project document on the project for supporting rice...
TRANSCRIPT
UNITED REPUBLIC OF TANZANIA JAPAN
MINISTRY OF AGRICULTURE INTERNATIONAL
FOOD SECURITY AND COOPERATION
COOPERATIVES AGENCY
Project Document
on
The Project for Supporting Rice Industry Development
(TANRICE-2)
in
The United Republic of Tanzania
1st Edition
June 25, 2013
by
Training Division of the Ministry of Agriculture Food Security and Cooperatives
and
Experts of Japan International Cooperation Agency
ii
Page1
12.1 Reasons and Purpose 12.2 Methodology and Limitations 22.3 Remarks 2
335666788899
10101213
144.1 Identification of Specific Issues 144.2 Current situation and Problems Addressed for Specific Issues 15
4.2.1 Rice 154.2.2 Extension 194.2.3 Value chain 20
4.3 Institutional Framework 214.3.1 National Government (Tanzania Mainland) 214.3.2 Local Government (Tanzania Mainland) 25
4.4 TANRICE-1's performance and Challenges 264.4.1 Project performance 264.4.2 Description of the training based extension approach 274.4.3 Challenges 30
4.5 Reasons for Assistance from Japan 32
335.1 Objectives 335.2 Strategy 35
5.2.1 Apply TANRICE-1's training based extension approach 355.2.2 Enhance use of the cost-effective approach by adopting 35
“Modified Standard Training Course”5.2.3 Enhance Farmer to Farmer extension approach 36
3.3.1 Agricultural Sector Development Strategy (ASDS)
Table of Contents
1. INTRODUCTION
2. REASONS, PURPOSE, METHODOLOGY AND REMARKS
3.1 Socio-economic Context3.2 Current Situation of the Agricultural Sector in Tanzania3.3 Development Strategy and Programmes in the Agricultural Sector
3.3.5 Coalition for African Rice Development (CARD)3.3.6 National Rice Development Strategy (NRDS) of Tanzania
3.4.2 Other donors' assistance
3.3.7 Tanzania Food Security Investment Plan (TAFSIP)3.3.8 Southern Agricultural Growth Corridor of Tanzania (SAGCOT)
5. PROJECT STRATEGY
3. BACKGROUND
4. CURRENT SITUATION AND PROBLEMS TO BE ADDRESSED
3.4 Prior and Ongoing Assistance3.4.1 Japan's assistance
3.4.3 Relations and findings
3.3.2 Agricultural Sector Development Programme (ASDP)3.3.3 KILIMO KWANZA3.3.4 Agricultural sector strategy and programme for Zanzibar
iii
Table of Contents (cont'd) Page
376.1 Target numbers 376.2 Overall Goal 386.3 Project Purpose 386.4 Project Outputs and Activities 38
6.4.1 Output 1: Irrigated rice 396.4.2 Output 2: Rainfed rice 406.4.3 Output 3: Value chain 41
6.5 Phasing of Implementation 416.5.1 Output 1: Irrigated rice 416.5.2 Output 2: Rainfed rainfed 426.5.3 Output 3: Subject Matter Training 42
6.6 Points to be considered in TANRICE-2 426.6.1 Operation system of training courses 426.6.2 Strengthening monitoring 426.6.3 Seed production 436.6.4 Others 43
6.7 Project Inputs 446.7.1 Inputs from Tanzania side 446.7.2 Inputs from the Japanese side 44
6.8 Important Assumptions and Other Conditions 446.8.1 Important assumptions 446.8.2 Other conditions 45
6.9 Project Implementation Structure 456.9.1 Project organizational Structure 456.9.2 Project management structure 466.9.3 Project sites and beneficiaries 476.9.4 Report, review and evaluation 47
7.1 Relevance 477.2 Effectiveness 487.3 Efficiency 487.4 Impact 487.5 Sustainability 48
49
511. Project Design Matrix (PDM) 512. Plan of Operation (PO) 533. Terms of Reference for Long-term Experts 554. Members of Committees 595. Terms of References for Task Groups 616. Task Group Members 64
7. PROJECT APPRAISAL
REFERENCES
ANNEXES
6. PROJECT DESIGN
iv
Abbreviations
AfDB African Development Bank
AGRA Alliance for a Green Revolution in Africa
AICAD African Institute for Capacity Development
ARDS Agricultural Routine Data System
ARIs Agricultural Research Institutes
ATI Agricultural Transformation Initiative
ASDP Agricultural Sector Development Programme
ASDS Agricultural Sector Development Strategy
ASLMs Agriculture Sector Lead Ministries
ASP Agriculture Sector Programme
ASARECA Association for Strengthening Agricultural Research in Eastern and
Central Africa
ASU Agricultural Statistics Unit
AU African Union
CAADP Comprehensive Africa Agriculture Development Programme
CAMARTEC Center of Agricultural Mechanization and Rural Technology
CAP Country Assistance Programme
CARD Coalition for African Rice Development
CBG Capacity Building Grant
C/P Counterpart
DADC District Agriculture Development Committee
DADG District Agricultural Development Grant
DADO District Agricultural Development Officer
DADP District Agricultural Development Plan
DALDO District Agriculture and Livestock Development Officer
DAICO District Agriculture, Irrigation and Cooperatives Officer
DIDF District Irrigation Development Fund
