Annual Work Plan FY2022 - Producers to Markets Alliance October 01, 2021 - March 02, 2022 - USAID
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Producers to Markets Alliance
Annual Work Plan FY2022
October 01, 2021 – March 02, 2022
PMA Annual Work Plan
CONTENTS
1. BACKGROUND & INTRODUCTION........................................................................ 1
Overview ......................................................................................................................................................................... 1
Target Geographic Areas ............................................................................................................................................ 1
Current Status ............................................................................................................................................................... 1
2. DESCRIPTION OF PRIMARY TASKS AND ACTIVITIES....................................... 2
Activity Fund .................................................................................................................................................................. 2
Market-led Production ................................................................................................................................................. 2
Coffee ....................................................................................................................................................................... 2
Cacao ........................................................................................................................................................................ 3
Dairy ......................................................................................................................................................................... 4
Natural Latex .......................................................................................................................................................... 5
Tropical Fruits & Vegetables ............................................................................................................................... 6
Other ........................................................................................................................................................................ 7
Organizational Strengthening ..................................................................................................................................... 7
Improved Market Efficiency through Infrastructure ............................................................................................. 7
Learning, Knowledge Management, and Communications .................................................................................. 8
3. COORDINATION AND COLLABORATION ........................................................... 9
4. ENVIRONMENTAL MANAGEMENT APPROACH ............................................... 10
Natural Resource Preservation ............................................................................................................................... 10
Health Risk Mitigation ................................................................................................................................................ 10
Capacity Building ......................................................................................................................................................... 10
5. ASSUMPTIONS AND ANTICIPATED RISKS ........................................................ 11
6. AWARD TERMS OR CONDITIONS ........................................................................ 11
7. ESTIMATED STTA ..................................................................................................... 12
ANNEX I: PMA WORK PLAN ...................................................................................... 13
ANNEX II: PMA GEOGRAPHIC COVERAGE ............................................................ 16
Prepared by Fintrac Inc. iPMA Annual Work Plan ACRONYM LIST AMELP Activity Monitoring, Evaluation and Learning Plan APC Administración Pública Cooperativa ART Territorial Renovation Agency FEDECACAO Federación Nacional de Cacaoteros FIS Fundación para la Inversion Social (Social Investment Foundation) FNC Federación Nacional de Cafeteros FY Fiscal Year GOC Government of Colombia GVP Gender and Vulnerable Populations ICA Instituto Colombiano Agropecuario IPM Integrated Pest Management LOE Level of Effort MADR Ministry of Agriculture and Rural Development MEL Monitoring, Evaluation and Learning PDET Programas de Desarrollo con Enfoque Territorial PERSUAP Pesticide Evaluation Report and Safer Use Action Plan PMA Producers to Markets Alliance USAID United States Agency for International Development ZOI Zone of Influence Prepared by Fintrac Inc. ii
PMA Annual Work Plan 1. BACKGROUND & INTRODUCTION OVERVIEW USAID’s Producers to Markets Alliance (PMA) Activity directly contributes to USAID/Colombia’s Country Development Cooperation Strategy (CDCS) 2021-2025 goal achieving a more stable, peaceful, and prosperous Colombia through inclusive governance and equitable growth. Specifically, PMA promotes equitable and environmentally sustainable economic growth (DO 3) through expanding licit livelihood opportunities (IR 3.1), promoting more competitive licit economies (IR 3.2), and improving the management of strategic assets for inclusive economic growth (SHARED IR 2/3.1). To support these strategic objectives, PMA’s activities target improving the competitiveness of small-scale farmers within marginalized rural municipalities, enabling them and other value chain actors to respond to new and expanding market opportunities through interventions that sustainably increase incomes. PMA targets five priority value chains: cacao, specialty coffee, natural latex, tropical fruits and vegetables, and sustainable dairy production, and other opportunities based on market demand and income-generating potential. The program seeks to maximize the inclusion of women, youth, Afro-Colombians, indigenous populations, and other marginalized groups. PMA implements a market-led systems approach to: 1. Expand domestic and export market opportunities. 2. Improve the capacity of producers and rural agribusinesses to respond to market opportunities. 3. Promote investment in rural infrastructure that will facilitate trade. This is PMA’s sixth annual work plan (AWP) covering five months of fiscal year (FY) 2022 – October 01, 2021 through contract end date, March 02, 2022. Target Geographic Areas PMA’s target economic corridors (and corresponding regional office locations) include Norte del Cauca and Valle del Cauca (Cali), Bajo Cauca Antioqueño and Sur de Córdoba (Caucasia), Sur de Bolívar (Santa Rosa del Sur), Caquetá (Florencia), Meta (Granada), and Pacífico and Frontera Nariñense (Tumaco). These economic corridors include 87 target municipalities corresponding to priority development areas of the Government of Colombia (GOC) where PMA is focusing its market-driven production and rural infrastructure activities. Through these interventions, PMA has reached beneficiaries in 68 of the 87 priority municipalities (78 percent), of which 65 are municipalities prioritized as Planes de Desarrollo con Enfoque Territorial (PDET) municipalities by the GOC. CURRENT STATUS At the time of preparation of this AWP, PMA has programmed the vast majority of its Activity Fund (AF) resources totaling 313 activities comprised of 180 commercial alliances, 16 marketing-specific activities, 77 infrastructure projects, and 40 other crosscutting activities. Of these activities, 105 will carry on implementation and finalize in FY 2022. Activities to date have reached 71,513 rural households (60,815 productive; 13,776 infrastructure), supported 438,192 hectares of licit production activities (65,665 crops; 372,527 pastures), generated $301.6 million in sales ($36.1 million in export sales), and improved 1,898 kilometers of tertiary roads. To date, the program has met or surpassed 20 of 24 LOP targets. Given the achievement of PMA’s primary targets, activities in FY 2022 will not focus on targeting new farmers or organizations, but on solidifying the results achieved and promoting the sustainability of technical services and results in target areas. Prepared by Fintrac Inc. 1
PMA Annual Work Plan
Table 1: Progress to Date, Key Indicators
Indicator FY 2018 FY 2019 FY 2020 FY 2021* Total
Households Benefiting 15,585 26,100 19,534 10,294 71,513
Individuals Trained 24,458 40,027 37,614 15,056 92,697
Local Sales (US$ Million) 14.1 43.0 88.8 155.7 301.6
Export Sales (US$ Million) 1.1 3.4 13.4 18,1 36.1
Kilometers Improved 656 705 361 176 1,898
Committed Leverage (US$M) 43.8 56.0 50.2 13.1 163.1
Public-Private Partnerships 28 29 10 1 68
*Through July 2021
2. DESCRIPTION OF PRIMARY TASKS AND ACTIVITIES
Specific work plan activities and corresponding deliverables are provided in Annex I, highlighting key
technical interventions necessary to achieve the outcomes and targets contained in PMA’s AMELP.
