Annual Report Africa free of hunger, poverty and malnutrition

Transcription

1 Annual Report 2016 Africa free of hunger, poverty and malnutrition

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3 Africa Harvest ANNUAL REPORT 2016 Africa Harvest Biotech Foundation International (AHBFI) Nairobi Johannesburg Washington DC Toronto 2017

4 Citation: Africa Harvest Biotech Foundation International (AHBFI) Africa Harvest Annual Report Nairobi, Kenya: AHBFI. 84 pp. All information in this booklet may be quoted or reproduced, provided the source is properly acknowledged, as cited above Africa Harvest Website: ISBN Cover photos: Left: Mr Oyaya, an agriculture extension officer trains a group of farmers to establish orange fleshed sweet potato vines multiplication bed in Kisii County, Kenya. Top right: Bottom right: Josephine Kilei of Africa Harvest visits Mrs Sausi s banana orchard in Nyamira County, Kenya. The orchard was established using tissue culture banana seedlings. Content & Internal Editor: Daniel Kamanga Editing and design: BluePencil Infodesign, Hyderabad, India ( Content Credit: F Wambugu, M Njuguna, D Kamanga, M Shikwe, N Mburu, A Aseta, W Kiragu, D Marangu, J Ndiritu, J Kilei, R Mutiga Photography: A Korir, C. Nganga and Project Teams Online: H Mutiga Photography: A Korir, R Mutiga Online: Y Majikija

5 Contents Statement from the Chairman, Chief Dr Blessed Okole 1 Executive summary from the CEO, Dr Florence Wambugu 3 Who We Are 6 Food, Nutritional Security and Sustainable Livelihoods of Smallholders Program 10 How Food Security and Ecosystem Management for Sustainable Livelihoods in Arid and Semi-Arid Lands of Kenya (FOSEMS) fast-tracked intensification and commercialization of the poultry value chain 11 Interventions 11 FOSEMS helped women and youth access devolved funds thereby unlocking enterprise potential 13 FOSEMS II promotes goat breeding through buck stations 14 Enhancing adaptation to climate change in arid communities 14 How Margaret Musilu built resilience on her farm 14 Integrated farming system for smallholder farmers in East Africa 16 Integrated Farming Systems for Sustainable Livelihoods in East Africa (INFAS) project: Rapid Appraisal (RA) of household baseline social economic status 17 INFAS Project: Developing private sector driven seed systems- Multiplication of clean cassava cuttings in Kagera region in Tanzania 18 INFAS Project: Developing private sector driven seed systems improving farmer access to improved beans seeds and clean cassava cuttings 19 How nutritious beans changed the life of a Tanzanian farmer 23 Agriculture and Dietary Diversity in Africa (ADDA) 25 Knowledge flow influence on farmers' adoption of pro-nutrition and agricultural technologies 25 Project implementation strategy 27 The ADDA baseline survey 28 Follow-up survey data collection 28 Introduction of nutritionally-enhanced KK 15 beans rich in iron and zinc and the improved Kuroiler chicken 31 Kuroiler chicken 31 KK 15 beans (Phaseolus vulgaris) 31 Availability of KK 15 bean seeds and Kuroiler chicks 32

6 Demonstration plots for KK 15 beans 33 Technology Development and Deployment Program 34 Africa Biofortified Sorghum (ABS) Project 35 The long-term goal of ABS Project Partnership Project in Kenya and Nigeria. 36 Successful CFTs conducted in Kenya and Nigeria. 36 DuPont Pioneer transformation breakthroughs. 36 ABS participation in national and international biosafety forums. 39 Natural Resource Management Program 40 Enhancing water access through rehabilitation of earth dams and construction of sand dams 41 Rehabilitation of Kalomo earth dam gives back a dryland community its voice and dignity 42 INFAS Project helps farmers in semi humid areas harvest rain and run off water 43 Empowering youth through promotion of tissue culture banana technology in schools in Kagera region in Tanzania 46 Empowering farmers in natural resources focus on compost making for soil fertility enhancement 47 How compost-making transformed Charles Bosire Ndara s farm 48 How agro-forestry is improving soil fertility on smallholder farms in Kenya 49 Agricultural Markets and Policy Program 52 Leveraging diversification to strengthen market interactions and resilience of smallholder producers in Kenya s drylands 53 Linking smallholder producers to urban and peri-urban poultry markets 55 Adapting the aggregator model to the poultry value chain for enhanced market access 55 The role of policy in enhancing quality livelihood choices in ASALs 56 Africa Harvest helps build capacity of livestock producers to collectively market products 58 Communication for Development and Knowledge Management 60 Africa Harvest outreach in West Africa helps biotech develop strong roots 61 Nigeria multi-stakeholder meeting commits to unified biotech outreach 63 Africa Harvest public perception survey: Re-energizing the communication strategy 66 Developing an automated system of project and information management 66 Finance, Administration and New Business Development Program 68 Africa Harvest revises policy manuals to unlock talent for institution growth and development 69 Africa Harvest business strategy focuses on regional expansion, diversifying crops of interest and scaling up success models 70 ECRDA Learning Trip to Kenya 71 Africa Harvest Board of Directors 72 Abbreviations and Acronyms List 76

7 Statement from the Chairman, Chief Dr Blessed Okole This, being my inaugural statement to the Africa Harvest Annual Report, demands I recognize the role played by previous Chairmen of the Board, as well as Directors, who have contributed significantly to this 14-year old organization. It is no mean feat that an African-led and African-managed organization continues to thrive. It s a testament to the resilience of our CEO, Dr Florence Wambugu, the Board, Management and employees. I salute our funders, stakeholders and partners for walking the journey with us. Your support has helped our organization achieve its vision and mission. In the coming years, the role of the Board of Directors, which is the apex decision-making organ of Africa Harvest, will become even more important. This is because the development space in which we operate is rapidly changing. While the demand for Africa Harvest services increase exponentially, funders are, likewise, making new demands. For example, they want to achieve more with less. Many donors are requiring projects designed to address multiple challenges, including climate smart agriculture, tackle household nutrition and place high priority on women and youth. Donors are demanding scaling up and scaling out of proven agricultural technologies; it also means moving into multiple geographies or countries. This demand is accompanied by the need for more robust monitoring and evaluation (M&E), not to mention more regular reporting. In many of its projects, Africa Harvest is already ahead of the curve. My prediction is that the Africa Harvest of the next 10 years will look very different from that of today. Statement from the Chairman 1

8 I believe it is the role of the Board, working closely with Management, to begin teasing out what the future is likely to look like. I am glad to say that our Board is composed of a diverse group from geographical, gender and academic disciplines. This is a Board that has steered the organization through many different phases. For example, Africa Harvest survived the effects of the global financial crisis, which has negatively affected many organizations, especially those who rely on donor funding. The Board worked with Management to build strength and resilience in all areas. Many members of the Board were involved in the 10-year, Strategic Plan (SP), which continues to guide the organization. The SP targets 10 African countries and I am pleased to note that we already have projects in six of these countries. 2 Africa Harvest Annual Report 2016

9 Executive summary from the CEO, Dr Florence Wambugu Africa Harvest is almost halfway through our 10- year SP ( ); it is therefore helpful to review the progress made over the last year against the institutional goals. In 2016, good progress was made in achieving the goals of the SP. With increased funding support, Africa Harvest expects to do more in scaling up our interventions to achieve the ambitious goals we have set for ourselves. In terms of geographic coverage, we are on track to achieving the set program content and beneficiary targets. Africa Harvest has a presence in six countries, in three regions. During the period under review, we had three major projects in East Africa, with a focus on Burundi, Kenya and Tanzania. Our Southern Africa office had engagements for possible projects in South Africa, Zambia and Malawi. In West Africa, Africa Harvest had projects in Burkina Faso, Ghana and Nigeria. From a program point of view, the organization expanded its commodity coverage beyond banana and sorghum to include beans, legumes, millet and cassava. There was a strategic emphasis being put on short-cycle livestock, more specifically, chickens and goats. During the year under review, Africa Harvest implemented six major projects in six African countries; this confirms that, in the fourth year of the current 10-year SP ( ), the organization is on track to achieve the goals it has set for itself. We are happy to note that the organization retained most of its traditional funders, secured projects extensions to new multiyear phases for scale-up and began engaging new funders. Executive summary from the CEO 3

10 During the period under review : In East Africa, we had two major projects: The Sorghum for Multiple Uses (SMU) and the Integrated Farming Systems for Sustainable Livelihoods in East Africa (INFAS) projects in Kenya and Tanzania. We also have the Agriculture and Dietary Diversity in Africa (ADDA) regional study project and the Food Security and Ecosystem Management for Sustainable Livelihoods in Arid and Semi Arid Lands of Kenya (FOSEMS) projects, both being implemented in Kenya. In Southern Africa, our regional office in South Africa continued to host the Communication and Knowledge Management (C&KM) Program. Several projects are being explored in Zambia and Malawi. In South Africa, Africa Harvest has undertaken major strategic changes in order to respond to needs and emerging opportunities. In West Africa, we implemented biotech outreach projects in Ghana and Burkina Faso. The Africa Biofortified Sorghum (ABS) Project continued its experimentation in Nigeria and Kenya. Nearly a dozen confined field trials (CFTs) have been completed in both countries and the project continues to make important technological progress. On behalf of the Board, Management and Staff, I wish to thank the following donors who have funded our programs and projects during the current financial year: IFAD for their support of FOSEMS and INFAS. The University of Goettingen for supporting ADDA. Croplife International for supporting our biotech outreach program in Ghana and Burkina Faso. DuPont Pioneer for supporting the ABS project. The Bill and Melinda Gates Foundation for supporting the landscape study on Tissue Culture (TC) in Ethiopia, Tanzania and Uganda. International Crops Research Institute for Semi- Arid Tropics (ICRISAT) for supporting SMU. USAID/ Financial Transactions and Reports Analysis Centre of Canada (Fintrac) for their support of Kenya Horticulture Competitiveness Project (KHCP). IITA for supporting Farmer Organizations Market Development through Esevac, and Grand Challenge Canada (GCC) for supporting the Biogas Project. 4 Africa Harvest Annual Report 2016

11 Mrs Riziki Suleiman admires her young crop of beans, a Njano Uyole bean variety seed multiplication farm in Muleba District in Northern Tanzania. Executive summary from the CEO 5

12 Who we are Photo to come Africa Harvest Board members with members of Kalomo community of Muvau/Kikumini ward, Makueni County, during a visit to Kalomo earth dam, which was rehabilitated by Africa Harvest. 6 Africa Harvest Annual Report 2016

13 Africa Harvest Biotech Foundation International (Africa Harvest) is a non-governmental organization (NGO) and a non-profit foundation, founded in The organization continues to address the African challenges of hunger, poverty and malnutrition through the use of science and technology to help the rural poor achieve food security, economic wellbeing and sustainable rural development. Africa Harvest is governed by an internationally represented Board of Directors providing expertise and governance in the areas of science, business, public policy and community development. The organization has ongoing projects to reach one million households by 2022 in Africa and is presently working in Burundi, Ghana, Kenya and Tanzania with its headquarters in Nairobi, Kenya, and regional offices in Johannesburg, South Africa, which house the communication program and regional offices in Montreal, Canada and Washington, DC, USA. Vision To be a lead contributor in freeing Africa from hunger, poverty and malnutrition. Mission To use science and technology, gender-sensitive, appropriate agricultural technologies and innovative institutional approaches to improve the livelihoods of rural communities, particularly smallholder farmers. Strategic goals In 2012, Africa Harvest laid out a 10-year SP ( ) targeting to reach one million rural households in 10 countries in East, West and southern Africa aiming to: Reduce rural poverty and food insecurity through improved agricultural systems by using science and technology. Ensure that enhanced agricultural production is sustainable and dependable, has minimum negative environmental impact, and can cope with climate change. Improve the nutrition and health of smallholder farming families and poor consumers in Africa. Who we are 7

14 Pupils at Senda Primary School in Muvau/Kikumini ward, Makueni County, with AH and IFAD Staff during a visit by the donor to inspect a water tank (10,000 L) supplied by Africa Harvest with funding from Italian Development Cooperation through an IFAD Grant. Dr Stella Makhoha, a researcher with KALRO facilitates a focus group discussion with farmers in Kisii County in Kenya, during a rapid appraisal exercise. 8 Africa Harvest Annual Report 2016

15 Provide equitable access to information and knowledge on improved agricultural technologies to smallholders in Africa and develop farmers organizations to facilitate this process. Facilitate development of agricultural value chains by involving and empowering all relevant stakeholders from farmers to consumers. Approach Africa Harvest pursues its mission and goals through: Use of science and technology. Technology development and transfer. Value chain development for key agricultural commodities. Empowerment of farmers, both men and women. Partnership with farming communities, research institutions, and other organizations that share Africa Harvest s mission. Values Africa Harvest s actions are guided by a commitment to: Excellence Innovation and creativity Institutional and scientific integrity and accountability Gender consciousness Diversity of opinion and approach Service to farm families, especially smallholders Cultural diversity Indigenous knowledge Environmental protection Commitment to make an impact Guiding principles Adherence to Africa Harvest s vision and mission. Value addition to national goals of countries in which Africa Harvest operates. Scientific and technical integrity and professional excellence. Commitment to partnerships that strengthen African agriculture. Programmatic approach based on developing the whole value chain approach. Creating and responding to market opportunities. Reaching out and empowering our stakeholders. Ensuring gender equality and benefit sharing from our development interventions. Focus on impact and tangible results to our beneficiaries. Mainstreaming social, human and environmental concerns, specifically climate change, gender, HIV and AIDS. Who we are 9

16 Food, Nutritional Security and Sustainable Livelihoods of Smallholders Program Photo to come A Project beneficiary from Emali/ Mulala ward in Makueni County, milking her improved Toggenburg dairy goat that was supplied by the FOSEMS II project 10 Africa Harvest Annual Report 2015

17 How Food Security and Ecosystem Management for Sustainable Livelihoods in Arid and Semi-arid Lands of Kenya (FOSEMS) fast-tracked intensification and commercialization of poultry value chain Poultry represents 30% of the agricultural contribution to Gross Domestic Product (GDP) of most African countries (FAO, 2007). For smallholder farmers, the sector is important for income-generation, food security and economic growth. Poultry population in Kenya was estimated at nearly 37.3 million in 2009; of this, 84% were indigenous breeds, 8.3% layers and 5.7% broilers. All other birds made up the remaining 1.7%. The annual poultry meat production is estimated to be 8,600 metric tons (MT), valued at KES 3.5 billion (USD 33.8 million) while the annual egg production is 1.2 billion, valued at KES 9.7 billion (USD 93.8 million) (MOLD, 2009). There is a growing demand for poultry meat and eggs from improved, indigenous birds as well as from biosecure smallholder flocks. Kenyan consumers recognize them for high quality and value. For inclusive development of the youth in the arid and semi-arid lands (ASALs) of Kenya, and other African countries, the poultry industry presents a unique opportunity on account of the myriad benefits it offers. The barriers-to-entry are low. One needs a relatively small amount of start-up capital and it is often the only enterprise operating at the household level during prolonged dry periods. Poultry production has traditionally been the preserve of women in most Kenyan communities; and this presents a unique avenue to reach women and youth alike. Poultry - especially chickens - are often used as rural banks which a household can tap into in times of need. Smallholder farmers can sell eggs or mature birds, which significantly strengthens the household cashflow position. The consumption of eggs at the household level, especially by young and growing children, also helps address malnutrition. Interventions FOSEMS Phase II focused on leveraging mechanization, breed diversification, training and commercialization to enhance productivity. The interventions were designed to reduce drudgery in maximization of the poultry enterprise development. Food, Nutritional Security and Sustainable Livelihoods of Smallholders Program 11

