation Agriculture Plans Developed

The National Conservation Agriculture Task Force in Malawi has developed national

guidelines for implementing conservation agriculture (CA) in Malawi during the month of

April 2016. TLC trained 16 field staff (10 Males, 6 Females) to scale up conservation agriculture in alignment to the published guidelines. Eighty-four lead farmers (59 Male, 25 Female) were


given cascade training by field facilitators. Njira coordinated with the respective district

agriculture offices in Balaka and Machinga to outline a consistent CA promotion plan in FY17 to

scale up adoption among the 2,535 producer groups.

Output 1.1.1.4.3: Conservation Agriculture Techniques Promoted

The Njira team conducted 12 field days to facilitate technology dissemination at demonstration

sites with the participation of 817 farmers (261 Male, 556 Female). Similarly, Njira coordinated

with the Balaka and Machinga district agriculture offices and conducted a successful CA

campaign. The campaigns were done in all 5 traditional authorities (TA) in Balaka: Msamala,

Kachenga, Sawali, Amidu and Kalembo. In Machinga the campaigns were done in 4

TAs: Nyambi, Nkoola, Chikweo and Ngokwe. Strategic villages and trading centers were

chosen and an estimated 3,000 people congregated to hear the main message (documented in

photographic evidence). In FY16 a total of 131 ha was put under conservation agriculture

involving 703 farmers (308 Male, 395 Female) in Balaka while in Machinga 246 ha have been put

under conservation agriculture involving 1,218 farmers (427 Male, 791 Female). Overall, Njira had a successful year with promotion of technologies and improved practices despite the

drought conditions.

Immediate Outcome 1.1.2: Increased Adoption of Improved Crop Production Practices

Lower Level Outcome 1.1.2.1: Improved Agronomy Practices

The annual survey revealed about 93% of the farmers who participated in Njira applied

improved technology or management practice as a result of USG assistance.

Output 1.1.2.1.1: Small-Scale Irrigation Schemes Established

In FY16, Njira Project targeted to design and develop 23 small scale irrigation schemes with a

target area of 93 ha. A total of 74.5 ha of land has been developed for irrigation farming

representing 80% achievement against the target of 93ha benefiting 2,080 farmers (720 Male,

1,360 Female). Njira irrigation farming was delayed because it was a deferral activity in initial

environmental examination (IEE) and we only received approval late in May 2016. As part of

capacity building in irrigation development, 18 facilitators (12 Male, 6 Female) were trained in

irrigation techniques. A total length of 3,076 meters in Machinga and 2,400 meters in Balaka has

been fitted with pipes to channel water to the plots via gravity. Currently irrigation activities

are in decline in preparation for the main rainy season. However, some farmers are still

growing maize and vegetables for food security and income. The site development work for the

93 ha shall be concluded by completing the laying of the concrete irrigation canals within the

first half of the first quarter in FY17.

Lower Lever Outcome 1.1.2.2: Improved Access to Extension Services

Njira used a mixed strategy to deliver agriculture extension services in FY16. Cascade

extension approach, field days, demonstration plots, field campaigns and exposure trips to

promote various technologies. Njira served 7,544 (2,083 Male, 5,461 Female) small holder

farmers through the variety of extension service delivery mechanisms in FY16. A total of 16

(10 Male, 6 Female) staff and 82 (63 Male, 19 Female) lead farmers were trained on CA,

compost making, intercropping and crop rotation, and CSA. Results from the annual survey


revealed that 8,705 farmers adopted at least one improved technology supported by the Njira

project.

Njira will continue to work with the Ministry of Agriculture extension personnel and re-

organize its service delivery structure using the cascade extension service delivery model. All

the villages are clustered by Agro-ecological zone (AEZ) to tailor messages and promote crop

variety specific extension service provision factoring soil type, moisture requirements and

duration of maturity for each crop variety. Njira has recruited 10 facilitators in Balaka and

Machinga to strengthen the acceleration and scale up in FY17. In collaboration with the

Ministry of Agriculture, Njira will train 84 lead farmers and serve the 2,535 producer groups

with quality extension services.

Lower Lever Outcome 1.1.2.3: Improved post-harvest management

In FY16, the project aimed at storing 333m3 volume of produce under improved post-harvest

management techniques. In-spite of the El-Niño weather conditions a total of 132 m3 (100,320KG), representing 40%, of grain was stored using the Purdue Improved Crop Storage

(PICS) bags in both Machinga and Balaka Districts. In addition, 10 metallic silos were

distributed to Ubwino centers. The informal feedback and field observations seem to indicate a

strong interest on PICS bags and Njira will continue to promote the technology in FY17.

Lower Lever Outcome 1.1.2.4: Improved Access to Inputs

Output 1.1.2.4.1: High Quality and Disease-Free Seeds and Planting Material Distributed

The FY16 target was to reach 9,332 households with improved seed and planting materials in

both Machinga and Balaka, In FY16, Njira project supported 7,544 (2,083 Male and 5,461

Female) unduplicated beneficiaries with seed and planting materials which is representing about

80.8%. We have identified up to 2,531 farmers who have the capacity to multiply clean orange

flesh sweet potatoes (OFSP) material in their respective areas. Njira will work with the district

agriculture office to certify these farmers as registered OFSP multipliers.

Table-1 Type of seed distributed and number beneficiaries (duplicated)

Crop Male Female Total

Cow peas 521 711 1,232

Fortified Beans 48 37 85

P/peas 1,027 1,973 3,000

OFSP Vines 2,083 6,713 8,796

Fruit trees 1,008 617 1,625

Agroforestry seed 713 549 1,262

Total 5,400 10,600 16,000

Sub-Purpose 1.1: Increased sustainable nutrition-friendly and market-oriented

agriculture production

Lower level outcome 1.1.2.2: Improved access to extension services

Output 1.1.2.4.2: Poultry and small ruminant value chains promoted


Provision of livestock has been recognized as one of the most important interventions to

enhance resilience and improve food and income security of vulnerable households. A total of

401 beneficiaries (77 Male, 324 Female) received goats and 442 beneficiaries (86 Male, 356

Female) received chickens representing 14% and 31% of the FY16 targets. The chicken

population has increased by an average of 213% (ranging between 47-578%) within the 3

months. Regular Newcastle disease vaccination and good husbandry has contributed to this

increase. Njira aimed to assist 2,769 households with goats and 1,426 households with chicken

in FY16. So far community animal health workers (CAHWs) population dynamic reports from 9

goat groups that received goats showed an increase of 65 offspring (6%) resulting in a closing

stock of 760 goats in 3 months between April and August 2016.

Livestock targets for FY16 were not achieved, largely, because of the New castle disease

outbreak in central parts of Malawi created a distraction. The project postponed the livestock

fairs to reduce the risk of spreading the disease and more attention and effort was diverted

towards vaccination of local chicken and training of staff which slowed the pace of conducting more “livestock fairs”. Njira will certainly scale up in FY17.

Output 1.1.2.4.3: Non-traditional livestock value chains promoted

Women-headed and the most vulnerable households were targeted with 6-pigeon pair packages

for nutrition security through animal protein. FY16 targeted 4,267 beneficiaries, only 165

beneficiaries (45 Male, 120 Female) which is 3.8% of the target beneficiaries, received pigeons.

Due to the scarcity of pigeons, the outstanding pigeon beneficiaries had to receive chickens

while the project reorganizes pigeon procurement. CAHWs population dynamics reports from

5 pigeon groups that received 774 pigeons, shows an increase from 132 to 886 pigeons (18%) in

3 months between April and August 2016. The pass-on program is projected to start in quarter

one of FY17.

Immediate Outcome 1.1.3: Increased adoption of livestock management practices

Lower Lever Outcome 1.1.3.1: Improved fodder production and management

Output 1.1.3.1.1: Fodder production and management training conducted

A total of 252 (67 Male, 185 Female) goat beneficiaries were trained in Glicidia sepium for

fodder production as a component of the goat production training. FY 16 target was to train

2,932 representing 8.6% achievement .Of those, 200 of the trained beneficiaries received fodder

seed to set up eleven demonstration plots and the rest for planting in their respective fields to

produce supplementary feed for goats once the fodder trees get to the height of coppicing.