DPs Development Partners
DSM Dar es Salaam
EAAPP Eastern Africa Agricultural Productivity Project
EBG Extension Block Grant
ECA East and Central African
FAO Food and Agriculture Organization
v
Abbreviations (cont’d)
FFS Farmer Field School
FTF Farmer to Farmer
GDP Gross Domestic Product
GoJ Government of Japan
GoT Government of Tanzania
HDI Human Development Index
IFs Intermediate Farmers
IOs Irrigators Organizations
JCC Joint Coordinating Committee
JICA Japan International Cooperation Agency
JIR Joint Implementation Review
KADC Kilimanjaro Agricultural Development Center (project)
KADP Kilimanjaro Agricultural Development Project
KATC Kilimanjaro Agricultural Training Center
KATRIN Kilombero Agricultural Training and Research Institute
KATI Kizimbani Agricultural Training Institute
KFs Key Farmers
LGAs Local Government Authorities (Districts, Wards and Villages)
LGCDG Local Government Capital Development Grant
LGMD Local Government Monitoring Database
MAFC Ministry of Agriculture Food Security and Cooperatives
MANR Ministry of Agriculture and Natural Resources (Zanzibar)
MATI Ministry of Agriculture Training Institute
MDGs Millennium Development Goals
M&E Monitoring and Evaluation
MIT Ministry of Industry and Trade
MIVARF Marketing Infrastructure, Value Addition and Rural Finance Support
Programme
MLFD Ministry of Livestock and Fisheries Development
NACTE National Council for Technical Education
NERICA New Rice for Africa
NFT National Facilitation Team
NIDF National Irrigation Development Fund
NPES National Poverty Eradication Strategy
vi
Abbreviations (cont’d)
NRDS National Rice Development Strategy
NSGRP II Second National Strategy for Growth and Reduction of Poverty
OFs Other Farmers
O&M Operation and Maintenance
PDM Project Design Matrix
PhilRice Philippine Rice Research Institute
PO Plan of Operation
P&I Planning and Implementation
PMO-RALG Prime Minister’s Office - Regional Administration and Local
Government
POFEDP President’s Office Finance Economy and Development Planning
PPP Public Private Partnership
RCoEs Regional Centres of Excellence
R/D Record of Discussions
R&D Research and Development
RS Regional Secretariat
RWH Rain Water Harvesting
SAGCOT Southern Agricultural Growth Corridor of Tanzania
SC Steering Committee
SGM Simplified Gross Margin
SHFs Smallholder Farmers
SMT Subject Matter Training
SSA Sub-Sahara Africa
TANCAID Project for Capacity Development for the Promotion of Irrigation
Scheme Development under the District Agricultural Development
Plan
TANRICE-1 Technical Cooperation in Supporting Service Delivery Systems of
Irrigated Agriculture
TAFSIP Tanzania Food Security Investment Plan
TC Technical Cooperation
TDV Tanzania Development Vision
TG Task Group
TNBC Tanzania National Business Council
TOT Training of Trainers
vii
Abbreviations (cont’d)
TWG Thematic Working Group
UNCTAD United Nations Conference on Trade and Development
USAID United States Agency for International Development
URT United Republic of Tanzania
VEOs Village Extension Officers
VADP Village Agricultural Development Plan
WFP World Food Programme
WTO World Trade Organization
WUAs Water Users Associations
ZITSUs Zonal Irrigation and Technical Services Units
viii
Implementers of TANRICE-2
Five Ministry of Agriculture Training Institutes (MATIs), Kilimanjaro Agricultural Training Center
(KATC) and Kizimbani Agricultural Training Institute (KATI)
MATI-Mtwara
KATI
KATC
MATI-Ilonga
MATI-Igurusi
MATI-Tumbi
MATI-Ukiriguru
1
1. INTRODUCTION
In order to promote and establish irrigated rice cultivation techniques, the Government of Tanzania(GoT) set the policy target of 2 million tons of rice production by 2018. There are, however, issuesto be dealt with in order to achieve this policy target, which includes among others, revising theextension techniques, more capacity development on rice production technologies for Ministry ofAgriculture Food Security and Cooperatives (MAFC) staff, reinforcement of networks among therelated organizations and improvements of training contents. Since rice is cultivated not only inirrigated land but also in rainfed upland and rainfed lowland, the suited rice cultivation technologiesfor these lands should also necessarily be developed and disseminated. In order to tackle these issues,the GoT has formulated respective national development plans, sector development visions,strategies and programmes. With the support of development partners including the Government ofJapan (GoJ), the GoT has implemented long term projects aimed at realizing the objectives of theinitiative outlined above.
