April 1 June 30 2016

FOREST INCOMES FOR ENVIRONMENTAL

SUSTAINABILITY (FIFES) SECOND QUARTERLY REPORT

April 1st – June 30th 2016

AGREEMENT NUMBER: AID-669-A-16-00002

AOR USAID:

CHIEF OF PARTY:

COVER PHOTO: Small holder cocoa farmer near the Kparblee Community Forest Photo taken by Regina Sula, Private Sector Advisor FIFES

DISCLAIMER:

The author’s views expressed in this publication do not necessarily reflect the views of the United States

Agency for International Development or the United States Government.

FIFES – Second Quarterly Report April 1 – June 30, 2016 July 31, 2016

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CONTENTS

INTRODUCTION ..................................................................................................................................................... 1

MANAGEMENT ACTIVITIES .................................................................................................................................... 1

STAFFING ................................................................................................................................................................... 1

OFFICES ..................................................................................................................................................................... 2

PROCUREMENT ......................................................................................................................................................... 2

ADMINISTRATIVE ACTIVITIES..................................................................................................................................... 2

COMPONENTS ....................................................................................................................................................... 2

COMPONENT 1: SELECTED FOREST VALUE CHAINS STRENGTHENED ........................................................................ 2

ACTIVITY 1.1: VALUE CHAIN ASSESSMENT ............................................................................................................ 2

ACTIVITY 1.2: VALUE CHAIN CAPACITY BUILDING ................................................................................................. 5

ACTIVITY 1.3: STRENGTHEN THE ENABLING ENVIRONMENT FOR FOREST-BASED BUSINESSES IN LIBERIA ......... 9

COMPONENT 2: LEGAL AND MANAGEMENT FRAMEWORKS FOR FOREST ENTERPRISES EXTABLISHED ................. 10

ACTIVITY 2.1: BIODIVERSITY MONITORING AND PRODUCT INVENTORIES ......................................................... 10

ACTIVITY 2.2: ORGANIZATIONAL CAPACITY ASSESSMENTS ................................................................................ 11

ACTIVITY 2.3: MULTI-STAKEHOLDER DIALOGUES ............................................................................................... 12

ACTIVITY 2.4: COLLABORATIVE STRENGTHENING OF COMMUNITY FOREST MANAGEMENT CAPACITY ............ 12

ACTIVITY 2.5: STRENGTHENING ENABLING CAPACITY ........................................................................................ 12

COMPONENT 3: KNOWLEDGE AND SKILLS FOR FOREST ENTERPRISES AND LANDSCAPE MANAGEMENT ENHANCED

................................................................................................................................................................................. 14

ACTIVITY 3.1 MANUALS AND GUIDES ................................................................................................................. 14

ACTIVITY 3.2: PUBLIC AWARENESS ..................................................................................................................... 14

ACTIVITY 3.3: FOREST ENTERPRISE CURRICULA .................................................................................................. 15

ACTIVITY 3.4: WOMEN AND YOUTH IN BUSINESS AWARENESS ......................................................................... 15

ACTIVITY 3.5: NATIONAL CONFERENCES ............................................................................................................. 15

CROSS-CUTTING TECHNICAL ACTIVITIES ................................................................................................................. 15

GEOGRAPHIC INFORMATION SYSTEMS & MONITORING AND EVALUATION ..................................................... 15


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ABBREVIATIONS CD Capacity Development