However, due to dry spells the survival rate was challenged.

In addressing gender issues among livestock beneficiaries as well as other sectors, Njira

selected and trained 145 male champions in Balaka and Machinga to serve as leaders in

transforming gender relations aiming at promoting respectful relationships, joint decision

making and enhanced access and control of productive assets to improve the socio economic

empowerment of women. Male champions will act as change agents to promote women

farmers as equal partners to male farmers.

Output 1.1.3.2.: Establish pay-for-service Community Animal Health Workers (para-vet) system


To support the livestock beneficiaries, 33 CAHWs (21 Male, 12 Female) have been trained in

goat, chicken and pigeon production and received non-pharmaceutical kits, livestock production

manual and a certificate. This achievement represents 100% of FY16 target for CAWHs

training. The trained CAHWs have started providing invaluable services both to livestock

beneficiaries and Njira Project through vaccination of chicken against Newcastle disease,

mobilization of new livestock beneficiaries and monitoring performance of livestock distributed

by Njira project. The trained CAHWs will start providing fee-for-services once the pesticide

evaluation report and safer use action plan (PERSUAP) on veterinary drugs is approved.

Sub-Purpose 1.1: Increased sustainable nutrition-friendly and market-oriented

agriculture production

Lower level outcome 1.1.2.2: Improved access to extension services

Sub-purpose 1.2: Increasing agricultural and non-agricultural sales

Sub-output 1.2.1.0.1.1: Identification and registration of commercially oriented producer groups into marketing groups

In FY16 the project has reached out to 2,338 farmers (1,707 Female, 631 Male) out of FY16

target of 2,094, some from previous Wellness Agriculture for Live Advancement (WALA)

Project, representing 112% achievement of the target .The target was surpassed because 401

farmers sold cowpea collectively, initially cowpea was not among value chains selected for Njira.

Njira will support 67 existing marketing associations in FY17, which were under project

Integrating Nutrition through Value Chains (INVC), through collaboration with National Small

Holder Association of Malawi (NASFAM). Additionally, 450 marketing groups shall be identified

from producer groups formed by Njira project in FY17.

Njira conducted a series of gender integration trainings with 156 (81 Male, 75 Female)

agricultural facilitators and volunteers (lead farmers, CAWHs) equipped to promote equitable

gender relations in agricultural activities. Despite women having access and control to land in

our impact areas, men tend to have more control over market crops. Njira will continue to

learn and break barriers to a meaningful socio economic empowerment of women in relation

to agriculture and agri-business.

Output 1.2.1.0.3: Rapid Market Analysis conducted

The End market analysis exercise was conducted by CNFA where 94 key stakeholders (75

Male, 19 Female) from both private and public sectors were consulted and actively contributed

a lot during the validation workshop. Through the End market analysis consultative workshop,

the Njira project managed to build trust and confidence between and amongst the private

sector – buyers, seed companies, financial institutions and Njira farmers. This has been taken as

a positive step towards facilitating linkage of farmers to markets and has resulted in 1890

farmers (1035 Female, 855 Male) negotiating for better market prices with potential buyers. For

example in July 2016, informal market price for pigeon pea ranged between MK343.59 to

MK371.53 and when farmers negotiated for better prices they sold at MK423.62 per kilogram

(kg). Similarly cowpea price farmers sold their cowpea produce at MK430 per kg after

negotiations while the normal market price was MK330.

Output 1.2.1.0.5: Marketing Groups linked to buyer


During the FY16 period out of 2,094 targeted farmers, Njira facilitated market linkage for 2,338

farmers (1,707 Female, 631 Male) through interface meeting and exposure visits to potential

buyers. Out of these interface meeting and network created, 1890(1035F,855M) farmers

aggregated about 81.3 metric tons of cowpeas and pigeon peas which were then formally sold

to Impex Limited, Nasfam Commodity Marketing Exchange (NASCOMEX), Ops Traders. The

total farmers’ income levels realized through these market linkages was US$38,606. The

representative group leaders now have a data base for potential buyers.

Output 1.2.2.0.1 WE/VSL Groups formed and supported

In FY2016, the WE/VSL sector added 796 groups, 134% of the Y2 target, which was 590

groups. Cumulatively, Njira now supports 844 groups and will seek to add an additional 800

groups next year. Cumulative savings has reached MK550,513,210 (US$764,601), with return

on savings of 42% and loan fund utilization at 78% which indicates strong groups which are

actively taking out and repaying loans to accelerate the growth of their own savings.

Basic business skill training: In addition to the foundational training of WE/VSL groups, income

and wealth generation is a vital component of WE/VSL. This component faced great challenges

this year due to the poor harvest which also limited household disposable income. Recognizing

this challenge and to respond to Njira community members’ demands for training in basic

business skills, Njira accelerated basic business skill training by cascading the Economic Activity

Selection, Planning, and Management (EASPM) training from government community

development assistants (CDAs) to 79 community agents (25 Male, 54 Female) and down to

WE/VSL groups. To date, 149 groups have started to receive the EASPM training. A spot check

of groups being trained revealed that group members sufficiently understood and could recall

the five EASPM concepts.

Community Agents Capacity Building: WE/VSL groups are supported by a cadre of 130 community

agents. 103 new community agents were trained in FY16 (26 Male, 77 Female) in 6-7 day

trainings. Additionally, all 130 community agents underwent one or more refresher trainings

during this fiscal year as each cohort receives a refresher training every 6 months. The first

training cohort (49 community agents: 15 Male, 34 Female) received their first refresher

training in March focusing on practicing ledger book entries, transferring quarterly data to the

designated tool, reviewing and practicing key WE modules such as constitution development

(Modules 3-6) and social issues discussions (Module 7). The second training cohort (82

community agents: 28 Male, 54 Female) also received that same refresher training in (August

and September), although emphasis was placed on specific challenges they were having in the

field such as working with the cashbook and helping groups move towards action planning. The

first cohort then received its second refresher training in August and September which focused

on identifying and correcting common ledger book mistakes, learning the action planning and

share-out modules, and learning how to administer the group monitoring checklist to monitor

group functionality.

Recognizing the importance of community agents as essential to group functionality and

progressive training, Njira also instituted two additional strategies to building community agents

capacity. First, facilitators, in collaboration with CDAs, held field-based review meetings with the community agents they supervise in July where they focused on the quarter’s achievements,


challenges, and coming up with solutions. Secondly, Njira piloted a community agents cross-

learning visit in August where 23 community agents (7 Male, 16 Female) from Machinga traveled

to TA Kalembo in Balaka to meet with 10 Balaka community agents (4 Males, 6 Females). The

objectives of the trip were to discuss and learn from each other’s successes and challenges with

constitution development, ledger books, social issues discussions and action planning, and also

how community agents keep their own records.

Gender Integration and Male Engagement Trainer of Trainer (TOT): Women’s empowerment,

especially economic empowerment cannot exist without acknowledging the complex gender

dynamics of households and communities. Therefore, PCI’s global Women Empowered (WE)

Initiative hired a consultant (Jackie Ogega) to improve gender integration within the WE

methodology. Njira’s gender analysis also pointed to challenges with effectively empowering

women and communities through savings groups, particularly in the areas of participation in

WE/VSL groups and control and decision-making related to household finances. Jackie utilized

Njira to train 25 facilitators and CDAs (13 Male, 12 Female) for two days on gender integration and male engagement. All WE/VSL staff and ten other facilitators from all Njira purposes also

attended the training to promote integration and capacity building across the sectors. The

participants took two days to pilot couples’ discussions and community leader dialogues which

will be incorporated into Njira’s gender strategy, as the socio economic module for Njira more

tailored to the WE/VSL and agri-business sector.

II. Purpose 2: Improved Health and Nutrition of Pregnant and Lactating Women

and Children under Five


• Training of 4,752 cluster leaders (272 male,4,480 Female) and 57,415 neighbor women

on the hygiene, maternal nutrition and infant and young child feeding (IYCF) modules.

