Green Gold project Component 3 - Extension service

1.
Green Gold Phase IV: Component 3
Agricultural Extension Service to Provide
Practicable Knowledge for the Herders
February 2, 2015
Annual Progress Report 2014

2. 1
Contents
Abbreviations ......................................................................................................................................... 3
Basic Information ................................................................................................................................... 4
General data of the component and phase ........................................................................................ 4
Strategic Review and Outlook ............................................................................................................... 4
Main results achieved and implementation performance of the component ................................... 4
Main steering implications for the next period of interventions ....................................................... 4
1. Introduction .................................................................................................................................... 5
1.1 Short description of the component and its intervention strategy ........................................ 5
1.2 Update of the stakeholder analysis ........................................................................................ 5
1.3 Evolution of the context (in particular political risks and opportunities) ............................... 5
1.4 Strategic link to outcomes of Cooperation Strategy/MTP and/or outcomes at country level
5
1.5 Eventual indication of bilateral or multilateral issues for policy dialogue ............................. 5
2. Outcomes achieved in 2014 ........................................................................................................... 6
2.1 Description of achievement in 2014 of outcome indicators measured against baseline and
target values (if available) and reflecting quantitative and qualitative dimensions of the
achievement. ...................................................................................................................................... 6
2.2 Critical and transparent assessment of outcome achievement or assessment of likelihood
to achieve the outcomes in the current phase if the outcome is not yet documentable. ................. 6
2.3 If feasible, present information on direct and indirect, positive and negative and
unintended effects of the intervention. ............................................................................................. 7
2.4 Information on progress of the implementation of SDC transversal themes on gender,
governance and human rights based on the monitoring results. ....................................................... 8
2.5 Illustration of the perspectives of involved stakeholders in the form of testimonies and/or
other illustrations of main results and outcomes achieved. .............................................................. 8
3. Outputs and Performance according to Yearly Plan of Operation 2014 .................................... 10
3.1 Summary of output delivery (tangible products such as goods and services) based on a
comparison with the planned outputs, and its contribution to outcomes ...................................... 10
3.2 Implementation constraints and ways to overcome them .................................................. 11
3.3 Eventual changes to main assumptions ................................................................................ 11
4. Finances and Management .......................................................................................................... 12
4.1 Percentage of budget spent vs. planned per outcome ......................................................... 12
4.2 Comments on budget deviations respectively over/under spending, and outlook for the
rest of the phase ............................................................................................................................... 12
4.3 Appraisal on how efficiently inputs were converted into outputs ....................................... 12
4.4 Reference to activities and brief explanations if there were major differences between the
executed and the planned activities ................................................................................................. 13

3. 2
4.5 Human Resources including Diversity Management and issues on the organisational level
that affected the management of the component ........................................................................... 13
5. Lessons Learnt .............................................................................................................................. 14
5.1 Good practice and innovations working with key partners, beneficiaries, interagency
collaboration, but also obstacles and difficulties ............................................................................. 14
5.2 If available, important findings from reviews and self‐evaluations ...................................... 14

4. 3
Abbreviations
AFPUG Aimag Federation of Pasture User Groups
APUG Association of Pasture User Groups
CSO Civil Society Organisation
DIA Department of Industry and Agriculture
HQ Headquarters
IRIM Independent Research Institute of Mongolia
ITL International Team Leader
MIA Ministry of Industry and Agriculture
MOFA Ministry of Food and Agriculture
MOI Ministry of Industry
MSUA Mongolian State University of Agriculture
MTR Mid‐Term Review
NAEC National Agricultural Extension Centre
NGO Non‐Governmental Organisation
PCU Project Coordination Unit
PIU Project Implementation Unit
PUG Pasture User Groups
UQ The University of Queensland
UQ ID UQ International Development group

