Operations Plan - African Risk Capacity...From July 20, the situation improved through an effective...
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1 OFFICE OF THE PRESIDENT OF THE REPUBLIC REPUBLIC OF MALI ------------***------------ One people –One goal –One faith FOOD SECURITY ------------***------------ COMMISSION ------------***------------ Operations Plan African Risk Capacity (ARC) MARCH 2015
Transcript of Operations Plan - African Risk Capacity...From July 20, the situation improved through an effective...
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OFFICE OF THE PRESIDENT OF THE REPUBLIC REPUBLIC OF MALI
------------***------------ One people –One goal –One faith
FOOD SECURITY ------------***------------
COMMISSION
------------***------------
Operations Plan African Risk Capacity (ARC)
MARCH 2015
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Table of Contents
SECTION 1: GENERAL INFORMATION ......................................................................................................................................................................... 4
SECTION 2: COUNTRY DROUGHT PROFILE .................................................................................................................................................................. 5
SECTION 3: INSTITUTIONAL ARRANGEMENTS ........................................................................................................................................................... 19
SECTION 4: RISK TRANSFER PARAMETERS ................................................................................................................................................................ 28
SECTION 5: SCENARIO DEFINITION AND GEORGRAPHIC COVERAGE ............................................................................................................................ 29
SECTION 6: INTERVENTION DETAILS ........................................................................................................................................................................ 33
FIRST INTERVENTION ......................................................................................................................................................................................... 35
SECOND INTERVENTION ..................................................................................................................................................................................... 48
THIRD INTERVENTION ........................................................................................................................................................................................ 55
SECTION 7: MONITORING AND EVALUATION (M&E) FRAMEWORK AND PLAN ............................................................................................................. 63
SECTION 8: PROGRAM RISKS AND ASSUMPTIONS ..................................................................................................................................................... 65
SECTION 9: DEFINITION OF STANDARD OPERATING PROCEDURES .............................................................................................................................. 66
ANNEXES ............................................................................................................................................................................................................. 70
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Abbreviations ARC: African Risk Capacity ARV: Africa RiskView CCSPPSA: Coordination and Monitoring Committee on Food Security Programmes and Projects (Comité de Coordination et de Suivi des
Programmes et Projets de la Sécurité Alimentaire) CCS/PSA: Coordination and Monitoring Committee on Food Security Programmes (Comité de Coordination et de Suivi des Programmes de Sécurité Alimentaire) CICC: Interministerial Crisis Coordination Committee (Comité Interministériel et de Coordination de Crise) CNSA: National Food Security Council (Conseil National de Sécurité Alimentaire) CRA: Regional Agricultural Chamber (Chambre Régional d’Agriculture) CSA: Food Security Commission (Commissariat à la Sécurité Alimentaire) DGPC: Directorate-General for Civil Protection (Direction Générale de la Protection Civile) DPS: Monitoring and Planning Department (Département de Suivi et de la Planification) EWS: Early Warning System INSTAT: National Institute of Statistics (Institut National de la Statistique) NGO: Non-Governmental Organisations NSR: National Security Reserve OPAM: Mali Agricultural Products Board (Office des Produits Agricoles du Mali) NRP: National Response Plan (Plan National de Réponse) PRMC: Cereal Market Restructuring Programme (Programme de Restructuration du Marché Céréalier) SIS: State Intervention Stock TFP: Technical and Financial Partners UTGFS: Safety Net Prgamme Technical Cell (Unite Technique de Gestion des Filets Sociaux)
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SECTION 1: GENERAL INFORMATION
Name of Country: Mali
Contact Person for Country
Operations Plan
Mr. Minister, Commissioner responsible for Food Security. Dr. Nango Dembele. Tel. +223 66 75 03 66. Email. [email protected]
Step1: Provide a brief overview of ARC, parametric weather insurance, risk of drought, and the purpose of the operation plan. Mali has a limited capacity to adapt the impacts of climate change due to its weak socio-economic conditions. The country has already experienced a number of climate-related risks, including drought, floods, storms and high temperature variability. Many rural areas of Mali already experience severe droughts and irregular rainfall which cause diminished agricultural production. This impact represents a priority threat to food security and Mali’s economy given that agriculture represents half of the country’s GDP. Mali has experienced three severe droughts during the past 50 years: in 1973, 1984 and 2004. This cycle has been disrupted over the past decade by various phenomena including climate change which has resulted in three episodes of drought, in 2004, 2009 and 2011. The various crises that the country experienced also had an impact on pasturage, with cattle farming being the second most important activity in the primary sector and accounting for 9,6% of the gross domestic product (GDP)1 It should however be noted that the 2011-2012 food crisis was exacerbated by the political and security situation which affected some 28% of the population. Moreover, in general Mali has a relatively high level of malnutrition which frequently exceeds the alert threshold of 10%. Socio-cultural factors are responsible for this phenomenon to a greater extent than the actual availability of food. The above information highlights Mali’s need to have significant resources available so as to be able to respond to these vicissitudes which increase the country’s vulnerability. Because of insufficient public resources, it makes sense for Mali to become a member of the pan-African mutual risk management initiative, the African Risk Capacity (ARC). African Risk Capacity (ARC) is a Specialized Agency of the African Union designed to improve the efficiency of emergency responses in member countries in the event of drought. This mechanism allows these countries to have access to financial resources in order to implement their emergency response plans in a timely and proactive manner.
1 : DNSI (National Directorate of Statistics and Informatics) Survey Reports.
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African Risk Capacity (ARC) is an innovative initiative of the African Union aimed at:
• Providing timely funds in the event of drought in order to improve the existing response mechanisms; • Reducing management costs by pooling risks through different ecosystems; and, • Reducing the impact and the cost of natural disasters for Governments.
By doing so, ARC:
Transfers the power of decision to African Governments;
Transfers the risk to the international financial markets.
These operations are conducted through the Africa RiskView software that allows the ARC financial management of climate risk within a same portfolio, by enabling countries to:
Analyse and control their food safety risk associated with drought;
Define their participation in ARC using transparent criteria;
Check any pay outs from ARC.
Risk management and investments contribute to increased resilience and development:
The ARC contingent funds complement and reduce reliance on emergency calls;
Investments increase the productivity and resilience to shocks of frequency 1:10 - 1:15;
ARC facilitates the extension of commercial insurance made more attractive by the resilience.
Purpose of the Operational Plan:
Provide funding to appropriate responses to the populations affected by drought;
Strengthen the resilience of vulnerable populations.
SECTION 2: COUNTRY DROUGHT PROFILE
Step 2: Describe the general pattern of rainfall and seasonal calendar.
Drought and irregular rainfall are expected to become a great threat in the future due to the climate change. The average
temperature in Mali is expected to rise by between 2.71 and 4.51 degrees C by 2025, rainfall could decrease by 8 to 10 per cent by
2025 (Ministry of Environment, 2000); and there is projected to be an increase in inter-annual variability (Ministry of Environment,
2007). The sudano-Sahelian zone of south–central Mali is very likely to be the region most affected by climate change with significant
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losses in crop production, including cotton, millet, sorghum, rice can be caused in five representative rural areas (Bougouni, Diola,
Selingue, Koutial, Sikasso).
Rainfall is by far the most decisive factor in determining differences between livelihood zones. It helps to explain the degree of
dependence on livestock herding and the uses to which arable land can be put. Malian livelihood zones run gamut in rainfall terms,
from the desert zone in the far north with under 200mm precipitation per year (if it rains at all) to the much lusher zones in the south
with between 1000 and 1300mm of rainfall annually.
The Sahelian zone does not receive enough rainfall to support rain-fed agriculture while the wide Sahelian band allows cultivation of
millet and cowpeas. The southern zones of the country with a higher and more reliable rainfall distribution produces more sorghum,
maize and cotton. As highlighted below Mali has being experiencing rainfall deficit across the country over the past ten years:
- Overall, the rainfall of 2004-2005 was poor to very poor with steep declines in production in the Northern part of Kayes, Koulikoro
and Ségou regions, and in the regions of Mopti, Timbuktu (or Tombouctou), Gao and Kidal.
- In October 2007, the upland pasture conditions were considered good to very good depending on rangelands in the regions of
Kayes, Koulikoro, Ségou, Mopti, Timbuktu, Gao, and regarded as being good to moderate depending on the districts in the Kidal
region. Flooded pastures were well provided in the regions of Mopti, Timbuktu and Gao.
The map of biomass anomaly also displayed a forage production overall superior to the average of the last ten years in the country
(see map below).
-The 2009/10 agricultural season was marked by the late arrival of rains, particularly in the north-eastern pastoral areas of the
country. Rains only became widespread across the country in the end of July, and the months of August and September were fairly
well watered in the agricultural areas of the country. These rains caused flooding with loss of human lives and extensive material
damage especially in the regions of Kayes, Koulikoro, Ségou, Mopti and Timbuktu. Despite their late arrival, rainfalls were sufficient
for the needs of cultures in the main agricultural areas of the country but inadequate for pasture in its north-eastern areas.
-The 2011/2012 agro-sylvo-pastoral season has been marked across the country by climate disturbances more or less marked
according to agricultural areas. The late arrival of rainfalls and their early end did not allow for a proper assessment of crops,
including rain-fed crops. The last rains expected to enable crops to properly complete their cycle, were only recorded by in some
areas in the region of Sikasso. This situation explains the more or less high levels of loss of harvestable areas and particularly in the
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Western Sahel, and yield reductions elsewhere across the country.
- Rainfalls for the 2012/13 agricultural season arrived on time in the agro-pastoral areas of the country. In the 3rd dekad of May,
relatively large amounts of rainfall were collected in some localities of the Southern and Central parts of the country. Already in the
first dekad of June, rainfalls had fallen in large parts of the agricultural areas in the South of the country.
- In 2013/14, the rainy season had a difficult start from May to July, characterized by inadequate rainfall levels and their poor
distribution in time and space. From July 20, the situation improved through an effective start and an intensification of crop
operations.
After analysing the historic profile of droughts over the past ten (10) years in Mali, the technical working group selected the rainy
season of 2004, as a baseline for the plan development, when rainfall was very low.
The 2004/05 agricultural season was marked by mostly unsatisfactory conditions in terms of rainfall as well as strong pressure from
pests including invasions by desert locusts. However, the factor that had the greatest impact on the results of that agricultural season
remained unquestionably the low rainfall. The desert locust invasion at the beginning of the winter rainfall season, which caught
popular attention because of its extent, in fact only ranks second amongst the main reasons for the poor harvests in 2004.
The overall production in the 2004/05 agricultural season is estimated at 2,844,902 metric tons, a drop of 16.40% in comparison with
2003/04. The production of the main crops dropped compared to 2003/2004: millet: -23%; sorghum: -9% and rice: -23%. This low
production level as a result of insufficient and irregular rainfall caused a shortfall in cereal production of approximately 600,000
metric tons, the effects of which were felt in various municipalities throughout the country. In the face of this food crisis, the
Government of the Republic of Mali, through the “Commissariat à la Sécurité Alimentaire” (CSA or Food Security Commission), took
steps to alleviate food problems for vulnerable populations, amounting to about 70,000 metric tons of cereals (i.e. 11.66%)
distributed to 2,023,238 individuals (CSA Annual Report for 2005). To this should be added assistance provided by other partners as
well.
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WRSI from 1996 to 2013: Source: EWS
Cumulative rainfall from
31 October 2004
Biomass Anomaly 2007
Cumulative rainfall from
31 October 2004 Key Anomaly 2007
(%)
Source: Spot Vegetation Map produced by the Mali EWS and ACF
REPUBLIC OF MALI One people – One goal- One faith
---------------------------- OFFICE OF THE PRESIDENT OF THE REPUBLIC
----------------------------- FOOD SECURITY COMMISSION
EARLY WARNING SYSTEM
Final Assessment of the 2008-2009 Agricultural
Season
Mauritania
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No biomass
Districts
Key
Final assessment of the agricultural season
Very good
Good
Moderate
Poor
Little or no crop
River
Region
District
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REPUBLIC OF MALI One people – One goal- One faith
---------------------------- OFFICE OF THE PRESIDENT OF THE
REPUBLIC -----------------------------
FOOD SECURITY COMMISSION
EARLY WARNING SYSTEM
Final Assessment of the Areas at Risk
Mauritania
Biomass Anomaly - 2010
Key Anomaly
High deficit
Low deficit
Normal
Slight excess
High excess
Little or no biomass
Rivers
ALGERIA
Data source: SPOT Vegetation Map produced by the EWS
September 2010
Map produced by the Early Warning System (E.W.S)
Po Box 2660; Tel: 20 21 27 28 February 2010
KEY Municipalities
Food difficulty
Economic difficulty
Nothing to report
Rivers
Regions
Districts
Guinea
Algeria
Data source: Early Warning System (Mali E.W.S.)
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REPUBLIC OF MALI One people – One goal- One faith
---------------------------- OFFICE OF THE PRESIDENT OF THE REPUBLIC
----------------------------- FOOD SECURITY COMMISSION
EARLY WARNING SYSTEM
Final Assessment of the 2008-2009 Agricultural
Season
MAURITANIA
KEY
Municipalities
Very good
Good
Moderate
Poor
Very Poor
Little or no crop
River
Region
District
Map produced by the Early Warning System (E.W.S) Po Box 2660; Tel: 20 21 27 28
February 2012
GUINEA
Area: 1 262 326.57 km2 Population: 15 039 794 inbts Density: 12 inbts/km2
Number of regions: 8 + district of Bamako Number of districts: 49 Number of municipalities: 703
ALGERIA
Data Area: I.G.M Source: Population: INSTAT
Agricultural season: E.W.S.
Data Source: Agricultural season: E.W.S.
