SUMMARY: EW-EVC- PROJECT EVALUATION

DOCUMENT TYPE: EW - EVC Project Evaluation/Update

PREPARED FOR: CARE LAOS Coffee Committee & Management Team

PREPARED BY: Brian M Touray, Consultant: Value Chain Advisor

PROJECT TITLE: Empowered Women for an Equitable Coffee Value Chain (EW-EVC)

DUTY STATION: Sekong Province, Dakcheung District, Laos PDR

REPORT TO: Assistant Country Director & REW Coordinator

PURPOSE Identify Achievements, Gaps and Recommendations of the EW-EVC Project

DATE: March 31, 2020 - 1300 HRS

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BACKGROUND:

Dakcheung is home to two impoverished ethnic groups, with a rate of poverty reaching 66%.
The negative interplay of a remote location in Southern Laos, custom, religious and language
barriers have driven this area into extremes of poverty not seen elsewhere in Laos, which is one
of the fastest growing economies in the world, due to its bountiful natural resources. Cash crop production in Dakcheung has only began to
improve over the past decade. Nonetheless, ethnic communities, especially women, remain poor with up to 41% poverty rate, 25% of newborn
babies less than the 10th percentile for gestational age and 43% suffer from acute malnourishment prevalent, preventing them from growing or
developing properly. In addition to the already dire living standard of the region, quality of life shifted in 2009 for the worst, when the region
was almost totally devastated by the typhoon Katsena, destroying homes and livelihoods of its inhabitants.

Although, CARE has been working with Dakcheung Coffee Farmers since 2009, it is only in 2018 when farmers began to benefit from the
Empowered Women for an Equitable Coffee Value Chain (EW-EVC). Between 2009 and 2018, only 5 members of the Dakcheung coffee farming
community were trained on some aspects of coffee production and processing, and only provided with list of buyers (mainly middlemen) that
didn’t pay much for their fresh or dried cherries, because then, they did not start producing Parchment and Green Beans.

Some of the factors that affected the quality and quantity of coffee production and processing at the time includes but not limited to the
following.
▪ Inexperience staff in Networking and Value Chain Activities, obviating the transformation of the basic product (cherries) into a valuable
product that meets the needs of end user and elevating competitiveness
▪ Lack of Technical expertise in Coffee Production and Processing
▪ Field staff lacks the capacity and ability to properly document field activities, which often results to not been able to produce reports
that illustrates completed and or remaining task of an activity
▪ Many farmers sold fresh and or dried cherries to CARE recommended middlemen
▪ Lack of wet processing infrastructures
▪ Inadequate number of farmers/beneficiaries to form groups
▪ No tangible benefits to convince and motivate farmers
▪ In ability of community trained trainers on coffee production processing to effectively disseminate and translate skills they learned into
practice, rendering their transferable skills to other farmers ineffective

WHAT WORKED WELL: The senior project management team in Vientiane deviated from all negative connotation of managing the team and or
project remotely, instead they encouraged the team in Dakcheung to take ownership of managing the project with minimal interference,
providing staff a stress-free work environment, enabling them to comfortably deliver services to the community at the highest level.

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THE PROCESS: The information below identifies the two different methods of Coffee processing, (Dry and Wet) which has variations
in picking method, pulping, fermentation, washing and drying.

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DATA: The data sheet shown below illustrates list of the ANCP’s - EW-EVC 30 target villages, however, the project was only able to
construct and establish 14 producer groups and 14 Wet Processing Centers in 14 villages.

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IMPLEMENTED IN 2019

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 TRANSITION FROM CHERRIES TO GREEN BEANS

PRODUCT
SALES PROCEEDS
1 303483 kgs of Cherries (transformed into parchment)

N/A
2 64949 kgs of Parchment (transformed into Green Beans)

N/A
3 1500 kgs of Green Beans Grade A sold

at 38,000 LAK per kg

4 46,020 kgs Green Beans FAQ sold

25,000 LAK per kg

5 5999 kgs Green Beans Defect sold

9,000 LAK per kg

6 558 Packaged Dakcheung Coffee Brand sold

at 25,000 LAK per pack

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 SUMMARY OF COFFEE PROCEEDS: The table shows the list of active coffee producing communities and quantity and proceeds from coffee
CHERRIE & PARCHMENT OUT-TURNS