5. 4
Basic Information
General data of the component and phase
Project: Green Gold
Phase: IV (November 2013 to December 2016)
Component: Agricultural Extension
Strategic Review and Outlook
Main results achieved and implementation performance of the component
 Herders increasingly perceive agricultural extension services as useful (51.6% in 2014 vs.
11.2% in 2013);
 Capacity to coordinate and deliver demand‐driven extension services is built at 3 aimags and
26 soums;
 Herder Service Centres as central soum‐level facilities for herder training and exchange
established in 20% of soums in Green Gold area;
 Extension cooperation agreements established between APUGs and AHBUs in 28% of soums
in Green Gold area;
 Trained herder‐to‐herder advisors available at 34% of PUGs;
 10 percent of PUG‐members engage in field‐based learning, advisory services and herder‐to‐
herder exchange;
 15 percent PUG‐members receive extension messages via printed and audio‐visual media;
 Extension services promote sustainable practices of pastoral livestock herding;
 44 herder women among PUG members engaging in collective processing of animal products.
Main steering implications for the next period of interventions
 Intensify dialogue with MOFA and DIAs and strengthen the linkage of the pilot intervention to
the Government extension system to facilitate delivery and funding of extension services by
local governments;
 Facilitate user‐financed extension service delivery by herder cooperatives coordinated by
APUGs;
 Define focal aimags and soums for enabling comparative outcome assessment at different
levels of intervention intensity in different areas;
 Include a gender dimension in the herder and exchange strategy and develop gender‐sensitive
extension media and messages for ensuring impacts on male and female herders;
 Establish a participatory monitoring and evaluation system as a mechanism to gauge needs
and demands at the herder level on a continuous basis;
 Maximise synergy with other Green Gold components and SDC‐funded projects through
collaborative planning and regular communication and exchange.

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1. Introduction
1.1 Short description of the component and its intervention strategy
The Agricultural Extension Component aims to “deliver useful knowledge and services to herders
(f/m)” through targeted interventions at the following tiers:
1) Strengthening the Government extension system;
2) Building capacities and structures for demand‐driven extension services;
3) Piloting demand‐driven extension services.
Key elements of the implementation approach include: Stakeholder consultation at central and
local levels; Training and mobilisation of master trainers, extension facilitators and herder
advisors; Establishment and operation of herder service centres at soums; Facilitation of herder
learning and exchange through experience sharing events and field‐based training; Production
and use of extension media and materials; and Participatory monitoring and evaluation.
1.2 Update of the stakeholder analysis
Key stakeholders of the component at the central level include MOFA (MIA until December 2014),
NAEC and MUSL (MSUA until December 2015). MOFA coordinates DIAs and NAEC. NAEC, while
lacking the mandate and budget of regular coordinating extension services at local levels, still
holds the mandate as the key actor in the Government extension system at the central level. MULS
is the head organisation of agricultural higher education and research.
At the aimag level, key stakeholders include AFPUGs as implementing partners of the component
and DIAs, in their function of coordinating AHBUs, as government partners. At the soum level,
both APUGs and AHBUs are implementing partners, with APUGs holding the responsibility for
administration of funds provided by the component.
The target population includes approximately 75 thousand herder households in 126 soums of 7
target aimags (Arkhangai, Bayankhongor, Bayan‐Ulgii, Gobi‐Altai, Khovd, Uws and Zavkhan) of
Green Gold, including 32 thousand herder households structured in 787 PUGs (as of 2014). In its
pilot year 2014, the component targeted approximately 9000 member households of 265 PUGs in
26 soums in Khovd, Uws and Bayan‐Ulgii aimags.
1.3 Evolution of the context (in particular political risks and opportunities)
The change of government in November 2014 involved the splitting of MIA in MOFA and MOI.
Agricultural extension may now take a more significant role within the strategic portfolio of MOFA
than of the former MIA. However, NAEC is about to cut half of its 26 staff positions and merge
with the Livestock Protection Fund, and AHBUs are possibly to lose one of the 3 staff positions. It
is unclear how these changes would affect the mandates and capacities of NAEC and AHBUs, which
are among the key stakeholders of the component at the central and local levels.
1.4 Strategic link to outcomes of Cooperation Strategy/MTP and/or outcomes at
country level
While specifically addressing the need for demand‐driven extension services for herders, the
component contributes to the following outcomes specified within the “Agriculture and Food
Security” domain of the Swiss Cooperation Strategy 2013‐2016: Improved productivity of farmers
and herders; and Improved livelihood security for herders and farmers.
1.5 Eventual indication of bilateral or multilateral issues for policy dialogue
The component did not identify issues of relevance for bilateral or multilateral dialogue in 2014.