KEY
Municipality
Good
Moderate
Poor
Very Poor
Little or no crop
Region
District
River
Early Warning System (E.W.S) Po Box 2660; Tel: 20 21 27 28
March 2014
ALGERIA
Early Warning System (E.W.S) Po Box 2660; Tel: 20 21 27 28
March 2013
Very good
Good
Moderate
Poor
Very Poor
Little or no crop
No information
River
Region
District
KEY
Municipality
ALGERIA
REPUBLIC OF MALI One people – One goal- One faith
---------------------------- OFFICE OF THE PRESIDENT OF THE
REPUBLIC -----------------------------
FOOD SECURITY COMMISSION
EARLY WARNING SYSTEM
Final Assessment
2012-2013
Agricultural Season
Final Assessment
2013-2014
Agricultural Season
Final Assessment
2012-2013
Agricultural Season
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Step 3: Insert pictorial version of your country’s seasonal calendar (e.g. FEWSNET or others). If possible, include major agricultural activities and timeframe and major regular surveys and assessments and major meetings/gatherings/workshops related to agricultural activities and drought and timeframe. Make sure to cite your source. Seasonal calendar in October 2004
Source: FEWSNET (October, 2004)
Dry season Land preparation Sowing Crop Harvest Dry season
2004/04
agricultural
season
March February January June May April Oct Sept August July Dec. Nov
Invasion by desert
locusts on grazing
and farming land. Installation of the
agricultural season
Delay-Insufficient rainfall Early end of rainfalls Ongoing normal
season
Lull and
desert locusts’
withdrawal
REPUBLIC OF MALI
* * * * * *
PROVISIONAL ASSESSMENT
* * * * * *
2014- 2015
FOOD RISK
MAURITANIA
ALGERIA
MAURITANIA
ALGERIA
GUINEA
GUINEA
KEY
Region
District
Ranking/municipality
Food risk
Nothing to report
Slight difficult economic times
Severe difficult economic times
Food insecurity
Special situation
Data source: - Administrative boundaries: IGM - Thematic: EWS (Provisional expertise)
__________________ Map produced par the Early Warning System
Tel: 20 74 54 39
October 2014
REPUBLIC OF MALI
* * * * * *
PROVISIONAL ASSESSMENT
* * * * * *
2014 – 2015
AGRICULTURAL SEASON
KEY
Region
District
Ranking/municipality Agricultural Season
Very good
Good
Moderate
Moderate to poor
Poor
Very Poor
Little or no crop
October 2014
Data source: - Administrative boundaries: IGM - Thematic: EWS (Provisional
expertise) __________________
Map produced par the Early Warning System Tel: 20 74 54 39
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Table 1: Agricultural Calendar of main crops
Crop Land preparation Sowing/transplanting Weed control/weeding Singling Harvest Threshing
Rice May /June 15 May to 30 July June/July _* Oct. /Dec. Nov./January
Millet May /June 15 May to 30 July July/August July/August Nov./Dec. Dec./January
Sorghum May /June 15 June to 30 July July/August July/August Nov./Dec. Dec./January
Maize 1 May/20 June 15 May to 30 July June/July _* August/October Sept./Oct.
Fonio June/July 15 June to 30 July July/August _* Oct./Nov. Nov./Dec.
Groundnut May /June 15 June to 30 July July/August _* Oct./Nov. Nov./Dec.
Cowpea June/July 15 June to 30 July June/July _* Oct./Dec. Nov./Dec.
Market gardening
September/Oct. 15 Oct. to 15 Dec. Nov. – Dec. - January _* From December _
Source: DNA
* Crops not suitable for singling
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Step 4: Describe the general country drought conditions for the past 10 years (2004-2013). Please refer to the work performed by the ARV Customization TWG in generating a consensus list of past drought events. If possible, list key regions/provinces impacted by the drought and add references to any other supporting evidence, if available, to describe the food security condition around the drought event (e.g. a severity classification scheme used by your food security Early Warning processes such as from ARV or IPC Note: the descriptions in red are an example of how one might characterize or classify the historical drought conditions.
Table 2: Historical Drought Conditions
Key Location Agricultural seasons
04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14
National (if possible, enter any key sub-national data/information)
Large-scale drought impacting most of the country
Mild drought, mainly impacting Regions A&B
Localized pockets of drought
Mild drought, (early end of rains, 2nd
dekad Sept.
Pockets of drought
Mild drought, located in the northern regions
No drought
Large-scale drought impacting most of the country
No drought
Mild drought, mainly impacting Regions A&B
In the Final assessment report on the results of the 2004/05 agricultural season, the EWS has identified 101 municipalities suffering from food
insecurity (FI) and 87 municipalities experiencing economic difficulties. The distribution of these municipalities by region is shown in the table
below.
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Table 3: Distribution of affected people by region in 2004/05
Regions
Municipalities with food insecurity (FI)
Municipalities with economic difficulties (ED)
Summarise
Number of municipalities
Number of affected people
Number of municipalities
Number of affected people
Number of
municipalities
Number of people affected, as
estimated by the EWS
Kayes 12 98,020 27 325,962 39 423,982
Koulikoro 12 144,357 08 162,107 20 306,464
Ségou 01 8,027 09 125,517 10 133,544
Mopti 43 491,436 16 227,608 59 719,044
Timbuktu 22 137,147 18 189,409 40 326,556
Gao 07 26,515 02 40,311 09 66,826
Kidal 04 15,424 07 31,398 11 46,822
Total 101 920,926 87 1,102,312 188 2,023,238
Where possible, include Africa RiskView output and graphs along with any other information available and relevant to explaining the country historical drought profile. Step 5: Describe the impact of drought in your country in the past 10 years in terms of number of individuals/households requiring assistance. At a minimum complete row A, which shows the number of affected as defined by the ARV output. If there are other official sources of vulnerability numbers for historical years, please list in rows B and C, making sure to include the source name. Include additional graphs, charts, and statistics where appropriate
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Table 4: Historical Impact of Drought
Impact of drought
by data source
04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14
A # of affected as estimated national EWS
2,023,238 192,427 159,329 308,773 296,427 743,714 0
4,601,679 3,387,717 3,709,525
NB:
The number of 4,601,679 affected persons for 2011/12 takes into account other factors (socio-political, security and institutional crises);
Furthermore, the basis of the system assessing the number of vulnerable individuals has changed since 2012 with the adoption of a
harmonised framework which takes into account the aspect of poverty (livelihood) over and above food and nutritional issues;
In Mali, the only source of reference is the “Système d’Alerte Précoce” (SAP) [or Early Warning System (EWS)] working with all the other
stakeholders.
Step 6: Describe the historical response to drought in your country in the past 10 years in terms of number of individuals/households who received assistance. Where possible, indicate the program activity (e.g. cash transfer, food assistance, etc.) and the source or implementing partner (e.g. WFP, Government, UNICEF, etc.). Row D provides the format of how you should present the information (if possible). Rows E to G provide examples of possible sources.
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Table 5: Historical response to drought
Response to drought
By activity and source Agricultural Season
04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14
D # of individuals assisted with [enter activity (e.g. cash transfer, etc.)] AND [enter source of information (e.g. WFP, Government, etc.)]
2,023,238 in the
regions of Kayes,
Koulikoro,
Ségou, Mopti,
Timbuktu, Gao
and Kidal
- DAG: (“Distribution alimentaire
gratuite” or Free Food
Distribution), by the State and the
Technical and Financial
Partners (TFPs) such as WFP,
NGOs
- Nutritional support
provided by UNICED, WFP
and community-based NGOs
- Sales at reduced
prices (the State, GIZ, Projects)
- Establishment of cereal banks
(the State)
- Support for
192,427
159,329
376,403
296,427 1,000,766 - Free Food Distribution (the State, NGOs, WFP) - Support for livestock (the State, Japanese cooperation) - Nutritional support provided by (UNICEF, Projects) - Support for markets (the
State)
N/A 1,699,467 in the regions of Kayes, Koulikoro,
Ségou, Mopti,
Timbuktu, Gao
and Kidal
- Free Food Distribution (the
State, WFP, NGOs)
- Nutritional
support provided by UNICEF, WFP and community-
based NGOs
- Sales at reduced prices (the State,
Projects)
-Strengthening of cereal banks
(the State)
- Support for vegetable
growers (the State, FAO, WFP,
NGOs,) - Support for local
fishermen (the State)
- Support for
3,387,717
1,9,525
+ TFP
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vegetable growers (the
State, FAO, WFP, EU, NGOs,)
- Support for
local fishermen (the
State and Japanese
cooperation)
- Greater provision of
school canteens (the State, UNICEF,
WFP)
- Support for
livestock (the
State).
improved seeds (the State)
- Greater
provision of school
canteens (the State, UNICEF,
WFP)
- Support for livestock (the
State).
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SECTION 3: INSTITUTIONAL ARRANGEMENTS
Step 7: Describe the existing institutional arrangements in place to manage a drought response. This section can refer to other documents for more details, but these documents should be provided as annexes to the Operations Plan (OP).
7.1 Does existing national policy and legislation related to drought exist? If yes, please give more details.
Is there existing national policy and legislation related to other disaster risk management issues? If yes, please explain.
Decree 231/P-RM of 18 July 2007 specifying the institutional framework for Food Security Management is the legislative document in which the Government expresses its commitment to support inhabitants who are impacted by drought. This decree sets out the two aspects of the interventions to be undertaken: the short-term aspect and the structural aspect.
The National Assembly of the Republic of Mali, during its sitting on 16 August 2006, deliberated on and adopted Act N° 06-045 of 05 September 2006 pertaining to the “Loi d’Orientation Agricole” (LOA or Agriculture Orientation Law) which was promulgated by the President of the Republic. Chapter II, Section III of this Act, entitled “De la Prévision et de la Gestion des Risques majeurs et des Calamités Agricoles” (or Forecast and Management of Major Agricultural Risks and Disasters) sets out the articles which cover issues related to disaster risk management, including but not limited to the following:
Article 57: the State and Local Authorities will define an intervention and response strategy in the case of identified risk or disaster, including an operational mechanism which will be activated if necessary.
Article 58: the State will establish a National Agricultural Risk and Disaster Fund in order to reduce the impact of major risks and disasters on agricultural development and the living conditions of rural populations.
Article 59: should there be any threat to food security, the State will introduce specific response mechanisms; their organisational procedures will be defined in a Decree enacted by the Council of Ministers.
Article 60: an agricultural insurance plan will be established to respond to the needs of family-owned farms.
This legislation will be supported by various regulatory measures including:
Decree N° 10-574/P-RM of 26 October 2010 determining the management procedures and organisation of the “Fonds National d’Appui à l’Agriculture” (National Agriculture Support
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Fund);
Decree N° 2011-674/P-RM of 10 October 2011 relating to the organisational procedures for the “Dispositifs Spécifiques d’Intervention en Cas de Menaces sur la Sécurité Alimentaire” (Specific Intervention Mechanisms in Case of a Threat to Food Security);
Interministerial Order N° 2011-5005/MA-MATCL-MEP-MA-MEF-MDSSPA-SG of 8 December 2011 determining the details of the management procedures of the national agriculture support fund;
Various Decisions pertaining to the establishment of regional executive committees on agriculture.
Paragraph 2, entitled “De la Sous-direction des Opérations de secours et d’Assistance” (the Sub-Directorate for Disaster Relief and Recovery Operations) of Decree N° O6 071/P-RM dated 24 February 2006 determining the operating procedures and organisation of the “Direction Générale de la Protection Civile” (Directorate-General for Civil Protection) includes an article on, amongst other things, disasters:
Article 17: The Sub-Directorate for disaster relief and recovery is responsible for the following:
Implementing measures for the rescue and protection of individuals and property in case of disaster;
Organising rescue and recovery measures in case of disaster and catastrophe.
It should be noted, in the framework of the partnership, that the Food Security Commission (CSA) will provide the Directorate-General for Civil Protection with a revolving stock of 100 metric tons of cereals to help people who have been impacted by flooding.
In spite of the existence of this legal and institutional mechanism, there is a problem with mobilising resources in terms of the manner in which the bodies concerned function.
7.2 How do existing early warning (EW) processes function?
What information is produced regularly, how is the analysis, do partners have access to that information, and how helpful is the EW in detecting/mitigating
The EWS and the “Groupe de Travail Pluridisciplinaire d’Assistance Agro-hydro-météorologique” (GTPA or Multidisciplinary Agricultural, Hydrological and Meteorological Working Group) have systems that continuously collect data on the progress of the agricultural season and the food situation for use by the “Conseil National de Sécurité Alimentaire” (CNSA or National Food Security Council).
The task of the EWS as a data integrating system for food security consists basically of providing decision-makers with the necessary information for the optimal distribution of the country’s food
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drought and what are the major constraints?
security reserves in terms of targeted food aid operations or using food security funds in relief operations. From the point of view of sustainable food security, the EWS is an essential mechanism for taking rational and effective decisions on interventions to relieve food insecurity.
Its purpose is to determine sufficiently in advance which inhabitants may be at risk of experiencing food supply and/or nutritional difficulties and to make recommendations for action to be taken to reduce any difficulties identified during surveys.
From 1986 to 2003, the zone covered by the EWS was limited to areas that were traditionally considered to be “at risk”, that is, areas that had already experienced severe food crises, to be precise the 349 municipalities located north of the 14th parallel. Because of the increased risk of a food shortage (due to the market situation as well as to poverty), the EWS has, since 2004, been monitoring the country as a whole.
Its methodology is based on the continuous collection of data concerning the food and nutritional status of the population. This information covers a range of aspects such as rainfall, the progress of crops, stock farming, market prices, population migration, the habits and food reserves of inhabitants as well as their state of health.
Information is collected from administrative and technical departments, civil society and local elected officials from municipal level to district capitals as well as regional capitals at national level.
In each regional capital, the regional team responsible for gathering information is supported by the “Direction Régionale de la Planification, de la Statistique, de l’Informatique, de l’Aménagement du Territoire et de la Population” (Regional Directorate for Planning, Statistics, Informatics, Land Use Planning and Population).
