An Aquaculture Industry for Madagascar - Increased and Diversified Sources of Revenue in Southwest Madagascar (2016 – 2019)

Background

This report presents the results of the evaluation of the project “An aquaculture industry for Madagascar – increased and diversified sources of revenue in Southwest Madagascar (2016-2019).” This is the last of three project phases (2010 – 2012, 2013 – 2015 and 2016 -2019) that has been conducted in partnership between Norges Vel and Blue Ventures and marks the end of that partnership.

Purpose/objective

The main purpose and use of this evaluation are to document and provide recommendations for this project, in addition to documenting results and efficiency to be reported back to stakeholders.

It is expected that recommendations from this evaluation will be useful to Blue Ventures in their continuing work in Madagascar, and to Norges Vel and Norad in future institutional capacity building.

Methodology

The evaluation adopted a partnership approach which is an inclusive process with the aim of including different stakeholders such as government, civil society, the private sector, international partners, targeted beneficiaries and their wider communities.

In total the evaluation team conducted 9 focus groups and 22 semi-structured interviews. These took place at various sites, including Antananarivo, Tulear and 10 field sites. A review of relevant project documents provided by Norges Vel and BV was also undertaken.

Key findings

This project phase, 2016 - 2019, has seen a great deal of change with the rapid development and successful realisation of two new community-based farming models which are intended to be sustainable and replicable elsewhere. Highlights from this project phase include the creation of 630 jobs for men and women, with increased incomes enabling more families to pay for education for their children. The prospect of a better future has led to rapidly growing demand from more villages to be included in the project.

The reconstruction of the sea cucumber (SC) pens and the more scientific approach being taken to SC farming is bearing fruit with increased and more stable production. Key ingredients to this success have been BV’s training and social organising which have led to the increasingly professional functioning of the Zanga Management Committee and the engagement of farmers in the ongoing adaptation and management of the farming model.

BV’s training and social organising of seaweed (SW) farming and the development of the SW farming model are seen as key to the steadily increasing SW production and the better handling of EFA (Epiphytic filamentous algae). Velondriake is now the most productive of Ocean Farmers’ sites. BV has also put much effort into organising leases for SC farmers and contracts for SW farmers which give security and predictability for the farmers and other stakeholders.

Recommendations

Financial Modelling

• Throughout the project, BV maintain a spreadsheet to calculate actual net farmers’ incomes after costs are deducted. This can then easily be used to test the effect of many variables.
  
  
• Monitor how farmers’ incomes are being spent, including whether alcohol abuse is becoming a problem and whether any adjustment to the farming model could alleviate the problem.
  
  
• A working results frame should be kept up to date, with regularly revised targets and actual results, and that results are tabulated or graphed over the whole project period or longer to observe trends.
  
  
• In future projects or stages of this project, consider the ratio of investment to the number of beneficiaries and to the revenue generated for different investments and strategies.
  
  
• In future proposals and budgets, BV try to include funds for greater institutional support, baseline studies and more extensive monitoring and evaluation.

Relationship with Private Partners

• BV voice greater appreciation of the benefits of working with the private partners, their vision, investment and the risks they have taken. BV press for compensation for farmers when private partners do not fulfil commitments and for private partner transparency to demonstrate that profits are being shared equitably. BV continue studying with private partners whether farmers can undertake more processing work, adding value to their products.
  
  
• BV develop a master agreement with Ocean Farmers and Indian Ocean Trepang in order to have a long-term vision of cooperation and strategic approach to the project.

Continued Handover, Strengthening and Capacity Building of Local Associations and Governance Structures

• BV continue empowering local organisations by giving them more responsibility. BV develops its exit strategy and work in that direction even though they fully intend to work at least several more years on this project.
  
  
• BV continue strengthening Velondriake's ability to negotiate, manage funds and manage farmers.
  
  
• BV gradually train local organisations to undertake their own socio-organising, legal work, organising and drafting of agreements, contracts, internal rules and roles and responsibilities.
  
  
• BV provide more regular training on financial management and budgeting to the farmers.
  
  
• BV transfer the responsibility for payment of the gendarmes to Velondriake, or another local association.

Other

• Study the roles of children in families working in aquaculture and note if there are signs of work disrupting their education.