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2. Outcomes achieved in 2014
2.1 Description of achievement in 2014 of outcome indicators measured against
baseline and target values (if available) and reflecting quantitative and
qualitative dimensions of the achievement.
Outcome 3: Demand‐driven extension service system is set up
Indicator Description Baseline
2013
Target 2014 Performance
2014
3.1. Perception of
usefulness of
extension services
by herders (f/m)
Percentage of responses
assessing extension services as
‘useful’ and ‘very useful’ in a
representative survey with
Green Gold target groups
11.2 30 51.6*
3.2. Perception by
local authorities
(f/m) of
usefulness of
extension services
sustainability of
livestock herding
Percentage of responses
assessing extension services as
‘useful’ and ‘very useful’ in a
survey with aimag and soum
government representatives in
the intervention area the
component
N/A 90 96.2**
* 2014 Annual monitoring survey for the SDC Cooperation Strategy 2013‐2016 by IRIM.
** 2014 Monitoring survey of the Green Gold Agricultural Extension Component.
The 2014 annual survey of IRIM confirms that agricultural extension services are increasingly
perceived by herders (f/m) as useful (46.6% in 2014 as compared to 9% in 2013) or very useful (5%
in 2014 as compared to 2.2% in 2013). Furthermore, the share of respondents with ‘no opinion’
on agricultural extension services was reduced from 86.9% in 2013 to 39.3%. This comparison
leads to the conclusion that the Green Gold Agricultural Extension Component, in its pilot year
2014, managed to meet the demands of herders for improved access to information, services,
technologies and markets, and learning and exchange opportunities.
The piloting of demand‐driven extension services by Green Gold also built awareness of the
usefulness of extension services among aimag and soum level authorities. The monitoring survey
of the component confirms that directors of DIAs and soum governors and heads of AHBUs in the
intervention area of 2014, who participated in the survey, largely perceive extension services as
useful for improving the sustainability of pastoral livestock herding.
2.2 Critical and transparent assessment of outcome achievement or assessment of
likelihood to achieve the outcomes in the current phase if the outcome is not
yet documentable.
The 2014 performance of the outcome indicator ‘Perception of usefulness of extension services by
herders (f/m)’ is to be considered with caution since an agricultural extension service system was
largely non‐existent in 2013. Many herders only became familiar with extension services through
the Green Gold pilot in 2014. Therefore, the 2014 performance of the indicator presents de facto
the baseline, with a high level of subjectiveness involved. This interpretation also applies to the
2014 performance of the outcome indicator 3.2 ‘Perception by local authorities (f/m) of usefulness
of extension services piloted by Green Gold’. Rather, the relatively high performance levels of both

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indicators in 2014 express the overall satisfaction of both herders and local authorities with the
introduction of extension services by Green Gold. Less subjective assessments involving critical
reflection on the approach and services piloted are expected in 2015, when both herders and local
authorities will have become more familiar with agricultural extension.
While the outcome assessment in 2014 reflected short‐term effects of the component, a
sustainability dimension with a practical approach of measurement is needed. The component
needs a stronger focus on establishing self‐sustaining extension services and its outcomes should
include an increase in the allocation of public and private funds to extension services. Hence,
outcome indicator 3.2 needs to be modified to measure public funds allocated for extension
services; and an additional indicator measuring private funds spent on extension services should
be integrated in the performance assessment of the component in 2015 and 2016.
The component engaged with DIAs in 3 aimags and AHBUs in 26 soums as local coordinators and
providers of Government extension services in its 2014 pilot intervention. However, the pilot
activities were mainly funded by Green Gold, with a rather insignificant contribution by herders.
In 2015 and 2016, co‐funding of extension services by local governments needs to be facilitated.
This is achievable, but requires intensive dialogue of the component with DIAs as well as MOFA.
In a best‐case scenario, aimag‐level frameworks for extension services within a national policy
framework, such as the “Mongolian Livestock” program, define the responsibility of the central
and aimag governments as a provider of funds for extension services while underlining the
supporting role of the component and the limited contribution of Green Gold funds for project‐
specific purposes.
Facilitation of private funding and delivery of extension services by the component is relatively
difficult, but feasible in the intervention area, in which herders are aware of the usefulness of
extension services and trained facilitators are available at APUGs. Most APUGs have established
herder cooperatives as their commercial arms, and many of these APUG‐based herder
cooperatives are operated on a self‐sustaining basis. The herder cooperatives are continuously
expanding and are starting to benefit from economies of scale. Hence, larger herder cooperatives
are placed in the best position to provide advisory services to their members and finance the
services with a small proportion of their surpluses. An initial dialogue facilitated by the component
in 2014 revealed that the APUG‐based herder cooperatives indeed are willing to spend funds on
delivery of information and advisory services.
2.3 If feasible, present information on direct and indirect, positive and negative and
unintended effects of the intervention.
A major effect of the pilot intervention was to strengthen the position of APUGs as competent
partners of soum governments. Funds for the pilot intervention were largely administered by
APUGs, and an extension cooperation agreement between the APUG and the soum government
was facilitated in each soum in the intervention area. The APUGs involved in the Green Gold
extension pilot are filling the gap left by a dysfunctional Government extension system and are
effectively assisting the soum governments in facilitating sustainable changes in livestock herding
practices and herder livelihoods. While project funding of extension services is of limited duration
and the responsibility for extension services is to be largely shifted to the soum governments, the
APUGs will still be valuable partners of Government extension services due to their facilitation
expertise, experiences with extension services and the community structures they coordinate.
Furthermore, the leaders of APUGs utilise their facilitation skills in managing herder cooperatives
and will potentially establish cooperative‐based advisory services.