CDCS Country Development Cooperation Strategy

CDWG Curriculum Development Working Group

CF Community Forest

CFD Community Forest Department

CFMA Community Forest Management Agreement

CFMB Community Forest Management Body

CFMP Community Forest Management Plan

CFOC Community Forest Organizing Committees

CFWG Community Forest Working Group

CI Conservation International

COP Chief of Party

CPI Community Performance Index

CSP Capacity Solutions Platform

EMMP Environmental Management and Mitigation Plan

ENNR East Nimba Nature Reserve

EPA Environmental Protection Agency

EW Empowerment Worker

FBP Forest Based Product

FDA Forestry Development Authority

FFI Fauna and Flora International

FIFES Forest Incomes for Environmental Sustainability

FGDs Focus Group Discussions

GOP Grains of Paradise

ISP Institutional Strengthening Plan

ITOCA Integrated Technical and Organizational Capacity Statement

LAUNCH Liberian Agriculture, Upgrading, Nutrition, and Child Health

LIFE III Livelihood Improvement for Farming Enterprises

MELP Monitoring, Evaluation, and Learning Plan

NTFP Non-Timber Forest Product

OCA Organizational Capacity Statement

PROSPER

People, Rules and Organizations Supporting the Protection of

Ecosystem Resources

REDD+ Reduction of Emissions from Deforestation and Forest Degradation

RSPB Royal Society for the Protection of Birds

SCNL Society for the Conservation of Nature in Liberia

SESA Strategic Environmental and Social Assessment


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SHOPS II Smallholder Oil Palm Support

SNP Sapo National Park

USAID United States Agency for International Development

WCF Wild Chimpanzee Foundation

VC Value Chain

VCA Value Chain Analyses


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INTRODUCTION

The US Agency for International Development (USAID) is a leader in promoting community forest

management and alternative livelihood activities that reduce threats to biodiversity within the community

forests in Liberia. Specifically, USAID supports community forestry activities to assist the Government of

Liberia in protecting the country’s extensive natural resource endowment for the betterment of its

people, to protect the interests of poorer Liberians from elite capture, to increase investment of poorer

Liberians in their land and thereby augment their income through the sustainable use of their natural

resources, and to reduce overall poverty. To build on previous investments in the forestry and agricultural

sectors including the Land Rights and Community Forestry Program (USAID LRCFP 2007-2011), the Liberia

Forestry Support Program (2011-2012), and USAID People, Rules, and Organizations Supporting the

Protection of Ecosystem Resources program (PROSPER 2012-2017), USAID/Liberia has awarded a new

five-year program entitled Forest Incomes For Environmental Sustainability (FIFES).

The overall goal of FIFES is to develop key rural forest-based enterprises that provide inclusive, sustainable

economic opportunities for rural farmers and forest-dependent communities in a way that also combats

deforestation, forest degradation, biodiversity loss, and reduces the threats to biodiversity. There is also

an in-depth integration of gender equity and youth opportunities.

This second quarterly report presents the activities undertaken and results obtained during the period

from April 1st through June 30, 2016, the third project quarter. Individual weekly short bullet points were

also prepared for USAID.

The third quarter included the completion of recruitment, mobilization and training of the FIFES staff and

the establishment of fully-equipped offices in 3 locations. In cooperation with USAID PROSPER, newly

trained and deployed Field Facilitators (FFs) were introduced to their new work environment by PROSPER

field staff. Recruitment of potential beneficiaries began in 23 towns with a 38 percent female average.

On June 17th, USAID approved both the FIFES FY16 Workplan and the Environmental Monitoring and

Mitigation Plan (EMMP). FIFES submitted a revised Monitoring, Evaluation and Learning Plan (MELP) for

approval by USAID on July 5th. Consortium partner, Pact, trained FIFES staff on the WORTH methodology.

The description of this training is provided under activity 1.2.2.1.

MANAGEMENT ACTIVITIES

STAFFING

Recruitment of the local team was completed. From start-up, FIFES shared administrative staff with the

ACDI/VOCA LAUNCH/EERP project. After the closing of the LAUNCH/EERP projects on August 9th, the

shared staff will become full-time FIFES staff. FIFES completed recruitment of field facilitators and field

staff deployment began in April, followed by senior field staff deployed in May and June. Each FIFES field


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office now includes a Head of Office, a Deputy Head of Office and an Administrator. FIFES recruited a new

Agro-Forestry officer, and Pact hired two staff members in May to complete their recruitment, a

Livelihoods Specialist and a Capacity Development Officer.

OFFICES

FIFES established sub-offices in Sannequellie, Tappita and in Buchanan. The sub-Offices in Tappita and

Buchanan are using space provided by the USAID PROSPER project. A Memorandum of Understanding

(MOU) between PROSPER and FIFES was signed to establish the terms of sharing space and utilities in

these locations. It is foreseen that FIFES will take over the lease from PROSPER after it closes in May 2017.

Minor repairs (fencing, generator housing) were completed in this quarter for the Sannequellie sub-office.

PROCUREMENT

All FFs received motorcycles and each of the three field offices received a vehicle and a driver.