• A total of 13,287 pregnant and lactating women (PLW); 18,879 children (8,862 Male and

10,017 Female) under the age of two and 30,749 households have benefitted from the

food rations. This met the preventing malnutrition among children under 2 (PM2A)

targets for all beneficiary types in FY16. Total 1,331.6 NMT were distributed amongst

PM2A beneficiaries

• Formation of 10 Father Groups in Balaka (5) and Machinga (5).

• Training of 72 (40 Male, 32 Female) health promoters 187 health surveillance assistants

(HSA) (106 Male, 81 Female) and 32 (26 Male, 6 Female) agriculture extension

development officers (AEDOs) in community complimentary feeding and learning

session (CCFLS)

• Conducted 100 CCFLS targeting 1756 (747 Male, 1009 Female) under five children

• Trained 129 HSAs (106 Male, 81 Female) on World Health Organization (WHO) new

growth monitoring and promotion (GMP) standards and 2067(827M,1240F) enrolled

into GMP.

• Refresher training of 103 (76M,27F)HSAs in community case management for

improvement of child health and reduction of malnutrition

• 100 (75M,25F)community based distribution agents (CBDA) refreshed in family planning

to improve access and increase utilization of family planning services.


Sub-Purpose 2.1: Improved nutrition and health practices

Immediate Outcome 2.1.1: Improved knowledge and attitudes on nutrition

Output 2.1.1.0.1: Care Groups formed and trained

Care Group Formation: During the year under review, Njira continued to form and train CG

volunteers who in turn cascaded similar trainings to neighbor women. In total 131 CGs have

been formed and trained against the LOP target of 265, cumulatively Njira is supporting 396

CGs. Njira formed more CGs than planned because INVC was not targeting 100% of the GVH

in their operational area. The CGs comprise of 4,752 lead mothers and 57,024 active neighbor

women. The lead mothers and neighbor women have been trained in four out of the seven

modules covering: 1) Introduction to the care group approach; 2) Essential hygiene actions; 3)

Maternal nutrition and; 4) IYCF. The three remaining modules will be rolled out in FY17.

Following the training in the hygiene module, lead mothers and neighbor women constructed

tippy taps for hand washing, dish racks for hygienic drying of kitchen utensils, and pit latrines.

Training: Njira trained 187 HSAs (106 Male, 81 Female) out of the targeted 208 representing

89% of the targeted HSAs and 72 health promoters (40 Male, 32 Female) representing 100% in

the WHO new GMP standards. The aim of the training-of-trainers was to equip HSAs and

health promoters with the skills necessary to conduct GMP as well as to be able to train and

support CG volunteers to conduct GMP sessions in order to actively track and refer growth

faltering children into the continuum of care. Following this training 969 lead mothers were

oriented in GMP and Njira distributed 512 salter weighing scales for use during GMP services

so that mothers access GMP service within walkable distances by CG beneficiaries. 2,067(

1240F,827 ) were rolled out into the GMP program and the number is expected to go up once

GMP reporting tool will be rolled out in FY17 Q1.

As an innovative approach to increase male involvement in health and nutrition activities and

support for mother CG, Njira is using father groups to support mother CGs. Ten father groups

(five in each district) were formed by mobilizing husbands and male relatives of CG volunteers

into peer groups. All father groups were oriented on the care group approach and hygiene

modules in Balaka while in Machinga they are being oriented on the care group approach.

Njira also conducted a ToT training for 73 (22 Male, 51 Female) health facilitators, health

promoters, and lead mothers on how to integrate gender within CG household visits i.e. by

setting appointments with households to ensure husbands/partners attend the household

visit. The training successfully established the right that men have to the information and

services that they need to protect their own and their families' health, and built the capacity of

field staff and volunteers in male engagement and the actions that men can take to support and

protect the health of their wives and children.

Immediate Outcome 2.1.2: Improved access to diverse, nutritious foods

Output 2.1.2.0.1: Food for Peace Commodities to PLW and children 6-23 months distributed

Njira distributed food rations to PLW and children under two during lean periods from

November to March 2016. A total of 13,288 PLW; 18,879 children (8,862 Male, 10,017 Female)

under the age of two and 30,750 households have benefitted from the food rations. This met

the PM2A targets for all beneficiary types in FY16. Total 1,331.6 MT were distributed amongst


PM2A beneficiaries. Furthermore, micronutrient supplementation multivitamins were

distributed to 585 beneficiaries (67 pregnant women, 139 lactating women and 379 children

between the ages of one and five years old) in May 2016, report on utilization will be made

available in FY17 Q1. The multivitamins were a donation from Kirk Humanitarian. Rapid

beneficiary satisfaction data indicates the beneficiaries of the multi-vitamin testified of noticeable

change and improvement on the health and growth of their children.

Output 2.1.2.0. 2 Participatory nutrition analysis conducted

Njira trained 187 HSAs (106 Male, 81 Female) and 32 AEDOs (26 Male, 6 Female) in CCFLS to

support health promoters and cluster leaders. Following the training of the health promoters

and HSAs, lead mothers were oriented in the concept of CCFLS and they went on to do GMP

on 2067(827M,1240F) and enrolled 1,756 (747 Male, 1009 Female) into CCFLS out of 12,800

targeted for FY16 , under five children who gained an average of 0.64 kilograms in a period of

twelve days using locally available recipes. This will help to reduce malnutrition and help to

reduce stunting in children under five using indigenous foods available at community level. CCFLS also offers food preparation skill development for women.CCFLS started late due to

delayed finalization of the training materials.

Immediate Outcome 2.1.3: Increased empowerment of men and women to adopt good

nutrition practices

Output 2.1.3.0.1: Couples workshop conducted

In order to shift gender norms toward greater equality between men and women, Njira

engages men as partners and allies by including them in health and nutrition and throughout all

WE/VSL messaging. As one of its gender integration strategies Njira conducted four couple’s

workshops out of the 15 targeted workshops in FY16. Due to delayed harmonization of the

tools this activity was behind the anticipated target. A total of 120 couples took part in sessions

as part of the male engagement strategy for promoting male involvement in health and

nutrition, and also as a response to Njira’s gender analysis findings. The workshop served as a

platform for couples to reflect on their own gender related behaviors and to promote joint

household decision-making, which is proven to reduce gender based violence. The workshop

provided the couples with key concepts on partner communication, family spending, and

reproductive planning based on the key message that both parents are equally responsible for

their family’s welfare. The workshop not only focused on health-related issues but also included

issues in agriculture and disaster risk management (DRM), which directly impact health issues.

Training for religious and local leaders on gender: Njira together with Government Community

Development Assistants from Ministry of Gender, conducted training with community leaders

as part of community mobilization for gender equality. The training targeted community leaders

because they are custodians of culture and play an instrumental role as agents of change to

influence the power dynamics and relationships at the household and community level. The

training assisted community leaders to understand issues related to gender inequality and to

brainstorm local solutions. A total of 381 (328 Male, 53 Female) local leaders including the TA,

GVH and Village Heads were trained. The training aimed at strengthening the capacity of

leaders to bring them on-board as catalysts for gender transformation. Changing the harmful beliefs and practices that affect the health and nutrition and livelihoods of community members,


especially women and children will not be possible or sustainable without the active support

and participation of the religious and traditional leaders.

Sub-Purpose: 2.2: Increased utilization of reproductive, maternal, newborn and child

health (RMNCH) prevention and treatment service

Immediate Outcome. 2.2.1: Improved quality of reproductive, maternal, newborn and

child health services.

Lower level outcome 2.2.1.1: Improved quality and capacity of Youth Friendly Health

Services (YFHS).

Output 2.2.1.1.1: Awareness of early pregnancy and RH risks increased

Njira completed assessment of health facilities capacity to provide youth friendly health services

(YFHS). All 17 health centres in Njira impact areas, representing 100% of the target, have

trained YFHS providers. The YFHS are however hindered due to lack of availability of supplies to provide quality services. Njira with other stakeholders are planning developing an advocacy

plan to promote access to reproductive health services among the youth.

Lower Level Outcome: 2.2.1.3: Increased capacity of Health Center staff.