9. 8
A further effect of the component in its pilot year was the initiation of a paradigm shift in the
agricultural extension system. Our Participatory Needs and Opportunity Assessment in early 2014
revealed that there was no clear definition of extension, but rather a common perception of
extension as the transfer of scientific progress and extension workers as professionals possessing
a high level of technical expertise. The component, on the other hand, introduced a concept
highlighting the role of extension services in the facilitation of access and opportunities to farmers
and herders. This perspective does not expect AHBU staff to be highly qualified experts, but
encourages them to facilitate the access to the expertise that is not locally available. It also
acknowledges that many herders already possess valuable indigenous knowledge that needs to
be shared with other herders through herder‐to‐herder exchange. The concept has been
implemented in the pilot intervention, engaging APUG and AHBU staff as facilitators and PUG
leaders as herder advisors to facilitate herder learning and exchange. The pilot continues to
demonstrate to local governments that, backed up by a support structure at the aimag level,
extension services at the soum level can be carried out with limited local capacity as well.
2.4 Information on progress of the implementation of SDC transversal themes on
gender, governance and human rights based on the monitoring results.
Two gender mainstreaming strategies were applied by the component in 2014: compliance with
a 30% quota for female participants in training and exchange activities, as far as they are not
specifically targeting men; and supporting collective actions of herder women to generate
additional incomes through processing of animal products such as milk and wool. The
performances were as follows: the share of female participants in training and exchange activities
varied between 20 and 35 percent, averaging at 25%; and 44 women were engaged in small‐scale
milk processing businesses, which were established in 3 soums.
2.5 Illustration of the perspectives of involved stakeholders in the form of
testimonies and/or other illustrations of main results and outcomes achieved.
Testimonies of different stakeholders, as noted in minutes of consultation meetings at central,
aimag and soum levels, are provided below.
“The field‐based training approach introduced by the component is the only effective way of
herder learning.”
B.Binye, Senior Specialist, Ministry of Food Agriculture
“We will continue to support the component with all the support we can provide as the pilot
intervention of the component is in full compliance with our goal to facilitate self‐sustaining
development of herder communities.”
Ch.Belegsaikhan, Director of the National Agricultural Extension Centre
“Many projects failed to improve on extension services in Mongolia because they did not engage
with the local governments. The strong engagement of soum governments in the Green Gold
extension pilot, on the other hand, significantly increases the probability of long lasting impacts
of the intervention.”
D.Davaadorj, Specialist of the National Agricultural Extension Centre
“With the support of the component, extension education will become a trademark of MSUA. I
have now understood that it is about making the graduates of MSUA able to apply their knowledge
in practice, regardless of where they work or what businesses they engage in.”

