GEORGIAN HAZELNUT IMPROVEMENT PROJECT - …pdf.usaid.gov/pdf_docs/PA00N29W.pdfGeorgian Hazelnut...

Prepared for review by the United States Agency for International Development under the USAID Cooperative

Agreement: AID-114-A-16-00001, Georgian Hazelnut Improvement Project (G-HIP) Activity in Georgia,

implemented by CNFA.

GEORGIAN HAZELNUT IMPROVEMENT PROJECT

Work Plan for Project Year 2

October 1, 2016 – September 30, 2017

Georgian Hazelnut Improvement Project Year 2 Work Plan

CNFA 2 Cooperative Agreement #: AID-114-A-16-00001

Georgian Hazelnut Improvement Project (G-HIP) Activity in Georgia

Work Plan for Project Year 2

October 1, 2016 – September 30, 2017

USAID Cooperative Agreement.

AID-114-A-16-00001

Implemented by CNFA

Submitted to:

USAID/Caucasus

Mr. David Tsiklauri, AOR

Submitted on October 30, 2016



Table of Contents

Index of Acronyms ............................................................................................................................................... 4

Executive Summary ............................................................................................................................................. 5

Background ...................................................................................................................................................... 5

Communication Strategy ................................................................................................................................. 7

Expected Project Outcomes ............................................................................................................................ 8

Our Implementation Plan for Project Year 2 ....................................................................................................... 9

Project Management and Operations ............................................................................................................. 9

Component 1 – Association Development .................................................................................................... 10

Component 2 – Increased Productivity and Competitiveness, Postharvest Handling .................................. 15

Component 3 – Infrastructure Development and Marketing ....................................................................... 20

Coordination of Project Activities with other Donor-Funded or GoG Programs and Activities .................... 22

Gender and Disability Integration ................................................................................................................. 22

Monitoring & Evaluation (M&E) .................................................................................................................... 22

M&E Plan ................................................................................................................................................... 22

Targets for Project Year 2 .......................................................................................................................... 24



Index of Acronyms

AACREA Asociación Argentina de Consorcios Regionales de Experimentación Agrícola

ACDA Agriculture Development Cooperative Agency

APMA Agricultural Projects’ Management Agency

B2B Business-to-Business

CNFA Cultivating New Frontiers in Agriculture

COP Chief of Party

DCOP Deputy Chief of Party

DQA Data Quality Assessment

ENPARD European Neighborhood Programme for Agriculture and Rural Development

FAO Food and Agriculture Organization of the United Nations

GHGA Georgian Hazelnut Growers Association

G-HIP Georgian Hazelnut Improvement Project

GoG Government of Georgia

HEPA Hazelnut Exporters and Processors Association

HDS Husking, Drying, and Storage

ID Indicator Description

M&E Monitoring and Evaluation

MoA Ministry of Agriculture of Georgia

PMP Performance Monitoring Plan

REAP Restoring Efficiency to Agriculture Production in Georgia

UNDP United Nations Development Programme

USAID United States Agency for International Development



Executive Summary

As the Project Year 1 Annual Report is submitted simultaneously with this Project Year 2 Work Plan, there is

no requirement from USAID to repeat the Sector Assessment and the Sector Background from the Annual

Report, except as it relates to the programs and activities of Project Year 2.

Background

As highlighted in the Project Year 1 Annual Report, G-HIP and its Alliance partners have already achieved

several key milestones and accomplishments through efforts to confront and address the structure and

process-oriented challenges existing in the hazelnut sector, making significant progress towards achieving its

5-year vision. Within Component 1 activities, G-HIP addressed the institutional and human capacity gaps

within the Georgian Hazelnut Growers Association (GHGA) by conducting a management and organizational

capacity assessment, clarifying staff roles and responsibilities, expanding its overall value proposition and its

offering of programs and activities, developing a sustainable business plan and action strategy, recruiting an

Executive Director and a Commercial Advisor, providing training and mentoring opportunities to its staff, and

establishing the Temporary Executive Committee (TEC) to provide guidance in the absence of a functioning

Board of Directors. These efforts have positioned GHGA well to rapidly expand its membership, provide

training programs and value-added services to producers, and effectively represent the hazelnut sector.

Similarly, G-HIP developed a program of activities to facilitate increased institutional capacity for the Hazelnut

Exporters and Processors Association (HEPA), which included providing several trainings for HEPA members

to enhance their organizational and staff capacities, collaborating with HEPA’s management team to design a

communication and marketing strategy, and supporting its membership in international trade organizations.

Empowering HEPA to promote Georgian hazelnuts internationally will result in an improved brand and

reputation for quality in key export markets as outlined in G-HIP’s 5-year vision.

G-HIP’s activities within Component 2 focused on facilitating increased productivity and competitiveness for

producers and processors, as well as on promoting modern post-harvest drying and storage technologies and

practices. In partnership with AgriGeorgia/Ferrero, G-HIP facilitated several training programs for GHGA and

HEPA members in production technology, critical plantation issues, pre and post-harvest handling processes,

drying technologies, and new hazelnut product standards. The importance of these efforts to improve

production and product quality is underscored by high production losses in Project Year 1 due to the Brown

Marmorated Stink Bug (BMSB) infestation. To respond to this national emergency, G-HIP has worked closely

with AgriGeorgia/Ferrero, the Ministry of Agriculture (MoA), and the National Food Agency (NFA) to develop

a strategy to combat the BMSB infestation, taking into account potential environmental impacts to the

surrounding ecosystems.

Within Component 3 activities, G-HIP developed a unified approach for the Government of Georgia (GoG), the

private sector, and several donor programs to promote private investment in critical hazelnut market

infrastructure to protect and maintain the quality of hazelnuts and to mitigate post-harvest losses through the

introduction of modern drying and storage services. If adopted, G-HIP hopes to support the GoG with its

implementation in the first half of Project Year 2.

As G-HIP enters into Project Year 2, it will continue to focus on sustainable capacity development for GHGA

and HEPA, but will also begin to phase in the association expansion support activities. Additionally, G-HIP will

build on its successful activities to increase productivity, competitiveness, and the use of appropriate

postharvest handling activities through facilitating additional GHGA training programs, sponsored by G-HIP

and AgriGeorgia/Ferrero, in standards and modern practices. Similarly, G-HIP will support HEPA to develop



and publicize a quality-based buying program for processors while supporting GHGA and HEPA members to

increase the visibility of Georgian hazelnuts in international markets.

Together, these activities will contribute significantly to G-HIP reaching its 5-year vision for the hazelnut sector.

