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Postharvest Management Strategy Implementation Plan

The United Republic of Tanzania, Ministry of Agriculture

2019–2024

MKAKATI WA TAIFA WA USIMAMIZI WA MAZAO BAADA YA KUVUNA | 2019-20292

THE UNITED REPUBLIC OF TANZANIA

MINISTRY OF AGRICULTURE

POST-HARVEST MANAGEMENT STRATEGYIMPLEMENTATION PLAN–SIP

2019 - 2024

Dodoma

POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-20244

POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 i

TABLE OF CONTENTS

List of Abbreviations and Acronyms ................................................................. ii1. INTRODUCTION ..................................................................................... 11.1. Background ............................................................................................. 11.2. Scope of the Strategy .............................................................................. 11.3. Vision of the NPHMS ............................................................................... 11.4. Mission of the NPHMS ............................................................................ 21.5. Strategic Objectives of the NPHMS ........................................................ 22. INSTITUTIONAL ARRANGEMENT .......................................................... 33. STRATEGY IMPLEMENTATION PLAN (SIP) ............................................. 9

3.1. Introduction .......................................................................................... 9

3.2. Purpose of Strategy Implementation Plan (SIP) .................................... 9

3.3. SO, A: Facilitate awareness of good handling practices to improve

efficiency and reduce crop losses along the value chain. ................. 10

3.4. SO, B: Promote availability, accessibility and adoption of tested

technologies to reduce post-harvest losses ...................................... 12

3.5. SO, C: Facilitate agricultural marketing systems to improve market

access and minimize post-harvest losses .......................................... 14

3.6. SO, D: Promote research and innovations of new and appropriate

technologies and methods to reduce crop losses ............................ 16

3.7. SO, E: Review and put in place new guidelines and regulations to

enhance standards and practices to minimize PHL. .......................... 17

3.8. SO, F: Strengthen coordination, partnerships, and stakeholders’

participation to enhance strategy interventions ............................... 18

3.9. SO, G: Adapt post-harvest management systems to mitigate the

effects of climate change .................................................................. 20

3.10. SO, H: Addressing inadequacy in PHM financing .............................. 21

3.11. SO, I: Develop standard methodologies for collecting data and

estimating post-harvest losses in a country ...................................... 22

4. FINANCING PLAN OF SIP .................................................................... 235. MONITORING AND EVALUATION FRAMEWORK ............................... 266. APPENDICES ......................................................................................... 28

Appendix A: Estimated annual cost for implementing PHM management strategic interventions ........................................ 28Appendix B: M & E and Results Framework of the strategy .......................... 42

POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024ii

LIST OF ABBREVIATIONS AND ACRONYMS

ACT Agricultural Council of Tanzania

AfDB African Development Bank

AGRA Alliance for a Green Revolution in Africa

AMCOS Agricultural Marketing Co-operative Societies

AMDT Agricultural Markets Development Trust

ANSAF Agricultural Non-State Actors Forum

ASDS Agriculture Sector Development Strategy

ASDP Agricultural Sector Development Programme

ASLMs Agriculture Sector Lead Ministries

BAKITA Baraza la Kiswahili Tanzania

BMGF Bill and Melinda Gates Foundation

CARMATEC Centre for Agricultural Mechanization and Rural Technology

CMT Coordination and Management Team

COPRA Cereal and Other Produce Regulatory Authority

COSTECH Tanzania Commission for Science and Technology

CPB Cereals and Other Produce Board

EAGC Eastern Africa Grain Council

ESRF Economic and Social Research Foundation

EU European Union

FAO Food and Agriculture Organisation

FSDT Financial Sector Deepening Trust

JICA Japan International Cooperation Agency

MIT Ministry of Industry and Trade

MoA Ministry of Agriculture

MoFP Ministry of Finance and Planning

MoHCDEC Ministry of Health, Community Development, Gender, Elderly, and Children

MVIWATA Mtandao wa Vikundi vya Wakulima Tanzania

MWTC Ministry of Works, Transport and Communications

NBS National Bureau of Standards

NFRA National Food Reserve Agency

NFRA Tanzania’s National Food Reserve Agency

NM-AIST Nelson Mandela African Institution of Science and Technology

NPHMS National Post-harvest Management Strategy

PACA Partnership for Aflatoxin Control in Africa

PASS Private Agricultural Sector Support

POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 iii

PHM Post-Harvest Management

PHTs Post-Harvest Technologies

PMO Prime Minister Office

PO-RALG President’s Office- Regional Administration and Local Government

REA Rural Energy Agency

REPOA Research on Poverty Alleviation

RUDI Rural Urban Development Initiatives

SACCOS Savings and Credit Co-operative Society

SAGCOT Southern Agricultural Growth Corridor of Tanzania.

SIDO Small Industries Development Organisation, Tanzania

SIP Strategy Implementation Plan

SUA Sokoine University of Agriculture

TADB Tanzania Agricultural Development Bank

TAHA Tanzania Horticultural Association

TAMFI Tanzania Association of Microfinance Institutions

TANTRADE Tanzania Trade Development Authority

TARI Tanzania Agricultural Research Institute

TARURA Tanzania Rural & Urban Roads Agency

TBS Tanzania Bureau of Standards

TCAA Tanzania Civil Aviation Authority

TEMDO Tanzania Engineering and Manufacturing Design Organisation

TFDA Tanzania Food and Drugs Authority

TIB Tanzania Investment Bank

TIC Tanzania Investment Centre

TIRDO Tanzania Industrial Research and Development Organization

TMA Tanzania Meteorological Agency

TPRI Tropical Pesticides Research Institute

TPSF Tanzania Private Sector Foundation

TWGs Thematic Working Groups

UDOM University of Dodoma

UDSM University of Dar es Salaam:

USAID United States Agency for International Development

VETA Vocational Educational and Training Authority

VICOBA Village Community Banks

WRRB Warehouse Receipts Regulatory Board

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POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 1

1. INTRODUCTION

1.1. BackgroundThe National Agriculture Policy (2013) acknowledges that, among the key challenges in the agriculture sector, is the high pre- and post-harvest losses, which makes up to 30-40 percent of the total annual crop production. The largest magnitude of losses occurs in fruits, vegetables, root and tuber crops, because of the perishability of these commodities, poor post-harvest infrastructures and handling practices. Post-harvest loss affects household’s food security and erodes profit by reducing marketable volumes for actors. The advantages of increased production and productivity cannot be achieved if the actors do not have the capacity to abate the high post-harvest losses. Mitigating PHL represents an opportunity to improve food security, increased income, better health and a sustainable environment. In order to reduce the post-harvest losses for food crops, the country has been implementing the National Agriculture Policy (2013) and Agricultural Marketing Policy (2008) through the Agriculture Sector Development Programme I (ASDP I), which is dedicated to strategize the implementation of the policy’s stated problems, including management of post-harvest losses.

1.2. Scope of the strategyNational Post-Harvest Management Strategy (NPHMS) will be implemented over a ten-year (2018-2027) period focusing on food crops particularly cereals, legumes, fruits and vegetables, roots and tubers and edible oil crops. The strategy does not include traditional cash crops, livestock and livestock products. Furthermore, it covers post-harvest losses and actors along the value chain from harvesting to consumption. However, the strategy will be implemented under two phases of five years each.

1.3. Vision of the NPHMSReduced post-harvest losses along the commodity value chains, which adequately rewards the actors and sufficiently contributes to national food and nutrition security and the economy.


1.4. Mission of the NPHMS

To improve PHM by ensuring availability of appropriate post-harvest and value-addition practices and technologies, providing incentives for investment in marketing systems, as well as improving capacities and coordination of strategic interventions

1.5. Strategic Objectives of the NPHMSi. Facilitate awareness on Post-Harvest Management to improve

efficiency and reduce crop losses along the value chain

ii. Promote availability, accessibility, affordability and adoption of tested technologies and processes to reduce post-harvest losses

iii. Facilitate agricultural marketing systems to improve market ac-cess and minimize post-harvest losses

iv. Promote research and innovations of new and appropriate technologies and methods to reduce crop losses

v. Review and put in place new legislations to ensure compliance with standards and adoption of practices to minimize PHL.

vi. Strengthen institutional capacity, coordination, partnerships and stakeholders’ participation of PHM actors to enhance im-plementation of strategic interventions

vii. Adapt post-harvest management systems to mitigate the ef-fects of climate change

viii. Addressing inadequacy in PHM financing

ix. Develop a standard methodology for collecting data and esti-mating Post-Harvest Losses in a country


2. INSTITUTIONAL ARRANGEMENT

The National Post-Harvest Management Strategy is holistic and requires the participation of different stakeholders including the Government, Private Sector, Civil Society Organizations, CBOs, and Development Partners, in order to achieve all of its strategic objectives and the overall vision. The roles and expected interface among these actors are outlined subsequently.

Since NPHMS is an integral part of the ASDP II, its implementation will be through the ASDP II National Steering Committee. In order for MoA to provide leadership on behalf of the Government, there will be quarterly Coordination and Management Team (CMT) meetings which will be chaired by PS MoA and with selected members drawn from MDAs, Academia, Research and Development Institutions, Development Partners, Non-State Actors (Private sector, NGOs (international and local), CSOs and CBOs) engaged in post-harvest matters. In the similar spirit, the secretariat for NPHMS will be the DNFS under MoA and the section responsible for coordinating the strategy will be the Post-harvest Management Section. In performing this function, MoA will be assisted by Regional Secretariats and Local Government Authorities through PHM focal persons in RS and LGAs. Moreover, there will be Thematic Working Groups (PHM -TWGs) to work on specific matters and advice the MoA accordingly as well as PHM stakeholder’s platform, which will involve all stakeholders in PHM.

The diagram below shows the institutional arrangement for the NPHMS implementation

The key institutions and their responsibilities in implementing the NPHMS are summarized in Table 1 below


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Category Institutions Key responsibilities and functions

ASLMs Ministry of Agriculture (MoA) This is the lead sector Ministry Overall coordination of the strategy

implementation To chair PHM decisions forum Lead resources mobilization and

budgeting Formation and operationalization of

thematic groups To coordinate PHM stakeholders To take and maintain stock of PHM

actors

Ministry of Industry and Trade (MIT)

Facilitate regional and international trade

Lead the marketing of the agricultural commodities

President’s Office- Regional Administration and Local Government (PO-RALG)

Coordinate implementation of the PHM interventions at regional and district levels.