18 The project focused on the highest ranked constraints: high cost of quality feed and access to quality, improved, indigenous day-old chicks. Based on other successful models implemented by Africa Harvest, the formation of sustainable business hubs was identified as a key driver. More specifically, the aggregator model successfully used in the transformation of the sorghum sub-sector - was introduced as a means to enhancing resilience and sustainability. The aggregator model demystifies access to large, institutional markets through collective action, quality assurance and service delivery. A one-year youth mentorship component was also integrated into the project. Youth groups were linked to existing successful women groups as part of the mentoring strategy. Instead of day-old chicks, the women farmers nurtured the birds and passed them on to the youth groups after 21 days. This was to minimize the challenge of high mortality among the one-day old chicks as well as reduce labour and the cost of feeding. A total of 3,700 chicks were distributed across the hubs. The project facilitated three automatic incubators with a hatching capacity of 176 every 21 days, with a power backup installed at each hub. One of the hubs has a solar power; depending on performance, the solar power will be rolled out to other hubs. Given that the cost of commercial feeds constitutes 70% of the total production costs that a poultry farmer incurs, the project explored alternative approaches in the sourcing of feed. The cost of raising one bird from one-day old to four months, when they are sold, is KES or USD 2.45; if 70% of the costs are in feed purchase, then shifting the financial benefits to smallholder farmers would require focus on this area. The birds are sold at KES (USD 3.5) for a single bird weighing between 1.8kg to 2.0kg (live weight). This implies that the most viable option by which farmers could reduce their production costs, improve incomes and profitability of the enterprise was by recalibrating the cost of feeds. The project therefore helped the three hubs purchase 10 petrol-powered mechanical feed grinders with a grinding efficiency of 500kg of feed per hour. At the time, 75% of the hubs membership consisted of women and youth. Some 44 trainers drawn from the business hubs were trained and equipped with training manuals. The training was conducted in partnership with the Livestock Department of Makueni County; it focused on quality and affordable feed formulation and production using locally-grown cereals such as sorghum, green grams and cowpeas. While efforts to reduce the cost of feed were being implemented, a study to inform commercialization, competitiveness and access to markets by the chicken farmers was conducted, targeting two main commercial buyers serving Makueni County. The two companies, Nguku Limited and Bene Hatcheries and Vet Limited serve different markets of live birds including Makueni County, local hotels, Nairobi estates, as well as niche markets in Tanzania. The marketing constraints cited by the buyers included: poor farmer organization, poor quality of products due to sub-optimal management and feeding, and limited knowledge of market requirements. For example, Bene Hatcheries, based in Makueni, were contracted to supply the improved Kenya Agricultural Research and Livestock Organization (KARLO) Kienyeji (local) chicks, provide extension services and purchase mature birds, weighing 1.5kg after four months, at a farm gate price of KES depending on the season. Bene s 12 Africa Harvest Annual Report 2016

19 minimum capacity per month is 2,400 birds while Nguku s minimum capacity is 1,000 birds per week. In response to the market opportunities, the project engaged directly with 960 poultry value chain players with an additional demand of an average of 20 birds each, every three months. This translates to 76,800 new chicks added every year, valued at KES7,680,000 (USD 76,800). The incremental income as a result of poultry sale is valued at KES 46,080,000 (USD 4,608,000) annually. Assuming 50% of the chickens are sold every year, the gross sales from this enterprise would be KES 23,040,000 (USD 230,000) annually. FOSEMS helped women and youth access devolved funds thereby unlocking enterprise potential The Kenya government's decentralization or devolution policy led to a proliferation of funding opportunities through the national as well as the regional, or county governments that were launched in National and regional governments allocated funds targeting women and youth initiatives. However, access to the funds was difficult, especially in the rural areas; this was due to lack of knowledge that the funds exist or lack of knowledge on modalities of applying for the funds. Some of the funding opportunities included the Youth Fund, Women Fund and Uwezo Fund. They are managed through the youth and women departments at the county level. In the regions where FOSEMS II operated, other opportunities included the County Women Representative Kitty commonly known as Tetheka, loosely translated (in Kamba) as assistance. FOSEMS II partnered with the Makueni County and training was organized to increase awareness about the existence and how to access these funds. The training helped to build the capacity of participants with regard to what was available for the youth and women, eligibility criteria, the scope of funding (amount, area of focus, repayment period, as well as the interest rates applicable). Training covered the Uwezo Fund, Youth Fund, Women Fund and access to Government Procurement Opportunities (AGPO), Constituency Youth Enterprise Scheme (C-Yes), Inua (uplift) loan and Take 254 loan (local film production) programs. In addition, 46 trainers of trainers (ToTs) were trained in entrepreneurship, marketing, costing, pricing, record keeping, enterprise selection, business growth and expansion. The trainees were awarded certificates on successful completion of the course. Based on the Africa Harvest intervention, 17 business groups have since got in touch with the relevant county offices and micro-finance institutions and applied for a total of KES 2 million. Some of the funds will go towards expanding individual and group poultry enterprises while others will go towards income-generating activities. FOSEMS II also incorporated a social component to the business groups; this increases commitment and interest to stay in a group. Social components are expressed in the form of merry-go-rounds, table banking and other income-generating activities that keep the groups meeting regularly and where group members are able to generate additional short-term income, thus sustaining the members in the group. FOSEMS II encouraged all business groups to start table banking and had them trained to enhance their effectiveness. In the Mulala area, Africa Harvest partnered with the Child Fund of Kenya (CFK) and members from the participating business groups were trained. Food, Nutritional Security and Sustainable Livelihoods of Smallholders Program 13

20 FOSEMS II promotes goat breeding through buck stations During the year under review, the FOSEMS project focused on leveraging on the lessons learnt while addressing the gaps identified in Phase I. The project adopted the promotion and intensification of goat breeding through three approaches. First, the project undertook training and capacity building of beneficiaries in order to strengthen their ability with regard to production and management. They were also linked to competitive markets for their product. The project forged strong partnerships with the veterinary officers at the sub-county level for comprehensive curriculum development, training, formation of associations and strengthening technical backstopping. A memorandum of understanding was signed. A Training of Trainers (ToT) was undertaken and 46 trainers graduated, equipped with copies of the curriculum to help train others. Secondly, the project facilitated breed diversification. Two goat breeds were introduced: the Toggenburg (popular for milk) and Galla, a multi-purpose breed (reared for its milk and meat). A total of 46 goats (31 Galla and 15 Toggenburg) were availed to 21 business groups. Thirdly, the project acquired land for, built and equipped two buck stations each with two pure Toggenburg bucks. This approach was designed to address the risk of inbreeding, improving local breeds, building assets among households, as well as generating household income. There is a great opportunity in scaling up the goat enterprise, considering that Makueni County has developed a breeding program where the FOSEMS business groups are linked. The availability of funds for youth and women at low or zero interest rates will motivate business groups to expand their enterprises. It s also worth noting that the success of the goat enterprise was supported by other indirect factors such as accessibility of clean water through sand and earth dams, constructed or rehabilitated within the project sites. Enhancing adaptation to climate change in arid communities How Margaret Musilu built resilience on her farm Farming has always been a part of my life, even when my home, Kikumini - a small village in Makueni County - experienced perennial droughts and crop failure. During difficult times, my family and community relied on selling sand. However, agriculture is our family livelihood. After I completed secondary school education, I followed my parents in cultivating and harvesting crops such as maize. When I got married, I realized that I had to farm to earn a living. Over the years, things have changed. Planting, cultivating and harvesting seasons have changed. Rains have reduced both in frequency and amount. Maize and some traditional beans varieties that used to be grown in the area no longer yield much, if at all. In 2010, I had just joined the Nditiwa Self-Help Group, when the chief informed us of a project by Africa Harvest that would teach us modern agricultural practices. At first I had no clue as to what they meant, but as they explained what climate change was, it hit home. They taught us the value of sorghum as a climate-resilient crop. They said it was better adapted to the challenges of climate change in our local conditions. I later saw that sorghum grew 14 Africa Harvest Annual Report 2016

21 better, requiring half the amount of water maize does. Although the project had different components, I was drawn to the chicken enterprise. At that time, I only had two chicks that roamed in my backyard. Africa Harvest taught us how to care, vaccinate and breed chicken, both for meat and egg production. We learnt how to use locally available crops - such as millet, sorghum and mull beans - to make chicken feed. This made the cost of feed less expensive and more accessible. Africa Harvest also linked us to new markets, which made it very attractive to practice chicken farming. I received my first six chicks in 2011 after 21 days of group collective breeding. That s where my journey began. Today, as a 40-year old mother of three, I can proudly say I am a self-sufficient farmer who has achieved a sustainable source of livelihood in one of Kenya s top climate change hotspots. In December 2016, I sold 200 chickens to our local meat market at a price ranging from KES (USD 4.5-5). I currently have 50 mature chickens and 60 chicks, but plans are underway to increase them as I continue to grow sorghum, mull beans and oranges. The profits from my chicken enterprise went a long way in helping pay school fees for my three children. Our group also received a grinder to produce feed. We currently supply feed to most farmers in the local area. The project also changed the scenario where only women, children and the elderly were left to farm while the rest left the village, seeking better opportunities in the cities. The youth are involved in egg production and marketing, as well as providing incubation services. I no longer have to ask my husband for money to purchase meat, and am also able to support him in making ends meet. I have learnt to maintain the right balance of farming and animal husbandry, and have no doubt about the power that women have in shaping and developing our communities. Margaret Musilu is among 300,000 beneficiaries under the FOSEMS project funded by the Italian Development Cooperation through a grant by The International Fund for Agricultural Development (IFAD). Mrs. Margaret Musilu, a project beneficiary, shows her brood of improved KALRO indigenous chicks (left) and her flock of improved birds (right). Food, Nutritional Security and Sustainable Livelihoods of Smallholders Program 15

22 Integrated farming system for smallholder farmers in East Africa Project status and donor Goal Project duration and countries Specific role of Africa Harvest Theory of change/ approach Partners and Collaborators Progress Challenges and lessons learnt Ongoing project, IFAD Contribute to poverty reduction, food and nutritional security through dissemination of proven crop technologies and soil management approaches to enhance agricultural productivity while sustaining the natural resources base. January 2015 to March 2018 Kenya, Tanzania and Burundi Project leadership and oversight, management and coordination, contractual agreement, financial management, planning meetings, team work facilitation, establishing linkages between basic seed sources and seed multipliers, monitoring and reporting. Use of science and technology: Enhance development of seed systems through adoption of proven technologies such as TC bananas, nutritionally-enhanced beans and sweet potatoes, and disease-tolerant cassava. Value chain development: Increase productivity of selected value chains by promoting better farming methods to farmers and adoption of modern post-harvest management technologies. Tanzania: ARI Maruku, Ministry of Agriculture andprivate seed companies. Kenya: The International Potato Centre (CIP), KALRO Kakamega, County Government of Nyamira, County Government of Kisii and private seed companies. Burundi ISABU, Ministry of Agriculture and private seed companies 1. Rapid Appraisal (RA) conducted and completed 2. Seed systems development: Both formal and informal seed suppliers earned over USD 35,000 from sales of various seeds by end of Capacity building of farmers and other players: 21,785 farmers trained, 59 informal seed multipliers trained and 64 Agriculture Extension Officers trained as ToTs. Challenges: 1. Low uptake of some technologies such as TC bananas farmers cited high cost of seedlings. 2. Drought experienced in second half of 2016 resulting in poor seed production. 3. Sourcing of seeds and seedlings from suppliers: Volumes and timing (with planting or rainy season). Lessons learnt: Building strong partnerships with research organizations, Ministry of Agriculture and private seed companies has allowed Africa Harvest to expand its reach in Tanzania and Burundi. 16 Africa Harvest Annual Report 2016

23 Integrated Farming Systems for Sustainable Livelihoods in East Africa (INFAS) project: Rapid Appraisal (RA) of household baseline social economic status RAs were conducted in target areas to help develop a detailed understanding of household baseline social economic status. This involved identifying specific needs and prioritizing technological interventions designed for specific entry points and actions. These studies comprehensively documented the status of banana, cassava, bean production and marketing, as well as soil fertility management in the target regions. They also provided insights on key players in the sector and the role they play in the target crops value chains. The contribution of the target crops to household food security and income, the diversity of target crops germplasm, target crops products and challenges faced by growers was documented. The production potential for specific crops in the target regions was also established. Marketing structure in the target regions were analyzed and existing market opportunities and challenges discussed with the farmers and other stakeholders. In Burundi, the study was carried out by Institut des sciences agronomiques du Burundi (ISABU), the national research organization. It focused on Mugina and Bukinanyana communes, of Cibitoke province and Isale and Mutimbuzi communes of Bujumbura province. A baseline cross-sectional survey design using qualitative and quantitative methods of data collection was applied. This was supplemented by other information from document reviews and focus groups. A purposive sampling approach was used to select the communes where the project intends to solve existing constraints in banana, cassava, beans and sweet potatoes production. Within each commune, villages were randomly selected, based on the availability of enough land for different households. Agricultural Extension Officers helped develop a list of farmers in each village and a total of 160 respondents constitute the sample size. An average of 40 farmers were interviewed in each commune. In Tanzania, the study was carried out by the Agriculture Research Institute (ARI) Maruku, a center of the national research organization. It was conducted in Kasambya, Nsunga, Kilimilile and Kitobo wards of Missenyi District and in Ngenge, Biirabo, Mushabago and Burungula wards of MulebaDistrict - both in the Kagera region. The baseline survey was designed in a way that four wards from each district were selected, and in each ward two villages were sampled. In each village, the number of households selected was based on the total number of people in the village. In each district, 120 households were selected for interview, making 240 respondents from both districts. In each district, four wards were selected and in each ward, 30 farmers were sampled. In each ward, two villages were selected, but the number of farmers interviewed was determined by population size of the village in question. Focus Group Discussion (FGDs) were also held with farmers of different categories in both districts. In Tanzania, about 66% of farmers were between 31 and 55 years old. This means that most of them are in the active working age bracket, which favours farming activities. Over 42% of those surveyed had large households of between 6 and 10 people. About 45% of those interviewed had very small parcels of land between one and two acres unlike in Burundi where 51.2% of the respondents indicated that that they owned land that was more than 2.5 acres (1ha). Food, Nutritional Security and Sustainable Livelihoods of Smallholders Program 17

