DISCLAIMER: The author’s views expressed in this publication do not necessarily reflect the views of the United States Department of Agriculture or the United States Government. Midterm Evaluation Report of the Pineapple Processing for Export (PINEX) Project: This midterm evaluation report presents review of the PINEX project’s implementation progress, and assesses the effectiveness, efficiency, relevance, impact, and sustainability of the project. The midterm evaluation also identifies challenges and areas that the project should improve to meet the project’s objectives. The evaluation drew information and data from project documents, 768 producers’ survey responses, and interviews with 30 processors, 7 exporters, and 10 stakeholders, collected during research from December 2018 to February 2019. Under USDA Food for Progress (FFPr) FY2015 competition, Partners for Development (PfD) won funding of $10.26 million to implement the Pineapple Processing for Export (PINEX) project in Benin from the end of September 2015 through December 2020. The PINEX project aims to contribute to the USDA’s FFPr Strategic Objectives of SO1: Increased Agricultural Productivity and SO2: Expanded Trade of Agricultural Products, by improving Benin’s pineapple value chain, including production, processing, and export. The goals of the PINEX project are to improve pineapple productivity, increase pineapple processing, and expand regional and international pineapple product export. Implemented in the Atlantique and Littoral provinces of southern Benin, the project works with all key pineapple stakeholders (e.g., pineapple producers, processors, exporters, government, financial institutions, cooperatives, networks, and civil society organizations). The project has implemented several training and capacity-building activities, provided support in various key linkages (e.g., increase access to financial services and market information) in the pineapple value chain, and developed trade infrastructure. Agreement Number: FCC-680-2015/012-00 Project Duration: 2015-2020 Implemented by: Partners for Development (PfD) Evaluation Authored By: SmartStart Evaluation and Research, Irvine, California Table of Contents Executive Summary............................................................................................................................................ i 1. Background and Purpose of Evaluation .................................................................................................... 1 1.1 Project Background................................................................................................................................. 1 1.2 Project Objectives and Activities.......................................................................................................... 2 1.3 Evaluation Purpose................................................................................................................................. 2 2. Evaluation Methodology .............................................................................................................................. 3 2.1 Data Collection........................................................................................................................................ 3 2.2 Data Analysis and Interpretation .......................................................................................................... 7 3. Evaluation Results......................................................................................................................................... 8 3.1 Effectiveness............................................................................................................................................ 8 3.2 Efficiency................................................................................................................................................10 3.3 Project Impact........................................................................................................................................10 3.4 Relevance................................................................................................................................................24 3.5 Sustainability...........................................................................................................................................25 3.6 Challenges Identified by the Beneficiaries and Suggestions............................................................27 4. Recommendations.......................................................................................................................................30 Appendix I: Terms of Reference..................................................................................................................... 1 Appendix II: Evaluation Team Members and CVs of Lead Evaluators ................................................... 4 Appendix III: Evaluation Timeline ...............................................................................................................15 Appendix IV: List of Documents Reviewed................................................................................................17 Appendix V: Sampling Design.......................................................................................................................18 Appendix VI: Sample Pineapple Producers for Survey .............................................................................19 Appendix VII: Survey Instrument for Pineapple Producers.....................................................................40 Appendix VIII: Training Plan........................................................................................................................64 Appendix IX: CRAD’s Survey Report..........................................................................................................66 Appendix X: Focus Group Discussion Guidelines....................................................................................83 Appendix XI: List of FGD Participants.......................................................................................................85 Appendix XII: List of Processors Interviewed............................................................................................87 Appendix XIII: Processor Interview Guidelines ........................................................................................90 Appendix XIV: List of Export Companies Interviewed............................................................................93 Appendix XV: Exporter Interview Guidelines............................................................................................94 Appendix XVI: List of Stakeholders Interviewed.......................................................................................96 Appendix XVII: Stakeholder Interview Guidelines....................................................................................98 Appendix XVIII: Survey Results Summary Tables...................................................................................102 Appendix XIX: Performance Progress Indicators....................................................................................131 List of Acronyms ABSSA Agence Béninoise de Sécurité Sanitaire des Aliments / Benin Agency for Food Safety ALIDé Association de Lutte Pour la Promotion des Initiatives de Développement COLEACP Europe-Africa-Caribbean-Pacific Liaison Committee CRAD Centre de Recherche et d'Appui-conseil pour le Développement DPV Direction de la Production Végétale / Department of Vegetable Production FAIS Food Aid Information System (of the U.S. Department of Agriculture) FFP Food for Progress FGD Focus Group Discussion FINADEV Financial Development, Benin FY Fiscal Year (of U.S. Government, ending 30 September) GDP Gross Domestic Product GLOBALG.A.P. The Worldwide Standard for Good Agricultural Practices HACCP Hazard Analysis Critical Control Points ISO International Organization for Standardization M&E Monitoring and Evaluation MFI Microfinance Institution MOA Ministry of Agriculture N Number NAPEB/ANEAB National Association of Pineapple Exporters of Benin/ Association Nationale Des Exportateurs d'Ananas du Bénin NAPPCB/ANATRAB National Association of Pineapple Processing Companies/ Association Nationale des Transformateurs de l’Ananas du Benin NGO Non-Governmental Organization NPK Nitrogen, Phosphorus, and Potassium PADA Agricultural Productivity and Diversification Project/ Projet d’Appui à la Diversification Agricole PfD Partners for Development PINEX Pineapple Processing for Export PPNB/ RePAB Pineapple Producers Network of Benin/ Réseau des Producteurs d’Ananas du Bénin PSC Pineapple Stakeholders’ Council USD United States Dollars USDA United States Department of Agriculture USG U.S. Government XOF Currency of Seven West African Countries, including Benin List of Figures Figure 1. Summary of sample sites and sample size ..................................................................................... 4 Figure 2. Survey respondents’ characteristics................................................................................................ 5 Figure 3. Status of Food Aid Information System performance indicators related to each activity ..... 9 Figure 4. Number of hectares under different types of improved techniques or technologies as a result of USDA assistance .............................................................................................................11 Figure 5. Number of individuals who applied specific types of improved techniques or technologies ...........................................................................................................................................................11 Figure 6. Value of sales (in USD) in USG FY 2017 and FY 2018 ...........................................................13 Figure 7. Survey respondents’ observed changes in pineapple cultivation since 2015 and the contribution of PfD engagement ................................................................................................. 14 Figure 8. Profitability of pineapple grown in 2015 versus 2018 ...............................................................17 Figure 9. Association of project activities to the increased harvest, sale (also no rejection for sale), and profit..........................................................................................................................................17 Figure 10. Perceived usefulness of project activities...................................................................................18 Figure 11. Sources of technical services and agricultural practice/method and/or financial management training......................................................................................................................19 Figure 12. Reasons for not applying for a loan ...........................................................................................20 Figure 13. Sources of loans.............................................................................................................................21 Figure 14. Factors influencing the sustainability of the PINEX project .................................................26 i Executive Summary Under the U.S. Department of Agriculture’s (USDA) Food for Progress (FFP) competition in U.S. Government (USG) Fiscal Year (FY) 2015, Partners for Development (PfD) won funding in the amount of $10.26 million to implement the Pineapple Processing for Export (PINEX) project in Benin from the end of September 2015 through December 2020.1 The PINEX project aims to contribute to the USDA’s FFP Strategic Objectives of “increased agricultural productivity and expanded trade of agricultural products” by improving Benin’s pineapple value chain, including production, processing, and export. The project operates in the Atlantique and Littoral provinces of southern Benin and works with all key pineapple stakeholders (e.g., pineapple producers, processors, exporters, government, financial institutions, cooperatives, networks, and civil society organizations). The goals of the PINEX project are to increase pineapple productivity, improve pineapple processing, and expand agricultural trade. The project has implemented several training and capacity-building activities, provided support in various key linkages (e.g., increase access to financial services and market information) in the pineapple value chain, and developed trade infrastructure. This midterm (or interim) evaluation reviews PINEX’s implementing environment and implementation progress, and assesses the effectiveness, efficiency, relevance, impact, and sustainability of the project. The midterm evaluation also presents feedback from stakeholders and identifies challenges and areas that the project should improve to meet the project’s objectives. This report draws information from a project document review, 768 producers’ survey responses, and interviews with 30 processors, 7 exporters, and 10 stakeholders. The evaluators collected data from December 2018 to February 2019. Highlights  Findings showed that the project has increased the productivity of the fresh pineapple industry in Benin. The average harvest quantity of pineapple per hectare of pineapple cultivation land was significantly higher in the last pineapple cultivation season (29.15 metric tons per hectare) than the average in 2016 (10.98 metric tons per hectare) 2 . A significantly higher percentage of surveyed producers achieved profits over 500,000 XOF (807 USD), and a lower percentage of respondents experienced a loss in 2018 compared to 2015.  Nineteen of 24 interviewed processors who discussed their profits in the interview experienced increasing profits in 2018. Interviewed processors also clearly indicated that they have been expanding their businesses gradually, and for most of them, PINEX’s support has been crucial in this regard.  Exporters indicated that the exporting business in general has been profitable. They have greatly appreciated the opportunity to attend international trade fairs and the technical 1 The baseline report was approved by USDA in June 2016. During the grant execution of September 2015 and the Baseline Survey and its approval by USDA, PfD initiated various important administrative functions for PINEX such as the hire of key staff and workplan development. Field work began after Baseline approval. 2 Different from this mid-term evaluation baseline results, PfD’s independent baseline report in 2016 indicated a yield per hectare of 24.29 metric tons. ii support in quality control and hygiene. Three of seven interviewed exporters experienced a loss in the past three years because of the ethephon problem and the export ban in 2017.  Findings showed that the project has had a significant impact on building capacity for stakeholders. Producers have learned new knowledge and skills, and they have applied improved techniques and technologies in pineapple cultivation. The numbers of agricultural producers who have applied improved farm management practices as a result of USDA assistance was 1,037 in USG FY 2017 (ending in September 30th 3 ) and 3,814 in FY 2018. The project has changed producers’ cultivation behavior, which has contributed to increased productivity, income, and profitability. Processors have learned how to use processing tools and techniques more effectively, particularly how to follow food safety and hygiene protocols, planning and record keeping, and use of information for marketing and trade.  Due to PINEX’s direct or indirect support (e.g., technical training, documentation or record-keeping support, facilitation of credit and loans), producers and processors are increasingly able to access financial resources and/or other input from different sources.  Both the number of males and females benefiting directly from the project increased dramatically from USG FY 2017 and FY 2018. The number of females who benefited from the project directly in FY 2018 (3,395) was more than nine times that of FY 2017 (364), while the number of males who benefited from the project directly in FY 2018 (8,255) was more than three times that of FY 2017 (2,688). A women producer focus group discussion and interviews with processors revealed the positive impact of the project on specifically the female labor workforce development.  Overall, the project is on track to achieve its end of project targets. All seven activities have at least a medium chance that their end of project targets will be achieved by the end of the project based on the Food Aid Information System (FAIS) performance indicators. Recommendations  PfD should focus more on expanding the trade of diverse and different pineapple products in the next two to three years by supporting more project beneficiaries to attend more national, regional and international trade fairs. PfD has achieved great success in building producers and processors’ capacity in pineapple cultivation and processing. Yet indicators related to expanding trade are still below 50% of achievement. Focus on expanding the trade in next couple of years by supporting more project beneficiaries to attend more national, regional and international trade fairs will connect more production with trade and increase individual profits of pineapple business.  Pay extra attention to increasing market access, especially West Africa market, and building linkages between sellers and buyers in the next few project years. This will include two steps. Step 1. Conduct a market research to figure out appropriate target international market and then share the results with exporters and let exporters understand their strengths, weakness, 3 Refers to US government’s fiscal year end not PfD iii opportunities and challenges in exporting to different international markets and explaining why West Africa regional market is more effective and valuable. Step 2. Organize and facilitate more regular workshops and business meetings across the West Africa region, particularly between Nigeria and Benin, and bring together a wide range of stakeholders (e.g. business associations, policy makers, donors, International organizations and non￾government organizations, etc.). Based on the interviews with PfD staff, they shared difficulties in regaining the European market or entering the open US market in the near future. In addition, based on the exporter interviews, exporters could not identify actionable target clients for their business and instead would like to expand their business as far as possible, e.g. beyond Europe to Asian countries and the United States. Such misalignment in target market expansion strategy is counter-productive and should be addressed quickly. No systematic market research has been done to study if West Africa is a viable market. PfD should conduct a market research study to compare the potential demands and economic costs and benefits of the West Africa market compared to other international markets and select the appropriate target markets. Then PfD should share the market research results with the exporters and explain why the West Africa regional market is more valuable. Exposure of pineapple market information leads to increased market access. Since the West Africa market, particularly Nigerian market will be the main target of market expansion, organizing and facilitating more regular business meeting and workshops between Nigeria and Benin will help value chain actors have more access to the pineapple market information and incubate potential business opportunities.  Diversify the pineapple product market or facilitate producers’ entry into markets using pineapple as an input of a product, for example, dried pineapple, fruit cocktail, pineapple cake or bread, and juice cocktail markets, or organic trade fairs, so that they can avoid dire competition among the recently glutted international market. Currently the main pineapple product sold and exported is fresh pineapple in Benin. Yet the value and volumes of sales of pineapple juice sold by processors are lower than the end of project target. These findings indicate that the dominate pineapple product is the fresh pineapple. However, more market research has demonstrated that there is an oversupply of fresh pineapple and a trend of low prices and low demand in European market and sufficient supply in other international markets.4 Thus this makes Benin fresh pineapple less competitive. PfD should conduct more research on the markets of a variety of products that use pineapple as an input, consider the costs, feasibility and benefits of different pineapple products, and promote production of different varieties of products to diverse markets, and 4 Overview Global Pineapple Market, retrieved from https://www.freshplaza.com/article/2198655/overview-global￾pineapple-market/ iv promote the diversification of products, derivatives and by-products of fresh and processed pineapple.  To sustain the current expert knowledge, PfD should continue training local associations and government on pineapple related knowledge and skills, and continue training them on how to conduct trainings, prepare materials and follow up after the training to make sure the value chain actors gradually apply the best practices learned from the training. PINEX has achieved or even exceeded their end of project targets in training government people or local associations and co-hosted a few trainings together with local associations. PfD can debrief the experience that they gained from co-hosting the trainings with associations and develop a workshop to train the team of the technicians on how to conduct the training workshop with a large number of producers beyond one-one-one hands-on assistance to scale such trainings which have proved to significantly contribute to know how to produce and improve the quality of pineapple production. In addition, as mentioned earlier, not all trainees apply all knowledge they learned from the workshop immediately. PfD should also train the associations on how to follow up with producers who attend the training on a regular basis and help develop a follow up plan (e.g. the frequency of follow up and answer questions if they have when applying the technologies).  Invite producers to visit and observe pineapple farms of those who have successfully applied improved technologies and techniques. Studies have shown that farmers attitudes have a positive correlation with farmers’ intents to implement improved technologies or techniques.5 If farmers are aware that applying improved technologies or techniques will help them improve their profits and productivity, they will be more likely to apply the techniques or technologies. Evaluation findings showed that not all producers who have attended the trainings applied improved techniques or technologies. Therefore, by inviting producers, especially small producers to observe and visit other farmland that have successfully applied improved technologies and techniques and learn the positive impacts of these improved technologies and techniques on production and profits will be helpful for them to implement improved technologies. We know that if technology and techniques are used, the quality of pineapple production will not only increase, but so will scale as this is how Dole and Del Monte or other private companies achieve scale in low cost countries.6  Continue raising awareness and increasing application of improved techniques or technologies, especially business management training, new processing techniques, and safety and certification training for small processors. 24 of 29 processors highlighted PfD’s training on processing techniques, business management, and hygiene. Processors also suggested PINEX provide training on business 5 Menozzi, D., Fioravanzi, M., & Donati, M. (2015). Farmer’s motivation to adopt sustainable agricultural practices. Bio￾based and Applied Economics Journal, 4(1050-2016-85714), 125-147. 6 Bartholomew, D. P., Hawkins, R. A., & Lopez, J. A. (2012). Hawaii pineapple: the rise and fall of an industry. HortScience, 47(10), 1390-1398. v management, which can help them make their businesses profitable and sustainable.7 Additionally, they recommend continuing to provide processing-related technical training, especially to those who are transitioning from artisanal to industrial processing and operating at a small scale. Though there could be some initial resistance from the artisanal processors to some extent, a continued effort in motivating them and building their capacity for efficient processing would be helpful. PINEX’s continued follow up support which accompanies the processors until the activities are completed (e.g., certification process audit) was well received and appreciated by processors, thus PINEX may want to continue its efforts on such front.  Do more research on how to make more effective use of the radio program to advertise outreach events and trainings and share production and market information with broader audience. Based on producer survey results (n=768), the top five sources of information for pineapple cultivation practices rated by the surveyed producers are PINEX project (87%), friends/family/neighbor (59%), cooperative (17%), farmer association (17%) and Radio (13%). The top five sources of market information rated by the surveyed producers are friends/family/neighbor (68%), buyers/traders (44%), PINEX project (39%), cooperative (15%), farmer association (14%) and radio (7%). These findings suggest that the word-of￾mouth and radio are the top two ways to share information. Given the low literacy rate in the local area and the fact that TV and other technologies are not popular, radio is an appropriate media outlet for advertising. PfD should continue using radio as a medium to advertise and share information but might want to do more research on how to make more effectively use radio (e.g. use prime time, frequency of the advertisement) in order to reach a larger audience.  PfD should explore the best ways to create a local market of input supplies e.g. lobbying government to build input supply production and market. In Benin, a lack of market of input supplies greatly halts the quality and yield of pineapple production. Ten out of 29 interviewed processors mentioned the need for local equipment or supplies provided to the market and automated processes for pineapple processing, particularly juice production so as to reduce the processing costs and achieve a higher quality juice. PINEX may lobby the state for the establishment of a local market for acquisition of processing equipment. For example, Benin government can import and provide input supplies, e.g. pineapple specific fertilizer and cover the cost, but then deduct the cost at the point of supply after the harvest and sale.8 7 Many articles have also discussed the positive correlation between business management training and business performance and profits in the pineapple industry. For example, Mugonola, B., & Baliddawa, C. (2014). Building capacity of smallholder farmers in agribusiness and entrepreneurship skills in Northern Uganda. Agricultural Information Worldwide, 6, 122-126; Danielou, M., & Ravry, C. (2005). The rise of Ghana’s pineapple industry. Africa Region Working Paper Series 93. Washington DC: The World Bank, Africa Region. 8 Ghana shared similar experience: https://www.idhsustainabletrade.com/block-farm-model-for-pineapple-production/ vi  Instead of one by one coaching, PfD should host a larger workshop so that they can have reach to broader audiences on certification application training. Then PfD can develop a video or audio recording of the application procedure to sustain the knowledge. There are only 164 GLOBAL G.A.P. certified producers correctly applied GLOBAL G.A.P. standards compared to 600 as the end of project target. One of the top three challenges identified by interviewed processors is lacking certification to expand quality trade and export. These certifications (e.g., GLOBAL G.A.P., HACCP, ISO 22000, organic product, and fair-trade) are crucial not only for good agricultural practices, food safety and hygiene, and fair trade but also expanded and continued export to new markets. PfD is also prioritizing to help more processors with the certification processes. To save time for PfD to coach more than one value chain actor at a time, PfD can host a hands-on workshop or a training to multiple producers, processors or exporters on how to apply for a specific type of certification. PfD can record the training and share it as a sustainable resource by playing the video as many times as needed in front of different groups of audiences, thus not only can they reduce the personnel costs to conduct the in-person training in the future, but maybe also record such verbally and play such over the radio to reach more audiences.  Showcases of people who get loans and successfully use the loans to expand their business. Organize a peer-experience sharing meeting so that people can hear from theirs peers about how they use the loans, learn about the risks and how they manage these risks yet repay the loans. Take producers or processors to visit those successful cases and see how successfully processors and producers use loans and what they produced with the financing from the loans. Only 13 out of the 28 interviewed processors mentioned that they have received a loan from microfinance institutions. Up to now, only 72 processors have received financial services as a result of USDA assistance, which is only 10% of the end of the project target. 918 loans were disbursed as a result of USDA assistance, which only accounts for one third of the end of project target. The end of project target of indicators of values of loans provided to producers and processors are only 30% or lower achieved. Interviewed processors and surveyed producer indicated that the biggest hurdle preventing them from using the financing accessible to them is the high perceived risks and lack of education. Therefore, by helping to education and showcase people who get loans and successfully expand their business by using the loans might be helpful to relieve the perceived risks and motivate people to use financial services.  