ADMINISTRATIVE ACTIVITIES

After some revisions, FIFES resubmitted the Annual Workplan for FY16. The revised workplan was

approved on June 17th together with the FIFES EMMP. A revised MELP was submitted on July 5th for

approval. FIFES is preparing to conduct the baseline in late July and early August. FIFES will participate in

the upcoming PROSPER workplanning sessions in the last week of August that will result in a transition

plan. The FIFES FY17 annual workplan meeting will be held September 1-2, 2016.

COMPONENTS

COMPONENT 1: SELECTED FOREST VALUE CHAINS STRENGTHENED

ACTIVITY 1.1: VALUE CHAIN ASSESSMENT

Sub-Activity 1.1.1: Value Chain Assessments for Key Value Chains in 17 CFs

This activity was completed in the second project quarter. The commodities selected, based on the

analysis of previously conducted value chain studies and field visits by a FIFES team that conducted a

validation exercise to check and adjust (if needed) the information specific for the FIFES forest

communities, are: cocoa (Theobroma cacao), oil palm (Elaeis guineensis), groundnuts (Vigna

subterranean), bee keeping, plantain (Musa sp.) and hot pepper (Capsicum frutescens).

Sub-Activity 1.1.2: Value Chain Analysis exclusively on Forest Based Products (timber, NTFPs,

bushmeat, charcoal) and will Focus on the 11 CFs FIFES

The identification of forest based enterprises that currently exist in the towns and villages of the eleven

CFs is still ongoing by FIFES FFs. Existing entrepreneurs who are involved in harvesting, storage and

processing of forest products will be a focal point for FIFES interventions. The findings of the survey will

be a starting point for the gap analysis exercise that will determine the possibility of technical support

FIFES will offer to these entrepreneurs to expand and grow their businesses.


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practicing non-shifting cultivation agriculture and best agroforestry farming practices. Reducing the

practice of shifting cultivation and increasing permanent agriculture will contribute to a reduction of

threats to biodiversity in community forests.

ACTIVITY 1.2: VALUE CHAIN CAPACITY BUILDING

Sub-Activity 1.2.2: Strengthen Women and Youth’s Fundamental Organization and Business Capacity

for Improved Participation in Value Chains (WORTH Approach)

Pact’s Director of Livelihoods trained the FIFES Livelihoods’ team about the WORTH approach, the WORTH

module, and rollout strategies. WORTH believes that dependency is not empowering and women/youth

can appreciate their strengths if they become literate and self-reliant. WORTH uses appreciative inquiry

and planning to encourage women to focus on their strengths and successes rather than problems or

challenges. WORTH encourages women to share stories as a foundation for learning and helps them make

their own story a driving force in the program. WORTH is also founded on transparency, as no money can

exchange hands without all members of the group being present. For WORTH groups to be successful,

members need to commit to full participation, cooperation, trust, and mutual respect.

WORTH groups are limited to 20–25 members self-selected by the community based on their vulnerability

and level of need. The group is run by four elected officers (chairperson, secretary, treasurer, controller)

and governed by the WORTH constitution. These by-laws provide a pre-written structure but allow the

group flexibility in setting minimum and maximum savings and lending rates, penalties for abuses or

tardiness, and other issues. In regular meetings, the group collects a minimum mandatory and voluntary

amount of savings from each member and disburses loans.

FIFES, in partnership with community leaders and FFs, will select and train the empowerment workers

(EWs), who provide weekly support to groups as they set their savings rates and learn financial

management skills. The EWs lead their groups through the WORTH literacy curriculum using Pact-created

materials. These materials facilitate literacy while also teaching basic business skills, credit management

and bookkeeping, group facilitation and leadership, and conflict resolution. All WORTH groups maintain

some form of emergency/social fund to be loaned out as needed (e.g. for funerals or hospital bills).

After the initial training, WORTH groups follow two core principles: (1) through economic partnership,

women and youth will develop practical skills and trust, mutual reliance, and support for one another;

and (2) participants will manage the groups independently of FIFES to gain full autonomy program end.

Sub-Activity 1.2.2.2: WORTH Materials Adapted and any Supplements Created (Printing and Supplies

Procured)

This activity will start in July.