Dakcheung Coffee Farmer Groups Wet processing centres

N° Group Code District Group name Number of Cherries Parchment Parchment Total parchment Outturns-
members in the grade I grade II Cherry/charchm
group ent

1 001 Dakcheung Tongsieng ຕົ ງສຽງ 11 1,234 280 5 285 4.33

2 002 Dakcheung Dakdom ດາກໂດມ 27 15,102 2,969 - 2,969 5.09
3 003 Dakcheung Dakvor ດາກວ ໍ 15 63,615 13,335 475 13,810 4.61
4 004 Dakcheung Dakwang ດາກວາງ 15 12,950 2,569 148 2,717 4.77
5 005 Dakcheung Dakeur ດາກເອີຍ 51 72,222 15,680 21 15,701 4.60
6 006 Dakcheung Khuonxay ຄູນໄຊ 5 19,241 4,005 88 4,093 4.70
7 007 Dakcheung Dakden ດາກເດັນ 33 33,956 6,296 57 6,353 5.34
8 008 Dakcheung Dakdoul ດາກດູງ 2 200 27 23 50 4.00
9 009 Dakcheung Dakdeun ດາກເດີນ 12 6,272 1,338 22 1,360 4.61
10 010 Dakcheung Dakyoil ດາກຢອຍ 11 16,736 3,687 6 3,693 4.53
11 011 Dakcheung Dakkang ດາກກັ ງ 3 3,486 825 19 844 4.13
12 012 Dakcheung Konyong ກອນຢອງ 25 53,628 11,707 200 11,907 4.50
13 013 Dakcheung Pro ປຣາວ 16 3,221 790 29 819 3.93
14 014 Dakcheung Dakmun ດາກມັ ນ 9 1,620 330 14 344 4.71
TOTAL 235 303,483 63,838 1,107 64,944 4.67

Transportation parchment from target villages to factory

GROSS TOTAL NET
NET WEIGHT
Date WEIGHT PER WEIGHT
Deacription og goods TRUCK (KG)
TRIP (KG) (KG)

11-Feb-20 Parcment 23750 8110 15,640

13-Feb-20 Parcment 23580 8040 15,540
15-Feb-20 Parcment 24480 8100 16,380
22-Feb-20 Parcment 23740 8130 15,610
22-Mar-20 Parcment 3031 2519 512
23-Mar-20 Parcment 3083 2104 979
Total 64,661

Huilling factoty
Parchment Green beans Green beans
Date Place T otal (kg)
(kg) FAQ (kg) defect (kg)
2/20/2020 Huilling km 24 2,130 1,500 1,500
3/30/2020 Huilling km 24 19,856 13,260 2,443 15,703
3/20/2020 Huilling km 12 42,675 32,760 3,556 36,316
Toal 64,661 47,520 5,999 53,519

Sold
Received QTY (kg) Price (LAK) Amounts (LAK) Remarque
Sold to Letrio Grade A 1,500 38,000 57,000,000 Completed
Sold to Mr. Sakone FAQ at Km24 13,260 25,000 331,500,000 Pending
Sold to Mrs. Sengphet FAQ at KM 12 32,760 25,000 819,000,000 Completed
Sold to Mr. Sakone defect at km24 2,443 9,000 21,987,000 Completed
Sold to Mrs. Sengphet defect at km12 3,556 12,000 42,672,000 Completed
Total received 1,272,159,000

Payment
Pay QTY (kg) Price (LAK) Amounts (LAK)
Huilling 64,661 1,000 64,661,000 Completed
Transport parchment (DC -KM24) 63,170 600 37,902,000 Completed
Tax 1 6,400,000 6,400,000 Completed
Transport green beans to VTE 1 4,000,000 4,000,000 Completed
Total payment 112,963,000

Benefit
Benefit 1,159,196,000

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 STRATEGIC INTERVENTIONS & APPROACH:

In 2018, ANCP - Empowered Women for an Equitable Coffee Value Chain (EW-EVC) project was launched with a strong Technical and
Value Chain Team that developed a Strategic Action Plan, redefining the inbound and outbound logistics of Coffee Production and
Processing to optimize project goals.

In the preparatory and mid stages of the project implementation, Participatory Technology Development approach was taken, as a
perceptible effort to involve the community. The strategy was useful, because it allowed the community (beneficiaries) to be part of
dissecting the problems and contributing their thoughts to possible solutions to predicted and unforeseen circumstances in the
future.