PfD should consider various options in supporting sustainability of PINEX, which could include, but not be limited to, engaging a local consultant to monitor and facilitate the financial partnership with microfinance institutions, continuing to strengthen key partners such as the producer and processor associations, and/or incubating a small management consulting firm that could provide fee-based services to key actors in the pineapple value chain. vii Ten out of 20 interviewed processors who mentioned financial services highlighted the financial support especially the connection that they made with the microfinance institutions and the lack of automated equipment due to the budget constraints to expand the processing. The producer focus group highlighted the high fertilizer costs and input supply costs. Given the current low achievement in increasing access to financial capital or the lack of education around how to use such, it is expected that PfD may need another couple of years support in this area. Engaging a local consultant to monitor and facilitate the financial partnership with microfinance institutions, further strengthening of current key partners, or incubating a local, small business to provide services will help the pineapple value chain actors to enhance the financial capacity to continue and/or increase their production, processing and trade efforts in the long term by better understanding financing arrangements and how it can be attributable to economic decision-making as it relates to scale and production.  Sustain the program by making the Benin government take more ownership of the project initiatives and create a national task force to sustain the activities. As mentioned by the interviewee from Benin Ministry of Agriculture, they want PfD to help create a sustainability plan of pineapple development together with the Benin government. PINEX should also support the Benin government to take more ownership of the project initiatives for sustainability. Other cases with successful pineapple development, e.g. Ghana has demonstrated the importance of the government support in pineapple development (e.g. on training, input supply, marketing, getting pineapple product certified) with and/or after international non-profit organization assistance.9 10 In addition, a PfD interviewee mentioned that the US government (USDA, USAID, U.S. Embassy, etc.), under its “whole of government” approach, should consider asking the Benin government to prioritize or increase their spending in strengthening the agricultural sector, specifically ensuring adequate budgeting for Ministry of Agriculture Extension Officers. These key staff participants will be important in continuing to provide technical assistance to those in the pineapple value chain following the end of PINEX to help ensure financial and operational sustainability long term. In this regard, perhaps the USG can use its leverage via the current Millennium Challenge Corporation Benin Compact. 9 Badu-Gyan, F. (2015). Factors affecting adoption of alternative pineapple production systems in Ghana (Doctoral dissertation, University of the Free State). 10 Ravry, C., & Danielou, M. (2012). The rise of Ghana's pineapple industry: from successful takeoff to sustainable expansion. Page 1 of 38 1. Background and Purpose of Evaluation 1.1 Project Background Under the U.S. Department of Agriculture’s (USDA) Food for Progress (FFP) competition in U.S. Government (USG) Fiscal Year (FY) 2015, Partners for Development (PfD) won $10.26 million to implement the Pineapple Processing for Export (PINEX) project in Benin from the end of September 2015 through December 2020. Through its funding, the USDA hopes that implementers can leverage other project support. More broadly, the PINEX project aims to contribute to the USDA’s Strategic Objectives of “increased agricultural productivity and expanded trade of agricultural products”. The Beninese pineapple industry has experienced significant growth since the 1980s. In 2015, it accounted for 1.2% of Benin’s gross domestic product (GDP) and 4.3% of the country’s agricultural GDP. Despite the increased contribution to GDP, a study in 2009 revealed the relatively low value contributions gained from the pineapple value-chain and use of land compared to other crops, and the same study implied that land being used for pineapple cultivation could be used more productively to boost the purchasing power of producers. 11 Despite this study, the Benin government in its 2013-18 Strategic Plan for Agriculture committed to greater agricultural diversification, i.e. to rely less on cotton and invest further into pineapple, cashew, and rice. In its 2015 proposal to USDA, which became the PINEX grant later that year, PfD stated that a major goal of PINEX, which was consistent with Food for Progress strategic objectives, was to help validate that diversification decision by increasing pineapple productivity, processing, and export significantly Specifically, PINEX identifies the following issues in the pineapple value chain that need improvement: (i) Inadequate and poor use of cultivation inputs and methods, causing a severe shortage of high-quality fruit needed for processing and export. (ii) Low processing standards due to archaic and inefficient processing equipment and lack of hygiene and food safety norms in both cultivation and processing. (iii) Lack of stakeholder coordination and synergy to share information and resolve common issues of production, processing and export, such as the need to ensure land rights for production, the need for transport to market, and lack of market access and infrastructure. (iv) Processors’ and exporters’ lack of effective marketing, branding, and advertising knowledge and skills. To address these issues, the project mobilizes private sector banks, microfinance institutions (MFIs), processors, exporters, pineapple sector cooperatives and networks, pineapple producers, and the Beninese national and local governments. Operating in the Atlantique and Littoral provinces of southern Benin, PINEX works with key stakeholders along the pineapple value chain, including 4,000 pineapple producers, 60 processing companies, 13 export companies, three private sector associations, the Pineapple Producers Network of Benin (PPNB), the National Association of 11 Tossou Ch. C., Floquet A. & Sinsin B. (2009). Impact of pineapple cropping on the environment in the Atlantic Department (Benin Republic), Notes du Laboratoire d'Ecologie Appliquée, 5(1). Page 2 of 38 Pineapple Processing Companies (NAPPCB), and the National Association of Pineapple Exporters of Benin (NAPEB). 1.2 Project Objectives and Activities PINEX intends to strengthen the pineapple processing sector, concentrating on exports and to improve standards for pineapple processing. More specifically, the project has three main objectives: (i) Increase agricultural productivity by building the technical and business management capacity of pineapple producers, the PPNB, and the Ministry of Agriculture (MOA); connecting producers with access to finance; and enable the private sector to supply improved fertilizer. (ii) Improve agricultural processing by building the technical and business management capacity of pineapple processors and the NAPPCB, and connect processors with access to finance, equipment, and certifications. (iii) Expand agricultural trade by building the marketing capacity of pineapple processors and exporters, connect processors and exporters with marketing opportunities, expand marketing information, improve market and airport storage facilities, and support innovation and collaboration across the Benin pineapple value chain. To achieve these three objectives, PINEX has seven specific project activities that include the following: (i) Training and capacity building of pineapple producers, e.g. cultivation training; (ii) Training and capacity building of pineapple processors, e.g. training for food safety, modern and hygienic processing methods, and technical management; (iii) Facility service: facilitate agricultural lending and access to inputs; (iv) In-kind grants: innovation in processing and production; (v) Trade facilitation: infrastructure, such as community-based training and storage facilities, market stalls, solar-power cool storage unit within the cargo loading zone at the airport; (vi) Trade facilitation: market information. PfD has established a Pineapple Stakeholders' Council (PSC) that brings together all members of Benin's pineapple value chain, including producers, processors, exporters, financial institutions, local and national governments, and donors. The PSC shares valuable information related to the pineapple industry, and facilitates collaboration, and contributions among actors throughout the pineapple value chain, addressing issues such as transportation, policy and market access; (vii) Trade facilitation: marketing. This includes training in marketing strategy development, branding, and advertising, and preparation for fairs and market research trips regionally and internationally. Since the project started, the direct beneficiaries include approximately 4,000 pineapple producers censused by PINEX, 60 processing companies, and 13 export companies. 1.3 Evaluation Purpose As mentioned in the Terms of Reference (Appendix I), the purpose of this midterm evaluation (MTE) was to: Page 3 of 38 i. Review and take stock of PINEX’s implementation experience and the implementing environment; ii. Assess if targeted beneficiaries are receiving services as planned; iii. Assess to what extent PINEX activities are effective, efficient, relevant, impactful, sustainable, and on track to meet the project’s stated goals and objectives; iv. Review PINEX’s project-level results frameworks and assumptions; and v. Document initial lessons and discuss necessary modifications or mid-course corrections to meet the stated objectives, if needed. 2. Evaluation Methodology Guided by the evaluation Terms of reference and USDA’s Monitoring and Evaluation (M&E) policies, evaluators used five criteria to assess the project progress and impact including relevance, effectiveness, efficiency, impact, and sustainability. Under each criterion, there are multiple evaluation questions. Please refer to Appendix I for detailed evaluation questions. The evaluation team consists of five evaluators, 16 surveyors (12 enumerators, two supervisors, one technical programmer, and one manager). Please refer to Appendix II for a list of team members, their roles, their reporting channels and their CVs. In addition, please refer to Appendix III for the evaluation timeline. 2.1 Data Collection 2.1.1 Desk Review In collaboration with PfD, we identified, accessed, and reviewed critical and relevant project documents, such as information about project activities that supported pineapple producers, processors, and exporters (Appendix IV). Documents in French were translated to English using the Microsoft Translator. The evaluators reviewed the documents to understand the project context and progress, understand the progress of the project, inform instrument development, and guide evaluation sampling process. Specifically, the evaluators selected samples from the databases of producers, processors, exporters, and stakeholders provided by the PfD. The PINEX Food Aid Information System (FAIS) Performance report (“FAIS Performance Report”) was useful for identifying the progress of the project implementation as well as successful and challenging areas of the project. 2.1.2 Producer Surveys The evaluators received a list of 3,545 pineapple producers from PfD, of which 1,600 received different types of support from PINEX and 1,945 received only capacity-building support (i.e., training and technical knowledge). These producers are in the municipalities of Abomey-calavi, Allada, Kpomassè, Toffo, Tori-Bossito, and Zè. Similar to the baseline evaluation, the evaluators used a two-stage randomized cluster sampling design to select sample pineapple producers for the survey (Appendix V). The evaluators randomly selected two districts from each of the above six municipalities and an additional four districts at Page 5 of 38 Figure 2. Survey respondents’ characteristics Evaluators developed the survey instrument to include questions on the progress of key outcome indicators, such as the types of inputs and techniques used for pineapple production and access to agricultural information, training, inputs (such as fertilizer and field labor), and extension services (Appendix VII). The survey contained different types of questions, such as multiple and bivariate choices; Likert scale rating; numbers; and short, open-ended questions. Evaluators incorporated the review feedback received from PfD, the field team lead, and field manager before and during the fieldwork to the survey instrument. All instruments, unless otherwise noted, were prepared in English and translated to French by a professional translator. A Benin-based organization, Centre de Recherche et d'Appui-conseil pour le Développement (CRAD), administered the producer survey. CRAD trained 14 enumerators from January 9, 2019, to January 12, 2019. They mobilized 12 enumerators13, two supervisors, and two coordinators for the overall management of the survey. The training plan for the enumerator is provided in Appendix VIII. 28 pilot surveys were administrated (2 questionnaires per enumerator). Enumerators collected data from January 19, 2019, through January 27, 2019. At the end of the data collection, 768 pineapple producers were surveyed in all the communes, as retained in the CRAD's report (Please refer to Appendix IX for the full CRAD report). Data were checked daily using a data quality￾control program in SPSS. Errors were documented and addressed. 2.1.3 Producer Focus Group Discussions (FGDs) The evaluators conducted four FGDs (one each for women, youth, big-scale producers, and master producer trainers) to gather information from different pineapple production groups with similar backgrounds or experiences. The FGDs also helped evaluators to understand each group’s collective perceptions, opinions, and beliefs about the project’s activities and impact, pineapple cultivation, and emerging challenges associated with pineapple sales. Key informant producers also participated in these focus groups. The evaluators developed the FGD guidelines (Appendix X). The FGD guidelines contained semi-structured questions that gave flexibility to the FGD moderator, interviewers, and participants to discuss the issues that were more important to the participants and that need more attention in the near future. All FGDs and interviews described later were conducted by the field team lead and/or the field researcher. Each FGD lasted approximately one to one and a half hours. The list of FGD participants is presented in Appendix XI. 13 Due to some practical reasons, only 12 trained enumerators were able to carry out the survey. Fon 136 18 Tori 121 16 Goun 6 1 Yoruba 2 0 Nago 1 0 Wemenou 1 0 Other 17 2 Age in years – average (standard deviation; min-max) 38.54 (10.36; 19-75) Household size – average (standard deviation; min-max) 8.57 (5.43; 1-45) Page 6 of 38 2.1.4 Processing Company Interviews The evaluators used the same sampling methodology when selecting the processing companies to interview, i.e. a mixed- method purposive sampling and random sampling. From a PfD-provided list of 60 pineapple processing companies (located in the municipalities of Abomey-calavi, Allada, Cotonou, Porto-Novo, Toffo, Tori-Bossito, and Zè), the evaluators used mixed-method purposive sampling and random sampling to select the processing companies for interviews. The evaluators selected two large pineapple processing companies and 10 PINEX-targeted small processing companies, including those engaged in the Hazard Analysis Critical Control Points (HACCP) certification process and those exporting products to regional markets. Then, the evaluators randomly selected 18 companies from the remaining 48 companies. The list of 30 interviewed companies is presented in Appendix XII. To understand how and to what extent PINEX has supported processing companies directly and/or indirectly, and to collect ideas and suggestions to maximize outcomes for processors in the project, the evaluation team developed semi-structured interview guidelines (Appendix XIII). The interviews were conducted in the field, close to the interviewees’ activity sites, and lasted approximately one hour. 2.1.5 Export Company Interviews The evaluators used the same sampling methodology when selecting the export companies to interview. The evaluators received a list of 14 pineapple export companies from PfD. These companies were in the Atlantique and Littoral provinces of southern Benin. The evaluators used mixed-method purposive sampling and random sampling to select the export companies for interviews. First, the evaluation team selected two large pineapple export companies. Then, the evaluation team randomly selected five companies from the remaining 12 companies. The list of seven interviewed companies is presented in Appendix XIV. To understand how and to what extent the PINEX project has supported exporting companies directly and/or indirectly, and to collect ideas and suggestions to maximize output and outcomes, the evaluators developed semi￾structured interview guidelines (Appendix XV). The interviews lasted approximately one hour. 2.1.6 Stakeholder Interviews The evaluators received a list of 55 PINEX stakeholders (i.e., members of PSC) from PfD. These stakeholders were in southern Benin. The evaluators used clustered purposive sampling to select the stakeholders for interviews. First, the evaluation team categorized the stakeholders based on the nature of their engagement in the PINEX project and pineapple value chain in general (e.g., Benin government, American government, project implementing partner, pineapple exporters, financial institutions, or other stakeholders). Then, the evaluators selected one or more stakeholders from each of these categories, for a total of eight stakeholders for interview. Evaluators also interviewed PfD staff in Benin and United States. The list of total ten selected stakeholders including PfD staff is presented in Appendix XVI. To understand how and to what extent the PINEX project has supported the pineapple value chain directly and/or indirectly, and to collect ideas and suggestions to maximize project outcomes, the evaluators developed semi-structured interview guidelines (Appendix XVII). The interviews were conducted in the field, close to the interviewees’ activity sites, and lasted approximately one hour. Page 7 of 38 The data collection tools of this mid-term evaluation including the producer survey, processing company, and export company interview questions are consistent with those used in the baseline evaluation in many aspects. For example, for producer survey questions that need quantifiable measurements, the mid-term survey used the same quantifiable measurements with those used in the baseline survey. Themes that are covered in both baseline and midterm surveys include but are not limited to cultivation inputs, the use of agricultural techniques, access to financial services, markets and transactions to sell the pineapple crop, etc. Additionally themes that are covered in both the baseline and midterm processor interviews include but are not limited to types of processing equipment that have been used, the processing capacity of the company, the types and volumes of commodities processed and sold by processors, the types of packaging, etc. Themes that are covered in both baseline and midterm export interviews include but are not limited to procurement of the fresh pineapple, quality requirements for exporting, transportation and shipment preparation, volume and value of commodity sales, product marketing and access to market information, etc. As with the baseline evaluation, the evaluators for this report consulted with expertise from PfD while finalizing the survey questionnaires and confirmed interview/FGD protocols. The evaluators also translated the data collection tools into French. The producer survey was developed into Open Data Kit (ODK) as was the baseline evaluation. 2.2 Data Analysis and Interpretation Quantitative data were collected and analyzed (using Excel and R 3.4.3) for producers. This analysis consisted of descriptive analysis, sub-group analysis and correlation analysis where possible and appropriate. The evaluators disaggregated the surveyed producers into three categories based on the total area of land cultivated: small producers (less than 1 ha), medium producers (1 to 5 ha) and large producers (more than 5 ha). In the sample, there are 13% small producers, 78% medium producers and 9% large producers. The evaluators also disaggregated the surveyed producers by their extent of involvement in the program into producers who only got trainings from PfD and producers who had additional support from PfD in other areas, such as access to financial services. Producers who received additional support from PfD in the form of other areas or services accounted for 65% of total respondents. Qualitative data collected from interviews and focus group discussions were transcribed, translated by professional translators, and coded. Codes were generated based on the a priori knowledge gained from the review of project objectives, activities, and performance indicators. Codes were organized into the themes guided by the evaluation questions, primarily related to project relevance, impact, effectiveness, efficiency, and sustainability (using Dedoose). When the data showed emerging trends and patterns, the evaluators documented such information. Qualitative information, codes, and themes were iteratively analyzed, triangulated, and summarized in a logical and coherent fashion that also considered the project’s context. Note that the survey respondents could select all responses that applied for a particular question, therefore, the total percentage might not always add up to 100 percent. Additionally, an interviewee might mention more than one theme, and evaluators coded their responses in multiple ways; therefore, the total number of responses for themes related to each question might exceed the total number of interviewees. Page 8 of 38 The evaluators contextualized and triangulated findings from the desk review and the quantitative and qualitative data. Overall, the analysis was used to examine changes within the pineapple value chain after the project intervention, identify key gaps that the project may focus on during the remaining time of project implementation, and make recommendations for PINEX. 3. Evaluation Results The evaluators triangulated results from a project document review, specifically indicators from the FAIS Performance Report; the producer survey (n=768); processor interviews (n=3014); exporter interviews (n=7); and stakeholder interviews (n=1015); and four producer FGDs to comprehensively assess the project’s performance on five criteria: impact, effectiveness, efficiency, relevance and sustainability. Due to the page limit of this report, the evaluators did not include information related to current pineapple cultivation, processing, and export, such as land use, planting material, equipment, fertilization, chemical use, irrigation, processing equipment, and transportation. Please refer to Appendix XVIII for contextual information and the survey data statistics. 3.1 Effectiveness 3.1.1 Level of Achievement of Objectives and Targets Evaluators used the performance indicators, reported in the 2018 November FAIS Performance Report that PfD submitted to USDA, to assess the effectiveness of the project. Specifically, evaluators compared the cumulative achievement of each indicator for the past two years, FY (ending in September 30th) 2017 and FY 2018, with their end of project target. If >50% of the end￾of-project target was met, evaluators used a green circle, indicating that the project is on track to achieve its end-of-project target. If 40%-50% of the end-of-project target was met, a yellow circle was used, indicating that the project needs a little more effort in achieving the end-of-project target for that indicator. If <40% of the end-of-project target was met, evaluators assigned a red circle, indicating that this indicator is at risk of not achieving its end-of-project target. Then, evaluators assessed the likelihood that the project will achieve activity targets, based on the level of achievement on related indicators16. Please refer to Appendix XIX for the full assessment of each performance indicator. Figure 3 demonstrates the midterm status of each activity and whether it is on track to achieve its end of project targets by the end of the project. According to the table in Appendix XIX, only three performance indicators overall are marked yellow, indicating they are on track but need attention. All three fall in the range of 44%-49% achieved and, therefore, have been categorized as on track (green circle) and counted as such in the table below. In addition, a few indicators that are categorized as on track in the table below have been achieved. For example, eight indicators related 14 One interviewed exporter is also a processor. Therefore, that interview also explored processor questions. Evaluators double-counted this person as a processor and an exporter. 15 One processor was interviewed using stakeholder interview questions. Evaluators double-counted this person as a processor and a stakeholder. 16 Based on one interview with PfD staff, there is a high chance that the project will have a no-cost extension for one year. Evaluators have taken this possibility into account when assessing the likelihood of objective achievement. Page 10 of 38 3.1.2 Project Monitoring The PINEX project has prepared and followed the detailed guiding plan for periodic monitoring and evaluation, including an annual program review, midterm evaluation, final evaluation, special studies, and management of evaluation activities. The plan outlines the purpose and scope of the M&E activities to be carried out, roles and responsibilities of the evaluators, timeline and management of the activities, proposed design and methods of the evaluation, and how to use M&E findings. In addition to dedicated M&E, the project has also prepared the activity and monthly reports to track its activities over time. PfD has been reporting to USDA based on the Food Aid Information System indicators. PfD has carried out a series of trainings, meetings, and follow-up visits with the target beneficiaries to put the M&E system into practice. The monitoring reports reflected that the project experienced some challenges (collaboration issues with some beneficiaries) in collecting accurate data while rolling out the monitoring plan. Based on interviews with PfD staff such challenges might have occurred because record keeping is still a relatively new concept to the producers, and it is challenging for them, especially those who are barely literate. Processors record juice production, sales, and income on a daily basis and provide their records to the project team. The project team compiles the data on a monthly basis in Microsoft Access. 3.2 Efficiency 3.2.1 Increased Productivity as A Result of Improved Farm Management Practices The number of agricultural producers who have applied improved farm management practices as a result of PINEX assistance was 1,037 in FY 2017 and 3,814 in FY 2018. Evaluators examined the relationship between whether the surveyed producers practiced farm management practices in the last cultivation period and the total metric tons of harvest. The surveyed producers who have practiced farm management practices in cultivation (n=648) have a marginally higher average harvest per hectare of pineapple cultivation land compared to those who have not practiced farm management practices (n=22). 17 The FGD results show that producers have benefited from PINEX’s training in improved farm management practices. For example, producers have started sorting their slips for more efficient planting and planning for 2019 by calculating their yield, costs, and sales. They also mentioned that they now look for buyers ahead of time and explore and prepare for market needs before cultivation. 3.3 Project Impact 3.3.1 Impact of PINEX on the Application of Improved Techniques or Technologies 3.3.1.1 Number of Hectares under Improved Techniques or Technologies as a Result of USDA Assistance There have been 4,008 hectares under improved techniques or technologies as a result of USDA assistance in FY 2017 and 5,165 hectares in FY 2018. All hectares under the improved techniques or technologies in FY 2017 continue to be so in FY 2018, and 1,157 new hectares have been added in FY 2018. Figure 4 below shows the number of hectares under different types of improved techniques and technologies as a result of USDA assistance in FY 2017 and FY 2018. 17 The difference is not statistically significant (p value=0.28). Page 12 of 38 cultivation and followed the best practices of quantity or ratios, sequence, and timing and frequency of fertilizers applied after PfD training. Before engagement with the project, almost all producers who participated in the FGDs did not know the specific type of fertilizer they should use and how to apply it during cultivation. After their participation in the PINEX project, they have used Nitrogen, Phosphorus, and Potassium (NPK) and urea and have applied them in a specific order. The project has also taught producers the appropriate frequency of fertilization, while their previous practice was to apply fertilization at any time and at any amount they wanted. Producers also mentioned that techniques in fertilization have largely improved the quality, weight, and productivity of pineapple. More details about changes in cultivation behavior and techniques can be found in Section 3.3.3.2. The most frequently mentioned PfD-supported techniques processors included using kits (such as masks, lab coats, gloves) and good hygiene practices. Processors have also started using multiple pasteurizations and labeling their products as a result of training. One processor interviewee mentioned that they received a high-capacity extractor from the project. Processor and exporter interviewees also mentioned that the storage facilities and cold storage at the airport, built by the project, are very helpful (e.g., the storage facility in Tandahota). Processors discussed the use of a refractometer. Most mentioned their refractometers were given to them by PINEX. Six producers are interested in converting their waste into biogas with the help of PINEX. 