Specifically, this vision includes strengthening GHGA and HEPA to maintain sustainable business models, make

the value chain more efficient, improve the entire sector’s productivity and quality, stimulate international

recognition of the “Georgian Hazelnut” brand as synonymous with quality, and represent the entire sector

before the GoG and in international markets. For GHGA, G-HIP foresees that it will include thousands of

members, will be financially independent, and will offer attractive value propositions that increase the use of

modern production and post-harvest practices. For HEPA, G-HIP envisages that it will have established strong

market linkages with high-value markets, particularly in the EU, and will promote Georgian hazelnuts globally.

Furthermore, G-HIP expects that they will both be successful independent organizations that can represent

their constituencies effectively, while also launching activities and programs to develop the sector, both

independently and in partnership with the GoG, the private sector, and the donor community.

Implementation Approach for Activities

G-HIP will specifically focus on responding to structural and process-oriented challenges that currently exist in

the Georgian hazelnut sector through an Alliance between USAID, Ferrero, and CNFA which leverages the

technical and financial resources of each partner to broaden, deepen, and advance the hazelnut sector. Among

other challenges, the sector faces a lack of market infrastructure related to HDS facilities that prevents the

processing of high quality hazelnuts while producers do not sufficiently apply modern agronomic practices in

their operations and often harvest their crops too early, resulting in lower than optimal product quality.

To address these challenges, G-HIP will support and work through two Georgian sectoral associations,

Georgian Hazelnut Growers Association (GHGA) and Hazelnut Exporters and Processors Association (HEPA), to

improve the quality and quantity of hazelnut production, promote the establishment and use of appropriate

postharvest and processing activities, organize producers to better access processors, and to introduce a

multi-tiered quality-based pricing system to rewards producers financially for higher quality products. G-HIP’s

management structure, decision-making processes, and reporting requirements will remain the same in

Project Year 2, as outlined in the figure below:1 2

1 This management structure was based on the contract with USAID and the Project Year 1 work plan approved by USAID and Ferrero. 2 G-HIP’s budget is composed of USAID contributions and Ferrero contributions through AgriGeorgia, and AgriGeorgia participates as a co-implementer with CNFA within G-HIP.



Specifically, the G-HIP Steering Committee – represented by USAID, Ferrero management, and G-HIP’s Chief of Party (COP) and Deputy Chief of Party (DCOP) – will meet at least twice a year. Given USAID and Ferrero’s equal stature in the Alliance, CNFA requires both parties’ approval of key documents (e.g., annual work plans, M&E plan, quarterly and annual reports, budget realignment requests) and will jointly submit any required approvals to both parties. Additionally, the Alliance ensures coordination between programs, approval of work plans, key staff, monitoring and evaluation plans, and branding. On a daily basis, CNFA will provide strategic and managerial leadership and will oversee project activities, financial operations, performance monitoring and reporting, and sub-awards. G-HIP’s Project Year 2 activities will include:

• Component 1: Modifying and adopting an updated GHGA business and action plan, enhancing GHGA’s

capacity by recruiting additional staff, conducting two international study tours, supporting GHGA’s

Annual Conference, the development of a GHGA website, and training for HEPA members in

Incoterms, export management, and accounting system management.

• Component 2: G-HIP will assist GHGA to provide trainings for its members, HEPA members, laboratory

technicians, HDS facility operators, students, and other key stakeholders in modern production

technology , improved access to finance, pest/disease management, new orchard development,

postharvest practices, and drying and storage technologies. Additionally, G-HIP will conduct a study

tour in drying and storage technologies for GHGA and HEPA members to Italy and will continue to

work closely with the MoA, the NFA, and AgriGeorgia/Ferrero to develop and implement a strategy to

combat the BMSB infestation.

• Component 3: Advocate for and support the implementation of the HDS facility investment promotion

strategy and support HEPA to promote Georgian hazelnuts on the global market by sponsoring HEPA’s

participation at international trade shows and by funding a promotional film for Georgian hazelnuts.

Communication Strategy

As a Global Development Alliance (GDA), G-HIP will continue to promote collaboration between the public and

the private sectors and collaboratively achieve measurable and impactful results in the Georgian hazelnut

sector. In Project Year 2 and beyond, G-HIP will continue to utilize marketing platforms to develop a high level

of visibility to promote the alliance between USAID, AgriGeorgia/Ferrero, and CNFA, as well as facilitate

targeted marketing opportunities to promote Georgian hazelnuts internationally. With respect to Alliance

partner Ferrero’s marketing and promotion practices, G-HIP will raise the visibility of the role of

AgriGeorgia/Ferrero and USAID as co-implementers of the GDA when applicable.

G-HIP also recognizes the importance of sharing project successes, both in-country and within the global

development community, through social media platforms, such as Facebook. G-HIP will continue to promote

its activities and the project’s impact on the livelihoods of Georgian hazelnut producers and processors, as

well as the improvement of the hazelnut sector on a global scale through both the G-HIP and the

USAID/Georgia Facebook pages. Working through G-HIP’s two partner associations, GHGA and HEPA, G-HIP

will highlight project activities through the creation of websites and a social media presence for GHGA and

HEPA, the development of a digital and printed monthly newsletter for GHGA, and the coordination of the

annual GHGA Hazelnut Conference, which will also highlight the 10th anniversary of AgriGeorgia. G-HIP will

continue to work with HEPA to promote brand recognition of Georgian hazelnuts internationally, facilitating

the creation of a promotional video for Georgian hazelnuts and HEPA representation at international trade

fairs.



Expected Project Outcomes

Building off the successful implementation of Project Year 1, G-HIP has designed activities to achieve the

program’s Year 2 targets, allowing for program modifications resulting from the initial needs assessment and

subsequent adjustments in priorities for Year 1. G-HIP’s expected outcomes for Component 1 include

strengthening GHGA's internal capacity through continued training of its management team and staff, the

recruitment and training of additional Producer Group Advisors and a new Regional Coordinator, increasing

GHGA’s sustainability through the completion of a formal business and action plan, and enhancing the

competitiveness of HEPA members through reduced regulatory barriers through training in Incoterms, export

management, and accounting system management. Expected outcomes for Component 2 include increased

quality and quantity of hazelnuts produced through the introduction of the postharvest quality-based

purchasing system, G-HIP and GHGA trainings, the strategy to combat the BMSB infestation, and access to

quality inputs through increased access to finance. Additionally, Component 2 activities will result in an

increased capacity of HDS facilities to improve operations through G-HIP and GHGA training programs and a

study tour to Italy. Within Component 3, G-HIP will support HEPA to promote Georgian hazelnuts on the global

market through sponsoring opportunities for HEPA to represent the sector at international trade conferences,

aiding HEPA in the design and creation of a promotional video for Georgian Hazelnuts, and advocating and

supporting the MoA and APMA to design an HDS facility financing package and promote investment in HDS

facilities.