24 However, a lot of the farmers in Burundi do not have titles to their land pieces. Agriculture is very important to the majority of farmers in Tanzania (98%), and a similar figure in Burundi depend on farming as their main source of livelihood. This is an indication that there is a need to diversify income streams, possibly by development of agro-processing industries in this area. Although about 62% of the respondents indicated affiliation to a group of some kind, very few of them (11%) belong to a farming group in Tanzania. The majority belong to a self-help or welfare group. In Burundi, the figure is higher; 30.6% of the respondents indicated they belonged to groups, of which over 55% of them were farming groups. All the three crop value chains the project focused on were rated highly by respondents in Tanzania. Bananas, beans and cassava were among the top five most important crops in this region. Banana was rated 1 st, beans 2 nd and cassava 4 th. Maize was rated the 3 rd most important crop. In Burundi, the respondents rated bean (31.9%) highest, as it is the most important food crop, followed by cassava (28.8%), banana (15.2%) and maize (13.4%). The findings led to the conclusion that the INFAS project would promote bananas, beans and cassava as the main crops in Tanzania, and bananas and beans in Burundi. INFAS Project: Developing private-sector driven seed systems multiplication of clean cassava cuttings in Kagera, Tanzania Cassava is an important food security crop in Tanzania s Kagera region, however productivity per unit area is still low. This tuberous crop can be grown in most of sub-saharan Africa (SSA). It is well adapted to dry environments and grows fast. Tubers can be harvested in 8 months, making it an important food security crop because it can stay underground for close to 18 months without getting spoilt. It is estimated that over 300 million people in SSA depend on cassava for over 40% of their daily calorie intake. Tanzania s average production of cassava tubers stands at about 5.4t/ha, way below the potential yield of 20t/ha for some varieties like Mkombozi, which Africa Harvest has been promoting. The low yields are attributed to continued use of local varieties that are highly susceptibile to major diseases such as cassava mosaic and brown streak diseases, and poor agronomic practices. In the Kagera region, cassava is the most important tuber crop, with 69% of the farming households cultivating it. It is estimated that a good farmer can earn up to USD 900 per ha if they can access clean high yielding planting material. The easiest way to do this is through the use of quality declared seed (QDS). This is a system of seed quality control developed by FAO that is less expensive than regular certification procedures and is widely used and accepted in Tanzania. Registered smallholder farmers produce seeds that conform to specified standards. The seed multiplication system is regulated by the Tanzania Official Seed Certification Institute (TOSCI), the plant health inspection regulatory services provider. The INFAS project used the QDS method to improve accessibility of clean planting material in the target regions. The Extension Officers of the Ministry of Agriculture identified the seed multipliers to be trained by Africa Harvest, while the suitability of the sites was confirmed by ARI Maruku. 18 Africa Harvest Annual Report 2016

25 Tadeo Bembwa (right, in a grey shirt), a registered smallholder cassava seed multiplier in his newly established cassava multiplication farm in Kasambya Ward, Missenyi District in Kagera Region in Tanzania. Mr. Tadeo Bembwa from Kasambya Ward in Missenyi District was one of the small-scale farmers who was identified as a seed multiplier. He immediately bought into the idea, especially after learning that the Mkombozi variety is an early maturing variety that is tolerant of cassava mosaic and cassava brown streak disease. He put half an acre of his land under cassava seed production. ARI Maruku provided him with 2,000 cuttings of clean seed, which he planted in December One year later, he harvested his first cassava cuttings for sale. From the 43,000 cuttings harvested, Tandeo earned TZS 860,000. He appreciates the technical support he has been receiving from Agriculture Extension Officers from Missenyi District s Agriculture, Irrigation and Cooperative office. He now knows that productivity per unit area can be increased by using improved seed and ensuring good agronomic practices. He plans to increase his seed multiplication unit from the current half to two acres. INFAS Project: Developing private sector driven seed systems improving farmer access to improved beans seeds and clean cassava cuttings Beans and cassava are important food security crops in the Kagera region, however productivity per unit area is still low. To improve accessibility of beans by the farmers, Africa Harvest is using the semi-informal seed multiplication system. The INFAS project is working with semi-informal seed multipliers under QDS. Some 16 semi-informal seed multipliers were identified and trained by ARI Maruku and TOSCI; the focus was on the minimum requirements a seed multiplier is expected to meet in order to multiply bean seed. The bean of choice in the target region was the Njano Uyole variety, developed by scientists at ARI, Uyole in Southern Tanzania. One of the groups that benefited Food, Nutritional Security and Sustainable Livelihoods of Smallholders Program 19

26 Dr Magdalena William (right, with a brown handbag) - a bean breeder with ARI Maruku - Tanzania, trains informal seed multipliers and Extension Officers on bean-related pests and diseases. from this training was the Tuinuane Kilimo group in Ngenge Ward, Missenyi District, in the Kagera region. The Tuinuane Kilimo group was formed in 2012 by 35 smallholder farmers in Byamutemba village of Missenyi District. It currently has 28 members; 10 female and 18 male. The group came together to seek new methods of farming that would help improve their livelihoods through increased productivity. The group has three goals at the moment: a) expanding their agricultural seed production expansion, b) establishing storage facility to preserve their seeds and products and c) adopting irrigation systems in their farms to increase productivity. In 2015, the group was identified by the local Extension Officers as having the potential to multiply bean seed under the informal system. The secretary of the group, Mr. Tarasisi Pastori, was selected by members to attend training held at ARI Maruku. Africa Harvest coordinated the meeting; the training was conducted by ARI Maruku and TOSCI. After the meeting, and through the guidance of the Extension Officers, a one-acre bean demonstration plot was established in one of the members farms. In this demonstration plot, the members of the group received their training in bean agronomy and bean seed multiplication. 20 Africa Harvest Annual Report 2016

27 Tuinuane Kilimo Group in the bean demonstration plot in Missenyi District in Kagera region, Tanzania. During the last year, the Tuinuane Kilimo group has undergone further training through the INFAS project in the production of compost manure, bean farming, banana farming and cassava farming. As a result of the training, the group has successfully produced compost, which they have been using in their farms to improve soil fertility. With the good agronomic expertise they have acquired, they have successfully established beans, banana and cassava in their farms and have increased productivity per unit area and improved on their household nutritional status. They have also been able to educate other surrounding communities. This bean project in particular has given the group a new impetus, leading to membership growth. The group also purchased land on which they plan to construct a storage facility for bean seed and other agricultural products. They have also opened a bank account and leased a three-acre piece of land where they want to undertake bean seed production. Not everything has been rosy. The group has not been successful in accessing land to farm as a group. Apart from limited access to capital, the group has also suffered the consequences of drought, experienced in two consecutive seasons. The group also lacks modern agricultural tools. It is, however, encouraging that the group is seeking solutions to the challenges they face. For example, the group has approached the Byamutemba local Food, Nutritional Security and Sustainable Livelihoods of Smallholders Program 21

28 Mr. Tarasisi Pastory and Wangari Kiragu of Africa Harvest discuss bean seed multiplication principles in Tarasisi s Uyole Njano bean variety multiplication farm in Byamutemba Village, Ngenge Ward, Missenyi District in Kagera Region in Tanzania government to give them at least half an acre of land. They are also exploring the possibility of securing loans from credit institutions such as the Youth and Women Fund in Missenyi District Council. The group s vision is to have access to water pumping machines or a well that will ensure the drip irrigation farming system mitigates the shortage of rain. They also plan to acquire a tractor that will help them fast-track land preparation and also generate some cashflow when it is hired out to other farmers. One of the positive outcomes of the group s interaction with the INFAS project is that one of the group members, Mr. Pastory Tarasisi, the group secretary, has become a successful bean seed multiplier. Pastory is a 30-year old trained mechanic. After working for a number of years, he went back home to help his parents with farming. He settled down, got married and is a father of four children. After receiving the training on bean seed production, Pastory decided to focus his farming activities on seed multiplication. He started by establishing a one-acre seed production unit of the Uyole Njano bean variety. He planted 32kg of foundation seed. Although the weather turned for the worse and drought set in earlier than expected, Pastory was able to harvest 300kg of seed. He then graded it and was left with 250kg of clean seed; the 50kg of not-so-good seed that remained after grading, he consumed as grain in his household. He kept aside 100kg to plant in the coming season and sold 150kg to other farmers. He sold 90kg during the Nane Nane Agricultural Shows, while the rest (60kg), he sold to ARI Maruku who needed the seed for farmers in other regions. His initial investment of about TZS 90,000 yielded TZS 300,000 in gross earnings, which translated to about TZS 210,000 net profit. 22 Africa Harvest Annual Report 2016

29 Pastory realized seed production is profitable business and has now put one and a half acres under seed production and leased another 2 acres. In future, he hopes to increase the seed production acreage by leasing more land. How nutritious beans changed the life of a Tanzanian farmer In early 2016, Mr. Frederick Kitone, made a total of TZS 1,295,000 from his farm in Nyabihanga Village, Kassambya Ward in Missenyi District, Kagera Region. Of that amount, about 6% came from beans, to which he had allocated one acre of land. The rest of the income was from maize, banana and cassava. During the second season of that year, beans brought him TZS 1,121,500, almost the whole of his income for the previous year. As one would expect, Mr. Kitone has doubled the acreage under beans. of his group, Jitihada (loosely translated as those who put in effort or are hardworking ). For the first season (January to April 2016), Mr. Kitone planted one acre of a bean seed multiplication plot using Njano Uyole as a basic seed. He harvested 490kg before sorting and 421kg after sorting. After harvest, he sold 421kg of certified seeds for TZS 2,500 per kg, earning a total of TZS 1,052,50. The remaining 69 kg were sold for piggery feed and earned TZS 69,000. An Extension Officer from the Lushoto District Agriculture, Irrigation and Livestock Cooperatives Office (DAICO) walks through Mr. Kitone s farm. Kitone s success can be attributed to the pure strand of improved variety of beans and good agronomy. This story captures the impact of the INFAS project, which was launched in Tanzania in Mr. Kitone was one of the early adopters; he started bean seed multiplication and bean demonstration plots as part Training on post-harvest management and processing helped reduce post-harvest losses. Mr Kitone s son (left) explains the storage process to visiting researchers, DAICO office and site facilitators. For having well-stored, processed and packed crops (beans, bananas and OFSP) Mr. Kitone was selected by the District Council to attend the Farmer Exhibition show (Nane Nane) in Food, Nutritional Security and Sustainable Livelihoods of Smallholders Program 23

30 24 Africa Harvest Annual Report 2016 Mr Kitone showing different products at Kyakailabwa in Bukoba Municipal during exhibition (left); preparing different bean recipes (middle); and (below) Mr and Mrs Kitone demonstrate preparation of different sorghum dishes and displaying different processed products.

31 Agriculture and Dietary Diversity in Africa (ADDA) Project status and donor Goal Project duration and countries Theory of change/ approach Partners and Collaborators Ongoing project, funded by the Federal Ministry of Food and Agriculture, Germany. Improve knowledge on link between agriculture and nutrition in the African small farm sector. Also, develop approaches for uptake of pro-nutrition innovations. 36 months; January 2015 to December 2017 Ethiopia, Malawi, Uganda and Kenya (Africa Harvest only involved in Kenya) Using a randomized controlled trial (RCT) to study the nutritional linkages in the African small holder farm sector and develop approaches on how the uptake of pro-nutrition innovations can be promoted. Georg-August - University of Gottingen, Department of Agricultural Economics and Rural Development The University of Nairobi, Department of Agricultural Economics Kisii and Nyamira county governments in Kenya: Departments of Agriculture, Livestock and Fisheries Progress Inception and planning workshops, baseline survey and ToT completed. Agreement reached with Guruvet Company Limited (supply day-old chicks) and KALRO Kakamega (to provide KK 15 bean seeds). Training protocols and data capture tools developed and deployed. Mid-term review and planning workshop for next phase completed. Challenges and lessons learnt Group dynamics: Disagreements among group members, sampled group members moving out. Dealing with 12 control groups that are exposed to trainings and innovations (but do not receive any of the technologies). Good and timely strategic communication is critical to success. In the second season (September to December 2016), he increased the area under beans to two acres of bean seed multiplication. He harvested 1,001kg before sorting and 900kg after sorting. On average both seasons produces kg/acre of bean seeds with a value of TZS 1,100,750. Knowledge flow influence on farmers adoption of pro-nutrition and agricultural technologies Close to one billion people worldwide are undernourished, while many more suffer from deficiencies in specific nutrients, such as essential amino acids, vitamins, and minerals mostly as a result of meagre and low-quality diets. In developing countries, under-nutrition and micronutrient malnutrition are still the leading causes for infectious diseases, premature death and impaired physical and cognitive development. Women and children are the most affected population groups, especially in Africa, where the majority of Food, Nutritional Security and Sustainable Livelihoods of Smallholders Program 25

32 the malnourished people live in rural areas, mostly in smallholder farm households. The agricultural sector is therefore one of the key entry points to improve nutrition and health. Beyond increasing calorie consumption, agriculture can be the vehicle to broaden and improve quality of diets. However, the challenge remains: How can farmers effectively access and utilize appropriate innovations in agriculture? The ADDA study project is being implemented in several African countries. In Kenya, the study project location is Kisii and Nyamira counties. Africa Harvest is partnering with a German and Kenyan university: the Georg-August-University of Göttingen s Department of Agricultural Economics and Rural Development and the University of Nairobi s Department of Agricultural Economics. Other partners include the Ministry of Agriculture, Livestock and Fisheries in Kisii and Nyamira counties, KALRO Kakamega and Guruvet Kenya Limited, a private company that specializes in consultancy, research, training and supply of agribusiness innovations and products. The overall aim of the ADDA project is to improve the knowledge on agriculture-nutrition linkages in the African small farm sector and develop approaches to how the uptake of pro-nutrition innovations can be promoted. The project has two objectives. First, to better understand the relationship between agricultural production diversity and nutritional quality, as well as factors that influence this relationship. This will help identify agricultural diversification strategies (pro-nutrition innovations) well adapted to these particular settings. This objective is being pursued by analyzing existing representative household data Participants from ADDA partner institutions during the project inception workshop in Nairobi. 26 Africa Harvest Annual Report 2016

33 The ADDA team during a visit to one of the demonstration farms in Nyamira County. from four countries in eastern and southern Africa, namely Ethiopia, Kenya, Malawi and Uganda. This data is publicly available from the Living Standards Measurement Study Integrated Surveys on Agriculture (LSMS ISA). The second objective is to develop and test new models of community outreach that are suitable to promote the uptake of pro-nutrition innovations in a sustainable and gender-equitable way. This objective was pursued through RCTs carried out in Kisii and Nyamira counties, Kenya. In this location, pro-nutrition innovations were identified as an ideal intervention. Project implementation strategy To improve nutrition, identified pro-nutrition innovations were implemented in farmers fields. Successful implementations of pro-nutrition innovations involved effective community outreach. The project also examined how information and communication technologies (ICTs) can be employed to increase cost-effectiveness. The project employed RCTs. Different types of outreach models ( treatments ) were designed and implemented in randomly selected groups. These treatments were evaluated and compared in terms of their effectiveness in spurring innovation uptake Food, Nutritional Security and Sustainable Livelihoods of Smallholders Program 27