The agricultural sector is one of the priority areas in which Japan has been supporting socio-economic development in Tanzania via jointly agreed development cooperation programmes. TheJapan International Cooperation Agency (JICA) has carried out a total six rice production relatedtechnical cooperation projects since 1974 in Kilimanjaro region. During the latest completed (2007 -2012) project called “Technical Cooperation in Supporting Service Delivery Systems of IrrigatedAgriculture,” (hereinafter referred to as “TANRICE-1”), the training approach to extend improvedtechnologies of irrigated rice production through farmers as well as extension officers and relatedofficials was implemented. As a result, it achieved productivity improvements for 44 irrigationschemes and technology dissemination for 5,255 farmers.
However, the success story of TANRICE-1 is not withstanding, and there are still many challengeswhich need to be worked on in order to extend rice production throughout the country. Although anupland rice variety called “New Rice for Africa (NERICA)” was officially registered in 2009 andwas highly appreciated, the initiative was only a limited undertaking of TANRICE-1, and furtherdissemination in Tanzania is required.
In order to promote further trainings for rice productivity increase across the country and todisseminate rice cultivation technologies for rainfed lands, the GoT requested “Project forSupporting Rice Industry Development in Tanzania” (hereinafter referred to as “TANRICE-2”) tothe Government of Japan (GoJ) on September 3, 2010. In response to the request, JICA carried outthe Detailed Planning Survey from May 18, 2012 to June 28, 2012, and the project framework wasagreed on May 23, 2012. Accordingly, the official agreement called “Record of Discussions” (R/D)was signed on September 19, 2012. Then, TANRICE-2 has commenced from November 16, 2012for six (6) years.
2. REASON, PURPOSE, METHODOLOGY AND REMARKS
2.1 Reason and PurposeAccording to the JICA guideline of “Project Document” (hereinafter referred to as “ProDoc”), theProDoc is prepared by organizing the information collected before the project design, therelationship from input to overall goal and the results of the project appraisal. There are two generalpurposes of preparing the ProDoc, i.e. 1) the project implementers are able to understand and sharethe related information; 2) the project design can be improved while taking into accountenvironmental, conditional and relational changes during the project period.
During the Detailed Planning Survey, however, the ProDoc was not prepared although usefulinformation and data were collected. In order to establish common understanding of situation,problems and issues on Tanzania’s rice industry, reason of Japan’s technical cooperation and thedesign processes among stakeholders of TANRICE-2, the ProDoc is a useful tool. The Director of
2
Training (DT), Assistant Director of Training (ADT) and JICA Experts team, thus, tasked with thejob of preparing the ProDoc albeit after the signing of the R/D.
The ProDoc, here, aims at collecting/preparing enough information and data that would enableproject implementers and other stakeholders to understand TANRICE-2, explain it to others andimprove the project design if and when fundamental difficulties arise.
2.2 Methodology and LimitationsThe DT, ADT and the Experts team are authors; they are hereinafter referred to as “We.” In order tocollect information and data for the ProDoc, we reviewed discussions made during the DetailedPlanning Survey, studied information collected by the Survey team and conducted literature surveyof the reports and other documents produced during TANRICE-1 and other preceding projects. Then,we applied the methodology described in the JICA guideline for preparing the ProDoc to analyzeand arrange the collected data and information. The collected data and information wouldsubsequently be used to define, formulate and appraise the project.
The logic behind the methodology of preparing the ProDoc is as follows: It comprises five steps.1) Background analysis: The background information and data are analyzed to define the
importance of the target issue (ex. rice production). Specifically, the socio-economicconditions, concerned sector’s situation, host country’s development strategy/programmesand past as well as on-going assistances are analyzed at this step.
2) Current situation analysis and problems to be addressed: Firstly institutional framework ofthe target issue is studied. Then current situation of the target issue is studied to addressdevelopment problems. Finally, the problems are analyzed by studying the cause-effectrelationships amongst them. The relationships are then visually illustrated in a tree format.This process is called “problem analysis” and the tree is called “problem tree.”
3) Strategy adoption: In order to solve each problem identified in step 2) above, the objectivesto solve the problems are identified. Then means-end relationships among the objectives areanalyzed and the objectives are arranged to form a tree. This analysis is called “objectiveanalysis” and the tree is called “objective tree.” Since it is generally accepted that not all theobjectives can be achieved within one project, a part of objective groups is selected bythinking up a strategy for achieving the highest rank objective of the group.