Depending on the outcome of strategic meetings among the MoA, the NFA, and AgriGeorgia/Ferrero

throughout Project Year 2, G-HIP will potentially interweave BMSB mitigation strategies into all three

Components to provide responsive emergency programming for combatting the BMSB infestation and to

alleviate the potentially devastating effects on production and product quality in the hazelnut sector. These

activities will be clearly communicated to USAID and Ferrero prior to action.

Sub-Award: In Year 1, CNFA executed a sub-grantee agreement with Argentina based organization, Asociación

Argentina de Consorcios Regionales de Experimentación Agrícola (AACREA). CNFA will continue to provide

oversight and regulatory guidance for AACREA in Project Year 2.



Our Implementation Plan for Project Year 2

Project Management and Operations

In Project Year 2, the project management plan established in Project Year 1 will continue essentially

unchanged; however, it was determined during Project Year 1, G-HIP staff would spend a substantially greater

amount of time in Zugdidi participating in TEC meetings, providing direct guidance to GHGA staff, and

coordination with AgriGeorgia/Ferrero. Additionally, G-HIP has an increased role and greater responsibilities

in Project Year 2 to coordinate with the MoA, APMA, and the NFA related to establishing the MoA and APMA’s

HDS grant and concessional credit program and coordinating between the NFA and the TEC to develop an

action plan to combat the BMSB infestation.

Furthermore, throughout the first quarter of Project Year 2, G-HIP will transition responsibilities from the

current Chief of Party (COP), Vince Morabito, to the current Deputy Chief of Party (DCOP), George Managadze,

who are both Key Personnel. Commencing in November 2016, leading up to the transition date of December

31, 2016, the COP and DCOP will collaborate to take the necessary steps to ensure a smooth changeover in

roles and responsibilities, continuing present communication and project management processes in place,

including managing relationships with Alliance partners, G-HIP representation at relevant meetings and

events, delegating tasks for report preparation, satisfying reporting requirements, managing project

personnel, and identifying needs for continued technical guidance for program staff. The role of DCOP will be

dissolved for the remainder of the project.

Project Management and Operations

Activity Responsibility Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

Annual report submitted to USAID and AgriGeorgia/Ferrero for approval. (by October 30, 2016)

G-HIP

Year Two work plan and PMP developed in coordination with USAID and Ferrero. (by October 30, 2016)

G-HIP

Feed the Future (FTF) Data Reporting submitted to USAID

G-HIP

Performance Plan and Report (PPR) submitted to USAID

G-HIP

Transition in Key Personnel

G-HIP

Quarterly reports submitted to USAID and AgriGeorgia/Ferrero for approval.

G-HIP



Component 1 – Association Development

G-HIP’s Component 1 activities for Project Year 2 will build on its success in Project Year 1, continuing to focus

on enhancing the institutional and human capital capacity of GHGA, particularly related to the association’s

management processes and structure and the finalization of its business and action plan. To accelerate GHGA’s

progress toward its long-term objectives, G-HIP will conduct mini feasibility studies to test GHGA’s proposed

programs and services and assess their impact on GHGA’s potential sustainability. Similarly, G-HIP will conduct

two international study tours, provide local training and mentoring opportunities, and facilitate technical

training in core competencies for the GHGA staff.

In Project Year 1, G-HIP’s management team conducted a preliminary management assessment of HEPA and

determined, similar to GHGA, that institutional gaps needed to be addressed to meet the long-term goals set

by the program. In response, G-HIP developed plans to facilitate an intensive management assessment,

communication strategy, and action plan, but upon further consultations with HEPA, recognized that capacity

building is currently considered a low-priority for the association. In Project Year 2, G-HIP will realign its

priorities to ensure responsiveness to the association’s needs, which are oriented towards reducing regulatory

barriers and promoting hazelnuts on the global market. Accordingly, G-HIP will target many of its activities

towards HEPA’s priority areas under Component 2 and Component 3 of the Work Plan. Still, G-HIP will facilitate

trainings on Incoterms rules3 and accounting system management for HEPA members to increase their

understanding of complex international trade regulations and increase their level of competitiveness in key

export markets.

Component 1 – Association Development


G-HIP will support the recruitment, onboarding, and training of a qualified Regional Coordinator for GHGA.

GHGA G-HIP4

G-HIP will assist GHGA to modify and adopt a business and action plan, based on that provided by AACREA, to be approved by the TEC.

GHGA G-HIP

GHGA Executive Director, Commercial Advisor, and coordinator will travel to Argentina for in-country training with AACREA.

GHGA G-HIP AACREA5

3 “The Incoterms rules are an internationally recognized standard and are used worldwide in international and domestic contracts for the sale of goods.” International Chamber of Commerce website, http://www.iccwbo.org/products-and-services/trade-facilitation/incoterms-2010/. 4 Regarding implementation activities, G-HIP’s budget is composed of USAID contributions and Ferrero contributions through AgriGeorgia, and AgriGeorgia participates as a co-implementer with CNFA within G-HIP. 5 AACREA is also part of the G-HIP implementation effort as a sub-awardee.

http://www.iccwbo.org/products-and-services/trade-facilitation/incoterms-2010/

http://www.iccwbo.org/products-and-services/trade-facilitation/incoterms-2010/



G-HIP will assist GHGA to recruit and train 2-4 new Producer Group Advisors.

GHGA G-HIP

G-HIP will continue to develop the capacity of the GHGA management team through targeted trainings.

G-HIP GHGA

Participate in Monthly Meetings of GHGA’s TEC.

G-HIP

G-HIP will support GHGA’s Annual Conference.

GHGA G-HIP

G-HIP will facilitate training for HEPA processors in accounting system management.

HEPA G-HIP

G-HIP will facilitate training for HEPA producers on international commercial law (Incoterms).

HEPA G-HIP

G-HIP and GHGA will travel to Italy on an association management study tour.

GHGA G-HIP

G-HIP will support GHGA to develop and maintain an organizational website.

GHGA G-HIP

G-HIP will support the recruitment, onboarding, and training of a qualified Regional Coordinator for GHGA.

Since the beginning of Project Year 2, G-HIP has supported, and continues to support, GHGA in the recruitment

of a new qualified Regional Coordinator to replace the current Regional Coordinator who is transitioning out

of the role. To support this effort to hire a qualified candidate by December 2016, G-HIP drafted the job

description, advertised the position on www.jobs.ge, and reviewed applicants for qualified candidates in

October. However, due to the lack of any qualified candidates, a second round of advertising was initiated and

is currently underway. Upon hiring a successful candidate, he or she will be trained by G-HIP, AACREA, and

GHGHA’s current Regional Coordinator who will transition from her position in March 2017, which will allow

sufficient overlap to ensure an adequate shift of responsibilities without a lapse in oversight.

