Building Sustainable Peace in the Fogni through Livelihood Development completion report by United Purpose

Project Completion Report Building Sustainable Peace in the Fogni through Livelihood Development Cooperative agreement no: USAID/D CHA/CMM-APS-OAA-000002

Covering Period from September 1, 2014 – February 28, 2018 28 May 2018

Cover photo: Community forest festival in Koudioube – brought together hundreds of people from across the Fogni to hear about the experiences of joint community management of forests and hear of the support and endorsements from local authorities, The celebration – with much dance, music and culture aspects - included the presence of Agoumala (Camouflage) – sprit forces – to endorse the community efforts to protect their forests. Report photos: Jason Florio

DISCLAIMER The authors’ views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States government.

Contents CONTENTS ................................................................................................................................... 4 ACRONYMS.................................................................................................................................. 5 EXECUTIVE SUMMARY ................................................................................................................. 6 PROJECT CONTEXT & EVOLUTION ................................................................................................. 8 RESULTS AND ACCOMPLISHMENTS............................................................................................. 13 OBJECTIVE 1............................................................................................................................... 16 SUMMARY OF ACTIVITIES: ....................................................................................................................... 17 PIR ACHIEVEMENT ................................................................................................................................. 19 PIR1: Net average monthly income at household level of partners beneficiaries ........................ 19 PIR 2: Level of household agricultural production ........................................................................ 22 PIR 3: Forest areas protected or under improved forest management system ............................ 24 PIR 4: CSO / CBO livelihood projects successfully designed .......................................................... 25 OBJECTIVE 2............................................................................................................................... 29 SUMMARY OF ACTIVITIES ........................................................................................................................ 30 PIR ACHIEVEMENT ................................................................................................................................ 32 PIR 5: CSO/CBO partners develop good quality project proposals including sound M&E system and gender mainstreaming .................................................................................................................. 32 PIR 6: CSO/CBO partners have sound and quality financial system.............................................. 33 PIR 7: Gender mainstreaming and empowerment of women in all organs of the organization .. 33 PIR 8: CSO/CBO partners develop and use good quality strategic plans mainstreaming gender issues ...................................................................................................................................................... 35 PIR 9: Sub-grant beneficiaries CSO/CBO develop quarterly and annual activity reports .............. 36 BUILDING A SECURE AND RESILIENT ENVIRONMENT - INSTITUTIONS AND FOREST COMMUNITIES .......................... 37 OBJECTIVE 3............................................................................................................................... 39 SUMMARY OF ACTIVITIES: ....................................................................................................................... 40 PIR 10: Number of USG funded events, trainings, or activities designed to build support for peace or reconciliation on a mass scale....................................................................................................... 41 PIR 11: Returnees fully integrated into their communities ........................................................... 43 PIR 12: Number of people reached through USG-assisted public information campaigns to support peaceful resolution of conflicts ..................................................................................................... 45 PIR 13: Number of people participating in USG-supported events, trainings, or activities designed to build support for peace and .......................................................................................................... 45 ATTITUDES TO NATURAL RESOURCES ........................................................................................................ 47 LESSONS LEARNED AND RECOMMENDATIONS ............................................................................ 52 ANNEX A – PERFORMANCE INDICATOR DATA ............................................................................. 67 ANNEX B: COMPONENT 1 CAPITALISATION REPORT.................................................................... 72 ANNEX C: COMPONENT 2 CAPITALISATION REPORT .................................................................... 98 ANNEX G: INDEX OF ALL REPORTS AND INFORMATION PRODUCTS ........................................... 105

ACRONYMS P2P:

people to people peacebuilding

PMP:

Performance Monitoring Plan

PMU:

Project management unit

EMMP:

Environmental Monitoring and Management Plan

FGD:

Focus Group Discussion

MSC:

Most Significant Change

PMU:

Project Management Unit

CREC:

Caisse Rurale d’Epargne et de Credit

MF:

micro finance

CSO:

Civil Society Organization

CBO:

Community Based Organization

ASAPID:

Association d’Appuie aux initiative de Paix et Développement

CADP:

Comite d’Action pour le Développement de la zone des Palmiers

COPI:

Construire la Paix par le développement économique et social

MFDC:

Mouvement des Forces Démocratiques de la Casamance

Executive Summary The project reached over 45,000 people in 262 villages in the cross border area known as the Fogni encompassing the northern part of Bignona department in Senegal and parts of West Coast Region in the Gambia. 25 sub grantee projects were delivered by 16 Civil Society Organisations with a wide range of positive impacts covering job creation and resource management – particularly around forests. Income increased across a diverse range of interventions and in many cases livelihoods were shown to shift from conflict creating (eg forest destruction) to acitvities that built social capital. Food security improved and 1954 refugees were integrated into new activities and livelihoods in their communities. People to people (P2P) peace building proved a highly effective tool when integrated with livelihood development and capacity building of CSO. 16 Fogni CSO have been significantly strengthened – evidenced by new strategic plans, new donor relationships, increased involvement of women in their boards and staff, new systems and procedures and successful management of USAID sub grant funds. Their presence has grown – online, through increased dialogue with local authorities, through better involvement in their communities – and they have expanded their role as peace builders and mediators. The fragile peace continues in the fogni. Forests/the timber trade and the Gambia crisis and democractic have been flashpoints where the capacity building of CSO has shown their potential to be critical mediators and responders in the Fogni zone. The strategy of sub granting to local CSOs combined with capacity building and new tools on people to people peacebuilding has been very successful and the theory of change has proven very relevant. More work is needed to build on the foundations laid in this project. In particular to: continue the momentum on community mobilization around forest governance and reduction in the illegal timber trade; the potential of Fogni CSOs to step up from local conflict mediation to be more formal actors in the political dialogue and help to represent their communities and hold government and MFDC stakeholders to account from the viewpoint of the Fogni population; finally to focus more on the issue of gender and womens economic and social empowerment within this zone again building on the role of CSOs and integrated approaches. A summary is drawn from the findings of the final project independent evaluation: The project was highy relevant in targeting the Fogni zone where many areas are inaccessible under rebel control thus favoring certain illegal activities (cannabis cultivation among others) and creating a feeling and reality of neglect. Many of these villagers displaced by the conflict have had to abandon their property (cattle, house, plantations) to seek refuge in The Gambia or to move within the country. collaboration of the populations concerned. To respond UP partnerships with local structures and grassroots organizations and the awarding of grants to CBOs / CSOs was an effective mechanism to reach its target group. The project was effective: the activities planned were carried out. Beneficiaries response was large and showed their strong interest. Many have succeeded in improving living conditions. The many examples of individual and group success are not a coincidence but the result of a strategy based on training and support for beneficiaries. The populations of the beneficiary areas of the project have as a result entered into a gradual process of empowerment. The dynamic created has had many wider impacts that will boost the economy of their locality. CSOs having new knowledge of mediation strategies have helped communities to resolve long running disputes among themselves, with combatants. In terms of efficiency, the quality of work carried out by subgrantees is noted as rationale use of available resources, the cost of sensitisation is well justified by the enhanced peace between 6

communities ; the use of organic farming and other appriopriate technologies was efficient use of available resources; the positive impacts are numerous compared to the fund invested : Improving their diet ; Schooling of their children ; Improved health ; Affinity of intercommunity relations ; Mutual trust between populations ; Increased their finance ; Experience sharing ; Protection of the forest Sustainability has been enhanced by the approaches used in the intervention : beneficiaries of all projects reported that they feel fully engaged and thus any failure or success is experienced as theirs. They noted an improvement in their living conditions thanks to the effects of the project. Wether this will be enough to sustain their efforts depends on wether they are well equipped enough to continue. It appears knowledge acquired through these project courses is real, as evidenced by the satisfactory results obtained. exchange of experiences such as those initiated by Kabonketoor / Sindian, will allow those who encounter difficulties to benefit from the experience of others. Performance factors: Insitutional factors worked in coherence with the project obecjtvies. The coherence of the project's objectives with the vision of the State's policy in this area has led to a stability and strength of the administrative and local institutions to collaborate, accompany and appropriate the tools put in place. Extensive involvement of state and local authorities has led to other success factors such as the strong commitment of the people. the strong involvement of the State in the implementation of the project, created a framework where people can work safely. Operational factors : Communication has been at the center of the project's performance All the administrative and local authorities interviewed during this evaluation as well as the partners magnified the way in which the project communicated with all the stakeholders during the implementation. The implementation strategy adopted by the project and materialized by the collaboration with local development partners was a decisive element of success. The project, in its implementation did not seek to reinvent the wheel, instead, it sought to build interventions based on what exists and the local expertise provided by development partners, working in perfect cohesion with local populations. Performance contraints noted : Granting only three (03) years to a project that intervenes in the field of awareness, training and P2P for behavioral change is not enough. In such a conflict context as the Fogni beneficiaries and their carers necessarily take longer to capitalize and value the training received and other activities developed. Short duration of the project has not made it possible to correctly assess the impact of certain activities on those related to forest management. For example, reforestation activities can be well evaluated over this period because the establishment of nurseries requires a certain time before transplanting. STRUCTURE OF THIS REPORT Section 1-3 assesses the progress made toward accomplishing activities under each of the 3 project objectives and the significance of those activities. Section 4 contains Lessons learned and recommendations. Section 5 covers more detail on project management and administration. Annex A summary of the M&E Plan and achievement of indicators. Annex B includes the sub grant activities of each CSO in more detail (component 1). Annex C presents additional information on capacity building (component 2) Annex D contains materials from the project’s reports and key documents. Annex E & F cover lists of geographic coverage and detail on project activities.

PROJECT CONTEXT & EVOLUTION Casamance is the southernmost region of the Republic of Senegal. The Republic of The Gambia almost entirely separates the Casamance from the rest of Senegal, and renders the region geographically distinct from the rest of the country. Casamance differs in a number of other respects from the rest of Senegal. Across the country, the Wolof tribe is the most populous, totalling over 40% of the population, compared to the Diolas who represent only 5% of the total population. However, in the Casamance the Diolas are the dominant ethnic group, making up about 60 % of the population. Casamance not only differs in ethnicity and dominant religion, it gets more rain, and its landscapes are richer in natural resources, vegetation and forest. The Fogni is in the main part, situated in Ziguinchor region, in the department of Bignona, and traditionally also extends into the Gambia. In the Fogni, the dominant ethnic group is the Diola (approximately 77%) who live mostly in the eastern areas, whilst in Kataba Un the Mandingues constitute approximately 40% of the population. Other minorities are also present in the Fogni. Manjack people live in several villages of the rural community of Oulampane, and other minorities find themselves by clusters in varying localities. The conflict in Casamance has been ongoing for over 30 years and is rooted in numerous complex issues. Over time, geographical separation, marginalization economically, exploitation of the resource rich south by the resource poor but dominant north, poor attempts to overcome or bridge differences in ethnicity and culture between the north and south, the failure of Senegalese administration to successfully integrate democracy across the whole of the country, and the invasion of Wolof-Islam on the region have undoubtedly been significant factors amongst the root causes of the conflict. The Movement of Democratic Forces (MFDC) formed in 1947 as an attempt to enable Casamance to participate more effectively in the politics of Senegal, but tensions between what are essentially two groups of different tribal mixes and cultural peoples were aggravated by numerous factors, eventually leading to feelings of such marginalisation and resentment by the people of the Casamance that a peaceful protest took place in Ziguinchor at the end of 1982. This protest was followed immediately, and aggressively, by suppression and jailing of its leaders by the Senegalese state, forcing the movement to go into hiding, and acting as a trigger for the subsequent years of violent and clandestine conflict between MFDC (and subsequent factions of MFDC) and the Senegalese army. There have been numerous attempts politically to broker peace that have ultimately failed. Periods of escalation of the conflict have seen large numbers of people displaced into the Gambia – the majority originating from the Fogni and also into Guinea Bissau. The population has indicated that it is ready for peace, and tired of the conflict. The main rebel groups are seeking a way to end the violence. The involvement of the United States at the invitation of Senegal President Macky Sall, prior to and following important releases of prisoners on both sides has had a positive impact in encouraging the general population to believe that peace is possible. The defacto ceasefire between the Senegal military and the MFDC has more or less held since 2015 to the present. Throughout 2015 to 2017, the security situation in the Fogni remained relatively calm as the government of Senegal and the different factions within Salif Sadio continued to negotiate a peace agreement, facilitated by the Sant’Egidio Community. Whilst the political process continues to evolve and according to some informed observers has proceeded slower than hoped, this project seized a unique opportunity to engage with the population of the Fogni to help address some of the underlying factors that have acted as barriers to peace and reconciliation at the local level and to lay the foundation for reintegration of rebels and return of refugees should a parallel political process lead to a peace agreement.

This has proved timely as there have been unprecedented return of refugees to the Senegal Fogni during the 3 years of the project with at least 50% of the refugees residing in Gambia having now returned – a strong indication of confidence on the peace process and of growing livelihood opportunities within the zone. The project was built on a theory of change that the main causes for continued tensions at the community level (in the Fogni) are related to stresses around resources for livelihoods and income generation. These include (but are not limited to): poor protection of the natural resources that communities traditionally depend upon; few opportunities and low levels of skills to add value to produce; little or no access to credit/financial services in order to start, improve or to re-establish livelihoods/businesses; and low levels of agricultural development. These factors are the root cause of poverty in the area. Whilst the vast majority of people express a strong desire for peace and a desire to reconcile, the breakdown in community life resulting from 30 years of conflict, combined with the high levels of poverty, perpetuates the status quo of continued estrangement between individuals, villages and communities. Communities also report that one of the factors that sustains the movement of young people to engage in other activities that fuel the conflict (such as Marijuana growing, engaging in banditry, illegal timber logging or joining rebel groups) is not necessarily an affiliation with ‘the cause’ but a lack of any other opportunities. Thus providing meaningful livelihood opportunities in particular for young people integrated with the building of social capital remains a critical need. In the Fogni the districts most affected by the conflict are those situated on the border with the Gambia, These areas continue living a fragile calm. Villages situated on both sides of the border are particularly impacted by poverty and economic pressures due to the presence (in the Gambia) or the return (in Casamance) of refugees. In Casamance, as the anticipation of peace increases, the frequency of refugee return is increasing (4500 according to 2016 survey) and while this is a positive indication of peace, it is putting added pressure on already poverty affected communities - almost half of these returnees were able to be assisted by this project. Despite the acceleration of the return process in 2015-2016 some villages in the Djibidione and Oulampane municipalities are still fully abandoned. Despite the levels of poverty, civil society in the Fogni continues to grow stronger, and community level initiatives are expanding. Civil Society Organizations (CSOs) and Community Based Organisations (CBOs) are widespread and motivated. They lacked capacity to effectively implement projects or achieve their goals and, in the past, have competed with each other for access to relatively low levels of donor resources, resulting in a hesitancy to collaborate with each other. This is now changing and a strong CSO movement in the Fogni is emerging with this development welcomed by local authorities and the community. The 16 CSOs targeted are now all formally registered, have stronger relationships with local authorities, more women on their governance structures and in their staff, have stronger systems and capacities for managing funds, monitoring their work and 10 have new strategic plans to guide them and an increased presence online and in IT capability. In the Casamance, poverty has led to competition amongst individuals and communities for resources and opportunities. This, combined with the breakdown in social capital caused by

thirty years of conflict, is one of the triggers for the sporadic violence that typifies the nature of this particular conflict. Lack of social capital and community cohesion also creates a barrier to addressing poverty. Low capacity of CSOs to assist their communities in addressing underlying poverty or reconciliation means that this perpetuating process continues. Unsustainable resource exploitation undermines future development opportunities and fuels conflicts – particularly around nature resources with forests proving to be a major local and eventually national and regional issue. In order to support the peace processes, and contribute towards the prevention, mitigation and management of the causes and consequences of violence in the Casamance (specifically the Fogni), it is critical to address poverty. It is therefore necessary to improve livelihood opportunities for the people of the Fogni, including returning refugees and the creation of a space and opportunities for reintegration of rebels into new livelihood activities should a political resolution occur during implementation. This approach is in line with Edward Azar’s1 thinking that “Reducing overt conflict requires reduction in levels of underdevelopment...” and “conflict resolution can only truly occur and last if satisfactory amelioration of underdevelopment occurs as well”. By improving livelihood opportunities for the people of the Fogni, it is anticipated that the outcome will be poverty reduction, meaning that competition for resources will be reduced – thereby contributing to removing one of the causes of community level conflict and therefore reducing outbursts of violence. People to People: The project used a people to people peace building (P2P) approach - (including relationship rebuilding and reconciliation), by bringing individuals and communities to work together on small community led livelihood projects – delivered by local organisations as sub grants, and through strengthened CSOs and CBOs, to address some of the common drivers of poverty. United Purpose has been further convinced by the experience of this project that one of the most successful ways to simultaneously address poverty and rebuild community cohesion is for people to work together on small, community driven livelihood projects – creating a safe space for P2P approaches to flourish. Social capital is formed though everyday contact between people, as a result of their forming social connections and networks based on trust, shared values, and compromise. In the context of the conflict environment of the Fogni, people have and will continue to need time and ‘space’ to rebuild trust and overcome fears, and this may be best provided by an external facilitator, or opportunity, such as this project. Communities of the Fogni have proven they are ready and willing to embrace such opportunities. This report contains abundant evidence of that. An illegal economy, brought about by the war, is still in evidence in Fogni and continues to flourish under the ceasefire. The main elements – cannabis smuggling, illegal exploitation of timber from the forests and the charcoal trade. There are differences between sub-zones. In some forest areas, such as the area North of Djibidione up to Djondji, the illegal timber trade is still active. Timber is sold through intermediaries (often living in the area) linked to Chinese and Indian organisations from whom they receive funding. This is a lucrative trade and is active along the whole length of the border with The Gambia. In the Zone de Palmaire and around

Diouloulou and Sindian there has been great success through the work of CSO supported in this project in developing alternatives and driving community opinion against the cannabis and timber trade and ultimately leading to MFDC to be forced to change position. There has been no such success in the Karones isles (where the project did not work) where the islands’ geographical location makes them an important hub for international smuggling and the cultivation and marketing of cannabis remains unchanged. The theory proposed by UP that the management of and tensions over forests had potential to become a flash point in the conflict has proven correct over the project period. The management of forests continues to be a particular source of potential conflict and continues to have the potential to derail the fragile peace process. The issue has placed military and MFDC in armed confrontations on at least 3 occasions during the cease fire period and have led to various violent incidents and deaths and in others violence was only averted through mediation by CSO leaders supported by this project. The issues escalated to national level in Senegal resulting in a directive for military action to halt the illegal logging and timber trade into The Gambia. Mobilisation of local communities has been enhanced by the work of CSOs and community opinion and momentum eventually led to the Salif Sadio faction of MFDC announcing an end to the timber trade in their zone of control. In the communities within the Zone de Palmaire and Diouloulou area, mobilized by CSOs supported by this project such as ASAPID, CADP, COPI and others, have demanded that MFDC take control of the forests in a widening circle of dialogue. In September 2016, the President of The Gambia announced a ban on the trade in response to domestic and international pressure although there is no doubt he was a significant beneficiary of the trade. It is unclear how well this was enforced either on the border or by the MFDC as the timber trade is a lucrative and powerful aspect of the war economy. In January 2017, there was an increase in political tension in The Gambia when, following elections, the former President Yahya Jammeh’s refused to step down. The United Nations Refugee Council estimated that, fearing conflict, 45,000 people crossed into the Fogni area of Casamance. Forces from the Economic Community of West African States (ECOWAS) intervened to enforce the outcome of the election and the situation gradually stabilised. There was also concern that combatants would step-up their fight against the new Gambian Government as a result of the suspension of the timber trade but this did not occurr. CSOs in the project were supported to work with local authorities and develop contingency plans to take part in evolving humanitarian crisis Ultimately the rapid fall of President Jammeh led to a different situation, with refugees able to return quickly to the Gambia and in the Gambia the timber export trade to China was temporarily halted by the Barrow government enforced by ECOMIG forces as part of the peace stabilisationi in the Gambia. This ban was lifted temporarily and then reinstated and recent CSO reports from Gambia indicate an illicit trade has reopened with bribery of ECOMIG forces and corruption at the port despite the official ban. The ASAPID model of community mobilisation to manage their own forests is now spreading on its own and with active support of the local authorities – a sign of success and the ultimately in the fogni zone communities themselves need to be key actors and empowered to protect their own forest in a zone that remains plagues by lawlessness and corruption. Gambian forests are not spared. One example is the Pegnem forest that is now totally devastated – and there is a need with a more open government to empower communities in Gambia to also take control of their forests – something not possible under the previous regime. Jammeh was a long time supported of the MFDC and a destabilising aspect to the conflict. With this key backer gone, one of the wild card factors to the conflict, there is a window of opportunity to resolve the long running conflict once and for all.

More recently, in January 2018, fourteen villagers were killed in an apparent dispute about illegal timber trafficking. In response, government troops have launched an offensive against rebel hideouts, although rebels have denied any involvement in the village massacre – again threatening to derail the fragile peace. Other events had the potential to provide major challenges to the project.. Furthermore, the decision by the Senegalese government to allow Astrom Ltd, a Sino-Australian enterprise, to exploit the zircon at Niafrang in the Kafountine area has also been controversial. It has been challenged by local people as well as the MFDC, with the possibility of a further confrontation if negotiations are unsuccessful. In terms of gender, unlike countries other conflict areas, there is very limited data about the impact of conflict on women and girls Casamance. However more general research on the impact of conflict of women shows how gender dynamics changed with women often acquiring greater responsibilities. In conflict situations women are vulnerable to gender based violence most of which is perpetrated by domestic partners, gang men, armed men etc. The Platform for Women For peace, a combination of civil society organizations established by for the restoration of peace in Casamance (PFPC) reiterated a similar sentiment during the inauguration of “Safe House (Kullimaro”) for Women and girls’ survivors of violence in Ziguinchor-2015. Although no specific data has been given as to the number and nature of violence perpetrated against women and girls, a UP study carried out with CSO partners recognized GBV as a major problem women and girls encountered during the period which has very traumatic consequences to their lives. (Gender Mapping Report 2017). Small but signficant steps have been taken in economic empowerment of women through many supported actions and through capacity building of partners to be more gender sensitive and in particular to focus more on womens leadership but more work is needed on this area. There is a need for more accountability to the population in the peace process both in terms of government and MFDC faction positions and CSOs have an important potential role to play of which they are now in a stronger position to step up to but further capacity building and support is needed to seize this opportunity.

RESULTS AND ACCOMPLISHMENTS Project Aim, Objective, Results and Impact: The overall aim of the project was to contribute to peace building in Casamance by reducing the number of people in the Fogni who are living in poverty. The objectives are: 1. The successful implementation of community level poverty reduction focussed projects which have been conceptualised and implemented by communities, CSOs and CBOs in the Fogni (which will include refugee communities in the area of the Fogni that is in The Gambia). 2. To build the capacity of CSO or CBOs in areas that were self-identified by these organisations as areas of weakness and strengthen linkages between CSOs and CBOs (including refugee associations/groups in the area of the Fogni that is in The Gambia). 1

Photo: Sub-Prefect of Sindian has told us of some successes which should, in his opinion, be magnified.For ewample : It is about a Central African lady who lived an extreme poverty and which thanks to the credit system put in place, started with a small display in the market of Sindian to today to build a powerful shop. She earns a good living now, and manages to come to the education of her children with the fallout of her shop. The area is becoming more connected and there are new opportinities. (Final evaluation report)

3. To improve the relationships between the populations of villages in the Fogni area (including refugee associations/groups in the area of the Fogni that is in the Gambia). Anticipated results were: 1. 15-25 community level poverty reduction focussed livelihood projects, which have been conceptualised and implemented by communities, have been implemented in the Fogni. 2. At least 15 Civil Society or Community Based organisations have improved capacity in at least 30% of the areas that were self identified. 3. The relationships between the residents of at least 50% of villages in the Fogni area have been improved (total number of villages 228). Impact: 224,000 people live in Bignona department of which approximately 50% are estimated to be within the area known as the Fogni including the cross border communities in Gambia in West Coast region – approximately 120,000 people. The project anticipated it will have a positive impact for 50,000 people living in the Fogni through sustainable changes which will reduce poverty in the area, and the strengthening of CSOs and CBOs which will contribute to the long term development of the area – the project reached 46542 people (55% men and 45% women). This reduced incidence of violence related to competition for resources. 13 performance indicators were defined – building on a participatory development of an M&E framework involving beneficiaries. (see Annex A). The Monitoring and Evaluation (M&E) system guided by a PMP, was based on a mix of quantitative and qualitative tools aimed to operationalise necessary focus on results and to ensure ‘real time learning’ – whereby results on the ground are regularly analysed and fed back into decision making at all levels of Program management. A two component approach was used to achieve the intended objectives, results and impact: Component 1 was a small to medium community level livelihood grants programme. $432,000 was made available for community devised grants to improve opportunities for livelihoods, with an emphasis on reconciliation and people to people peace-building. The 25 sub grants opened opportunities up to communities to work collaboratively. The main sectors were: natural resource management especially forests; business development skills; micro-finance; and agricultural development around horticulture and rain fed crops. Women and youth were cross cutting themes of all sectors. Component 2 was a CSO/CBO capacity building programme, which provided training and technical support to implementers of the grants issued under Component 1. CSOs and CBOs were assisted to carry out self-assessments which led to 2-3 year capacity building plans which this project assisted in implementing. One element of Component 2 was a series of capacity building workshops in key areas identified by the assessments as common areas of weakness. This included a series of training on P2P approaches at project start up and through the life of the project for CSOs. The project was guided by a Steering Committee. It was hoped (subject to political circumstances and security) to include civil society actors, Gambian based refugee associations, MFDC representatives, Communite Rurales (local government) representatives, Concern Universal, regional government representatives and other possible stakeholders that

may emerge. A USAID representative, a representative of the US Bureau of Conflict and Stabilization Operations, and member of regional government will also be invited to be observant members of the Steering Committee. The project made realistic adjustments to the steering committee composition. Other key stakeholder input was achieved through separate dialogue processes – particularly with the MFDC factions active in the project zone. The project expected in the long run to contribute to sustainable changes in the following areas: 

On-going changes in livelihood opportunities (an increase in opportunities and numbers of those involved with a specific focus on women and youth in particular),

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An increase in understanding and application of sustainable resource management among communities and CSO/CBO

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Increasing connections and ‘social glue’ between communities – create an enabling environment for peace building and development to grow

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Increased livelihood opportunities leading to reduced participation in and attractive alternatives to forest clearance, marijuana cultivation and joining rebel forces (particularly among young men).

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More opportunities for sustainable livelihoods reducing competition for and conflict over resources,

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Stronger CSO with increased capacity and connections and networks between them who are therefore able to continue to engage in livelihood, peace building and reconciliation processes.

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Opportunities and pathways identified for reintegration of rebels should the peace process progress to the point where rebels lay down their arms.

