# migrations

dir: sysdb
filename: 00001-collections.sqlite.sql
hash: 38352d725ad1c16074fac420b22b4633
sql:
CREATE TABLE collections (
    id TEXT PRIMARY KEY,
    name TEXT NOT NULL,
    topic TEXT NOT NULL,
    UNIQUE (name)
);

CREATE TABLE collection_metadata (
    collection_id TEXT REFERENCES collections(id) ON DELETE CASCADE,
    key TEXT NOT NULL,
    str_value TEXT,
    int_value INTEGER,
    float_value REAL,
    PRIMARY KEY (collection_id, key)
);


dir: sysdb
filename: 00002-segments.sqlite.sql
hash: 2913cb6a503055a95f625448037e8912
sql:
CREATE TABLE segments (
    id TEXT PRIMARY KEY,
    type TEXT NOT NULL,
    scope TEXT NOT NULL,
    topic TEXT,
    collection TEXT REFERENCES collection(id)
);

CREATE TABLE segment_metadata (
    segment_id TEXT  REFERENCES segments(id) ON DELETE CASCADE,
    key TEXT NOT NULL,
    str_value TEXT,
    int_value INTEGER,
    float_value REAL,
    PRIMARY KEY (segment_id, key)
);


dir: sysdb
filename: 00004-tenants-databases.sqlite.sql
hash: 048867ce8fcdefe4023c7110e4433591
sql:
CREATE TABLE IF NOT EXISTS tenants (
    id TEXT PRIMARY KEY,
    UNIQUE (id)
);

CREATE TABLE IF NOT EXISTS databases (
    id TEXT PRIMARY KEY, -- unique globally
    name TEXT NOT NULL, -- unique per tenant
    tenant_id TEXT NOT NULL REFERENCES tenants(id) ON DELETE CASCADE,
    UNIQUE (tenant_id, name) -- Ensure that a tenant has only one database with a given name
);

CREATE TABLE IF NOT EXISTS collections_tmp (
    id TEXT PRIMARY KEY, -- unique globally
    name TEXT NOT NULL, -- unique per database
    topic TEXT NOT NULL,
    dimension INTEGER,
    database_id TEXT NOT NULL REFERENCES databases(id) ON DELETE CASCADE,
    UNIQUE (name, database_id)
);

-- Create default tenant and database
INSERT OR REPLACE INTO tenants (id) VALUES ('default_tenant'); -- The default tenant id is 'default_tenant' others are UUIDs
INSERT OR REPLACE INTO databases (id, name, tenant_id) VALUES ('00000000-0000-0000-0000-000000000000', 'default_database', 'default_tenant');

INSERT OR REPLACE INTO collections_tmp (id, name, topic, dimension, database_id)
    SELECT id, name, topic, dimension, '00000000-0000-0000-0000-000000000000' FROM collections;
DROP TABLE collections;
ALTER TABLE collections_tmp RENAME TO collections;


dir: sysdb
filename: 00005-remove-topic.sqlite.sql
hash: b1367c826b8fba5f96f27befdc1d42d2
sql:
-- Remove the topic column from the Collections and Segments tables

ALTER TABLE collections DROP COLUMN topic;
ALTER TABLE segments DROP COLUMN topic;


dir: sysdb
filename: 00006-collection-segment-metadata.sqlite.sql
hash: 4eea7468935bf25d4604a0fed2366116
sql:
-- SQLite does not support adding check with alter table, as a result, adding a check
-- involve creating a new table and copying the data over. It is over kill with adding
-- a boolean type column. The application write to the table needs to ensure the data
-- integrity.
ALTER TABLE collection_metadata ADD COLUMN bool_value INTEGER;
ALTER TABLE segment_metadata ADD COLUMN bool_value INTEGER;


dir: sysdb
filename: 00007-collection-config.sqlite.sql
hash: 1c7e63bba346a42a18b6ab7f1c989bed
sql:
-- Stores collection configuration dictionaries.
ALTER TABLE collections ADD COLUMN config_json_str TEXT;


dir: sysdb
filename: 00008-maintenance-log.sqlite.sql
hash: 0a0e7e93111a01789addf64961c6127c
sql:
-- Records when database maintenance operations are performed.
-- At time of creation, this table is only used to record vacuum operations.
CREATE TABLE maintenance_log (
  id INT PRIMARY KEY,
  timestamp INT NOT NULL,
  operation TEXT NOT NULL
);


dir: sysdb
filename: 00009-segment-collection-not-null.sqlite.sql
hash: 054355aef9e63702bf54ea29e61563f1
sql:
-- This makes segments.collection non-nullable.
CREATE TABLE segments_temp (
    id TEXT PRIMARY KEY,
    type TEXT NOT NULL,
    scope TEXT NOT NULL,
    collection TEXT REFERENCES collection(id) NOT NULL
);

INSERT INTO segments_temp SELECT * FROM segments;
DROP TABLE segments;
ALTER TABLE segments_temp RENAME TO segments;


dir: sysdb
filename: 00010-collection-schema.sqlite.sql
hash: 5c3a5ac4b79df76799b4721827ed5e1d
sql:
-- Stores collection schema as stringified json
ALTER TABLE collections ADD COLUMN schema_str TEXT;


dir: metadb
filename: 00001-embedding-metadata.sqlite.sql
hash: 2b4cf52c4bb2676e21d6860a4409f856
sql:
CREATE TABLE embeddings (
    id INTEGER PRIMARY KEY,
    segment_id TEXT NOT NULL,
    embedding_id TEXT NOT NULL,
    seq_id BLOB NOT NULL,
    created_at TIMESTAMP NOT NULL DEFAULT CURRENT_TIMESTAMP,
    UNIQUE (segment_id, embedding_id)
);

CREATE TABLE embedding_metadata (
    id INTEGER REFERENCES embeddings(id),
    key TEXT NOT NULL,
    string_value TEXT,
    int_value INTEGER,
    float_value REAL,
    PRIMARY KEY (id, key)
);

CREATE TABLE max_seq_id (
    segment_id TEXT PRIMARY KEY,
    seq_id BLOB NOT NULL
);

CREATE VIRTUAL TABLE embedding_fulltext USING fts5(id, string_value);


dir: metadb
filename: 00002-embedding-metadata.sqlite.sql
hash: 12a570f7121b3a8ce750a2a7c36da20f
sql:
-- SQLite does not support adding check with alter table, as a result, adding a check
-- involve creating a new table and copying the data over. It is over kill with adding
-- a boolean type column. The application write to the table needs to ensure the data
-- integrity.
ALTER TABLE embedding_metadata ADD COLUMN bool_value INTEGER


dir: metadb
filename: 00003-full-text-tokenize.sqlite.sql
hash: f97ad6334aeaa8f419f01110b648b97a
sql:
CREATE VIRTUAL TABLE embedding_fulltext_search USING fts5(string_value, tokenize='trigram');
INSERT INTO embedding_fulltext_search (rowid, string_value) SELECT rowid, string_value FROM embedding_metadata;
DROP TABLE embedding_fulltext;


dir: metadb
filename: 00004-metadata-indices.sqlite.sql
hash: fb36603a45ee2cd0254cef3ef86585e8
sql:
CREATE INDEX IF NOT EXISTS embedding_metadata_int_value ON embedding_metadata (key, int_value) WHERE int_value IS NOT NULL;
CREATE INDEX IF NOT EXISTS embedding_metadata_float_value ON embedding_metadata (key, float_value) WHERE float_value IS NOT NULL;
CREATE INDEX IF NOT EXISTS embedding_metadata_string_value ON embedding_metadata (key, string_value) WHERE string_value IS NOT NULL;


dir: metadb
filename: 00005-max-seq-id-int.sqlite.sql
hash: 0e9de46758761b373ce682925edcc326
sql:
ALTER TABLE max_seq_id ADD COLUMN int_seq_id INTEGER;

-- Convert 8 byte wide big-endian integer as blob to native 64 bit integer.
-- Adapted from https://stackoverflow.com/a/70296198.
UPDATE max_seq_id SET int_seq_id = (
  SELECT (
       (instr('123456789ABCDEF', substr(hex(seq_id), -1 , 1)) <<  0)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -2 , 1)) <<  4)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -3 , 1)) <<  8)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -4 , 1)) << 12)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -5 , 1)) << 16)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -6 , 1)) << 20)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -7 , 1)) << 24)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -8 , 1)) << 28)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -9 , 1)) << 32)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -10, 1)) << 36)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -11, 1)) << 40)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -12, 1)) << 44)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -13, 1)) << 48)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -14, 1)) << 52)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -15, 1)) << 56)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -16, 1)) << 60)
    )
);

ALTER TABLE max_seq_id DROP COLUMN seq_id;
ALTER TABLE max_seq_id RENAME COLUMN int_seq_id TO seq_id;


dir: metadb
filename: 00006-metadata-array-support.sqlite.sql
hash: e026f01ea92c1baa1493f4ad5ca7cfe7
sql:
-- Separate table for exploded array metadata values.
-- Each array element gets its own row, enabling efficient $contains queries.
-- The existing embedding_metadata table (with its PRIMARY KEY (id, key))
-- remains untouched and continues to store scalar metadata values.

CREATE TABLE IF NOT EXISTS embedding_metadata_array (
    id INTEGER NOT NULL REFERENCES embeddings(id),
    key TEXT NOT NULL,
    string_value TEXT,
    int_value INTEGER,
    float_value REAL,
    bool_value INTEGER
);

CREATE INDEX IF NOT EXISTS embedding_metadata_array_id_key
    ON embedding_metadata_array (id, key);
CREATE INDEX IF NOT EXISTS embedding_metadata_array_key_string
    ON embedding_metadata_array (key, string_value) WHERE string_value IS NOT NULL;
CREATE INDEX IF NOT EXISTS embedding_metadata_array_key_int
    ON embedding_metadata_array (key, int_value) WHERE int_value IS NOT NULL;
CREATE INDEX IF NOT EXISTS embedding_metadata_array_key_float
    ON embedding_metadata_array (key, float_value) WHERE float_value IS NOT NULL;


dir: embeddings_queue
filename: 00001-embeddings.sqlite.sql
hash: d3755dfd232be8e8301f4d7fcfb3a486
sql:
CREATE TABLE embeddings_queue (
    seq_id INTEGER PRIMARY KEY,
    created_at TIMESTAMP NOT NULL DEFAULT CURRENT_TIMESTAMP,
    operation INTEGER NOT NULL,
    topic TEXT NOT NULL,
    id TEXT NOT NULL,
    vector BLOB,
    encoding TEXT,
    metadata TEXT
);


# collections

id: a85708d3-be03-4b6d-9e91-1e288392541a
name: langchain
database_id: 00000000-0000-0000-0000-000000000000
config_json_str: {}
schema_str:
{"defaults":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}},"float_list":{"vector_index":{"enabled":false,"config":{"space":"l2","hnsw":{"ef_construction":100,"max_neighbors":16,"ef_search":100,"num_threads":8,"batch_size":100,"sync_threshold":1000,"resize_factor":1.2}}}},"sparse_vector":{"sparse_vector_index":{"enabled":false,"config":{"embedding_function":{"type":"unknown"},"bm25":false}}},"int":{"int_inverted_index":{"enabled":true,"config":{}}},"float":{"float_inverted_index":{"enabled":true,"config":{}}},"bool":{"bool_inverted_index":{"enabled":true,"config":{}}}},"keys":{"page_label":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}}},"page":{"int":{"int_inverted_index":{"enabled":true,"config":{}}}},"creationdate":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}}},"keywords":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}}},"#document":{"string":{"fts_index":{"enabled":true,"config":{}},"string_inverted_index":{"enabled":false,"config":{}}}},"total_pages":{"int":{"int_inverted_index":{"enabled":true,"config":{}}}},"source_file":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}}},"author":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}}},"moddate":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}}},"source":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}}},"pilot":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}}},"title":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}}},"#embedding":{"float_list":{"vector_index":{"enabled":true,"config":{"space":"l2","source_key":"#document","hnsw":{"ef_construction":100,"max_neighbors":16,"ef_search":100,"num_threads":8,"batch_size":100,"sync_threshold":1000,"resize_factor":1.2}}}}},"trapped":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}}},"producer":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}}},"creator":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}}},"subject":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}}},"doc_kind":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}}}}}


# embedding_metadata

key: source
string_value:
/Users/olusojiapampa/Library/Mobile Documents/com~apple~CloudDocs/Documents/Proposals/PropCom/PropCom+/propcom-rrca/data/corpus/00_programme_core/A - Propcom+ Main Programme Logframe Nov 2024.pdf


key: chroma:document
string_value:
OFFICIAL#
PROJECT TITLE Propcom+: Supporting economic development in conflict and climate-affected regions in Nigeria
IMPACT Impact Indicator 1 (Economic)
FGN projection
Status
Impact Indicator 2 (Climate)
FGN projection
Status
Impact Indicator 3 (Food/Nutrition 
Security)
FGN projection
Status
OUTCOME Outcome Indicator 1a
Planned (Total)
Planned (HarvestPlus)
Planned (Propcom+)
Achieved (Total)
Achieved (HarvestPlus)
Achieved (Propcom+)
Outcome Indicator 1b
Planned
Achieved
Outcome Indicator 1c
Planned (NGN)
Achieved (NGN)
Planned (GBP)
Achieved (GBP)
Outcome Indicator 2
Planned (Total)
Inclusive and resilient 
growth (economic, climate 
and nutrition) by promoting 
a transformation of 
Nigeria's rural economy. 
Percentage of the target population who are


key: chroma:document
string_value:
a transformation of 
Nigeria's rural economy. 
Percentage of the target population who are 
multidimensionally poor (poverty rate or 
headcount ratio). 
Percentage reduction in GHG emissions 
(per cent below business-as-usual 
emissions)
Prevalence of severe food insecurity in the 
total population (per cent) 
Sustainable agri-food 
system that increases 
productivity, enhances 
resilience, and pursues 
lower emissions, 
contributing to improved 
food security, stability, and 
healthy diets. 
Average Net Attributable Income Change 
(NAIC) per year
Number of people supported with improved 
resilience [ICF KPI 4]
(Cumulative)
Number of people supported with improved 
income
(Cumulative)
Number of people supported with at least 
15% improved income.
(Cumulative)
# OFFICIAL


key: chroma:document
string_value:
OFFICIAL#
Planned (HarvestPlus)
Planned (Propcom+)
Achieved (Total)
Achieved (HarvestPlus)
Achieved (Propcom+)
Outcome Indicator 3
Planned
Achieved
Outcome Indicator 4
Planned (NGN)
Achieved (NGN)
Planned (GBP)
Achieved (GBP)
FCDO (£)
FCDO (FTEs)
OUTPUT 1: 
P1 & P2
Output Indicator 1.1
Planned (Total)
Planned (HarvestPlus)
Planned (Propcom+)
Achieved (Total)
Achieved (HarvestPlus)
Achieved (Propcom+)
Output Indicator 1.2
Planned
Achieved
Output Indicator 1.3 
Planned 
Achieved
IMPACT WEIGHTING 50%
FCDO (£)
Sustainable agri-food 
system that increases 
productivity, enhances 
resilience, and pursues 
lower emissions, 
contributing to improved 
food security, stability, and 
healthy diets. 
Number of instances of systemic change 
(adapt, expand, respond) across the 
targeted markets.


key: chroma:document
string_value:
healthy diets. 
Number of instances of systemic change 
(adapt, expand, respond) across the 
targeted markets.
(Cumulative)
Amount of private sector finance mobilised - 
climate [ICF KPI 12]  and non-climate 
(NGN/GBP).
(Cumulative)
Number of people supported with improved 
resilience [ICF KPI 4]
(Cumulative)
INPUTS (£)
INPUTS (HR)
Innovative and inclusive 
Climate Smart Agriculture 
(CSA) and Sustainable 
Land Use (SLU) 
intervention models piloted 
and scaled up by market 
actors for smallholder 
farmers and small-scale 
entrepreneurs. 
Number of people supported to adapt to the 
effects of climate change [ICF KPI 1]. 
[Females in parenthesis]  
(Cumulative)
Number of partner market actors investing 
in the pilot or scale-up of Climate-Smart 
inclusive innovations


key: chroma:document
string_value:
Number of partner market actors investing 
in the pilot or scale-up of Climate-Smart 
inclusive innovations 
(Cumulative, including inception phase/Y1 
results denoted as baseline)
Number of P1, P2 interventions designed 
and approved.
(Cumulative, including inception phase/Y1 
results denoted as baseline)
INPUTS (£)
# OFFICIAL


key: chroma:document
string_value:
OFFICIAL#
FCDO (FTEs)
OUTPUT 2: 
P3
Output Indicator 2.1 
Planned
Achieved
Output Indicator 2.2
Planned
Achieved
Output Indicator 2.3
Planned
Achieved
IMPACT WEIGHTING 20%
FCDO (£)
FCDO (FTEs)
OUTPUT 3: Learning and  
partnerships
Output Indicator 3.1
Planned
Achieved
Output Indicator 3.2
Planned
Achieved
Output Indicator 3.3
Planned
Achieved
IMPACT WEIGHTING 10%
INPUTS (£)
INPUTS (HR)
Lessons and Knowledge 
products from programme 
implementation are 
disseminated, and 
partnerships are forged 
with strategic partners.
Number of collaborations and partnerships 
with development programmes and 
organizations interested in 
adopting/advancing elements of our 
interventions and innovations.
(Cumulative)
Number of programme learning or 
knowledge products developed and


key: chroma:document
string_value:
interventions and innovations.
(Cumulative)
Number of programme learning or 
knowledge products developed and 
disseminated to external stakeholders. 
(Cumulative)
Level of satisfaction of surveyed market 
actors and stakeholders with the quality of 
programme interventions/business models 
and learning/knowledge products.
(Cumulative )
Political, business, 
development and 
community actors take 
action to address critical 
policy and regulatory 
constraints limiting the 
performance of P1 and P2 
markets, and other cross-
cutting issues.
Number of policy and regulatory 
interventions addressing specific P1, P2, 
cross-cutting, or macro-level constraints.
(Cumulative, including inception phase/Y1 
results denoted as baseline)
Number of policy actors supported by the


key: chroma:document
string_value:
(Cumulative, including inception phase/Y1 
results denoted as baseline)
Number of policy actors supported by the 
programme to implement policy and 
regulatory interventions.
(Cumulative, including inception phase/Y1 
results denoted as baseline)
Number of concrete actions taken by policy 
actors supported by the programme 
towards effecting targeted policy and 
regulatory changes. 
(Cumulative, including inception phase/Y1 
results denoted as baseline)
INPUTS (£)
INPUTS (HR)
# OFFICIAL


key: chroma:document
string_value:
OFFICIAL#
FCDO (£)
FCDO (FTEs)
OUTPUT 4: Programme 
Approach
Output Indicator 4.1
Planned
Achieved
Output Indicator 4.2
Planned
Achieved
Output Indicator 4.3
Planned
Achieved
IMPACT WEIGHTING 10%
FCDO (£)
FCDO (FTEs)
INPUTS (£)
INPUTS (HR)
INPUTS (£)
INPUTS (HR)
Programme design and 
implementation approach 
is systematic, flexible, 
adaptive, and inclusive. 
Programme strategy and/or intervention 
design are reviewed periodically and 
adapted based on learning and/or changes 
in context or priorities.
Evidence of cross-cutting considerations 
(GESI, political economy, conflict 
sensitivity, nutrition) integrated into each 
market or portfolio strategy. 
Evidence that safeguarding (SEAH) policies 
and environmental compliance policies are 
established, implemented and monitored.
# OFFICIAL


key: chroma:document
string_value:
OFFICIAL#
OUTPUT 5 Output Indicator 5.1
Preferred bidder identified through mini-
competition on existing GEMFA framework, 
and contracted.   
Planned
Achieved
Source
Output Indicator 5.2
Supplier mobilised, and successful 
completion of Inception Phase, including 
EQUALS review. 
Planned
Achieved
Source
Output Indicator 5.3
Mid-term Evaluation Completed, and finding 
disseminated.
Planned
Achieved
Source
IMPACT WEIGHTING 10%
FCDO (£)
FCDO (FTEs)
Procurement of 
independent evaluation 
(LEAF) completed, 
contracted, and inception 
phase and mid-term 
evaluation completed.
INPUTS (£)
INPUTS (HR)
# OFFICIAL


key: chroma:document
string_value:
OFFICIAL#
Propcom+: Supporting economic development in conflict and climate-affected regions in Nigeria
Baseline Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
40.09 
(as at 2020)
20.47
(by 2025 ending)
Baseline Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
87 MtCO2e 
(2018 total 
GHG emissions - AFOLU)
3.33 per cent
(BAU projection for AFOLU is 
approx. 120 MtCO2e by 2026 
ending)
Baseline Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
19.6 per cent
(as at 2019)
< 10 per cent
(by 2025 ending)
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3:


key: chroma:document
string_value:
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
0 299,250 696,000 910,500
0 156,000
0 143,250 (25%) 540,000 (50%) 754,500 (50%)
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
0 105,050 (20%) 396,000 (25%) 553,300 (25%)
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
149,970 149,970 149,970
132 132 132
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
0 382,720 747,000 1,132,520
Source
Propcom+ MERL System
Source
Propcom+ MERL System
Source


key: chroma:document
string_value:
Y4 ending March 2027
0 382,720 747,000 1,132,520
Source
Propcom+ MERL System
Source
Propcom+ MERL System
Source
National Bureau of Statistics (NBS)
Source
FAO's EX-Ante Carbon-balance Tool; Nigeria National Determined Contribution
Source
National Bureau of Statistics (NBS); Cadre Harmonise
Source
Propcom+ MERL System
# OFFICIAL


key: chroma:document
string_value:
OFFICIAL#
0 207,000
0 175,720 (30%) 540,000 (50%) 925,520 (50%)
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
0 0 10 15
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
0 5,990,866,220 37,878,907,600 51,126,300,000
0 5,273,000 33,340,000 45,000,000
Govt (£) Other (£) Total (£)
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
0 403,000 802,000 1,218,000
0 212,000
0 191,000 (30%) 590,000 (50%) 1,006,000 (50%)
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3:


key: chroma:document
string_value:
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
10 30 33 38
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
8 10 12 14
Govt (£) Other (£) Total (£)
Propcom+ MERL System
Propcom+ MERL System
Source
Propcom+ MERL System
Source
Propcom+ MERL System
Source
Propcom+ MERL System
Source
Source
Propcom+ MERL System
Source
# OFFICIAL


key: chroma:document
string_value:
OFFICIAL#
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
3 8 10 12
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
3 10 12 14
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
16 30 36 42
Govt (£) Other (£) Total (£)
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
0 2 5 8
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
0 5 15 25
Baseline:


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Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
0 5 15 25
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
0 Medium-High High High
Propcom+ MERL System
Source
Source
Propcom+ MERL System
Source
Propcom+ MERL System
Source
Propcom+ MERL System
Source
Propcom+ MERL System
Source
Propcom+ MERL System
# OFFICIAL


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OFFICIAL#
Govt (£) Other (£) Total (£)
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
0
Every quarter, a strategy 
review meeting is held; 
lessons learned are 
documented; planned 
adaptations are presented to 
TAC for approval; approved 
changes are implemented 
and documented.
Every quarter, a strategy 
review meeting is held; 
lessons learned are 
documented; planned 
adaptations are presented to 
TAC for approval; approved 
changes are implemented 
and documented.
Every quarter, a strategy 
review meeting is held; 
lessons learned are 
documented; planned 
adaptations are presented to 
TAC for approval; approved 
changes are implemented 
and documented.
Baseline:
Y1 ending March 2024


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TAC for approval; approved 
changes are implemented 
and documented.
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
0
Insights from cross-cutting 
themes assessments 
executed during the 
inception phase are 
integrated into programme 
intervention design, 
strategies and activities.
Insights from new cross-
cutting themes assessments 
are integrated into 
programme intervention 
design, strategies and 
activities.
Insights from new cross-
cutting themes assessments 
are integrated into 
programme intervention 
design, strategies and 
activities.
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
0


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Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
0
Programme staff and partner 
market actors are trained on 
safeguarding and 
environmental compliance; 
safeguarding feedback 
mechanisms are 
implemented; and 
programme's environmental 
monitoring plan is tracked 
and implemented.
Programme staff and partner 
market actors are trained on 
safeguarding and 
environmental compliance; 
safeguarding feedback 
mechanisms are 
implemented; and 
programme's environmental 
monitoring plan is tracked 
and implemented.
Programme staff and partner 
market actors are trained on 
safeguarding and 
environmental compliance; 
safeguarding feedback 
mechanisms are 
implemented; and 
programme's environmental 
monitoring plan is tracked


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safeguarding feedback 
mechanisms are 
implemented; and 
programme's environmental 
monitoring plan is tracked 
and implemented.
Govt (£) Other (£) Total (£)
Propcom+ MERL System
Source
Propcom+ MERL System
Source
Propcom+ MERL System
Source
# OFFICIAL


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OFFICIAL#
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
N/A
ToR signed off by EQUALS 
by March 2024, EME held by 
May 2024, ITT Pack 
Published by June 2024, 
Bids evaluated and 
implementation contractor 
selected and contracted by 
September 2024.
N/A N/A
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
N/A
Evaluability Assessment 
completed by December 
2024, Evaluation Design 
completed by February 
2025, and EQUALS Review 
completed by March 2025.
EQUALS review of 
Evaluation design in April 
2025, and final evaluation 
design approved by May 
2025.
N/A
Baseline:
Y1 ending March 2024
Milestone 1:


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2025, and final evaluation 
design approved by May 
2025.
N/A
Baseline:
Y1 ending March 2024
Milestone 1: 
Y2 ending March 2025
Milestone 2:  
Y3 ending March 2026
Milestone 3: 
Y4 ending March 2027
N/A N/A
Submission of P1 Data 
collection report and survey 
data, Submission of P2 Data 
collection report and survey 
data. Submission of P3 Data 
Collection Report.   
Draft mid-term evaluation 
report submitted by July 
2026, EQUALS review, final 
report approved by 
September 2026, and 
dissemination of findings.
Govt (£) Other (£) Total (£)
# OFFICIAL


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OFFICIAL#
Notes
Assumptions and Notes
The programme will report data on these indicators when available from the 
various secondary sources indicated. Our interventions only contribute to 
these impact indicators, hence, the programme is not responsible for the 
results/status. 
Baseline and Target Sources:
1) Federal Ministry of Budget and Economic Planning: Nigeria Agenda 2050: 
https://nationalplanning.gov.ng/wp-content/uploads/2023/05/Nigeria-Agenda-
2050-Report-Corrected.pdf
 - Impact Indicator 1: Poverty Head Count: Page 201, Table 24.1
 - Impact Indicator 2: GHG emission reduction: Page 184, Table 20.2 
 - Impact Indicator 3: Severe Food Insecurity: Page 159, Table 16.2
2) Nigeria's First Nationally Determined Contribution (NDC) - 2021 Update


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2) Nigeria's First Nationally Determined Contribution (NDC) - 2021 Update
https://unfccc.int/sites/default/files/NDC/2022-
06/NDC_File%20Amended%20_11222.pdf
 - Impact Indicator 2: Page 17-19, Figures 4, 5, and 6.
Assumptions:
* Government subsidies will not disrupt agricultural markets.
* Other programmes do not result in significant market distortion, which 
prevents market players from enacting positive and sustainable change that 
benefits poor women and men in the long term. 
* Trade-offs between different impact goals can be managed.
* The security situation allows the continued implementation of market 
development activities, and allows for the realisation of discernible outcomes. 
* Other sources of conflict not addressed by Propcom+ (e.g. political) do not


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* Other sources of conflict not addressed by Propcom+ (e.g. political) do not 
close the space for conflict resolution. 
* Households are consuming their own crop and using additional earned 
income to purchase nutritious food
* Nutritious food is consumed by those who need it, particularly women and 
children. 
* Participation in the market of women and other marginalised groups leads to 
increased income and does not have unintended negative effects
* Increases in productivity or income do not lead to backlash or violence 
against women, or intra-household conflict.
GBP to NGN conversion: 1 GBP = 1,136.14 NGN (Oanda exchange rate at 
the end of the inception phase - January 31, 2024)
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FCDO SHARE (%)
Assumptions and Notes
FCDO SHARE (%)
Assumptions:
* Government subsidies will not disrupt agricultural markets.
* Other programmes do not result in significant market distortion, which 
prevents market players from enacting positive and sustainable change that 
benefits poor women and men in the long term. 
* Trade-offs between different impact goals can be managed.
* The security situation allows the continued implementation of market 
development activities, and allows for the realisation of discernible outcomes. 
* Other sources of conflict not addressed by Propcom+ (e.g. political) do not 
close the space for conflict resolution. 
* Households are consuming their own crop and using additional earned 
income to purchase nutritious food


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* Households are consuming their own crop and using additional earned 
income to purchase nutritious food
* Nutritious food is consumed by those who need it, particularly women and 
children. 
* Participation in the market of women and other marginalised groups leads to 
increased income and does not have unintended negative effects
* Increases in productivity or income do not lead to backlash or violence 
against women, or intra-household conflict.
GBP to NGN conversion: 1 GBP = 1,136.14 NGN (Oanda exchange rate at 
the end of the inception phase - January 31, 2024)
Assumptions:
* A critical mass can be achieved in each market, enabling the shift from actor-
level to market-level changes. 
* Information can flow between actors in each market, enabling new ideas and


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level to market-level changes. 
* Information can flow between actors in each market, enabling new ideas and 
ways of working to diffuse. 
* The business environment supports positive investment decisions. 
* Intervention targeting reaches the right individuals.
* Smallholder farmers have the capacity, resources and willingness to engage 
in market development interventions. 
* Partners have incentives and the capacity to adopt business models 
introduced by the programme.
* Partners take ownership of business models and have incentives to adapt 
and invest in scale
*Non-targeted market actors have the incentive to crowd in
*Other actors will not block or undermine market changes facilitated by the 
programme
* Firms have sufficient capacity to manage more and better investments.


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programme
* Firms have sufficient capacity to manage more and better investments. 
*Business models introduced will sufficiently address targeted market failures.
* Individuals who have been trained/had capacity built remain within partner 
organisation / in relevant market role
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Assumptions and Notes
FCDO SHARE (%)
Assumptions and Notes
Assumptions:
* Other development organisations have shared priorities and objectives with 
Propcom+
* A critical mass of market actors and stakeholders are aware of and engage 
with Propcom+
Assumptions:
* Policy and regulatory interventions are achievable in a relevant time frame.
* There is sufficient political will and momentum for targeted policy and 
regulatory changes.
* Coalitions' incentives are aligned with the programme objectives.
* Actors engaged within partner organisations are representative of their wider 
organisation.
* Individuals who have been trained/had capacity built remain within partner 
organisation / in relevant market role
# OFFICIAL


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Total (£)
Assumptions and Notes
FCDO SHARE (%)
Assumptions:
* Propcom+ has access to timely, relevant, and accurate information for 
technical and cross-cutting analysis.
* Partners step down training on SEAH, environmental management received 
and implement recommended mitigations.
* TAC meetings are held quarterly, and adaptations are discussed and 
decided.
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Assumptions
1) procurement completed through GEMFA framework 2) At least 2 high 
quality bids are received 3) Procurement process will go smoothly and no 
slippage in the scheduled timing 3) No challenge of the procurement process 
during Alcatel period 
Risk Rating
Moderate
# OFFICIAL


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/Users/olusojiapampa/Library/Mobile Documents/com~apple~CloudDocs/Documents/Proposals/PropCom/PropCom+/propcom-rrca/data/corpus/00_programme_core/Propcom+ Main Programme ToC.pdf


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Context summary
• Nigeria's agricultural sector comprises 22.1% of the GDP, 75% of non-oil exports, and employs over two-thirds of the 
population. 
• In states like Adamawa and Kaduna, agriculture contributes significantly to their GDP (54% and 40%, respectively). 
• The north has over 80% of its population engaged in primary production agriculture, leading to high poverty rates and 
vulnerability to climate impacts. 
• Gender gaps in agriculture, including unequal access to extension services, inputs, and crop choice,  undermine sector 
productivity.
• Nigeria, particularly in the North, is highly vulnerable to climate impacts due to low resilience, driven by poverty and 
climate-sensitive livelihoods.


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climate-sensitive livelihoods. 
• Land degradation poses a significant risk to key ecosystems, reducing land productivity and resilience.
• Approximately 25% of Nigeria's GDP is exposed to flooding risks.
• Climate change, demographics, and urban growth increase the risk of conflict in Nigeria. 
• Future conflicts, tied to resource access, are expected to rise with climate change and population growth.
• Improving agriculture, economies, land use, and climate measures can mitigate underlying drivers, preventing further 
instability.


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Constraint summary
• Propcom+ seeks to address three interrelated problems:
• Weak productivity: Two-thirds of Nigerians depend on agriculture, but weak agricultural 
productivity and gaps in rural markets, including gender gaps, contribute to unemployment and 
poverty and undermine food security and access to nutritious food.
• Climate vulnerability: Climate risks are increasing as variable weather patterns threaten climate-
sensitive agricultural livelihoods and exacerbate existing inequalities, pressure on natural 
resources fuels competition and instability, and unsustainable land use drives greenhouse gas 
emissions.
• Ongoing conflict: Underlying drivers of instability (unemployment, governance failures,


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emissions.
• Ongoing conflict: Underlying drivers of instability (unemployment, governance failures, 
inequality, competition for natural resources) continue to fuel internal conflict, displacement and 
food insecurity, which further undermines development.


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Core approach
• Propcom+ will systematically address the three key constraints through a “3Ps” approach of 
interlinked components:
➢ P1: Scaling-up a focused basket of Proven climate-smart interventions around agricultural and 
primary processing / storage practices and models to get these adopted by millions of poor and 
vulnerable smallholder farmers and small-scale entrepreneurs.
➢ P2: Building markets by developing and Piloting new business models that improve 
productivity, enhance resilience to climate change, reduce emissions, and improve nutrition 
outcomes.
➢ P3: Enabling Policies that support a strengthened enabling environment for sustainable food 
and land-use system.


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Targeted Impact
• Programme activities are expected to lead to inclusive and resilient growth (economic, climate and nutrition) 
by promoting a transformation of Nigeria's rural economy.
• Transformational impact involves systemic shifts that change Nigeria’s rural agricultural sector to become a 
productive, resilient, low-carbon, and commercially viable sector. This will involve the following:
• Scaling proven and adaptable rural economic interventions
• Systematic integration of climate risk, building resilience and sustainable land-use and food systems
• Ensuring that at least 50% of the benefits of the project accrue to women
• Integrating nutrition sensitivity across all interventions
• A tiered priority focus with expanded geographic attention responding to needs and issues


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• A tiered priority focus with expanded geographic attention responding to needs and issues
• Enhanced policy engagement with State and Federal Governments following principles of mutual 
accountability, and
• Seeking to create strategic partnerships to enhance investments.


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ToC Visual
P2: Market actors' pilot new Climate Smart 
Agriculture (CSA) and Sustainable Land 
Use (SLU) business models that improve 
productivity and resilience, reduce 
emissions and improve gender equality and 
nutrition outcomes. 
P1: Market actors scale-up proven 
inclusive CSA and SLU models to benefit 
male and female smallholder farmers 
(SHFs) and small-scale entrepreneurs. 
Response: Actors implement new or 
adjusted policies, formal and informal rules, 
regulations, and standards to promote 
inclusive and resilient market growth.
Food/Nutrition security: Access to and 
consumption of safe and nutritious food 
reduces levels of malnutrition.
Economic: Inclusive and resilient rural 
economic transformation lowers poverty 
rates and reduces inequality and conflict.


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economic transformation lowers poverty 
rates and reduces inequality and conflict.
Climate and Nature: CSA and SLU practices 
support natural resource management, climate 
adaptation, and reduce carbon emissions.
Policy Actors Behaviour Change: Coalitions between and within 
public and private sector actors lead to the introduction of new or 
refined policies, formal and informal rules, regulations, and 
standards, while actively anticipating and avoiding conflict triggers.
Market Actor Behaviour Change: Market actors 
adopt and adapt business models and approaches to 
CSA, SLU, gender, and nutrition-sensitive agriculture, 
while also anticipating and avoiding conflict triggers.
P3: Political, business, development and 
community actors take action to address


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P3: Political, business, development and 
community actors take action to address 
critical policy and regulatory issues limiting 
the performance of P1 and P2 markets, and 
other cross-cutting issues.
Partnership 
development
Capital and 
resource grants
Info dissemination, 
extension
Finance, Investment 
facilitation
TAs and, 
Advisories
Context and constraint analysis → Diagnostic and cross-cutting studies →  Partner identification → Inclusive intervention design and co-creation → Partnership agreements with actors → Risk profiling 
and assessments → Routine intervention monitoring → Periodic intervention review → Documentation of lessons and adaptations → Intervention design updating, closure, and creation of new design.
SHF Productivity, Adaptation: Male


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SHF Productivity, Adaptation: Male 
and female SHFs and small-scale 
entrepreneurs achieve improved 
productivity and adaptive capacity.
Advocacy and 
Influencing
Market linkage 
facilitation
Output
Introduce innovative business 
models to overcome critical 
scale-up (P1) and growth (P2) 
constraints in targeted markets 
supported by politically smart 
influencing (P3); 
Outcome
Sustainable agri-food system 
that increases productivity, 
enhances resilience, and 
pursues lower emissions, 
contributing to improved food 
security, stability, and healthy 
diets;
Impact
Inclusive and resilient 
growth (economic, climate, 
nutrition) by promoting
a transformation of 
Nigeria's rural economy. 
Approach
A systematic, flexible, 
adaptive, inclusive intervention 
design and  implementation


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Approach
A systematic, flexible, 
adaptive, inclusive intervention 
design and  implementation
contributing to
leading to
..in order to
Intermediate Outcome
Market system actors’ 
behaviour change,  
investments in proven business 
models and engagement in 
tangible policy issues;
to facilitate
Market Actor Investment: Market actors 
increase investments in CSA, and SLU 
business models and provide improved 
services to male and female SHFs. 
Income: Male and female SHFs and small-scale 
entrepreneurs experience improved incomes, which 
reinforces household nutrition. 
Resilience: A greater range of male and female SHFs, 
entrepreneurs engage in more profitable business models, and 
are better able to cope with future shocks. 
SHF Adoption: Male and female 
SHFs and small-scale


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are better able to cope with future shocks. 
SHF Adoption: Male and female 
SHFs and small-scale 
entrepreneurs adopt/adapt CSA and 
SLU innovations and practices
Expansion: Uptake and replication of 
CSA and SLU innovations by non-partner 
market actors extend benefits to male and 
female SHFs in non-targeted locations.
Data, evidence 
generation
Training, demos, 
capacity building
Quarterly 
reflections 
inform 
adjustments 
to actors’ 
work plans 
and 
milestones;  
intervention 
strategies, 
and 
programme 
facilitation 
toolkits.
Annual 
reflections, 
results and 
case study 
analyses 
provide new 
insights on 
change 
pathways; 
and are used 
to refine 
output and 
outcome 
level results, 
indicators, 
and 
assumptions


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ToC Assumptions…1/3
• Output → Intermediate Outcomes
• There is sufficient pipeline of viable business models to feed into P1 and potential new markets and business models 
to inform P2.
• Partners take ownership of new business models and policy engagements. 
• Market actors have sufficient capacity to adapt and scale investments in the various markets.
• Senior management in companies are able to drive change at the ground level. 
• The business environment enables positive investment decisions.
• The policy environment is conducive to execute P3 initiatives and also support rather than undermine or distort efforts 
in P1 and P2
• The security situation does not deteriorate further and constrain partners’ implementation activities.


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in P1 and P2
• The security situation does not deteriorate further and constrain partners’ implementation activities. 
• Adverse climate conditions, pandemics, natural disasters capable of affecting actors performance do not occur.


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ToC Assumptions…2/3
• Intermediate Outcomes → Outcomes
• Actions of government and other programmes do not result in significant market distortion which prevents market players from 
enacting positive and sustainable changes that benefit poor women and men in the long term.
• The political economy of agriculture remains as it is, or improves, and does not significantly affect the implementation of b usiness 
environment reforms.
• Smallholder farmers and small-scale entrepreneurs, especially women and those from marginalized backgrounds, have the capacity 
(e.g. literacy) and willingness to engage in new market development programmes.
• The enabling environment does not deteriorate and prevent the achievement of a critical mass in each market needed to enable the


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shift from actor level to market system level.
• Adverse climate conditions, pandemics, natural disasters capable of affecting productivity and resilience negatively do not o ccur.
• The security situation does not deteriorate further and limit smallholder farmers engagement in agricultural activities. 
• Coalitions are representative of community and not captured by private interests.
• Increased involvement or new roles for women in market systems does not result in gender -based violence or harassment. 
• Women have sufficient time to participate in market systems and engage in innovations.


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ToC Assumptions…3/3
• Outcomes → Impact
• Macro-economic conditions do not worsen.
• Increased participation of women does not lead to a backlash from stakeholders.
• Nutritious food is socially accepted and consumed by those who need it most, women and children.
• Other sources of conflict not addressed by the programme (e.g., political) do not close off the space for conflict resolution .
• Women will be able to control the income that they earn and make decisions that result in a reduction in levels of malnutriti on in the 
household.
• Policy, social, and market changes targeted are achievable within the lifetime of the project.
• Trade-offs between the various impacts can be managed.


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• Trade-offs between the various impacts can be managed.
• Adverse climate conditions, pandemics, natural disasters capable of eroding income and resilience gains do not occur.