Currently, most primary technical activities are scheduled through December, with some carrying into
January. Closeout activities and final reporting are currently scheduled for February.
Subheadings below are provided by primary component, with marketing and production (Components 1
and 2, respectively) combined as they are closely integrated into each proposed sub-award activity. The
following narrative describes the overarching strategies by component and value chain, while Annex I
provides the primary activities that feed into these strategies.
ACTIVITY FUND
The Activity Fund (AF) is PMA’s key implementation mechanism for expanding farmer outreach, building
capacity of local organizations, leveraging public and private investment in target value-chain activities, and
ensuring sustainability of interventions and impact post-project. At this point in the program, PMA has
programmed most of the AF resources. Therefore, the final five months of the program will primarily be
focused on effective closeout of 105 active awards.
MARKET-LED PRODUCTION
PMA’s implementation strategy is to design activities around a viable business or market opportunity, with
production interventions oriented to fulfill a specific demand. Each commercial alliance developed by the
program details specific production and marketing interventions that will ensure profitability and
sustainability. As Component 1: Increased Domestic and Export Sales and Component 2: Increased Value
Chain Production are integrated, they are presented as one section: Market-Led Production.
Across value chains, PMA’s implementation strategy continues to focus on the transfer of productivity-
enhancing technologies and agricultural practices through on-farm demonstration, maintaining quality
through improved harvest and postharvest practices to obtain higher prices, and establishing sustainable
commercial relationships based on consistent volumes and quality. The activities programmed for the final
year focus heavily on ensuring the sustainability of PMA investments. Specific strategies by value-chain are
as follows:
Coffee
Coffee is PMA’s most significant export crop, and the program’s overarching strategy is to promote
traceable exports of differentiated coffees from PMA’s target regions. To date, interventions in the coffee
value chain having reached 22,195 producers representing 27,085 hectares under technical assistance
across 33 organizations.
Prepared by Fintrac Inc. 2PMA Annual Work Plan
Marketing. In conjunction with the National Coffee Federation (FNC), PMA developed the Coffee for
Peace commercial strategy to support regional organizations with linkages to new and existing
international buyers who are willing to pay a premium for specialty coffees with unique flavor profiles. To
help farmers obtain high quality single origin micro-lot coffee and access specialty markets as part of this
strategy, PMA also developed a micro-processors training initiative, featuring a 17-step process to
promote quality-enhancing harvest and postharvest practices related to cherry selection, fermentation,
and drying. In December, PMA will officially hand off Coffee for Peace (including the management of the
auction and digital training platform) to FNC.
Micro-processors. PMA will complete the cascade training of the micro-processing practices to
cover PMA coffee beneficiaries in all regions. The program will also complete the production of 11
videos to cover the remaining micro-processing practices for the Coffee for Peace virtual training
platform.
Certifications. PMA supports farmer certifications where there is significant co-investment from
commercial buyers and where the certifications will yield economic benefits for program farmers
through price differentials. In FY 2022, PMA will support Fair Trade certification for 100 producers in
Sur de Bolivar.
Trade Promotion. In FY 2022, PMA will continue to sponsor producer organization representatives
and exporters to participate in priority national and international trade events; support the planning
and execution of regional coffee auctions in Cauca (1), Antioquia (2), and one covering Meta, Sur de
Bolivar and Cauca targeting Asian markets; and the development of buyer caravans, both virtual and
in-person. These activities will expand interest in Colombian specialty coffees, promote sustainable
commercial relationships between producers and international buyers, and generate increased sales.
See Annex I for a detailed list of priority events.
Production. In FY 2022, PMA will continue support to the coffee sector through 19 active subawards.
PMA’s production strategy continues to focus on agricultural practices such as pruning to rejuvenate
flowering, and lime applications to lower soil pH and free up soil nutrients. These productivity-enhancing
practices have already been implemented through existing subawards, so PMA’s focus will be on solidifying
the concepts of the basic production practices through regional trainings of lead farmers and extension
agents, and promoting replication. On-farm productivity is estimated to reach an average of 1,260
kilograms per hectare against a baseline of 748 kilograms per hectare, and will continue to increase in the
upcoming years as the renovated farms mature.
Cacao
The strategy for cacao focuses on three primary areas of assistance: increasing producer productivity,
reducing post-harvest losses at processing centers, linking exporters of processed products to
international markets, and facilitating the development of the National Cacao Strategy. To date, PMA has
reached 12,705 producers covering 26,180 hectares across 35 organizations.