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Sub-Activity 1.2.2.3: Select First Cohort of WORTH Communities

The FIFES team launched the initial WORTH activities

in two established CFs (Gba CF and Blei CF) with a

Community Forest Management Body (CFMB), and

three CFs that are establishing CFOCs, targeted for

Year 1. The staff were able to meet with various CFMB

members individually. During the period under

review, 20 community meetings were held with the

participation of 239 females and 175 males,

representing 414 households. The participants of

these meetings were the representatives of

community leaders, and women and youth groups.

Across all the meetings, the participants were

informed of the overall FIFES goal and its core

component to which the WORTH group strategy

belongs. Members were given guiding questions to

determine whether there are women/youth groups

already existing in communities and in which capacity

the groups are involved. For existing groups,

participants discussed what their motivating factors

were, how they handle challenges, if there are existing

institutions supporting them in relation to village savings, and what would be their expectations for

support from FIFES. For communities without existing groups, participants discussed why they may be

missing from the community.

Focus Group Discussions (FGDs) showed that in these forest communities, saving is more or less cultural.

In every village/town meeting, members disclosed that there are many forms of local savings groups, or

Susu1, and financial clubs2. FGDs discovered that WORTH’s core principles are lacking in the current

groups. Most large financial clubs (130-200 members) lack transparency, and leadership is passed onto

the sons of those adults who initiated the clubs. Members of the groups are involved in farming, casual

work, and petty trade and their goal is to raise their living standard. With the exception of a few groups

in the Kparblee CF community, the rest are self-formed and have never received external support.

In each community meeting, participants were given an overview of the WORTH approach:

A WORTH group is created so that people can save, borrow and start an insurance fund;

Members are self-selected and the WORTH group is managed by its members;

Every group has a written constitution and clear rules;

1 Susu is an informal means of collecting and saving money through a savings club or partnership as practiced in Liberia and

usually takes turns by "throwing hand" as the partners call it, where they pay a specific amount of money in one hand when it is collected they pay it to a person and each week/month every person in the group will collect a sum of money until the next time when another susu is thrown.

2 In the context of the assessed groups, financial clubs are defunct village banks that are inherently founded and managed in a monarch kind of system. Initiated and established by individuals and when they pass on, their children inherit the leadership.

# F M HH

1 Blei Zolowee 4 11 7 18

2 Blei Liabolab 2 8 6 14

3 Blei Barpa 2 14 7 21

4 Blei Karlah 3 12 8 20

5 Gba Lugbeyee 8 19 8 27

6 Gba Gbeleyee 6 21 12 33

7 Gba Kinnon 4 15 8 23

8 Gba Gbonnie 4 13 10 23

9 Sehzulay Zuolay 6 18 12 30

10 Sehzulay Duopue 1 8 4 12

11 Sehzulay Miller 1 6 4 10

12 Sehzulay Volay 4 10 4 14

13 Boe-Quilla Freetown 0 16 8 24

14 Boe-Quilla Boe-yeteapea 3 11 6 17

15 Kparblee Kanblee 4 12 7 19

16 Kparblee Dubuzon 4 7 10 17

17 Gbear-Gblor Yrean 1 8 7 15

18 Gbear-Gblor Yea-yenbopea 5 9 19 28

19 Gbear-Gblor Ghankey Hill 1 6 12 18

20 Gbear-Gblor Nailah 3 15 16 31

TOTALS 66 239 175 414

Est. #

groupsVillage/Town

AttendanceCommunity

Forest

Table 2: Participation in Community Meeting for Selection of WORTH First Cohorts


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Some rules such as the amount of savings, or the interest on loans are decided by the members;

Every WORTH group has a Management Committee democratically elected every year;

Members must attend all meetings and save mandatory and voluntary savings in each meeting;

The money collected from the savings is used to provide small loans to members, which are repaid over a period of no more than 6 months;

All borrowers have to pay the loan interest at a percentage rate decided by the members;

All of the group’s cash is kept in a box with three locks – keys kept by three out of four management committee members;

The box can only be opened in meetings, each member is provided with a savings and loan passbook in which their transactions are recorded;

Members make a decision on a period for operation of the WORTH group before they distribute dividends (between 6 and 12 months) and that the WORTH groups are supported by the EWs.

At all the community meetings participants gave an estimated number of the Susu savings/finance clubs

that they knew existed. Based on this information, subsequent meetings were held with potential WORTH

groups to get an understanding of their operations. Sixty-six groups of 163 females and 159 males

representing 319 households were present.