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ToC Narrative: Approach
Propcom+ employs a diverse range of tools such as technical assistance, grants, advice, and advocacy to accomplish its overarching 
objectives. The program is committed to being adaptive, conflict -aware, integrated, and inclusive in its approach.
To achieve this, Propcom+ constantly incorporates new insights derived from Monitoring, Evaluation, Research, and Learning (M ERL) 
processes and market analysis. It remains flexible and adaptable, iterating its strategies to identify and implement successf ul models. 
Furthermore, Propcom+ employs a social and political perspective to diagnose, detect, and design solutions that are deeply rooted in the


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local context and align with the interests of key stakeholders. This approach ensures that interventions work in harmony with  the prevailing 
conditions and priorities of the region.
The program also places great emphasis on integrating cross -cutting issues such as gender, conflict, and nutrition into every ph ase of its 
analysis, design, and implementation. This holistic approach ensures that these critical factors are considered and addressed  within the 
broader development framework.
Moreover, Propcom+ is committed to the active involvement and benefit of women and individuals from marginalized groups in its 
interventions. By engaging these communities, the program seeks to empower them and create opportunities for their meaningful  
participation in the development process.


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ToC Narrative: Outputs
Propcom+ focuses on delivering three key pillars as its primary outputs, each of which plays a vital role in achieving its objective s:
• The first pillar, P1, centres on the scaling-up of proven climate-smart interventions. The goal is to facilitate the widespread adoption of 
these practices and models among millions of impoverished and vulnerable smallholder farmers and small -scale entrepreneurs, with a 
particular emphasis on including women.
• The second pillar, P2, is dedicated to market development through the creation and piloting of innovative business models. Th ese 
models are designed to enhance productivity, reduce gender disparities, bolster resilience to climate change, lower emissions , and 
improve nutritional outcomes.


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improve nutritional outcomes.
• The third pillar, P3, focuses on facilitating the establishment of policies that promote a strengthened and inclusive enablin g environment 
for sustainable food and land-use systems.
Importantly, these three pillars are interconnected and mutually reinforce each other. Pilots initiated under P2 have the pot ential to be 
scaled up and expanded under P1, while the initiatives pursued under P1 are expected to generate fresh ideas and opportunitie s that can 
be piloted under P2. Furthermore, the development of appropriate policies and regulations falls under the purview of P3, and these policies 
can provide support for the business models created under P1 and P2. Evidence and insights gathered from the implementation o f P1 and


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P2 can also contribute to the formulation and refinement of these policies and regulations, creating a dynamic and synergisti c approach to 
achieving Propcom+'s goals.


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ToC Narrative: Intermediate Outcomes
The three outputs of Propcom+ are expecting to lead to three intermediate outcomes; change in behaviour from market actors, a dditional 
investment, and behaviour change from policy actors. 
• Under Output P1, market actors scale up proven inclusive Climate Smart Agriculture (CSA) and Sustainable Land Use (SLU) model s. 
As they expand the reach of these models, market actors continually adapt and refine their approaches. This demonstrates a re adiness 
to change and align their actions with the evolving needs of the agricultural sector. At this stage, high levels of investmen t are expected 
from market actors, enabling them to reach large numbers of smallholder farmers.


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from market actors, enabling them to reach large numbers of smallholder farmers. 
• Under Output P2, Propcom+ engages market actors in the piloting of innovative Climate Smart Agriculture (CSA) and Sustainable Land 
Use (SLU) business models. This proactive involvement encourages market actors to explore fresh approaches aimed at improving  
productivity, resilience, emissions reduction, gender equality, and nutrition outcomes. It prompts them to adapt and adopt th ese climate-
smart strategies, thereby departing from traditional methods. At this stage, moderate levels of investment are expected, and successful 
models will transition into P1 for scale -up.


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models will transition into P1 for scale -up. 
• Output P3 focuses on engaging political, business, development, and community actors to address critical policy and regulator y issues 
that hinder the performance of P1 and P2 markets. Propcom+ fosters coalitions and collaborations among these actors, encouraging 
them to work collectively towards policy changes. These coalitions lead to the introduction of new or refined policies, forma l and 
informal rules, regulations, and standards. This signifies a significant shift in behaviour among policy actors, as they acti vely work 
towards creating a more conducive environment for sustainable and inclusive agricultural practices.


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ToC Narrative: Outcomes
Propcom+’s intermediate outcomes set the stage for a series of outcomes that fundamentally change the agricultural landscape and the  livelihoods of 
smallholder farmers (SHFs) and small -scale entrepreneurs.
The first change is the adoption of Climate Smart Agriculture (CSA) and Sustainable Land Use (SLU) practices by male and fema le smallholder farmers and 
entrepreneurs. This shift is a result of the improved services offered by market actors through their adoption and investment  in CSA and SLU models. These 
practices, now viewed as both viable and beneficial, gain traction among the farming community, leading to widespread adoptio n.


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As these innovative practices become more prevalent, there is an increase in SHF productivity and adaptive capacity to climat e change. Improved techniques 
and approaches in agriculture, informed by the CSA and SLU models, boost the efficiency of farming practices and contribute t o better crop yields and quality. 
This uptick in productivity is a crucial step towards economic empowerment and sustainability for these small -scale farmers and entrepreneurs.
Simultaneously, there is an expansion in the uptake and replication of CSA and SLU innovations. This expansion is not limited  to the initial target audience or 
geographical locations but extends to non -partner market actors as well. As these practices prove their worth, they are naturall y replicated by other market


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actors, spreading the benefits to SHFs in non -targeted locations. 
In parallel, there is a response from various actors in implementing new or adjusted policies, formal and informal rules, reg ulations, and standards. This shift in 
the policy landscape, influenced by the behaviour change in policy actors, fosters an environment that promotes inclusive and  resilient market growth. These 
policy changes ensure that the gains made in CSA and SLU practices are supported and sustained over the long term.
Furthermore, these developments lead to an improvement in income and resilience for the SHFs and entrepreneurs. The adoption of better agricultural


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practices and increased productivity directly translate into higher incomes. This economic upliftment is not just a marker of  financial success but also plays a 
critical role in reinforcing household nutrition. With more profitable business models and improved coping mechanisms, these individuals are better equipped to 
handle future shocks, whether they be environmental, economic, or social. This resilience is key to ensuring the sustainabili ty of the gains made and in building 
a robust agricultural sector that can withstand the challenges of the future.


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ToC Narrative: Impact
The outcomes lead to three key impacts. 
• Firstly economic, reducing poverty rates and transforming the lives of people in Northern Nigeria. The distribution of benefi ts is an important component of 
Propcom+, ensuring that at least 50% of the economic benefits accrue to women and that economic growth is broadly shared, red ucing inequality. 
• Secondly food security and nutrition, whereby a change in agricultural practices and increased income can reduce food insecur ity and malnutrition. Nutrition 
can be improved both through an overall improvement in productivity, and a specific focus on nutrition -sensitive investments, su ch as in biofortified food.


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• Finally, climate, whereby climate -sensitive agriculture and sustainable land use practices can improve farmers resilience - help farmers maintain or improve 
productivity in the face of worsening climatic conditions, while also reducing the amount of greenhouse gas emissions produce d through farming. A change 
in agricultural practices, improved services, and use of climate smart technologies (example solar -powered fridges for vaccine c old-storage chains) can 
reduce emissions and improve mitigation outcomes.  
Propcom+ will also be conscious of the risk of negative impacts from its work. There are specific risks for women, as increas ed productivity and work


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opportunities could place additional burdens on their time, or lead to a backlash from other community members. There are ris ks to conflict, as changes in 
market systems are expected to create losers as well as winners. And there are environmental risks, as increased production c ould contribute to existing 
environmental problems. By integrating GESI, climate, and political considerations through Propcom+ work, it is expected that  these negative impacts will be 
avoided or mitigated.


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OFFICIAL 
OFFICIAL 
Annual Review 
 
Title:  Propcom+ – supporting economic development in conflict and climate affected regions in Nigeria 
Programme Value £ (full life): £95,000,000 Review date: May - June 2025 
Programme Code: 300826 AMP start date: 13/05/2022 AMP end date:  31/03/2030 
 
Summary of Programme Performance  
Year 2023 2024 2025      
Overall Output Score A A A+      
Risk Rating  Major Major Major      
 
DevTracker Link to Business Case:  
DevTracker Link to Business Case Addendum: 
https://iati.fcdo.gov.uk/iati_documents/D0003546.odt  
https://iati.fcdo.gov.uk/iati_documents/D0005028.odt  
DevTracker Link to results framework:  https://iati.fcdo.gov.uk/iati_documents/D0003887.xlsx  
 
A. SUMMARY AND OVERVIEW  
 
Description of programme


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A. SUMMARY AND OVERVIEW  
 
Description of programme  
 
Propcom+ is a £95 million, eight-year, International Climate Finance (ICF), rural and agricultural market development 
programme. This Annual Review covers the third year of the programme.  
 
Propcom+ supports climate-resilient and sustainable agriculture that benefits people, climate, and nature. It works with 
Nigeria’s vibrant private sector to (i) increase productivity, improve nutrition and food security (ii) enhance climate 
resilience, pursue lower emissions, and protect and restore nature, and (iii) help tackle some of Nigeria’s underlying 
drivers of conflict and insecurity.  
 
The programme does this by stimulating sustainable pro-poor climate-resilient growth in selected rural markets.  It


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The programme does this by stimulating sustainable pro-poor climate-resilient growth in selected rural markets.  It 
works as a ‘market facilitator’, identifying constraints in market systems and facilitating changes to enable rural 
markets to work better for the benefit of poor and climate-vulnerable smallholder farmers and rural small-scale 
entrepreneurs.   
 
Propcom+ aims to increase the incomes and climate resilience of 3.79 million poor and vulnerable men and women in 
Nigeria, 50% of whom will be women, through a “3Ps” approach of interlinked components: 
 
P1: Scaling-up a focused basket of Proven climate smart interventions around agricultural and primary 
processing / storage practices and models to get these adopted by millions of poor and vulnerable smallholder


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processing / storage practices and models to get these adopted by millions of poor and vulnerable smallholder 
farmers and small-scale entrepreneurs. 
P2: Building markets by developing and Piloting new business models that improve productivity, enhance 
resilience to climate change, reduce emissions, and improve nutrition outcomes.  
P3: Enabling Policies that support a strengthened enabling environment for sustainable food and land-use 
system. 
Climate Smart Agriculture (CSA) is an integrated approach to managing landscapes that addresses the interlinked 
challenges of food security and accelerating climate change.  CSA initiatives aim to simultaneously achieve three 
outcomes: (i) increasing productivity to produce more and better food to improve nutrition and boost incomes; (ii)


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outcomes: (i) increasing productivity to produce more and better food to improve nutrition and boost incomes; (ii) 
enhancing resilience by reducing climate vulnerability and improving capacity to adapt and grow in the face of 
shocks and long-term stresses such as shortened seasons and erratic weather pattens, and (iii) pursuing lower 
emissions for each calorie or kilo of food produced, avoiding deforestation from agriculture, and identifying ways to 
absorb carbon out of the atmosphere. 
 
Over the reporting period, the programme has adapted to a three-tier approach to regional and state level 
implementation. Tier 1 States are from North-West (NW) and North-East (NE) Nigeria – Kaduna, Kano and Jigawa


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implementation. Tier 1 States are from North-West (NW) and North-East (NE) Nigeria – Kaduna, Kano and Jigawa 
(KKJ) - priority States that are considered reform ready and deploying market-led actions. Tier 2 States are 
opportunistic to private-sector led partnerships in Katsina, Plateau, Bauchi, Gombe and Adamawa. Opportunities have 
been identified to progress some to Tier 1 over the next 12 months, such as Gombe and Adamawa.  Tier 3 States are 
from Southern Nigeria and have a more focused set of priorities on sustainable land use and deforestation-free 
commodities (such as oil palm and cocoa), with implementation in Edo, Ekiti, Ondo, and Cross River States.


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OFFICIAL 
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Context over the last 12 months 
The last 12 months have been characterised by a continued challenging external operating environment, including a 
difficult macroeconomic and security context.  The security situation has stagnated with no major overall 
improvements, affecting the investment climate, the ability of farmers to be productive, and food security.  Climate 
impacts are being felt, particularly erratic weather patterns, including floods and droughts which have exacerbated 
production challenges.  Poverty levels have broadened and deepened, standing now at 107 million (up from 84 
million)1 whilst 30.6 million people are in critical (crisis and emergency) phases of food and nutrition insecurity.2


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million)1 whilst 30.6 million people are in critical (crisis and emergency) phases of food and nutrition insecurity.2  
The macroeconomic context has significantly shifted over the last 12 months, driven by Nigeria’s economic reforms.  
Growth is increasing, with full-year growth in 2024 at 3.4 percent, the highest since 2014 (excluding the 2021-22 
COVID-19 rebound).  However, agricultural growth was weak at only 1.2 percent, held back by high input costs, 
limited access to finance, and insecurity. Inflation remains high, now at 24% following the GDP re-basing in March 
2025. Infrastructure deficiencies continue to significantly diminish economic competitiveness, particularly ongoing 
challenges in power, water, roads and communication.


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challenges in power, water, roads and communication.  
There are strong signals of the government’s intent to revitalise the agricultural sector to enhance food security, drive 
employment, and raise living standards.  The Federal Government announced plans to recapitalise the Bank of 
Agriculture with ₦1.5 trillion, alongside a 127% Federal Budget uplift (₦363 billion to ₦826.5 billion in 2024 to 2025), 
most of which is devoted to capital expenditure. However, this remains just 2% of the total budget, far below the 
Maputo Declaration recommended 10%, and modest for a sector where two thirds of Nigerians earn their living and 
contributes over a quarter of GDP.   
The political economy of agriculture remains complex.  Agricultural policy direction remains fragmented, largely


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The political economy of agriculture remains complex.  Agricultural policy direction remains fragmented, largely 
reactive, and with limited coordination or continuity.  A new Federal Ministry of Livestock was created in July 2024 to 
address farmer-herder conflict and promote domestic livestock productivity.  In July 2024, the Federal Government 
introduced several reactive policy measures to respond to food insecurity and growth priorities, including a 150-day 
duty-free import window of key staples (maize, brown rice, wheat and cowpeas). Implementation has been mixed. The 
policy eased short-term price pressures but coupled with further handouts of free grains, fertiliser and inputs, distorts 
markets and due to significant implementation delays, has an unclear duration.


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markets and due to significant implementation delays, has an unclear duration.   
Despite these issues, public sentiment strongly favours agricultural investment.  A NOIPolls survey in January 2025 
found that agriculture (53%), economic policy (42%) and security (35%) were the top three priorities Nigerians want 
the government to address in 2025.3 There remains a significant opportunity to improve specific food and agricultural 
policies which could help unleash the potential of this important sector.   
Implementing Partner Performance 
Palladium International Limited is the main supplier for Propcom+.  Over the year under review, they have overall 
performed strongly.  Feedback from programme partners during the Annual Review field visit was overwhelmingly


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performed strongly.  Feedback from programme partners during the Annual Review field visit was overwhelmingly 
positive.  The quality, delivery and timeliness has been strong overall, but in a couple of instances has required strong 
FCDO engagement and direction, particularly with P2 pipeline development (see Sections C and F for discussion). 
Palladium responded effectively to deliver the one-year window of capital grants, developing a pipeline of £3.6m 
grants over 15 partners with a projected impact of over 1 million beneficiaries over the next three years.  Palladium 
have continued to build strong relationships with State and Federal Government partners, engaging effectively in the


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have continued to build strong relationships with State and Federal Government partners, engaging effectively in the 
Mutual Accountability Frameworks (MAFs) and expanding political buy-in supporting sustainable deforestation-free 
commodities from the Governors in Ondo and Cross River States.  See Section G for further discussion.  
During the reporting period, the Strategic Response Fund (SRF) grant to HarvestPlus closed.4  Following the 2024 
Annual Review recommendation, support to HarvestPlus was transitioned under the main programme contract with 
Palladium to continue Propcom+ support to climate- and nutrition-smart biofortified crops.  Overall, HarvestPlus 
performed well in delivering the scale-up in biofortified markets, which has been further catalysed through additional


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performed well in delivering the scale-up in biofortified markets, which has been further catalysed through additional 
partnerships under the main programme and capital grants. Feedback during the field visit was positive, and there is 
visible increasing interest from stakeholders and markets in biofortified crops, particularly Vitamin A Maize (VAM) and 
Iron Pearl Millet (IPM).  The recent release of zinc rice, the first in Africa and facilitated by Propcom+ and HarvestPlus, 
offers significant potential to scale biofortified markets in Nigeria and reducing food and nutrition insecurity.5  
Oxford Policy Management Limited (OPML) were contracted in September 2024 to lead the programme’s


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Oxford Policy Management Limited (OPML) were contracted in September 2024 to lead the programme’s 
independent evaluation, the Learning, Evaluation, Accountability Facility (LEAF).  OPM have performed well delivering 
the evaluation design and evaluability assessment of Propcom+, building good working relationships with both FCDO 
 
1 World Bank (2025) Nigeria Development Update : Building Momentum for Inclusive Growth (English). Washington, D.C. : World Bank 
Group. http://documents.worldbank.org/curated/en/099050925195027786 
2 Cadre Harmonisé | IPC - Integrated Food Security Phase Classification 
3 NOI Polls (2025) : Nigerians Want Government to Prioritise Agriculture, Economic Policies and Security : https://www.noi-polls.com/post/2025-


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nigerians-want-government-to-prioritize-agriculture-economic-policies-and-security 
4 The Strategic Response Fund (SRF) was a component of the programme, managed by BHC Nigeria, to be utilised in the first two years to 
catalyse opportunities and allow the main service provider to hit the ground running to demonstrate early results. As set out in the 2023 Annual 
Review, only one project was funded under this component to HarvestPlus. 
5 FG MOVES TO INTRODUCE ZINC RICE VARIETIES TO ENHANCE FOOD AND NUTRITION SAFETY – FMAFS


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OFFICIAL 
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and the programme. LEAF’s role as a ‘critical friend’ in supporting the programme and early identification of 
opportunities to strengthen delivery has been well delivered and received.  The evaluation deliverables were quality 
assured by the LEAF Advisory Reference Group and FCDO’s independent Evaluation Quality Assurance and 
Learning Service (EQUALS), who scored the evaluation design as excellent.    
FCDO Management of the Programme 
During the reporting period, the programme’s Lead Adviser became the Senior Responsible Officer (SRO) supported 
by a Private Sector Development Adviser and Programme Officer.  A Sustainable Agriculture and Food Systems 
Adviser joined on Temporary Deployment as the Programme Responsible Owner (PRO) and technical adviser. This


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Adviser joined on Temporary Deployment as the Programme Responsible Owner (PRO) and technical adviser. This 
strengthened FCDO oversight across the technical and operational requirements of the programme.  FCDO moved to 
fortnightly catch ups with the programme’s technical team and a monthly deep dive through a programme dashboard, 
with a key focus on the strategic shift from Inception to Implementation, the deployment of capital grants, pipeline 
development, and Federal and State policy engagement.   
  
Programme governance arrangements have continued as set out in the Business Case and approved Programme 
Strategy.  During the reporting period, two Programme Steering Boards (PSB) were held to review programme


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Strategy.  During the reporting period, two Programme Steering Boards (PSB) were held to review programme 
implementation, and to sign off the programme strategy and workplan.  Three Technical Advisory Committee (TAC) 
meetings were held and continued to include cross-cutting advisory representatives from across the British High 
Commission (BHC) in Nigeria providing strategic and technical inputs to help inform intervention design and 
programme strategy.  An evaluation reference group has also been established to assure the overall quality and 
usefulness of the evaluation, and adherence of the evaluation process to the OECD/DAC Evaluation principles.  The 
Reference Group comprises representatives with evaluation and/or specialist sector experience relevant to the 
programme.


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programme. 
 
Summary supporting narrative for the overall score in this review  
 
The overall score of Propcom+ is A+ and is currently exceeding expectations in terms of delivery and 
achievements. This is commendable given the macroeconomic and food security challenges alongside deploying new 
capital grants during the reporting period.    
 
Output 1: Moderately exceeded expectations (A+) with more market actors, smallholder farmers and small-scale 
entrepreneurs engaged and changing their business practices than planned, particularly for women.  
Output 2: Moderately exceeded expectations (A+) with eight new policy and regulatory changes delivered, 13 new 
policy actors supported, and 38 concrete actions taken to deliver the policy interventions.


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policy actors supported, and 38 concrete actions taken to deliver the policy interventions.  
Output 3: Substantially exceeded expectations (A++) with strong progress on developing and disseminating lessons 
learnt and knowledge products, and partnerships forged with strategic partners.   
Output 4: Met expectations (A) with the programme’s approach to design and implementation following strong 
adaptive and flexible management, collaboration, and compliance with safeguarding and cross-cutting priorities 
(climate, gender, political economy, conflict sensitivity, and nutrition).  
Output 5: Moderately exceeded expectations (A+) with the successful procurement of the independent evaluation 
and the completion of evaluation design scored as excellent by EQUALS.


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and the completion of evaluation design scored as excellent by EQUALS.  
 
Propcom+ continues to perform strongly and has built upon its previous work, demonstrating good value for money.  
The programme has supported 536,004 people, of which 260,737 were women (48.6%), to adapt to the effects of 
climate change through improved access to inputs, services and/or technologies.  The programme has smoothly 
moved into implementation, including closing and transitioning the HarvestPlus grant under the main contract. There is 
good evidence of securing buy-in, market traction and willingness from the private sector and key State and Federal 
stakeholders.  The programme also successfully deployed £3.6m in C-DEL grants to 15 partners, with the potential to


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stakeholders.  The programme also successfully deployed £3.6m in C-DEL grants to 15 partners, with the potential to 
directly benefit over 1m people over the next three years.  
Major lessons and recommendations for the year ahead  
 
Key Lessons: 
- L1: Access to affordable finance remains a key constraint to business growth.  Improving access to 
finance (A2F) is essential for new and existing firms to grow and improve productivity.  Binding constraints in 
agriculture, such as the low return on investment, risky nature of agriculture, and the cost at which the 
government is borrowing (government bonds at more than 20%) make investment in the sector unattractive 
from a risk return perspective.  Feedback from the field visit highlighted A2F remains a key barrier, particularly


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from a risk return perspective.  Feedback from the field visit highlighted A2F remains a key barrier, particularly 
the affordability and perceived (and actual) complexity of accessing from financial institutions. The 
programme’s A2F strategy and new pillar will be critical in helping overcome this key constraint.


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OFFICIAL 
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- L2: There are growing opportunities to catalyse behaviour change in the adoption of climate smart 
technologies and business models.  Historically a major constraint in the uptake of climate smart 
technologies, such as solar powered irrigation pumps or produce driers, though carrying negligible running 
costs, initially requires significant investment upfront that was many times higher than conventional fossil fuel 
alternatives. This was reinforced by a context dominated by risk aversion and entrenched traditional 
agricultural production systems and practices.  Climate smart business models that anchor themselves in 
patient advocacy, coupled with an innovative financing mechanism such as pay as you go technology or asset


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patient advocacy, coupled with an innovative financing mechanism such as pay as you go technology or asset 
finance, can lower the barriers to farmer investment and demonstrate the long-term financial gain.  This has 
previously taken time and resources from development partners and institutions who need to stimulate the 
market for first adopters.   
The 2023 fuel subsidy removal and other economic reforms are having wider impacts on market systems. 
Early evidence observes accelerated interest from market actors on uptake and adoption of alternative 
cleaner technologies and business models.  Key stakeholder consultations during this Annual Review 
highlighted significant growing interest in access to, and adoption of, climate smart technologies due to three


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highlighted significant growing interest in access to, and adoption of, climate smart technologies due to three 
main reasons: (i) increasing access to finance available for purchasing equipment such as solar irrigation 
pumps over conventional, (ii) taking a longer term view on investment due to the significant increases in 
working capital required to run conventional fossil fuel equipment (i.e. due to higher cost of fuel), and (iii) 
improved affordability as the relative cost of climate smart technologies is falling in rural markets. 
- L3: Intentional, intervention-specific gender actions make inclusion more practical, visible and 
scalable.  Programme partners are shifting behaviour as a result, where more women are being recruited into


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scalable.  Programme partners are shifting behaviour as a result, where more women are being recruited into 
managerial positions, as sales agents, and extension workers.  The programme is also seeing more women 
being integrated into higher value supply chains as producers (seed multiplication, biofortified crops) and with 
improved market access to inputs, technologies and services.  This is an impressive shift in a context where 
deep structural and cultural barriers, as well as long-established networks often exclude women. During the 
field visit, the review team heard from businesses about recruiting women as core staff to help manage this 
scale-up, including into the senior management team for the first time.  Businesses also commented on the


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scale-up, including into the senior management team for the first time.  Businesses also commented on the 
commercial benefit of integrating women into their supply chains; female farmers adopting practices (stepping 
up from grains to seeds) and technologies better than men leading to higher yields and better buy back, 
including loan recovery.  Propcom+ should look for opportunities to develop tailored case studies and 
strategies to document the programmes wider gender and social inclusion impact (see R6).  See Section C 
Output 4 for further discussion on gender.  
- L4:  Capital grants have helped de-risk private sector investment and accelerated new ways of 
working that might not otherwise have taken place.  Propcom+’s grant funds aimed to leverage private


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working that might not otherwise have taken place.  Propcom+’s grant funds aimed to leverage private 
investment in agribusiness ventures that combine commercial viability and high development impact for poor 
farmers and consumers. By reducing risk and promoting innovation, the capital grants are catalysing 
investment, helping overcome the high front end costs and risk of investment, thereby improving access to 
markets for hundreds of thousands of farmers and entrepreneurs.  The full benefits of the grant capital will be 
realised over the next two to three years. However, early signs from some partners are showing positive 
impact, particularly for those investments deployed alongside technical assistance.  Good early examples


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impact, particularly for those investments deployed alongside technical assistance.  Good early examples 
include the solar fridge co-investment with Tropical Poultry Limited that has seen their vaccine distribution 
increase from 50-60 vials to 20,000 vials a month due to improved cold storage in their supply chain. Similarly, 
Halilco has ramped up the processing of biofortified millets into Instant Koko by 300%, an increase from 
12.5MT to 50MT per month, following the installation of a higher-capacity processing facility.    
- L5: A patient capital approach is essential in deploying grant capital in a context with fragmented 
markets, poor information and coordination mechanisms.  Feedback from grantees were unanimous in the


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markets, poor information and coordination mechanisms.  Feedback from grantees were unanimous in the 
benefit grant capital has allowed them in expanding their innovative businesses and impact as set out above.  
Feedback also highlighted the challenges of navigating the tight grant window, particularly milestone delivery 
timelines, strengthening standard operating procedures (SOPs), and the devaluing naira over the reporting 
period which increased their respective contributions in turn. These tight timelines were particularly 
pronounced where assets needed to be imported into Nigeria and domestic fabrication, given no availability in 
country or region. Nonetheless, whilst this involved more time and effort from partners than they anticipated,


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country or region. Nonetheless, whilst this involved more time and effort from partners than they anticipated, 
many were extremely positive in the feedback and have found the stronger SOPs as a result are helping in 
access to credit with financial institutions and other benefits to their businesses.   
Key Recommendations: 
- R1: Propcom+ should look to establish a more strategic mechanism or platform for coordination and 
collaboration on rural and market development initiatives.  Over the reporting period, the programme 
introduced learning events with partners but should look to take this a step further to promote wider Business 
to Business (B2B), Business to Farmer (B2F), and peer to peer learning to strengthen and optimise synergies


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to Business (B2B), Business to Farmer (B2F), and peer to peer learning to strengthen and optimise synergies 
in addressing constraints faced by agribusinesses, identify and deliver layering of interventions, and further 
promote instances of systemic changes to market systems.


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- R2: Propcom+ should consider establishing a market intelligence system to give more real-time updates 
on programme markets to identify and inform opportunities and risk management as set out in the Business 
Case.  This worked well in the predecessor programme. This system can enable the early identification and 
management of risks, provide a deeper understanding of the context and state-specific nuances, improve 
private sector partners responsiveness and efficiencies in addressing constraints that would otherwise impede 
their operations, and improve coordination with government through information sharing of what is happening 
in rural markets.  
- R3: Propcom+ to expedite the implementation of their Access to Finance (A2F) strategy for a wider,


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- R3: Propcom+ to expedite the implementation of their Access to Finance (A2F) strategy for a wider, 
integrated and multipronged approach to address the growing financial gap in agriculture by July 2025. 
- R4: Propcom+ should consider how it engages on formal and informal policies that govern agricultural 
markets, including how it tracks and records changes.  Informal rules, norms and standards can be critical, 
particularly in markets where formal structures are weak, to drive quality and transparency or the facilitation of 
B2B or B2F linkages (ongoing).  
- R5: Propcom+ to develop quarterly state-level dashboards to complement the existing Mutually 
Accountability Framework (MAF) engagement with more regular and tailored updates (ongoing).


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Accountability Framework (MAF) engagement with more regular and tailored updates (ongoing). 
- R6: Propcom+ should develop a more strategic communication and learning strategy that helps provide 
information and evidence to continuously improve programme interventions (see also R2) and showcases key 
achievements and lessons learnt from the programme, including wider opportunities to package and 
disseminate this learning, by September 2025.  The Annual Review field visit highlighted several change 
agents and leaders the programme could explore opportunities to engage with for example.   
- R7:  FCDO to update the programme logical framework milestones and targets against the revised budget


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- R7:  FCDO to update the programme logical framework milestones and targets against the revised budget 
allocations using the Business Case Value for Money benchmarks to the mid-term in 2027 by September 
2025.   
- R8: FCDO to review the relevance of the GBP Key Performance Indicator (KPI) targets from the 
Business Case, and to update the revised logical framework, by September 2025.


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B: THEORY OF CHANGE AND PROGRESS TOWARDS OUTCOMES  
 
Programme’s Theory of Change 
 
 
 
Summary of Theory of Change 
 
The Theory of Change (ToC) underpinning the programme follows the principles of market systems 
development.  Propcom+ systematically identifies market constraints, designing climate and nutrition smart 
intervention models capable of overcoming critical scale-up (P1) and growth (P2) constraints in targeted markets. This 
is supported by politically smart policy engagement and influencing (P3). The programme then supports market and 
policy actors to implement these interventions to introduce new/improved inputs, services and technology to the 
market, which act as ‘market triggers’.


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market, which act as ‘market triggers’.  
 
Sustained uptake of these innovations by targeted smallholder farmers and entrepreneurs results in improved market 
performance, including market and policy actor behaviour change, more investments, increased policy engagements, 
better functioning markets, greater access to market-related goods and services, and increased market system 
capacity.   
 
Consequently, partners and other market actors are attracted to adopt, adapt, expand, and replicate these innovations 
resulting in improved enterprise practices, a better enabling environment, and performance at scale. These wider 
systemic outcomes in turn leads to better smallholder enterprise performance characterised by increased productivity,


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systemic outcomes in turn leads to better smallholder enterprise performance characterised by increased productivity, 
improved climate resilience, and better income for target and non-targeted beneficiaries, contributing to decreasing 
their levels of poverty, malnutrition, climate vulnerability, and promoting a transformation of Nigeria's rural economy.  
 
Propcom+’s independent evaluation completed an analysis of the programme’s Theory of Change (ToC) during the 
evaluation design. It noted the programme ToC provided a coherent statement of the problem that the programme 
seeks to address, is grounded in evidence informed by contextual and GESI analysis, provides a clear vision of the


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seeks to address, is grounded in evidence informed by contextual and GESI analysis, provides a clear vision of the 
change sought, maps key causal pathways and assumptions, how activities are designed into management 
processes, and how the 3P approach is envisaged as working in a mutually reinforcing way.


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The independent evaluation also commented two key areas to strengthen the ToC logic.  First, there was not a clear 
rationale for why the programme’s interventions are necessary – specifically what are the market failures or system 
constraints the interventions are intended to address, particularly the barriers to adoption and scale-up of climate 
smart agriculture among farmers and enterprises.  Secondly, the causal pathways and assumptions are presented 
with a high level of complexity, making it difficult to identify critical links or to test key assumptions easily.  There can 
be a disconnect between the programme ToC and intervention-level results chains, raising concerns about whether


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be a disconnect between the programme ToC and intervention-level results chains, raising concerns about whether 
implementers fully understand or ‘own’ the overarching logic of the programme and how that translates at the 
intervention level. The feedback from LEAF was considered by the programme during the end of year review of the 
ToC, and as a result, both the ToC and intervention results chain structures were updated to align with each other.  
 
R9: Propcom+ to explore the use of a Systemic Theory of Change approach which involves a visual depiction of a 
theory of change that covers a variety of interventions or projects that are intended to change or transform a system


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theory of change that covers a variety of interventions or projects that are intended to change or transform a system 
together (such as within a specific portfolio).  This will depict the multiple, reinforcing connections between different 
intervention activities, outcomes, and how they affect aspects of the system.  
A major change in the programme from the original Business Case has been the inclusion of capital grants in 
Propcom+’s Climate Smart Agriculture Grants Facility.  A Business Case Amendment was approved in March 2024 for 
the use of up to £10 million of capital investments.  During the reporting period, £3.8m of capital grants were disbursed 
to 15 partners which is expected to improve market access and productivity of over 1m smallholder farmers and small-


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to 15 partners which is expected to improve market access and productivity of over 1m smallholder farmers and small-
scale entrepreneurs at a cost per beneficiary of £3.35.  Most of these results will be realised over the next two years 
due to the time lag from investment in the capital assets to said assets being fully operational.  The programme 
continues to work with capital grant partners through P1 and P2 portfolios.   
 
Is the programme on track to contribute to the expected outcomes and impact? 
 
Propcom+ has completed its first full year of implementation and is exceeding the programmes stretching results 
targets at the output level. Limited data and results are available at the outcome and impact level, which are expected


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over the next 12 months.  However, based on the predecessor programme, other market development programmes, 
and programme evaluations, we are confident the programme is on track to deliver the expected outcomes and 
impact. 
 
The programme has reported early signs of shifts in market behaviour, demonstrating the relevance, commercial 
viability and sustainability for sustained private sector engagement.  17 instances of systemic change – a key outcome 
indicator - have been provisionally documented following the programmes adapt, adopt, expand and response (AAER) 
framework.6  
 
On Adaptation, partners are expanding programme business models to new geographies and increasing operational


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On Adaptation, partners are expanding programme business models to new geographies and increasing operational 
capacity by hiring new staff, opening new offices, and procuring additional equipment.  Ambuvet (a partner veterinary 
pharmaceutical company) reported Expansion through the crowding-in of two competitors whilst Matura Agro 
reported a competitor replicating their model growing quality affordable alfalfa fodder.  The programme also observed 
two instances of Response, including the increased registration of Community Animal Health Workers (CAHWs) and 
Veterinary Paraprofessionals (VPPs) by the Veterinary Council of Nigeria (VCN) and Gombe State government.   
 
The programme’s independent evaluation has been contracted, with evaluation design finalised.  The purpose is to


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The programme’s independent evaluation has been contracted, with evaluation design finalised.  The purpose is to 
independently assess the results achieved by Propcom+ and to learn where, when, for whom, how and why the 
investment approaches work within different contexts. The learning from this innovative approach is essential to 
support decision making regarding the scale-up and/or redesign of Propcom+ and contribute to critical evidence gaps. 
 
A key objective of LEAF is to identify the outcomes and impacts of the interventions, whether the programme is on 
track, and the extent of systemic change observed in targeted markets at national and state levels.  It will aim to 
understand the conditions for success when supporting rural and agricultural interventions in Nigeria.  These


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understand the conditions for success when supporting rural and agricultural interventions in Nigeria.  These 
objectives aim to also capture any unexpected outcomes from the programme from what is set out in the Business 
Case.  Lessons learnt will be integrated into intervention design and implementation (see Section C Output 5 for 
further discussion). 
 
Should the programme continue, based on its own merits and in the context of the wider portfolio 
 
Nigeria continues to have one of the largest numbers of poor people in the world (now at 107m).  Poverty and food 
insecurity are increasing.  Nigeria remains one of the most climate and conflict affected countries with farmers on the


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6 AAER (Adopt-Adapt-Expand-Respond) is a commonly used framework in market systems development (MSD) programming.  Adopt is where 
intervention partners take up a change with support from the programme.  Adapt is where they further invest in this change, without support from 
the programme.  Expand is where other actors in the same function or market take up the change, and Respond is where actors in other functions 
change their behaviour in response to the original change, and in a way that’s supports that change.


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frontline of climate change impacts and conflict-related disputes.  According to the World Bank, agriculture stands out 
as a sector where Nigeria has great productive potential, and where progress would be transformative in terms of 
creating better jobs at scale, as well as tapping external markets and diversifying from oil.7  The sector is also key to 
the urgent priority of addressing the high prevailing level of food insecurity in Nigeria and the worsening impacts of the 
climate crisis.  
 
Propcom+’s approach is fully aligned with UK ministerial priorities, built on a modern partnership – with both the public 
and private sectors – that facilitate market systems change to address Nigeria’s key development challenges of low


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and private sectors – that facilitate market systems change to address Nigeria’s key development challenges of low 
productivity, jobs-poor growth, climate change vulnerability, and insecurity. It delivers technical expertise, investment 
and innovation built over a strong legacy of successful private sector agricultural and forestry programmes in Nigeria 
and globally.  These programmes have demonstrated real change by working with the private sector, drawing on UK 
expertise as a leader in adapting best practice, transforming systems, and building markets in the most difficult 
circumstances, particularly for women and girls.   
 
Food and agriculture are at the frontier of investment in hinge markets, such as Nigeria, and are important for UK


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Food and agriculture are at the frontier of investment in hinge markets, such as Nigeria, and are important for UK 
investment vehicles like British International Investment (BII).  The programme helps support the delivery of the UK-
Nigeria Business plan, and the UK-Nigeria Strategic Partnership on increased mutual economic growth and 
strengthened institutions and technical cooperation. Food security is a foundation for stability and prosperity. 
 
Agriculture is a key sector of the UK-Nigeria Enhanced Trade and Investment Partnership (ETIP).  Early areas have 
been identified through collaborations with the UK Department of Business and Trade (DBT) to address trade barriers


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been identified through collaborations with the UK Department of Business and Trade (DBT) to address trade barriers 
set out in the ETIP; engaging with relevant UK suppliers and expertise, for example in animal genetics, agri-tech and 
vaccine development; forging sustainable growth partnerships with UK consumer product companies on sustainable 
commodities; deepening the use of Developing Countries Trading Scheme (DCTS)8 for example through commodity 
specific trials on DCTS utilization; and expanding relationship with BII to build a pipeline of investment opportunities 
and enhance impact of existing investments. There are opportunities to scale up support over the next year with an


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and enhance impact of existing investments. There are opportunities to scale up support over the next year with an 
enhanced offer increasing mutual growth between the UK and Nigeria by helping transform a key sector in Nigeria’s 
economy. 
 
Food and agriculture are also key priorities for Nigeria’s Federal and State level administrations.  Propcom+ has 
developed strong partnerships set out in this Annual Review to support Nigeria’s policy priorities in promoting private 
sector led climate and nutrition smart growth.  The programme has built strong traction and buy-in from private sector 
actors demonstrated through the willingness and trust in the uptake and deployment of the programmes promoted 
business models.


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business models. 
 
Propcom+ is exceeding output level expectations and in turn, delivering strong value for money.  The early signs of 
systemic change in markets demonstrates the value held both by programme partners adopting, adapting and 
expanding the models promoted by the programme, but also the crowding in of non-partners replicating the models 
(see above).   
 
For this reason, this review recommends the programme continues.  
  
 
7 World Bank (2025) Nigeria Development Update : Building Momentum for Inclusive Growth (English). Washington, D.C. : World Bank 
Group. http://documents.worldbank.org/curated/en/099050925195027786  
8 Developing Countries Trading Scheme (DCTS) - GOV.UK


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C. DETAILED OUTPUT SCORING  
 
Output Title  Innovative and inclusive Climate Smart Agriculture (CSA) and Sustainable Land Use (SLU) 
intervention models piloted and scaled up by market actors for smallholder farmers and small-
scale entrepreneurs. 
Output number:  1 Output Score:  A+ 
Impact weighting (%):   50 Weighting revised since last AR?  Yes – increased  
 
Briefly describe the output’s activities and provide supporting narrative for the score.  
 
Output 1 is the principal output measuring Propcom+’s added value, focusing on facilitating sustainable systematic, 
scale change in the access to, and effectiveness of, critical market functions for poor farmers and small-scale rural


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scale change in the access to, and effectiveness of, critical market functions for poor farmers and small-scale rural 
entrepreneurs.  Performance on this output has moderately exceeded expectations, scoring an A+.   
 
Over the last year, P+ supported an additional 359,261 people (121% of target), of which 48.6% were women, to 
adapt to the effects of climate change through improved access to inputs, services and/or technologies.  Over half of 
these beneficiaries were from scaling last-mile delivery of vaccines (52.5%), with 45% from two other P1 interventions 
of scaling rural seed promotion (22.2%) and scaling biofortified seeds (21.8%).  These three markets were established 
under the predecessor programme and SRF, and Propcom+ is demonstrating it has been able to leverage the solid


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under the predecessor programme and SRF, and Propcom+ is demonstrating it has been able to leverage the solid 
platform that was built to continue to grow.  The deployment of capital grants over the last 12 months has targeted 
specific constraints that hold back the required transformational change in these markets, opening significant growth 
opportunities.  Good examples are the investment with the National Veterinary Research Institute (NVRI) which will 
scale domestic vaccine supply by 600%, with an emphasis on integration of smallholder farmers, and with Premier 
Seed to establish the first seed processing hub in Northeast Nigeria, in Gombe State.   
 