G-HIP will assist GHGA to modify and adopt a business and action plan, based on that provided by AACREA,

to be approved by the TEC. In Project Year 1, AACREA developed a comprehensive business plan for GHGA,

outlining potential sustainable strategies to reach goals related to programming and services to increase

membership and association revenues. In consultations with GHGA staff, board members, and producer group

members, as well as other key stakeholders, the business plan was created and submitted to GHGA’s Executive

Director and the TEC in Quarter 4 of Project Year 1. Upon reflection of the applicability of strategic proposals

http://www.jobs.ge/



outlined in the document, GHGA recognized the need to modify the existing business plan to fit the realities

of the association in the Georgian landscape. As a priority for Project Year 2, the GHGA management team will

provide a thorough evaluation of the business plan and adapt the document to meet the needs of GHGA. The

business plan will define the framework for planned programs and services to generate sufficient revenues to

ensure financial sustainability.

As critical steps in this process, G-HIP will assist GHGA management to formalize its vision and mission

statement, institutionalize its management structure through the development of a policy manual and internal

processes, and introduce an updated three-tiered membership structure, which was made possible through

G-HIP’s support in amending the GHGA bylaws and AACREA’s recommended membership categories.6

Similarly, G-HIP will assist GHGA to modify the business plan to include a marketing and communication

strategy that will include the creation and maintenance of a website and social media presence for GHGA, as

well as the development of a digital and printed monthly newsletter.

Each value proposition (i.e., equipment rental, operation of hazelnut nurseries, HDS facility operation) that

GHGA includes in its business plan will require “mini feasibility studies” that assess the specific program or

service’s objectives, detailed budgets, management requirements, cash flow projections, and an analysis of

cost-benefit relationships. As part of its assistance to GHGA, G-HIP will conduct “mini feasibility studies” to

assess each of the included programs and services to measure their potential impact on GHGA’s sustainability.

The Executive Director will present the business plan to the TEC during the December meeting for

deliberations and formal approval, after which G-HIP will assist GHGA to develop an action plan that will serve

as the guiding document for the association to implement the strategies from the business plan. The action

plan will outline measurable and practical steps to achieving key strategic goals for GHGA. While G-HIP had

originally intended for AACREA to assist in the development of the Action Plan, this function will be fulfilled by

GHGA’s management team, who possesses the capacity and desire to develop the association’s

implementation strategy. These efforts will be led by the Executive Director with assistance and guidance from

G-HIP, and the Action Plan will be formally approved by the TEC in December.

G-HIP will organize a study tour for GHGA’s key management and administrative personnel in Argentina for

in-country training with AACREA. Building on the Year 1 trip to Argentina attended by GHGA staff and G-HIP’s

DCOP, GHGA’s management team will participate in an intensive training program in December 2016 to gain

further understanding of AACREA’s funding mechanisms, meet with AACREA producer groups, and attend

meetings with AACREA staff for targeted feedback on GHGA’s intended action plan and management

strategies. As GHGA’s Executive Director and Commercial Director were hired towards the end of Project Year

1, they have only had preliminary training in the CREA methodology and have not had exposure to AACREA’s

fee-based programs and services, which are the main funding sources for AACREA in Argentina. Upon

returning to Georgia, GHGA will continue to work directly with AACREA, during the three planned AACREA

training visits to Georgia in Project Year 2, and remotely each month for staff development and guidance on

the implementation of the business and action plan.

G-HIP will assist GHGA to recruit and train 2-4 new Producer Group Advisors. Based on the results of the

initial management assessment conducted by G-HIP’s management team, active recruitment of new advisors

was postponed until Project Year 2. However, in response to the expected departure of one or two advisors,

two to four additional advisors will be hired in Project Year, with recruitment to begin in December 2016.

Coordinated by GHGA and supported by G-HIP, AgriGeorgia/Ferrero will provide training to new and existing

advisors in four stages of training, in line with the hazelnut crop cycle, which include planting, pruning,

weed/pest control and fertilization, and harvest and postharvest handling. Each advisor will be responsible for

6 For more detail on the membership structure, please see G-HIP’s Annual Report for Project Year 1.



providing guidance and technical assistance to GHGA members. By the end of Project Year 2, GHGA is expected

to have 10 advisors on staff.

G-HIP will continue to provide targeted capability building trainings and mentoring to GHGA. In Project Year

1, G-HIP’s management team provided several trainings, consultations, and mentoring sessions to the new

GHGA Executive Director and Commercial Advisor to orient them on the challenges and strategies to improve

the hazelnut production. Similarly, GHGA’s management team also received preliminary training in the CREA

methodology by AACREA consultants. In Project Year 2, G-HIP will continue to provide these mentoring and

strategic training opportunities for GHGA’s Executive Director and Commercial Advisor to assist the

implementation of the approved business and action plan. Additionally, G-HIP will assist GHGA to provide

additional technical training to its staff members to address critical organizational gaps (i.e., communications,

public relations, marketing, and financial management).

Participate in Monthly Meetings of GHGA’s TEC. On a monthly basis, the G-HIP COP and DCOP will participate

in the TEC, providing guidance to GHGA’s management team and approval of key GHGA initiatives.

G-HIP will support GHGA’s Annual Conference. Since 2015, GHGA has hosted an annual conference as a

premier opportunity to highlight and discuss current developments and trends in the Georgian and

international hazelnut sector. This event, which will be held in March 2017, is a pivotal opportunity to unite

GHGA’s communication and institutional marketing opportunities and reach out to the entire hazelnut

production sector. To support this event, G-HIP will provide assistance in planning and promotion as needed.

G-HIP will facilitate training for HEPA processors in accounting system management. In response to HEPA’s

request for assistance, G-HIP will facilitate technical trainings in accounting system management for HEPA

members. Specifically, G-HIP will hire external consultants to provide group trainings in cooperation with

GHGA, which will be held in Zugdidi, potentially in the spring of 2017 in anticipation of the autumn harvest.

G-HIP will facilitate training for HEPA processors in Incoterms and export management. In response to

HEPA’s request for assistance, G-HIP will facilitate training for HEPA members in Incoterms (the global

standard used for international trade contracts) and export management, which will help to reduce trade

barriers for HEPA processors and enable them to thrive independently in export markets. G-HIP will facilitate

this training for HEPA producers by hiring an external subject matter expert, which will increase the overall

competiveness of Georgia’s hazelnut exports.

