"NEPAD CASSAVA INITIATIVE- LESSONS LEARNED AND WAY FORWARD" Boma Simeon Anga NEPAD PAN AFRICAN CASSAVA INITIATIVE (NPACI)

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1 "NEPAD CASSAVA INITIATIVE- LESSONS LEARNED AND WAY FORWARD" Boma Simeon Anga NEPAD PAN AFRICAN CASSAVA INITIATIVE (NPACI) Paper presented at the Expert Consultation Meeting held at the Natural Resources Institute, University of Greenwich, United Kingdom on 11 and 12 December, 2008 BACKGROUND The New Partnership for Africa s Development (NEPAD) is a socio-economic development programme of the African Union (AU). It is a new vision of African leaders in their quest for a socio-economic renewal of the entire continent. This initiative was adopted at the AU Summit in Lusaka, Zambia, African Heads of State and Government realised that Africa can only take its proper place in the international community if it gains economic strength. The NEPAD vision for Africa s agricultural sector is an agricultural led development that eliminates hunger, reduces poverty, enhances food security, opens the way for the expansion of exports and puts the continent on a higher economic growth path. African Heads of State and Government agreed at the AU Summit in Maputo, Mozambique, July 2003 to make agriculture a top priority and encourage each country to raise its budget allocation to agriculture to a minimum of 10% of total public spending within five years. The NEPAD Pan Africa Cassava Initiative (NPACI) was formed by NEPAD in November The NPACI mandate is to co-ordinate CASSAVA development and promote the crop as a poverty fighter across Africa facilitated by a Pan African Cassava Initiative, based on a transformation strategy which emphasizes better markets, improved organization of producers for collective action and increased private sector investment in integrated Cassava Production, Processing and Marketing. NEPAD s Pan African Cassava Initiative has adopted the theme CASSAVA - A Poverty Fighter in Africa

2 because the goal of the initiative is to tap the enormous potential of cassava to work for food security and income generation. Key Issues The consultative workshops held in West Africa, Eastern and Central Africa, and Southern Africa agreed that there were differences in the stages of development of the cassava sector. The stakeholder workshops recognized the effort being put into the sector by governments, the farmers themselves, the private sector, donors, international research centers, regional networks and NGOs. The following issues were highlighted: Economic and social policies: A more positive policy environment was needed for the cassava sector and increased private sector participation; Organization of cassava growers: The problems which smallholders face such as limited access to planting material, finance, markets, fertilizers, technologies, are generally similar and better addressed by growers collectively, rather than as individuals; Integrated/coordinated approach to developing the cassava sector: Stakeholders like to see some form of integration/coordination among commodity chain institutions (Government (policy makers), private sector (processors, vendors, engineers etc), marketing organizations, research and technology transfer institutions, growers groups/associations and NGO s) to avoid repetition and make use of synergies and winwin partnerships; Market development: Stakeholders reported that marketing was a major problem and recommended that more resources be directed to the following problems: marketing information systems, product development and development of the local market providing the products of cassava as food and industrial raw material, quality and standards, transportation and marketing costs; Information: Information gathering, dissemination and market information were identified as being central to the development of the cassava sector; Human capital development: Training for work on cassava, will include leadership, study tours, exchange visits, including regular trade missions to identify potential markets;

3 Research and development sustenance: It was recognized that research needs to be long term and must increasingly be market-driven with cost reductions at all levels being paramount; Technology transfer: Stakeholders recommended increased attention be given to the traditional farmer-to-farmer extension approach. 1. VISION AND TRANSFORMATION STRATEGY The vision of the Pan African Cassava Initiative is Increased contribution of cassava as a food security crop and a major source of industrial raw materials for income generation in Africa by The transformation strategy will be an integrated business approach to providing technology to growers and linking farmers to markets with sustained support from the government and private sector. The smallholder growers shall be the focus of this strategy since they constitute more than two thirds of African population. In the short to medium term, the strategy shall aim at increasing food security by utilizing technologies already on the shelf, multiplying and distributing improved planting material, increasing knowledge on how to produce cassava and processing, technologies and linking growers to identified markets. Long-term research on the cassava of the future should be consolidated through capacity building and market development. Such a strategy will make a significant contribution to the attainment of the Millennium Development Goals of halving hunger and poverty by This strategy will be implemented at national, regional and Pan African levels using national institutions and IITA regional networks. 2. OBJECTIVES AND KEY ACTIVITIES The following objectives will be addressed by the respective key activities: Objective 1: To promote cassava (social marketing) as both a food and industrial raw material;