The programme partnered with an additional 28 market actors that have invested in piloting or scaling up climate


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The programme partnered with an additional 28 market actors that have invested in piloting or scaling up climate 
smart and inclusive business models.  20 of these were from P1, and 8 from P2. Six market actors have adopted and 
are now investing in poultry and livestock vaccine distribution, five in seed multiplication and distribution, five in CSA 
technologies (solar irrigation, threshers, Electric vehicles; biodigester, mechanisation), three in biofortified seed 
multiplication and distribution, three in aggregation and off-take of biofortified grains two in agroforestry, two in digital 
extension, one in livestock feed and fodder, and one in poultry and livestock vaccine manufacturing.


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extension, one in livestock feed and fodder, and one in poultry and livestock vaccine manufacturing.  
 
Three new interventions were designed and approved during the reporting period, all under the P2 innovation 
portfolio, including two catalytic CSA technologies (Electric Vehicles to transport agricultural inputs and produce, and 
solar fridges) and piloting integrated agroforestry for improved cocoa productivity and payment for environmental 
services (PES) models in the Afi and Mbe Forest, Cross River State.  Capital grants were also disbursed to promote 
the production and supply of organic fertiliser and biopesticides, the adoption of solar-powered agricultural 
mechanisation services (threshers, dryers, irrigation pumps), and to pilot climate-adapted feed and fodder production


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mechanisation services (threshers, dryers, irrigation pumps), and to pilot climate-adapted feed and fodder production 
and supply.  
 
Describe any changes  to this output during the past year , and any planned changes as a result of 
this review.  
 
This output previously captured the Strategic Response Fund (SRF) grant to HarvestPlus to accelerate the delivery of 
biofortified crops. Output 1 now integrates the SRF results with the main programme, and captures the facilitation of 
sustainable, systematic and scalable change in the access to, and effectiveness of, critical market functions for poor 
farmers and small-scale rural entrepreneurs.  
 
Indicator(s) Milestones for this 
review Progress 
1.1:  Number of people supported to adapt to the effects of


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Indicator(s) Milestones for this 
review Progress 
1.1:  Number of people supported to adapt to the effects of 
climate change [ICF KPI 1]. [Females in parenthesis]   
(Cumulative) 
Total: 403,000 (50%) 
HarvestPlus: 212,000 (50%) 
Propcom+: 191,000 (30%) 
Exceeded:  
Total: 536,004 (48.6%) 
HarvestPlus: 254,796 (54.3%) 
Propcom+: 281,208 (43.5%) 
1.2:  Number of partner market actors investing in the pilot or 
scale-up of Climate-Smart inclusive innovations. (Cumulative) 30 Exceeded: 38 
1.3:  Number of P1, P2 interventions designed and approved. 
(Cumulative) 10 Achieved: 11


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Planned changes over the next 12 months are to update the milestone targets for the next two reporting periods to the 
mid-term in 2027 (see R7 recommendation). This will increase the ambition and stretch from the original Business 
Case targets due to higher than originally anticipated budgets at the start of the programme, and to capture the capital 
grant results.  
 
Progress on recommendations from the previous AR (if completed), lessons learned this year and 
recommendations for the year ahead  
 
Lessons learned and recommendations for Output 1 are captured in Sections A and G.  
 
Output Title  Political, business, development and community actors take action to address critical policy and


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Output Title  Political, business, development and community actors take action to address critical policy and 
regulatory constraints limiting the performance of P1 and P2 markets, and other cross-cutting issues. 
Output number:  2 Output Score:  A+ 
Impact weighting (%):   20% Weighting revised since last AR?  New output 
 
Briefly describe the output’s activities and provide supporting narrative for the score.  
 
Market systems are formally and informally governed and organised around rules, policies and processes.  These can 
fundamentally influence the nature of a market system.  P+ activity for the reporting period focused on improving the 
formal rules and practices of its target market systems through policy and regulatory reforms, such that they are


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formal rules and practices of its target market systems through policy and regulatory reforms, such that they are 
commercially efficient, competitive, and profitable, while offering significant inclusive participation of smallholder 
farmers and small-scale entrepreneurs.  Overall, this output has moderately exceeded expectations, scoring an A+. 
 
Responding to the 2024 Annual Review recommendation, Propcom+ took forward the enabling policies (P3) approach 
from Inception into a more comprehensive strategic offer, delivered through three pathways: Pathway A addresses 
single market-specific bottlenecks holding up P1 and P2 markets.  Interventions or sub-interventions here would


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single market-specific bottlenecks holding up P1 and P2 markets.  Interventions or sub-interventions here would 
always have an anchor intervention leading action in the relevant area;  Pathway B addresses broader business 
environment constraints affecting multiple Propcom+ markets. Pathway B interventions may or may not have an 
anchor pillar, and Pathway C are on-demand technical assistance to policy makers and influencers engaging the 
private sector and/or the BHC on CSA-relevant policy and regulation.  This responds to the identified need to respond 
more promptly to emerging policy requests and opportunities for more time-bound and discrete policy engagement.    
 
Eight new policy and regulatory interventions were implemented over the reporting period, five in Pathway A, two in


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Eight new policy and regulatory interventions were implemented over the reporting period, five in Pathway A, two in 
Pathway B and one in Pathway C. Pathway A focused on replicating the Africa Sustainable Commodities Initiative9 in 
Ekiti, the Cocoa and Forest Initiative (CFI) in Cross River and Ondo States,10 developing and operationalising the 
Okomu Forest Management Plan (FMP) in Edo State, and strengthening the institutional capacity for livestock disease 
prevention with both the Federal Government, and at state level.  In addressing the gaps created by FAO’s now 
limited provision, Propcom+ has stepped forward to build a coordinated approach with other programmes to support 
the upgrading of the Nigeria Animal Disease Information System (NADIS).


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the upgrading of the Nigeria Animal Disease Information System (NADIS).  
 
Pathway B developed the Jigawa State Agricultural Investment Plan, Gombe State’s new Agricultural Policy, and 
provided technical assistance to the Federal Ministry of Livestock Development for development of the Nigeria 
Livestock Growth Acceleration Strategy (NL-GAS) and for the related coded procurement plan. In addition, a five-day 
study tour to Ghana in March 2025 for the Cross River State cocoa, oil palm and coffee multi-stakeholder committee 
 
9 The Africa Sustainable Commodities Initiative is a single set of principles for the responsible production of agricultural commodities.  It puts


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producer countries in Africa at the forefront of defining the principles for the sustainable development of cocoa, rubber, palm oil, coffee and other 
commodities, in a way that improves livelihoods and protects natural resources, including forests. Africa Sustainable Commodities Initiative 
10 The Cocoa & Forests Initiative (CFI) is the first and largest sector-wide public-private partnership in the cocoa sector. It represents a ground-
breaking commitment to transforming the cocoa industry by stopping and reversing deforestation and increasing forest restoration.  Joint action for 
a deforestation-free future – World Cocoa Foundation 
Indicator(s) Milestone(s) for this review Progress 
2.1:  Number of policy and regulatory interventions addressing


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Indicator(s) Milestone(s) for this review Progress 
2.1:  Number of policy and regulatory interventions addressing 
specific P1, P2, cross-cutting, or macro-level constraints. 
(Cumulative) 
8 Exceeded: 11 
2.2:  Number of policy actors supported by the programme to 
implement policy and regulatory interventions. (Cumulative) 10 Exceeded: 16 
2.3:  Number of concrete actions taken by policy actors 
supported by the programme towards effecting targeted policy 
and regulatory changes. (Cumulative) 
30 Exceeded: 54


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provided critical insights into Ghana’s traceability systems and institutional arrangements, forest and tree crops 
governance, and smallholder support models, and has resulted in a strategy for a legal framework for cash crop 
governance and a state-level traceability system for cocoa. Pathway C developed policy guidelines for regulating the 
Warehouse Receipt System (WRS) with the Nigerian Commodity Exchange.  
  
13 additional policy actors were supported to implement these policy and regulatory interventions.  Over the reporting 
period 38 new concrete actions were taken on delivering these policy interventions.  These actions include multi-
stakeholder consultations on policy action development, developing policy roadmaps, socialising policy frameworks,


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stakeholder consultations on policy action development, developing policy roadmaps, socialising policy frameworks, 
drafting policy documents, reviewing policies and laws, validation workshops, completing diagnostics and analysis, 
signing MoUs and letters of commitment, and approval of new policies.   
 
Describe any changes  to this output during the past year , and any planned changes as a result of 
this review.  
 
This is a new output.   
 
Output indicator 2.3 provides a useful mechanism to track progress of commitments under Output 2.  Concrete actions 
are defined as specific, observable steps or measures taken by policy actors that directly contribute to policy


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are defined as specific, observable steps or measures taken by policy actors that directly contribute to policy 
formulation, submission, approval or implementation.11  However, the indicator and its definition would benefit from a 
tighter tracking system to ensure a clearer and more coherent representation on policy and regulatory development. 
 
Progress on recommendations from the previous AR (if completed), lessons learned this year and 
recommendations for the year ahead 
 
The 2024 Annual Review recommended Propcom+ take forward the P3 (enabling policies) approach into a strategic 
offer on achievable reforms to strengthen the enabling environment for sustainable food and land use in Nigeria.  As


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offer on achievable reforms to strengthen the enabling environment for sustainable food and land use in Nigeria.  As 
stated above, the programme developed the three-pathway strategic offer, underpinned by the principles of Thinking 
and Working Politically, continuous political economy analysis, and initiating high-level policy engagement, strategic 
partnerships and building coalitions of stakeholders and facilitating action to break down barriers or enable successful 
market functioning, policy and regulation (issue-based working).  
 
Lessons learned and recommendations for Output 1 are captured in Sections A and G.  
 
Output Title  Lessons and Knowledge products from programme implementation are disseminated, and 
partnerships are forged with strategic partners.


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partnerships are forged with strategic partners. 
Output number:  3 Output Score:  A++ 
Impact weighting (%):   10% Weighting revised since last AR?  New output 
 
Briefly describe the output’s activities and provide supporting narrative for the score. 
 
Output 3 is a new and expanded output that covers a key programme priority of collaborating and coordinating with 
others through strategic partnerships, leveraging strengths of others to achieve results at scale. By identifying and 
building strategic partnerships the programme supports the opening of missing markets and addressing other 
constraints that adversely affect investment, resilience and productivity along the entire given value or supply chain.


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This output covers the lessons learnt and the development of knowledge products from programme implementation, 
their dissemination, and collaborations and partnerships developed with strategic partners.  Overall, this output has 
substantially exceeded expectations and scored an A++. 
 
11 See tab 2 ‘Indicator definitions’ of the programme logical framework for further information.   
Indicator(s) Milestone(s) 
for this review Progress 
3.1:  Number of collaborations and partnerships with development 
programmes and organizations interested in adopting/advancing elements 
of our interventions and innovations. (Cumulative) 
2 Substantially Exceeded: 6 
3.2:  Number of programme learning or knowledge products developed and


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2 Substantially Exceeded: 6 
3.2:  Number of programme learning or knowledge products developed and 
disseminated to external stakeholders. (Cumulative) 5 Substantially Exceeded: 16 
3.3:  Level of satisfaction of surveyed market actors and stakeholders with 
the quality of programme interventions/business models and 
learning/knowledge products. (Cumulative) 
Medium-High Exceeded: High


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Four new strategic partnerships with development programmes were developed during the reporting period. The first 
with the World Food Programme (WFP) promotes the adoption and utilisation of biofortified crops and food products 
for humanitarian assistance programmes, particularly Iron Pearl Millet and Vitamin A Maize.  Secondly with the Food 
and Agriculture Organisation (FAO) on strengthening institutional capacity for livestock disease prevention in 
collaboration with the Chief Veterinarian of Nigeria (CVoN) through the development of the National Animal Disease 
Information System (NADIS) which will enhance the programme’s actions on disease surveillance.  Thirdly, with


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Information System (NADIS) which will enhance the programme’s actions on disease surveillance.  Thirdly, with 
several FCDO programmes12 to consult with Kaduna State Local Government Authorities (LGA) on the new Local 
Government Autonomy bill implications in agriculture and other sectors. Fourthly, with the Initiative for Sustainable 
Development (IDH) to finalise the Okomu FMP in Edo State who provided funding on the socio-economic survey to 
complement Propcom+’s Flora and Fauna Survey.  These surveys helped finalise the draft FMP, a key document for 
the consistent management of the Okomu forest landscape. Fifthly, with the International Fertiliser Development 
Centre (IFDC) HortiNigeria Programme to conduct electric vehicle (EV) intervention research in Kano. Finally, with the


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Centre (IFDC) HortiNigeria Programme to conduct electric vehicle (EV) intervention research in Kano. Finally, with the 
International Livestock Research Institute (ILRI) to promote maize substitution in livestock feeds by leveraging High 
Quality Cassava Peel (HQCP) technology across multiple states and communities.  
 
The programme has performed strongly in the number of learning and knowledge products developed and 
disseminated to external stakeholders.  16 learning products were developed during the reporting period and are set 
out in Section G of this Annual Review.  In addition, the programme hosted three learning events: (i) a webinar with 
the SRF HarvestPlus project on ‘Accelerated Release and Commercialisation of new seed varieties (the HarvestPlus


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the SRF HarvestPlus project on ‘Accelerated Release and Commercialisation of new seed varieties (the HarvestPlus 
ARC Model) – Lessons Learned in Commercialising Iron Pearl Millet; (ii) Propcom+ hosted a Sustainable Rice 
Intensification (SRI) knowledge-sharing event of the intervention evaluation to help guide future scaling and policy 
integration, and; (iii) an external learning event on the programme’s business models to help foster knowledge sharing 
and learning amongst partners and non-partners, with over 90 participants.  
 
Propcom+ commissioned a feedback survey to evaluate stakeholders’ perceptions of the quality of programme 
interventions, business models, and learning/knowledge products. This included two distinct online self-administered


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interventions, business models, and learning/knowledge products. This included two distinct online self-administered 
surveys: one for programme partners implementing interventions and another for non-partners who accessed the 
programme’s learning products.  On the former, the average score was 4.5 out of 5,13 indicating a high level of 
satisfaction from 30 partners on the quality of interventions and business models for the programme.  Feedback on 
Propcom+’s knowledge and learning products had an average satisfaction score of 4.7 out of 5, with responses 
highlighting the quality, timely and practical nature of the products which assisted in decision-making related to project 
design, advocacy and field implementation.


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design, advocacy and field implementation.    
 
Describe any changes  to this output during the past year , and any planned changes as a result of 
this review. 
 
This output is a new and expanded output. 
 
Progress on recommendations from the previous AR (if completed), lessons learned this year and 
recommendations for the year ahead  
 
See key lessons learnt and recommendations in Sections A and G.  
 
  
 
12 Lafiya, Partnership for Learning for All in Nigeria (PLANE), Partnership for Agile Governance & Climate Engagement (PACE), Save the Children 
13 Satisfaction was measured using a 5 -point Likert scale: 1 = Highly Dissatisfied, 2 = Dissatisfied, 3 = Neutral, 4 = Satisfied, 5 = Highly Satisfied.


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Output Title  Programme design and implementation approach is systematic, flexible, adaptive, and inclusive. 
Output number:  4 Output Score:  A 
Impact weighting (%):   10% Weighting revised since last AR?  New Output 
 
Briefly describe the output’s activities and provide supporting narrative for the score 
 
Output 4 captures the programme’s approach and methodology to design and implementation, ensuring a strong 
emphasis on adaptive and flexible management, collaboration and coordination with others, and evidence of 
implementation of assurances set out in the Business Case such as safeguarding (SEAH14 and environmental), 
political economy, conflict sensitivity, nutrition, and gender and inclusion. Progress on this output is also tracked


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political economy, conflict sensitivity, nutrition, and gender and inclusion. Progress on this output is also tracked 
quarterly through the Key Performance Indicator (KPI) assessment with the main contract supplier (see Section F for 
further discussion).  This output has met expectations, scoring an A.   
 
The programme’s strategy is overseen through programme governance aligned to quarterly sprint cycles for robust 
decision making in agile programme delivery.  The programme strategy has adaptability and flexibility built-in to make 
changes to programme activities to respond to opportunities, challenges, risks, changes in context, and lessons learnt 
over the previous quarter (sprint cycle).  This is based on evidence and learning, responding to evolving priorities or


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needs, feedback from partners, stakeholders and beneficiaries to guide investment decisions, including ‘stop-go’ 
procedures for when to cut losses and not proceed with an intervention that is deemed to fail.   
 
Five strategic review sessions were conducted over the year under review with both internal and external 
stakeholders.  Three Technical Advisory Committee (TAC) meetings were held quarterly to ensure that the annual 
work plan is on track and adapt as opportunities and challenges arise.  TAC’s are informed by quarterly strategic 
meetings that review key achievements in the previous quarter, an assessment of how the programme performed 
against objectives, recommendations for adaptations, updated risk analysis, and interim progress against output,


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against objectives, recommendations for adaptations, updated risk analysis, and interim progress against output, 
outcome and value for money indicators.  Programme Steering Boards (PSBs) set overall strategic direction for the 
programme to help shape strategic priorities and facilitate coordination with other programmes and initiatives and met 
twice during the reporting period.  
 
There is good evidence from the reporting period of integration of cross-cutting considerations. On Gender Equality 
and Social Inclusion (GESI), GESI mainstreaming and analysis served as the foundation for an iterative process of 
data analysis, learning and continuous intervention adaptation. A good example has been helping increase female


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data analysis, learning and continuous intervention adaptation. A good example has been helping increase female 
participation in community seed multiplication from between 2-5% of beneficiaries to 10-30%.  This is an impressive 
shift where deep structural barriers and long-established networks often exclude women.  With the programme’s 
facilitation, female farmers stepped up from grain into the higher value market of seed production, demonstrating their 
ability to adopt practices and follow production requirements.  Feedback during the Annual Review field visit 
consistently highlighted higher repayment rates of loans and buy back to companies for women than their male 
counterparts.  This has led to increased income for women from seed sales, enhanced community standing, and


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counterparts.  This has led to increased income for women from seed sales, enhanced community standing, and 
employment opportunities across the value chain.  
 
 
14 Sexual Exploitation, Abuse and Sexual Harassment (SEAH) 
Indicator(s) Milestone(s) for this review Progress  
4.1:  Programme strategy and/or intervention design are 
reviewed periodically and adapted based on learning 
and/or changes in context or priorities. 
Every quarter, a strategy review 
meeting is held; lessons learned are 
documented; planned adaptations are 
presented to TAC for approval; 
approved changes are implemented 
and documented. 
Achieved: See below. 
4.2:  Evidence of cross-cutting considerations (GESI, 
political economy, conflict sensitivity, nutrition) integrated


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4.2:  Evidence of cross-cutting considerations (GESI, 
political economy, conflict sensitivity, nutrition) integrated 
into each market or portfolio strategy. 
Insights from cross-cutting themes 
assessments executed during the 
inception phase are integrated into 
programme intervention design, 
strategies and activities. 
Achieved: See below. 
4.3:  Evidence that safeguarding (SEAH) policies and 
environmental compliance policies are established, 
implemented and monitored. 
Programme staff and partner market 
actors are trained on safeguarding 
and environmental compliance; 
safeguarding feedback mechanisms 
are implemented; and programme's 
environmental monitoring plan is 
tracked and implemented. 
Achieved: See below.


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Further cross-cutting considerations have been integrated into programme design and implementation. A good 
example was the programme conducted a macroeconomic political economy analysis (PEA) to help understand the 
changing context and actors from the rapid changes in macroeconomic context to provide guidance on the direction of 
government policy and interventions. Further state level PEAs and stakeholder were also conducted to help inform the 
sustainable commodities work.   
 
Propcom+ has strengthened its commitment to safeguarding and environmental compliance through targeted training 
for staff and partner market actors.  On SEAH, the programme conducted a desk review of existing safeguarding


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for staff and partner market actors.  On SEAH, the programme conducted a desk review of existing safeguarding 
arrangements to identify potential gaps to strengthen the programme’s safeguarding pillar and informed the 
development of Propcom+’s Code of Conduct.  All staff are trained in safeguarding principles, during on-boarding and 
refreshed annually, and there is a safeguarding focal person in-country with clear feedback and grievance 
mechanisms in place.  All interventions are guided by environmental compliance principles through Environment 
Management Plans (EMP).  These are anchored with project partner Environment Sustainable and Compliance 
Assessments (ESCA) which were introduced during the reporting period to monitor and track partners environmental


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Assessments (ESCA) which were introduced during the reporting period to monitor and track partners environmental 
performance.  27 partners were assessed and developed tailored improvement plans and training to strengthen 
environmental risk management.  Periodic monitoring exercises are completed to ensure recommendations from the 
ESCA are continually implemented.  
 
Describe any changes  to this output during the past year , and any planned changes as a result of 
this review.  
 
This is a new output and there are no planned changes. The programme could consider a more systematic way of 
reporting against this output and the KPI’s through a rubric or scorecard approach.  
 
Progress on recommendations from the previous AR (if completed), lessons learned this year and


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Progress on recommendations from the previous AR (if completed), lessons learned this year and 
recommendations for the year ahead  
 
See key lessons learnt and recommendations in Sections A and G.  
 
 
Output Title  Procurement of independent evaluation (LEAF) completed, contracted, and inception phase and 
mid-term evaluation completed. 
Output number:  5 Output Score:  A+ 
Impact weighting (%):   10% Weighting revised since last AR?  New output 
 
 
Briefly describe the output’s activities and provide supporting narrative for the score.  
 
Overall, this output has moderately exceeded expectations, scoring an A+.  Output 5 captures the procurement 
process for selecting the Supplier for the independent evaluation of Propcom+, the Learning, Evaluation and


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process for selecting the Supplier for the independent evaluation of Propcom+, the Learning, Evaluation and 
Accountability Facility (LEAF), and the completion of evaluation design.  
 
An Early Market Engagement (EME) was held on 21st May 2024.  Prior to the EME, attendees were provided with a 
draft copy of the Terms of Reference (ToR) that had been signed off by FCDO’s Evaluation Quality Assurance and 
Learning Service (EQUALS).  The Invitation to Tender (ITT) pack was published on FCDO’s e-procurement portal 
through the Global Evaluation and Monitoring Framework Agreement (GEMFA) on 29th May 2024. Four compliant bids 
were received and evaluated against the scoring criteria.  Oxford Policy Management Limited’s (OPML) bid was


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were received and evaluated against the scoring criteria.  Oxford Policy Management Limited’s (OPML) bid was 
deemed to be the most economically advantageous tender and therefore value for money.  The contract was signed 
on 27th September 2024. 
 
Indicator(s) Milestone(s) for this review Progress  
5.1:  Preferred bidder identified through mini-
competition on existing GEMFA framework 
and contracted. 
ToR signed off by EQUALS by March 2024, 
EME held by May 2024, ITT Pack Published 
by June 2024, Bids evaluated, and 
implementation contractor selected and 
contracted by September 2024. 
Moderately Exceeded: ToR signed 
off by EQUALS February 2024.  
ITT Pack published in May 2024, 
and contract signed in September 
2024. 
5.2:  Supplier mobilised, and successful


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ITT Pack published in May 2024, 
and contract signed in September 
2024. 
5.2:  Supplier mobilised, and successful 
completion of Inception Phase, including 
EQUALS review. 
Evaluability Assessment completed by 
December 2024, Evaluation Design 
completed by February 2025, and EQUALS 
Review completed by March 2025. 
Achieved: Evaluability 
Assessment, Evaluation Design 
and EQUALS Review completed. 
5.3:  Mid-term Evaluation Completed, and 
finding disseminated. n/a n/a


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Evaluation design commenced in October 2024, comprising two key deliverables.  The first, was an evaluability 
assessment to help define what evaluation approaches are feasible, including a review of Propcom+’s monitoring 
approach and Management Information System (MIS) to assess its utility and relevance for evaluation. The second 
was the evaluation design report which details the evaluation approach and the process of the inception phase 
including providing a record of how and why decisions were reached. The evaluation design and evaluability 
assessment were quality assured by the LEAF Advisory Reference Group15 and EQUALS, who scored the evaluation 
design as excellent.


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design as excellent.   
 
Describe any changes  to this output during the past year , and any planned changes as a result of 
this review.  
 
This is a new output that responds to the 2024 Annual Recommendation (R9) to prioritise the procurement of the 
independent Monitoring, Evaluation, Research and Learning (MERL), with a preferred bidder identified, contracted 
and mobilised by November 2024.  
 
Progress on recommendations from the previous AR (if completed), lessons learned this year and 
recommendations for the year ahead  
 
The 2024 Annual Review recommended prioritising the procurement of the independent evaluation.  See above for 
progress.  
 
R10: With the completion of the procurement process and evaluation design, Output 5 with its indicators, milestones


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R10: With the completion of the procurement process and evaluation design, Output 5 with its indicators, milestones 
and targets should be updated and changed to cover activities to deliver the Mid-Term Evaluation in 2026.  
 
See key recommendations in Section A.  
 
15 The Advisory Reference Group purpose is to assure the overall quality and usefulness of LEAF’s evaluation products, and adherence of the 
evaluation process to the OECD/DAC Evaluation principles of impartiality, transparency, independent, credibility and partnership and the 
OECD/DAC Quality Standards for Development Evaluation.  It comprises representative with evaluation and specialist sector experience relevant to 
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D: VALUE FOR MONEY  
 
Key cost drivers and performance  
 
The key cost drivers stem from the cost of the Supplier to set up and manage the programme. The Business Case 
sets out management fees, overhead costs, staff, and consultancy costs as the key determinant of Value of Money 
(VFM). The primary cost drivers are from the increased costs of working in a conflict-affected and fragile environment, 
the adoption of new climate smart agriculture areas, and inclusion of vulnerable groups (women, geography, internally 
displaced persons, persons with disability, etc.).   
 
FCDO’s VFM framework measures VFM on the 5E’s – economy, efficiency, effectiveness, equity, and overall cost-


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FCDO’s VFM framework measures VFM on the 5E’s – economy, efficiency, effectiveness, equity, and overall cost-
effectiveness. During the reporting period, the programme focused on: (i) delivering early interventions designed 
during programme inception (ii) delivering new C-DEL grants from the Business Case Addendum (iii) designing new 
and expanded interventions aligned to programme strategy and objectives (iv) closing the SRF grant to HarvestPlus 
and transitioning to a programme partner under Palladium, and (v) procurement and design of the independent 
evaluation.  
 
There is limited data to assess programme performance on effectiveness and cost-effectiveness for the reporting 
period.  Therefore, this Annual Review will focus its VFM assessment on economy, efficiency, equity, some


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period.  Therefore, this Annual Review will focus its VFM assessment on economy, efficiency, equity, some 
effectiveness indicators, and the VFM proposition in the Business Case.  
 
VfM performance compared to the original VfM proposition in the business case  
 
Propcom+ employs a VFM framework nested within the wider delivery to inform VFM judgements and decision 
making, and to improve programme performance.  
 
Propcom+ measures economy, referring to inputs, through a ratio typical to market systems development 
programmes of total operations costs (overhead & management) to total cost.  Over the reporting period, the main 
contract had a ratio of 31% and compares to 41% in the first year of implementation of the predecessor programme,


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contract had a ratio of 31% and compares to 41% in the first year of implementation of the predecessor programme, 
Propcom Mai-Karfi.  The main contract’s ratio falls to 21% when including the capital grants.  HarvestPlus had a ratio 
of 35.2% down from 36.9% in 2024. This was driven by a strong increase in programme delivery in the final six 
months of the programme.   
 
Efficiency refers to how well programme inputs are converted into outputs.  Propcom+ measures efficiency through 
cost per beneficiary supported to access markets (inputs, services or technology) and adapt to the effects of climate 
change.  Overall, the programme has delivered this at a cost per beneficiary of £17.90 compared to the Business


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change.  Overall, the programme has delivered this at a cost per beneficiary of £17.90 compared to the Business 
Case target of £25. The main contract with Palladium’s resource spend (RDEL) that delivers technical assistance 
achieved £20, and HarvestPlus achieved £2.20 at project closure.  With the capital grants (CDEL), the cost per 
beneficiary increases to £32 with the expectation this will significantly improve as most of these results will be realised 
over the next two to three years.   
 
On Equity, the programme performs strongly, with the percentage of female farmers at 48.6% overall, consisting of 
43.5% for main contract and 54.3% for HarvestPlus. This is broadly aligned to the Business Case target of 50% but


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43.5% for main contract and 54.3% for HarvestPlus. This is broadly aligned to the Business Case target of 50% but 
substantially exceeds the predecessor programme which achieved 32.7%.  The estimated cost per female beneficiary 
is £74 overall with the capital grants, and £48 through technical assistance.  These are commendable results for 
operating in a context where significant gender gaps and entrenched norms exist and govern rural markets. 
 
The programme continues to prioritise delivery in poor and marginalised States in Nigeria, and building off the 2024 
Annual Review recommendation, has developed a strategy for integration of internally displaced persons (IDPs) as


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Annual Review recommendation, has developed a strategy for integration of internally displaced persons (IDPs) as 
part of an offer on durable solutions, particularly in the Northeast.  Disability inclusion has been integrated into 
implementation, with some early positive instances of inclusion found that builds off the predecessor programme. 
Propcom+ should look to review and develop a clearer understanding to strengthen is inclusion offer.  See also 
Section A on Lessons Learnt.  
 
Effectiveness refers to how well outputs are achieving the outcome. HarvestPlus’s cost per beneficiary with 
increased income was £12.47 whilst the cost per beneficiary with improved resilience was £11.08.  Both indicators are


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increased income was £12.47 whilst the cost per beneficiary with improved resilience was £11.08.  Both indicators are 
substantially below the Business Case targets of £23-25.  No data from the main contract is available during the 
reporting period for income and resilience outcomes.     
 
Data for private sector investment leveraged is tentative, however, for every £1 spent by FCDO on the main contract, 
private sector investment increased by £0.31 whilst for HarvestPlus is similar at £0.32.  Both are below the Business 
Case target of £2.15, and the £2.18 achieved in the predecessor Propcom Mai-Karfi programme.  This reflects the


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early stage of the programme and the challenging macroeconomic context, particularly the significant devaluation of 
the Naira since Business Case approval.     
 
R11: Propcom+ to integrate ‘timely’ mini VfM case studies and policy impact tracking to supplement cost-effectiveness 
data and to better assess long-term systemic effects. This will provide a richer understanding of performance and 
resource, giving deeper insights. Case studies should follow a common template that shows the rationale for 
interventions and the change traceable to the intervention to better understand the return on investment for a given 
portfolio and/or intervention.  
 
R12: FCDO and Propcom+ should set annual VfM milestones to enable a meaningful assessment of VfM in future


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R12: FCDO and Propcom+ should set annual VfM milestones to enable a meaningful assessment of VfM in future 
Annual Reviews.  
 
Assessment of whether the programme continues to represent value for money 
 
The Value for Money (VfM) proposition in the Business Case remains valid.  Growth is a central priority in the UK-
Nigeria Business Plan and a key priority for HMG and Nigeria. The agricultural sector remains a mainstay of 
Nigeria’s economy and improving agricultural productivity and value addition are key to Nigeria’s growth and poverty 
reduction goals.  Alongside improved productivity, income uplifts, job creation, climate change adaptation and 
mitigation, enhanced food and nutrition security remain high priorities.


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mitigation, enhanced food and nutrition security remain high priorities.  
 
As set out above, Propcom+ has achieved strong performance against the VfM indicators in early implementation. 
Output attainment has exceeded expectations, with VfM performance driven by higher number of beneficiaries being 
reached and partnerships with key market actors (SMEs & govt.) within the programme budget, particularly women.  
Signs of systemic change are demonstrating early evidence of the programme’s wider impact on market systems 
supporting inclusive and resilient growth that catalyses a transformation of Nigeria’s rural economy.  
 
As a result, we assess that the programme continues to represent value for money. 
 
E: RISK  
 
Overview of risk management


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E: RISK  
 
Overview of risk management  
 
Overall risk rating: This Annual Review recommends maintaining the programme risk rating at Major. This reflects 
the continued challenging external context the programme operates in and scaling up implementation.  During the 
reporting period, Propcom+ was audited by FCDO’s Internal Audit Department (IAD) who assessed the programme 
operating at a major net risk with controls adequate to manage risk within appetite.  
 
The British High Commission (BHC) Nigeria’s risk appetite for Propcom+ remains receptive (inclusive of 
major risk) as per the Business Case, where FCDO accepts most activities carry a major degree of residual risk.


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major risk) as per the Business Case, where FCDO accepts most activities carry a major degree of residual risk. 
Over the reporting period, the programme has delivered within appetite across all risk categories.  The highest risks 
for the programme arise from the external context due to macroeconomic risks, weak and fragile markets, and the 
continued high levels of conflict and insecurity in the country.  As set out in the Business Case, FCDO believes that 
the potential rewards are commensurate with the level of risk and within BHC Nigeria’s risk appetite.   
 
FCDO maintains a comprehensive risk register tracking strategy and context, policy and programme delivery, 
safeguarding, public service delivery and operations, financial and fiduciary, reputational, and people risks. FCDO and


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Palladium regularly catch-up where emerging risks are flagged and actions to mitigate them discussed. The risk 
register is updated quarterly, and as emerging risks are identified.  
 
Strategy and Context risk appetite remains receptive and remains the highest risks to the programme, particularly 
the macroeconomic context and continued fragile security situation.  Continued strong inflation, higher costs of 
borrowing, devaluation of the Naira, and higher fuel prices, along with significant infrastructure deficiencies, continue 
to influence rising food and input prices. Real incomes and purchasing power are declining for most of the population 
leading to rising poverty and food insecurity. Feedback to the programme and FCDO highlight, as with the last Annual


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leading to rising poverty and food insecurity. Feedback to the programme and FCDO highlight, as with the last Annual 
Review, these impacts continue to impact business liquidity and the capacity and willingness to take risks in terms of 
adopting new technologies or business models. Nonetheless, this opens opportunities for deploying more efficient 
methods, such as driving supply chain efficiency as highlighted in the lessons learnt in Section A.  
 
The programme has implemented several mitigation strategies to help address these risks.  A good example is 
tailoring inputs, services and technologies to smallholder farmers, such as smaller and more affordable volumes of


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tailoring inputs, services and technologies to smallholder farmers, such as smaller and more affordable volumes of 
seed and fertiliser for what they need for their land holding (traditionally inputs were only available in large quantities) 
and an access to finance offer to improve the availability and affordability of credit for farmers and SMEs.  The


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programme has also been working with market actor partners to enhance input pre-financing models for smallholder 
farmers by making them more flexible and less demanding in upfront payment. Propcom+ is also facilitating broader 
B2B linkages to reduce logistical costs of inputs and services that usually lead to increased costs. 
 
Climate change impacts and environmental degradation remain key challenges as set out in the original Business 
Case’s climate risk assessment and the programme’s climate vulnerability analysis.  Last year’s wet season 
experienced drought followed by extensive flooding, impacting the North-West and North-East States.  The FAO 
reported 29 States were affected, with more than 2.5 million people impacted and 200,000 displaced.16  FAO


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reported 29 States were affected, with more than 2.5 million people impacted and 200,000 displaced.16  FAO 
estimated 1.3 million hectares of land was submerged, including 558,000 hectares of cropland across the country.  
Feedback from farmers and businesses highlighted the awareness of climate impacts, and rising interest in 
opportunities to adopt more climate smart practices and technologies which the programme has been able to leverage 
and support.  Avian flu, pests and diseases, and crop failure risks remain high but unchanged.  
 
Policy and Programme Delivery risk appetite is receptive, with the largest new risk from the delivery of capital grants 
(CDEL).  Delays in the delivery of the capital assets (often requiring local fabrication and/or importation) led to


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(CDEL).  Delays in the delivery of the capital assets (often requiring local fabrication and/or importation) led to 
adjustments in timelines and risked grantees’ ability to achieve results and meet milestones, which in turn delayed the 
release of further tranches of grants (see below). Propcom+ was able to help mitigate this risk by working with 
grantees to help ensure smooth delivery, for example stepping in to help the NVRI to source the required quotes and 
equipment for vaccine manufacturing.   
 
The programme has also seen three key personal changes in the reporting period, with the programme covering gaps 
across the team and drawing on staff from the short and long-term advisory pools to cover.  Recruitment for


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across the team and drawing on staff from the short and long-term advisory pools to cover.  Recruitment for 
replacements for one of the positions is still ongoing, with further recruitment to scale up programme capacity and 
frontline staff.  The FCDO programme team will experience a key change in the coming year, with the change in SRO 
and Lead Adviser.  Robust handover processes have been developed to mitigate and minimise delivery risks from 
FCDO team changes, with the incoming SRO experienced with the programme and context.  
 
Safeguarding risk appetite is cautious.  The programme is compliant with FCDO’s zero tolerance on safeguarding 
against sexual exploitation and abuse (SEAH), with clear procedures in funding agreements and programme policies


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against sexual exploitation and abuse (SEAH), with clear procedures in funding agreements and programme policies 
to report any safeguarding issues to BHC Nigeria.  Environmental risks are managed through an Environment 
Management Plan (EMP) which is regularly reviewed and monitored to avoid, minimise, and mitigate environmental 
risks throughout implementation.  No safeguarding risks were realised during the reporting period. Section C Output 4 
provides further discussion on safeguarding and environmental policies implemented this year.  
 
Financial and fiduciary risk appetite is cautious.  FCDO has zero tolerance on fraud and corruption. Risks are 
mitigated by the FCDO Propcom+ programme team adopting tight financial management processes.  The programme


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mitigated by the FCDO Propcom+ programme team adopting tight financial management processes.  The programme 
carried moderately higher financial and fiduciary gross risk with the introduction of capital grants. Palladium’s 
additional fund and grant managers diligently oversaw the CDEL, with robust grant management policies and 
procedures to manage this risk. Capital grants were divided into tranches, with further release subject to performance 
and utilisation to manage any financial risk. During the year, there were instances of holding back payments while 
partners were able to satisfy performance and financial requirements, which led to the above average variances in the 
C-DEL budget lines (see Section F for further discussion).


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C-DEL budget lines (see Section F for further discussion). 
Reputational risk appetite is minimal and closely managed alongside other risks within the programme.  
 
F: PROGRAMME MANAGEMENT: DELIVERY, COMMERCIAL & FINANCIAL 
PERFORMANCE  
 
Summarise the performance of partners and FCDO, notably on commercial and financial issues.  
 
The Propcom+ contract was awarded to Palladium International Limited in May 2023. Palladium are supported by six 
consortium members: The Policy Practice (TPP), Social Development Direct (SDD), ProForest, DevLearn, Bopinc, 
and the PIND Foundation.  
 
The Propcom+ contracting modality uses a hybrid Payment by Results (PbR) model to incentivise efficiency and


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The Propcom+ contracting modality uses a hybrid Payment by Results (PbR) model to incentivise efficiency and 
maximise results and value for money whilst ensuring that risk is shared between FCDO and the Supplier. The PbR 
model splits total fee payments between either:  
 
 
16 FAO warns of worsening food insecurity in Nigeria as devastating floods continue | FAO in Nigeria | Food and Agriculture Organization of the 
United Nations


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(i) Key Performance Indicators (KPI’s) based on a fixed percentage of total programme management and 
programme administration fees, paid monthly on an input basis (time).  50% of these fees are at risk.  
(ii) Payment Milestones – output-based on a fixed price per milestone and linked to 100% of frontline 
delivery fees.  
The contract includes input-based (materials) monthly payments of reimbursable expenses, and grants. Key cost 
drivers for the programme are fees, market facilitation, grants, direct facilitation costs, overhead, and management 
cost. This is consistent with the Business Case.  A total of £8,063,645 was invoiced and paid to Palladium


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cost. This is consistent with the Business Case.  A total of £8,063,645 was invoiced and paid to Palladium 
International in 2024/25.  This includes a total £3,675,744 C-DEL, of which £3,443,368 were grants disbursed, with the 
balance spent on fund management and reimburseables.  
 
Funding to HarvestPlus was through a Memorandum of Understanding (MoU), signed with the International Food 
Policy Research Institute (IFPRI) on behalf of HarvestPlus, totalling £2.89m. This was for implementation of the 
project under the Strategic Response Fund (SRF). A total of £339,482 was disbursed in 2024/25, bringing the total 
spend to £1,773,568. 
 
Oxford Policy Management (OPM) funding is through a hybrid contract, consisting of milestones and inputs (time and


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Oxford Policy Management (OPM) funding is through a hybrid contract, consisting of milestones and inputs (time and 
materials), signed in September 2024. A total of £289,666 was paid to OPM in 2024/25. 
 
To date, the programme has spent a total of £11.9m to 31st March 2025, 12.5% of total programme budget.  
 
The FCDO programme team have continued to provide strong programme management and leadership support over 
the first year of implementation and closing the HarvestPlus grant. A clear and defined governance structure has 
continued to be operational throughout the reporting period, with strong stakeholder engagements with partners. BHC 
Nigeria’s Integrated Strategy and Delivery Unit (ISDU), commercial, and regional teams have contributed to ensuring


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Nigeria’s Integrated Strategy and Delivery Unit (ISDU), commercial, and regional teams have contributed to ensuring 
quality deliverables and compliance. 
 
Delivery against contract and MoU 
 
Palladium has delivered against its output-based milestones and KPI’s during the reporting period.  The programme 
has built on the diagnostic and design work of the Inception Phase to build, and form, trusted and willing relationships 
with partners, businesses, stakeholders, and beneficiaries for the programme’s interventions.  The programme is 
exceeding output level targets and on track to meet the mid-term results targets.  
 