Before being forwarded in the form of a monthly report to Bamako, these local reports are considered by a regional EWS working group chaired by the economic and financial adviser to the regional Governor. This working group meets on a monthly basis and includes technical departments, elected officials, international organisations and NGOs working in the field of food security.
In areas where the food situation is thought to be deteriorating, a team led by the EWS, consisting of officials from the departments of health, social development and solidarity-based economics conduct an in-depth socio-economic, medical and nutritional survey in order to determine the extent of suspected problems and to propose solutions to improve the situation.
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In Bamako, regional reports, survey results and information gathered from national technical departments are analysed and collected into a monthly report which is considered and then adopted by the EWS national working group before being published and distributed in the form of a national gazette. The national EWS working group is chaired by the “Institut National de la Statistique”: INSTAT (National Institute of Statistics).
This monthly gazette is distributed to the national, regional, district and municipal authorities as well as international organisations to allow them to take steps to prevent a food crisis or to reduce its impact if it does occur.
EWS recommendations for action are made during panel discussions including all senior regional and central government officials.
The first recommendations, put forward in the October gazette, are made during a meeting held in early November, based on information made available in October.
Final recommendations are published in the January gazette and are made during the last weeks of February on the basis of confirmed information made available in February. However, other, more specific recommendations may be made on an ad hoc basis depending on the evolution of the food situation in a particular area.
If there should be a major crisis, as was the case for the 2002-2003, 2004-2005 and 2011-2012 seasons, these decision-making meetings are held earlier.
Information provided in an assessment of the agricultural season in question would cover aspects such as rainfall, the high-water level of rivers, pests, an assessment of the agro-pastoral situation, areas and populations at risk, and recommendations.
Based on this information, the EWS will be able to identify drought zones. After a national analysis, it will then make recommendations to reduce the impact of the drought on the inhabitants affected, through the “Distribution Alimentaire Gratuite”: DAG (free food distribution), free distribution of cattle fodder as well as measures to build resilience.
The constraints inherent to such activities are financial and logistical, to mention only two.
Apart from the EWS, weather forecasts contribute to providing an early warning through regular dekadal news bulletins from the Multidisciplinary Agro-Hydro-Meteorological Working Group (GTPA).
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7.3 Describe the existing contingency planning (CP) procedures for drought.
In the case of a drought leading to a serious crisis in the availability of cereals, the following procedures are followed in accordance with Mali’s existing “Plan d’Intervention d’Urgence” (PIU or Emergency Intervention Plan):
the EWS presents recommendations to the State/TFP working group;
a session of the “Comité de Coordination et de Suivi des Programmes de Sécurité Alimentaire” (CCS/PSA or Coordination and Monitoring Committee on Food Security Programmes) is held to approve the annual operational plan for interventions and to communicate the draft response plan drawn up by the CSA. The Coordination and Monitoring Committee on Food Security will draft documents for submission to the National Food Security Council;
the National Food Security Council provides information on the overall situation of the country with regard to nutrition and food insecurity, and approves the “Plan National de Réponse” [PNR or National Response Plan (NRP)] to food problems in vulnerable layers of society to be targeted in affected areas;
a monitoring and coordination structure is established for implementing the national response plan which consists of its various stakeholders;
a partnership agreement is signed with local NGOs for the identification of targets, food distribution and monitoring of resilience building activities;
changes in nutrition and food security indicators are monitored monthly and more specific studies are carried out to better direct interventions;
internal and external assessment is done on activities implemented.
The “Cluster Sécurité Alimentaire” (or Food Security Cluster) and the “Cluster Nutrition” (or Nutrition Cluster), run by the TFPs, work simultaneously with this State planning and monitoring mechanism. These two clusters are members of the “Commission Nationale” (or National Commission) facilitated by the CSA.
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7.4 Describe the drought response coordination mechanism.
Make sure to indicate coordination between government and major non-government institutions and the coordination between the national and regional institutions
Indicate whether institutions in charge of mitigating drought have office in drought prone regions? Describe in detail the regional linkages.
According to the Emergency Intervention Plan, a committee on major crises, called the “Comité Interministériel de Coordination de Crises” (CICC or Interministerial Crisis Coordination Committee), established by Interministerial Order, is responsible for coordination in case of a severe cereal crisis. Representatives of the State, civil society and the TFPs serve on the committee which is chaired by the Ministry of Internal Affairs and Security.
In order to fulfil its mission, the CICC establishes internal committees which are responsible for specific tasks falling within their powers, i.e.:
a committee responsible for monitoring the execution of scheduled actions;
a committee responsible for monitoring undertakings made by the TFPs;
a committee responsible for coordinating the various structures responsible for interventions.
However, in normal times, this role is fulfilled by the Food Security Commission (CSA) and the National Food Security Council (CNSA) which are the steering and management bodies, chaired by the Prime Minister and the “Comité de Coordination et de Suivi des Programmes et Projets de Sécurité Alimentaire” (CCS/PPSA or Coordination and Monitoring Committee on Food Security Programmes and Projects), chaired by the Head of the CSA.
The following food security management bodies, together with the CSA are also involved in steering and coordinating this national mechanism:
a National Food Security Council (CNSA), chaired by the Prime Minister;
a Coordination and Monitoring Committee on Food Security Programmes and Projects (CCS/PPSA), chaired by the Head of the CSA;
a “Comité Régional de Sécurité Alimentaire” (CRSA or Regional Food Security Committee) at regional level, chaired by the Regional Governor;
a “Comité Local de Sécurité Alimentaire” (CLSA or District Food Security Committee) at district level, chaired by the Prefect;
a “Comité Communal de Sécurité Alimentaire” (CCSA or Municipal Food Security Committee) at municipal level, chaired by the Deputy Prefect.
The CSA does not have a decentralised section at regional or district level. However, the various food security management bodies (CRSA, CLSA, and CCSA) are decentralised at regional, district
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and municipal levels.
Technical structures responsible for alleviating the effects of a drought have their own offices such as the “Office des Produits Agricoles du Mali” (OPAM or Mali Agricultural Products Board), the EWS, the “Observatoire du Marché Céréalier” (OMC or Cereal Market Observatory), the WFP Directorate for Projects, etc.
It should also be noted that certain TFPs are represented at regional level: WFP Inter, the International Committee for the Red Cross (ICRC), OXFAM and the Food Security Cluster.
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Step 8: Describe how a pay out from the ARC insurance policy would be considered or managed within the larger country early warning and contingency planning processes defined for drought?
8.1 How does the ARC OP fit within (link to) national and sub-national contingency and operational planning processes and coordination mechanisms?
The ARC Operations Plan (OP) forms an integral part of the National Response Plan (NRP) which has come out of recommendations on action to be taken based on assessment reports, been produced by the EWS, on the country’s food situation. The activities identified meeting ARC criteria to build the Operational Plan have been selected from the NRP. The coordination mechanism as such will build on the existing schemes that exist. From the national coordination at CSA level consisting of the State and various stakeholders (State structures, TFPs, NGOs and others) to the regional, district and communal offices.
8.2 Please briefly describe how an ARC pay out might be used to supplement a potentially larger response?
Describe what you would do with a payout of less than one (1) million US$.
Describe what you would do with a payout of five (5) million US$.
Describe what you might do with a
The “Dispositif National de Sécurité Alimentaire” (DNSA or National Food Security Mechanism) has a “Fonds de Sécurité Alimentaire” (FSA or Food Security Fund) to finance all actions for alleviating the effects of a food crisis after a drought. ARC pay-outs are made at this level. The FSA functions on the basis of a management code and is audited every year. The FSA consists of a number of different funds which ARC resources will extend.
The National Response Plan to Food Problems is structured and funded every year depending on the type of need/risks identified by the EWS.
During consultations on financing the NRP, the State/TFPs Working Group, the CCSPSA, and the CNSA will determine financing priorities for each type of source of finance. The CSA then applies for GAP (Free Food Distribution) either from the national budget or from TFPs.
Amounts of less than US$ 1 million will be used for targeting and surveys. In case of localized drought the government can seek to assist vulnerable population through target food assistance (cash or food). This sum will provide food assistance to 313 721 individuals affected by the drought.
At this level, ARC funds can be used:
- to replenish safety reserves up to their optimal level of 35 000 metric tons of cereals for an amount of US$ 15.4 million, to replace the reserves used to assist 1 254 885 individuals beneficiaries
- to transport OPAM (bureau for agricultural products) warehouse stocks, valued at US$ 4 million,
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payout of 30 million US$. to targeted beneficiaries;
- for the payment of costs related to services delivered by local NGOs to an amount of US$ 600,000;
- for the upliftment of inhabitants who have experienced crises to an amount of US$ 9 million of which US$ 7 million are allocated to the purchase and distribution of cattle feed (including transport and implementation costs) to 478 768 beneficiaries and US$ 2 million (including financial charges) for the cash transfer to 125 489 beneficiaries.
- for the payment of monitoring and assessment and auditing expenses amounting to US$ 1 million.
8.3 Please provide details on include what government agency will manage the ARC funding, including bank account details.
The Technical Secretariat of the “Programme de Restructuration du Marché Céréalier” (PRMC or Cereal Market Restructuring Programme) (an on-going reform may replace the PRMC with a technical and financial secretariat falling under the national food security mechanism) which is the “Unité de Gestion et de Coordination de la Structure Nationale de Prévention et de Gestion des Crises Alimentaires” (the Coordination and Management Unit of the National Food Crisis Prevention and Management Body) and which deals with accounting matters for the mechanism, will manage any financing provided by the ARC. Details of the bank account will be made available in due course (National Treasury).
The Coordination and Monitoring Committee of the Food Security Programmes (CCSPSA) set up by decree in July 2007 is the major organ of consultation and program monitoring. Chaired by the Commissioner for Food Security, is composed of the Ministers concerned with food security of Governors and Heads of Diplomatic Missions partners of the PRMC. It meets in ordinary session twice a year, examines and validates among other programs and activity reports of projects and Food Security programs.
• The Food Security Commission (CSA) that develops and ensures the implementation of national food security policy of Mali is the PRMC supervisory structure.
• The Donor Management Committee (CGD), which meets when necessary, is composed of heads of diplomatic missions of countries and partner organizations of the PRMC. CGD consider and adopt the budget and the important decisions on the basis of records prepared and approved by the Working Group of the PRMC. Since the beginning of the program, WFP occupies the donor coordinator central function and ensures the donor Permanent Secretariat.
• The Working Group of the PRMC, current management body of the program, meets twice monthly or weekly if needed. It includes representatives of external partners and ministries concerned with food
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security.
• The Joint Committee for Financial Monitoring, an offshoot of the Working Group, there are three donor representatives including the PRMC donors Coordinator and three representatives from the Government whose the Technical Secretary of the PRMC, this committee provides accounting and financial monitoring to the program.
The fund account managed by PRMC receives financial allocation from the state budget and donors. Each fund received into this account is allocated a budget code in order to ensure the traceability in the implementation of activities for which funds are intended. Therefore there will be a dedicated ARC account will receive the payout
Source : CSA
SECTION 4: RISK TRANSFER PARAMETERS
Step 9: Define the risk transfer parameters based on the configuration of African Risk View (ARV).
Note: This data will not be finalized until after ARV configuration is complete, but please complete what you can with the best available information.
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Coverage period Year: Season:
Expected payout frequency Once a year : at the end of the season (October)
Maximum payout
Risk transfer level
Estimated premium
The risk to be transferred will depend on the context.
SECTION 5: SCENARIO DEFINITION AND GEORGRAPHIC COVERAGE
Step 10: Define a set of scenarios based on possible payout amounts2. The objective here is to determine four possible scenarios that are different enough to result in changes in how a country might spend the ARC funding, thus causing a different set of procedures to be implemented. We have
2The risk indicator (or what determines the severity of the drought and ultimately the size of a payout) is parametric satellite rainfall data. These data are fed into African Risk
View (ARV) and combined with other pre-configured data on population vulnerability figures, costs of activity implementation, etc. to determine the payout amount.
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provided some standard benchmarks. Please replace the highlighted sections with what makes the most sense in light of your country’s contingency planning processes.
Table 6: Scenario Definition
Scenario Description
#1: No payout The harmonised framework will always determine a percentage of vulnerable persons who need support from the State and its partners either through a social safety net, through resilience-building support, nutritional support or some other kind of support.
#2: Small payout Below average rainfall, leading to an expected payout from ARC of less than US$ 1 million.
In this financing scenario, the amount will be used for surveys to target beneficiaries, or small scale food assistance in localized drought situation
#3: Medium payout Below average rainfall with an expected payout from ARC of US$ 5 million.
Such an amount would contribute to food aid for 313 721 beneficiaries affected by the drought. This amount would also take into account costs involved in monitoring the activity.
#: 4 Large payout Well below average rainfall with an expected payout of a maximum of US$ 30 million from ARC, OR the maximum granted to the country according to the risk transfer parameters.
For amounts of this order, ARC funds could be used:
- to replenish safety reserves up to their optimal level of 35 000 metric tons of cereals for an amount of US$ 15.4 million, to replace the reserves used to assist 1 254 885 individuals beneficiaries
- to transport OPAM (bureau for agricultural products) warehouse stocks, valued at US$ 4 million, to targeted beneficiaries;
- for the payment of costs related to services delivered by local NGOs to an amount of US$ 600,000;
- for the upliftment of inhabitants who have experienced crises to an amount of US$ 9 million
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of which US$ 7 million are allocated to the purchase and distribution of cattle feed (including transport and implementation costs) to 478 768 beneficiaries and US$ 2 million (including financial charges) for the cash transfer to 125 489 beneficiaries.
- for the payment of monitoring and assessment and auditing expenses amounting to US$ 1 million.