3.3.2 Increased Sales in Value and Volume Based on PfD’s most recent FAIS Performance Report submitted to USDA in November 2018 that covers progress from project inception through 30 September 2018, the value of sales of fresh pineapple sold by producers have increased dramatically in FY 2018 ($26,838,748), compared to the 2015 baseline ($5,324,375, based on the project baseline report) and FY 2017 ($15,830,000) (Figure 6).19 The increase in value may have occurred because more fresh pineapples were sold to Nigeria by producers after Nigeria recovered from its 2012-2015 economic crisis. In addition, more fresh pineapples have been sold to Sahelian countries (e.g. Burkina Faso and Niger) or small processing companies at higher prices. The volume of sales of fresh pineapple sold by producers was 135,016 metric tons in FY 2017 and 234,016 metric tons in FY 2018. The figure below shows the value of sales in four types of pineapple products in the past two years. The volume and value of sales for the dried pineapple sold by processors in the past two years have largely increased, compared to the 2015 baseline. The values of sales in pineapple juice in both FY 2017 and FY 2018 have increased compared to the 2015 baseline, while the volume of sales in pineapple juice in FY 2017 has slightly decreased but largely increased in FY 2018 compared to 2015 baseline. Both the value and volume of sales of fresh pineapple sold by exporters have not increased in the past two years compared to the 2015 baseline, which indicates the impact of the export ban and its effect on sales in 2018 is significant. These findings suggest that PfD should pay extra attention to helping exporters increase ban in 2017 after a series of actions in improving food security, particularly by reducing the ethephon residue to the acceptable/permitted level (2SL). 19 Each quarter in 2017 and 2018, PfD randomly sampled around 5.5% (206) of the 3,814 total producers to create estimates for key indicators, including value of sales. The total number of producers sampled in this 24-month period was 1648 (206 each for eight different quarters). Page 15 of 38 hardening off, before planting. Additionally, producers have started using wheeled planters, which plant carefully in lines, in single or double rows. Producers participating in the FGDs reported that after PINEX training, they are planning to change their cropping systems from intercropping to monocropping, though some of them are still intercropping20. They also said that they are planning to avoid planting tomatoes and cassavas as they know such plants can create diseases in pineapple, and they have started cleaning the residue off the intercropped plants after harvesting. The producer survey showed that 81% of respondents still practiced intercropping in the last pineapple cultivation season, and the main crops used in the intercropping were corn, cassavas, and tomatoes. This finding indicated that PfD should find whether and why producers are reluctant to change their behaviors. Producers participating in the FGDs also come to know about the need for pineapple-specific fertilizer (i.e., different from the one prepared for cotton, which producers were using before the PINEX intervention) and fertilizer application quantity (including the ratio of different components), sequence, timing, and frequency. FGD participants said that they have gained the knowledge of pineapple-specific fertilizer - i.e., applying fertilizer at three, six, and nine months after planting; applying a 2:1 ratio of potassium to nitrogen; and applying NPK first to make sure the roots get strong and then applying urea later. The survey results are consistent with FGD findings. For example, survey respondents reported the average times of fertilization consist of three times after planting. The majority of respondents (96%) have used urea and NPK for fertilization. About 54% of respondents have used potassium sulfate for fertilization, 2% have used organic fertilizer, and 4% have used other fertilizers. All but three respondents have used carbide calcium for inducing flowering. However, 4% of respondents have used herbicides. Only 1% of respondents have used insecticides against mealybug insects. Nine percent of respondents have used ethephon to change the skin color of the pineapple. One percent of producers have used other pesticides or insecticides. More than half of surveyed producers (54%) indicated pineapple damages occurred due to diseases or insects during pineapple cultivation. In addition, based on findings presented in the Effectiveness Section 3.1, PfD has not achieved its end of project target regarding the number of hectares to which pest management were applied. These findings indicate that PfD should consider continuing to provide support to ensure adequate pineapple-specific fertilizer is accessible and to provide training in better use of chemicals to control diseases from insects. Following PINEX’s trainings and technical support mentioned above, producers have also started planting approximately 20% more plants per unit area. The average density of Smooth Cayenne is reported to be 44,079 plants per hectare and that of Sugarloaf was 44,232 plants per hectare, based on the producer survey. A discussion with the PfD technician revealed that if all suggested cultivation techniques are carried out properly, producers could inject calcium carbide for flowering five to seven months after cultivating instead of at 10 months, because the size and maturity of pineapple after five to seven months would be similar to the 10-month pineapple using previous 20 PfD has recommended to segregate pineapple cultivation wherein pineapples are grown exclusively in one area of the family’s overall land under cultivation and cultivation of other crops in their other fields. This separation improves productivity of pineapple. PfD does not discourage a diversification of crops within households. Page 16 of 38 practices. Thus, producers could shorten the pineapple cultivation cycle from 18 months, on average, to 12 months. Evaluators found 26% of surveyed producers have a pineapple cultivation cycle of less than 18 months, 13% of these had a cycle of 12 months. Evaluators also noticed that only 25% of survey respondents said that they have protected their pineapples from the sun, even though 95% of total survey respondents claimed that they knew the best practices to protect pineapple from sun. PfD might want to explore why the trained producers are reluctant to use this practice and provide appropriate support. 3.3.3.3 Increased Production, Income, And Profits Of the surveyed producers, 82% reported that their pineapple production has increased during the last pineapple season, 7% reported no change in harvest, and 11% reported a decrease. The average harvest quantity of pineapple per hectare of pineapple cultivation land has been significantly higher in the last pineapple cultivation season (29.15 metric tons per hectare) than the average in 2016 (10.98 metric tons per producer) 21. Similarly, more than three quarters of surveyed producers (78%) reported that their pineapple sales have increased during the last pineapple season, 9% reported no change in sales, and 13% reported a decrease. Producers indicated that PINEX trainings and suggestions regarding cultivation practices, availability of inputs (though some inputs - e.g., pineapple-specific fertilizer - have limited access), and favorable weather have helped improve the quality and quantity of the products. Increased quality and quantity of harvested pineapple, combined with an increased market price during their harvesting time, have contributed to higher sales in terms of quantity and income. Based on survey findings, the average gross income per household from both Smooth Cayenne and Sugarloaf in the last cultivation season was 2,816,702 XOF (4,899 USD) and the median gross income was 950,000 XOF (1,652 USD). The average gross income from Smooth Cayenne in the last cultivation season was 6,201,987 XOF (10,786 USD), with a range of 12,000 to 413,250,000 XOF (21 to 718,696 USD). The average total household gross income from Sugarloaf was 1,866,161 XOF (3,245 USD), with a range of 6,000 to 55,025,000 XOF (10 to 96,696 USD) 22. Note that there is no income information in the baseline report, and evaluators could not make a baseline-midterm 21 Evaluators deleted the outliers (from statistical and practical perspectives) and one missing value. What remained were 679 respondents for questions regarding the 2018 harvest (i.e. harvest in last cultivation season) and 585 respondents for questions regarding the 2016 harvest. Evaluators used these numbers to calculate the means and compared them in a t￾test where p=0.000. A few contexts need to be kept in mind when interpreting these results. First, 92% of total surveyed producers have 0.25 to 2 hectares of pineapple cultivation land. The average harvest per hectare might be higher if more big pineapple producers are selected. Second, it’s the average harvest per hectare of pineapple cultivation land instead of pineapple harvest land. Third, evaluators asked producers to indicate their average harvest per pineapple cultivation land in 2016 directly rather than the total harvest in 2016. Therefore, producers might not have a good estimate of the average harvest of pineapple cultivation land directly. The 2016 yield per hectare based on PfD’s independent baseline report in 2016 is 24.29 metric tons. 22 The average net income per household in the last pineapple season from both Smooth Cayenne and Sugarloaf was 2,141,562 XOF (3,724 USD) and the median net income was 449,175 XOF (781 USD). Please note that the net income was calculated after deducting the cost of (1) equipment, (2) labor for land preparation, (3) fertilizers, (4) labor for fertilizing, (5) chemicals, (6) labor for using chemicals, (7) labor for weeding, (8) protection from sun, (9) insect and diseases control, (10) labor for harvesting, and (11) transportation. Please also note that these costs might not be comprehensive of all costs. Page 20 of 38 by participating in international trips and fairs with PINEX, which has allowed them to connect with new clients, especially in Europe. Due to PINEX assistance in facilitating trips to fairs, processors have expanded to many local, regional, and international markets, including within-Benin market expansion (eight processor interviewees), Burkina Faso (eight), Niger (five), Senegal (five), Mali (three), Togo (three), France (two); and Ghana, Nigeria, Belgium, and Japan (future). Five processors discussed certifications they have received through their partnership with PINEX. These were mostly certifications in HACCP. Six of the 27 small processing companies who discussed quality standards are working towards HACCP certification with PINEX assistance, and the two large companies are working towards ISO 22000 certification with PINEX assistance. Additionally, four exporters shared that PINEX has helped them or is currently helping them receive GLOBAL G.A.P. certification. three of which mentioned that they have received GLOBAL G.A.P. certification. These certifications are expensive and need to be renewed, yet they are vital to operating in international markets. Assistance from PINEX in achieving these certifications has been helpful for those who have received it. 3.3.3.5 Access to Financial Services Based on the producer survey, 37% of respondents have applied for loans for pineapple cultivation. Of these, 55% have received the full requested amount, 41% have received a partial amount, and 4% have not receive a loan. Of the total surveyed producers (n=768), 35% have received a full or partial loan successfully. This percentage is significantly higher than the 20% reported in the baseline report. Producer survey data showed that a significantly higher proportion of big producers (46%) have applied for loans, compared to small producers (29%). However almost all applicants, regardless of size (96% of 282 producers who applied for loans), have received a full or partial loan. Those who did not apply for a loan (63% or 485) indicated several reasons for not doing so (Figure 12). Figure 12. Reasons for not applying for a loan 25% 3% 4% 9% 10% 13% 15% 20% 21% 23% 37% Others Insufficient savings Insufficient funds Previous problems No guarantee Little chance of being approved No credit institution in the locality Complicated formalities No need for credit Interest rates Too risky “I am [having a market] thanks to Global GAP facilitated by PINEX, so it's just shown [the effect of PINEX support].” Page 21 of 38 These factors are also revealed in the producers’ FGDs. Youth producers have been challenged by having to produce documentation or records of cultivation and having to prepare a practical installment repayment plan is also challenging. FGD participants elaborated that these factors are applicable more for smallholder producers, as they have limited access to formal credit provided by Association de Lutte Pour la Promotion des Initiatives de Développement (ALIDé) and other financial institutions due to their limited capacity to produce a guarantee and documentation. Surveyed producers got loans from various sources (Figure 13). Please refer to Appendix XIX (Appendix table 15a, 15b, and 15c). for more information about loan (e.g., application, approval, purpose, and sources). Figure 13. Sources of loans Many processors have used multiple funding sources for their finances. Of the 28 processors who discussed their financial resources, 13 have received a loan from a bank, the same number have also received a microfinance loan, and four received a grant. While 11 processors operate on their own savings, three are nearing financial trouble and have never taken a loan from a bank. Six other processors and one exporter have tried requesting a loan from a bank but have been denied or had issues including high interest rates, too many conditions for the loan, or short repayment deadlines; or the need to have the loan quicker than the bank can give it. A representative from one of the big exporting companies said, “We only work with self-financing. We do not use the financial market because interest rates are very high. Also, export activity is a high-risk activity, so we avoid loans.” Another representative from a big exporting company said, “Access to credit is very difficult and interest rates are huge which makes our products uncompetitive.” 3.3.3.6 Other Indirect Benefits One exporter interviewee mentioned that the project has helped create and keep relationships that sustain Benin’s status on the international market. During the women producer focus group, participants mentioned that not only have they benefited in pineapple production, microfinance, and business management, but their children and families also 23% 0% 1% 2% 2% 4% 14% 23% 51% Others Formal sector banks Carder/ATDA Family, friends, neighbors Producer organization Lender CLCAM Microfinance Buyers/traders “What the project to me is priceless; my children will also benefit from it. The project has allowed us to celebrate the holidays. It’s not only pineapple that we need to produce; everyone knows what they have to produce in order to eat and how much they need to invest and it’s because of this project that we now have this knowledge. They also taught us how to take care of our household and how to deal with difficult situations in life.” Page 22 of 38 have benefited from the project. They also mentioned that the project has afforded benefits for every aspect of their lives and futures. Young producer FGD participants mentioned that pineapple is profitable and can improve personal and household incomes. They have also learned to understand risks and planning beyond pineapple production, which are important skills for livelihoods. 3.3.4 Secondary and Tertiary Impacts on the Targeted Community 3.3.4.1 Local Female Workforce Development and Local Labor Force Development The project aims to increase female workforce development. As indicated in the women FGDs and mentioned by quite a few female processors interviewed, the project has largely increased their skills in pineapple cultivation and business management skills and changed their lives. According to the discussion with PfD, female processors account for approximately 70% of total processors. One female processor has prioritized hiring local female labor force, which will influence the female workforce development in the local community. Women FGD participants mentioned that participating in the project activities has not only influenced their work and profits, but also their lives. They mentioned that they have also learned how to take better care of their children and long￾term life skills. In addition, after the government lifted the ban on exports, a few companies resumed or increased their capacity and hired more human resources for collection of raw materials and processing, following the certified and safe production process, lab testing, monitoring, etc. Based on PfD 2018 November FAIS Performance Report to USDA, the project has created 2,883 jobs for females and 1,463 for males. 3.3.4.2 Capacity of Government Institution Ten people in the Benin government have attended short-term agricultural sector productivity or food security training as a result of USDA assistance, which will help build government capacity in providing pineapple cultivation and food security after the program ceases. One of the project’s objectives is to improve policy and regulatory framework. Based on the 2018 November FAIS Performance Report, seven policies, regulations and/or administrative procedures have been developed in the past two years. The interview with the Ministry of Agriculture revealed that PfD has been very active in helping the Benin government cope with the ethephon problem and in providing technical suggestions in co-creating policies. The project has started a Solar Cooler Initiative and put pineapples on pallets, which allows more pineapple to be loaded more quickly onto airplanes. An interviewee mentioned that the government would like to add more resources to PINEX so that the project can train more people, reach more producers, involve more stakeholders, help processors/exporters enter new markets, and conquer and maintain the market approach. 3.3.4.3 Associations and Other Non-Profit Organizations Based on the PfD 2018 November FAIS Performance Report, in the past two years (FY 2017 and FY 2018), 81 people in civil society have received short-term agricultural sector productivity or food security training as a result of PINEX assistance. This number has highly exceeded the end-of￾project target (n=16). Twenty-seven PPNB staff have been trained in pineapple production, business management, and member services; this number also has exceeded the end-of-project target (n=12). Three producer organizations have applied improved techniques and technologies; this number exceeded the end-of-project target (n=1). The major impact areas identified by the Page 23 of 38 majority of the interviewees from associations and the U.S. Agency for International Development (the Economic Growth section of the USAID at Benin) were the trainings that they co-hosted, or those they received from the project. They now can have a team of technicians and provide similar technology consulting to their members. A producer association representative mentioned that 35 of the Association’s members have received loans from one MFI because of the financial facilitation by PfD. One of the association interviewees mentioned the constructive dialogue built across all stakeholders and between the public and private (e.g., with the Agence Béninoise de Sécurité Sanitaire des Aliments / Benin Agency for Food Safety (ABSSA) and Direction de la Production Végétale / Department of Vegetable Production (DPV)) sector. This interviewee suggested the project continue promoting constructive dialogue, trust, and transparency among stakeholders. 3.3.5 Impact on Investment from Partnerships with Microfinance Institutions One MFI interviewee mentioned that they have increased investing through loans for pineapple cultivation, processing, and exporting, as they know that PfD can provide technical assistance to strengthen producer’s capacity. In addition, PfD follow up with their pineapple clients in the field, which has relieved MFIs’ burdens and strengthened the quality of their clients. PfD also help facilitate relationships with the producer network (RéPAB) and processing factory (e.g., Fruits Tillou). This interviewee mentioned that their target for December 2018 was to provide loans to 1,800 clients (i.e., pineapple producers) involved in the project; the actual borrowers totaled 1,000. In the FGDs, producers indicated that PINEX supports the lower interest rate, prescribed by Benin statute, provided by one MFI that exists for agricultural loans and also the somewhat longer loan period, 24 months instead of 12 months, given that pineapple needs about 18 months to produce fruit. Producers also noticed that obtaining trainings from PINEX is positively related to getting a loan from MFIs. However, some producers had misinformation that MFIs were refusing their loan applications. Another MFI interviewee mentioned that PINEX producers have already built the capacity as PfD has conducted fieldworks, monitored their cultivation, and provided technical support. Producers now should be able to produce higher quality and quantity and repay their loans in a planned way. Though both MFIs have increased their investments through loans for pineapple business as a result of PINEX, they also suggested actions that could help them continue building the financial capacity of pineapple producers, processors, and exporters. For example, one interviewee suggested PfD leverage its international and regional network to get more buyers and markets so that their clients (i.e., pineapple value chain actors23) will make profits and can recoup the investment. Another interviewee suggested PfD to refer more clients, as the current number of referrals is below their expectations. 23 Pineapple value chain actors stands for the producers, processors, and exporters. Page 24 of 38 3.4 Relevance 3.4.1 Sector Contribution: Policy and Programs The goals of PINEX, outlined in the beginning of the report, perfectly aligned with the policies and priorities of the Government of Benin. According to the Strategic Plan for Re-launching Agriculture (SPRA) adopted in 2011, the Government of Benin aimed at improving agricultural productivity and competitiveness and creating employment particularly for youth and women. In 2014, the Government of Benin developed the Agricultural Development Plan and emphasized using a value chain approach and identified the key crops that will receive public and private investment including pineapple. The Government of Benin has identified pineapple as one of the high value-added sectors in Benin agriculture and included developing/strengthening pineapple value chain as one of the 45 flagship projects24. The government plans to increase pineapple yields to 70 tons per ha, reduce quantities eliminated during sorting to 20% by 2021 (vs. 80% in 2015), develop/strengthen value chains, increase exports, and improve local processing. One interviewee from the Ministry of Agriculture mentioned that government has established targets for different types of pineapple products to export to different markets. PINEX is aiming to improve the whole value-chain of pineapple, increase the productivity, increase the employment opportunities, especially female and young labor force and increase both the value and volume of sales of various pineapple products. The government has identified access to inputs as one of the key areas for intervention. The PINEX project is also aiming to increase access to improved inputs (e.g. improved fertilizer), increase the marketing infrastructure (e.g. market stalls) and storage facilities (e.g. cold and dry storage facilities). The Government of Benin has also initiated a pineapple sector development program by creating an agency, the Territorial Agency for Agricultural Development, to facilitate and coordinate pineapple related stakeholders, programs, and projects, including the PINEX project. This agency coordinates all pineapple related projects and programs in terms of synergies and complementary actions. Such coordination and collaboration with the government directly will benefit the implementation of the PINEX project. PINEX is also working on building and strengthening the networks of pineapple actors. The objectives of the project were also in line with the departmental governments’ needs25. A 2009 study from the Department of Atlantique found that the pineapple production system in the Department of Atlantique was not sustainable as it created less value on the land it used compared to other crops and did not ensure food safety. As mentioned earlier, the project is aiming to improve the productivity and overall value chain of pineapple by providing technical assistance to producers, processors, and exporters; improving access to markets; and helping stakeholders apply for food safety and quality certifications. Based on the group interview with nine members of Benin’s Ministry of Agriculture, the PINEX project was the lead in providing suggestions on technology and addressing all pineapple related stakeholders’ concerns. The PINEX project has assisted pineapple producers in increasing their 24 Government Action Programme 2016-2021 Flagship Projects. 25 Benin is divided into “departments” geographically, similar to states or provinces in other countries. Page 27 of 38 Currently, a very high proportion of producers depend on PINEX for technical services for pineapple cultivation (72%), pineapple cultivation training (98%), and agricultural financial management training (74%). If the project can increase the number of individuals from government, associations, other community-based organizations who attend the trainings in pineapple cultivation, farm management, food security, financial management, and business management, this will help diversify the sources of training and sustain the training and dialogue to improve the value chain after the project period. Other stakeholders, including associations and the government, are also motivated to continue the project. An interviewee from the Ministry of Agriculture mentioned that it is best if PfD can help develop a new sustainability plan with the government. They mentioned that the pineapple project has helped Benin develop an international presence and thought that the government will continue opening the international market. Representatives from the associations who were interviewed also highlighted the trainings and the resources that have been introduced by the project. They would like to continue working with the project to train their human resources staff to master the techniques, market information, develop business development practices, and so on. However, they indicated that the role of microfinance institutions has reflected ambivalence. 3.5.3 Project Sustainability Plans During the remaining project years, PfD is planning to focus on building the direct link between processing companies/exporters and the market, especially the most promising regional markets in West Africa (e.g., Nigeria). PfD is also prioritizing to help more processors with the certification processes such as HACCP and ISO 22000. These plans correspond with the interviewed processors’ needs as receiving market information and linking with buyers are two of their biggest acknowledgements of PINEX support as well as other communicated needs from the project. The help to build the direct link between processors/exporters and market (buyers) will benefit all the value chain actors in the long run. To develop the trade to Nigeria, PfD is planning to hold a three-day trade conference in Benin in the latter part of 2019 which would seek to create at least incremental progress in rationalizing trade between Benin and Nigeria in the pineapple value chain. PfD is also thinking about incubating a one-stop service management consulting firm that will hire one of the program officers to be the manager of this consulting firm. This firm will not compete with the associations but help them to grow, catalyze investment, and strengthen the entrepreneurial ecosystem. 3.6 Challenges Identified by the Beneficiaries and Suggestions 3.6.1 Market Challenges The government voluntarily banned pineapple export in December 2016, due to ethephon problem, which created operational problems for exporters. The ban also weakened the identity of the Benin pineapple in the international market and the profitability of the industry. The problem trickled down to the farming communities, resulting in rotten pineapples in the fields of those depending on this market. Though the ban was lifted in August 2017, the exporters and other stakeholders are Page 28 of 38 struggling to regain market share. Nearly all exporters (six of the seven exporters interviewed) discussed the difficulties because of the ban they faced in exporting. Even if the producers and exporters get GLOBAL G.A.P. certification it may take some time to regain the export market in Europe. Four of the exporters and stakeholders interviewed asked PINEX to assist in exporters’ recertification efforts to regain their foothold in the global market. All key pineapple value-chain actors clearly indicated that they have been operating without formal contracts, which has forced them to remain uncertain about the terms of the agreements. Verbal contracts and agreements are often not followed properly. Processors discussed this difficulty as being most prevalent with the transportation of raw and processed goods. They suggested PINEX assist them with writing and/or reviewing more formal contracts with producers and other vendors. Additionally, market information was not readily and formally available to these actors. Access to regional and international supply chains is limited for producers, which compels them to sell their produce in small neighboring markets, with low negotiation power and marginal profits. The majority of all actors interviewed discussed increasing markets as both a challenge and an opportunity for PINEX to assist in the sustainability of the Benin pineapple industry in the project’s final years. Selling pineapple juice in the local market is also difficult as it is expensive compared to other juices and drinks. The highly competitive market also limits producers’ profit margins. Processors are less knowledgeable about balancing the supply of their products with the demand of the local, national, and regional markets. 