4 Produce promotional material on the various ways that cassava can be used as a food in local languages and disseminate to farmers and consumers Promote utilization of cassava as a food by communities that do not currently use it by distributing it during famine relief, school feeding schemes and selling cassava products at promotional prices Use African champions luminaries and popular artists and athletes to promote the consumption of cassava and its products. Expose industrialists (including small and medium scale enterprises) to new product ranges that utilize cassava as a raw material Address all myths and bad publicity about cassava through the production of informative publications, contributing articles in popular newspapers and newsletters. Objective 2: To facilitate the organization of cassava growers, processors, traders, etc (to enhance delivery of technology, extension, inputs, collective marketing and flow of problems of farmers to research and policy makers); Commission situational analysis studies to establish the location, production scope, and organization of growers for collective action Formation/strengthening of (existing) growers groups and associations Facilitate creative linkages between associations and commodity chain institutions Establish a Farmer Development Fellowship Program Objective 3: To expand and sustain cassava production and utilization to enhance household food security; Carry out a baseline survey to gain a better understanding of the situation analysis of the participating countries Multiply cassava-planting materials from existing local best bet and improved varieties by using rapid multiplication techniques and establishment of individual and/or communal nurseries Distribute clean cassava planting materials to the farming communities and cassava growers associations preferably on a cost recovery basis

5 Training farmers, extension staff and other stakeholders on improved cassava production practices and food preparation and development of other products Exchange visits of farmers from non-traditional cassava based diets to the traditional cassava based diets within the country or region Introduction and popularization of production and processing machines Objective 4: To increase cassava physical production, productivity and value addition for improved competitiveness and household incomes; Conduct cassava sub-sector analysis in all pilot countries Conduct applied participatory on-farm demonstration trials Development of broad based and specific trait germplasm multiplication and distribution of foundation/basic planting materials Product diversification and industrial demonstration trials Developing, testing and dissemination of cassava based feeds for livestock Objective 5: To identify and create market opportunities and link those markets with growers to facilitate the brokering of contract agreements between them; Commission a situational analysis on the marketing of cassava an its products Establish an innovation fund to support market linkages Establish a Market Research Fellowship to address institutional an policy constraints to marketing Facilitate study tours by growers and other key stakeholders in the commodity chain to successful private sector initiatives in Africa and internationally Facilitate the creation and/or strengthening of existing Market Information Systems that will improve the efficiency of trading between growers and players in the marketing chain Exploit the NEPAD goodwill to facilitate entry of cassava and its product into global markets Develop capacity among growers and commodity chain institutions to meet standards specifications demanded by markets Objective 6. To establish and/or strengthen commodity chain institutions to facilitate development of the cassava sector ;

6 Establishment and strengthening of a regional research and development network to provide technical backstopping to national programs in Central and West African countries. The dormant network CEWARRN (Central and West African Roots and Tubers Research Network) will be resuscitated. Undertake an institutional analysis of the cassava industry in each of the targeted twenty-six countries and develop capacity building programs. Support capacity building programs of technical staff in commodity chain institutions through facilitation of contact visits, exchange visits and training in higher degrees (Masters and Doctorates) and supporting publication of the African Root and Tuber Crop journal Utilization of innovation fund to motivate staff in critical areas and support institutional innovations like improving access to inputs, finance, technology and markets Facilitating the establishment of innovative institutional linkages among commodity chain institutions (at national, regional and pan-africa levels) that enhance the production of cassava Objective 7: To advocate for conducive policy and institutional reforms for cassava development in the continent; Commission policy analysis studies through the existing regional networks leading to the development of a policy agenda of the initiatives Reduce / eliminate barriers to expand intra- Africa and international trade Develop partnerships with Policy and Market research organizations e.g. FANRPAN, ECAPAPA in order to carry out the following activities at the national level Objective 8: To motivate multifunctional investment opportunities for the private sector using innovation funds; Conduct study of existing and potential opportunities for private sector in the cassava sector Build business linkages between the private sector, players in the commodity chains and producers

7 Objective 9: To establish the institutional governance and management structure to drive the program; Set up the Pan African Cassava Initiative Board to provide strategic guidance and leadership to the initiative Appoint Program Manager and 4 Regional Program Coordinators (for Southern Africa, East Africa, Central and West Africa and North Africa) Appoint Program Manager and 4 Regional Program Coordinators (for Southern Africa, East Africa, Central and West Africa and North Africa Establishment of National Taskforces and Regional Advisory Committees to enhance program governance Appoint the national program officer in each of the 26 pilot countries to coordinate national activities. Objective 10: Establish effective program monitoring and evaluation systems Develop and implement administration and financial guidelines for the initiative Set up staff performance appraisal system (national, regional and pan African levels) Commission base lining of key initiative indicators Commission formative and periodic summative evaluations Commission annual financial audits Develop program reporting systems to enhance documentation of program processes and experiences The proposed governance (solid lines) and management (dotted lines) structure of the NEPAD Pan African Cassava Initiative 1