Output: 2.2.1.3.2: Comprehensive ANC, skill delivery care and post-natal care services

improved

Rapid health facility assessments: Njira worked with the district health offices of Balaka and

Machinga to disseminate health facility assessment findings to district health implementing

partners (i.e. Dignitas, SSDI, and ActionAid). A total of 65 participants (44 Male, 21 Female)

from Balaka and Machinga attended the meetings. Health partners identified gaps and those are

being addressed in their implementation plans and budgets, such as human resource capacity

building, infrastructure, and transportation deficiencies. Following initial assessment, Njira in

collaboration with the district health office of Machinga, conducted another health facility

assessment in Machinga representing 50% of planned assessments in FY16. Balaka did not have

any assessments due to the late development of action plans from the previous year which

resulted from unavailability of stakeholders. The assessment revealed improvements in

equipment and supplies; all health centres have height boards, mid upper arm circumference

(MUAC) tapes and adult weighing scales. Improvement was also noted in laboratory services as

all health centres are conducting malaria and HIV tests. All health centres are also providing

community case management (CCM) and community management of acute malnutrition

services. However there are still challenges with transportation, human resource and

infrastructure.

Support maternal death surveillance activities: Njira facilitated verbal autopsy and investigation of

the deaths of five pregnant women, three occurred in Balaka and two in Machinga. This

represents 125% of planned verbal autopsy and investigations, this was mostly based on the

number of deaths that occurred within the catchment area. Surveillance teams consisting of

representatives from Njira, Balaka and Machinga District Hospitals, as well as Kalembo,

Chikweo, and Ngokwe Health Centres participated in the investigation. The causes of death were 2 eclampsia, 2 ruptured uterus and the other was unknown. Contributing factors


included transport problems due to shortage of ambulances, inadequate monitoring of patients

and communication difficulties due to lack of airtime.. To address these issues the district health

office committed to provide an ambulance to Kalembo Health Centre, airtime to service

providers, and that staff will complete in-service training on management of obstetric

emergencies. Njira will complement these government actions by ensuring that CGs, father

groups, WE/VSL groups and village health committees recognize the three critical delays that

lead to maternal mortality (delay to seek care, delay to reach proper medical services, and

delay in accessing quality care at health care facility).

Output. 2.2.1.3.3: HSAs trained in RMNCH.

Refresher training for community case management supervisors/mentors: Njira conducted refresher

trainings on CCM for a total of 103 (76 Male, 27 Female) HSAs and their supervisors

representing 83% achievement of the 2016 target. This will contribute to improved

management of under-five childhood illnesses in rural areas with poor access to health

infrastructure, and in turn, to a reduction of malnutrition and improved health of children. It should be noted that some HSA’s refused to attend the training because of the current daily

subsistence allowance policy that restricts trainings to full board.

CCM supervision for HSAs: Njira supported Machinga District Hospital to conduct supportive

supervision to 34 village clinics and a total of 34 HSAs in Njira’s catchment areas. Seventeen

HSAs (50%) of the 34 HSAs visited were not following standard guidelines in managing sick

children. To address the gaps HSAs will participate in mentorship sessions led by medical

assistants of health centres where sick children are referred to improve their skills in managing

sick children.

Output 2.2.3.1.1: Integrated RH and FP services promoted

Njira conducted a meeting to develop an advocacy plan to improve counselling and access to

longer acting and permanent family planning methods representing100% achievement of the

2016 target. The meeting was attended by staff from district health offices, PCI and family

planning stakeholders. Participating organizations identified activities that they will address in

their implementation plans such as conducting community awareness meetings, and conducting

outreach clinics.

Output 2.2.3.1.2: Access to family planning increased

Provision of adult refresher CBDA training: Njira conducted a refresher training in family planning

for 100 (75 Male, 25 Female) adult CBDAs achieving 100% of the 2016 target. Adult CBDAs

will compliment family planning services provided by youth CBDAs trained by Banja La

Mtsogolo (a local non-government organization (NGO) affiliated with Marie Stopes

International). The increased number of CBDAs will improve family planning service coverage

for both adult and young clients in the communities. Family planning clients (both adult and

young) will not have to walk long distances to health centres to access family planning services,

this FY16 soon after training 281 women received Family planning conselling and services.

Support the YFHS refresher training: Forty-three (43) health workers (22 Male, 21 Female), 22 for

Balaka and 21 for Machinga, were trained in YFHS representing 108% achievement. The training

aimed to build the capacity of health care workers to provide quality YFHS.


For a facility to be accredited as providing YFHS, it has to provide health services to young

people according to existing policies, procedures and guidelines; young people should be able to

obtain health services that include preventive, promotive, curative and rehabilitative health

services appropriate to their needs; all young people should be able to obtain health

information (including sexual and reproductive health and HIV/AIDS) relevant to their needs,

circumstances and stage of development; service providers should have the required

knowledge, skills and positive attitudes to effectively provide YFHS; and health information

related to young people should be collected, analyzed and utilized in decision making at all

levels.

Immediate Outcome 2.3.1: Improved quality of WASH facilities

Lower level outcome 2.3.1.1: Improved management of public water facilities

Output 2.3.1.1.1 Water Point Committees established

A total of 437 water point committees (WPC) out of FY16 target of 480 were set up and trained in community based management (CBM) totalling 4,370 (1,484 Male, 2,886 Female)

members. The aim of the training was to empower committee members to learn how to

manage and sustain improved water sources (boreholes) by mobilizing their own resources. In

addition, 437 village chiefs and 126 (78 Male, 48 Female) health surveillance assistants were also

trained to enable them support WPC members as they manage their water sources.

Subsequently, Njira inspected 92 WPCs in collaboration with government extension workers.

The purpose of the inspections were to continue providing technical support and to assess

compliance to CBM. The findings included: 100% of WPCs had a constitution, 85% had a

maintenance fund, 98% had an operation and maintenance plan, and 21% had sanitary issues

(e.g. lack of soak away pit, apron with minor cracks, and/or noticeable stagnant water). The

committees with sanitary issues were advised on how to take immediate corrective measures.

Area Mechanics Training: A total of 25 area mechanics (21 Male, 4 Female) were trained and

certified by the Department of Water in major borehole maintenance/repair and linked to

WPCs for technical support such as proper care of the borehole pump and fixing of major

borehole technical issues including: disconnected riser pipes, leaking in pipe joints or rising

main, and perforated and cracked cylinders which cannot be handled by WPCs. Currently all

boreholes that were supported by the project through training and supervision are still

functional.

Immediate Outcome 2.3.3: Increased empowerment to adopt better WASH practices

Output 2.3.2.1.2: WASH Campaigns Conducted

WASH Campaigns: 7 campaigns out of the 5 targeted campaigns were conducted in FY16

representing 140% achievement. A total of 1,497 people (850 Male, 647 Female) received water

and sanitation hygiene (WASH) messages (e.g. consistent latrine use and handwashing). Due to

cholera outbreak in Njira impact areas we intensified and increased number of WASH

campaigns with an aim of containing the outbreak which was achieved. It has also been used to

accelerate adoption of specific behaviors such as possession and consistent use of latrine which


is manifested in the in the open defecation free (ODF) attainment by 21 GVHs against the

annual target of 221.

Output 2.3.2.1.3: Hygiene and sanitation education conducted

Njira oriented 69 (27 Male, 42 Female) WE/VSL community agents in hygiene and sanitation as

one way of integrating WASH in Njira groupings. The orientation focused on personal hygiene,

food hygiene, water hygiene and environmental sanitation. Following the orientation, the

community agents are now encouraging WE/VSL groups to spend first 15 minutes of their

session to discuss hygiene.

Hygiene practices during Food Commodity Distributions: Following USAID recommendations, PCI

has made changes to improve food hygiene, including the purchase of taps for food sharing, the

use of gloves for distributing, and greater community sensitization about beneficiaries bringing

clean buckets/recipients to the food distribution points (FDP).

