Livestock and Dairy Development Project

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The objective of the Livestock and Diary Development Project is to improve productivity, market access, and resilience of small‐holder farmers and agro‐entrepreneurs operating in selected livestock value chains in target areas. There are four components to the project, the first component being productivity improvement. The component’s objective is to raise on‐farm productivity, and to increase efficiency, safety and profitability through climate smart livestock management, better approaches to animal health, nutrition, and breeding. It will comprise two sub‐components: producer organizations, and improved climate smart production practices. The second component is the market linkages and value‐chain development. The objective is to increase producers’ linkage to profitable markets, improve the volume, quality and safety of livestock products being marketed, and decrease transaction costs along the value chains. It will comprise three sub‐components: market linkages and Investments along the value chains, critical and climate resilient public infrastructure for livestock development, and consumer awareness and nutrition. The third component is the improving risk management and climate resilience of livestock production systems. It will comprise four sub‐components: institutional capacity development and knowledge platform, food safety and public health, livestock insurance, and contingency emergency response. The fourth component is the project management, monitoring and evaluation. This component will establish the Project Management Unit (PMU) at DLS headquarters, with eight Project Implementation Units (PIUs), one in each Divisional Livestock Office, and set‐up adequate fiduciary, governance, audits and accountability systems, communication and monitoring and evaluation, coordination, and special evaluation studies. The PMU/PIUs will establish capacities and work out efficient modalities for a considerable body of work in implementing MGs and PPs including competitive calls, contracting and contract monitoring involved. PMU and PIUs should play a crucial intermediator role in many skill domains presently not reflected in the Implementing Agency (DLS) and transition them to the formal structure and staffing over the years, namely, concerning: (i) the capacity to focus on demand‐led approaches, markets, market research, PPs and PPPs, and (ii) the establishment of a database and information center.