4) Project design: The project purpose, outputs and activities are defined from the selectedobjective tree by transferring the highest ranked objective to the project purpose, the secondhighest ranked to the outputs and the third to the achievements of activities. Assumptions,objectively verifiable indicators and means of verification are then studied and determined.These processes are collectively called “project design.”
5) Project appraisal: Finally, feasibility of the designed project is appraised using five criteria,i.e. relevance, effectiveness, efficiency, impact and sustainability.
Although most methodology components were followed when preparing the ProDoc, stakeholders’workshop for problem analysis and objective analysis was not held due to time constraints. We usedthe collected data and information to study the situation and identify the problems. Furthermore,although problem analysis was done, the problem tree was not shown here for economizing numberof pages.
Since most of the findings (data and information) are similar to those applied by the DetailedPlanning Survey team for the project design shown in the R/D, our analyzed findings have closelymatched the design in the R/D. There is, of course, a limit in having the same designs as that of theR/D. Our analyses are, nevertheless, enough to explain the project design from the problem and issueanalyses.
2.3 RemarksWhen referring to this document, the followings should be observed:
3
1) There is a small discrepancy between the project framework shown in Chapter 4 and the projectdesign shown in Chapter 5 since the framework was made from the situation analyses afterwhich the project design was defined on the R/D.
2) The sentences in italics indicate the referred parts from the official document such as the GoTofficial request to the GoJ and the R/D.
3) Since we could not include all the comments given to the draft due to time constraint, thisProDoc is “the first edition”. The remaining comments will be included in subsequentdocuments/editions.
3 BACKGROUND
3.1 Socio-Economic Context1Tanzania’s real Gross Domestic Product (GDP) recorded an average growth rate of about 7 % overthe period 2001-2010. Growth slowed down in 2009 to 6%, largely due to the sharp deceleration ofthe global economy. However, it bounced back to 7% in 2010. As shown in Figure 2.1, the sectorsthat recorded growth rates of more than 10% in 2010 were Communications (22.1%), followed byConstruction, Electricity and Gas (10.2%) and Financial Intermediation (10.1%). In 2010, the sectorswith the largest contribution to GDP growth were Trading and Repairs, Agriculture, Manufacturing,Real Estates and Business Services.
Figure 3.1: Real GDP Growth and Contribution by Activity (2010)Source: United Republic of Tanzania (URT) 2011, Macro-economic Policy Framework for the FiveYear Development Plan/Budget 2011/12-2015/16
Although Tanzania has made progress in achieving economic stability and improvements in severalof its socio-economic indicators, it however ranks 151 amongst 185 world poorest countries in termsof human development index22. For example23, in 2011 the human development index (HDI) forTanzania was 0.466 in comparison to other countries south of Sahara such as South-Africa 0.619,Swaziland 0.522, Seychelles 0.773, Namibia 0.625 and Botswana 0.633. The HDI refers to acomposite index measuring average achievement in three basic dimensions of human development
4
(a long and healthy life, knowledge and decent standard of living).
The country outline is shown in Table 3.1.
Country area (km2)F 947,300 (2009)
PopulationC 44,928,923 (Mainland: 43,625,354,Zanzibar: 1,303,569) (2012 Census)
CurrencyTanzania Shilling(Rate 1592.28 Tshs=US$ at Oct., 2012)
GDP (US$ million)W 23,705 (2011)GDP/capita (US$) by calculation 513HDIH 0.466 (2011)
Population living below purchasing powerparity (PPP) US$1.25 per day H(%)
67.9 (2011)
Access rate to safety drinking water (%) F 84 in city areas and 58 in rural (2009)
Gini coefficientW (%) 37.6 (2007)
Administrative divisionPO 25 Regions (2012), 133 Districts (2012), 3,335wards (2011), and 11.137 villages (2011)
Fiscal year July 1 to June 30
Table 3.1 Outline of Tanzania
Note: ( ) shows the data year.Source from web site: F-FAO, H- Human Development Report, Cen = Population and HousingCensus, W = World Bank, F=Country assistance policy by Ministry or Foreign Affairs of Japan,C=National Bureau of Statistics.Source from a literature: PO=Report on the fifty years of independence of Tanzania Mainland1961-2011, p.77-78
In order to eradicate poverty, the GoT launched the National Poverty Eradication Strategy (NPES) in1997 and the Tanzania Development Vision (TDV 2025) in 1999. Several strategies for realizingTDV 2025 have since followed. At present, the Second National Strategy for Growth and Reductionof Poverty (NSGRP II) is under implementation (2010/11 - 2014/15). In Swahili, it is known as“Mpango wa Pili wa Kukuza Uchumi na Kuondoa Umaskini Tanzania” or MKUKUTA II, which isa national strategy for realizing Tanzania's Development Vision 2025 and the MillenniumDevelopment Goals (MDGs).
MKUKUTA II consists of three clusters (development objectives) 2. The three clusters are titled 1)Growth for Reduction of Income Poverty, 2) Improvement of Quality of Life & Social Well-Beingand iii) Good Governance & Accountability, respectively. Agriculture is in cluster-1.