34 and impacts on female empowerment and nutrition outcomes. This allowed the project to identify the most cost-effective and gender-equitable models of community outreach for pro-nutrition innovations. The project also analyzed the role of social networks; a good understanding of local information flows can help to better utilize indigenous knowledge and improve the success of nutrition awareness creation. The ADDA baseline survey A baseline survey was done in the target regions Kisii and Nyamiracounties when the project started. Baseline surveys are an important part of the M&E process. The Food and Agricultural Organization (FAO) defines a baseline study as: "a descriptive cross-sectional survey that mostly provides quantitative information on the current status of a particular situation on whatever study topic in a given population. It aims at quantifying the distribution of certain variables in a study population at one point in time. was captured; an accurate picture of the initial status of the target regions is critical in achieving this. The baseline survey also conformed to the global best practice. Follow-up survey data collection After the successful treatment for two consecutive growing seasons, the second session of surveying An ADDA enumerator (seated in red top) administering a questionnaire to a household member during the baseline survey exercise. The goal of the baseline survey, therefore, was to ensure that any possible impact of the ADDA study Andrea Fongar from the University of Gottingen and Antony Aseta from Africa Harvest address ADDA farmers during a farmer group visit in Kisii County. 28 Africa Harvest Annual Report 2016

35 ADDA Project Manager Antony Aseta of Africa Harvest training participants in ADDA ToT workshop in Kisii County. Andrea Fongar of University of Gottingen training participants in ADDA ToT workshop in Kisii County. Food, Nutritional Security and Sustainable Livelihoods of Smallholders Program 29

36 Richard Nyang au, a field officer in Nyamira County, training a farmer group under the ADDA project. ADDA project partners during a midterm project review meeting in Nairobi, Kenya. 30 Africa Harvest Annual Report 2016

37 was done. The follow up survey was done in the last quarter of the year Structured questionnaires were used in the survey to collect relevant agricultural and socio-economic data at the household level. Food consumption diversity and nutrient intake were captured through dietary recalls. Introduction of nutritionally-enhanced KK 15 beans rich in iron and zinc and the improved Kuroiler Chicken Through the ADDA project, Africa Harvest introduced and promoted the improved Kuroiler chicken as well as the nutritionally-enhanced KK15 beans. These are important pro-nutrition innovations suitable for Nyamira and Kisii counties. Kuroiler chicken Kuroiler is a chicken breed with indigenous traits that grows faster and lays more eggs than the local chicken. Kuroilers were first successfully introduced in India more than a decade ago. The birds are low-maintenance and can grow and mature fast. Just like the local breeds, the Kuroilers can largely be kept under a free-range system, where the birds are left to scratch for food with no restrictions and very little or no supplements. They have all the advantages of local chicken but grow faster and produce more eggs. Their feeding is not as strict as that of broilers and layers. They offer a significant improvement in virtually all areas of breeding. While indigenous chickens lay eggs per year, the Kuroilers can easily produce five times that number or around ; they also grow to about double the body weight of their native counterparts. Kuroiler hens mature between two and four months putting on 2 kg for hens and 3 kg for cocks by the third month; and 3kg and 4kg respectively by the sixth month, with a mature Kuroiler cock weighing between 4 to 5 kg. At three months, the hens start laying eggs continuously for 2 years. Compared to hybrids, their egg-yolk is even more yellowish and more nutritious. The egg is a good source of protein, Vitamin A and zinc, while the white meat of the birds is a very good source of protein, fat, and iron, which can prevent malnutrition. Food, Nutritional Security and Sustainable Livelihoods of Smallholders Program 31

38 Kuroiler chicks are more resistant to common diseases. They can be a source of income for smallholder farmers given the high demand and ready markets. KK 15 beans (Phaseolus vulgaris) KK 15 is a newly released high-yielding black bean variety from KALRO Kakamega. The black color is traceable to the enrichment of iron and zinc, which are important minerals needed for good health. The crop is more robust (bushy), early maturing and is resistant to bean common mosaic necrosis virus (BCMNV) and bean stem maggot. They are also resistant to bean root rot, a major constraint in bean production in high rainfall areas and improve soil fertility by fixing nitrogen, an attribute shared among all other legumes. KK15, just like any bean variety, is a major source of protein, and provides dietary fiber and folic acid. KK 15 beans are improved and enhanced with iron and zinc which are important minerals that help in the prevention of iron deficiencies and prevention of anemia. The beans are also a good source of income for smallholder farmers since they have ready markets due to their high nutrition attributes. Availability of KK 15 bean seeds and Kuroiler chicks The project facilitated the acquisition of KK 15 bean seeds, as well as day-old Kuroiler chicks to farmers who were willing to adopt the innovations. A supply chain was created between the suppliers of the two pro-nutrition innovations and the farmers from the groups in Kisii and Nyamira counties who were willing to buy and adopt the two innovations. Farmers interested in placing orders did so from the beginning. Orders were placed through the group leadership with money being kept by the group treasurer until delivery. Partnerships were created to enable constant supply of KK 15 beans as well as Kuroiler chickens to farmers. KALRO Kakamega and Guruvet Limited were brought on board to supply KK 15 beans and Kuroiler chicks respectively. KK 15 bean seeds being weighed and packed for distribution to farmers. One-day old Kuroiler chicks being delivered to a farmer under the ADDA project. 32 Africa Harvest Annual Report 2016

39 KALRO Kakamega is the center nationally mandated to breed and improve beans varieties; the center was brought on board to supply nutritionally enhanced KK 15 beans. Guruvet is involved in breeding and supplying Kuroiler chicken. The company has outlets in many parts of the country, including in the ADDA project target areas. Demonstration plots for KK 15 beans To assist selected farmers make decisions whether to adopt(or not adopt) the pro-nutrition innovation, demonstration farms of KK 15 beans were set up in Kisii and Nyamira counties. The sites were chosen by the farmers groups but hosted by one farmer who was also a member of the group. The project provided the seeds and inputs such as fertilizer, pesticides, insecticides and fungicides while the farmer group identified the land and provided labor, mulching and manure application where necessary. The two sites were taken care of and managed by the host farmer as part of ensuring sustainability when the project comes to an end. The groups were at liberty to agree on what to do with the produce after harvest. The demonstration sites were carefully chosen and had to be near a road for easy access and visibility to the public. The site had to have access to water in case of drought and host farmers who were willing to provide the necessary labor for best results. Food, Nutritional Security and Sustainable Livelihoods of Smallholders Program 33

40 Technology Development and Deployment Program Photo to come 34 Africa Harvest Annual Report 2016

41 Africa Biofortified Sorghum (ABS) Project Project status and Ongoing project. donor DuPont Pioneer Inc. Project duration 1 Year, (January to December 2017); Kenya and Nigeria. and countries Goal and 1. To conduct the 10 th ABS CFT in Nigeria, to introgress ABS 188 traits into local sorghum objectives varieties to produce Backcross 5 (BC 5 ). 2. To cross ABS 203 to local sorghum to produce BC 3 seeds in Nigeria. 3. To conduct the 7 th ABS CFT in Kenya to introgress ABS 188 traits into local sorghum varieties to produce BC To cross ABS 203 to local sorghum to produce BC 1 seeds in Kenya. Specific role of Project leadership and oversight, management and coordination, contractual agreement, Africa Harvest financial management, planning meeting, teamwork facilitation, maintenance of CFT, managing CFT activities, monitoring and reporting. Theory of change/ Conducting CFTs in Kenya and Nigeria to introgress beneficial ABS traits into preferred approach African Sorghum varieties. 1. Institute of Agricultural Research (IAR) of Nigeria Partners and collaborators 2. The National Agency for Biotechnology Development (NABDA) of Nigeria 3. National Biosafety Management Agency (NBMA) of Nigeria 4. KALRO National Biosafety Authority (NBA) of Kenya. 5. Kenya Plant Health Inspectorate Services (KEPHIS) 6. DuPont-Pioneer Progress 9 Th and 6 th CFTs conducted in Nigeria and Kenya respectively. 7 th CFT commenced in Kenya in January/February ABS 188 traits introgressed into local sorghum varieties and BC 5 S1 obtained in Nigeria. ABS 203 crossed to local sorghum and BC 2 seeds obtained in Nigeria. ABS 188 traits crossed into local sorghum varieties and BC 4 seeds obtained in Kenya. ABS 203 crossed to local sorghum and F 1 seeds obtained in Kenya. Achieved 70µg/g of β-carotene accumulation, 140 times higher than that of wild-type sorghum (TX430) and more than double that of Golden Rice-2. Challenges and lessons In Kenya and Nigeria, the experiments confirmed that the ABS pro-vitamin A trait is stable when introgressed into African sorghum varieties. Partnerships are vital in successful project implementation. The project demonstrated that direct transformation of African varieties (such as Tegemeo, Malisor, and Macia) is not only possible, but successful. Technology Development and Deployment Program 35

42 The Long-term Goal of ABS Project Partnership Project in Kenya and Nigeria Africa Harvest has a vision to be a lead contributor in making Africa free of hunger, poverty and malnutrition. This vision is spearheaded under the Technology Development and Deployment Program, which focuses on developing and deploying technologies to solve identified challenges facing smallholder farmers in Africa. Africa Harvest s role in technology development has largely been in adaptive research involving majorly, the domestication of proven technologies to smallholder farmers. However, in the ABS project, Africa Harvest and DuPont Pioneer have concentrated in various ways on developing a product that would go a long way in alleviating malnutrition, specifically, iron, zinc and Vitamin A, as well as protein digestibility in Africa. The long term goal of the ABS project is to develop and deploy a more nutritious and easily digestible sorghum variety that contains increased levels of essential amino acids, especially Lysine, for smallholder farmers and other sorghum consumers in Kenya and Nigeria, as well as other parts of Africa. The success of the project could improve the health of a target 300 million people who depend on sorghum as a staple food in Africa. There are four key activities that have facilitated the success of this project: Successful introgression of traits into local, African sorghum cultivars. Successful implementation of environmental and food biosafety and regulatory related activities. Communication for product development. Prudent project financial and technical management. These activities have been jointly implemented with partners that include: DuPont Pioneer, KALRO (Kenya), IAR and NABDA (Nigeria). The strong partnership between Africa Harvest and DuPont Pioneer, with the former being the leader in ABS technology development, and the latter providing African leadership and strategy in the project, has been the backbone of the project consortium. Successful CFTs conducted in Kenya and Nigeria During the year under review, DuPont Pioneer developed and provided ABS events 188 and 203 containing the nutritious traits to African partners. These events were successfully introgressed into local sorghum cultivars in CFTs in both Kenya and Nigeria. Africa Harvest coordinated CFTs and regulatory cooperation among DuPont Pioneer scientists and the African scientists in their respective institutions as well as with the regulators in both Kenya and Nigeria. A total of six CFTs have been completed in Kenya, with the seventh one currently underway, while nine CFTs have been successfully completed in Nigeria from 2011 to date. In Nigeria, CFTs were conducted in collaboration with the IAR, working closely with NABDA; while in Kenya, the CFTs were conducted in collaboration with KALRO. The ABS project initiated the first African CFT of transgenic sorghum. African regulators and scientists were given an opportunity to visit the USA and interact with the regulators and scientists over there who have been involved with similar regulatory work. 36 Africa Harvest Annual Report 2016

43 The key result from the CFT experimentations so far undertaken in Kenya and Nigeria has been the successful introgression of ABS traits into local sorghum varieties up to BC 5. In both countries, the results have shown that ABS high nutrition traits were successfully transferred into local sorghum varieties, and their presence was confirmed by positive phosphomannose isomerise tests as well as the presence of intensive yellow color in grain signifying the presence of pro-vitamin A. The CFT experimentations have been successfully carried out with strict adherence to the national biosafety regulations of both countries as required by the law. This includes adherence to measures that ensured strict genetic and material confinement. Mr Antony Aseta (in a black cap) and Dr Titus Magomere of Africa Harvest picking sorghum leaf samples for Positive Material Identification (PMI) testing. DuPont Pioneer transformation breakthroughs DuPont Pioneer on the other hand has had tremendous success in technology development, while maintaining disciplined governance of the project. The team has had very good results in their sorghum transformation efforts. The team achieved 70µg/g of b-carotene accumulation, which is 140 times higher than that of wild-type sorghum (TX430) and more than double that of Golden Rice-2. They determined that their codon-optimization of the PSY1 and CRTI beta-carotene synthesis genes was key to enhancing b-carotene biosynthesis. They also discovered that codon-optimizing the CRTB gene (another gene in the pathway) resulted in even higher levels of beta-carotene. Counting and recording ABS seeds after harvesting of the 6 th CFT at KALRO, Kiboko, Kenya. Dr Mike Njuguna of Africa Harvest (in a white coat) and ABS Kenya Principal Investigator (PI), Mrs. Esther Kimani (standing with a grey hat) and NBA official (in a black cap) confirming the seed counts. The team demonstrated that co-expression of Vitamin E could dramatically improve the stability of beta-carotene in sorghum during storage and increase the beta-carotene half-life in grain from ~4 weeks to ~10 weeks. Beta-carotene stability studies during Technology Development and Deployment Program 37

44 seed storage identified oxidation as the main cause of b-carotene degradation. Oxidative degradation of b-carotene was mitigated by co-expression of a gene involved in Vitamin E synthesis, HGGT (homo gentisate geranyl transferase), resulting in increased b-carotene accumulation and stability in sorghum grain. This is the first report of utilizing Vitamin E to stabilize b carotene in vivo in a crop plant. The organization also determined that Vitamin A equivalency rations for b-carotene from plants range from 3.8:1 to 28:1 and that the b-carotene conversion rate in transgenic biofortified sorghum is 4.3 µg b-carotene to 1 µg retinol, which is similar to that of Golden Rice-2 (3.8 µg to 1 µg retinol). It is significantly better than that of orange maize (6.5 µg to 1 µg retinol), OFSP (13 : 1), Hashell et al (2004), Carrots (14.8 : 1)and Spinach (20.9 : 1) achieved through conventional breeding. This result indicates that biofortified sorghum can provide levels of pro-vitamin A (Beta-carotene) to alleviate Vitamin A deficiency equivalent to that of a pure b-carotene supplement. Even conservatively estimating b-carotene accumulation at 40µg/g, current transgenic biofortified sorghum can provide 100% of the Estimated Average Requirement (EAR) of Vitamin A for children under 3 within a 3-month period of seed storage and at least ~30% of EAR after 6months of storage, assuming a consumption of 100g per day. DuPont Pioneer demonstrated that the temporal and spatial isolation of the expression of the phytase enzyme can reduce the effect that phytate has on iron and zinc bioavailability without reducing seed germination. Previously, it has been found that reducing phytate in the embryo has the undesirable side effect of reducing germination. To overcome this obstacle, the PhyA gene (encoding a heat-stable phytase) was expressed specifically in the sorghum endosperm instead of in the embryo, spatially separating the phytase enzyme from its target. In this way, phytate accumulation in transgenic seeds is unaffected and is similar to that of wild-type sorghum. After grinding and soaking in water during food preparation, strong phytase enzyme activity is released from the endosperm cells resulting in a 90% reduction of endogenous phytate. Because there were no changes in phytate content in the embryos of the intact transgenic kernels, seed germination was not affected under all germination conditions tested.this unique technique and approach has the potential to increase Fe/Zn bioavailability up to 5 fold compared to that of the wild-type TX430. The organization has determined that stacking phytate reduction with iron and zinc enhancement has the potential to provide 80% of the EAR for iron and zinc for children. They developed sophisticated LC-MS/MS methods for characterizing the key genes involved in the project, namely PMI, PSY1, CRTB, and CRTI to develop the full core regulatory package and to pave the way towards the transgenic material deregulation in African countries They achieved good transformation results for three African sorghum varieties. Previously, the project reported that sorghum transformation duration had been reduced by 60% (to four months), and that the transformation frequency increased about 100 times. Recently, the same protocol was applied to the African varieties Tegemeo, Malisor and Macia and achieved good transformation efficiency. This transformation break-through means that the team can introduce transgenes directly into some African varieties without having to pass through trait backcrossing. It also enables the project to 38 Africa Harvest Annual Report 2016