Sub-Activity 1.2.2.4: Introduction of WORTH, and Empowerment Worker (EW) Selection.

Traditionally, WORTH groups are formed by the EW after their training, but, because it was determined

that there are already saving initiatives

existing in the operational areas, the

project staff decided not to form new

groups but build upon and support

existing ones. According to

information obtained during the FGDs,

almost 85 % of the susu/savings groups

were self-formed in late 2015 and early

2016. Members testified that they use

the susu/savings group as a resilient,

safety net strategy. They all make

weekly savings with a yearly cycle,

either December, to share dividends

during Christmas, or September to pay

school fees for their children. For the

susu, the membership ranges between

8- 15, saving groups 20-40 whereas for

finance clubs it’s 50-200. Since the

focus of the project is strengthening

women and youth groups, FIFES will

need to deliberately target women’s

susu groups. They will be encouraged to increase their membership to the standard 20-25 people and

WORTH interventions will be cascaded. Savings groups and finance clubs provide loans to both members

M F M F HH

1 Blei Zolowee 4 37 67 11 7 18

2 Blei Liabolah 2 18 47 4 9 13

3 Blei Barpa 2 30 42 14 7 21

4 Blei Karlah 3 2 39 3 8 11

5 Gba Lugbeyee 8 168 338 8 16 24

6 Gba Gbeleyee 6 171 151 21 12 33

7 Gba Kinnon 4 84 89 15 8 23

8 Gba Gbonnie 4 57 92 13 10 23

9 Sehzulay Zuolay 7 26 89 0 14 14

10 Sehzulay Duopue 1 0 58 6 4 10

11 Sehzulay Miller 1 126 84 6 4 10

12 Sehzulay Volay 4 164 190 5 4 9

13 Boe-Quilla Boe-yeteapea 3 69 77 11 6 17

14 Kparblee Kanblee 4 46 72 12 7 19

15 Kparblee Dubuzon 4 19 81 3 10 13

16 Gbear-Gblor Yrean 1 0 12 0 2 2

17 Gbear-Gblor Yea-yenbopea 4 65 149 9 19 28

18 Gbear-Gblor Ghankey Hill 1 1 30 0 12 12

19 Gbear-Gblor Nailah 3 65 135 15 4 19

TOTALS 66 1,148 1,842 156 163 319

Community

ForestVillage/Town

#

Susus/

Clubs

Membership[1] Attendance[2]#

Table 3: Participation in Introductory to WORTH, and Empowerment Worker (EW) selection.

[1] This is the overall membership of the groups according to FGD [2] These are members who attended and/or represented the group in the individual group meetings


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Meetings with two cocoa buyers/exporters and the Liberia Produce Marketing Corporation (LPMC)3

provided information about smallholder tree crop rehabilitation/production. The buyers/exporters cited

the main gap as farmers’ lack of knowledge and skills in the production/rehabilitation and storage of

quality cocoa for better prices. FIFES will address the lack of skills and knowledge of good production

practices and how to rehabilitate old, neglected cocoa farms. By doing so, FIFES will bring non- or low

productive farmland back into production, providing income for farmers without the need of clearing

forest land. Priority for cocoa-rehabilitation is given to old cocoa farms closest to the CF. Connecting the

farmers directly with reputable buyers that are willing and able to pay a premium price for well fermented

and dried cocoa (Grade A) will help the farmers to get the maximum price for their cocoa crop and provide

the cocoa buyer with an opportunity to purchase aggregated high quality cocoa from groups.

Sub-Activity 1.2.3.3: Design Activities to Address Knowledge Gap

The FIFES team researched the existence of service providers in the sites currently covered by FIFES. The

first service the team looked at was availability of credit facilities for smallholder farmers that want to

invest in new technology or crops. Three rural Micro-Finance Institutions (MFIs) were examined: BRAC in

Tappita, the Rural Community Microfinance Institution in Sannequellie, and the Women Enterprise

Development Organization in Sannequellie. Unfortunately, these rural MFIs do not provide agricultural

loans to farmers. BRAC operates within 15km of the towns and could not reach further into the villages

due to high operation costs and risk involved in agricultural enterprises. The MFIs also lack loan products

tailored to the need of farmers. FIFES shall continue to identify and assist interested MFIs willing to

develop credit products tailored to farmers’ needs while continuing to encourage the Village Savings and

Loan Associations (VSLAs) to save for investment in farm enterprises.