Facilitate coordination of key players at regional and district levels through RAS, DED and focal person respectively

Ministry of Finance and Planning (MoFP)

To allocate sufficient budget to support PHM specific interventions

To incorporate the PHM component in the budget guidelines

Ministry of Healthy, Community Development, Gender, Elderly and Children -MoHCDEC

To coordinate nutrition and food safety

Prime Minister Office (PMO) To spearhead the engagement of youth in PHM specific interventions

Promote investment opportunities for postharvest technologies and agro-processing



Technology Developers

TIRDO Providing technical expertise and support services to PHM industries to upgrade their technology base

Conduct specific R&D in postharvest technologies, and agro processing-innovations

TEMDO Design, adapt and develop machinery and equipment, and to promote their commercial manufacture and use.

Transferring/disseminate technology to manufacturing small and medium-sized enterprises (SMEs),

Offer consulting services and training to industries.

SIDO Spearhead establishment and strengthening of the PHM small industry sector through technology transfer

CARMATEC To develop and disseminate improved technologies for PHM

VETA Coordinating, regulating, financing, Promoting and providing vocational education and training on PHTs

Regulatory authorities and agencies

The Weights and Measures Agency

Enforce laws and regulations related to weight and measures

Warehouse Licensing Board To register and ensure compliance of quality standards for warehouses.

TFDA To enforce compliance of food safety regulation for crops produce

TBS To develop standard specific for food produce.

REA To ensure the availability of electrical energy in the rural areas to support agro processing

NBS Ensure incorporation of PHM indicators in national research, surveys and census

Oversee and participate in baseline survey and census on PHM



NFRA Ensure availability of storage technologies

Procuring, reserving and recycling grain stocks

CPB Facilitate the creation of new and potential market niches

Facilitate capacity building on PHTs Promote value addition of food

crops

COPRA Regulatethe marketing of cereal and other produce include export and importation

COSTECH Consult, coordinate and supervise the determination, planning, and allocation of funds by national research institutions to PHM R&D projects and programmes within their respective field

TARI Conducting, regulating, promoting and coordinating PHM research activities

Academic and Research Institutions

These institutions include MATIs, TIRDO, CAMARTECT, TEMDO, ESRF, Universities like SUA, UDSM, Nelson Mandela African Institute of Technology and others

To conduct training and research on PHM

To disseminate research findings/ To provide advisory services to the

Government and the private sector

Development Partners (DPs)

Development partners supporting PHM interventions (FAO, SDC, GIZ, BMGF, AMDT, AGRA, GAFSP, USAID, European Union, IFAD, JICA, DfiD, and other potential partners,

To provide technical support and financial resources

Private Sector PHT manufactures, distributors, processors, transporters, aggregators, farmers, agro-dealers, traders and service providers such as hotels, restaurants, supermarkets

Investment in the marketing and storage infrastructure

Facilitate capacity building To develop and

disseminateapproved appropriate post-harvest technologies



Non- State Actors

NGOs, local and international, CSOs, CBOs

Participate in the thematic working groups

Conduct advocacy Monitoring and evaluation of strategy implementation

Provide technical support Contribute toresource mobilization

and activity implementation through dialogue, workshops, and

conferences on PHM Support public awareness creation

through media. Conduct research and dissemination

of PHM information

PHM stakeholder’s forum-Tanzania Post Harvest Management Platform (TPMP)

Provide a platform for PHM stakeholders from both the public and private sector to meet, share experiences, learn from each other and discuss challenges and solutions

Create awareness on PHM Enhance coordination and linkages

among PHM actors

Cooperatives SACCOS, AMCOS, VICOBA To facilitate aggregation, sorting and grading, storage, transport, distribution and marketing of crops

Media International and Local media houses

Prepare, document and disseminate PHM media programs

Prepare and organize media dialogue on PHM

Financial Institutions

TADB, TIB, SACCOS, Commercial Banks and Microfinance, Mobile money companies

To design and promote financial products to finance PHM interventions

To provide soft loans and credit to finance PHM specific investments

Crop Producers

Small, Medium and Large-scale farmers

To adhere tothe available PHM guidelines

To adopt/adapt PHM best practices To adopt PHM technologies. Provide feedback and information

related to the usability, efficiency, and challenges of PHTs


3. STRATEGY IMPLEMENTATION PLAN (SIP)

3.1. IntroductionThe SIP is a tool that is designed to guide implementers to consistently move from the plan to reality, trying to provide answers as to how, when, by whom and at what cost the planned interventions will be realized. The fact that a number of interventions under the NPHMS are to be implemented by various actors, proper coordination, sequencing, prioritization and consensus is necessary. This chapter specifically presents how and by who the nine strategic objectives will be implemented.

3.2. Purpose of Strategy Implementation Plan (SIP)The main purpose of SIP is to develop an effective and efficient Post-Harvest Management road map that will allow the government and the key stakeholders to have implementation framework, which is practically workable, result oriented and measurable both in medium and long term time lines. The specific justifications for formulating the SIP are;

i. Align PHM Strategy with ASDP II and other relevant policies and strategies,

ii. Interpret and develop strategic linkages between the vision and mission of NPHMS along with its Strategic Objectives. This calls for identifying key building blocks from Strategic Objective to related Strategic interventions, targets and requi-site financing as a major input into Monitoring and Evaluation Framework,

iii. Formulate the first five-year SIP as a means to speed up the realization of NPHM Strategic Objectives; this is necessary for spearheading achievements,

iv. Ensure preparation of comprehensive, complementary and well-articulated sequential implementation framework, and

v. Formulate a Monitoring and Evaluation Framework that check consistency, coherence, outcome and impact


3.3. SO, A: Facilitate awareness of good handling practices to improveefficiency and reduce crop losses along the value chain.

The aim of this strategic objective is to increase awareness to the public on the causes, effects and good PHM handling practices in order to improve efficiency and reduce losses along the food crop value chains. In order to achieve its intended aim, this strategic objective will focus on four strategic interventions which are; (i) Implementing communication strategies to raise awareness on how to reduce crop losses; (ii) capacity building for all actors on PHL; (iii) promote actor specific best handling practices along the value chain; and (iv) Improve capacity of PHM actors to prevent and control contaminations along the value, e.g. mycotoxins, pesticide/other chemicals residuals.

The aforementioned strategic intervention will be implemented through various activities and actors as highlighted in table 2 below.

Table 2: Strategic Objective A

S/n Strategic intervention Activities Actors and their responsibilities

1 Implement communication strategies to raise awareness of food losses, causes and impact

1.1 To compile and consolidate relevant information on PHL causes, impacts and solutions -information from public and private sector.

Led by MOA in collaboration with DPs (FAO, HELVETAS, AGRA, EU), Research and academic institutions (ESRF, REPOA, SUA, UDSM), BAKITA, national level and local PHM Platforms (TPMP), PHTs companies/manufacturers, NGOs/CSOs ( ANSAF, TAHA, MVIWATA, ACT, RUDI, Farm Africa, EAGC, RCT, Media houses and other potential actors

1.2 To translate (into Kiswahili) the compiled information into user-friendly f o r m - i n c l u d i n g popular versions


1.3 Work with media houses to prepare and disseminate various PHM programs through (Radio, TV, Publications, Internet, and social media)-information on causes, impacts and handling practices

1.4 Organize dedicated agricultural shows on PHM including exhibitions of PHTs and support PHM stakeholders to participate in existing relevant national shows such as Nane Nane.

1.5 Strengthen and capacitate WRC, PHM centers and FFS as channels and outlets for PHM information by providing them with working tools, relevant training.

2 Capacity building for all actors on PHL

2.1. Prepare, review and harmonize training manuals for PHM-on causes, impacts and solutions for specific value chains.

ASLMs led by MOA will collaborate with other actors such as DPs (FAO, HELVETAS), Research and academic institutions (ESRF, REPOA, SUA, UDSM), TFNC, Private sector, NGOs/CSOs

2.2. conduct training on PHM to all actors along the value chain-including SHFs, extension officers, agro dealers, MSMEs, Private sector

2.3 Facilitate availability of working tools packages to extension officers.


3 Promote actor specific best handling practices along the value chain

3.1. Identify champions on specific best handling practices

ASLMs led by MOA in collaboration with DPs (FAO, HELVETAS), Research and academic institutions (ESRF, REPOA, SUA, UDSM), Private sector, NGOs/CSOs (EAGC) and media houses

3.2. Facilitate exchange visits among actors

3.3. Prepare documentaries of the best specific handling practices along the value chain

4 Improve the capacity of PHM actors to prevent and control contaminations along the value chains, e.g. mycotoxins, pesticide/other chemicals residuals

4.1. To conduct a comprehensive survey to establish causes, magnitude and spread of mycotoxins, pesticide/other chemicals residuals contamination

MOA in collaboration with DPs (AfDB, FAO, HELVETAS, AGRA, EU), Research and academic institutions (IITA, ESRF, REPOA, SUA, UDSM, NM-AIST), NBS, Chief Chemist, TPRI, Private sector, GOs/CSOs, PACA, media houses

4.2. Establishment and operationalization of National Agricultural Reference Laboratory;

3.4. SO, B: Promote availability, accessibility and adoption of tested technologies to reduce post-harvest losses

This Strategic Objective aims to promote availability, accessibility and adoption of tested technologies to reduce post-harvest losses along various value chains. The strategic objective will be implemented through two strategic interventions which are (i) Enhance actor’s awareness and utilization of proven PHTs and (ii) Promote agro-processing along the value chain.

The aforementioned strategic interventions will be implemented through various activities and actors as highlighted in table 3 below.


Table 3: Strategic Objective B


1 Enhance actor’s awareness and utilization of proven PHTs

1.1 To mobilize and sensitize actors on the appropriate use of PHTs through FFS, exhibitions and demonstrations.

MoA in collaboration withALMs, DPs- (FAO, AGRA, AMDT, SDC, USAID, EU, GIZ, IFAD), NGOs/CSOs- (ANSAF, ACT, RUDI, CSDI, BRiTEN, MVIWATA, PELUM, INADES Formation, RCT, Farm Africa), Private sectors, PHTs manufacturers and traders, media and other potential actors.

1.2 To disseminate information on available and proven technologies (hermetic bags, cold chain facilities, silos, cocoons)

1.3 To support and facilitate the usage of proven technologies through price subsidization and demonstrations.

2 Promote agro-processing along the value chain

1.1 Promote innovation and production of affordable and efficient processing units through capacitating SIDO, CARMATEC and support private sector initiatives.