45 determine the impact that ABS transgenes can have when put into African varieties, both nutritionally and agronomically. ABS participation in national and international biosafety forums The ABS project was represented in the 5 th Annual National Biosafety Conference, by the NBA. The workshop, held in August 2016, had the theme of Strengthening global, regional, national collaboration, partnerships and capacity towards meeting international obligations in biosafety. The project showcased its achievement to the general public as well as the scientific world. A paper detailing ABS progress was presented. Technology Development and Deployment Program 39

46 Natural Resource Management Program Photo to come Excited community members around Nguni Sand Dam in Kikumini/Muvau ward of Makueni County celebrating the completion of their new sand dam during a visit by the IFAD Kenya County office team. 40 Africa Harvest Annual Report 2016

47 Enhancing water access through rehabilitation of earth dams and construction of sand dams The old adage has it that water is life. The stark reality in this statement is, perhaps, more pronounced in the ASALs like Makueni County, where the FOSEMS project was implemented.a total of 153,000 direct beneficiaries were reached through the project s intervention. The defining feature of the ASALs is their aridity and vulnerability to climate and weather-related shocks. Annual rainfall ranges between 150mm and 550mm per year in the arid areas and between 550mm and 850mm per year in the semi-arid areas. Temperatures are high throughout the year, with high rates of evapotranspiration. The situation is exacerbated by effects of climate change which has increased the uncertainties around rainfall patterns, quantity and timing of same. The high levels of poverty prevalent in ASALs makes it hard for households to afford water harvesting technologies. There are limited skills and low knowledge levels on water conservation. During the year under review the project addressed the lessons learnt in the first phase of the project. Among the lessons learnt were centralizing water points to improve on communities resilience. Two new dams were constructed in Masaani and Nguni in Kibwezi Sub-County while two earth dams in Kalomo and Matiku in Makueni Sub-County were rehabilitated. This directly addresses gender challenges affecting women, who suffer the burden of travelling for 8km round trip to fetch 40 liters of water, and are also expected to perform other roles during the day. Long distances expose women to sexual harassments, including rape. The new infrastructure reduced the number of hours used to fetch water from eight to two hours per day. Women can now dedicate more time for other domestic chores. The project also designated different water points from where water for human consumption can be drawn and where the livestock can drink from. Four cattle troughs and water kiosks were constructed on all four sites. Africa Harvest signed a Memorandum of Understanding (MoU) with the Ward Water Officers (WWOs), who trained communities on management of water structures and formation of sustainable water associations. The WWOs helped landowners to draw agreements that committed voluntary donation of part of their land Natural Resource Management Program 41

48 to the community. As a result, two new associations were formed. Levies were introduced to ensure water structures are managed and maintained efficiently and sustainably. The project continued to promote roof-water harvesting by supporting six schools with 10,000-liter water tanks and gutters. With fairly good rains, the tanks filled over three days and ran for approximately for three months after the rains stop. Within a short period, parents were reporting that their children concentrated better, especially in the evening, because they did not need to fetch water after school. Part of this water was carried to school to keep the children hydrated. Apart from domestic and livestock uses, the project implemented creative ways of empowering, especially women and youth, through utilizing the water for other income-generating activities like bee keeping, establishing tree nurseries and brick-making as a means of further enhancing the communities resilience and income generation. Rehabilitation of Kalomo earth dam gives back a dryland community its voice and dignity The administrative boundary of Kalomo dam is within the Kalomo sub-location in Makueni County. Loosely translated, Kalomo, in Kikamba, means someone who talks a lot. But for the over 2,000 households and approximately 1,000 livestockwho depended on this dam - constructed over 50 years ago did not provide much to talk about. For many years, the dam could only hold water for three months; furthermore, the water was contaminated by humans and animals. When the FOSEMS project started working with the Kalomo Self-Help group, Pricilla Musila, a 60-year old mother of three, recalls: We were the laughing stock of the entire community. In 2013, people told us that we would wait for ages to realize the promise Africa Harvest made. We were really intimidated, even during market days, because people talked behind our back that the project was a white elephant. With no other choice than to make the project work, the community did everything needed. "On the day we were told that the contractor would be on site, we were there by 6 o clock in the morning to witness the works start", recalls Princilla with a smile and concludes: We have come from far! Members of the group have grown from 40 to 55, attracted by the benefits clearly evident to the community. Priscilla laughs and says, Women can now go to hair salons unlike before, when they always wore head scarfs to protect their hair from dust! Before the rehabilitation works, communities, primarily women, walked 4 km daily to fetch water, which cost KES 15 for every 20 litre gallon. This required strict domestic rationing since most households could only afford about 40 liters per day, which translates to KES 30 per day. The community s life has improved significantly due to accessibility of clean and uncontaminated water. Over and above the rehabilitation works, the project built a modern water kiosk and a cattle trough for the animals. This has significantly reduced water-borne diseases. The dam area covers almost one acre, which was apportioned from the land of three community members who have signed agreements with the 42 Africa Harvest Annual Report 2016

49 community to allow the land to be used communally. The dam is fully secured by a chain link fence and a lockable gate. The community has received training on water use and management to ensure there is no overuse, especially during the dry periods. The community is discussing the possibility of a small charge for access to water for domestic as well as for livestock needs. The water association hopes the small levy will provide for the kiosk caretaker and minor repairs. The activities in the pipeline include the establishment of a tree nursery and a brickmaking project. The community of Kalomo is finding its voice; now there is something to talk about, just as the name of their village connotes. INFAS Project helps farmers in semi humid areas harvest rain and run off water Smallholder farmers in Africa largely depend on erratic, unreliable and low rainfall for their livelihoods. In some cases, small-scale vegetable gardens and fruit orchards must be irrigated in order to assure a minimum return of investment. The INFAS project in Kisii and Nyamira have experienced poor distribution of rain and frequent dry spells. It was therefore imperative that the farmers are trained in rainwater harvesting (RWH), for both domestic and irrigation purposes. systems can be classified based on run-off generation process, size of catchment and type of storage. There are many promising indigenous RWH techniques used by farmers. RWH technology is low cost and simple. RWH technologies have a high potential because they can eradicate poverty and hunger, provide safe drinking water and sanitation, ensure environmental sustainability, and promote gender equity and women empowerment. Water scarcity, especially for domestic and agricultural purposes, compromises the role of women in food production. Hence, provision of water by promoting RWH and management technologies reduces the burden on rural women, thus increasing their productivity. Within the INFAS project, Africa Harvest taught and empowered farmers to start with harvesting water for domestic use. Before this, many farmers in the project areas didn t harvest roof water. This is probably because of the humid tropical climate; before the onset of climate change, the rain patterns A homestead in Kisii County in Kenya. Notice the absence of gutters to collect water from the tin roof. RWH is broadly defined as the collection and concentration of run-off for productive purposes. It includes all methods of concentrating, diverting, collecting, storing, utilizing and managing runoff for productive uses. This provides water that can be used for domestic purposes, livestock and irrigation, or commercial purposes. RWH technologies and Natural Resource Management Program 43

50 were definite and water was abundant, but this is not the case now. The farmers were trained at the group level and encouraged to gather the rain harvesting implements over some time due to their high cost. They were also trained on how to use local materials to fashion simple gutters. Mrs. Susan Mayak is one the farmers who has been trained. She is 53 years old and married to Mr John Mayaka. They have four children and live in Sensi Ward, Kitutu ChacheSub-County in Kisii County. On their two-acre farm, the Mayaks have several enterprises that include dairy farming, a banana orchard, local vegetables, sorghum, maize and orangefleshed sweet potatoes (OFSP). For the longest time, the area had sufficient rains, but they noticed that within a short time, there would not even have a single drop of water in the household. This forced Susan to travel more than 5 km to source water. Often, the water would not be safe for consumption due to contaminates such as animal dung, silt and dirt from clothes washed by the banks of the river. Susan is a member of the Nyakeiri Self-Help Group. During one of the group meetings, in 2015, an Extension Officer indicated that he would be conducting training in water harvesting and soil conservation. This was part of the IFAD-funded project, INFAS. During the training, the first topic was about how to harvest rainwater from the roof, using modern or traditional gutters. The water would then be directed to a tank or pans, dug and covered with polythene liner to prevent it from seeping into the ground. The second topic was about how to dig terraces for water and silt retention. This involved using the trenches Susan shows a fabricated gutter on one side of her house and a water collection barrel that holds about 240 liters of water. to direct run-off water from the road to the farm. Though Susan did not have enough resources, she decided to try things out. She started by buying non-corrugated iron sheets, splitting them up and modifying them into a ridge. She collected water through all possible ways. Susan has practically translated theory into action and can attest it has yielded results. She has made small ditches on the road and directed the run-off water to each and every banana stool in her farm. Napier grass was planted and a water retention ditch was dug along an established strip of OFSP. When 44 Africa Harvest Annual Report 2016

51 Susan showing one of the trenches dug along the footpath, for collection of run-off water, which she then directs to her farm. Notice a series of trenches behind her on the footpath. Susan, on the left, shows off a water retention ditch that she has freshly done next to her strip of OFSP in readiness for the coming rain. The picture on the right shows TC bananas planted in a water retention ditch in a farm in Borabu Sub County, Nyamira County in Kenya. It is one of the areas where the INFAS project is being implemented. Natural Resource Management Program 45

52 her neighbours could not sustain their livestock with feed, her farm remained green and had enough fodder and water for household chores and even her animals. Empowering youth through promotion of tissue culture banana technology in schools in Kagera region in Tanzania Rukuba Primary School is in Nsuga Ward in Missenyi District in Tanzania. It is one of the schools that has received training in soil water conservation technologies. The management of the school received the training after being introduced to TC banana technology through a nursery entrepreneur who established a nursery with the support of IFAD, through INFAS project. The nursery donated 15 TC banana seedlings to the school as a way of promoting the technology to the surrounding community. A few students, together with their teacher, Mr Mzamero Kweyabiamali, who is in charge of self-reliance studies (elimu ya kujitigema) on the benefits of TC banana seedlings, were trained on banana husbandry. The rains were not sufficient during the planting season and the students used to irrigate each of the 15 seedlings every other day. Through training by the local Extension Officers in charge of the INFAS project, the school realized that they can conserve soil water by using mulch. They have covered the entire banana orchard with a carpet of dry grass, and now only water the orchard once a week, down from three times a week. The teacher in charge has been using the banana orchard as a field school to train pupils, parents and the school management committee. The focus has been on the benefit of using TC bananas in the establishment of new banana orchards and the management practices such as mulching, a key Mwalimu Mzamero Kweyabiamali proudly shows the TC banana orchard that belongs to Rukuba Primary School in Nsuga Ward, Missenyi District in Kagera Region in Tanzania. Note that the orchard is well covered with mulch grass for conservation of soil water. 46 Africa Harvest Annual Report 2016

53 Diwani (Councillor) Yassi Katunzi, being congratulated by Mr Innocent Ndyetabura officer-in-charge, ARI Maruku, for being a good example in his area by adopting mulching as a soil water conservation technology. practice in conservation agriculture. The school is looking forward to expanding the orchard to about 100 seedlings and to develop it as an agribusiness unit that will increase their revenue streams. Empowering farmers in natural resources focus on compost making for soil fertility enhancement Although soils in humid and semi-humid tropical areas are generally fertile, here they have been over-used by farmers and most of the areas are not as productive as they used to be. The situation is normally exacerbated by poor soil management practices, which, together with the high rainfall in many of these areas, leads to serious soil erosion. The result has been poor soils that are not tillable, contain less essential elements and have poor physical characteristics. Under the INFAS project Africa Harvest implemented in Burundi, Tanzania and Kenya, this challenge has been addressed by The Nyakeiri Self-Help Group members preparing a compost pile during one of the trainings. Natural Resource Management Program 47

54 training farmers on simple soil fertility enhancement methods. Africa Harvest partnered with the Ministries of Agriculture in the three countries, which provided Extension Officers to train the farmers. Farmers were also trained on how to make and use compost. This is the process of turning any plant matter into manure. It involves the recycling of a mix of fresh and decomposing organic materials into a rich soil. Compost aids in soil moisture retention and improves both sandy and clay soils and allows for slow release of soil nutrients. Under the INFAS project, the farmers are taught to use materials such as wood ash, green leaves, farm yard manure and topsoil that is easily available in their environment. The training was done in a pre-selected household, whose owners belonged to a farmer group. The illustration below shows how the farmers use different materials in compost making: The compost heap should not be more than 1.5m in height for easier management. The compost takes three months to get ready, with the farmer turning the heap upside down once every month to ensure the decomposition happens evenly. After three months, the compost is ready to be used in the farm. How compost-making transformed Charles Bosire Ndara s farm Charles Bosire Ndara, 58, from Kenya s Kisii County, is one of the farmers who was trained in compost making. He depends on his two-and-a-half acre farm to feed his family of five. However, the farm has not always produced enough to feed the family and there is hardly any surplus for sale. Charles grows maize, bananas, local vegetables and Napier grass. He has always heavily relied on organic fertilizer to boost production, but productivity was not as expected. The training in compost-making for his group, Nyakeiri Self-Help Group, was an eye opener to him. Once the group went through several sessions, Charles, who is a fast learner, immediately started making his own compost manure. After successfully making compost three times, he began assisting others and at the time of writing has assisted more than 20 farmers. He says organic manure is better than inorganic fertilizer because he is now getting more Napier grass by volume, and which is greener and healthier than before. In 2016, Charles also used the compost manure to farm KK15 beans, one of the improved bean varieties that the INFAS project promoted in Kisii and Nyamira counties. He had planted half a kg of KK15 beans and harvested 8 kg of bean seed. He sold 5kg of the bean seed to group members, and replanted 1kg, while his family consumed 2 kg. He attributes the good harvest of beans to application of compost manure. He also applies compost manure on maize and local vegetables. Charles indicates that when he applies compost on his farm, it lasts for two seasons before he has to 48 Africa Harvest Annual Report 2016