Immediate Outcome 2.3.2: Improved access to WASH facilities Lower level outcome 2.3.1.2: Improved community adoption of CLTS

Output 2.3.1.2.1: Facilitate construction and rehabilitation of sanitation and hygiene facilities

With the aim of eliminating open defecation, Njira WASH team trained 54 (40 Male, 14 Female)

extension workers to provide them with necessary knowledge and skills to roll out community-

led total sanitation (CLTS) in Njira communities. Following the CLTS training, 11 GVHs were

“triggered” which they are taken through a motivation phase as a first step toward attainment

of ODF status. A total of 2,939 (682 Male, 2,257 Female) community members attended the

CLTS triggering. Currently 21 GVHs (16 Balaka and 5 Machinga) have attained ODF status,

where at least 95% of households have latrines with drop hole covers, hand washing facility and

there are no feces visible in the open or nearby bushes. This represents 95 % achievement of

the FY16 target of 22. In Machinga the 5 GVHs attained ODF status towards the end of August

and became certified early October.

District Coordinating Team (DCT) Meetings: Njira facilitated district coordinating team (DCT)

meetings in Machinga and one in Balaka to update stakeholders on Njira`s WASH progress,

including disseminating results of microbiological water quality assessment conducted in the

previous quarter. A total of 33 people (23 Male, 10 Female) participated. The DCT hailed Njira

for taking the initiative to conduct the microbiological water quality assessments which is rarely

done because of the lack of testing kits. A total of 93 boreholes were tested for fecal coliforms

of which 27 (29%) were found contaminated in the range of 3-40cfu/100mls and 6-45cfu/100ml

for Balaka and Machinga respectively against the WHO recommended level of 0cfu/100ml of

drinking water.

The beneficiaries of the contaminated boreholes were requested to disinfect the water before

use while Njira and government stakeholders conduct a sanitary survey to identify sources of

the contamination. The survey showed that 96% of the contaminated boreholes had

broken/cracked aprons which led to the contamination and 4% had stagnant water within the

1 Six Machinga GVHs were technically certified at ODF in October 2016, but all work to achieve certification was

conducted in FY16.


apron or along the drainage channel and therefore lacked a functional soak away pit.

Communities themselves eliminating these risks before Njira went back for follow up of

disinfection and re-testing to ensure that the fecal coliform concentration agree with the WHO

recommendation of 0cfu/100ml of water. It is hereby reported that the previously

contaminated boreholes contains 0cfu concentration per 100ml of water.

III. Purpose 3: Improved Capacity to Prepare for, Manage, and Respond to Shocks


Development of standardised national Disaster Risk Management (DRM) manual

• Using a Dynamic Research-Informed System for Managing Risk (D-RISK) approach Njira

supported all targeted communities to map key resources and hazards in the project

targeted areas

• Engaged 9, 865 vulnerable households in social safety nets such as feeder road

rehabilitation, dam construction, river bank reinforcement and afforestation, so far 52.7

kilometres of feeder roads have been rehabilitated

• Capacity building for the Village and Area Civil Protection Committees

• Support the review and updating of district contingency plans and the development of

community and area contingency plans

• Support the development of the DRM plans

• Installation of river line gauges and rain gauges as flood Early Warning Systems (EWS)

Sub-Purpose 3.1 Improved Community and Household Assets for Disaster Mitigation

Immediate Outcome 3.1.1: Improved access to safety nets

Output 3.1.1.0.1 Safety nets designed and implemented to develop production assets and

increase resiliency Njira engaged 9, 865 vulnerable households against the FY16 target of 9,309 households in

social safety nets such as feeder road rehabilitation, dam construction, river bank reinforcement

and afforestation representing a 106% achievement.. All the safety nets projects have been

implemented in close collaboration with government sectors within the district councils. Njira

project has so far supported the rehabilitation of 52.7 kilometres of feeder roads against the

targeted 33.3 kilometres within FY16.

The Food for Asset (FFA) interventions have helped the drought affected and vulnerable

households to mitigate and cope with the effects of the El-Nino induced drought. Instead of

them selling their productive assets to buy food, Njira FFA projects provided immediate food

while protecting and promoting these productive assets, at the same time helping them create

community asset. The design of FFA projects integrated eight rain water harvesting and

resilience design principles and techniques from two TOPS trainings for USAID partners during

the year. Furthermore, Njira staff trained community project teams from each FFA project on

these principles and ensured that they were incorporated in the watershed development plans.

Throughout April-September 2016, 9,865 FFA beneficiaries worked 185,600 days in total at 20

days/month. 52 beneficiaries, had worked 15 days during September 2016. Therefore, all


together, total 9,865 beneficiaries had worked 197,222 days in FY16 reporting period. Total

171.47 NMT (92%) were logistically found possible to distribute by close of calendar year,

where the remaining 16.39 NMT wage has been planned to distribute by October 2016.

Output 3.2.3.0.2 Risks, hazards, assets and resources mapped

Establishment and Operationalization of Ubwino Centres: Njira has supported village development

committees (VDC) and village civil protection committees (VCPC) to establish and

operationalize Ubwino Centres in all the targeted communities. There are 73 Ubwino centres

out of the 84 targeted communities (43 in Machinga and 30 in Balaka). The centres are

equipped with rain gauges and EWS equipment, including whistles, drums, and megaphones for

EWS information dissemination. Various messages for all Njira purposes are pasted in these

Ubwino centres. According to the attendance registers, there are a number of Njira and

community groups who conduct their meetings in these centres. This intervention is vital to

strengthen community participation and ownership in developing climate change mitigation

measures. The communities are trained on how to record, map and interpret the rainfall information which has transformative effect in changing knowledge and behaviour towards CSA

at the community level.

Sub-Purpose 3.2 Improved institutional support of DRM structures at all levels

Immediate Outcome 3.2.1 Strengthened VCPCs, ACPCs, and DCPCs

Lower Level Outcome 3.2.1.1: Strengthened Participation of VCPCs, ACPCs and DCPCs

Output 3.2.1.1.1: Inclusive and representative VCPCs, ACPCs, and DCPCs in DRM structures

Facilitated

Njira facilitated an integrated meeting between area civil protection committees (ACPC) and

district civil protection committee (DCPC) in Balaka and Machinga, where representatives from

all the 11 targeted ACPCs attended 2 DCPC meetings. This strategy aimed at strengthening the

link between ACPCs and DCPCs. In addition the effort will also create a gradual capacity

building to enhance ownership and prepare the local government structures to take over and

sustain achievements beyond the life of the project.

Lower Level Outcome 3.2.1.2 Increased Technical Capacity of VCPCs, ACPCs, and

DCPCs

Output 3.2.1.2.1 VCPCs, ACPCs, and DCPCs trained in DRM

Njira project has trained all 84 VCPCs and 11 ACPCs utilizing the new national DRM manual.

This achievement represent 100% of FY16 target of 95 committees trained. Out of the 20 core

competencies that are in the national DRM manual, Njira and DCPCs from Balaka and Machinga

selected 11 modules that are more relevant for VCPCs and ACPCs. In FY16, Njira started with

6 core competencies: DRM in Malawi; understanding DRM; climate change and DRM;

contingency planning; disaster risk analysis and DRM plans. So far, 1,550 (1,002 Male, 548

Female) people have been trained in disaster preparedness in both Balaka and Machinga. The

remaining 5 core competencies shall be covered in FY17 Q1.

DRM Workshops: Njira facilitated DRM workshops to convene groups of VCPCs with their

respective ACPCs to collaborate on DRM concepts and conduct dry runs of activities that


VCPCs implement in their communities. The workshops looked at vulnerability and

prioritization of threats, early warning systems, prevention, mitigation, response, and recovery.

The major topic that dominated the discussion was how to cope with the impact of El Niño. A

total of 1,013 (672 Male, 341 Female) VCPC and ACPC members attended the meetings.

Output: 3.2.1.2.2: Good governance, gender and Environmental training provided

Njira built the capacity of 16 (11 Male and 5 Female) purpose 3 staff on gender and good

governance. This was a ToT and the participants cascaded this training to 610

(410M,200F)community volunteers, such as VCPCs, to help resolve issues related to access to

services and resources. Some examples include: support for risk reduction and emergency

response, as well as promoting gender vulnerable populations by advocating for, mobilizing, and

being responsive to men, women, the elderly, youth, and the disabled.