Marketing. PMA’s commercial strategy can be summarized as traceable quality for differentiated markets.
Capitalizing from productivity increases achieved through the adoption of good agricultural practices, PMA
aims to consolidate higher volumes of quality product, maintain quality throughout postharvest processes,
and establish commercial arrangements based on traceable production that meet specific buyer
specifications and pay premiums for quality.
While cacao offers export potential, the value chain lacks the volume and structure of the coffee market,
and is more susceptible to market dynamics. This means that direct exports are not always the most
profitable outlet for cacao sourced from PMA-assisted organizations. Therefore, part of PMA’s strategy is
to assist these organizations to respond appropriately to changing market dynamics and profit through
increased volumes and quality where opportunities exist, whether local or export. It is also important to
note that a significant proportion of Colombian cacao is exported in processed or semi-processed form,
Prepared by Fintrac Inc. 3PMA Annual Work Plan
therefore, even when raw cacao from PMA-assisted organizations is not exported directly, the program
still contributes to overall exports through increased production volumes.
National Cacao Strategy. To date, PMA has facilitated several workshops to guide the
development of the Cacao and Chocolate Competitiveness Agreement and Ten-Year Plan 2021-2030
(National Cacao Strategy). A draft of the strategy will be ready for stakeholder review by the end of
November 2021 and, once finalized, will serve as official policy guiding the interventions of the
National Cacao Council in the value chain.
Trade Promotion. PMA will sponsor participation in key national and international trade events to
open new markets and strengthen established commercial alliances. In November 2021, PMA will
participate with other USAID programs in Chocoshow to promote cacao from USAID target regions,
and will evaluate with the National Cacao Council the possibility of including a session on the National
Cacao Strategy during the event. Also in November, PMA will hold a virtual cacao tasting in
collaboration with ProColombia, which will continue to be a strategic ally and cosponsor on all export
promotion events. PMA has included representatives of the Fine Chocolate Industry Association
(FCIA) in the development of the National Cacao Strategy and will continue to promote Colombia as
a supplier of specialty cacao in the US market through FCIA.
Production. Increasing productivity remains the core of all crop improvement programs since program
initiation. As with coffee, farm renovation through proper pruning practices and shade management,
appropriate use of fertilizer, and crop protection in controlling pests and diseases, is key to attaining
productivity increases in cacao. PMA will continue to focus on these basic agriculture practices in all cacao
growing areas including the management of service provider crews for organizations that continue
renovating farms.
In FY 2022, PMA will continue to support producers under 16 commercial alliances, with on-farm
productivity estimated to reach an average of 500 kilograms per hectare or an 80 percent increase over
the baseline of 277 kilograms per hectare.
Completion of the balance of farm practices including farm renovation (pruning) on 1,170 hectares
and training of producers in good harvest and postharvest practices.
PMA will sponsor representatives of the cacao value chain to conduct an international field visit to
Peru to observe more intensive production models and processing centers with the goal of applying
advanced practices within the Colombian context.
Installation of an additional 24 micro-sprinkler irrigation systems in cacao.
Dairy
Dairy has been the largest contributor of sales to program targets, with cumulative dairy product sales
totaling $115.6 million to date from 18,144 milk producers comprising 372,527 hectares of pastures.
Through additional support to dairy processors in operations and commercial logistics, PMA is working
across all actors in the value chain to expand markets for producers, improve competitiveness and
increase returns.
Marketing. PMA’s commercial strategy starts in the field, as many of the productivity-enhancing practices
the program promotes (see below) also impact quality in terms of milk composition and hygiene. From
there, PMA provides training to personnel managing collection routes, collection centers, and processing
plants on maintaining hygienic quality throughout the cold chain. For processors specifically, the program
builds personnel capacity in industry standards and regulations, co-invests in improved equipment and
infrastructure, and promotes the implementation of good manufacturing practices (GMPs) which improve
compliance, increase processing capacity, and maintain quality throughout processing operations. These
enhancements lead to increased competitiveness, access to new markets, stable markets for regional
Prepared by Fintrac Inc. 4PMA Annual Work Plan
producers, price premiums, and ultimately, increased sales along the value chain. Within this context, in
FY 2022, PMA will:
Continue ongoing assistance to 12 cheese-processing plants, promoting the increase in the
competitiveness of these processing plants to ensure the sustainability of the business and their
producers. PMA will train processing plant employees in areas of government regulations, sanitation
protocols, milk quality and platform tests, and general good manufacturing practices. Key focus areas
will be on volume and quality of milk entering the plants, conversion rate of milk to finished product,
quality of cheese produced, improving employee efficiencies, compliance in good manufacturing
practices, and cost control.
Production. In FY 2022, PMA will continue assistance to the dairy value chain under 20 active subawards.
The program will continue to provide assistance to increase milk productivity through efficient pasture
utilization (i.e. pasture divisions, rotational grazing, soil management, forage systems, irrigated pastures),
improved animal health and nutrition, and good milking practices. Average milk production is estimated
to reach 5.5 liters per cow per day, a 53 percent increase over baseline, and the program will continue to
conduct analysis of yields per hectare as well, considering the environmental benefits of increasing herd
densities.
Good Agricultural Practices. In FY 2022, PMA will procure 14 farm implements necessary for
land preparation across four PMA regions. PMA will implement mechanized pasture renovation on
550 additional hectares and pasture divisions for rotational grazing on 5,325 hectares; install 90
sprinkler (aspersion) irrigation systems to improve pasture yields; and continue training to producers
in good milking practices.
PMA will procure, deliver, and install equipment upgrades including cold storage units and processing
equipment with 14 cheese processors across three regions.