55 Charles Bosire in his banana farm. The bananas in his farm are healthy and green despite the dry conditions Kisii County was experiencing when this picture was taken. This is because he used compost manure he made in his farm after the training he received in his group under the INFAS project. apply it again. In the past, he used three bags of 50 kg fertilizer during the planting season, but he is currently using only one bag of fertilizer for top dressing. Polytechnic in Nairobi, jobs were hard to come by. He worked briefly in Nairobi, before deciding to relocate back home to the Kebirigo location in Nyamira North, Sub-County of Nyamira County. As a committed member of the Nyakeiri Self-Help Group, he trains members of the group as well as the rest of the community on composting. He foresees a time when he will be able to make enough compost for his farm and also start selling the excess to other members of the community. How agro-forestry is improving soil fertility on smallholder farms in Kenya Like many other graduates, after Reuben Masita graduated with a certificate in Electronics from Kenya Natural Resource Management Program 49

56 Now 54 years old and a father of four, Reuben though shifting his skills to Kebirigo, where competition was not stiff, would also enable supplement his income by doing some farming. A friend, who operates an assorted fruits and tree nursery in Kisii town, explained to Reuben how he started his small tree nursery, the intricacies of management, marketing and the income he was getting. When he went back to Magwagwa, where he had settled with his family on a plot, an eighth plot of an acre, he decided to try his hands in the agro-forestry tree nursery business. He visited the Ministry of Agriculture in Nyamira, North Sub-County to seek more information on the types of seedlings to start with, where to source them, how they were germinated and managed in the nursery and who the potential customers were. Within a month he had established a small nursery at the backyard of his house with varieties of seedlings that included coffee and tea cuttings, Calliandra and Grevillea Robusta. Reuben trains members of a farmer group in the process of transplanting tree seedlings. 50 Africa Harvest Annual Report 2016

57 During the first year he invested about KES 10,000 to buy seeds and polythene tubes. At the end of that year, his profit was a modest KES 5,000. This did not discourage him since it was a business he did alongside his professional services. The nursery did not prevent him from attending his tea and coffee plantation in Kebirigo and servicing radios and televisions of his customers. Each time he visited his friend in Kisii and the Department of Agriculture in Ekerenyo, Nyamira North Sub-County, he always got new information on how to better manage his nursery, new sources of seedlings and customer linkages. He introduced new species such as Eucalyptus, Terminalia and Araucallia. In the second year, he spent about KES 15,000 excluding labor, which he estimated to be about KES 10,000 and was able to earn KES 50,000. He knew the business had entered a take-off phase. Based on the good linkages with the Department of Agriculture, in his third year of business, he was linked to Africa Harvest, which was focusing on capacity building of farmers in integrated farming systems. Africa Harvest was also providing local nursery entrepreneurs with material support, skills and business development. He was supported with Grevillearobusta, Calliandracalothyrus and Maesopsiseminii seeds and 5,000 sleeves to boost his nurseries. He also received technical backup on nursery management. In the first nine months of working with the Africa Harvest, which has a strategic partnership with the Department of Agriculture in Nyamira County, Reuben s gross sale increased to KES 60,000 with still some good stock of planting material to sell during April and May rain season. He is optimistic that with increased awareness on the importance of integrating multi-purpose trees with the crops, there will be increased demand from the farmers and even institutions on the seedlings he is raising. He is now focused to make it a full-time job considering he requires very little capital to manage and sustain it. Natural Resource Management Program 51

58 Agricultural Markets and Policy Program Members of Nditiwa Self Help group in Wote, Makueni County, demonstrating the use of a petrol powered grinding equipment supplied by AHBFI, and used in producing locally manufactured poultry feed to the IFAD Kenya Country office team during a donor visit. 52 Africa Harvest Annual Report 2016

59 Leveraging diversification to strengthen market interactions and resilience of smallholder producers in Kenya s drylands The second phase of the FOSEMS project was designed to build on achievements made during implementation of the first phase (July 2010 to June 2013) while addressing emerging needs, chief among which was the need for empowerment of Youth and Women groups. Other areas of interest were: construction and rehabilitation of dams as well as the supply of water tanks to schools, and introduction of short cycle livestock targeting the diversification of breeds to enhance market access and participation by the target groups, especially women and youth. Whether in big business or in rural ASALs, diversification is often a strategic alternative to managing risk, increasing revenues streams and overall market share. By their very nature, smallholder production systems are inherently diversified and integrated with both crop and livestock, especially short cycle livestock (poultry and goats) represented in varying degrees of integration. Rural ASAL communities face a myriad of challenges, diversification is more an imperative than a choice. Erratic and unreliable rainfall patterns have led to short cropping seasons, frequent droughts that lead to increased incidence of crop failure on the one extreme or excess rains that cause flooding and bumper harvests on the other extreme. The uncertainty deriving from these two scenarios demand diversification of production systems and technologies to make the most of any eventuality. FOSEMS Phase II was designed to enhance market participation by the smallholder producers of short cycle livestock. The focus in Phase I was the introduction of new and improved production technologies coupled with enhancing the skills and knowledge of target beneficiaries in improved management. Kenbro Chicken for egg production and Toggenburg goats for milk production were introduced during Phase I of FOSEMS. A market-needs assessment conducted at the beginning of Phase II confirmed the market intelligence gathered towards the end of Phase I. This pointed to the need for technology diversification as a means of enhancing market participation by the target beneficiaries. Feedback from two main markets targeted for the poultry value chain, one for live birds and one for dressed meat (slaughtered chicken), painted a picture of a market in favour of indigenous chicken, commonly known as Kienyeji Agricultural Markets and Policy Program 53

60 Chicken (Kienyejiis indigenous in Kiswahili). The changing eating habits of a growing and more affluent middle class has triggered demand for wholesome and natural foods including indigenous chicken. The project identified the KALRO product that s commonly referred to as KALRO Kienyeji chicken for promotion among the target beneficiaries. Some 2,000 improved Kienyeji chicks, at 21-days of age, were thus sourced from a local hatchery, licenced by KALRO for such services, and supplied to 17 groups in the two sub-counties of Makueni and Kibwezi West. These groups were organized around three hubs for collective marketing as well as the access of input services and products like vaccination services, quality and affordable feed as well as information on improved management. Market diversification was also necessary in the case of goats. Phase I of the project had facilitated the introduction of the Toggenburg breed of goats for milk production and improvement of local breeds. A comprehensive training package to enhance management skills was also done to support the sustainable management of the improved breeds. The main benefits accruing to the target communities included faster maturity in goats, faster build-up of household assets, improved nutrition for children and people living with HIV/AIDS, increased income from sale of the cross-bred goats and enhanced resilience on account of diversity of genetic pool. Phase II sought to address challenges identified towards the end of Phase I, chief among which was the risk of inbreeding. Twobuck (he-goat) stations were constructed and equipped with four pure-breed Toggenburg bucks: two bucks per station. The purpose of these buck stations was to increase access to the number of he-goats available for cross-breeding and improving local breeds while minimizing the risk of inbreeding. Inbreeding occurs when mating of closely related animals (for example, parent and offspring, full brother and sister or half-brother and sister) occurs. Inbreeding leads to overall lowering of performance, poorer reproductive efficiency, higher mortality rates, lower growth rates and a higher frequency of hereditary defects. The introduction of Galla goats during Phase II of the FOSEMS Project was designed to address the need for goat meat and expanding market opportunities for the target beneficiaries involved in goat rearing in the target project implementation areas. The county government of Makueni through its livestock department was also engaged in promotion of the Galla goats thus offering an opportunity for synergies and long term sustainability of the intervention. Galla goats, also known as Boran or Somali goats, are drought-tolerant and compensate for the loss in body condition through a high growth rate after a long spell. They produce more milk than other indigenous goats and are well adapted to the ASALs. Their high growth rate makes them ideal for rearing for meat production, as well as the improvement of indigenous breeds that are slower in growth and maturity. Some 31 Galla goats were sourced and supplied to 23 groups with each group receiving two goats, one male and one female, based on the preference of group members. The balance of 15 goats required to complete the pairing (two goats per group) were all Toggenburgs that were sourced from the groups that received goats during Phase I. A comprehensive capacity building component was also delivered, as a package, to enhance management and husbandry, utilizing the community resource persons (community based animal health workers) who were trained during Phase I of the implementation. 54 Africa Harvest Annual Report 2016

61 Diversification of produce and products is expected to enhance the marketing experience for the target beneficiaries through alternative marketing channels and increase in the number of products that go to market. The beneficiaries have an option to develop goat meat value chains in addition to those of milk and goat kids (live animals), thereby improving their income generation avenues, increasing household asset base and overall resilience in the face of drought and other systemic and weather-related shocks. Linking smallholder producers to urban and peri-urban poultry markets A needs assessment exercise undertaken at the beginning of FOSEMS Phase II project focused on identifying major challenges faced by the target communities and opportunities that could be leveraged to help improve attainment of project objectives, catalyze positive outcomes among the target beneficiaries and draw lessons for future interventions. One of the key findings of this assessment was the identification of market agents that would be linked with the target beneficiaries to provide a market-pull for the poultry value chain through provision of market linkages to lucrative urban and peri-urban markets. Nguku Products 2010 Ltd and Bene Hatcheries Ltd were identified to provide market linkages to the target groups in Makueni County. Nguku Products Ltd is a poultry rearing and marketing business, based in the outskirts of Nairobi, where they supply poultry meat to supermarkets and institutions. The company has sales outlets within the suburbs of the city. Bene Hatcheries are based in Makueni County and service TaitaTaveta where buyers from Tanzania come to buy live birds. Bene are also involved in the supply of day-old chicks and extension services for poultry producers with the county. Nguku projected a demand for 2,000 birds or 2.6 MT of meat per month with a market value of KES 2,496,000 or USD 24,960 (1 kg of meat selling at KES 960/00). Producers would earn KES 1,440,000 (for birds weighing an average of 1.8kg in live weight at KES 400 per kg) or USD 14,400 per month. On their part, Bene Hatcheries had projected a demand for 2,000 live birds every week, which translates to KES 1,200,000 or USD 48,000 per month (assuming live weight of 2kg per bird and KES 300 per kg). This combined market translated to USD 72,960 per month and USD 875,520 annually. Meetings were organized between Nguku and 11 representatives from the three hubs.these meetings gave these potential aggregators a chance to have a clear understanding of market requirements, the costs involved in marketing their produce as well as experience commercial production of poultry. The main outcome of this meeting was an agreement between Nguku and the aggregators to commence transactions during the period under review. Adapting the aggregator model to the poultry value chain for enhanced market access Aggregating small quantities of produce into marketable quantities helps smallholder producers to access large markets that would otherwise remain untapped. The challenge of small quantities of produce is seen in excess costs to market, uneven quality standards and inconsistent and unreliable supply. Agricultural Markets and Policy Program 55

62 Unable to command good prices or influence the marketing process, smallholders are thus resigned to be price-takers, which further disenfranchises them from the very value chains intended to benefit them. Limited knowledge and skills in improved management practices, limited access to improved technologies to enhance productivity, high cost of inputs and limited access to extension services are the main constraints faced by smallholder poultry producers in Makueni County. These challenges were identified both at the end of FOSEMS Phase I as well as during the needs assessment done before the start of Phase II. Addressing these challenges in a sustainable manner was thus a critical success factor of the scale-up efforts of the project s second phase. This involved integrating target beneficiaries into value chain initiatives and amplifying the gains made in the first phase. A decision was thus taken to adapt the aggregator model to the poultry value chain as a means of addressing constraints in both the production as well as marketing issues. Production constraints identified included high cost of inputs, limited access to improved varieties of chicks (KALRO and Kenbro), and limited access to extension services. Marketing constraints related to low market prices and limited outlets. The aggregator model addresses value chain constraints by amalgamating the outputs from individual members of a group or community. The group or community is able to interphase with markets and command improved prices due to economics of scale. During the period under review, the (Aggregator) Model was deployed based on a hub and spoke strategy to enhance collective marketing. Three hubs were developed and each was equipped with an incubator for hatching eggs into chicks, power connection (either through solar panels or electric power grid), a back-up generator and a mechanical grinder (to help in feed preparation). The theory of change was premised on improved access to affordable and high quality inputs (feed, vaccines) as well as services (vaccination and information on improved management and marketing) while enhancing market linkages through aggregation and collective access. The hub catalyzed economies of scale for producers while cutting down costs to market for producers and transactional costs for market agents. It is thus envisaged that upon maturity, these hubs will be the focal point for both production and marketing activities, starting with the poultry value chain and extending to other complementary value chains such as cereals. We expect the hubs to provide a platform through which other services such as financing and insurance, can be bundled. The role of policy in enhancing quality livelihood choices in ASALs Right policies play a catalytic role in directing investments to key sectors of the economy. They also contribute to removal of bottlenecks that limit value chains from attaining full potential. Policies are therefore critical, especially for rural economies, considering the lack of investment opportunities, limited sources of funding for youth- and womenled enterprises and other challenges faced by rural producers. Policy interventions aimed at unlocking funding avenues through which smallholder rural-based youth 56 Africa Harvest Annual Report 2016

63 and women can access affordable credit to start and sustain micro, small and medium enterprises (MSMEs) are critical in catalyzing inclusive development. Local governments can also help further catalyze inclusive development by enacting and supporting public policy that mainstreams groups that are disenfranchised either socially or economically including the youth, women and people living with disabilities. With the advent of devolution, following the enactment of the Kenya Constitution 2010 that established 47 devolved units of governance in Kenya, the county governments drive new opportunities for service provision in rural areas. Both the national as well as these newly created county governments recognize the challenges faced by the youth and women. A number of policy interventions were instituted to alleviate this situation. The AGPO initiative that was started in 2012 set aside 30% of all government procurement opportunities for youth, women and people living with disabilities. Other programs supporting these three groups include: The Youth Fund, Women Fund, Uwezo Fund, Constituency Development Fund, C-YES and Take 254 Loan for local film production among others. As is the case with new initiatives, the target beneficiaries require to be made aware of these opportunities and their capacity built in order to unlock the full potential, as well as ensure the long-term sustainability of initiatives started. Africa Harvest was therefore engaged in sensitizing the youth, women and persons living with disabilities in Makueni County, where the FOSEMS II project was being implemented. Africa Harvest also trained these target groups on how to access these funds. Training was carried out in partnership with the Makueni County Youth Development officers and representative of the Youth Fund in the County. The main outcome of these trainings was enhanced knowledge and awareness of available options for funding which could be leveraged to expand poultry production ventures that the program (FOSEMS II) had helped initiate. As a result of this intervention, 46 representatives of 32 youth groups from the larger Makueni Sub- County were trained and equipped with knowledge and skills needed to take advantage of the policy programs; 18 out of the 44 groups involved with the program were assisted to apply for funds to expand their enterprises. The introduction of a bill in the Makueni County assembly to support a goat-breeding program is yet another important policy intervention with the potential to catalyze enterprise development and provide opportunities for youth and women. This development will not only help catalyze the development of a robust goat breeding and marketing program in the county but also enhance the sustainability of investment done through the FOSEMS program (FOSEMS I and II). The buck stations constructed during FOSEMS Phase II to mitigate the risk of inbreeding among the improved goats, Toggenburgs and Galla, supplied to beneficiaries were a timely investment that beneficiary groups can leverage when the breeding program is initiated. Other areas that require supportive policy interventions include: 1. Poultry feed production using locally produced raw materials like sorghum, green grams (Mung bean) and sunflower. A supportive policy environment will help poultry producers, especially youth and women, to address high prices of commercial Agricultural Markets and Policy Program 57