Step 11: Define current ‘at risk’ areas and estimated numbers of affected people based on different pay out scenarios. List all potential areas that could potentially be impacted by drought and thus eligible for ARC funding. Use ARV data using historical rainfall from small, medium and large pay out years as the source of your information unless there is another reliable and authoritative source available. Please clearly reference any alternative source of this information. The objective of this step is to better understand the magnitude of impact based on the severity of the drought.3
Table 7: Geographic Coverage of Drought by Scenario (2004-2005)
Admin Level 1: (Region/Province )
Admin Level 2*: (District affected)
Total food insecure
Population estimated by
EWS
Estimated number of vulnerable people under each pay out scenario
No payout Small payout Medium payout Large payout
Kayes Nioro, Yélimané, Dièma, Kayes, 423,982 423,982
182,312 423,982
Koulikoro Nara, Banamba 306,464 306,464 27,582 306,464
3Here we assume that a small payout is related to a less severe drought. This assumption is based on the simulation which uses historical rainfall data to find a year or years which would have triggered a certain pay out based on the scenarios (e.g. USD 500,000, USD 5 million, USD 30 million) and then calculates the number of people affected based on the most recent vulnerability profiles sourced from household data. We recognize that this is only simulated data and does not include all the relevant information that might impact vulnerability numbers (e.g. market dynamics, conflict, etc.); however it provides a starting point by which to better understand the required size of a response under different scenarios.
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Ségou Niono 133,544 133,544 13,354 133,544
Mopti Bandiagara, Djenné, Koro, Douentza, Ténenkou, Youwarou
719,044 719,044 280,427 719,044
Timbuktu Diré, Goundam, Gourma Rharouss, Niafunké
326,556 326,556 84,904 326,556
Gao Gao, Ansongo, Bourem 66,826 66,826 1,337 66,826
Kidal Abéïbara, Tessalit, Tin Essako 46,822 46,822 936 46,822
Sikasso - - - - -
TOTAL 2,023,238 2,023,238 590,853 2,023,238
Use the lowest level of granularity within ARV (the level at which the household survey data we have is statistically representative)
Step 12: Describe how the government currently conducts a needs assessment in times of drought.
12.1 When will the needs assessment likely be conducted and what are the criteria used to make the decision? Do you conduct other preliminary surveys before conducting a need assessment ( quick surveys, specific market, nutritional surveys)
The EWS monitors the food situation on a monthly basis in addition to the surveys undertaken (ENSAN, HEA, Smart). Surveys are conducted annually from June to October. From the end of October a provisional forecast on the food situation is made with the final forecast made by the end of February. The results of key indicators from these surveys make it possible to determine the number of individuals, areas, forms of vulnerability (from phase one to phase five), types of aid needed, duration, etc. Targeting surveys are done on villages and households. In case of a specific alert, a quick survey is carried out to gain a better grasp of problems related to food insecurity.
12.2 What tools and methodologies are used to conduct the assessment?
For the past two years, inhabitants have been targeted through the “Harmonised Framework” approach which is based on results indicators (food consumption, changes in means of livelihood, malnutrition and mortality) and contributory factors related to random events, vulnerability and acute crises. Changes in these indicators for a given period make it possible to classify, by district, acute food insecurity levels into five phases (minimal, under pressure, crisis, emergency and famine). Emergency aid is needed from phase 3 to phase 5.
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12.3 What are the steps involved in the needs assessment process? Please list them.
Information is gathered from administrative and technical departments, civil society and local elected officials at municipal level, district capital level and, at national level, regional capitals.
In each regional capital a regional team responsible for collecting information is backed up by the Regional Directorate for Planning, Statistics, Informatics, Land Use Planning and Population.
In Bamako, regional reports, survey results and information gathered from central technical departments are analysed and collected into a monthly report which is considered and then adopted by the National EWS Working Group chaired by the National Statistics Institute (INSTAT) before being published and distributed in the form of a national newsletter.
Recommendations arising from the assessments are converted into an Operational Plan and a National Response Plan and their costs are evaluated.
12.4 Who conducts the need assessment? Is the process consensual and does it include non-governmental agencies ( NGOs, UN agencies)
The needs assessment is carried out in line with the harmonised framework approach which involves all role-players and is refined later by CSA NGO partners that are chosen to handle targeting and Free Food Distribution (DAG). Working together with the administration, elected officials and village chiefs, and through a process of targeting, they identify vulnerable populations in need of food aid.
12.5 What type of coordination occurs during the implementation of the needs assessment?
Municipal, local, regional and national committees are responsible for confirming the data collected on the main indicators of nutritional and food security.
12.6 What is the timing around regular needs assessments?
Needs are assessed in two stages: provisionally in October and finally in February. Other more specific assessments can be done if necessary.
12.7 How is the needs assessment paid for?
The needs assessment is done by EWS experts and is financed by the Cereal Market Restructuring Programme (PRMC/national budget). Other partners also play a role in financing specific socio-economic and nutritional surveys together with the EWS.
SECTION 6: INTERVENTION DETAILS
Step 13: Briefly list the proposed interventions in the event of an ARC payout. Each intervention should have: i. a short name;
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ii. an intervention type which describes the main function of the intervention; iii. a flag to indicate whether the intervention is a scalable (program exists in non-drought times but intends to be scaled in the event of
drought) or an emergency intervention (implemented strictly during times of need); iv. a brief description of the intervention.
In this table enter a brief description of the interventions selected to be funded under ARC insurance payout. You will go into detail of each intervention in the next section.
Table 8: Summary description of interventions that can be funded in the event of an ARC payout
Intervention Name Intervention Type
Please select from list in Table 9 Program type
(tick box that applies) Description
1. Food Distribution Food distribution -need based
□ Scalable
X Emergency
□Other {___________} [specify, e.g. needs assessment]
The activity is carried out with the support of the OPAM (Mali Agriculture Products Board), which has two tasks: one is a public service mission and the other a commercial mission. It issues tenders to cereal suppliers to reconstitute the “Stock National de Sécurité” or National Security Reserve (NSR) and the “Stock d’Intervention de l’État” or State Intervention Stock (SIS).
2. Purchase and distribution of cattle feed to the benefit of vulnerable households for a few dairy cows, to feed a family and provide some income
Distribution of cattle feed □ Scalable
X Emergency
□Other {___________} [specify, e.g. needs assessment]
The activity is carried out with the support of the OPAM (Mali Agriculture Products Board) which issues tenders to the cattle feed producers. The distributions are undertaken by NGOs under the auspices of the Livestock Department and stock farmers ’organisations.
3. Conditional and unconditional cash transfers
Conditional cash transfer and unconditional cash transfer
□ Scalable
X Emergency
□Other {___________}
Money transfers are made on the basis of the results from a market study. An activity that better meets the needs of vulnerable households when food is available at market
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[specify, e.g. needs assessment]
Table 9: Intervention Types
Intervention Types
A Cash Transfer - conditional G Distribution of food stamps, vouchers, coupons
B Cash Transfer - unconditional H Nutrition supplement
C Cash Transfer – for work I Seed distribution
D Food distribution –need based J Water trucking
E Food distribution – for work K Borehole development
F Supplementary feeding L Other [ Enter name here]
Step 14: Complete the following set of questions (14.1-14.12) for each intervention proposed in Table 8.
a- FIRST INTERVENTION (From Table 8)
14.1 Enter name of intervention. This should be a short name that can be easily referred to in the rest of the Operations plan
Free food distribution in accordance with the management code.
14.2 Enter the type of intervention. The intervention type describes the main function of the intervention (e.g. cash transfer, food for work, etc.). Please select from the list, if possible.
Providing food assistance to populations affected by drought.
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This is an emergency intervention.
14.3 Enter a brief description of the intervention
This intervention is supported by the OPAM which has two tasks: one is a public service mission and the other a commercial mission. It issues tenders to cereal suppliers to reconstitute the National Security Reserve and State Intervention Stock. Under this programme food would be provided to populations in need in areas that have no functioning markets. The quantity of, and the time period during which cereals are distributed depend on the degree of vulnerability of the populations needing assistance. The quantity distributed over the duration of food assistance is 55 kg per household (1 or 2 individuals) on the basis of a standard energy consumption of 2 100 calories/day or 9 kg of cereals/person/month. This intervention guarantees adequate access to food for populations impacted by drought during the period in question.
14.4 Explain why this intervention activity is a good option for ARC funding. How does it meet the ARC eligibility criteria (time-sensitive and/or catalytic; livelihood saving and able to be completed within six months)? What livelihood groups are the major beneficiaries (e.g. farmers, agro pastoralists, pastoralists, fishermen, women, etc.)
Time Sensitive and/or Catalytic : ARC funding can be used to replenish the OPAM reserves and thus allow for a quick start to the food distribution process with the cereal draw down from OPAM, therefore reaching the most vulnerable more quickly
Livelihood group: The poor and very poor beneficiaries are those from areas where there is a shortfall. They are farmers, agro-pastoralists, stock farmers (or pastoralists), fishermen and women.
Livelihood saving: This assistance would start within the specified period of 120 days so as to guarantee food security to the beneficiaries and thus avoid prejudicial behaviour and/or negative adaptation mechanisms. The activity is planned to last less than 6 months.
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14.5 Who are the possible implementing partners of this intervention? Please list the names and key contact information for all partner organizations. If the implementation is expected to be decentralized (e.g. lower-level administrative units select the implementing NGOs) please list the key contact person for each admin unit in the table below AND as an annex, provide a list of the NGOs (by admin unit) capable of implementing the activity
OPAM, the cereal suppliers and cereal producers’ organisations are all implementing partners in reconstituting reserves.
Name of Partner Organisation
Name of contact at organisation
Telephone number
Email address
Responsibility and role in
Implementing activity
OPAM Chief Executive Officer (223) 20 21 04 06
66 76 83 47
Implementing agency for the purchase and management of cereals
Cereal suppliers See OPAM directory in annex
Cereal suppliers
Organisations of grain producers
See OPAM directory in annex
Cereal suppliers
CSA Dr. Nango DEMBELE (223) 66 75 03 66
Budget authorizing
officer
EWS Mary DIALLO 76 22 06 67 [email protected]
Geographic targeting
PRMC Oumar TRAORE 76 05 23 90 [email protected]
Cereal purchase
financing (NSR and SIS)
CAEF See annex 1 The supervision of
activities
Elected officials See annex 1 The monitoring
of activities
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14.6 In the event of a pay-out, how will funds flow from the Government account to each implementing partner? Explain what checks are in place to ensure the funding flows in a timely manner and can be tracked. Please be as specific as you can. Again, if decentralized, explain how the funds will move from the National account to the regions/districts and what checks/paper work is completed to ensure this happens in a timely manner?
Step Description
1 Description:
Payments are made by bank transfer from National Treasury into the Food Security Fund (FSA) which, in turn, makes a payment into the Mali Agricultural Products Board (OPAM) account. OPAM then issues cheques to each contracting party. Financial transactions are monitored by the financial departments of the CSA, OPAM, the Ministry for Economic Affairs and Finance and the PRMC Technical Secretariat.
Cereal suppliers supply the OPAM warehouses on the basis of purchase and delivery contracts signed with OPAM.
Again on the basis of a contract signed with OPAM, transporters are responsible for transporting cereals from OPAM warehouses to the distribution points.
Working with government departments and elected officials, NGO partners and signatories of an agreement with the CSA are responsible for targeting beneficiaries and distributing foodstuffs.
Cereal deliveries, accompanied by a delivery note, are made to municipal shops/warehouses, in the presence of NGO partners and elected municipal officials. However, before deliveries are made, the CSA sends a notification to the Governors of the Regions involved to provide information to the role-players regarding scheduled food support. A decision signed by the Minister in charge of the CSA specifies the quantity of cereal per municipality as well as the number of beneficiaries. Identified beneficiaries will receive cereals in exchange for a receipt which serves as proof of delivery.
With regard to the financial aspects, all operations are monitored by the various financial departments while technical monitoring is done by the Mali national ARC coordination body (targeting methodology and the distribution approach with or without the involvement of all role-players).
Responsible officer: Director of the National Treasury
Checks: “Contrôle Général des Services Publics” (General Audit of Public Services), Office of the General Auditor
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2 Description: The Food Security Fund (FSA) pays funds into the account of NGO partners; The Technical Secretariat of the PRMC (the Cereal Market Restructuring Programme) is responsible for finances. The CSA authorises the PRMC in writing that it will pay the invoices issued by NGOs (based on the terms of the agreements signed between the two parties).
14.7 Define the Unit Cost (cost per beneficiary) to undertake this activity for 1 month. This amount should include the value of the benefit as well as procurement, transport, and administrative costs. Please include in an annex supporting documentation on how these costs were estimated (e.g. use the ARC OP budget tool). If there is no supportable information on how this unit cost might rise/fall by the different pay out scenarios, please put the same number in each box.
Cost per person estimate
1kg of millet= 200CFARation value per unit= 9kg*200CFA = 1800CFA (3.6 USD)
Logistic and administration fees= 50% of ration value=900CFA
Total Unit Cost= 1800+900= 2 7004 CFA (5.4USD)
1kg of rice= 300CFA
Ration value per unit= 9kg*300CFA = 2700CFA (5.4 USD)
Logistic and administration fees= 50% of ration value=1350CFA
Total Unit Cost= 2700+1350= 40505 CFA (8.1USD)
Unit Cost under Scenario #2,3,4: 5.4 USD to 8.1 USD (depending on the type of cereal)
14.8 In the event of a drought/ARC pay out, please describe in as much detail as possible how the targeting for this activity will occur.
What type of targeting mechanism and criteria will be used?
Under this activity, the Africa RiskView and the National Early Warning system would assist in the identification of the most affected areas.
The NGOs (which will be selected through a competitive process or direct agreement) target beneficiaries by name with the participation of local role-players under the supervision of the relevant government authority.
Vulnerability criteria are determined based on income level, production level relative to coverage over a year, and the legal status of beneficiaries (number of productive assets
4 1USD=500CFA 5 1USD=500CFA
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owned, widow, single woman, size of household, etc.).
Who will do the targeting? The beneficiaries targeting exercise is carried out by NGOs that have signed a partnership agreement. They are selected on the basis of their proximity, knowledge of the general environment, professional experience and compliance with undertakings.