Objective 1 The successful implementation of community level poverty reduction focussed projects which have been conceptualised and implemented by communities, CSOs and CBOs in the Fogni (which will include refugee communities in the area of the Fogni that is in The Gambia). Anticipated overall result for this objective was: 15-25 community level poverty reduction focussed livelihood projects, which have been conceptualised and implemented by communities, have been implemented in the Fogni. In the Performance Monitoring Plan (PMP) the following indicators were established in relation to this result area:    

PIR1: Net average monthly income at household level of partners beneficiaries PIR 2: Level of household agricultural production PIR 3: Forest areas protected or under improved forest management system PIR 4: CSO / CBO livelihood projects successfully designed

Women members of ASAPID are trained in techniques for production of alternative charcoal that does not require destruction of forest as a livelihood – relying instead on waste organic debris.

In total 26 CSO/CBO livelihood projects were implemented by 16 CSO’s that contributed to achievement of the indicators above. See PIR achievements below for narrative on targets and results and Annex A for detailed year by year breakdown on performance achievement. Summary of activities: A multi stakeholder steering committee involving local authorities and civil society was established to guide the selection of sub grantees and also in itself to function as a P2P activity bringing together different stakeholders to collectively make decisions on supporting CSOs in P2P livelihood actions. Nominations for members were made by CSOs, Government and women representatives in the target zone. Neutral committee members were selected (three female and four men) by the partners to serve in the committee. The inception meeting (October 21st 2014) confirmed the consent of the members, to inform them about the project, and agree on roles they are to perform as members of the committee. The committee met for each of two rounds of screening of sub grant applications and also engaged in some sub grantee monitoring activities. A sub grant manual was developed to facilitate sub grantee understanding of the procedures for application as well as implementation requirements in a transparent manner. This occurred through Jan - April 2015. The manual adapted USAID guidelines, included flow down requirements and UPs own internal and partner control processes. The approach was strongly based on experiences of granting sub-grants to local CSOs in the intervention area. The relatively simple document was designed to be at a level suitable to the targeted Fogni CSOs, and included the criteria for selection of sub grants. This criteria was developed with input from potential partners. The manual highlights expected sub grantee project objectives, overall expected project results, overall targets on direct and indirect beneficiaries, project implementation locations (intervention area), and project duration. During drafting the sub-grant manual was shared with USAID AOR who provided feedback and support. The PMU addressed issues and comments highlighted by USAID and the documented was finalized and approved by USAID April 22nd 2015. The manual was put to use and translated in to French. Two calls for proposals were held. The first was in May 2015 and deadline for applications June 2015. The 1st sub grant contract was signed in July 2015 but others not until November 2015. The second call was in January 2017 and deadline February 2017 with contracts signed in May 2017. Sub grant selection and contracting followed a series of steps before funds were disbursed to sub grantee partners • Step 1: Sub- grant manual developed and approved by USAID. • Step 2: The approved manual was circulated by email to partners working in the Fogni area of both countries. • Step3: A meeting with the partners was held to introduce and explain the manual with a view to have a common understanding of the sub granting component of the project • Step 4: Receipt of partner proposals (through two calls for proposals) • Step 5: Partners proposals analysis • Step 6: Meeting of the steering committee to select eligible proposals • Step 7: Meeting with selected partners to share information about grants and to give more information about their projects to improve quality and clarity of proposals. • Step 8: After the meeting, some partners were asked to review their project or budgets and restructure them to commensurate with the period. • Development and approving by USAID of selected projects that required an EMMP • Approval by USAID of sub grantees not mentioned in the proposal • Development and signing of contract for the implementation of projects

In total 16 associations/NGOs were supported in the implementation of 26 sub grant projects in the zone (9 CSOs implemented 1 sub grant project while 7 CSOs implemented 2-3 sub grantee projects) using a fund of $432,000. These projects (see table) were globally on the management of conflicts, community capacity building on the management and protection of forests (including mangroves) and a wide range of other activities connected to income generation including horticultural vegetable production (including organic farming), bee-keeping, livestock (poultry), micro-credit for enterprise development, communal womens rice milling machine, the establishment of an agro- consumer shop, shelter for returnees and resilience support with provision of cereal seed stock for vulnerable households. Table: Sub Grants Supported By The Project And Implementing Partners

Sub Grant PROJECT TITLE

Support returnees houses roofing and social integration Economic and social development of Fogni for peace in Casamance - Sindian Peace Market. & project phase II Kabonketoor for Social and Economic Development of Fogni. & project phase II Projet de Renforcement de capacité des partenaires sur le genre “Protection and Management of Community Forests”. & project phase II Implementation of the establishment of a vegetable garden project with equipment in the community of Grand Koulaye. & project phase II “Small Rural Entrepreneurship: Keeping the peace process in the Fogni by creating incomegenerating activities ” & project phase II Promoting Social Justice and Equity in Sindian and Suelle Commune & project phase II Project stability and economic promotion of Zone des Palmier & project phase II Agro Enterprise Development Project Building Sustainable Peace in the Foni through livelihood development BEES for Peace

KapebeneAwagna

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

PARTNERS

MONTANT DU CONTRAT (FCFA unless marked otherwise)

TOTAL AMOUNT RECEIVED (FCFA unless marked otherwise)

7,900,000 COPI

12,515,000

28,415,000

8,000,000 12,500,000 KABONKETOOR

6,900,000

22,741,400

3,341,400 ASAPID

12,292,000 11,615,000

23,907,000

12,473,967 USOFORAL

8,000,000

20,473,967

12,500,000 AGADA

20,500,000 8,000,000 12,500,000

6,000,000

18,500,000

12,500,000 CADP

8,800,000

21,300,000

FANDSOTO

GMD 659,700

SJFFC

GMD 995,185

Africa BEEcause

GMD 1,000,000

AMUKULEN

8,035,000

BANKING ON OURSELVES Projet de valorisation agricole de débris végétaux et d’eaux usées Projet d’Appui à la Promotion de l’Agroforesterie Rurale du Fogni (PAPAR) Environmental Restoration & Management and Women’s Livelihoods and Peace enhancement Project (ERMWLPP)

ADY

9,000,000

AZOHS

7,583,400

ESPOIR CASA

7,800,000

KART

GMD 561,400

Promoting Economic Stability and Social Unity through Horticultural Production and Micro Enterprise Development Initiatives

PYDA

GMD 780,531

Appui à la reprise des activités agricoles pour les couches vulnérables retournées du Fogni

Le Collectif des Associations du Fogni

17,126 KG of seed

22 23

In kind grant – seed

The 26 sub grant projects were all successfully implemented and completed with a wide range of impacts on livelihoods / poverty reduction, resource management, reduction of conflict and creation of increased social cohesion (see Annex B for detail on each of the sub grants). In the following section we have focused on summarizing the achievements against each of the 4 indicators for this objective/ result area. We have also highlighted some examples of the sub grant projects success with results also explained through sharing of selected Most Significant Change Stories (MSC). More detail on the sub grants portfolio is in Annex B. For an explanation of MSC see Annex C. The support provided to partners in implementation of their sub grants is covered under Objective 2/result 2 in relation to capacity building and in the Project Administration and Management section of this report. PIR achievement

PIR1: Net average monthly income at household level of partners beneficiaries The performance target over 3 years: 

Net additional income of $13 per month / $156 year. Per household for HH targeted for income generation by sub grant projects

Achievement: average monthly increase in income of $45.75 per month

AND/OR 

Income source moved from conflict creating to other sources of income

‘With regard to gardening, the vegetables harvested have allowed the local population to improve their meals but also to save money to meet certain expenses of the family (health care, schooling of children). By gaining or saving, but also having easier access to products, the populations of the beneficiary areas of the project have inevitably entered into a gradual process of empowerment’– FINAL PROJECT INDEPENDENT EVALUATION REPORT Income generating / poverty reduction activities that were part of sub grants to CSOs that contributed to an increase in beneficiaries’ household income include: petty trading on condiments; value addition and increased productivity through better management of forest products; restaurant services; baking and selling bread; medicine/drug store; motorcycle transport; production of horticulture and livestock products; sustainable harvesting and access to oyster shells; and mobile phone accessories among others. To support successful income generating activities sub grantee partners provided technical advice and training to beneficiaries on the basics that typically included: how to manage a small scale business; value addition techniques; often advised and assisted them to operate savings accounts; and in some cases access to credit. Micro-credit activities of sub grantees had capital of CFA21 791 200 in sub grant projects that included MF actions. In total 183 people (143 female, 43 male and 30 youth) benefited from microfinance funds - 30 of whom are youth. MF Enterprise actions took place in Municipalities of Sindian and Djignaky. In total 4 sub grants projects involved micro credit: COPI, Kabonketoor, CADP ADY.ADY set up a micro-credit self-management scheme where women formed in small groups of 15 people and make contributions and the money is given out as credit according to the needs of the interested ones in a democratic way with an interest defined by the group, others partnered with existing MF institutions – eg CREC. Table: sampled income generating activities of sub grants and their impact on monthly income

Sample of selected income changes resulting from sub grantee livelihood activities

Average monthly income gain

Micro finance and associated small enterprise established Sale of Kabba and collected dead wood from community forests Horticulture production from new womens gardening Kartong cross border women oyster collection in coastal mangroves

+$28 month +$59 per month over 3 month sample period +$62 per month during season +$34 month during season plus similar amount saved for collective actions

The level of increase in income achieved was variable depending on the type of sub grantee activity and the scale of beneficiaries involved. Exact measurement of income changes proved difficult to quantify across all sub grantee activities but some purposeful sampling and case studies from FGD and MSC stories were carried out as part of the year 2 impact assessment and in the final evaluation phase of the project to get an understanding of the income impact of livelihood changes (see table above). This showed an average monthly increase in income of $45.75 per month but with the income sometimes seasonal – i.e. not necessarily sustained through the year. In the case of recipients of micro-credit, which was easier to show a direct impact on investment (loans) and resulting income attained surveys in 2017 (Year 3) showed average monthly income of $ 93.87 compared to the baseline of $65, an increase of $ 28.87 per month. Micro credit loans accessed by the beneficiaries facilitated the development of income generation activities for the beneficiaries to develop their entrepreneurship in a sustainable way – often in areas where this had not been possible before due to impacts of the conflict. In Senegal Fogni in particular the loan scheme had a strong impact on women with two detailed

MSC stories about successful businesses that have enhanced family income and allowed the women to contribute significantly to their household. It has also resulted in the women stating they are more confident and feel they are better respected within the community. (see MSC Qualitative Analysis Report) Vegetable growers increased income through no longer needing to purchase chemical fertilizer and pesticides as they were trained in organic farming methods successfully reducing costs. In some areas vegetable growing for market was a new activity and so was a new source of income. In the case of Management of Community of Forests (that reached 25+ communities) there were expected to be income benefits from better management and use of forest products. This was achieved through various strategies for more efficient and coherent management of the harvesting and sale of forest products. Four focus group meetings with beneficiaries of community forests from 3 villages of Koba, Selety and Kataba1 (3 of the 14 community forest sites) were held to reflect on the economic impact of their community forests – see table. Table: summary of income earned by the beneficiaries of 3 community managed forests.

Forest

Koba-Selety

Kataba1

3,277,500

Gain from September NA

50,000

90,000

120,000

Sale of Locust beans (Netetou)

40,000

100,000

Sale of dead wood

75,000

50,000

Sale of Folay Sale of Ditakh

30,000

50,000

90,000

Sale of Kabaa

60,000

110,000

130,000

Sale of palm oïl

400,000

Sale of locust bean seeds

50,000

100,000

Sale of cashew nuts

30,000

500,000

Sale of Ditakh

Gain Before 0

Sale of Kabaa

Activity

Gain in CFA after

July

Analysis of forest product income – largely income for women - showed that income had increased on average by 93% for the existing forest products (Kabaa, locust beans (Netetou), folay, ditakh) and increased on average by 300% when cashew income was included where this was part of the community forest. Two new sources of income emerged for the first time (dead wood collection, palm oil) that only became possible with collective forest management rules. For more information on forest product income see detail on sub grants in Annex B. In oyster harvesting in cross border communities around Kartong on the Gambia-Senegal coastal border, the 5 women groups with 35 members each who formed the sub grant project beneficiaries, reported that their income from oyster shells has increased by at least 20% (see MSC story). In the case of livestock raising (poultry) in Diacoye village a total of 715 chickens were sold with a cash accumulation of 1,965,000 FCFA. The project focus was more on the joint activity as a means of reconciliation – see more under Objective 3. Overall the final evaluation found there have been many wider benefits of income changes in a ‘…dynamic that will boost the economy of their locality’. There is some qualitative evidence of shift from conflict creating to other income sources. For example:

As shown in the photo on the first page of this chapter - Following earlier training on manual methods of alternative charcoal production that does not involve cutting down trees – the purchase of a machine for the manufacture of alternative cooking charcoal using local materials such as dry vegetable leaves benefited 110 women members of ASAPID – providing an alternative to income from producing and trading charcoal from forests. Before, people cut tree branches for the collection of fruits and this reduces the capacity of the said trees to produce better fruits (or even kills them) and this results to the scramble for such fruits. Now the forests are protected and the forest products are only harvested rationally and do not pose any crisis amongst harvesters (reported by ASAPID in the Kataba1 Municipality as well as in the Suel Municipality with Justice & Development sub grantee projects). Many grantees opened up new opportunities for young people and this has provided them with viable alternatives to join rebel groups or illegal activities. In Sindian area Espoir Casa and AZOHS decided to sensitize both youths and other growers of cannabis in a zone under rebel control to venture into tree plant nursery development for individual orchard development. AZOHS also carried out trainings and sensitization for individuals and families to develop permaculture using waste water from bath or kitchen to water bananas or other fruit trees /vegetables with less hard work. There was a resulting reduction of canabis growing by youths because in many villages for example Situkene in the Djibidion, some youths defied the rule to stop the canabis growing. The villaage community met and asked them to remove it by force as it was banned and cannot be accepted anymore and there were now alternatives available. The wider sensitization of the sub grant activity had changed community attitudes. In another project P2P training and methods allowed the villagers of Soutoukene to solve the problem of livestock theft that they had with the combatants. Information from Pascal Manneh of CADP reveals that this year a couple of combatants have come home cleared land for agricultural production and no longer depend on ambush or forest resources such as timber and fuel wood. The P2P step down training has increased the awareness of partners and some of the beneficiaries are initiating the resolution of conflicts in their area. See also story “Momodou’ under PIR 10 for shift from forest cutting to forest protection.

PIR 2: Level of household agricultural production The performance target over 3 years:

Achievement:

8 Months of food security for beneficiaries 10.67 months involved in agriculture sub grants This PIR aimed to measure to some extent improvements to food security (and indirectly the food and nutrition) of households – complementing the focus on income PIR 1. Household food security was a particular aspect of sub-grants supporting dry season horticulture production and for assisting vulnerable households to establish rain fed cereal crops. Results of a mini survey shows that almost 11 months of food security is attained by a sample of 63 beneficiary respondents – the variability depending on how many months of additional income and production they could attain into the lean period of the year (see table). In addition the majority of households interviewed reported that they have received nutrition training and

are well-sensitized on the importance of consuming more vegetable in their diets to give them good health. They reported the money earned from vegetable sale is reinvested in the household. On average, 46% of earnings are invested into food and 25% as saving in the bank or in “tontine” (the group contributes money and each member of the group receive the money periodically), which had a huge impact on the food security of their households as shown in the table below. During the rain season period, household income is thus supported by the income they have saved. Table: contribution of horticulture to reducing food insecurity

Month

Average monthly income gain from vegetables in CFA

% expense for the family food

Number of months when the 3 meals are assured in the year

April

58667

34%

May

78600

49%

June

30030

44%

July

20160

46%

August

13500

50%

September Average CFA

8980 34989.5

50% 46%

12 10.67

Forests and food security / resilience: The community managed forests (See PIR 3) make many contributions to resilience. For example: good community organization around the sale of non timber forest product Ditakh supported resilience in the hungry months in the villages of Koba Selety, Kataba1 in Kataba1 Municipality and Diattang in the Suel Municipality. An organised link was established between the community and the buyers of non-timber forest products. Instead of the traders dictating the price to individuals, the ditakh was sold by basket with a fixed price agreed on by consensus. Data from the middleman was used for monitoring. For example for each basket sold, the seller pays 150F and the buyer 300F. The sum collected for the group is paid into the village safe/fund. During the period from July to September, 2017 which is considered the peak of the hunger period, most of the families involved had their income supplemented by their engagement in the sale of kaaba. In addition this collective marketing arrangements led to collective group income of 220,000 CFA over the period in discussion. In one sub grant project to support successful reintegration of returnees - 218 returnee families within the Fogni Senegal were selected in a participatory way as being among the most vulnerable households. They were given certified seed of rice, cow pea and groundnut by CSO members to establish rain fed crops. The certified seed based on earlier trials was expected to lead to at least a 20% yield increase and as much as 300%

PIR 3: Forest areas protected or under improved forest management system

The performance target over 3 years:

Achievement:

627 HA protected or under improved forest 14 forests with 632 HA under Community management system involving at least 30 Forest management among 25 communities in Senegal and 5 in Gambia (30 total) additional communities in joint management The community forest concept was initiated by ASAPID in collaboration with UP is a key focus of this project and its P2P methodology – building on earlier pilots supported by US State Department and FAO. The sub grantee activities encourage communities to identify forest areas that have been degraded and or need protection and come together for their joint management. ASAPID led identification, sensitization for community awareness, mobilization and participation in the protection and the management of the forests. Forest management committees were established and trained for each forest coverning a number of communities in joint management. To ensure ownership and sustainability, ASAPID and the communities sought the support of the local authorities (mayors) who offered their moral support as well as official certification to give ownership of the forest to the communities. Earlier work in the pilot had given birth to the Koudioube forest comprised of 4 villages and their experiences were shared with others and their structures also further strengthened. The sub grantee action led to replication by other communities. A total number of 14 community forest are now under protection in the Kataba1 arrondissement. The forests cover a total area of 632 ha and all have legal community protected status. The achievement was assisted with involvement and commitment of the forestry department and on occasion the army staff from Diouloulou LE comandement Zone 56 who rendered their unflinching support to the initiative.

Chart: a growing network of community forests is beginning to confront the destructive forest timber trade

On a wider level, great strides have been made in the area of community forest management in the communities in which UP’s partners are working. The partners continue to hold meetings with forest management committees especially ASAPID who is the lead. Amukulen, Justice & Development, Espoir Casa, COPI and ASAPID are now also expanding the work on community forest management and protection in their respective areas plus wider advocacy actions (see under objective 3). The Forestry Department was not able to provide enough seedlings for planting by the communities. Therefore partners Espoir Casa, ASAPID and Amukulen developed tree nurseries to support tree planting exercises that were also P2P events. Seedlings were nursed and given to communities that included sensitization events (3 sensitizations were held in preparation to promote reforestation attended by 77 people -55 men and 22 women). A total number of 20602 seedlings were planted and 580 people (445 men and 135 female) took part. In addition to this, 1022 fruit trees were raised by the partners aimed at promotion of fruit as an alternative source of income to reduce negative actions on the forest.

PIR 4: CSO / CBO livelihood projects successfully designed The performance target over 3 years:

Achievement:

At least 15 CSO/CBO projects have been In total 26 CSO/CBO livelihood projects were successfully designed and implemented implemented by 16 CSO’s This indicator was fully achieved through the wide range of sub grant projects and their successful implementation. In total 26 projects were implemented by 16 CSOs. For more detail on sub grantee projects see Annex B. Its important to note that the majority of project activities in the fogni were in areas neglected for many years. Following the MSC methodology of ‘story review’ (see more under Project Administration), a panel of 9 people reviewed and screened the MSC stories. The panel consisted of: CSO partners (COPI, Kabonketoor), a youth leader, a women’s group leader, the Imam of Sindian village and United Purpose staff. The selected stories are shared here. (for full detail see MSC report):

MSC story: Kelsumeh Sonko, Balongin village, Zone de Palmaire June 2016 I am a member of CADP and a women representative in the committee. I am also the vice president of the association. From the Sustainable livelihood for peace building through USAID Concern Universal [UP] project, CADP operates a credit scheme. In the credit scheme, five individuals and ten village schemes have already benefitted and many have even finish paying their loan. The strategies we used as women is to buy our forest products before it leaves our sites and process it to get more value. Before this was done by middle women and men who bought from us at the site with very little money and make good profit out of it. This trend has change now. We stand together and say no economic exploitation. For instance my business is in the area of Locus bean processing (parkia biglobosa). I ferment it as a food additive that is concentrated with salt; very rich in protein and commonly used for many food recipes. After the processing I took it all the way to Dakar, sell it and buy other goods that are locally needed. This further boosts my business. To start this business, I was given a startup capital of 200.000 CFA (two hundred thousand CFA) and was able to have a net profit of 150,000 CFA (one hundred and fifty thousand CFA) 75% in three months. In the overall, it became very convenient to pay the loan because of the soft interest rate of 5% and with the high demand of our local product. WHY IS THIS STORY SIGNIFICANT? The change we observed as a group and as an individual, the status quo for women has significantly improved. Our economic status has increased that allowed us to contribute to the livelihood upliftment of our families. Taking myself as an example, I am the leader of a household responsible for the support of my children and mother. Before, I used to struggle very hard to meet the daily feeding of the family. Now with my business which is supported by the micro credit scheme of CADP, I am no more underpinned. Women have gained economic independence, they are contributing to household upkeep. That have been observed to reduced the rate of gender base violence that occurred previously with conflict over income

Success Story: Agro-food shop: startup in April 22, 2017,supported by CADP in the Zone de Palmaire, turnover figure is 2,075,000 over 4 months in 2017. It covers 49 villages: Djinaky municipality (25), Sindian (8), Suelle (5), Djibidion (8 villages), Kataba1 (3 villages). The majority of customers come to the shop to by vegetable seeds and commodities such as rice, cooking oil, sugar and other condiments that are needed by families for their daily consumption. The shop does not only provide access to commodities that were not available in the area but now serves as a factor that unite people and thus create the peace amongst communities.

MSC story: Kartong Women Oyster Project Oyster Women Association of Kartong halahin. KART Received a sub grant and attended P2p training and organisational capacity building. The project builds on earlier UP partnership. The focus is supporting sustainable production of oysters integrated with building relationships between cross border communities with a shared natural resource. 35 women in each group. 5 groups all together with 4 in Casamance across the river in Senegal and this group in kartong. The river forms the border between Gambia and Senegal but the communities on both sides are closely connected and both rely on the mangroves for their livelihoods. Others are invited -up to 11 communities taking part in different ways. Focus of sub grant is: Road rehabilitation in Casamance side of border to link to border where there is a small boat that ferries passengers and trade. The communities came together to repair the road. 7 boats provided to use for harvesting of oysters by the women. Each group has their own boat. The boats make a big difference - women can stay safe in them and carry out their work without having to pay men to hire their boats as was done in the past. The Boats represent the first time for women to own and operate boats in this area. We produce more shells and earn more income because we save money in not having to pay the men for boat hire. Before we used to spend a lot of our profit on this. We measure the shells in woven baskets and gave some of the baskets to the boat owners before we had our own boats. now we pay 125 Dalaal for the boat to our group and subscribe 25gmd for the use of the shared equipment - these are the rules of our group. Before when we harvested baskets we would have to give one basket (about one quarter) to the boat owner. Normally we harvest 3 or 4 baskets a day. So when we give one to the boat owner we loose one third to one quarter of produce. (i.e. they now have at least a 25% increase in income) Each basket we can sell for: 150-200 Dalasi. We have to pay for the boat to our group but this is strengthening the women's group. We are now better connected with other communities. We cooperate to manage the mangroves and oyster shells (resource) and respect the rules together. They produce more with the new methods They don't cut the mangrove trees anymore - they use to do this when harvesting but now they only cut off the shells allowing the trees to survive. They are thinking of moving all their production to the new method which involves tying the shells, along nylons ropes creating a space for, the other shells to grow. After seeding in this way they harvest abundantly in about one year. They have agreed for a closed season to allow for recovery and all the groups are following this rule. New method is used for about 7/3 of their mangrove areas being applied to the new technology. Sustainable way in the mangroves is how they see it and why they want to expand it. It's also easier and more productive. They also collect plastic from the mangroves as part of group clean up. The plastic kills the oyster shells when plastic wraps around it. Fish are killed They are doing tree planning of mangroves.

WHY IS THIS STORY SIGNIFICANT? The unity of the group: they are able to do all these things together. Before they worked independent but now they are uniﬁed. Now they can achieve a lot as one. This is an important change for them as it is allowing them to achieve things they never thought possible in the past.