64 feeds while providing a ready market for cereals, legumes and other crops grown in the area. 2. Local levies on poultry (live birds) leaving the county for markets in contiguous urban centers should be rationalized to minimize their effects on pricing and the transfer of such cost to the end consumer. The net effect of this cost surcharge is to increase the end consumer price thereby making products from Makueni less competitive in the market place. Africa Harvest helps build capacity of livestock producers to collectively market products Marsabit County lies some 550km to the northeast of Nairobi and is home to a number of nomadic pastoral communities. The county is designated as an arid area. The main livelihood system is based on livestock: camels, goats and cattle. Average rainfall ranges between 200mm in the drier low lands to about 700mm in the highlands towards Ethiopia. Most of the communities live in the drier parts of the county. During the period under review, Africa Harvest entered into a partnership with World Vision Kenya to assist in the implementation of the Laisamis Food Nutrition Security and Enhanced Resilience Project (FONSAREP). The goal of FONSAREP is to contribute to improved food and nutrition security and enhanced resilience to drought in Laisamis Sub-County and the target beneficiaries are 700 households organized into 35 women-only producer groups. The nine-month partnership was based on a subgrant agreement with Africa Harvest providing technical expertise in two areas, namely: supporting the producer groups to link with existing livestock value chain actors (milk, hides and skins, hooves, horns and bones among others) and supporting the formation of commercial villages and enhance linkages to promote collective marketing of livestock and livestock products. The theory of change informing Africa Harvest activities was premised on using the market as a catalyst for value chain activities using an inclusive business model that enhances access to services for participating households. This would have the effect of increased or improved household food, nutrition and income security. The project also focused on inclusiveness, defined as the active engagement of target beneficiaries, mostly rural, resource-poor women, men and youth. Africa Harvest s role was to fast-track these groups into the value chain as owners, suppliers and producers. The guiding strategy was based on three pillars with the first being to leverage on market-led business based approaches as the main driver for production activities. The Aggregator model, a process innovation piloted by Africa Harvest among smallholder rural producers (of sorghum and poultry) in both Kenya and Tanzania will be adapted to the circumstances in Laisamis to enhance market linkages. The second pillar involves capacity building of the target producer groups in various aspects of enterprise development and business management. The objective is to encourage mind-set change, preparing the community and producer groups for the new shift in production thinking and laying the foundation for business-based thinking. An exchange visit was undertaken to help the target communities in learning by interacting with other communities that have embraced market-based production regimes. It 58 Africa Harvest Annual Report 2016

65 was anticipated that this exposure visit would help catalyse the desire to do things differently using the market as a pull factor for downstream production activities. The third pillar was to build strong partnerships (4Ps - Public-Private-Producer-Partnership) fostered to enhance effectiveness, inclusion and sustainability of the interventions. The project team identified 10 producer groups within five clusters that would spearhead collective marketing for the rest of the groups in the target region. These clusters are in Laisamis, Korr, Ngurnit, Loglogo and Merille areas. Some 10 marketing committees were also formed, each with three representatives that were democratically selected by the group members and given the mandate to spearhead marketing activities on behalf of the groups. This approach is intended to fast-track marketing activities based on the group until such a time that an aggregator, preferably one among the three representatives from each group selected to form the marketing committees, takes up the mantle and provides market linkage services. The groups have so far been trained in product marketing, record keeping, the business development cycle, pricing and various funding options that are open to them. Milk and live animals are the two main products where marketing has been addressed thus far. The main challenge faced during the implementation of this program is the drought condition that has persisted since late 2016 when the rains expected in December failed. The target groups could not engage in any form of marketing since the animals were held back in the grazing lands, known as foras. Agricultural Markets and Policy Program 59

66 Communication for Development and Knowledge Management Beatrice Nkatha (left), the Sorghum Aggregator from Tharaka Nithi County (Kenya) during the Governing Council panel discussion at the IFAD Farmers Forum 2016 in Rome. 60 Africa Harvest Annual Report 2016

67 Africa Harvest outreach in West Africa helps biotech develop strong roots During the year under review, Africa Harvest continued with biotech outreach projects in Ghana, Burkina Faso and Nigeria. In Ghana and Burkina Faso, the main focus was strengthening biotech stakeholder management by supporting regular, multi-institutional meetings to build consensus on critical issues. The meetings were also designed to synergize biotech and biosafety outreach strategies of members of the Ghana Biotech Stakeholders Forum (GBSF). These include the NBA, Biotechnology and Nuclear Agriculture Research Institute (BNARI), the Program for Biosafety System (PBS) Ghana, the Open Forum for Agricultural Biotechnology (OFAB) Ghana Chapter, Crop Life Ghana and the Africa Biosafety Network of Experts (ABNE). Through the GBSF, Africa Harvest supported efforts to maintain and coordinate communications, outreach, and advocacy efforts among partners. A meeting was held at Kumasi. Interviews were held with scientists at the Crops Research Institute (CRI) in Kumasi as part of a strategy to interview and gather information for a multi-institutional, national communication strategy. Africa Harvest undertook similar work in Burkina Faso; however, the interventions were more focused on challenges related to the non-planting of Bt cotton. Several meetings were held to enable the Burkina Biotech and Biosafety Stakeholder Forum (BBBSF) build consensus on critical issues. Partner organizations synergized their biotech and biosafety outreach strategies. The institutions included: Africa Harvest, Institut de l'environnementet de RecherchesAgricoles (INERA), ABNE, Burkina Biotech Association (BBA), RECOAB and OFAB. Among the achievements of the stakeholder forum in Burkina Faso was mitigating the adverse effects of not planting Bt cotton. Information was disseminated to defined target audiences, especially within the new government. The forum remained engaged with Bt cotton farmers; their support for the technology was not in question and helped frame discussions with the government in a progressive way. Africa Harvest was part of a multi-stakeholder Rapid Response Team (RRT) that played a key role in message development and deployment. A regional biotech stakeholder conference, which included partners outside Burkina Faso - such as Africa Harvest, Africa Seed Traders Association (AFSTA) and the International Service for the Acquisition of Agri-biotech Applications (ISAAA) confirmed to the new government, politicians and policymakers that the issue was beyond the country or the West Africa region. Communication for Development and Knowledge Management 61

68 However, the political transition and the fact that many in the new government were not conversant with the technology made the challenge of reaching out particularly difficult. None-the-less a clear way forward was agreed, based on a single coordinating unit, consisting of local individuals and institutions involved in biotechnology and biosafety. During the last quarter of 2016, Croplife International (CLI) requested Africa Harvest to strengthen biotech outreach in Nigeria. More specifically, Africa Harvest was asked to synergize and strengthen efforts of the NABDA. To this end, a stakeholders workshop to review efforts by different organizations and agree on a unified strategy was held in Abuja in December Top (left to right): INERA Director General, Dr. Hamidou Traore chats with colleagues, Dr. Edgar Traore and Dr. Fidel Tiendrebeogo during a global celebration of 20 years of GM crops, in Ouagadougou, Burkina Faso. Right (left to right): Africa Harvest Communication Director, Mr. Daniel Kamanga with Dr. Moussa Savadogo of the African Biosafety Network of Expertise (ABNE) and former Monsato Corporate and Government Affairs Manager in West Africa. Dr. Doulaye Traore, during the Table for 20 celebrations. Below left: Participating in a panel discussions; African biotech organizations met in Ouagadougou to discuss challenges facing Burkina Faso Below right: Burkinabe and the African delegates 62 Africa Harvest Annual Report 2016

69 Nigeria multi-stakeholder meeting commits to unified biotech outreach Africa Harvest partnered with the NABDA and the AFSTA to hold a successful multi-institutional and multi-stakeholder meeting where the goal was to agree on a unified biotech strategy, given the diversity of the country and competing interests. The meeting was hosted by the OFAB Nigeria Chapter, which operates within NABDA. Given its mandate and role, the NBMA was a key partner in the meeting. Other institutions represented included the Agricultural Research Council of Nigeria (ARCN), Federal Ministry of Agriculture and Rural Development (FMARD), Seed Entrepreneurs Association of Nigeria (SEEDAN), AFSTA, Crop Life International, Africa Harvest, the Africa Agricultural Technology Foundation (AATF), the National Centre for Genetic Resources and Biotechnology (NACGRAB), IAR Zaria, All Farmers Association of Nigeria (AFAN), National Agricultural Quarantine Service (NAQS), the National Cereals Research Institute (NCRI),Badeggi, and the Consumer Protection Council (CPC). The meeting follows Crop Life s request for Africa Harvest to work with NABDA/OFAB Nigeria to strengthen OFAB Nigeria s role as the focal point and single coordinating unit on biotechnology and biosafety outreach in Nigeria. The meeting therefore sought to explore ways of ensuring a unified voice and strategy, especially with regards to issues management and engagement with various government/private entities. It was also an opportunity for stakeholders to share their plans for 2017 with a view to identifying possible synergies. The meeting also strengthened the database of all biotechnology stakeholders with a view of regular communication and effective issues management. The ARCN Executive Secretary was represented by Mr Yarama Ndirpaya who said the Council would continue to partner with various local and international institutions to get improved technologies to farmers. The Executive Director, IAR, Zaria, Prof. I. U. Abubakar said agricultural biotechnology was a proven and novel science used all over the world to solve emerging agricultural challenges. He highlighted its positive impact in many countries such as Brazil, Argentina, China and the United States. He recognized the collaborative efforts of AATF, NABDA, Africa Harvest and other organizations working to develop genetically modified (GM) products in Nigeria. The Director General/CEO of NBMA, Dr Rufus Ebegba said: NBMA has the responsibility to ensure that an enabling legal framework is created to carry out modern biotech activities and agricultural improvement from small-scale to large-scale through biotechnology. He commended stakeholders for their efforts to synergize outreach among the biotech stakeholders and seed companies. The President of SEEDAN, Mr Richard Olafare commended the efforts of OFAB and the collaborating institutions for organizing the meeting. He said the private seed sector was critical in acceptance of biotech products as they are the ones who ensure the products gets to farmers. Africa Harvest Communication Director, Mr Daniel Kamanga, presented a Case Study of Coordination Efforts in Africa. According to him, agriculture has a big role to play in solving the current challenges faced by Nigeria. He said effective coordination by institutions involved in biotech is critical to public acceptance, farmer adoption and commercialization. To this effect, he proposed some guidelines that could help create synergy among biotechnology institutions: Development of a multi-institutional, multistakeholder coordination unit. Communication for Development and Knowledge Management 63

70 An online, central system of on-going biotechnology research as one of the benefits of membership. Professional code of conduct to ensure bestpractice and compliance among institutions and individuals conducting biotechnology research. System of synergizing with international and regional biotech initiatives to ensure they are mainstreamed into the national framework. Mr Richard Olafare, President SEEDAN, making a remark. Mr Yarama Ndirpaya, representative of the Executive Secretary of the ARCN making a remark. Prof I. U. Abubakar, Executive Director, IAR Zaria making a remark. Mr Daniel Kamanga, Communications Director, Africa Harvest making a presentation. Engineer Steve D. YakubuAtar, Managing Director Alheri Seeds making a comment. 64 Africa Harvest Annual Report 2016

71 Dr Rose Gidado, OFAB Nigeria Coordinator making a presentation. Director General/CEO NBMA, Dr Rufufs Ebegba making a presentation. Group photograph at the event. Communication for Development and Knowledge Management 65

72 Africa Harvest public perception survey: Re-energizing the communication strategy In April 2016 Africa Harvest conducted a stakeholders perception analysis for the purpose of evaluating how well the organization is perceived and identifying areas for perception improvement. Through the use of an independent market research firm, Research Solutions Africa, the interviews began in April The second wave of interviews was concluded in late July. 93% of the interviewed stakeholders are aware of the projects that are run by Africa Harvest, with all the interviewed policy makers mentioning that they are fully aware of the projects. 76% of the interviewed stakeholders cited that they receive sufficient updates on the projects that they run in partnership/ collaboration with Africa Harvest. All the interviewed donors cited that they receive sufficient updates from Africa Harvest and that the reports they receive cover all the required information. The survey also revealed that 88% of the interviewed respondents have a feeling that Africa Harvest is moving in the right direction towards achieving its goals/ objectives. The main reason given for this is that the results are positive and visible through the farmers, as the projects are implemented on the ground. The survey also showed areas where the organization continues to improve and streamline. This includes Africa Harvest s communication strategy, where the survey indicated that the success and track over the last 15 years have not been effectively communicated; therefore, to ensure greater visibility and institutional positioning, the organization in 2016 embarked on a strategic approach of replicating and scaling-up past success through the formation of stronger partnerships and networks. By building a network of like-minded organizations, the organizations leveraged on increasing the efficiency of technology deployment, community mobilization and integrated delivery of technological solutions to farmers. The communication strategy continues to go beyond sharing of information to persuading. Over 90% of the interviewed stakeholders in the perception survey were aware of the projects run by Africa Harvest. All policy makers interviewed mentioned that they are fully aware of the projects. It is instructive that despite this awareness fewer interviewees knew of the project outcomes. This meant three respondent categories stakeholders, policy makers and strategic partners did not have all the relevant information, indicating the need for Africa Harvest to revise the outreach strategies and make them more effective. Although current communication channels websites, newsletters and stories in the media have a wide reach, there was need for depth of communication to create effective and mutually profitable engagement. Developing an automated system of project and information management During the year in review, Africa Harvest engaged developers in the creation of a Project Information Management System (PIMS). The system s goal is to improve the process of creating, identifying, collecting, organizing, sharing, adapting, and using project information. When completed, the system will enable easy access of all the information one needs on any project. 66 Africa Harvest Annual Report 2016

73 Development Process Tasks undertaken so far Development process of the Africa Harvest Project management information system and tasks undertaken in Protect and storage of information will make it easy to monitor or measure the progress of projects being implemented. By managing information and accessing the right information to the right people, the database will also improve the institutional decision-making process. Communication for Development and Knowledge Management 67

74 Finance, Administration and New Business Development Program Board of Directors meet with AH staff during the annual meeting 68 Africa Harvest Annual Report 2016

75 Africa Harvest revises policy manuals to unlock talent for institution growth and development During the year under review, the Finance, Administration and New Business Development Program revised all policies and manuals to bring them in line with current best-practice and new developments in the market place. Over the years, Africa Harvest staff have been guided by background training and application of Board-approved staff policy manuals. These include the Finance and Accounting Policy, Staff Procedures Manual, Travel Policy, Risk Management Policy, Whistle Blower Policy, Information and Communication Technology (ICT) Policy and the Asset Management Policy, all of which are documented in Foundation Manuals as well as some Standard Operating Procedures. The Finance Policy Manual needed to be updated due to prevalence and wide use of Mobile Money Services like MPesa. Mobile money is a convenient and cheaper way to transfer money, especially for field expenditures. The policy updates were done in consultation with Senior Management Team (SMT), the goal being to improve program operations while maintaining institutional compliance. Another focus of the Finance, Administration and New Business Development Program was working on better conversion rate of pipeline projects to funded projects. This is a work-in-progress and more progress is expected in coming years. During the year in review, staff development continued through participation in carefully selected local and international workshops, meetings and conferences. Staff were encouraged and participated in trainings, mentorship as well as evaluations and feedback from their supervisors. The organization continued to engage high-level consultants on need-basis from local universities and national research. This is a deliberate strategy to bring in new knowledge and to achieve project goals. In implementation of the Africa Bio-fortified Sorghum (ABS) Project, for example, Africa Harvest engaged Dr. Titus Magomere, an experienced sorghum breeder trained in Canada. To provide technical expertise and training to the Tissue Culture banana team, Africa Harvest co-opted Dr. Johnstone Kwach from Kenya Agricultural Livestock Research Organization (KALRO) with permission from Finance, Administration and New Business Development Program 69