The farmers who are interested in starting enterprise groups lack knowledge of effective organization and

management of their enterprise group activities. Field staff are currently training the selected groups on

the management of their activities and development of group constitutions. FIFES believes that the group

development process shall lead to the development of effective group management structures that will

provide services, equal opportunities and fair treatment of all members, especially women.

Sub-Activity 1.2.5: Grants to Entrepreneurs

FIFES has commenced putting into place the structures for the first grant cycle. A small grants process

supplement to the overall ACDI/VOCA grants manual which lays out the requirements for a transparent

grants solicitation, selection and awarding process has started and will be finalized in early August. It is

expected that the initial small grants will be in-kind grants e.g. freedom mills. Small grant activities will

start the second half of the 4th Quarter FY16.

ACTIVITY 1.3: STRENGTHEN THE ENABLING ENVIRONMENT FOR FOREST-BASED

BUSINESSES IN LIBERIA

Sub-Activity 1.3.1: Assess Current Management Information System (MIS) Initiatives.

3 The LPMC has been officially abolished and closed. A new institution, the Liberia Agriculture Commodity Regulatory

Authority has been instituted but lacks funding in the National Budget.


10

FIFES held discussions with USAID PROSPER in April to discuss the cooperation between the two projects

to establish a self-sustainable SMS on-demand market price information system. FIFES has agreed to co-

pay for the initial investment costs to get a short code platform established with Lonestar, a GSM provider

that has shown interest to host the price information system.

COMPONENT 2: LEGAL AND MANAGEMENT FRAMEWORKS FOR FOREST

ENTERPRISES EXTABLISHED

ACTIVITY 2.1: BIODIVERSITY MONITORING AND PRODUCT INVENTORIES

The replacement of ForestGeo/Smithonian as a subawardee became a major effort in this quarter.

Negotiations with ForestGeo/Smithonian were slow and resulted in their cancellation of interest. An RFP

was drafted and published for 30 days. The applicants will be evaluated, scored, and selected in July.

Sub-Activity 2.1.1: Convene a Sharing Exercise to Review What's being done (been done) Related to

Biodiversity Monitoring

FDA has continued to collaborate with four international organizations in sharing experiences in

community based biomonitoring. FIFES participated in a meeting in which Fauna and Flora International

(FFI) presented lessons learned during training and establishment of biomonitoring plots in the Gba CF to

test the biomonitoring manual they developed on behalf of USAID PROSPER. The manual is not yet

approved by the FDA. Furthermore, these organizations have teamed together to develop a national

biomonitoring strategy by establishing a technical working group in which FIFES is foreseen to play an

important role of direct support in ensuring the strategy is feasible for CFs application and will be the basis

on which FIFES will build it biodiversity monitoring and product inventories in CFs that have not been

covered when PROSPER closes in May 2017.

Sub-Activity 2.1.2: Determine Parameters of ForestGEO’s Work on Product Inventory/Biomonitoring

Component

The departure from the original thinking that ForestGEO would facilitate the establishment of a

biomonitoring plot in Liberia to inform the Institute’s global objective of forest monitoring to a more

community relevant approach resulted in the two institutions not pursuing the partnership as written into

the project. An international RFP to replace ForestGEO was consequently published in early June. Two

institutions, Center for International Forestry Research (CIFOR) and Fauna and Flora International (FFI),

out of the eight contacted institutions responded.

Sub-Activity 2.1.7: Commence a Forest Resources Inventory in the Gba Community Forest

The protocol for the forest resources inventory will be developed in close cooperation with USAID

PROSPER, who will conduct forest resources inventories in October. FIFES would like to use the same

methodology in its first inventory and will refine and adjust the methodology in later inventories. The

access to the USAID PROSPER methodology, developed by their consultant William Codero, will be part of

the proposed transfer or handover plan that will be published before August 1, 2016.