Objective 2 To build the capacity of CSO or CBOs in areas that were self-identified by these organisations as areas of weakness and strengthen linkages between CSOs and CBOs (including refugee associations/groups in the area of the Fogni that is in The Gambia). The expected overall result (Result 2): Community Based Organizations with improved capacity In the PMP the following indicators were established in relation to this result area: 

PIR 5: CSO/CBO partners develop good quality project proposals including sound M&E system and gender mainstreaming



PIR 6: CSO/CBO partners have sound and quality financial system



PIR 7: Gender mainstreaming and empowerment of women in all organs of the organizational



PIR 8: CSO/CBO partners develop and use good quality strategic plans mainstreaming gender issues

Photo: ASAPID employed its first female staff, expanded its office in Diouloulou with new equipment and internet access and strengthened their operational systems



PIR 9: Sub-grant beneficiaries CSO/CBO develop quarterly and annual activity reports

In the following section we have focused on summarizing the achievements against each of the 5 indicators for this objective/ result area. We have also highlighted some of the sub grant projects success through sharing of selected Most Significant Change Stories (MSC). More detail on the sub grants portfolio is in Annex B and Annex C capitalization of capacity building experiences. Summary of Activities A baseline organisational capacity survey was carried out in year 1 by the capacity building specialist covering 17 CSOs working and based in the Fogni. The survey scored each CSOs existing capacity and their capacity building needs individually and overall as a group against 8 main criteria. The baseline study determined both the organizational and governance situation of each of the project partners. It looked at the mode of operation as well as organizational & governance strengths and weakness. The priority areas for strengthening overall were found to be: strategy and identity; leadership; finance management and administration; decision making and governance; project cycle management and human resource management. 5 organizations were found in the ‘green’ or strongest category (3.5/5 or above), 3 in the middle ‘yellow’ category while 8 organizations scored in the ‘red’ (2.8/5 or less) indicating need for significant capacity building in many areas. The baseline survey confirmed the planned strategy for tailored Organisational Development Programs (ODP) for CSOs who received sub grants and a series of training activities on common themes for groups of all interested CSO staff. In total 16 partner CSOs benefitted from the training program run throughout the project. Capacity building took many forms. Formal, informal and mentoring type training was provided to the partners in order to provide them with technical guidance on how to go about the successful implementation of their respective ODPs that were each developed in a participatory one on one multi day workshop(s). This included: a 3-day Project Cycle Management (PCM) training (7-9 February 2017 in Bignona) with 30 participants (24 men / 6 women) attending. The objective was to enhance knowledge and skills on all the stages of project cycle management, from project planning through to implementation, monitoring and evaluation as well as reporting. Further training and mentoring was provided on M&E by the Knowledge Management Officer of the project. This including hands on experience by partners in carrying out surveys, focus group discussion, data analysis and feedback on reports and all aspects of the use of the MSC tool. The PMU organised M&E training for all the partners in order to encourage partners to develop and adopt their own M&E frameworks that can better fit in the overall project M&E framework. Significant efforts were made training partners in the design and review of forms/templates to collect primary data on the progress made in the attainment of the different indicator and result areas of the project. All sub grantee partners received training on financial management procedures and systems to enable them to better manage and account for all the funds received from the project. In addition, they received coaching and mentoring support from the account section of the PMU to build the capacity of their accountants, which enabled all of them to properly retire all funds received. Support for development of CSO Strategic Plans involved a series of workshops and meetings with each partner over a period of 12-18 months. During the 3 year period partners received a lot of coaching and technical assistance from the project PMU staff in identifying problems and developing them into quality proposals both as sub grants under the project and with other donors. Training in proposal development mostly focused on helping partners with their sub grant applications and in improving those applications after approval by the

steering committee. Project cycle management training involved support and mentoring through the project cycle steps of the sub grants – monitoring, reporting etc. Informal mentoring on gender issues was carried out by the gender specialist through year 1 and 2. As an outcome of the gender assessment, a training of trainers on Gender and Female Leadership for UP partners was conducted (17-19 September 2017) in Bignona. Nineteen (19) participants (3 male & 16 female) attended. The training aims to reinforce partner capacities on gender (basic concepts, a gender approach to development and womens leadership and empowerment) to enable them take this approach into account in the design and formulation of their activities. This training was replicated by all partners in the form of step down training in their respective localities on gender. Micro finance capacity building. Five of the sub grants involved micro finance and it was decided a joint strategy would be developed to support partners in sustainable management of the micro finance funds with an exit strategy. The PMU finance officer facilitated a series of meetings that culminated in a portfolio analysis of the micro credit schemes being implemented by the partners. This looked at the scheme performance and related risks. The outcome of the analysis showed that three of the partners operating micro credit schemes (COPI, CADP and Kabonketoor) have a common contract with CREC (Rural Savings and Credit Fund) for the overall management of the micro credit funds. It was recommended to put in place a much more detailed specific contract for each of the partners. This was followed by a joint development of a micro credit exit strategy: consultation meetings with each of the partners (CADP, COPI, Kabonketoor and the CREC) and their respective beneficiaries was held in order to come up with the transfer of ownership model of the funds that best suit their respective situations. Beneficiaries proposed to set up a committee which is agreed by the partners and the CREC. Two committees are created (one in Zone des palmiers and the second at Sindian) and the agreements signed. Two 3 day Practical IT trainings were conducted for partners with computers on site - covering Word, Excel, Powerpoint, social media, data backup, anti-virus. 90% indicated that their knowledge in IT had improved. On site follow up IT in office support visits with 3 hours on site training was provided for 7 partners. Kabonketor, ASAPID and COPI were provided with internet connections for their offices for the duration of the project and technical issues resolved to enable more reliable internet access. Five partners: J&D, AGADA, ASAPID, COPI and Africa BeeCause were supported in the development of a websites for their associations to increase the visibility of the partners' achievements, their expertise and the profile of Fogni CSOs. These partners have been trained in maintaining and updating their website:     

http://justicedeveloppement.org/ http://asapid.org/ http://copifogny.org/ http://africabeecause.com/ http://agadacasamance.org/

An end of project capacity assessment survey (November 2017) showed impressive progress made in the implementation of their ODPs. This was supplemented by MSC stories on the domain of organisational change. The findings are summarized under each of the PIRS 4 to 9 Below. Partners also had their capacity built in P2P – this is covered under objective 3.

PIR Achievement

PIR 5: CSO/CBO partners develop good quality project proposals including sound M&E system and gender mainstreaming The performance target over 3 years:

Achievement:

14 CSO/CBO are able to develop good project proposals including sound M&E system 10 CSO have written 24 proposals with 62% success rate mainstreaming gender issues 16 CSOs implemented reasonable M&E systems

Ten partners have developed an expanded proposal pipeline for sustainability – increasing the number of projects submitted by 265% on average in the 3 years of the project compared to the 3 years prior to the project. One CSO, USOFORAL already had significant proposal capability and was therefore not targeted for this part of the project. Handicap and Amukulen did not develop proposals. Due to limited capacity in the organization and lack of strategic plans to guide proposal development this effected most CSO at start up. 10 organizations reported developing proposals (including those submitted to UP for the second phase of sub grants) and to other organizations. For more information see table in Annex C – number of proposals by partners in the last 6 years. As examples of what this pipeline development work meant in practice: AGADA succeeded in their application to a donor for the strengthening of Diacoye village garden fence and the provision of enhanced water lifting facilities. In the same vein, PYDA was also successful in their application for financial support to the tune of over 1,500,000 Dalasi for a GEF small project. M&E System At baseline the majority of CSO had no M&E system in place. At the end of the project the partners were not able to put in place a complete M&E framework that enabled them to work with communities to monitor the implementation of the activities on their own. But they have made significant progress in components of M&E. They each have a trained M&E focal person that is responsible for collecting information necessary for their sub grantee reports. Partners gained experience in the collection and selected of MSC stories around targeted domains and are familiar to use this qualitative tool in future (see learning on MSC in Lessons Learned). Gender mainstreaming A gender study commissioned by the project used a participatory research model with partners to map gender needs. It aimed to help Fogni CSO partners to better understand gender dynamics and the gaps that exist in project interventions with communities to be able to effectively address issues of inequality between women and men. Issues were mapped for each of the partner and the information was used to reflect on how to improve gender relations and empowerment in the respective partners organization and their beneficiary groups.

Based on the study the issue of improving womens leadership was prioritized as an area the project could address. Gender training of trainers was conducted for 17 CSOs followed by step down training. Gender mainstreaming was included in strategic plans and Organisational Development Plans (ODPs). For instance, during the ODPs review exercises of the partners, each of them acknowledged the importance of strengthening gender mainstreaming at all 32

stages of their governance and activity programming, especially when comes to decisionmaking process.

PIR 6: CSO/CBO partners have sound and quality financial system The performance target over 3 years:

Achievement:

14 CSO/CBO are able to retire sub-project 16 CSO funds according to requirements.

AGADA, Justice and Development, ASAPID, CADP and Kabonketoor really improved the quality of their financial reporting compared to the first years of partnership. For those less grant management experienced partners their financial systems are none the less steadily improving. All 16 recipients of the 25 sub grants successfully retired all funds provided according to requirements. Evidence of overall success is the completion of annual and USAID audits that did not find any major breaches of financial requirements by the 17 sub grantees. Out of 11 partners that secured the first round of subgrant funding, only two had accountants before the project. The project has supported 9 CSO to have their own accountants/finance staff for the first time, which increased the quality of their financial management practices. Box 5: MSC from Omar Jammeh a staff of ESPOIRE CASA I am the treasurer of the association and I can proudly say that before the ODP training with Concern Universal, I was not used to keeping receipts after every purchase of goods or materials and also when I go to the bank and save money or withdraw money, any receipts given to me are never kept safe - rather, I just throw them everywhere and don’t care about invoice before making any purchase of goods or materials. After the ODP training I now realized the importance of keeping receipts after purchase and after any bank transaction as well as after making any payment to any body for reference purpose and for better accountability and transparency.

PIR 7: Gender mainstreaming and empowerment of women in all organs of the organization The performance target over 3 years: 8 CSO/CBO increase leadership of women

membership

Achievement: and 14 organisations increased female members in their governance structures 7 CSO recruited more female staff

Prior to this project 6 of the 17 partner organizations had 30% of their governance structures members as women, which increased to 14 organizations with from 30% to 50% of their committee structures comprising of women - except KABONKETORR, USOFORAL, and Fongsoto whose membership are entirely women.

As a result of the ODPs, strategic plans, and participation in gender and womens leadership training partners continue to progressively embrace gender issues in their programs. In terms of staff - 7 CSOs: 3 CSO recruited an additional women staff member – some for first time; 2 CSO have majority of their boards as women and 2 CSO are proposing changes in upcoming recruitments. Key findings of the gender study in the Fogni 

women are the major food producers, yet they have limited control over agricultural land, this coupled with lack of equipment and techniques on modern farming, makes it almost impossible for women to do large scale cultivation



a high rate of teen pregnancy, sexual violence is perpetrated on the girl child, lack of self esteem and basic reproductive health information further aggravates the situation especially in Casamance. This has grossly affected the education of many girls who either drop out of school or produce poor results



people interviewed (local authorities, women leaders, ordinary women, youth) recognize the existence of GBV in their communities. Teen pregnancy, wife battering, rape and early marriages, intimate partner violence are the major forms of GBV revealed in the findings for the Fogni region



Gender issues especially as it relates to GBV is not given the attention it requires by partners and other development practitioners. Findings also revealed that out of the 9 partners targeted for this mini-study, only two (ASOFORAL and Kabonkentoor) are actively working on GBV and related matters.



others have gender as a mainstream component but more focused on improving the welfare needs of women that their strategic interest including confronting GBV.

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Women Leadership is lacking. Most leadership positions for both the community structures as well as the CSOs are controlled by men with women as followers or beneficiaries

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There is high interest in both partners and community in getting solutions to gender Based violence

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Over 80%of the women and men interviewed believed that GBV can have a serious impact on the lives of its victims be it women/ men

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80-90% of the participants also believed that women’s leadership is crucial for any development agenda

As a result of the gender study partners prioritized gender and women’s leadership training of trainers for their organisations and this was followed by a step down training and awareness program in the community. Some modest gains were made in gender and women’s place in leadership and governance of the target CSOs: 

ASAPID: in past years had no female staff member but after the ODP and gender assesment, the association has 3 female staff. In the same vein, COPI had also employed 2 female staff as opposed to the past where they had only male staff. Equally, AGADA and AZOHS have for the first time a female accountant.

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Strategic plans developed by partners had some common areas, such as good governance and peace building. The pertinent role women can play in making peace happen is articulated in the respective strategic plans of the partners.

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CADP has a male president but have strengthened their women group’s representatives in their governance body, which now has more than 50% female. Having more women in

CADP governance structure ghdn made it possible for more women to benefit from micro credit loans.

PIR 8: CSO/CBO partners develop and use good quality strategic plans mainstreaming gender issues The performance target over 3 years:

Achievement:

14 CSO/CBO have developed and use 13 CSOs - 11 with new strategic plans. 2 with strategic plans mainstreaming gender issues existing or updated. Prior to the project only one CSO, USUFORAL, had a current and in use strategic plan. 10 out of 17 CSOs had had strategic plans of some type in the past according to the baseline. But many, for example that of J&D has expired a long time ago. During the project, eleven partners (AGADA, AZHOS, ASAPID, KABONKETORR, KART, PYDA, Africa BeeCause, FANGSOTO, USUFORAL, ESPOIR CASA and SJFF) have developed new strategic plans with gender issues mainstreamed into these plans. These plans enable their members in the community for the first time to discuss and agree on their Vision, Mission and Values. This has been a major achievement. Partners having up to date and relevant strategic plans. This has, in UP experience, proven potential to greatly enhance the CSO functioning and guide them better in understanding the way forward in the implementation of their organizational activities within the framework of a 5 year guiding strategic plan. As evidence of this, the plans have encouraged them to develop new proposals in line with the plans and submit to donors for funding to support their operations and some have also considered other strategies for self reliance. The strategic plans have been a useful tool to plan for activities to be implemented within a specific planned period. Since the development of these plans, partners are able to follow them and assure timely execution of the planned activities.

Box 6: MSC of Paul Sagnia ASAPID coordinator The most significant change in our organisation is about the sustainability drive initiated in our strategic plan; with the office structure, personnel and equipment. At first we just used to rely on projects and membership contribution, which is very unreliable because there cannot be projects all the time, and the contributions are very minimal. We are now able to buy extra equipment like photocopying machines and printers through our income generation endeavours for our future sustainability. This time around, we are able to support all staff salaries since the project phased out 6 months ago. We feel that there is more serious work going on with better planning and recording systems. Our accounts are more up to date thus making our reporting system more effective. This situation has improved our relationship with partners and the Government authorities that we now have our quarterly reports up to date. This has put our profile very high at local and national level. ASAPID printed copies and pasted it on the walls of their office and at some other vantage places in there area of operation for visibility purpose in order to enable members and stakeholders to get to comprehend their mission statement.

Selected Impacts from CSOs with new strategic plans: 

ASAPID now implemented got a photocopy machine as an income generating plan to meet some of their core cost;



AGADA is now a key actor in an Africa regional network which is enabling them to share innovative environmental management ideas with high possibility of getting funding through the network;



Kabonketoor,it enable the organisation to pursue a plan for registration to become an independent organization rather than being a branch of Kabonketoor Ziguinchor and this has been achieved



AZOHS, as an organization involved in producing feed for chicken they have now developed a business plan that enable them to estimate their yearly income from that production.

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FANGSOTO, from the guidance of their strategic plan they started establishing model gardens at community level to serve as training sites. They started mobilizing members to form a cooperative credit union.



Organizations like Espoir Casa, J&D, ADY and PYDA have started high level advocacy selling their programs to some potential donors for possible partnership, this has resulted PYDA entering into partnership with Global Environmental Facility (GEF).



Africa Beecause further developed a marketing strategy to enable the organization buy and sell honey and bee products for sustainability.

PIR 9: Sub-grant beneficiaries CSO/CBO develop quarterly and annual activity reports The performance target over 3 years:

Achievement:

14 CSO/CBO develop quarterly and annual 16 CSO activity reports mainstreaming gender issues During the project implementation period, all 16 sub grant recipient CSOs received regular training, advice and feedback on project cycle management which include planning, implementation, M&E strategies, data collection using qualitative and quantitative tools and report writing. This resulted in progressively improving quality of reports produced by the CSOs. By the end of the project all beneficiaries provide their financial and activity reports on time. Although there were at times information gaps in the reports, but feedback on gaps/issues of concern are always provided as required. In general the quality of the information they provided has improved significantly. However 7 of the beneficiaries being CBOs still need further capacity strengthening in this area as most of their staff were volunteers and retaining some of these people without good pay has been a challenge. General discussion on results of capacity building Combined the capacity building efforts have has a strong effect on strengthening the target CSOs and on increasing their colllective effectiveness as actors in the Fogni.

The following is an extract from the MSC story qualitative data analysis on achievements in terms of capacity building (Village Aid 20184): Effective institutions are important to the resilience of the economic system as they provide the rules, practices and governance systems upon which market economies fundamentally depend (Bujones et al., 2013). In Senegal, by working with small CBOs, UP have contributed to strengthening local institutions. CBOs reported that they now felt more effective and were better able to utilise their networks and consequently were able to provide better training across their projects (SEN17.15). Key individuals for the CBOs reported strong impacts on their own lives through training (SEN17.4), capacity building and confidence building, allowing them to develop personally as well as enhancing their institution (SEN17.16). The following extract from the story provided by the coordinator and manager of CADP provides an excellent example of how individual training, combined with institutional support, can have far reaching impacts: MSC Story:. Coordinator of CSO working in MFDC controlled parts of Zone De Palmaire I am the coordinator and manager of all CADP activities…Today I am fully computer literate, I am well known by colleagues and other NGOs and CBOs working not only in the Zone Des Palmiers but also well known by people outside the zone…I am well trusted and respected…The knowledge I have learnt during the P2P stepdown training has earned me the ability to improve my communication and mediation skills and as such I have been able to negotiate with the combatants in the Zone Des Palmiers for the re-opening of roads that were banned for public use by the combatants….[we] have been able to resolve inter-village conflicts in the area and have created the atmosphere of friendship trust and mutual respect between the population in the Zone de Palmiers and the combatants.

Other CBO personnel reported increased satisfaction from their work, as their institutions were now more effective at achieving positive outcomes, such as forest management and conservation, from strengthened and more effective CBO projects (SEN17.9, Sen17.16). In The Gambia, institutions were strengthened through capacity building and this again made the institutions more effective and allowed them to have greater impact in their communities (GAM17.1, GAM17.9, GAM17.14). Improved training and help with better office facilities allowed one CBO to be more effective (GAM17.14), whilst others reported greater impact through livelihood projects (GAM17.16). A further example is provided by the Kabonketoor Association. This is an association that transformed from a branch organisation to an independent registered association. With the support of a strong training and capacity building programme, as well as improved resources and facilities, the CBO has transformed into a credible and reputable women’s association in the Fogni recognised by local administrative structures and wider stakeholders in the development peace building within the region (SEN17.18). Beneficiaries report that grants have transformed small businesses through creating jobs, especially for the youth (SEN17.19). Building a secure and resilient environment - Institutions and forest communities CBO personnel have reported that capacity building efforts by UP have significantly strengthened their operations allowing them to have greater impact in forest management through expanded outreach (SEN17.1). For example, ASAPID is a local organisation that is active in social dialogue and forest management. Their project for the ‘protection and 4 5

Building Sustainable Peace in the Fongi and the use of Most Significant Change stories _ Village Aid Refers to numbered, anonymized MSC stories from the final project phase in 2017

popularization of community forests’ involves 14 forests and 20 villages. They have organised a number of awareness raising events including a forest festival on the illegal exploitation of forests attended by 345 people; inter-community meetings supported by forestry committees; radio programmes dedicated to specific forestry issues; youth activities, tree seedling nurseries; and initiatives on deforestation, forest protection, and the advantages of preserving forests. In addition to the environmentally focused work, they have contributed actively to the negotiating process as a go-between in the border crises between Senegal and The Gambia in mid-2016. This example demonstrates that by supporting capacity building in existing small CBOs, far reaching impacts can be felt in transforming people’s daily lives (SEN17.2). In Senegal, positive outcomes for the forest were reported as resulting from strengthened and more effective CBOs. These positive outcomes for the forest are very closely tied to peace building work and thus peace building could be seen as an important component in transforming attitudes towards natural resources in this region (SEN17.9). In The Gambia, significant capacity building in the Kartong Women’s Group has had far reaching impacts. Poor office facilities and equipment, and a lack of institutional confidence, hampered efforts to address conflicts and tensions in livelihoods practices in the region. Following the intervention, the organisation reported the following: MSC – CSO organizational capacity building story of KART. We also came up with an institutional assessment that led to an organisational development plan that finally made us adopt an explicit road map for a future capacity building…from there we strategised to have an effective governance structure with an efficient management system to properly handle issues. Training was also made on peace building, accounting and gender mainstreaming to further build capacity…This system was never possible during the previous days of the last decade (GAM17.3).

Several strong stories on this project demonstrate the transformation in this area (GAM17.1, GAM17.2, GAM17.3, GAM17.7). The strengthened CBO has been fundamental to the peace building in the area, which is turn has developed to allow communities to work together in livelihood development and shared environmental management. Other stories from The Gambia reiterate the importance of strengthening local CBOs (GAM17.8, GAM17.9, GAM17.12, GAM17.14, GAM17.16).

Objective 3

To improve the relationships between the populations of villages in the Fogni area (including refugee associations/groups in the area of the Fogni that is in the Gambia). The overall expected result (Result 3) was: the people to people relationships between the residents of villages in the Fogni area have been improved In the PMP the following indicators were established in relation to this result area: 

PIR 10: Number of USG funded events, trainings, or activities designed to build support for peace or reconciliation on a mass scale

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PIR 11: Returnees fully integrated into their communities

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PIR 12: Number of people reached through USG-assisted public information campaigns to support peaceful resolution of conflicts



PIR 13: Number of people participating in USG-supported events, trainings, or activities designed to build support for peace and

The Village Aid MSC Qualitative data analysis report (2018) found: The last of the result areas is particularly difficult to monitor. It conflates the quality of relationships between communities 6

Photo: Young men were able to start a bakery supplying fresh bread and earning them income in an isolated area under rebel control – giving a tangible sense of change in an area without many services and new choices for young men

(which could be obtainable through qualitative data) with a numeric target in terms of the number of villages (which suggests a quantitative methodology, such as a survey). Potentially a database covering known conflicts (such as that used in the United Purpose In Search of Common Ground and Bridging the Gap projects in Cameroon) could provide an indication of more serious breakdowns in relationships – but this could only work if there is a fairly systematic approach to resolving conflicts. Improving relationships also suggests something less tangible than an absence of conflicts. The evidence of changing relationships between different villages is presented in this section. We present achievements against each of the 4 PIRS for this objective interspersed with MSC stories and findings from the qualitative data analysis and final evaluation report. Summary of activities: Objective 3 was achieved through activities of both component 1 (sub grants) & 2 (CSO capacity building) as well as wider spin off benefits and contributions to peace building via the activities of the project. All 25 sub grants included components of P2P peace building and P2P was an integral aspect of all activities. Capacity building of CSOs included provision of a series of training courses on P2P methodology and how it could be adapted by the partners to the Fogni context. Partners were then supported to integrate and enhance P2P into their sub grant projects. In addition the PMU provided regular context updates to USAID AOR on the situation in the Fogni via lead contacts among partner CSOs during and following various security incidents (escalation of violence, armed encounters between military and MFDC, the timber trade / traffic and tensions around, the Gambia crisis in the transition to democratic rule and the spill over effects) from the perspective of the Fogni population. Resourcing of partners (staff salaries, travel, communications) enabled key actors within CSOs to play a wider and often critical role in peace building, conflict mediation and dialogue between rebel, military, government and the community. Project launch occurred on the 2nd December 2014 (see Annex C for more detail). Informal, approximately annual consultations were held between senior UP staff with the two MFDC factions present in the zone of the project intervention. At project start up the factions had given endorsement to the project and the work of UP and the Fogni CSO partners on the one condition that the project team should be staffed with people from the Casamance and not from northern Senegal. A requirement for Jola language was included in the recruitment which ensured this requirement was met in the selection of the PMU team members. Regular partner meetings to plan indicators / M&E, define the call for proposal criteria, and support implementation and learning on sub grant activities also enabled wider building of relationships and sharing of information among Fogni CSOs. The project team joined USAID synergy meetings in Zuiginchoir at least annually and had at least quarterly meetings with local authorities and on occasion with regional authorities, Activities that involved refugees or returnees cut across all the sub grant actions in that activities aimed to connect and integrate returnees as part of wider community initiatives. There was one sub grant to COPI that specifically targeted shelter provision for 38 returnee families recently arrived and in need or urgent shelter prior to the rain season. The P2P aspects involved the wider community supporting the house construction and integration of the returnees. Other sub grantee activities that focused on reconciliation and peace building included: community dialogue on resource management; reconciliation meetings; MF collective meetings; peace negotiations between conflicted communities with oversight by Islamic leaders; the peace ‘loumo’ or market that bought communities together to trade that had not had a market for decades; celebrations for intercommunity reconciliation; forest festivals; bee keeping training

linked to forest management; social dialogue among cooperative members; awareness campaigns; radio programs.

MSC story: Construction of the poultry house and the financing of the first batch of chickens. since then, four batch’s of chickens were financed and managed by the beneficiaries/community with funds from the sale of the first batch of chickens. A total of 715 chickens were sold with a cash accumulation of 1,965,000 FCFA. More important than the income, this activity was seen as a conflict resolution mechanism between two conflicting villages of the commune of Suelle (Diakoye Banga and Batong). These villages were in conflict for many years and the said activity has been a catalyst for reuniting the said communities as it has created an avenue for the people in these communities to work together and to forget the past. The activity emanated when the Khalif General of Fogni mediated in the crisis and organised to that effect the recitation of the holly coran as a means of binding the peace between the two communities.

PIR 10: Number of USG funded events, trainings, or activities designed to build support for peace or reconciliation on a mass scale The performance target over 3 years:

Achievement:

500 events, training and activities completed 536 (268 Year 3) over the duration of the project.

In total 536 activities were carried out. These include trainings, awareness-raising, meetings, inter-community meetings (festivals, weekly market “Loumo”, recitation of the Qur'an, traditional wrestling etc), tree planting, vegetable production, amongst many others (see Annex F).

Activities are very diverse and include those of the sub grant actions and the capacity building and network development work of UP with all the partners. In this section we attempt to present how these activities contributed to support for peace and reconciliation. Significant Changes: Qualitative analysis of community resilience and peace efforts (United Purpose, 2016b) includes a thematic qualitative analysis of the data from the first round of MSC stories. The structure of the analysis uses both the Bujones et al. (2013) framework for analysing resilience and Young and Goldman’s (2015) description of the link between livelihoods, natural resource management and peace building. Importantly, additional themes relating, for example, to the role of women in the economy, and the importance of information flows were also identified. The conclusion to the qualitative analysis suggests that there are three main ways to increase resilience: 

creating alternative sources of income;



creating access to information;



and changing attitudes and practices towards natural resources (particularly forests).

Local community-based institutions were also identified as having an important role in supporting beneficiaries and developing social cohesion and resilience. This was achieved through a diverse range of activities /events. MSC stories report the importance of the peace building projects which have allowed communities to work together peacefully and infrastructure to be developed and used safely. One of the key impacts that the livelihoods project had in both Senegal and The Gambia was to strengthen community relations and inter-village linkages and thus create a more secure environment in which people could conduct their daily lives. This is exemplified particularly well through the story of a village chief who recounts impacts of all the inter-linking projects: MSC Story – how livelihoods activities contributed to peace My involvement in all the activities that I have mentioned with people from the other communities has made reconciliation possible as we get closer and closer to one another every day and greater peace is attained in our communities. Today youth in three communities have regained trust and confidence in each other and we have returned to our traditional way of co-existing and sharing and helping one another thanks to the project…The most significant change for me is the peace that has enabled us to live happily and to be able to work in peace and get more food too and income to sustain our families (SEN17.20).

These improvements, as well as improvements to infrastructure, mean people can travel further for supplies and markets, and the reduction of conflict through working with other villages further strengthens links and confidence with other communities (SEN17.16, SEN17.17). The Kartong Women’s Group were involved in projects that focused on road infrastructure repair to enhance livelihoods in the region. The women in the oyster project reported strengthened communities and cooperation, especially across the border (GAM17.1). Similarly, a woman participating in a vegetable garden project reported that through better community collaboration, water conflicts had been reduced and community relations had been strengthened (GAM17.15). Projects that involved youth were also seen positively within communities (SEN17.17). When these strengthened relations are put under stress, the test will be to see how durable and thus resilient these renewed links prove.