Natural Latex
To date, the strategy for the natural latex value chain has focused primarily on strengthening two latex
processing operations – RubberCorp, which produces centrifuged latex in Caucasia, Antioquia, and
ASOHECA, which produces technically specified rubber (TSR) in Florencia, Caquetá – and increasing field-
based production through the reactivation of abandoned plantations and the implementation of improved
tapping practices. Simultaneously, PMA provides organizational strengthening support to processors and
base organizations to strengthen commercial activities.
To date, PMA has benefited 1,345 natural latex producers representing 4,076 hectares of production,
generating $2.7 million in sales. Activities in the latex value chain in FY 2022 will focus on scaling up
RubberCorp’s processing capacity and supporting 110 producers in Sur de Bolivar under a new award
with CORAGROSURB.
Marketing. The COVID-19 pandemic had an interesting effect on the natural latex industry as import
challenges led buyers to look domestically for raw material therefore presenting opportunities for import
substitution. To capitalize on this trend, PMA will hold a marketing event to bring producers and the
industry together so that producers can understand the required end-market specifications and the
industry can understand the domestic supply opportunities. As complementary activities, PMA will support
efforts to profile the domestic supply of natural latex and establish a directory of industry buyers.
The strengthening of RubberCorp’s commercial operations and financing from IC Fundación have
helped stabilize the plant’s production and sales and improve profitability. In FY 2022, PMA will further
co-invest with RubberCorp in the procurement and installation of a second centrifuge that will allow
the plant to operate at full capacity. PMA estimates more than $250,000 in additional sales of
centrifuged latex through the end of the program. Given the importance of this investment to both
Prepared by Fintrac Inc. 5PMA Annual Work Plan
GOC and USAID strategies (i.e. Zonas Futuro) in the region, the program plans to inaugurate the
processing plant in November 2021.
Production. In FY 2022, PMA will continue implementing technical activities to increase production
through training in rubber tapping techniques (i.e. adequate depth, thickness, slope), correct timing
between harvests to maximize latex flow, and postharvest handling practices for latex (i.e. correct cup
collection and storage after harvest) to maintain product quality.
With CORAGROSURB, PMA will continue to strengthen the availability of qualified labor to tap 110
hectares of rubber trees with a productivity target of 900 kilograms per hectare. With support from
IC Fundacion, PMA aims to strengthen CORAGROSURB’s business model and also its commercial
relationship with Compañía Cauchera Colombiana.
Tropical Fruits & Vegetables
To date, PMA has benefited 6,426 producers across 10 distinct value chains representing 8,324 hectares
under production. In FY 2022, PMA will provide continuity to 13 awards across eight value chains. The
focus on increasing production and quality will continue with technical assistance, the transfer of
technology, and field days promoting basic crop practices such as land preparation techniques, plant
nutrition, pest and disease control, pruning, as well as the installation of irrigation systems and postharvest
practices. Highlights of marketing and production interventions in FY 2022 include:
Plantain. PMA will continue support to 650 plantain producers through five organizations, primarily
in Antioqua, Cordoba, and Caquetá, and will also expand interventions in the value chain into Meta
under a recently-signed subaward with JAC Caño Raya. Irrigation installations and replication will
continue to be a key focus to reach export quality. The program will hold negotiations with Del Monte
and C.I. Uniban S.A. for exports going into FY 2022 and estimates an additional $50,000 in plantain
exports from Cordoba from between October and February.
Dried Beans (Frijol). PMA will continue support to 200 bean producers of APROCASUR in Sur de
Bolivar until the close of the award in November. Primary activities will be oriented towards the next
planting cycle of 100 hectares under improved parameters including proper land preparation
(contoured beds) and optimal planting density, from 120,000 to 190,000 plants per hectare.
Preliminary analysis of previous cycles shows increases of 100 percent over baseline, from 500
kilograms to 1,000 kilograms per hectare. PMA will also install five additional irrigation systems and
looks to expand market outlets to Medellin.
Blackberry. PMA will continue support to 114 blackberry producers in Toribío, Cauca through a
subaward with PROYECTO NASA. Key to the remainder of the activity will be the installation of 24
irrigation systems, 18 of which will be installed with $16,667 in co-investment from the mayor’s office
of Toribío reflecting the positive results to date. Given the increased volumes, PMA facilitated a new
market linkage with Mora la Mejor, to which PROYECTO NASA will make two deliveries per week
of between 1 and 2 tons per delivery.
Greenhouse Tomato. In FY 2022, PMA will continue to support 70 producers of CORPODIT and
three base organizations farming 11 hectares of greenhouses. Following successful trials introducing
bell peppers in open field production and sweet corn as a rotation crop, the program will continue to
help them solidify supply agreements with Hortalizas Gourmet S.A. and link to new buyers.
Papaya. PMA will continue to work with two organizations, CRECER VERDE and COOFRUVAL, in
the municipalities of Tierralta and Valencia, Córdoba with 280 producers covering 440 hectares. PMA
will facilitate a knowledge exchange with Greensko to pilot exports with select growers.
Coconut. Through an alliance with AGROSAVIA and Instituto Colombiano Agropecuario (ICA),
PMA will continue trapping and eradication efforts to mitigate the devastating damage to the coconut
industry of the region caused by beetle populations.
Prepared by Fintrac Inc. 6PMA Annual Work Plan
Yucca (Cassava). PMA will continue to support yucca production and sales under three active
awards with PROALSI (450 producers), ASOFRUP (100 producers), and ASOPRODEMA (120
producers) in Antioquia and Cordoba. PMA will also set up a demonstration plot with Colanta for the
production of industrial yucca with irrigation.
