Getting New Varieties Out to Millions: PABRA & the Power of Partnerships

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1 Getting New Varieties Out to Millions: PABRA & the Power of Partnerships Louise Sperling, Robin Buruchara, Jean Claude Rubyogo & Sara Boettiger Scaling adoption of improved bean varieties among smallholder farmers read about Predominant seed system 2 model for beans in Africa Demand-driven selection of 2 varieties Innovative delivery 4 mechanisms Efficient brokering of 5 partnerships The Pan African Bean Research Alliance (PABRA) reached 18.3 million African farming households with good quality bean seed in the decade between 2003 and 2013 (Buruchara et al., 2011 and Buruchara, 2013). Prior to institution of the PABRA framework, Ethiopia was meeting 0.8% of its national seed requirements with only 3 varieties. Three years later, the national program was able to meet 60% of the country requirements with 14 varieties. Similarly, in Southern Tanzania, varieties received from other PABRA countries are now tested and released within two years, compared to the seven years that were necessary prior to implementation of PABRA consortium agreements (Rubyogo et al., 2010). The Alliance is structured as a consortium of 28 National African Agricultural Research Systems (NARS) organized in three regional networks, the international research organization, Centro Internacional de Agricultura Tropical (CIAT), and donors who support the alliance. PABRA is dedicated to bean productivity enhancement and particularly to increasing the adoption of improved varieties among farmers across the African continent. 8 Key lessons for scaling seed systems Key elements of scaling include: demand-driven selection of varieties, innovative delivery mechanisms and efficient brokering of partnerships.

2 The high degree of heterogeneity among the customers served by public plant breeding programs limits economies of scale Predominant seed system model for beans in Africa The predominant model for diffusing beans in most African countries is straightforward: NARS stand at the apex of a set of linear and vertical relationships. NARS work to develop successful beans and, after variety release, produce an initial supply of breeder and foundation seed. Government seed parastatals and sometimes a few commercial seed companies then take over subsequent production of certified seed to sell directly to select customers. These customers are mainly governmental organizations and non-governmental organizations (NGOs) who distribute the new materials in support of developmental and occasionally relief programs. This formal bean seed sector approach in Africa has faced a series of constraints that limit the volume and social reach of its distribution. Costbenefit analyses indicate that certified (formal sector) bean seed is two to four Demand-driven selection of varieties A critical component of scale is improving the links between the understanding of what farmers value and the determination of breeding, production, and delivery goals. In the commercial seed business, the pursuit of profit compels companies to focus on demand (see Demand-Driven Plant Variety Design). Businesses assess and reassess the potential market for a new variety at every stage of commercialization from upstream investment decisions; through research, design, and development; to multiplication, distribution, and marketing. In public plant breeding, the discipline of profit is absent. This affords many crucial opportunities, but also allows the system to steer away from a demandcentered pipeline, focused on farmers preferences. There is a long history of participatory plant breeding (PPB) and participatory variety selection (PVS). However, few programs have worked to understand how to integrate information from the farm level at scale. Getting good information about farmers demands is difficult to scale on multiple fronts. Firstly, the costs are high. times the cost of seed found in the local markets (Sperling, 1992) and that farmers do not see these increased costs translating into comparable value from yield increases on-farm. Incentives to buy certified seed are few, unless the farmer is aiming for high end or export outlets where rigorous product quality has to be guaranteed. The formal seed sector response to these constraints has been logical: targeted multiplication of a few popular varieties, usually those for medium to higher potential areas and for commercial farmers (Sperling et al., 1996). The trend in national certified bean seed production across select African countries shows that the supply of formal sector seed generally represents less than two percent of the total bean seed sown (Rubyogo, et al., 2010). For PABRA, these constraints indicated opportunities for scale that could be addressed using a variety of tools. Few studies publish the costs of PVS, but Miethbauer s work (2011) on mother and baby participatory variety selection trials in Peru indicates average costs of US$725 per farmer participant. Costs per clone selection per participant ranged from US$37 to US$280. Better cost data on PVS might spur investments in more cost-effective methods for engaging farmers feedback. There are many other barriers to the use of market information from farmers. The markets served by public breeding programs are often characterized by poor roads, limited literacy, multiple local languages, cultural diversity and agroecological differences. On these and other fronts, the high degree of heterogeneity in the customers served by the public plant breeding programs limits economies of scale familiar in other markets. PABRA had three specific thrusts for gearing variety development towards meeting client needs. First, it adapted PVS for scale by drastically 2