In the most affected areas (Suele, Sindian, Grangkulai, Zone de Palme and Narang) internal disputes has been resolved and there is more dialogue with combatants due to capacity of MSC - The story of Momodou Bentung Jallow

My story is a personal change although it is now hard for my survival because I used to have fast money from illegal timber harvesting. I had three different chain saws but decided to burn them because of the sensitization of ASAPID organisation. The strategy they used on me was that they knew that I was deeply involved in the business they advise my community for me to be part of the committee for the forest. I thanked God for repenting to my contribution to the destruction of the forest. Now instead of destruction, I am involved in serious re-forestation personally and jointly in my own land and in the community owned land. Aside our committee, we have a task force that can trace any poacher with chain saw or with any equipment and be brought to justice. We have completely banned charcoal making and timber logging in the forest. The difference is that we used to get fast money that is not sustainable and now we have slow money with a brighter feature. The committee coordinates the activities in the forest that we only tap the fruits in specific period and assure that every body is given equal opportunity to have part of the benefit. One can either harvest and sell or buy and resell. This has earned many people income that they never had from farming or other businesses. Another interesting incident is that our committee took arrest of a twenty tonner vehicle loading timber logs that was illegally harvested. The case end up to the Zandameri police and the truck was confiscated with a fine. This lesson was circulated to every corner of the zone that make every body to be more careful. One of the latest achievements of the committee, was a proof of their negotiating powers on social dialogue. There was a misunderstanding when we placed our sign board on different edges of the forest and the neighbouring villages acclaimed that what is their right as neighbors even they don’t owned the forest. We decided to invite them in and we all are now enjoying the joint venture for a short and long term benefit and hope.

social dialogue techniques. (JOBE – Year 2 Impact Report Jan 2017)

PIR 11: Returnees fully integrated into their communities The performance target over 3 years:

Achievement:

2100 refugees in Gambia who return to 1954 (116 refugees / 1838 returnees) Senegal Fogni The project period saw at least 4,200 people registered as returnees within the project zone in Senegal and in particular in: Oulampane; Djibidjione; Djignaki; Kataba1 and Sindian. This represented 40% of the refugees residing in the Gambia (10,407 – UNHCR 2015). UP and the CSO partners conducted an informal survey in 2016 that confirmed 4500 returnees had arrived. This indicated a strong sign of confidence in the growing peace. These returnees were targeted where possible to be beneficiaries of sub grant activities. In the end 1838 returnees were involved in livelihood actions in the project – representing 41% of all returnees estimated to have entered the zone. In addition 116 refugees who continued to reside in Gambia but were reached by Gambia Fogni CSOs. UNHCR did not conduct a further follow up survey on refugees in Gambia but planned to do so in 2018.

Some examples of partner activities with refugees/ returnees: Espoir Casa had identified 87 families as recent returnees in the municipality of Djibidione. 522 persons have been register amongst them 123 men, 111 women and 289 youths. These returnees are well integrated in the development and other social activities of their respective villages. Fore example in Balla Bassen the population decided to grow upland rice in a certain land area. The distribution of the land area is done equitably; during the activities one cannot distinguish recent returnees from old residents. These returnees participate fully in the activities of the village and one cannot distinguish them from the others, which is considered as a sign of successful integration.

Justice et Developpement recorded in the municipality of Suelle the arrival of 14 returnees and their families in 2015, amounting to a total of 43 people (17 men, 12 womenand 14 children between 0 and 10 years). All of them live with family members because they still don’t have houses of their own. They are considered as reintegrated because they take part in the building of houses in the village and because they pay their share for the village activities (Gamou, Congress). When they returned, the village supported them through food provisions – after that, all families started agricultural activities (rice, peanuts, millet). The 14 children are all enrolled in the village school. In the area covered by the action ASAPID identified in 2015-2016 147 returnees in the villages of Kouram, Tambouille and Kabekel, including 67 men and 80 women distributed in 17 households, namely 12 in Kouram, 3 in Tambouille and 4 in Kabekel. All of them take part fully in the forest protection activities implemented by ASAPID on an equal footing with long time residents. COPI supported the rehabilitation of the houses of 38 families to facilitate their reintegration – these were families that could not be assisted by red cross due to a higher than expected rate of return. In total Red Cross and the CU – COPI project assisted 405 identified households. These returnees live in the villages of Bouyeme, Djibidione, Kayega, Boulayotte, Niallé, Tambouille, Suzana, Bouyeme, Balla Djifalone and Diaboudior Frontière. In addition to these 38 families, comprising 456 men and women in total, COPI also launched a pilot local support mechanism whereby the Khalif of Fogni pleaded for accompanying and integrating returnees in the villages of Koureg, Kourame, Karanaye, Tampindo, Mararan and Bassène Kassana. These villages were not selected randomly: they have long been stigmatized due to the fact that they used to serve as bases for fighters or were very close to them. In order to fight against the refugee and returnees’ marginalisation and stigmatisation, COPI made the strategic choice of opening a credit line for Fogni refugees in The Gambia. This symbolic support reminds refugees that they are not forgotten or rejected by the Fogni regardless of the reason for their displacement. COPI’s main counterpart is Usoforal Association for Refugees. Board members are politicians capable of exercising a great influence on Salif Sadio and Paul Bassene. It should be noted that any return to villages in Fogni is secure if agreed by the heads of this association. In view of this fact UP established contact between this association and PYDA in the context of one of the grants provided for in the second stage of subgrants that included 500 returnees in horticulture and micro finance actions. 218 returnee families were selected in a participatory way as being among the most vulnerable and were given certified seed by CSO members to establish rain fed crops. The certified seed based on earlier trials was expected to lead to at least a 20% yield increase and as much as 300%

PIR 12: Number of people reached through USG-assisted public information campaigns to support peaceful resolution of conflicts The performance target over 3 years:

Achievement:

20,000 people involved in USG funded 46542 (25374 men and 21168 women) activities, training or events by end of project. 262 villages 228 villages in sub-grant areas of intervention have improved relationship and partnership New cumulative Target YR 3: 50,000 people See below.

PIR 13: Number of people participating in USG-supported events, trainings, or activities designed to build support for peace and The performance target over 3 years:

Achievement:

20,000 people involved in USG funded 46542 (25374 men and 21168 women) activities, training or events by end of project. 228 villages in sub-grant areas of intervention have improved relationship and partnership New cumulative Target YR 3: 50,000 people

262 villages

Results of PIR 12 & 13 are presented together as they represented the same target group as the majority of sub grantee activities, training and events of the project were also closely integrated with public information campaigns. Thus making differentiation between the people participating in the two PIR difficult. So a total target of 50,000 was taken for a collective result rather than the original target of 20,000 each with achievement of 46,542. The total of beneficiaries of all activities and awareness campaigns of the project is: 46,542 (25374 men and 21168 women). See summary in table below. 262 villages in the fogni parts of Senegal and Gambia were reached through activity implementation and radio campaigns. Analysis of the first and second round sub grantees shows over 50% of villages in Fogni target area have been reached. Table: beneficiaries by main activity category and gender

Beneficiaries Activities

Men

Women

Total

Training

877

860

1737

Gardening

310

380

Micro credit

384

525

909

P2P

Sensitization Forest protection Grand Total

6164

2155

8319

1192

2300

3492

16687

15018

31705

25374

21168

46542

37 activities that are specifically concerned to conflict resolution were carried out and a total of 7377 people reached, amongst them 5591 men and 1786 female. Partners endeavored to reconcile the most recurrent conflicts that hamper the development of the Municipality. Below is an example in the table and impact stories. Table: examples of local conflicts addressed through sub grantee actions

AREA OF PARTNER

Kartong, KART

Abende, KART

Kanwally, PYDA

TYPES OF CONFLICT Dispute between two “kabiloos”; Dispute between families about land, sand mining conflict between the youths of Kartong and the APRC government, indifference Conflict between Fogny Jabang kunda and Lamin Jarjue Conflict between two village about land Livestock’s destroying people’s property Divorce Difference between two villages as a result of sports (football) Ethnic conflict Land dispute Nawettan dispute (football) Teenage pregnancy Early marriage Problem between PYDA and the village youths

RATE PREVELENCE

Often Often Seldom

Frequent

Seldom

Following are selected MSC and impact stories.

Includes activities around P2P stepdown training, mediation, concertation, conflict resolution poultry livelihoods and wrestling

Village level conflict resolution case study Justice Et Development (J&D had undertaken the task of reconciling the long standing conflict between 2 sections of the village called Mediedje and 3 divided sections of the village of Ouniyok. The village of Mediedje has 2 sections that have been at a push and pull regarding the location of a health post, which was supposed to benefit the 2 sections of the village. Each of the sections wanted the health post to be close to them and this has created tension and division amongst them to the extent that no section attends either ceremonies or funeral in the other section and people don’t visit one another as they use to do before the conflict. Further more, the village of Ouniyok is also divided into 3 sections but who were united and friendly for many years before the Casamance crisis. The cooperation however broke down when government decided to support the village women with a vegetable garden for families to improve their nutrition and health while the women also make some small income to support their families and especially the school going children. Every section of the village wanted the garden to be close to them and because only one section managed to win the lobbying for the garden to be located close to them, the other 2 communities backed down with anger and the tension rose high and the separation became eminent. The other 2 sections of Ouniock had totally disregarded the project and have advised their women not to participate at any work in the said garden. The situation grew so tense that even the youths who use to play on the same football field are now divided and have each established their own football field. Long before the issue, sources informed that the 3 sections of Ouniock were traditionally said to be well united and did everything together e.g. Funeral service, weddings, naming ceremonies and more importantly, traditional ceremonies that are known to bring people closer to one another. J&D in consultation with the stakeholders involved in the on going peace process in their intervention area and attended the P2P step down training had established 2 committees for the resolution of conflicts in their intervention area. Owing to the greatness and respect for Joker relationship amongst families, Ouniock community had sought the support of people outside Ouniock with joking relation with Ouniock community to help solve the said problem. Report from J&D have it that the problem is now resolved and the youths are now playing football in one common ground as a sign of unity and oneness.

Attitudes to Natural Resources ASAPID’s program of awareness raising about forest conservation, through its multi-stemmed approach, clearly has impact and reach in this area (SEN17.2). Those involved reported dramatic changes in practices and attitudes towards the forest, with strong motivation to conserve and manage the forest for future generations (SEN17.8, SEM17.12). This is MSC – new ways to produce charcoal without destroying the forest Before I benefitted from this project I was one of those who was destroying the forest through the cutting trees for charcoal mining and the fetching of firewood to sell in The Gambia…The job was difficult for a woman and my earnings were relatively small but I had no alternative so I did it…Now my life style has changed since I got support from this project. I am able to stay at home and I produce charcoal with the use of waste materials and my children help me…In this trade I make a relatively small amount of money but without destroying the trees in the forest…Today I am regretting all the destruction I caused to the forest (SEN17.11).

exemplified through the following story: Another positive story is provided by The Kartong Women’s Group which has transformed oyster harvesting practices in the region. Training and sensitisation has focused on business management, and environmental management and protection. As a result, positive impacts on yields and quality have been reported, as well as heightened awareness of good environmental protection measures (GAM17.7). Women report that mangroves are no longer cut, and women

are shifting to new, more sustainable rope-based methods of growing/harvesting oysters. Zoning of the mangroves to allow areas for rejuvenation is now commonplace (GAM17.1, The story is significant because of the filtering down effect of our capacity building status to our beneficiary communities through the increase of production and profitability with an absolute environmental promotion. The days are gone when bees wax is thrown in the bin (GAM17.9).

GAM17.2). Given the institutional strengthening and capacity building that has occurred here, there is a strong sense of stability and durability to the changes that have taken place. As such, it could be argued that resilient transformations have occurred in this case. However, one respondent did suggest further ways to develop and scale-up the project and these would have to be investigated alongside environmental sustainability. Positive environmental outcomes were also reported from bee-keeping project in The Gambia. The stories suggest that attitudes towards natural resources and to conserving the environment have changed in the Fongi region, but it is unclear whether these changes will be durable should further stresses impact upon households. Whilst some stories indicate clear changes in practices and sustained benefits to livelihoods (e.g. GAM17.2), others demonstrate changes to activities that could easily revert back to destructive practices should pressures be sufficient or sustained (GAM17.11). Collective management has had other benefits: For July-September oyster activities are suspended by agreement across the cross border communities to help them regenerate better before the new season begins. This joint management across the border has built new relationships and social capital while reviving what was depleting natural resource. In these cases, the resilience of the changes in practices would need to be carefully monitored and interventions further supported to help communities move towards durable transformation in livelihoods. This ongoing reinforcement will be an important aspect of future work of UP in the Fogni. Impact Story: The forest of Koba and Selety: as a result of the sensitization work done by the community (supported by ASAPID) and their well-organized efforts to protect their forest, which include a system of rules on harvest and means for reprimanding the culprits poaching the forest products. Before the community management structure existed the Fulani returned to the forest and harvested the Saba senegalensis (kabba) fruit before maturity, which negatively affects the production and reduces the revenue earned by the community from the forest. Unlike before, now, no one dares enter the forest without permission of the community since periodically the forest is closed (prohibition of access) for harvest of wild fruits and the closure is unlocked when most of the fruits matured. That been the case in March, the women caught some of the culprits who harvested the kabba before maturity and the forest committee took them to the gendarmerie in Diouloulou where they spent two days. They were released after paying cash charges levied on them. In the past the community did not have the means to enforce collective rules and maintain social cohesion.

Micro credit also able to contribute to communities feeling more connected and less isolated: Box 3: MSC story from Alasan Deme The most significant change is the peace built between our two communities ,Selity and Koba.There has been a long standing dispute between us about the border line of the forest. Although the amount of metres under disagreement is insignificant, but it has caused a lot of miss understanding between us that made us to have a less affair approach to each other. Now it is not only collaborating on the forest protection of our mutual interest but it has gone beyond that by attending cultural, social and traditional events of each other. ASAPID has helped us to negotiate with Kouba through dialogue and there came big interest from both parties. Now we are managing the forest efficiently with the creation of a forest management committee that each community have its representatives. Over the period we have seen enormous benefits coming from the forest by controlling the fruit harvest and at random felling of trees. The fruit tree business has become a good business for the villagers and committee. Every harvest the committee has a percentage and chance is given to every one to get some of it and it was usually the middlemen that took every thing. This scenario has developed extra interest for all the residentsof tosuccesses: control andThe protect the forest. It also helped in the management through participation in tree Example Brikamanding health post. planting, bush fire protection and policing. In a nutshell, the amount of people benefitting from the forest is The health post was built by the International Red Cross (ICRC) and in the clause it was for the community to far more than other activities that bring income to the people. For example, a rangeland for cattle grazing was organize for the purchase / search for drugs but the problem is that the community is faced with a problem of developed to ease the shepherd ship and animal grazing. It prevents stray animals to field crops during the getting the means.. With the credit loan of (300,000 fcfa), we obtained first aid medications. Today we are raining season that increased production and income. The collaboration benefit is making us to think how best able to repay the first loan without difficulty and have a contract for a second loan. we can include our Gambian neighbours in the forest management system in order to minimise the pouching and We received patients who come from the surrounding villages of Suzanna and even some MFDC combatants illegal felling of trees. Such activity is only possible through the Gambian border. come for treatment at the health post. It also encouraged Djinaky's (ICP) medical officer to visit us for care and talk. Our health first aid-box has been revisited and this has allowed other NGOs like Africare to have the courage to support us.

Box 4: MSC story of Binta Sonko of KUJUBEH Village I am a member of the forest committee and realised the importance of women’s role in the overall management of our forest. At first I thought that our participation in the committee was not very important because believing that men should control it based on their advantage in dominating key important decisions and actions. In my own perspective, the most significant change is the women active participation in the management committee. We are even becoming more proactive because of the equal benefit we have in accessing the resources. Now all fruits in the forest is harvested at a stipulated time that allows the products to ripe properly and give equal opportunity to every body to harvest or buy from people. At first only few people used to have this benefit because there was no control and every thing was dictated by the merchants who used to come and offer any price to those who will scramble over it with little benefits Now many women are involved in this business because the citizens are given first priority to buy from harvesters where by some women capitalised on it to have their share to sell it to the best market. There is also the benefit of every bag or container sold, the village share will be 5% that goes to the committee’s account to take care of the forest needs. This is why, what ever you do to poach in the forest, some one must see you and bring you to justice.

MSC story The project has made easy communication among our selves as villagers and neighbouring communities. This created a good peace of mind that brought about trusts and support to each other. AGADA helped us to always come together with a common aim of improving our lives in producing more food and having better income in order to work on the common goal of having peace among our selves. This gave us the strength to come out of the stress and chaos we used to found our selves due to fear of reporting each other to the combatants. No body was trusted because of rampant false allegation reports that made many families to suffer from all forms of mutiny and violence. We always capitalised in the farm gathering for using peer to beer sensitisation as a social dialogue tool. We used the farm not only to work but also for relaxation that many of us begin to enjoy more than staying at home. Finally the village elders used strategy to meet combatants and tell them not to accept any allegation and let them deal with any report maturely by asking any reporter to bring evidence of any allegation or let the accused be called to testify

In some areas P2P involved infrastructure and livelihood initiatives that helped to open the zone to the outside world and relieve a sense of isolation and lack of opportunities. Two examples are given below. Success story: Rice decorticating Machine, Katipa: Started in May 23, 2016 with a current turnover of 714,000 fcfa. Some of the money is used for setting up a credit fund in kind. The activity comprises the purchase of the first necessary food stuff (soap, oil, cooking materials, rice, sugar ...) but also school stationeries for distribution as needed by members of the group. The activity really facilitated the accessibility to food stuff during religious festivals (Tobaski, Koriteh) and during the winter. The huller poles 8 villages. The decorticating machine is located in the village of Katipa which is also surrounded by a number of other sattelite villages in an area that is described as remote and predominantly inhabited by combatants of the MFDC, thus making the movement of people and goods hard and restricted. Prior to the project, women who produce rice for families daily consumption travel many kilometers out of the zone to decorticate the rice. The availability the machine has impacted positively in the lives of people as it has reduced the drudgery of hand pounding as well as travelling long distances, workload by the women. In the same vein the activity has reduced the amount of time that both boys and girls spend after their return from school. In addition to this, the activity has also created the avenue for people especially the women folk in the area to converge and create more peace and understanding amongst them, whilst the income generated is used as a revolving fund for the members for the purchase of household consumption needs that are given to members to be repaid gradually provide an important buffer for resilience.

MSC from Adama Badji The project has made easy communication among our selves as villagers and neighbouring communities. This created a good peace of mind that brought about trust and support to each other. AGADA helped us to always come together with a common aim of improving our lives in producing more food and having better income in order to work on the common goal of having peace among our selves. This gave us the strength to come out of the stress and chaos we used to found our selves due to fear of reporting each other to the combatants. No body was trusted because of rampant false allegation reports that made many families to suffer from all forms of mutiny and violence. We always capitalised in the farm gathering for using peer to beer sensitization as a social dialogue tool. We used the farm not only to work but for relaxation as well that many of us began to enjoy more than staying at home.

Lessons Learned and Recommendations Combining livelihoods, resource management, capacity development and peace building The project experience is that livelihood development, organizational capacity building and peace building activities all contribute together to build more resilient political, economic, social, environmentally secure subsystems. From the data analysis it is clear that the success of the activities supported by UP and its partners is in a large part due to their combined implementation. (Village Aid 2018) The project approach has proven highly effective in delivering tangible poverty reduction activities while contributing to resolution of conflicts and the capacity building of a strong civil society. The P2P approach of promoting Social cohesion is the basis for the development of the project and it has proven an effective tool when integrated with livelihood development and capacity building. Before intervening in an area, the partners first identify the various risk factors and resolve them before any intervention. Fogni is undermined by internal conflicts and much infrastructure is not functional due to lack of agreement. Benefits of supporting local CSOs The CSO partners of the project have a good mastery of the socio-economic and cultural mapping of the Fogni and the subsidies they received allowed them to regain the trust of the community, the authorities and the MFDC. They proved ideal intermediaries to work in a zone that has been difficult to reach for government and other external civil society actors due to influence of MFDC factions and perceived or real security risks. The development of the capacities of the project partners is an important component for the development of the localities because these partners are very strategic; they are an integral part of these communities and will play important roles in both the peace and development process. The capacity building of the partners continues to enable them to become strong associations (partnership with communities, good governance and accountability) that are capable of bringing development to their locality. Mobilisation of women and youth Strong mobilization of women and youth during activities: Women and young people have begun to engage into entrepreneurship in the Fogny area through sales of commodities. At the Sindian market young people opened more than 10 new canteens. This show of strong commitment by youth and women, demonstrates that a new entrepreneurial spirit based on selfconfidence is emerging in the project area and they will need continuous support and follow-up. There is a need to continue to work further on women and girls empowerment, leadership and build the capacity of CSO to confront the challenges of gender based violence, lack of ownership of land and other issues that confront women and their empowerment. The early signs of success in integrating young men into positive livelihoods needs to be nurtured and expanded. Sub granting to local CSOs Sub granting to local level CSOs combined with support / advice and capacity building was highly effective – strengthened local organisations and allowed for a wide range of locally nuanced and appropriate actions to take place that would be difficult to achieve on a project

implemented directly. The locally respected CSOs were in an ideal position to deliver projects in an area effected by conflict and weak government presence and services. Without strong capacity building, local organisations would have been unable to implement the livelihoods projects or develop the peace building initiatives. Without the peace building initiatives, many of the livelihood projects would have failed as communities would not have had the confidence to work together. Given the poverty of the region, introduction and support of livelihood projects was essential to incentivise community involvement in activities and to boost the local economic infrastructure through small businesses. There is an influx of the population in the Municipality of Djibidion to obtain citizenship documents (children, young people and adults). The same phenomenon is noted in the processing of national identity cards. This is a sign of positive behavioral change towards securing Senegalese national identity documents by the inhabitants of the project conflict redden area – a sign of successful integration of returnees. To further build on the progress discussed above, UP has secured a new project funded by the European Union on environmental protection, which will include a strong component on community forest protection. ASAPID will co-manage the project. Key among the project activities includes consolidation of the 14 existing forests and to create 16 new community forests in the Sedhiou and Kolda regions. Discussions are ongoing with NGOs in the regions to ensure cross learning between Ziguinchor, Sedhiou and Kolda. The project is entitled Gouvernance Environnementale Communautaire Sénégal (GoECO Sénégal) and will last for three years. The project independent final evaluation had the following lessons learned: Lessons learned from the implementation of the "Building Sustainable Peace in Fogni" Project that could be used for other phases of the project or similar projects are as follows: 1. The issue of sustainable peace management is inherently transdisciplinary and multisectoral. It requires federating the efforts of the various actors concerned and harmonizing their position in a concerted and coordinated framework; 2. The project has shown that the ownership of local and administrative authorities, the involvement of local technical services and CSOs are necessary for the success of such a project. Thus, it is demonstrated that CSO capacity building is necessary to bring about bottom-up change; 3. When building the capacity of people operating in an administration that is not functioning well, it is unlikely that capacity building will be sufficiently valued; 4. Where economic alternatives (for coal producers for example) or technical alternatives (for honey harvesters using the forest fire technique) are not offered to communities or groups engaged in generating activities With negative environmental incomes, there is little chance that they will change their behavior even if they become aware of the need to preserve the environment. 5. And in the same order, if such provisions are made for cannabis producers, the chances of success would be minimal.

Recommendations There is great potential in the role of Fogni CSOs to be become more formal actors in the peace process. Civil society and the populations of the Fogni deserve a more direct place in the political negotiations. They can help to contribute and also hold to account both government, military and MFDC actors. The Fogni CSOs can have their capacity built to step up to this role both individually and collectively. Such an effort can build on the trust between UP as an organisation and government agents and traditional leaders because of the level of transparency and involvement of all stake holders. The CSOs can accelerate their role into mediation with Government and the combatants to contribute to the resolution of the bigger unrest in Fogni. Women in Casamance have contributed a lot in their own ways in trying to restore peace in the region; yet, very limited recognition has been given to their contribution. The culture restricts women from taking part in peace negations. This issue can also be addressed with further support to CSOs as actors in the negotiations. But the project has highlighted the need to do more on gender – consider specific program on womens empowerment, countering gender based voilence and land issues and access for women in the Fogni. MSC has proven an interesting monitoring tool for project with complex results with great potential for further development. The value of story selection by stakeholders and of analysing the qualitative data that have been collected has been shown. United Purpose should continue its cross border work on forest governance, forest livelihoods. The support of a European Union project in this direction is welcomed but more will be needed. The work should expand into the Gambia where the same issues are apparent and there is an urgent need to strengthen CSOs to engage in accountability and strengthen the fledgling democracy in that country.

Project Administration and Management After the recruitment of the project manager and a finance officer, these staff spent one month at UP Banjul office as part of an orientation to familiarize themselves with the UP and USAID financial procedures and policies as well other relevant documents. The project which was officially launched on the 2nd December, 2014, marked the beginning of the implementation of activities relating to the project. The official launch of the project was officiated by the Prefet of Bignona and was attended by Mayors in the Municipalities in the project intervention area as well as project partners, religious leaders and beneficiaries amongst others PMU Team Recruitment & Orientation Following the advertisement for the recruitment of 6 positions for the Project Management Unit (PMU) (in newspapers and local radios, interviews were held in Banjul and Sindian respectively. The following staff was recruited; The Project Manager and Finance Officer were first recruited, in October 2014 and the rest of the team (gender, conflict resolution capacity building specialists and the driver) were recruited in February 2015. The team included 3 women. Development of the M&E framework A participatory approach was chosen in the development of the project M&E Framework (Performance Monitoring Plan (PMP)).The M&E framework was developed in consultation with partners during project design and another partner meeting held that contributed to enhancing ownership over the project activities and the results to be achieved. A consultant work to finalize the PMP and rationalize a list of indicators selected by beneficiaries was also done. Data collection tools including qualitative and quantitative methods – listed in the table below.

Collection method

Indicator tracked

Most Significant Change (MSC)

12 PIR (all except PIR 6)

Focus Group Discussions (FGD)

PIR 3 – PIR 10 –PIR 11 – PIR 12

Interviews (including sample questionnaires & key informant) Analyse CBO/CSO capacity assessment

PIR 1 – PIR 2 – PIR 3

List and review CBO/CSO project proposals List and review of CBO/CSO financial reports Review CSO/CBO membership lists / records List and review of CBO/CSO strategic plans List and review of CBO/CSO monitoring reports List of traditional conflict structures reestablished List of returnees integrated

PIR 4 – PIR 5

PIR 4 to PIR 9

PIR 6 PIR 7 PIR 8 PIR 9 PIR 10 PIR 11

List of participants reconciliation activities

peace

PIR 13

The Most Significant Change (MSC) is a cross cutting tool that is used to track outcome and results across the 3 result areas of livelihoods, CSO/CBO with improved capacity and contribution to peace through people to people links. Focus Group Discussions and Interviews were used where appropriate for certain groups – although MSC is effectively an interview technique but in a more structured process where stakeholders also review and select the stories recorded. The Organisational Development Checklist and Capacity Needs Survey were carried out at project start up and end. CSOs own ODP plans and progress against them also formed benchmark for monitoring. Most Significant Change Approach MSC was chosen as a relevant tool for monitoring P2P projects in the design phase. This was introduced by the Country Director and was used by the PMU and the Knowledge Management Officer. The methodology was introduced to CSO partners in steps as they got involved in each stage of the tool. Two consultants assisted with qualitative data analysis from MSC stories in the final phase of the project. MSC is a tool for collecting quantitative data through discussion on the most significant changes that people experienced during a programme intervention period. It involves people at different levels of an organization or community discussing stories that have been collected and then pre-selecting the ones they consider most significant. The pre-selected stories are finally subjected to another scrutiny by an independent committee comprising Mayors, UP staff, Partners and the beneficiaries of the project. The process aims to promote an ongoing dialogue about a project and how it can be improved to better meet its awaited aims. It also helps project staff and stakeholders to explore the unexpected or negative changes that may have happened during the implementation of the project. MSC is not meant to be used as a stand-alone methodology but it does combine well with other evaluation methods such as short surveys and focus group discussions. The key steps in the MSC process are outlined in Table 2 below. Further details are described in the MSC Manual (Lennie, 2011). Table 2: Key Steps in the UP MSC Methodology 1

Planning, familiarization with MSC

Domains of Change established as basis for analysis

Reference group established

Stories collected (verbally and in written)

Stories reviewed and the most significant amongst them selected

Stories shared with a wider audience

Secondary analysis of the stories in a wider scope

The first set of stories for Building Sustainable Peace in the Fogni was collected in 2016 and underwent the full MSC process (steps 1-6 above; see United Purpose 2016a) and a qualitative review of the stories (step 7; see United Purpose 2016b). In 2017 the same process was repeated (steps 1-6 culminating in the report by United Purpose 2017a). The findings from these reports are summarized in the Village Aid report. The findings from the qualitative review of the 2017 stories are given in full detail in a report (Building Sustainable Peace in the Fongi and the use of Most Significant Change stories - March 2018). Two rounds of story collection were initiated. The first round was between April and June 2016 and 23 stories were collected from project beneficiaries. 21 amongst them were sufficiently of good quality to be analyzed. Data collection used open ended questions including:  

What is the most significant change you have observed since the project started? Why is the story significant to you?