An assessment against agreed KPI’s for performance and bi-annual SRM performance scorecard reporting show


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An assessment against agreed KPI’s for performance and bi-annual SRM performance scorecard reporting show 
‘Good’ performance, scoring an average of 77%, with Palladium International meeting performance requirements.  
Palladium’s quality, delivery and timeliness of reporting was overall good, but at times required strong FCDO 
engagement.  The programme has strengthened strategic partnerships and stakeholder relations over the reporting 
period, but areas of improvement are needed in financial management and innovation.  See Section C Output 4 
discussion on programme safeguards and cross-cutting priorities.  
 
The HarvestPlus agreement was successfully closed during the reporting period, with work and lessons learned


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The HarvestPlus agreement was successfully closed during the reporting period, with work and lessons learned 
transitioned to continue under the Palladium contract. Programme results have been strong, confirmed through field 
visits by the FCDO Nigeria management team.  The HarvestPlus/IFPRI team remained responsive throughout the 
closure period and have continued to engage well with Palladium and FCDO under their new agreement with 
Palladium.  
 
Oxford Policy Management Limited has delivered its output-based milestones during the reporting period.  FCDO’s 
independent quality assurance, EQUALS, of the evaluation products rated the deliverables as excellent.  See Section 
C Output 5 for further discussion.  
 
Quality of Financial Management


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C Output 5 for further discussion.  
 
Quality of Financial Management 
 
Propcom+ has developed strong management structures with good financial, administrative and procurement 
systems.  FCDO carries out comprehensive reviews of monthly invoices, following which approvals are given within 
delegated authority limits. Budgets and forecasting are included in monthly dashboards provided by Palladium, and in 
monthly operations meeting with OPM and HarvestPlus where finances are discussed in detail. All procurements are 
reviewed against programme policies and approvals given following VfM assessments.  
 
Palladium’s monthly financial reports are well presented and provide comprehensive details. Palladium’s total spend


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Palladium’s monthly financial reports are well presented and provide comprehensive details. Palladium’s total spend 
for the reporting period was £8.06m consisting of £4.39m R-DEL and £3.68m C-DEL. This compares to a £4.3m and 
3.8m allocation, respectively for R-DEL and C-DEL.  Palladium have an overall forecasting variance of 7.7%, 
consisting of an average monthly variance of 1.58% for R-DEL and 6.1% for C-DEL against the FCDO target of 5%.  
The uncertainty of a short delivery window for C-DEL grants posed significant challenges in C-DEL budgeting and


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forecasting, with decisions taken by the programme and FCDO to proactively manage any financial and fiduciary 
risk.  Several additional actions have been taken during the reporting period to strengthen financial management. 
However, more timely and stronger financial management is required to bring the forecasting variance to an 
acceptable level.  
 
HarvestPlus spend for the reporting period was £339,482, against a Y3 allocation of £ 400,000 (a variance of 15% ) – 
this covered on quarter prior to project closure. FCDO was notified early of this expected variance, and re-allocated the 
funds to the main contract with Palladium.  
 
Oxford Policy Management  spend for the reporting period was £289,666 against an allocation of £279,268 ( -4%


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Oxford Policy Management  spend for the reporting period was £289,666 against an allocation of £279,268 ( -4% 
variance). Whist OPM’s variance is within FCDO’s allowable 5% threshold,  there is a need to tighten their financial 
management to ensure quarterly forecasting is accurate with timely submission.    
 
Delivery Chain Risk Map 
 
Propcom+’s delivery chain risk map was updated in May 2025 with key risks and necessary controls in place and is 
attached to this Annual Review.  
 
Audit, asset monitoring and control  
Propcom+ was audited by FCDO’s Internal Audit Department (IAD) during the reporting period.  IAD assessed the 
programme to be operating at a major net risk with controls adequate to manage risk to within appetite. The auditors


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programme to be operating at a major net risk with controls adequate to manage risk to within appetite. The auditors 
highlighted several areas of good practice on the programme, including the design of the value for money framework 
integration into the programme’s delivery framework, the design of the contract to balance risk between FCDO and 
partners, and on embedding gender equality in both programme public commitments and partner reporting.  All audit 
recommendations are either ongoing or have been implemented.   
 
A financial audit was completed during the reporting period covering the HarvestPlus grant and Palladium’s Inception 
Phase – August 2022 to January 2024. Audit findings were unqualified, and showed funds were spent within scope


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Phase – August 2022 to January 2024. Audit findings were unqualified, and showed funds were spent within scope 
and in accordance with contract agreements.  All items were procured following agreed policies.  There was one case 
with HarvestPlus overbilling of £23,632 – this has been refunded to FCDO.  All audit recommendations have been 
implemented and are actively monitored. A second-year financial audit of the programme is ongoing for the period 
February 2024 – January 2025 for Palladium and February 2024 – July 2024 for HarvestPlus. The draft audit findings 
were unqualified.   
  
The programme maintains an asset register which is updated by Palladium on a quarterly basis and reviewed by


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The programme maintains an asset register which is updated by Palladium on a quarterly basis and reviewed by 
FCDO Programme Managers and the PRO.  The programme’s audit included asset verification of all programme 
assets against the asset register.  Asset management is also reviewed during the monthly FCDO dashboard meetings 
and forms part of the submitted Quarterly Reports. All the assets from HarvestPlus were approved for transfer to 
Palladium; and these have all been captured on the Palladium asset register.  
 
 
G: MONITORING, EVIDENCE AND LEARNING  
 
Monitoring and Evaluation 
 
This Annual Review (AR) was led by the SRO and Lead Adviser.  The AR has drawn from programme deliverables,


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This Annual Review (AR) was led by the SRO and Lead Adviser.  The AR has drawn from programme deliverables, 
partner assessments, the independent evaluation design reports, stakeholder interviews, and programme reports to 
assess whether Propcom+’s strategy, intervention focus, and activities are appropriate and represent value for money.  
Although the review team met only a small and largely programme-selected sample, in depth probing, questions, 
cross checking, triangulating, and observation appeared to validate the results, and provide a significant degree of 
confidence.  
 
The AR included a field visit to Kaduna, Kano and Jigawa, meeting with businesses, farmers, entrepreneurs, State


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The AR included a field visit to Kaduna, Kano and Jigawa, meeting with businesses, farmers, entrepreneurs, State 
Government (Commissioners of Agriculture, Technical Adviser to Governor of Jigawa, Permanent Secretaries, and 
Directors), covering interventions from Animal health, Biofortification and fortified crops, climate smart seeds, digital 
extension, and climate smart technologies. The review team also met with eight C-DEL beneficiaries.   
 
FCDO undertook three further field visits during the reporting period.  The first was to Cross River State to discuss 
with key stakeholders on replication of the Africa Sustainable Commodities Initiative (ASCI), meeting with the 
Date of last narrative 
financial report 
31st March 2025 Date of last audited 
annual statement


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Date of last narrative 
financial report 
31st March 2025 Date of last audited 
annual statement 
HarvestPlus: 31st Dec 2023 
Palladium International: 30th June 2024


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OFFICIAL 
OFFICIAL 
Governor, Agricultural Commissioner, Forestry Commission Chairman, National Park Conservator, civil society (WCS, 
WCF17) and palm oil companies (including a CDEL recipient).  A key outcome was the Governor signing a 
commitment with the programme in promoting sustainable land use, forest protection, and advancing deforestation-
free commodities, specifically cocoa, oil palm and coffee. This commitment along with feedback has helped shape 
opportunities to replicate the ASCI model from Edo State for sustainable production and traceability aligned to the EU 
Deforestation Regulation (EUDR). This will create enhanced trading opportunities and lay a platform for sustainable


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Deforestation Regulation (EUDR). This will create enhanced trading opportunities and lay a platform for sustainable 
cocoa that replicates and scales up the regional Cocoa and Forest Initiative (CFI) activities in Ghana and Cote 
D’Ivoire.  
 
The second visit was to Oyo State to meet with HarvestPlus and International Institute of Tropical Agriculture (IITA) 
research staff and fields on biofortification crops and products, as well as meet with several micro and small 
enterprises. This visit included meeting with the Governor to discuss wider economic and agri-tech opportunities in the 
State, and with new British International Investment (BII) investees, Valency International and AFEX, to scope 
potential collaboration opportunities for P+ to support these investments.


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potential collaboration opportunities for P+ to support these investments.  
 
The final visit was to Lagos to meet with Lagos-based businesses that Propcom+ are currently working with and are 
scoping opportunities to partner with in Y4 of the programme. Additional meetings were held to connect with BII and 
Manufacturing Africa on further collaboration opportunities. The trip included meeting with Infracredit, other 
development partners and small and medium enterprises to discuss productive use assets, and opportunities for 
collaboration with the programme’s climate smart technologies portfolio. The feedback has fed into the Y4 programme 
workplan. 
 
An independent evaluation, LEAF, was commissioned during the reported period and has successfully completed its


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An independent evaluation, LEAF, was commissioned during the reported period and has successfully completed its 
Inception Phase of an evaluability assessment and evaluation design. See Section C Output 5 for further discussion 
on LEAF. 
 
Evidence 
 
The programme commenced implementing the Monitoring, Evaluation, Research, and Learning (MERL) system 
established during the Inception period. Propcom+’s MERL system aims to support evidence-based programme 
design and implementation, facilitate adaptive management, and drive the achievement of programme strategy and 
objectives. 
To ensure that monitoring data, evidence, and learning adhere to the principle of ‘Leave No One Behind’, the MERL


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To ensure that monitoring data, evidence, and learning adhere to the principle of ‘Leave No One Behind’, the MERL 
team deploys detailed data collection forms for implementation partners to report their service delivery activities. 
Consequently, the programme receives disaggregated information on beneficiary smallholder farmers, including sex, 
age, disability, geography, and specific details of the services they received. As programme data is stored on the 
programme Management Information System (MIS) and linked to live PowerBI dashboards, it enables the team to 
study progress constantly, analyse how different beneficiary groups are served, and detect emerging issues. For


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study progress constantly, analyse how different beneficiary groups are served, and detect emerging issues. For 
instance, while examining the dashboards, the team noted that the reach to female farmers was lower than expected 
for certain interventions, prompting the team to intensify efforts with partners to improve gender targeting.   
The deteriorating macroeconomic and security situations have already been highlighted in Section A. On the 
economic front, these changes arose mainly due to government policies, particularly involving the removal of petrol 
subsidies and foreign exchange policy reforms. Analysts, including the World Bank, believe the reforms are necessary


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subsidies and foreign exchange policy reforms. Analysts, including the World Bank, believe the reforms are necessary 
but maintain that they have intensified pressures on households and businesses in the short term.18  For instance, the 
inflation rate reached a near 30-year high of 34.8% in December 2024; however, following the Nigerian Bureau of 
Statistics' rebasing of the Consumer Price Index in January 2025, the inflation rate decreased to 24.48% in January 
2025, 23.18% in February 2025 but rose to 24.23% in March 2025.19  These economic shifts have severely impacted 
the business environment and investment decisions. Several multinationals have exited the country, while smallholder


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the business environment and investment decisions. Several multinationals have exited the country, while smallholder 
farmers struggle to afford inputs to support their production. These issues have made achieving programme targets 
more challenging. While the programme continues to adapt to these issues, a request for a downward review of GBP-
denominated outcome indicators (Net Attributable Income Change and Amount of Private Sector Investment 
leveraged) targets was submitted to FCDO during the reporting period (see Section A R8).  
The independent evaluation (LEAF) team completed an Evaluability Assessment during the reporting period and will 
commence the mid-term evaluation in Year 4 using a phased approach. The LEAF team proposed employing a


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commence the mid-term evaluation in Year 4 using a phased approach. The LEAF team proposed employing a 
mixed-method evaluation methodology rather than a pure quantitative impact evaluation. In consultation with the 
programme, the evaluators have mapped out stakeholder groups relevant to the programme for engagement and 
introduced the programme team to the use of a Systemic Theory of Change. These strides align with the principles of 
 
17 Wildlife Conservation Society (WCS) and World Cocoa Foundation (WCF). 
18 Nigeria Development Update (NDU) 
19 https://tradingeconomics.com/nigeria/inflation-cpi#:~:text=Nigeria%20Inflation%20Rate%20at%20Near,the%20end%20of%20this%20month.


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OFFICIAL 
OFFICIAL 
the Inclusive Data Charter (IDC), especially relating to the Leave No One Behind agenda, drawing data from multiple 
sources, and enhancing the capacity of actors.  
Learning 
 
Lesson learning and knowledge sharing are critical for achieving Propcom+ objectives as set out in the Business 
Case. Propcom+ at its core has a strong focus on adaptive learning, ensuring rapid cycles of review are embedded 
with tight feedback loops to build localised solutions that fit the context and inform decision points on whether to scale-
up, maintain, adapt, or drop approaches/interventions. This is essential in supporting programme flexibility to scale 
interventions up or down, and move in or out of specific value chains, business models, and geographies, as required.


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interventions up or down, and move in or out of specific value chains, business models, and geographies, as required.  
During the reporting period, the programme has utilised these feedback loops to scale up in animal health and 
community seed multiplication portfolios, expand into new geographies, and scale back work in others.  
Propcom+ delivered a range of well presented and multi-channel learning and knowledge products and events which 
are set out in the table below and discussed further in Section C Output 3.  It was reported that there was significant 
value add when Propcom+ facilitated its Partner meetings to help lessons learning and information exchange through 
peer-to-peer networks on adoption of innovations and practices. During the Annual Review field visit, pockets of


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peer-to-peer networks on adoption of innovations and practices. During the Annual Review field visit, pockets of 
excellence lessons emerged on B2B, B2F and peer-to-peer learning.  This Annual Review recommends the 
programme develops a more systematic approach to facilitate and monitor, particularly opportunities to foster systemic 
change.  Key lessons identified are discussed in Section A with recommendations.  
 
The independent evaluation, LEAF, has developed a robust communication strategy to share evaluation findings that 
can influence broader learning and systemic change. The strategy is rooted in a utilisation-focused approach with 
three main goals: 
 
1. To foster a shared understanding of Propcom+ among key system actors, including FCDO, which may


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1. To foster a shared understanding of Propcom+ among key system actors, including FCDO, which may 
support collaboration, coordination, and potential scale-up of successful approaches. 
2. To strengthen learning and adaptive management within Propcom+ by providing timely, relevant evidence on 
what is and isn’t working. 
3. To ensure evaluation findings are understood and used appropriately, particularly by Propcom+ implementers, 
FCDO, and—where feasible—other market system stakeholders who can help advance programme 
objectives. 
 
 
 
 
 
Title of learning or knowledge products Product type Dissemination 
method 
1. Edo State Case Study Case study Emails  
2. SRI Evaluation Report Study report Multiple channels


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method 
1. Edo State Case Study Case study Emails  
2. SRI Evaluation Report Study report Multiple channels 
3. UK Government Investment in Irri-Go Model Boosts Rice Production in Northern 
Nigeria  
Success story Website 
4. Improved Climate-Smart Seed Varieties Inspire Hope for Rural Communities Success story Website 
5. Increasing Last-Mile Access to Animal Vaccines: A Community Animal Health 
Worker's Story of Resilience 
Success story Website 
6. A Learning Paper: Reducing Barriers for Women in Rice Cultivation Learning 
paper 
Website 
7. Nigerian women at the frontline of climate change Article Website 
8. A Climate-Smart Approach to Propcom+’s Interventions Article Website 
9. Public Private Partnership (PPP) Framework Guide / Toolkit Multiple channels


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9. Public Private Partnership (PPP) Framework Guide / Toolkit Multiple channels 
10. Intervention Profile: Scaling last-mile delivery of vaccines through the 
Community Animal Health Workers (CAHWs) and Veterinary Paraprofessionals 
(VPP) Model 
Fact Sheet Website 
11. Intervention Profile: Scaling Rural Seed Promoters (RSP) Model Fact Sheet Website 
12. Intervention Profile: Scaling Community Seed Multiplication (CSM) Model Fact Sheet Website 
13. Intervention Profile: Aggregation to Promote Offtake of Fortified Produce Fact Sheet Website 
14. SRI Technologies Profitability and Breakeven Analysis: Motorised Transplanter Fact Sheet Multiple channels 
15. SRI Technologies Profitability and Breakeven Analysis: Solar-Powered Irrigation Fact Sheet Multiple channels


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15. SRI Technologies Profitability and Breakeven Analysis: Solar-Powered Irrigation Fact Sheet Multiple channels 
16. Learning and Adapting for Greater Impact Newsletter Emails


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/Users/olusojiapampa/Library/Mobile Documents/com~apple~CloudDocs/Documents/Proposals/PropCom/PropCom+/propcom-rrca/data/corpus/10_intervention_A_livestock_last_mile_vaccines/Livestock Animal Health Strategy Document 190226_GO COmments.pdf


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Portfolio Summary
Vision for the Market A thriving rural animal health and vaccines market characterized by local commercial productions and 
distribution of suitable vaccines for smallholder farmers and routine vaccination against endemic 
diseases in states
Interventions 1.1      Strengthening last-mile access through replicating and scaling the CAHWs/VPP Model 
1.2      Increasing poultry and livestock vaccine supply
1.3      Strengthen institutional capacity for livestock disease prevention
Theory of Change If small holder farmers have access to affordable and effective livestock vaccines through improved 
delivery by trained CAHWs, commercial market distribution and availability through local production 
and imports, then their animal health will improve and incomes will increase.


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Outline
03
Portfolio Background 0401
02 Previous interventions,
Lessons and Opportunities
Market Systems Analysis
Market Vision and 
Interventions 
Results, SToC and
Intervention Guides05


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Relevance of the Livestock Market 1/3
GBP 535.78 Million 
Livestock population 
(70% is Poultry)
12.7%
annual growth rate;
Vibrant sector
15%
GDP contribution
Animal distribution
<20% 80%
commercial
farms
Rural, Small-scale
Product ion
The livestock market is a major contributor to rural economy; livelihoods, nutrition & food
security. Its relevance is also pivotal to the growth of the Nigerian economy via contributions to
household income and the National Gross Domestic Product(GDP).
Pro-poor, with >80% rural smallholders involved. The small ruminants make up a combined
population of 124.9 million and contribute about 15% of total household income across
Nigeria (Isaac B. Oluwatayoand Titilayo B. Oluwatayo,2012) (Banjoko et al, FAOStat,2021).


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Nigeria (Isaac B. Oluwatayoand Titilayo B. Oluwatayo,2012) (Banjoko et al, FAOStat,2021).
Small-scale producers contributes close to 80% of the supply to markets; between 30-50% 
deficit in meat and egg supply that presents important market opportunities to smallholders
It is a ‘source’ of revenue for smallholders, heavily relied on during the so-called “hungry 
months”.
It is also the main source of animal protein - Livestock-derived foods  are nutritional 
powerhouses, perfectly aligned with human growth and development
The livestock sector is an integral part of food security and national development in Nigeria.
Conﬂict: In the Northeast, backyard production of poultry and small ruminants is critical to


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Conﬂict: In the Northeast, backyard production of poultry and small ruminants is critical to
household resilience as access to farmlands has declined due to ongoing armed conﬂict and
climate-induced desertification.


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Relevance of the Livestock Market 2/3
on far outnumbers  
provides
economic
Nigeria has approximately 3,500 actively practicing veterinary doctors out of a total of 9,000. Nigeria requires 3,870 active 
vetstomeet the demand from 774 LGAs at the rateof 5 vetsper LGA(Adekayode O.Sonibare, 2021).
There is a need to prioritize animal health to ensure disease prevention and its potential impact on the national economy.
This is further reﬂected in the livestock market's contribution to food security, employment and the agricultural sector's
GDP.These diseases are preventable through routine vaccination
GBP 6million lost annually due to Newcastle disease and PPR, situation is worsened by changing climate - rising


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GBP 6million lost annually due to Newcastle disease and PPR, situation is worsened by changing climate - rising
temperatures (heat waves) causing animals to be susceptible to diseases, and directly and indirectly linked to drop in egg
and milk production, meat quality (WOAH,2022).
By proactively immunizing their birds and small ruminants, farmers trigger a guaranteed surge in ﬂock size. This calculated
approach is the surefire remedy for rescuing an impressive 30 million rural farming households from financial uncertainty
delivering a substantial annual boost of GBP4.32 billion in revenue
These figures validate the need for an increase in the supply of vaccines as the present animal populati


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These figures validate the need for an increase in the supply of vaccines as the present animal populati 
the number of available vaccines. The justification for an increase in vaccine supply is quite clear as it 
benefits, foodsecurity,disease prevention and public health impact in the long run.


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Relevance of the Livestock Market 3/3
Strong Gender and Social Inclusion impact
Most poultry and small ruminants are women-owned; kept free range, hence makes 
minimal demand on their timeand capital.
Livestock have been recorded as a significant income source for women with poultry
contributing approximately 35% of household income in rural areas (Charles
Anthony,2024). Women and PWDs tend to also participate in other parts of the value
chain as service providers.
By enhancing access and knowledge to animal health services through initiatives like
CAHWs, women small-holder farmers can boost the health and size of their ﬂocks,
reducinglosses from sickness and death.
Poultry production presents a huge opportunity for the economic advancement of


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reducinglosses from sickness and death.
Poultry production presents a huge opportunity for the economic advancement of
women resulting in increased income, assets and empowerment. (GESIReport 2023)
Climate: On the one hand, vaccines are
a powerful adaptation tool, and on the
ot her ha nd , in tensive liv estock
production systems contribute roughly
14 .5% of glo bal gr eenhou se ga s
emissions, but advanceme nts in feed
management, breeding practices, and
ma nure treatment ca n significantly
lower this footprint (FAO)
• The sector plays a critical role in
improving soil fertility and nutrient
cycling through manure production
for the larger agricultural production
system
A functional animal health and vaccine delivery system, reaching the last mile


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system
A functional animal health and vaccine delivery system, reaching the last mile 
is central to the survival and growth of the poultry and livestock sector


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The Problem 1/2
Vaccinesupplyandproduction
There is a huge demandfor vaccinesin the livestockmarket.Local prod uctionby NVRI is 
currentlybelow15%ofnationaldemand,whichis estimatedtobeabout800milliondoses.
Single state-owned producer cannot meet demand or scale effectively
A single prod ucermonopolyin vaccinesupplyand prod uctionbackedby a Federalgovernmen t 
policydissuadesprivatesectorparticipation.
Lim ited  awaren ess of vacc ine b enefits
Farmers are dispersed with limited knowledge of ben efits of routine vaccinations and 
available services 
Advocacyonstate-basedbudget ondiseaseprevention
Systemic failures and poor state funding for routine vaccinations,disease control surveillance 
andreporting.


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The Problem 2/2
Limitedregulationsand lack of sustainableinstitutional 
arrangements
regardingstandard s for CAHW and paraprofessional training
Poor adaptationand implem entation
of CAH Wmodel in the states and systemic breakdown of
disease control surveillance and reporting.
Insufficient manpower
The ratio of CAHWs or VPPs to smallholder 
farmers leaves bothpartiesat a disadvantage.
Limitedregulationsandsustainableinstitutional
arrangementsregardingstandard sfor CAHW and 
paraprofessionaltraining
Poorregulatoryframework
guidingVaccineimportation
Limitedinfrastructure
for diseasediagnosisand coldstorage for vaccines


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Proven Models from P1 analysis
TheCommunity-basedAnimalHealthWorker(CAHW)model
Prop comMai-karfi(PM) developedthe communityvaccinators’network,whichthenevolvedto the
CAHWmodelto strengthendeliverychannelsof veterinaryprod uctsandservicesandin turn,create
micro/ rural entrepreneursby fee-based service delivery. Over 3,000 vaccinatorswere onboarded,
and300CAHWswhoengageinprovidingvaccinationservicesfora feetosmallholders
Im provingruralvaccinesupplythroughactivationof peri-urbandistributors
PM facilitated linkages between Local Vaccine Manufacturer-NVRI and interested pharmaceutical
suppliers and distributors for delivery of ND-I 2 Vaccine and PPR to the rural livestock farmers,
includingpastoralists. Througha decadeof PM’sfacilitation,NVRIsuccessfullyincreasedsupplyfrom


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includingpastoralists. Througha decadeof PM’sfacilitation,NVRIsuccessfullyincreasedsupplyfrom
250,000 doses annually to 12million doses of NDV-i2 vaccines, with an expanded network of
distributorsacrossNigeria.
InstitutionalStrengtheningandpromotionof PPPforroutinevaccination
PM also facilitateda PPP model for institutionalizingstatew idevaccinationcampaignsworkingwith
state-baseddistributorsalong side CAHWs; this was pilotedin Kadun aState, with vaccinecoverage
reachingrecord high of 80% in priority LGAs and reporteddrop est. 70% drop in suspectedcases of
NCD and PPR diseases; The State has since been allocating budgets for routine vaccination,and
currentlycapturedinthe2024budget.
3,000
80%70%
12 million
vaccinators were  
onboarded
high vaccine  
coverage 
recorede d
drop in


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3,000
80%70%
12 million
vaccinators were  
onboarded
high vaccine  
coverage 
recorede d
drop in 
suspec ted  
cas es
doses of NDV-i2 
vaccines annually


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Intervention Past eﬀorts Lessons Opportunity/value add for P+ P+ Response to: Opportunity/Value add for P+
Eﬀorts to address the systemic failures, lessons and opportunities 1/4
Sub-Intervention Past eﬀorts Lessons Opportunity/value add for P+ P+ Response to: Opportunity/Value add for P+
CAH W training 
and certifi cation
• Since PM supported 
Vete rinary Council of 
Nigeria to establish the 
CAH W Programme, several 
donors and veterinary 
distributors have continued 
to invest in it – USAID FTF 
Programme, Gates -funded 
ALD DN, ICRC, EU-LI DISKI
• These eﬀorts resulted in 
expanding the network of 
CAHWs across the NE and 
NW States, including 
Plateau.
• FAO has be eninvesting in 
Vet profess ionals ( 
Paravets), with renewed 
national interest in their 
role at the last mile ;


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Vet profess ionals ( 
Paravets), with renewed 
national interest in their 
role at the last mile ; 
Paravets oﬀer a use ful 
channe l for reaching 
smallholders, when re-
tooled.
• Mobility and cold storage 
are maj or infras tructural 
requirements for 
efficiently reaching rural 
smallholders
• Leverage the Paravet’s  
network
• Crowd in more market actors 
to invest/leverage the 
CAH W/VPP network.
• Introduction of climate -
smart technologies to 
strengthen last mile access 
(electric bikes, electric 
tricycles)
• Jointly explore options for 
scaling the CAH Wenterprise 
training
• In progres s:Onboarding partners and facilitating 
linkages between distributors and CAHW s/VPPs  
to make it easie r for CAHW s/VPPs  to offlake 
vaccines and provide services to smallholder 
farmers.


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to make it easie r for CAHW s/VPPs  to offlake 
vaccines and provide services to smallholder 
farmers.
• P2 pilot in E-vehicles  and Solar refrigerators -in 
view.
• In progres s:Working on institutionalizing CAH W 
training into colleges acros sthe country
• The State has limited
capacity to drive the
CAH Wprogramme


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Intervention Past eﬀorts Lessons Opportunity/value add for P+ P+ Response to: Opportunity/Value add for P+
Eﬀorts to address the systemic failures, lessons and opportunities 2/4
Sub-Intervention Past eﬀorts Lessons Opportunity/value add for P+ P+ Response to: Opportunity/Value add for P+
Demand: 
Increasing farmer  
demand for 
vaccinations
• The PPP model in Kaduna 
state succes sfully increas ed 
awareness and demand for 
vaccines and reduced the 
incidence of suspected PPR 
and Newcastle disease cases
• Scaling innovative PPP 
models  will both improve 
the efficiency of resources 
invested in raising 
demand and dis ease 
control; and ultimately 
strengthens animal health  
services in the state
• Joint work with Federal, 
State and interested donor 
to de sign and pilot PPP


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services in the state
• Joint work with Federal, 
State and interested donor 
to de sign and pilot PPP 
models for routine 
vaccination
• The PPP Framework has be endeveloped in 
partnership with FMAFS and World Bank 
(LPRES). Implementation process ongoing into 
P+ focal states.
• Leverage on the animal dis ease control act and 
the animal health policy to provide legislative 
backing for the PPP arrangeme nt and provide 
guideline for enforce ment.
• Conduct a Political Economic Analysis (PEA) to 
guide engagement for proper implementation.
• Support the imple mentation with participation 
of private laboratories in the Sanitary Mandate 
framework while recognizing NVRI as the only 
lab mandated for disease reporting in Nigeria 
through the office of the CVON


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lab mandated for disease reporting in Nigeria 
through the office of the CVON
• Support grassroots advocacy, eﬀective 
communication and social mobilization for 
proper buy-in of the beneficiaries


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Eﬀorts to address the systemic failures, lessons and opportunities 3/4
Increasing local 
supply and 
distribution of 
suitable vaccines
• PM supported the National Veterinary 
Re search Ins titute(NVRI) to scale 
production and reach, resulting in –
converting 6 moribund outstations into 
viable busines s operations, expanded 
distributors ne twork and moving from 250k 
doses to 12million doses of NDV-i2 
produced annually; with significant growth 
in PP R vaccines
• The eﬀorts led to proliferation of 
unsupporte d veterinary distributors and 
last mile  agents distributing vaccines, 
alongside othe r inputs
• Since PM, the interest in rural markets have 
skyrocketed with multinationals like 
Bohreignher and Alpha Zoetis, alongside 
Gates entering rural markets, particularly


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Bohreignher and Alpha Zoetis, alongside 
Gates entering rural markets, particularly 
pastoralist communities
• The market for vaccine is 
still na scent - NVRI 
remains the sole supplier 
of suitable vaccines and 
only reaching 2-5% of the 
market
• Addressing the  vaccine 
supply challenge s will 
require interventions to 
unlock ﬁnance for local 
vaccine production or 
alte rnative 
supply/importation of 
vaccines suitable for SHFs
• Curre nt macro-
environment 
unfavourable for 
investme ntin vaccines, an 
expanded approach 
ne eded
Sub-Intervention Past eﬀorts Lessons Opportunity/value add for P+
• Explore opportunities for 
attracting investme nt into 
NVRI
• Explore importation and 
backward integration – fill 
and finis hmodular units .
• Strengthen rural distribution


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• Explore importation and 
backward integration – fill 
and finis hmodular units .
• Strengthen rural distribution 
channe ls for suitable 
vaccines by scaling the 
CAH W models  to reach 
smallholder Farmers.
P+ Response to: Opportunity/ 
Value add for P+
• There is a policy that res tricts 
private s ector inclusion in 
vaccine production in the 
country and it is also base d on 
a national bio-security stance.
• The cost benefit analysis of 
production as well as the wild 
FX ﬂuctuations does not favor 
the production of smaller vials.
• Expand the rural distribution 
channe l for the delivery of 
suitable vaccines.


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Eﬀorts to address the systemic failures, lessons and opportunities 4/4
Solar Fridges to 
improve Cold 
Chain 
Distribution
• Propcom+ supported pilots of 
solar-powered re frigerators to 
improve vaccine storage at rural 
and last-mile points, targeting 
improved availability and reduced 
spoilage.
• Multiple delivery and as sembly 
models were tested, including 
locally assembled low -cost units 
and partners hips with private 
suppliers.
• The intervention aimed to enable 
rural vaccine access by reducing 
dependence on unreliable grid 
power and diesel generators.
• Solar fridges were pos itioned as a 
complementary inves tment 
alongside last -mile de livery and 
vaccination s ervices.
• High-capital assets at fixed 
locations do not align well with 
mobile vaccination models,


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vaccination s ervices.
• High-capital assets at fixed 
locations do not align well with 
mobile vaccination models, 
particularly for pastoralist and 
semi-pastoralist farmers .
• Uptake and utilisation were 
insufficient to justify scale, and 
private-sector willingness to invest 
without subs idy was limited.
• The intervention risked becoming 
asset-heavy and subsidy -
dependent, without clear 
pathways to syste mic change.
• Low-cost s olar fridge models did 
not consistently meet SON/ WHO 
standards , limiting confidence in 
vaccine quality and regulatory 
acceptance.
Sub-Intervention Past eﬀorts Lessons Opportunity/value add for P+
• Re allocate  resources toward 
interventions that dire ctly 
unlock vaccine access at 
scale, particularly last -mile 
delivery and service 
provision.


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unlock vaccine access at 
scale, particularly last -mile 
delivery and service 
provision.
• Prioritise thermostable 
vaccines and demand -driven 
distribution models that 
reduce reliance on fixed cold -
chain as sets.
• Strengthen linkages  betwe en 
vaccine availability, rural 
distribution, and vaccination 
services , rather than 
standalone infrastructure  
investme nts .
• Focus on systemic constraints 
(supply, pricing, incentive s) 
rather than technology -led 
solutions.
P+ Response to: Opportunity/ 
Value add for P+
• Exit the solar fridge 
intervention and discontinue  
further inves tment in cold-
chain as set deployment.
Concentrate Propcom+ support 
on:
• expanding last -mile vaccination 
delivery mode ls ,
• supporting vaccine importation 
and availability, and


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on:
• expanding last -mile vaccination 
delivery mode ls ,
• supporting vaccine importation 
and availability, and
• enabling adoption of thermo -
tolerant vaccines where 
appropriate.
• Ensure future investments are  
market-led, mobile, and 
scalable , with clear private-
sector incentives and exit 
pathway.


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Farmers 
trust 
FMLD
Drug & Vaccine 
Import 
regulation   
 Environmental 
protection
Livestock and Animal Health Vaccine Market
Support 
functions /rules
Definitions
Financial services Access to loans from commercial banks and micro finance institutions 
(MFIs) or equity/impact investment
Skills/Training Skills to deliver animal health care ( i.e vaccines)
Agrovets Providers of Antibiotics , vaccines and vitamins to, CAWH and farmers
Logistics and 
Distribution
Infrastructure, including cold -change, required to supply of vaccines for 
livestock to the cons umer market
Market information Details about a spe cific market; including supply, demand, pricing,  
trends, and customer prefere nce
Input supply and 
Production
Provis ion of vaccines and othe r inputs, produced by NVRI or imported


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Input supply and 
Production
Provis ion of vaccines and othe r inputs, produced by NVRI or imported
Food and D rug 
Regulations
Rules and policies  around product certification for use  in market.
Import Regulations Rules and policies on importing vaccines
Gender norms Role of women in both delivery of vaccines and in the livestock market
Farme rs Practices Farme rs knowledge  and acceptance of vaccines, willingness to pay and 
de mand
Farmers  
Practices
Drug & Vaccine 
Import 
regulation   
 Environmental 
protection
Vacc ine S upply VPDs/CAHWs
Skills/
Training 
Supply/
Production
Financial 
Services
Agro
vets 
Cold chain 
logistics 
Distribution 
Food and Drug 
Regulations
Gender Norms
Market 
Information
Supporting Functions
Rules and Norms
Farmers  
Practices


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Livestock Vaccine Market analysis
Poor access to vaccines 
and animal health 
Servicesby smallholders
• NVRI,sole supplyof th ermotolerant & 
aﬀordable  pack siz es. C annot mee t 
demand
• Risk in conﬂictsan dmigratio nundermine 
the chain
Market failure
Causes of sec torunderperform ance Governancefailure
Resultingin...
High prevalence of  
Livestock diseases
Economic loss   due 
to high mortality rates
Low fecundity rates 
due to diseases
Poor feed conversion  
and malnutrition
Highe r G HG emission  
due to dead weight
Low coping capacity 
of SHFs against shocks
• High capitalcost to set up manu facturing plant
• Highimportationcost limitsinterest to investin 
dis tribution
• Absence of mobility supportlimitingre achan d 
ROI o flastmile agents


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dis tribution
• Absence of mobility supportlimitingre achan d 
ROI o flastmile agents
• Absenceof cold chainin ru ral areasimpacton 
dis tributionof traditional vaccines
• Limitednumberof lastmile agents
• High logisticscostsof re achingSHF in ru ralareas
• Limited farme rknowle dge on the  availabilityan d 
bene fits ofvaccination
• Poordataforeﬀectiveplanning
• We akexte nsionservices
• Latentdemand,needinginvestmentin marke t 
priming
Finance Supply Weak vaccine Distribution Information/extension Business Enabling Environment Institutional capacity
• Poor regulato ry frameworks guidingvaccine 
importation
• Underfund ing/Lowcapacityof NVRIforVaccine 
re search &production
• Limited infrastructure for dise ase diagnosis an d 
cold storageforvaccines


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re search &production
• Limited infrastructure for dise ase diagnosis an d 
cold storageforvaccines
• We akimplementation of dise asecontrol 
strategies
• Systemic b reakdownan dpoorstatefundingfor 
ro utin e vaccinations
• Limitedre gulationsan dsustainableins titutional 
arrange ments re garding standards fo r CAHW 
an d paraprofessionaltraining
• Poor ad aptationan dimplementationof CAHW 
modelin the states
• Limited funding for capacitybuildingof CAHW s
• Poor funding an d limite d budge t allocation
ge aredto wardsprovisionof qualityanimal health
services.
• High importationcost of vaccines


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Market actors & linkages
End users
Vaccine and drug  
supply
Poultry /Livestock  f armers 
VCN Regulates 
NVRI  
Distribution 
Core function
Main 
ac tors
Secondary 
ac tors
Vaccine/ drugs 
distribution c ompanies   
NVRI 
Outstation NGOsAgrovets
Private 
Veterinarians VPPs
CAHWs 
Vaccine Importers
1
+50
+15
+20 0
+15 00  
(10 % w)
+50 00  
(10 % w)
+20 m
Mark et S ize 
Est. in ac tive 
states
Fed/State 
Government 
Actor Map of Livestock and Animal Health Vaccine Market


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Standards
Core Constraints Opportunities Actors
Vaccine 
production & 
importation
Limited local capacity (NVRI); stock -outs of 
priority vaccines (e.g., ND, PPR); forex-
driven costs; long lead times/clearance 
delays; weak forecasting from fragmented 
demand
Diversify importers/suppliers; 
expand thermostable vaccines for 
rural settings; improve digital 
demand forecasting; modernise 
production lines where feasible
NVRI; vaccine 
manufacturers; 
vaccine importers; 
regulators/agencies
Distribution, 
cold chain, & 
wholesale
Urban concentration; weak rural 
penetration; high cold -chain costs; price 
mark-ups; low perceived margin 
discourages rural investment; limited 
quality visibility during transport
Rural cold-chain hubs; expand 
regional wholesale networks;


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quality visibility during transport
Rural cold-chain hubs; expand 
regional wholesale networks; 
performance incentives to reach 
underserved LGAs; bundle 
vaccines with other inputs to 
improve margin
Vet Pharma 
distributors; regional 
wholesalers; agro-vet 
dealers; cold-
chain/logistics 
providers
Last-mile 
vaccination 
services
Rural shortage of vaccinators; CAHW/VPP 
business models weak and informal; 
limited diagnostics leading to wrong 
vaccine choices; high travel cost to remote 
farmers
Expand + certify CAHW/VPP 
networks with clear scope; 
package diagnostics + vaccination 
+ advisory; scheduling/route 
optimisation tools; integrate 
CAHWs into state plans
CAHWs; VPPs; State 
DVS/VCN (scope & 
integration)
Constraint and Opportunities in Livestock and Animal Health


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CAHWs; VPPs; State 
DVS/VCN (scope & 
integration)
Constraint and Opportunities in Livestock and Animal Health 
Vaccine Market


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Standards
Support  Functions 
and Rules
Constraints Opportunities Actors
Cold chain & 
power reliability
Rural electrification low; frequent 
outages; cold-chain failures and high 
costs; vaccine quality risk during 
storage/transport
Solar-powered cold chain 
(fridges/hubs); PAYG/lease-to-own; 
multi-product cold chain; visible 
quality assurance practices
Solar companies; cold-
chain providers; Vet 
Pharma companies; 
distributors; agro-vets; 
CAHWs/VPPs
Transport & rural 
logistics
High rural delivery costs; long travel 
times reduce vaccine viability; weak 
road access in priority states; limited 
rural distribution infrastructure
Peri-urban/rural distribution hubs; 
route bundling (products + 
services); logistics partnerships; 
last-mile bundling through 
CAHW/VPP networks


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route bundling (products + 
services); logistics partnerships; 
last-mile bundling through 
CAHW/VPP networks
Logistics firms; 
distributors; Vet 
Pharma companies; 
agro-vets; 
CAHWs/VPPs
Extension, training 
& service quality
Weak public extension coverage; 
limited rural outreach; inadequate 
biological handling/diagnostic skills; 
limited business/customer skills; weak 
CPD channels
Embedded advisory via 
CAHWs/VPPs; competency-based 
training (cold chain, handling, 
diagnosis, AMU); digital/IVR/radio; 
business skills + service bundles
State ADPs; VCN; vets; 
VPPs; CAHWs; INGOs


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Standards
Support Functions 
and Rules
Constraints Opportunities Actors
Regulatory 
framework & 
institutional 
coordination
Delays/costs in import approvals and 
drug registration; unclear/variable rules 
on who can vaccinate; weak quality 
enforcement; fragmented federal –state 
coordination; no unified routine 
vaccination framework
Streamline/digitise 
approvals/registration; clarify 
vaccination role frameworks; 
stronger enforcement against 
counterfeits; PPP routine 
vaccination framework; state 
budget lines for routine vaccination
NAFDAC; FMLD; 
Customs; Chief 
Veterinary Officer; 
State DVS/LGAs; VCN; 
Vet Pharma 
associations
Farmer demand & 
uptake
Low awareness of schedules/benefits; 
treatment preferred over prevention; 
pack sizes misfit smallholders;


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uptake
Low awareness of schedules/benefits; 
treatment preferred over prevention; 
pack sizes misfit smallholders; 
misinformation/fear of side effects
Behaviour change campaigns 
(radio/WhatsApp/community 
influencers); smaller pack sizes or 
vial-sharing protocols; women’s 
groups/coops as demand 
aggregators
Smallholder farmers; 
aggregators/coops; 
community influencers
Gender norms & 
access
Women own/raise poultry but face 
access barriers to male vaccinators; 
mobility/cultural restrictions; low 
female CAHW presence
Recruit/train female CAHWs; 
women-led outlets/teams; women -
only sessions; community/religious 
leader engagement to build trust
Women groups/coops; 
community leaders; 
female CAHWs/VPPs; 
INGOs


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Drug & Vaccine 
Import 
regulation   
 Environmental 
protection
Intervention Areas for Livestock and Animal Health Vaccine 
Market
Vacc ine S upply VPDs/CAHWs
Skills/
Training 
Supply/
Production
Financial 
Services
Agro
vets 
Cold chain 
logistics Distribution 
Food and Drug 
Regulations
Gender Norms
Market 
Information
Supporting Functions
Rules and Norms
Farmers  
Practices
Intervention 1.1
Strengthening last-mile access through 
replicating and scaling the CAHWs/VPP 
Model 
Intervention 1.2
Increasing poultry and
livestock vaccine supply
Intervention 1.3
Strengthening Institutional Capacity for 
Livestock Disease Prevention.