3 reducing the costs of accessing farmers input. In part this was done by focusing on diminishing returns. Rather than costly, expansive, and time-consuming surveys, the networks developed streamlined evaluation methods that gave immediate results from hundreds of farmers. Distinct from standard PVS, for example, PABRA employed a visual ribbon technique to evaluate field trials that allowed results to appear instantly for both farmers and researchers. The technique also used gender-disaggregation approaches to gather critical information on how women and men differ in making decisions about trade-offs among traits. Focusing on market information differences by gender is critically important in these markets to work toward scaling adoption. Women typically value different traits than men. For instance, if a new variety has higher yield, but also greatly increased cooking time, it may not be adopted. Collecting information from both women and men on preferred traits will illustrate these differences. PABRA limited the costs of market intelligence by using cheaper tools Second, high quality market information is expensive, so a targeted focus on really determinant information had to be the driving force. PABRA limited the costs of market intelligence by using cheaper tools (see the visual ribbon technique above) and by interacting with fewer, but more knowledgeable people. PABRA identified feedback from people at the center of larger knowledge networks. Seed traders, for example, depend on their knowledge of market information from large and diverse areas for their livelihoods; their market information input can be exponentially more cost-effective than that derived farm-level, especially for select agro-ecological zones. PABRA routinely screened germplasm at key formative stages with larger traders, and occasionally also with product processors (i.e. those creating the demand for canning beans). Lastly, PABRA s overriding breeding strategy has been to develop and select plants organized into prevailing market classes. While much of breeding in Africa has been geared to identifying yield and resistance traits (whether to biotic or abiotic factors), PABRA recognized that farmers produce beans for food and sale in their localities, rural and urban centers and regional and international markets (Buruchara et al., 2011). Not to waste any breeding time, PABRA organized breeding effort by market class from the beginning. Market classes were determined by preferred grain types for sale (color, coat pattern, size, shape). Where countries had multiple market types, development and testing was decentralized to allow for diverse regional preferences. With three basic features, PABRA integrated a full range of market feedback on varieties on a routine basis. Given the range of users involved, marketed acceptability was seamlessly integrated with other key features, including performance in the field, storage, processing, transportation, cooking and taste. The consortium was able to scale up to client-oriented, demand-driven programs as market information was integrated at the outset, and cost-effective methods ruled the process. Some 233 bean varieties were released by PABRA member countries between 2003 and 2013 (March) (Buruchara et al., 2010). 3

4 Innovative delivery mechanisms Scaling delivery of bean seed requires leveraging existing networks of entrepreneurs who are multiplying, distributing, and trading seed. Low profit margins, lack of seasonal repeat sales, and high costs of transportation for open-pollinated bean seed limits participation of formal commercial entities. Strategies to scale delivery within PABRA networks focused first on big pushes to scale up foundation seed and then followed by amplifying existing local informal commercial channels as well as enabling the growth of new production and delivery channels. Figure 1 shows conceptually the impact-oriented delivery model depicting initial scaling up of foundation seed then quick decentralization of production and delivery. Very quickly several partners made multiple varieties available, often in widely spread and distinct agro-ecological zones. This innovative multiple-variety model contrasts with the conventional model of disseminating a few varieties over large areas (Figure 1). Aside from larger aggregate impact, the PABRA model has advantages of speed and ability to move a greater number of varieties. At the core of its approach, PABRA had to exert efforts on strengthening non-formal seed actors. Among others, it created and/or professionalized decentralized types of producers, including, entrepreneurial individuals, community-based seed groups and well-established cooperatives, who market seed locally. Decentralized producers sell it to other community members, to farmer customers on local markets and to a variety of traders who help move seed further afar. Currently, under PABRA programs, about half of all seed is being directly sold by decentralized community-based organizations (CBOs) or individual private entrepreneurs themselves. Note that once the 30 MillionsofUsers 10 Wider*Impact Pr Conventional* Years 14 Figure 1: Outreach patterns of PABRA (wider impact) vs. conventional seed production and delivery models. Modifed from Rubiyogo et al