Stories were collected by staff from United Purpose and local partner organizations. In line with the MSC process, stories were allocated to one of three thematic domains of change: livelihoods, organizational development and peace building. The stories were scored separately by three members of the Project Management Team, using the criteria given in the MSC Report (United Purpose, 2016a) as: ‘their quality in respect of a particular area’; and ‘the impact made by a particular story in relation to [PMT’s] view of what the project aims to achieve.’ The MSC report does not indicate any large differences in scores between individuals and, following discussion amongst the group, a consensus score was agreed for each story. The initial intention, agreed by the PMT team, was to highlight six stories, although this proved difficult because there were ‘many good stories’ and 11 were finally chosen. One of the benefits of the MSC methodology is that, through story-telling, a considerable amount of qualitative data is collected that can be subjected to further analysis. Significant Changes: Qualitative analysis of community resilience and peace efforts (United Purpose, 2016b) includes a thematic qualitative analysis of the data from the first round of MSC stories. The second round of MSC story collection took place in November and December 2017 and consisted of the following: 1. Selection of partners and other stakeholders to participate in the exercise. Partner organizations were selected on the basis that they represented all the different initiatives in the project as well as representing gender and refugees/returnees. Ten partners were chosen, seven of them from Senegal and three from The Gambia. 2. Sensitization of partners to participate in the story collection exercise. Training was provided for interviewers and participating organizations 3. Story collection exercise. The questions were broader than those used in the first round. They included: 4. Can you tell us about any impact that you felt from participating in the project –( either positive or negative)? 5. What was your participation in the Building Sustainable Peace in the Fogni project? 6. What is the most significant change? 7. Why is it significant? 8. Arrangement of stories into different domains 9. Two stages of story selection

10. Report writing Thirty seven stories were collected, 17 from The Gambia and 20 from Senegal and allocated to the four domains. Some stories covered more than one domain stipulated in the following breakdown 

23 livelihood stories



27 organization stories



13 peace building stories



2 negative stories

Project Baseline: The project management unit (PMU) finalized and officially adopted the baseline report which filled gaps in the baseline values and better defining indicators, which were shared with USAID in June 2016. The key findings of the report are as follows: Result 1: Community level poverty reduction through livelihood sub projects    

Estimated Average household income of $65 dollars per month (Sen.$85 Gam.$47) Food security for 7 months (with 3 meals per day) 9 forests under community management systems totaling 482 HA 17 CSO partners have been identified (5 self report that they can design projects P29). Baseline is considered 0 as no sub grant project implementation was started. Result 2 – Community Based Organizations with improved capacity 

34 of CSOs have scores over 3 in proposal writing, proposal success rate and M&E system.



17 (3 out of the 17) have quality and sound financial management



20 out of the 17 organizations increased membership and leadership of women (3 Organizations)



58 (10 partners out of the 17) have developed and used strategic plans With mainstreaming gender in the past



58 (10 out of the 17) CSO partners have developed quarterly and annual Activity reports

The recommendations from the baseline survey had served as a guide for partners to use them to better implement their programmes in relation to the recommended guidelines thus facilitating the measurement of targets and ensuring progress. An organisational capacity assessment was carried out with participating CSO/CBO in year 1. by the PMU Capacity Building specialist. This process includes CSO/CBO boards, staff, and community members. Annual impact reports This report measures the annual impact of the project. During the period under review, significant progress was registered under partners subgrants project activities, beneficiary socio - economic advancement, cultural and overall economic development thriving in peaceful coexistence among the communities of Fogni. The main objective of the report is to demonstrate the impact made by the project in pursuit of the set results against target indicators. Therefore, the measure of project impact mainly focus on livelihoods that generates evidence of improvement of the living conditions of the people,

reconciliation and peace building and partner CSO/NGO capacity building. These components are directly geared towards contributing to peace taking into consideration the total impact of the events, activities and trainings that partners championed with their respective constituencies. Project midterm review: The PMU held the midterm review of the project from October 4th to 5th, 2016. The objective of the event was to determine the progress made in the implementation of the project, constraints experienced and the way forward in order to increase efficiency and effectiveness in pursuit of the desired results of the project. The outcome of the midterm review enabled United Purpose and its partners to elucidate what went well, what did not go well, lessons learnt and mapped out recommendations for the way forward. It has also further energised the project team and partners to better plan and come up with strategies considered appropriate to comprehensively achieve the project results. The review has interestingly revealed that a lot of positive outcomes have already been accomplished, most of which were not well documented or captured into reports, particularly positive achievements made regarding the P2P aspect of the project. The outcome of the event also revealed that the level of networking achieved by the project between stakeholders is remarkable and needs to be consolidated. The meeting has reinforced communication between partners, UP, Mayors and the Administrative Authorities. The outcomes of the midterm review was to highlight what went well, what did not go well, lessons learnt and recommendations for the way forward. It has also further energised the project team and partners to better plan and come up with strategies considered appropriate to comprehensively achieve the project results. The project review saw the screening of the seven identified thematic areas as follows: 1. 2. 3. 4. 5. 6. 7.

Project management Lively hood development Monitoring and evaluation Capacity building Gender Peace building Partnership

Scoring for each thematic area Thematic areas

Individual total scores

Average scores

Project management (Finance,HR.,supervision, delegation,monitoring,planning,reporting)

2.3

Livelihood development(forest& environment, microfinance)

2.5

Need 50

2.9

Monitoring & Evaluation

2.7

Peace building

2.9

Gender

2.5

Partnership

Capacity building assessment

(training,

resource

mobilization,

After the scoring, the meeting further discuss on all the thematic areas because there was a good score only on partnership where the group work can bring a better comparison Participants were divided into four groups for group work exercise and of each of the groups dealt with either one or two themes to brainstorm over and to come up with achievements, constraints/difficulties and recommendations. Project management Achievements     

There are lot of achievement on the activities planned Many partners have covered their budget allocation and reported accordingly Some partners are keeping local authorities informed of what they are doing 75% of meetings being held as an M&E tool 80% of partners reports were in time and appropriate

Issues      

Under reporting There is delay in disbursement of funds Delay in partners reporting Delay in the sub granting Limited amount of funds to cover administrative cost Poor communication between partners and CU

Livelihood development Achievements    

Many sub grants projects were design to bring together/peace among communities set asunder by the conflict Lot of impact started to showcase in credit disbursement and forestry management Partners have created technical support to beneficiaries Partners were independent in credit management

Issues   

Lack of close monitoring to partners activities Lack of feed back to partners Delay in commencement of sub grant projects

Monitoring and evaluation    

Partners assessment done to help to identify needs ODPs developed to map out partners capacity needs Follow up on organizations development plans Trainings on P2P,finance, IT and M&E

Issues      

Some indicators in capacity building not easy to achieve Under reporting Some partners not taking their ODPs as their own need and plan ODP achievements not included in reports More trainings are needed (organizational management, report writing) Some areas of the ODP not implemented

M&E      

Training on data collection Base line survey completed and report shared Templates developed by partners through training Templates revised to minimise the burden on partners Started to conduct mini surveys to capture other indicators in some result areas Steering committees monitoring visits

Issues     

Base line survey not translated in French, which makes it difficult for Casamance partners to understand More support to some partners to improve their M&E system Feedbacks on issues to partners after completing a studies Some of the indicators not being captured in different result areas Project Management Team not making frequent visits to some partners

Capacity building      

Some projects were located to conflict prone areas to bring about peace Social dialogue been carried out by some partners Some returnees and refugees getting support from this project Some events were organized to bring people together for social dialogue Conflict resolution strategies being used by partners Trainings on P2P, do no harm and Negotiation done

Issues   

No specific budget for the P2P roll out with partners Under reporting-many good approaches and activities towards peace not reported Few partners were not sure of their refugee/returnee direct involvement

Gender   

Gender mini study conducted and compilation of the report on the way Women beneficiaries to the project areas more than 80% Gender mainstreaming in governance and management observed

Issues  

Under reporting Less allocations of funds to gender training and sensitization

Partnership   

Capacity building strengthening partnership (trainings and equipment provision) Good relationship with local authorities with some partners Support in partners ODP

Issues  

Poor communication between partners and CU and between partners themselves Poor communication between partners and local authorities

General Recommendations Provide copies of quarterly project activity reports to local authorities (Sue Prefects and Mayors)

Reduce weekly reports if possible bi-weekly Good performance in the overall but BBC services are not very good Send a quarterly activity report to the Prefect and Sub-Prefects The review and its recommendations helped the PMU and partners to be able to follow the said recommendations with a view to making sure that the plans for activity implementation correspond with the recommendations. Quarterly meetings: To ensure a better coordination of activities, the PMU organized partner quarterly meetings at the beginning of each quarter, and the idea behind this was    

Presentation of the project and achievements by partners Highlight the difficulties encountered and the planning for the next quarter activities Discuss issues relating to timely reporting and data collection by partners General information

These quarterly meetings were also a means of bringing the steering committee and the project partners together on a synergy so that they will know one another better. It helps them to support one another when the need arise an example of the support given was the assistance given to ASAPID when they had a misunderstanding with the combatants who threatened to stop their work in the forest of Samboulandiang. In the same vein Africa BeeCause who trained the Koudioube forest committee in beekeeping also AGADA who sought the intervention support from Espoir Casa in the resolution of the crisis between Diacoye and Batong US Ambassador visit: On the 18th November 2016, the US Ambassador in Senegal made a field visit to Koudioube Forest, in ASAPID’s intervention area. This formed part of his visit to USAID funded projects in the Casamance Region of Senegal. The visit enabled him to have first-hand understanding of the Community Forest concept as a strategy to promote peace and forest protection. He received a warm welcome from the beneficiaries, which was characterised by a tour of the forest, followed by drumming and dancing from various cultural groups present at the occasion. In attendance were the sous-prefet of Kataba 1, mayor of Kataba1, head of forestry office in the Diouloulou area, the director of ASAPID, United Purpose staff and the USAID representative in Casamance, among others. The event was attended by 942 peoples, 369 of whom were women and 573 men. The ambassador lamented that this was his first visit in Casamance and that this visit gave him the opportunity to be able to understand how the community forest are linked to the peace in the fogni region. He noted that before his visit it was difficult for him to see how the peace process in the fogni area was influenced by the community forest management. On the 12thDecember 2017, his excellency the Ambassador of US in Senegal Mr Tulinabo Mushingi chaired the official closing ceremony of the "Building sustainable peace in fogni through livelihood development" project.

Development of a Sub Grant Manual throughout Jan- April 2015 formed an essential building block of the previous implementation period. The manual is based on USAID adapted guidelines, flow down requirements and CUs own internal control processes and experiences of granting subgrants to local CSOs. This simple document was developed to allow potential partners to share their ideas on the type of project they might be interested in implementing. The document highlights project objectives, results, direct and indirect beneficiaries, project implementation locations (intervention area), and project duration. Throughout the development stage, the sub-grant manual was shared with USAID who provided feedback and supported the development process. The PMU upon addressing all the issues and incorporating comments highlighted by USAID, re- sent the document for finalization, which was successfully completed in April 22nd 2015. The document is now in use and has also been translated in French version. From October 4th to 5th 2016, the project midterm review was held. The review exercise used “Project Review and Reflection Meeting” (PRRM) approach which is a qualitative method bringing together representatives from all implementing partners and other stakeholders including local administrative authorities to discuss progress made by the project and to make recommendations. Participants stated that the review was very educative in the sense that they learned more about the project goals and objectives, which will enable them to work very smoothly in the future for the achievement of the project goals. A total of 28 people (4 female) took part in the review including the sous-prefets of Kataba 1 and Sindian, the mayors of Suel, Sindian and Kataba1. November 22th 2016, UP Country Director, Project Support Officer and the Project Manager made a presentation of the project APS at US embassy with some USAID staff. About 20 people attended the presentation meeting. From the 7th – 9th February 2017 the Project Cycle Management training was held for both the Bignona PMU staff as well as some partner staff.16 partners attended the training with a total of 28 participants amongst whom 6 were women and 22 Men. From the 6th - 9th February there was a follow-up training on financial management for the following UP partners AGADA, AZOHS, ADY and AMUKULEN. At each quarter end, a review meeting was held in UP Bignona office with Partners’ and the steering committee. This was an opportunity to share information that sub-grantees presented in their activities reports conducted during the past quarter. The discussion included progress made, some concrete results attained and lessons learnt among others. From the 7th to 9th of March 2017 the PMU received a USAID team on a visit to project sites 555o see activities on the ground. Their visit lasted for 4 days and was carried out in 2 stages. The meeting with UP technical team at UP Bignona office was the first activity. At that meeting a review of the last quarterly report was done and the team came up with recommendations for improvement by UP in the write up of the subsequent reports. These include quoting statistical data into the narrative section of the progress on the attainment of the target indicators under each of the PIR. The technical meeting was followed by a field visit on the 8th of March 2017 during which the USAID team met some of the project beneficiaries at Baila and Djignaky. Their tour ended with a meeting with key finance staff and operational staff of UP at UP’s head office in Banjul. Details of the discussion at each of the sites were discussed below. The Baila meeting was presided over by the mayor of Suelle. This was an opportunity for the beneficiaries to discuss their sub grant project activities and how they are impacting their lives. Women of the 3 GIEs (women’s groups) of Diakoye and Batong demonstrated the hardship they have encountered before the inception of the project through drama. Their demonstration reflected on the different household chores they carried out, from early

morning to bedtime. The women also exhibited the initiatives taken by the project in strengthening social cohesion and the resulted impact on their daily lives. 52 people took part in this event, including 16 women and 36 men (AGADA activity report March 2017). The Djinaky meeting took place at the municipality and was presided over by the first deputy mayor. This meeting demonstrated the effects of the project on the income of households and the women’s groups. This also highlighted the importance of microfinance for the development and cohesion of communities. The availability of the microcredit has made it possible to operationalize the Brikamanding health post which attracts patients from The Gambia as well as Senegal. The USAID officials meeting with key staff of UP finance and projects team at UP head office in Banjul marked the end of their visit. The UP team informed USAID representatives that 11 new sub grant projects from 11 partners were approved from the second call for sub grants proposals and two of the sub grantees are based in the Gambia. These projects focus on the strengthening of social cohesion through activities such as community forest management, micro finance and agriculture. Fifty five percent (55%) of these sub grant projects are on consolidation of the gains made in the first sub grant projects while the remaining 45% were new projects with new partners. The USAID team also carried out spot checks on UP project accounts and they expressed appreciation on progress made on earlier recommendations. They also checked on how bank reconciliations are carried out and they have identified strengths and weaknesses in the process. Recommendations that came out for UP to improve include keeping records on staff issues like annual leave and recruitment details; to update UP procumbent manual as changes unfold; to include budget lines into payments vouchers approved among others. From the 25th to 28th march, 10th to 12th April partners benefited from UP support on P2P step down training at partner level for each of the said partners. The beneficiaries of this training comprised of women, men and youths from traditional conflict resolution structures at grass roots level and included religious leaders such as Imams and a parish priest. The total number of participants in these trainings was 161, this comprised of 125 men 36 women. From November 14th to November 15th 2017, a workshop was held at BBC hotel in Bignona to review the implementation of ODP’S and other organizational performance. 20 persons amongst them 3 women and 17 men attended the review meeting. 14 partners out of 17 were present. The organizational development plan has revealed for some partners a lack of vision regarding the future of their structures, the need to better define their values, (mission, vision, objectives, etc.). The review had enabled UP to gage the level of partner implementation of the various levels of the ODP and also to see what challenges partners have faced during the period under review. It was noted that some partners have made significant step such as in the area of identity and purpose (mission and vision) from the baseline survey some partner have moved from 2.7 to 3.8 as an indication of progress. As a challenge the assessment has also revealed that the human resource management area there has been a significant drop from 3.5 to 2.9 which is an indication that more support is needed to build their human resource capacity. In order to minimize financial errors, an evaluation visit of the partner’s financial system was carried out. This resulted in the successful field visit in April 4th-5th to AMUKULEN and Espoir Casa in order to share with them the accounting management tools for an efficient financial management of the project From April 26th to 28th USAID had organised training on Finance management for its partners at Ziguinchor. The training was attended by the UP Project Manager, UP finance assistant as well as some UP partner staff.

Conducted planning and M&E meetings with Casamance partners as a preliminary session towards the preparation for the closure of the project by 29th December, 2017. The team discussed and reviewed with each partner their present contract status to confirm the deadline for the partner end of activity implementation and final official closure of all project activities, the current status of the partner budget in partner account, whether or not an extension is required to end of September 2017, the accuracy of the partner filling system including lists of participants for all events that have taken place since the inception of the project, an inventory of all equipment purchased by the partner with project funds and last but not the least, to share ideas and issues on the final closure of the project e.g. Reports, retirements, external evaluation and audit with the partner that will filter to the project beneficiaries. Validation of the participatory diagnostic report on gender-based violence in the Fogni zone by partners was conducted (10 partners were represented including women). Strong recommendations and suggestions were made. In order to provide a response to the recommendations made, training is planned for partners on gender mainstreaming. The terms of reference and the call for candidates are triggered. Training on Gender and Female Leadership. The workshop was held on the 17th, 18th and 19th September 2017 at Bignona (BBC) with selected partners of UP. 19 participants 3 men and16 women were in attendance. Key issues participants were trained on were:  Partner capacity on gender issues  Partner identification and definition of gender at grassroots level  Partner training in promotion of gender  Partner contribution to promotion of gender and leadership issues and women empowerment During the training participants were given evaluation sheet to note down their reaction on the training. In this sheet participants have noted the information below:  The methodology for the training was appreciated  The pertinence of the workshop  The clarity of the presentation by the trainer  The approached used by the trainer was acceptable by participants  The training contents was appreciated by participants  High level of satisfaction of the training by participants It was recommended that each partner conduct a step-down training at their own community level for men, women and youths who did not have the chance to attend this training. Partners were asked to prepare training plans and send them to the trainer for her to be able to fix time to attend and assist the said partners in the step-down trainings. Partners were also encouraged to mainstream gender in all their development activities. Microcredit exit strategy, discussions were held with each the respective groups: 

Partners and their respective beneficiaries,



The CREC (rural savings and credit bank)



The municipality

The aim of those consultations was to come up with the transfer of ownership model of the funds that best suit their respective situations. 2 committees were established for the management of loans, 1 for Sindian area and the other for Zone des Palmiers area. The committee comprise a representative of the CREC, 2 representatives of COPI beneficiaries, 2 representatives of Kabonketoor beneficiaries, 2 representatives of COPI, 2 representatives of Kabonketoor and a representative of the municipality. At CADP area the committee comprises 2 CADP members, 2 beneficiaries’ members and the municipality members. The

idea was to ensure that the micro credit scheme continues to benefit the appropriate beneficiaries, who are the sole owners of the scheme and to ensure it’s continuity and sustainability after the end of the project.

ANNEX A – PERFORMANCE INDICATOR DATA Annex A: Performance Indicators Table PIR Indicator Baseline Performance Targets Values (By end of project)

Achievement Achievement Year Year 15 (end FY 2015-16)

2 Achievements

STATUS

Year 3 (end FY 2016 -17)

RESULT 1 - Community level poverty reduction THROUGH livelihood SUB projects

PIR Net average 1 monthly income at household level of partners beneficiaries (CFA per HH Disaggregated by gender and refugees/ returnees)

Estimated Average household income of $65 (CFA39,000) per month.

Net additional income of $13 per month / $156 year. Per household for HH targeted for income generation by sub grant projects AND/OR

Income source moved from conflict creating to other sources of income

Net increase of $18 on average (28% increase in income or $83 gross per month). 8

Average monthly increase in income of $45.75 per month

Achieved

Supported by MSC stories on livelihood changes – see Annual Impact Report.

Based on a sample size of 10% of 100 micro finance beneficiaries).

PIR Level 2 household agricultural production partner beneficiaries

of 7 months of 8 Months of food food security security for beneficiaries involved of in agriculture sub grants

Not available 8 months food security on – sub grantee average 9 projects just beginning

11 months (for those involved in food security related sub grants – all women.)

Achieved

622HA Comprising of 14 communities

632HA under Community Forest management among 30 communities

Fully achieved

26 CSO/CBO livelihood sub grantee projects were implemented by 16 CSO’s

Fully Achieved

(Number of months of food security over calendar year by HH Disaggregated by gender)

PIR Forest areas 9 forests 3 protected or total of 482H under improved forest management system (HA)

627 HA under improved forest management system involving at least 30 additional communities in joint management

14 Forests made up of 632HA Involving 25 communities in Senegal and now extending 5 communities in Gambia through cross border involvement in forest management. At least 15 CSO/CBO 6 sub grantee 11 sub grantee projects projects have been projects implemented by 10 CSOs successfully implemented designed/implemented by 6 CSOs

PIR CSO/CBO 0 4 livelihood projects successfully designed and implemented by Fogni communities RESULT 2 - Community Based Organisations with improved capacity

(based on 10% sample size of 100 beneficiaries) from 5 sub grantees target agriculture production – mostly through dry season horticulture and orchards which extends food security to over 8 months.

PIR CSO/CBO 5 out of 17 5 partners develop CSOs good quality project proposals including sound M&E system and gender mainstreaming

14 CSO/CBO are able to develop good project proposals including sound M&E system mainstreaming gender issues

7 CSOs submitted good quality proposals

(Number, Quality of)

10 CSO have 7 Achieved – written 24 proposals out of which 9 were successful. 16 CSO submitted 10 CSO grants developed M&E 16 CSOs systems. implemented reasonable M&E systems 8 out of 17 CSO’s submitted good proposals.

PIR CSO/CBO 3 out of 17 14 CSO/CBO are able to retire sub- 9 CSOs 6 partners have CSOs project funds according to sound and quality requirements. financial system

10 CSOs

PIR Membership and 3 out of 17 8 CSO/CBO increase membership and 3 CSOs 7 leadership of CSOs leadership of women women in CSO/CBO partners

7 CSOs

(Number)

Gender integrated plans 16 CSOs

14 organisations increased female members in their governance structures ; 7 CSO recruited more female staff

Fully Achieved

Achieved

PIR CSO/CBO 10 out of 17 14 CSO/CBO have developed and use Not yet 8 partners develop CSOs strategic plans mainstreaming gender commenced and use good issues quality strategic plans mainstreaming gender issues

9 CSOs 11 CSOs with Achieved strategic new strategic plans plans

PIR Number of USG 0 10 funded events, trainings, or activities designed to build support for peace or reconciliation on a mass scale. PIR Returnees fully 0 11 integrated into their communities

500 events, training and activities 60 completed over the duration of the project.

304 Year 2 232 Year 3 – Fully 536 cumulative Achieved (364 cumulative)

2100 refugees in Gambia who return Not to Senegal Fogni available

646 directly 1954 (116 supported refugees / 1838 returnees)

10 CSOS 1 with existing developed (12) ODPs 9 CSOs are 16 CSO PIR Sub-grant 10 out of the 14 CSO/CBO develop quarterly and 5 CSOs Fully 9 beneficiaries 17 CSO annual activity reports mainstreaming submitting Achieved CSO/CBO partners gender issues regular develop quarterly reports out and annual of 10 activity reports provided with sub grants. RESULT 3 - The people to people relationships between the residents of villages in the Fogni area have been improved

Achieved

PIR Number of people 0 12 reached through USG-assisted public information campaigns to support peaceful resolution of conflicts (Number, Case studies)

PIR Number of people 13 participating in USG-supported events, trainings, or activities designed to build support for peace and

20,000 people involved in USG funded 17,978 activities, training or events by end of project. no data on number of 228 villages in sub-grant areas of villages intervention have improved relationship and partnership

Total of 32,464 people during year 2 including 16,065 men and 16,399 women.

46542 (25374 Achieved men and 21168 women) 262 villages

As the project has an overall New Target YR 3: 50,000 people peace building 119 villages approach this reached number can be reported on this PIR & in PIR 13. 20,000 people from 228 Fogni villages 17,980 32,464 46542 (25374 Achieved participate in event / training / activities (52%women (16,065 men and 21168 supporting peace & reconciliation & 48% men) men/16,399 women) women) 119 villages 262 villages New Target YR 3: 50,000 people reached

ANNEX B: Component 1 Capitalisation Report Sub-grantees updates During the life of the project, 17 partners have benefitted from sub grants for the implementation of 26 different projects. This report therefore, is a summary of activities realized and effects attained. Protection and Management of Community Forests – ASAPID 

Area covered:25 villages of the Municipality of Kataba1 and Diouloulou



Direct Beneficiaries: 31242

Protection of 14 forests with an area of 632 ha benefiting 25 communities and 5 additional communities through cross border exchanges. These forests have a management committee and a certificate of ownership from the municipality recognizing and strengthening the community forest ownership. ASAPID is one of the most important providers of forest management and protection of forests (there were also forest components on some other grantees). Several activities are carried out within the framework of the protection and one can quote among others the forest monitoring by the members of the committee, the sensitization of the communities, the reforestation, the opening of firebreaks to prevent bushfires. The activity includes gardening, beekeeping and charcoal production amongst others. The said activity has not only enabled people to understand better forest protection practices but also how to enhance the growth and availability of both edible forest products as well as other forest resources. Therefore this will result to rational forest resource exploitation as well as enhanced forest conflict resolution that may possibly emanate within the community. Activities completed: 

Communal / local authority (certification) deliberation of 14 community forests (see map)



50 radio programmes organized to raise awareness on social cohesion and forest protection



35 sensitization meetings on the need to reinforce social cohesion for a rational exploitation of the forest resources and particularly a good cohabitation between the cross-border populations



14 forest management committees have been set up, equipped with gloves, boots, cutlasses shovels, rakes, and other tools during the training and awareness for proper management of conflicts and forests.



4 nature friendly school programs were set up withinfour elementary schools (Woniack, Koba, Bandjikaky and Koudioube) located in villages with forest committees. The goal is to introduce students, teachers and parents to environmental

protection

for

increased

awareness

and

implementation

environmental activities. They trained students to ensure good sustainability but also use them as a vector for a massive awareness of communities (young people and adults). 