In order to reduce income poverty through promoting inclusive, sustainable and employment-enhancing growth and development, the agricultural growth in real terms needs to increase from2.7% in 2009 to 6.0% by 2015 as the eighth operational tartget2. On the growth, the key issue is onproductivity, with particular concerns for smallholder farmers who are the majority2. For the driversof growth in agriculture, public and private sector investment efforts are required. The drivers areprioritized with impact in raising productivity and creation of decent employment. All the aspectsare included for raising growth of agriculture, such as improving existing and constructing newirrigation infrastructures, developing rain water harvesting infrastructure, strengthening physicalinfrastructure to support growth of employment generation and profitable agriculture, improvingknowledge, skills and information especially for agricultural commercialization.
The above national situation analyses indicate the importance of the agricultural sector for growth
5
and poverty reduction in Tanzania.
For Zanzibar a vision as well as strategies and programmes similar to Vision 2025 and MKUKUTAII have been put in place; these include Vision 2020 and MKUZA II.
3.2 Current Situation of the Agricultural Sector in TanzaniaTable 3.2 summarizes the general features of agriculture. According to the Tanzania Five YearDevelopment Plan (2011/12 to 2016/17), the situation of the agricultural sector is as summarizedbelow:
Land area (Km2)F
Agricultural area (ha)T
ClimateAnnual rainfall (mm)M
Share of agricultural sector ofGDP (%)T
Total number of farm household(farm family)TG
Agricultural population(2008)F
S/N Crop Area ( '000 ha) Production( '000 tons)
1 Maize'09/10 3,045 4,4752 Rice'09/10 1,142 1,6993 Cassava'11/12 754 1,4834 Sorghum'09/10 617 7895 Pulses'11/12 2,087 2,047
Note: ( ) shows the data year.Source: F-FAO; W - World Bank; M=MAFC; BD-Basic data, :Agriculture & Cooperatives Sector 2005/06 -2009/2010 (Tanzania Mainland): Statistics Unit, Ministry of Agriculture Food Security and Cooperatives,2012; TG-Tanzania government website "www.tanzania.go.tz/ ilfs%5CChapter%2010.doc"; T-Tanzania FiveYear Development Plan (2011/12 to 2016/17)1.
5.8 million in mainland
31,585,000
Production of major food cropsBD Yield (tons/ha)
1.51.51.971.30.98
Table 3.2 General features of Tanzania agriculture885,800 (2009)44,000.000 (2009)The main climatic feature is the long dry spell from May to October,1,019 (2005-2008, MAFC)25.3 (2011)
Although in recent years the share of agriculture in GDP has shown a declining trend, it remains thesingle highest ranking employer in the country. Currently, agriculture contributes 25.3% of the GDPbut absorbs 74% of the labour force. Between 2002 and 2010, annual agricultural growth averaged4.2%, which is below the national average of 6.7% over the same period. For any growth to beinclusive and pro-poor, it must involve substantial growth of agricultural productivity and allow themajority of the rural population to benefit from such growth through the selling of the increasedproduce in domestic and external markets.
This asymmetry is both a problem and an opportunity. It is a problem that 74 % of the labour forceonly represents a 25.3 % share in the national economy, which is an explanation for the lowproductivity due to the existence of surplus labour. On the other hand, this is an opportunity as itprovides room for the surplus labour force to be employed in alternative economic activities withoutundermining agricultural productivity. Besides, there is scope for expanding agricultural productionin Tanzania which has a total of 44 million hectares of arable land, only 25.7 % of the total iscurrently (2009/10) in use20. Of the 29 million hectares suitable for irrigation, only 1.2 % is currently(2009/10) under irrigation20. This means that a significant share of agricultural land could bedeveloped to become more productive and more useful. Moreover, the value of agricultural productsis not optimal, with most of the produce being exchanged as either unprocessed or semi-processedmaterial, thus limiting value addition. Yet agricultural exports, even at this level and form of
6
exchange, are vital to the economy, accounting for about 20% of total annual merchandise exportearnings.
In general, Tanzania’s agricultural sector faces a plethora of challenges, among which are thefollowing:
1) Overdependence on rainfed production;2) Poor availability of infrastructure to support production and distribution;3) Inadequate capacity (in terms of numbers, skills and facilities) in extension services; Erratic
use of scientific farming technologies (e.g. with over 70 % of farming activities relying onthe traditional hand hoe);
4) Lack of or inappropriate agricultural financing mechanisms;5) Low and erratic farm gate prices;6) High cost of inputs and/or poor logistical arrangements for supply;7) Limited investment in Research and Development (R&D), leading to a small proportion of
smallholder farmers using improved crop varieties and livestock breeds;8) Weak and underdeveloped agricultural value addition chain;9) Limited availability and accessibility to land parcels for agricultural investment;10)Poor land use planning, leading to delayed development activities including agricultural
investment;11)Growing adverse effects of climate change.