3.6.2 Raw Material Supply Challenges There are difficulties in the availability of quality pineapple throughout the year, primarily due to the variation of production seasons and producers’ preference to produce in certain seasons, affected by weather and climate. At the time of low production, pineapple is expensive. Processors and exporters, at times, encounter supply difficulties with producers due to lack of contracts and lack of available quality pineapple. Processors and exporters are also not able to help producers access credit or loans to make sure that the producers supplied their products on time. Processors and exporters experience delays in the delivery of pineapple supplied by producers. 3.6.3 Production Challenges Shortage of the means of production (e.g., pineapple-specific fertilizer, labor, and water) and inadequate practical knowledge and skills about improved cultivation have been limiting factors to increasing the quality and quantity of pineapple production. Also, based on the discussion with PfD staff, with the launch of new airport construction, many producers had to return the public land in that area, which is suitable for (and also has been under) pineapple cultivation thereby limiting their ability to grow and produce pineapple. Pineapple farmlands are mostly rain-fed, making producers more vulnerable to crop yield in drier seasons due to erratic rains. Many processors operate at a lower scale than they have hoped, due to their limited capacity to access efficient equipment. They shared that they have been operating year-round, including holidays, in an attempt to meet demand. Though they discussed making incremental progress over Page 29 of 38 the last three years in their ability to process pineapple into different products, some stated they are not able to meet the market demand or to increase quality or quantity of product due to the lack of proper equipment. Individuals did not specify what specific equipment was lacking during the interviews. 3.6.4 Transportation and Storage Challenges Transportation of pineapples in the sub-region and the neighboring country (e.g., Burkina Faso) is challenging (e.g., coinciding transportation time with the supply time) and expensive. A few producers discussed that pineapples are damaged during transport due to rough roads, poor handling, and lack of proper packaging. This damage results in a loss of profits and products, and potentially future customers. Many processors face transportation challenges when bringing pineapples to and from their facilities, sometimes because contracted drivers are unreliable and costly. Exporters discussed challenges relating to export transportation, such as boats and planes. Their challenges include unreliable flights, high cost, and lack of cold storage rooms at the airport. While PINEX and other stakeholders have begun assisting in constructing cold storage at the airport, exporters are requesting continued support in negotiating and addressing these transportation issues. 3.6.5 Packaging Challenges Exporters prefer wooden pallets for shipping to transport their pineapple safely. However, there is a lack of high capacity scanners to scan the entire wooden palettes of pineapple when it arrives at the fret zone of the airport. Pineapple scanning is currently done via one cardboard box of 12 pineapples, which results in more damage while scanning/handling. Processors discussed new juice packaging bottles that need to be imported and are either not readily available on the market or expensive when available. Therefore, processors clean and reuse old bottles, which is difficult, non￾hygienic, and time-consuming. 3.6.6 Capacity-Building and Information Challenges Though PINEX has extensively conducted commendable trainings in cascade model, there are still challenges to provide all the pineapple producers with adequate, locally suitable knowledge and skills. As most of the producers are illiterate or less educated26 and they have been using traditional cultivation practices for a while, it is challenging to make the capacity-building efforts effective and introduce new cultivation practices as local people at times are not ready to abandon their traditional practices. Also, there is not a pineapple-specific vocational training center or vocational educational program that is accessible to the producers and the factory workers. Producers indicated that they are not able to get accurate, adequate, and complete information about the market partly due to their poor long-standing relationships with processors and exporters. Producers and small processors have limited ability to keep systematic records of their activities, including cost and benefits. Some processors find it difficult to train staff, streamline their 26 A total of 44% surveyed farmers did not have formal education and 29% had only a primary education. Page 30 of 38 processing line and reduce processing time (some of them are taking 12 hours for processing and want to bring the processing time down to eight to 10 hours). 3.6.7 Financial Challenges Having reasonable access to working capital (and fixed capital to expand the business) in the form of credit or loans is a challenge for several producers, processors, and exporters. They may not have all the requirements—such as an adequate business plan, clear documentation, and financial guarantee - to access a loan. Also, the interest rate and the level of risks involved in the pineapple value chain is high in relation to the income or profit. Some processors reported that due to lack of operating capital, they are not able to send their products to the northern part of the country, despite having a market in that region. Another challenge is to control the processing costs to be competitive in the markets. 3.6.8 Compliance Challenges Processors and exporters face administrative issues related to compliance with their certification processes and customs in Benin and abroad. 3.6.9 Waste Management Challenges Pineapple value chain actors manage their waste in their own conventional ways, which is not efficient and effective. Many discussed having to pay for services to dispose of waste, which is expensive. Few actors have found sustainable options for disposing of waste, while several actors indicated that they are interested in managing their waste in a better, useful, and profitable way, primarily by recycling the waste, and requested assistance with resources to achieve these goals. 4. Recommendations Based on this evaluation study, the following recommendations are made to help PINEX adapt its future activities to achieve its objectives in increasing agricultural productivity, improving agricultural processing and ultimately expanding agricultural trade, and to sustain the program actions and achievements. Market and Trade 1. PfD should focus more on expanding the trade of diverse and different pineapple products in the next two to three years by supporting more project beneficiaries to attend more national, regional and international trade fairs. PfD has achieved great success in building producers and processors’ capacity in pineapple cultivation and processing. The average harvest quantity of pineapple per hectare of pineapple cultivation land was significantly higher in the last pineapple cultivation season (29.15 metric tons per hectare) than the average in 2016 (10.98 metric tons per hectare).27 PfD has either fully achieved 27 Different from this mid-term evaluation baseline results, PfD’s independent baseline report in 2016 indicated a yield per hectare of 24.29 metric tons. A few contexts need to be kept in mind when interpreting the result of the average harvest per hectare of pineapple cultivation land in 2016 from this evaluation. First, 92% of total surveyed producers Page 31 of 38 or at least achieved 70% of its end of project targets on the number of individuals who received a diversity of trainings indicators. Eight out of 10 indicators related to the goal of increasing use of improved agricultural techniques and technologies have been at least 70% achieved. Yet indicators related to expanding trade are still below 50% of achievement.28 For example, only two national and regional market forums have been attended by project beneficiaries, which is lower than half of the end of project target (seven). Value and volume of fresh pineapple sales by exporters have not increased compared to the baseline which is mainly due to the impact of the export ban of the fresh pineapple to European market and that regaining the market share takes time and is difficult. PfD has supported project beneficiaries to attend eight national, regional and international trade fairs, while the end of project target is 26. 20 out of 29 interviewed processors and five out of seven interviewed exporters highlighted the positive impact of attending trade fairs on networking with potential buyers and developing new market. Based on one interview with PfD staff, PfD is also planning to focus on connecting producers and processors directly with market in the remaining project years. Focus on expanding the trade in next couple of years by supporting more project beneficiaries to attend more national, regional and international trade fairs will connect more production with trade and increase individual profits of pineapple business. 2. Pay extra attention to increasing market access, especially West Africa market, and building linkages between sellers and buyers in the next few project years. This will include two steps. Step 1. Conduct a market research study to figure out the appropriate target international market and then share the results with exporters and let exporters understand their strengths, weakness, opportunities and challenges exporting to different international markets and explain why West Africa regional market is more effective and valuable. Step 2. Organize and facilitate more regular workshops and business meetings across the West Africa region, particularly between Nigeria and Benin, and bring together a wide range of stakeholders (e.g. business associations, policy makers, donors, International organizations and non-government organizations, etc.). Based on the interviews with PfD staff, they shared difficulties in competing in the European market or entering the open US market in the near future as there are so many competitors, e.g., Dole or Del Monte. In addition, the transportation costs are very high for fresh pineapple. PfD staff is more positive about the regional market in West Africa, especially the Nigerian market, which have 0.25 to 2 hectares of pineapple cultivation land. The average harvest per hectare might be higher if more big pineapple producers are selected. Second, it’s the average harvest per hectare of pineapple cultivation land instead of pineapple harvest land. Third, evaluators asked producers to indicate their average harvest per hectare of pineapple cultivation land in 2016 directly rather than the total harvest in 2016. Therefore, producers might not have a good estimate of the average harvest per hectare of pineapple cultivation land directly. 28 As mentioned earlier in the report, much of 2016, the first full year of the project, was to set up systems, and thus for many indicator results for that year could be close to zero or at zero. There would thereafter be a steady ramping up of results as systems become more mature and success builds upon itself. In addition, based on one interview with PfD staff, there is a high chance that the project will have a no-cost extension for one year, which means that there are essentially three more years beyond 2018. Therefore, PfD still have at least medium chance to achieve its end of project. Please refer to more details in Section 3.1.1 Level of Achievement of Objectives and Targets. Page 32 of 38 currently accounts for 40% of the sales of fresh pineapple. In addition, based on the exporter interviews, exporters could not identify actionable target clients for their business and instead would like to expand their business as far as possible, e.g. beyond Europe to Asian countries and the United States. Such misalignment in target market expansion strategy is counter-productive and should be addressed quickly. No systematic market research has been done to study if West Africa is a viable market. PfD should conduct a market research study to compare the potential demands and economic costs and benefits of the West Africa market compared to other international markets and select the appropriate target markets. Then PfD should share the market research results with the exporters and explain why the West Africa regional market is more valuable. Exposure of pineapple market information leads to increased market access. However, the FAIS performance report suggests that 1,228 individuals accessed the pineapple market information as a result of USDA assistance in FY 2017 and FY 2018, which is lower than its end of project target (i.e. 5,275). Since the West Africa market, particularly Nigerian market will be the main target of market expansion, organizing and facilitating more regular business meeting and workshops between Nigeria and Benin will help value chain actors have more access to the pineapple market information and incubate potential business opportunities. 3. Diversify the pineapple product market or facilitate producers’ entry into markets using pineapple as an input of a product, for example, dried pineapple, fruit cocktail, pineapple cake or bread, and juice cocktail markets, or organic trade fairs, so that they can avoid dire competition among the recently glutted international market. Currently the main pineapple product sold and exported is fresh pineapple in Benin. For example, the value and volume of fresh pineapple sold by producers dominated the sales in FY 2017 and FY 2018 (the value of sales of fresh pineapple sold by producers have increased by four times in FY 2018 ($26, 838,748) compared to the 2015 baseline ($5,324,375), which has achieved the end of project target). Yet the value and volumes of sales of pineapple juice sold by processors are lower than the end of project target (e.g. only 29% of the volume of pineapple juice were sold by processors indicator has been achieved up to now compared to the end of project target 54,295 metric tons). These findings indicate that the dominant pineapple product is fresh pineapple. However, more market research has demonstrated that there is an oversupply of fresh pineapple and a trend of low prices and low demand in the European market as well as sufficient supply in other international markets.29 Thus this makes the competitive demand for Benin fresh pineapple harder. PfD should conduct more research on the markets of a variety of products that use pineapple as an input, consider the costs, feasibility and benefits of different pineapple products, and promote production of different varieties of final products to diverse the products within markets, and promote the diversification of such products, derivatives and by-products of fresh and processed 29 Overview Global Pineapple Market, retrieved from https://www.freshplaza.com/article/2198655/overview-global￾pineapple-market/ Page 33 of 38 pineapple. Experience from other pineapple countries, e.g. Philippines has showed that diversification in pineapple product sales will help increase profits from high-value added products and expand various market access.30 The pineapple co-op in the Philippines developed various pineapple products, e.g. dehydrated pineapples that serve as a counterpart of the famous dried mangoes, all-natural pineapple juice, pineapple jam, jelly, chunks and purees. Capacity Building 4. To sustain the current expert knowledge, PfD should continue training local associations and government on pineapple related knowledge and technical skills, and continue training local associations and government on how to conduct trainings, prepare materials and follow up after the training to make sure the value chain actors gradually apply the best practices learned from the training. PINEX has achieved or even exceeded their end of project targets in training government people or local associations (e.g. 81 people, almost five times the end-of-project target, in civil society have received short-term agricultural sector productivity or food security training as a result of PINEX assistance. 10 people in the Benin government have attended short-term agricultural sector productivity or food security trainings (e.g. farm management) as a result of USDA assistance). Based on the interview with associations, they have already co-hosted a few trainings with PfD together and developed a team of technicians who can provide similar technology consulting to their members. PfD can debrief the experience that they gained from co-hosting the trainings with associations and continue training the team of the technicians on how to conduct the training workshop with a large number of producers beyond one-one-one hands-on assistance to scale such trainings which have proved to significantly contribute to know how to produce and improve the quality of pineapple production. As mentioned earlier, not all trainees apply all knowledge they learned from the workshop immediately. For example, the producer survey showed that 81% of respondents still practiced intercropping in the last pineapple cultivation season. PfD should also train the associations on how to follow up with producers who attend the training on a regular basis and help develop a follow up plan (e.g. the frequency of follow up and answer questions if they have when applying the technologies). 5. Invite producers to visit and observe pineapple farm of those who have successfully applied improved technologies and techniques. Studies have shown that farmers attitudes have a positive correlation with farmers’ intents to implement improved technologies or techniques. 31 If farmers are aware that applying improved 30 Diversification Lead Pineapple Cooperative to Success, retrieved from https://www.bar.gov.ph/index.php/digest￾home/digest-archives/765-2014-2nd-quarter/5910-diversification-lead-pineapple-cooperative-to-success 31 Menozzi, D., Fioravanzi, M., & Donati, M. (2015). Farmer’s motivation to adopt sustainable agricultural practices. Bio￾based and Applied Economics Journal, 4(1050-2016-85714), 125-147. Page 34 of 38 technologies or techniques will help them improve their profits and productivity, they will be more likely to apply the techniques or technologies. Evaluation findings showed that not all producers who have attended the trainings applied improved techniques or technologies, e.g. 81% of the total 768 surveyed producers are still intercropping instead of monocropping. Therefore, by inviting producers, especially small producers to observe and visit other farmland that have successfully applied improved technologies and techniques and learn the positive impacts of these improved technologies and techniques on production and profits will be helpful for them to implement improved technologies. We know that if technology and techniques are used, the quality of pineapple production will not only increase, but so will scale as this is how Dole and Del Monte or other private companies achieve scale in low cost countries. 32 6. Continue raising awareness and increasing application of improved techniques or technologies, especially business management training, new processing techniques, and safety and certification training for small processors. 24 of 29 processors highlighted PfD’s training on processing techniques, business management, and hygiene. Processors also suggested PINEX provide training on business management, which can help them make their businesses profitable and sustainable.33 Additionally, they recommend continuing to provide processing-related technical training, especially to those who are transitioning from artisanal to industrial processing and operating at a small scale. Though there could be some initial resistance from the artisanal processors to some extent, a continued effort in motivating them and building their capacity for efficient processing would be helpful. PINEX’s continued follow up support which accompanies the processors until the activities are completed (e.g., certification process audit) was well received and appreciated by processors, thus PINEX may want to continue its efforts on such front. Outreach Activities 7. Do more research on how to make more effective use of the radio program to advertise outreach events and trainings and share production and market information with broader audience. Based on producer survey results (n=768), the top five sources of information for pineapple cultivation practices rated by the surveyed producers are PINEX project (87%), friends/family/neighbor (59%), cooperative (17%), farmer association (17%) and Radio (13%). The top five sources of market information rated by the surveyed producers are friends/family/neighbor (68%), buyers/traders (44%), PINEX project (39%), cooperative (15%), farmer association (14%) and radio (7%). These findings suggest that the word-of-mouth and radio are the top two ways to 32 Bartholomew, D. P., Hawkins, R. A., & Lopez, J. A. (2012). Hawaii pineapple: the rise and fall of an industry. HortScience, 47(10), 1390-1398. 33 Many articles have also discussed the positive correlation between business management training and business performance and profits in the pineapple industry. For example, Mugonola, B., & Baliddawa, C. (2014). Building capacity of smallholder farmers in agribusiness and entrepreneurship skills in Northern Uganda. Agricultural Information Worldwide, 6, 122-126; Danielou, M., & Ravry, C. (2005). The rise of Ghana’s pineapple industry. Africa Region Working Paper Series 93. Washington DC: The World Bank, Africa Region. Page 35 of 38 share information. Given the low literacy rate in the local area and the fact that TV and other technologies are not popular, radio is an appropriate media outlet for advertising. In addition, radio is one of the cheapest and most accessible forms of advertising besides word-of-mouth in rural and remote areas. According to a BBC study, radio is the main source of information particularly in rural areas of Benin because of its use of local languages.34 Therefore, evaluators recommend that the program should continue using radio as a medium to advertise and share information, but might want to do more research on how to make more effectively use radio (e.g. use prime time, frequency of the advertisement) in order to reach a larger audience. Input Supply Chain 8. PfD should explore the best ways to create a local market of input supplies e.g. lobbying government to build input supply production and market. In Benin, a lack of market of input supplies greatly halts the quality and yield of pineapple production. Ten out of 29 interviewed processors mentioned the need for local equipment or supplies provided to the market and automated processes for pineapple processing, particularly juice production so as to reduce the processing costs and achieve a higher quality juice. Ten interviewed processors identified the challenges of no packaging materials, e.g. new bottles for pineapple juice. The exporters also mentioned the lack of cardboard for packing fresh pineapple to export. Only one third of the surveyed producers (n=768) felt the support on connecting them with input supplies (e.g. planting materials and fertilizer) has been moderately or very useful. PINEX may lobby the state for the establishment of a local market for acquisition of processing equipment, instead of importing from overseas, which cannot be afforded by most processors and exporters. PfD should also discuss the challenge of lacking a local pineapple specific fertilizer market and high cost of pineapple specific fertilizer during the PFC meeting and leverage any existing resources to improve the input supplies, especially the support from Benin government. For example, Benin government can import and provide pineapple specific fertilizer and cover the cost, but then deduct the cost at the point of supply after the harvest and sale.35 To pay extra attention to improve the input supplies will help improve the quality of the pineapple and expand trade, e.g. pineapple specific fertilizer is very critical to quality and yield of pineapple. Certification 9. Instead of one by one coaching, PfD should host a larger workshop so that they can have reach to broader audiences on certification application training. Then PfD can develop a video or audio recording of the application procedure to sustain the knowledge. One agricultural product has been certified as meeting international standards with USDA assistant compared to three as the end of project target. There are only 164 GLOBAL G.A.P. certified producers correctly applied GLOBAL G.A.P. standards compared to 600 as the end of project target. One of the top three challenges identified by interviewed processors is lacking certification to 34 Benin profile-Media. https://www.bbc.com/news/world-africa-13040368 35 Ghana shared similar experience: https://www.idhsustainabletrade.com/block-farm-model-for-pineapple-production/ Page 36 of 38 expand quality trade and export. These certifications (e.g., GLOBAL G.A.P., HACCP, ISO 22000, organic product, and fair-trade) are crucial not only for good agricultural practices, food safety and hygiene, and fair trade but also expanded and continued export to new markets. PfD is also prioritizing to help more processors with the certification processes such as HACCP and ISO 22000. To save time for PfD to coach more than one value chain actor at a time, PfD can host a hands-on workshop or a training to multiple producers, processors or exporters on how to apply for a specific type of certification. PfD can record the training and share it as a sustainable resource by playing the video as many times as needed in front of different groups of audiences, thus not only can they reduce the personnel costs to conduct the in-person training in the future, but maybe also record such verbally and play such over the radio to reach more audiences. Small processors indicated that the certification cost is very high for them (e.g., can cost up to 6 million XOF, approximately 10,000 USD). PINEX can consider supporting the cost in certification and renewal processes so all key pineapple value chain actors, especially small-scale actors but then deduct the costs after they make profits. Financial Sector 10. Show cases of people who get loans and successfully use the loans to expand their business. Organize a peer-experience sharing meeting so that people can hear from their peers about how they use the loans, learn about the risks and how they manage these risks yet repay the loans. Take producers or processors to visit those successful cases and see how successfully processors and producers use loans and what they produced with the financing from the loans. Only 13 out of the 28 interviewed processors mentioned that they have received a loan from microfinance institutions. Up to now, only 72 processors have received financial services as a result of USDA assistance, which is only 10% of the end of the project target. 918 loans were disbursed as a result of USDA assistance, which only accounts for one third of the end of project target. The end of project target of indicators of values of loans provided to producers and processors are only 30% or lower achieved. Nine out of 20 interviewed processors openly discussed the challenges they were facing and when they did, they mentioned the financial inability to grow or satisfy the market because of a lack of education about loans; Ten interviewed processors mentioned the inability to increase quality or quantity due to the lack of efficient equipment; ten interviewed processors mentioned the difficulty of getting new bottles in Benin and that they cannot afford to import the bottles. All these major challenges identified by the interviewed processors are related to funding combined with market challenges related to access to affordable equipment and supplies as mentioned in the prior section. Yet interviewed processors and surveyed producer indicated that the biggest hurdle preventing them from using the financing accessible to them is the high perceived risks and lack of education. Therefore, by helping to education and showcase people who get loans and successfully expand their business by using the loans might be helpful to relieve the perceived risks and motivate people to use financial services. Page 37 of 38 11. PfD should consider various options in supporting sustainability of PINEX, which could include, but not be limited to, engaging a local consultant to monitor and facilitate the financial partnership with microfinance institutions, continuing to strengthen key partners such as the producer and processor associations, and/or incubating a small management consulting firm that could provide fee-based services to key actors in the pineapple value chain. Ten out of 20 interviewed processors who mentioned financial services highlighted the financial support especially the connection that they made with the microfinance institutions and the lack of automated equipment due to the budget constraints to expand the processing. The producer focus group highlighted the high fertilizer costs and input supply costs. Given the current low achievement in increasing access to financial capital or the lack of education around how to use such, it is expected that PfD may need another couple of years support in this area. Engaging a local consultant to monitor and facilitate the financial partnership with microfinance institutions, further strengthening of current key partners, or incubating a local, small business to provide services will help the pineapple value chain actors enhance the financial capacity to continue and/or increase their production, processing and trade efforts in the long term by better understanding financing arrangements and how it can be attributable to economic decision-making as it relates to scale and production. PfD has successful experience in using this method in another program where this part￾time financial consultant has helped successfully continue the support after the program ends.36 Sustainability 12. Sustain the program by making the Benin government take more ownership of the project initiatives and create a national task force to sustain the activities. As mentioned by the interviewee from Benin Ministry of Agriculture, they want PfD to help create a sustainability plan of pineapple development together with the Benin government. PINEX should also support the Benin government to take more ownership of the project initiatives for sustainability. Other cases with successful pineapple development, e.g. Ghana has demonstrated the importance of the government support in pineapple development (e.g. on training, input supply, marketing, getting pineapple product certified) with and/or after international non-profit organization assistance.37 38 In addition, a PfD interviewee mentioned that the US government (USDA, USAID, U.S. Embassy, etc.), under its “whole of government” approach, should consider asking the Benin government to prioritize or increase their spending in strengthening the agricultural sector, specifically ensuring adequate budgeting for Ministry of Agriculture Extension Officers. 