MoA in collaboration with MIT, PO-RALG, TIC, Cooperatives, SIDO, CARMATEC, VETA, TBS, TFDA NGOs/CSOs (TPSF, TCAA, TANTRADE, ACT, ANSAF, MVIWATA, EAGC, and other potential actors.

1.2 Promote the adoption of affordable and efficient processing units through sensitization programs to MSMEs


3.5. SO, C: Facilitate agricultural marketing systems to improve market access and minimize post-harvest losses

This strategic objective intends to improve marketing systems and access including marketing infrastructures for the purpose of post-harvest loss reduction to keep pace with increasing production. The strategic objective comprises of two strategic interventions: (i) improving and formalizing market access to reduce post-harvest losses; and (ii) ensuring the availability of specialized human resources to manage marketing infrastructure.

The aforementioned strategic interventions will be implemented through various activities and actors as highlighted in table 4 below;

Table 4: Strategic Objective C

S/n Strategic intervention

Activities Actors and their responsibilities

1. Improve market access to reduce post-harvest losses

1.1. Establish and strengthen existing produce handling systems (transport and storage, pack houses, cold chain/rooms, warehouses and silos).

MoA in collaboration with MoFP, PO-RALG, MIT, MoWTC, LGAs, TARURA, NFRA, CPB, WRRB, REA, DPs- (FAO, AGRA, AMDT, SDC, USAID, EU, AfDB, GIZ, IFAD) NGOs/CSOs (TAHA, HELVETAS, ANSAF, World Vision, IITA, MVIWATA, Farm Africa, RUDI, Aga Khan Foundation and other potential actors

1.2. Identify strategic areas with high production for market linkages

1.3. Harmonize the existing market information system to provide efficient needed marketing information


1.4. Facilitate agricultural marketing section at MoA to conduct researches on market intelligence for crops grown in the country and link with local and international markets

1.5. Link key crop marketing information system to the Tanzania Mercantile Exchange (TMX) system

1.6. Scale up Warehouse Receipt System (WRS) to other crops

1.7. Construct and rehabilitate rural roads and electrification to ensure access to the market points/centres

1.8. Establish and strengthen farmers organizations (e.g. AMCOS)

2. Ensure availability of specialized human resources to manage marketing systems,

2.1. Recruit and train marketing infrastructure operators

MoA incollaboration withPresidents Office-public services and good governance, USAID, FAO, AGRA and JICASUA, UDSM, NM-AIST and other potential actors.

2.2. Facilitate warehouse operators with working tools

MoA in collaboration with WRRB, MIT, DPs- (FAO, AGRA, AMDT, SDC, USAID, EU, GIZ, IFAD), NGOs/CSOs- (ANSAF, ACT, RUDI, CSDI, BRiTEN, MVIWATA, PELUM, INADES Formation, RCT, Farm Africa), Private sectors, PHTs manufacturers and traders


3.6. SO, D: Promote research and innovations of new and appropriate technologies and methods to reduce crop losses

This strategic objective aims at encouraging researchers to conduct more research on PHL and introduce innovative technologies; undertaking verification exercise of existing technologies on PHL as well as the establishment of a database on PHM. The strategic objective has three strategic interventions: (i) ensuring inclusion of PHM issues in agriculture research themes; (ii) verification of existing, emerging, innovative and certified technologies to reduce post-harvest losses; and (iii) establishing database management system on PHM.

The roles and responsibilities of key actors for implementing the respective strategic interventions and activities are explained in table 5 below;

Table 5: Strategic Objective DS/n Strategic

interventionActivities Actors and their responsibilities

1. Ensure inclusion of PHM issues in agriculture research themes

1.1. incorporate PHM issues in agriculture research agendas

MoA in collaboration with the academic and research institutions (TARI, COSTECH, NBS, SUA, UDSM, NM-AIST,ESRF,REPOA)DPs (FAO, AGRA, SDC, AMDT, USAID, HELVETAS, BMGF) NGOs/CSOs and other potential actors.

1.2. Facilitate research anddevelopment on PHM

2. Verification of existing, emerging, innovative and certified technologies to reduce post-harvest losses

2.1. Mapping of existing PHTs

MoA in collaboration with PHTsmanufacturers, Helvetas, AGRA, FAO, IITA, TBS, CARMATEC, SIDO, VETA and other potential actors.

1.2 Conduct adaptive research to test and perfect PHTs before dissemination

2.3 Support PH tech innovations

2.4 Dissemination of PHM research findings (both technologies and social research)


3. Establish database management system on PHM

3.1. Incorporate PHM data in ARDS.

MoA in collaboration `with MITI, PO-RALG, NBS,TARI, DPs(USAID, AGRA, FAO and JICA), NGOs/CSOs and other potential actors

3.2. Conduct a comprehensive baseline survey to establish the status of the PHL in the country,

3.3. Collect routine data for updating the PHL data within ARDS and monitor the extent of PHL.

3.7. SO, E: Review and put in place new guidelines and regulations to enhance standards and practices to minimize PHL.

This strategic objective aims to provide guidelines on various post-harvest issues to actors along the value chains. In order to achieve the objective one strategic intervention will be implemented which is; (i) Incorporate PHM aspects in existing legislation.

Activities to achieve this objective and responsible actor are explained in table 6 below;

Table 6: Strategic Objective ES/n Strategic

interventionActivities Actors and their

responsibilities

1 Incorporate PHM aspects in existing legislation

1.1 Identify, review and analyze relevant regulations, by-laws, to include PHM aspects.

MoA in collaboration with ASLMs (PO-RALG, MIT, Ministry OF JUSTICE AND Constitutional Affairs, Parliament of the URT), MWTC and LGAs, DPs (HELVETAS, FAO, AGRA, AMDT), Research institutions (ESRF, REPOA, SUA, UDSM, UDOM) MVIWATA, ANSAF, ACT, EAGC, TAHA, TIRDO, SIDO, Media houses and other potential actors

1.2 Identify, review and analyze guidelines on post-harvest management.

1.3 Conduct sensitization and facilitate dissemination of reviewed guidelines and regulations on PHM


3.8. SO, F: Strengthen coordination, partnerships, andstakeholders’ participation to enhance strategy interventions

This strategic objective aims at strengthening coordination, partnerships, and stakeholders’ participation by implementing the following Strategic interventions: (I) Enhance coordination at all levels to improve involvement of key actors in various PHM issues (ii) Establish and manage investments incentive packages to increase private sector participation in PHM (iii) Strengthen human resource base of the PHLM lead institution (s).

Detailed activities to achieve this objective and responsible actor are explained in table 7 below;

Table 7: Strategic Objective F



1. Enhance coordination at all levels to improve the involvement of key actors in various PHM issues

1.1. Mapping key stake-holders in various PHM issues

MoA in collaboration with ASLMs (PO-RALG, MIT), PMO, MWTC and LGAs, DPs( HELVETAS, FAO, AGRA,US-AID, ESRF,REPOA, Research and academic institutions,( SUA, UDSM, UDOM,NM-AIST), MVIWATA, ANSAF, ACT, CPB, EAGC, RCT, RUDI TAHA, TIRDO, SIDO, Media houses and other potential actors

1.2. Organize regular stakeholders’ coor-dination meetings at national and LGAs levels

1.3. Conduct quarterly coordination and Management Team (CMT) meetings




1.4. Strengthen the existing Tanzania PHM Platform

1.5. Strengthen nation-al coordination unit in the Ministry responsible for Agriculture

1.6. Form and strength-en Thematic Work-ing Groups (TWG) and appoint Focal Persons at RS & LGAs level

1.7. Facilitate periodic monitoring and evaluation of the strategy implemen-tation.

2. Establish and manage investments incentive packages to increase private sector participation in PHM

2.1. Identify and recommend investment incentive packages for PHM

MoA in collaboration with ASLMs (PO-RALG, MoFP) MIT), MWTC, TIC and LGAs, DPs (HELVETAS, FAO, AGRA, AMDT, EU, SDC) , Research and academic institution (ESRF, REPOA, SUA, UDSM, UDOM,NM-AIST), Private sector, NGOs/CSOs ( MVIWATA, ANSAF, ACT, CPB, EAGC, TAHA) and other potential actors

3. Strengthen human resource base of the PHLM lead institution(s)

3.1. Recruit human resources and human resource development

MoA in collaboration with ASLMs (PO-RALG, PO-Public services and good governance), MWTC and LGAs, DPs such as HELVETAS, FAO, AGRA, Private sector including MVIWATA, ANSAF, ACT, CPB, EAGC, TAHA, RCT, Farm Africa and other potential actors

3.2. Conduct regular capacity building programmes to PHL lead Institutions


3.9. SO, G: Adapt post-harvest management systems to mitigate the effects of climate change

This Strategic objective aims at ensuring the availability of relevant information to mitigatePost-harvest losses attributed tothe effect of climate change. The Objective has two Strategic interventionswhich include; (i) Ensure provision of Climate Change – PHM relevant information, early warning systems, and (ii)Introduce innovative Post-harvest Climate Resilience technologies, and infrastructure.

The aforementioned strategic intervention will be implemented through various activities and actors as highlighted in table 8 below.

Table 8: Strategic Objective G


1 Ensure provision of Climate Change – PHM relevant information, early warning systems

1.1 To sensitize farmers and other stakeholders on uses and sources of early warning information on Climate Change that affects PHM

MOA in collaborationwith TMA, DPs (USDA, USAID, FAO, AGRA, AMDT, HELVETAS), Private sectors (PHTs manufacturers and traders), NGOs/CSOs (MVIWATA, ANSAF, ACT, CPB, EAGC, TAHA, Farm Africa, RUDI, BRiTEN) National Carbon Monitoring Center, and other potential actors

1.2 To promote to the public/ farmers on growing crop varieties which are less susceptible to CC effects through media and handouts

1.3 To institutionalize and strengthen linkage and flow of agro-meteorological information and products from Tanzania

2 Introduce innovative Post-harvest Climate Resilience technologies, and infrastructure

2.1 To promote Adoption of best practices and low-cost drying and cooling, including low-carbon technologies for drying and cooling

MOA in collaboration with TMA, DPs (USDA, USAID, FAO, AGRA, AMDT, HELVETAS), Private sectors (PHTs manufacturers and traders), NGOs/CSOs (MVIWATA, ANSAF, ACT, CPB, EAGC, TAHA), Farm Africa, RUDI, BRiTEN) National Carbon Monitoring Center, and other potential actors


3.10. SO, H: Addressing inadequacy in PHM financing

This strategic objective intends to strengthen existing and introduce new innovative products and instruments to finance PHM interventions.