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Sub Activity 2.2.5: Develop Integrated Strategic Plans (ISP)

The FIFES Capacity Development (CD) Team facilitated the development of three ISPs for three CFMBs,

Zor, Blei and Gba in northern Nimba. Each CFMB, reflecting on their ITOCA/CPI results, developed their

plans using participatory methodologies to turn their strengths and challenges into actions to improve

their capacity as a CFMB. Members were divided into three groups and worked on their capacity areas

and identified activities for each of the challenges. The CFMBs reviewed all proposed activities and voted

on the challenges that they wanted to address, which were put into a simplified action plan.

ACTIVITY 2.3: MULTI-STAKEHOLDER DIALOGUES

This activity has not yet begun.

ACTIVITY 2.4: COLLABORATIVE STRENGTHENING OF COMMUNITY FOREST

MANAGEMENT CAPACITY

Sub Activity 2.4.1: Review ISPs to Identify Priorities for Project-supported CD Interventions.

The CD team is currently working with the FIFES technical team to review the various ISP/action plans

developed. After the revision, the CFMB members will be consulted on appropriate strategies for rolling

out the ISP. However, it has also been observed that some of the issues reflected within the various

ISP/action plans may require some mentorship, peer learning, coaching and training follow-up. A

comprehensive strategy as regards to this will be developed during the next quarter.

Sub Activity 2.4.2: Develop Appropriate CD Interventions, to Include Training Modules, Mentorship

Guides, Peer Learning Exchanges, Technical Training, Technical Assistance, Tools for Facilitated

Community Dialogues, etc.

As indicated in activity 2.4.1 above, results from the revision and development of strategy actions will

determine various CD interventions to be carried out. Detailed CD interventions for the three CFMBs in

Nimba will be developed in the next quarter. The upcoming ITOCAs/CPIs will also inform broader strategy

and the development of the most useful interventions and materials.

ACTIVITY 2.5: STRENGTHENING ENABLING CAPACITY

Sub-Activity 2.5.1: Barrier Analysis to Identify Constraints Faced by FDA in Supporting Community

Forestry.

Completed in the previous period and submitted in the FIFES First Quarterly Report.

Sub-Activity 2.5.2: With USAID and FDA, Develop a Plan or Strengthening FDA Human/Institutional

Capacity

The barrier analysis report was shared with ACDI/VOCA, USAID and the FDA. During the quarter under

review, there was a steady and strong growing relationship with the FDA. In both the initial arrangement

and during ITOCA exercises for the three CFMBs, the FDA staff were actively engaged in the exercises. It

was acknowledged that the ITOCA/CPI are the appropriate tools for effectively engaging the participants.

The tools enabled participants to take charge of their direction as they use the tools, and come up with

their own actions to implement.


14

It is hoped that out of the list above, all seven new FIFES CFs can be selected and approved by the FDA

and USAID. By concentrating all seven new CFs in Grand Gedeh, FIFES will be able to provide and deliver

technical support in an efficient and cost effective way.

COMPONENT 3: KNOWLEDGE AND SKILLS FOR FOREST ENTERPRISES AND

LANDSCAPE MANAGEMENT ENHANCED

ACTIVITY 3.1 MANUALS AND GUIDES

No activities to report.

ACTIVITY 3.2: PUBLIC AWARENESS

FIFES participated, collaborated and contributed through active participation of senior FIFES consortium members in donor community committees, GoL forums, workshops, conferences, and other planning, decision making, and learning events. Below is an overview of events FIFES participated in: 1. Community Forestry Working Group (CFWG): There was reduced activity during the quarter;

however, the FIFES CF Manager attended two meetings during which preparations were concluded to hold a retreat for the WG in July in Grand Bassa.

2. REDD+ Technical Working Group (RTWG): During this quarter, FIFES attended two meetings as summarized below:

a. Strategic Environmental and Social Assessment (SESA): SESA contributes to REDD+

Readiness by assessing how REDD+ strategic options address environmental and social priorities in the implementation of the REDD+ mechanism. To-date, environmental and social priorities have been identified and assessed against the REDD+ strategy to determine the extent to which the strategy safeguards environmental and social concerns. An ESMF (Environmental and Social Management Framework) has been developed to outline procedures to be followed in managing the potential environmental and social impact of specific policies, actions and projects. A national workshop to validate the SESA report and the ESMF was held from June 3-4 in Monrovia which FIFES attended.

b. REDD+ Strategy: Two meetings were attended during the quarter. An emergency REDD+ Technical Working Group (RTWG) meeting was held at the Environmental Protection Agency Annex on April 15, 2016 to make input into the draft REDD+ Strategy and REDD+ Strategy Options. A special review session was organized by the FDA on April 26, 2016 during which WINROCK International presented the draft on Reference Emission Level (REL) to the stakeholders and received final comments on the document.