28 fire-belts created to prevent bush fires



28 forest exchange and evaluation visits: these visits were intended to allow the members of the forest committees to exchange experiences and to take resolutions for the good management of the recommendations resulting from these visits



2 forest festivals organized to raise awareness and to motivate communities to take charge of their forests



Purchase of a machine for the manufacture of alternative cooking charcoal using local materials such as dry vegetable leaves - 110 women members of ASAPID are trained in techniques for the use of the machine and in techniques for production of alternative charcoal as a livelihood



4 nursery sites covering the 14 forests are created (one in Koudioube covering the community forests of koudioube, Macouda and Dombondir, the second in SeletyKoba for those of koba-selety, tambacounda and kabekel, the third site in Koulandian for koulandian, kataba1 and samboulandian sites and the fourth at woniack for the woniack-suzana and barakesse forests, each site has a fence and a well drilled



10 (5 men and 5 women) members of the forest committees are trained in beekeeping.



37762 Plants were transplanted on an area covering 632 ha

On May 11th 2017, they have organized the third edition of the Kataba Forest Festival 1. More than three hundred people took part in the activity and was the assistant to the subprefect of Kataba 1, Diouloulou , the officers of the water and the forest departments, the hunters of Diouloulou and delegation, the mayor of Kataba 1 and his counterpart of Brikama, the representatives of the Mayors of Diouloulou and Djignaky, the representative of the

Departmental Council, the representative of the inspector of IDEN2 in Bignona, USAID representative, United Purpose, NGOs and associations, the press, the customary and religious leaders. At the end of the speeches, a meal was shared, followed by the organization of a panel on the theme "fight against bush fires". The water and forestry offices in Bignona and Ziguinchor have difficulties in meeting the growing demand for tree seedlings, to support them meet those in need; ASAPID has established 4 nurseries since 2016 to supply the 14 forests with plants for reforestation. 2000 seedlings were supplied to the 4 sites with each 500 seedlings. For the 2017 tree planting campaign, 6262 plants were planted with the participation of 279 people (202 men and 77 women) including 59 youth. Amongst this participant, we noted a strong mobilization from the Conseil departemental and that of the student association of the municipality of Diouloulou and Kataba1 living in Dakar (AEERCKAD). The later had organized a tree planting campaign from the 4th, 5th and 6 September in « forets classees » in the division of Kataba1 (Diouloulou and Narang) Effects 

The impact of ASAPID’s sub grantee project resulted in more villages (Woniak/Suzana, Barakesse, Samboulandian, Macouda, Diouloulou) requesting a similar support with a view to creating their own community forests. Their requests were supported by the local and administrative authorities and by the technical services. The impact is such that villages such as Tambouille, Djilacoumoune, Diénouncounda and Kouncoudian started reforestation without directly ASAPID’s support, showing great interest in preserving their community forests and the beginning of the institutionalization of the approach.

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The provision of a time table for the rational and timely harvesting of forest product. N°

products

Benefits by season (CFA)

Dithakh “ditarium senegalensis (fruit)

300 000

Tol (fruit)

100 000

Nété (fruit)

150 000

Solome (fruit)

50 000

Madda (fruit)

800 000

Boncaye (local drink)

25 000



The establishment of a market syndicate for the sale of forest product that will enable both individual harvesters and the community to get a percentage of the income from the sales



Production of charcoal « kapaken Karamba » through the use of residual from dead leavy stuff eg plant, vegetable and herbs.

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Construction of mini local bakery with the use of charcoal known as « Kapaken Karamba », meaning to save the forest,for the production of bread, cake,… and to promote the said charcoal

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The livelihood benefits for the 31,000 people who benefit from these better managed and protected forests is difficult to quantify exactly. It is known that the benefits flow disproportionately to women as the main harvesters of forest products. In focus group discussions ASAPID modelled the benefit per individual per season is up to $2,546.– see table sourced from Koidioube community FGD.

Africa Beecause Africa BeeCause headquarters is in Lamin, Gambia. Their activities consist of promoting peace building through beekeeping as a connecting factor as well as for poverty reduction through training in beekeeping (introduction to bee protection) and forestry (i.a. reforestation techniques). Beneficiaries were selected by community workers together with heads of villages and local authorities. To be selected, beneficiaries had to fall into any of the following categories: be a traditional beekeeper; be a married woman living in the village; be a young married person living in the village or otherwise be active in any form of agriculture. Five villages were selected corresponding to a total of 50 beneficiaries (25 male & 25 female). These beneficiaries were trained in beekeeping techniques such as beehive management, use of protective clothing, interaction with bees, beehive building and positioning, and the different stages of bee-rearing. Once trained the beneficiaries were given the necessary equipment to start their activities: beehives that had been built on the spot during training, buckets, protective clothing, etc. Following the start of the activities follow-up visits were organized with the double aim of giving beneficiaries technical assistance but also of checking whether the learned techniques had been properly adopted. Training in forestry consisted in teaching beneficiaries reforestation techniques and methods of protection of species. Africa BeeCause began collaboration with ASAPID on forest management and protection. This activity has impacted positively on the life of the beneficiaries as it has enhanced the production of honey witch has a dual interest eg honey

for health and honey for income, another impact is the protection of both the forest and the bees which also create the opportunity for beneficiaries to avail themselves with edible forest products for consumption as well as to generate income for families and not losing sight of the peace and togetherness that it creates amongst communities. The protected forest will also help in consolidating the growth of the natural resources that provides food and income for the said communities. Further more the by product of the honey is also processed into body cream and soap that can be used locally with less coast but also generate income for the beneficiaries. The body cream and soap from the honey by product is so loved by women and is a catalyst that soften the body.

Women in Beekeeping

Beekeeping Product (Soap, body cream, honey)

AGADA: Title of the Project "Small Rural Entrepreneurship: Supporting Capacity Building and Poverty Reduction through the Creation of Income-Generating Activities and Support to the Peace Process in the Fogni Region" It covers the period from December 2015 to May 2017 corresponding to the duration of the project.

Target affected 02 villages: 03 GIE Direct beneficiaries: 137 people including 101 women and 36 men; Indirect Beneficiaries: Municipality of Suelle Realizations : *

Strengthening social cohesion between the population of Diacoye banga and Batong,

Construction of a common poultry house, a point of sale and conservation equipped with a solar kit feeding 2 freezers and 7 electricity bulbs and a round house as a community meeting place for, equipped with a television, a set of chairs and tables.

Renovation of fences in three market garden block

production support through close follow-up

Awareness support to 150 people about peace, gender, nutrition; 40 people on nutrition

Training of 102 people in agro-ecological production techniques, 26 people in organizational management and good governance, 50 people in poultry production, 25 people on the People to People approach to conflict resolution.

Creation of a "Djimoutenora" cooperative grouping the 3 GIEs (women groups) and registration with the number SN.ZGR.2017.C.1160 with the opening of a bank account, at CNCAS

Productions: 586 chickens sold with a cumulative cash amounting to 1,093,000 FCFA

48 tons of market garden products with sales of around 20 million.

Initiation of a theater forum

Immediate effects: *

The youths of the two villages (Batong and Diaoye) are interested and involved in the implementation of the project

A cordial and sincere agreement between the two villages is noted and confirmed during the participatory launch of the construction works of the community area. Young people, women and men exchanged gaiety, expressed their ambitions to the point that we cannot even distinguish the inhabitants of Batong and Diakoye.

Availability of chicken and cold ice bloc, no need to walk a long distance of (10 km) to go in search of chicken and ice bloc during feast days.

Agro-ecological practices have had positive effects on production within market gardening perimeters, in particular: "increasing yield, better conservation of products (onion), saving on plant protection products, saving time. These results raised the curiosity of surrounding villages who come on exchange visits to understand agroecological practices.

The well-being of populations is improved thanks to the consumption of organic vegetables

Today, people proudly express their joy at having two new upright freezers that will allow them to preserve products such as (fish, vegetable chickens) and produce ice cream and sell it at a lower cost. The price is fixed at a solidarity price of 100 FCFA as opposed to selling an ice cream at the cost of 350FCFA by external operators. This equipment will generate several benefits and savings. (Saving time and energy) since they will no longer work a distance of 8 to 10 km to buy ice cream or recharge laptops in Sindian, etc. They will save 250 FCFA by buying ice cream that they produce by themselves. Residents will no longer suffer the price of foreign ice sellers. They are now price-makers and not price-takers.

AGADA is engaged in sustainable and eco-friendly agricultural best practices by promoting organic grown produce through the use of compost manure, while discouraging the use of inorganic fertilizer and pesticides in crop production. Towards this direction, they have organised nutritional awareness raising and training in organic vegetable production techniques. Thirty five 35 people (5 men and 30 women) attended the 4-day training in agro-ecology and 40 people (6 men and 34 women) attended the training in nutritional awareness,. In the case of market gardening, 1472 beds were harvested (all tabulation combined). A sales outlet for organic and poultry market products was built and equipped with a solar powered system. As part of their consolidation work, they continue to strengthen the social links between the communities of Diacoye Banga and Batong. AGADA continues to promote social dialogue and communication to reinforce better understanding among the communities through training, meetings and connecting activities (Building a poultry house as a P2P tool that improves relationships and enhances interaction between these two conflicting communities). They have embarked on social communication on peace building and other capacity building for increased

and efficient production. As part of the strengthening of the social links between the communities of Diakoye Banga and Batong, AGADA continue to monitor the progress.

In addition, United Purpose trained three of AGADA staff on how to develop their strategic plan and on P2P approach to resolution of conflicts. Monitoring and evaluation also continued to form part of AGADA engagements, which include collection of data on the sub grant activities they are implementing. AGADA has put in place activities that touch on the peace building process, capacity building and support to vegetable production.

In component 1, support to the peace building process, AGADA carried out activities on social communication for peace, capacity building and support to crop production. Initially, they organized awareness-raising sessions on peace, gender, nutrition and agro-ecology. More than 150 people (11 men and 139 women) attended these sessions. In the same vein, one of their theatre groups made a demonstration in Baila on the 8th March 2017 at an event organised for the visit of USAID team from Dakar and UP team from Banjul to update them on the progress made in the municipality of Suelle through its mayor. 52 people (16 men and 36 women) took part in this event. Another communication was made through a press release that was published on March 14th 2017 in the newspaper Scoop Ziguinchor. they also organized missions of sensitization on the 5th and the 28th July 2017 and a total of 36 people (21 men and 15 women) attended the event. For lunching of the youth meeting center in Diakoye, in August the 2nd 2017, AGADA had organised a one-day participatory dialogue awareness raising session. The commitment of communities has risen beyond expectation with the participation of 106 peoples (29 women and 77 men). The materials/equipment such as flat screen television, a satellite disk, chairs and tables were provided to the youth meeting center for use by the youth.

AGADA had conducted activities related to the creation of a cooperative. A general assembly meeting to select a committee for the cooperative was organised on the 16th of August, 2017 and 54 people (40 women and 14 men) attended the occasion. The cooperative is called Djimoutenora (meaning to have patience for one another). It was registered on the 30th August 2017. For the cooperative to facilitate access to credit and financial security for it’s beneficiaries, it has opened an account with the Senegal National Agricultural Credit Bank “Caisse Nationale du Crédit Agricole du Sénégal (CNCAS)” on the le 30th August 2017 after receipt of their legal registration document.

Component 3, Support to agricultural production At the level of the vegetable garden, the beneficiaries of Diakoye 2 have succeeded in producing okra and other crops such as potatoes, eggplant among others. AGADA had updated their website and have produced better pamphlets to improve its visibility, with support from Jokalante. Amukulen: Project Title "Small Rural Entrepreneurship: Supporting Capacity Building and Poverty Reduction through the Creation of Income-Generating Activities and Support to the Peace Process in the Fogni Region" It covers the period from December 2015 to May 2017 corresponding to the duration of the project.

Target affected 02 villages: 03 GIE( women groups) Direct beneficiaries: 137 people, being 101 women and 36 men; Indirect Beneficiaries: Municipality of Suelle Realizations: Immediate Effects:  Existence of a functional and accessible nursery  Awareness of a certain part of the population about the harmful affects of overexploitation of forest resources, hence the communities' efforts to protect forests by reforestation, but also with an attempt to set up a management committee.  Drastic reduction of conflicts related to turnips  Acquisition of an hectare for the forest and fruit tree nursery  Drilling a well and closing the perimeter  Awareness of 531 (male & female??) community and youth leaders on conflict management.  Trained communities on the P2P approach as a means of effective conflict management  Reforestation / planting of 5700 cashew nuts The activities of Amukulen revolve around 2 components:

1st component: The establishment of a community nursery for the production of forest and fruit trees nurseries. Amukulen’s objective is to orient the community especially the youth towards the developments of orchard and village fuel woodlot to reduce wanton destruction of the forests. Towards this direction, they have secured and fenced a one hectare plot and construct a well in it. With the use of poly pots, they have nursed and planted 5700 cashew in the forest of Djibiam and Djiguirone, which has a survival rate of 63,33% that amounts to 3610 plants. In parallel certain forest species such as Mahogany, Cashew, Gmelina were also planted. 300 seedlings of these trees was planted in the forests of Djinea et Djiguirone. A total of 91 people (85 male and 6 female) and 70 of the males are youth. 2nd Component: Conflict Resolution. In the municipality of Djibidione, co-inhabitation by people had become bad as their relationship have been affected by the longstanding conflict. As a means of reconciling prevailing conflicts amongst communities, Amukulen had organized 6 sensitization meetings and have also carried out a conflict analysis in order to determine the root causes of the said conflicts in the area mentioned above. The results of the analysis have revealed that the causes of conflict are often linked to seasonal football tournaments that is annually organised in the various villages. A total of 531 people (359 men and 172 women) took part in the sensitization events. A total of 6 conflicts had been identified and 4 of them were resolved after the P2P step down training. It was this P2P trainings that enabled Amukulen to carried out the conflict analysis that finally enhaced the resolution of the said conflicts with the involvement of the traditional conflict resolution members within their intervention area. AZOHS: Project Title "Agricultural Valorization of the Projectplant debris and Waster waste" It covers the period February 23 to September 30, 2017 Target affected 04 villages: Balla Bassene, Balla Djiring, Nialle, Baliniane Direct beneficiaries: 165 Indirect Beneficiaries: 2003 people Realizations:  Trained of 108 people in bio-soil preparation techniques and bio-crop protection, 86 people in organic soil fertilization technique, 165 in tree planting techniques and 128 in conflict management techniques.

 Realization of 24 mini permaculture gardens with an area of 211m2 per garden. These gardens aim to make wastewater usable but also to improve the household food basket. 48 Paw-paw and bananas plants at a rate of 2 per site as well as 24 orange trees were planted. Other species such as chilli, tomato, eggplant and passiflora have also been sown. Immediate Effects:  Reductions of 80% of investment funds (the sentence depict that the beneficiaries have spent 80% of their income in the production of vegetable and this is due to the fact that they have not spent money on the provision of water, seeds as well as chemical fertilizer and fungicides/pesticides as before the project  Availability and accessibility of vegetables for household consumption

The four villages (Balla djiring, Balla Bassene, Nialle and Balignane) selected by AZOHS project were entangled in a prolonged and bitter political crisis that had occasionally displaced the inhabitants, which was alleged to have caused a loss of the continuation of adopting their ancestral agricultural practices. With the return of calmness and restoration of relationships, return of those communities members in exile, led to surge in demand for alternative livelihoods options that they can engage in since they have lost their agricultural equipment for decades. The women beneficiaries from the four villages have benefited from a support that enabled them for the first time to embark in off season vegetable production that are commercial in nature. To allow the appropriation of these new off season activities, the following training sessions were organized: -

The cycle (planning of planting period), of leguminous vegetables and their availability in the local market, Nineteen (19) people were trained from Balla Djiring, 27 from Niallé, 16 from Balla Bassene and 46 from Balignane,

Crop diseases control, 42 trained from Baliniane, 21 from Balla Djiring and 33 from Niallé

How to source, dissemination and importance of market information system. Forty two (42) from Balignane, 21 from Balla Djiring and 33 from Niallé attended this training.

AZOHS have also been involved in the search for the strengthening and consolidation of peace amongst the communities. Other activities are the tree planting of value added species such as cashew. The planting of 4530 seedlings took place in four villages covering a total area of

11,8ha and 19 women and 147 men took part in the activity. The consolidation of the peace by AZOHS in their area of intervention has created the opportunity for people to work together and select beneficiaries in harmony but also to support in the resolution of past conflicts. This has encouraged more participation in both livelihood production as well as income generation to better their living conditions. ADY: Project Title "Banking On Ourselves" Target affected 04 villages: Balla Bassene, Balla Djiring, Nialle, Baliniane Direct Beneficiaries: 165 Indirect Beneficiaries are 2003 people Realizations: Training on Gender, female leadership and advocacy: The training has brought together village chiefs, religious leaders, youth movement representative and representative of women organization from the villages in the Project intervention area. Twenty four (24) people (13women and 11men) attended in this training. During the training the interest shown by participants further motivated them to establish committees for advocacy. Those committees will undertake the work of identifying problems that impedes the development of the zone, prioritize with the support of ADY to enable the committees to plan concrete activities. The participants had expressed their satisfactory sentiments on their awaited expectations. Men have been involved in helping women to erect fence posts, nailing of wires and have also participated in the digging of well as well as the preparation of plots for planting. Some men also have taking part in the production of vegetable for consumption and income for the families where as before this activity was described as a women led activity with less involvement of men. On the other hand, women in the intervention area of ADY are contributing money with the aim of purchasing a tractor and the men also have been involved in this contribution. This shows that both men and women are gender sensitive and can do better by working together. Step down training on community level mediation: This training aimed to make effective and expanded diffusion of awareness gained during the training in other to contribute in solving the different conflict at local level by the communities themselves. The step down training was done in 8 villages and was attended by 123 peoples, which 84 men and 49 women.

Vegetable gardening Rehabilitation of 0.55ha perimeter garden at Piran village was done to regroup women who had abandoned the said garden as a result of the lack of water. In order for these women to be able to raise some income, they travel to Bignona to take up laundry as a mean to earn income. This situation has created the impossibility for them to come together as well as to share their thoughts. After successfully regrouping them together, the group has access to adequate water in their well, which is estimated at 5.5m columns of water. A total of 24 men and 25 women have participated in different works during the 6 days work to reestablish their garden. The impact has been that women no longer abandon their husbands and families and travel to Bignona to undertake the tedious work of laundry whilst earning little income. Further to this the women are now regrouping themselves to work together to improve their leaving conditions through the production of vegetables for both income and family consumption. Self-managed Micro-credit: The micro credit activity begun through individual contributions by women who formed groups to support themselves financially. Each group member contributed a certain amount of money and this income was put in a local savings for a certain period of time when the group met and gave loans to few individuals to be repaid at a certain giving period and with some low interest levied on the said loans. When the loans are repaid, the chance is gaven to other women in the group to also benefit whilst the contributions continu to take place. In order to creat the opportunity for more women in the group to access the loan as well as to ensure the sustainability of the sefl invented micro credit scheme. In the village of Piran the self managed micro credit group comprised of 14 women that contribute on weekly basis CFA100 per women. The Marougoune group comprised of 16 women with a monthly contribution of CFA200 par women. The Diarone group has 16 women with a monthly contribution of CFA500 per woman. These contributions are collected and given out to members as micro credit with an interest rate agreed by the members of the respective groups. Diarone group received CFA120, 000 for the purchase cockerels but due to the unavailability of the said cockerels, the group went on to purchase food items that they resold each other. They have gain a profit of CFA40, 000 out of the activity. Coherent chain of production (ccp) The implementation of this activity started the identification and preparation of the land to dig the borehole, followed by digging and instillation of irrigation systems (submersive pomp, drip system etc) to the borehole for agricultural production through the facilitation ADY. Regarding aviculture, the poultry house has already been rehabilitated and other inputs are in place.

Village wood lot The different stages for the establishment of the wood lot were followed and the entire stakeholder (population, technical services as water and Forest), were involved. In total 55 participants (52 men and 3 women) have participated in this activity. ADY provided 600 plants species comprising of 400 Mahogany and 200 Cashews. Each of the beneficiary villages receives 100 plants of Mahogany and 50 Cashews, which were planted by these villages of Tenghori, Coulaye, Nialor and Badiouré. An area totaling 4 ha was planted with trees with 1ha per village.

The problem that remains to be solved is the up-keep of the plants with lies

exclusively on the beneficiaries with the support from ADY and technical services. Kabonketoor: Project title "Economic and social development of Fogny" Target affected 15 villages: Sindian, Niankitte, Diakine, Djibidione, Brindiago, Nema Djinare, Djibiame, Guinea Sibogola, Diacoye Banga, Boulelaye, Djilacounda, Batending, Djiral, Djiter, Situkene. Direct beneficiaries: 289 Realizations:  Micro credit: 65 recipients including 9 men and 56 women for a total amount of 10035000 CFA including 3,000,000 revolving fund.  Training / Advocacy on Birth Declarations: 14 villages touched for a total of 116 people including 69 women and 47 men. The participants were the matrons, Badienes Gokh, village chiefs, women's associations, and civil registrars.  Raising awareness of women's access to land, 108 people attended the training, including 44 men and 64 women.  Leadership training in conflict management 24 people took part including 14 men and 10 women. Immediate Effects:  Increase in household income  Orientation of households about financial institutions  Credit culture for micro enterprise implementation  Improved household food basket and number of months of lean period

 Resolution of 2 conflicts by the communities themselves. Following the P2P step down training, the representatives of the communities of Batong and those of Sitoukene have had a strong desire to find a solution to the problems in two villages in their intervention area. With the support of Kabonketoor women of Sindian, 54 people took part. This was made possible with the commitment of UP and a partner association in the mediation.

Project title "partner capacity building on gender " Activities: 

Selection of the consultant



Partner training on Gender



Gender step-down training by partners

Effects: 

The inclusion of gender sensitive issues in partner proposals



Women accessibility to land for agricultural production

Justice and Development: Project Title "Project for the Promotion of Social Justice and Equity (PPJSE)" Target affected 9 villages: Sindian Municipality: Ouniock, Sindian, Mediedje, Kourouck, Diaguongue, Suelle Commune: Suelle, Diaboudior, Katinongue, Diattang. Direct beneficiaries: 540 including 261 men, 165 women and 114 young people indirect beneficiaries: Realizations:  Training on Decentralization and Sustainable Management of Natural Resources: 87 participants including 24 women and 63 men who benefited from training at Sindian and Suelle communes  Training and awareness on climate change: 80 participants including 45 women benefited from training at Sindian and Suelle communes  Training on UN Resolution 1325: 65 trained, 7 men and 58 women including 12 young Training and feedback on the P2P approach and the Do NO Harm in conflict

management and prevention: 144 people trained and sensitized in Sindian and Suelle municipalities including 99 men, 16 women and 29 youths  Training on Grafting Techniques: 30 people trained including 6 women and 14 men  Training of young people in the protection of forests in apiculture and hive production techniques.

The lack of resources to meet the primary needs of the people is also identified as a source of conflict as well as the irrational exploitation of resources. To curb this poverty problem, J&D has opted for the sensitization and experimentation of varieties with high added value and short growing circle such as watermelon and paw-paw. These beneficiaries have received training in bio protection technology to effectively to control disease combat attacks.

Besides, J&D is also involved in conflict management. They successfully carried out mediation to resolve conflict in the village of Suelle between the community and their Imam. Two people were interested in becoming Imam of the village and each of them has his own supporters as a result, there was a division in the community. To resolve this conflict, J&D collaboratively identified and set up a dispute management committee comprising of resource and moral person. Sessions of sharing ideas and experiences were organized in order to better inform the members how to go about the management of the conflict. On the basis of the mediation, the two communities have finally agreed to unanimously select the imam on a hierarchical order. USOFORAL:

Titre du Projet « Project for the Development and Equipment of the Grand Coulaye Vegetable garden» Area covered: village of Grand Coulaye Village de grand Coulaye Direct Beneficiaries: 165 Indirect Beneficiaries: 2003 Realizations:  Awareness raising day on forgiveness and reconciliation 329 participants including 134 women and 175 youth  The members of the management committee were trained in the prevention and nonviolent management of conflicts. 26 people trained including 18 women  58 people including 36 block members trained in cultural techniques and composting Members of the management committee are formed in ODC. 26 people trained including 18 women The project focuses on strengthening social connections and social cohesion among the Grand Coulaye communities. Following a long and hard mediation the communities accepted to meet and identified a plot where a kitchen garden could be created and could also serve as place for exchange and sharing. One of the parties subsequently rejected the selected site because the site was far from their settlement location; negotiations started afresh and a new site were identified and almost located equidistance between the conflicting parties. Once the plot was cleaned only people from one of the neighborhoods went and completed the work. With the support of the Conflict Resolution Expert mediation resumed. Firstly, the heads of the different factions in grand Coulaye were met to discuss the need for the 3 sections of Grand Coulaye to come together and work in one vegetable garden to create the cohesion and this was followed by the intervention of the women who confronted their husbands during the night and compelled them to accept to come together in the spirit of oneness and to work together in the garden that served as a reconciliation in Grand Coulaye. The agreement by men left the youths with no choice but to accept the decision made through the influence of the women. and the mediation was completed successfully. The recitation of the Quran was done in order to seal the agreement and to bless the recovery of unity on the 17th of October 2016 that was attended by

USAID Representative Moussa Sow among others. A total of 480 people (280 female and 200male) where present. The 2 hectare gardening plot was enclosed, a well was drilled, 16 basins were built and connected via a plumbing grid and a composting well was created for 165 beneficiaries, including 120 women. Consortium of the collectivity of associations in Fogni. To strengthen associations in the Fogni, a consortium of six partners COPI, ASAPID, CADP, MIRE DIEME, AMUKULEN, ENTENTE de Diouloulou has been created. The aim of the consortium is to promote synergy between the different members and create a framework for exchanging ideas and achievements. The initial focus was to use a P2P approach to allow communities to identify the most vulnerable households who could be provided with seeds for growing crops in the rainy season. Vulnerable households were defined as: 1) households which had recently returned to Casamance; 2) households where the head was a widow; 3) households where the head was disabled or sick; 4) and vulnerable households having less than 3 meals per day. In total 278 vulnerable households were identified including 177 returnees. Progress is being monitored. COPI: Support the roofing of returnee houses Economic and social development of Fogni for peace in Casamance - Sindian Peace Market. Activities: 

Support to 38 returnee families with corrugated iron sheets for the roofing of houses. This includes a widow who was at the same time a head of her family.

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The micro credit: COPI had implemented a micro credit scheme to support the alleviation of income capacity of women and youth. This micro credit scheme was implemented in collaboration with the local credit union, known as CREC (Caisse Rurale d’Epargne et de Credit).

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The establishment of the weekly market (loumo) in Sindian permits people within and outside Sindian to converge and exchange the sale of goods that were normally not available in the said locality. This convergence of the people from different localities beyond Sindian serves as a P2P for the resolution of conflicts amongst participants who interact during the period of the loumo.

