SWOT Analyses by Sub-region

EAST AFRICA

STRENGTHS Indigenous knowledge Favorable climate / Diverse product crops Cheap labor Strong regional institution linkage Success stories – Horticular sector combing good technology, policies & institutional collaboration

OPPORTUNITIES Product diversification – National, regional, Niche, Export markets Information / communication technologies enhancing market access Large potential internal market – urban Integration of rural finance & enterprise development Value added local products Regional trade bocks

WEAKNESS Weak institutions, poorly managed, poor incentives/outmoded policies – lack of policy implementation Lack of market driven strategy leading to poor technology adoption and targeting of information Inefficient production & poor handling – low volume – low quality – low quality products Lack of integration of institutions particularly private sector & extension Lack of capacity in market analysis & enterprise devt.in PMR Lack of rural credit – value added

THREATS HIV / AIDS Governance / corruption Lack of competitiveness due to poor infrastructure, lack of effective policies, poor education, low inputs Globalization / product dumping TBT Political instability, extreme weather conditions, spread of diseases

WEST AFRICA

STRENGTHS Traditional foods system Preference Technologies Equipment Markets – Regional Human resources / social capital Institutional Farmers NGOs Farmer groups / organizations 3. Existing export commodities	OPPORTUNITIES Contact farming Urbanization – increasing/changing demand Regional & global market opportunities Improving transportation infrastructure R&D far post-harvest / national, international IT HR development / utilization 8. Market for by-products – systems approach
WEAKNESS Fluctuation of raw material & chronic unavailability Infrastructure constraints (lack of managerial capacity) Lack of market information system Intra, inter-industry linkage Limited technology transfer (and appropriate) Failure of bureaucracy – to lead – to learn Lack of quality grades & standards & regulations Lack of focus on limited number of commodities	THREATS Open market – globalization Disaster (draught & conflict AIDS Non-conducive policy Secure access to land\persistent funding constraint –lack of cooperation

AFRICA - CENTRAL

STRENGTHS · Thriving small scale processors · SADC training programmes – trade, safety, marketing · Existing research and training institutions (capacity) · Major food processing companies in S.Africa, Botswana, Zimbabwe · Good inter country communication (mail, road, air) and ports · Existence extension service (NGO) – but weak · Regional trade farms · Production of exportable commodities · Abundant labor · Available post-harvest technologies at village level · Supportive political / govt. development policies and plans · Strong collaborative / cooperative spirit at the regional level

OPPORTUNITIES Unexploited demand for indigenous products (internal /export) Relative political stability Liberalized markets Market for export – organic production (honey), - pigeon pea Biotechnology openings – improved quality Land availability, farmable climate Urbanization – demand for food Aoga – Preferential trade for export Increasing number of micro finance institution Donor interest Advances in information technology privatization

WEAKNESS High interest rates and difficult access to credit Bureaucy Lack of capacity building – professional human services Poor produce quality Low coverage of extension / development services Limited access to information by target groups Poor entrepreneurship (interchange of information) at regional level (duplication of effort) e.g. technologies – storage markets Insufficient investment in R&D in post-harvest Educational level of target population Seasonal supply of agricultural products

THREATS Hiv – AIDS – Loss Of Human Capacity Globalization – international competition Political instability – conflicts (civil strife) Political instability – changes in policy by govts Natural disasters – Drought / floods Liberalization – threats to small processors Recession, inflation etc Price fluctuations in international market.

Working Group Reports

1. Policy and Information

Maman Oumar Farouk, Geoffrey Ebong, David Nyange, Francesca Ambrosini, Rosa Rolle, Rupert Best

INFORMATION

Objective: To create a facilitating mechanism for post-harvest information exchange/flow within the Sub-Saharan region and internationally

Mechanisms that could be contemplated:

1. Networks

2. Workshops

3. Training on information and communication

4. Case studies of successful information flow for decision making at different levels

5. Summaries and reviews of post-harvest research and placing on web pages

The How (activities):

1. Inventory and characterisation of existing post-harvest and related networks (INPhO, FOODNET, PhAction, Rural Innovation, PRODAR, sustainable agriculture, NGOs, food technology, etc.) and other information exchange mechanisms with respect to target groups, range, media used, content etc.

2. Analysis of information to identify gaps and capacity.

3. Identification and characterisation of information needs (technologies, markets, methods, standards, services, policies, regulations etc.) of principal stakeholders (researchers, extension/development personnel, farmers, processors, traders, private sector agro-industrialists, policy makers etc.).

4. Identification of partners to fill gaps and provide appropriate capacity.

5. Formulation of an appropriate information and communication strategy for the region.

6. Mobilisation of resources

7. Implement, monitor and evaluate information and communication strategy

POLICY

Objective: Provide information for the design and harmonisation of appropriate of national and regional government policies that create an enabling environment for the development of post-harvest interventions and that enhance smallholder farmer livelihoods.