With support from Sun Mountain International (SMTN) Njira provided a ToT to project staff

on environmental compliance. The training aimed at building the capacity of Njira staff on local

and USAID environmental regulations. This will assist the staff to ensure that project

interventions are sustainably implemented.

Output 3.2.1.2.3 Curriculum Development for VCPCs, ACPCs, DCPCs, facilitated

Njira supported the Government of Malawi’s Department of Disaster Management Affairs to

develop a standardized national disaster risk management (DRM) manual through the review of

existing national and international DRM materials. The manual addresses 20 core competencies

in DRM, including: assessment of hazards, community capacities, levels of vulnerabilities, EWS,

prevention, mitigation, response, and recovery, as well as governance, resource mobilization,

and community monitoring and evaluation (M&E) strategies. Although the manual is still under

review, Njira and the National DRM Platform members have started utilizing it in their capacity

building programs.

Immediate Outcome 3.2.2 Improved early warning systems and contingency plans

Njira, in collaboration with the Ministry of Agriculture, Irrigation and Water Development

(MAIWD), facilitated the installation of rain gauges in 84 targeted communities with the

purpose of building the capacity of the communities to collect rainfall data, analyse, and use it to

make decisions on crop choices for their areas. Njira has trained community members (lead

farmers and VCPC members) on how to record the reading and update rainfall charts that are

posted in Ubwino centres for dissemination purposes. The gauges installed will assist

communities upstream to measure water levels and alert communities downstream about any

changes and the probability of floods, thereby allowing them to respond early and mitigate risk

particularly during the anticipated La Niña weather conditions in the up-coming 2016/2017

rainfall season.

Output 3.2.2.0.3 Development of community contingency plans facilitated

Njira supported the Balaka and Machinga district councils through DCPCs to review and update

the 2015/2016 contingency plans. The contingency plan has played a very crucial role in

reinforcing coordination among stakeholder responding to the El Niño induced drought that

Balaka and Machinga experienced. Njira has also supported 84 communities and 11 TAs to


develop contingency plans and this represents a 100 percent achievement for FY16. Njira in

collaboration with Balaka and Machinga DCPCs are in the process of consolidating these

contingency plans at VCPC and ACPC levels into a district contingency plan.

Output 3.2.3.0.2: Risks, hazards, assets and resources mapped

Using a D-RISK approach Njira supported the targeted communities to map key resources and

hazards in the project targeted areas with an emphasis on livelihoods, risks, hazards, assets,

Ubwino Centres, flood prone areas, drought prone areas, afforestation areas, forests, rain gauge stations, and river line gauges. D-RISK is PCI’s approach which maps community

resources like water points ,natural resources through the different perspectives of women,

youth, elderly, disabled, farmers, and other groups and overlays that information with scientific

data. The mapping exercise is ongoing and Njira will use the information to create a D-RISK

Management Information System that will used be shared with the District councils and

Department of Disaster Management Affairs to inform decision making on risk management.

Njira involved VCPC members in the mapping exercise to enhance their community owners

and technology competency levels so that in future after Njira phases out they continue

carrying out those activities.

Output 3.2.3.0.4 Community implementation of DRM plans supported

Following the roll out of capacity building initiatives, Njira in collaboration with Balaka and

Machinga district councils supported the trained CPCs to develop and implement disaster risk

management plans for their communities. Njira has supported the implementation of 38

community proposed projects such as feeder road rehabilitation, dam construction,

afforestation, river bank stabilization/reinforcement in Balaka and Machinga through provision of

food rations, technical assistance, and materials. These projects will contribute towards

achievement of food security and building resiliency at household and community level.

Output 3.2.3.0.5 Large Scale DRM awareness campaigns conducted

Njira supported the VCPCs to disseminate their disaster risk management and contingency

plans through awareness campaigns conducted in Njira targeted communities. The campaigns

were aimed at sensitizing the community to climate smart agricultural (CSA) technologies and

good environmental management practices to prevent from future disasters. Overall 77

campaigns were conducted against the FY16 target of 84 representing 92% achievement. Due

to the delayed start of the campaigns awaiting harmonization of messaging, not all were

completed.

IV. Commodity Management and Logistics

Commodity Receipt and Distributions: PCI’s FY15 call forward of pinto beans (PB), corn soya base

plus and vegetable oil arrived in-country in the months of August/September 2015. As planned, the stock was utilized for PM2A and FFA distribution throughout FY16. The commodity arrived

via a Through Bill of Lading through Nacala port in Mozambique. An independent surveyor was

appointed to conduct commodity inspection and survey upon arrival at PCI’s central warehouse

in Blantyre. A total of 1,523.5 NMT was received at the warehouse against the quantity call

forwarded 1,530 MT. PCI submitted its FY16 call forward for 1,550 NMT, this commodity


arrived in July & August, 2016 and will be distributed throughout FY17. A total of 1,545.211

NMT was received.

During FY16 a total of 4.72 NMT of PB, arrived in soaked condition from the port. With

USAID Mission/Agreement Officer’s Representative (AOR) concurrence and approval from the

district health authorities, these commodities were disposed of in November, 2015. The

commodity was disposed of in presence of local authorities as witnesses and disposition

certification was obtained. A report on this loss and disposition was submitted to USAID

Mission, AOR & USDA Kansas City, along with all back-up documentation and photos of the

disposition event. Inland losses were also incurred during transportation of the commodities

between the port and PCI’s warehouse to the distribution point. These losses were all detailed

in the survey reports which have been submitted to USDA for claims processing. Details for

each of these losses were also submitted in PCI’s quarterly inventory reports submitted

through the Quarterly Web Interfaced Commodity Reporting(QWICR).

Food Distribution Points (FDPs): During the year, a total of 53 FDPs were established, 21 in Balaka

and 32 in Machinga. FDPs were selected based on selection criteria including: access roads for

trucks carrying food commodities, maximum distance of 3 kilometers from beneficiary

communities, sufficient space for storage and rain protection during distributions.

Commodity distribution trainings: Prior to distributions, field facilitators were trained on: FDP

layouts; distribution procedures; commodity handling; and how to organize the distribution

points, fill out waybills, as distribution summary reports and receipts acknowledgement from

beneficiaries.

Ration Cards, Recipient Lists, Distribution Planning and Invitation of Beneficiaries: During the year,

electronic ration cards were published and printed using GPath system for all eligible registered

beneficiaries. Ration cards were distributed by the Field Facilitators to intended beneficiaries

based on electronic recipient list also printed from GPath. The system was also used to

facilitate the distribution planning process. Once distributions were completed, recipient

attendance was uploaded into the system and enabled recipient status reports were reconciled

at the end of the distribution.

Distribution and inventory reporting: All quarterly reports were submitted via the QWICR system

and monthly commodity status reports have been generated for internal use.

Market price monitoring: Market surveys were conducted annually during prior to distributions

during the pipeline resource estimate proposal (PREP) submission process. The survey was

conducted primarily to confirm FFA monetary values of the ration size to be applied

throughout the following FY. Food monitors collected the market price data from markets

located near FDPs. Commodity prices were collected for commodities similar to FFA

commodities (vegetable oil and PB) including beans such as cow peas and cooking oil of

different brands found under local or imported categories. Ongoing labor rates for public

works were obtained from the local district labor offices. These rates are typically published

annually. Due to inflation of USD against local currency, the official local min wage (for Min


wage labor in USD) has reduced each year ($18.18 in 2016 as compared to $27.00 in 2014).

The value of the ration has also decreased between from $24.81 in 2014 and $16.21 in 2016.

Warehouse Inspections: Regular warehouse monitoring (both planned and unplanned) was

conducted by PCI’s regional commodity manager, commodity manager, food monitors. During

these visits spot checks were conducted to ensure warehousing standards and security are

being followed. These visits helped in maintaining the condition of warehouses both in Blantyre

and Balaka to ensure adherence to best practices in commodity management.