36 PfD staff shared that, after they closed their office and operations in Bosnia and Herzegovina, they retained their former local accountant as a part-time consultant in Bosnia and Herzegovina in 2010 to help PfD monitor loans that were still outstanding to Bosnian microfinance institution partners. 37 Badu-Gyan, F. (2015). Factors affecting adoption of alternative pineapple production systems in Ghana (Doctoral dissertation, University of the Free State). 38 Ravry, C., & Danielou, M. (2012). The rise of Ghana's pineapple industry: from successful takeoff to sustainable expansion. Page 38 of 38 These key staff participants will be important in continuing to provide technical assistance to those in the pineapple value chain following the end of PINEX to help ensure financial and operational sustainability long term. In this regard, perhaps the USG can use its leverage via the current Millennium Challenge Corporation Benin Compact. Appendix page 2 Appendix page 3 Appendix page 4 Appendix II: Evaluation Team Members and CVs of Lead Evaluators Team member Overall role Specific roles Report to Harisharan Luintel Evaluation Director Overall lead and direction of the evaluation, Desk review, Inception workshop, Inception Workshop report, Instrument design and development, Field work monitoring, Data analysis, and Report writing. SmartStart Directors and CEO and PfD Catherine Sanders Field Team Leader Participate in Inception Workshop, Lead field work, Coordinate with PfD Benin and SmartStart during the field work, Mobilize CRAD survey team and Zakaria to collect survey data, Together with Zakaria, conduct FGDs (4) – based on similar characteristics such as women, youth, low socio-economic status people, and scale of cultivation whichever make sense and feasible, Together with Zakaria, conduct interviews (30 processors; 8 exporters; 5 key informant producers; 9 other stakeholders) – other stakeholders include: PfD staff, three private sector associations, Pineapple Stakeholders' Council (PSC), MOA, financial and microcredit institutions, other related government institutions, and other relevant development partners Record/document all information, Take photographs where possible (e.g., pineapple production sites, possessing sites, local market stalls, storage, shipping facilities) and write observation notes during the field visit, Share interview/FGD notes and all other documents, Contribute to qualitative data analysis, Review report. SmartStart CEO, Evaluation Director, and PfD Benin Kajal Gulati Agricultural Economist Conduct desk review, Design and develop survey instrument, Design data analysis plan, Contribute to reviewing and finalizing FGD and interview protocols, Prepare survey data analysis framework/plan, Participate in Inception Workshop, Evaluation Director and IMPAQ Directors Appendix page 5 Contribute to Inception Workshop report, Angelos I Deltsidis Subject Expert Conduct desk review, Design and develop interview and focus group protocols, Contribute to reviewing and finalizing survey instrument, Prepare interview data analysis framework/plan, Participate in Inception Workshop, Contribute to Inception Workshop report, Contribute to data analysis and report review/finalization. Evaluation Director Zakaria Ouedraogo Field manager Under guidance of Catherine: Conduct enumerator training in consultation with Catherine and CRAD team, Help test the questionnaires and make it locally relevant, Day-to day supervise CRAD’s work and provide necessary support to ensure that the data are collected as intended, Daily report to Catherine and provide support to her if needed, Together with Catherine, conduct FGDs (4), Together with Catherine: conduct interviews (30 processors; 8 exporters, 5 key informant producers and 9 other stakeholders) – other stakeholders include: PfD staff, three private sector associations, Pineapple Stakeholders' Council (PSC), MOA, financial and microcredit institutions, other related government institutions, and other relevant development partners Record/document all information, Take photographs where possible (e.g., pineapple production sites, possessing sites, local market stalls, storage, shipping facilities) and write observation notes during the field visit, Share interview/FGD notes and all other documents, Provide necessary information to understand the data and/or context after completing the field work. Field Team Lead, Evaluation Director, and IMPAQ Directors CRAD In-country data collection partner In guidance of, consultation with, and support of Catherine and Zakaria: Recruit qualified enumerators, Organize tablets and survey software, Organize and conduct enumerator training (2-4 days), Upload the survey in the tablet, Test the survey questionnaires and help make the questions locally suitable, Conduct survey of 768 randomly selected farmers Field Team Lead, Field manager, Evaluation Director, and SmartStart CEO (enumerators report to Appendix page 6 located at 8 municipalities, 16 districts and 64 villages/clusters in Antlantique province, Ensure that all collected data is good quality and in good order, Take photographs where possible (e.g., pineapple procedures, production sites, land management techniques, cultivation and harvesting techniques/ process) and record those with proper caption, Ensure that all enumerators write short observation notes, preferably on daily basis during the field visit to capture their insights, reflection, and new information they gained during data collection (that are not captured in the survey questionnaires), Report to Zakaria/ Catherine on daily basis about the progress, Share the data with Hari every other day. survey supervisors, survey supervisors report to Field Team Lead, Field Manager, and Evaluation Director) Megan Key Data Analysis Analyze the data, primarily qualitative data (interviews, FGDs, and open-ended survey responses), Support quantitative data analysis, Help draft report. Evaluation Director Appendix page 8 Banjade, MR; Luintel, H and Neupane, HR 2004. Action Research Experience on Democratizing Knowledge in Community Forestry in Nepal. In H. Ojha, N. Timsina, R. Chhetri and K Paudel (Eds), Knowledge Systems and Natural Resources: Management, Policy and Institutions in Nepal, pp 110-134. Cambridge University Press India Pvt. Ltd. New Delhi. Editor: Journal of Forest and Livelihood, Vol 13(1), Vol 11(2), Vol 10(1), Vol 8 (2), Vol 7(1) and Vol 6 (2). Reviewer: Journal of Forest and Livelihood, American Journal of Experimental Agriculture, Forest Science, Forest Policy and Economics, Peer J, PLOS ONE. Professional Experience Senior Evaluator at SmartStart Evaluation and Research July, 2017- Present  Lead the theoretical and methodological design of evaluation and research projects, including meta-analysis, quasi experimental evaluation designs and logic models, outcome metrics, and evaluation instruments preparation;  Lead and manage an evaluation/research team to conduct evaluation and/or research on multiple nationwide and/or international projects related to natural resources politics, governance and conflict.  Collect data through surveys, focus groups, interviews, field observation, and direct measurement;  Analyze data using both quantitative and qualitative analyses techniques;  Write reports using innovative, user-friendly visuals. Visiting Scholar at Portland State University Sept., 2016- Jun, 2017  Publish 4-5 scientific papers using information from a World Bank sponsored project on “Community Forestry as a Pro-poor Carbon Sequestration Policy” by collaborating researchers from USA and Nepal. National Coordinator at RECOFTC Nov. 2009-Oct. 2012  Planned, organized, coordinated and implemented the REDD+ capacity building activities in Nepal;  Prepared capacity building needs assessment reports, and informational/educational/communication materials;  Conducted research in REDD+ and conflict, community forestry governance and timber trade in community forestry;  Mobilized mass communication media for awareness raising on climate change and REDD+. Researcher at ForestAction Nepal Apr. 2002-Oct. 2009  Prepared concept notes and project proposals for research projects in collaboration with national and international organizations and Universities and secured funds.  Led, managed and contributed in multi-partner collaborative research projects on: Appendix page 13 Field Evaluator/Manager: Zakaria Ouedraogo Burkina Faso/Benin Summary of professional experience With seven years’ experience in project design and management, Mr. Ouedraogo has strong expertise in conducting quantitative and qualitative designs. Specifically, he has been extensively involved in design and implementation of surveys; coordination of data collection; supervision of data entry; usage of electronic tools such as SurveyCTO and ODK; and statistical analysis of data. He has been engaged not only with ensuring the successful completion of complex and dynamic evaluations, but also has provided assistance contributing to the formulation of new projects and enhancing the capacity of local institutions to conduct monitoring and evaluation. Through his education and trainings, Mr. Ouedraogo has deep knowledge of impact evaluation methodologies and software such as Stata, SPSS, and R. Education M.S. (Public Economics and Applied Statistics), African School of Economics / Institute for Empirical Research in Political Economy (IERPE), Benin 2011 B.A. (Economics and Management of Business and Organization), University of Ouagadougou, Burkina Faso 2008 Relevant Certificates and Trainings Certificate Course in Monitoring and Evaluation, Capacity Africa Training Institute, 2016 Training on Monitoring and Evaluation and Use of ACCESS software, GIZ, 2018 Introduction to Quasi-accounting Modeling Techniques for the Development of Macroeconomic and Budgetary Frameworks, Afritac Ouest, 2017 Training on Tools for Monitoring and Evaluating Gender-Sensitive Programs, GIZ, 2015 Online Training on Monitoring and Evaluation Fundamentals, MEASURE Evaluation and USAID, 2015 Training on Results-Based Monitoring and Evaluation, GIZ, 2014 Training and Management on Program Budget for Results, ENAREF, 2013 Work Experience Monitoring and Evaluation Officer, GIZ, Ouagadougou, Burkina Faso ----- August 2012 – July 2018 As the M&E Officer, Mr. Ouedraogo performed a variety of tasks, both strategic and operational, to support an effective and streamlined M&E system for GIZ. His duties included the design of M&E systems suitable for tracking performance data, development of data collection tools, and preparation of quarterly and annual reports. He oversaw evaluation missions of all GIZ projects and served often as a field coordinator of these studies. Appendix page 14 Highlighted Experiences in this Position Trainer, M&E of Projects and Programs for the Ministry of Agriculture, Expertise Plus International • Responsible for developing an M&E plan as well as providing input on the logical framework guiding the project; in addition, provided support creating and piloting the data collection tools Trainer in Strategic Planning, Operations, and M&E, Program of Economic Growth in the Agricultural Sector (PCESA), Expertise Plus International • Responsible for strategic planning, operations, preparation of logical framework, and set up of an M&E system Trainer in M&E, Strengthening Agricultural Resilience Program (PRRIA), Expertise Plus International • Responsible for M&E of the socioeconomic and environmental impacts of this program Field Coordinator, Final Evaluation of the USDA McGovern-Dole Food for Education Beoog￾Biiga II Project, IMPAQ International • Responsible for developing quantitative and qualitative data collection tools using SurveyCTO, as well as the training and supervision of enumerators Trainer in M&E, National Program of Hydraulic Facilities, Expertise Plus International • Responsible for developing M&E concepts and the evaluation of projects and programs, including the conduct of an impact evaluation. Coordinator, Annual Monitoring Survey of Implementation of Children’s Rights Programs, • Responsible for quantitative data collection in 44 schools across Ouagadougou, and tasks included support programming tablets and testing instruments on SurveyCTO; also assisted in the qualitative data collection that occurred in 5 of these 44 schools Intern/Consultant, GIZ, Ouagadougou, Burkina Faso ----- September 2011 – July 2012 Mr. Ouedraogo coordinated and conducted statistical surveys related to public finance and macroeconomic modeling. He also supported the development of a strategy to support civil society organizations. Intern, Commission of West African Economic and Monetary Union (WAEMU), ---- April 2011 – July 2011 In this role, Mr. Ouedraogo analyzed the fiscal environments in WAEMU countries to understand optimal taxation structures that could be applied to the informal sector. Languages (1 = Excellent; 5 = Basic Knowledge) Language Reading Speaking Writing French 1 1 1 English 2 2 2 German 3 4 4 Moore 1 Dioula 3 Appendix page 15 Appendix III: Evaluation Timeline Activity Due date Deliverables Who is Responsible Sign the contract. November. 30th PfD and SmartStart Request program documents from PfD December. 3rd Hari Luintel PfD provides program documents. December. 5th PfD Benin Kickoff meeting with subcontractors. December. 6th SmartStart & Catherine Sanders Complete Desk Review. December 19th Hari Luintel, Kajal Gulati, & Angelos Deltsidis Team Coordination Meeting (Summarize Desk Review and Discuss Next Steps for Starting Instrument Development) December 19th Hari Luintel, Kajal Gulati, & Angelos Deltsidis Start design, development, construction and translation of data collection tools December 20th Hari Luintel, Kajal Gulati, & Angelos Deltsidis Draft Inception Workshop Report (including evaluation plan and instruments) and send to PfD for feedback December 26th Draft evaluation plan, including survey instrument, interview protocol, and focus group protocol. Hari Luintel & Kajal Gulati Provide feedback on data collection instruments and evaluation plan December 28th or 31st PfD Benin Finalize Inception Report, including finalizing all data collection tools. January 3rd Final evaluation plan, survey instrument, interview protocol, and focus group protocol. Hari Luintel & Kajal Gulati Field work team arrives in the field. January 6th Catherine Sanders, Zakaria Ouedraogo, & CRAD First in field meeting with PfD (Benin). January 7th PfD, Catherine Sanders, &Zakaria Ouedraogo Enumerators’ training. January 9th￾january 12th Catherine Sanders, Zakaria Ouedraogo, and CRAD Start Data Collection: survey, interviews, FGDs, and observation. January 7th￾January 24th Raw data collected. Catherine Sanders, Zakaria Ouedraogo, & CRAD Fieldwork update with PfD (Benin). January 18th Update on data collection progress SmartStart & PfD Appendix page 16 Data transcribing, translating, monitoring and cleaning. Start January 8th-January 31st Organized field notes and translation of field data every other day. Hari Luintel, Catherine Sanders, Zakaria Ouedraogo, & translation consultant Data analysis. February 1st￾15th Hari Luintel, Angelos Deltsidis, Catherine Sanders, Megan Key Meeting to summarize data analysis before start to draft report. February 18st Outline and summary of data (via email and discussion). SmartStart and PfD Draft full final report writing and share with PfD for feedback. February 25th First draft report. SmartStart, Kajal Gulati, Angelos Deltsidis, Catherine Sanders Review and feedback provided. March 1st SmartStart Directors, and PfD Final report (edited, revised version) incorporating feedback form PfD and SmartStart Directors. March 8th Final report. Hari Luintel, Kajal Gulati, Angelos Deltsidis, Catherine Sanders Appendix page 17 Appendix IV: List of Documents Reviewed 1. PINEX Baseline report 2. PINEX Activity reports a. Market prospection (fair participation, context reports) b. Pineapple stakeholder council (PSC) c. Standards d. Success stories e. Trainings f. USDA & Visits 3. FAIS (Food Aid Information System) reports- narrative & tables 4. Monthly Reports 5. Monitoring plans and reports 6. PINEX related study report and extension materials a. Processor relevant images b. Simulation guides for facilitators, producer notes c. Report on estimated volume of pineapple exported to Nigeria d. HACCP (Hazard Analysis and Critical Control Points) Processor Diagnostics 7. Certifications and standards a. GLOBAL G.A.P. standards b. HAACP Recommendations 8. Documents providing contextual information a. USDA documents b. Collection tools c. FCFA exchange rate d. Agreements (PfD, USDA) e. USDA progress indicators and policy 9. Other pineapple-related study reports conducted by others (partners, collaborators and or any other agencies) a. Argument for lifting of the self-suspension by Benin of exports of éthrèlé pineapple to the EU b. Lifting of the ban on the export of colored pineapple to markets from Benin) 10. Partnership documents, including information about partners role and responsibilities a. MFI (Micro Finance Institution) b. OPIC (Overseas Private Investment Corporation) c. Partnerships implemented d. Providing partnerships e. The Benin Airport Management Agency (UGAB) f. Agreement documents 11. Relevant policy and regulatory documents a. State of the scene and actions reports Appendix page 18 Appendix V: Sampling Design Randomized Cluster Sampling of PINEX Pineapple Producers Evaluation population definition: PINEX’s target producer population is 3545 pineapple farmers both male and/or female and located in Atlantique Province. The list of pineapple if provided by the project team of Benin. We took the entire pineapple producer as our sampling frame or population of interest. Sample size determination: As per the RFP, a sample size of 768 has been determined, at a margin of error of plus or minus 5, with 95% confidence level corresponding to 1.96. Sample size was calculated using the formula: n= (Zalpha)2 pq Deff/d2 Where: Zalpha = 1.96, corresponding to a confidence level of 95% p = 0.5, corresponding to estimated coverage, when it is unknown q = 1- 0.5 = 0.5 Deff = Design effect of 2 d = Desired accuracy level of 5% Therefore, n = (1.96)2 * 0.5 * 0.5 * 2/ (0.05)2 n = 768 Appendix page 24 SOHOUN Agbandonou Migbehouè Appendix page 25 Sehè Dodji-Aliho Agbantokpa Appendix page 31 Lokossa Anavié Zèbè Appendix page 32 Dohinonko Gbétaga Dokanmè Appendix page 33 Tori-Cada Cen Adjahassa Gbohouè Appendix page 39 Sodji Appendix page 40 Appendix VII: Survey Instrument for Pineapple Producers INFORMED CONSENT Variable Name Questions Options Skip Pattern Hello, my name is __________ and I am part of a team hired by Centre de Recherche et d'Appui-conseils pour le Développement (CRAD) to conduct a survey of pineapple production. We were hired to conduct a study on pineapple production by Partners for Development. This project is working with pineapple farmers, like you, to help improve profits and productivity from pineapple production. With your permission, we would like to ask you questions about your experiences with or thoughts about pineapple cultivation. This study will improve our understanding of pineapple production activities in the area. Your answers will be kept confidential and will not be used for any purpose other than to inform the Partners for Development project intended to help develop the pineapple sector. The interview should last about 45-60 minutes. Your participation is voluntary, and you can choose to refuse to participate in this survey. You can also choose to refuse to answer any questions you are uncomfortable with or do not want to answer. Please note that everything you say to me is confidential. We will never identify you or anyone in your business in any reports or information we release. Confidentiality and anonymity will be maintained through the use of aggregate datasets in which no individuals will be identified by name nor will any identifying information be used in the datasets or any reports resulting from this study. There are no penalties to you for not participating or not answering a question. We are conducting this survey as an independent entity and are not associated with any government body. Please feel free to be open and honest with us in your responses. In case of any further questions after you have participated, you can contact data collection team members like me, or you can call Moustapha Gibigaye from CRAD at _______ or write him at mgibigaye@yahoo.fr at CRAD Benin or Cynthia Taha at 229 21 30 69 19 or write her at ctaha@pfd.org at PfD, Benin. Ask if they have any questions about anything that was just mentioned and clarify all doubts before proceeding further. consent Are you willing to participate in this interview? 1 Yes 2 No If no, thank respondent for his/her time and Appendix page 41 conclude interview. 1 HOUSEHOLD INFORMATION Questions Options Skip Patterns 1 dept Department 1 Atlantic 1.2 commune Commune 1 Abomey-Calavi 2 Allada 3 Kpomasse 4 Ouidah 5 Toffo 6 Tori-Bossito 7 Ze arrondissement arrondissement text 1.3 village Village 1.5 ID Producer (Household) ID 1.7 number What is the contact phone number we can reach you at? ______________ 1.9 name What is your name ? ______ 1.10 hh Are you the head of the household? 1 Yes 2 No 1.12 hh_relation What is your relation to the head of the household? 1 Son/daughter If hh==2 2 Spouse 3 Other family relationship 4 No family ties 5 Other, specify 1.13 hh_sex What is the sex of the household head? 1 Male If hh==2 2 Female 1.14 sex_respondent What is the gender of the respondent? (Do not ask, just enter) 1 Male 2 Female 1.15 age What is your age? 1.16 instruction What is your highest level of education completed? 1 Without any Education 2 Primary Secondary cycle one 3 Secondary cycle two 4 Superior 5 Professional training 1.18 ethnic What is your ethnicity? 1 Fon Appendix page 42 2 Goun 3 Mina 4 Yoruba 5 Tori 6 Nago 7 Aizo 8 Xwla 9 Wemenou 10 Other, specify 1.20 fam_size How many family members currently live in the household, including yourself Household is defined as a group of people (related or not) who eat and live together in the same home for at least six months in a year. This includes the employees and visitors provided that they eat and live with one family most of the time. However, the household excludes the family members who live elsewhere most of the time, whether more 6 months in a year or 4 days in a week __________ 2 HOUSEHOLD CHARACTERISTICS (Note for all the questions asked in the survey, we will be thinking only about the last pineapple cultivation season for you.) Questions Options 2.1 hh_activity What is the primary livelihood activity of the household (based on income earned) in the last pineapple cultivation season? (Select only one) 1 Crop production 2 Agriculture trade 3 Food processing 4 Livestock production (breeding?) 5 Fishing 6 Construction (craft?) 7 Entrepreneurship/Business 8 Student (scholarships, house rehearsal, trainee, etc.) 9 Retired / not working 10 Domestic work 11 Public sector employee 12 Private sector employee 13 Other, specify (e.g., staff of public or private sector) ………. Appendix page 43 2.3 walls What is the main construction material of walls of the respondent's dwelling? (Select only one) 1 Brick/stone 2 Mud brick/mud 3 Metal sheet 4 Cement 5 Bamboo 6 Straw 2.5 roof What material is the roof made up of? (Select only one) 1 Tiles 2 Metal sheet 3 Wood 4 Dirt/mud 5 Straw 6 Cement 2.7 light What was the main source of lighting for your dwelling in the last pineapple cultivation season? (Select all that apply) 1 Electricity (SBEE) 2 Domestic private electricity (solar panel, dynamo, generator, etc) 3 Oil/kerosene lamp 4 Candles 5 Battery torch 6 Solar torch 2.8 assets Which of the following assets belongs to your household? 1 Beds 2 Electric fan 3 Gas cooker 4 Air-conditioner 5 TV 6 Sewing machine 7 Bicycle 8 Motorcycles/Tricycle 9 Car 10 Refrigerator/Fridge 11 Mobile phone 3 AGRICULTURAL LAND Questions Options Skip Patterns 3.1 cult How much land did you cultivate (all agricultural crops) in the last pineapple cultivation season (including any land that you rented)? ______________ cult must be less than or equal to land_owned 3.2 unit_land Unit (select only one) 1 m2 3 Hectares 4 Kanti (big) 5 Kanti (small) Appendix page 44 3.3 unit_kanti How many Kanti are in 1 hectare of land? ______________ If unit==2 or 3 3.4 land_pine How much land area was dedicated to pineapple cultivation in the last pineapple cultivation season? ______________ land_pine is less than or equal to cult 3.8 unit_pine Unit (select only one) 1 m2 3 Hectares 4 Kanti (big) 5 Kanti (small) 3.9 land_rent Did you rent or share-in any land for cultivating pineapple in the last pineapple cultivation season? 1 Yes 2 No 3.10 land_rent_cost What was the approximate cost of renting or sharing-in land in the last pineapple cultivation season? (Enter in XOF) For sharing-in, work with the farmer to estimate the monetary cost. ______________ land_rent=1 3.12 soil_pine What were the type of soil on which pineapple is grown on your plots? (Select all that apply) 1 Wet soil or swampy soil 2 Red soil 3 Other specify __ 3.13 Q3_13 What year is your last pineapple crop? ______ Must be between 2015-2019 inclusive 4 PRODUCTION AND PRACTICE Questions Options Skip Patterns 4.1 labor During pineapple cultivation in the last pineapple cultivation season, which of the following types of labor did you use? (Think about all the labor that you used for all pineapple cultivation tasks, including **) (Select all that apply) 1 Household male labor 2 Household female labor 3 Permanent male labor 4 Permanent female labor 5 Casual male labor 6 Casual female labor 5 LAND PREPARATION AND PLANTING Questions Options Skip Patterns 5.1 season In which months did you plant pineapples in the last pineapple cultivation season? 1 January 2 February 3 March 4 April 5 May 6 June 7 July 8 August Appendix page 45 9 September 1 0 October 1 1 November 1 2 December 5.2a cult_land How much kanti of land was used in the cultivation of the following pineapple varieties in the last pineapple cultivation season? (select all that apply) (Enter 0 if the variety is not grown). 1 Cayenne Smooth 2 Sugarloaf (Abacaxi) 3 Other, specify 5.2b cult_land How much hectares of land was used in the cultivation of the following pineapple varieties in the last pineapple cultivation season? (select all that apply) (Enter 0 if the variety is not grown). 1 Cayenne Smooth 2 Sugarloaf (Abacaxi) 3 Other, specify 5.2c cult_land How much m2 of land was used in the cultivation of the following pineapple varieties in the last pineapple cultivation season? (select all that apply) (Enter 0 if the variety is not grown). 1 Cayenne Smooth 2 Sugarloaf (Abacaxi) 3 Other, specify 5.4 obtain_mat Where did you obtain your planting material in the last pineapple cultivation season? (Select all that apply) 1 From previous harvested field 2 Other producers 3 Other, specify 5.5 plant_mat Which pineapple planting materials did you use in your plots in the last pineapple cultivation season? (Select all that apply) 1 Rejects (Slips) 2 Wreaths 3 Other, specify 5.6 equip What equipment did you use in preparing land and planting for pineapple cultivation in the last pineapple cultivation season? (Select all that apply) 1 Hoe 2 Plow 3 Tractor 4 Other, specify 5.8 equipment _access How did you access equipment for pineapple cultivation in the last pineapple cultivation season? (Select all that apply) 1 Purchased 2 Rented 3 Had own from the past (maintained from the past) 5.9 costs_plant What was the total cost of purchasing/renting/ maintaining equipment and obtaining planting materials for land preparation and planting in the last pineapple cultivation season? (Enter total amount in XOF for the entire area under pineapple cultivation) _______________ 5.10 arrange_ca y How did you arrange the plants in beds in the last pineapple cultivation season for growing Cayenne Smooth? 1 Single row If cult_land included “1” 2 Double row 3 Other, specify________ 5.11 density_ca y How many plants did you plant per land unit area (m2 ) for Cayenne Smooth cultivation in the last pineapple cultivation season? (Enter in plants/m2 ) 1 Kanti 2 Hectares 3 m2 5.14 arrange_su How did you arrange the plants in beds in the last 1 Single row If cult_land Appendix page 46 gar pineapple cultivation season for growing Sugarloaf? 2 Double row included “2” 3 Other, specify_________ 5.15 density_su gar How many plants did you plant per land unit area (m2 ) for Sugarloaf cultivation in the last pineapple cultivation season? (Enter in plants/m2) 1 Kanti 2 Hectares 3 m2 5.18 intercrop Did you engage in intercropping pineapple in the last pineapple cultivation season? 1 Yes, intercropped 2 No, monocropping only 5.19 other_crop What other crops did you grow along with pineapple in the last pineapple cultivation season? 