5 varieties enter this system, they then move to other farmers for many seasons to come. In the East and Central African network alone, important delivery results have been achieved in eight countries, some of which have been difficult regions in which to have positive impacts such as eastern Democratic Republic of Congo. Packaging of seed via private sector companies was also a critical component of delivery and successful scaling on a number of fronts. Small Packs for High Demand discusses the scaling tool of using affordable smaller seed packets to extend the reach of delivery systems to resource poor farmers. PABRA elected to use a two-pronged packaging strategy in marketing small packs: smaller sizes to serve the smallholder farmer segment of the market and larger seed packs to meet the demand for foundation seed by institutions, large-scale farmers, and those involved in the bean product processing (Buruchara, et al., 2011). PABRA s delivery strategy aimed to reach as many farmers as possible with the end goal of getting better varieties into farmers fields. Consequently, they made a clear decision to use both certified and non-certified, but higher quality seed, to achieve significant expansion. This particular vision has implications for how programs, policies, and donors create an effective enabling environment. At the core are issues centering on seed quality (for instance, certified seed, quality declared seed, and truth in labeling), and on determinations of who might be best placed to sell new varieties to a range of target populations. Packaging seed via private companies was a critical component Efficient Brokering of Partnerships: Private, Integrated and Informal Sectors Generating scale necessitated PABRA to perform an explicit and strong brokerage function. PABRA s experience in brokering at scale perhaps has important lessons for others. (See box for brokering challenges and structuring impactful partnerships.) Starting in 2003, in each network country, organizations and individuals representing potential partners were invited to launch meetings facilitated by PABRA staff. Partners critically reflected on the seed supply chain in their respective countries, on the actors, and on their own weaknesses, strengths, and comparative advantages. NGOs, CBOs, farmer organizations (FOs) and church groups signaled that they often have close contacts with farmers in widely dispersed zones. These organizations bring with them a legacy of trust as well as experience in local level organization and facilitation. International NGOs reported their wide geographical presence, including in marginal, resource-poor areas. Researchers felt they had the skill sets to train in subject matter of improved bean pre- and post-harvest management, disease identification and control, and agro-enterprise development. Traders had the edge on local, regional, and international market intelligence. Each entity had a unique contribution to make to achieve PABRA goals. As partners worked together, the definition of their select responsibilities became clearer, as well as more complementary. For instance, the production of breeder and some foundation seed became the primary responsibility of NARS. Seed parastatals and seed companies, in turn, took the lead in supplying commercial seeds of the widely-adapted popular varieties. Decentralized production in target zones became the chief activity of locally-based producers, often supported by organizations such as public extension, NGOs or FOs. The regional research networks took on the technical backstopping and much of the training and skill building in areas where the national partners had less experience. Enabling, empowering and training partner organizations staff were the cornerstones of widening PABRA s reach. The table on p. 6 delineates the varied responsibilities associated with the PABRA partners. Brokering participation and collaboration among partners was as critical to achieving scale as attention to methods of seed production and delivery. 5

6 Five Functions for Brokering Partnerships Brokering partnerships is critical to reaching smallholders at scale, but the brokerage function itself is difficult to scale. Each partnership is different and requires a unique set of resources to be successful. In thinking about scaling the brokerage of partnerships, it is necessary to think about the cost structure and risks for scaling each one of these functions. Then possible institutions can be engaged, or created, to perform the functions: 1. Landscaping: This step entails clarifying goals, identifying multiple potential pathways for reaching those goals and the types of partners who might be needed. This is a challenging exercise that must account for national policies as well as a high-degree of heterogeneity in markets. 2. Map incentives and constraints of various types of partners: Pin-pointing areas where institutional goals overlap is key to identifying steadfast partnerships. Particularly for private sector partners, this step critically assesses the potential ways in which value can be added to the company through a partnership. This stage also includes initial thinking on how you can stretch the roles of partners to support the goals. Wide ranges of incentives can be used to catalyze companies going into new markets, or change practices in public sector organizations. 3. Evaluate potential partners: Due diligence at this stage is important, but also expensive. Scalable partnership brokerage approaches use key collection points of local knowledge to reduce costs and get more accurate assessments of the potential role partners can play. 4. Deal structuring: The penultimate stage in partnership brokerage is structuring the deals themselves, either bilaterally or multilaterally, in a manner that clarifies roles and responsibilities among actors and employs accountability mechanisms. 5. Learning: A good brokerage facility will learn from each partnership. Common challenges and solutions will become institutional memory, and if possible, be shared more broadly. 6