8 3. ADVANTAGES OF A PAN AFRICAN CASSAVA DEVELOPMENT STRATEGY The following are the advantages of using a Pan African approach to developing the cassava sector: Collective action is helping to raise the profile of cassava in Africa and help change the image of cassava from a poor man s crop to a multi-purpose food and cash crop that can meet rural and urban food security needs as well as employment and income generation goals. The cassava sector in Africa has a common feature, namely smallholder production, processing and marketing. However, since there are different levels of cassava development in Africa, it follows that the exchange of technological and institutional learning can occur through information technology, farmer-to-farmer visits, national, regional and global field trips that will assist African farmers keep abreast of global best practice in production, harvesting, processing, marketing and methods of food preparation. For example, the Chairman of the Malawian Cassava Growers Association reported at the Lilongwe consultative workshop that the field trip of Malawian cassava growers to Tanzania opened their eyes to new ways of producing and processing cassava. A Pan African approach to cassava sector development utilizes the efficiency of a critical mass of human resources working together. Since donor support for training in Africa has been dramatically scaled back, a Pan African approach is needed to design a comprehensive human capital improvement program for the cassava sector. The Initiative will increase the connectivity between cassava researchers, change agents and farmers aimed at stimulating a flow of new knowledge, technology and best practice to members of the cassava sector throughout the continent. The strategy can generate collective action and help remove barriers to intra- African exchange of cassava planting material, address the lack of policy coherence between the agricultural policies of industrial countries and Africa,

9 including food aid and agricultural subsidies. A Pan African Cassava Initiative will enhance the power of cassava sector to influence regional and continental economic and political organisations such as ECOWAS, SADC, CEN-SAD, AMU and AfDB. A Pan African initiative will help develop linkages with on-going Pan African initiatives such as HIV/AIDS programs. Similarly a Pan African cassava initiative can promote linkages with the FAO/IFAD Cassava Global Strategy. NPACI FUNDING The three-year budget for this initiative is estimated at USD comprising USD for Year 1, USD for Year 2 and USD for Year 3. NPACI Achievement So Far Pan African Cassava market studies undertaken Promotion of cassava bio-ethanol on going Inventory of Cassava investment in Africa on going Studies on Presidential Initiatives on Cassava completed Promote National Cassava Task Forces (NTF) ot Presidential initiatives Promotion of Pan African Cassava Market Information system Resource mobilization on national, regional and continental initiatives Promotion of national and regional networking Strategic public-private partnerships to promote collective action among stakeholders

10 4. THE LESSONS LEANT Providing the right policy environment is critical to attracting investment and stimulating growth in Africa. Without legislative policy support, gains in cassava development will not be sustained. Access to long term investment finance at low interest rates continue to be a major bottleneck that hamper African private sector s ability to respond to new market opportunities. There is glaring Donor fatigue and African Governments have not kept their promise to invest in removing the constraints that hamper cassava development. 5. THE WAY FORWARD NPACI intends to organize a high level presidential summit for Unlocking the Potential of Cassava in Africa Uganda November Articulate the market opportunities and potential for the cassava sub sector in Africa. Prioritize the policy initiatives and environment required to unlock the African cassava potential Prioritize the investments at all required levels Concentrate on investment analysis and preparation of bankable investment proposals Encourage national, regional and international exchange of experience, skills and technologies.

11 NPACI Management Structure The proposed management structure (figure 1) allows for initiative activities to occur at a local level which is where the impact shall be manifested. The local level activities shall be supported by Regional and Pan African program activities. The Initiative is proposed to be housed at the IITA continental infrastructure (the hub of IITA activities in Nigeria) and the networks in the regions (SARRNET, EARRNET and the proposed network in West Africa [CEWARRNET]). The NEPAD Board shall request IITA as an international research center to provide leadership in research on specific issues related to this Initiative. NEPAD Pan African Cassava Initiative Steering Committee Program Co-coordinator [IITA] W. African Countri es NEPAD/ECOWAS Regional Initiative Advisory Committee Regional Program Co-coordinator [CEWARRNET] E. African Countries NEPAD/EAEC Regional Initiative Advisory Committee Regional Program Co-coordinator ASARECA S. African Countries NEPAD/SADCC Regional Initi ative Advisory Commi ttee Re gional Pro gram Coordinator [SARRNET] Arab Union Countries NEPAD/MAHREB/ EN-SAD Regional Initiative Advisory Committee Regional Program Coordi nator NEPAD Cassava Initiative National Task Force National Coordinator NEPAD Cassava Initiative National Task Force Nati onal Coordinator NEPAD Cassava Initiative National Task Force National Coordinator

12 Target countries a. At least three countries from each of the five African Union Regions b. Countries where cassava production is at an advanced stage c. Countries where cassava production is at its infancy or non existent but presents a potential market Based on above criteria this proposal will be active in all African Union member countries although the individual strategies (objectives) will be implemented in about 26 countries (which is the basis of the outlined 3 year budget). The latter will be determined by the Board which will endeavour to ensure that all countries participate in the initiative. Cassava subsector analysis studies will be undertaken in all countries to inform the determination of the interventions to be effected.