The strategic objective comprises of three strategic interventions namely: (i)introduce innovative financial mechanisms to support investments, promotion, distribution and utilization of PHTs; (ii) establish mechanisms to de-risk and introduce blended finance; and (iii) ensure timely availability of adequate financial resources to the PHM lead institutions.

Implementation of these interventions and respective actors are explained in table 9 below.

Table 9: Strategic Objective H



1. Introduce innovative financial mechanisms to support investments, promotion, distribution and utilization of PHTs

1.1 Design and pilot new financial inclusion products that promote access to PHT

MoA in collaboration with BoT, MoFP-TADB, MoA-TCDC,, private sector DPs (FAO, AGRA, AMDT, HELVETAS, SDC, USAID, DANIDA, IFAD, AfDB) NGOs/CSOs (Financial Sector Deepening Trust -FSDT, Tanzania Association of Microfinance Institutions - TAMFI, SAGCOT Catalytic Trust Fund, and Tanzanian Federation of Cooperatives-TFC) and Commercial Banks (CRDB, NMB), Mobile money companies and other potential partner

1.2 Promote access to financial services through the use of low-cost and innovative ICT delivery mechanisms

2. Establish mechanisms to de-risk and introduce blended finance.

2.1 Facilitate credit guarantee facilities to improve market terms & boost lending to SMEs

MoA in collaboration with BoT, MoFP-TADB, MoA-TCDC, TIRA, private sector DPs (FAO, AGRA, AMDT, HELVETAS, SDC, USAID, DANIDA, IFAD, AfDB) NGOs/CSOs (Financial Sector Deepening Trust -FSDT, Tanzania Association of Microfinance Institutions - TAMFI, SAGCOT Catalytic Trust Fund, and Tanzanian Federation of Cooperatives-TFC, MVIWATA, TAHA, RCT, ANSAF, ACT, FARM AFRICA, RUDI),Commercial Banks ( CRDB, NMB), Insurance companies, Mobile money companies and other potential partners

2.2 Enhance revolving fund blending a credit line with grants for the manufacturing and distribution of PHTs

2.3 Promotethe adoption of crop insurance scheme




3. Ensure timely availability of adequate financial resources to the PHM lead institutions

3.1 To advocate on the importance of financing PHM initiatives to the decision makers at all levels.

MoA in collaboration with BoT, MoFP-TADB, MoA-TCDC, private sector, DPs (FAO, AGRA, AMDT, HELVETAS, SDC, USAID, DANIDA, IFAD BMGF, AfDB) Financial Sector Deepening Trust –FSDT, SAGCOT Catalytic Trust Fund, SACCOs, PASS, Commercial Banks (TIB, CRDB, NMB), TADB, NGOs/CSOs (ANSAF, ACT, AGRA, PASS, ESRF, BMGF and other potential partners

3.2 To solicit funding from the public and non-public sector for PHM.

3.11. SO, I: Develop standard methodologies for collecting data and estimating post-harvest losses in a country

This strategic objective aims at harmonizing the existing PHL assessment methodologies and establishing national data on PHL. This strategic objective will be achieved through review and harmonization of existing PHLs assessment methodologies.

Detailed activities to achieve these objective and responsible actors are explained in table 10.

Table 10: Strategic Objective I



1 Review and harmonize existing PHLs assessment methodologies

1.1 Identify existing methodologies for PHLs assessment

MoA in collaboration with ASLMs (PO-RALG, MIT), NBS, MWTC and LGAs, DPs such as HELVETAS, FAO, AGRA, Research and an academic institution (ESRF, REPOA, SUA, UDSM, UDOM-NM-AIST), Private sector including MVIWATA, ANSAF, ACT, EAGC, TAHA

1.2 Review and propose the standard methodologies for national PHLs assessment

1.3 Incorporate agreed methodologies for PHLs assessment in training institute curricula


4. FINANCING PLAN OF SIPFinancing the SIP is a necessary building block for achieving intended Strategic Objectives and related targets and indicators (as prescribed in the Monitoring and Evaluation Framework). Given the multi-sectoral nature of the SIP financing automatically requires the involvement of all key stakeholders, with the Government taking a lead. In that regard, the financing of the PHMS will be through a variety of sources including the Government, Development Partners and Non-State Actors, namely, Private sector, CBOs, INGOs, CSOs, Cooperatives, Financial Institutions, farmers and standalone projects such as TANIPAC. The various financing sources for the SIP will have to abide by the existing financing modalities established by the Government. These include General budget support, Basket fund and standalone project. All these financing sources and modalities will have to conform to the identified strategic interventions in order to ensure requisite Monitoring and Evaluation of the SIP. In this context, the MoA will play Strategic role in both soliciting for financing and assuring appropriate allocations to various strategic intervention as per SIP.

On the basis of identified Strategic Objectives and related Strategic interventions, the financing cost over a period of five years of the SIP amount to TZS 111,893,420,705 as shown in table 11. Of this total amount, the contribution by the government and DPs will be 41 percent, with the remaining 59 percent to be contributed by the Non-state actors including; Private sector, CBOs, INGOs, CSOs, Cooperatives, Financial Institutions and other potential actors.


Tabl

e 11

: NPH

MS

finan

cing

pla

n (T

ZS)

App

endi

x A

: Est

imat

ed a

nnua

l cos

t for

impl

emen

ting

PHM

SOST

RATE

GIC

O

BJEC

TIVE

(SO

)

Tim

e Fr

ame

and

Ann

ual b

udge

tTo

tal c

ost

Fina

ncin

g so

urce

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5

A.

Faci

litat

e aw

aren

ess

of g

ood

hand

ling

prac

tices

1,53

0,17

5,00

02,

874,

363,

652

19,9

43,2

24,6

0072

4,12

1,15

580

7,74

9,27

125

,879

,633

,678

B.

Prom

ote

avai

labi

lity,

ac

cess

ibili

ty a

nd

adop

tion

of te

sted

te

chno

logi

es to

re

duce

pos

t-ha

rves

t lo

sses

441,

050,

000

651,

555,

000

534,

260,

000

579,

865,

000

868,

541,

500

3,07

5,27

1,50

0

C.

Faci

litat

e ag

ricul

tura

l m

arke

ting

syst

ems

to im

prov

e m

arke

t ac

cess

and

min

imiz

e po

st-h

arve

st lo

sses

15,2

32,1

40,0

005,

701,

325,

000

5,82

0,40

2,50

011

,300

,522

,750

28,5

35,6

75,0

2566

,590

,065

,275

D.

Prom

ote

rese

arch

an

d in

nova

tions

of

new

and

ap

prop

riate

te

chno

logi

es a

nd

met

hods

to re

duce

cr

op lo

sses

1,64

9,62

5,00

098

8,10

3,95

295

7,77

4,34

73,

183,

151,

782

3,66

6,52

6,96

010

,445

,182

,041


SOST

RATE

GIC

O

BJEC

TIVE

(SO

)

Tim

e Fr

ame

and

Ann

ual b

udge

tTo

tal c

ost

Fina

ncin

g so

urce

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5

E.

Revi

ew a

nd p

ut

in p

lace

new

gu

idel

ines

and

re

gula

tions

to

enha

nce

stan

dard

s an

d pr

actic

es to

m

inim

ize

PHL

88,4

00,0

0020

4,15

0,00

098

,520

,000

108,

372,

000

119,

209,

200

618,

651,

200

F.

Stre

ngth

en

coor

dina

tion,

pa

rtne

rshi

ps, a

nd

stak

ehol

ders

’ pa

rtic

ipat

ion

679,

870,

000

445,

852,

000

490,

437,

200

539,

480,

920

714,

510,

082

2,87

0,15

0,20

2

G.

Ada

pt P

HM

sys

tem

s to

miti

gate

the

effe

cts

of c

limat

e ch

ange

311,

700,

000

120,

439,

000

299,

102,

900

145,

731,

190

354,

694,

309

1,23

1,66

7,39

9

H.

Add

ress

ing

inad

equa

cy in

PH

M

finan

cing

255,

400,

000

200,

890,

000

168,

311,

000

185,

142,

100

203,

656,

310

1,01

3,39

9,41

0

I. D

evel

op s

tand

ard

met

hodo

logi

es fo

r co

llect

ing

data

and

es

timat

ing

PHL

in a

co

untr

y

169,

400,

000

--

--

169,

400,

000

TO

TAL

20,3

57,7

60,0

0011

,186

,678

,604

28,3

12,0

32,5

4716

,766

,386

,897

35,2

70,5

62,6

5711

1,89

3,42

0,70

5


5. MONITORING AND EVALUATION FRAMEWORKThe Monitoring and Evaluation system of the PHM strategy will have the function of tracking the implementation of the planned activities and subsequently to make corrective measures on the implementation strategy when the need arises. Although the M&E hub for PHM needs to be situated in MoA, the M&E activities will be implemented collaboratively by key stakeholders in order to upscale the M&E results across the value chain. Both internal and external M&E will be undertaken accordingly. There will be both mid-term and end of period M&E that will be participatory in nature as summarized in Gant Chart 1 & 2 below.

The monitoring activity involves systematic and regular data collection, processing, analysis and reporting of the findings to PHM Steering Committee and relevant Forums and Stakeholders. It is primarily used to compare planned targets against achievements. It is an important tool that will enable stakeholders to detect deviation from the target plan in time and hence make the necessary corrections.

Gant Chart 1: Timeline and interventionsEvaluation Activity July Aug Sept Oct Nov Dec Jan Feb March April May Jun

Quarterly Data Reporting

Annual Report

Progress monitoring and learning

Meetings

Gant Chart 2: Evaluation of the strategy implementationEvaluation Activity Year1 Year2 Year3 Year4 Year5 Year6 Year7 Year8 Year9 Year10

Scoping study (to provide information to estimate targets)

Baseline survey

Joint/Periodic reviews/assessments

Mid and final review respectively

Impact evaluation


Figure 1: NPHMS M&E result framework


6.

APP

END

ICES

App

endi

x A

: Est

imat

ed a

nnua

l cos

t for

impl

emen

ting

PHM

man

agem

ent s

trat

egic

inte

rven

tion

SOM

anag

emen

t In

terv

entio

nTi

me

Fram

e an

d A

nnua

l bud

get

Tota

l cos

t

Act

ivity

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5

SOA

Impl

emen

t co

mm

unic

atio

n m

etho

ds to

rais

e aw

aren

ess

of fo

od

crop

loss

es, c

ause

s an

d im

pact

To c

ompi

le a

nd

cons

olid

ate

rele

vant

in

form

atio

n on

PH

L ca

uses

, im

pact

s an

d so

lutio

ns

-info

rmat

ion

from

pu

blic

and

priv

ate

sect

or.