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Gender and forest activity: considering that women are at the forefront of benefiting from the forest resources, this activity was meant to commit them in the protection and

management of the forest. To that effect trainings and sensitizations forums were organized to better equip them to understand bad treatment levied on the forests and what to do to create prevention.Activities Effects:  38 houses were roofed and covered  266 people (132 male and 134 female) were sheltered  The P2pP element of in this event was that people converged and gave a helping hand in both the construction and the roofing of the houses, thereby enhancing the social cohesion.  A total of 70 people amongst them 50 women and 20 men including youths. Fangsoto Farmers Federation is an association based in Gambia Activities: Strengthening marketing kafoo concept: In order to avert difficulties such as the marketing of vegetable, use of toxic fertilizers, communication on market prices amongst producers as well as the difficulty of women getting access to land for agriculture, Fangsoto had organized: -

Trainings on vegetable production without the use of chemical fertilizer

Created an network of women vegetable producers

Introduced a communication system for sharing information on availability of different vegetable varieties as well as prevailing market prices through the use of telephone

Advocacy on women’s right to ownership of productive land

Training on processing and preservation of vegetables eg tomatoes paste, pepper sauce,…

Effects:  Reliable prices that ensure good income for producers  Create the possibility for buyers to get information on available produce  Ensure staggered planting to avoid excess production and wastage. Saint Joseph Farmily Farm: Activities:  Establishment of a milling machine for women at Karrunor. This activity had enhanced the pounding of cereals by women with the use of local tools which is laborious and hectic.

 Support to the children preschool development by refurbishing and fencing the school premises to accommodate children in a secure and safe environment.  Provision of safe end portable drinking water as well as water for domestic uses by families  Training and supply of teaching aids/materials to the teachers  Support women horticultural activities. This activity thus provides nutrition for families especially for children and ensures good health. Effects: 

These activities eg women garden, milling machine, the community well and the preschool are a good sign of P2P as they bring people together and create a social mood within the said communities.

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The milling machine does not only enhance the pounding by women but creates the avenue for income generation and part of this income is used as remuneration for the teachers in the pre-school

Espoir Casa Activities: The municipality of Djibidione is one that is within the conflict zone of fogni. The said conflicts are linked to land disputes as well as the exploitation of forest resources, the cultivation of cannabis etc). To strengthen the social cohesion and livelihoods of the population espoir Casa has been involved in the engagement of communities in the following:  Agroforesterie: This activity regrouped beneficiaries to embark on the development of trees nurseries that are distributed to individuals or groups of individual who were preidentified by their communities. The tree plants are meant to avert the problem of forest destruction as well as the production of cannabis as an income generation activity. Furthermore the project aimed at strengthening the social cohesion and livelihoods of the populations as it combines agricultural production (vegetable growing) with arboriculture.  Another activity is the management and resolution of conflicts, Espoir Casa has identified traditional conflict management structures, who participated in the P2P step down training.

Effects: 

Football Nawetan Conflict between the youths of Situkene and Balla Bassen as well as youth s of Djiguirone and Diaboudior frontier



Land dispute between Djibieme and Diongol villages as well as assited AGADA in the resolution of the conflict between Diacoye Banga and Batong.

KART (Kartong Association for Responsible Tourism) is an association based in the village of Kartong, Kombo South District of the West Coast Region, The Gambian. KART’s project is called “Environmental Restoration, Management and Women’s livelihoods” Activities 

Rehabilitation of Halihin river access roads was carried out and 35 people (24 men and 11 women) attended the activity. This is the only road used by the women extractors as well as those travelling to The Gambia from Casamance and vice versa.



Participated in community meetings to raise beneficiaries’ awareness on climate change impacts and development of a community adaptation plan.



Protection of the mangrove forest and terrestrials/ marine lives such as oysters. 25 people (21 women and 4 men) graced the event.



Waste cleaning exercise by the communities at riverbanks as a routine activity.

Effects: 

Improved management of the oyster for better quality for consumption



Increased income derived from the sale of the oyster



Rational harvest of the oyster without harming/cutting the mangrove (rack culture)



Maintained social cohesion through the formation of rules and regulations binding the use of the river resources



Conflict between the two oyster women group at Katack and Katack Buduck due to for leadership.



Conflict between Kartong and Kabadio on the use of the River right (over mangrove, over oyster extraction, the closure and the opening of the River)



Conflict between Bandjikaki Village and the rest of Fogni Jabang Kunda, as Bandjikaki failed to attend, meetings and “Tesito” (self support) works.

PYDA (Patriotic Youth Association for Development) based in the Fogni area of The Gambia. Activities:  Micro credit : The association has and continuous to support refugees based in fogni to enhance their livelihood through micro credit for the generation of income for their families in collaboration with a local credit union called Fankanta.  Market gardening aimed at promoting social stability among the Casamance refugees residing in fogni (Gambia) by providing them access to vegetable both for consumption as well as income generation.  Peace building: conducted reconciliation meetings aimed at creating the enabling atmosphere of co-existence between refugees and their host communities. One important aspect to mention was PYDA’s intervention in the diffusion of crisis amongst some communities as a result of their division in the presidential elections that removed President Jammeh. Effects: 

Land problem between Bambara and the native village Kafenkeng. The people of Kafenkeng village gave farming land to the people of Bambara who migrated to the village from Mali but the political crisis that removed President Jammeh was said to have been backed by the people of Bambara and as a result the natives of Kafenkeng who were angry decided to take back their farm land.



Conflict between the supporters of Ex-president Jammeh and those supporters of President Barrow. Communities in the Foni Bondali District in the W.C. Region were divided as some supported EX- president Jammeh whilst others where in support of President Barrow.



Conflict between the Fula tribe who are said to be destroying the forest through the felling of trees and the mining of charcoal and the Jola tribe that own the forest and who are opposed to the destruction of the forest in the village of Kanwally.

CADP Activities:

 Micro credit: to support women groups and youths to embark on petty trading as well as income generation to enhance family livelihoods and the education of their children.  Milling machine to enhance and reduce the work load on women and young girls as well as the drudgery of pounding and the time spent after return from work either on the farm, rice field or school.  Bakery: provides a source of food for families whilst generating income for the proprietor and his immediate family.  Consumer shop: this provides the daily needed ration and other food items as well as vegetables seed for the communities within the zone that is known to be isolated and remote. The area is characterized by a low movement of vehicles and accessibility to towns for the purchase of needed goods restricted.  P2P: this approach enabled communities within the area to dialogue and arrived at a unity amongst themselves and between the said communities and the combatants who are settled in the said zone Effects: 

Free movement of people and goods within the zone



The utilization of income derived from milling machine as a revolving fund for purchase of goods and issuing the said goods to the community members on a loan base payable at a certain period of time.



Forest boundary dispute between BitiBiti and Djinoungue



Conflict between cattle owners and farmers in many villages in the zone des Palmiers



Land dispute between families in the zone des Palmiers

Table 13: List of sub grantee’s activities on P2P (Source : year 2 Impact report) Sub grantee and project COPI: Project for supporting the roofing of returnees houses ASAPID : Project of Community Forestry Protection and Extension

P2P aspect of sub grant Reintegration of returnees (returned refugees) with support to build houses from local communities. Clusters of communities supported to come together to establish registered forests and their own rules of management.

P2P activities 38 returnee families, 266 people (132 male and 134 female) were resettled in Sindian from The Gambia and communities helped build the houses. 25 communities have been involved in practical dialogue to establish and manage forests including cross border communities, benefiting on average an estimated population of 19,725 (9862 male and 9863 female.

CADP Project of stability and economic promotion of Zone des Palmiers (Focuses on controlled zone)

Kabonketoor: Kabonkétoor project for the economic and social development of Fogni

Hold routine (every 2 months) intercommunity (12 villages and others) and zonal meetings. This events aimed to usher interaction between conflicting individuals, communities and rebels.

Hold inter community Micro Finance (MF) sensitisation campaign and monthly meetings at COPI office in Sindian to allow face to face intraction between conflicting parties including refugees. Making it possible for people to access credit from communities vulnerable to conflict.

USOFORAL : Garden development and equipment in grand Coulaye/Com mune d’Oulampane

Communal vegetable garden established among a very internally conflictaffected community.

COPI : Project for the social and economic development in Fogni for Peace in Casamance

Establishment of Fogni ‘regional’ market in Sindian (loumo) to bring estranged and marginalized Fogni communities together

Ongoing involvement in peace dialogue: 5 inter-community and 3 zonal meetings held and on average 267 people (134 male and 133female) attended. During these meetings conflicts related to cutting down of trees were discussed with the rebels, planting and a halt to illegal cutting was agreed. During these meetings, the rebels participated in social dialogue, which stopped the rebels’ marauding with guns in the villages that save communities from being intimidated. 9,468 people from 12 villages benefited from these meetings (4734 male and 4734 female) Held routine MF beneficiaries collective meetings at COPI office, during which MF loans due are recovered from loaners and the next beneficiaries are identified to access MF loans. The event enhances face-to-face interactions and social cohesion between conflicting beneficiaries. These events are attended by COPI, Kabonketoor, CREC, beneficiaries of the MF and new applicants. A total 79 people (4 male and 75 female).

The nature & causes of the conflict in Coulaye identified, followed by separate mediation contacts with the conflicting wards (Kuinie, Kalamakiri and Culaie wards); this resulted in a voluntary agreement to collectively meet where they agreed to hold recitation of the Holy Quran. The event attracted people from the surrounding villages and terminated into an accord for them to reunite and set aside their differences. A total of 480 people (280 female and 200 male) benefitted. Sensitisation of the population of Fogni and local authorities through village-tovillage campaigns and use of the community radio stations to gain support for the weekly market. This resulted in holding two weekly market days. This event attracted over 300 people from in 95

for trade economic development. Justice & Development (JD): Promoting Social Justice and Equity in Sindian and Suelle Commune AGADA: “Small Rural Entrepreneurs hip: Keeping the peace process in the Fogni by creating incomegenerating activities ” Africa Beecause: Bees for Peace

SJFF: Peace Building

Fangsoto: Agro Enterprise Development

and and around Sindian, availing the opportunity for intraction of people in conflict and forging peace among the people. Each area is targeted J&D conducted P2P, DNH and for training and they communication trainings in April 2016. bring together Representatives of the youth association, authorities and Imams, village chiefs, Deputy Mayor, leaders (women and Councilors of Sindian and Suelle chiefs) and then municipalities attended. engage them in themes of community concern. Facilitating dialogue Held social dialogue through P2P & do through coming no harm between two communities together to learn (Diacoye Banga & Batong) in conflict. about gardening. The conflict is over Batong’s jealousy over Diacoye hosting the school, the clinic and other events. As a result of rotational inter community meetings, the conflict was resolved with the support of AGADA . Inter community celebration on the peace achieved was held on the 13th May 2016. 550 (270 female and 280 male) people attended. To enhance honey Held sensitisation campaigns to raise five production & forest communities’ awareness on appropriaite protection through beekeeping techniques and the need for communities coming peace and to protect their forest. Training together. Aimed at on beekeeping best practice and increasing interaction, environmental promotion for pollination social cohesion and need and benefit from bees -25 male-25 income. female To engage into activities (i.e. gardening, milling machines and early childhood development among others) that will bring about integration and interaction between the members of the host communities and the refugees. To engage in social dialoque to enhance peace between the refugees and their

Held 2 awareness campaigns in three communities on how to engage into best paractice beekeeping, the need for peace and social cohesion between the refugees and the host and forest proteciton.. A total of 235 people (135 female and 100 male) trained and a total of 960 people (490 female and 470 male) including 150 refugees.

Held four social dialogues among the members of their cooperative network in each of the communities. Aimed at a better coexistence between the refugees

hosts in the four villages (Wassadu, Bulock, Arangallen & Demban Jola) they work in. Support to 4 women gardens with best practice vegetable production, compost making, seeds & also advocacy on women ownership to land.

and the host communities. The vegetable gardens have also enhanced interacting and rapport among the hosts and the refugees. During these events advocacy campaigns were aimed at enhancing men’s willingness to allow women’s ownership to land. A total of 339 (54 male and 285 female) people directly benefitted including 35 refugees.

ANNEX C: Component 2 Capitalisation Report On the 2nd December 2014, the project was formally launched in Sindian with participation of the administrative and local authorities. Key amongst them were: Prefet of Bignona who represented the governor of Ziguinchor, Sous Prefet of Sindian, mayors, the Khalif General of Fogny, villages chiefs, UP partners and a broad representative of the people of Fogny also attended the launch. The launching of the project was rated successful, as it had attained the aim of informing the local population and the authorities about the project. Since the launch, many CSOs, CBOs, Women’s groups, youth groups and individuals contacted the Sindian project office to express their interest and to seek further information and some have visited the office to simply encourage the staff to work hard because they felt the project was an appropriate support to Casamance and the population of Fogny at the time.

A quote from the Prefet of Bignona, representing the Governor of Ziguinchor Region “I appreciate the fact that CU and its Casamance partners are able to secure this

funding from USAID Senegal and that the project is being headed by a female staff member and is the first of its kind in the area, and I hope sincerely that women will capitalize on this opportunity… I urge that a strong and effective mechanism for mobilization of CSOS & Associations is put in place to ensure speedy and effective implementation of the project, as well as a strong advocacy strategy that would create a chance for the spread of information about the project throughout the area.

For security reasons and negative perception of their work by the communities, the forestry officers were not able to travel beyond the village of Sindian since the eruption of the crisis in 1982. Thanks to the activity « Gender and forest » supported by the project, the government agents in charge of forests, following advocacy and by invitation from a sub grantee partner COPI, have for the first time visited some forests in the Sindian municipality. This was the first time in decades; they went out of Sindian and participated in an activity undertaken in Silick community forest. That opportunity permitted participants to better understand not only the relationship that exist between gender and forest but also to know the role that the forestry authorities can play in educating the population as well as to provide support to the communities in the management of their forests. P2P step down training: the P2P approach to conflict resolution learnt by communities focal persons that attended the step down trainings is very much appreciated by both the partners and the beneficiaries since they have learnt new knowledge and skills. This is evident by the fact that all those trained, including the partners, are now using the P2P skills they learnt from the trainings to resolve conflicts or problems in their respective communities. Batong selling point: the completion of the construction of a selling point, the youth meeting center at, provision of two deep freezers for cold storage of poultry meat and to produce ice blocks for sale to the respective communities for them to have access to cold water for drinking,

is seen as a major achievement in the history of the two formerly conflicting communities of Diacoye and Batong. ASAPID intervenes in 14 forests, each of which has a forest committee in charge of watching and coordinating activities regarding the enhancement of their community forest. With ASAPID's advise an association consisting of 14 forests was formed. This association has four technical assignments (sensitization, reforestation, protection, ecotourism) and they are in the process of securing legal recognition from the Senegalese authorities to be recognized as an association. ASAPID contributed actively to the negotiating process as go between in the border crises between Senegal and the Gambia, which led to the closure of the border in early to mid 2016. ASPID was go between mediator to finding a peaceful solution to the conflict. This conflict concerns the national status of some villages situated in the border area (Touba Tranquille). At one point Gambia Armed Forces crossed into Senegal and there was a flash point were Senegal military could have attacked and causing a serious escalation of the conflict. There are 5 women groups with 35 members each, experiencing this benefit. For the quarter (July-September) oyster activities are suspended by agreement across the cross border communities to help them regenerate better before the new season begins. This joint management across the border has built new relationships and social capital while reviving what was depleting natural resource. Table: Number of Proposals by partners within the last 6 years (3 years before the project and 3 years during the project)

Before the Project

Within the last three years

Success rate

% change before and after project

% success rate

1. COPI

300%

50.00%

2. ASAPID

300%

66.67%

3. USOFORAL

233%

57.14%

4. AGADA

250%

60.00%

5. Africa BeeCause

233%

57.14%

6. FANGSOTO

None before

66.67%

7. Kabonketor

None before

66.67%

8. SJFF

200%

50.00%

9. J & D

200%

75.00%

10. CADP

400%

75.00%

Partners

Averages

265%

62%

INDICATOR OF SUCCESS Identity & purpose

Strategy & Program

Governance &Leadership

ORG 16

Structure &Decision Making

Human resource Management

Finance and administration management

project cycle management

external relations

IT Training

% 2015

Final Score 2016

42%

75%

37.8%

73%

28.9%

66.7%

25.7%

65.7%

USOFORAL AGADA ASAPID 4 CADP 2

37.8

60%

37.8%

64.4%

BeeCAUSE

50%

75%

COPI

40%

72.7%

J&D

64%

71%

KABONKETO OR

22%

60%

SJFFC

FANGSOTO

100

If the cell is white here it means that during the assessment there was already high score in that area and no action was developed for further actions. 1&2 are RED meaning great deal of effort is required in that area 3 is YELLOW meaning although some achievements was registered but more is needed 4&5 are GREEN meaning the organization registered significant progress in that area Restricted zones As of September 2016 people are still restricted in their movements and traffic of vehicles and pedestrians is still prohibited on the following roads due to suspected presences of landmines or fighters: 1) 2) 3) 4) 5)

Diocadou-Bakhignaye-Djigoudiere Toucara-Djigoudiere Diocadou-Karounor Diocadou-Balene Toucara-Kandong-Batinding Boudiake

6) Toucara-Balla Ougonor 7) Massara-Balla Bassene 8) Bakhignaye – Tambacounda 9) Bakhignaye – Djilanfari 10) Kakare- Balonguine

Most significant change lessons learned (extract from MSC qualitative data analysis report) The MSC Report 2017 provides little detail about how and why decisions about story selection were made. This is an important step in the MSC methodology and without this detail, the method loses much of its significance and impact. MSC is a participatory method and as such, the whole process should be recorded and written up as part of the analysis and reporting. MSC is a process and if this process is not documented then the selection of the final stories sits in isolation. Activity reports and annual report However 7 of the beneficiaries being CBOs still need capacity strengthening in this area as most of the staff were volunteers and retaining some of these people without good pay has been a challenge. Potentially a database covering known conflicts (such as that used in the United Purpose In Search of Common Ground and Bridging the Gap projects in Cameroon) could provide an indication of more serious breakdowns in relationships – but this could only work if there is a fairly systematic approach to resolving conflicts. Improving relationships also suggests something less tangible than an absence of conflicts

101

There is considerable scope to actively learn from the MSC process. However, it is not clear how the results of the MSC process have been used. As a developmental methodology, there should be a feedback loop in to the project that ensures that learning from the process is captured so that both critical success factors and blockages to progress are identified. Without this final stage, there is a sense in which the selection process appears more like a competition between the different initiatives. Similarly, there appears in the selection process to be more of an emphasis on how successful an initiative has been rather than why it was successful. Greater emphasis on what factors made a particular initiative successful, and which of these could be replicated elsewhere, would be beneficial to both UP and the partner organisations. UP and its partners are clearly committed to learning from the MSC process, and considerable progress has been made between the first and second rounds of story collection. A further enhancement would be to triangulate the story selection process by repeating the exercise with different groups of stakeholders, for example returnees. This would provide a number of different perspectives on the changes being made by the different initiatives. Finally, the report reviewed the use of MSC as a method alongside the analysis of qualitative data. While MSC had the potential to provide some important ongoing feedback into the programme, the opportunity to capture this reflection was not fully realised and as such its feedback into the programme as ongoing monitoring and evaluation was potentially limited. Analysis of the qualitative data provided more depth and insight into programme outcomes, but weaknesses in the data collection mean that conclusion must remain tentative. Overall, the stories do provide an important, if partial, insight into programme activities in the Fongi. 2.6.1 Improving the quality of MSC stories and their data The first set of proposals relate to ways in which the MSC process could be improved and, in particular, how the recording of the work could be made more effective. This will be important in ensuring researchers are as open as possible about the process they have used as well as being able to justify the results obtained. 1. Screening data. Prior to the second round of interviews, screening data was collected from a sample of 100 individuals. This potentially provides useful survey data in its own right and could be further improved (though kept short) and the results provided to allow an initial level of analysis. 2. Story collection questions. Similarly, the qualitative analysis of stories collected (see below) could have been considerably enhanced by the inclusion of a few standard questions to identify to which initiative each story related. This would not only improve the MSC stories but would ensure that the quality of data for the qualitative review is much improved. Many of the stories did not provide detail about the intervention to which they were linked. A suggested format might be: a. Details of the household/individual and livelihood profile. b. Details of the projects in which they are involved.

102

c. What are the positives about the project and its impact of their lives? d. What are the negatives about the project and its impact of their lives? e. Are there other issues relating to the project you want to raise? f. In conclusion, can you summarise the most significant change to your household? 1. 3. Sampling. It would be helpful to provide a more detailed description of the purposive sampling that was used to identify the 37 interviewees from the initial sample of 100 individuals. 4. Criteria used by the selection teams. The criteria used for the first selections in Senegal and The Gambia were the same, and a core PMT team was involved in both exercises. This ensures consistency but it would be useful if these criteria, and how they were agreed, were explicit in the subsequent reports - and also whether the same criteria were used for the first and second selections. 5. Membership of selection teams. There is obviously a potential conflict of interest if local members of the selection teams are committed to, or participate in, any of the projects from which stories have been collected. Ensuring that the criteria for selection are explicit, and the reasons given for scores are carefully recorded, would provide some protection against this – but while the MSC process itself proposes the inclusion on selection teams of local representatives, this will remain a potential problem 6. Individual scores. For reasons of transparency, the scores initially put forward by each member of the selection team should be recorded. This helps to give an overview of the range of views and (dis)agreements on each story, and the dialogue from these discussions should be summarised. 7. Recording of reasons for selecting stories. Similarly, the rationale for each unanimous score should be recorded in more detail. This is a key part of the MSC learning process and the short notes against each story in the final report are sometimes difficult to understand and do not illustrate the learning process that is intended with the MSC method. Obviously, the reasons given should also relate to the criteria for selection. 8. Anonymity and data handling. As a matter of good research practice, all interviewees should be anonymised in any project reports. For all research and evaluation purposes data also needs to be clearly and rigorously recorded. This means ALL data should be recorded and provided (e.g screening survey results; participatory discussions etc) and data (interview/stories, discussions) should be logged systematically with a clear system of naming files enabling cross referencing to interviews. This should be recorded in a spreadsheet where anonymity can be ensured. This facilitates sharing of data within a team without confusion. 2. Addressing the conceptual challenges of MSC stories and their data There are also a number of more general issues with the MSC methodology that need to be understood as its use continues to develop.

103

1. Domains of change. The three original domains of change – livelihoods, organisational change and peace building – with the subsequent addition of negativity, did not prove particularly useful in the MSC process. Peace building, for example, is an overall outcome of the initiatives in the project, rather than a domain of change. Domains need to focus on change that is significant to project stakeholders. 2. Taking the size or difficulty of initiatives in to account. Some initiatives within the project will be more significant than others – either in terms of their scale and the number of people involved; or in terms of their difficulty (for example, working in areas where there is more conflict). These factors could be included in the criteria used for story selection. 3. Preference for articulate stories. It is inevitable that higher scores are likely to be achieved by stories that are more complete, more articulate or which are better recorded. There is also a bias towards stories provided by organisational leaders, as these tend to be more detailed, comprehensive and often better articulated. This needs to be recognised in the discussion and recorded in the report. 4. Theoretical frameworks. UP appear to be working with two conceptual frameworks – Bujones et al. (2013) analysis of the building blocks to community resilience; and Young and Goldman’s (2015) analysis of the links between individual and organisational development and peace building. These are both useful frameworks but create some difficulties for analysis and it would be helpful if there was greater clarity about where the emphasis should be placed.

104

ANNEX D: INDEX OF ALL REPORTS AND INFORMATION PRODUCTS Document Number

Report title

Date of Published

Final Report 1.

Casamance Project final

31 January 2018

Work Plan 1. 2.

Year 1 Implementation work plan

October 2014September 2015

Year 2 Implementation Work plan

October 2015September 2016

Year 2 Implementation Work plan

October 2016September 2017

Annual Reports 1.

Building Sustainable Peace in the Fogni through Livelihood Development, Annual Report 14-15

Building Sustainable Peace in the Fogni through Livelihood Development, Annual Report 15-16

Building Sustainable Peace in the Fogni through Livelihood Development, Annual Report 16-17

November, 2015 October 2016

December 2017

Quarterly Report 1.

2. 3. 3.

5. 6.

Building Sustainable Peace in the Fogni through Livelihood Development, Quarterly Report FY14 Q1, October to December 2014 Building Sustainable Peace in the Fogni through Livelihood Development, Quarterly Report FY15 Q2, January to March 2015 Building Sustainable Peace in the Fogni through Livelihood Development, Quarterly Report FY15 Q3, April to June 2015 Building Sustainable Peace in the Fogni through Livelihood Development, Quarterly Report FY15 Q4, July to September 2015 Building Sustainable Peace in the Fogni through Livelihood Development, Quarterly Report FY15 Q5, October to December 2015 Building Sustainable Peace in the Fogni through Livelihood Development, Quarterly Report FY16 Q6, January to March 2016 Building Sustainable Peace in the Fogni through Livelihood

January 2015

April 2015 July 2015 October 2015

January 2016

April 2016 July 2016

105

7. 8. 9.

10.

11.