The above situation analysis of agriculture indicates a lot of problems and opportunities.
3.3 Development Strategy and Programmes in the Agricultural SectorThe major development strategy and programmes are summarized below.
3.3.1 Agricultural Sector Development Strategy (ASDS) 3
The Agricultural Sector Development Strategy (ASDS), approved by Government in 2001, has beenprepared to contribute to the Tanzania Development Vision (TDV) 2025 which was approved in1999. The objective of ASDS is to achieve a sustained agricultural growth rate of 5% per annumprimarily through the transformation from subsistence to commercial agriculture. The key featuresof the agricultural policy are laid in the ASDS as follows.
1) Sustained agricultural growth target of at least 5% per year.2) Transformation to be private sector-led through an improved enabling environment for
enhancing productivity and profitability.3) Sector development to be facilitated through public/private partnerships4) Focus on participatory planning and implementation.5) Decentralization of service delivery responsibilities to Local Government Authorities
(LGAs).6) Mainstreaming of cross-cutting and cross-sector issues.
The ASDS has five priority areas namely: 1) Strengthening institutional framework for managingagricultural development in the country; 2) Creation of a favorable climate for commercial activities;3) Improving delivery of support services including agricultural research, extension, training,regulation, information and technical services and finance; 4) Improving marketing of inputs andoutputs and 5) Mainstreaming planning for agricultural development in other sectors.
3.3.2 Agricultural Sector Development Programme (ASDP) 3
ASDP is an implementation tool for the ASDS, which was developed jointly by the five AgricultureSector Lead Ministries (ASLMs) in March 2003. The ASDP provides the overall framework andprocesses for implementing the ASDS with two objectives, i.e. 1) to enable farmers to have betteraccess to and use of agricultural knowledge, technologies, marketing systems and infrastructure, allof which contribute to higher productivity, profitability, and farm incomes; 2) to promote privateinvestment based on an improved regulatory and policy environment.
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Implementation of the ASDP commenced in the Financial Year 2006/2007. A major part of ASDP isfinanced through the Basket Fund supported by the Government of the United Republic of Tanzaniaand Development Partners (DPs). Japan is one of the DPs. About 75% of the basket fund resourcesare allocated to Local Level Support component through a competitive, performance-based localgovernment grant mechanism to support District Agricultural Development Plans (DADPs) in justover 130 LGAs in Tanzania Mainland.
The programme focuses on the following components in line with the ASDS five priorities andnational and local level budget planning and prioritization processes.
1) Local Level Support: Fosters the first project objective by improving capacity of LGAs toplan, support and coordinate agricultural services and investments in a more efficient,participatory and sustainable manner. Support is provided to develop and implementcommunity driven DADPs, increase farmers’ influence on decisions to allocate resources,services and investments, reform agricultural services and improve the quality of publicexpenditure. This component also finances advisory services, training and infrastructuredevelopment, including small-scale irrigation at district level through the demand-driven,performance based District Agricultural Development Grants (DADGs). This componenthas another financing item for districts’ capacity building through Capacity BuildingGrants (CBGs). Furthermore, a competitive funding mechanism, the District IrrigationDevelopment Fund (DIDF), provides supplemental resources for small scale irrigationinvestments.
2) National Level Support: Fosters the achievement of both project objectives. The firstobjective is supported by improvements in the relevance and responsiveness of theagricultural research system including better linkages with extension. The second objectiveis supported by improvements in the national policy environment and by the developmentmechanisms for greater public-private partnerships. Support is provided to reformagricultural services, primarily research and extension to improve the overall sector policyframework, to carry out preparatory work and investment in national irrigation facilitiesthrough the National Irrigation Development Fund (NIDF) mainly under public-privatepartnerships, to stimulate market development and to improve food security and sectorcoordination.
At operational level, the programme is organized around five key sub-components including:Agricultural Services (Research and Extension); Marketing and Private Sector Development;Irrigation Development; Food Security and Nutrition and Planning and Coordination, includingMonitoring & Evaluation. Additional themes were subsequently introduced to fill gaps in Land UsePlanning and Management, Mechanization, Communication and Advocacy and cross-cutting issues(Environment, HIV & AIDS, Gender and Youth).
In order to achieve the objectives of ASDP, as a part of the programme, District AgriculturalDevelopment Plans (DADPs) 3 are formulated as a comprehensive tool for agricultural developmentat district level. The LGAs are responsible to formulate DADPs under the policy of decentralizationby devolution. DADP is formulated by aggregating the Village Agricultural Development Plans(VADPs) that are produced by participatory planning at the community level. DADP containsvarious interventions, for instance, agricultural infrastructure investment, farmer training, extensionservices, and involvement of the private sector. The DADP is, thus, important budget source fordistricts to conduct farmers’ training in TANRICE-1 as well as -2.