The How:

1. Data collection: Make an inventory of current government and regional (…..) policies and regulations that impinge on the smallholder post harvest sector. Data collection will involve all stakeholders (gov’t, NGOs, farmer organizations, private sector/processors, traders, etc.). Task to be undertaken by ASARECA, CORAF and SACCAR with technical input from FAO and IFPRI. Data collection will involve R&D institutions, farmer organisations, private sector processors and traders etc.

2. Prioritisation of areas for study (selection of specific commodity chains or policies for analysis through case studies).

3. Data Analysis: Analysis will be undertaken to understand how policies and regulations influence the competitiveness and sustainability of smallholder farmers – post harvest linkages, considering the following aspects:

§ Trade liberalisation

§ Access to markets

§ Equitable distribution of benefits

§ Gender

§ Environment

§ Credit

§ Infrastructure

§ Taxes

§ Legal requirements for organizations/business

§ Grades and standards, etc.

This will be done with the input from specialized institutions depending on the area under analysis.

4. Policy dialogue and recommendations: Dialogue with stakeholders (at the technical level) on appropriate policies and regulations, and elaboration of policy recommendations based on the foregoing analysis and dialogue.

5. Dissemination and advocacy among national governments (Ministries of Agriculture, Industry, Finance etc.) for more appropriate policies through, for example, organization of stakeholder workshops, policy briefs, newsletters, etc.

6. Policy action: Assistance to agencies on the implementation of agreed on polices and regulations.

Responsible for spearheading these activities ASARECA, CORAF, SACCAR with FAO technical assistance.

2. Commodity chains, markets and business

Thomas Nkhata, Thaicine Gahungu, Joao Paulo de Sousa, Alex Mosha, Cornelious Mokgoko, Mercy Karanja, Tom Remington.

Market Analysis

Product Development Business plan and development

Commodity chain analysis and development

Postharvest strengthening

(business and associations)

1. Market and Agriculture Analysis

2. Commodity chain description and diagnosis

3. Business plan development

(4. Product development)

5. Postharvest strengthening

This process is aimed at (1) identifying priority commodity chains for a given area that can contribute to the purpose of the initiative, considering:

§ pre-and postharvest factors (whole system)

§ crops: indigenous crops, traditional foods, traditional export crops, crops for niche markets and by products)

§ markets: local, regional, global

Diagnosis (2) of the selected commodity chains identify opportunities and obstacles , and the interventions needed to overcome/realise them. On this basis, the project planning (3) can proceed, and partnerships sought. Pre and postharvest technologies, including any processing, may be a component of this. Finally (5). Strengthening of small enterprises and farmer associations will be necessary to ensure sustainability of impact.

Overall objective: to analyse and develop tools for agriculture and commodity chains to strengthen business and market access.

Outputs: effective tools and methods for:

1. Market and agriculture analysis, identification of commodity priorities

2. commodity chain description and diagnosis

3. project planning, management, monitoring and evaluation

4. organisational assessment and strengthening

Activities in each area:

1. Market and agriculture analysis:

§ Case studies

§ Methodology development

§ Identification of priority commodities as opportunities for development

2. Commodity chain analysis

market intelligence

case studies

develop methods/tools

identify key partners

identify constraints/gaps/opportunities

identify new technologies (pre and postharvest)

3. Business plan development

cost benefit analysis

project cycle

monitoring system

utilization focus -evaluation

market linkages

4. Strengthening farmer associations and enterprises

organizational assessments

capacity building in financial management, leadership, administration, marketing information

Market linkages

Infrastructure

Organisational assessment methodology with a market focus

Access to credit and inputs.

Outputs are tools/methods and information, and the results of their application through capacity building and networking in specific development situations/projects

Stakeholder involvement:

NGOs

§ customers for tools

§ hosts for case studies

§ Second order dissemination/training on outputs

§ Facilitation (timebound i.e. in initial phases, until farmer organizations/enterprises are sustainable)

Research

§ Coordination of case studies

§ Synthesis and analysis of case studies

§ Development of tools and methods

Private sector (large scale)

§ Customer for tools

§ Customer for second order dissemination

§ Provider of relevant market information

§ Eventual input and research financing

§ Service provision

Community/Farmer organizations

§ Production, processing, assembly etc

§ Customers of tools and services

3. Technology Development and Quality

Shimelis Admassu, Isaac Sakala, A. Olu Olorunda, Auga Antoine.

Objective 1 Improve technical capabilities of processors in the informal and formal sectors of the food processing industry

Activities:

1. Carry out an inventory of available technologies for storage, processing and preservation of the different categories of food commodities in the region.
2. Assess the performance and appropriates of these technologies for the different unit operations carried out by food processors in the region.
3. Identify gaps, including potential innovations, e.g. packaging that will make for a more successful operations.
4. Commissions research and development to fill the gaps
5. Using different end-users for getting feedback from testing R&D innovations.
6. Manufacturing and adaptation to the different processors in the different agro-ecological zones in the region.