Commodity Fumigation: During the year while conducting warehouse monitoring 138.9 NMT of

PB were found to be infested with moths. A request was submitted to USAID to conduct a

one-time containerized fumigation with Phosphine and also to apply preventive warehouse

spraying with Actellic. Following approval, infested commodities were containerized and moved

to offsite location for fumigation and warehouse was also sprayed during the same period. Since

fumigation, no additional infestation has been observed. With support from Sun Mountain and a fumigation consultant, PCI developed a fumigation checklist to ensure safety measures are

followed with containerized fumigations, as the Fumigation Management Plan included in the

Fumigation Programmatic Environmental Assessment(PEA) does not include details for

containerized fumigations.

Warehouse Safety training: In January 2016, PCI’s Senior Commodity Technical Advisor provided

training to commodity management and HR staff. The training covered topics like general

warehouse safety, fumigation safety, and integrated pest management. During this training PCI’s

warehouse safety committee was formed and the need for additional training in fumigation and

pest management was identified.

Fumigation and Pest Management Training: PCI hired a US based consultant and certified

fumigator, Jerry Heath, to conduct this training in the last quarter of the FY. PCI invited all food

distribution agencies and known fumigation contractors to attend the training. Participants

included commodity management staff from PCI, CRS, World Vision, Care, CADECOM, SAVE

The Children and PCI Tanzania. Also in attendance were representatives from CHEMITECH

and Antipest Malawi (fumigation services providers), SIS inspection (surveyor) and WB-Freight

(a local freight forwarder). The training included sessions on integrated pest management, pest

identification, fumigation best practices (warehouse and containerized fumigations), fumigation

safety, etc.

TOPS Commodity Management Tool Kit Workshop: PCI’s Regional Commodity & IS Manager, as

well as PCI’s National Commodity Manager participated in the TOPS Commodity Management

Tool Kit workshop organized by TOPS in Durban, South Africa. During the workshop,

participants had the opportunity to review and provide input on the completeness, correctness,

usability and clarity of the new tools developed by TOPS project.

External Visits at warehouses and distribution: The Njira commodity team hosted a number of

external visitors during the FY including AOR Ms. Shahina Malik, USAID Financial Analyst

Robert Katuya, FFP Program Specialist Patience Komboni, USAID Cullen Hugher, and FFP Malawi Emmanuel Ngulube and the GAO team.


V. Cross Cutting Issues

A. Monitoring and Evaluation

M&E System Update: The Njira M&E manager resigned and we struggled to fill the position locally. Hence, the position has been upgraded and PCI is finalizing the recruitment process of

an international staff. All the relevant documentation shall be submitted for review and

approval from the AoR before we make the offer to the successful candidate.

As part of its Monitoring and Evaluation (M&E) plan development, Njira submitted the

comprehensive revised M&E plan including all data collection tools in February 2016. FFP

provided additional feedback on the Njira M&E plan in August 2016, where the project theory

of change (TOC), Log Frame, indicator performance tracking table (IPTT), performance

indicator reference sheet (PIRS), and annual survey methodology and tools were reviewed. All

components of M&E system were refined based on this feedback and resubmitted for approval

on August 30, 2016.

Data Collection Tool Roll-Out Orientation: The M&E team orientated project staff in both districts

on Njira’s initial data collection tools in February 2016. The trainings were district based and

targeted all district project coordinators. Staff were oriented on Njira’s M&E system, including

its TOC, the project log frame and the IPTT. Input was provided on the developed tools, data

flow-maps and success story development guidelines. After the training, the tools were revised

to reflect the comments provided and then translated into Chichewa for roll out. Based on the

newest feedback from USAID in August, all data collection tools were further revised, and data

collection tools reflecting the refined TOC and PIRS are currently being translated and rolled

out to the respective sectors for comprehensive data collection.

GPath Development: In FY16, the GPath Management Information System was further developed

to manage project group registration records and program component specific service records,

including food distribution records, warehouse inventory accounting, and beneficiary

information. In addition, GPath functionality was expanded to facilitate automated reporting,

including M&E related reporting to inform all indicators captured in the project IPTT.

GPath System enhancement: During FY16 the GPath management information system has been

enhanced with functionalities to capture data through different M&E tools that are operated for program components including dynamic team reporting forms. The mobile module of GPath,

comprising registration, service and distribution functionality has been introduced to facilitate

data capturing using tablets by the field facilitators from remote locations during this reporting

period. There has also been continued integration of automated reporting that informs

progresses related to IPTT and facilitates various descriptive statistics on a regular basis.

Group Registration: In FY16, additional project groups were registered as Njira beneficiaries,

including FFA participants and producer groups. The Njira beneficiary targeting requires

establishing firm bases for tailoring interventions to specific groups based on wealth ranking and

AEZ, among other factors. With an emphasis on acceleration and in anticipation of the main


rain season in Q1 of the next financial year, Njira prioritized the revitalization of the agriculture

extension strategy by conducting a wealth ranking exercise in FY16 with Njira communities to

select producer group beneficiaries. The wealth ranking exercise accelerated the registration of

over 800 groups (with an average of 15 members each) in Q4. The wealth ranking and

clustering of villages by AEZ will enable Njira to improve on tailoring of interventions according

to socio-economic and agro-ecological conditions.

Assessments: Maternal and child health and nutrition barrier analysis assessments were

conducted in May 2016 to ensure that intervention implementation was tailored to address the

key issues affecting communities before the rollout of each CG module. The barrier analyses

were on lactating mothers eating an extra meal each day, pregnant women attend at least 4

antenatal visits during pregnancy; and mothers of children 48 hours old ensure that baby

receives a postnatal consultation within 2 days of birth were conducted. The Njira team used

the results to inform the roll-out of the maternal nutrition module and RMNCH modules

targeting CG volunteers for the 369 Njira supported CGs

Data Quality Assessments: A team from USAID Mission and FFP Washington conducted a data

quality assessment (DQA) for the Njira project from January 18-22, 2016. The

recommendations from the DQA assisted Njira to review its draft M&E plan and address the

data quality requirements based on the USAID data quality standards.

An internal DQA was conducted in April, 2016 in Balaka and Machinga to assess the quality and

reliability of the M&E system for Njira. Five data quality standards were assessed including:

validity, reliability, timeliness, precision and integrity as outlined in the Njira M&E plan, DQA

checklist and recommended procedures for eight required indicators (3 FFP indicators, 5

project specific indicators). Overall 97% of the verified data was accurately reported with

source documentation available at source and district office level. Recommendations from the

DQA assisted Njira implementing partners to address the strengths and weaknesses of the data

quality requirements based on the Njira M&E plan data quality standards. Action plans were

developed with Njira implementing partners highlighting the key actions, responsibilities and

timelines.

Evaluations and Special Studies: In FY16, Njira initiated the design of a WE/VSL nutrition study to

determine whether membership in the Njira Project’s CGs and WE/VSL groups contribute to

improved consumption of diverse and nutritious foods among women and their children under

five in their households. The study will test the hypothesis that women and their children under

the age of five, where the caregiver participates in both a Njira CG and WE/VSL group will have

increased financial access to and will consume more diverse and nutritious foods as compared

to women and their children under five, where the caregiver only participates in a Njira CG. In

July 2016, PCI also launched the baseline assessment for its WE/VSL initiative to assess the life-

changing impact of this program intervention at the individual-level. The baseline assessment

was conducted with 400 WE beneficiaries to set baseline values across a broad spectrum of

social, behavioral, and economic characteristics that have been identified in the literature

associated with improvements in quality of life and women’s empowerment.


B. Environmental Compliance

Scoping statement: Six GVHs within Sub Traditional Authority(STA) Mchinguza are located

within a Ramsar site, Lake Chilwa and the surrounding wetlands. Pursuant to the Bureau for

Democracy ,Conflict and Humanitarian Assistance (DCHA) Bureau Environmental Officer’s

(BEO) Condition and in compliance with 22 CFR 216.5, several activities planned in these

villages are deemed to have a Positive Determination. Currently Njira has completed a Scoping

Statement and has submitted to USAID. The scoping statement assessed environmental issues

and identified alternative actions; no action, proposed action and alternative location. PCI

Malawi, Sun Mountain International and USAID Malawi Mission staff discussed the way forward

of the scoping statement alternative actions and it was agreed that the activities planned for

STA Mchinguza, which is within the Ramsar site be relocated to areas away from protected

area.