Strategic partnerships and alliance were established with district and provincial stakeholders. This was essential because it provided
access to regional knowledge, exchanging ideas and concepts and tools on project implementing methodologies, which is essential
towards the that facilitation of product(coffee) and organizational development.

Sustainability of interventions was geared towards female beneficiaries, because women are endowed with the ability and strong
understanding of the local context, which is a key to community mobilization.

Collective impact has always played a significant role in social innovation, because it can bring actors from various sectors to tackle
and solve a common problem, in the interest of change. An attempt to integrate collaborative strategies with few stakeholder and
partners were made, in the hope it would increase impact potential, but more work on a conceptual framework is required towards
tackling some of the most pressing and complex issues facing the coffee farming communities of Dakcheung.

Predomination of leadership roles and the monopolization of property reduced by convincing and sensitizing men to champion for
Gender Equality and Equity. The approach focused on empathy, sexism and patrilineality, which do exist in some societies where
Patriarchalism exist.

Findings for a Gender Analysis Study in 2018 at the beginning of the ANCP project, revealed significant barrier hindering the
participation of women in the Coffee Value Chain, mainly on essential stages including but not limited to, Inputs, production,
processing and marketing. Based on the research findings, an action plan addressing farmer to farmer exchange visits, gender
negotiations skills and gender equality and equity was developed.

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GOAL & ESSENTIAL OUTCOMES:

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CHERRY TO CUP: The illustration seen below depicts the value-added services and processes of Coffee, from Cherries to Cup

SOURCE: ICO

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 VERIFIABLE ACHIEVEMENTS, CHALLENGES & RECOMMENDATIONS:
ACHIEVEMENTS:
1 Tools and approaches that have been tested to increase women leadership roles played a part in closing gender gaps
2 Quality & Quantity of production, increased coffee income
3 Shared Household, Farm Workload and Decision Making has improved
4 VSLA has increased the record keeping, financial management skills of members and contributes to the local economy
5 Branding and exposure of the promotional packaged coffee has created a lasting and memorable effect on consumers
6 Women have been on the forefront and understand the advantages of values added services from Cherry to Cup
CHALLENGES:
1 Women are held more accountable and to higher standards compared to male counterparts
2 A pocket of farmers still practice strip picking, which can have some quality effects of the taste and aroma
3 Unreported cases of male dominance and gender inequality still persist
4 Some VSLA group members are afraid to take out loans because they are concerned about not been able to pay it back
5 Major actors in the coffee business are powerful enough to determine the price of coffee or the price they want to pay
6 Although, all project activities are important, there is a lack of prioritization when it comes to implementation
7 High staff/management turn-over rate is an obstacle for the project to reach the pinnacle of success
8 Over and underspending of budget activities
9 Some farmers still lack behind in the adaptation and practice of planting shade trees and cover crops, in the fight against the effects of climate change and revitalization of
depleted soil nutrients
RECOMMENDATIONS:
1 Exhibit their leadership qualities, by addressing and dealing with the situation directly with execution and action
2 More Capacity building/training/ and dissemination of information on the vitality of practicing selective picking
3 Reach out to more men and sensitize them to be more proactive as champions of gender equality and equity
4 Grants should be provided (if possible) as revolving funds with extended repayment periods for borrowers to be confident enough to take loans and reinvest in other income
generating activities of their choice
5 Tighten communications and networking focusing on the balance between demand and supply opportunities, bridging the gap of commercial relations between farmers and
buyers
6 Activities should be prioritized in sequence and importance, rather than the notion that funds for a particular activity is available and must be used, and not considering what if
any impact it will have at that particular moment
7 Employee recruitment process should be rigorous to ascertain that qualified and or dedicated personnel are hired
8 Senior Project Managers should be trained on project budgeting and conducive disbursement of activity funds
9 Illustrations of images and videos of the effects of climate change should be created and made available to Dakcheung farming communities. Doing so may make a difference
in the increased production and quality of coffee