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Contribution to Propcom+ Impact Areas
Climate adaptation
Protects flock against rampant diseases due to changing climate through improved access to vaccines. As a result, flock increases lead to increased 
incomes, which improves farmers overall ability to cope with shocks. 
High impact
Povertyreduction
Reduceddiseaseincidenceleadsto increasedﬂock sizesandincomesfor households;incomesoftenusedtodiversifytheirenterprises 
CAHWs/VPPsalsoimproveincomesfromservicesrendered.
High impact
Nutrition
Improvedsurvivalandresultin gﬂocksizeincreasedleadstoimprovedaccesstoanimalproteinanda healthierfamilies,andcommunities.
High impact
Womenempowerment
Highersurvivalratesleads to increasedﬂocksandincomes;also abilityo participatein the chaincreatesmore economicbenefitsfor womenand
other excludedgroups.


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other excludedgroups. 
High impact
Climate mitigation
Access to vaccine/animal health services averts mortality and emissions associated with deadweight. Healthier animals have better feed conversion 
rate,reducingemissionsassociatedwithfeedwaste
High impact


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Vision for the Market
1.1 Strengthening last -mile access 
through replicating and scaling the 
CAHWs/VPP Model 
1.2. Increasing poultry 
poultry and livestock 
vaccine supply
1.3. Strengthening Institutional 
Capacity for Livestock Disease 
Prevention .
A thriving rural animal health and vaccines market characterized by local commercial productions 
and distribution of suitable vaccines for smallholder farmers and routine vaccination against 
endemic diseases in states
The portfolio will focus on 3 related interventions :


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VPDs Agrovets/CA
HW /S HF
Digital tool & 
service 
platform 
Vet. Health 
Services Cold chain 
logistics/ 
storage 
Power and 
Infrastructure
Institutional 
framework VCN licensing of 
CAHWs
Livestock Vaccine market system Interconnected Last-mile delivery market system
Advis ory & 
Extension 
services 
Technical 
Skills
Market 
information
Drugs & Vaccine 
Administration  Gender
Finance 
Community 
Norms & 
Trust 
Quality 
control 
Disease 
surveillance & 
reporting  
Intervention Mode l: 1.1. Scaling last -mile delivery of vaccines 
through the CAHW/VPP Summary
Environmental 
protection
Custom Services
Environmental 
protection
Drug & Vaccine 
Import 
regulation   
Environmental 
protection
Farmers  
Practices
Drug & Vaccine 
Import 
regulation   Environmental 
protection


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Environmental 
protection
Farmers  
Practices
Drug & Vaccine 
Import 
regulation   Environmental 
protection
Vacc ine S upply VPDs/CAHWs
Skills/
Training 
Supply/
Production
Financial 
Services
Agro
vets 
Cold chain 
logistics 
Distribution 
Food and Drug 
Regulations
Gender Norms
Market 
Information
Supporting Functions
Rules and Norms
Farmers 
Practices
Rules and Norms
Supporting Functions


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INTERVENTION IDEA 1: LINKING TRAINING INSTITUTIONS WITH INPUT SUPPLIERS AND MICROFINANCE
Marke t Vision A thriving rural animal health and vaccine s market characterized by local commercial productions and distribution of suitable vaccines for smallholder 
farmers  and routine vaccination agains t endemic dis eases  in state s
Theory of 
Change 
IF veterinary pharmaceutical companies strengthen weak last-mile de livery, low CAH W/VPP capacity, and cre ate commercial incentives and
profitable de livery models, THEN CAH Ws/ VP Pswill expand outre ach, de liver be tter animal he alth services, boost farmer productivity and incomes,
reduce mortality, and drive sustainable scale.
Interventi on 
Concept


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reduce mortality, and drive sustainable scale.
Interventi on 
Concept 
P+  inte rve ntion se eks to strengthe n and comme rcially position CAHW s/VPPs within veterinary pharmace utical business models so they can deliver 
reliable last -mile  vaccination and advis ory services  to farmers. P+ provide s  match making betwe en CAW Hs and VPDs, s upports VPDs busines s model 
to train CAW Hs and digital tech adoption,   and stimulate demand through marketing.  Ultimately creating a self -sustaining sys tem where  improve d 
animal health, higher productivity, and increased vaccine uptake reinforce continue d private -sector investment.
Potential 
Partners
Agriprojects concepts International (ACI), Green Pastures Konsult, Animal Care Limited, Ambuvet konsult, Thalakolo , NVRI, Turner -Wright


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Faci litation 
Acti vities
The programme will facilitate improved business mode ls, blended training, practical incentives,  digital tools, and farmer aware ness  efforts —all 
de signed to e nable vet pharmaceutical companies  and CAH Ws/ VPPs to confidently take the lead in e xpanding las t -mile  vaccination services .
Systemic Cha ngeEffective  rural poultry and livestock vaccination systems, driven by veterinary pharmaceutical distributors increasing the nu mber of last -mile  age nts 
(CAHW s, VPPs , etc.) profitably delivering vaccines and health products —supporte d by solar vehicles and storage —raise the  s hare of farmers 
vaccinating birds  and ruminants , and embe d routine  vaccination process es funded by the public sector


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vaccinating birds  and ruminants , and embe d routine  vaccination process es funded by the public sector
Phasing out P+ support for training afte r successful model. 
Timeframe 2023  - 2026
Feasi bility The model is highly feasible because commercial incentives,  e xisting community -bas ed se rvice provide rs, and s trong farmer de mandcre ate  a 
foundation for sustainable s ys te m change,  with remaining ris ks  around regulation,  infras tructure, and quality manageable thro ugh targeted 
facilitation and private -sector co -inves tment.
Ge nder Mos t poultry and s mall ruminants  are  women-owned, kept free -range with low time and capital demands , wome n and persons with disa bilities often


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act as service providers else where, and poultry production thus offers pathways for women’s e conomic advancement, highe r inco mes, asset building,  
and empowerment ( GeSI Report 2023
Cli mate Healthier animals are more productive and generate lower emis sions per weight of product. Improving animal health reduces  emi ss ion intensity and 
enhances resource use efficiency by reducing mortality, as well as improving productivity and fe rtility. Fe we r animals are  th en ne eded to meet 
de mands.
Intervention Model: 1.1. Scaling last -mile delivery of vaccines 
through the CAHW/VPP Summary


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INTERVENTION IDEA 1: LINKING TRAINING INSTITUTIONS WITH INPUT SUPPLIERS AND MICROFINANCE
Intervention Model: 1.1. Scaling last -mile delivery of vaccines 
through the CAHW/VPP model
Original Market Model 
As a result of weak last-mile distribution 
channels, VPDs mainly only service 
commercial market, little attention is given 
to the last-mile SHF farmers, which results 
in high levels of livestock loss and reduced 
SHF incomes
NVRI
Vet. Pharm. Compani es
Commercial 
farms
Distributors
Importers
Government 
and NGOs Small-Holder 
Farmers
Small holder farmer 
not s erviced by current 
marke t dis tributors
Commercial Farms  
purchas e Vaccines
Distributes 
Vaccines to to VPC
NVRI produces 
~20% of demand 
and sells to market
Import by distribution 
companies to make up for


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Vaccines to to VPC
NVRI produces 
~20% of demand 
and sells to market
Import by distribution 
companies to make up for 
shortfall.  Grey market.
Gov and NGOs provide 
vaccine se rvices for 
free to SHF. Inefficient 
and disincentive for 
commercial  last mile 
de livery
Distributors deliver  
Vaccines
Vaccine delivery to 
SHF for free


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INTERVENTION IDEA 1: LINKING TRAINING INSTITUTIONS WITH INPUT SUPPLIERS AND MICROFINANCE
Intervention Model: 1.1. Scaling last -mile delivery of vaccines 
through the CAHW/VPP model
New Interventional Model 
SHF now receive reliable 
and effective vaccines 
from CAHW, supported by 
distributors, in a 
commercial model
NVRI
Vet. Pharm. Compani es
Commercial 
farms
Distributors
Importers
Small-Holder 
Farmers
Commercial Farms 
purchase Vaccines
Distributes 
Vaccines to VPCs/  
VPDs
NVRI produces 
~20% of demand 
and sells to market
Import by distribution 
companies to make up for 
shortfall.  Market 
formalis ed
Distributors 
deliver  Vaccines
Community Animal 
health Workers
CAHW deliver 
Vaccines to SHF
SHF pay for 
Vaccines
CAHW source 
vaccines from 
distributors
VCN Trains 
CAHW


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CAHW deliver 
Vaccines to SHF
SHF pay for 
Vaccines
CAHW source 
vaccines from 
distributors
VCN Trains 
CAHW
P+ support VPDs 
to train in 
business and tech 
P+ support VCN 
to map CAWH
P+ support imports and 
distributors with 
market facilitations
P+ support NVRI with 
increase production


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Scale up plan: using 4E framework 
Actively support second 
movers
• Share market insights, early 
success evidence, and facilitation 
support to confidently enter, 
adapt, and scale model in new 
locations 
• Work with new companies in 
new states to replicate model.
• Engage current partners in new 
states 
Demonstrate success to 
relevant stakeholders 
• Learning and Dissemination events 
for VPDs, and Stakeholders at stat e 
level, nat ional level
• Case Studies, Success stories from 
private sector partners
• Link wit h manufacturers and 
importers for brand story telling. 
• Ensure commercial incentives are 
strong enough for VPDs to see model 
as a viable and rewarding investments
Strengthen or reform rules 
and regulations, social norms
• Support CAHW movements


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Strengthen or reform rules 
and regulations, social norms
• Support CAHW movements 
towards formal networks, and 
organisation. 
• Support cultural adoption of 
CAHW and in state and Federal 
regulations
Improve the intervention 
model
• Support business modelling on 
widening ‘basket’ of services for 
Agrovets/CAHW   (chicks, feed et c.)
• Introduce and de -risk adoption of 
technologies that makes t he model 
viable (Intervention 1.3)
• Understand barriers to female entry 
and develop support activities
• Vial size model to better fit CAHW s
Educate Engage
Evolve Establish
Scale up results:
• 5,000 CAHW /VPPs at scale
• 3,000,000+ farmers
• $XX improved due to less loss
Scaling last -mile delivery of vaccines through the CAHW/VPP 
model


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Manuf acturer/
Distributors VPDS
Digital tool & 
service 
platform 
Vet. Health 
Services 
(CAHW ) 
Distribution 
logistics
Institutional 
framework 
Livestock Vaccine market system Interconnected vaccine production and supply 
system
Advis ory & 
Extension 
services 
Technical 
Skills
Market 
information
Food and Drug 
Regulations
Gender
Finance 
Community 
Norms & 
Trust 
Quality 
control 
Environmental 
protection
Custom Services
Environmental 
protection
Drug & Vaccine 
Import 
regulation   
Environmental 
protection
Farmers  
Practices
Drug & Vaccine 
Import 
regulation   Environmental 
protection
Vacc ine S upply VPDs/CAHWs
Skills/
Training 
Supply/
Production
Financial 
Services
Agro
vets 
Cold chain 
logistics 
Distribution 
Food and Drug 
Regulations
Gender Norms
Market


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Financial 
Services
Agro
vets 
Cold chain 
logistics 
Distribution 
Food and Drug 
Regulations
Gender Norms
Market 
Information
Supporting Functions
Rules and Norms
Farmers 
Practices
Rules and Norms
Supporting Functions
Intervention Mode l: 1.2 Increasing access to affordable  
poultry/livestock vaccine supply
Drug & Vaccine 
Import 
regulation   
Technology


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INTERVENTION IDEA 1: LINKING TRAINING INSTITUTIONS WITH INPUT SUPPLIERS AND MICROFINANCE
Marke t Vision A thriv ing rural animal health and vaccines market characterized by local commercial productions and distribution of suitablevaccines for smallholder farmers and routine vaccination against endemic 
diseases in states
Theory of Change IF supply side production and availability of affordable vaccines are addressed through targeted investments and new distribution partnerships, and if rural veterinary service providers are equipped
and incentivized to stock and administer vaccines, THEN the availability and accessibility of quality poultry and livestock vaccines in rural areas will increase. This will lead to higher vaccine uptake


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among smallholder farmers, reduced disease incidence, improved livestock productivity, thereby enabling veterinary pharmaceutical distribution companies to thrive and overall enhance income and
resilience for households and SHF
Interventi on 
Concept 
The intervention model focuses on enabling private-sector distributors, veterinary manufac turers (local and international), importers, wholesalers, to increase affordable vaccines supply, which enables
agro-dealers and community animal health workers (CAHWs) to improve vaccine reach and farmer uptake. Activities focus on:
• Strengthening the market knowledge, distribution and business case for importers and distributors to service the growing vaccine market.


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• Upgrading the distribution network through partnerships with wholesalers and agro-dealers to expand penetration into underserved rural markets.
• Increasing local production through target support to NVR Iin equipment procurement and installation.
• Improve uptake of thermo tolerant vaccines better suited to Nigerian market.
• Facilitating state-level collaboration for improved regulatory compliance, harmonized vaccination schedules, and supportive policies.
Together, these actions aim to build a commercially viable, inclusive, and climate-smart vaccine delivery system capable of serving millions of smallholders.
Potential Pa rtners The intervention engages a wide range of actors:


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Potential Pa rtners The intervention engages a wide range of actors:
Veterinary vaccine manufac turersand importers whose function is to strengthen supply availability and planning.
Distributors/wholesalers whose function is to expand product flow and open new rural channels.
Agro-dealers/retailers whose function is to act as crucial access points for vaccines and smallholder advisory services.
CAHWs/VPPs whose function is to deliver vaccination and frontline care, particularly in hard-to-reach communities.
State Veterinary Services whose function is to enhance coordination, disease surveillance, and supportive regulation.
Smallholder poultry and livestock farmers whose function is to act as the end users who benefit from increased access and reduced disease burden.
Faci litation


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Faci litation 
Acti vities
Facilitation activities will focus on providing market information to importers and linking to distributors, providing market linkages to VPDs, Agrovets and CAHWs.
Systemic Cha nge Systemic change will be achieved through addressing the demand gap with improved supply, of both imported and locally produced vaccines.  Successful distribution, delivery and uptake through 
intervention 1. 1, will  demonstrate and profitable market model. A model which can be sc aled to f urther states.
Timeframe 2023- 2026
Feasi bility The feasibility of the intervention has been improved through broadening support beyond NVR Ifocus, to include imported vaccines and distributors. There is a serviceable market valued at +$200m per
year and growing.


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year and growing.
Ge nder Women often play key roles in livestock management and ownership particularly in smallholder and subsistence farming system, and access to vaccines and animal health products directly benefits
women by improving livestock productivity and overall household income.
Cli mate Livestock health is closely linked to climate resilience.  Healthy  animals are more productive, require fewer resources and emit fewer greenhouse gases (GHG) per unit output.
Intervention Mode l: 1.2 Increasing access to affordable  
poultry/livestock vaccine supply


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INTERVENTION IDEA 1: LINKING TRAINING INSTITUTIONS WITH INPUT SUPPLIERS AND MICROFINANCE
Original Market Model 
As a result of weak last-mile distribution 
channels, VPDs mainly only service 
commercial market, little attention is given 
to the last-mile SHF farmers, which results 
in high levels of livestock loss and reduced 
SHF incomes
NVRI
Vet. Pharm. Compani es
Commercial 
farms
Distributors
Importers
Government 
and NGOs Small-Holder 
Farmers
Small holder farmer 
not s erviced by current 
marke t dis tributors
Commercial Farms  
purchas e Vaccines
Distributes 
Vaccines to to VPC
NVRI produces 
~20% of demand 
and sells to market
Import by distribution 
companies to make up for 
shortfall.  Grey market.
Gov and NGOs provide 
vaccine se rvices for 
free to SHF. Inefficient


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shortfall.  Grey market.
Gov and NGOs provide 
vaccine se rvices for 
free to SHF. Inefficient 
and disincentive for 
commercial  last mile 
de livery
Distributors deliver  
Vaccines
Vaccine delivery to 
SHF for free
Intervention Model: 1.2. Increasing poultry and livestock vaccine 
supply


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INTERVENTION IDEA 1: LINKING TRAINING INSTITUTIONS WITH INPUT SUPPLIERS AND MICROFINANCE
Intervention Model: 1.2. Increasing poultry and livestock vaccine 
supply
New Interventional Model 
Increase in affordable vaccine 
availability lead to SHF now 
receive reliable and effective 
vaccines from CAHW
NVRI
Vet. Pharm. Compani es
Importers
Distributes 
Vaccines to VPCs/  
VPDs
NVRI Increase 
production of 
thermotolerant 
vaccines 
Import rules and 
regulations clarified 
CAHW source 
vaccines from 
distributors
Intervention 1.1
P+ support importers, 
and producers  to 
increase imports 
through
- Market information
- Market linkages
- Business models
- Clarification/Changes 
on Import rules and 
regulations
P+ support NVRI with 
- Equipment
- Increase production
- Distribution Model


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on Import rules and 
regulations
P+ support NVRI with 
- Equipment
- Increase production
- Distribution Model
Producers and importers 
have improved 
knowledge of Market 
Demand and Model
Distributors increase 
imports and  improve 
prices for VD Ps Agrovets and CAWH 
have incre ased access 
to affordable vaccines.


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Scale up plan: using 4E framework 
Actively support second 
movers
• Broker strategic partnership 
between VPD’s and financial 
institutions on access to finance 
for livestock vaccine imports
Demonstrate success to 
relevant stakeholders 
• Vaccine linkage forum linking VPD’s to 
NVRI in readine ss for vaccine offtake.
• Vaccine market studies on livestock 
vaccine demand and supply, and 
Review of existing policies, regulations 
and bottlenecks  affecting vaccine 
importation and licensing
• Share vaccine study with wider 
international vaccine market, and 
engage manufacturers and importers 
on  market opportunity
Strengthen or reform rules 
and regulations, social 
norms
• Facilitate high-level and technical 
engagement with FMLD, NCS and 
NAFD AC to map out an accelerated


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norms
• Facilitate high-level and technical 
engagement with FMLD, NCS and 
NAFD AC to map out an accelerated 
review pathway for priority livestock 
vaccines import
• Improve inter-agency coordination 
between NAFDAC, NVRI ,  FMLD, and 
Customs to harmonize Livestock 
vaccine import requirements and 
eliminate duplication
Improve the intervention model
• Facilitate technology transfer 
partnerships between NVRI and firms 
like Hester Bioscience
• Support pooled import s ystems  for 
VPD’ s
• Support business planning and training 
for VPDs on forecasting and stock 
management.
• Support market linkages between 
international producers and local 
vaccine importers and distributors
• Work with importers  and distributors  on 
business case to improve pricing and 
volume sales to VPDs


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• Work with importers  and distributors  on 
business case to improve pricing and 
volume sales to VPDs
Educate Engage
Evolve Establish
Scale up results:
• 600% I ncrease in NDi2 and PPR Vaccines production by NVRI
• Crowd in more VPDs into the vaccine import space
• Improved/  streamlined ease of vaccine imports.
Scaling Intervention Poultry and Livestock Vaccine Supply


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Vision for the Market
Governance
Strengthening the supply of and 
production of suitable vaccines and
anim al health services
Improving disease reporting 
and surveillance
Advocacy for the increase on budgetary 
allocation for routine anim al 
vaccination, anim alhealth services and 
systems strengthening of the sector.
Institutional strengthening of 
anim alhealth systems
Enabling and catalysing the growth of the Livestock sector by ensuring disease prevention.
Intervention 1.3. Strengthening Institutional Capacity for Livestock Disease Prevention
activities are pivoted to enhance the delivery of Animal Health interventions 1.1 and 1.2 by unlocking the 
system ic bottlenecks and regulatory gaps in the animal health system .
This intervention will focus on 4 related interventions areas :


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Intervention Priorities 1/2
Interventions areas will be prioritised based on their ability to address multiple failures in the vaccine/animal health 
market
Interventions Governance failures it’s addressing
Strengthening the supply and production of 
suitable vaccines and anim al health products.
Advocacy on state -based budget on disease 
prevention.
Improving disease reporting and surveillance.
Institutional strengthening of anim al health 
systems.
Vaccine monopoly, opacity and regulatory 
bottlenecks, unbundling NVRI challenges
Systemic failure
Lack of data, poor accessibility to available 
data, poor disease surveillance
Lack of structure, poor regulations


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Intervention Priorities 2/2
Disease reporting
Animal 
Disease 
Prevention
Institutionalization of 
Animal health Systems
Budget for anim alhealth
Vaccine supply and 
production
PPP Framework
Institutional Strengthening of Routine Vaccination


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Interventions, Activities and potential partners 1/6
• FMLD & FMAFS
• NVRI
• NAFDAC
• Customs Service
• SON
• ICRC
• Hester 
Biosciences  
Tanzania
• MCI Morroco
• Private sectors 
importers of 
animal vaccines 
Potential Partners
• Collaborate with NVRI to 
develop an outline business 
case report and other 
processes in respect of a PPP 
framework for investment in 
vaccine production. 
• Stakeholder mapping and analysis to identify key stakeholders 
to engage
• Engagements with both public and private sector stakeholders 
to identify the various regulatory bottlenecks in the 
importation of vaccines
• Analysis of the bottlenecks
• Conduct strategic review of the various issues listed
Re-engage /advocacy for the 
unbundling of NVRI to make it 
atractive for investors.


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Re-engage /advocacy for the 
unbundling of NVRI to make it 
atractive for investors.
Facilitatedialogues with NAFDAC, Customs services 
and other key stakeholders to unpack and address 
regulatory botlenecks on vaccine importation
Expected result:PPP options for 
vaccine production in Nigeria is 
enacted 
Expected result: Ease of doing business in the animal health clime is 
improv edwhile healthy competit ionin a market economy will ensue.
Intervention Area 1: Strengthening the supply and production of suitable vaccines and animal health products


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Interventions, Activities and potential partners 2/6
• FMLD & FMAFS
• State 
Governments
• CSO
• Private Sector
• NVMA
Potential Partners
• TA for stafftraining
• TOT for DVS and federal 
epidemiology officers on the 
use of field information 
collation tool
• Support government
through advocacy on 
adequate budgetary 
provision for serological 
surveillance activities
• Support to CSOs, professional groups to advocate on the
budgetary allocations and account for such allocations in 
the sector 
• Establish coalition of formal and informal interest groups
living in the state and communities where CAHWs are
working
• With local authority, institute accountability bodies to ensure 
citizens comply
Technical Assistance to strengthen 
systems for disease surveillance 
and reporting.


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citizens comply
Technical Assistance to strengthen 
systems for disease surveillance 
and reporting.
Advocacy and accountability mechanisms for 
improved budget allocations towards routinevaccination 
and disease reportingat st ateand Federal levels
Expected result: A well distributed 
network of surveillance points 
covering all high-risk areas
Expected result: Transparencyand price discovery for the sustainabilityof 
animal health disease prev ent ion.
Intervention Area 2: Improving the budgetfor routine vaccination and animalhealth


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Interventions, Activities and potential partners 3/6
• FMLD & FMAFS
• FAO
• NVRI
• State Veterinary  
Services
• Mercy Corp
• ICRC
• BMGF
• Livestock247
• Sahel Consulting
• Breakthrough  
Action
• VPCS
Potential Partners
• Identification of field staff at the state and LGA level for 
disease surveillance and reporting. 
• Identification of field staﬀ at the State and LGA level
• Deployment of field information collection tool
• Provide support for supervision of the re-mapping field 
activities, which includes collection and collation of field 
reports, geo-mapping reports writing and submission. 
Support FMLD on the re-mapping of surveillance 
units in P+ focal st atesto ensure adequate coverage.
Expected result: Mechanisms to ensure better coverageand faster


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units in P+ focal st atesto ensure adequate coverage.
Expected result: Mechanisms to ensure better coverageand faster 
reporting, andenhanced diseasecontroleﬀorts achieved
• Sign MOU with FAO and FMLD on 
collaboration
• Cost sharing mechanism to define 
scope of upgrading the NADIS 
platform.
• Re-launch of the NADIS platform 
in collaboration with FAO and 
FMLD
• Mechanism to ensure better 
coverage and reporting 
Expected result:A robust and agile disease 
surveillance and reportingpl atform.
Deﬁned Technical Assistance (TA) for the 
upgrading the NADIS platform to ensure 
effective and efficient disease reporting in 
collaboration with FAO-ECTAD.
Sub-Intervention 3a: Improving disease reporting and surveillance (1/2)


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Interventions, Activities and potential partners 4/6
• FMLD & FMAFS
• FAO
• NVRI
• State Veterinary  
Services
• Mercy Corp
• ICRC
• BMGF
• Livestock247
• Sahel Consulting
• Breakthrough  
Action
• VPCS
Potential Partners
• Toidentify high-risk areas for animal disease outbreaks and ensure comprehensive surveillance 
coverage.
• To improve data collection processes and streamline reporting systems for faster and more accurate 
transmission of disease information.
• To integrate modern technologies such as Geographic Information Systems (GIS) and mobile
reporting tools into the surveillance system for more accurate mapping, data collection, and
analysis.
• To improve coordination among veterinary services, government agencies, and international


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analysis.
• To improve coordination among veterinary services, government agencies, and international 
organizations involved in disease surveillance and control.
Technical Assistance to strengthen State-level systems for disease surveillance and reporting in P+ st ates.
Expected result: Mechanisms to ensure better coverage and faster reporting, and enhanced disease control eﬀorts achieved
Intervention Area3b: Improving disease reporting and surveillance (2/2)


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Interventions, Activities and potential partners 5/6
• FMLD & FMAFS
• NVRI
• NBTE
• VCN
• DVS
• Community  
leaders
Potential Partners
• Stakeholder mapping
• Facilitate the development of a curriculum
acceptable by NBTE and licensed by VCN, 
which will be recognized by colleges of 
animal health 
• Provide support for the establishment of 
community accountability mechanisms
• Modular supervision of CAHWs and VPPs by 
vets
Expected result: A national and acceptable curriculum 
across all colleges of animal health.
Expected result: An established community 
account abilitymechanism
Support stakeholders to update the CAWH training 
curriculum to incorporate enterprise training and business 
development components
Facilitate the establishment of community-linked


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development components
Facilitate the establishment of community-linked 
mentoring and monitoring systems
Intervention 4: Institutional strengtheningof animal health systems (1/2)


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Interventions, Activities and potential partners 6/6
• FMLD & FMAFS
• NVRI
• NBTE
• VCN
• DVS
• Community  
leaders
Potential Partners
• Support the development of minimum standards of admission into CAHWs
• Provide TA for the development of standard operating procedures (SOPs) in line with industry 
regulations leading to professional standards for CAHWs
Support stakeholders to institute minimum service speciﬁcations and SOPs linked to professional standards for CAHWs
OUTCOME: Standardized curriculum is recognized and licensed by VCN
Intervention 4: Institutional strengtheningof animal health systems (2/2)


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Impact estimates - by end of year 3
1
NationallyadoptedPPP framework 
for routine vaccination
2 deals
Investmentdeals brokeredfor
NVRI and other veterinary 
companies.
3
PPP with 3 Stateson 
routinevaccination


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• Vet  Pharm imports SKU-suitable 
vaccines for SHF
• Vet  Pharm packages and blends 
vaccines.
• Facilitate a collaborative 
relationship between Vet-Pham 
and the state Gov’t
• SHF awareness of vaccination
• Distributors, CAHWs.  And SHF 
adapt the use of CSA 
technologies to facilitate rural 
acces
Expand  Respond
Adopt Adapt
Sustainability 
- 52 -
Sustainability
Scale
• Vet Pharm import / blend and package
suitable vaccines for SHF
• Vet-Pharm collaborates with the state
government for a state-wide vaccination and
awareness creation.
• State conducting CAHWs, VPPs, and CAHH
training in the state.
• Key actors identified are using climate-smart
technologies to make more income.
• SHF improve knowledge of vaccination and
improve on nutrition


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technologies to make more income.
• SHF improve knowledge of vaccination and
improve on nutrition
• Keys actors partner with financial institutions
to create investment funds for vaccine supply
and local production.
• Other state and Vet-Pharm adjust their
practices in response to the changes
( supporting functions and rules)
• Financial institution provides access to
finance to key actors.
• Crowding of more CSA technology
Coys into the space.
• Vet-pharm Coys import other
products suitable vaccines for
SHF
• State engaging Vet pharm to
supply suitable vaccine for SHF
• State magnify state-wide
vaccination.
• Key actors increase income by
introducing other streams in the
use of climate-smart technology.
• Provision of subsidies or
incentives by CSA tech. Coys for


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use of climate-smart technology.
• Provision of subsidies or
incentives by CSA tech. Coys for
the purchase of electric bikes
and tricycles.


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Results Chain – Vaccine distribution
Systemic Theory of Change
The Systemic Theory of Change articulates how Propcom +
moves beyond activities (i.e. facilitative activities —such as
partnership agreements, institutional strengthening) to
market systems (i.e. private -sector behaviour ). These
triggers lead to expanded distribution, improved service
delivery, and greater farmer uptake of vaccines and anim al
health services .
The SToC demonstrates how sustained reductions in
disease outbreaks and improvements in rural incomes are
achieved through changes in incentives, institutions, and
market relationships rather than one-off project delivery .
Livestock and Animal Health SToC


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Livestock Portfolio Results Chain – Key Targets
15 Veterinary Pharmaceutical Companies
Supported companies scaling up CAHW and VPP models across 
multiple states, creating a sustainable network for vaccine delivery.
300,000 Vaccine Vials Distributed
Vaccines sold as a direct result of program support, ensuring rural 
livestock populations receive critical disease prevention coverage 
through enhanced distribution networks.
1,500 CAHWs & VPPs Trained
Active Service Providers
CAHWs and VPPs delivering vaccination services to rural farmers, with 
20-30% women practitioners strengthening community health 
infrastructure.
2 Investment Deals Brokered
Strategic investment partnerships established for the National 
Veterinary Research Institute (NVRI) and veterinary companies, driving


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Veterinary Research Institute (NVRI) and veterinary companies, driving 
innovation and capacity building in vaccine production and distribution.
1 National PPP Framework
Nationally adopted Public-Private Partnership framework for routine 
vaccination programs, with active PPP agreements in 3 states, 
establishing a scalable model for sustainable vaccine distribution.
500,000 Farmers Enhanced Resilience
Rural farmers (60% women) with significantly improved resilience to 
livestock diseases and greater capacity to manage economic shocks 
through reliable access to veterinary services and vaccination 
programs.
3 PPP with 3 States on routine vaccination
 VPP/CAHWs Training Programme strengthened
Livestock Portfolio Results Forecast


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Results Chain – Vaccine distribution
Logframe Contribution Results
Indicator Ach. 20 24/2 5 Ach. 20 25/2 6 Achieved to Da te
Output 1.1 Number of people supported to adapt to the 
effe cts of climate  change
200, 027 278, 760 478, 787
Output 1.2 Number of partner market actors investing in the 
pilot or scale -up of Climate -Smart inclusive 
innovations
8 7 8
Output 1.3 Number of P1, P2  inte rve ntions  designe d and 
approved
3 0 3
Output 2.1 Number of policy and regulatory interventions 
addressing specific P1, P2 , cross -cutting, or macro -
level constraints.
1 2 3
Output 2.2 Number of policy actors supported by the 
programme to implement policy and regulatory 
interventions.
1 1 3
Output 2.3 Number of concrete actions taken by policy actors


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interventions.
1 1 3
Output 2.3 Number of concrete actions taken by policy actors 
supporte d by the programme towards effecting 
targeted policy and regulatory changes.
6 3 9


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Results Chain – Vaccine distribution
Headline Value For Money 
Indicator Year 1 Year 2 Year 3 Year 4
Total operational costs 
/total costs
- £40,885 £110,005 £60,000
Cost per farmer reached - £0.41 £0.37 £0.30
% of farmers reached
who are female
- 60 60 60
Private sector
investment leveraged
- £165,474 £242,129 £250,000
Built on assumptions of the Propcom Mai-
Karfi program the table presents the data for
value for money metrics from Y1 – Y4
Propcom+ will scale down its investments
annually, with the expectation that Vet
Companies through FIs will meet the
financial needs of scaling .
Note: In Year 1 implementation has not yet begun.


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Results Chain – Vaccine distribution
Intervention Guides and Results Chains
1.1 Strengthening last -mile access through replicating and scaling the CAHWs/VPP Mode
1.2. Increasing access to affordable  poultry/livestock vaccine supply
1.3. Strengthening Institutional Capacity for Livestock Disease Prevention .


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Risk and Mitigation Strategy
Risk Mitigation
No commitment to collaborate on interventions from the incoming Minister of 
Livestock
The ne w minis te rmay take some time to get to busines s and take up assigned 
responsibilitie s. Work with the curre ntMinister of Agriculture and Food Security 
and CVON to facilitate uptake which can be  adopte dby the new minis te r
Impending minis te rialcabinet reshuﬄing that might aﬀect the minis te rof 
Agriculture and Food Security
Set up a system to promote knowledge transfer. Work with key partners that can 
facilitate easy transition if neede d.
Delays with budget approvals, allocations and disbursement for dis ease reporting, 
surveillance and vaccinations
Maintain regular engagement with key partners to manage expectations and align


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surveillance and vaccinations
Maintain regular engagement with key partners to manage expectations and align 
on time line s.
Bureaucratic delays with imple menting solutions to regulatory irregularities with 
NAFDAC and Customs Service
Frequent lobbying and engagement of key stakeholders to expediate de cision 
making.
Bureaucratic delays in addres sing (decis ions ,approvals) Set up a framework that facilitates rapid response.
Weak capacities to handle and maintain systems Set up an in-house system for continuous trainings to provide sus tainability.
Time limit on creating, mastering and accurate data collection for the field 
information tool
Re levantparties or stakeholders will be  involved in the s et up and training process 
in the use of the information tool


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in the use of the information tool
Delayed transition pe riodfor curriculum standardization Set up a timeline and gradually phase in ne wknowledge and phase out the old. 
Manage stakeholder expectations.
Timeframe and logistic constraints Continuous follow up to ensure guidelines are adhe re dto


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1 / 3 
 
 
 
 
 
 
 
Programme Pillar Pillar 1  - Scaling up a focused basket of proven climate-smart agriculture 
(CSA) models and practices for poor and vulnerable smallholder farmers and 
small-scale entrepreneurs 
Portfolio Animal Health 
Focus Intervention Scaling last-mile delivery of vaccines through the Community Animal Health 
Workers (CAHWs) and the Veterinary Paraprofessionals (VPP) model 
Other interventions in 
the portfolio 
• Increasing supply of poultry and livestock vaccines 
• Piloting solar refrigerators for poultry/livestock vaccine storage 
• PPP framework on routine vaccination 
• Strengthening institutional capacity for livestock disease prevention 
 
 
Problem Summary


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/Users/olusojiapampa/Library/Mobile Documents/com~apple~CloudDocs/Documents/Proposals/PropCom/PropCom+/propcom-rrca/data/corpus/10_intervention_A_livestock_last_mile_vaccines/Intervention Profile - scaling last-mile access to vaccines-cleaned (1).pdf


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• Strengthening institutional capacity for livestock disease prevention 
 
 
Problem Summary  
Diseases are the biggest threats to livestock productivity, most of which are preventable if rural veterinary 
distribution and service channels are fully developed and optimized. Most smallholder livestock and poultry 
farmers are disconnected from animal health services  because of the suboptimal state of veterinary product 
and service delivery systems . Smallholder  livestock and poultry are vulnerable to diseases due to limited 
awareness of the smallholder farmers about the importance of vaccination services, limited supply of suitable 
vaccines and health products, poor distribution infrastructure and limited-service delivery agents at the last


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vaccines and health products, poor distribution infrastructure and limited-service delivery agents at the last 
mile. Also, t he logistical challenge of reaching widely dispersed smallholdi ngs is unattractive to veterinary 
companies. Thus, inadequate commercial incentive to expand distribution and service delivery channels into 
remote rural areas by veterinary companies is a critical constraint. 
In Nigeria, a report by the International Livestock Research Institute estimated an annual loss caused by Peste 
des Petits Ruminants  (PPR) to be 4.3 billion naira ( GBP 2 million ). Several research has established that 
Newcastle Disease (ND) is a major threat to local chicken production and has been identified to be responsible


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Newcastle Disease (ND) is a major threat to local chicken production and has been identified to be responsible 
for high mortality  in rural poultry production in Nigeria . The changing climate further exacerbates this 
situation, with rising temperatures (heat waves) making animals more susceptible to diseases. These diseases 
are directly and indirectly linked to a drop in egg and  milk production, as well as meat quality. The World 
Organization of Animal Health (OIE) estimates that animal diseases cause the loss of at least 20% of livestock 
production globally, representing a loss of at least 60 million tonnes of meat and 150 million tonnes of milk . 
Compounding factors include limited veterinary services and vaccine awareness by smallholder farmers. The


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Compounding factors include limited veterinary services and vaccine awareness by smallholder farmers. The 
scale of these losses underscores the urgent need for action.   
 
 
Market and Governance Failures/Constraints Targeted by Propcom+ Interventions 
Scaling last-mile 
delivery of vaccines 
through the Community 
Animal Health Workers 
(CAHWs) and the 
Veterinary Para-
Professionals (VPP) 
model   
    
Intervention Profile


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2 / 3  
• Market Failure: Weak poultry/livestock vaccine distribution systems 
There is a limited number of last-mile agents, and the logistics costs of reaching smallholder 
farmers in rural areas are high. Inadequate availability and access to cold chain systems for rural 
vaccine distribution and the absence of mobility support limit the reach and return on investment 
(ROI) of last-mile agents.  
• Market Failure: Information/Extension systems 
Limited farmer knowledge of the availability and benefits of vaccination; poor data for effective 
planning; poor access to extension services that promote good animal health practices; latent 
demand, needing investment in market priming.  
• Governance Failure: Business Enabling Environment


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demand, needing investment in market priming.  
• Governance Failure: Business Enabling Environment 
Weak state capacity to institutionalise routine poultry/livestock vaccination for disease control; weak 
infrastructure for cold storage for vaccines; weak implementation of disease control strategies.  
• Governance Failure: Institutional capacity 
Weak state capacity to run the training of last-mile agents; poor adaptation and implementation of 
existing models in the states; limited enterprise training in the academic training for veterinary 
paraprofessionals. 
 
Description of the Intervention/Business Model 
The Community Animal Health Workers ( CAHWs) and Veterinary Paraprofessionals ( VPPs) are micro/rural


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The Community Animal Health Workers ( CAHWs) and Veterinary Paraprofessionals ( VPPs) are micro/rural 
entrepreneurs who deliver animal health services, including vaccinations, to rural poultry/livestock farmers for 
a fee. This model was initially developed by the predec essor programme (Propcom Mai-karfi). It started with 
developing the community vaccinators’ network, which then evolved into the CAHW model to strengthen 
delivery channels of related veterinary products and services. Over 3,000 vaccinators were onbo arded, and 
300 CAHWs w ere engaged in providing vaccination services for a fee to smallholders.  
 