1 Maize If intercrop==1 2 Cassava 3 Groundnut 4 Tomato 5 Pepper 6 Other, specify 5.20 landprep How many days of the <> did you use in land preparation and planting on all your pineapple plots in the last pineapple cultivation season? (1 day = 8 hours) 1 No. of days Family male labor Ask for only those options selected in 2 No. of days Family female labor 3 No. of days Permanent male labor 4 No. of days Permanent female labor 5 No. of days Casual male labor 6 No. of days Casual female labor 5.21 wage_land prep How much did you pay for casual labor per day for land preparation for pineapple farming during land preparation and planting? (Enter in XOF) _______________ If landprep = 5 or 6 6 IRRIGATION Questions Options Skip Patterns 6.1 irrigatio n What are the primary sources of water for pineapple cultivation in the last pineapple cultivation season? (Select all that apply) 1 Irrigation using gas￾powered pumps 2 Irrigation using solar￾powered pumps 3 Rain / Tank 4 Bottom 5 Rain 6 Well 7 Other, specify 6.2 times_ir rigate How many times did you irrigate your plots on the pineapple cultivated in the last pineapple cultivation season? _______________ If irrigation=1 6.3 costs_ir rigate What was the total cost of irrigation (e.g., payment for water, energy, etc.) on all your plots on which pineapple was cultivated excluding labor costs of irrigation in the last pineapple cultivation season? (Enter total amount in XOF) _______________ If irrigation=1 Appendix page 47 6.4 labor_ir rigate How many days of the <> did you use for all pineapple irrigation activities in the last pineapple cultivation season? (1 day = 8 hours) 1 Family male labor If irrigation=1 2 Family female labor Ask for only those options selected in 3 Permanent male labor 4 Permanent female labor 5 Casual male labor 6 Casual female labor 6.5 wage_ir rigate How much did you pay for casual labor per day during your pineapple irrigation activities? (Enter in XOF) _______________ If labor_irrigate = 5 or 6 7 FERTILISER USE Questions Options Skip Patterns 7.1 fertilizer_ty pe What type of fertilizer did you apply for growing pineapples? (select all that apply) 1 No restrictions used Do not ask any further questions in this module if fertilizer_type=1 2 Urea 3 NPK 4 Potassium sulphate 5 Biological fertilizer 8 Other, specify 7.2 quant_fert How much quantity of the <> did you use for pineapple cultivation in the last pineapple cultivation season? (enter quantity and specify unit in kg bag of 50kg) 1 Urea Ask for options selected in fertilizer_type 2 NPK 3 Potassium sulphate 4 Biological fertilizer 7 Other, specify 7.3 times_fert How many times did you apply fertilizer for pineapple cultivation in the last pineapple cultivation season? _______________ 7.6 obtain_fert What was the source of obtaining fertilizer in the last pineapple cultivation season? (Select all that apply) 1 Input dealer shops 2 Other farmers/Farmer association/Cooperative 3 ATDA 4 Other, specify 7.5 cost_fert What was the total cost of using fertilizer in the pineapple cultivation (including transportation costs but excluding labor costs) in the last pineapple cultivation season? (Enter in XOF) _______________ 7.6 days_fert How many days of the <> did you use for all fertilizer application activities in pineapple in the last pineapple cultivation season? (1 day = 8 hours) 1 Family male labor Ask for only those options selected in 2 Family female labor 3 Permanent male labor 4 Permanent female labor 5 Casual male labor 6 Casual female labor 7.7 wage_fert How much did you pay for casual labor per day for fertilizer application during last pineapple cultivation season? (Enter in XOF) _______________ If days_fert = 5 or 6 Appendix page 48 8 CHEMICAL USE Questions Options Skip Patterns 8.1 chem Which of the following chemicals did you use for pineapple cultivation in the last pineapple cultivation season? (Select all that apply) 1 No chemicals used If cult_land included “1” 2 Carbide of Calcium/Chemicals for inducing flowering 3 Herbicides 4 Ethephon/Chemicals for pineapple skin color change 5 Insecticide (eg against mealybugs) 6 fungicides 7 nematicides 8 Other, specify (any pesticides, insecticides) 8.2 times_che m How many times did you apply each of the <> for pineapple cultivation in the last pineapple cultivation season? (enter whole numbers) 1 Carbide of Calcium/Chemicals for inducing flowering Ask this question if chem (Q8.1) is different from “1” 2 Herbicides 3 Ethephon/Chemicals for pineapple skin color change 4 Insecticide (eg against mealybugs) 5 fungicides 6 nematicides 7 Other, specify (any pesticides, insecticides) 8.3 months_ch em How many months after planting did you use chemicals such as calcium carbide to encourage pineapple production during the last season of pineapple production? _______________ If chem_cay=1 8.4 times_che m_cay How many times did you apply chemicals such as carbide of calcium for inducing pineapple bloom/ flowering in the last pineapple cultivation season? _______________ If chem_cay=1 8.5 skincolo How many months after planting did you use chemicals such as ethephon to change the pineapple color during the last pineapple season ? _______________ If chem_cay=4 8.11 crit_chem What criteria did you consider for deciding whether to apply any chemicals for changing the skin color for pineapple cultivation in the last pineapple cultivation season? (select all that apply) 1 Number of months after flowering induction (maturity) If chem_cay=1 or chem_sugar=4 2 Pineapple size 3 Delivery/Selling time 4 Other, specify Appendix page 49 8.12 cost_chem What was the total cost of applying all chemicals (excluding labor cost) for growing pineapples (seedling and/or plant treatment) in the last pineapple cultivation season? (Enter in XOF) _______________ 8.13 days_chem How many days of the <> did you use for all chemical application activities in pineapple in the last pineapple cultivation season? (1 day = 8 hours) 1 Family male labor Ask for only those options selected in 2 Family female labor 3 Permanent male labor 4 Permanent female labor 5 Casual male labor 6 Casual female labor 8.14 wage_che m How much did you pay for casual labor per day for chemical application activities in the last pineapple cultivation season? (Enter in XOF) _______________ If days_chem = 5 or 6 9 WEEDING Questions Options Skip Patterns 9.1 weed Did you weed any of your pineapple plots in the last pineapple cultivation season? 1 Yes 2 No 9.1 a Weed_type What kind of weeding did you do in your pineapple cultivation in during the last pineapple cultivation season? (select all that apply) 1 Use of herbicide 2 Manual weeding 9.2 Freq_chenw eed How often did you do the weeding with the use of herbicide during the last pineapple cultivation season? _______________ 9.2 a Freq_manw eed How often did you do the manual weeding during the last pineapple cultivation season? _______________ 9.4 days_weed How many days of "types of labor" did you need for all weed control activities with herbicide use during the last season of pineapple production? (1 day = 8 hours) 1 Family male labor If hand_weed = 1 Ask for only those options selected in 2 Family female labor 3 Permanent male labor 4 Permanent female labor 5 Casual male labor 6 Casual female labor 9.4 a days_weed How many days of "manpower types" did you need for all weeding activities with manual weeding during the last pineapple production season? (1 day = 8 hours) 1 Family male labor 2 Family female labor 3 Permanent male labor 4 Permanent female labor 5 Casual male labor 6 Casual female labor 9.5 wage_weed How much did you pay for casual labor per day for all hand weeding activities? (Enter in XOF) _______________ If days_weed = 5 or 6 10 OTHER ACTIVITIES Questions Options Skip Patterns 10.4 protect Have you protected your pineapple in your 1 Yes Appendix page 50 plots against sunburn in the last pineapple cultivation season? 2 No 10.5 tech_prot Do you know about the techniques for protecting your pineapple on the field against sunburn? 1 Yes Ask if protect==2 2 No 10.6 protect_fruit What (types of materials) did you use to protect your pineapple on the field against sunburn in the last pineapple cultivation season? (protect all that apply) 1 Palm leaves If protect=1 2 Maize leaves 3 Dry weeds 4 Other, specify 10.7 costs_protect ing What was the total cost incurred (excluding labor costs) for gouging (cutting/slashing) and protecting pineapple in the last pineapple cultivation season? (Enter in XOF) ____________ If protect = 1 10.8 days_sunprot How many days of the <> did you use for gouging and sun protecting in the last pineapple cultivation season? (1 day = 8 hours) 1 Family male labor If tech_prot = 1 Ask for only those options selected in 2 Family female labor 3 Permanent male labor 4 Permanent female labor 5 Casual male labor 6 Casual female labor 10.1 0 cropinfect Did you face any crop disease or insect issues in pineapple cultivation in the last pineapple cultivation season? 1 Yes 2 No 10.1 1 cropdisease What kind of crop disease issues did you face in the last pineapple cultivation season? 1 Wilt If cropinfect 2 Other, specify____ = 1 10.1 2 cost_disease What were the total costs incurred in managing crop diseases and insect issues in pineapple cultivation in the last pineapple cultivation season? (Enter in XOF) Only for this question, also include any labor costs incurred for disease control. _________ If cropinfect = 1 11 HARVEST AND DISTRIBUTION 11.1 harvest_pineapple After how many months of planting did you harvest pineapple in the last pineapple cultivation season? (Enter in months) ___________ 11.2 months_pineapple In which months did you harvest pineapple in the last pineapple cultivation season? (Enter the months that best matches the period of harvest) 1 January 2 February 3 March 4 April 5 May 6 June 7 July 8 August Appendix page 51 9 September 10 October 11 November 12 December 11.3 type_labor How many days of the <> did you use for pineapple harvests in the last pineapple cultivation season? (1 day = 8 hours) 1 Family male labor Ask only for relevant options selected in 2 Family female labor 3 Permanent male labor 4 Permanent female labor 5 Casual male labor 6 Casual female labor 11.4 wage_harv How much did you pay for casual labor per day during harvest? (Enter in XOF) _______________ If type_labor = 5 or 6 11.5 quant_pineapple How much total quantity of each variety of pineapple did you harvest in the last pineapple cultivation season? 1 Cayenne Smooth (Abacaxi) _____ Ask unit for each type if cultivated. If cult_land included “1” 2 Sugarloaf (Pain de sucre) ______ If cult_land included “2” 3 Other, specify _____ If cult_land included “3” 11.6 unit_pineapple Unit 1 Trucks 2 Metric ton 3 Kilogram 4 Bâchée / Pick Up Truck 404 5 Moped (tricycle) 6 Tercel vehicle 7 Quarantine 11.7 cap_truck What was the capacity of each vehicle in ton? 1 Truck Ask if unit_pineapple= 1 3 Pickup truck 4 Moped (tricycle) 5 Tercel vehicle 13 OUTPUT USE AND SALES Questions Options Skip Patterns 13.1 use_pineapple What did you do with the pineapple harvested in the last pineapple cultivation season? (Select all that apply) 1 Own consumption 2 Sell at farmgate 3 Sell at local market 4 Sell at urban market 5 Sell at regional market 6 Sell to processing Appendix page 52 company 7 Sell to exporting company 8 Other, specify For each <> of pineapple harvested, indicate the quantity sold or used of each grade in the last pineapple cultivation season? 13.3 unit_jumbo Indicate the cayenne smooth quantity sold or used in the last pineapple cultivation season. 1 Trucks 2 Metric ton 4 Bâchée / Pick Up Truck 404 5 Moped (tricycle) 6 Tercel vehicle 7 Quarantine 13.5 Unit_large Indicate the cayenne smooth quantity sold or used in the last pineapple cultivation season. 1 Trucks 2 Metric ton 4 Bâchée / Pick Up Truck 404 5 Moped (tricycle) 6 Tercel vehicle 7 Quarantine 13.7 Unit_medium Indicate the cayenne smooth quantity sold or used in the last pineapple cultivation season. 1 Trucks 2 Metric ton 4 Bâchée / Pick Up Truck 404 5 Moped (tricycle) 6 Tercel vehicle 7 Quarantine 13.7a unit_small Indicate the cayenne smooth quantity sold or used in the last pineapple cultivation season. 1 Trucks 2 Metric ton 4 Bâchée / Pick Up Truck 404 5 Moped (tricycle) 6 Tercel vehicle 7 Quarantine 13.3 unit_jumbo Indicate the price of cayenne smooth per unit sold in the last pineapple cultivation season. 1 Trucks 2 Metric ton 4 Bâchée / Pick Up Truck 404 5 Moped (tricycle) 6 Tercel vehicle 7 Quarantine 13.5 Unit_large Indicate the price of cayenne smooth per unit sold in the last pineapple cultivation season. 1 Trucks 2 Metric ton 4 Bâchée / Pick Up Truck 404 Appendix page 53 5 Moped (tricycle) 6 Tercel vehicle 7 Quarantine 13.7 Unit_medium Indicate the price of cayenne smooth per unit sold in the last pineapple cultivation season. 1 Trucks 2 Metric ton 4 Bâchée / Pick Up Truck 404 5 Moped (tricycle) 6 Tercel vehicle 7 Quarantine 13.7a unit_small Indicate the price of cayenne smooth per unit sold in the last pineapple cultivation season. 1 Trucks 2 Metric ton 4 Bâchée / Pick Up Truck 404 5 Moped (tricycle) 6 Tercel vehicle 7 Quarantine 13.3 unit_jumbo Indicate the quantity of sugar loaf sold or used in the last pineapple cultivation season. 1 Trucks 2 Metric ton 4 Bâchée / Pick Up Truck 404 5 Moped (tricycle) 6 Tercel vehicle 7 Quarantine 13.5 Unit_large Indicate the quantity of sugar loaf sold or used in the last pineapple cultivation season. 1 Trucks 2 Metric ton 4 Bâchée / Pick Up Truck 404 5 Moped (tricycle) 6 Tercel vehicle 7 Quarantine 13.7 Unit_medium Indicate the quantity of sugar loaf sold or used in the last pineapple cultivation season. 1 Trucks 2 Metric ton 4 Bâchée / Pick Up Truck 404 5 Moped (tricycle) 6 Tercel vehicle 7 Quarantine 13.7a unit_small Indicate the quantity of sugar loaf sold or used in the last pineapple cultivation season. 1 Trucks 2 Metric ton 4 Bâchée / Pick Up Truck 404 5 Moped (tricycle) 6 Tercel vehicle Appendix page 54 7 Quarantine 13.3 unit_jumbo Indicate the price of sugar loaf per unit sold in the last pineapple cultivation season. 1 Trucks 2 Metric ton 4 Bâchée / Pick Up Truck 404 5 Moped (tricycle) 6 Tercel vehicle 7 Quarantine 13.5 Unit_large Indicate the price of sugar loaf per unit sold in the last pineapple cultivation season. 1 Trucks 2 Metric ton 4 Bâchée / Pick Up Truck 404 5 Moped (tricycle) 6 Tercel vehicle 7 Quarantine 13.7 Unit_medium Indicate the price of sugar loaf per unit sold in the last pineapple cultivation season. 1 Trucks 2 Metric ton 4 Bâchée / Pick Up Truck 404 5 Moped (tricycle) 6 Tercel vehicle 7 Quarantine 13.7a unit_small Indicate the price of sugar loaf per unit sold in the last pineapple cultivation season. 1 Trucks 2 Metric ton 4 Bâchée / Pick Up Truck 404 5 Moped (tricycle) 6 Tercel vehicle 7 Quarantine 14 TRANSPORTATION AND BUYER ATTRIBUTES Questions Options Skip Patterns 14.1 transport_pineap ple How did the pineapple harvest get transported to your buyers in the last pineapple cultivation season? (Select all that apply) 1 Buyers come to your doorstep 2 Farmer travels to sell produce 3 Other, specify 14.2 cost_transport What was the total transportation cost for selling produce to buyers in the last pineapple cultivation season (Enter amount in XOF)? _______ if transport_pinea pple = 2 or 3 14.3 buyer What were your criteria in choosing buyers (who to sell to) in the last pineapple cultivation season? (Select all that apply) 1 Best price offer 2 Proximity to sale point 3 Buyer who puts down deposit before harvest Appendix page 55 4 Buyer who provides inputs at credit 5 Buyer who offers best price for good quality 6 Buyer who is reliable 7 Buyer is a monopoly 8 Other, specify 14.4 quality_buyer What are the quality attributes that your buyers are looking for when purchasing pineapple in the last pineapple cultivation season? (Select all that apply) 1 Cut 2 Maturity 3 Variety 4 Level of decay/mold 5 Firmness 7 Other, specify 14.5 arrangement_buy er Please indicate the type of prior arrangement that you had with your buyers in the last pineapple cultivation season. (Select all that apply) 1 No prior arrangement Ensure when arrangement_bu yer==1, no other option can be selected 2 Verbal arrangement 3 Written arrangement 4 Other, specify 14.6 duration_arrangm ent What was the duration of the arrangement that you had with your buyers in the last pineapple cultivation season? 1 One harvest If arrangement_bu yer is not equal to 1 2 One season 3 Several seasons 4 Other, specify 14.7 num_arrange How many such arrangements did you have with your buyers in the last pineapple cultivation season? _______ If arrangement_bu yer is not equal to 1 14.8 supportserv Did you receive any support services from your buyers in the last pineapple cultivation season (e.g., training, transportation, credit, technical advice, etc.)? 1 Yes 2 No 14.9 type_supportserv What kind of support services did you receive from buyers in the last pineapple cultivation season? (Select all apply) 1 Training/capacity building/technical support If supportserv==1 2 Transportation services 3 Provide inputs at credit 4 Provide deposit before harvest 5 Provide crop disease and management advice 6 Other, specify 14.10 rejected Was any of your pineapple produce rejected by any of your buyers or spoiled (due to not being sold) in the last pineapple cultivation season? 1 Yes 2 No Appendix page 56 14.11 prop_rejected What proportion of your produce was rejected? If rejected==1 14.12 change_harvest How has the quantity you harvested per hectare in the last pineapple cultivation season changed in comparison to the quantity harvested per hectare in 2016 or before? 1 No change 2 Increased 3 Decreased 14.13 reason_change What do you think are the key reasons for changes in your harvest performance? ------- If change_harvest = 2 or 3 14.14 change_sold How has the quantity you have sold to others changed between 2015 and the last pineapple cultivation season? 1 No change 2 Increased 3 Decreased 14.15 keyreason_chang e What do you think are the key reasons for changes in your output sales performance? _______ if change_sold = 2 or 3 15 INFORMATION AND TRAINING Variable Name Questions Options Skip Patterns 15.1 years_pineapple For how many years have you cultivated pineapple? __________ 15.2 sources_info What were your sources of information for pineapple cultivation practices in the last pineapple cultivation season? (Select all that apply) 1 Friends/family/neighbor 2 Cooperative 3 Farmer association/group 4 Newspaper/magazines 5 Radio 6 Television 7 Government extension services 8 Research center 9 Ministry of Agriculture, Livestock and Fishing 10 SONAPRA 11 Input suppliers 12 Buyers/Traders 13 PINEX- PfD 14 Other, specify 15.3 market_info What were your sources of market information, such as prices and avenues for selling pineapple, in the last pineapple cultivation season? (Select all that apply) 1 Friends/family/neighbor 2 Cooperative 3 Farmer association/group 4 Newspaper/magazines 5 Radio 6 Television Appendix page 57 7 Government extension services 8 Research center 9 Ministry of Agriculture, Livestock and Fishing 10 SONAPRA 11 Input suppliers 12 Buyers/Traders 13 PINEX- PfD 14 Other, specify 15.5 safety Did you exercise safety measures while performing tasks on pineapple plots in the last pineapple cultivation season? (Select all that apply) 1 No safety measures used Ensure if safety=1, then no other option is selected 2 Wore boots 3 Wore gloves 4 Other, specify 15.6 training What training topics did you receive in the last pineapple cultivation season? (Select all that apply) 1 No training 2 Farm financial management 3 Cultivation practices 4 Farm management 5 Marketing 6 Other, specify 15.7 farm_manageme nt What type of financial farm management training did you receive in the last pineapple cultivation season? (Select all that apply) 1 Input supply planning if train_typ = 2 2 Output sales (distribution) planning 3 Bookkeeping (financial record keeping) of costs and revenues 4 Cash flow planning (Expenses and revenues) 5 Financial management 6 Support for the request for a microcredit 7 Loan repayment planning 8 Other, specify ------ 15.8 farm_mangement _source From where did you receive the financial farm management training in the last pineapple cultivation season? (Select all that apply) 1 Government agencies, such as ATDA if train_typ = 2 2 PINEX-PfD 3 Non-profit organizations (other than PfD) 4 Cooperative organization/farmer association Appendix page 58 5 Input suppliers 6 Buyers/Traders 7 Other private organizations 8 Other, specify 15.9 cult_training What type of cultivation practices training did you receive in the last pineapple cultivation season? (Select all that apply) 1 Planting materials to use for cultivation if train_typ = 3 2 Planting densities and spacing 3 Fertilizer application (including timing of application) 4 Flowering induction (including timing) 5 Hand weeding techniques 6 Prune and protect pineapple 7 Crop disease and management 8 Other, specify 15.10 cult_practice From where did you receive the cultivation practices training in the last pineapple cultivation season? (Select all that apply) 1 Government agencies, such as ATDA if train_typ = 3 2 PINEX-PfD 3 Non-profit organizations (other than PfD) 4 Cooperative organization/farmer association 5 Input suppliers 6 Buyers/Traders 7 Other private organizations 8 Other, specify 15.15 services Did you receive any of these services for pineapple cultivation in the last pineapple cultivation season? (Select all that apply) 1 None 2 Provision/supply of planting materials 3 Provision/supply of other inputs such as fertilizer and chemicals 4 Provision/supply of storage facilities 5 Provision of post-harvest storage and handling inputs 6 Output procurement by buyers 7 Other, specify 15.16 services_provider From where did you receive the technical services for pineapple 1 Government agencies, such as ATDA if services = 1-6 Appendix page 59 cultivation in the last pineapple cultivation season? (Select all that apply) 2 PINEX-PfD 3 Non-profit organizations (other than PfD) 4 Cooperative organization/farmer association 5 Input suppliers 6 Buyers/Traders 7 Other private organizations 8 Other, specify 17 CREDIT AND GROUP MEMBERSHIP Variable Name Questions Options Skip Patterns 17.1 loan Did your household apply for any loans in the last pineapple cultivation season? 1 Yes 2 No 17.2 loan_part Did you receive the whole amount you requested or just a part of the loans that you applied for in the last pineapple cultivation season? 1 Whole amount 2 Partial if loan = 1 3 Did not get approved 17.3 credit_cult Why did you not apply/obtain any credit in the last pineapple cultivation season? (Select all that apply) 1 Insufficient funds if loan = 2 2 Lack of collateral 3 Insufficient savings 4 Interest rate 5 Complicated formalities 6 No need for credit 7 Too risky 8 Previous problems 9 No local credit institution 10 Unlikely to be approved 11 Other, specify 17.4 loans_amount How many loans did you obtain in the last pineapple cultivation season? __________ If loan = 1 and loan_part = 1 or 2, value must be greater than 0 17.5 amount_borrowed How much did you borrow in the last pineapple cultivation season?? __________ If loan = 1 and loan_part = 1 or 2, value must be greater than 0 17.6 purpose_loan What were the primary purposes for obtaining loans in the last pineapple cultivation season? (Select all that apply) 1 Personal spending/expenses if loan_part = 1 or 2 2 Fertilizer and other input purchase 3 Seeds purchase 4 Hired labor purchase Appendix page 60 5 Agricultural equipment investment 6 Non-agricultural investment 7 Transportation 8 Other, specify 17.7 source_loan From which sources did you receive loans in the last pineapple cultivation season? (Select all that apply) 1 Formal sector banks if loan_part = 1 or 2 2 Money lender 3 Family, friends, neighbors 4 Microfinance 5 Producer organization 6 Buyers/Traders 8 CLCAM 9 CARDER/ADTA 10 Other, specify 17.8 fin_prod Did you start using any new financial product, such as crop insurance or microfinance etc., in the last pineapple cultivation season? 1 Yes 2 No 17.9 product_cult Which new financial products did you start using in the last pineapple cultivation season? (Select all that apply) 1 Insurance (flood, drought, crop) if fin_prod = 1 2 Microfinance lending 3 Agricultural or business loans 4 Other, specify 17.10 groups_cult Were you a part of any of the following groups (that support pineapple cultivation and marketing directly or indirectly) in the last pineapple cultivation season ? (Select all that apply) 1 Not a member of any group 2 Farmer association 3 Cooperative 4 Extension club 5 Formal credit group 6 Informal credit group 7 Cultural or religious group 8 Other, specify 17.11 benefits What kind of benefits or services pertaining to pineapple cultivation did you obtain from these groups in the last pineapple cultivation season? (Select all that apply) 1 Cultivation knowledge and market information if groups_cult = 1-8 2 Credit 3 Agricultural equipment 4 Inputs such as fertilizer 5 Group selling support, including transportation 6 Other, specify 17.12 farm_mang Did you use any of the following farm/business management practices 1 None 2 Input supply planning: Appendix page 61 for your pineapple cultivation in the last pineapple cultivation season? (Select all that apply) Plan ahead of time how and from where they will procure inputs 3 Output sales planning 9distribution): Plan ahead of time where and how they will sell output 4 Bookkeeping (financial record keeping), revenue and expenses planning 5 Finance management 6 Agricultural calendar planning 7 Support for the request for a microcredit 8 Loan repayment planning 9 Other, specify 20 PfD CONTRIBUTION Variable Name Questions Options Skip Pattern 20.1 pinex Are you aware of PINEX-PfD? 1 Yes 2 No 20.2 engag_pinex What types of support have you had with PINEX-PfD since October 2016? (Select all that apply) 1 Received trainings if pinex=1 2 Been connected to input suppliers 3 Been connected to buyers and exporters 4 Received input directly 5 Received input for storage facilities 6 Become member of pineapple association 7 Received training on using storage facilities 8 Other, specify 20.3 keychanges Since October 2016, list the key changes you have had or made in your pineapple cultivation? (Select all that apply) 1 Yield 2 Income/Profitability 3 Cultivation/Production practices 4 Information availability and access 5 Market access 6 Input access 7 Labor access/used Appendix page 62 8 production 9 Other, specify 20.4 changes_engage To which of the following changes has engagement with PfD contributed the most? (Select all that apply) 1 Yield if pinex=1 2 Income/Profitability 3 Cultivation/Production practices 4 Information availability and access 5 Market access 6 Input access 7 Labor used 8 Production 9 Other, specify 20.5 area_pineapple What was your average area under pineapple cultivation in 2016? __________ 20.6 unit_cult Unit 1 m2 2 kanti (big) 3 Kanti (small) 4 Hectares 20.7 av_yeild What was your average yield in kilograms per hectare of pineapple cultivation in 2016? 1 Trucks 2 Metric ton 3 Bâchée / Pick Up Truck 404 4 Moped (tricycle) 5 Tercel vehicle 6 Quarantine 7 Trucks 20.8 av_profit_2015 What was your average profit per hectare of pineapple cultivation in 2015? 1 Negative profit 2 Positive but lower than 100,000 XOF 3 Between 100,000 and 500,000 XOF 4 Between 500,000 and 1,000,000 XOF 5 Between 1,000,000 and 5,000,000 XOF 6 Higher than 5,000,000 XOF 20.9 av_profit What is your average profit per hectare of pineapple cultivation in the last pineapple cultivation season? 1 Negative profit 2 Positive but lower than 100,000 XOF 3 Between 100,000 and 500,000 XOF 4 Between 500,000 and 1,000,000 XOF 5 Between 1,000,000 and 5,000,000 XOF Appendix page 63 6 Higher than 5,000,000 XOF 21 USEFULNESS PERCEPTION How useful were the following PINEX activities for you to increase production of and benefits from pineapple cultivation? Please let us know if they were useful, little useful, somewhat useful, or very useful? Activities Not useful Slightly useful Somewhat useful Very useful Not applicable 21.1 Farm management training 21.2 Trainings on pineapple cultivation 21.3 Connections to input suppliers 21.4 Connections to buyers and exporters 21.5 Receiving inputs directly, such as planting material, chemicals, and fertilizer 21.6 Receiving storage facilities and training on using storage facilities 21.7 Becoming part of pineapple farmers’ association Appendix page 65 Second day (Jan 10, afternoon to early evening) Topic Coverage Responsible person Duration Survey instruments Present the survey instrument to the enumerators, Clarify the meaning of each questions, answer options, measurement units and/or levels, Edit the questions for clarity to make it more relevant to local context if required, Provide the guidance to collect the data for each question and discuss the possible challenges and/or variations, Allow enumerators adequate time to understand and develop confidence to collect quality data, Make sure that enumerator understand the survey instruments, Explain how to write short answers uniformly (e.g., use same language French, but not in Fon or English; write numbers uniformly by all), Plan for the field test of the survey instrument – tell enumerators about survey implementation (e.g., greetings, introducing themselves and the survey, IRB language, literally ask the same question as they were written and follow the order of questions and technical instructions provided), Zakaria, CRAD 6 hours Third day (Jan 11, whole day) Topic Coverage Responsible person Duration Test survey instrument Field test the survey by each enumerator (complete at least 2 surveys by each enumerator), CRAD 4 hours (in the morning) Reflection on the field test Facilitation of the discussion on the field test experience, Figure out whether and what types of challenges appeared in the survey during field test, Slightly revise the survey to fit to the local situation if required, Make a strategy to address the challenges appeared during the field test, Set the final survey and make it ready to implement, CRAD, Zakaria, 4 hours (in the afternoon) Fourth day (Jan 12, afternoon) Topic Coverage Responsible person Duration Finalize the survey and logistic plan Finalize the survey, Recap for the whole training and addressing any remaining issues. CRAD, Catherine, Zakaria (Catherine should be there to make sure the survey is well prepared – if need be ask PfD to reschedule some of the interviews) 2 hours Logistic management Communication, coordination, support, reporting, and supervision of the survey, Logistic preparation for the survey, Closing of the training. CRAD 1 hours Appendix page 66 Appendix IX: CRAD’s Survey Report Etude à mi-parcours du projet PINEX-PfD Rapport général Février 2019 IFU 3201001045014 BP 083 GODOMEY BENIN LOT AC/4875 AGORI ABOMEY-CALAVI–BÉNIN TÉL : (+229) 21. 36. 33. 