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LESSONS LEARNED:
CAPACITY DEVELOPMENT: Insufficient and irregular delivery of Capacity Building may create obstacles and inhibit people from
obtaining and retaining skills essential to competency. Conceptual comprehension of the level of impact community and or
organizational Development and Capacity is vital and must always be integrated in project designs.
MANAGEMENT & COFFEE COMMITTEE COMMITMENT: Most members of the coffee committee are not committed and
enthusiastic about the coffee project, could be lack of understanding of the project or about coffee in general. Meetings and or
discussions about the project is usually initiated by a very small number of the members. Although, Management do provide support
to the team in the field, however, it does not always come promptly.
FARM INPUTS: Availability of farm inputs, agricultural loans and or subsidies (where applicable) should be provided in a timely
manner, giving farmers a head start for the growing season. Delay in distribution of inputs and financial resources (loan or grants) do
impact quality and yield, and most importantly, food insecurity as a result of low income from coffee proceeds.
SHADE TRESS & COVER CROPS: Much emphasis should be put on dissemination of information about the adaptation and practice of
planting cover crops and shade trees. Coffee is generally planted in wider spacing, and subject to direct sunlight, wind and
susceptibility to pest. Planting cover crops and shade trees will minimize or eradicate the risk of soil erosion caused by floods or
wind, depletion of soil nutrients, retention of soil moisture and protection from the common coffee plant disease known as the
white stem borer.

CLIMATE CHANGE: Natural disasters are one of the main challenges of food security, secure livelihoods and Agricultural
Development for smallholder farmers, especially when a well-defined or prologue preparedness of risk management is not in place
in the event of a disaster. Thorough Baseline Analysis at the rudimentary stage of the project could have identified the receptiveness
of the project and the impact Climate Change could post, since Dakcheung district is prone to natural disasters such as landslides,
flooding and draught. Pristine data and its analysis could have prepared the team for climate shocks, mitigation tools and adaption
strategies.
PARTNERSHIP: Synergy and Partnership with potential coffee buyers should only be initiated and established with businesses that
will adhere to the corporate/social responsibility commitments they usually make when initially presented with marketing
literatures about Dakcheung Coffee, the cause and beneficiaries.

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TRADE AGREEMENTS: Transportation tax should always be included in the Coffee production cost, because local authorities indicate taxes must
be paid for trading outside the district, which in all occasions, the fees were charged directly to the farmers.

SOCIAL ANALYSIS AND ACTION APPROACH: SAA approach for the Women’s Income and Nutrition Groups could catalyze social norm changes
sustainably.

DESIRED OUTCOMES: Unrealistic goals without unconventional creative thinking and strategies normally results in project failure the goals will
most likely not going to be achieved. Focusing on quality is more essential than quantity, and the success of a project should be based on the
number of the targeted groups that benefited from the services rendered, rather than the total number of beneficiaries reached. At the end of
the day, it comes down to wasted resources and time.

PREPARATION FOR AN EXIT STRATEGY:

Towards the end of the ANCP-EW-EVC project, an Exit Strategy plan will be in place, to serve as a guideline for the gradual transition of the
project from CARE LAOS, to the beneficiaries. The transformation can be very difficult and sensitive, because it also means the end of a funding
cycle. Long-Term Sustainable Plan Exit and Phasing Out will be the key focus, because the long-term sustainability and Risk Mitigation in the
event of a failure depends on how well the Exit Strategy is formulated. As a result, it imperative that the underlying causes of poverty and the
Sustainable Livelihoods Framework and Approach is revisited. One may ask what role the Sustainable Livelihoods Framework and Approach must
play here, and the answer is; he Sustainable Livelihoods Approach is a development tool for examining and shifting the lives of disadvantaged
people experiencing poverty at different levels. The approach reminds the target population that they have the ability and assets to help them
improve themselves through development. Since the primary objective of an Exit Strategy focuses on achieving long-term goals and
sustainability, addressing the Theory of Change is also integral because it maps and outline in sequence, the Short, Intermediate and Long-Term
outcomes in very logical framework or pathway.