3.3.3 KILIMO KWANZA24
On August 3, 2009, a comprehensive initiative called “KILIMO KWANZA” was decreared.“KILIMO KWANZA” means “Agriculture First” in English. It aims at accelerating agriculturaltransformation to modernize and commercialize agriculture in Tanzania; it is Tanzania’s version of a“Green Revolution”. Although several strategies and programmes had been provided for this purpose,
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it was prepared for internal and external reasons. The internal reasons were consideringimplementation of ASDP, growing private sector and farming community and a strong Public PrivatePartnership (PPP). The external reasons were the paradigm shift of World economy toward puttingmore importance on agriculture due to increasing food demand, prices’ hike and the increasedinvestment in agriculture. This initiative is characterized with the private/public features. TheTanzania National Business Council (TNBC), which is a forum for public/private dialogue andconsists of 20 members from the private sector and 20 from public sector, formulated this initiative.It is guided by 10 pillars, i.e. 1) agricultural transformation by small, medium and large scaleproducers, 2) mobilizing financial resources from the private sector, 3) institutional re-organizationfor management, 4) paradigm shift to strategic framework, 5) facilitation of access to land foragriculture, 6) introduction of incentive policies and regulations, 7) industrialization of agriculture,8) promotion of the use of modern technologies by all producers, 9) development of infrastructureand 10) mobilization of Tanzanians.
3.3.4 Agricultural sector strategy and programme for ZanzibarSimilar to KILIMO KWANZA and ASDS, an initiative called Agricultural Transformation Initiative(ATI) was declared for Zanzibar on December 18, 2009. Likewise, similar to ASDP, the AgricultureSector Plan (ASP) for Zanzibar of the period 2011 to 2014 was published on February 201125. TheASP is called the Agriculture Strategic Plan or Agriculture Sector Strategic Plan in some references.
3.3.5 Coalition for African Rice Development4, 5
Considering the sharp rising demand of rice in Africa, JICA and Alliance for a Green Revolution inAfrica (AGRA) have taken the lead to develop an initiative, “Coalition for African RiceDevelopment,” which is abbreviated to “CARD”. The goal of CARD is to double rice production inSub-Sahara Africa (SSA) in ten years from 14 million tons/year to 28 million tons/year in 2018. Thepurpose of CARD is to support the efforts of African countries to increase rice production. Twoobjectives are set for the purpose, i.e. 1) increase investment for rice-related development mainlythrough existing funding framework and 2) realize better coordinated interventions based on theshared view on rice development.
CARD will promote the breeding and selection of improved varieties, including NERICA varieties,improvement of cultivation techniques, and increased use of inputs (water, fertilizer, etc.) to increaseyields in three eco-systems used for rice cultivation. The three are irrigated field, rainfed low landand rainfed upland. Besides, CARD will promote the development of the “rice value-chain”including post-harvest processing, marketing and trading.
For implementation, a steering committee is formed as a consulting group of internationalorganizations and donors to lead and promote the activities of CARD. The committee selected 12SSA countries as the first group and 11 for the second. The committee agreed with the partnercountries to prepare National Rice Development Strategies (NRDSs).
3.3.6 National Rice Development Strategy (NRDS) of Tanzania6
According to the CARD initiatives as well as the Tanzania’s own agricultural strategy andprogramme such as ASDS and ASDP, the NRDS has been formulated by analyzing the potentials,challenges and opportunities in 2009. The general objective is to double rice production from899,000 tons produced in 2008 to 1,963,000 tons by 2018. The productivity will be improved from1.3 to 2.8 tons per hectare. Eight strategic areas have been identified to achieve the objective.
1 Improving seed systems and fertilizer distribution2 Developing improved varieties, production and integrated crop management options3 Improving post-harvest and marketing technology4 Improving irrigation and water harvesting technology5 Enhancing access to and maintenance of agricultural equipment6 Improving capacity for technology development, training and dissemination systems
9
7 Access to credit/agricultural finance8 Promotion of medium and large scale processing industry
3.3.7 Tanzania Food Security Investment Plan (TAFSIP)TAFSIP is a ten-year (2011/12 to 2020/21) sector wide investment plan which maps the investmentsneeded to achieve the target of 6% annual growth in agricultural sector GDP26. This “6%” is thetarget of the Comprehensive Africa Agriculture Development Programme (CAADP), which is theagricultural programme of the African Union (AU) and established by the AU assembly in 2003 inorder to help African countries reach a higher level of economic growth through agriculture-leddevelopment27. Drafting the TAFSIP was supported by the Government and development partners,including Food and Agriculture Organization (FAO) of the United Nations, USAID, United NationsWorld Food Programme (WFP), African Development Bank (AfDB) and Irish Aid26.