02/95.56.07.63 (+229) 95.16.19.82/97.47.55.70 RC RCCM RB/COT/07B587 CCB 0070221107127601ECOBANK-BENIN Email : cradsarl@yahoo.fr / info@crad-sa.com Site : www.crad-sa.com Appendix page 67 English Summary Introduction As part of the consultation agreement with SmartStart Evaluation and Research for the mid-term evaluation of PfD's PINEX project, CRAD Sarl is committed to supporting the entire process of data collection with pineapple producers. This mission had several phases and took place from 9 to 27 January 2019: (i) preparation and recruitment of data collection staff (ii) design of the survey form and training of field staff (iii) pretest of questionnaire and survey methodology (iv) collection of actual data from pineapple producers and supervision of the survey (v) compilation and clearance of collected data. Interviewers training In collaboration with SmartStart and PfD, CRAD organized the training for field data collection staff at INFOSEC and Codiam in Cotonou. This session was held from January 9 to 12, 2019, ie four (4) days including one (1) day of pre-testing collection tools. In total, 14 investigating officers were trained. In addition to the investigating officers, the training was attended by the CRAD team, Smart Start and PINEX-PfD. The training was done in three main stages. - Presentation of the study, data collection methodology and roles and responsibilities: the interviewers were coached on the objectives of the study, the roles of each stakeholder of the study - Questionnaire study: each question was explained in French and translated into the local language (Fon and Aizo). Exchanges were made with the interviewers on how to ask each question to get the correct answers. Amendments were made to the initial questionnaire. These amendments were made by both CRAD and the PINEX technical team. - Testing of the collection form on the tablets: all participants of the training tested the form. The aim is to assess the conformity between the forms and the final questionnaire chosen. - Pilot survey: the pre-testing was made in the commune of Abomey Calavi with pineapple producers unsampled. A total of 28 forms were completed during the pilot survey. At the end of the pilot survey, corrections were made to the final version of the data collection form. Data collection 1- Data collection Data collection officially started on Saturday, January 19, 2019 and ended on January 27, 2019. At the end of the data collection, a total of 768 pineapple producers were surveyed in all municipalities as included in the booklet. charge of CRAD. A total of 12 interviewers divided into 6 groups of 2 people were mobilized for data collection. The data is collected from the producers selected by SMARTSTAT. In case of absence of one of the selected producers, he is replaced by another who is on the reserve list. The data is synchronized day-to-day on the CRAD server by the interviewers. 2- Data collection supervision Appendix page 68 Supervision of the data collection was done by three different teams. This is the team from CRAD, SmartStart and the PINEX project. The supervision of CRAD began on Sunday, January 20th and ended on January 25th, ie 6 days of supervision as established in the contract between SmartStat and CRAD. The supervision was carried out by 2 supervisors who are researchers at CRAD who have at least the Master's degree in Sociology. Supervision was used to coach the interviewers on the registration of the forms. It allowed to answer all the questions, doubts and misunderstanding of a possible question. 3- Data quality control During data collection, the data manger receives the data collected by each team every evening or every 24 hours on the server and carries out the necessary verifications. A data quality control program is written on SPSS and is used every day to identify suspicious data and the investigators concerned are immediately called upon and if there are errors, they are documented and corrected at the same time in the field and integrated into the data. the final database. SmartStat also made the same observations all these observations were integrated into the final database. The data quality control activity was carried out during all days of data collection by the data manager. Data processing and clearance A data processing program has been implemented on SPSS. The treatment involved developing a data recovery program that consisted of labeling all variables and modalities. In fact, the raw data from the server requires this preliminary processing in order to make the data comprehensible to any user of the database. In addition to the treatment, a clearance was made. This is the integration of field-corrected data into the raw database obtained from the server. A first version of the database was sent by CRAD on January 21st, two days after the start of data collection. A second version was sent on January 24th. Hari sent his first comments on January 31 with the response from CRAD that was sent on February 1st. The latest version of the database was sent on February 5, 2019 in SPSS, STATA and Excel formats. Difficulties No major difficulties affecting the quality of the data collection. Nevertheless, it must be said that the revision of some aspects of the questionnaire after the training involved a week late and forced the CRAD has made an update at the level of the investigating agents implying an extra cost for the CRAD. Lessons learned  It is important to finalize the questionnaire more than 90% with the project implementation team before starting the training of the interviewers  It is important to produce a manual describing the definitions of all the questions in order to better orient each team on the information sought in each question. Appendix page 69  A supervisor should not attend an interview between the interviewer and the respondent. The role of the supervisor is to coach his investigating officers. It must come in support of better collection. Supervision should not become a mere control activity.  A questionnaire should contain simple and easy-to-understand questions. It is not worthwhile to have the interviewers perform additional calculations before answering the questions as we did through the labor issues.  In the future, we should further improve communication from one institution (SmartStart) to another (CRAD). Good communication is always beneficial for good collaboration and therefore for successful missions. Appendix page 70 French version report Note introductive Dans le cadre de l’accord de consultation conclu avec SmartStart Evaluation and Research pour l’évaluation à mi-parcours du projet PINEX de PfD, le CRAD Sarl, s’est engagé à accompagner l’ensemble du processus de collecte des données auprès des producteur d’ananas. Cette mission a connu plusieurs phases et s’est déroulée du 9 au 27 janvier 2019 : (i) préparation et recrutement du personnel de collecte des données (ii) conception du formulaire d’enquête et formation du personnel de terrain (iii) prétest du questionnaire et de la méthodologie d’enquête (iv) collecte des données proprement dite auprès des producteurs d’ananas et supervision de l’enquête (v) compilation et apurement des données collectées. Préparation et formation du personnel de collecte En prélude à l’enquête sur le terrain, CRAD a dans un premier temps procédé à la lecture des outils et de la méthodologie puis au recrutement du personnel d’enquête. En collaboration avec SmartStart et PfD, CRAD a organisé une session de mise à niveau du personnel de collecte de données de terrain à l’INFOSEC et au Codiam à Cotonou. Cette session s’est déroulée du 9 au 12 janvier 2019, soit quatre (4) jours dont un (1) jour de pré test des outils de collecte. Le mercredi 9 janvier 2019 était le premier jour de l’atelier de formation des agents enquêteurs à l’INFOSEC dans la salle Plateau. Démarré à neuf heures, l’atelier a connu la présence de plusieurs catégories d’acteurs à savoir : les formateurs du CRAD ; l’équipe de Smart Start ; l’équipe du projet PINEX-PfD, les agents enquêteurs. Liste du personnel de collecte et des équipes d’encadrement N° NOM ET PRENOMS Sexe Profil/Formation 1 F Economiste 2 M Géographe 3 M Géographe 4 M Géographe 5 M BAC + 2 ans en sociologue 7 F Sociologue 8 M Géographe 9 F BTS GRH39 et Licence Anglais 10 F Sociologue 11 M Sociologue 12 M Géographe 39 Brevet de Technicien Supérieur en Gestion des Ressources Humaines Appendix page 72 La lecture approfondie du questionnaire est l’étape au cours de laquelle, l’outil est revu question par question afin d’y apporter des amendements. Le tableau suivant présente l’éventail de ce qui est retenu ensemble par tous les participants par rapport aux différentes préoccupations du questionnaire. Tableau 1: Récapitulatif des questions abordées à la première journée N° Questions soulevées Décisions retenues 1 Administration du questionnaire à la maison ou au champ Question à revoir après 2 Confidentialité des réponses fournies par l’enquêté Tous les participants sont d’accord 3 L’enquêté peut-il se faire remplacer ? Question à revoir 4 Terminologie échange retenu ensemble dans la note introductive au lieu d’évaluation Tous les participants sont d’accord 5 Ajouter arrondissement à la rubrique information sur le ménage Tous les participants sont d’accord. 6 Pertinence ou non de la modalité hameau dans la rubrique information sur le ménage Les participants ne trouvent pas sa pertinence. 7 Q1.5 Identité du ménage dans la rubrique informations sur le ménage Revenir sur la préoccupation 8 Q1.6 Adresse du ménage dans la rubrique informations sur le ménage Revenir sur la préoccupation 9 Q1. 9 de la rubrique informations sur le ménage Question à revoir 10 Q1. 10 Chef du ménage et lien avec le chef du ménage Question à revoir 12 Q1.13 et Q1 .14 Parler de sexe et non du genre Tous les participants sont d’accord. 13 Q1.16 de la rubrique information sur le ménage Suivre les informations du Baseline pour reformuler la question. 14 Q2.1 de la rubrique caractéristique du ménage Revoir les modalités avec le commanditaire 15 Q2.2 de la rubrique caractéristique du ménage Revoir les modalités et remplacer les chiffres par les lettres 16 Q2.6 de la rubrique caractéristique du ménage Corriger la consigne qui est dans la parenthèse 17 Q2.7 de la rubrique caractéristique du ménage Corriger la consigne dans la parenthèse et ajouter les modalités panneau solaire et dynamo 18 Q2.8 de la rubrique caractéristique du ménage Reformuler la question en ces termes : parmi les biens suivants, lesquels ont appartenu au ménage. 19 Q2.9 de la rubrique caractéristique du ménage Reformuler la question en ces termes : parmi les biens suivants, lesquels ont appartenu au ménage 20 Q3.2 Q3.5 Q3.8 de la rubrique terre agricole Il faut se renseigner par rapport aux modalités 21 Q3.9 de la rubrique terre agricole Il faut faire un saut si la réponse est non et aller à Q3.11 22 Q4.1 de la rubrique productions et pratiques Il faut chercher à savoir si les mains d’œuvre permanente et temporaire sont rémunérées. Source : Atelier de formation des enquêteurs, janvier 2019 Des questions sont retenues unanimement par tous les participants pour être reformulées. Ce sont les questions Q5.4, Q5.5, Q5.6. Par ailleurs, les exposés et explications de l’ingénieur agronome du projet PINEX ont permis aux différents participants de comprendre davantage, d’une part les concepts de « rejets », de « gourmets », etc. et d’autre part l’unité de mesure de la terre à savoir le Appendix page 73 kanti qui existe en deux catégories à savoir le kanti grand et le kanti petit. Il précise toutefois que les données du pré-test vont édifier énormément pour avoir une idée de la réalité qui prévaut sur le terrain. Il n’a pas occulté dans son exposé le « tif » qui est le traitement d’induction florale et « l’étrailage » qui est le traitement qui se fait avec « l’éthéphon ». Le jeudi 10 janvier était la deuxième journée de formation qui a effectivement démarré à 8h40 avec la présentation du rapport de la première journée. Cette deuxième journée a été consacrée à la poursuite de la lecture du questionnaire qui a démarré par la question Q₅.6 de la session « Préparation du sol et semis ». Il a été retenu pour cette section de la mettre au pluriel. La Q₅-7 remplace la Q₃-10 de la session Terre agricole qui doit être supprimé. Dans cette même session, un réaménagement a été fait et où la Q₃-1 a été supprimée et remplacée par la Q₃-4 formulée comme suit: Quelle a été la superficie cultivée pendant la dernière saison de production d’ananas (y compris celle de l’ananas). De même, il a été procédé au remplacement de la Q₃-4 par la Q₃-7 stipulée comme suit : quelle a été la superficie dédiée à la culture d’ananas pendant la dernière saison de production d’ananas. Les questions Q₃-6 et Q₃-11 ont été supprimée de cette session. Revenant à la session Préparation du sel et semis, la Q₅-8 a été mis au pluriel. Au niveau de la Q₅-10, il a été retenu qu’elle est à poser si la Q₅- 2=1 ≠0. Ainsi, la Q₅-14 est également à poser si la Q₅-2≠0. L’unité de mesure retenue pour les superficies est le kanti. Les questions Q₅-12, Q₅-13, Q₅-14 et l’expression plate bandes doivent faire objet de clarification par M. SOGLO Alain. Dans la session Irrigation, il a été ajouté au niveau de la modalité 3 ‘citerne’’, puis supprimé et remplacé la modalité autre par ‘pluie’’ dans la Q₆-1. La Q₆-2 a également connue la suppression de l’option *si irrigation=1*. Pour ce qui est de la session Utilisation d’engrais, plusieurs remarques ont été faites telle que : mettre le Q₇-6 au pluriel ; définir le coût total de l’utilisation d’engrais en aidant les enquêtés à identifier le nombre de sac par kanti qu’on ajoute au transport. Dans la session Produit Chimique, à revoir la numérotation au niveau de la Q₈-7. En ce qui concerne la session Récolte et Distribution, inséré au niveau des unités de mesure : le « tricycle », la « tercelle » et la bâché. La question manquante de la Q11.7 est celle-ci : Quelle est la capacité de l’unité de mesure ? La session Entreposage préalablement prévu pour être supprimer a finalement été maintenue. Au niveau de la session Output use and sales, des classifications de M. Alain SOGLO ont été sollicitées pour la question vendue ou utilisée pour chaque classement (Q13-2) du prix du kilogramme de chaque classement vendu sur les marchés et la définition du concept maladies fongiques. Dans la session14 (transport et attributs de l’acheteur), il a été corrigé au niveau de la modalité 4 de la Q14-4 pourriture au lieu de pourissure et ajouté à la modalité 5 solidité. Appendix page 74 En ce concerne la session15, il a été demandé de faire ressortir au niveau la Q15-7, les modalités mis en exemple dans autre au même titre que les autres modalités. La question Q15-15 a été reformulée en ces termes : quels sont les services que vous avez reçus pendant la dernière saison de production d’ananas ? De même, la modalité * non * de cette question a été supprimée et remplacée par aucun. Et si la réponse à cette question n’est aucun, aller dans 16-1. Au niveau de la session 17 Crédit et Affiliation à des Groupements, la question Q17-1 a connu une reformulation qui est la suivante : est-ce que vous avez demandé des prêts pendant la dernière saison de production d’ananas. Le sigle CARDER a été remplacé par ATDA dans la Q17-7. Au niveau de la Q17-12, il a été demandé par PfD de prendre en compte les modalités se trouvant dans autre de la Q15-7. De même la question a été reformulée comme suit : parmi les pratiques de gestion agricole suivante, laquelle ou lesquelles avez-vous eu l’occasion d’utiliser. Dans cette même session une clarification a été faite entre les mots : coopérative et association. Les sessions 18 et 19 respectivement connu sous les noms : Niveau des principales prises de décision et responsabilités/ producteur et Prise de décision ont été supprimé du questionnaire de commun accord des parties prenantes. La dernière session consacré la contribution de PFD a connu de légères modifications telles que : la modalité autre se retrouvant dans la Q20-3 doit remonter à la Q20-2 ; les questions Q20-5 ; Q20-7 et Q20-8 ont respectivement été modifié et se présentent comme suit à :Q20-5 quelle a été la superficie totale estimé de votre plantation d’ananas en 2015 ; Q20-7 quel a été votre rendement total en kg à hectare d’ananas en2015 ? Q20-8 quelle a été votre rentabilité totales par hectare d’ananas cultivé en2015 ? Quant au troisième jour en date du vendredi 11 janvier 2019, l’atelier de formation a démarré à 8h50 mn en présence de tous les acteurs concernés. Le menu du programme de la journée s’est articulé autour des points ci-après : -la présentation du rapport de la journée antérieure suivie de son amendement et de son adoption ; -la simulation du questionnaire version papier en langue locale « fon » et « aïzo » ; - la simulation et évaluation du questionnaire version ODK en langue locale fon et aïzo ; - la rectification des erreurs remarquées dans l’application lors des simulations. Après la lecture du rapport quelques inquiétudes sont soulevées sur la relation de dépendance qu’il y a entre les sections 15 et 20 du questionnaire. A ce niveau l’enquêteur est invité à être beaucoup plus vigilant pour le renseignement de la section 20 tout en tenant compte des réponses que l’enquêté avait servi dans la section 15 pour pouvoir maintenir la cohérence entre les réponses fournis par l’enquêté. L’exercice de la simulation du questionnaire version papier en langue locale fon et aïzo nous a permis d’évaluer le questionnaire papier et de faire un glossaire des mots des thèmes français qui seront difficile à traduire en langues locales. Appendix page 75 La simulation et évaluation du questionnaire version ODK en langue locale « fon » et « aïzo », quant à elle a permis de vérifier si les champs sont obligatoires, si l’énoncée des questions et des modalités sont conforme à ce qui a été retenu sur la version papier, si les sauts ont été bien observé. Tableau2: Récapitulatif des questions abordées à la troisième journée Questions Modifications apportées Q1-14 Changer genre en sexe Q1-15 Limité l’Age du répondant à 90 ans Q2-8.13 et Q6-1 Revoir la disposition de la question dans la tablette Q2-9 Enlever cultivateur et mettre « rato » Q5-11 La phase est revue Q5-16 La phrase à est corrigée Q6-3 Se rappeler si Q6-1 différent de 3 ; 4 et 5 Q7-1 Rendre la question au choix de réponse multiple Q7-2, Q7-2, Q7-3 Mettre les numéros à cote du libellé des questions. Q7-4 Donne la main pour renseigner le champ Q8-2 Changer les modalités pour permettre de renseigné les réponses Q8-7 Rendre non obligatoire le champ qui a énoncé la question Q11-3 Ne donne pas la main Q11-5 à Q11-6 Ne donne pas la main pour cocher deux modalités Q13-8 Est-ce que les producteurs seront capables de répondre à cette question de façon fiable ? Q14-11 La proportion doit être exprimée en pourcentage Q16 Les modalités ne répondent pas aux questions pausées Q16-4 Donner la main pour préciser la modalité autre Q17-10 Un message d’erreur qui bloque l’évolution dans l’administration du questionnaire Q20-7 Préciser l’unité dans laquelle le rendement sera exprimé pré-test du formulaire de l’enquête Le dimanche 13 janvier l’ensemble des membres du personnel de collecte et les superviseurs sont descendus dans la commune de ZINVIE pour tester le questionnaire. Chaque agent enquêteur est invité à renseigner deux questionnaires avant la fin du test. Au total 28 formulaires étaient attendus. Pour ce prétest, l’équipe de PfD a mobilisé ses relais pour faciliter la mobilisation des producteurs d’ananas. Cette étape a duré une demi-journée (entre 9 heures et 15 heures). A la suite du prétest, une séance de débriefing est faite en salle pour recueillir les difficultés méthodologiques, les problèmes liés au formulaire d’enquête et la compréhension des questions par les producteurs. Il faut noter que dans l’ensemble, le questionnaire était bien compris et la grande difficulté était la longueur du formulaire pour les producteurs. Déroulement de l’enquête Collecte des données La collecte des données a officiellement démarré le samedi 19 Janvier 2019 et a pris fin le 27 janvier 2019. Au bout de la collecte des données, au total 768 producteurs d’ananas ont été enquêtés dans toutes les communes tel que retenu dans le cahier de charge de CRAD. Ci-dessous un tableau récapitulatif. Appendix page 76 Tableau 3 point du nombre de producteurs enquêtés par équipe Communes Equipe Agent enquêteur Producteur total enquêté Abomey Calavi Allada Equipe 1 AWO Sylvain (Chef d’équipe) KOUKOUI Sandra (Membre) 144 Abomey Calavi Allada Equipe 2 HOUESSINON David (Chef d’équipe) NATTA Raoul (Membre) 132 Tori Equipe 3 DADJEDJI Francis (Chef d’équipe) 114 DEHA Armelle (Membre) Toffo Allada Equipe 4 LALY Ambroise (Chef d’équipe) 108 BINAZON Rothiry (Membre) Zè, Abomey Calavi, Tori et Kpomassè Equipe 5 OTCHERE Salomon (Chef d’équipe) 126 ATTOLOU Nadège (Membre) Zè, Tori et Kpomassè Equipe 6 BEKOU Charles (Chef d’équipe) 144 - BECOUDE Wilfried (Membre) Trois (3) jours après le lancement de la collecte des données, SmartStart à travers Mme Cathérine a demandé à ce CRAD change la compréhension commune qui a été retenue des questions liées aux mains d’œuvre. Pour rappel, un premier consensus avait été fait de ces questions au cours de formations. L’information a été automatiquement relayées chez toutes équipes qui se sont conformées automatiquement à la nouvelle méthodologie de collecte de ces types de données. Les informations concernant les producteurs enquêtés les 3 premiers jours, la correction de ces données a été faite par CRAD à la fin de la collecte après un rappel systématique de tous les producteurs concernés. Quelques images des observations faites sur le terrain Appendix page 77 Image 1 Cette image montre des plants d’ananas ayant contracté la maladie de wilt dans le village de Soyo dans la commune d’allada Image 2 Cette image montre l’application de la technique de culture intercallaire dans les champs d’ananas. Les acteurs sociaux ont recours à la production de l’arachide, la saison suivante sur une parcelle qui a servi à produire de l’ananas Image 3 ; Appendix page 78 Cette image montre les équipements de travail d’un producteur dans le village d’Agon. Ce sont des équipements que les agriculteurs ont déjà. Toutefois, ils les renouvellent compte tenu de leur détérioration. Supervision de la collecte des données La supervision de la collecte des données a été faites par trois différentes équipes. Il s’agit de l’équipe de CRAD, de SmartStart et du projet PINEX. La supervision du CRAD a débuté le dimanche 20 janvier et a pris fin le 25 janvier soit 6 jours de supervision comme établi dans le contrat entre SmartStat et CRAD. La supervision a été réalisée par 2 superviseurs qui sont des chercheurs au CRAD qui ont au moins le Master en Sociologie La supervision a permis de coacher les agents enquêteurs sur l’enregistrement des formulaires. Elle a permis de répondre à toutes les questions, doutes et mal compréhension d’une éventuelle question. Contrôle qualité des données Au cours de la collecte des données, les data manger reçoivent les données collectées par chaque équipe tous les soir ou toutes les 24 heures sur le serveur et procéder aux vérifications nécessaires. Un programme de contrôle qualité des données est rédigé sur SPSS et est utilisé chaque jour pour identifier les données douteuses et les enquêteurs concernés sont immédiatement interpelés et s’il y a erreurs, elles sont documentées et corrigées en même temps sur le terrain et intégrées dans la base de données finale. SmartStat a effectué également les mêmes observations toutes ces observations ont été intégrées dans a base de données finales. L’activité de contrôle qualité des données a été réalisées pendant tous les jours de la collecte des données par le data manager Traitement et apurement des données Un programme de traitement des données a été mis en place sur SPSS. Le traitement a consisté à élaborer un programme de récupération des données qui a consisté en la labélisation de toutes les variables et de toutes les modalités. En effet, les données brutes issues du serveur nécessitent ce Appendix page 79 traitement préliminaire afin de rendre les données compréhensibles à toute utilisateur de la base de données. En plus du traitement, un apurement a été fait. Il s’agit de l’intégration des données corrigées sur le terrain dans la base de données brutes obtenues du serveur. Une première version de la base de données a été envoyée par CRAD le 21 janvier, deux jours après de démarrage de la collecte des données. Une deuxième version a été envoyée le 24 Janvier. Hari a envoyé ses premières observations le 31 janvier avec la réponse de CRAD qui a été envoyée le 1re février. La dernière version de la base de données a été envoyée le 5 février 2019 sous les formats SPSS, STATA et Excel. Difficultés Pas de difficultés majeures entachant la qualité de la collecte. Néanmoins, nous présentons quelques￾unes rencontrées par les différentes équipes. Sur le processus de la mission, il faut noter que le fait que le questionnaire n’a pas été définitivement harmonisé entre PfD et SmartStart a perturbé le déroulement de la mission car beaucoup de correction sont apportées au questionnaire après la finalisation du formulaire, ce qui a nécessité plus de travail que prévu sur le formulaire. Cette situation engendré un retard d’une semaine sur le calendrier initial. En effet, la dernière version du questionnaire a été mis à la disposition de CRAD le 19 janvier 2019. Sur le déroulement de la collecte des données : Il s’agit entre autres de : la non disponibilité de certains enquêtés ; le temps de l’entretien jugé trop long par la majorité des enquêtés ; les réponses aux questions Q5, Q7, Q8, Q9 ont été très difficiles aux enquêtés de s’en souvenir ; la présence de certains membres de l’équipe de supervision lors de l’entretien n’a pas été du tout apprécié par certains enquêtés ; l’identification de certains producteurs dont les noms sont mal écrits au niveau de la liste. On peut signaler à cet effet, les noms des producteurs du village Zinvié-Zoun qui ont été précédés de la lettre M. A titre d’exemple au lieu de KPODO Marie ; on a ‘’MKPODO Marie’’. Dans ce village MAGBAMOU Léonie et MLIHOUNOU Bernadin ont été remplacé par MMENOU Julien et MOKE Cécile. Dans le village de Wawata DJEDO Cyprien a été changé par AHOTON Alain ; Appendix page 80 doublon dans le village de Loto-Dénou ; il s’agit de VIGNIKOU Djiman et VIGNINOU Mathias. Il a été donc procédé à un changement de VIGNINOU Mathias par HOUNDEGNON Rosette. De même, BOSSOU Gaston a été remplacé par WINSOU Azondjehoum dans le village de Dodji Aliho ; le nombre de jours et le coût payé par type de main d’œuvre. Car dans la réalité, les producteurs ne raisonnent pas en termes de jour, mais plutôt en termes de kanti. De même, de la préparation du sol jusqu’à la plantation des rejets par les producteurs, il y a plusieurs sous-activités comme le défrichage et la mise au feu des herbes et arbustes et par conséquent, plusieurs sous-questions ou petites questions mériteraient d’être dissociées et posées à l’avenir et ceci en termes de kanti prioritairement, y inclure ensuite le nombre de jours et le nombre de personnes par type de main d’œuvre. Cela permettra d’éviter les nombreux calculs et de suivre aisément la logique de toutes les réponses données par les producteurs ; l’absence de certains producteurs d’ananas de leurs maisons, du fait de leurs activités agricoles surtout d’ananas et pour qui il fallait emprunter les sentiers sinueux pour aller les voir dans leurs champs et les interviewer ; l’absence d’autres catégories de producteurs de leur village depuis près de deux à trois mois. C’est le cas par exemple des frères VINASSE JUSTIN ayant pour identifiant 530 et VINASSE YACINTHE dont l’identifiant est 536, tous du village de TORI CADA CENTRE et qui sont absents, parce que séjournant en prison. Quant aux producteurs SOYONON GABRIEL (458) et SOYONON DVID(459) tous de LOKOSSA (arrondissement de TORI CADA), respectivement étudiant et conducteur, ils vivent actuellement à Cotonou compte tenu de leurs activités secondaires. Avec la permission de nos superviseurs, nous avons procédé à leurs remplacements sur la base de la liste qu’ils nous ont envoyée. Ainsi, VINASSE JUSTIN a été remplacé par VINASSE DENIS dont l’identifiant est 926 et VINASSE YACINTHE a été remplacé par VINASSE KARIM ayant pour identifiant 923. De plus, SOYONON GABRIEL (458) a été remplacé par AZANKPO GUALBERT (901) et SOYONON DAVID (459) a été remplacé par ATOSSI MATHIAS (900). Faisons aussi remarquer que le producteur enregistré sous le nom de AMOUANOU FERDINAND et dont l’identifiant est 533 dans le village de TORI CADA CENTRE, n’a pas en réalité pour nom de famille AMOUANOU mais plutôt HOUNGBEMIN. Il en est de même du producteur GNINASSOU CELESTIM lui aussi de TORI CADA CENTRE et dont l’identifiant est 540. Contrairement à ce qui avait été enregistré lors du recensement, ce dernier s’appelle en réalité ADJIDE CELESTIN et non GNINASSOU CELESTIM. Au regard des consignes reçues lors de la Appendix page 81 formation, nous n’avons pas apporté de corrections au niveau de ces noms, mais nous tenons à faire ces observations pour qu’à l’avenir, ces mêmes erreurs ne soient pas répétées. Le seul niveau où une correction a été faite et ceci par ma coéquipière qui ne m’a pas consulté, c’est celui du producteur AIWANON NESTOR dont l’identifiant est 557 dans le village GBOHOUE dans l’arrondissement de TORI CADA (Commune de TORI-BOSSITO). En réalité, ce producteur a pour nom de famille AIWANOU et non AIWANON. De même, il a pour prénom ISIDORE et non NESTOR. D’après les informations reçues sur le terrain, l’appellation NESTOR provient des personnes d’un âge avancé et qui éprouvant de difficulté à prononcer ISIDORE, ont pris l’habitude de l’appeler NESTOR qui est devenu populaire ; les contacts téléphoniques se trouvant devant les noms de certains producteurs ne leur appartiennent pas forcément. Car, lors du recensement de ces producteurs, ceux d’entre eux qui ne disposaient pas de téléphone portable, mettaient soit le numéro d’un proche, soit celui de leur chef de village. Cela a fait que nous avons appelé à plusieurs reprises ces personnes et gaspillé assez de crédits GSM avant de nous en rendre compte. La correction à ce niveau pour les numéros de téléphone, a été systématique pour les producteurs qui disposent actuellement d'un téléphone portable personnel ; le cas isolé observé dans le village de LOKOSSA dans l’arrondissement de TORI CADA, concerne Monsieur HOUESOU VICTORIN (dont l’identifiant est le 466) retrouvé sur la liste des producteurs, mais en réalité qui n’est pas un producteur d’ananas. C’est plutôt son grand frère du nom de HOUESSOU MATHIEU qui est un producteur d’ananas reconnu par tous et ayant assisté à toutes les formations données par PINEX que nous avons finalement interviewé. Car, celui-ci était abattu, frustré et disait publiquement qu’il n’assisterait plus aux formations de PINEX pour la simple raison que son nom ne figurait pas sur la liste des producteurs. Sur le conseil du Chef de village qui nous avait conduits dans leur maison, nous l’avions interviewé en lieu et place du jeune frère non producteur d’ananas de surcroit absent pour couper coup à tout ; la périodicité des jours du marché Houègbo qui est le plus grand du département de l’Atlantique, a influencé le calendrier de la collecte des données sur le terrain, car les enquêtés n’aiment pas perdre leurs temps ce jour pour rencontrer les enquêteurs. Ils doivent se rendre au marché pour vendre leurs produits agricoles, ou acheter d’autres choses ; les premières pluies de la saison qui ont coïncidé avec la période du terrain n’ont pas également manqué de perturbé les travaux de collecte des données ; les interlocuteurs n’ont pas toujours souvenance des dépenses liées aux étapes de la production de l’ananas qu’ils ont eu à effectuer. La plupart sont des analphabètes qui ne pas consignées ces Appendix page 82 dépenses dans un livre des dépenses. Le nombre de jours et le nombre de personnes ayant fait telle ou telle activité sont aussi des modalités pour lesquelles, il faut trouver des techniques d’illustration et d’explication avant de faire comprendre aux enquêtés ce qui est recherché ; Leçons apprises Il est important de finaliser le questionnaire à plus de 90% avec l’équipe de mise en œuvre des projets avant de lancer la formation des agents enquêteurs Il est important de produire un manuel décrivant les définitions de toutes les questions afin de mieux orienter chaque équipe sur l’information recherchée dans chaque question. Un superviseur ne doit pas assister à un interview entre l’enquêteur et l’enquêté. Le superviseur a pour rôle de coacher ses agents enquêteurs. Il doit venir en appui à une meilleur collecte. La supervision ne doit pas se transformer en une simple activité de contrôle. Un questionnaire doit contenir des questions simples et faciles de compréhension. Il n’est pas intéressant de faire faire des calculs supplémentaires aux agents enquêteurs avant répondre aux questions comme nous l’avons fait à travers les questions liées aux mains d’œuvre. Il faudrait qu’à l’avenir nous améliorons davantage la communication d’une institution (SmartStart) à une autre (CRAD). Une bonne communication est toujours bénéfique pour une bonne collaboration et donc pour une bonne réussite des missions. Appendix page 83 Appendix X: Focus Group Discussion Guidelines Greetings and your introduction Objective of the meeting/interview IRB and logistic information (e.g., time) Agreement for interview – Yes/No – If yes, proceed for interview. Name of the interviewer: Name of the group: Date of interview: Time: from____ to ___ __ Name of the participants Gender of the interviewee Role/Position of the interviewee/s: Contact information (phone, email) of the interviewee/s: Amount of pineapple acreage (how much land do you use for pineapple cultivation?) A. Farming activities • What are the activities that you (or the farmers like you) do to produce pineapples? • Which varieties did you produce in 2018? What are the advantages and disadvantages of each variety? • How did you get the planting materials? • How did you prepare the land for pineapple cultivation? Did you use different methods, technologies, tools, or techniques for the land preparation in 2018 (i.e., different from prior to 2018 and/or prior to your participation in PINEX project)? • How do farmers like you plant pineapple? When (months)? Who works in farming (male/female, HH members, hired labor)? • What make a producer perform well or poorly in the same variety (e.g., technologies and farming techniques, soil quality and availability of water resources, etc.)