37,4

00,0

00-

-43

,290

,000

-80

,690

,000

To tr

ansl

ate

(into

Kis

wah

ili)

the

com

pile

d in

form

atio

n in

to

user

frie

ndly

form

-in

clud

ing

popu

lar

vers

ions

106,

675,

000

--

128,

100,

000

-23

4,77

5,00

0

Wor

k w

ith m

edia

ho

uses

to p

repa

re

and

diss

emin

ate

vario

us P

HM

pr

ogra

ms

125,

800,

000

137,

590,

000

150,

080,

000

163,

540,

000

175,

060,

000

752,

070,

000

Org

aniz

e ag

ricul

tura

l sho

ws

on P

HM

incl

udin

g ex

hibi

tions

of P

HTs

43,2

00,0

0047

,520

,000

56,1

60,0

0060

,480

,000

64,8

00,0

0027

2,16

0,00

0

Stre

ngth

en a

nd

capa

cita

te 1

0 W

RC

and

FFS

as c

hann

els

and

outle

ts fo

r PH

M

info

rmat

ion

and

tech

nolo

gies

208,

000,

000

249,

600,

000

--

-45

7,60

0,00

0


SOM

anag

emen

t In

terv

entio

nTi

me

Fram

e an

d A

nnua

l bud

get

Tota

l cos

t

Act

ivity

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5

Tota

l Int

erve

ntio

n 1

521,

075,

000

434,

710,

000

206,

240,

000

395,

410,

000

239,

860,

000

1,79

7,29

5,00

0

Cap

acity

bui

ldin

g fo

r all

acto

rs o

n PH

L

Prep

are

and

harm

oniz

e tr

aini

ng

man

uals

for P

HM

al

ong

the

valu

e ch

ain

39,0

50,0

00-

--

--

Con

duct

trai

ning

on

PHM

to a

ll ac

tors

al

ong

the

valu

e ch

ain-

incl

udin

g SH

Fs, e

xten

sion

of

ficer

s, a

gro

deal

ers,

MSM

Es,

Priv

ate

sect

or

-38

7,20

1,45

223

7,30

0,00

026

0,40

1,15

528

6,44

1,27

11,

171,

343,

878

Faci

litat

e av

aila

bilit

y of

wor

king

tool

s pa

ckag

es to

ex

tens

ion

offic

ers.

680,

400,

000

--

--

680,

400,

000

Tota

l Int

erve

ntio

n 2

719,

450,

000

387,

201,

452

237,

300,

000

260,

401,

155

286,

441,

271

1,85

1,74

3,87

8

Prom

ote

acto

r sp

ecifi

c be

st

hand

ling

prac

tices

al

ong

the

valu

e ch

ain

Iden

tify

cham

pion

s on

spe

cific

bes

t ha

ndlin

g pr

actic

es

129,

950,

000

--

-17

5,21

0,00

030

5,16

0,00

0

Faci

litat

e ex

chan

ge

visi

ts a

mon

g ac

tors

to

lear

n

62,1

00,0

00-

68,3

10,0

00-

130,

410,

000

Prep

are

docu

men

tarie

s of

th

e be

st s

peci

fic

hand

ling

prac

tices

al

ong

the

valu

e ch

ain

87,6

00,0

00-

96,3

60,0

00-

106,

238,

000

290,

198,

000


SOM

anag

emen

t In

terv

entio

nTi

me

Fram

e an

d A

nnua

l bud

get

Tota

l cos

t

Act

ivity

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5

Tota

l Int

erve

ntio

n 3

217,

550,

000

62,1

00,0

0096

,360

,000

68,3

10,0

0028

1,44

8,00

072

5,76

8,00

0

Impr

ove

capa

city

of

PH

M a

ctor

s to

pre

vent

an

d co

ntro

l co

ntam

inat

ions

al

ong

the

valu

e ch

ains

, e.g

. m

ycot

oxin

s,

pest

icid

e/ot

her

chem

ical

s re

sidu

als

To c

ondu

ct

com

preh

ensi

ve

surv

ey to

est

ablis

h ca

uses

, mag

nitu

de

and

spre

ad o

f m

ycot

oxin

s,

pest

icid

e/ot

her

chem

ical

s re

sidu

als

cont

amin

atio

n

72,1

00,0

00-

--

-72

,100

,000

Infr

astr

uctu

re

Dev

elop

men

t fo

r con

trol

ling

of

aflat

oxin

-1,

990,

352,

200

19,4

03,3

24,6

00-

-21

,393

,676

,800

Tota

l Int

erve

ntio

n 4

72,1

00,0

001,

990,

352,

200

19,4

03,3

24,6

00-

-21

,465

,776

,800

Tota

l SO

A1,

530,

175,

000

2,87

4,36

3,65

219

,943

,224

,600

724,

121,

155

807,

749,

271

25,8

40,5

83,6

78


SOM

anag

emen

t In

terv

entio

nTi

me

Fram

e an

d A

nnua

l bud

get

Tota

l cos

t

Act

ivity

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5

SOB

Enha

nce

acto

r’s

awar

enes

s an

d ut

iliza

tion

of

prov

en P

HTs

To m

obili

ze a

nd

sens

itize

act

ors

on

appr

opria

te u

se o

f PH

Ts th

roug

h FF

S,

exhi

bitio

ns a

nd

dem

onst

ratio

ns.

142,

450,

000

156,

695,

000

170,

940,

000

185,

185,

000

199,

430,

000

854,

700,

000

To d

isse

min

ate

info

rmat

ion

on

avai

labl

e an

d pr

oven

tech

nolo

gies

116,

550,

000

128,

205,

000

139,

860,

000

151,

515,

000

163,

170,

000

699,

300,

000

To s

uppo

rt a

nd

faci

litat

e us

age

of

prov

en te

chno

logi

es

thro

ugh

pric

e su

bsid

izat

ion

and

dem

onst

ratio

ns.

-16

2,90

0,00

0-

-22

8,06

0,00

039

0,96

0,00

0

Tota

l Int

erve

ntio

n 1

259,

000,

000

447,

800,

000

310,

800,

000

336,

700,

000

590,

660,

000

1,94

4,96

0,00

0

Prom

ote

Agr

opro

cess

ing

alon

g th

e va

lue

chai

n

Prom

ote

inno

vatio

n an

d pr

oduc

tion

of a

fford

able

and

ef

ficie

nt p

roce

ssin

g un

its th

roug

h ca

paci

tatin

g SI

DO

, C

ARM

ATE

C a

nd

supp

ort p

rivat

e se

ctor

initi

ativ

es.

115,

000,

000

130,

000,

000

143,

000,

000

156,

000,

000

182,

000,

000

726,

000,

000

Prom

ote

adop

tion

of a

fford

able

and

ef

ficie

nt p

roce

ssin

g un

its th

roug

h se

nsiti

zatio

n pr

ogra

ms

to M

/SE

MEs

67,0

50,0

0073

,755

,000

80,4

60,0

0087

,165

,000

95,8

81,5

0040

4,31

1,50

0


SOM

anag

emen

t In

terv

entio

nTi

me

Fram

e an

d A

nnua

l bud

get

Tota

l cos

t

Act

ivity

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5

Tota

l Int

erve

ntio

n 2

182,

050,

000

203,

755,

000

223,

460,

000

243,

165,

000

277,

881,

500

1,13

0,31

1,50

0

Tota

l SO

B44

1,05

0,00

065

1,55

5,00

053

4,26

0,00

057

9,86

5,00

086

8,54

1,50

03,

075,

271,

500

SOC

Impr

ove

mar

ket

acce

ss to

redu

ce

post

-har

vest

loss

es

Esta

blis

h an

d st

reng

then

exi

stin

g pr

oduc

e ha

ndlin

g sy

stem

s (e

.g.

tran

spor

t and

st

orag

e) a

t all

leve

ls (p

ack

hous

es,

cold

cha

in/r

oom

s,

war

ehou

ses,

silo

s et

c.).

15,2

05,7

50,0

005,

291,

275,

000

5,82

0,40

2,50

011

,300

,522

,750

28,5

35,6

75,0

2566

,153

,625

,275

Iden

tify

stra

tegi

c ar

eas

with

hig

h pr

oduc

tion

for

mar

ket l

inka

ges

26,3

90,0

00-

--

-26

,390

,000

Har

mon

ize

the

exis

ting

mar

ket

info

rmat

ion

syst

em

to p

rovi

de e

ffici

ent

need

ed m

arke

ting

info

rmat

ion

-27

9,80

0,00

0-

--

279,

800,

000

Faci

litat

e ag

ricul

tura

l m

arke

ting

sect

ion

at M

oA to

con

duct

in

vest

igat

ion

on

mar

ket i

ntel

ligen

ce

for c

rops

gro

wn

in th

e co

untr

y an

d lin

k w

ith lo

cal

and

inte

rnat

iona

l m

arke

ts

96,3

70,0

00-

106,

007,

000

-11

6,60

7,70

0


SOM

anag

emen

t In

terv

entio

nTi

me

Fram

e an

d A

nnua

l bud

get

Tota

l cos

t

Act

ivity

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5

Link

key

cro

p m

arke

ting

info

rmat

ion

syst

em to

the

Tanz

ania

Mer

cant

ile

Exch

ange

(TM

X)

syst

em

64,6

00,0

0062

,525

,000

--

-

Scal

e up

War

ehou

se

Rece

ipt S

yste

m

(WRS

) to

othe

r cr

ops

41,8

40,0

00-

46,0

24,0

00-

-

Coo

rdin

ate

cons

truc

t and

re

habi

litat

e of

ru

ral r

oads

and

el

ectr

ifica

tion

to

ensu

re a

cces

s to

th

e m

arke

t poi

nts/

cent

ers

33,3

50,0

0039

,590

,000

--

-

Esta

blis

h an

d st

reng

then

farm

ers

orga

niza

tions

(e.g

. A

MC

OS,

)