Underlying causes of poverty:

▪ Policies
▪ Socio-Economic Disparities
▪ Corruption
▪ Natural Disasters
▪ Lack of Education
▪ Poor Infrastructure
▪ Conflict
▪ Discrimination
▪ Historical Events (War, Colonization and Slavery of any kind)

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In a development context, communities or individuals may encounter Risk and Vulnerability before falling into the poverty trap
▪ Risk creates uncertainties of foreseen or unforeseen events or circumstances like economic collapse, illness, drought, flood,
seasonal fluctuation of farm income etc.
▪ Vulnerability illustrates the level of exposure to Risk and the capacity to prevent, cope or mitigate the risk, which within the
Sustainable Livelihoods Framework, is referred to as the Vulnerability Context, that refers to Trends, seasonality and shocks
that often affects the Livelihoods of people.
▪ Livelihoods consists of the capabilities and activities required for a living and is sustainable only when it can recover and or
cope from shocks

To minimize the Vulnerability Context and improve Livelihood Security for the poor, a greater resilience needs to be built and
expanded, by organizing some of the factors that may constrain and hinder the enhancement of livelihood opportunities, which
includes and not limited to;
CAPITAL ASSETS
Natural Capital Land, Water and Biodiversity etc. (without depleting Natural Common Pool Resources)
Physical Capital Infrastructure, Sanitation, Energy, Transportation, Communications & Housing
Human Capital Healthcare, Education, Training & Skills, Information and Employment
Social Capital Social Welfare, Membership of Groups & Institutions and Networking
Financial Capital Financial Resources like Pensions, Savings, Loans/Credits etc.

Types of poverty:

▪ Relative poverty is when one receives and or consumes less than average incomes, yet don’t make enough to afford beyond
basic needs
▪ Absolute/Extreme Poverty is when one does not have the minimum amount of income and or assets required or needed to
meet the minimum requirements to secure a basic living standard
▪ In general context, poverty is usually defined in monetary and consumption levels, and in development context, poverty can
and should be measured using monetary and Basic Needs Approach which includes, Assets, Skills, physical and mental
abilities and access to services
▪ On the other hand, Geographical Location can usually determine the difference between Relative and Absolute poverty and
whether one is poor, considering that Needs represents the necessities while wants indicates desires

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 NEEDS AND WANTS COMPARISON CHART
Basis for Comparison Needs Wants
Needs refers to an individual's basic Wants are described as the goods and
Meaning requirement that must be fulfilled, in order services, which an individual like to have, as a
to survive part of an impulse or desire
Nature Limited Unlimited
What is it? Something you must have Something you wish to have
Represents Necessity Desire
Survival Essential Inessential
Change May remain constant over time May change over time

Non-fulfillment May result in onset of disease or even death May result in disappointment

Theory of Change

▪ Theory of Change is a methodology for planning, participation, and evaluation of long-term goals that is used to promote
social change
▪ More specifically, it illustrates how an organization may consociate its program activities, creating a sequence towards the
goals and outcomes associated with the organization’s mission

Need Statement What are the current issues or challenges of the program/s and possible root causes?
What are the barriers to the resolution of the problems preventing change?
Target Population Identify and define the communities the program intent to benefit
Main Program Components Which elements of the program will create change?
Outcomes What are the quantifiable changes the program aims to achieve?
Hypothesis Create a statement that is testable and describes the results from the program outcomes

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PROPOSED FIELD ACTIVITIES FROM APRIL TO JUNE 2020:

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CONCLUSIONS:

After 2 years of implementation, the EW-EVC project was able to bring farmers towards technical empowerment and organizational
capacities, which enabled them of processing quality coffee with higher value and quantity, ensuring members with fair distribution
of incomes. Although, women are the focal point of this goals EW-EVC project, they often left out of decision making regarding
communal land and bear the burden of unpaid work for caring of family, household chores and related farming activities. Value
chains can usually be distinguished when there is a combination of chain and gender empowerment matrix and framework, which
addresses activities women are engaged and the decision-making power of women in value chain, governance and leadership.
As market and agricultural practices change, there is a real risk that existing gender inequalities will spiral, making the situation for
remote ethnic women worse. Addressing this weakness within the coffee market represents value for money ensuring women can
fully participate in the economic opportunities it presents and thereby addressing the endemic poverty and malnourishment faced
by remote and ethnic women. DakCheung has various favorable coffee growing attributes and potential, which includes a large
surface area, average elevation for coffee growing up to 4,037 feet or 1,230 meters above sea level, and favorable different soil
type/s such as Acrisols, Cambisols, Anamite and Sandy Loam.