Propcom+ is scaling this model by crowding in more veterinary pharmaceutical distributors to engage more


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Propcom+ is scaling this model by crowding in more veterinary pharmaceutical distributors to engage more 
CAHWs/VPPs and delivering animal health services and products to more smallholder farmers across rural 
communities in northern Nigeria. Support function actors like distributors of solar vehicles and refrigerators will 
be linked to the core actors to improve service delivery effectiveness. 
Intervention Strategy 
Propcom+ is building on proven models implemented by its predecessor programme, Propcom Maikarfi, to 
strengthen last -mile access by replicating and scaling the CAHWs and VPP models . The programme is 
strengthening rural delivery models by retooling and leveraging paravets network using the CAHWs/VPP 
model. More specifically, the programme is:


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model. More specifically, the programme is: 
▪ Strengthening rural distribution channels for suitable vaccines by scaling the CAHW/VPP models to reach 
smallholder farmers and developing the market for CAHWs/VPPs through farmer education on the 
benefits of routine animal vaccination. 
▪ Supporting retooling and leveraging existing CAHWs and VPPs to deepen reach to the last mile and scale 
to new locations, incorporating trade promotions and incentives to attract motivated rural entrepreneurs, 
especially women. 
▪ Facilitating statewide routine vaccination will be an engine for transforming the rural delivery of animal 
health services and catalysing demand at the household level; therefore, the programme is working with


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health services and catalysing demand at the household level; therefore, the programme is working with 
relevant actors to facilitate Public-Private Partnership options that will deepen reach to the last mile. 
▪ Supporting mobility and cold storage as they are major infrastructural requirements for efficiently reaching 
rural smallholders. Propcom+ is introducing climate-smart technologies (e-bikes, solar refrigerators, etc.) 
to improve rural cold storage and mobility, strengthening the supply chain  and returns on vaccine 
investment for CAHWs/VPPs, particularly women and other excluded groups. 
▪ Upskilling the existing CAHWs and recruiting new talents, Propcom+ is working  with the Veterinary


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▪ Upskilling the existing CAHWs and recruiting new talents, Propcom+ is working  with the Veterinary 
Council of Nigeria (VCN) to review and strengthen the current CAHW training programme and to scale it 
through relevant state -based institutions . Engage with, and support first movers (aka Propcom+ 
champions) to scale geographically, leveraging existing CAHWs/VPPs network.


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3 / 3  
Systemic Change Expected 
• Effective and profitable rural poultry/livestock vaccination market systems led by many veterinary 
pharmaceutical distributors.  
• An increased number of micro-entrepreneurs or last-mile agents (CAHWs/VPPs and others) 
administering vaccines and related animal health products/services profitably to farmers, supported 
by solar vehicles and storage equipment.  
• Increased effective demand for vaccination services by livestock and poultry farmers.  
• Routine poultry/livestock vaccination processes institutionalised by the public sector. 
 
 
Targeted Actors and Incentives 
 
Actors Roles Incentives 
Veterinary 
pharmaceutical 
distributors 
Purchase vaccines and other 
animal health products from 
pharmaceutical manufacturing


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pharmaceutical 
distributors 
Purchase vaccines and other 
animal health products from 
pharmaceutical manufacturing 
companies and supply them to the 
CAHWs and VPPs.  
Expanded channel of distribution through the 
CAHW/VPPs; increased revenue, income 
and access to rural markets. 
CAHWs/VPPs Receive regular supplies of 
vaccines and other animal health 
products from distributors and 
deliver them to farmers within the 
rural communities. 
Increased revenue stream; capacity building: 
training, access to financial services, 
linkages to reliable sources of quality supply 
and certification leading to credibility and 
trust from community members  
Poultry/Livestock 
Farmers 
Adopt the use of vaccines and 
other animal health products and 
services


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Poultry/Livestock 
Farmers 
Adopt the use of vaccines and 
other animal health products and 
services 
Reduced disease incidence, and reduced 
mortality rates; increased productivity, larger 
stock size, additional income and savings 
Solar vehicles and 
refrigerator 
companies 
Purchase/produce solar vehicles 
and refrigerators and supply them 
to the CAHWs and VPPs to aid 
last-mile delivery of animal health 
services. 
Expanded channel of distribution; increased 
revenue, income and access to rural markets 
Policy Makers Budget for routine vaccination; 
work with veterinary 
pharmaceutical companies to 
implement routine vaccination 
campaigns 
Disease control and avoidance of epidemics; 
improvements in living standards of farmers 
through improved poultry/livestock


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improvements in living standards of farmers 
through improved poultry/livestock 
productivity and income.  
 
 
 
 Target Milestones by March 2026 
• 15 Vet Pharm Companies (supported and unsupported) scaling up the CAHW/VPP model in 
different states 
• 1500 CAHWs and VPPs (20-30% women) trained and actively providing services to rural farmers  
• 7,500,000 doses of vaccines sold because of P+ support 
•  
•  300,000 Farmers with improved resilience to diseases and more able to deal with economic shocks. 
(60% women) 
•  300,000 Farmers with increased incomes (60% women)


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/Users/olusojiapampa/Library/Mobile Documents/com~apple~CloudDocs/Documents/Proposals/PropCom/PropCom+/propcom-rrca/data/corpus/10_intervention_A_livestock_last_mile_vaccines/Last Mile Delivery of Vaccines IG - Y3Q2 update v2.pdf


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Portfolio
Intervention Title
Intervention Code
Pillar
Intervention starting date
Intervention closing date
Portfolio Manager
Intervention Manager
MERL Manager
Core Market Actors - DD side
Core Market Actors - SS side
Support Market Actors
Policy Actors (Rules)
Indirect
Access (Output 1.1) 360,490      316,389        185,071      58% TBD
Improved Resilience (Outcome 2)
Improved Income (Outcome 1a)
Scaling last mile delivery of vaccines through Community Animal Health Workers (CAHW) 
/Veterinary Paraprofessionals (VPP) model 
DOV
Page 1: Cover Page
Pillar 1
Dec-23
Livestock and Poultry Vaccination
Actual (% F) Actual
Smallholder farmers [Poultry and Livestock Farmers]
Veterinary Pharmaceuticals Distributors; Small scale entreprenuers [Community Animal


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Veterinary Pharmaceuticals Distributors; Small scale entreprenuers [Community Animal 
Health Workers (CAHWs), Vaccine Para Professionals (VPPs), Rural Vaccine Distributors
Electric vehicles distributors, solar refrigerators distributors
Federal and State Government MDAs
Results Summary (up to last 
update)
Direct
Target Actual (M +F) Actual (F)
Mar-26
Nonso Nnamani
Lylicent Philip 
Frank Onuah


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Actors
Veterinary pharmaceutical distributors
CAHWs/VPPs
Poultry/Livestock Farmers
Solar vehicles and refrigerator companiesPolicy Makers
Gender Relevance
Climate Relevance
Nutrition Relevance
Poverty Relevance
Type ProbabilityRisk Description
(ii) Market and Governance Failures/Constraints Targeted
Market Failure: Weak poultry/livestock vaccine distribution systems:Limited number of last-mile agents; High logistics costs of reaching SHFs in rural areas; Inadequate availability and access to cold chain systems for rural vaccine distribution; Absence of mobility support limiting reach and ROI of last-mile agents;


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Market Failure: Information/Extension systems:Limited farmer knowledge of the availability and benefits of vaccination; Poor data for effective planning; Poor access to extension services that promote good animal health practices;  Latent demand, needing investment in market priming. 
Governance Failure: Business enabling environment:Weak state capacity to institutionalise/fund routine poultry/livestock vaccination for disease control; Weak infrastructure for cold storage for vaccines; Weak implementation of disease control strategies due to poor funding.


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Governance Failure: Institutional capacity:Weak state capacity to run the training of last-mile agents; Poor adaptation and implementation of existing models in the states; Limited enterprise training in the academic training for veterinary paraprofessionals.
(iii) Related Interventions
Increasing supply of poultry and livestock vaccines (P1).Strengthening Institutional Capacity for poultry and livestock routine vaccination (P3). 
(ii) Targeted Actors and Incentives
Roles
Purchase vaccines and other animal health products and supply them to the CAHW and VPPs. 
Receive regular supplies from distributors and deliver them to farmers within the rural communities.
Adopt use of vaccines and other animal health products and services
Page 2: Intervention Overview


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Adopt use of vaccines and other animal health products and services
Page 2: Intervention Overview
Most poultry and small ruminants are mostly women-owned and kept free range, hence making minimal demand on their time and capital;Women and PWDs tend to also participate in other parts of the chain as service providers; Poultry production presents opportunities for the economic advancement of women, resulting in increased income, assets and empowerment. (GeSI Report 2023)
Through enhanced access to and knowledge of animal health services, poultry/livestock small-holder farmers can boost the health and size of their flocks, reducing losses from sickness and death. This leads to increased income earnings contributing to poverty reduction.


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According to FAO, healthier animals are more productive and generate lower emissions per weight of product. Improving animal health reduces emission intensity and enhances resource use efficiency by reducing mortality, as well as improving productivity and fertility. Fewer animals are then needed to meet demands.


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Healthy animals are more efficient in converting feed into body mass, which means less feed is needed to get them to table weight, which means less GHG (methane) production per unit of meat or dairy produced. The high feed conversion rate of healthy animals also reduces methane emissions, as the animals' digestive systems are better/more efficient. Vaccination and treatment reduce mortality rates, reducing the need for additional animals to be raised to replace livestock lost to illnesses, reducing overall GHG emissions. Vaccinated animals need less medications. A lot of GHG is emitted when these medicaments are manufactured, transported for sale, etc.Female ownership of livestock often translates to better nutrition for their children and households in general


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Intervention Relevance to programme impact areas
Expanded channel of distribution through the CAHW/VPP. Increased revenue, income and access to rural markets
Revenue stream. Capacity building: training, access to financial services,  Linkages to reliable source of quality supply and certification leading to credibility and trust from community members 
Reduced disease incidence, and reduced mortality rates. Increased productivity, larger stock size, additional income and savings
Disease control and avoidance of epidemics; improvements in living standards of farmers through improved poultry/livestock productivity and income. Budget for routine vaccination; work with Veterinary pharmaceutical companies to implement routine vaccination campaigns


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Purchase/Produce solar vehicles and refrigerators and supply them to the CAHW and VPPs to aid last-mile delivery of animal health services.
Expanded channel of distribution. Increased revenue, income and access to rural markets
Enabling and catalysing the growth of the Animal health sector by ensuring steady manufacturing and distribution of suitable vaccines for smallholder farmers. ​
Visions for the market 
Sustainability Plan 
Risks Assessment and Mitigation
Mitigation plan
Background


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Visions for the market 
Sustainability Plan 
Risks Assessment and Mitigation
Mitigation plan
Background
Effective rural poultry/livestock vaccination systems led by many veterinary pharmaceutical distributors; Increased number of last mile agents (CAHWs/VPPs, and others) administering vaccines and related animal health products/services profitably to farmers supported by solar vehicles and storage equipment; Increased share of farmers vaccinating their birds and ruminants; Routine poultry/livestock vaccination processes institutionalised and funded by the public sector.
Incentives


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Incentives
The proposed intervention involves Scaling the last-mile delivery of vaccines through the Community Animal Health Workers (CAHWs) and the Veterinary Para-Professionals (VPPs) model. The CAHWs and VPPs are micro/ rural entrepreneurs who deliver animal health services, including vaccinations, to rural poultry/livestock farmers for a fee. 
This model was initially developed by the predecessor programme (Propcom Mai-karfi). It started with the development of the community vaccinators’ network, which then evolved into the CAHW model to strengthen delivery channels of related veterinary products and services. Over 3,000 vaccinators were onboarded, and 300 CAHWs who engaged in providing vaccination services for a fee to smallholders.


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This intervention seeks to scale this model by crowding in more veterinary pharmaceutical distributors to engage more CAHWs/VPPs and delivering animal health services and products to more smallholder farmers across rural communities in Northern Nigeria. Support function actors like distributors of solar vehicles and refrigerators will be linked to the core actors to improve (i) Systemic Change Expected
The Intervention or Business Model Description
(i) The Problem


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Diseases are the biggest threats to livestock productivity, most of which are preventable if the rural veterinary distribution and service channels are developed. Yet, smallholders are disconnected from animal health services. Smallholders are vulnerable to diseases due to a limited supply of suitable vaccines and health products, poor distribution infrastructure and limited service delivery agents at the last mile. The logistical challenge of reaching widely dispersed smallholdings is unattractive to veterinary companies, hence the underdeveloped rural channels.Each year, a staggering GBP 6 million is lost due to diseases like Newcastle disease and PPR. The changing climate further exacerbates this situation, with rising temperatures (heat waves) making animals more susceptible to


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climate further exacerbates this situation, with rising temperatures (heat waves) making animals more susceptible to diseases. These diseases are directly and indirectly linked to a drop in egg and milk production, as well as meat quality. The scale of these losses underscores the urgent need for action. A 15-pence vaccine (cost of ½ vial of 50 dose vaccine, which serves a farmer with 25 birds) can save 30 million rural farming households GBP4.32 billion annually.


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The model will be sustainable when there's alignment of incentives between all the actors ( VPDs, CAHWs/VPPs, smallholder farmers)
Exist Plan 
The intervention will exit by crowding-in sustainable market actors and strengthening supporting functions so that vaccine delivery through community animal health workers and veterinary paraprofessionals continues to grow commercially, inclusively, and without donor dependency.
Projections


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Projections 
The intervention is projected to support 15 veterinary pharmaceutical companies, activate 150 rural distributors, sell 300,000 vials of NCD and PPR vaccines, strengthen 1,500 CAHWs/VPPs (including 575 VCN-trained CAHWs), enable 500,000 farmers to routinely vaccinate their animals in 8 states, and achieve state-level adoption of routine vaccination in 3 states within 3 years.


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S/n Name of Partner Actor category Market System 
Alignment
1 Agriprojects concepts 
International (ACI)
Veterinary Pharmaceutical 
Distributor (VPD)
Core Market Actor - 
SS side
2 Green Pastures Konsult Veterinary Pharmaceutical 
Distributor
Core Market Actor - 
SS side
3 El-Beth Agro Vet Veterinary Pharmaceutical 
Distributor
Core Market Actor - 
SS side
4 Jigawa State/Ministry of 
Agriculture and Natural 
Resources
Government MDA/Policy 
maker
Policy Actor
5 Hope and Rural Aid 
Foundation (HARAF)
Veterinary Pharmaceutical 
Distributor
Core Market Actor - 
SS side
6 CareVet Services Limited Veterinary Pharmaceutical 
Distributor
Core Market Actor - 
SS side
7 Ambuvet Consult Services Veterinary Pharmaceutical 
Distributor
Core Market Actor - 
SS side


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SS side
7 Ambuvet Consult Services Veterinary Pharmaceutical 
Distributor
Core Market Actor - 
SS side
8 Tropical Poulltry Veterinary Pharmaceutical 
Distributor
Core Market Actor - 
SS side
S/N
1 Heifer 
2 GIZ
3 L-PRES
4 FAO-ECTAD
5 SAHEL CONSULTING 
6 GALVMED
7 Tecnoserve
8 Milk Value-chain Foundation 
9 IFDC Value4diary 
10IKORE 
Page 3: List of Partners 
Other development actors working in the space


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Partner Engagement 
Mechanism
Partnership 
start date
Partnership 
end date
Partnership purpose
Signed agreement 22-Dec-2023 31-Jan-2025 Scale up, marketing and distribution of 
veterinary livestock vaccines to SHF in 
Adamawa and Plateau states
Signed agreement 9-Jan-2024 31-Jan-2025 Scale up, marketing and distribution of 
veterinary livestock vaccines to SHF in 
Gombe state 
Signed agreement 1-Jul-2024 31-Mar-2025 Build the capacity of Community 
Animal Health Workers (CAHWs) and 
Veterinary Paraprofessionals (VPPs) 
on good business management 
practices
Signed agreement 25-Jul-2024 26-Feb-2025 Contribute to provision of mobile 
veterinary services in the state 
through the training of 300 CAHWs.
Signed agreement 27-Sep-2024 31-Mar-2025 Scale up, marketing and distribution of


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through the training of 300 CAHWs.
Signed agreement 27-Sep-2024 31-Mar-2025 Scale up, marketing and distribution of 
veterinary livestock vaccines to SHF in 
Adamawa state
Signed agreement 18-Nov-2024 31-Mar-2025 Scale up, marketing and distribution of 
veterinary livestock vaccines to SHF in 
Adamawa state
Signed agreement 17-10-2024 31-Jul-2027 Scale up, marketing and distribution of 
veterinary livestock vaccines to SHF in 
Kano, Kaduna,state
Signed agreement 20-Aug-2024 1-May-2030 set up solar driven vaccine distribution 
hubs in Kano and Jigawa respectively
Page 3: List of Partners 
Other development actors working in the space


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Output level target Contract total Propcom+ Contribution
                                       60,000 NGN 19,000,000 NGN 14,250,000
                                       30,000 NGN 10,500,000 NGN 7,875,000
                                       30,000 NGN 10,500,000 NGN 7,875,000
                                       50,000 NGN 16,700,000 NGN 7,500,000
                                       20,000 NGN 3,212,500 NGN 10,137,500
                                       20,000 NGN 3,212,500 NGN 10,137,500
                                       10,000 NGN 181,400,000 NGN 144,400,000
                                       30,000 NGN 16,700,000 NGN 7,500,000
Other development actors working in the space


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Partner Contribution
NGN 4,750,000
NGN 2,625,000
NGN 2,625,000
NGN 9,200,000
NGN 13,350,000
NGN 13,350,000
NGN 37,000,000
NGN 9,200,000
Other development actors working in the space


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Page 4: Intervention Results Chain
Market Uptake
 Enterprise
Performance
EP1: Male and female smallholderfarmers experience 
reduced mortality and morbidity in their flock or herd
XXX SHF farmers experiencing reduced mortality and 
morbidity in their flock or herd 
Market Trigger
EP3: SHFs (male and female) earn higher net income through the 
XXX female SHF supported with improved income (direct)
XXX male SHF supported with improved income (direct) 
XXX Male and Female Smallholder  farmers supported with at least 
MT2: VPD companies supply vaccines and products 
driectly to certified male and female CAHWs/VPPs 
MT1: VPDscarry out market activation 
campaigns to educate SHFs on the need 
to vaccinate their poultry/livestock.
MU1: Male and female smallholder


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campaigns to educate SHFs on the need 
to vaccinate their poultry/livestock.
MU1: Male and female smallholder
poultry/livestock vaccines and other animal health services from 
CAHWs/VPPs                                                                                                    
316,501 Smallholder farmers  accessed Poultry/Livestock vaccines
Market Performance
MT4: CAHWs/VPPs provide last mile vaccination and animal
(and relevantadvisories) to male and female SHFs
XXXMale CAHWs provided vaccines to male and male SHFs 
XXX Female CAHWs provided vaccines to male and male SHFs 
MP1: CAHWs/VPPs record profits from sales of 
vaccines and animal health products, and expand 
their investments in target states
XXX CAHWs/VPPs recording increased sales and profit


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their investments in target states
XXX CAHWs/VPPs recording increased sales and profit
225,533 NGN Net profit from sales of vaccines
XXX CAHWs/VPPs reporting expansion of investment


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CA
QT
QA
Market Trigger
A1:Propcom+identify and pitch CAHW/VPP business model to 
pharmaceutical distributioncompanies  
7 Veterinary Pharmaceutical Distribut ion (VPD)companies  identified
Activities
A3:Propcom+ signs partnerships with selected
7 Veterinary Pharmacetical Distribution (VPD) companies' signed partnership agreement
A6: VPD companies identify new male 
and female entrepreneurs interested in 
providing vaccination services. 
400 new male and female enterprenuers 
(CAHWs/VPPs) identified 
A9: VPD companies link the newly 
identified entreprenuers to relevant State 
Ministry and VCN for CAHW/VPP training 
XXX entrepreneurs (CAHWs/VPPs)  linked 
A10: 
new 
CAHWs/VPPs  
XXX
driectly to certified male and female CAHWs/VPPs 
to vaccinate their poultry/livestock.


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A10: 
new 
CAHWs/VPPs  
XXX
driectly to certified male and female CAHWs/VPPs 
to vaccinate their poultry/livestock.
XXX activation campaigns carried out 
XXX VPDs conducted activation capaigns 
A7: VPD companies select male and female 
CAHWs/VPPs to provide vaccination services
A5: VPD companies identify target locations with limited 
access to poultry/livestock vaccines 
XXX Target locations identified


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\
The Weak and underdeveloped last-mile veterinary system, where high logistics costs, poor infrastructure, and limited service pr
pharmaceutical companies from reaching rural areas, while smallholder farmers remain disconnected, uninformed, and unable to


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Page 4: Intervention Results Chain
experience 
reduced mortality and morbidity in their flock or herd
SHFs (male and female) earn higher net income through the 
better productivity gains
XXX female SHF supported with improved income (direct)
XXX male SHF supported with improved income (direct) 
XXX Male and Female Smallholder  farmers supported with at least 
Direct Pathway
EP2: Male and female smallholderfarmers experience better 
productivity (flock size, egg)
XXX direct SHF beneficiaries reporting better productivity
MT3: VPD companies engages/activates rural 
distributors hubs and supply them vaccines and 
animal health products  
VPD companies supply vaccines and products 
driectly to certified male and female CAHWs/VPPs 
XXX VPDs supplying vaccines


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driectly to certified male and female CAHWs/VPPs 
XXX VPDs supplying vaccines
Male and female smallholderfarmers accessed  
vaccines and other animal health services from 
CAHWs/VPPs                                                                                                    
316,501 Smallholder farmers  accessed Poultry/Livestock vaccines
MP2: VPDs record increase revenue and 
profits from sales of vaccines and animal 
health product 
XXX VPDs recording increased sales and profit
MP3: VPDs invests and expand their 
operations to new geographies using the 
CAHW/VPP model
XXX VPDs expanding their operations to other 
geographies
XXX NGN  Investment
XXX new geographies
CAHWs/VPPs provide last mile vaccination and animalhealth services 
to male and female SHFs


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XXX new geographies
CAHWs/VPPs provide last mile vaccination and animalhealth services 
to male and female SHFs
Male CAHWs provided vaccines to male and male SHFs 
Female CAHWs provided vaccines to male and male SHFs 
MT3b: Rural distributors supply vaccines and 
products driectly to certified male and female 
CAHWs/VPPs  
400 certified CAHWs/VPPs  accessing vaccines and 
health products directly


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CA
QT
QA
A11: VPD companiestrain certifiedmale and female CAHWs/VPPs 
on good business management practices and entrepreneurial 
skills.  
XXX Male CAHWs/VPPs trained
XX Female CAHWs/VPPs trained 
A8: VPD companies longlists rural distributors (including own 
sales outlets/hubs) of veterinary products in target locations.  
85 rural distributors identified  
identify and pitch CAHW/VPP business model to veterinary 
companies  identified
A2:P+works with shortlisted veterinary pharmaceutical distribution
to co-create implementation plans  
7 Veterinary Pharmaceutical Distributio n (VPD) companies shortlisted 
Propcom+ signs partnerships with selectedveterinary pharmaceutical distribution(VPD) companies to scale the CAHW/VPP model


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7 Veterinary Pharmacetical Distribution (VPD) companies' signed partnership agreement
distributors hubs and supply them vaccines and 
animal health products  
XXX rural distributors hubs activitated
XXX doses of livestock/poultry vaccines supplied
XXX health products supplied
A10: VCN trains and certifies the 
new entrepreneursto work as 
CAHWs/VPPs  
XXXCAHWs/VPPs trained and 
certified 
driectly to certified male and female CAHWs/VPPs 
XXX VPDs supplying vaccines
XXX certified CAHWs/VPPs 
XXX Dosses of vaccines
Constraint Summary
A4:Propcom+ supports VPDs to access certified male and female CAHWs/VPPs 
through linkages with Veterinary Council of Nigeria (VCN) and State Minsiitries of 
Agriculture 
500 certified CAHWs/VPPS linked to VPDs 
A7: VPD companies select male and female


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Agriculture 
500 certified CAHWs/VPPS linked to VPDs 
A7: VPD companies select male and female 
CAHWs/VPPs to provide vaccination services. 
400 new CAHWS/VPPs selected


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\
Constraint Summary
mile veterinary system, where high logistics costs, poor infrastructure, and limited service providers discourage veterinary 
pharmaceutical companies from reaching rural areas, while smallholder farmers remain disconnected, uninformed, and unable to access affordable vaccines and 
animal health services.


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Key Assumptions
1) Revenue earned through the provision of vaccines and animal health services provides adequate financial incentive for 
individuals to continue working as CAHWs or VPPs.
1) Partners take ownership of new business models and policy engagements
2) Market actors have sufficient capacity to adapt and scale investments in the various markets
3) The business environment enables positive investment decisions
5) Adverse climate conditions, pandemics, natural disasters capable of affecting actors performance do not occur
6) Actions of government and other programmes do not result in significant market distortion which prevents market players from 
7) Smallholder farmers and small-scale entrepreneurs, especially women and those from marginalized backgrounds, have the


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Generic  Assumptions
4) The security situation does not deteriorate further and constrain partners’ implementation activities
VPD companies engages/activates rural 
distributors hubs and supply them vaccines and 
I3:. Non-targeted farmers achieve reduced mortality, 
morbidity and better productivity.
I4:Non-targeted farmers achieve increased incomes
Indirect Pathway
VPDs invests and expand their 
operations to new geographies using the 
XXX VPDs expanding their operations to other 
I1:. Non-targeted VPDs crowd in and replicate the 
CAHW/VPP model.  
I2:. Non-targeted farmers pay for vaccination and other 
animal health services.
ural distributors supply vaccines and 
products driectly to certified male and female 
400 certified CAHWs/VPPs  accessing vaccines and


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Beneficiaries: Quasi experimental design with comparison group (QED)
Key
CT Cumulative Target
CA Cumulative Actual
QT Q4 Target
QA Q4 Actual
2) Vaccines for distribution will be available due to increased production by NVRI and higher imports by veterinary pharmaceutical 
3) Smallholders are willing to pay for vaccination once they are informed about its benefits.
Attribution Strategy
Rationale: A quasi-experimental design (QED) with a comparison group is appropriate for assessing changes in farmer 
behavior, such as increased uptake of vaccination and its impact on livestock mortality and productivity. Given that multiple 
factors can influence these outcomes, using a comparison group allows us to control for external variables. This approach


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helps establish a credible link between vaccination and observed reductions in mortality and improvements in livestock 
productivity
Partners (profitability):  Before and after comparison with optinion (BACO). Changes in outcome will be tracked by 
comparing sales and net profit before and after using the CAHW/VPP model. 
male and female CAHWs/VPPs 
on good business management practices and entrepreneurial 
VPD companies longlists rural distributors (including own 
sales outlets/hubs) of veterinary products in target locations.  
85 rural distributors identified  
veterinary pharmaceutical distributioncompanies 
7 Veterinary Pharmaceutical Distributio n (VPD) companies shortlisted 
distributors hubs and supply them vaccines and 
XXX rural distributors hubs activitated


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distributors hubs and supply them vaccines and 
XXX rural distributors hubs activitated
XXX doses of livestock/poultry vaccines supplied
XXX health products supplied
through linkages with Veterinary Council of Nigeria (VCN) and State Minsiitries of


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Generic  Assumptions
4) The security situation does not deteriorate further and constrain partners’ implementation activities
targeted farmers achieve reduced mortality, 
targeted farmers pay for vaccination and other


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string_value:
Beneficiaries: Quasi experimental design with comparison group (QED)
2) Vaccines for distribution will be available due to increased production by NVRI and higher imports by veterinary pharmaceutical 
3) Smallholders are willing to pay for vaccination once they are informed about its benefits.
Attribution Strategy
Rationale: A quasi-experimental design (QED) with a comparison group is appropriate for assessing changes in farmer 
behavior, such as increased uptake of vaccination and its impact on livestock mortality and productivity. Given that multiple 
factors can influence these outcomes, using a comparison group allows us to control for external variables. This approach


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string_value:
helps establish a credible link between vaccination and observed reductions in mortality and improvements in livestock 
productivity
Partners (profitability):  Before and after comparison with optinion (BACO). Changes in outcome will be tracked by 
comparing sales and net profit before and after using the CAHW/VPP model.


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Page-5: Monitoring and Results Measurement Plan
I4Non-targeted farmers achieve 
increased incomes
Results Chain StatementsBox #
EP3SHFs (male and female) earn higher 
net income through the better 
productivity gains


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I3Non-targeted farmers achieve reduced 
mortality, morbidity and better 
productivity
EP3SHFs (male and female) earn higher 
net income through the better 
productivity gains
EP1
Male and female smallholder farmers 
experience reduced mortality and 
morbidity in their flock or herd
Male and female smallholder farmers 
experience better productivity (flock 
size, egg)
EP2


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I2
Non-targeted farmers pay for 
vaccination and other animal health 
services.
I1
Non-targeted VPDs crowd in and 
replicate the CAHW/VPP model.  
EP1
Male and female smallholder farmers 
experience reduced mortality and 
morbidity in their flock or herd
VPDs invests and expand their 
operations to new geographies using 
the CAHW/VPP model
MP3


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MP2
VPDs record increase revenue and 
profits from sales of vaccines and 
animal health product 
Male and female smallholder farmers 
purchase poultry/livestock vaccines 
and other animal health services from 
CAHWs/VPPs
MU2
CAHWs/VPPs record profits from 
sales of vaccines and animal health 
products, and expand their 
investments in target states
MP1


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Rural distributors supply vaccines and 
products directly to certified male and 
female CAHWs/VPPs  
MT3b
CAHWs/VPPs provide last mile 
vaccination and animal health services 
(and relevant advisories) to male and 
female Smallholder farmers 
VPD companies engages/activates 
rural distributors hubs and supply them 
vaccines and animal health products  MT3
MT4


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VPD companies supply vaccines and 
products directly to certified male and 
female CAHWs/VPPs  
VPDs carry out market activation 
campaigns to educate SHFs on the 
need to vaccinate their 
poultry/livestockMT 1
VPD companies train certified male 
and female CAHWs/VPPs on good 
business management practices and 
entrepreneurial skills.  
A11
VCN trains and certifies the new 
entrepreneurs to work as 
CAHWs/VPPs  
A10
MT2


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A8VPD companies longlists rural 
distributors (including own sales 
outlets/hubs) of veterinary products in 
target locations.  
A7VPD companies select  male and 
female CAHWs/VPPs interested in 
providing vaccination services
A6VPD companies identify new male and 
female entrepreneurs (CAHWs/VPPs) 
interested in providing vaccination 
A5
VPD companies identify target 
locations with limited access to 
poultry/livestock vaccines 
A4
Propcom+ supports VPDs to access 
certified male and female 
CAHWs/VPPs through linkages with 
Veterinary Council of Nigeria (VCN) 
VPD companies link the newly 
identified entreprenuers to relevant 
State Ministry and VCN for 
CAHW/VPP training 
A9


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A3
Propcom+ signs partnerships with 
selected veterinary pharmaceutical 
distribution (VPD) companies to scale 
the CAHW/VPP model 
A2
P+  works with shortlisted veterinary 
pharmaceutical distribution companies 
to co-create implementation plans   
A1
Propcom+ identify and pitch 
CAHW/VPP business model to 
veterinary pharmaceutical distribution 
companies


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Page-5: Monitoring and Results Measurement Plan
Number of SHF supported with improved 
income (in-direct)
#
Number of farmers supported with at least 
15% income increase (direct)
#
Number of female SHF supported with 
improved income (direct) 
#
Quantitative Indicators Unit


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Number of male SHF supported with 
improved income (direct) 
#
No of farmers supported with at least 15% 
income increase (direct) (male and 
female)
#
Number of indirect SHF beneficiaries 
reporting reduced mortality and morbidity 
(male and female)
#
Number of direct SHF beneficiaries 
reporting better productivity (male and 
female)
#
Number of SHF farmers experiencing 
reduced mortality and morbidity in their 
flock or herd (male and female)
#


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Number of VPDs expanding their 
operations to other geographies
#
Total Investment NGN
Number of new geographies (States) #
Number of non targeted small holder 
farmers purchasing poultry/livestock 
vaccine and other products (male and 
female)
#
Number of non partner VPDs replicating 
the model
#


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Number of  VPDs recording increased 
sales and profit
#
Number of  CAHWs/VPPs recording 
increased sales and profit
#
Net profit from sales of vaccines NGN
Number of CAHWs/VPPs reporting 
expansion of investment 
#
Total number of smallholder farmers 
accessing vaccine and other animal 
health services 
#
Number of female smallholder farmers 
accessing vaccine and other animal 
health services 
#
Number of male smallholder farmers 
accessing vaccine and other animal 
health services 
#


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Total Number of CAHWs/VPPs providing 
last mile vaccination and animal health 
services to smallhoder farmers
#
Number of female CAHWs/VPPs 
providing last mile vaccination and animal 
health services to female smallholder 
farmers
Number of female CAHWs/VPPs 
providing last mile vaccination and animal 
health services to male smallholder 
farmers
Total certified CAHWs/VPPs  accessing 
vaccines and health products directly
#
Number of certified female CAHWs/VPPs  
accessing vaccines and health products 
directly
#
Number of certified male CAHWs/VPPs  
accessing vaccines and health products 
directly
#
Number rural distributors hubs activitated#
Doses of livestock/poultry vaccines 
supplied
#
Number of health products supplied #


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Number of VPD companies supplying 
vaccines and products driectly to certified 
male,  female CAHWs/VPPs
#
Doses of vaccines supplied #
Number of activation campaigns carried 
out on the importance of vaccination
#
Number of VPDs conducting market 
activation campaigns
#
Total number of CAHWs/VPPs trained #
Number of Female CAHWs/VPPs trained 
Number of Male CAHWs/VPPs trained 
Total number of CAHWs/VPPs trained 
and certified 
#
Total number of female CAHWs/VPPs 
trained and certified 
Total number of male CAHWs/VPPs 
trained and certified


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Total Number of entrepreneurs 
(CAHWs/VPPs)  linked to VPDs
#
Number of  female entrepreneurs 
(CAHWs/VPPs)  linked to VPDs
#
Number of  male entrepreneurs 
(CAHWs/VPPs)  linked TO VPDs
#
Number of rural distributors identified #
Total Number of new CAHWS/VPPs 
selected
#
Total Number of new CAHWS/VPPs 
identified
#
Number of target locations identified #
Total Number of certified CAHWs/VPPS 
linked to VPDs
#


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Number of partnership agreements 
signed with veterinary pharmaceutical 
companies' 
#
Number of veterinary pharmaceutical 
companies shortlisted 
#
Number of veterinary pharmaceutical 
distribution companies identified by 
Propcom+
#


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Outcome survey Yearly
Outcome survey Yearly
Outcome survey Yearly
Data Collection Method Data Collection 
Frequency


key: chroma:document
string_value:
Outcome survey Yearly
Outcome survey Yearly
Outcome survey Yearly
Outcome survey Yearly
Outcome survey Yearly


key: chroma:document
string_value:
Desk review of systemic 
change document
Yearly
Desk review of investment 
leverage document
Yearly
Desk review of systemic 
change document
Yearly
Outcome survey Yearly
Desk review of systemic 
change document
Yearly


key: chroma:document
string_value:
Key informant interviews with 
VPDs
Yearly
Desk  review of profitability 
analysis document
Yearly
Desk review of profitability analysis documentMonthly
Desk review of investment 
leverage document
Yearly
Desk review of partner's record 
and partner clients validation
Monthly
Desk review of partner recordsMonthly
Desk review of partner recordsMonthly


key: chroma:document
string_value:
Desk review of partner's record 
and partner clients validation
Monthly
Desk review of partner's record 
and partner clients validation
Monthly
Desk review of partner's record 
and partner clients validation
Monthly
Desk review of partner recordsRoutinely
Desk review of partner recordsRoutinely
Desk review of partner recordsRoutinely
Desk review of partner recordsQuarterly
Desk review of partner recordsMonthly
Desk review of partner recordsMonthly


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string_value:
Desk review of partner recordsMonthly
Desk review of partner recordsMonthly
Desk review of partner recordsRoutinely
Desk review of partner recordsRoutinely
Data collection tools and desk 
review of training report
Quarterly
Data collection tools and desk 
review of training report
Quarterly
Data collection tools and desk 
review of training report
Quarterly
Data collection tools and desk 
desk review of training report
Quarterly
Data collection tools and desk 
desk review of training report
Quarterly
Data collection tools and desk 
desk review of training report
Quarterly


key: chroma:document
string_value:
Desk review of partner records 
Desk review of partner records Monthly
Desk review of partner records Monthly
Desk review of partner's record 
and validation
After contract 
signing
Desk review of partner record After contract 
signing
Desk review of partner record 
and document of engagements
After contract 
signing
Desk review of partner record At inception
Desk review of list of certified 
CAHWs/VPPs and key 
informant interviews
At inception


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string_value:
Desk review of agreements At Contract 
signing
Desk review of draft terms of 
reference and implementation 
plans
At inception
Desk review of activity report 
and list of Veterinary 
Phamaceutical Distribution 
Companies
At inception


key: chroma:document
string_value:
April Programme document 
(Baseline and outcome 
survey report)
April Programme document 
(Baseline and outcome 
survey report)April Programme document 
(Baseline and outcome 
survey report)
Data Source Data collection 
month


key: chroma:document
string_value:
April Programme document 
(Baseline and outcome 
survey report)April Programme document 
(Baseline and outcome 
survey report)
April Programme document 
(Baseline and outcome 
survey report)
April Programme document 
(Baseline and outcome 
survey report)
April Programme document 
(Baseline and outcome 
survey report)


key: chroma:document
string_value:
January Programme document 
(Systemic Change 
document)
January Programme document 
(Investment leverage 
document)
January Programme document 
(Systemic Change 
document)
January Programme document 
(Outcome survey report)
January Programme document 
(Systemic Change 
document)


key: chroma:document
string_value:
January Key informant interviews 
report
January Profitability analysis 
report
Monthly Profitability analysis 
report
April Investment leverage 
document
Monthly Partner  records, 
Validation report
Monthly Partner  records
Monthly Partner  records


key: chroma:document
string_value:
Monthly Partner  records, 
Validation report
Monthly Partner  records, 
Validation report
Monthly Partner  records, 
Validation report
Routinely Partner  records
Routinely Partner  records
Routinely Partner  records
Quartely Partner  records
Monthly Partner records
Monthly Partner records


key: chroma:document
string_value:
Monthly Partner  records
Monthly Partner  record
Routinely Partner  records
Routinely Partner  records
Quarterly Training report including 
attendance and training 
materialsQuarterly Training report including 
attendance and training 
materials
Quarterly Training report including 
attendance and training 
materialsQuarterly Attendance sheet, 
training manual and 
report
Quarterly Attendance sheet, 
training manual and 
report
Quarterly Attendance sheet, 
training manual and 
report


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string_value:
April Partner's record: List of 
entrepreneurs 
Monthly Partner's record: List of 
entrepreneurs 
Monthly Partner's record: List of 
entrepreneurs 
After contract 
signing
Partners record (List of 
rural distributors and 
location of their sales 
outlets)
After contract 
signing
Partners record, 
document of 
enagagements 
After contract 
signing
Partners record, agreed 
document of 
enagagements 
At inception Partners record
At inception List of certified 
CAHWs/VPPS, KII 
transcript


key: chroma:document
string_value:
At Contract signingSigned cost share 
agreements
At inception Draft terms of reference 
and implementation 
plans
At inception Activity Report and list 
of veterinary 
phamaceutical 
distribution companies


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string_value:
MERL Manager Outcome Indicator: 1a
MERL Manager Outcome Indicator: 1b
MERL Manager Outcome Indicator: 1a
Who is responsible 
for Data Collection?
Applicable Log Frame 
Indicator


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string_value:
MERL Manager Outcome indicator 1a
MERL Manager Outcome indicator 1b
MERL Manager Outcome indicator 2
MERL Manager Outcome indicator 2
MERL Manager Outcome indicator 2


key: chroma:document
string_value:
MERL Manager Outcome indicator: 3 
MERL Manager Outcome indicator: 4
MERL Manager Outcome indicator: 3 
MERL Manager Outcome indicator: 4
MERL Manager Outcome indicator : 3


key: chroma:document
string_value:
MERL Manager N/A
MERL Manager N/A
MERL Manager N/A
MERL Manager N/A
MERL Manager Output indicator 1.1
MERL Manager Output indicator 1.1
MERL Manager Output indicator 1.1


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string_value:
MERL Manager Output indicator 1.1
MERL Manager Output indicator 1.1
MERL Manager Output indicator 1.1
Intervention ManagerOutput indicator 1.1
Intervention ManagerOutput indicator 1.1
Intervention ManagerOutput indicator 1.1
Intervention ManagerOutput indicator 1.1
Intervention ManagerOutput indicator 1.1
Intervention ManagerOutput indicator 1.1


key: chroma:document
string_value:
Intervention ManagerOutput indicator 1.1
Intervention ManagerN/A
Intervention ManagerOutput indicator 1.1
Intervention ManagerOutput indicator 1.1
Intervention ManagerOutput indicator 1.1
Intervention ManagerOutput indicator 1.1
Intervention ManagerOutput indicator 1.1
Intervention ManagerOutput indicator 1.1
Intervention ManagerOutput indicator 1.1
Intervention ManagerOutput indicator 1.1


key: chroma:document
string_value:
Intervention ManagerN/A
Intervention ManagerN/A
Intervention ManagerN/A
Intervention ManagerN/A
Intervention ManagerN/A
Intervention ManagerN/A
Intervention ManagerN/A
Intervention ManagerN/A


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string_value:
Factors responsible for increased incomes 
of non-targeted farmers
Factors responsible to higher net income 
resulting from better productivity gains 
from Animal Health Practices
Complementary Qualitative 
indicator/questions


key: chroma:document
string_value:
Gender-disaggregated differences in how 
men and women experience income 
changes.
Whether these changes are linked to 
indirect exposure to programme-driven 
solutions ( vaccination and other anumal 
products etc)
Factors responsible for better productivity
What ways do intervention and non 
intervention SHFs protect their 
[livestock/poultry] from weather and 
climate risks
Reason for decline in mortality and 
morbidity


key: chroma:document
string_value:
Farmers satisfaction with CAHW/VPPS 
animal health services
Reasons for expansion to new 
geographies. 
New states/areas of expansion
Perception of non trageted farmers on 
access and benefits of vaccination and 
other animal health services


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Reasons for increased vaccine sales and 
profit
Perception of CAHWs/VPPs on profit 
making from sales of vaccines and animal 
health products
Describe factors responsible for expansion 
of service deliveries
Factors contributing to male and female 
SHFs  active purchase of animal health 
products and services from CAHWs/VPPs
Gender-specific experiences in accessing 
and purchasing vaccines and other animal 
health services.
How accessible and reliable are 
CAHW/VPP services for you?