? • Do the farmers like you produce pineapple in multiple sites? What are the advantages and disadvantages of multi-site production? • How do you care/tend your cultivation? • Did you change your farming practices after you participated in the PINEX/PfD supported training? What are those changes? Are there any challenges to the practices you’ve changed? How do they affect production? • What insects, pests, and diseases are commonly found in your pineapple farming? How do you control such insects, pests and diseases? • How and when do you use fertilizers? What types of (or which) fertilizers do you use? • How and when do you use other chemicals (coloring, insect/pest/disease control)? Appendix page 84 B. Harvest • How do you know when to harvest? How do you harvest pineapples? Why? • How many tons of pineapple are harvested per hectare of plantation per variety? (participants may also provide volume measures such as pick up or Toyota Tercel capacity, assuming that 1 Pickup is 2-2.5 MT of pineapple and 1 Toyota Tercel is around 1 MT of fruit.) C. Sale • How do you sell the products? Do buyers come to you to purchase or you need to take your products to the market? • How do pineapple growers sell their produce? How are payments made? D. Access to financial resources • How do you manage financial resources for pineapple farming (own savings, loan, advance given by processors/buyers)? How much budget is needed to farm pineapple in one hectare or “Kanti”? • Do you or the farmers like you have access to loans? If yes, how? If not why? What are the advantages and disadvantages of getting loans for pineapple farming? E. Profitability • Why do you produce pineapple in your farm? • Do you think pineapple is a profitable product for farmers like you? How? Why? F. Challenges and PINEX support • What were the major difficulties and challenges you faced in 2018 in: o availability of labor? o land preparation, getting good planting materials? o planting, cleaning, weeding? o applying inputs (fertilizer, chemical)? o selling your products –finding out market, trade negotiation? o any other challenges you would like to share? • How did you (or farmers like you) voice your (their) concerns and/or address such challenges? How did the supporting agencies such as PfD or Pineapple Producers Network of Benin (PPNB) support you in 2018, including in addressing above mentioned challenges? How did PINEX support affect your ability to address challenges? How did it affect your productivity in 2018? • What do you want to suggest PINEX project to do to support you in the coming two years? • Will the support you are receiving currently be useful to you in the future? • Do you want to say anything that we have not covered/discussed yet? • Do you have any questions for us about the evaluation? Thank you for your participation. Appendix page 88 11 Responsable TOFFO x x M 12 Administratar ABOMEY x x x M 13 Directeur COTONO U x x x x x x 14 Promotrice Porto - Novo x x x x x W 15 Responsable SEME - K PODJI x x x x 16 Directrice COTONO U x x W 17 Directeur ABOMEY - CALAVI x x x x x M 18 Directrice ABOMEY - CALAVI x x x x M 19 Directrice DJEREGBE x x W 20 Promotrice PORTO - NOVO x x x 21 Promotrice Aglanganda n x W 22 Directrice COTONO U x x x W 23 Directeur ABOMEY - CALAVI x x x M 24 Directrice Génér ale ALLADA x Iso 2200 0 x x x 25 Directeur Général ABOMEY￾CALAVI x x M Appendix page 89 26 Directeur ALLADA x x x x x M 27 Directeur COTONO U x x x M 28 Directeur ALLADA x Iso 2200 0 x x x M 29 Directeur ALLADA x x x x M 30 Promotrice COTONO U x x W Appendix page 90 Appendix XIII: Processor Interview Guidelines Greetings and your introduction Objective of the meeting/interview IRB and logistic information (e.g., time) Agreement for interview – Yes/No – If yes, proceed for interview. Name of the interviewer: Name of the company: Size of the company: Name of the interviewee/s: Gender of the interviewee/s: Role/Position of the interviewee/s: Geographic location/address of the company: Contact information (phone, email) of the interviewee/s: Date of interview: Time: from____ to ___ __ A. Introductory question – background information about company • How long have you been processing pineapple? • Does your company operate throughout the year or it operates only certain season or when there is demand from buyers? If seasonal, in which season (which months) does your company work? • What is your energy source? • What is the production capacity of your company? How much pineapple did your company process in 2018? How much juice was produced in 2018? How much dry pineapple were produced in 2018? How did this compare to previous years? • Could you please describe all the pineapple related processing activities that your company does everything from the purchase of fresh pineapple to sale of the processed product? • What are the different categories of personnel/labor you use? Did you hire new staff /labor in 2018? What are the qualifications – lower to higher levels - of your human resources? B. Raw materials, transportation, and storage • Where do you source your fresh pineapple from? Why those sources? Please describe the quality/characteristics of the pineapples you source? If yes, why? If no, why? What efforts did you make in 2018 to source pineapple of high quality? • Do you personally produce all or part of the pineapple that you process? • Are you in association with producers? • How do you transport your fresh pineapple? (Is it by your own means? By which way?) • How did you store your fresh pineapple before processing in 2018? C. Processing and packaging (interviewers please make observations to check validity of the responses) Appendix page 91 • What machines, tools, and techniques do you use for juice production (for dry pineapple production)? From where you got these processing equipment (e.g., bought from the local market, bought from a regional market, imported from overseas)? What are the costs/benefits of the techniques and tools you use? How do you facilitate and control the quality during production process (e.g., use of thermometer, refractometer, pH meter, etc.)? • How do you package the processed products? Do you use any additives or supplies materials (e.g., chemical, packaging materials, modified atmospheric materials) for food safety or to increase the products’ storage time? Please ask and record each type of packaging used and the origin of the material and equipment. D. Quality standards • How do you implement food safety practices in your production unit? Is your company certified for meeting international standards such as Global G.A.P.(GlobalG.A.P is for fresh pineapple producer as a requirement of European markets), HACCP, and/or ISO 22000? If yes which? If not why? What are the structures and processes that control the quality of your finished product from food safety point of view? E. Access to financial resources • How do you manage financial resources? Do you borrow financial resources from financial institutions (e.g., bank, micro-financing institutions)? • What financing opportunities are available to you (e.g., loan, funding, matching-fund, kind support, etc.)? Did you face challenges in accessing financial resources in 2017/2018? F. Marketing, transportation, and sales • Which market do you target to sell your products -- local, national, regional or international? How do you get market-related information (e.g., demand size, demand time, price, quality of products, types of products, etc.)? • Do you sell directly or through a broker/middleman or through your association? • How do you store and transport your product (from your location to the final market)? • Did you participate in national and/or regional trade fairs? If yes, which and when? • Did you participate in market prospecting tours? If yes, which and when? • Are/were there any impacts of these participations on the company, particularly in terms of increased sales in existing markets and/or sales in new markets? G. Environment • What types of waste do you produce and how do you manage this waste? H. Profitability • To what extent your company is making profit? How has this changed over time? • Did you expand your business in 2018? Are you planning to increase the capacity of your company in the future? I. Challenges and PINEX support • What were the major difficulties and challenges you faced in 2018 in: o the production process and packaging? o sourcing, transporting, and storing fresh fruit? o the certification process? Appendix page 92 o selling your products – storage, transportation, finding out market, trade negotiation? o any other challenges you would like to share? • How did you voice your concerns and/or address such challenges? • How did the supporting agencies such as PfD or National Association of Pineapple Processing Companies of Benin (NAPPCB) support you in 2018? How did PINEX support affect your ability to address challenges? How did it affect your productivity/profitability in 2018? • What do you want to suggest PINEX project to do to support you in the coming two years? • Will the support you are receiving currently be useful to you in the future? • Do you want to say anything that we have not covered? • Do you have any questions for us about the evaluation? Thank you for your participation. Appendix page 93 Appendix XIV: List of Export Companies Interviewed SN Company name Name of Representative Title Telephone Address (E-mail) Gender 1 Président M 2 Vice-présidente W 3 Secrétaire M 4 Trésorier M 5 Responsable à la Commercialisati on 6 Comité de surveillance: Rapporteur M 7 Trésorière Générale W Appendix page 94 Appendix XV: Exporter Interview Guidelines Greetings and your introduction Objective of the meeting/interview IRB and logistic information (e.g., time) Agreement for interview – Yes/No – If yes, proceed for interview. Name of the interviewer: Name of the company: Name of the interviewee/s: Gender of the interviewee/s: Role/Position of the interviewee/s: Contact information (phone, email) of the interviewee/s: Date of interview: Time: from____ to ___ __ A. Introductory question • How long has your company been exporting fresh pineapple? What other products does your company export other than pineapple? Which product do you prefer to export and why? • Does your company export throughout the year or it exports only during a certain season? If seasonal, in which season (which months) does your company work? • What is your energy source? • What is the export capacity of your company? How much fresh pineapple was exported in 2018? • Could you please describe all the pineapple related exporting activities that your company does -- everything you do from the purchase of pineapple to the sale to the foreign buyer? • What are the different categories of personnel/labor you use? Did you hire new human resource/labor in 2018? What are the qualifications – lower to higher levels - of your human resources? B. Supply, storage, packaging and transport • How do you source/ensure the required quantity and quality of products to export? • How do you store, package, and transport the fresh pineapple? C. Market access and quality standards • Where do you export fresh pineapple? Did you sell your pineapple in a new market/buyer in 2018? How did you get to know or access the new market/buyer? • How do you meet the requirements of your customers (Global G.A.P, Pallet shipping, carton packaging, etc.)? • Did you participate in national and/or regional trade fairs? If yes, which and when? • Did you participate in market prospecting tours? If yes, which and when? Appendix page 95 • Are/were there any impacts of these participations on the company, particularly in terms of increased sales in existing markets and/or sales in new markets? D. Financial resources • How do you manage financial resources? Do you borrow financial resources from the financial institutions (e.g., bank, micro-financing institutions)? • How are the opportunities available for financing? Did you face challenges in accessing financial resources? If yes, what are those? E. Profitability • To what extent your company is making profit? • Did you expand your business in 2018? Are you planning to increase the capacity of your company in the future? • Do you think your company is contributing to the pineapple sector in Benin? If yes, how? F. Challenges and PINEX support • What were the major difficulties and challenges you faced in 2018 in: o sourcing good quality and adequate quantity of products? o storage, packaging, and transportation? o selling your products –finding out market, trade negotiations? o Ethephon crisis and export ban issues o any other challenges you would like to share? • How did you voice your concerns and/or address such challenges? How did the supporting agencies such as PfD or National Association of Pineapple Exporters of Benin (NAPEB) support you in 2018? How did PINEX support affect your ability to address challenges? How did it affect your productivity/pofitability in 2018? • What do you want to suggest PINEX project to do to support you in the coming two years? • Will the support you are receiving currently be useful to you in the future? • Do you want to say anything that we have not covered/discussed yet? • Do you have any questions for us about the evaluation? Thank you for your participation Appendix page 98 Appendix XVII: Stakeholder Interview Guidelines Greetings and your introduction Objective of the meeting/interview IRB and logistic information (e.g., time) Agreement for interview – Yes/No – If yes, proceed for interview. Name of the interviewer: Name of the company: Name of the interviewee/s: Gender of the interviewee/s: Role/Position of the interviewee/s: Contact information (phone, email) of the interviewee/s: Date of interview: Time: from____ to ___ __ For Benin Government staff • How long have you or your organization been engaging in pineapple value-chain in Benin? • How does your organization contribute to the pineapple value-chain in Benin? Please describe the activities that your organization carried out to support pineapple value-chain in 2018? • What are the policy provisions that promote pineapple farming, processing, and exported in Benin? Are any policy provisions that constrain pineapple farming, processing, or export? Or are there any policy related issues or concerns? • What are the Benin government programs to promote pineapple farming, processing, and export? • To what extent are you aware about the PINEX project? Have you collaborated or partnered with the PINEX project in last 3 years? If yes, what did you do/what are the pineapple sector specific challenges/issues that involve PINEX? • How are PINEX project activities are in-line with pineapple (farming, processing and exporting) related policies and the programs? How are PINEX project activities supporting to achieve Benin government policy and program objectives? • To what extent is the institutional restructuring of the agricultural sector of the Benin government impact the implementation and results of the project? • What do you want to suggest/recommend PINEX project to do to support Benin government’s pineapple-related initiatives in the coming two years? • Do you think the PINEX project support will be critical in the future even after the project termination? • Do you want to say anything that we have not covered? For US Government staff Appendix page 99 • How long have you or your organization been engaging in pineapple value-chain in Benin? • How does your organization contribute to the pineapple value-chain in Benin? Please describe the activities that your organization carried out to support pineapple value-chain in 2018? • What are the policy provisions and programs that promote pineapple farming, processing, and exported in Benin? Are any policy provisions that constrain pineapple farming, processing, or export? Or are there any policy related issues or concerns? • To what extent are you aware about the PINEX project? Have you collaborated or partnered with the PINEX project in last 3 years? If yes, what did you do? • To what extent and how (why) do you think that the US government funded PINEX project could be a critical support to strengthen the pineapple value-chain in Benin? • How are PINEX project activities in-line with pineapple (farming, processing and exporting) related policies and the programs? How are PINEX project activities supporting to achieve Benin government policy and program objectives? • What do you want to suggest/recommend PINEX project to do to support Benin government’s pineapple-related initiatives in the coming two years? How should the PINEX project institutionalize its initiatives to the Benin’s government and other local institutions? • Do you think the current support of PINEX project will be critical in the future even after the project termination? If yes, how? If no, why? • Do you want to say anything that we have not covered? For Micro-finance institutions • How long have you or your organization been engaging in financing pineapple value-chain (farming, processing and exporting) in Benin? • How does your organization contribute to the pineapple value-chain in Benin? Please describe the activities that your organization carried out to support pineapple value-chain in last 2-3 years? • How profitable and/or risky for you to finance pineapple farmers, processors, and/exporters? What are the criteria do you consider while making decision for lending? • What are the challenges for you to sanction loans to pineapple farmers, processors, and exporters? • What are the policy provisions and programs that provide an environment conducive to you or your organization to finance pineapple farming, processing, and export in Benin? Are any policy provisions constrain your financial support to pineapple farming, processing, or export? Or are there any policy related issues or concerns for you or your organization that hinder you to support pineapple farmers, processors, and/or exporters? • To what extent and how have you collaborated or partnered with the PINEX project in last 3 years? To what extent this collaboration has been effective to flow loans in such a way that increased the pineapple productivity? Do you think there are areas to improve in your collaboration with PINEX project? • How are PINEX project activities are in-line with pineapple (farming, processing and exporting) related financial policies and the programs? Appendix page 100 • What do you want to suggest/recommend PINEX project to do to support Benin government’s pineapple-related initiatives, particularly in financial sector in the coming two years? • Do you think the PINEX project support (e.g., guarantee fund) will be critical in the future even after the project termination? Or you or your organization may not need such guarantee fund in the long-run? • Do you want to say anything that we have not covered? For implementing partners (including producer and processor associations/networks) • How long have you or your organization been engaging in pineapple value-chain in Benin? • How does your organization contribute to the pineapple value-chain in Benin? Please describe the activities that your organization carried out to support pineapple value-chain in 2018? • What are the policy provisions and programs that promote pineapple farming, processing, and exported in Benin? Are any policy provisions that constrain pineapple farming, processing, or export? Or are there any policy related issues or concerns? • What are the specific PINEX project activities you have been implementing since last 2-3 years? Were these activities implemented as planned? If not, why? • To what extent do you think the PINEX project activities are effective in achieving the project goals? • What challenges did you face in implementing the PINEX project activities? • Have quality private/public partnership formed in accordance with relevant local practices and guidelines? • In what ways have direct project beneficiaries (producers, processors and exporters) and indirect beneficiaries (i.e., their families or other stakeholders) have been affected by PINEX interventions? Have you observed that the employment increased in the pineapple sector within the project’s districts as a result of PINEX? • Do you think that stakeholders (including your organization) may continue the lessons and project activities beyond the project implementation period? If yes, how? If no, why? • How are you making sure that the PINEX objectives are achieved? • Has pineapple productivity increased as a result of improved farm management practices and/or processing practices induced by PINEX? • How are PINEX project activities in-line with pineapple (farming, processing and exporting) related policies and the programs? How are PINEX project activities supporting to achieve Benin government policy and program objectives? • To what extent is the institutional restructuring of the agricultural sector of the Benin government impact the implementation and results of the project? • What do you want to suggest/recommend PINEX project to do to support Benin government’s pineapple-related initiatives in the coming two years? • Do you think the current PINEX project support will be critical and institutionalized in the future even after the project termination? Appendix page 101 • Do you want to say anything that we have not covered? For other stakeholders • How long have you or your organization been engaging in pineapple value-chain in Benin? • How does your organization contribute to the pineapple value-chain in Benin? Please describe the activities that your organization carried out to support pineapple value-chain in 2018? • To what extent are you aware about the PINEX project? Have you collaborated or partnered with the PINEX project in last 3 years? If yes, what did you do? • How do you think the PINEX project contribution is critical in strengthening pineapple value-chain in Benin? • How are PINEX project activities are in-line with pineapple (farming, processing and exporting) related policies and the programs? How are PINEX project activities supporting to achieve Benin government policy and program objectives? • What do you want to suggest/recommend PINEX project to do to support Benin government’s pineapple-related initiatives in the coming two years? • Do you think the current PINEX project support will be critical or institutionalized in the future even after the project termination? • Do you want to say anything that we have not covered? Appendix page 102 Appendix XVIII: Survey Results Summary Tables Key inputs of pineapple cultivation, processing and export Land Producer survey respondents have cultivated pineapple for 12 years on average with a range from half year to 40 years. Surveyed producer respondents’ average land cultivated in the last pineapple cultivation season (e.g. 2018) was 2.68 hectares (ha) with a range from 0.17 ha to 30 ha. Pineapple was cultivated in 38% of the total cultivated land. The average land area of pineapple cultivation in 2018 was 1.02 ha with a range from 0.04 ha to 12 ha. Compared to the baseline data of pineapple cultivation land area in 2016 (1.04 ha on average with a range of 0 to 18 ha), the average land area of pineapple cultivation in 2018 did not change significantly. The average cultivated land area of high input producers (2.81 ha) was significantly higher than that of low input producers (2.43 ha). Similarly, the average land area for pineapple cultivation of high input producers (1.08 ha) was also significantly higher than that of low input producers (0.92 ha). Evaluators found two varieties of pineapple cultivated by the surveyed producers, Sugarloaf and Cayenne Smooth. Most respondents (87%, 440 high input producers and 225 low input producers) cultivated Sugarloaf, while 19% of respondents cultivated Cayenne Smooth (91 high input producers and 57 low input producers). Six percent of respondents grew both Sugarloaf and Cayenne Smooth. The proportions are consistent with those in the PINEX Baseline Report. The average land areas of Sugarloaf (0.97 ha) and Cayenne Smooth (0.95 ha) were similar. A majority of surveyed producers (84%) rented land for pineapple cultivation and paid 129,945 XOF ($226)40 on average for renting land in the last cultivation season. High input producers had a significantly higher average land cost (142,420 XOF or $248) than low input producers (106,650 XOF or $185). Planting materials and equipment All surveyed producers used slips as planting materials and obtained slips from one or more sources. Sixty-eight percent of respondents obtained slips from previous harvested field, while 46% respondents obtained from other producers and 10% from other sources (e.g. PADFA). This finding may suggest that more technical support or training to produce and maintain high quality of slips from PfD might be helpful for the producers. No respondents selected other plant materials, e.g. crowns listed in the questionnaire. Surveyed producers used different types of equipment for preparing land and planting pineapple. For example, all respondents reported that they used hoe. Five respondents said they used tractor and one respondent said that they used plow. Eighty-nine percent of respondents mentioned other conventional farming equipment, such as, machete, arch cut, axe, baskets to carry seedlings, and rope to make lines and planter. Respondents obtained the equipment from various sources. Two-third of respondents purchased the equipment and 59% said that they already owned them. Seven percent of respondents rented some equipment. The average total cost spending on equipment (purchasing, renting or maintaining) was 34,501 XOF ($60) in the last cultivation season. High input respondents spent significantly more on equipment (40,530 XOF or $70) than low input producers (23,228 XOF or $40). Irrigation and fertilizer use The primary source of water for pineapple cultivation in the last cultivation season for almost all surveyed producers was rain water. Only three respondents chose other sources besides rain water. Other irrigation sources included pump, well or tank. The major types of source of fertilizer was from shops and the average cost of fertilizer in the last cultivation season was 283, 139 XOF ($492). Labor use Pineapple cultivation is labor intensive. The most frequently reported type of labor used by the respondents in the last pineapple cultivation season is casual labor (92% respondents said 40 We took the reference of $1 = XOF 575.