EFFECTS OF COVID 19: Global Coffee Consumption has significantly declined since the COVID 19 Pandemic, creating uncertainty for
producers around the world. Some of the world’s biggest economies and coffee consumers have seen a direct hit of the economic
shock and might take some time to recover. Major coffee retailers located in North America, Europe and Asia have in recent days
close their doors in response to the virus containment efforts, resulting in low importation demands and industry workforce
redundancy, creating more fragility in the Global Coffee market which has already suffered a setback of market fluctuation prices
prior to the COVID 19 outbreak. We should not however, focus only on the immediate negative economic impact, because while
coffee consumption has or is expected to decline globally. AT the end of the pandemic, the demand for coffee will be higher than
supply, and prices will jump from the current 120 cents per pound to more than what it was in early December 2019, before the
outbreak. The most who will benefit from the forecasted price hike will be Brazil and Vietnam, the world’s largest coffee producers.
At the moment, no negative economic impact is forecasted for Dakcheung District Coffee farmers, because all the coffee produced
this year have been marketed and proceeds, slightly higher than last year.

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 MID-TERM REVIEW RESEARCH METHODOLOGY MATRIX: Headed by a CARE Australia M&E staff, in May 2019, the Coffee Value Chain team and
key CARE Laos staff embarked in a MTR of the EW-EVC project using the matrix below
Research questions
Objective 1: Relevance, Effectiveness, Efficiency and Sustainability
1. Effectiveness:
- To what extent is the project
achieving its stated outcomes
and outputs?
- Are partnerships with PAFO and
private sector partners
progressing in line with project
expectations?
- What is the push-pull factors and
barriers for the poorest and the
most vulnerable groups (e.g.
poor ethnic women, people living
with disability etc.) to continue to
participate in the value-chain
project?
- What are the positive and
negative changes produced by
the project, directly or indirectly,
intended or unintended, for
women and men and for the
most vulnerable?
- How can the gender action plan
be used to strengthen project
activities to ensure more gender
sensitive implementation and
gender equitable outcomes?
2. Sustainability: How can we best
ensure that the benefits of the
projects are maximised in the last
two years of implementation? To
Indicators/Information to collect Information source and research tools
Immediate outcome 1.1.1: Coffee producers have access to extension services
on coffee garden cultivation.
FGD with the project team
Output 1.1.1.1: Coffee producers organized in women led production groups FGD with coffee producer groups
Indicator: # women led production groups established and functional (the MTR Interview women leaders of processing
will collect data about the functions of coffee producer groups) groups
Output 1.1.1.2: Key farmers trained as extension workers on coffee garden FGD with coffee producers
farming (GAP) Interview DAFO, WU, community
Indicator: A network of 48 ethnic women providing extension services in the leaders
target villages (increased from current 4x women) Interview women extension workers
(The MTR will collect qualitative data about the effectiveness of women
extension workers)
Immediate outcome 1.2.1: Coffee producers collectively mobilize and manage
financial resources for farming inputs FGD with the project team
Indicator: # women led producer groups have defined required farming inputs FGD with producer groups
and related procurement system (The MTR will collect qualitative data about the Interview with community leaders and
level of access to the farming inputs and financial resources) DAFO
Output 1.2.1.2: Remote ethnic women’s savings secured through VSLA groups FGD with VSLA members
Indicator: At least 10 VSLA groups established and operational with regulations FGD with the project team
on gender sensitive group management, extension services, governance, Interview community leaders and VSLA
respectful relationship among male and female group members and disability members
inclusion (MTR collect qualitative data about the extent of gender sensitive and Review documents about VSLA
inclusion of the governance structure and operation of VSLA groups) governance structure and regulations
Immediate outcome 1.3.1: Coffee producers have access to extension services Interview with managers of processing
on high quality coffee processing facilities
FGD with the project team
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Research questions
what extent has the project
influenced the policy and
practice of coffee industry
partners? To what extent has the
project built the capacity of key
coffee industry stakeholders and
communities? What measures
are in place, or are being put in
place, to ensure sustainability of
project outcomes?
Indicators/Information to collect Information source and research tools
Indicator: # women led coffee processing groups are able to manage and FGD with producer groups
maintain processing facilities (MTR will collect qualitative data about the level of Interview with private buyers, coffee
access and quality of processing facilities) value chain advisors/expert
Output 1.3.1.1: Coffee producers organized in women led processing groups Interview with women leaders of
Indicator: 44 women members from 11 women-led coffee processing group processing groups
elected management board demonstrate enhanced skills in leadership, financial FGD with processing group members
management and communication/ facilitation (MTR will collect qualitative data FGD with the project team
about leadership skills, financial management and communication skills of Interview women model farmers
women-led coffee processing group members). Observation of 2 coffee processing
centers
Output 1.3.1.2: Strengthened technical skills of 11 coffee processing groups
Indicator: Model farmers trained on improve coffee processing techniques
increase from 4 to 48 women.
Immediate outcome 1.3.2: Coffee producers have access to extension services
on high quality coffee processing Interview women leaders of processing
Indicator: # women led coffee processing groups are able to manage and groups
maintain processing facilities (MTR collect qualitative data about the FGD with processing groups
effectiveness of women led coffee processing group in maintaining processing FGD with the project team
facilities) Interview DAFO, private buyers
Review of procurement plan
Output 1.3.2.1; Investment for coffee processing quantified at group level Observation of 2 coffee processing
Indicator: 11 women led processing groups have established annual centers
procurement plan (MTR collect qualitative data about the capacity of women led
processing groups in procurement)
Output 1.3.2.2: Grant system designed and implemented in each woman led
processing group for required procurements
Indicator: 44 women leaders from 11 processing groups linked to input suppliers
for coffee cultivation (MTR collect qualitative data about the market linkage of
processing groups)
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Research questions Indicators/Information to collect Information source and research tools
Intermediate outcome 2.1: Stronger linkages between women-led producer FGD with the project team
groups, markets and the private sector FGD with processing groups
Indicator: DAFO regularly organize and facilitate an annual coffee trading forum Interview private buyers, DAFO
with increasing participation by women-led producer groups, markets and
private sector (MTR collect qualitative data about the effectiveness of DAFO
support in creating market linkage).