G-HIP and GHGA will travel to Italy on an association management study tour. This study tour for GHGA’s

Executive Director and Commercial Advisor will engage GHGA in understanding the management model and

relationship between a grower’s cooperative and a HDS center in Italy and to explore potential solutions for

GHGA members regarding logistics and operations for HDS facilities in Georgia. G-HIP will coordinate the study

tour, which will also include visits with two organizations in Italy, including Assofrutti Srl Organizzazione

Produttori Frutta, which is a local Italian for-profit producers association that has drying and storage facilities,

and Korvella Italia SRL, a subsidiary of Ferrero that manufactures chocolate and cocoa products.

G-HIP will support GHGA to develop and maintain an organizational website. G-HIP will facilitate the

procurement of an external web designer to create an organizational website for GHGA, which will act as an

essential resource for both association members and external partners. Through this website, GHGA will be

able to strengthen its role as a valuable resource of market information for the entire hazelnut industry in

Georgia by providing market information (i.e., prices, market statistics, export data), details on hazelnut

quality standards, training materials and videos, and hazelnut sales promotional resources.



G-HIP’s Component 1 activities will lead to the following outcomes and outputs as shown in the tables below:

Component 1 - PY 2 Outcomes

• GHGA's internal capacity will be strengthened through ongoing training and leadership mentoring of its managment team.

• GHGA will increase its sustainability through a formal action plan designed to implement an enhanced value proposition and increase GHGA's revenues to ensure sustainability.

• GHGA will increase its membership base and public recognition through a targeted communication strategy.

• GHGA will continue to assist producers in improved production technologies and practices through the hiring and training of new producer group advisors.

• Increased competitiveness of HEPA's members and the overall sector due to improved capacity to manage exports and export contracts.

Component 1 - PY 2 Outputs

• Full-time GHGA Regional Coordinator onboarded and trained.

• Business plan and action plan developed for GHGA and approved by TEC.

• GHGA's three-tiered membership structure introduced.

• Study tour to Argentina for GHGA's management team conducted.

• GHGA internal management structure institutionalized.

• Recruitment strategies implemented for new producer group advisors.

• Study tour in Italy for GHGA mangement team conducted.

• Mini feasability studies for proposed value propositions conducted.

• Marketing and communication strategy and GHGA website developed.

• Targeted trainings for GHGA management team and staffdelivered.

• GHGA Annual Conference held.

• Trainings conducted for HEPA members in Incoterms, export management, and accounting system management.



Component 2 – Increased Productivity and Competitiveness, Postharvest Handling

In Project Year 2, G-HIP will continue to assist GHGA to increase productivity through intensive trainings for its

members, HEPA members, laboratory technicians, HDS facility operators, students, and other key stakeholders

in modern production technology , improved access to finance, pest/disease management, new orchard

development, postharvest practices, and drying and storage technologies. Already completed in Project Year

2, G-HIP conducted a study tour in Italy for ten GHGA and HEPA members to increase their understanding of

drying and storage technologies and processes. Additionally, G-HIP organized a visit with a local Italian

producers’ association, Assofrutti Srl Organizzazione Produttori Frutta In Guscio (www.assofrutti.com), with

drying and storage facilities to provide a 4-day on-the-job training opportunity the participants of the study

tour. Additionally, G-HIP will continue to work closely with the MoA, the NFA, and AgriGeorgia/Ferrero to

develop and implement a strategy to combat the BMSB infestation.

Component 2 – Increased Productivity and Competitiveness, Postharvest Handling


G-HIP will assist in the organization of a study tour conducted for HEPA and GHGA for HDS facilities.

GHGA HEPA G-HIP

G-HIP will coordinate and support, where possible, the NFA’s strategy for combatting the BMSB infestation.

G-HIP NFA

G-HIP will support GHGA to provide soil testing services for producers participating in the input financing program and for other members/potential members utilizing fertilizers.

GHGA G-HIP

G-HIP will support GHGA and HEPA to define their roles and develop specific activities with the NFA’s strategy to combat the BMSB infestation.

G-HIP GHGA HEPA

G-HIP will provide strategic support to GHGA to implement the AgriGeorgia/REAP student-training program.

GHGA G-HIP

G-HIP, through AACREA, will conduct

AACREA GHGA

http://www.assofrutti.com/



three in-country trainings with GHGA management and advisors.

G-HIP

G-HIP will assist GHGA members to access additional finance.

GHGA G-HIP

GHGA will update registrations for 2,000 producers in hazelnut producers’ database.

G-HIP GHGA

G-HIP will support HEPA to develop a postharvest quality-based buying program and an accompanying training program with AgriGeorgia/Ferrero

G-HIP HEPA

G-HIP will assist HEPA to design and conduct a public awareness campaign on new product standards and postharvest quality-based buying system conducted for hazelnut producers

G-HIP HEPA GHGA

G-HIP will support GHGA to conduct a training in establishing new hazelnut orchards.

GHGA G-HIP

G-HIP will support GHGA to design and launch a monthly newsletter.

G-HIP GHGA

G-HIP will support GHGA trainings on drying technologies and postharvest handling best practices, including the management of HDS facilities.

G-HIP GHGA

G-HIP will assist in the organization of a study tour conducted for HEPA and GHGA for HDS facilities

(Completed). G-HIP facilitated a study tour in Italy for GHGA and HEPA members to increase their

understanding of drying and storage technologies and processes in October of Project Year 2. With

AgriGeorgia/Ferrero, G-HIP identified a local Italian factory, Assofrutti Srl Organizzazione Produttori Frutta In

Guscio (www.assofrutti.com), with drying and storage facilities to provide 4-day on-the-job training

opportunities for four HEPA members and six GHGA members. This study tour was conducted from October

9-16, and was a successful opportunity for Georgian processors and producers to gain knowledge and

understanding of modern hazelnut drying and storage technologies and processes.

http://www.assofrutti.com/



G-HIP will coordinate and support, where possible, the NFA’s strategy for combatting the BMSB infestation.

G-HIP will continue to work closely with the MoA, the NFA, and AgriGeorgia/Ferrero to develop a strategy to

combat the BMSB infestation, particularly through its participation on the emergency committee, which

consists of the MoA, NFA, AgriGeorgia/Ferrero, USAID/REAP, GHGA, HEPA, and G-HIP. It is expected that the

strategy will be developed by December 2016, after which, G-HIP will continue to support this process to

implement the strategy where possible.

G-HIP will support GHGA to provide soil testing services for producers participating in the input financing

program and for other members/potential members utilizing fertilizers. To support GHGA members in

increasing their utilization of production technologies, G-HIP will provide funding for soil testing and analysis

services for about 50-60 GHGA members who are currently participating in the input financing program and

other members/potential members who are using fertilizers in December 2016. This activity will be

coordinated with the 3-hour Soil Testing training session for 50-60 GHGA members in November 2016.