76 his Centre Director in Kisii Station. His expertise in disease management skills was critical for field studies in Kenya and Malawi. Africa Harvest business strategy focuses on regional expansion, diversifying crops of interest and scaling up success models During the period under review, Africa Harvest s pipeline projects was very robust; the conversion to funded projects remains an area of focus. Nearly 10 business concepts were at different stages of development. Those with a highest chance of funding were being reviewed by donors. The business development strategy focused on expansion and consolidation of the Africa Harvest crops of interest. Having successfully expanded from the flagship tissue culture (TC) banana, the organization sought to consolidate its gains in beans and cassava value chains in Kenya and Tanzania. Other crops of interest are sweet potato, potato and pyrethrum. Africa Harvest s experience in technology transfer of sorghum varieties to farmers working with ICRISAT is being expanded to pearl millet. Both crops are ideal for drylands; Africa Harvest has gained extensive experience working in Kenya s Arid and Semi-Arid Lands (ASALs). Africa Harvest also sought to expand its geographical footprint, especially in the Southern Africa Development Cooperation (SADC) region. The obvious location to implement this strategy is South Africa. The organization reached out to the Eastern Cape Rural Development Agency (ECRDA), which has been implementing the Rural Enterprise Development (RED) Hubs. An exploratory visit was made and a rapid assessment made of possible areas of intervention and collaboration. Africa Harvest has also made critical engagements in Zambia and Malawi and some project concepts are under development. In Nigeria, Africa Harvest has been in discussion with NABDA and IAR about possible partnership involving the National Centre for Genetic Resources and Biotechnology (NACGRAB), which falls under NABDA. 70 Africa Harvest Annual Report 2016

77 ECRDA Learning Trip to Kenya A delegation from the Eastern Cape Rural Development Agency (ECRDA) visited Kenya, whose cooperative movement is the best in Africa. 1) At Lainisha SACCO Society Ltd (formerly Mwea Rice Farmers SACCO), they learnt how the cooperative had re-invented itself and expanded its focus to various other financial products; 2) They visited a private sorghum aggregator in Tharaka Nithi in Meru County; 3) Learnt about the Tissue Culture Banana value chain during a visit to a collection center where bananas are weighed before being aggregated for the market; 4) Toured a tea factory in Nyeri County; and 5) Visited a maize milling plant in Nakuru. Finance, Administration and New Business Development Program 71

78 Africa Harvest Board of Directors Africa Harvest Board of Directors Africa Harvest Annual Report 2016

79 Chief Dr Blessed Okole currently serves as the Chair of the Board of Directors of Africa Harvest. He is a native of Cameroon and holds a PhD in Agricultural Biotechnology from the Technical University of Berlin, Germany and is a graduate of the International Executive Development Programme from the London Business School and Witwatersrand University. He currently serves as the Managing Director of SG Sustainable Oils Ltd in Cameroon, which is a 19,830 ha oil palm plantation. Dr Okole has over the past 25 years had extensive management experience and has held senior positions in strategy, business development, fundraising, and project operations. Previously, he served as the Head of International Business Development for the Technology Innovation Agency and CEO of East Coast Biotechnology Innovation Centre LIFElab, both initiatives of the Government of South Africa. Prior to joining LIFElab, he held the position of Business Development Manager and Strategic Partnership Manager for CSIR Biosciences unit, and was previously an interim Director for the NEPAD Southern African Network for Biosciences (SANBio). As an entrepreneur, Dr Okole started a successful Plant TC company, African Biotechnologies, in South Africa and brings on board a rich international background in both agriculture and business operations. Mr Joseph Gilbert Kibe serves as the Vice Chair of the Board and is the Chairman of the Kenya Horticulture Crops Development Authority that is being transformed into the Horticultural Crops Directorate of the Agriculture, Fisheries and Food Authority (AFFA). In the past, he has served as a civil servant in Kenya and as Permanent Secretary in various government ministries. He holds a Bachelor of Arts (BA) degree from Makerere University College of the University of London. He has rich experience in policy formulation and implementation, human resource management and budgeting, and accounting for financial and physical resources. He is currently involved in agricultural developments as an investor, with a particular interest in international horticultural trade. His special interest in financial investment and corporate governance has led to his current involvement as Director in over 10 private sector companies and not-for-profit foundations and trusts. Dr Florence Muringi Wambugu is the Founder, Director and CEO of Africa Harvest Biotech since She is a plant pathologist with specialization in virology and genetic engineering. She has an honorary PhD, Doctor of Science, from the University of Bath, UK, and has conducted postdoctoral research at the Monsanto Life Sciences Center, USA. For over 30 years, she has dedicated her life to agricultural research, where she made significant contributions to the improvement of sorghum, maize, pyrethrum, banana and sweet potato. Previously, she worked as the Africa Regional Director of the ISAAA AfriCenter in Nairobi, and as a Research Scientist at KALRO. She has published over 100 articles and co-authored various papers. She is also the author and publisher of Modifying Africa and Biotechnology in Africa: Emergence, Initiatives and Future. In 2005, she led an international consortium that was awarded USD 21 million under the global Africa Harvest Board of Directors 73

80 competitive grant by the BMGF. She is a recipient of several awards and honors, including the Norwegian YARA Prize in She is currently a board member in several international agencies. Dr Grace Malindi recently retired as the Director of Agricultural Extension Services at the Ministry of Agriculture and Food Security in Malawi after 38 years in public service. She held various positions, including that of Training Officer, Gender-based Participatory Development Specialist, Deputy Director for Extension Services and Director of Extension Services. Dr Malindi holds a PhD in Human Resources and Community Development from the University of Illinois at Urbana-Champaign, USA, and has extensive experience in agricultural extension, gender mainstreaming, farmer training and participatory rural community development. She played a pivotal role in revolutionizing Malawian agriculture from a food deficit nation to a vibrant food surplus nation. Dr.Malindi is a member of the AFAAS, Association of Women in International Development (AWID) and the American and Canadian Home Economics Association. Dr Grace has received numerous awards and served on various advisory boards in Malawi. Ms Larkin Martin has been, for over 20 years, the manager of two familyowned farms, Martin Farm and the Albemarle Corporation in Courtland, USA. She holds a BA in European History from Vanderbilt University and is the newest member of the Alabama Ethics Commission. Larkin has an impressive history as a farmer. She is also an astute businesswoman. In 2012 she was selected as an Eisenhower Fellow for studies done on Kenyan and Turkish agriculture. Her strong analytical skills and industry knowledge is drawn from years of experience and networking in the US agricultural sector. She has been the Chairman of the Federal Reserve Bank of Atlanta and served as Chairman and Director of the Cotton Board. She currently serves on the Farm Foundation Board. Dr Mpoko Bokanga is the CEO of AgroTEQ, with operations in Kenya, DR Congo and Nigeria where he assists agribusiness enterprises to solve challenges related to technical upgrade, expansion and modernization. He is a Food Technologist by training (PhD in Food Technology, 1989, Cornell University, USA). Prior to starting AgroTEQ he served as the representative to Kenya, Eritrea and South Sudan at the United Nations Industrial Development Organization (UNIDO). Preceding this position, Dr Bokanga was leading the Agribusiness Development Unit at UNIDO Headquarters, and also served as the Chief Technical Adviser (CTA) of the West Africa Quality Program. His career also includes scientific research in the public and private sector, and corporate management of science-based development organizations such as the African Agricultural Technology Foundation (AATF) where he served as an Executive Director for 4 years. Dr Om Dangi is currently the President and CEO of Agriculture Environmental Renewal (AERC), Canada. He has over 39 years of experience in research. He headed projects in plant breeding programs for 21 years in developing hybrid sorghum and pearl millet. He holds 74 Africa Harvest Annual Report 2016

81 a PhD in Plant Breeding from Haryana Agricultural University (HAU), Hissar, India. Through his extensive experience in developing hybrid sorghum and pearl millet he has in the past operated national and international collaborative sorghum research programs. Previous to his position at AERC, he was a guest scientist at both the Molecular Technology Program and the Plant Breeding and Management Program at the Plant Research Centre, Agriculture and Agri-Food Canada, Ottawa. He also served as a Sorghum and Millet Breeder, at the International Institute of Tropical Agriculture (IITA)/ United States Agencies International Development (USAID)/ NCRE project, Institute of Agronomic Research (IRA), Maroua, Cameroon. He has over 70 published scientific papers and reports and is a recipient of the Indian Council of Agricultural Research award for Team Research in Agriculture (in the field of forage sorghum improvement and utilization). Mrs Sylvia Banda is the managing director of Sylvia Food Solutions in Zambia, working to increase the demand for locally produced, traditional food in Zambia by creating entrepreneurial hubs that give farmers access to markets. Through this vehicle, smallholder farmers working in the hubs are able to create income that allows impacts and transformation in their lives. She also serves as the president of PAN-Africa African Women s Entrepreneurship Program (AWEP), a Board Member of Industrial Development Corporation (IDC) Zambia, Board Vice Chairperson on Agri-Business Incubation Trust (Agbit) and in the past she served as the Ambassador for Zambia AWEP. She has over 20 years experience in Entrepreneurship in African Agriculture. Mrs Banda will be serving as Audit Committee member of the Board. Dr Sereme Paco is a national of Bukina Faso currently serves as the acting Executive Director of the West and Central African Council for Agricultural Research and Development (CORAF/ WECARD). He holds a Docteur- Ingénieur (PhD) Plant Pathology, University of Rennes I, France and a Master s degree General Agronomy, University of Niamey, Niger among others. Prior to his position at CORAF, he held a position as the Executive Director of the same institution. He also served in Burkina Faso as Director of the National Agricultural Research Institute (INERA) from 1994 to 2002 after serving as Scientific Co-operation Director of the National Center for Scientific and Technological Research (CNRST), he will be serving as the Nominations and Governance Committee member within the board. Africa Harvest Board of Directors 75

82 Acronyms and Abbreviations AATF ABNE ABS ADDA AFAN AFSTA AGPO AHBFI AIDS ARCN ARI ASAL BBA BBBSF BC BCMNV BNARI Bt C&KM CEO CFT Africa Agricultural Technology Foundation Africa Biosafety Network of Experts Africa Biofortified Sorghum Agriculture and Dietary Diversity in Africa All Farmers Association of Nigeria Africa Seed Traders Association Access to Government Procurement Opportunities Africa Harvest Biotech Foundation International acquired immune deficiency syndrome Agricultural Research Council of Nigeria Agriculture Research Institute Arid and Semi-Arid Lands Burkina Biotech Association Burkina Biotech & Biosafety Stakeholder Forum Backcross Bean Common Mosaic Necrosis Virus Biotechnology and Nuclear Agriculture Research Institute Bacillus thuringiensis Communication and Knowledge Management Chief Executive Officer confined field trial 76 Africa Harvest Annual Report 2016

83 CIP CLI CPC CRI C-Yes DAICO EAR FAO FGD FINTRAC FMARD FONSAREP FOSEMS GBSF GCC GDP GM ha HGGT HIV The International Potato Centre Croplife International Consumer Protection Council Crops Research Institute Constituency Youth Enterprise Scheme Lushoto District Agriculture, Irrigation and Livestock Cooperatives Office Estimated Average Requirement Food and Agricultural Organization Focus Group Discussion Financial Transactions and Reports Analysis Centre of Canada Federal Ministry of Agriculture and Rural Development Laisamis Food Nutrition Security and Enhanced Resilience Project Food Security and Ecosystem Management for Sustainable Livelihoods in Arid and Semi Arid Lands of Kenya Ghana Biotech Stakeholders Forum Grand Challenge Canada gross domestic product genetically modified hectare homo gentisate geranyl transferase human immune deficiency virus Acronyms and Abbreviations 77

84 IAR ICRISAT ICT IFAD INERA INFAS ISAAA ISABU KARLO KEPHIS KES KHCP LSMS-ISA M&E MoU MSMEs MT NABDA NACGRAB NAQS NBA NBMA NCRI NGO OFAB OFSP PBS Institute of Agricultural Research International Crops Research Institute for Semi-Arid Tropics information and communication technology The International Fund for Agricultural Development Institut de l'environnementet de Recherches Agricoles Integrated Farming Systems for Sustainable Livelihoods in East Africa International Service for the Acquisition of Agri-biotech Applications Institut des sciences agronomiques du Burundi Kenya Agricultural Research and Livestock Organization Kenya Plant Health Inspectorate Services Kenyan Shilling Kenya Horticulture Competitiveness Project Living Standards Measurement Study - Integrated Surveys on Agriculture monitoring and evaluation Memorandum of Understanding micro, small and medium enterprises metric ton National Agency for Biotechnology Development (of Nigeria) National Centre for Genetic Resources and Biotechnology National Agricultural Quarantine Service National Biosafety Authority (of Nigeria) National Biosafety Management Agency (of Nigeria) National Cereals Research Institute non-governmental organization Open Forum for Agricultural Biotechnology orange-fleshed sweet potatoes Program for Biosafety System 78 Africa Harvest Annual Report 2016

85 PI PIMS PMI QDS RA RCT RECOAB RRT RWH SEEDAN SMU SP SSA TC TOSCI ToT TX430 TZS USD WWOs Principal Investigator Project Information Management System Positive Material Identification quality declared seed Rapid Appraisal randomized controlled trial Réseau des communicateurs ouest Africains en Biotechnologie Rapid Response Team rainwater harvesting Seed Entrepreneurs Association of Nigeria Sorghum for Multiple Uses Strategic Plan sub-saharan Africa tissue culture Tanzania Official Seed Certification Institute Training of trainers wild-type sorghum Tanzanian Shilling United States Dollar Ward Water Officers Acronyms and Abbreviations 79

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88 Africa Harvest Biotech Foundation International (AHBFI) NAIROBI (HQ) Spring Valley Business Park 2nd Floor, Suite 6-Block A PO BOX Village Market Nairobi, Kenya Tel: Fax: kenya@africaharvest.org JOHANNESBURG 34 Forbes Road Blairgowrie, Randburg PO Box 3655 Pinegowrie 2123 Gauteng, South Africa Tel: southafrica@africaharvest.org WASHINGTON DC Blake Building Farragut Square 1025 Connecticut Avenue NW Suite 1012 Washington DC 20036, USA Tel: Fax: usa@africaharvest.org TORONTO Scotia Plaza 40 King Street West, Suite 3100 Toronto, ON Canada M5H 3Y2 Tel: Fax: canada@africaharvest.org