92,9

00,0

00-

102,

190,

000

Tota

l Int

erve

ntio

n 1

15,2

32,1

40,0

005,

571,

075,

000

5,82

0,40

2,50

011

,300

,522

,750

28,5

35,6

75,0

2566

,459

,815

,275

Ensu

re a

vaila

bilit

y of

spe

cial

ized

hu

man

reso

urce

s to

man

age

mar

ketin

g sy

stem

s,

incl

udin

g its

in

fras

truc

ture

Recr

uit a

nd

trai

n m

arke

ting

infr

astr

uctu

re

oper

ator

s

-13

0,25

0,00

0-

--

130,

250,

000

Faci

litat

e w

areh

ouse

op

erat

ors

with

w

orki

ng to

ols

-5,

216,

200,

000

5,73

7,82

0,00

06,

311,

602,

000

6,94

2,76

2,20

024

,208

,384

,200


SOM

anag

emen

t In

terv

entio

nTi

me

Fram

e an

d A

nnua

l bud

get

Tota

l cos

t

Act

ivity

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5

Tota

l Int

erve

ntio

n 2

-13

0,25

0,00

0-

--

24,3

38,6

34,2

00

Tota

l SO

C15

,232

,140

,000

5,70

1,32

5,00

05,

820,

402,

500

11,3

00,5

22,7

5028

,535

,675

,025

90,7

98,4

49,4

75

SOD

Ensu

re in

clus

ion

of P

HM

issu

es

in a

gric

ultu

re

rese

arch

them

es

Inco

rpor

ate

PHM

is

sues

in a

gric

ultu

re

rese

arch

age

ndas

50,0

50,0

00-

--

-50

,050

,000

Faci

litat

e &

co

ordi

nate

rese

arch

an

d de

velo

pmen

t on

PH

M

117,

900,

000

--

-16

5,06

0,00

028

2,96

0,00

0

Tota

l Int

erve

ntio

n 1

167,

950,

000

--

-16

5,06

0,00

033

3,01

0,00

0

Esta

blis

h da

taba

se

man

agem

ent

syst

em o

n PH

M

Dev

elop

a

tool

to e

nsur

e ac

tive

feed

ing

of P

HM

dat

a in

ex

istin

g da

taba

se

man

agem

ent

syst

em o

f the

ag

ricul

ture

rele

vant

M

inis

try

(Agr

icul

tura

l Ro

utin

e D

ata

Syst

em -A

RDS)

-11

7,40

0,00

0-

--

117,

400,

000

Con

duct

co

mpr

ehen

sive

ba

selin

e su

rvey

to

est

ablis

h st

atus

of

the

PHL

in th

e co

untr

y

400,

800,

000

--

--

400,

800,

000

Col

lect

rout

ine

PHM

da

ta fo

r upd

atin

g A

RDS

annu

ally

204,

300,

000

224,

730,

000

247,

203,

000

271,

923,

300

299,

115,

630

1,24

7,27

1,93

0


SOM

anag

emen

t In

terv

entio

nTi

me

Fram

e an

d A

nnua

l bud

get

Tota

l cos

t

Act

ivity

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5

Tota

l Int

erve

ntio

n 2

605,

100,

000

342,

130,

000

247,

203,

000

271,

923,

300

299,

115,

630

1,76

5,47

1,93

0

Verifi

catio

n of

ex

istin

g, e

mer

ging

, in

nova

tive

and

cert

ified

te

chno

logi

es

to re

duce

pos

t-ha

rves

t los

ses

Map

ping

of e

xist

ing

PHTs

302,

100,

000

--

--

302,

100,

000

Con

duct

ada

ptiv

e re

sear

ch to

test

and

pe

rfec

t PH

Ts b

efor

e di

ssem

inat

ion

225,

975,

000

248,

572,

500

273,

429,

750

2,43

0,37

2,72

52,

673,

409,

998

5,85

1,75

9,97

3

Supp

ort P

H te

ch

inno

vatio

ns34

8,50

0,00

0-

--

-34

8,50

0,00

0

Dis

sem

inat

ion

of P

HM

rese

arch

fin

ding

s (b

oth

tech

nolo

gies

and

so

cial

rese

arch

)

-39

7,40

1,45

243

7,14

1,59

748

0,85

5,75

752

8,94

1,33

31,

844,

340,

139

Tota

l Int

erve

ntio

n 3

876,

575,

000

645,

973,

952

710,

571,

347

2,91

1,22

8,48

23,

202,

351,

330

8,34

6,70

0,11

1

Tota

l SO

D1,

649,

625,

000

988,

103,

952

957,

774,

347

3,18

3,15

1,78

23,

666,

526,

960

10,4

45,1

82,0

41

SOE

Inco

rpor

ate

PHM

as

pect

s in

exi

stin

g le

gisl

atio

n an

d gu

idel

ines

Iden

tify

and

revi

ew

rele

vant

legi

slat

ion,

by

law

s to

incl

ude

PHM

asp

ects

88,4

00,0

00-

--

-88

,400

,000

Iden

tify

and

revi

ew a

nd

anal

yse

guid

elin

es

on p

osth

arve

st

man

agem

ent.

-12

2,05

0,00

0-

--

122,

050,

000


SOM

anag

emen

t In

terv

entio

nTi

me

Fram

e an

d A

nnua

l bud

get

Tota

l cos

t

Act

ivity

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5

Con

duct

se

nsiti

zatio

n an

d di

ssem

inat

ion

to

key

stak

ehol

ders

on

revi

ewed

gui

delin

es

and

regu

latio

ns

on p

osth

arve

st

man

agem

ent i

n tw

o zo

nes

annu

ally

.

-82

,100

,000

98,5

20,0

0010

8,37

2,00

011

9,20

9,20

040

8,20

1,20

0

Tota

l Int

erve

ntio

n 1

88,4

00,0

0020

4,15

0,00

098

,520

,000

108,

372,

000

119,

209,

200

618,

651,

200

Tota

l SO

E88

,400

,000

204,

150,

000

98,5

20,0

0010

8,37

2,00

011

9,20

9,20

061

8,65

1,20

0

SOF

Enha

nce

coor

dina

tion

at a

ll le

vels

to im

prov

e in

volv

emen

t of k

ey

acto

rs in

var

ious

PH

M is

sues

Map

ping

key

act

ors

in v

ario

us P

HM

is

sues

97,5

00,0

00-

--

-97

,500

,000

Org

aniz

e re

gula

r st

akeh

olde

rs’

coor

dina

tion

mee

tings

at n

atio

nal

and

LGA

s le

vels

44,6

50,0

0049

,115

,000

54,0

26,5

0059

,429

,150

65,3

72,0

6527

2,59

2,71

5

Con

duct

qua

rter

ly

coor

dina

tion

and

Man

agem

ent T

eam

(C

MT)

mee

tings

41,6

00,0

0045

,760

,000

50,3

36,0

0055

,369

,600

60,9

06,5

6025

3,97

2,16

0

Stre

ngth

en th

e ex

istin

g Ta

nzan

ia

PHM

Pla

tfor

m

72,1

00,0

0079

,310

,000

87,2

41,0

0095

,965

,100

105,

561,

610

440,

177,

710


SOM

anag

emen

t In

terv

entio

nTi

me

Fram

e an

d A

nnua

l bud

get

Tota

l cos

t

Act

ivity

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5

Stre

ngth

en n

atio

nal

coor

dina

tion

unit

in th

e M

inis

try

resp

onsi

ble

for

Agr

icul

ture

124,

500,

000

--

--

124,

500,

000

Form

and

st

reng

then

The

mat

ic

Wor

king

Gro

ups

(TW

G) a

nd a

ppoi

nt

Foca

l Per

sons

at R

S &

LG

As

leve

l

171,

750,

000

188,

925,

000

207,

817,

500

228,

599,

250

251,

459,

175

1,04

8,55

0,92

5

Faci

litat

e pe

riodi

c m

onito

ring

and

eval

uatio

n of

th

e st

rate

gy

impl

emen

tatio

n.

20,2

00,0

0022

,220

,000

24,4

42,0

0026

,886

,200

150,

655,

890

244,

404,

090

Tota

l Int

erve

ntio

n 1

572,

300,

000

385,

330,

000

423,

863,

000

466,

249,

300

633,

955,

300

2,48

1,69

7,60

0

Esta

blis

h an

d m

anag

e in

vest

men

ts

ince

ntiv

e pa

ckag

es

to in

crea

se

priv

ate

sect

or

part

icip

atio

n in

PH

M

Iden

tify

inve

stm

ent

barr

iers

and

re

com

men

d in

vest

men

t inc

entiv

e pa

ckag

es fo

r PH

M

52,5

50,0

00-

--

-52

,550

,000

Tota

l Int

erve

ntio

n 2

52,5

50,0

00-

--

-52

,550

,000

Stre

ngth

en h

uman

re

sour

ce b

ase

of th

e PH

M le

ad

inst

itutio

n(s)

Con

duct

cap

acity

bu

ildin

g an

d hu

man

reso

urce

de

velo

pmen

t for

PH

M le

ad in

stitu

tion

55,0

20,0

0060

,522

,000

66,5

74,2

0073

,231

,620

80,5

54,7

8233

5,90

2,60

2


SOM

anag

emen

t In

terv

entio

nTi

me

Fram

e an

d A

nnua

l bud

get

Tota

l cos

t

Act

ivity

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5

Tota

l Int

erve

ntio

n 3

55,0

20,0

0060

,522

,000

66,5

74,2

0073

,231

,620

80,5

54,7

8233

5,90

2,60

2

Tota

l SO

F67

9,87

0,00

044

5,85

2,00

049

0,43

7,20

053

9,48

0,92

071

4,51

0,08

22,

870,

150,

202

S0G

Ensu

re p

rovi

sion

of

Clim

ate

Cha

nge

– PH

M re

leva

nt

info

rmat

ion,

ear

ly

war

ning

sys

tem

s

Sens

itize

farm

ers

and

othe

r st

akeh

olde

rs o

n us

es a

nd s

ourc

es

of e

arly

war

ning

in

form

atio

n on

C

limat

e C

hang

e th

at a

ffect

s PH

M

138,

850,

000

-16

6,62

0,00

0-

194,

390,

000

499,

860,

000

To p

rom

ote

to th

e pu

blic

/ fa

rmer

s on

gro

win

g cr

op

varie

ties

whi

ch a

re

less

sus

cept

ible

to

CC

effe

cts

thro

ugh

med

ia a

nd

hand

outs

73,2

00,0

0080

,520

,000

88,5

72,0

0097

,429

,200

107,

172,

120

446,

893,

320

To in

stitu

tiona

lize

and

stre

ngth

en

linka

ge a

nd fl

ow o

f ag

ro-m

eteo

rolo

gica

l in

form

atio

n an

d pr

oduc

ts fr

om

Tanz

ania

18,5

00,0

0020

,350

,000

22,3

85,0

0024

,623

,500

27,0

85,8

5011

2,94

4,35

0

Tota

l Int

erve

ntio

n 1

230,

550,

000

100,

870,

000

277,

577,

000

122,

052,

700

328,

647,

970

1,05

9,69

7,67

0


SOM

anag

emen

t In

terv

entio

nTi

me

Fram

e an

d A

nnua

l bud

get

Tota

l cos

t

Act

ivity

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5

Intr

oduc

e in

nova

tive

Post

-ha

rves

t Clim

ate

Resi

lienc

e te

chno

logi

es, a

nd

infr

astr

uctu

re

To p

rom

ote

Ado

ptio

n of

bes

t pr

actic

es a

nd lo

w

cost

dry

ing

and

cool

ing,

incl

udin

g lo

w-c

arbo

n te

chno

logi

es fo

r dr

ying

and

coo

ling

81,1

50,0

0019

,569

,000

21,5

25,9

0023

,678

,490

26,0

46,3

3917

1,96

9,72

9

Tota

l Int

erve

ntio

n 2

81,1

50,0

0019

,569

,000

21,5

25,9

0023

,678

,490

26,0

46,3

3917

1,96

9,72

9

Tota

l SO

G31

1,70

0,00

0.00

120,

439,

000.