How will the targeting be paid for? The local NGO receives an incentive from the FSA depending on the type of service it provides. The cost for this work can be paid from ARC payout which will be released into the FSA.
Is there any process of verification of targeting?
Joint monitoring and supervisory missions are organised to verify terms and conditions. An independent assessment of the service provided will determine whether or not the partnership is extended.
When will the targeting take place in relationship to the ARC pay out?
Geographic targets are provisionally identified from June to October and final identification of targets takes place in February of the following year. Target identification by name is done in January/February and assistance starts in May, continuing for three to six months depending on the degree of vulnerability.
Before targeting is done, a series of actions are carried out including, amongst other things, the reconstitution of reserves as from January, holding regulatory meetings to approve the OP and monitoring of changes in food and nutritional security indicators.
14.9 Does this intervention require the procurement of goods or supplies? If yes, please give more details. For instance, do you buy from national/local markets or from other countries; be specific in each column how, who and timeframe for purchases internationally?
How will procurement take place?
Contracts are awarded by a tendering process, the evaluation of tenders, selection of the successful tenderer and signature of the contract. Operations are subsequently monitored and assessed.
Who is responsible for procurement?
OPAM, as a commercial entity, is responsible for procurement.
What are the timelines around procurement?
The food will be draw down from OPAM warehouses following a due process. OPAM will then proceed with the replenishment following the normal procurement procedure which varies from three to six months following the normal procedure (for replenishment); for the distribution contract: one to two months, etc.
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14.10
Please list all the items to be procured and the possible procurement sources:
Item Unit Source(s)
- Cereals (millet/sorghum, rice) : purchasing locally;
Quantity of cereals to be bought with the US$ 5 million scenario (11,000 metric tons)
Quantity of cereals to be bought with the US$ 30 million scenario (35,000 metric tons)
Local markets
It should be noted that the replenishment of the NSR takes place on the local market in accordance with the Procurement Code.
Local markets
14.11 Please describe in as much detail as possible how cash/goods will move from procurement to implementing partners to the targeted beneficiaries. Explain what checks are in place to ensure the cash/goods reach the targeted beneficiaries in a timely manner and can be tracked.
Step Description
1 Description :
Payments are done by bank transfer from National Treasury into the Food Security Fund (FSA) which, in its turn, makes a payment into the Mali Agricultural Products Board (OPAM) account. OPAM then issues cheques to all contracting parties. Financial transactions are monitored by the financial departments of the CSA, OPAM, the Ministry for Economic Affairs and Finance and the PRMC Technical Secretariat.
Cereal suppliers are responsible for supplying OPAM warehouses on the basis of cereal purchase and delivery contracts signed with OPAM.
On the basis of contracts signed with OPAM, transporters are responsible for transporting cereals from the OPAM warehouses to distribution points.
NGO partners and signatories of an agreement with the CSA target beneficiaries together with the government and elected officials and are responsible for distribution.
Cereal deliveries, accompanied by a delivery note, are made to municipal shops/warehouses in the presence of NGO partners and elected municipal officials. However, before deliveries are made, the CSA sends a notification to the Governors of the Regions involved providing information to the role-players regarding the scheduled food support. A decision signed by the Minister in charge of the CSA specifies the quantity of cereal per municipality as well as the
42
number of beneficiaries. Identified beneficiaries will receive cereals in exchange for a receipt which serves as proof of delivery.
With regard to the financial aspects, all operations are monitored by the various financial departments while technical monitoring is done by the Mali national ARC coordination body (targeting methodology, distribution approach with or without the involvement of all role-players).
Responsible officer: Director of the National Treasury
Checks: “Contrôle Général des Services Publics” (General Audit of Public Services), Office of the General Auditor
2
14.12 How will the implementation of this intervention be monitored?
Does the implementing partner have a monitoring system in place? If yes, please describe this system in as much detail as possible. Is it paper-based? The information gets keyed into an MIS system? Excel?
Who can access the information?
NGO partners and signatories of the agreement forming part of the Food Distribution (DAG) are responsible for the execution of the activity. Each of them has a monitoring system which allows them to render their service and ensure that operations are conducted in compliance with the terms of the agreement.
NB: Monitoring tools used by NGO partners in Part 8
The NRP monitoring system is based on a mechanism which coordinates
and monitors various programmes. The main tasks are:
to present recommendations on the Early Warning System (EWS) to
the State/TFP Working Group;
to organise a session of the Coordination and Monitoring Committee
on Food Security Programmes (CCS/PSA) to approve the annual
operational plan for interventions and to provide information on the
draft response plan drawn up by the Food Security Commission
(CSA) for which the CCS/PSA prepares documents for submission to
the National Food Security Council;
to organise a meeting of the National Food Security Council (CNSA)
to provide information on the overall situation of the country with
regard to nutritional and food insecurity and to approve the
43
National Response Plan for food problems in vulnerable layers to be
targeted in affected areas;
to establish a coordination and monitoring entity for the
implementation of the National Response Plan consisting of its own
various stakeholders;
signing a partnership agreement with local NGOs on targeting, food
distribution and monitoring of resilience-building activities;
monthly monitoring of changes in nutritional and food security
indicators;
internal and external evaluation of activities carried out.
The Food Security Cluster and the Nutrition Cluster, run by the TFPs, work
simultaneously with this State planning and monitoring mechanism. These
two clusters are members of the National Commission under the CSA.
According to the Emergency Intervention Plan, a committee on major
crises, called the Interministerial Crisis Coordination Committee (CICC),
established by Interministerial Order, is responsible for coordination in case
of a severe cereal crisis. Representatives of the State, civil society and the
TFPs serve on the committee which is chaired by the Ministry of Internal
Affairs and Security.
In order to fulfil its mission, the CICC establishes internal committees which
are responsible for specific tasks falling within their remit, i.e.:
a committee responsible for monitoring the implementation of
scheduled activities;
a committee responsible for monitoring undertakings given by the
TFPs;
a committee responsible for coordinating the various structures
responsible for interventions.
44
However, in normal times, this role is fulfilled by the CSA and the CNSA
which are the steering and management bodies, chaired by the Prime
Minister, and CCS/PPSA (the Coordination and Monitoring Committee on
Food Security Programmes and Projects), chaired by the Head of the CSA.
This national mechanism is steered and coordinated by the following
bodies, together with the CSA and the departments under it:
a National Food Security Council (CNSA), chaired by the Prime Minister;
a Coordination and Monitoring Committee on Food Security Programmes and Projects (CCS/PPSA), chaired by the Head of the CSA;
a Regional Food Security Committee (CRSA) at regional level, chaired by the Regional Governor;
a District Food Security Committee (CLSA) at district level, chaired by the Prefect;
a Municipal Food Security Committee (CCSA) at municipal level, chaired by the Deputy Prefect.
If an existing program, has monitoring occurred in the past? What criteria is used to monitor one program or not to conduct monitoring Have any evaluations of the program been detailed in the past?
The NRP to food problems has been in existence for the past ten years and the current OP forms part of it.
Within the CSA there is a Monitoring and Planning Department (DPS) which has worked on a certain number of consensual indicators to be entered into its database.
Please detail the data or bits of information to be collected by the monitoring system.
Depending on the monitoring indicators, the monitoring tools will be decided in the field and at the Office and users will be informed accordingly.
In the context of food security, the data to be collected by the monitoring system could be:
Number of municipalities affected by food insecurity;
Percentage of the population under pressure;
Percentage of the population in phase 3;
Percentage of the population in phase 4;
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Quantity of cereals provided per beneficiary;
Number of vulnerable households per village and per municipality;
Total number of beneficiaries.
Who is responsible for collecting this information? Who is responsible for analysing the information?
The implementing NGO partners are responsible for collecting this information and the data are compiled by the Monitoring Department (DPS).
Information is analysed at this level by comparing the implementation results to the planning data and by determining the reasons for any possible deviations.
How is M&E paid for? The national budget will provide financing for the monitoring/evaluation of the process as a whole.
Financing for the EWS assessment of the agricultural season is provided by the national budget through the PRMC. The M&E will be budgeted for as part of the ARC funded intervention
What measures have been introduced to ensure the timely and accurate collection of monitoring data?
The new data collection tool provided by the Permanent Inter-State Committee for Drought Control in the Sahel (CILSS) ensures rapid collection through the harmonised framework which involves all role players.
The EWS coordinates the monitoring of the evolution of the nutritional and food supply situation with all role players in the sphere of food security on behalf of the Mali Mechanism.
What is the timing around M&E in relationship to the ARC pay out?
In case of a crisis, the first ARC payout would be made available in January and the monitoring system developed by the EWS would take the form of a monthly gazette.
14.13
To gain a better understanding of how this activity fits into the ARC pay out timeline, please insert an implementation timeline for this activity. Please use GANT chart format where you list the activities in the Activity column and either highlight in colour or use “X’s” to indicate the month(s) in which the activity occurs. In the last column enter the organization or person who is responsible for carrying out the activity.
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Step Month Implementing
Body Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
Prepare the preliminary documents [DAO (“Dossiers d’Appel d’Offres” or tender documents) drafting, invitation to tender, assessing and awarding, signing of cereal purchase and transport contracts]
x x x x
OPAM
Geographic targeting/needs assessment)
x x x x EWS
Financial needs assessment
x x
Coordination by Mali national ARC body/Ministry of Economy and Finance
Transfer of funds into the account of the State
x Regional 8
Targeting by name X X NGO partners
Distribution of cereals to beneficiaries
x x x
NGO partners
Produce reports on distribution
x x x NGO partners
Monitor implementation of activities
x x x x x x x x x x x x Coordination by Mali national ARC body /EWS
Monitoring report x x x x x x x x x x x x
Coordination by Mali national ARC body /EWS
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Food assistance management organigram
EWS OMA
CCS/PSA
CGD
OPAM PRMC
CSA
WFP
Na
tion
al
CRSA
CCSA
CLSA
Re
gio
na
l
CNSA
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SECOND INTERVENTION (from Table 8)
14.1 Cattle feed will be purchased and distributed to vulnerable households, sufficient for some dairy cows to feed a family and provide some income in accordance with the management code.
14.2 Cattle feed will be purchased and distributed to vulnerable households. This action consists of providing cattle feed to needy households who own a few livestock including dairy cows. The aim of protecting these household assets is to ensure milk production during critical periods so as to guarantee food security for the family unit. During this intervention, each beneficiary household will receive 27 kg/month (i.e. 3 TLUs/household, therefore 9 kg/month/TLU (tropical livestock unit) for a period of three (3) months from April/May to June/July.
14.3 The activity is carried out with the support of the OPAM (Mali Agriculture Products Board), which has two tasks: one is a public service mission and the other a commercial mission. OPAM, through a call for tenders to the cattle feed industry, will organise the supply, to vulnerable households, of stocks necessary to keep a few dairy cows to feed the family and to earn a small income.
14.4 Funding from ARC is more quickly available and corresponds to the best period for supplying vulnerable pastoralist households as opposed to funding from National Treasury which may delay the response. The quick availability of ARC fund for an early response will protect their beneficiaries livestock sale off The poor and very poor beneficiaries (pastoralist households) are those from areas where there is a deficit. They are farmers, agro-pastoralists, pastoralists, fishermen and women. The activity will last 3 months therefore implemented within 6 months
14.5 OPAM, the cattle feed industry and Cooperatives and/or Associations of stock farmers/pastoralists are the implementation partners in the purchase and distribution of cattle feed.
Name of Partner Organisation
Name of contact at
organisation
Telephone
number
Email address Responsibility and role in Implementing activity
OPAM Chief Executive Officer + (223) 20 21 04 06
Implementing agency for the purchase and management of cereals
Cattle feed producers See the directory with OPAM
Production and sales of cattle feed
Cooperatives and/or Associations of stock farmers
See the directory with OPAM
Purchase of cattle feed
CSA Dr. Nango DEMBELE + (223) 66 75 03 66
Budget authorizing officer
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EWS Mary DIALLO 76 22 06 67 [email protected]
Geographic targeting
PRMC Oumar TRAORE 76 05 23 90 [email protected]
Cereal purchase Financing (NSR and SIS)
CAEF See annex Supervision of activities
DNPIA Mamadou Sékou DJIRE 73 37 84 62 [email protected]
Technical support
Elected officials See annex Monitoring of activities
CRA See annex Monitoring of activities
NGO See annex Individual targeting
14.6 In the event of a payout, how will funds flow from the Government account to each implementing partner? Explain what checks are in place to ensure the funding flows in a timely manner and can be tracked. Please be as specific as you can. Again, if decentralized, explain how the funds will move from the National account to the regions/districts and what checks/paper work is completed to ensure this happens in a timely manner.
Description
Description:
Payments are sent by bank transfer from National Treasury into the Food Security Fund (FSA) which, in its turn, makes a payment into the Mali Agricultural Products Board (OPAM) account. OPAM then issues cheques to each contracting party. Financial transactions are monitored by the financial departments of the CSA, OPAM, the Ministry for Economic Affairs and Finance and the PRMC Technical Secretariat.
Cattle feed producers supply the OPAM warehouses on the basis of purchase and delivery contracts for cattle feed signed with OPAM.
Again, on the basis of a contract signed with OPAM, transporters are responsible for transporting cattle feed from OPAM warehouses to the distribution points.
Working with elected officials and Cooperatives and/or Associations of stock farmers, NGO partners and signatories of an agreement with the CSA are responsible for targeting beneficiaries and conducting the distribution.
Cattle feed deliveries, accompanied by a delivery note (DN), are made to municipal shops/warehouses, in the presence of NGO partners, elected municipal officials and Cooperatives and/or Associations of stock farmers. However, before deliveries are made, the CSA sends a notification to the Governors of the Regions involved to provide information to the role-players regarding scheduled food support. A decision signed by the Minister in charge of the CSA specifies the quantity of cereal per municipality as well as the number of beneficiaries. Identified beneficiaries will receive cereals in exchange for a receipt which serves as proof of delivery.