Development of Agriculture Safer Use Action Plan and Livestock Pesticide Evaluation Report Safer use

Action Plan: In order to ensure compliance with the DCHA BEO’s Conditions and in compliance with 22 CFR 216.3(b), in the event that agriculture or livestock pesticides are used PCI and

SMTN are developing a project-specific Agricultural Safer Use Action Plan (SUAP) that

contextualizes the findings of the Malawi Mission-Wide Pesticide Evaluation Report and Safer

Use Action Plan (PERSUAP).The two documents are finalized but not yet submitted to USAID

as at the reporting date.

Environmental monitoring system: Environmental compliance aspects of the project were

integrated into the overall Project’s M&E data collection system/questionnaires to avoid having

a separate system for monitoring environmental issues. Following the integration project staff

were trained on the data monitoring tools. As a result SMTN visited and monitored irrigation

sites, FDPs, WASH sites, WE/VSL sites, conservation agriculture demonstration plots, CGs,

watershed management sites, livestock activities, DRM activities, tree nursery sites and

fumigation events.

C. Coordination and Collaboration

Collaboration and Learning Event: Savings-Led Strategies for the Social and Economic Empowerment of

Women: In March 2016, PCI hosted a collaboration and learning event where 19 people from 12

different local and international NGOs and government offices came together to share

information from national and local level assessments on savings groups and to discuss

strategies for further collaboration. The Njira WE/VSL coordinators have continued to follow up with district government officials to identify other platforms for similar coordination and

collaboration, but sustainable commitment of resources to such meetings proves to be an

ongoing challenge.

Participation in the 2016 National Disaster Risk Management Platform: Njira sponsored and

participated in the 2016 National Disaster Risk Management Platform held under the theme

“Building resilience through recovery and risk reduction”. PCI also presented Njira project

interventions and demonstrated how the interventions are helping in reducing disaster risk in

targeted communities and contributing towards resilience building. Njira also supported the

commemoration of the International Day of Disaster Risk Reduction that was celebrated under

the theme “Knowledge for Life: Indigenous Knowledge for Disaster Risk Management”. The day


also earmarked the official launch of the National Disaster Recovery Framework (NDRF)

entitled “Building Back a Disaster-Impacted Malawi Better and Safer”. Participation in the

national DRM platform helps Njira project to align its day to day activities to national strategies

and policies.

D. Sustainability Strategy

In the period under review, the project developed a sustainability strategy as part of the PREP

for FY17. The strategy articulates detailed criteria and timelines for handing-over or phasing-out

of Njira activities. In this regard, each of the Project’s three main purposes has a clear strategy

and, it is anticipated that these strategies will be communicated on a continuous basis to all key

stakeholders to ensure partnership towards graduation, transition and, ultimately exit. The exit

strategies have been fully integrated into the overall process of assigning roles, responsibilities,

budget and timeframe for achievement by Njira and its partners.

E. Local Capacity Strengthening

Sub-grantees: Njira plans to work with local NGOs who have demonstrated on-the-ground

success in mobilizing communities to adopt new behaviors in key targeted sectors--such as

gender, environment, and youth. In FY16 sub awards for the following “local NGOs” were

approved; Youth NGO, Gender NGO, WASH NGO. However, after assessing the needs on

the ground and soliciting proposals from local NGOs for the gender, WASH and youth

activities, it was discovered that the local bidders could not meet all requirements outlined in

the scope of work (SOW). The proposed SOW for the youth and WASH NGOs required the

support of more than one agency for each activity. This led to Njira seeking approval from

USAID for two additional local NGOs to concurrently execute activities in the WASH and

youth sector under FY16 Budget. Nonetheless only one Gender NGO is sufficient to achieve

the program targets throughout the project area. USAID approved to add two more

organizations in the last quarter of FY16 and contracts will be signed in the first quarter of

FY17.

The following local NGOs have been selected from the competitive bidding process: Youth;

Chinansi Foundation and Grassroots Soccer Organization (GRS). Gender; Youth Network and

Counselling Organization (YONECO). WASH; Participatory Development Initiative (PDI) and

Nkhadze Alive Youth Organization (NAYORG).

VI. Direct Participant by Strategic Objective/ Purpose

Number of Direct Participants Receiving Multiple Interventions by Sector (Purpose Area)

AGR MCHN DRR MCHN+AGR MCHN+DRR AGR+DRR MCHN+DRR+AGR

Total 7,544 81,028 7,117 4904 356 4270 214

Male 2,083 9,097 2,232 1354 112 1339 67

Female 5,461 71,931 4,885 3550 244 2931 147


The GPath Management Information System was used to generate the number of MCHN

beneficiaries based on PM2A ration recipients and care group participants, as well as Disaster

Risk Reduction beneficiaries who participated in Food for Asset activities and received

rations. However, due to the delay in registration of all Njira beneficiaries under Purpose 1,

the team has provided the following estimates on overlap across purpose area, which will be

verified after the completion of all P1 registrations at the beginning of Y3:

• MCHN and Agriculture overlap – Njira is estimating a 65% overlap because Agriculture

beneficiaries who were already registered as MCHN beneficiaries were purposefully

targeted during the formation and registration of Producer Groups.

• Agriculture and DRR overlap – Njira is estimating a 60% overlap due to the fact that

Njira aims to increase the resiliency of 35,770 households to shocks and stresses and

majority of these households are participating in Njira Agriculture, Livestock and

WE/VSL interventions. The Climate Smart Agriculture (CSA) Njira is promoting under

P-1 is designed to strengthen capacity of the targeted communities to achieve

sustainable food and income security which is the main reinforcement factor for

resilience. Similarly, the soil and water conservation related activities implemented

under Watershed rehabilitation directly benefit the vulnerable farmers to conserve top

soil and moisture.

• Agriculture, DRR and MCHN overlap – Njira has calculated the reach based on the

number of MCHN & DRR beneficiaries multiplied by 60%, representing the expected

minimum overlap with Agriculture, as specified above.

VII. Lessons Learned and Challenges

Challenge Response Status

1. El Nino induced drought Submitted a proposal to

expand FFA activities to help

Njira beneficiaries have

access to immediate food

USAID approved the proposal

and Njira has finalized

recruitment of staff for the

project and some preliminary

activities such as community

mobilization have began

2. Difficulties in scheduling

activities because government

facilitators are busy and also

demand ‘allowances” /DSA

rates which are not applicable

for the trainings.

Activities were postponed Reviewing practices among

peer INGOs and consulting

with donor to find a pragmatic

solution

3. Outstanding approval of M&E

system

Currently working with

USAID to approve all final

components of M&E plan

TOC, IPTT, and PIRS still need

to be approved, but Annual

Survey was approved

4. Delay in group registration Working closely with P1

team to complete

registration process for all

groups, including irrigation,

livestock and marketing

Producer group registration

completed in FY’16


groups following completion

of Producer Group

registration

5. Backlog of registration forms

and data that needs to be

entered in to the G-Path data

base which is slowing us down

from completing G-Path

Plan to hire additional

temporary data entry clerks

and supervisors to avoid

delays in entering data and

creating the backlog

gradually shift towards the use

tablets for beneficiary

registration and progressively

digitize the beneficiary

registration process

6. Livestock sector continues to

experience staffing challenges.

The newly set target of

reaching 11,076 households

would require at least 7

dedicated livestock Facilitators

to effectively deliver its

mandate.

The needed additional

resources have been

included into FY 17 PREP

1 Coordinator has

been recruited and

once FY17 PREP is

approved new

Facilitators will be

hired

7. Delayed implementation in

Ramsar site

Relocation to outside the

Ramsar site

Scooping statement submitted

to USAID recommendation

i · 2018. 9. 19. · lower level outcome 1.1.1.1: improved agro-forestry practices output...

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