G-HIP will support GHGA and HEPA to define their roles and develop specific activities with the NFA’s

strategy to combat the BMSB infestation. Where possible, G-HIP will provide economic support to both

associations to augment their ability to respond and participate in the NFA’s strategy to combat the BMSB

infestation. This assistance will be determined later by the expert committee developed in conjunction with

NFA and other stakeholders.

G-HIP will provide strategic support to GHGA to implement the AgriGeorgia/REAP student-training program.

G-HIP will continue to support GHGA training programs for students from the Agrarian University in Tbilisi, the

Akaki Tsereteli State University in Kutaisi, and the Shota Meskhia State Teaching University in Zugdidi. It is

expected that up to 25 students will attend three trainings during Project Year 2 in December 2016, April 2017,

and August/September 2017. Topics covered within the training program include new plantation preparation,

soil testing, planting, pest and disease control, fertilization, pruning, nursery management, harvesting

technologies, and post-harvest handling. G-HIP will facilitate media coverage for trainings, in developing and

issuing press releases, and in filming the student trainings.

G-HIP, through AACREA, will conduct three in-country trainings with GHGA management and advisors. Prior

to Project Year 1, AACREA focused on providing trainings in the CREA methodology of managing and

communicating with producer groups. In Project Year 1, AACREA’s consultancies focused not only on the CREA

methodology, but also on the overall management of GHGA. For Project Year 2, during the three in-country

trainings, AACREA will not only continue to focus on methodology and association management, but will also

assist in the implementation of the GHGA business plan, sharing with GHGA’s management and advisors the

AACREA Argentina experience on the administration, revenue generation, and value propositions provided to

members. These consultancies will also include strategies to increase dues-paying membership and fee-based

services and programs to members.

G-HIP will assist GHGA members to access finance programs.

G-HIP will support GHGA to assess specific financing needs via a member survey among the 235 producers in

the GHGA Producer Groups and to facilitate improved access to specific financing opportunities (i.e., in-kind

fertilizer program with REAP, general production financing from FIs and MFIs) to address these financing

needs. G-HIP will link GHGA to existing USAID, GoG, and other donor-financed programs and financial

institutions (i.e., TBC Bank, MFO Crystal) to support access for its members to credit and grant programs.

Additionally, G-HIP will assist GHGA to support its members in applying for and accessing credit through GoG

programs, particularly for the Concessional Agro Credit program. Additionally, G-HIP will continue to provide

ongoing critique, feedback, and recommendations to support the Promoting Access to Finance and Agri-

insurance for Agricultural Value Chain Actors (PAFAI) project in implementing a strategy to facilitate increased



access to finance along the hazelnut value chain, with a pilot project targeting the provision of warehouse

receipts for GHGA members. Finally, G-HIP will assist GHGA to conduct an “Access to Finance” training session

for 90-100 GHGA members in December 2016.

G-HIP will assist GHGA to update registrations for 2,000 producers in the hazelnut producers’ database. In

Project Year 1, GHGA worked with S4 to input production data to increase GHGA’s effectiveness to track

production data for its members. Yet, due to functionality issues with the platform, the S4 website is often

inaccessible. G-HIP will continue to work with S4 to resolve lingering issues, but GHGA will broaden its focus

to collecting data from 2,000 producers, including the location of hazelnut farms, age of orchards, production

volumes, yield data, input utilization, and soil analysis results. This data will be kept on an internal GHGA

database and will be updated on an annual basis. G-HIP will provide technical assistance to ensure the efficacy

and responsiveness of GHGA’s producer database. GHGA will simultaneously broaden its focus and maintain

its own database, registering at least 2,000 farmers into its own database in Project Year 2.

G-HIP will support HEPA to develop a postharvest quality-based buying program and introduce an

accompanying training program for producers and processors. The design and implementation of the quality-

based buying program was initially scheduled for Year 1, but was postponed due to the conflicting priority of

processors to immediately implement the GoG’s new food safety requirements and product quality

classification systems within their operations to ensure compliance. In Project Year 2, G-HIP will assist HEPA

in developing a postharvest quality-based buying program that will establish guidelines and procedures for

processors to price and purchase hazelnuts according to specific quality thresholds, taking into account

specific technical requirements, such as size, moisture content, and kernel yield. Doing so will introduce a

system of higher and lower payments for producers, creating a financial incentive for producers to produce

and deliver higher quality products.

G-HIP will support GHGA to conduct a training in establishing new hazelnut orchards. G-HIP will assist GHGA

to conduct a new full-day training program for 30-40 GHGA producer group leaders and members in February

2017 to establish new hazelnut orchards, including land preparation, solid testing and analysis, variety

selection, squaring, planting, and installing drainage and windbreaks.

G-HIP will support GHGA to design and launch a monthly newsletter. G-HIP will support the development of

a monthly newsletter for GHGA association members with the objective of sharing pertinent information

about the hazelnut sector. Among other benefits, GHGA members will have increased access to market price

forecasts, information on updated production and post-harvest technologies, and articles on Georgian

hazelnut sector developments and trends, positioning GHGA as a unique provider of valuable market

information. G-HIP will support the GHGA staff to design and launch this initiative, and it is expected that the

monthly newsletter will be available on GHGA’s website and through print distribution.

G-HIP will support GHGA trainings on drying technologies and postharvest handling best practices, including

the management of HDS facilities, and on pest and disease control. G-HIP will assist GHGA to conduct a two-

part training program for HEPA and GHGA members, members of cooperatives, operators of dryers, and

laboratory technicians, with trainings held in the GHGA Head Office and AgriGeorgia/Ferrero’s facilities and

conducted by with Ferrero’s foreign experts and GHGA agronomists. In July-August 2017, the first theoretical

training program will focus on (1) pests and disease control, (2) post-harvest processes and drying, and (3)

quality control processes. This will be followed by practical trainings at the AgriGeorgia offices for drying

facility operators and laboratory technicians in August 2017.





• Increase in the quality of hazelnuts produced through the introduction of the postharvest quality-based purchasing system, G-HIP and GHGA trainings, the strategy to combat the BMSB infestation, and access to quality inputs through increased access to finance.

• Increased capacity of HDS centers to improve operations through knowledge of drying and storage technologies as a result of AgriGeorgia and Ferrero trainings and study tour to Italy.


• 250 GHGA members trained in production technologies.

• Three in-country trainings with GHGA advisors led by AACREA.

• Information regarding access to agricultural financing will be provided by GHGA advisors to member producers.

• G-HIP will provide emergency response to BMSB infestation.

• A postharvest quality-based purchasing system is developed and introduced amongst HEPA members.

• Training program to promote understanding and adoption of the postharvest quality-based purchasing system conducted for processors.