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With regard to the financial aspects, all operations are monitored by the various financial departments while technical monitoring is done by the Mali national ARC coordination body (targeting methodology and the distribution approach with or without the involvement of all role-players).
Responsible officer: Director of the National Treasury Checks: “Contrôle Général des Services Publics” (General Audit of Public Services), Office of the General Auditor
14.7 Define the Unit Cost (cost per beneficiary) to undertake this activity for 1 month. This amount should include the value of the benefit as well as procurement, transport, and administrative costs. Please include in an annex supporting documentation on how these costs were estimated (e.g. use the ARC OP budget tool). If there is no supportable information on how this unit cost might rise/fall by the different pay out scenarios, please put the same number in each box.
Cost per unit estimate
Ration value per unit= 9kg*180CFA = 1620CFA (3.24 USD)
Logistic and administration fees= 50% of ration value=810CFA
Total Unit Cost= 1620+810= 2 4306 CFA (4.86USD)
(A bag of 50 Kg of feed=9000 FCFA) Unit Cost under Scenario #4: US$ 4.87 per TLU (i.e. 9 kg/month)
14.8 In the event of a drought/ARC pay out, please describe in as much detail as possible how the targeting for this activity will occur.
What type of targeting mechanism and criteria will be used?
Africa RiskView and the EWS would assist for geographical targeting. The NGOs target beneficiaries by name with the participation of local role-players under the supervision of the relevant government authority.
Vulnerability criteria are determined based on income level, production level relative to coverage over a year, and the legal status of beneficiaries (number of productive assets owned, widow, single woman, size of household, etc.).
Who will do the targeting? The beneficiaries targeting exercise is carried out by NGOs that have signed a partnership agreement. They are selected on the basis of their proximity, knowledge of the general environment, professional experience and compliance with undertakings.
6 1USD=500CFA
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How will the targeting be paid for? Targeting will be financed through the ARC fund for the benefit of the local implementing NGO partner
Is there any process of verification of targeting?
Joint monitoring and supervisory missions are organised to verify terms and conditions. An independent assessment of the service provided will determine whether or not the partnership is extended.
When will the targeting take place in relationship to the ARC pay out?
Geographic targets are provisionally identified from June to October and final
identification of targets takes place in February of the following year. Target
identification by name is done in January of the following year and assistance starts in
April, continuing for three to six months depending on the degree of vulnerability.
14.9 Does this intervention require the procurement of goods or supplies? If yes, please give more details. For instance, do you buy from national/local markets or from other countries; be specific in each column how, who and timeframe for purchases internationally?
How will procurement take place?
Contracts are awarded by a tendering process, the evaluation of tenders, selection of the successful tenderer and signature of the contract. Operations are subsequently monitored and assessed.
Who is responsible for procurement?
OPAM, as a commercial entity, is responsible for procurement.
What are the timelines around procurement?
–OPAM will proceed with the purchase of cattle feed with the pre identified suppliers (See list in annex 1) following the national public procurement procedure. It is likely to do also go for a waiver to fast track procurement. As such the procurement timeline may vary from one to three months.
14.10 Please list all the items to be procured and the possible procurement sources:
Item - Cattle feed : purchasing
locally ; (Feeding cake)
Unit
13,351 metric tons of cattle feed
Source(s) Local market (purchased from the following society : Compagnie Malienne de Développement Textile)
14.11 Please describe in as much detail as possible how cash/goods will move from procurement to implementing partners to the targeted beneficiaries. Explain what checks are in place to ensure the cash/goods reach the targeted beneficiaries in a timely manner and can be tracked.
Step Description
1 Description:
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Payment takes place by bank transfer from the National Treasury into the FSA account which in its turn transfers funds into the OPAM account. OPAM then issues cheques to each contracting party. Financial transactions are monitored by the financial departments of the CSA, OPAM, the Ministry for Economic Affairs and Finance and the PRMC Technical Secretariat.
Cattle feed producers are responsible for supplying OPAM warehouses on the basis of cattle feed purchase and delivery contracts signed with OPAM.
On the basis of contracts signed with OPAM, transporters are responsible for transporting cattle feed from the OPAM
warehouses to distribution points.
NGO partners and signatories of an agreement with the CSA, target beneficiaries together with the elected officials and Cooperatives and/or Associations of herders, and conduct the distribution. Products deliveries, accompanied by a delivery note (DN), are made to municipal warehouses in the presence of NGO
partners, elected municipal officials and Cooperatives and/or Associations of herders. However, before deliveries are
made, the CSA sends a notification to the Governors of the Regions involved providing information to the role-players
regarding the scheduled food support. A decision signed by the Minister in charge of the CSA specifies the quantity of
cattle feed per municipality as well as the number of beneficiaries. Identified beneficiaries will receive cattle feed in
exchange for a receipt which serves as proof of delivery.
With regard to the financial aspects, all operations are monitored by the various financial departments while technical
monitoring is done by the Mali national ARC coordination body (targeting methodology, distribution approach with or
without the involvement of all role-players).
Responsible officer: Director of the National Treasury Checks: “Contrôle Général des Services Publics” (General Audit of Public Services), Office of the General Auditor
14.12 How will the implementation of this intervention be monitored?
53
Does the implementing partner have a monitoring system in place? If yes, please describe this system in as much detail as possible. Is it paper-based? The information gets keyed into an MIS system? Excel? Who can access the information?
Same as in the intervention #1 The cattle feed procurement is still managed by OPAM
If an existing program, has monitoring occurred in the past? What criteria is used to monitor one program or not to conduct monitoring Have any evaluations of the program been detailed in the past?
Same as in the intervention #1
Please detail the data or bits of information to be collected by the monitoring system.
Depending on the monitoring indicators, the monitoring tools will be decided in the field and at the Office and users will be informed accordingly.
In the context of deficit or lack of grazing land, the data to be collected by the monitoring system could be:
Number of municipalities affected by the poor conditions of the grazing land;
Percentage of the households under pressure;
Quantity of cattle feed provided per beneficiary;
Number of vulnerable households per village and per municipality;
Total number of beneficiaries.
Who is responsible for collecting this information? Who is responsible for analysing the information?
Same as in the intervention #1
How is M&E paid for? The national budget will provide financing for the monitoring/evaluation of the process as a whole.
Financing for the EWS assessment of the agricultural season is provided by the national budget through the PRMC. However in case the national budget is not available, ARC payout can cover the M&E cost
54
What measures have been introduced to ensure the timely and accurate collection of monitoring data?
The new data collection tool provided by the CILSS ensures rapid collection through the harmonised framework which involves all role players.
What is the timing around M&E in relationship to the ARC pay out?
The monitoring and evaluation timeline will take into account the planned period for the start of the program.
14.13 To gain a better understanding of how this activity fits into the ARC pay out timeline, please insert an implementation timeline for this activity. Please use GANT chart format where you list the activities in the Activity column and either highlight in colour or use “X’s” to indicate the month(s) in which the activity occurs. In the last column enter the organization or person who is responsible for carrying out the activity.
Step Month
Implementing body Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
Prepare the preliminary documents [DAO (“Dossiers d’Appel d’Offres” or tender documents) drafting, invitation to tender, assessing and awarding, signing of cattle feed purchase and transport contracts]
x x x x x x
Coordination by Mali national ARC body
Geographic targeting x x x x EWS
Financial needs assessment
x x
Coordination by Mali national ARC body /Ministry of Economy and Finances
Transfer of funds into the account
x Regional
Targeting by name
x x
NGO partners
Distributions
x x x
NGO partners
Produce reports on distribution
x x NGO partners
Monitor the x x x x x x x x x x x x Coordination by
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implementation of activities
Mali national ARC body /EWS
Monitoring report x x x x x x x x x x x x
Coordination by Mali national ARC body /EWS
Programme assessment
x x
Coordination by Mali national ARC body /external audit
THIRD INTERVENTION (from Table 8)
14.1 Enter name of intervention Government Social Safety Net programme
14.2 Enter the type of intervention. The intervention type describes the main function of the intervention (e.g. cash transfer, food for work, etc.). Please select from the list, if possible. Cash transfers Programme namely called Jigisemejiri (tree of hope)
14.3 Enter a brief description of the intervention:
In 2014, the Malian Government, jointly with the World Bank, launched the Social Safety Net unconditional Cash transfer programme. The programme is hosted by the Ministry of Finance and Economy. This Safety Net program intends to cover 83 180 poorest households across the 8 regions of the country. Under this programme, eligible households receive 20 USD per month. Under ARC, the cash transfer consists of giving an additional amount of money to eligible food insecure households in drought prone areas (ie. Nioro, Nara, Kolokani etc) where the market is functioning so that households can buy enough food to ensure their own food security. Households receive the equivalent of 9 kg of cereal per month for a period of three months from April to June.
For this assistance, tenders are issued to the financial service providers (i.e. local financial institutions, telephones mobiles companies). The best
agency is offered a contract to disburse the cash to the selected beneficiaries. An NGO is selected through a competitive process to register the
beneficiaries using a predetermined targeting criteria. A list of beneficiaries is compiled by the NGO is verified by a village committee and validated
56
by a communal committee, then sent to the financial service provider to create accounts for the beneficiaries. A cash disbursement plan is
consolidated and sent for approval. PRMC from the FSA account will transfers funds into the Social Safety Net programme account which will
allocate the required amount into the account of the finance service provider. The Social Safety Net programme sends the list of allocated cash
transfer values for each beneficiary to the financial service provider to transfer the money into the beneficiary accounts
14.4 Explain why this intervention activity is a good option for ARC funding. How does it meet the ARC eligibility criteria (time-sensitive and/or catalytic; livelihood saving and able to be completed within six months)? What livelihood groups are the major beneficiaries (e.g. farmers, agro pastoralists, pastoralists, fishermen, women, etc)
Time Sensitive and/or Catalytic : ARC funding can be used to replenish the OPAM reserves and thus allow for a quick start to the food distribution process with the cereal draw down from OPAM, therefore reaching the most vulnerable much more quickly
Livelihood group: The poor and very poor beneficiaries are those from areas where there is a shortfall. They are farmers, agro-pastoralists, stock farmers (or pastoralists), fishermen and women.
Livelihood protection: This assistance would start within the specified period of 120 days so as to guarantee food security to the beneficiaries and thus avoid prejudicial behaviour and/or negative adaptation mechanisms. The activity is planned to last 3 months
14.5 Who are the possible implementing partners of this intervention? Please list the names and key contact information for all partner organizations. If the implementation is expected to be decentralized (e.g. lower-level administrative units select the implementing NGOs) please list the key contact person for each admin unit in the table below AND as an annex, provide a list of the NGOs (by admin unit) capable of implementing the activity.
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Name of Partner
Organisation
Name of contact at
organisation
Telephone
number
Email address Responsibility for and role in in implementing activity
CSA Dr Nango DEMBELE (223) 66 75 03 66
Budget authorizing officer
Community-based Fund Payment made to identified households
Ministry of Economy and Finance
Monitoring of the transfer operations
Ministry of Solidarity ARN
Minister KONATE Supervision of activities
Economic operators See directory Cereal deliveries/sales to the households
Farmers, pastoralists, fishermen, etc.
See directory Beneficiaries of cash transfer
Social safety nets services (Jigisèmèyiri)
JIGISEME JIRI Project Coordinator (Mohamed Sacko)
(223) 66 78 02 74
44 90 23 15
Implementation of the cash transfer operations
NGOs Individual targeting
14.6 In the event of a payout, how will funds flow from the Government account to each implementing partner? Explain what checks are in place to ensure the funding flows in a timely manner and can be tracked. Please be as specific as you can. Again, if decentralized, explain how the funds will move from the National account to the regions/districts and what checks/paper work is completed to ensure this happens in a timely manner?
Step Description
1 Description: The geographic targeting by the EWS makes it possible to determine the number of vulnerable households per district as well as the amount of funds necessary to assist them for three (3) months. This work is refined by local NGOs through individual targeting.
In areas where cereals are available, cash transfers are done by making payments from local funds to vulnerable beneficiaries who have been identified. This payment is made on the basis of a unit price per kilogramme of cereals and the quantity of cereals calculated per
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vulnerable beneficiaries as targeted by the NGOs.
14.7
Define the Unit Cost (cost per beneficiary) to undertake this activity for 1 month. This amount should include the value of the benefit as well as procurement, transport, and administrative costs. Please include in an annex supporting documentation on how these costs were estimated (e.g. use the ARC OP budget tool). If there is no supportable information on how this unit cost might rise/fall by the different pay out scenarios, please put the same number in each box. Unit cost calculation. See Intervention# 1 Unit Cost under Scenario #4: US$ 5.4 per person/month
14.9 In the event of a drought/ARC pay out, please describe in as much detail as possible how the targeting for this activity will occur.
What type of targeting mechanism and criteria will be used?
The EWS will carry out the geographic targeting of vulnerable households through the harmonised framework approach which is based on results indicators (food consumption, changes in livelihoods, malnutrition and mortality) and contributory factors related to random events, vulnerability and acute crises. Changes in these indicators for a given period make it possible to classify, by district, the level of acute food insecurity into five phases (minimal, under pressure, crisis, emergency and famine). Emergency support measures are necessary from phase three to phase five.
The criteria used are those of the Household Economy Approach (HEA). Targeting by name is done by local community-based NGOs who have signed an agreement with the CSA. They use the same criteria based on the socio-economic classification of households, supplemented in the field by community knowledge of the actual situation in each village. A national unified register with poverty score is being established in order to identify beneficiary quickly during a shock. The system, if ready, may be used in areas which may be affected
59
Who will do the targeting? The geographic targeting is carried out by the EWS and the targeting by name is carried out by community-based NGOs and villages committees.
How will the targeting be paid for? The geographic targeting and the targeting by name is funded by the national budget through the PRMC. However it will be budgeted as part of ARC funded intervention
Is there any process of verification of targeting?