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Factors affecting  ability of CAHWs/VPPs 
to reach farmers?
Whether both male and female 
CAHWs/VPPs are receiving supplies 
equitably.
What determines which CAHWs/VPPs you 
supply vaccines to, and in what 
quantities?”
How has improved supply affected your 
ability to serve farmers
Factors affecting supply of vaccines and 
other health products


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string_value:
What improvements do CAHWs/VPPs 
recommend for strengthening the supply 
chain?
What processes do VPDs use to ensure 
optimum use of cold-chain and maintain 
To what extent were the campaigns 
accessible and inclusive for both male and 
female farmers?
What improvements do farmers or partner 
agents suggest for future campaigns?
How quality, effective, and relevance is the 
training process carried out by VPDs on 
good business management practices and How confident do CAHWs/VPPs feel in 
applying the business management and 
enterprenuer skills taught?
How inclusive was the training for both 
male and female CAHWs/VPPs (e.g., 
accessibility, timing, workload How quality, effective, and relevance is the 
training and certification process carried 
out by VCN for newly identified


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string_value:
training and certification process carried 
out by VCN for newly identified 
entrepreneurs How do the CAHWs/VPPs perceive the 
value of VCN certification for their 
livelihood, credibility, and ability to attract 
clients?Were there any gender-specific or 
location-specific barriers (e.g., travel, 
timing, safety)?


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Perception of the state ministries and VCN 
on the process of linkage with 
CAHWs/VPPs  and how effective it was
Perception of the newly identified 
CAHWs/VPPs on effectivess of the 
process of linkage with state ministry and 
VCN for traing Perception of the newly identified 
CAHWs/VPPs on effectivess of the 
process of linkage with state ministry and 
VCN for traing What criteria used and how thourough was 
the process of longlisting rural distributors 
and sales outlets in target locations.
How are CAHWs/Vpps selected for 
delivering vaccination services? How 
effective is the process?
Is the identification process effective, 
inclusive, and well-implemente?
What are the criteria of selecting the target 
locations or what factors were considered 
in identifying the target locations?


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string_value:
locations or what factors were considered 
in identifying the target locations?
How has the support from Propcom+ 
improved VPDs operations (linkages) or 
service delivery?


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To what extent do VPD companies feel the 
partnership aligns with their strategic goals 
and operational priorities? (perceived 
values in terms of business growth, market 
expansion, access to CAHWs/VPPs, 
Do companies feel the co-created 
implementation plans reflect their business 
priorities, capacity, and market realities?
Perception of targeted veterinary 
pharmaceutical distribution companies in 
terms of relevance and potential benefits 
of the CAHW/VPP business model as


key: chroma:document
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Y2
Non intervention farmers' incomes weredue to reduced disease outbreaks 
and lower mortality due to sector-wide spillover effects, alongside 
improved gross margins, higher aggregate revenues, a growing reliance 
on livestock as a main income source, and the adoption of more 
semi-intensive/intensive systems that boosted productivity. In addition, 
this effect resulted to income increase because they benefited from 
favourable market conditions, particularly good market prices, more sales, 
and larger herd/flock sizes which expanded their revenue base, as shown 
by their citations of good prices (up to 50.7%), more sales (up to 16.6%), 
and increased flock numbers (up to 25.3%).
Intervention farmers earned higher net income because vaccination-led


key: chroma:document
string_value:
and increased flock numbers (up to 25.3%).
Intervention farmers earned higher net income because vaccination-led 
productivity gains—such as reduced mortality, healthier animals, and 
lower emergency treatment costs—directly increased gross margins 
across cattle, sheep, goats, and poultry. These improvements also 
boosted revenues through better survival, improved growth, and stronger 
market performance, while stabilizing production and reducing financial 
losses, especially in risk-prone poultry systems.
Result


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Non-targeted farmers experienced reduced disease outbreaks and lower 
mortality, as “‘outbreak of disease’ as a loss factor dropped sharply…” 
indicating indirect spillover effects from the programme’s vaccination 
activities. also non-targeted farmers benefited from broader 
Increased productivity resulted from preventative vaccination, reduced 
mortality, lower emergency treatment costs, and healthier, 
better-managed herds and flocks, all of which strengthened overall 
production performance. Additional gains came from intensified farming 
Both Intervention farmers and Non-intervention farmers  manage climate 
shocks, relying mostly on shelter and environmental management and 
climate-resilient infrastructure. The only modest difference is that


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climate-resilient infrastructure. The only modest difference is that 
intervention farmers use modern animal healthcare slightly more often, 
suggesting the project may have subtly strengthened proactive 
health-based adaptation.
Mortality and morbidity declined mainly because the vaccination model 
delivered through CAHWs/VPPs which significantly reduced infectious 
disease outbreaks, strengthened preventive health practices, and 
improved farm management systems across all species.


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Farmers reported extremely high satisfaction with CAHW/VPP services, 
with nearly all serviced vaccinations across cattle, sheep, goats, local 
chickens, and broilers achieving 99–100% satisfaction . Even among 
self-vaccinators, satisfaction remained high at 92–100%, confirming 
strong trust and confidence in CAHW/VPP-delivered animal health 
services.
Non-targeted farmers perceive vaccination services as difficult to access 
because they rely less on CAHWs/VPPs and more on self-vaccination or 
uncertified sources, driven by cost pressures, unavailability of service 
providers, and limited trust or awareness. They also view vaccination as 
less beneficial, as they face higher disease burden, greater treatment 
costs, and more frequent losses, which reinforces the belief that


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costs, and more frequent losses, which reinforces the belief that 
preventive services offer limited economic value.


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Farmers’ active purchase of CAHW/VPP services is driven by the high 
satisfaction, accessibility, and trust associated with the model, with the 
report showing near-universal satisfaction rates across species and clear 
evidence that CAHW/VPP-delivered vaccinations effectively reduce 
disease and mortality . In addition, affordability, diverse vaccine 
availability, improved herd/flock health, and higher profitability further 
motivate both male and female SHFs to continue purchasing CAHW/VPP 
preventative and advisory services .


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Yearly
Yearly
After the activity
After the activity
After the activity
After the activity
After the activity
After the activity
After the activity
After the activity


key: chroma:document
string_value:
After the activity
After the activity
After the activity
After the activity
After the activity
After the activity
After the activity
At inception


key: chroma:document
string_value:
April Outcome survey
April Outcome survey
April Outcome survey
May Outcome survey
April Outcome survey


key: chroma:document
string_value:
December Key informant 
Interview
December Key informant 
Interview
April Key informant 
Interview
April Focus group 
discussion
April Focus group 
discussion
April Focus group 
discussion


key: chroma:document
string_value:
April Key informant 
interview
January Key informant 
Interviews
January Key informant 
Interviews
January Key informant 
Interviews
January Key informant 
Interviews


key: chroma:document
string_value:
April Indepth interview 
with the 
CAHWs/VPPs
April Indepth interview 
with the 
After the activity Short Farmer Spot 
and partner-
agents-Interviews
After the activity Review of partner's 
report
After the activity Key informant 
interviews with 
CAHWs/VPPsAfter the activity Post training 
feedback forms
After the activity Training 
Observation
After the activity Key informant 
interview with the 
CAHWs/VPPs and 
VCNAfter the activity Key informant 
interview with the 
CAHWs/VPPs 
After the activity Key informant 
interview with the 
CAHWs/VPPs , 
Training observation


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After the activity Key informant 
interview with state 
ministries and VCN
After the activity Key informant 
interview with the 
newly identified  
CAHWs/VPPs After the activity Key informant 
interview with the 
newly identified  
CAHWs/VPPs After the activity Key informant 
interviews with the 
VPDs
After the activity Key informant 
interview with VPDs 
and the 
CAHWs/VPPs
After the activity Key informant 
interview with VPDs
After the activity Key informant 
interview with the 
VPDs
At inception Key informant 
interview with VPDs


key: chroma:document
string_value:
At inception Key informant 
interview with VPDs
At inception Key informant 
interview with VPDs
After the activity Key informant 
interview with the 
VPDs


key: chroma:document
string_value:
Outcome survey report
Outcome survey report
Outcome survey report
Outcome survey report
Outcome survey report


key: chroma:document
string_value:
KII transcripts and report
KII transcripts and report
Study report
KII transcript and report
KII transcript and report
KII transcript and report


key: chroma:document
string_value:
KII transcript and report
KII transcript and report
KII transcript and report
KII transcript and report
KII transcript and report


key: chroma:document
string_value:
Programme 
document(Survey report)
Programme 
document(Survey report)
Spot-interview notes/ field 
report
Partner's report
Monitoring report 
Partner's training report
Monitoring report
Monitoring report 
Monitoring report
Monitoring report


key: chroma:document
string_value:
KII transcript and report
KII transcript and report
KII transcript and report
KII transcript and report
KII transcript and report
KII transcript and report
KII transcript and report
KII transcript and report


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No of non intervention farmers raising broiler
Total flock size non intervention farmers (broilers)
Average broiler flock size for non intervention farmers
No of non intervention farmers raising broiler
Total flock size local chicken
Average local chicken flock per non intervention farmer
Total number of non intervention farmers raising sheep
Total flock size non intervention farmers  
Average sheep flock size non intervention farmers
Total number of non intervention farmers raising goats
Total flock size 
Average goat flock size non intervention farmers
Total number of non intervention farmers raising cattle
Total flock size
Average flock size cattle, non intervention farmers
Summary (Overall)


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string_value:
Total flock size
Average flock size cattle, non intervention farmers
Summary (Overall)
Community Animal Health Workers (CAHWs) earn an average net profit of about 225,000 NGN per month. More than 
half of their revenue comes from selling medicines, products, and services beyond vaccinations, with antibiotics being 
the largest contributor among these.
Relying solely on vaccination services is not financially viable, so CAHWs diversify by offering other products and 
services. 
On average, they spend around 33,000 NGN per month on transportation, vehicle maintenance, and ice for vaccine 
preservation.
Satisfaction levels are high: over 90% of CAHWs report being satisfied or highly satisfied with their occupation.
Summary (Disaggregated)
Community Animal Health Workers (CAHWs) Profitability


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Summary (Disaggregated)
Community Animal Health Workers (CAHWs) Profitability
Cattle
Flock Size Averages as per baseline
Broilers
Local chicken
Sheep


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For deeper analysis, CAHWs were divided into three tiers based on the average number of goats, sheep, and poultry 
they vaccinate.
            Bottom tier (lowest 33%): Earns around 263,000 NGN per month. 
            Upper tiers: Earn more than 600,000 NGN per month.
Across all tiers, the majority of vaccination revenue (over 70%) comes from Newcastle Disease (NCD) vaccinations for 
poultry. However, the structure of earnings varies
            Bottom-tier CAHWs: Earn most of their gross profit from non-vaccination services.
            Middle and upper tiers: Generate most of their revenue from vaccination services.
From other revenue streams, antibiotics and multivitamins make up the bulk of sales.


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From other revenue streams, antibiotics and multivitamins make up the bulk of sales.
Most CAHWs view their work as profitable, enabling them to support their families and expand their customer base 
compared to the previous year.
Key challenges include transportation costs and cold chain maintenance, alongside issues such as low fees paid by 
farmers and the widespread practice of offering credit or discounts.
CAHW net profit providing all the vaccination and all other services 
CAHW net profit providing all vaccination + selling antibiotics
CAHW net profit providing all vaccination + selling multivitamin
CAWH net profit providing all vaccination+ selling antiparasitic
CAWH net profit providing all vaccination+ selling dewormer


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CAWH net profit providing all vaccination+ selling dewormer
CAWH net profit providing all vaccination+ selling other medicine
CAWH net profit providing all vaccination+ surgical proecedures
CAWH net profit providing all vaccination+ wound management
CAHW net profit from only vaccination
CAHWs Satisfaction 
Very satisfied
Satisfied 
Neither satisfied nor dissatisfied
Provide profitability analysis for farmers and partners


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string_value:
Male
58 36
4810 3729
                                  83                                                                                           104 
92 39
2370 1068
                                  26                                                                                             27 
148 78
1362 842
                                    9                                                                                             11 
148 74
1594 961
                                  11                                                                                             13 
154 79
1259 844
                                    8                                                                                             11 
Cattle
Flock Size Averages as per baseline


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string_value:
Median Average
225,533                                      553,652                                                                                                                              
73,833                                         300,557                                                                                                                              
69,833                                         287,078                                                                                                                              
62,083                                         278,350


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string_value:
59,833                                         284,250                                                                                                                              
53,783                                         285,104                                                                                                                              
58,833                                         294,280                                                                                                                              
53,333                                         272,868


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34,333                                         241,473                                                                                                                              
36%
55%
9%


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Female
22
1081
                                                           49 
53
1302
                                                           25 
520
70
                                                              7 
74
633
                                                              9 
75
415
                                                              6


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Type of Systemic Change 
Reported by the Partner:
Adapt,
Expand,
Response
Adapt
Adapt
El-beth Agro-vet Services Adapt
Green Pasture Agro-Allied Konsult 
Jigawa State Ministry of Agriculture 
Agriproject Concept International 
(ACI)
Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:
Effective rural poultry/livestock vaccination systems led by many veterinary pharmaceutical distributors; Increased number of last mile agents (CAHWs/VPPs, and others) administering vaccines and related animal health products/services profitably to farmers supported by solar vehicles and storage equipment; Increased share of farmers vaccinating their birds and ruminants; routine poultry/livestock vaccination processes institutionalised and funded by the public sector.
Name of Partner


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Adaptation category
Business Model Change
Geographic expansion Expanded operations into Enugu State and 
mobilised five CAHWs and VPPs to provide 
vaccination and other animal health services in the 
new state. The partnership agreement stated that 
the partner would deliver last-mile services in 
Gombe and Kaduna states before the expansion.
Business model changeTrained 10 CAHWs/VPPs in Gombe State on 
artificial insemination to enable them to increase 
their service offerings and provide more animal 
health services to farmers. The partnership 
agreement required the partner to train CAHWs 
only in business management and data collection.
Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:


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Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:
Effective rural poultry/livestock vaccination systems led by many veterinary pharmaceutical distributors; Increased number of last mile agents (CAHWs/VPPs, and others) administering vaccines and related animal health products/services profitably to farmers supported by solar vehicles and storage equipment; Increased share of farmers vaccinating their birds and ruminants; routine poultry/livestock vaccination processes institutionalised and funded by the public sector.
ADAPTATION
Details of the Instance of Adaptation


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Product Diversification Bundled vaccination and other veterinary 
medicaments for customers (cattle farmers), in 
addition to vaccine sales, made possible by an 
NGN 8,800,000 contract with the African Nature 
Initiative Fund to supply CBBP vaccines to cattle 
farmers in Bauchi state
El-Beth training school is now operational, focused 
on poultry and fish production and on building the 
practical capacity of Community Animal Health 
Workers, recognising the commercial potential of 
this model, the partner has also registered as a 
National Industrial Training Fund (ITF) certified 
trainer, positioning the service for wider, national-
Additional Investment The company also provided a starter pack 
(vaccines and drugs) to CAHWs to 
commence service delivery


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(vaccines and drugs) to CAHWs to 
commence service delivery
Additional Investment Bought a motorcycle for one of the CAHWs to 
go to the hard-to-reach communities
New geography/ExpansionExpanded operations to 5 additional LGAs in 
Gombe (Gombe, Akko, Billiri, Dukku, and 
Funakaye) in Gombe state and Yobe 
(Damaturu)
Organisation structural 
changes
Hired more staff to support the 
implementation of the model
Additional investment Added more deep freezers to contain more 
vaccines
Business Model ChangePartnered with other agrovet companies to 
increase the supply of vaccines.


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Business Model ChangeRegistered with GOSEPA to provide 
environmental services
Business Model ChangeEL-Beth has started implementation of its 
training school to help train farmers on 
poultry and fish production, and CAHW's are 
trained on animal health practices
Business Model ChangeEl-Beth has indicated interest in vaccine 
importation.
Business Model ChangeEL-Beth is now a host organization for the 
EU/UNDP funded Nigeria Jubilee Fellows 
Program
Business model change/improvementsCreated linkages for CAHWs and created a 
channel on WhatsApp for ease of 
communication among the CAHWs and with 
the partner
Business model changeLaunched a strategic plan in March 2025 to 
incorporate the last-mile distribution of 
vaccines through CAHW/VPP model
Business model 
change/improvements


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incorporate the last-mile distribution of 
vaccines through CAHW/VPP model
Business model 
change/improvements
Trained women poultry farmers on inclusive, 
integrated farming systems, combining poultry, 
fish, and backyard vegetable production through a 
stacked cage pond garden model. This was made 
possible by $500,000 (NGN 699,440,000) in New geography Expanded operations to Gombe and Bauchi
HARAF intends to carry out a livestock 
market assessment at Gerei and Fufore, 
working closely with stakeholders to improve 
market access of agricultural produce.
HARAF is working towards opening its own 
vaccine Hub
Additional investment


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More reach Engaged 7 more distributors in Kebbi, 
Kaduna, Niger, Bauchi, and Taraba
New geography Apart from hiring one more staff, the 
company plans to open another branch in 
Mangu LGA of Plateau state by April 2025
More reach Increased the ratio of VPPs to CAHWs
Business model changeCreated IECs and radio jingles for 
awareness and marketing campaigns
New geography Expanded operations to Nasarawa, Niger 
and Oyo states
Additional investment Established a Livestock Vaccine Desk Office
Additional investment Expansion in livestock product range to 
include other ruminant and poultry vaccines
Business model changeSought alternative vaccine sources apart 
from NVRI.
Business Model ChangeAmbuvet has indicated interest in livestock 
vaccine importation


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As a result of implementing the model, the partner 
identified the economic opprtunities in providing last 
mile vaccination and other animal health services at 
the last mile. The means more revenue from vaccine 
sales and increased income for the entreprenuers 
delivering the services. Prior to the implementing the 
model, the partner focused on selling vaccines to 
medium and large scale livestock and poultry 
farmers.
To increase livestock production and improve the 
quality of local breeds of livestock in the state. 
Artificial insemination is another income generating 
channel for the VPDs through the sales of semen 
while the CAHWs will also have additional income 
through service provision.
Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:


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through service provision.
Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:
Effective rural poultry/livestock vaccination systems led by many veterinary pharmaceutical distributors; Increased number of last mile agents (CAHWs/VPPs, and others) administering vaccines and related animal health products/services profitably to farmers supported by solar vehicles and storage equipment; Increased share of farmers vaccinating their birds and ruminants; routine poultry/livestock vaccination processes institutionalised and funded by the public sector.
ADAPTATION
Reasons for the Adaptation. Why did the 
partner adapt?


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The partner went beyond the sales of vaccines to 
bundle other services and demonstrate the 
importance of last mile delivery of vaccines and other 
animal health services to livestock and poultry 
farmers 
To extend CAHWs service delivery to fish farmers 
while equipping them with fish production skills as a 
source for extra income


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To address some environmental Challenges.
To ensure effective service delivery and wider 
reach which will  in turn increase productivity
To ensure increase vaccine supply and 
availability
To build capacity of farmers with necessary 
skills and ensure effective service delivery
In addition to providing vaccination services to 
smallholder poultry farmers, the partner has given 
additional income streams to the farmers through the 
training on fish and vegetable production layered on 
the model. Also, the vegetable production for sales


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Jul. 2025 Dr Tochukwu Anagor
Sep. 2025 Dr. Mishel 
Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:
Effective rural poultry/livestock vaccination systems led by many veterinary pharmaceutical distributors; Increased number of last mile agents (CAHWs/VPPs, and others) administering vaccines and related animal health products/services profitably to farmers supported by solar vehicles and storage equipment; Increased share of farmers vaccinating their birds and ruminants; routine poultry/livestock vaccination processes institutionalised and funded by the public sector.
ADAPTATION
Date when the adaptation happened (Month and 
Year)
Name of the Partner 
representative that 
reported the adaptation


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Dec-25 Dr. Mishel 
Nov. 2025 Dr. Mishel 
Feb. 2026 Dr. Mishel 
Feb. 2027 Dr. Mishel 
Feb. 2028 Dr. Mishel 
Feb. 2029 Dr. Mishel 
Feb. 2030 Dr. Mishel 
Feb. 2031 Dr. Mishel


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Sep. 2025 Dr. Mishel 
Nov. 2025 Dr. Mishel 
Nov. 2025 Dr. Mishel 
Feb. 2026 Dr. Mishel 
Feb. 2025
Feb. 2026
November, 2025 Abel Bake
Feb. 2027
Feb. 2025 Dr. Taye


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Dec-25Nonso Frank Onuah 23/02/2026
Nov-25Lilycent Frank Onuah 25/02/2026
Name of MERL 
staff validating
Date of 
validation
Name of 
intervention 
staff 
recording
Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:
Effective rural poultry/livestock vaccination systems led by many veterinary pharmaceutical distributors; Increased number of last mile agents (CAHWs/VPPs, and others) administering vaccines and related animal health products/services profitably to farmers supported by solar vehicles and storage equipment; Increased share of farmers vaccinating their birds and ruminants; routine poultry/livestock vaccination processes institutionalised and funded by the public sector.
ADAPTATION
Date of 
reporting/recordi
ng the adaptation


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Feb-26Nonso Frank Onuah 23/02/2026
Feb-26Lilycent Frank Onuah 25/06/2026
Nonso
Nonso
Nonso
Nonso
Nonso
Nonso


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We received data from the 
partner covering their work in 
Enugu state. This data has 
then been reviewed, validated 
and published on the  
programme dashboard
The partner submitted the 
training attendance with 
contact details of the 
participants. The attendance 
has been reviewe and two 
participants have been 
interviewed for validation
Details of the validation Name of the Agribusiness 
firm/company crowding-in
Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:


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firm/company crowding-in
Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:
Effective rural poultry/livestock vaccination systems led by many veterinary pharmaceutical distributors; Increased number of last mile agents (CAHWs/VPPs, and others) administering vaccines and related animal health products/services profitably to farmers supported by solar vehicles and storage equipment; Increased share of farmers vaccinating their birds and ruminants; routine poultry/livestock vaccination processes institutionalised and funded by the public sector.
ADAPTATION EXPAND - COMPETITORS OF THE ACTOR CROWDING IN (REPLICATING ELEMENTS OF THE INTERVENTION MODEL)


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A copy of the transaction 
receipt was shared by the 
partner with the Intervention 
Manager
The partner submitted the list 
of enrollees with contact 
details of the participants. The 
trainees list was reviewed and 
two participants have been 
interviewed for validation


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The partner submitted the 
training attendance with 
contact details of the 
participants. The attendance 
has been reviewed and six


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Details of what the 
Agribusiness firm/company 
crowding-in is doing
Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:
Effective rural poultry/livestock vaccination systems led by many veterinary pharmaceutical distributors; Increased number of last mile agents (CAHWs/VPPs, and others) administering vaccines and related animal health products/services profitably to farmers supported by solar vehicles and storage equipment; Increased share of farmers vaccinating their birds and ruminants; routine poultry/livestock vaccination processes institutionalised and funded by the public sector.
EXPAND - COMPETITORS OF THE ACTOR CROWDING IN (REPLICATING ELEMENTS OF THE INTERVENTION MODEL)
Element(s) of the intervention business 
model the Agribusiness firm/company


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Element(s) of the intervention business 
model the Agribusiness firm/company 
crowding-in is replicating


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reported competitors replicating the 
distribution of vaccines using the CAHW 
model. These firms are Omni Agrik and 
Farmalert


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Name of the Contact person 
for the Agribusiness 
firm/company crowding-in
Email of the Contact person 
for the Agribusiness 
firm/company crowding-in
Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:
Effective rural poultry/livestock vaccination systems led by many veterinary pharmaceutical distributors; Increased number of last mile agents (CAHWs/VPPs, and others) administering vaccines and related animal health products/services profitably to farmers supported by solar vehicles and storage equipment; Increased share of farmers vaccinating their birds and ruminants; routine poultry/livestock vaccination processes institutionalised and funded by the public sector.
EXPAND - COMPETITORS OF THE ACTOR CROWDING IN (REPLICATING ELEMENTS OF THE INTERVENTION MODEL)


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Phone number of the Contact 
person for the Agribusiness 
firm/company crowding-in
Name of the Partner 
rep that reported 
the crowding-in
How did the partner reporting 
(or the programme) influence 
the firm to crowd-in?
Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:
Effective rural poultry/livestock vaccination systems led by many veterinary pharmaceutical distributors; Increased number of last mile agents (CAHWs/VPPs, and others) administering vaccines and related animal health products/services profitably to farmers supported by solar vehicles and storage equipment; Increased share of farmers vaccinating their birds and ruminants; routine poultry/livestock vaccination processes institutionalised and funded by the public sector.


key: chroma:document
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Date of 
reporting/recordin
g the crowding-in
Name of 
intervention 
staff 
recording
Name of 
MERL 
staff 
validating
Date of 
validati
on
Details 
of the 
validatio
n
Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:
Effective rural poultry/livestock vaccination systems led by many veterinary pharmaceutical distributors; Increased number of last mile agents (CAHWs/VPPs, and others) administering vaccines and related animal health products/services profitably to farmers supported by solar vehicles and storage equipment; Increased share of farmers vaccinating their birds and ruminants; routine poultry/livestock vaccination processes institutionalised and funded by the public sector.


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Gombe State government is using CAHWS 
and VPPS in their interventions and are also 
incentivising them to collect data by giving 
them tablets.  
Name of the Supporting 
function actor or Rule 
actor responding
Details of the response Name of the 
Contact person for 
the actor 
responding
Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:


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string_value:
Contact person for 
the actor 
responding
Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:
Effective rural poultry/livestock vaccination systems led by many veterinary pharmaceutical distributors; Increased number of last mile agents (CAHWs/VPPs, and others) administering vaccines and related animal health products/services profitably to farmers supported by solar vehicles and storage equipment; Increased share of farmers vaccinating their birds and ruminants; routine poultry/livestock vaccination processes institutionalised and funded by the public sector.
RESPOND - REACTION TO CHANGING MARKET REALITIES BY SUPPORT FUNCTION AND RULES ACTORS WHO ARE NOT COMPETITORS TO OUR PARTNERS


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El-Beth's visibility through Propcom+ has led 
to its selection by the IDEAS Project to train 
2,000 women and youths on poultry 
production.
El-Beth has been enrolled by Bank of Industry 
as a service provider, enabling the enslitment 
of 27 large livestock famrers, has currently 
provided 2 farmers with access to ₦5 million 
naira loan each for livestock production.
El-beth was engaged by African Nature 
Investors Found to supply and conduct 
vaccination services for Ruminants 
around Yankari, Bauchi state


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Care vet was egaged by GIZ in 
Colloaboration with Ikore on the Peace 
Corps interventon, to build the capacity of 
60 women who were affected by the Jos 
crisis and provide them initial stocks, 
vaccine


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Increased efficiency and reduced time in 
certification of the VPPs by the Veterinary 
Council of Nigeria due to advocacy efforts of 
Propcom+


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Feb. 2025
Date of 
reporting/record
ing the response
Email of the 
Contact person for 
the actor 
responding
Phone number of the 
Contact person for 
the actor responding
Name of the Partner 
rep that reported 
the response
Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:
Effective rural poultry/livestock vaccination systems led by many veterinary pharmaceutical distributors; Increased number of last mile agents (CAHWs/VPPs, and others) administering vaccines and related animal health products/services profitably to farmers supported by solar vehicles and storage equipment; Increased share of farmers vaccinating their birds and ruminants; routine poultry/livestock vaccination processes institutionalised and funded by the public sector.


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RESPOND - REACTION TO CHANGING MARKET REALITIES BY SUPPORT FUNCTION AND RULES ACTORS WHO ARE NOT COMPETITORS TO OUR PARTNERS


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Nonso
Name of 
intervention 
staff 
recording
Name of 
MERL 
staff 
validating
Date of 
validati
on
Details 
of the 
validatio
n
Page-6: Systemic Change
Targeted Systemic Change and ways to achieve that:
Effective rural poultry/livestock vaccination systems led by many veterinary pharmaceutical distributors; Increased number of last mile agents (CAHWs/VPPs, and others) administering vaccines and related animal health products/services profitably to farmers supported by solar vehicles and storage equipment; Increased share of farmers vaccinating their birds and ruminants; routine poultry/livestock vaccination processes institutionalised and funded by the public sector.


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Name of Partner Investment area
El-beth 
Delivery of poultry and 
livestock vaccine through 
CAHWs/VPPs 
HARAF
Delivery of poultry and 
livestock vaccine through 
CAHWs/VPPs 
Note: Record all investments leveraged under the relevant categories (additional partner investment, external finance such as grants or fund investments, and/or expected finance), and indicate for each entry whether the finance is public or private, classifying any public funds accordingly in the table
Page-6: Investment Leveraged
Additional investment leveraged by implementing partner


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Additional amount invested 
(NGN)
NGN 8,800,000
NGN 699,440,000
Note: Record all investments leveraged under the relevant categories (additional partner investment, external finance such as grants or fund investments, and/or expected finance), and indicate for each entry whether the finance is public or private, classifying any public funds accordingly in the table
Page-6: Investment Leveraged
Additional investment leveraged by implementing partner


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Utilisation of additional investment (what was the investment used for) 
El-beth secured 8.8 Million-naira contract with African Nature Initiative Fund to supply 
CBBP vaccines to cattle  farmers in Bauchi state . This partnership enabled El-beth to 
bundle vacciantion and other veterinary medicament to the customers (cattle farmers) in 
addition to the sales of vaccines. This shows 
HARAF has secured a $500,000 (699,400 Naira) contract with the Hilton Foundation to 
train women farmers in inclusive, integrated farming systems, combining poultry, fish, and 
backyard vegetable production through a stacked cage pond garden model, reflecting a 
clear business model adjustment


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backyard vegetable production through a stacked cage pond garden model, reflecting a 
clear business model adjustment 
Note: Record all investments leveraged under the relevant categories (additional partner investment, external finance such as grants or fund investments, and/or expected finance), and indicate for each entry whether the finance is public or private, classifying any public funds accordingly in the table
Page-6: Investment Leveraged
Additional investment leveraged by implementing partner


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Fund Source: 
- Business balance sheet
- Personal funds
- Debt finance 
- Non-debt finance 
- Blended finance 
- Grants
- Others
Name of fund provider
Others ANI FUND
Grants Hilton Foundation 
Note: Record all investments leveraged under the relevant categories (additional partner investment, external finance such as grants or fund investments, and/or expected finance), and indicate for each entry whether the finance is public or private, classifying any public funds accordingly in the table
Page-6: Investment Leveraged
Additional investment leveraged by implementing partner


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Climate change catgorisation 
(Adaptation, Mitigation, Both)
Name of the Partner 
rep that reported the 
investment
Date of reporting the 
additional investment
Adaptation Mishel Dauda 7th November 2025
Adaptation Abel Bake 28th Dec 2025
Note: Record all investments leveraged under the relevant categories (additional partner investment, external finance such as grants or fund investments, and/or expected finance), and indicate for each entry whether the finance is public or private, classifying any public funds accordingly in the table
Page-6: Investment Leveraged
Additional investment leveraged by implementing partner


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Name of intervention 
staff recording
Name of MERL staff 
validating
Date of validation
Nonso Nnamani Frank Onuah 24/02/2026
Nonso Nnamani 24/02/2026
Note: Record all investments leveraged under the relevant categories (additional partner investment, external finance such as grants or fund investments, and/or expected finance), and indicate for each entry whether the finance is public or private, classifying any public funds accordingly in the table
Page-6: Investment Leveraged
Additional investment leveraged by implementing partner


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Details of the 
validation
External finance leveraged amount
Bank transaction 
receipt for CBPP 
vacccines
Note: Record all investments leveraged under the relevant categories (additional partner investment, external finance such as grants or fund investments, and/or expected finance), and indicate for each entry whether the finance is public or private, classifying any public funds accordingly in the table


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Status (Approved or 
disbursed
Evidence in case of approval 
only (signed official approval 
letter from lender/source)
Month and Year the funds 
were approved or 
disbursed


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Climate categorisation 
(Adapt, mitigation, both)
Name of Fund ProviderDetailed purpose of the 
funds


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What percentage of the funds 
will be (or have been) 
invested in our intervention 
or business model?
Propcom+ contribution in 
securing the funds.


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Stage of getting the 
funds. This may include 
an application, 
discussion, pre-
approval, due diligence 
stage, etc.
Name of fund 
provider
Detailed purpose 
of the funds
Climate 
categorization


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Name of the Partner 
rep that reported the 
investment
Date of reporting the 
additional 
investment
Name of intervention 
staff recording
Name of 
MERL 
staff 
validating


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Page-7: Environmental Management Plan
Impacts producing factor Associated 
impact ranking
Application of vaccines and 
other related products
Low
Local Vaccine Production Medium
Importation of vaccines Low
GHG Emissions from Vaccine 
production and storage
Track and Optimise production to reduce GHG emissions. 
Use of solar freezers for storage
GHG Emissions from the 
importation of vaccines
promote domestic production of vaccines
Transport and logistics GHG Emissions from 
distribution and delivery of 
vaccines across several 
communities
Medium Electric vehicles/bikes as climate-smart mode of transport to 
supply decentralised network of CAHWs
Observed environmental 
consequences 
Initial impact mitigation measures recommended
● Waste generation from used 
packaging materials


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Initial impact mitigation measures recommended
● Waste generation from used 
packaging materials          
●Impact on the environment's 
aesthetic
●Possible land degradation 
and impact on water bodies
●SHFs shall ensure vaccines are administered by trained 
personnel (CAHW/VPP)
●CAHW/VPP shall ensure proper management and 
disposal of used materials                                                                           
●Promote recycling of vaccine packaging


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Monitoring Parameters
Volume of packaging waste, used cans, 
bottles 
distance traveled per delivery,
Number of deliveries
mode of transportation
Energy consumption from production to 
delivery
Number of imported vaccines
Track and Optimise production to reduce GHG emissions. 
Use of solar freezers for storage
promote domestic production of vaccines
Electric vehicles/bikes as climate-smart mode of transport to 
supply decentralised network of CAHWs
Initial impact mitigation measures recommended
●SHFs shall ensure vaccines are administered by trained 
personnel (CAHW/VPP)
●CAHW/VPP shall ensure proper management and 
disposal of used materials                                                                           
●Promote recycling of vaccine packaging


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Time of Monitoring Responsible
Yearly Senior Intervention Officer
Senior Intervention Officer
Senior Intervention Officer
Senior Intervention Officer
Every two years Vaccine Company
Every two years Senior Intervention Officer
Yearly


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Date of context 
reflection or 
review
Has the political context significantly 
changed in any way?
What are the implications 
for this intervention?
What do we need to 
change?
Y2 Q3 QSR: 
27/01/25
Establishment of the Ministry of 
Livestock
Opportunities to address 
key critical issues affecting 
the livestock ecosystem
NA
Y2 Q3 QSR: 
27/01/25
PPP framework enablingprivate sector 
engagement in local production of 
vaccines
Provision of enabling 
environment for the 
availabiliy of vaccines
NA
Y3 Q1 QSR: 
23/06/25
Foreign countries like ( Brazil, and 
Natherlands) are having a bilateral 
disucssions on investment in the 
Nigeria livestock sector 
improve vaccines 
accessiblity and increase 
inmarket share for vaccine 
and veterinary product 
distribution actors , enhance


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accessiblity and increase 
inmarket share for vaccine 
and veterinary product 
distribution actors , enhance 
community enagagment 
and market opportunity for 
smallholder farmers 
NA
Y3 Q1 QSR: 
23/06/25
State government has adopted the 
establishment of state ministry of 
livestock
opporunity to address key 
challeges affecting the 
livestock ecosystem at the 
state level 
NA
Y3 Q2 QSR: 
22/07/25
Gombe state government is piloting 
the artifical insemination on calttle for 
smallholder farmers using 
CAHWs/VPPs
Y3 Q3 QSR: 
12/01/26
1. Inauguration of National Livestock  
Development Council                                             
3. Budget allocation for Livestock 
Ministries in Kano (N18.8),  Gombe, 
Jigawa(N17B) and Adamawa
1. it serves as a body to 
modernize the country's


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Ministries in Kano (N18.8),  Gombe, 
Jigawa(N17B) and Adamawa
1. it serves as a body to 
modernize the country's 
livestock sector, aiming to 
boost its value to $74 billion 
by enhancing value chains, 
reforming ranching, 
improving breeds and 
reducing farmer - herder 
conflicts                                       
2. It shows government 
commitment to improving 
the livestock sector 
Page-9: Contextual Change Tracker (PESTLE)
Significant changes in the operating context and their implications for future action
POLITICAL CHANGES


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Date of context 
reflection or 
review
Has the social context significantly 
changed in any way?
What are the implications 
for this intervention?
What do we need to 
change?
Y3 Q1 QSR: 
23/06/25
Y3 Q3 QSR: 
12/01/26
More acceptability towards female 
CAHWs in the communities of practice
more reach for service 
delivery and more women 
involvement in the CAHWs 
and VPPs scheme
incorporating community 
entry as part of the 
CAHW/VPP training
SOCIAL CHANGES


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Date of context 
reflection or 
review
Has the legislative context 
significantly changed in any way?
What are the implications 
for this intervention?
What do we need to 
change?
Y3 Q1 QSR: 
23/06/25
   
    
    
    
    
    
    
    
    
Date of context 
reflection or 
review >>>
Have existing or potential new 
partners priorities or interests 
significantly changed in any way?
What are the implications 
for this intervention?
What do we need to 
change?
Y2 Q3 QSR: 
27/01/25
One of our Partner (TPSL) is broading 
his service offering to include 
aggregation and offtake, in addition to 
its exisitng vaccine services
the  integration of a more 
complete value chain 
approach.
adjust intervention 
strategy to improve the 
overall impact of the 
animal health 
Y2 Q3 QSR: 
27/01/25


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approach.
adjust intervention 
strategy to improve the 
overall impact of the 
animal health 
Y2 Q3 QSR: 
27/01/25
 ( GPAK) is expanding its product 
portfilio by partnering with CEVA to 
start importing PPR vaccines 
A new potential source of 
PPR vaccines.
consider incorporating the 
new Supply source and 
how it could impact the 
programme
Y2 Q3 QSR: 
27/01/25
Yes There is a high likelihood of 
crowding-in by potential 
veterinary pharmaceutical 
companies who will help 
drive the CAHW/VPP model
Y3 Q1 QSR: 
23/06/25
One of our partner (El- beth) has 
established a capcity building training 
school for CAHWs/VPPs for a fee to 
buld their business acumen 
More CAHWs/VPPs will be 
equiped with entreprenural 
skills, whilst partner will 
leverage the institution to


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More CAHWs/VPPs will be 
equiped with entreprenural 
skills, whilst partner will 
leverage the institution to 
have more rural entrepruers 
working under them 
Integrate business 
opportunities in providing 
training for rural 
entrepreniers for a fee
Y3 Q1 QSR: 
23/06/25
 (GPAK) has established a regional 
officentogether with solar powered 
vaccine hub  in Kaduna state. To serve 
a regional office to feed the northern 
region  
The gap in accessing 
vaccines and other 
veterinary products 
between rural distributors, 
CAHWs/VPPs, and small 
holders farmers is bridged, 
whilst the partner inrease in 
profit margin 
No
PARTNERS PRIORITIES
 LEGISLATIVE CHANGES


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Y3 Q2 QSR: 
23/07/25
Green Pastures Agro-Allied Konsult 
successfully replicated the last-mile 
delivery model across all its 
operational states, training state 
This proves the model 
works, businesses see value 
in it, and more farmers will 
consistently get access to Y3 Q2 QSR: 
23/07/25
El-Beth has spotted a business 
opportunity in locally producing small 
incubators and will work through 
CAHWs and VPPs as service providers, 
offering the incubators on instalments 
to make them more affordable and 
accessible for smallholder farmers.
smallholder farmers gain 
affordable access to 
hatching services, 
CAHWs/VPPs grow their 
businesses, and the poultry 
system becomes more 
resilient and less dependent 
on outside suppliers.
Y3 Q3 QSR: 1. AMBUVET and EL-BETH have


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system becomes more 
resilient and less dependent 
on outside suppliers.
Y3 Q3 QSR: 1. AMBUVET and EL-BETH have 
inditated interest in vaccine 
importation. 
2. There has been a noticeable shift in 
AMBUVET's engagement approach, 
characterised by less constructive 
communication with Propcom+ staff.
3. The dispute between Dan Hassan 
and the Katsina State ministry of 
Livestock which had put the 
implementation of the CAHW/VPP 
model of the last mile vaccine delivery 
on hold, has been resolved
1. it increases vaccine 
supply
2. This has made routine 
coordination more difficult 
and if it persists, could 
adversely affect monitoring 
processes and the timely 
achievements of project 
milestones
3. increased service delivery 
to small holder farmers at 
the last mile.
there should be


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milestones
3. increased service delivery 
to small holder farmers at 
the last mile.
there should be 
disucssions between 
AMBUVET and Propcom+ 
management towards 
resolving any underlying 
issues


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Date of context 
reflection or 
review
Has the economic context significantly 
changed in any way?
What are the implications for this 
intervention?
Y2 Q3 QSR: 
27/01/25
Inflation Higher prices of vaccines and service 
delivery discourages SHFs from buying 
vaccination services.
Lack of SHF patronage is making 
CAHW/VPPs considering discountinuing 
provision of vaccination services
Y2 Q3 QSR: 
27/01/25
Currency devaluation VPCs are buying less quantities of 
vaccines at higher prices
Y2 Q3 QSR: 
27/01/25
Donor funded programmes and state 
govt are using DOV model to reach 
farmers
This distorts the market especially 
inhibiting SHFs to pay for vaccination 
services
Y2 Q3 QSR: 
27/01/25
CAHW/VPP creating organized 
structures for promotion of business 
interests, like bulk purchase of


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27/01/25
CAHW/VPP creating organized 
structures for promotion of business 
interests, like bulk purchase of 
vaccines
CAHW/VPP taking adaptation initiatives 
supports the sustainability of the DOV 
model
Y3 Q1 QSR: 
23/06/25
CAHWs/VPPs creating sensitization 
and awareness across rural 
communitites to boost market and 
make profit 
Rural entreprenuers are taking ownership 
of the model to push vaccines and make 
profit, since the model is a sustainable 
venture 
Y3 Q2 QSR: 
22/07/25
High cost og vaccines National Veterinary Research Institute 
(NVRI) has significantly increased vaccine 
prices by almost 200%, posing 
affordability challenges for market actors 
Page-9: Contextual Change Tracker (PESTLE)
Significant changes in the operating context and their implications for future action


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Significant changes in the operating context and their implications for future action
ECONOMIC CHANGES


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Y3 Q3 QSR: 
12/01/26
1.Budget allocations has been 
approved for the Kano and Jigawa 
ministries of livestock development 
with Kano having N18.8B and Jigawa 
having N17B in spendings
2. It shows government commitment to 
improving the livestock sector
Date of context 
reflection or 
review
Has the technological context 
significantly changed in any way?
What are the implications for this 
intervention?
Y2 Q3 QSR: 
27/01/25
NVRI changed production of 50 dose 
vial to 100 dose vial
CAHW/VPP will need to aggregate more 
SHFs to dispense 100 dose vials
Y2 Q3 QSR: 
27/01/25
Use of social media by the CAHWs 
and VPPs to advertise their services
increased speed and reach of information, increase income due to an increase patronage of services
Y2 Q3 QSR: 
27/01/25


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increased speed and reach of information, increase income due to an increase patronage of services
Y2 Q3 QSR: 
27/01/25
the use EVs as alernative source of 
transportation for CAHWs/VPPs
lower operating costs potentially making 
service provision more affordable over 
time.
Y3 Q1 QSR: 
23/06/25
the adoption of solar refrigration over 
conversional fridges to store and 
maintain vaccine cold-chain
Lower cost of power supply for rural 
distributors and the reduction of green 
house gas emision 
Y3 Q1 QSR: 
23/06/25
Y3 Q3 QSR: 
12/01/26
1. The introduction of TELE-VET Lagos, 
Nigeria,s first government launched 
tele-veterinary call center
Potential for scaling to improve service 
delivery
TECHNOLOGICAL CHANGES


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Date of context 
reflection or 
review
Has the environmental context 
significantly changed in any way?
What are the implications for this 
intervention?
Y3 Q1 QSR: 
23/06/25
  
   
   
   
   
   
   
   
   
Date of context 
reflection or 
review >>>
Has FCDO's commitment or interest 
in this intervention significantly 
changed in any way?
What are the implications for this 
intervention?
Y2 Q3 QSR: 
27/01/25
No Continuous support to Vet pharm 
companies 
Y2 Q3 QSR: 
27/01/25
Yes An increase in streams of income for the 
CAHWs/VPPS will ensure the 
sustaianability of this intervention
Y3 Q1 QSR: 
23/06/25
No Continous support to partners will boost 
the integration of rural entreprenuers to 
improve their livlihood 
No Smallholder farmers will access vaccines,


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the integration of rural entreprenuers to 
improve their livlihood 
No Smallholder farmers will access vaccines, 
whilst there will timley vaccine delivery 
FCDO'S PRIORITIES
ENVIRONMENTAL CHANGES


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Y3 Q2 QSR: 
23/07/25
No Use the success story to pitch to new/ 
potential partners 
Y3 Q2 QSR: 
23/07/25
No Rural entreprenurs will have more income 
in serving smallholder farmers


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What do we need to change?
Integrating CSA technologies in the 
delivery of vaccination services
Y2 Q3 QSR: 
27/01/25
Creating awareness for paid vaccination 
by SHF and completing vaccination 
schedules
Use evidence to trigger creation of 
similar cooperatives in other states
Y3 Q1 QSR: 
23/06/25
Nothing, because they are already 
taking owenership of the model to build 
their business venture 
Monitor the impact of high vaccine 
prices on animal health service delivery 
and demand across implementing state
Page-9: Contextual Change Tracker (PESTLE)
Significant changes in the operating context and their implications for future action
ECONOMIC CHANGES


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Y3 Q2 QSR: 
29/09/25
Y3 Q3 QSR: 
12/01/26
What do we need to change?
adopt a more Dynamic approach 
incorporating social media into our 
communication strategy
adapt to the new technology.
Scale the innovation to other 
geographical locations by providing 
evidence to other rural distributors 
exploring adoption within partner states
TECHNOLOGICAL CHANGES


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What do we need to change?
 