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B.Buyanzaya, Head of the Department of Academic Policy Coordination,
Mongolian State University of Agriculture
“In the socialist times, the leaders of kolkhozes and negdels not only were experts in livestock
management but also facilitated collective actions and knowledge transfer among herders. The
extension services piloted by Green Gold, as I see them, are reviving this tradition, and are
effectively managing to achieve sustainable results.”
Z.Luvsan, Director of the Department of Industry and Agriculture of Khovd aimag
“The Green Gold intervention in the extension service system has established the essential link
between policies for improving the sustainability of pastoral animal husbandry and the everyday
practices of herders.”
D.Oktyabri, Governor of Zereg soum, Khovd aimag
“While it has been assumed that herders are generally reluctant to learn and change the way they
have been doing things, I have understood through my engagement in the Green Gold extension
pilot that herders are actually eager to learn if only we give them the chance to experience
different practices and learn from each other.”
A.Gantulga, Animal breeding specialist of AHBU in Mankhan soum, Khovd aimag
“Through the innovation pilot and training activities supported by the component, herders are
now saving 15% of the costs of wool transportation”.
T.Altansukh, Head of the Association of Pasture User Groups of Must sum, Khovd aimag
“I appreciate the balance between training and awareness building activities aiming for long‐term
impacts and collective actions of herders with visible results such as forage cropping. Both are
important.”
O.Buyanjargal, Herder and PUG‐leader in Naranbulag soum, Uws aimag

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3. Outputs and Performance according to Yearly Plan of Operation
2014
3.1 Summary of output delivery (tangible products such as goods and services)
based on a comparison with the planned outputs, and its contribution to
outcomes
Indicator Baseline
2013
Target
2014
Performance
2014
Output 3.1. Framework of the Government Extension Service is streamlined.
Capacity to coordinate and deliver demand‐driven extension services is built at aimag and soum
levels.
Number of aimags with a team of qualified Master
Trainers (f/m=30/70)
0 3 3
% of soums with a team of qualified Extension
Facilitators (f/m=30/70)
0 25 28
Output 3.2. Relevant extension messages and services are elaborated, tested and used.
Pilot extension services in Green Gold areas promote sustainable practices of livestock and
rangeland management.
% of soums in GG area with Herder Service Centres
as central soum‐level facilities for herder training
and exchange.
0 20 20
% of PUGs applying photo point monitoring of
rangelands
0 5 8
% of PUGs adopted sustainable herd management
practices
0 1 1
Area of forage cultivation by PUGs, ha 15 60 85
% of PUGs contracted local vets 0 5 6
Number of herder women organised in groups
engaged in processing of animal products
0 30 44
% of APUG‐supported herder cooperatives involved
in training and advisory services by AFPUGs
0 25 26
Output 3.3. Herders are reached via the PUG system with relevant and tested extension
messages (f/m).
Extension services build the motivation and confidence of herders to apply sustainable practices of
rangeland and livestock management.
% of PUGs with trained herder‐advisors (f/m=30/70)
in total number of PUGs in GG area
0 15 34
% of PUG‐members (f/m=30/70) engaged in field‐
based learning, advisory services and herder‐to‐
herder exchange
0 10 12
% of PUG‐members (f/m=30/70) received extension
messages via printed and audio‐visual media
0 15 30
Output 3.4. Significant number of APUGs have cooperation agreements with AHBUs.
Extension cooperation between APUGs and the government system is institutionalised.
% of APUGs with extension cooperation agreements
with AHBUs
0 25 28