Other
Honey. PMA’s current award with Campo Dulce assisting 400 families will continue until November
to improve honey quality through the expansion of hives under production, hive management, and
postharvest handling.
Shrimp. PMA upgrades to Ecomar’s processing facilities have helped restore production operations,
achieve the INVIMA Sanitary Registry, and secure employment for women in the region. PMA will
make its final technical visit to Ecomar Tumaco SAS in October to provide training in hygiene practices
to two women’s groups and support the development of their marketing plan to new national markets.
PMA will also organize buyer visits from the Takami Group to the plant to increase demand.
ORGANIZATIONAL STRENGTHENING
Through IC Fundación, PMA uses a business capacity index (MCE) to assess the organizational, productive,
and commercial capacities of target organizations, and then analyzes the results to develop capacity-
strengthening plans and provide recurrent technical support in addressing key identified weaknesses. This
helps the producer organizations strengthen their business models and increase profitability, promoting
sustainability beyond the program assistance period. To date, PMA provided organizational support to
106 organizations, 73 of which have reported increases in their MCE scores thus far. For FY 2022, PMA
has prioritized activities with 23 organizations to reach a cumulative target of 96 organizations
strengthened at the close of the program.
In May 2021, PMA initiated additional activities with 38 organizations to develop leadership skills,
implement electronic billing, structure strategic communication plans, and develop web pages to
complement PMA capacity building efforts for these organizations. The implementation of these activities
will be completed by November 15, 2021.
Credit Evaluations. As a complementary activity, PMA is coordinating with IC Fundación to use this
mechanism to help organizations become credit-ready. This is helping address a key bottleneck across
value chains in the lack working capital financing available to producer organizations to fund commercial
operations. To date, PMA has conducted 18 financial evaluations resulting in 13 working capital loans
valued at more than $450,000. In FY 2022, PMA will conduct credit evaluations of three additional
organizations to determine their credit viability and explore financing options.
Return on Investment (ROI) Analysis. In March 2021, PMA contracted IC Fundación to conduct an
in-depth evaluation of the economic return of the program’s investment with 91 organizations. The study,
which will be finalized in December 2021, will yield valuable information and lessons learned about how
PMA interventions have impacted key indicators such as production capacity and sales, as well as
characteristics of organizations and types of investments that yield the highest returns.
IMPROVED MARKET EFFICIENCY THROUGH INFRASTRUCTURE
PMA has pre-identified four new projects for implementation in FY 2022 to improve 172 kilometers of
tertiary roads benefiting more than 1,300 households across targeted regions. This will bring the
cumulative totals to more than 2,000 kilometers benefiting more than 15,000 households over the life of
the program. The program will continue to strengthen local organizations (29) in the formulation,
implementation, and oversight of rural infrastructure projects and routine maintenance, and leverage
government resources for tertiary road projects.
Prepared by Fintrac Inc. 7PMA Annual Work Plan Improvement of Tertiary Roads. In all rural infrastructure projects, PMA will continue to implement the participatory methodology developed by the program’s infrastructure subcontractor, Fundación para la Inversión Social (FIS). This methodology strengthens community-based organizations through the implementation of social infrastructure projects, integrating members of the community in all aspects (administrative, technical, financial, social, and environmental) of project implementation. Each activity will also include the formation of operation and oversight committees comprised of community members to ensure transparency. This methodology generates buy-in from the community, builds local capacity in the development, implementation, and oversight of rural infrastructure interventions, and promotes sustainability. Road improvements across regions will include grading, culverts, drainage systems, bridges, retaining walls, water dissipaters, placa huellas, and others depending on specific needs. This year, the program will also expand infrastructure interventions through the construction of environmentally friendly walkways and piers to improve market access in Tumaco. Sustainable Road Maintenance. PMA interventions have demonstrated that routine maintenance activities prolong the good condition of tertiary roads through preventative measures that mitigate damage from rainfall. In FY 2021, PMA formalized the Sustainable Road Maintenance (MVS) strategy to systematize this model, and the program has been transferring the tools and practices necessary to perform tertiary road maintenance to community-based organizations across PMA regions over the past year. Coupled with the program’s participatory model for community-based tertiary road improvements that generate ownership among the communities, this low-cost, high impact intervention can help extend the life of tertiary road improvements by as much as two-fold. Routine maintenance will be incorporated into all tertiary road improvement activities to promote sustainability of the interventions. Each organization will receive a maintenance kit and training on relevant maintenance and environmental protocols. Organizational Strengthening for Sustainability. PMA will continue to return to previously assisted organizations to provide capacity building in routine maintenance measures, environmental protocols, and social inclusion to reinforce the sustainability of program infrastructure investments. The infrastructure team will strengthen 29 new community-based organizations, deliver seven workshops on sustainable road maintenance strategy, and establish seven sustainable road maintenance plans. Alignment with GOC and Territorial Strategies. In the prioritization of infrastructure projects in target regions, PMA will continue to coordinate through regional offices on initiatives related to PDET. In Tumaco, PMA will continue to work with the local government in support of the tertiary road network in line with the GOC’s Zonas Futuro strategy. Through joint initiatives, PMA plans to reach at least 65 percent of the tertiary roads in the municipality. Productive Infrastructure. PMA’s approach to productive infrastructure is based on the needs of the production and marketing components. In addition to supporting productive infrastructure activities already included in established commercial alliances, in FY 2022 PMA will install two cacao drying structures for youth groups with AGROPIÑUELA and CORPOTEVA in Tumaco to optimize drying processes and improve quality. The program will also support Chocolate Tumaco with topographic and soil studies to construct a new processing facility in Chilvi, and COOAMALFI to upgrade a milk storage facility in Antioquia. LEARNING, KNOWLEDGE MANAGEMENT, AND COMMUNICATIONS Knowledge Management. In July 2019, PMA entered into partnership with RCN Radio to collaborate on content development and production of a daily 15-minute radio segment “Tierra de Sueños” to broadcast relevant and practical technical knowledge to 472,000 monthly listeners across PMA’s zones of intervention. The program features insights from technical experts across the public and private sectors and national-level producer associations and allows individual farmers to share their own experiences and Prepared by Fintrac Inc. 8