Joint monitoring and supervisory missions are organised to verify terms and conditions. An independent assessment of the service provided will determine whether or not the partnership is extended
When will the targeting take place in relationship to the ARC pay out? See the DAG example
Geographic targets are provisionally identified from June to October and final identification of targets takes place in February of the following year. Target identification by name is done in January/February and assistance starts in May, continuing for three to six months depending on the degree of vulnerability. The programme of this activity depends on the type of intervention (food voucher, cash transfer, amongst others).
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14.10 Does this intervention require the procurement of goods or supplies? If yes, please give more details. For instance, do you buy from national/local markets or from other countries; be specific in each column how, who and timeframe for purchases internationally?
How will procurement take place?
This activity will be implemented through an existing cash transfer infrastructure which is being enhanced and extended across the country.
Who is responsible for procurement?
What are the timelines around procurement?
14.11 Please list all the items to be procured and the possible procurement sources: NA
14.12 Please describe in as much detail as possible how cash/goods will move from procurement to implementing partners to the targeted beneficiaries. Explain what checks are in place to ensure the cash/goods reach the targeted beneficiaries in a timely manner and can be tracked. See 14.3
14.13 How will the implementation of this intervention be monitored?
Does the implementing partner have a monitoring system in place? If yes, please describe this system in as much detail as possible. Is it paper-based? The information gets keyed into an MIS system? Excel? Who can access the information?
Same as previous intervention
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If an existing program, has monitoring occurred in the past? What criteria is used to monitor one program or not to conduct monitoring Have any evaluations of the program been detailed in the past?
Same as previous intervention
Please detail the data or bits of information to be collected by the monitoring system.
Depending on the monitoring indicators, the monitoring tools will be decided in the field and at the Office and users will be informed accordingly.
The data to be collected by the monitoring system could be:
Number of municipalities food insecure;
Percentage of the households under pressure;
Number of vulnerable households per village and per municipality;
Total number of beneficiaries receiving cash transfer
Who is responsible for collecting this information? Who is responsible for analysing the information?
Same as previous interventions
How is M&E paid for? Same as previous interventions
What measures have been introduced to ensure the timely and accurate collection of monitoring data?
Same as previous interventions
What is the timing around M&E in relationship to the ARC pay out?
In case of a crisis, the first ARC payout would be made available in January and the monitoring system developed by the EWS would take the form of a monthly gazette
62
14.14 To gain a better understanding of how this activity fits into the ARC pay out timeline, please insert an implementation timeline for this activity. Please use GANT chart format where you list the activities in the Activity column and either highlight in colour or use “X’s” to indicate the month(s) in which the activity occurs. In the last column enter the organization or person who is responsible for carrying out the activity.
Step Month
Implementing body Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
Identification of partner operators in the municipalities affected
by the “cash flow or others”
x x x x
Coordination by Mali national ARC body/EWS/NGOs
Identification of beneficiaries
x x x EWS/NGOs
Financial needs assessment x x
Coordination by Mali national ARC body /Ministry of Economy and Finance
Transfer of funds into the account
x Regional
Implementation of activities (targeting of beneficiaries, distributions of vouchers, production of reports on distribution)
x x x
Coordination by National ARC body / NGO partners
Monitor implementation of activities
x x x x x x x x x x x x Coordination by National ARC body /EWS
Monitoring report (the periodicity may vary according to the activity)
x x x x x Coordination by National ARC body /EWS
Programme assessment x x
Coordination by National ARC body /external assessment
63
SECTION 7: MONITORING AND EVALUATION (M&E) FRAMEWORK AND PLAN
Step 15: Design an M&E results framework to help measure the performance of the rollout of the ARC contingency plan. Since ARC requires
countries to monitor and report on specific performance indicators these are included below. Each country must also include an additional
indicator per intervention that measures a medium term outcome of the activity.
Framework of results for monitoring and evaluation of a food distribution project
Procedure
Implementing mechanism Objectively verifiable indicators
Sources of verification
Information meeting for inhabitants of the municipality
- Mobilising the population
- Holding a general information meeting;
- Number of participants;
- Capacity of participants;
- Etc.
- Minutes of the meeting
- Attendance list
Census/identification of vulnerable households
Field surveys
- Number of vulnerable households surveyed
- Number of women and children surveyed
- Income of vulnerable households surveyed
- Etc.
- Survey sheets
- Survey report
Distribution Provision of foodstuffs - Quantity of foodstuffs distributed;
- Number of beneficiaries of foodstuff distribution
- Inclusion rate of women and children
- Distribution record cards;
- Testimonies;
- Other media (photos, audio-video cassettes, etc.)
64
Distribution of cattle feed
Provision of feed - Quantity of cattle feed distributed;
- Number of beneficiaries of feed distribution
- Distribution record cards;
- Testimonies;
- Other media (photos, audio-video cassettes, etc.)
Cash transfer
Provision of cash - Amount of cash distributed;
- Number of beneficiaries of cash transfer
- Distribution record cards;
- Testimonies;
- Other media (photos, audio-video cassettes, etc.)
Assistance kick off Improvement of implementation time for assistance to targeted households
- First ‘contact’ with targeted beneficiaries within 120 days of the ARC pay-out received
- Correct targeting system used to identify the right people
- Monthly monitoring reports
Activities length Activities implementation duration aligned with criteria set
- Activity completed within 180 days
- Final report submitted to ARC
Evaluation of goods and services provided adequately
Field surveys - Number of persons affected;
- Category of persons affected;
- Quality of foodstuffs received;
- Use made of products
- Satisfaction level of beneficiaries food consumption and their asset protection etc.
- Survey sheets;
- Survey report;
- Evaluation report;
- Etc.
65
SECTION 8: PROGRAM RISKS AND ASSUMPTIONS
Step 16: Define risks and assumptions.
Risk Likelihood of
occurrence of this risk
Intervention(s) impacted by risk
Mitigation Strategy
Risk 1: Insecurity High Response limited or delayed
Choice of partner is the Mali Red Cross and the International Committee for the Red Cross who have the ability to initiate Food Distribution
Risk 2: Premium not paid Medium No payout for early response in drought situation
The Food Security Commission should continue lobbying decision-makers (Minister of Finance, Agriculture, Foreign Affairs and Donors )on the payment of the premium
Risk 3: Non-working partnership Low Assistance delayed in affected areas
Implementing a consultation framework with others partners willing to conduct the intervention
Risk 4 : Intervention fails to target the most vulnerable
Low Exclusion of vulnerable population in need
Ensure transparency of reliable targeting system
Risk 5: Grain reserve is drawn down Medium Assistance delayed Emergency measures taken by the Government for fast track procurement from local market, regional or international
66
SECTION 9: DEFINITION OF STANDARD OPERATING PROCEDURES
Standard operating procedures represent a set of tasks that will need to be completed before, during, and after a pay out to ensure that the ARC
OP/FIP plans are implemented accordingly and that funding and benefits pass on to beneficiaries within the ARC-defined timelines. These
procedures form the basis of any post-pay out audit, so it is important that you think carefully about what is feasible and practical and edit/adjust
the table accordingly.
Step 17: Complete the following table by i) ensuring that each SOP fits your country situation, editing the details where appropriate; ii) indicating the officer responsible for each SOP; iii) verifying the timing; and, iv) entering the appropriate turnaround time for each SOP. Please add additional SOPs to the table, where appropriate.
# SOP Name SOP Details Responsible Officer
Timing
Turnaround time (days) Type Min Max
Informational and Planning Processes
01 Monitor food security levels
Intense monitoring of ARV and other EW tools to track severity and deterioration of food security situation
Early Warning Units/National coordination
Ongoing 10 10 Monitoring
02 Update contact databases
Confirm contact details for TWG members, implementing partners and other staff involved in the rollout of a disaster risk management plan
CSA As soon as possibility of payout is identified
7 15 Update
03
FIP development and submission
Mobilize the ARC TWG responsible for contingency planning
CSA
As soon as possibility of payout is identified
5 10 Meeting
Decide most likely scenario CSA 5 15 Decision
Decide on most likely regions/districts to receive ARC funding
Technical Working Groups
10 15 Decision
Decide on most likely interventions to fund given the scenario
Technical Working Groups
10 15 Decision
Estimate the number of vulnerable people targeted Technical Working Groups
10 15 Meeting
67
Draft FIP, including detailed budget Technical Working Groups
10 15 Meeting
Obtain internal government approval for the FIP Steering committee
As soon as FIP has been drafted
10 20 Approval
Submit FIP to ARC Secretariat for approval CSA Not less than 30 days before anticipated pay out
20 25 Submission
04
FIP re-submission (if necessary)
Integrate feedback and resubmit FIP if not approved by the ARC Board
CSA As soon as FIP Review Process decision has been communicated
1 5 Submission
05 Coordinate Needs Assessment
Work with the group responsible for coordinating the larger country drought response [enter name here] to get results from the needs assessment
Technical Working Groups
Less than one month before the payout
10 15 Conduct Joint fields visit
06 FIP adjustment (if necessary)
Following the needs assessment adjust the FIP estimates regarding number of vulnerable people targeted and how ARC funds will be used
Technical Working Groups
Following the needs assessment
2 7 Decision
Financial Processes
07 Notification to financial institution to receive ARC funding
Inform National Treasury and/or Ministry of Finance of the country of imminent pay out and verify all the bank details.
CSA 30 days before payout
5 10 Information meeting held
08 Notification to implementing partners of potential funds transfer
Inform implementing partner(s) and or procurement sources of possible funds transfer and verify the bank details
CSA At least 30 days before payout
5 10 Information meeting
09 Verify arrival of ARC funds national account
Verify arrival of ARC funds national account CSA At least 14 days after the end of season
5 14 Follow up
10 Funds transfer to implementing partners
Transfer funds to implementing agencies and/or procurement sources
National Coordination agency
After payout 7 10 Allocation
Operational Processes
68
11
Coordination
Inform other implementing partners of the possibility of payout
CSA As soon as possibility of payout is identified
5 10 Consultation
Inform county and sub-county structures of possibility of payout
CSA As soon as possibility of payout is identified
5 20 Consultation
Inform existing programme managers of possibility of scale up (if selected intervention is scalable)
CSA As soon as possibility of payout is identified
5 20 Consultation
12
Targeting and registration
Identify additional beneficiaries and update beneficiaries’ lists
Implementing agencies
As soon as payout is confirmed
15 20 Field visit
Assess completeness of list of beneficiaries in each identified district/county
Implementing agencies
As soon as payout is confirmed
15 20 Check
13
Procurement (if required by intervention selected)
Identify responsible actors for the procurement of goods / supplies
Government Procurement Units
After funds reception
5 7 Identification and selection
Verify that procurement sources and procedures are functional
Government Procurement Units
As soon as possibility of payout is identified
5 7 Task
14 Verify functionality of existing systems
Confirm that food transfer distribution/payment systems are in place and functional and can handle additional caseload (in case of scalable intervention)
Implementing partners
10 days before payout
10 20 Task
15 Communication Develop clear communication channels among implementing partners
CSA As soon as payout is confirmed
3 10 Task
16
Monitoring and Evaluation
Identify additional M&E personnel and training needs for a possible pay out
CSA As soon as possibility of pay out is identified
- - Task
Ensure implementing partners are familiar with ARC M&E requirements (monthly and final
CSA As soon as payout is
5 15 Meetings
69
implementation report) confirmed
Ensure that implementing partners submit monthly progress reports
CSA Ongoing during pay out
30 35 Task
Submit monthly monitoring reports to ARC Secretariat
CSA Ongoing during pay out
30 35 Task
Submit final implementation report to ARC Secretariat
CSA After implementation completion
30 90 Task
Country review lessons learned and make decisions about changes to the OP for the next season
CSA After implementation completion
180 360 Task
70
ANNEXES
71
Annex 1: Supporting documents
Annexe 2.1: Cereal deliveries situation with regards to the NSR in 2014
Order No. Cereal suppliers Quantities delivered
(metric tons)
Amounts (in FCFA)
01 Fatoumata SOGOBA 155 33,375,000
02 Fanta DIARRA 55 12,375,000
03 STCCM 55 12,375,000
04 SOCIETE FASO DJIGUI-SARL 276 62,100,000
05 Moussa DIALLO 500 100,000,000
06 Salah SOUMOUNOU 55 12,375,000
07 Abdoulaye BOCOUM 55 12,375,000
08 UNIVERSEL SERVICE 55 12,375,000
09 Moussa COULIBALY 55 12,375,000
10 SODAFI 110 24,750,000
11 Huilerie Ba Mariama 55 12,375,000
12 Mama KONE 110 24,750,000
13 Mahamadou KONE 110 24,750,000
14 Nouhoun SANGARE 500 88,750,000
15 Oumar BOUARE 55 12,375,000
16 Mrs. Amina TOURE 55 12,375,000
17 SOCIETE KOITA et Fils 55 12,375,000
18 GALBA-SARL 55 12,375,000
19 Ets Oumar Samba DIALLO 55 12,375,000
20 UCSCPCC 200 44,000,000
21 Moussa DOUCOURE 110 24,750,000
22 GADA HAYRE SARL 55 12,375,000
23 Hamadoun YATTASSAYE 55 12,375,000
24 Tiofa Distribution 55 12,375,000
25 Mamadou THIERO 110 24,750,000
26 Zoumana KONARE 55 12,375,000
27 Baréma Hansale YATTASSAYE 55 12,375,000
28 Societé Naata SARL 55 12,375,000
72
29 Brahima FOFANA 55 12,375,000
30 Société KEITA Céréale 55 12,375,000
31 SOCODIS SARL 155 33,375,000
32 Sidiki Badian DOUMBIA 500 99,750,000
33 Siré BAH 55 12,375,000
34 Abdoulaye DIARRA 55 12,375,000
35 Société Volcan Négoce SARL 55 12,375,000
36 Alimany SARL 55 12,375,000
37 AIDECO 200 45,000,000
38 AJPC 300 66,000,000
39 Grenier de Sékoro 100 20,500,000
40 Moussa KEITA 100 21,000,000
41 Dramane DAOU 55 12,375,000
GRAND TOTAL 4,911 1,046,975,000
73
Annex 1.1: Summary statement for the partial purchase funding of the 31,000 metric tons on
the basis of the 12 DGMP contracts under A.O.N° 02/OPAM/ dated 06/09/2013
Order number
Name of suppliers Quantities delivered
(tonnes)
Amounts
(in FCFA)
01 Tidiani DIARRA 500 109,500,000
02 BATILAND SARL 555 127,375,000
03 Issiaka KEITA 500 103,750,000
04 Békaye DJIRE 500 110,000,000
05 Sidiki DEMBELE 500 116,750,000
06 ETS Mamadou YARA 500 110,000,000
07 Hamadoun BOCOUM 1,000 220,000,000
08 Établissement Faguibine 1,000 202,000,000
09 Coopérative Allahidou 1,000 195,000,000
10 Youssouf SANGARE 1,000 195,250,000
11 Huilerie Ba Mariama 500 130,000,000
12 EGTPA SARL 1,000 241,500,000
GRAND TOTAL 8,555 1,861,125,000
74
Annex 1.2: Summary statement for the partial purchase funding of the 31,000 metric tons on the
basis of the 7 contracts for which the amounts exceed 250,000,000 FCFA, under
A.O N°02/OPAM/2013 dated 06/09/2013
Order
No.