Immediate outcome 2.1.1: Coffee producers effectively negotiate and trade FDG with the project team
their production at fair prices FGD with processing groups
Indicator: Agreements signed and respected between women led coffee Interview DAFO, PAFO, private buyers,
processing groups and buyers for selling all parchment coffee produced (MTR coffee value chain advisors/expert
collect qualitative data about the fairness of agreements between processing Review agreements
groups and buyers).
FGD with the project team
Output 2.1.1.1 Platform established to connect women led producer and FGD with producer and processing
processing groups with other actors of the value chain such as groups
traders/roasters/private sector) Interview private buyers
Indicator: # women representatives from producer and processing groups
attend annual meeting of platform (MTR collect qualitative data about the
effectiveness of the established platform in terms of market linkage).
FGD with the project team
Output 2.1.1.3: Coffee market information system defined and piloted FGD with producer and processing
Indicators (MTR collect qualitative data about the existence and effectiveness of groups
this function – access to information): Interview private buyers
- Targeted producer and processing groups can access updated coffee prices
through coffee market information system
- #women-led producer and processing groups participate coffee market
information meeting
- #women-led producer and processing groups who report securing better
prices after attending training on negotiation skills

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Research questions
Indicators/Information to collect Information source and research tools
Immediate outcome 3.2.1: District plans and decisions concerning coffee value FGD with the project team
chains recognize women producers’ leadership roles and allocate resources to Interview with DAFO, PAFO, Women
support them, especially women with disability. Union
Indicator: District plans and decisions concerning coffee value chains recognize
women producers’ leadership roles and allocate resources to support them,
especially women with disability.

Output 3.2.1.1: Local GoL staff sensitized on women-led value chain

development
Indicator: # of DAFO and DLWU staff reporting at least one action they have
taken to promote and support gender equality in their other work in community
level
(MTR collect qualitative data about good practice from DAFO and WU in
supporting gender equality in coffee value chain)

Immediate outcome 3.2.2: Promotion of an inclusive and gender sensitive coffee

value chain development during coffee value chain related debates from local to
national levels
Indicator: # of debates at provincial or national level attended to promote
inclusive and gender sensitive coffee development
(MTR collect qualitative data about good practice from DAFO and WU in
supporting gender equality in coffee value chain).

Objective 2: Monitoring, Evaluation and Learning

3. What are current project - Interview with the MEL advisor and observation during the field trip
monitoring and learning
processes for capturing
outcomes including on gender?
4. How can project monitoring be
improved to better capture
gender outcomes?
Source: MTR Report

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