Objective 2 Process and product development to make for more diversification.

Activities

1. Decentralized processing as an alternative to conventional processing where finished products from one operation will be a raw material for another processing venture.
2. Development of new value added foods from existing commodities e.g. from cassava, alcohol, crude, soluble or syrup starch and other pharmaceutical products can be produced.

Objective 3 Development of appropriate technologies for processing food commodities in the region.

1. Identify different value assed products that can be produced from food commodities in the region
2. Adaptation of existing food processing technologies to produce value assed products.

3. Promotion and commercialization of the technology
4. Monitoring and evaluation.

Objective 4 Establish quality and food management safety management systems including HACCP for the food manufacturing process:

Activities:

1. Establish food control labs
2. Establish quality grades and standards for fresh as well as for processed products.
3. Training of all the actors in the food commodity chain including raw material specification, process control and finished product specification

1. R&D institutions in the region.
2. National research systems
3. International research systems
4. The formal post harvest engineering sector
5. Informal post harvest engineering sector
6. NGOs
7. Universities
8. Farmers / industrial organizations
9. Manufacturing associations
10. Financial institutions
11. Food science and technologist
12. Ministry of Agriculture / extensions / technology transfer
13. Ministry of health
14. Ministry of trade and industry
15. Quality standard authority.

ROLE OF DIFFERENT STAKEHOLDERS

GOVERNMENT: Formulate Policies

R&D: Carryout research

NGOs: Disseminate information

FARMERS: participate in trails

PRIVATE SECTOR:

Manufacture appropriate technologies

4. Capacity Building

Edward Karuri, Agnes Mwangwela, O. Tewe, Bernard Boateng, Phemba Phezo, Shaun Ferris.

Objective: Market oriented strategies institutionalised through capacity building in targeted organizations and associations

Training

Area	Trainees	Trainers
Market analysis	Researchers, extension, NGO, private sector	Regional institutions e.g. FOODNET, universities
Product safety and quality control (grades/standards)	Farmers, extension workers, agro-processors, handlers	NGOs, bureau of standards, FAO, UNIDO, UNDP
Enterprise Development: (entrepreneurial and managerial skills)	Private sector, NGOs, agribusiness, youth and women	Agroenterprise development institutions
Information processing (gathering, analysis, web pages, database development)	Researchers, NGOs, extension services	IT institutions
Higher degree education in agribusiness, postharvest processing quality/safety and IT		Universities
Collective action	Youth, Women Community organizations	NGOs Extension workers
The project cycle, especially monitoring and evaluation	Researchers, NGOs, Private sector	Universities, ESAMI

Networking

Sub-regional coordination units developed to enhance and strengthen functional partnerships in agroenterprise R and D.

Executed by PhAction, CGIAR and subregional forums

Partners: NARIs universities, NGOs and private sector.

Cost per subregion for such a network, based on ASARECA experience: 1.5-2.0 million US$ for 5 years.

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Subregional priorities

East Africa:

The major strategic priority is the identification and development of commodity chains involving small farmers for two types of markets:

§ non-traditional export markets (e.g. horticulture, floriculture)

§ High value niche markets (e.g. spices, cashew nuts, shea nuts, essential oils, aloe and medicinal plants)

For this, the areas of commodity chain diagnosis and interventions, capacity building and policy are considered especially high priority.

Southern Africa

Themes:

Policy area:

§ Trade policies and their implementation

§ Sanitary and phyto-sanitary regulations

§ Financial and investment regulations

Information: use of electronic communications, mass media doe dissemination

Subregional network establishment

Technology: Storage, processing and preservation

Quality: facilities and harmonization of standards

Training in:

§ Product safety and quality control

§ Agribusiness

§ Food processing and storage

Commodity chain:

§ market analysis and priority identification

§ case studies to learn from successes

Commodity priorities:

§ Traditional: maize, sorghum, millet, rice, cassava ,sweetpotatoes

§ Pulses: soya, pigeon pea, cowpea, sesame,

§ Chile, paprika,

§ Oil seeds: groundnut, sesame, sunflower

§ Fruit and vegetables, both exotic and indigenous

§ Agroforestry products of high value e.g. honey

§ Meat and fish for export markets.

West Africa

Improving technical capability of food processors, including, loss reduction, food quality concerns and environmental issues (utilization of wastes and by products).

Training in enterprise development, market analysis and food safety

Commodity chain development, including information to assist accessing new markets

Subregional networking

Quality: harmonising standards and establishing standards in some markets (fish, processed food markets)

Improving development and implementation of policies especially as regards finance and trade.

Crops:

Traditional staples: cassava, maize, sweetpotato

High value: yams, rice, plantain, potatoes

Niche: fruits and vegetables

Finger millet specifically for the Sahel region.