Arcelor Mittal Liberia (AML): AML is supporting CF biomonitoring efforts through training and supporting

CFGs patrols financially. In return, CFGs join the ENNR law enforcement patrols to augment the numbers.

Additionally, AML is funding the conservation agreements being implemented by CI in a few villages in

northern Nimba. A low level discussion on how to collaborate in supporting the CF initiatives in northern

Nimba has been initiated. This will be particularly important as other players like IDH through the Liberia

Forestry Sector Project, which applies the Public Private Partnership approach, is also getting involved in

landscape management in the same area. The talks have not yet yielded a collaboration plan.


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ACTIVITY 3.3: FOREST ENTERPRISE CURRICULA

No activities to report.

ACTIVITY 3.4: WOMEN AND YOUTH IN BUSINESS AWARENESS

Gender Equity Training:

Thirty-seven 37 (25 males, 12 females) newly employed FIFES staff from Monrovia, Nimba and Grand

Bassa participated a three day gender equity training. The training increased the understanding among

FIFES staff on the importance of gender and gender roles in the Liberian context. FIFES staff also learned

how power and privilege effect vulnerable people and gender disparities in livelihoods. Also, the training

spelled out the importance of mainstreaming gender in FIFES project activities such that the integration

of women and youth are integral parts of all FIFES activities and outcomes.

Nine Gender Awareness Meetings were conducted with potential beneficiaries around Bacconie (Grand

Bassa County), and Gblor and Sehzuplay (southern Nimba County) CFs. The FIFES gender and youth staff

discussed and explained the importance of women and youth empowerment. The participants in the

meetings comprised of 108 males and 169 females. The attendees represented community leaders, saving

groups and enterprise representatives.

Coordination

The FIFES Gender and Youth team held acquaintance meetings with the County Gender Coordinators in

both Grand Bassa and Nimba Counties.

ACTIVITY 3.5: NATIONAL CONFERENCES

Defining sustainable harvesting from Liberian forests was chosen as the theme for the national conference

to take place in December 2016.

CROSS-CUTTING TECHNICAL ACTIVITIES

GEOGRAPHIC INFORMATION SYSTEMS & MONITORING AND EVALUATION

During the quarter, FIFES worked towards strengthening its monitoring, evaluation and learning system.

A revised MELP was produced to address comments and recommendations received from USAID on the

earlier submitted version. Specific revisions included: - Clarification of the project’s strategy towards implementation, data collection, and reporting;

- Resizing of the document by reducing detailed explanations of roles and responsibilities of

management, monitoring and evaluation staff’s responsibilities in collecting, collation and

reporting of project data;

- The layout and structural rearrangement of indicators and hierarchy.

While the project awaits USAID approval of the MELP originally submitted in February 2016, FIFES drafted

data collection tools for routine data collection. In addition, a tools inventory was developed to further

explain the functions for technical team members responsible for data collection. A brief summary of tools

and procedures was developed to provide reference guidance in the field.


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During the quarter, further steps were taken towards redesigning of the structure of the project’s

Database on SharePoint to reflect changes made to the revised submitted MELP. New indicators and data

collection methodology were defined and refined.

A baseline survey planning meeting was held on May 19th via Skype with the ACDI/VOCA Regional M&E

Advisor. Using the unapproved version of the MELP, six indicators were identified as researchable

indicators that need baseline data for monitoring of progress.

The FIFES GIS department has produced overview maps focusing on FIFES intervention community forests

and the nearby towns. The maps were used to show the FIFES intervention sites to government officials

in northern and southern Nimba County and in Grand Bassa County. The GIS department also organized

a half-day coaching for field-based staff on GPS usage. Measuring physical areas, way point and go-to

techniques were covered and tested in all field offices. This GPS knowledge will be used to measure small

farm plots (e.g. cocoa rehabilitation) and demarcation activities for community forests. GPS marking will

be used in the FIFES baseline survey to mark the households that are surveyed.

Documents

April 1 June 30 2016