0029

9,10

2,90

0.00

145,

731,

190.

0035

4,69

4,30

9.00

1,23

1,66

7,39

9.00

SOH

Intr

oduc

e in

nova

tive

finan

cial

m

echa

nism

s to

sup

port

in

vest

men

ts,

prom

otio

n,

dist

ribut

ion

and

utili

zatio

n of

PH

Ts

Des

ign

and

pilo

t ne

w fi

nanc

ial

incl

usio

n pr

oduc

ts

that

pro

mot

e ac

cess

to

PH

T

44,9

50,0

00-

--

-44

,950

,000

Faci

litat

e cr

edit

guar

ante

e fa

cilit

ies

to im

prov

e m

arke

t te

rms

& b

oost

le

ndin

g to

SM

Es

47,6

00,0

0052

,360

,000

57,5

96,0

0063

,355

,600

69,6

91,1

6029

0,60

2,76

0

Tota

l Int

erve

ntio

n 1

92,5

50,0

0052

,360

,000

57,5

96,0

0063

,355

,600

69,6

91,1

6033

5,55

2,76

0


SOM

anag

emen

t In

terv

entio

nTi

me

Fram

e an

d A

nnua

l bud

get

Tota

l cos

t

Act

ivity

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5

Esta

blis

h m

echa

nism

s to

de-

risk

and

intr

oduc

e bl

ende

d fin

ance

.

Faci

litat

e cr

edit

guar

ante

e fa

cilit

ies

to im

prov

e m

arke

t te

rms

& b

oost

le

ndin

g to

SM

Es

9,00

0,00

010

,800

,000

--

-19

,800

,000

Enha

nce

revo

lvin

g fu

nd b

lend

ing

a cr

edit

line

with

gr

ants

for t

he

man

ufac

turin

g an

d di

strib

utio

n of

PH

Ts

30,9

00,0

0037

,080

,000

--

-67

,980

,000

Tota

l Int

erve

ntio

n 2

39,9

00,0

0047

,880

,000

--

-87

,780

,000

Ensu

re ti

mel

y av

aila

bilit

y of

ad

equa

te fi

nanc

ial

reso

urce

s to

th

e PH

M le

ad

inst

itutio

ns

To a

dvoc

ate

on

the

impo

rtan

ce

of fi

nanc

ing

PHM

in

itiat

ives

to th

e de

cisi

on m

aker

s an

d pl

anne

rs a

t all

leve

ls

91,5

00,0

0010

0,65

0,00

011

0,71

5,00

012

1,78

6,50

013

3,96

5,15

055

8,61

6,65

0

To s

olic

it fu

ndin

g fro

m p

ublic

and

no

n-pu

blic

sec

tor

for P

HM

.

31,4

50,0

00-

--

-31

,450

,000

Tota

l Int

erve

ntio

n 3

122,

950,

000

100,

650,

000

110,

715,

000

121,

786,

500

133,

965,

150

590,

066,

650

Tota

l SO

H25

5,40

0,00

020

0,89

0,00

016

8,31

1,00

018

5,14

2,10

020

3,65

6,31

01,

013,

399,

410


SOM

anag

emen

t In

terv

entio

nTi

me

Fram

e an

d A

nnua

l bud

get

Tota

l cos

t

Act

ivity

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5

SOI

Dev

elop

H

arm

oniz

ed

Nat

iona

l PH

L as

sess

men

t m

etho

dolo

gy

Revi

ew a

nd p

ropo

se

the

stan

dard

m

etho

dolo

gies

fo

r nat

iona

l PH

Ls

asse

ssm

ent

79,9

50,0

00-

--

-79

,950

,000

Inco

rpor

ate

agre

ed

met

hodo

logi

es fo

r PH

Ls a

sses

smen

t in

trai

ning

inst

itute

cu

rric

ula

89,4

50,0

00-

--

-89

,450

,000

Tota

l Int

erve

ntio

n 1

169,

400,

000

--

--

169,

400,

000

Tota

l SO

I16

9,40

0,00

0.00

--

--

169,

400,

000.

00

TOTA

L BU

DG

ET20

,357

,760

,000

11,1

86,6

78,6

0428

,312

,032

,547

16,7

66,3

86,8

9735

,270

,562

,657

111,

893,

420,

705


App

endi

x B:

M &

E a

nd R

esul

ts F

ram

ewor

k of

the

stra

tegy

App

endi

x B1

: Out

com

es in

dica

tors

Indi

cato

rs

(Out

com

es)

Indi

cato

r defi

nitio

nM

etho

dolo

gyBa

selin

eU

nit o

f m

easu

reSo

urce

Part

ner(

s)

Resp

onsi

ble

Targ

etM

ilest

ones

Nat

iona

l foo

d se

lf-su

ffici

ency

The

ratio

of g

ross

do

mes

tic fo

od

prod

uctio

n is

com

pare

d w

ith th

e do

mes

tic fo

od

requ

irem

ent.

Tota

l foo

d pr

oduc

tion

min

us to

tal f

ood

requ

irem

ent o

ver t

otal

fo

od re

quire

men

t

124

Perc

ent

MoA

(D

NFS

)PO

-RA

LG,

NB

S

Mai

ntai

n Se

lf Su

ffici

ent

Ratio

(SSR

) in

the

rang

e be

twee

n 10

0% to

120

%

or a

bove

SSR

betw

een

100%

and

120

%

Rura

l pop

ulat

ion

belo

w th

e po

vert

y lin

e

Rate

of r

ural

pop

ulat

ion

belo

w n

atio

nal p

over

ty

line,

(Pov

erty

hea

dcou

nt ra

tio

at n

atio

nal 2

016-

pove

rty

head

coun

t rat

io a

t na

tiona

l 202

5)/

pove

rty

head

coun

t rat

io a

t na

tiona

l 201

6 *

28.2

Perc

ent

HB

S-N

BS

Priv

ate

sect

or,

NG

O

Redu

ce p

over

ty le

vel b

y at

leas

t 50%

, at n

atio

nal

pove

rty

line,

from

the

year

201

6 to

the

year

20

25.

Redu

ce p

over

ty

leve

l by

25%

by

2021

Redu

ctio

n ra

te o

f th

e ga

p be

twee

n th

e w

hole

sale

pric

e an

d fa

rm-g

ate

pric

e

Diff

eren

ce b

etw

een

who

lesa

le p

rice

and

farm

-gat

e pr

ice

(prio

rity

com

mod

ity)

(Who

lesa

le p

rice

min

us

farm

-gat

e pr

ice)

div

ide

by

farm

-gat

e *

100

GA

PPe

rcen

tM

oA

(ARD

S)M

ITI,

priv

ate

sect

or

Con

trib

ute

to p

over

ty

redu

ctio

n by

redu

cing

th

e ga

p be

twee

n th

e w

hole

sale

pric

e an

d fa

rm-g

ate

pric

e, b

y 50

%

by th

e ye

ar 2

025,

from

th

e ye

ar 2

016.

The

gap

be

redu

ced

by 2

5%

by 2

021

Prop

ortio

n of

ho

useh

old

with

low

di

etar

y di

vers

ity

Hou

seho

lds

that

don

’t ha

ve a

cces

s to

a d

iver

se

rang

e of

nut

ritio

n fo

od

Hou

seho

lds

that

don

’t ha

ve a

cces

s to

nut

ritio

us

food

div

ide

by th

e to

tal

num

ber o

f hou

seho

lds

Rura

l: (2

1.4%

), U

rban

: (8

.6%

)

Perc

ent

MO

H

(TFN

C)

MoA

Redu

ce b

y ha

lf co

mm

uniti

es la

ckin

g di

vers

e ra

nge

of

nutr

itiou

s fo

od a

nnua

lly

from

201

6 to

202

5

Redu

ce b

y 25

%

by 2

021

Shar

e an

d va

lue

of P

HM

fina

ncia

l le

ndin

g (S

MEs

, fa

rmer

s et

c.) t

o ag

ricul

tura

l sec

tor

Prop

ortio

n of

loan

by

finan

cial

inst

itutio

ns

allo

cate

d in

the

PHM

as

com

pare

d to

the

mag

nitu

de in

the

agric

ultu

ral s

ecto

r

Shar

e an

d va

lue

of le

ndin

g to

the

PHM

div

ide

by th

e to

tal a

mou

nt lo

aned

in

the

sect

or

GA

PPe

rcen

tM

oF, (

BO

T)M

oA

At l

east

50%

of t

he

shar

e an

d va

lue

of

finan

cial

sec

tor l

endi

ng

be a

lloca

ted

to P

HM

by

202

5

Shar

e an

d va

lue

incr

ease

to a

t le

ast 2

5% b

y 20

21

Perc

enta

ge in

crea

se

of a

gro-

proc

essi

ng

inve

stm

ent u

nits

Rela

tes

to in

vest

men

ts

in a

gro-

proc

essi

ng.

Num

ber o

f act

ual

inve

stm

ents

in A

gro

proc

essi

ng v

s ta

rget

ed

inve

stm

ents

.