PMA Annual Work Plan perspectives in agriculture. To date, the program has aired 430 segments, and will air an additional 32 segments in FY 2022 Q1. PMA will share its Tierra de Sueños bulletin on a biweekly basis featuring links to the website and content highlights to generate interest among all stakeholders. PMA will also promote local sales of products from PMA organizations through the Cómprale al Campo segment in the radio show. In April 2021, PMA launched its knowledge management platform to share information on technical and operational best practices and lessons learned. The objective of the platform is to provide technical knowledge to both public and private sector counterparts and inform the design of future investments in agriculture. To date, PMA has uploaded more than 150 materials including success stories, manuals, videos, podcasts, and interviews on good agricultural practices, actions for sustainable road maintenance, consolidation of business alliances, PMA lessons learned, and the experiences of youth, women, and ethnic groups. In FY 2022, the program will develop 22 additional materials including lessons learned from the capacity-building process, six agribusiness bulletins, one micro-processing manual, and a PMA operational guide as a roadmap for future agricultural projects. As part of PMA’s exit strategy to ensure the sustainability of the Tierra de Sueños platform beyond PMA’s intervention, RCN Radio agreed to keep the platform up and running for two more years. To further maintain and increase producers’ and implementers’ use of these resources PMA will present the Tierra de Sueños radio show and platform to USAID implementers to emphasize its use as a knowledge management system. Communications. See full Communications & Outreach Plan attached. 3. COORDINATION AND COLLABORATION PMA will continue to coordinate activities with USAID programs and GOC entities in target regions to broaden impact, leverage co-investment in program activities, and avoid duplicative efforts. This section details the collaboration efforts. National Cacao Strategy: PMA has played a facilitative role in bringing together key public and private sector stakeholders (Ministry of Agriculture and Rural Development (MADR), FEDECACAO, ProColombia, Compañia Nacional de Chocolates (CNCh), Casa Luker, smaller cacao buyers and processors, representatives of producer organizations, and 11 other USAID programs) in the development of the Cacao and Chocolate Competitiveness Agreement and Ten-Year Plan 2021-2030 (National Cacao Strategy) to consider the interests of the entire sector. Agencia de Renovación del Territorio (ART): PMA will continue to coordinate efforts in tertiary road projects with ART to expand the reach of infrastructure in target PDET municipalities. PMA will also support Zonas Futuro – Colombia’s national strategy to improve security in the territories, generate development by transforming illicit economies into licit economies, and accelerate the execution of PDETs in specific areas – through an MOU with the mayor’s office of Tumaco to strengthen the tertiary road network in the region. Servicio Nacional de Aprendizaje (SENA): In FY 2022, PMA will work with the Servicio Nacional de Aprendizaje (SENA) to incorporate a curriculum and certification program in technical agronomic areas. The trainings and certifications will focus on three key areas: basic production practices, integrated pest management, and irrigation deemed critical to solidify current productivity advances and promote further transformations in value chain production. ProColombia: ProColombia and PMA will continue to design and implement strategies to improve Colombian cacao’s access to markets in the United States, Europe, and Asia. The program is working with ProColombia to promote the country as a source of specialty cacao and specialty coffee, linking the national federations and other actors in the value chain with global markets through promotional events. PMA and ProColombia will coordinate closely on participation in Chocoshow and ExpoDubai. Prepared by Fintrac Inc. 9
PMA Annual Work Plan AGROSAVIA/ICA: Through an alliance with AGROSAVIA and Instituto Colombiano Agropecuario (ICA), PMA will continue trapping and eradication efforts to mitigate the devastating damage to the coconut industry in the region caused by beetle populations. Colanta: PMA will work with the “Yuca amarga para una dulce leche” program to set up a demonstration plot with Colanta for the production of industrial yucca under irrigation. 4. ENVIRONMENTAL MANAGEMENT APPROACH In FY 2022, PMA will continue to promote climate-smart, environmentally sustainable practices through adherence to environmental management plans established for each productive and infrastructure activity through USAID/Colombia’s MONITOR system. Activities will focus on three key areas of technical intervention: natural resource preservation, health risk mitigation, and capacity building. NATURAL RESOURCE PRESERVATION All PMA activities seek to maximize the efficient use of natural resources and farm inputs and minimize the application of agrochemicals necessary for crop protection. Specifically, the program’s approach promotes soil conservation through proper land preparation, efficient water use through improved irrigation, efficient land use through pasture management to prevent deforestation, the use of crop by- products, and the preservation of resources through integrated pest management (i.e. cultural practices; physical, mechanical, and biological controls). These practices reduce the need for agrochemical applications and, therefore, the risk of water and soil contamination. The program will transfer these practices through recurrent practical training on demonstration sites. Through the application of GIS technologies, PMA will avoid intervention in protected areas, while reducing deforestation through improved pasture management. Also, through the installation of 210 irrigation systems, and the delivery of 400 improved coffee pulpers will promote the efficient use of water resources. In infrastructure interventions, PMA will continue to promote the use of locally sourced and/or recycled raw materials and environmentally friendly technologies (i.e. road surfacing). HEALTH RISK MITIGATION Many of the same practices described above to preserve natural resources have the combined benefit of minimizing health risks, as reducing water source contamination also reduces the risk of human contamination. Although PMA does not recommend the use of synthetic agrochemicals, PMA will transfer best practices in farm chemical safety to increase the awareness of improper chemical handling and use to farm workers and neighboring families. Specific examples include: Collection of 3 tons of empty chemical containers in all target regions in alliance with Campo Limpio. Installation of 100 input storage sites in Sur de Bolivar. CAPACITY BUILDING Another focus on PMA to ensure compliance with environmental protocols will be in providing training to program and partner technical staff on environmental accountability monitoring, planning of appropriate productive activities based on environmental conditions, and integrated pest management according to the approved PERSUAP. Infrastructure. For new tertiary road projects, PMA will work with community-based organizations to take ownership of the basic measures for conservation of the environment in accordance with jointly- prepared plans. PMA will conduct mandatory environmental mitigation compliance workshops with organizations (i.e. community action boards) for current and finalized infrastructure projects across PMA regions. Prepared by Fintrac Inc. 10
PMA Annual Work Plan
5. ASSUMPTIONS AND ANTICIPATED RISKS
PMA’s results framework and accompanying theory of change outlining the anticipated objectives of the
contract are described in detail in the project’s Activity Monitoring, Evaluation, and Learning Plan (AMELP).