 
 
 
 
 
 
 
 
What do we need to change?
N/A
N/A
N/A
N/A
FCDO'S PRIORITIES
ENVIRONMENTAL CHANGES


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Headlines
For Plenary Presentation & Discussion and Quarterly Reporting:
From what you have learnt across all six categories, what was 
the most significant change in the context for this intervention 
during the period under review?
The formation of cooperative societies among CAHWs/VPPs in 
Jigawa and Gombe state has created a good synergy between 
the micro-entrepreneurs. These cooperatives have enabled 
members to provide financial support to one another and further 
consolidate their businesses (e.g. bulk purchase of vaccines). 
This organic development underscores the importance of 
fostering collaborative relationships and community led 
initiatives within the implementation of programme 
interventions.
1, A significant contextual shift during the period under review


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interventions.
1, A significant contextual shift during the period under review 
was the emergence of El-beth's capacity-building training school 
for CAHWs/VPPs, which is providing fee-based training to 
enhance their business acumen. This development has the 
potential to profoundly impact the veterinary services market, 
promoting greater professionalism and sustainability among 
CAHWs/VPPs, and potentially altering the market dynamics. As 
a result, this new training opportunity may contribute to a more 
robust and competitive market, ultimately benefiting 
smallholder farmers and the livestock industry.
2. Also, a notable development during the period under review 
was GPAK's establishment of a regional office and solar-


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2. Also, a notable development during the period under review 
was GPAK's establishment of a regional office and solar-
powered vaccine hub in Kaduna state, strategically positioned to 
serve the northern region. This infrastructure upgrade has the 
potential to enhance the efficiency and effectiveness of vaccine 
distribution, while also promoting sustainable energy solutions.


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1. El-Beth and Ambuvets have indicated interest in vaccine 
importation. 
2 .HARAF intends to carry out a livestock market assessment at 
Gerei and Fufore, working closely with stakeholders to improve 
market access of agricultural produce. 
3. HARAF is working towards opening its own vaccine Hub
4. EL-Beth has started implementation of its training school to 
help train farmers on poultry and fish production, and CAHW's 
are trained on animal health practices, and has become a 
certified trainer for Industrial Training Fund (ITF)
 1. National Veterinary Research Institute (NVRI) has 
significantly increased vaccine prices by almost 200%, posing 
affordability challenges for market actors.


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For Plenary Presentation & Discussion and Quarterly Reporting:
Summarise the action you are going to take to address this
"Promote the cooperative model to the network of 
CAHWs/VPPs supporting programme partners in other states 
(Adamawa, Kaduna, Kano and Plateau)
We will enhance CAHWs/VPPs' livelihoods and cooperative 
sustainability by supporting management structure 
development through training (offered by veterinary 
pharmaceutical distribution companies) in governance, finance, 
and gender mainstreaming, ensuring a reduced reliance on 
government funding by implementing performance-based 
funding, community led decision making, and diversified funding 
sources. All of this will prioritize service provision and 
community impact.


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sources. All of this will prioritize service provision and 
community impact.
Aditionally, this model can be sustained by ensuring reliable 
access to affordable inputs and services while safeguarding 
against political interference through transparent financial 
management, community oversight, and direct farmer 
 1. We will leverage these developments by collaborating with 
El-beth's training school to enhance CAHWs/VPPs skills, utilizing 
GPAK's regional office and vaccine hub for strategic distribution, 
and strengthening partnerships to maximize program impact 
and explore opportunities for scale-up.


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1.a Facilitate linkage for Access to Finance to partners.
1.b Engagement with the relevant stakeholders on the outcome 
of the Review of Existing Policies, Regulations and 
Administrative Bottlenecks Affecting Vaccine Importation and 
Licensing in Nigeria Study, for further ease of livestock vaccine 
importation.
2.Provide HARAF with support to integrate market feedback 
during interaction with SHF
3. Providing TA support if required by El-Beth
 We will work to bring more big players into the model so that 
Local distributors and CAHWs/VPPs  are not overly dependent 
on NVRI vaccines alone. By doing this, we would encourage and 
create healthy competition, better supply options, and more 
affordable vaccines for smallholder farmers.


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For Plenary Presentation & Discussion and Quarterly Reporting:
What was the outcome of the action you took?
(for Y3 Q3 QSR)


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For Plenary Presentation & Discussion and Quarterly Reporting:
What did you learn from this?
(for Y3 Q3 QSR)


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Box #Results Chain Statement Status What changes have been 
made to this Box in the 
Results Chain and why?
<<< Date of 
changes 
made
Date of 
reflection or 
review >>>
Many more farmers achieve 
increased incomes (Indirect)
SHFs earn higher net income through 
the better productivity gains (Direct)
Many more farmers achieve reduced 
mortality, morbidity and better 
productivity (Indirect)
SHFs experience better productivity 
(flock size, egg, better meat quality) 
(Direct)
SHFs experience reduced mortality 
and morbidity in their flock or herd 
(Direct)
VDPs invest and expand their 
operations ...
EP2-I3
EP2
EP1
MP2
Page-8: Action Learning
EP3-I4
EP3
Significant changes as a result of our actions and their implications for future action


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VDPs record increased revenue and 
profits ...
Non-target farmers pay for 
vaccination and other animal health 
services (Indirect)
Non-partner actors (VPDs, 
CAHWs/VPPs, rural distributors)  
crowd in and start replicating 
CAHWs/VPPs busines model 
(Indirect)
Ongoing N/A N/A 28/01/2025MP-I1
MP1
MP2
MP-I2


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Actors (VPDs, CAHWs/VPPs, rural 
distributors) record profits from sales 
of vaccines and animal health 
products., and expand their 
investments
Ongoing N/A N/A 28/01/2025
23/06/2025
Smallholder farmers (male and 
female) purchase poultry/livestock 
vaccines and other animal health 
services (Direct)
Ongoing N/A N/A 28/01/2025
23/06/2025
MU2b
MU3


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More smallholder farmers (both male 
and female) demand 
poultry/livestock vaccines and other 
animal health services
ongoing N/A N/A 28/01/2025
23/06/2025
Rural distributors purchase and stock 
vaccines and other medicaments
Ongoing N/A N/A 28/01/2025
23/06/2025
CAHWs/VPPs offer vaccination and 
other animal health services to 
poultry/livestock farmers for a fee
ongoing N/A N/A
23/06/2025
MU1b
MU1a
MU2a


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CAHWs/VPPs purchase vaccines and 
other medicaments from the VPDs or 
through the rural distribution hubs
Ongoing N/A N/A 28/01/2025
23/06/2025
Actors carry out market activation 
campaigns to educate SHFs on the 
need to vaccinate their 
poultry/livestock
Ongoing N/A N/A
23/06/2025
VPD companies activate new rural 
distributors hubs and supply them 
vaccines and animal health products
Ongoing N/A N/A 28/01/2025
MU1a
MT3
MT2


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23/06/2025
VPD companies supply vaccines and 
products to existing and newly 
certified CAHWs/VPPs
Ongoing N/A N/A 28/01/2025
23/06/2025
VCN trains and certifies the new 
entrepreneurs to work as 
CAHWs/VPPs
Ongoing N/A N/A 28/01/2025
23/06/2025
VPD companies link the new 
entrepreneurs to the State actors and 
VCN for training
N/A 28/01/2025
P+ support VPD companies to train 
certified CAHWs/VPPs on good 
business management practices and 
entreprenurial skills
Ongoing N/A N/A 28/01/2025
23/06/2025
MT2
A5
A6
A7
MT1


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P+ support VPD companies to identify 
rural distributors (sales outlets/hubs) 
of veterinary products in target 
locations
Ongoing N/A N/A
23/06/2025
P+ support VPD companies to identify 
new entreprenuers interested in 
providing vaccination services
Ongoing N/A N/A 28/01/2025
23/06/2025
P+ support VPD companies to map 
out certified CAHWs/VPPs in target 
states
Ongoing N/A N/A 28/01/2025
23/06/2025
A4c
A4b
A5
A4a


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Propcom+ signs partnerships with 
selected veterinary pharmaceutical 
distribution (VPD) companies to scale 
the CAHW/VPP model
Ongoing N/A N/A 28/01/2025
23/06/2025
P+  works with shortlisted veterinary 
pharmaceutical distribution 
companies to co-create 
implementation plans
ongoing N/A N/A 28/01/2025
23/06/2025
Propcom+ Organize Animal  Health 
Investment forum to pitch 
CAHW/VPP business model to 
veterinary pharmaceutical 
distribution companies
completed N/A N/A 28/01/2025
Propcom+  to pitch CAHW/VPP 
business model to veterinary 
pharmaceutical distribution 
companies
23/06/2025
22/07/2025
A2
A1
A3


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What made this step in the 
Results Chain successful or 
not? (success factors)
What was the greatest 
challenge faced? and how 
was it overcome, or not?
What is the greatest new 
challenge emerging? and 
how was it discovered?
What are the implications of 
this for future activity?
Significant changes as a result of our actions and their implications for future action


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through the collaboration with 
the Jigawa state government, 
Kano state has adopted the 
model. Also, following the 
learning event, non partners 
have started expressed 
interest in adopting the model 
N/A N/A both public and private actors 
will crowdin to adopt the 
model


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A cordial relationship between 
actors was establsihed to 
ensure availablity of 
vaccines,costant distribution  
and profit maximaization 
scarcity / unavailability of 
vaccines was a challenge. 
What was done to overcome 
this to an extent was to  
encourage the exploration of 
alternatives source of 
vaccines by actors  
N/A the availability of vaccine will 
boost the profit 
maximaization of the actors 
Most of the partners are now 
expanding their businesses to 
new geographical locations, 
leveraging on the model to 
penetrate and make more 
profit 
Inadiquate power supply and 
the high cost solar 
refridgration for vaccine cold 
chain maintanance. This was 
overcomed by supporting to 
provide solar refridgrators to 
agrovet outlets through the 
CDEL grant and encouraging a


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overcomed by supporting to 
provide solar refridgrators to 
agrovet outlets through the 
CDEL grant and encouraging a 
lease to own model to access 
clean energy 
N/A the implication of this is that 
there will be vaccine failure, 
both the distributors and the 
CAHWs/VPPs will have losses 
and loose farmers credibility 
whilst small holders livestocks 
will be affected 
There was awareness created 
by CAHWs/VPPs across their 
communities which triggered 
an increase in demand for 
vaccination and other animal 
health services 
the greatest challenge faced 
was the routine free 
vaccination by the state 
government and it was 
overcomed by consistent 
awareness creation to the 
farmers on the need to 
properly complete vaccination 
the greatest challenge 
emerging is that SHF farmers


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farmers on the need to 
properly complete vaccination 
the greatest challenge 
emerging is that SHF farmers 
might not want to continue to 
pay for vaccination and 
animal health service as most 
states used free vaccination  it 
as a political leverage 
many farmers will not want to 
pay for vaccination and 
animal health services as they 
would assume the state 
government has taken care of 
the cost of services due to 
current economic condition 
Through the activation event, 
the demand for vaccines and 
other veterinary products by 
smallholder farmers from 
CAHWs/VPPs is increasing, as 
theirlivestock are healthy,  
flock sizes increases, whilst 
CAHWs/VPPs are increasing 
in income
Most small holder farmers 
had an idea that vaccinating 
their livestock actually kills


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in income
Most small holder farmers 
had an idea that vaccinating 
their livestock actually kills 
them, without knowing that 
their livestock were already 
down diseases. This was 
overcome by ensuring that 
smallholder of the importance 
of timely vaccination 
Smallholder farmers who are 
vaccinating their livestock will 
need access to larger market 
as their flock sizes keeps 
increasing. This was 
discovered from the field visit 
to some programe state  
The implication of this is that 
when smallholder farmers are 
selling their livestock, they 
don't make money and it will 
demotivate them from 
vaccinating their livestock.


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though community activation 
is yet to start,  CAHWs/VPPs 
are building the trust of SHF in 
their various communities, 
which as a result triggars 
demand  
There was slow acceptance of 
the services by SHF, but with 
the help of community and 
traditional leaders, and 
provision of branding 
materials by partners, it was 
overcomed  
N/A there will be increase in 
demand as partners will 
expand their reach and also 
provide branding materials for 
CAHWs/VPPs in various 
community
Small holder farmers who 
were not vaccinating their 
livestock are now adopting 
vaccination practices by 
seeing the result from early 
adopters within their 
communities 
Perception that all vaccination 
and other veterinary products 
are for free since the state 
government is providing


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Perception that all vaccination 
and other veterinary products 
are for free since the state 
government is providing 
annual free vaccination. This 
was overcomed by proper  
farmers education with 
evidence by partners 
N/A As smallholder farmers see 
the benefit of vaccinating 
their flocks, the demand for 
vaccines and other veterinary 
products will on high demand 
Facilitation of linkage 
between VPDs and rural 
distributors 
Shortage of vaccine supply, it 
was overcomed by 
encouraging distributors to 
uptake vaccines from 
alternative sources 
N/A N/A
Rural distributors has included 
other veterinary products 
they purcahse from VPDs
inadquate availability of 
vaccine supply continuos to 
be a challenge. There's an 
ongoing effort to link rural 
distributors  to other sources


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vaccine supply continuos to 
be a challenge. There's an 
ongoing effort to link rural 
distributors  to other sources 
of vaccines and veterinary 
products 
N/A N/A
Increase demand for services 
from SHFs, Incentives gotten 
from service provision, and 
sales incentives received from 
VPDs
Social norms and gender 
restirctions. This was 
overcomed by involving 
community stakeholders to 
create awareness through 
advocacy visit.
Communal clashes, 
unwillingness to pay for 
services by SHFs due to free 
routine vaccination by the 
state government. This was 
discovered through the 
stakeholders meeting 
Disruption of vaccine and 
service delivery to the 
affected communities, and 
farmers might not want to 
pay for services as it is 
assumed that it is free
Is the continous demand for


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farmers might not want to 
pay for services as it is 
assumed that it is free
Is the continous demand for 
vaccines and other veterinary 
products by small holder 
farmers for a fee, and the 
imput loan provided by the 
VPDs to CAHWs/VPPs to 
support their business 
Social norms and gender 
restirctions. This was 
overcomed by involving 
community stakeholders to 
create awareness through 
advocacy visit.
Communal clashes, 
unwillingness to pay for 
services by SHFs due to free 
routine vaccination by the 
state government. This was 
discovered through the 
stakeholders meeting 
Disruption of vaccine and 
service delivery to the 
affected communities, and 
farmers might not want to 
pay for services as it is 
assumed that it is free


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Facilitation of linkages 
between VPDs, rural 
distributors, and the 
CAHWs/VPPs using the B2B 
and B2C model 
Shortage of vaccine supply, it 
was overcomed by 
encouraging the VPDs to 
uptake vaccines from 
alternative sources 
N/A N/A
CAHWs/VPPs are now linked 
to rural distributors where 
they access constant vaccines 
and other veterinary product, 
leading to increase in income
inadquate availability of 
vaccine supply. This was 
overcomed by linking 
CAHWs/VPPs to other sources 
of vaccines and veterinary 
products 
Banditery and communal 
clashes continues to be a 
great challenge to 
CAHWs/VPPs in providing 
vaccination and other 
veterinary services in some 
programme communities 
Displacement of small holder 
farmers and CAHWs/VPPs will 
lead to  decrese in demand for


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programme communities 
Displacement of small holder 
farmers and CAHWs/VPPs will 
lead to  decrese in demand for 
vaccines and other veterinary 
services
N/A N/A N/A N/A
VPDs are now gaining robust 
market shares, farmers are 
now using vaccines/vetinary 
products
Farmer have low appitite to 
pay for vaccination as they 
are already used to state 
government annual free 
vaccination.
Through the model, Partner 
have now bundle other 
animal health services to push 
demand for vaccine and other 
N/A N/A
Supported VPDs to identify 
rural distributors 
the greatest challenge faced 
was power supply, and 
inadquate knowledge on 
vacccine handling. What was 
done to overcome this was to 
facilitate access to solar 
refridgeration and capacity 
building on vaccine handling.


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done to overcome this was to 
facilitate access to solar 
refridgeration and capacity 
building on vaccine handling.  
After the installation of solar 
fridges, some of the 
distributors had issues with 
installations which were still 
N/A N/A


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VPDs are leveraging existing 
distribution channel to ow 
push other veterinary 
products aside vaccines 
the greatest challenge faced 
was power supply, and 
inadquate knowledge on 
vacccine handling. What was 
done to overcome this was to 
facilitate access to solar 
refridgeration and capacity 
building on vaccine handling.  
After the installation of solar 
fridges, some of the 
distributors had issues with 
installations which were still 
N/A N/A
Partnership with VPD, 
facilitation of linkage between 
VPDs, CAHWs/VPPs
Shortage of vaccine supply, it 
was overcomed by 
encouraging the VPDs to 
uptake vaccines from 
alternative sources 
Communal clashes in Jigawa 
state. This was discovered 
through stakeholders 
it will lead to distruption of the 
supply chain in those location,


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state. This was discovered 
through stakeholders 
it will lead to distruption of the 
supply chain in those location, 
and service provision by 
CAHWs/VPPs
Partners contuines to provide 
vaccines and other veterinary 
products to CAHWs/VPPs 
through established network 
of distributors 
inadiquate cold storage 
facility to maintain vaccine 
cold chain, it was temporary 
overcomed by encouraging 
CAHWs/VPPs to take their 
vaccines to primary health 
care center in their location 
Banditery and communal 
clashes continues to be a 
great challenge to 
CAHWs/VPPs in providing 
vaccination and other 
veterinary services 
Smallholder farmers and 
CAHWs/VPPs will relocate 
from their communities, 
leading to decrease demand 
on vaccines usage 
Collaboration with jigawa 
state to train CAHWs


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leading to decrease demand 
on vaccines usage 
Collaboration with jigawa 
state to train CAHWs 
After the training, there was 
delay in receiving certificate. 
What we did was to follow up
N/A N/A
N/A N/A N/A N/A
N/A N/A N/A N/A
Partnership with VPDs  in 
training CAHWs/VPPs on 
good business management 
and entreprenurial skills 
N/A N/A CAHWs/VPPs will become 
more business inclined, 
having the undersanding of 
basic business practices Partners are supporting 
CAHWs/VPPs by providing 
business start-up loan as part 
of the training on good 
business management and 
entreprenurial skills 
N/A N/A CAHWs/VPPs will only 
become more business 
inclined but has the potencial 
of establsihing agro-vet outlet


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VPDs were supported by P+  
in identifying rural distributors 
as last-mile distributors  in 
target locations 
N/A N/A More rural disributors are 
limked with VPDs, vaccines 
and other veterinary products 
are available at the last-mile 
VPDs are leveraging exisiting 
distributors and activating 
new distributions channels 
beyound target locations 
N/A N/A More business opportunities, 
sales and profit for partners, 
rural distributors to push 
products at the last-mile 
Rural entreprenuers identified 
through community and 
advocacy visit to target rural 
communities 
Selection process is influenced 
by community/religious 
leaders, the was overcomed 
by raising the selection criteria 
N/A Availability of vaccines and 
other verterinary products at 
the last-mile, more rural


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N/A Availability of vaccines and 
other verterinary products at 
the last-mile, more rural 
entreprenuers are engaged 
and are making profit for 
services provided There is crowding in/interest 
of potential CAHW/VPPs to 
work as rural entreprenuers 
for patners because of the 
entreprenuers opportunity of 
the model. VPDs are pitching 
the model to new/potential 
CAHW/VPPs
Selection process is 
continually being influenced 
by community/religious 
leaders, the mitigation plan to 
overcome this is to continually 
raise the selection criteria 
N/A Small holder farmers will 
continue to access vaccines 
and other vetinary products at 
the last miles whilst the rural 
entrepreneur keeps making 
profits.
Collaboration with target state 
ministry of 
Agriculture/livestock to map


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entrepreneur keeps making 
profits.
Collaboration with target state 
ministry of 
Agriculture/livestock to map 
out certified CAHWs/VPPS 
The mapping and selection  of 
certified CAHWs and VPPs in 
collaboration with the State 
Ministry of 
Agriculture/Livestock is 
politically influennced  the 
preferences of key 
stakeholders.
CAHWs/VPPs are used by the 
state governments to provide 
free vaccinations to farmers. 
Subsequently, when 
CAHWs/VPPs want to provide 
services for a fee, the farmers 
are not willing to pay because 
they assume the vaccines are 
already paid for by 
This will lead to demotivation 
of CAHWs/VPPs to provide 
services which might affect 
the sustainability of the model 
Partners are leveraging on the 
existing CAHW/VPP to expand 
their market reach.


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the sustainability of the model 
Partners are leveraging on the 
existing CAHW/VPP to expand 
their market reach.
The mapping and selection  of 
certified CAHWs and VPPs in 
collaboration with the State 
Ministry of 
Agriculture/Livestock is 
politically influennced  the 
preferences of key 
Communal clashes and 
banditry has been a challenge 
limiting CAHW/VPPs to 
provide services
This will lead to relocation of 
SHF, CAHWs and VPPs 
thereby distrubting service 
delivery and access to 
vaccines and vetenary 
products.


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VPDS are investing in and 
supporting the scaling of the 
last-mile delivery model, they 
also use  the model to push 
their products and expand 
their reach, aligning with their 
business interests.
N/A N/A More VPDs will adopt the 
model to leverage 
opportunities for product 
promotion and market 
expansion.
VPDS are investing in and 
scaling of the last-mile 
delivery model by leveraging 
the model to diversify to other 
businesses (e.g meat 
processing center).
N/A N/A Partner will expand their 
business portfolio
P+ works with shortlisted 
VPDs to co-create tailored 
implementation plans, 
fostering buy-in and 
practicality.
N/A N/A P+ to replicate and scale the 
co-creation model with more 
VPDs
Partners are now adopting the 
implementation plans as part 
of their daily activitities


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VPDs
Partners are now adopting the 
implementation plans as part 
of their daily activitities
N/A N/A Partners will levearge the 
model as means of pushing 
other vetinary products
clarity of the CAHWs/VPPs 
business model and its 
potential benefits to the 
distribution companies.
skeptical about the 
CAHWs/VPPs models 
profitability or sustainability. 
It was overcomed by de-
risking with potencial partners 
N/A P+ and VPDs refine the model, 
and expand and  increase 
impact.
We are pitching the model to 
new/potential partners on an 
individual basis and we use 
programme result as 
evidence during the pitch.
Some partners are skeptical 
about the model and will 
require more convincing 
Some Non-Partners expect 
the programme to drive the 
model with minimal 
contribution from them.


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Some Non-Partners expect 
the programme to drive the 
model with minimal 
contribution from them.
This was discovered through 
learning events and some 
knowledge products.
There is need to intensify 
communication on the 
commercial viability without 
programme support.
we continue to pitch the 
model to potencial potencial 
partners on an individual basis 
and we have continued to use 
programme result as 
evidence during the pitch 
Most partners still see the 
model


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What changes are you 
planning to make to the 
Results Chain or workplan for 
next quarter?
Responsibility?By when? Was it done?
Y2 Q3 QSR: 
27/01/25
Y3 Q1 QSR: 
23/06/25
Significant changes as a result of our actions and their implications for future action


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N/A N/A N/A N/A Y3 Q3 QSR: 
12/01/26
N/A N/A N/A N/A
enagage P3 to finalized the  N/A N/A N/A
N/A N/A N/A N/A


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N/A N/A N/A N/A
N/A N/A N/A N/A
N/A N/A N/A N/A
N/A N/A N/A N/A
Include conflict risk training as 
CAWHs/VPPs capacity 
building to enhance 
mitigation, and improve 
CAHWs/VPPs marketing skills 
Partners/P+ March 25th 2025 N/A
Include conflict risk training as 
CAWHs/VPPs capacity 
building to enhance 
mitigation, and improve 
CAHWs/VPPs marketing skills 
Partners/P+ N/A N/A


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N/A N/A N/A N/A
Conflict risk training that 
brings in local perspectives to 
strenthen or enhance 
mitagation  
P+ 20/03/2025 N/A
capacity building for 
smallholder farmers on the 
importance of vaccination 
P+ N/A N/A
N/A N/A N/A N/A
N/A N/A N/A N/A
N/A N/A N/A N/A
N/A VPDs/Propcom+N/A N/A
N/A VPDs/Propcom+N/A N/A


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N/A VPDs/Propcom+N/A N/A
N/A VPDs/Propcom+N/A N/A
N/A VPDs/Propcom+N/A N/A
N/A N/A N/A N/A
N/A N/A N/A N/A
N/A N/A N/A N/A


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N/A N/A N/A N/A
N/A N/A N/A N/A
N/A N/A N/A N/A
N/A N/A N/A N/A
N/A N/A N/A N/A
The method of pitching the 
model to businesses has been 
expanded from investment 
forum only to other forms of 
pitching the model. 
N/A N/A N/A


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Headlines
From what you have learnt across all the Boxes in the Results Chain, 
what worked well on this intervention during the period under review, 
and MOST IMPORTANTLY WHY? (i.e. what's the main LESSON we 
have learnt that could benefit others?)
For Plenary Presentation & Discussion and Quarterly Reporting:
1. Smallholder farmers now purchase poultry/livestock vaccines and 
other animal health services because of the awareness created by 
CAHWs/VPPs across their communities which triggered an increase in 
demand for vaccination and other animal health services. + The model, 
which leverages Community Animal Health Workers (CAHWs) and 
Veterinary Paraprofessionals (VPPs), has proven effective in reaching 
smallholder farmers in rural areas and has opened new market


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smallholder farmers in rural areas and has opened new market 
opportunities for VPDs, which was considered a high-risk venture, yielded 
impressive results and demonstrated the potential for growth. VPDs are 
now willing to invest in the model.
2. Non-partner actors (VPDs, CAHWs/VPPs, rural distributors, 
governments) are beginning to crowd in and start replicating 
CAHWs/VPPs business model (Indirect) having seen the viability of the 
model. + Collaboration with state actors is a quick way to catalyse last-
mile delivery of vaccines and other animal health products and services. 
The partnership with the Jigawa state government is triggering the 
adoption of the model by other state governments and non-partner 
actors e.g. Kano State. Also, after the learning event, more non-partners


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actors e.g. Kano State. Also, after the learning event, more non-partners 
have started expressing interest in adopting the model.
3. Through this model, VPCs have strengthened their collaborative 
relationship with rural distribution channels such as agrovet dealers and 
CAHWs/VPPs, thus bringing critical products and services closer to 
farmers at the last mile. + Additoinally, The model has enabled 
individuals to earn a performance based income between 75,000 and 
100,000 per month, while also driving a 20% increase in sales for partner 
veterinary pharmaceutical companies, moving from 35% to 55%.
1. The partnership with VPDs has enabled them to expand their 
businesses into new geographies, increasing market share and


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businesses into new geographies, increasing market share and 
profitability while also penetrating rural communities. Notably, VPDs are 
providing start-up loans to CAHWs/VPPs, enabling them to establish their 
businesses and increase their capacity to deliver vaccines. Furthermore, 
VPDs are diversifying their business models beyond vaccine distribution 
(e.g training CAHWs for a fee), demonstrating sustainability and 
potential for long term impact. This has happened because there is 
increasing demand for vaccination and other animal health services
2. A notable outcome of this model is the expansion of rural distributors' 
businesses, with many expanding their product lines beyond vaccines to 
include other veterinary products and even animal feed. This shift


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include other veterinary products and even animal feed. This shift 
demonstrates the potential for sustainable business growth and 
increased impact in rural areas, as distributors leverage their existing 
networks and infrastructure to meet broader animal health needs. 
Why?: There is a ready poultry and livestock market that is 
commercially viable. Farmers understand that a reduction in mortality 
will help them make more profit
3. The activation event has triggered a positive feedback loop, where 
smallholder farmers' demand for vaccines and veterinary products from 
CAHWs/VPPs is growing as their livestock health improves and flock 
sizes expand. This, in turn, is driving increased income for CAHWs/VPPs, 
creating a sustainable business model that benefits both farmers and


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creating a sustainable business model that benefits both farmers and 
community-based entrepreneurs.
Why?: CAHWs have taken ownership of the awareness creation to 
create demand for vaccines and other animal health services. These 
awareneess creation by the CAHWs is a step further from what P+ and 
the VPDs started and underscores sustainability
4. Social proof is driving behavior change among smallholder farmers, as 
they observe the tangible benefits of vaccination practices among early 
adopters in their communities. This peer-to-peer influence is fostering a


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1. Partners are now replicating the last-mile delivery model across all its 
operational states, training state representatives to integrate 
CAHWs/VPPs model in their business structure. For example, Green 
Pastures was supported to build the capacities of his staff across all the 
states where they have operations to integrate last-mile distribution as a 
way to move their products
Why?
They have seen that the model works, and are reaping strong business 
value in iit. This will in turn see allow more farmers to have consistent 
access to services because it’s now part of how companies operate.
2. El-Beth has spotted a business opportunity in locally producing small 
incubators and will work through CAHWs and VPPs as service providers,


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incubators and will work through CAHWs and VPPs as service providers, 
offering the incubators on instalments to make them more affordable 
and accessible for smallholder farmers.
smallholder farmers gain affordable access to hatching services, 
CAHWs/VPPs grow their businesses, and the poultry system becomes 
1. The partnership with VPDs has enabled them to expand their 
businesses into new geographies, increasing market share and 
profitability while also penetrating rural communities. Notably, VPDs are 
providing start-up loans to CAHWs/VPPs, enabling them to establish their 
businesses and increase their capacity to deliver vaccines. Furthermore, 
VPDs are diversifying their business models beyond vaccine distribution 
(e.g training CAHWs for a fee), demonstrating sustainability and


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(e.g training CAHWs for a fee), demonstrating sustainability and 
potential for long term impact. This has happened because there is 
increasing demand for vaccination and other animal health services
2. A notable outcome of this model is the expansion of rural distributors' 
businesses, with many expanding their product lines beyond vaccines to 
include other veterinary products and even animal feed. This shift 
demonstrates the potential for sustainable business growth and 
increased impact in rural areas, as distributors leverage their existing 
networks and infrastructure to meet broader animal health needs. 
Why?: There is a ready poultry and livestock market that is 
commercially viable. Farmers understand that a reduction in mortality 
will help them make more profit


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commercially viable. Farmers understand that a reduction in mortality 
will help them make more profit
3. The activation event has triggered a positive feedback loop, where 
smallholder farmers' demand for vaccines and veterinary products from 
CAHWs/VPPs is growing as their livestock health improves and flock 
sizes expand. This, in turn, is driving increased income for CAHWs/VPPs, 
creating a sustainable business model that benefits both farmers and 
community-based entrepreneurs.
Why?: CAHWs have taken ownership of the awareness creation to 
create demand for vaccines and other animal health services. These 
awareneess creation by the CAHWs is a step further from what P+ and 
the VPDs started and underscores sustainability


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awareneess creation by the CAHWs is a step further from what P+ and 
the VPDs started and underscores sustainability
4. Social proof is driving behavior change among smallholder farmers, as 
they observe the tangible benefits of vaccination practices among early 
adopters in their communities. This peer-to-peer influence is fostering a


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1.El-Beth and Ambuvets have indicated interest in vaccine importation.
2.HARAF intends to carry out a livestock market assessment at Gerei 
and Fufore, working closely with stakeholders to improve market access 
of agricultural produce. 
3. HARAF is working towards opening its own vaccine Hub
4.EL-Beth has started implementation of its training school to help train 
farmers on poultry and fish production, and CAHW's are trained on 
animal health practices
5.The dispute between Dan Hassan and the Katsina State Ministry of 
Livestock has been resolved.
6. There has been a noticeable shift in AMBUVET's engagement 
approach, characterised by less constructive communication with 
Propcom+ staff.
7. El-beth has emerged Industrial Training Fund (ITF) certified trainer.


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What didn't work so well, and WHY? (i.e. what's the main 
LESSON we have learnt from what didn't work so well, 
that we would have done differently in retrospect, for the 
benefit of next time, and others?)
Summarise the action you have taken or are going to take going 
forward (i.e. ADAPTATIONS: changes to your intervention 
strategy, results chain and/or planned activities) based on what 
worked and/or what didn't work so well
For Plenary Presentation & Discussion and Quarterly Reporting:
1. The training and certification of CAHWs by VCN did not 
work well because of the delay in receiving certificate 
which has resulted in credibility issues. + Additionally, the 
provision of motorbikes and kits by Jigawa state 
government provided a level of credibility to the CAHWs


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provision of motorbikes and kits by Jigawa state 
government provided a level of credibility to the CAHWs 
in the state. However, this has the potential to benefit 
political groups/entrepreneurs with political backing, 
significantly leading to the exclusion of other groups.
2. The routine free vaccination services by government is 
distorting the market and impacting paid demand for 
vaccines by smallholder farmers.
3. The solar refrigerators that the partners supplied some 
agrovet dealers (3 in Jigawa state) did not work well 
because the capacity of the solar panels could not 
adequately cool the refrigerators. + Additiionally, poor 
power supply in some areas which affected the storage 
and preservation of vaccines by agrovet dealers who 
were not equipped with solar refrigerators.


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and preservation of vaccines by agrovet dealers who 
were not equipped with solar refrigerators.
1. Having seen that the awareness created by the CAHWs is 
yielding results, this provides the needed proof to intensify 
community sensitization to catalyse demand for vaccines and other 
animal health products and services. + To build a credible market 
system, the need to strengthen the relationship between VCN and 
program partners to streamline the CAHW certification process, 
ensuring timely certificate issuance and resolving existing credibility 
issues. + Understanding that the state government's direct 
provision of resources exists, we will focus on promoting a fair 
market system for CAHWs by developing mechanisms that reduce


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market system for CAHWs by developing mechanisms that reduce 
bias, mitigate political influence, and foster equitable competition. 
2. Intensify awareness among farmers on the importance of 
investing in paid vaccination to protect their poultry and livestock 
from disease outbreaks. This will include design and dissemination 
of IEC materials that enable them to become aware and track the 
routine vaccination e.g. through vaccination cards. + Generate and 
disseminate programme evidence and resources to promote 
crowding in by non partners including other state governments. + 
Also, to overcome market distortion from free vaccinations, we 
should use a public private partnership to channel and support 
CAHWs/VPPs in a way that supports their performance based


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CAHWs/VPPs in a way that supports their performance based 
delivery model. + Manage the conflict between displaced staff and 
CAHWs/VPPs by offering displaced ad-hoc staff the opportunity to 
become CAHWs themselves, alongside open communication, 
retraining, clear roles, and community engagement to ensure a fair 
and collaborative transition to the new vaccination strategy. + The 
PPP framework will link last-mile service by creating a system 
where private sector resources and products are channeled through 
performance based CAHWs/VPPs, fostering a sustainable delivery 
model that benefits both the public sector goals and the 
commercial viability of the private sector.
3. In replicating this model, there is need for partners to strengthen


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commercial viability of the private sector.
3. In replicating this model, there is need for partners to strengthen 
their rural distribution channels by deploying renewable energy 
solutions where possible, in order to bring animal products and 1. A key challenge encountered was the conflict created 
when the same CAHWs/VPPs who provided free 
government vaccination services to farmers were then 
expected to offer similar services for a fee. 
Why?: The main reason is that this dual role created 
confusion and mistrust among farmers, who assumed 
that the vaccines were still being provided for free. 
1, To upscale the model, we will scale the CAHWs/VPPs model by 
supporting partners to expand their businesses into new 
geographies, building on the success of the existing network and


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geographies, building on the success of the existing network and 
leveraging the momentum generated by community sensitization 
efforts. Additionally, we will focus on strengthening the market 
system by promoting a fair and competitive environment, 
mitigating distortionary effects, and fostering equitable 
competition, to ensure the long-term sustainability of the 
veterinary services market.
2. Field visits to program states revealed a growing demand for 
larger markets among smallholder farmers who are vaccinating 
their livestock, driven by increasing flock sizes. This insight 
highlights the need to expand market access and opportunities for 
these farmers, enabling them to sell their livestock and products 
more effectively. To address this need, we can explore strategies to


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more effectively. To address this need, we can explore strategies to 
connect smallholder farmers to larger markets, such as linking 
them with bigger buyers, improving market infrastructure, or 
providing training on market access and trade.
3. Through learning events and knowledge products, it became 
clear that some non-partners hold expectations that the program 
will drive the model with minimal contribution from them. This 
highlights a need for clearer communication and expectation-
setting around the roles and responsibilities of all stakeholders, 
including non-partners, to ensure collaborative progress and 
sustainability of the model.