Name of Suppliers Quantities
delivered
(metric tons)
Amounts
(in FCFA)
01 ETS KOUMA et Frères 2,500 550,000,000
02 SODRAF SARL 1,700 382,000,000
03 Société HAIDARA et Fils 1,834 457,650,000
04 Cheick Oumar ANNE 2,500 545,000,000
05 Talibé SARL 3,000 605,000,000
06 Espoir de Demain 3,000 557,500,000
07 Commerce et Distributions 3,000 550,000,000
GRAND TOTAL 17,534 3,647,150,000
75
Annex 1.3: Contracts related to cereal transport in 2014
(For free food distribution of millet/sorghum)
Order
No.
Name(s) and Surname Telephone
number
Collection point Destinations of products
01 Abdoulaye HAIDARA 76 14 53 97 OPAM shop in Ségou Fatiné (Ségou district, Ségou
region)
02 Abdoulaye Ag MOHAMEDOUNE Ansari 66 68 88 47 OPAM shop in Ségou Diaptodji (Douentza district, Mopti
region)
03 Société Garba Hayré SARL, represented by Samba
YATTASSAYE
66 79 94 53
79 08 00 81
OPAM shop in Ségou Gao
04 Abdoulaye ALOUSSEYNI 66 55 56 84 OPAM shop in Ségou Kidal
05 Boureïma KEITA 66 79 11 10 OPAM shop in Ségou N’gorkou (Niafunké district,
Timbuktu region)
06 EGTRA –Transport, represented by Oumar
TRAORE
66 95 80 82
76 15 48 84
OPAM shop in Timbuktu Goundam (Timbuktu region)
07 SODAFI SARL, represented by Tidiani DAFF 66 51 16 16 OPAM shop in Ségou Nara (Koulikoro region)
08 Moussa Aly TIENTA 76 35 36 31 OPAM shop in Ségou N’gorkou (Niafunké district,
Timbuktu region) and Dirma
(Youwarou district, Mopti region)
09 Brahima FOFANA 76 14 56 46 OPAM shop in Ségou Pignari (Bandiagara district, Mopti
region)
10 Moctar KAMIA 76 01 47 31
65 77 11 52
OPAM shop in Ségou Barouéli (Ségou region)
11 SODAFI, represented by Tidiani DAFF 66 51 16 16 OPAM shop in Kayes Bafoulabé (Kayes region)
76
12 Moussa DOUCOURE 76 08 42 42
66 84 19 75
OPAM shop in Ségou Diéma (Kayes region)
13 Seydou NIANGADOU 71 17 93 22 OPAM shop in Ségou Niono (Ségou region)
14 Amadou SANOGO 66 71 03 06 OPAM shop in Ségou Macina (Ségou region)
15 SOCIKE SARL, represented by Ibrahima KEITA 20 21 07 13
76 30 18 26
OPAM shop in Ségou Kolokani (Koulikoro region) and
Yélimané (Kayes region)
16 SODRAF, represented by Sékou DRAMERA 20 22 20 34
76 40 26 19
OPAM shop in Ségou San (Ségou region)
17 Espoir de Demain SARL, represented by Bakary
Boubacar YARNANGORE
20 20 63 33
66 72 39 89
76 93 40 40
OPAM shop in Ségou Kéniéba (Kayes region)
18 SOBACOF, represented by Abdoulaye COULIBALY 76 16 59 13 OPAM shop in Bamako Kanabougou (Niono district, Ségou
region)
19 Aboubacrine Ag ALMAOULOUD 76 32 96 43
66 81 82 69
OPAM shop in Ségou Mopti
20 DOUMBIA Transport et Commerce, represented
by Cheick Oumar Doumbia
66 62 70 89 OPAM shop in Ségou Bankass (Mopti region)
77
Annex 1.4: Cattle feed suppliers contracts in 2014 (2,836 metric tons)
Order
No.
Name(s) and Surname Address Telephone number Destination of products
01 Doussey SARL represented by
Seydou DIALLO
Zone commerciale Faladiè
Bamako
76 47 55 11
69 76 76 89
OPAM shop in Koutiala
02 DS Business International
represented by Amadou Mamadou
NIANGADOU
Hamdallaye ACI 2 000
Bamako
20 29 79 69
66 71 12 24
OPAM shop in Koutiala
03 Société Bagayogo et Frères
represented by Mahamdou
BAGAYOGO
Hamdallaye Marché 69 83 85 25 OPAM shop in Koutiala
04 SOBACOF represented by
Mamoutou COULIBALY
Bagadadji (Ségou) 21 32 09 81
76 29 57 51
79 04 35 10
OPAM shop in Ségou
05 Société Huilerie Ba Mariama 66 79 60 43 OPAM shop in Ségou
78
Annex 1.5: Cattle feed transport contracts in 2014 (2,836 metric tons)
Order
No.
Name(s) and Surname Telephone
number
Collection points Destinations of products
01 Abdoulaye SANGARE 66 71 51 99 OPAM shop in Koutiala Gourma Rharouss (Timbuktu region)
02 Abdoulaye Ag MOHAMEDOUNE Ansari 66 68 88 47 OPAM shop in Ségou Diaptodji (Douentza district, Mopti region)
03 Souleymane DIABY 65 85 55 25 OPAM shop in Ségou Boni (Douentza district, Mopti region)
04 Société Huilerie Ba Mariama 66 79 60 43 OPAM shop in Ségou Timbuktu
05 Ibrahima Adama MAIGA 76 12 50 93 OPAM shop in Ségou Diré
06 SOBACOF represented by Mamoutou
COULIBALY
21 32 09 81
76 29 57 51
79 04 35 10
OPAM shop in Ségou Léré and Soumpi (Niafunké district, Timbuktu
region)
07 Maliki DIARRA 66 72 63 49
76 21 23 72
OPAM shop in Ségou Goundam et Tonka (Goundam district,
Timbuktu region)
08 Abdramane KOITA 66 58 39 49 OPAM shop in Koutiala Gourma Rharouss (Timbuktu region)
09 Société Bagayogo et Frères represented
by Mahamadou BAGAYOGO
69 83 85 25
76 30 04 66
OPAM shop in Koutiala Gao
10 Seydou SY 66 72 09 25 OPAM shop in Koutiala Bourem (Bourem district, Gao region)
11 Moussa DOUCOURE 66 84 19 75
76 08 42 42
OPAM shop in Koutiala Ansongo (Ansongo district, Gao region)
79
Annex 1.6: Implementing partners for the reconstitution of stocks
Name of partner organisations
Name of contact at organisation Regions Telephone number
Email address Responsibility for and role in the
implementation of the activity
Economic and financial Advisers (CAEF) to the regional Governors
Moussa Aly MAIGA Kayes 66 72 58 75
Supervision of activities
Bougouzanga Koulikoro [email protected]
Pakiou KAMATE Ségou [email protected]
Moumouni DAMANGO Mopti 76 05 19 24
Ibrahim TIMBO Timbuktu 76 18 37 84
Ibrahim Arbocana MAIGA Gao 75 15 30 25
Khassoum SANGARE Kidal 76 38 41 51
Elected officials
Bilaly OUOLOGUEM, Vice-Mayor, Douentza
Mopti 79 15 98 62
Monitoring of activities
Mrs. Nema THERA, Deputy Mayor, Tominian
Ségou 70 59 46 56
Monitoring of activities
Oumar SYLLA, Chairman of the Council, Barouéli district
Ségou 76 22 28 28
Supervision of activities
Diandié KONANDJI, Senior Deputy Mayor, Barouéli
Ségou 79 23 51 52
Monitoring of activities
Alphadi Hamèye, Senior Deputy Mayor, Diré
Timbuktu Monitoring of activities
Mamadou KONIMPO, Mayor, Tonka (Goundam district)
Timbuktu 76 14 24 28
Monitoring of activities
Samba BAH, Mayor, Soboundou municipality, Niafunké district
Timbuktu 79 11 27 07
Monitoring of activities
Amadou COULIBALY, Mayor, Fittouga municipality, Niafunké district
Timbuktu Monitoring of activities
80
Sadou Diallo, Mayor, Gao municipality
Gao Monitoring of activities
Djibrilla Hassimi, Mayor, Ansongo municipality
Gao Monitoring of activities
Salerhoum TOURE, Mayor, Rural municipality of Bara (Ansongo district)
Gao Monitoring of activities
Arbakane Ag Abzayack, Mayor, Kidal municipality
Kidal Monitoring of activities
Regional Agricultural Chamber (CRA)
Mamadou DIALLO, Chairman, CRA Kayes 76 44 18 33
[email protected] Monitoring of activities
Seydou COULIBALY, Chairman, CRA
Koulikoro 76 38 89 60
Monitoring of activities
Abdoulaye BAMBA, Chairman, CRA
Sikasso 65 90 93 12
[email protected] Monitoring of activities
El hadj Kola DIALLO, Chairman, CRA Ségou 65 64 27 71
Monitoring of activities
Hamadoun YARANANGORE so-called Dioro, Chairman, CRA
Mopti 66 74 99 35
Monitoring of activities
Mohamed Ag Mohamed El Moctar, Chairman, CRA
Timbuktu 79 41 53 58
[email protected] Monitoring of activities
Alhouseyni DIAOURE, Chairman, CRA
Gao Monitoring of activities
Abdoul Karim Ag Taki Kidal 69 18 16 18
Monitoring of activities
Ibrahim DIAKITE, CRA, Bamako district
District Bamako
66 76 60 51
Monitoring of activities
Abdoul Aziz DIALLO, Chairman, ADG, Nioro, Dièma, Yélimané districts
Kayes 66 78 43 52
[email protected] Implementation of activities for free food distribution,
cattle feed and cash transfer
Mrs. MAGUIRAGA Mariam B. CAMARA, Coordinator for the GRDR, Kayes district
Kayes 66 74 93 15
[email protected] Implementation of activities for free food distribution,
81
ONG
cattle feed and cash transfer
Mrs. CISSE Founé BERTHE, STOP SAHEL coordinator, Nara district
Koulikoro 76 46 50 44
65 73 83 86
[email protected] Implementation of activities for free food distribution,
cattle feed and cash transfer
Assagaidou MOHAMEDINE, Chairman, NGO BINGA (A.D.E.S)
Koulikoro, 73 97 19 55
[email protected] Implementation of activities for free food distribution,
cattle feed and cash transfer
Ibrahima TRAORE, BACD-SARL Coordinator, Ségou
Ségou 65 58 10 21
76 15 61 75
[email protected] Implementation of activities for free food distribution,
cattle feed and cash transfer
Mahamadou KEÏTA, Chairman of the Mali Red Cross local committee in Niono
Ségou 74 77 61 79
Implementation of activities for free food distribution,
cattle feed and cash transfer
Tahirou MAIGA, ODI Sahel coordinator, Mopti and Douentza
Mopti 76 12 30 31
76 14 59 83
[email protected] Implementation of activities for free food distribution,
cattle feed and cash transfer
Yaye Guéré TEMBELY, Chairman, NGO Yam Giribolo Tumo (Ya G Tu) [Association for the advancement of women] Bandiagara district
Mopti 00 (223) 21 442 587
66 84 25
59
76 37 22 28
[email protected] Implementation of activities for free food distribution,
cattle feed and cash transfer
Amadou B. TOURE, Woyo Kondey coordinator, Niafunké district
Timbuktu 75 03 95 76
66 31 09
[email protected] Implementation of activities for free food distribution,
82
39 cattle feed and cash transfer
ONG
Modibo A. SANGHO, AMADE PELCODE coordinator, Goundam district
Timbuktu 76 49 89 27 [email protected] Implementation of activities for free food distribution,
cattle feed and cash transfer
Mahamane A. TOURE, APADL coordinator, Goundam, Diré
Timbuktu 79 19 19 08 66 52 02 68 66 50 00 58
[email protected] Implementation of activities for free food distribution,
cattle feed and cash transfer
Moussa CISSE, ACAS coordinator, Gao district
Gao 76 05 2 09 76 01 54 73
[email protected] Implementation of activities for free food distribution,
cattle feed and cash transfer
Mahamane MAIGA, Taoussa coordinator, Bourem district
Gao 76 03 04 61 [email protected] Implementation of activities for free food distribution,
cattle feed and cash transfer
Abdala Ould Najmi, EFFAD coordinator, Tessalit district
Kidal 78 75 72 24 [email protected] Implementation of activities for free food distribution,
cattle feed and cash transfer
Amewey Ag Sid-Ahmed SOLISA, Kidal district
Kidal 76 08 22 86 [email protected] Implementation of activities for free food distribution,
cattle feed and cash transfer