While all efforts will be made to mitigate the effects of anticipated risks caused by external factors,
successful achievement of these results is contingent, in part, on certain critical assumptions holding true.
Critical assumptions, anticipated risks, and potential mitigation measures include:
Pandemics: The rapid, global spread of COVID-19 in early 2020 demonstrated the unprecedented
economic and social impact that a pandemic is capable of inflicting. PMA responded quickly,
implementing various mitigation measures to progress against key deliverables despite heavy
restrictions. Currently, infection rates are relatively low, but the situation continues to evolve and
some of the longer-term economic impacts of the pandemic have yet to emerge.
Elections: Upcoming elections in the first quarter of 2022 could affect the availability of public
resources for program leverage, and political uncertainty always has the potential to lead to social
unrest. However, PMA does not expect this to pose a significant risk to proposed activities.
Peace and Security: Reliable peace and security is important to provide recurrent, uninterrupted
assistance to farmers, and to incentivize both public and private investment. Political and social unrest
in the first two quarters of calendar year 2021 affected PMA staff mobility in the field as well as
procurement processes. PMA continues to operate transparently through alliances with local
organizations to provide accurate and timely information on the security status in the programs target
areas, and actively participates in regional security meetings to ensure the safety of program staff and
identify alternatives in delivering program assistance. This information is shared with USAID and
partners and is used to determine whether the program’s activities can continue or if alternative
measures should be taken to avoid unnecessary risks.
Commodity Prices: Volatile commodity prices, affected by global production, weather, oil prices,
etc. can present a disincentive to agricultural production, commercialization, and investment. PMA
monitors relevant price reporting systems across value chains to anticipate and mitigate the effects of
price fluctuations. As mitigation measures, PMA improves smallholder competitiveness through
increased on-farm productivity and decreased per unit costs of production, which helps offset the
negative impacts of moderate price fluctuations. Furthermore, promotion of specialty products,
differentiation, certifications, and diversification into other high-value commodities (i.e. vegetables),
help further insulate farmers from volatility.
Macroeconomic Indicators: Macroeconomic forces such as inflation impact exchange rates and
interest rates, which can affect the pricing of inputs, credit, and ultimately, the competitiveness of rural
farmers. As with commodity prices, PMA will improve the productivity of farmers through adoption
of improved technologies, improved postharvest handling, and market linkages to maintain
competitiveness despite moderate fluctuations in macroeconomic conditions.
Climatic Conditions: Extreme weather conditions such as drought and flooding can significantly
impact crop yields and market access. PMA will increase the resilience and adaptive capacity of rural
farmers through the transfer of climate-smart technologies such as improved seed, proper land
preparation, improved irrigation, and implement infrastructure improvements and maintenance plans
to facilitate market access.
6. AWARD TERMS OR CONDITIONS
Currently, there is one key award condition that has the potential to affect the developmental impact of
the award.
Prepared by Fintrac Inc. 11PMA Annual Work Plan
1. Contract End Date: The COVID-19 pandemic coupled with the social and political unrest in the
first two quarters of the 2021 calendar year shortened PMA’s implementation window and
complicated the program’s ability to fully demonstrate the benefits of our methodology to producers
and other contributors to target value chains. Therefore, PMA has submitted a request for four-month
no-cost extension to USAID to promote the scale-up and sustainability of select interventions.
7. ESTIMATED STTA
Specific assignments envisioned during FY 2022 include:
Home Office Support. As in previous years, home office representatives will provide recurrent
support to the program primarily in project management and monitoring and evaluation. Specific
activities will include inventory monitoring, contracts and grants auditing, annual survey
implementation, and staff training.
Cacao Marketing & Promotion. PMA’s cacao subcontractor, Swisscontact, will hire consultants
in October to assess the processing capacity of select cacao processors and make recommendations
for upgrades.
Coffee Marketing & Promotion. PMA’s coffee subcontractor, Boot Coffee, will hire consultants
to promote Colombian coffee exports at international trade fairs and events and also to implement
the micro-processing training program.