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3.2 Implementation constraints and ways to overcome them
Implementation constraints Ways to overcome them
Constraints at the central level
Imbalanced relationship between MSUA and NAEC:
MSUA as head organisation of agricultural research
vs. NAEC as a small agency with no authority to
coordinate DIAs and AHBUs
 Emphasise dialogue at MOFA‐level for
collaboration between MSUA and NAEC
Unsustainable leadership and frequent staff
turnover at NAEC
 Emphasise dialogue at MOFA‐level for
changes in the Government extension
system
Constraints at the local (aimag‐ and soum‐) level
Uncertainty of APUGs and AFPUGs beyond the
project
 Emphasise strengthening APUG‐based
cooperatives;
 Ensure strong involvement of the
government partners DIAs and AHBUs
Unsustainable leadership at aimag and soum
governments
 Emphasise dialogue at MOFA‐level for
changes in the extension system
Staff turnover at APUGs and AHBUs
 Ensure strong involvement of the
government partners DIAs and AHBUs;
 Build capacity of Master trainers to
train new personnel as extension
facilitators
Limited capacity of AFPUG and APUG staff in
agricultural development and extension
 Ongoing training in extension contents
and methods;
 Utilisation of human resources of the
existing government extension system;
 Building of further capacity
Limited expertise of experts at aimag and soum
levels
 Strong involvement of central‐level
experts in overall implementation of
local activities and in innovation pilots
in particular
3.3 Eventual changes to main assumptions
The geographic focus defined in section 2.3 of the tender document of the component was
corrected in consultation with the PCU in 2014. While the tender document defined 126 soums of
5 aimags (Bayan‐Ulgii, Gobi‐Altai, Khovd, Uvs and Zavkhan), Green Gold Phase IV targets Arkhangai
and Bayankhongor aimags as well, and the maximum number of soums eligible for Green Gold
support is 123 at a total of 130 soums in 7 aimags since the soums that the aimag centres located
in are not targeted by Green Gold.
While the component is still adhering to the initial proposal of targeting additional soums in Phase
IV of Green Gold, this needs to be coordinated with the PCU. The PCU, however, reported 92
target soums in 2014, and indicated that 92 soums are to be targeted again in 2015. The
component is currently in correspondence with the PCU to examine the expansion plan of Green
Gold for 2015 and 2016.

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4. Finances and Management
4.1 Percentage of budget spent vs. planned per outcome
Budget as per Financial proposal Percentage of budget spent
vs. planned per outcome
Outcome 3. Demand‐driven extension service system is set up. 34.1
Outputs 3.1. Framework of the Government Extension Service is
streamlined.
20.4
Output 3.2. Relevant extension messages and services are
elaborated, tested and used
19.5
Output 3.3. Herders are reached via the PUG system with
relevant and tested extension messages (f/m)
53.2
Output 3.4. Significant number of APUGs have cooperation
agreements with AHBUs
‐
4.2 Comments on budget deviations respectively over/under spending, and outlook
for the rest of the phase
A budget variation request of the component was approved by SDC in January 2015. Major
deviations include:
• Increase in the inputs of the expat International Team Leader (ITL) and local national
consultants as a result of the discontinuation of the services of the expat Participatory
Research and Extension Specialist;
• Increase in the budget for project management events due to unplanned contributions
to planning workshops organised by the Green Gold PCU;
• Increase in budget for use of mass media and promotional events;
• Increase in budget for exchange seminars/field days due to the strong need for field‐
based training at the PUG level that was identified by the diagnostic study;
• Reduced airfares and travel expenses;
• Reduced allocation for the “Establishment of Herder Service Centres” due to the fact that
herder training and information centres have already been established in some Green
Gold areas during the previous phase of Green Gold; and
• Adjustment (mostly reduction) of costs for training events based on actual expenses in
2014.
The approximate distribution of the budget is 30‐35% in 2013‐2014, 50‐55% in 2015 and 15‐20%
in 2016. The relatively small allocation of the budget for use in 2016 is in line with the Green Gold
policy to restrict interventions in 2016 due to the parliamentary elections to be held in June 2016;
followed by the Citizens’ Representative Khural elections at aimag and soum levels, where Green
Gold interventions can be misused or misinterpreted as election campaigns.
4.3 Appraisal on how efficiently inputs were converted into outputs
Overall budget efficiency: The budget of the component is managed by UQID in line with the
recommendations of SDC to: minimise inputs of international consultants, increase engagement
of domestic experts and maintain a high proportion of administered project funds. Accordingly,
22 percent of the total budget is spent on international expert inputs while the share of
administered project funds is near 50 percent. Administrative costs are kept at a substantially low
level through subcontracting arrangements with a local NGO.