• Public awareness campaign on new product standards and postharvest quality-based purchasing system conducted for hazelnut producers.

• GHGA training for HEPA processors and HDS facilities in pest/disease control, drying technologies, and postharvest processes conducted.

• 2,000 producers registered in GHGA's producer database.

• Study tour conducted for HEPA processors and HDS facilities.



Component 3 – Infrastructure Development and Marketing

G-HIP’s Component 3 activities in Project Year 2 will build on its efforts in Project Year 1 to develop a broad-

based, targeted promotion strategy to attract new investment in village-level HDS Facilities by advocating and

supporting the MoA and APMA to design a special financing package and to implement the investment

promotion strategy. Additionally, G-HIP will support HEPA to promote the Georgian hazelnut sector by

sponsoring HEPA’s participation at international trade shows and by funding a promotional film for Georgian

hazelnuts.

Component 3 – Infrastructure Development and Marketing


G-HIP will continue to advocate for and support MoA/APMA to establish a special HDS investment financing package and to implement an investment promotion strategy.

G-HIP GHGA HEPA

HEPA will continue to lead the promotion of product standardization and food safety for the hazelnut industry.

HEPA G-HIP

G-HIP will support HEPA to design and lead the creation of a promotional video for Georgian hazelnuts and to develop an association website.

HEPA G-HIP

G-HIP will support HEPA to attend international trade conferences.

HEPA G-HIP

G-HIP will continue to advocate for and support the MoA/APMA to establish a special HDS facility

investment financing package and to implement an investment promotion strategy. Based on the HDS

facility concept note and investment promotion strategy developed by G-HIP and presented to the MoA and

APMA in Project Year 1, G-HIP will continue to advocate for and support the MoA and APMA to leverage

APMA’s current grant and concessional credit programs to develop a special HDS facility financing package to

promote village-level HDS investments among Georgian hazelnut cooperatives and producer groups. At the

same time, G-HIP will also support the MoA and APMA to implement a broad-based, targeted investment

promotion strategy to attract new investment in village-level HDS Facilities, particularly in the identification

of potential investors with GHGA. Where necessary, G-HIP will work with GHGA and HEPA to support this

activity.

G-HIP will support HEPA to continue leading the promotion of product standardization and food safety for

the hazelnut industry. In Project Year 1, HEPA provided critical technical support to the MoA and NFA to



develop the recently introduced product quality standards for shelled hazelnut kernels and the current food

safety legislation, which was critical to strengthen the acceptability of Georgian hazelnuts in western markets.

In Project Year 2, HEPA will continue to represent exporters and processors in dialogue with the GoG on all

issues related to the implementation of food safety legislation and the future development of standards for

in-shell hazelnuts. G-HIP and GHGA will support HEPA in these activities by supporting public outreach

activities to inform producers and processors of any relevant new product standards and food safety

legislation and by providing trainings as necessary.

G-HIP will support HEPA to design and lead the creation of a promotional video for Georgian hazelnuts and

may develop an association website. For Project Year 2, G-HIP expects to support HEPA to fund the production

of a promotional film for Georgian hazelnuts as part of its marketing and communications strategic plan, and

may facilitate the development of an association website for HEPA modeled after FRUCOM’s website

(www.frucom.eu). This video will be used as a marketing tool at international venues and trade shows

attended by HEPA.

G-HIP will support HEPA to attend international trade conferences. In Project Year 2, G-HIP will continue to

facilitate the attendance of HEPA representatives at two international trade conferences – to be later

determined in coordination with the association - to increase visibility among key export markets, to establish

additional and higher-quality market linkages, and to enable HEPA to keep abreast of industry preferences

and developments in the hazelnut sector. Through attendance at industry conferences, HEPA can maintain a

flow of information to its members on current market dynamics in an efficient and comprehensive manner.



• The availability of postharvest market infrastructure will be increased through the creation of new HDS facilities, enabling producers to preserve the quality of hazelnuts and mitigate post-harvest losses.

• Increase the recognition of Georgian hazelnuts within the global markets as a consistently high quality product through the investment in product standarization and promotional activities.


• Advocate for and support the implementation of the investment promotion strategy to encourage investment in HDS facilities, particularly in village-level drying centers.

• Promotional video for Georgian hazelnuts completed.

http://www.frucom.eu/



Coordination of Project Activities with other Donor-Funded or GoG Programs and Activities

In Project Year 2, G-HIP will continue to seek opportunities to coordinate with relevant donor-funded or GoG

programs, activities, and agencies that can contribute resources to develop the hazelnut sector. In Project Year

2, G-HIP will work closely in collaboration with GHGA, HEPA, the MoA, APMA, ACDA, and USAID to propel

activities forward in association development, improved productivity, marketing, and infrastructure

development. G-HIP will continue to work with the MoA and FAO to obtain up-to-date research regarding

hazelnut production, processing, exports, and pricing. Similarly, G-HIP will also work closely with the MoA, the

NFA, and AgriGeorgia/Ferrero to combat the BMSB infestation.

Figure 1 - Matix of GoG and Donor-Sponsored Development Programs

FAO GHGA HEPA MoA EU/ENPARD UNDP APMA ACDA USAID REAP PAFAI

Technical Assistance

Credit

Farmer Organization

Grants

Marketing

Information

Gender and Disability Integration

G-HIP is committed to integrating gender equality and disability programming into its activities. Based on the

Gender and Disability Integration approach approved in the Project Year 1 work plan, G-HIP’s management

team will continue to be responsible for monitoring progress towards gender and disability integration and

will continue to identify areas where persistent inequalities may need to be addressed. In Georgia, women in

agriculture often face barriers such as limited access to agricultural technology, access to resources and

capital, and access to market information.7 Currently, out of GHGA’s 235 active members in Producer Groups,

there are 20 women farmers, and in Project Year 1, 45 women received targeted training in the use of

improved production technologies and practices. In Project Year 2, G-HIP will strive for even higher

participation by women in GHGA and HEPA trainings. Furthermore, G-HIP will encourage GHGA to target

additional women producers for membership in the association to further reduce barriers related to access to

capital and market information, which also create the opportunity for G-HIP to promote improved access to

advanced trainings and potential leadership opportunities for women producers.

Monitoring & Evaluation (M&E)

M&E Plan

G-HIP will continue to conduct the monitoring and evaluation plan (including the Performance Monitoring

Plan) approved by USAID at the beginning of Project Year 1. This plan includes routine monitoring to track

7 ENPARD Baseline Study, 2014. http://enpard.ge/en/wp-content/uploads/2015/05/Main-findings_Baseline-OXFAM-Consortium.pdf

http://enpard.ge/en/wp-content/uploads/2015/05/Main-findings_Baseline-OXFAM-Consortium.pdf



project outputs against established targets and assessments to measure the achievement of long-term

outcomes, outputs, milestones, and benchmarks to determine progress towards G-HIP project objectives.