Prepared by Fintrac Inc. 12PMA Annual Work Plan
ANNEX I: PMA WORK PLAN
FISCAL YEAR 2022 TOTAL
ACTIVITY
OCT NOV DEC JAN FEB MAR FY 2022
1. Increased Domestic & Export Sales
1.1 Trade Shows 2 3 2 1 8
1.1.1 Best of Cauca Coffee Competition 1 1
1.1.2 Agroexpo 1 1
1.1.3 Chocoshow 1 1
1.1.4 Expo Dubai 1 1
Coffee Auctions (Meta, Cauca, Sur de
1.1.5 1 1 1 1 4
Bolivar, otros)
1.2 Buyer Caravans / Other 3 2 1 6
1.2.1 Trabocca to Cauca/Antioquia 1 1
1.2.2 Cocora to Sur de Bolivar 1 1
1.2.3 Cuvee to Cauca/Antioquia 1 1
1.2.4 Atlas Coffee/Racafe to Sur de Bolivar 1 1
1.2.5 Virtual cacao tasting with ProColombia 1 1
Gathering of stakeholders in Rubber
1.2.6 1 1
industry
1.3 Coffee for Peace
1.3.1 Development of Digital Training Platform 1 1
Handoff to FNC (Auction Platform, Digital
1.3.2 Training Platform, Presentation to 1 1
Stakeholders)
1.3.3 Micro-processing videos 4 4 3 11
1.4 National Cacao Strategy First Draft 1 1
2. Expanded Value Chain Production
2.1 Production
Installation of irrigation systems (all value
2.1.1 50 50 50 60 210
chains)
Training of trainers events for regional
2.1.2 extension agents (lead farmers; association 8 8 8 6 30
technicians)
2.1.3 Number of extension agents trained 400 400 400 300 1,500
Procurement and delivery of farm
2.1.4 implements for land preparation (14 5 5 4 14
implements)
Mechanized land preparation implemented
2.1.5 150 150 125 125 550
(hectares)
Sustainable pasture divisions installed
2.1.6 2,000 2,000 1,325 5,325
(hectares)
Input storage sites installed for Fair Trade
2.1.7 100 100
certification in Sur de Bolivar
2.1.8 Cacao rehabilitation prunings (hectares) 315 300 300 915
2.1.9 Cacao sanitary prunings (hectares) 85 85 85 255
Prepared by Fintrac Inc. 13PMA Annual Work Plan
FISCAL YEAR 2022 TOTAL
ACTIVITY
OCT NOV DEC JAN FEB MAR FY 2022
2.1.1 Participation in international field visit to
1 1
0 Peru for cacao best practices
2.1.1 Coordination with Agrosavia/ICA on
1 coconut interventions
2.2 Processing
Finalize processing and marketing
2.2.1 1 1
interventions with Ecomar
Ongoing support to cheese processors in
2.2.2 12 12
standards compliance
2.2.3 Equipment upgrades for cheese processors 7 7 14
Field cacao/chocolate consultants to advise
2.2.4 1 1
on processing upgrades
Procure and install processing equipment
2.2.5 1 1
upgrades with Color Cacao
Procurement and installation of centrifuge
2.2.6 1 1
for RubberCorp
2.2.7 Inauguration of RubberCorp facility 1 1
3. Improved Market Efficiency through Infrastructure
Development and implementation of tertiary
3.1 2 2
roads projects
3.2 Kilometers of rural roads improved 15 51 82 24 0 172
Organizations strengthened in the
3.3 0 2 18 9 0 29
implementation of improved roads projects
3.4 Number of households benefited 64 154 748 346 0 1,312
Workshops on the Sustainable Road
3.5 3 3 1 7
Maintenance (MVS) strategy
Sustainable Road Mainenance plans in
3.6 3 3 1 7
implementation
3.7 Productive infrastructure projects implemented 2 2
4. Learning, Knowledge Management
Development and dissemination of
4.1 7 7 5 3 22
knowledge management materials
4.1.1 Operative 1 1 1 1 4
4.1.2 Agribusiness 2 2 2 1 7
4.1.3 Production 1 1 2
4.1.4 Infrastructure 1 1 2
4.1.5 Capacity Building 1 1 1 1 4
4.1.6 Social Inclusion 1 1 2
4.1.7 Other 1 1
4.2 Finalize PMA field operations guide 1 1
Daily radio segments ("Tierra de Sueños")
4.3 11 11 10 32
recorded and disseminated
Prepared by Fintrac Inc. 14PMA Annual Work Plan
FISCAL YEAR 2022 TOTAL
ACTIVITY
OCT NOV DEC JAN FEB MAR FY 2022
5. Crosscutting
5.1 Organizational Capacity
Implementation of capacity strengthening plans
5.1.1 13 10 23
for producer organizations
5.1.2 Finalize leadership development skill program 38 38
5.1.3 Credit evaluations for priority organizations 1 1 1 3
5.1.4 Return on Investment (ROI) Analysis 30 30 31 91
5.1.5 Final report on ROI Analysis 1 1
5.2 Environment
Ongoing monitoring of environmental
5.2.1
management plans by activity in MONITOR
Kilograms of chemical containers collected in
5.2.2 1,000 1,000 1,000 3,000
alliance with Campo Limpio
Delivery of more efficient coffee pulpers in
5.2.3 200 200 400
Cauca
Installation of input storage sites for fair trade
5.2.4 50 50 100
certification in Sur de Bolivar
5.3 Monitoring & Evaluation
Analysis and reporting of 4th annual beneficiary
5.3.1 1 1
household survey
Final qualitative evaluation of program
5.3.2 1 1
interventions and impact
5.4 Activity Fund
5.4.1 Subaward closeout 35 35 35 105
Final technical, financial, and M&E validation
5.4.2
of subaward compliance
5.4.3 Preparation of close-out documentation
Prepared by Fintrac Inc. 15PMA Annual Work Plan ANNEX II: PMA GEOGRAPHIC COVERAGE Prepared by Fintrac Inc. 16
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