14. 13
Cost‐efficiency of the pilot intervention: The pilot intervention of the component is informed by
the principle of demonstrating affordable approaches and methods of agricultural extension to
the Government of Mongolia. This principle is effectively put into practice through participatory
processes of designing and implementing field activities and by capitalising on the capacity of
APUGs to provide extension services with a high coverage at minimal costs through the PUG
system. The costs of the herder‐to‐herder learning and exchange strategy piloted in 265 PUGs in
2014, for instance, were in the range of CHF 1 per herder and event.
4.4 Reference to activities and brief explanations if there were major differences
between the executed and the planned activities
There have been no significant differences between the planned and the executed activities to
report.
4.5 Human Resources including Diversity Management and issues on the
organisational level that affected the management of the component
Human resources: The HQ staff consists of two members (f, m) and the PIU at the local
subcontractor Association for Sustainable Rural Development currently employs 2 full‐time staff
(f, m) and 3 part‐time staff (2f, 1m). In addition, two international experts (f, m), including the ITL,
and three national consultants (2f, 1m) are engaged on a regular basis.
Major issues on the organisation level:
• Dr Ann Waters‐Bayer, the Participatory Research and Extension Consultant originally
proposed in the component proposal, was replaced by Dr Kees Swaan with approval by
SDC. Dr Swaans, however, withdrew from the project upon completion of his second
activity report due to personal reasons. This change consequently led to an increase in
inputs of the ITL and local national consultants.
• In May 2014, UniQuest’s International Development (ID) group, which holds the contract
with SDC, was transferred into The University of Queensland, its parent organisation. This
change has not affected the implementation of the Extension Component.
• Delayed start of the component (from September 2013 to late November 2013) resulting
in a rushed start and a limited amount of time to do solid socialisation of the Extension
approach and planning of activities with stakeholders at the soum/aimag level, as well as
with the other Green Gold components.
• Due to a lack of a structured communication and planning mechanisms within the Green
Gold program the component had to respond to several requests for contribution of
human and financial resources from the Applied Research Component that had not
initially been included in the annual work plan and budget. These were felt to be not in
line with the approach and structures that the Extension Component was trying to put in
place. Better structured collaborative planning is needed in the future to avoid
misunderstandings of what can and cannot be done by each component.

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5. Lessons Learnt
5.1 Good practice and innovations working with key partners, beneficiaries,
interagency collaboration, but also obstacles and difficulties
Selected good practices and innovation Selected obstacles and difficulties
Strengthening the Government extension system
 Multi‐stakeholder platforms such as a central‐level
Advisory Committee building a solid base for continuous
dialogue on improving the Government extension
system;
 Creating ownership of project interventions by local
stakeholders through a decentralised implementation
scheme for effectiveness and sustainability of
interventions.
 Changing leadership and staff turnover
at local stakeholders e.g. due to change
of government;
 Misinterpretation of extension as a top‐
down technology transfer service;
 Perception of civil society as a structure
opposing governments, leading to
mistrust between CSOs e.g. APUGs and
local governments.
Building capacities and structures for demand‐driven extension services
 Development of specific learning materials on the same
topic for different levels of competence (e.g. Master
Trainers, Facilitators, Herder advisors);
 Institutionalisation of extension services through
agreements with soum governments.
 Limited education of AFPUG and APUG
staff in livestock farming and
agricultural economics;
 Overload of AHBU staff with non‐
extension tasks.
Piloting demand‐driven extension services
 Use of mass media, especially television, for maximum
reach of extension messages;
 Increasing the usefulness of printed media e.g. newsletter
through locally specific contents;
 Field‐based training guided by specialists in combination
with PUG‐level herder‐to‐herder exchange facilitated by
trained herder advisors presenting an effective approach
of informing and motivating herders;
 Herder women effectively spreading extension messages
through “exchange at tea” with neighbours and relatives
at no cost.
 Large geographic distances of herders
from soum centres causing high costs of
field‐based training;
 Language barrier of Kazakh herders.
5.2 If available, important findings from reviews and self‐evaluations
The Mid‐Term Review of the Green Gold project, while supporting the overall strategy and goals
of the component, specifically questioned the sustainability of innovation pilots that were carried
out by PUGs with project support as herder learning activities in 2014, and suggested shifting the
focus of such pilots to “bringing the production to useful scale”. In response to this
recommendation and SDC’s supporting statement that followed the MTR report, the component
will carefully design demand‐based innovation pilots that are technically and economically
feasible, with substantial financial involvement of local stakeholders and adequate scale. This will
result in tangible benefits for herders implementing the pilots while simultaneously serving as
effective field learning sites in 2015.
A further MTR recommendation addressed the need to train non‐state actors for fee‐based
service delivery to ensure sustainability. This recommendation is in line with our focus on APUG‐
based herder cooperatives as potential providers of user‐financed extension services.