Similarly, the Performance Monitoring Plan (PMP) contains a reporting schedule, a methodology for collecting

data, and an approach for analyzing data for use in improving program performance. All indicators meet USAID

data quality standards for validity, integrity, precision, reliability, and timeliness and have been approved by

USAID as part of the Project Year 1 work plan approval process. Progress against indicators will be

disaggregated, when appropriate, by geographic location and gender. The PMP will track G-HIP’s progress

toward reaching its indicators, which include both Feed the Future indicators and custom indicators.

Indicator Descriptions (IDs) for each indicator were developed in Project Year 1 to provide a clear definition of

the indicator, rationale for inclusion and disaggregation, plans for data collection (e.g., timing/frequency and

responsible individual/organization), proposed data analysis activities, data quality assessment plans, and

reporting schedule. These IDs continue to serve as operational guides for data collection and are reviewed

regularly to ensure ongoing use and appropriateness. An annual Data Quality Assessment (DQA) is part of the

ID and utilizes a modified version of USAID DQA Worksheet for Outcome and Output Indicators.

Baseline data during Project Year 1 for the two indicators was collected and used for the two indicators

measuring incremental improvements, which were used in Project Year 18 and will continue to be used in G-

HIP’s annual report, Feed the Future reporting, and the Performance Plan and Report (PPR). These two

indicators include:

• FTF Indicator 4.5.2(23) - Value of incremental sales (collecting at farm-level) attributed to FTF

implementation;

• PPR Indicator 2.2.2 - % Increase in average crop yields of targeted agricultural products as a result of

USG assistance.

Implementation of the M&E Plan will continue to be managed and coordinated by the DCOP until the

transition of key personnel, after which the M&E Plan will be managed and coordinated by the COP. Until this

transition, the DCOP will have responsibility for overall supervision of the M&E activities. Specifically, the

DCOP’s functions shall include, without being limited to: review of the M&E Plan (as needed); facilitation of

the development of guidelines for data collection; coordination of the assessment of M&E needs and support

for the data management needs of partners; assurance that key indicators are collected, supervising the

monitoring and evaluation including monitoring of program inputs, process, and outputs; receiving progress

reports from the implementers; and compilation of reports and submission to relevant government agencies,

NGOs, and donors.

G-HIP’s M&E Specialist will continue to work in Zugdidi and use standardized reporting forms, primary and

secondary data sources, and a variety of data collection methods to collect the needed information. Project

implementation reports, publicly available national statistics, survey data, focus groups, interviews, and the

records of program partners and beneficiaries have been key sources of data. A requirement that

implementing partners and program beneficiaries provide needed monitoring information has been included

in agreements, memoranda of understanding, sub-grants, and subcontracts.

The M&E Specialist will continue to be primarily responsible for coordinating and ensuring quality and

accuracy in data collection and reporting on the indicators in this M&E Plan. Others involved in data collection

and reporting will include GHGA coordinator(s)/advisors and training providers at the district level, who will

collect Training Beneficiary Records from training sessions conducted. The Monitoring & Evaluation Specialist

8 For further information on Project Year 1 results, please see the Project Year 1’s Annual Report, Feed the Future report, and the Performance Plan and Report (PPR). Please see graphic on page 5 in the “Implementation Approach for Activities” section.



will continue to work closely with the DCOP to track both implementation and impact results to ensure the

program remains on track to achieve the expected results, according to the established timeline.

Targets for Project Year 2

Figure 2 – Feed the Future (FTF) Indicators

Indicator Number

Description Output/Outcome

PY2 Forecast

4.5.2(2) Number of hectares under improved technologies or management practices as a result of USG assistance

Outcome

300

Total 600

4.5.2(5) Number of farmers and other who have applied new technologies or management practices as a result of USG assistance

Outcome

300

Total 600

4.5.2(7) Number of individuals who have received USG supported short-term agricultural sector productivity training

Output

300

Total 600

4.5.2(11) Number of food security, private enterprises (for profit), producers organizations, water users associations, women's groups, trade & business associations, and community-based organizations (CBOs) receiving USG assistance

Outcome

58

Total 86

4.5.2(13) Number of rural households benefiting directly from USG interventions

Output

300

Total 600

4.5.2(23) Value of incremental sales (collecting at farm-level) attributed to FTF implementation

Outcome

TBD

4.5.2(29) Value of Agricultural and Rural Loans Output 300,000

Total 600,000

4.5.2(38) Value of new private sector investment in the agriculture sector or food chain leveraged by FTF implementation (USD)

Outcome

400,000

Total 800,000

4.5.2(42) # of private enterprises, producers organizations, water users associations, women's trade groups, trade and business associations and CBOs that applied new technology or management practices

Outcome

58

Total 86

4.5.2(43) Number of firms (excluding farms) or CSOs engaged in agricultural and food security-related manufacturing and services now operating more profitably (at or above cost) because of USG assistance

Outcome

10

Total 18

Figure 3 - Gender Indicators

Indicator Number


PY2 Forecast

GNDR 2 Percentage of female participants in USG-assisted programs designed to increase access to productive economic resources (assets, credit, income or employment)

Output % 5%



Figure 4 - PPR Indicators

Indicator Number


PY2 Forecast

2.2.2 % Increase in average crop yields of targeted agricultural products as a result of USG assistance

Outcome

TBD Total

4.2.2(5) Number of participants in USG supported trade and investment capacity building trainings

Output

300

Total 600

4.5(2) Number of jobs attributed to FTF implementation Outcome

13

Total 26

4.6.2(9) Number of firms receiving USG assistance to improve their management practices

Output

10

Total 18

Figure 5 - Custom Indicators

Indicator Number


PY2 Forecast

Custom Number of GHGA advisors employed Outcome

5

Total 10

Custom Number of GHGA grower groups Output

20

Total 40

Custom Number of new postharvest facilities (drying, storing, storage) facilitated by G-HIP

Outcome

2

Total 4

Custom Number of GHGA Members Output

300

Total 600

Custom Number of processing firms utilizing quality based payment system

Output

6

Total 12

Custom Number of trainings provided by advisors to GHGA grower groups

Output

240

Total 420

GEORGIAN HAZELNUT IMPROVEMENT PROJECT - …pdf.usaid.gov/pdf_docs/PA00N29W.pdfGeorgian Hazelnut...

Documents

Transcript of GEORGIAN HAZELNUT IMPROVEMENT PROJECT - …pdf.usaid.gov/pdf_docs/PA00N29W.pdfGeorgian Hazelnut...