Development, Quarterly Report FY16 Q7, April to June 2016 Building Sustainable Peace in the Fogni through Livelihood Development, Quarterly Report FY16 Q8, July to September Building Sustainable Peace in the Fogni through Livelihood Development, Quarterly Report FY16 Q8, October to December Building Sustainable Peace in the Fogni through Livelihood Development, Quarterly Report FY17 Q9, January to March 2017 Building Sustainable Peace in the Fogni through Livelihood Development, Quarterly Report FY17 Q10 , April to June 2017 Building Sustainable Peace in the Fogni through Livelihood Development, Quarterly Report FY17 Q11 , July to September 2017

October 2016 January 2017 April 2017

July 2017

October 2017

Technical and Sector Assessment Report 12

Validation meeting of participatory gender diagnosis

May, 2017

End of Project Capacity Assessment Of CSOss Operating In The Fogni Zone Of Casamance, Senegal And The Gambia

January, 2018

Most significant change (msc) stort review and Selection report

July 2017

Baseline Capacity Assesment Survey

April 2015

MSC story report -

March 2018

Forest Study – Indiana university

June 2017

MSC meeting report (s)

December 2017

Final evaluation report

January 2018

Year 2 impact report

February 2017

2015 Baseline survey report

June 2016

PMP

June 2015

Gender study

January 2017

Conflict resolution strategy

December 2017

Portfolio analysis of micro finance

November 2017

106

ANNEX E – LIST OF BENEFICIARY VILLAGES REGION

DEPARTEMEN T

COMMUNE

VILLAGES

PARTENAIRE

Ziguinchor

Bignona

Diouloulou

Brigamanding

ASAPID

Ziguinchor

Bignona

Diouloulou

ASAPID

Ziguinchor

Bignona

Diouloulou

Djibaly

ASAPID

Ziguinchor

Bignona

Diouloulou

Missira

ASAPID

Ziguinchor

Bignona

Djibidione

Badioncoto Comboli

COPI, Espoir C, AZOHS

Ziguinchor

Bignona

Djibidione

Baipeug

COPI, Espoir C, AZOHS

Ziguinchor

Bignona

Djibidione

Baipeul Frontiére

COPI, Espoir C, AZOHS

Ziguinchor

Bignona

Djibidione

Bakighaye

COPI

Ziguinchor

Bignona

Djibidione

Baligname

COPI

Ziguinchor

Bignona

Djibidione

Balla-Bassène

COPI, Espoir C, AZOHS

Ziguinchor

Bignona

Djibidione

balla-djifalone

COPI, Espoir C, AZOHS

Ziguinchor

Bignona

Djibidione

Balla-Djiring

COPI, Espoir C, AZOHS

Ziguinchor

Bignona

Djibidione

Balla-Ougor

COPI, Espoir C, AZOHS

Ziguinchor

Bignona

Djibidione

Bassene

COPI, Espoir C, AZOHS

Ziguinchor

Bignona

Djibidione

batinding-Boudiakére

COPI, Espoir C, AZOHS

Ziguinchor

Bignona

Djibidione

Batinding-Diémé

COPI, Espoir C, AZOHS

Ziguinchor

Bignona

Djibidione

Boulélaye

KABONKETOOR

Ziguinchor

Bignona

Djibidione

Boulighoye

KABONKETOOR

Ziguinchor

Bignona

Djibidione

Bouligname

COPI

Ziguinchor

Bignona

Djibidione

Bouliwaye

KABONKETOOR

Ziguinchor

Bignona

Djibidione

bouloyette

KABONKETOOR

Ziguinchor

Bignona

Djibidione

Brindiago

KABONKETOOR

Ziguinchor

Bignona

Djibidione

Broundéne

KABONKETOOR

Ziguinchor

Bignona

Djibidione

Diaboudior-Frontiére

COPI

Ziguinchor

Bignona

Djibidione

Diaboudior-Tangal

COPI

Ziguinchor

Bignona

Djibidione

Diacoye-Comboly

COPI

Ziguinchor

Bignona

Djibidione

Diocadou

COPI

Ziguinchor

Bignona

Djibidione

Dioghol

CADP

Ziguinchor

Bignona

Djibidione

Djibiam

KABONKETOOR, COPI

Ziguinchor

Bignona

Djibidione

COPI,AMUKULEN

Ziguinchor

Bignona

Djibidione

Djifanga

AMUKULEN

Ziguinchor

Bignona

Djibidione

Djigoudière

AMUKULEN

Ziguinchor

Bignona

Djibidione

Djiguirone

AMUKULEN

Ziguinchor

Bignona

Djibidione

Djikesse-kampadoune

AMUKULEN

Ziguinchor

Bignona

Djibidione

Djilanfary

AMUKULEN

Ziguinchor

Bignona

Djibidione

Djinéa -Djilacounda

COPI, AMUKULEN

Ziguinchor

Bignona

Djibidione

Djinéa-Diaguibé

COPI, AMUKULEN

Ziguinchor

Bignona

Djibidione

Djinèrev Niabe

COPI, AMUKULEN

Ziguinchor

Bignona

Djibidione

Djiondji

COPI

Ziguinchor

Bignona

Djibidione

Djiral

KABONKETOOR

107

Ziguinchor

Bignona

Djibidione

Djiréme

KABONKETOOR, COPI

Ziguinchor

Bignona

Djibidione

Djiréme

KABONKETOOR

Ziguinchor

Bignona

Djibidione

Djiter

KABONKETOOR

Ziguinchor

Bignona

Djibidione

Elob Nadjedian

KABONKETOOR

Ziguinchor

Bignona

Djibidione

Elole

KABONKETOOR

Ziguinchor

Bignona

Djibidione

Elole Kaback

COPI

Ziguinchor

Bignona

Djibidione

Elole-madiédian

COPI

Ziguinchor

Bignona

Djibidione

grand-kanao

COPI

Ziguinchor

Bignona

Djibidione

Kabounkoute

COPI

Ziguinchor

Bignona

Djibidione

Kadialouck

COPI

Ziguinchor

Bignona

Djibidione

kaléou

COPI

Ziguinchor

Bignona

Djibidione

Karanaye

COPI

Ziguinchor

Bignona

Djibidione

Karounor-Djiragone

COPI

Ziguinchor

Bignona

Djibidione

Kayegha

COPI

Ziguinchor

Bignona

Djibidione

Kona

COPI

Ziguinchor

Bignona

Djibidione

Kourègue

CADP, COPI

Ziguinchor

Bignona

Djibidione

massara

CADP, COPI

Ziguinchor

Bignona

Djibidione

neine

COPI

Ziguinchor

Bignona

Djibidione

Néma-djinaré

COPI

Ziguinchor

Bignona

Djibidione

niallé

COPI

Ziguinchor

Bignona

Djibidione

ougonor

COPI

Ziguinchor

Bignona

Djibidione

oupeuth

COPI

Ziguinchor

Bignona

Djibidione

Petit-balandine

COPI

Ziguinchor

Bignona

Djibidione

Poukéne

COPI

Ziguinchor

Bignona

Djibidione

sitoukéne

COPI

Ziguinchor

Bignona

Djibidione

Siwol

COPI

Ziguinchor

Bignona

Djibidione

Tambacounda

COPI

Ziguinchor

Bignona

Djibidione

Toukara

COPI

Ziguinchor

Bignona

Djinaky

Balonguine

CADP

Ziguinchor

Bignona

Djinaky

Baranlir

CADP

Ziguinchor

Bignona

Djinaky

Belaye

CADP

Ziguinchor

Bignona

Djinaky

Biti Biti

CADP

Ziguinchor

Bignona

Djinaky

Brikamanding

CADP

Ziguinchor

Bignona

Djinaky

Coussabel

CADP

Ziguinchor

Bignona

Djinaky

Diounoung

CADP

Ziguinchor

Bignona

Djinaky

Djinone

CADP

Ziguinchor

Bignona

Djinaky

Djinoundié

CADP

Ziguinchor

Bignona

Djinaky

Essom Silathiaye

CADP

Ziguinchor

Bignona

Djinaky

Kakare

CADP

Ziguinchor

Bignona

Djinaky

Kariaye

CADP

Ziguinchor

Bignona

Djinaky

Karong

CADP

Ziguinchor

Bignona

Djinaky

Kateum Teum

CADP

Ziguinchor

Bignona

Djinaky

Koussabel

CADP

Ziguinchor

Bignona

Djinaky

Mongone

CADP

Ziguinchor

Bignona

Djinaky

Ndembane

CADP

108

Ziguinchor

Bignona

Djinaky

Tandine

CADP, Kabonketoor

Ziguinchor

Bignona

Djinaky

Wangaran

CADP

Ziguinchor

Bignona

Kafountine

Albadar

KART

Ziguinchor

Bignona

Kafountine

Colomba

KART

Ziguinchor

Bignona

Kafountine

Dombondir

KART

Ziguinchor

Bignona

Kafountine

Kabadio

KART

Ziguinchor

Bignona

Kafountine

Katack

KART

Ziguinchor

Bignona

Kataba 1

Bandjikaki

ASAPID, KART

Ziguinchor

Bignona

Kataba 1

Bani israel

ASAPID

Ziguinchor

Bignona

Kataba 1

Barakesse

ASAPID

Ziguinchor

Bignona

Kataba 1

Bourome

ASAPID

Ziguinchor

Bignona

Kataba 1

Coulandiang

ASAPID

Ziguinchor

Bignona

Kataba 1

Daroul Khairy

ASAPID

Ziguinchor

Bignona

Kataba 1

Darsalam Chériff

ASAPID

100

Ziguinchor

Bignona

Kataba 1

Diénoucounda

ASAPID

101

Ziguinchor

Bignona

Kataba 1

Djibara

ASAPID

102

Ziguinchor

Bignona

Kataba 1

Djilacounmoun

ASAPID

103

Ziguinchor

Bignona

Kataba 1

Dombondir

ASAPID

104

Ziguinchor

Bignona

Kataba 1

Kabadio

ASAPID

105

Ziguinchor

Bignona

Kataba 1

Kabekel

ASAPID

106

Ziguinchor

Bignona

Kataba 1

Kabékel

ASAPID

107

Ziguinchor

Bignona

Kataba 1

Kataba1

ASAPID

108

Ziguinchor

Bignona

Kataba 1

Kataba2

ASAPID

109

Ziguinchor

Bignona

Kataba 1

Katack

ASAPID

110

Ziguinchor

Bignona

Kataba 1

Koba Selety

ASAPID

111

Ziguinchor

Bignona

Kataba 1

Koubanack

ASAPID

112

Ziguinchor

Bignona

Kataba 1

Koudioubé

ASAPID, Africa Beecause

113

Ziguinchor

Bignona

Kataba 1

Koulandiang

ASAPID

114

Ziguinchor

Bignona

Kataba 1

Koulobory

ASAPID

115

Ziguinchor

Bignona

Kataba 1

Kouncoudiang

ASAPID

116

Ziguinchor

Bignona

Kataba 1

Kourame

ASAPID, CADP, COPI

117

Ziguinchor

Bignona

Kataba 1

Macouda

ASAPID

118

Ziguinchor

Bignona

Kataba 1

Madina Birassou

ASAPID

119

Ziguinchor

Bignona

Kataba 1

Madina Daffé

ASAPID

120

Ziguinchor

Bignona

Kataba 1

Mahamouda Diola

ASAPID

121

Ziguinchor

Bignona

Kataba 1

Poukéne

ASAPID, COPI

122

Ziguinchor

Bignona

Kataba 1

Samboulandiang

ASAPID

123

Ziguinchor

Bignona

Kataba 1

selety

ASAPID

124

Ziguinchor

Bignona

Kataba 1

Suzana

ASAPID, COPI

125

Ziguinchor

Bignona

Kataba 1

Tambacounda

ASAPID

126

Ziguinchor

Bignona

Kataba 1

Tambouille

ASAPID, CADP, COPI

127

Ziguinchor

Bignona

Kataba 1

Touba

ASAPID

128

Ziguinchor

Bignona

Kataba 1

Woniack

ASAPID, CADP

129

Ziguinchor

Bignona

Oulampane

balankine

COPI

109

130

Ziguinchor

Bignona

Oulampane

balankine Nord

COPI

131

Ziguinchor

Bignona

Oulampane

Basséne Mandouer

COPI

132

Ziguinchor

Bignona

Oulampane

Bassénekansara

COPI

133

Ziguinchor

Bignona

Oulampane

Bougoutoub Bany

COPI

134

Ziguinchor

Bignona

Oulampane

bougoutoub djinoubor

COPI

135

Ziguinchor

Bignona

Oulampane

boukékoum

COPI

136

Ziguinchor

Bignona

Oulampane

Boundiangatte

COPI

137

Ziguinchor

Bignona

Oulampane

Diabir

COPI

138

Ziguinchor

Bignona

Oulampane

Diagoper

COPI

139

Ziguinchor

Bignona

Oulampane

dialankine

COPI

140

Ziguinchor

Bignona

Oulampane

diamaye-Inor

COPI

141

Ziguinchor

Bignona

Oulampane

diamaye-konsana

COPI

142

Ziguinchor

Bignona

Oulampane

Dioudian-kaléou

COPI

143

Ziguinchor

Bignona

Oulampane

Djibjirone

COPI

144

Ziguinchor

Bignona

Oulampane

djilonguia

COPI

145

Ziguinchor

Bignona

Oulampane

Djinoubor

COPI

146

Ziguinchor

Bignona

Oulampane

Djipakoum

COPI

147

Ziguinchor

Bignona

Oulampane

Grand-Koulaye

USOFORAL

148

Ziguinchor

Bignona

Oulampane

Groungouloug

COPI

149

Ziguinchor

Bignona

Oulampane

kaloubaloub

COPI

150

Ziguinchor

Bignona

Oulampane

Kandiadiou

COPI

151

Ziguinchor

Bignona

Oulampane

Kandialong

COPI

152

Ziguinchor

Bignona

Oulampane

Kanfounda

COPI

153

Ziguinchor

Bignona

Oulampane

Kankandy

COPI

154

Ziguinchor

Bignona

Oulampane

Katimba

COPI

155

Ziguinchor

Bignona

Oulampane

Kindiong

COPI

156

Ziguinchor

Bignona

Oulampane

koudioughor

COPI

157

Ziguinchor

Bignona

Oulampane

Koulican

COPI

158

Ziguinchor

Bignona

Oulampane

koundioughor

COPI

159

Ziguinchor

Bignona

Oulampane

mambigué-kantafort

COPI

160

Ziguinchor

Bignona

Oulampane

mampalago

COPI

161

Ziguinchor

Bignona

Oulampane

Mararan

COPI

162

Ziguinchor

Bignona

Oulampane

Marougou

COPI

163

Ziguinchor

Bignona

Oulampane

nialokane

COPI

164

Ziguinchor

Bignona

Oulampane

Ouel kalir

COPI

165

Ziguinchor

Bignona

Oulampane

ouel-Mondaye

COPI

166

Ziguinchor

Bignona

Oulampane

oulampane

COPI

167

Ziguinchor

Bignona

Oulampane

silinkine

COPI

168

Ziguinchor

Bignona

Oulampane

Yabocounda

COPI

169

Ziguinchor

Bignona

Sindian

Bouyeme

KABONKETOOR, COPI

170

Ziguinchor

Bignona

Sindian

Diaboudior

Justice et Developpement

171

Ziguinchor

Bignona

Sindian

diagongue

KABONKETOOR

172

Ziguinchor

Bignona

Sindian

Diagongue

Justice et Developpement

173

Ziguinchor

Bignona

Sindian

djediel

COPI

174

Ziguinchor

Bignona

Sindian

djinal

KABONKETOOR

110

175

Ziguinchor

Bignona

Sindian

Djinéa-Sibogola

Espoir Casa

176

Ziguinchor

Bignona

Sindian

Djiniper

KABONKETOOR

177

Ziguinchor

Bignona

Sindian

kagnarou

COPI

178

Ziguinchor

Bignona

Sindian

kakéné

179

Ziguinchor

Bignona

Sindian

kourouk

KABONKETOOR Justice et Developpement, COPI

180

Ziguinchor

Bignona

Sindian

leufeu

KABONKETOOR

181

Ziguinchor

Bignona

Sindian

matankigne

182

Ziguinchor

Bignona

Sindian

medjedje

KABONKETOOR Justice et Developpement, COPI

183

Ziguinchor

Bignona

Sindian

Ouniock

Justice et Developpement

184

Ziguinchor

Bignona

Sindian

pendite

KABONKETOOR

185

Ziguinchor

Bignona

Sindian

Sibogola

KABONKETOOR

186

Ziguinchor

Bignona

Sindian

Silick

187

Ziguinchor

Bignona

Sindian

KABONKETOOR Justice et Developpement, COPI

188

Ziguinchor

Bignona

Suelle

Baila

KABONKETOOR

189

Ziguinchor

Bignona

Suelle

balandine

KABONKETOOR

190

Ziguinchor

Bignona

Suelle

Batong

AGADA

191

Ziguinchor

Bignona

Suelle

caparan

KABONKETOOR

192

Ziguinchor

Bignona

Suelle

Diaboudior

KABONKETOOR

193

Ziguinchor

Bignona

Suelle

Diacoye-banga

AGADA

194

Ziguinchor

Bignona

Suelle

Diatang

Justice et Developpement

195

Ziguinchor

Bignona

Suelle

Diongol

KABONKETOOR

196

Ziguinchor

Bignona

Suelle

Djilacounda

KABONKETOOR

197

Ziguinchor

Bignona

Suelle

ghoniame

Justice et Developpement

198

Ziguinchor

Bignona

Suelle

katinong

Justice et Developpement

199

Ziguinchor

Bignona

Suelle

katoudié

Justice et Developpement

200

Ziguinchor

Bignona

Suelle

Kindieng

Justice et Developpement

201

Ziguinchor

Bignona

Suelle

Niakitte

Justice et Developpement

202

Ziguinchor

Bignona

Suelle

Justice et Developpement

203

Ziguinchor

Bignona

Suelle

Talloum

Justice et Developpement

204

Ziguinchor

Bignona

Tenghory

badiouré

ADY

205

Ziguinchor

Bignona

Tenghory

bindago

ADY

206

Ziguinchor

Bignona

Tenghory

boutolate

ADY

207

Ziguinchor

Bignona

Tenghory

coulaye

ADY

208

Ziguinchor

Bignona

Tenghory

diakine

ADY

209

Ziguinchor

Bignona

Tenghory

diarone

ADY

210

Ziguinchor

Bignona

Tenghory

diourou

ADY

211

Ziguinchor

Bignona

Tenghory

djilondine

ADY

212

Ziguinchor

Bignona

Tenghory

djimakakor

ADY

213

Ziguinchor

Bignona

Tenghory

djitoucoubon

ADY

214

Ziguinchor

Bignona

Tenghory

djiva

ADY

215

Ziguinchor

Bignona

Tenghory

edjilaye

ADY

216

Ziguinchor

Bignona

Tenghory

falméré

ADY

217

Ziguinchor

Bignona

Tenghory

francounda

ADY

111

218

Ziguinchor

Bignona

Tenghory

ghoniame

ADY

219

Ziguinchor

Bignona

Tenghory

kafesse

ADY

220

Ziguinchor

Bignona

Tenghory

kaoudioul

ADY

221

Ziguinchor

Bignona

Tenghory

kassila

ADY

222

Ziguinchor

Bignona

Tenghory

koutenghor

ADY

223

Ziguinchor

Bignona

Tenghory

mangoule banni

ADY

224

Ziguinchor

Bignona

Tenghory

mangoule centre

ADY

225

Ziguinchor

Bignona

Tenghory

mangoule nialor

ADY

226

Ziguinchor

Bignona

Tenghory

niassarang

ADY

227

Ziguinchor

Bignona

Tenghory

oubeme

ADY

228

Ziguinchor

Bignona

Tenghory

oussack

ADY

229

Ziguinchor

Bignona

Tenghory

piran

ADY

230

Ziguinchor

Bignona

Tenghory

sandougou

ADY

231

Ziguinchor

Bignona

Tenghory

soutou

ADY

232

Ziguinchor

Bignona

Tenghory

takéme

COPI

233

Ziguinchor

Bignona

Tenghory

tao

COPI

234

Ziguinchor

Bignona

Tenghory

COPI

235

Ziguinchor

Bignona

Tenghory

tenghory tenghory transgambienne

236

Ziguinchor

COPI

Birkama

bajana

Africa BEECause

238

Birkama

Besse

Africa BEECause

239

Birkama

Bullock

FANGSOTO, Beecause

240

Birkama

Mandina Ba

Fangsoto

241

Birkama

Ndemban Jola

FANGSOTO

242

Birkama

sutusinjang

Africa BEECause

243

Birkama

Arrangallen

FANGSOTO

244

Birkama

sanghajor

Africa BEECause

245

Birkama

Tenghory Berefet district Berefet district Berefet district Berefet district Berefet district Berefet district Bintang district Bintang district Bintang district

thiangouth

237

Bignona Berefet district Berefet district Berefet district Berefet district Berefet district Berefet district Bintang district Bintang district Bintang district

sibanor

Africa BEECause

246

Birkama

Bondali

Kafenken Bambarra

PYDA

247

Birkama

Bondali

Kanwally

PYDA

248

Birkama

Jarol district

kalagi

Africa BEECause

249

Birkama

Jarol district

kapassa

Africa BEECause

250

Birkama

Jarol district

kasambou

Africa BEECause

251

Birkama

Jarol district

kewel

Africa BEECause

252

Birkama

Jarol district

sinteti

Africa BEECause

253

Birkama

FANGSOTO

Birkama

Jarol district Kansala district

Wasadou

254

Jarol district Kansala district

Ballen

SJFF

255

Birkama

Kansala

Bwam

COPI, PYDA

COPI

112

district

256

Birkama

257

Birkama

Kansala district Kansala district

258

Birkama

Kombo central

259

Birkama

Kombo central

260

Birkama

Kombo central

261

Birkama

Kombo central

Kansala district Kansala district Kombo central Kombo central Kombo central Kombo central

262

Birkama

Kombo South

Jillanfari

SJFF

Karunnor

SJFF

Darsalame

ASAPID

Dimbaya

ASAPID

Marakissa

ASAPID

Penieme

ASAPID

Katong

KART

113

ANNEX F – LIST OF ACTIVITIES No of activities

Event Project launch

forest festival

involves 14 forests and 20 villages

inter-community meetings supported by forestry committees radio programmes organised by ASAPID - wider communities

Interactive programmes and competitive games with ODCAV

youth conferences on the preservation of forest held in Djinaky, Kataba1, Diouloulou and Kafountine

four nurseries were established

14 forests committees

14 forests other activities eg sensitizations reforestation in the 14 forests (31,000 plants compared to the foreseen 21,500).

14 14

bee cause training in five villages trained in beekeeping techniques such as beehive management, use of protective clothing, interaction with bees, beehive building and positioning, and the different stages of bee-rearing

bee cause beneficiaries were given the necessary equipment

beecause Each village received and planted in the forest 63 plants. Africa BeeCause began collaboration with ASAPID on forest management and protection.

three women’s groups in the Batong and Diakoye Banga villages,

Support was given to organic kitchen gardens and small-scale aviculture

Women’s groups also equipped a produce preservation and selling point and produced forest plants with high added value

AGADA launched the project on December 13 2015 with an event in which both local authorities (for instance the mayor) and the local population people took part, for an estimated total of 2,000 participants.

Diacoye and Batong are Traditionally respected by other villages, which gave them a unique position to be emulated by other villages

two in Diacoye and one in Batong): all three received support for kitchen gardens, community meeting center and the establishment of a selling point.

women received training in financial management

technical coaching during a practical training on the land plots themselves

For each plot a management committee was established

AGADA managed, following several mediation meetings, to persuade the two communities to overcome their disputes.

agreement was sealed by a Quran reading chaired by the Khalif of the Fogni, a ceremony that was attended by 65 people, among which 35 very influential marabouts and religious guides.

114

50 people have been trained in aviculture to implement the activities (32 women and 15 men).

poultry house was built and equipped in Diacoye by common agreement between the two communities

AGADA also established in each plot nurseries comprising a total of 3,439 agroforestry plants

ASAPID contributed actively to the negotiating process as go between in the border crises between Senegal and the Gambia

CADP microcredit schemes targeting 810 beneficiaries

16 women’s groups, Birkamanding health point - supply of medicinal products - and another 45 individuals among which 12 returnees)

Microcredit allowed women to constitute a solidarity fund.

purchase of “parkia Biglobossa”(African Locust Bean – a forest fruit), nere seeds for members, their processing and reselling at an interesting price at the Bignona market

The benefits are used to buy essential food products and distributed to members as further credit

a millet mill has been assigned to them in Katipa which serves around 15 villages.

opened an account by the Credit Mutuel in Bignona.

A family bakery was created

CADP They act as buffers between the Senegales administration, local populations and fighters as well as gateaway for NGOs and other development organisations:

COPI45 beneficiaries (33 women, 12 men) benefited of the credit line for a total amount of 5,150.000 CFA

An exchange mechanism was established among beneficiaries from different villages, partners (COPI and Kabonketoor) and CREC

; monthly meetings were held.

COPI: two trainings in credit management

the weekly market created, ‘loumo’, in Sindian

opened on May 8, 2016 through a cerimony attended by the Sindian Sous-Prefet, the mayor of Djibidione, the deputy mayor of Sindian, Concern Universal, the relevant organisations and the customary and religious authorities (aroun 150 people in total).

COPI and the ICRC made an inventory of all returnees having started to build their houses in order to support them with corrugated iron sheets. However ICRC could not support all beneficiaries.

38 returnees’ families could be provided with the corrugated iron sheets needed to cover their houses.

FANGSOTO: trained in new agricultural techniques (soil preparation, selection of seeds) and good governance/management of their gardens

Seeds were bought and distributed to gardening plots in Ndamban, Wassadou, Arrangalen and Bulock

Awareness raising meetings were organised on conflict prevention and management with the attendance of more than 250 people (70% women) including 76 Casamance refugees residing in The Gambia.

115

JD: Seven trainings were organised on government decentralisation, sustainable management of resources, climate change, UN Resolution 1325, conflict management, accounting management, grafting techniques for fruit trees and beekeeping.

strengthen locally elected authorities so that they can play their role fully but also to equip the communities

5,300 plants have been replanted in the forest.

20 young people were trained in beekeeping,

J&D organised in the municipalities of Sindian and Suelle feedback workshops aimed at giving a renewed impetus to local conflict management strutures.

a group of young people from Ouniock asked J&D for help to solve a conflict within their village

annual Gamou; in cooperation with the municipality of Sindian and some authorities J&D could mediate through a joking parental relationship setting with the involvement of people from villages who reside in The Gambia or in inland Senegal

Kabonketor operates mainly in microcredit in cooperation with CREC in Sindian

Kabonketor also carries out aware-raising actions on women’s access to land.

SJFF: Jilanfari, Karunor and Ballen, defining the roles and responsibilieties of each party. Two trainings followed, one on horticulture and one on forest management.

a one hectar plot was prepared in Ballen; the preparation involved building the enclosure, a new well, six basins and a 2000 litre tank as well as the installation of a pumping system powered by solar energy Refugees in Ballen are a very large percentage of the population, 150 out of 200 inhabitants

1 1

keep children off the streets SJFF opened an ECDs (Early Childhood Development Centre) in Jilanfari and Karrunor.

Material intended for the centres (books, pencils, rubbers, exercice books, handbooks for teachers) were also symbolically delivered to the heads of the villages.

SJFF assigned a millet mill to the women of Karrunor and part of the benefits is still be used to equip the centres and pay teachers

SJFF 2,350 plants were replanted in the forest

the mini well’s pump in Jilanfari was repaired.

project provision of support to this school is important because it provides a conducive environment and opportunity for both children of refugees and the host communities to have access to primary school education.

Grand Coulaye communities. Following a long and hard mediation

USOFORAL Once the plot was cleaned only people from one of the neighbourhoods went and completed the work.

USOFORAL A Quran reading sealed the agreement and to blessed the recovered unity on the 17th of October 2016

The 2 hectare gardening plot was enclosed, a well was drilled, 16 basins were built and connected via a plumbing grid and a composting well was created

Africa BeeCause supported ASAPID on the training on beekeeping organised by the Koudioube committee in the context of empowering forest management committees

116

CADP stepped in to facilitate mediation between ASAPID and a MFDC faction in Samboulandiang a consortium grouping 6 organisations (COPI, Kabonketoor, CADP, ASAPID, Amukulene, Entente Diouloulou and Mire Dieme) was established, called the ‘Collectif’ – they are in the process of registering their consortium.

Courtesy visits were made to: Mayors, Sous-Prefets, the Prefet of the Bignona Department, Water and Forests department of Diouloulou and Bignona, SDDR of Bignona in order to brief them on the project’s state of play and to enhance the visibility of the project and of the related activities.

P2P step down training and conflit resolution mediation . A total of 13296 (4898 male and 8398 female) people attended.

US Ambassador's visit to Koudioube forest

US Ambassador's visit to Diouloulou (project closure)

USAID visit/ meetimg with the project beneficiairies

Project mid-term review

Project presentation at US embassy

Project Cycle Management training

financial management follow up training for the following UP partners AGADA, AZOHS, ADY and AMUKULEN

Gender and Female Leadership training and step down training

TOTAL

268

117