GA

PPe

rcen

tage

MoA

, (A

RDS)

MIT

I, TI

C,

TCC

IA,

priv

ate

sect

orat

leas

t 50%

incr

ease

25

% d

ecre

ase

afte

r 5 y

ears


Indi

cato

rs

(Out

com

es)

Indi

cato

r defi

nitio

nM

etho

dolo

gyBa

selin

eU

nit o

f m

easu

reSo

urce

Part

ner(

s)

Resp

onsi

ble

Targ

etM

ilest

ones

Perc

enta

ge

of fa

rmer

s us

ing

(WH

RS)

form

al m

arke

t ar

rang

emen

ts

Rela

tes

to th

e fa

rmer

s us

ing

war

ehou

se re

ceip

t sy

stem

to s

ale

thei

r co

mm

oditi

es.

Num

ber o

f far

mer

s us

ing

form

al m

arke

ts v

s ta

rget

ed.

GA

PPe

rcen

tage

MoA

(D

MFS

) M

ITI

MIT

I, C

rop

Boa

rds,

EA

GC

At l

east

50%

incr

ease

25 %

dec

reas

e af

ter 5

yea

rs

Func

tiona

l PH

M

plat

form

s (v

ertic

al

and

horiz

onta

l)

This

rela

tes

toco

ordi

natio

n an

d pa

rtne

rshi

ps d

urin

g im

plem

enta

tion

of

NPH

MS

Num

ber o

f sig

ned

min

utes

di

vide

d by

app

rove

d m

eetin

gsG

AP

Perc

enta

geM

oA-

(DN

FS)

HEL

VETA

S,

INN

OD

EV,

PO-R

ALG

, A

NSA

F,

MVI

WA

TA

At l

east

50%

incr

ease

25

% d

ecre

ase

afte

r 5 y

ears

Prop

ortio

n of

PH

M

budg

et in

the

sect

or

This

rela

tes

toin

crea

sed

fund

ing

of P

HM

inve

stm

ents

/in

terv

entio

ns

Valu

e of

PH

M in

terv

entio

ns

fund

ed

divi

ded

by

tota

l bu

dget

for t

he s

ecto

rG

AP

Perc

enta

geM

oA, M

oF D

Ps, C

SOs,

N

GO

s,

Priv

ate

Sect

or,

At l

east

50%

incr

ease

25

%

de

crea

se

afte

r 5 y

ears

Redu

ctio

n ra

te o

n Po

st-H

arve

st L

osse

s fo

r (at

leas

t) th

e 11

na

tiona

l prio

rity

com

mod

ities

(as

deta

iled

in a

nnex

3)

Loss

onl

y at

crit

ical

loss

po

int f

or p

riorit

y cr

ops

(mai

ze, r

ice,

sor

ghum

, su

n-flo

wer

, com

mon

be

ans,

cas

sava

and

to

mat

o

Estim

ate

com

mod

ity lo

ss

(in to

n) p

oint

s of

har

vest

, tr

ansp

ort,

stor

age,

pr

oces

sing

, pac

kagi

ng

and

at th

e sa

le,

GA

PPe

rcen

t M

oA

(DN

FS)

FAO

, AG

RA,

Redu

ce c

omm

odity

lo

sses

by

at le

ast 5

0%

Redu

ce

com

mod

ity

loss

es b

y at

leas

t 25

%


App

endi

x B2

: Out

puts

indi

cato

r

Indi

cato

rs (o

utpu

t)In

dica

tor d

efini

tion

Met

hodo

logy

Base

line

Uni

t of

mea

sure

Sour

cePa

rtne

r (s)

Re

spon

sibl

eTa

rget

Mile

ston

es

Num

ber

of

med

ia

(Rad

io,

TV,

Publ

icat

ions

, In

tern

et,

and

soci

al

med

ia) c

omm

unic

ated

This

rela

tes

to p

rogr

ams

that

pro

mot

e PH

M

awar

enes

s

Rout

ine

coun

ting

and

docu

men

tatio

n of

m

edia

pro

gram

s ou

tput

G

AP

Num

ber

MoA

(DN

FS)

AN

SAF

100%

of t

he

inte

nded

targ

et 5

0% fo

r the

in

tend

ed ta

rget

Num

ber

of

trai

ning

(fa

rmer

s, e

xten

sion

sta

ff,

trad

ers,

etc

.) by

typ

e of

tr

aini

ng p

rovi

der (

publ

ic,

priv

ate,

etc

.)

This

rela

tes

to a

war

enes

s ra

isin

g tr

aini

ng a

nd

mee

tings

Sum

mat

ion

of a

ll tr

aini

ng a

nd m

eetin

gs

cond

ucte

dG

AP

Num

ber

MoA

(ARD

S)Pr

ivat

e se

ctor

100%

of t

he

inte

nded

targ

et 5

0% fo

r the

in

tend

ed ta

rget

Num

ber

of P

HTs

rel

ated

te

chno

logy

test

ed

This

rela

tes

toPH

Ts

test

ed th

roug

h re

sear

ch

and

inno

vatio

n at

the

loca

l env

ironm

ent.

Num

ber o

f PH

Ts te

sted

fro

m ta

rget

ed o

neG

AP

Perc

enta

geM

oA (D

NFS

)/

TARI

/ M

ITI

100%

of t

he

inte

nded

nu

mbe

r

50%

for t

he

inte

nded

num

ber

Num

ber

of

mar

ketin

g in

fras

truc

ture

s (h

ard

and

soft

w

are)

de

velo

ped

and

stre

ngth

ened

This

rela

tes

to th

e de

velo

pmen

t of

mar

ketin

g sy

stem

s

Sum

mat

ion

of m

arke

ting

infr

astr

uctu

res/

syst

ems

GA

PN

umbe

r M

oA (A

RDS)

M

ITI

100%

of t

he

inte

nded

nu

mbe

r

50%

for t

he

inte

nded

num

ber

Num

ber

of

stor

age

faci

litie

s in

clud

ing

stor

age

spac

e

This

rela

tes

the

toim

prov

emen

t of

stor

age

faci

litie

s

Sum

mat

ion

of a

ll st

orag

e fa

cilit

ies

GA

PN

umbe

r M

oA (A

RDS)

/M

ITI

MIT

I10

0% o

f the

in

tend

ed

num

ber

50%

for t

he

inte

nded

num

ber

Volu

me

of c

omm

oditi

es

mar

kete

d th

roug

h (W

HRS

) fo

rmal

m

arke

t ar

rang

emen

ts

This

rela

tes

tose

lling

of

com

mod

ities

thro

ugh

form

al m

arke

ting

syst

ems

Sum

mat

ion

of v

olum

es

of a

ll co

mm

oditi

es

mar

kete

dG

AP

Tone

sM

oA (A

RDS)

M

ITI

At l

east

50%

of

com

mod

ities

m

arke

ted

thro

ugh

WH

RS

30

% in

crea

se in

th

e fir

st 5

yea

rs

Prop

ortio

n of

re

sear

ch

budg

et

allo

cate

d to

PH

M in

terv

entio

ns

This

rela

tes

toin

corp

orat

ed P

HM

in

terv

entio

ns in

the

rese

arch

pro

gram

s/pl

ans

Sum

mat

ion

of a

ll pr

ogra

ms/

plan

s in

corp

orat

ed to

PH

MG

AP

Num

ber

MoA

(ARI

)/

MIT

IA

t lea

st o

ne-

third

of t

he to

tal

budg

et

25

% in

the

first

5

year

s

Num

ber

of

PHM

le

gisl

atio

ns re

view

edTh

is re

late

s w

ith a

revi

ew

of le

gisl

atio

ns o

n PH

MSu

mm

atio

n of

all

revi

ewed

legi

slat

ions

GA

PN

umbe

r M

oA (D

NFS

)D

PP10

0% o

f the

in

tend

ed

num

ber

50%

for t

he

inte

nded

num

ber


Indi

cato

rs (o

utpu

t)In

dica

tor d

efini

tion

Met

hodo

logy

Base

line

Uni

t of

mea

sure

Sour

cePa

rtne

r (s)

Re

spon

sibl

eTa

rget

Mile

ston

es

Num

ber

of P

HM

rel

ated

pe

rson

nel

at

loca

l go

vern

men

t aut

horit

ies

This

rela

tes

toca

paci

ty

build

ing

to P

HM

pe

rson

nel

Sum

mat

ion

of a

ll re

crui

ted

and

trai

ned

pers

onne

lG

AP

Num

ber

MoA

(ARD

S)PO

-RA

LGA

t lea

st 2

0% o

f al

l wor

kfor

ce a

t LG

A

10 %

incr

ease

in

the

first

5 y

ears

Num

ber

of

PHM

in

vest

men

t ba

rrie

rs

iden

tified

and

reso

lved

This

rela

tes

to th

e id

entifi

catio

n of

PH

M

barr

iers

and

reso

lutio

ns

Sum

mat

ion

of a

ll PH

M

barr

iers

reso

lved

GA

PN

umbe

r M

oA (D

NFS

)EM

A U

nit

100%

of t

he

inte

nded

nu

mbe

r

50%

for t

he

inte

nded

num

ber

Num

ber

of P

HM

rel

ated

to

ols

(col

d ch

ains

, et

c.)

proc

ured

an

d di

strib

uted

to

the

loca

l go

vern

men

t aut

horit

ies

This

rela

tes

tosu

ppor

ting

PHM

inst

itutio

ns w

ith

wor

king

tool

s

Sum

mat

ion

of a

ll w

orki

ng to

ols

proc

ured

GA

PN

umbe

r M

oA (D

NFS

)/M

ITI

PO-R

ALG

/10

0% o

f the

in

tend

ed

num

ber

50%

for t

he

inte

nded

num

ber

MIT

I

Ann

ual

budg

et

spen

t on

PHM

int

erve

ntio

n by

so

urce

(p

ublic

, pr

ivat

e,

etc.

)

This

rela

tes

to s

ourc

ing

and

allo

catin

g fu

nds

to

PHM

inve

stm

ents

.Su

m o

f fun

ds s

pent

GA

PTS

Hs

MoA

(DPP

, D

NFS

)/

MoF

/ A

t lea

st 1

0%

incr

ease

5% in

crea

se in

the

first

5 y

ears

ASL

Ms


Postharvest Management Strategy Implementation Plan

The United Republic of Tanzania, Ministry of Agriculture

2019–2024

2019–2024ansaf.or.tz/wp-content/uploads/2019/10/implementation-plan–sip.pdfcarmatec to develop...

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