7 Table 1: PABRA Partner Responsibilities Partner Type Responsibilities within PABRA Partnership Model NARS NGOs, FO, CBOs, Public extension + development programs Development of varieties Production of breeder/foundation seed Provision of information on new varieties Support for seed production skill enhancement Lead in monitoring & evaluation (M&E) and impact studies Coordination of wider impact activities Decentralized testing of varieties Support for decentralized seed production Mobilization of communities Local skill building (e.g. in enhancing seed quality) Development of variety promotional materials Development and translation of training manuals in local languages Additional resource mobilization (human, financial) Commercial seed producers Marketing of certified seed of popular varieties Provision of business opportunities for contracted seed out-growers Collaboration in participatory variety screening (PVS) of pre-release and released varieties Support for demonstration/popularizations of new varieties and other improved agronomic practices Support for the skills enhancement of locally based agro-input dealers Grain traders Collaboration in the identification of preferred genotypes especially the marketable bean varieties Linking local seed producers with wider bean seed markets, and moving varieties beyond local zones Support for skills enhancement of seed producers and grain producers Catalyzing business opportunities for farmers Farmers (individual/ + groups) Testing and identification of the preferred genotypes Producing seed locally Diffusing/marketing of preferred genotypes CIAT + Bean Networks Provision of potential promising germplasm to NARS Support for skills enhancement in seed system strengthening /business skills to partners Support and backstopping in M&E and impact studies Support in the development of resource manuals Support for the sharing and documentation of lessons learned Source: Modified from Rubyogo, et al.,

8 Key Lessons Learned for Scaling Seed Systems Legume seed, here the case of beans, can be delivered at scale to millions of smallholder farmers, and relatively quickly, as the model of PABRA demonstrates. Demand-driven selection of varieties, decentralized delivery mechanisms and efficient partnership brokering were key features for Demand-Driven Selection of Varieties. The varieties themselves have to be developed with critical end-users in mind, especially the farmers as producer-consumers, as well as the local, regional and international markets. Cost-cutting and time-saving methods can be employed to access farmer input and market information at the beginning of the process and align breeding activities according to market segments. Streamlining such methods allow for demanddriven selection at larger scales. Decentralized delivery mechanisms. Decentralized delivery mechanisms can move multiple varieties of seed widely (socially and geographically). Tailoring delivery channels to increase farmer access is equally as important as tailoring varieties supplied to meet farmer preferences. There is not a one size fits all approach, but there are scalable solutions. Efficient Brokering of Partnerships. Partnership brokering is an art and needs to be fostered as key skills and activities of scaling seed. The challenges of bringing diverse seed system partners together, and of engaging new partners into seed systems, should not be underestimated. Activities have to be explicitly programmed in this arena. 8

9 Workscited Buruchara, R., R. Chirwa, L. Sperling, C. Mukankusi, J.C. Rubyogo, R. Muthoni, and M.M. Abang. Development and Delivery of Bean Varieties in Africa: The Pan-Africa Bean Research Alliance (PABRA) Model. African Crop Science Journal (2011): Buruchara, R. Interview. (July 2013). Miethbauer, Thomas. Participation is Not for Free: A Cost Study on the Application of Participatory Variety Selection by Mother-and-Baby-Trials for Potato Breeding in Peru. Tropentag 2011: Development on the Margin. University of Bonn October 5-7, CIP. (2011). Rubyogo, J C. Interview. (July 2013). Works cited Rubyogo, J.C., L. Sperling, R. Muthoni, and Robin Buruchara. Bean seed delivery for small farmers in Sub-saharan Africa: the power of partnerships. Society and Natural Resources. 23 (2010): Sperling, Louise, ed. Actes de la conference sur le lancement des variétés, la production, et la distribution des semences de haricot dans la région des Grands Lacs. Goma, Zaire, 2-4 Novembre CIAT African Workshop Series No. 18. Kampala, Uganda: CIAT (1992). Sperling, Louise, U.C. Scheidegger and R. Buruchara. Designing Seed Systems with Small Farmers: Principles Derived from Bean Research in the Great Lakes Region of Africa. Agricultural Administration (Research and Extension) Network Paper, No. 60. London: Overseas Development Institute. (1996). Photo credits Photo credits: Neil Palmer-CIAT, S Beebe-CIAT, Bioversity & ILRI AgPartnerXChange