TAFSIP is characterized with addressing national, regional and sectoral development prioritiesalthough it is a plan for coordinating and harmonizing the resources needed to accelerateimplementation of existing initiatives26.
In order to achieve the target, the investment plan is expressed in terms of seven thematic programareas each with its own strategic objective and major investment programmes26. The mainthemes/investment areas are as follows26.
1) Irrigation Development, Sustainable Water Resources and Land Use Management2) Production and Rural Commercialization3) Rural Infrastructure, Market Access and Trade4) Private Sector Development5) Food and Nutrition Security6) Disaster Management, Climate Change Adaptation and Mitigation7) Policy Reform and Institutional Support
3.3.8 Southern Agricultural Growth Corridor of Tanzania (SAGCOT) 28
SAGCOT is an initiative aiming at facilitating the development of clusters in which a successful andvibrant commercial agriculture sector is promoted for profitable agricultural businesses. Thisinitiative was born out of the deliberations of the World Economic Forum on Africa held in May,2010 in Dar es Salaam, which was supported by the GoT private sectors and donors such as USAIDand FAO. “Clusters” are defined as geographic concentrations of interconnected companies,specialized suppliers, service providers, and associated institutes. “Commercial agriculture” in thecontext of SAGCOT includes farming, ranching, processing & agribusiness activities andinvestments. The target area is the southern agricultural growth corridor that is formed along thetraditional trade route linking Tanzania to landlocked countries in south-eastern Africa. It covers anarea of about 287,000 km2.
SAGCOT is based on the idea that the investments result in strong synergies across the agriculturalvalue chain, helping create the conditions for a competitive and low-cost industry when taking placein the same geographical area. The target outcomes by 2030 are as follows:
1) The 350,000 ha will become a profitable production area, serving regional and internationalmarkets.
2) Tens of thousands of smallholders will become commercial farmers with access to irrigationand weather insurance.
3) At least 420,000 new employment opportunities will be created in the agricultural valuechain.
4) More than two million people will be permanently lifted out of poverty.5) Annual value of farming revenues will be $1.2 billion.6) Regional food security would be assured.
Investments for rice production in areas such as Kilombero are included in this initiative.
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3.4 Prior and Ongoing Assistance3.4.1 Japan’s assistanceIn order to support the ASDP, JICA is carrying out four technical cooperation projects in Tanzania.Although financial cooperation such as ASDP Basket Fund is being carried out, only technicalcooperation is summarized here.
(1) Technical cooperation projects on riceJICA has carried out a total five technical cooperation projects in Kilimanjaro region since 1974.Then JICA carried out and completed TANRICE-1. Now, TANRICE-2 is being implemented andlike TANRICE-1, it will cover the whole country including the two main islands of Unguja andPemba in Zanzibar. Table 3.3 summarizes these six projects and the details of the TANRICE-1 aredescribed in Sub-chapter 4.3.
From To Years
1Kilimanjaro RegionAgricultural DevelopmentProject
1974 1978 3.5
Kilimanjaro development master plannamed "Kilimanjaro IntegratedDevelopment Opportunities" (KIDO) wasformulated.
2Kilimanjaro AgriculturalDevelopment Center (KADC)Project
1978 1986 7.5
Basic technical package on paddy riceproduction was prepared, and the yieldincreased from 2 t/ha to 3 t/ha on the pilotbase.
3 The Kilimanjaro AgriculturalDevelopment Project (KADP) 1986 1993 7.0
Pilot farms in the Lower Moshi areaindicated yield increase from 3.1 t/ha to 6.4t/ha on paddy rice.
4Kilimanjaro AgriculturalTraining Center Project(KATC)
1994 2001 7.0
Training at the KATC benefited a total of1,031 participants, i.e. extension officersand key farmers (and fostered 29 tutors ascounterparts)
5Kilimanjaro AgriculturalTraining Center (KATC)Phase II Project
2001 2006 5.0
Five model schemes out of six improved thepaddy rice yield from 3.1 t/ha to 4.2 t/hathrough conducting standard trainingcourses; the reason of no increase in onescheme was drought.
6
Technical Cooperation inSupporting Service DeliverySystems of IrrigatedAgriculture (TANRICE-1)
2007 2012 5.0
Dissemination of improved technologies ofpaddy rice production was carried outthrough farmer-to-farmer extension andintroduction of NERICA production wasalso done. The achievements covered total44 schemes and 5,255 farmers.
35.0
Note: *Input shows assignment man-months of long-term Japanese experts.
Project Name
Table 3.3. Performance summary of JICA technical cooperation projectsPeriod
Total
No. Major Achievements
(2) Technical cooperation project on irrigation development under the DADPsThis project is named “Capacity Development for the Promotion of Irrigation Scheme Developmentunder the DADP,” which is generally called “TANCAID.” Under this technical cooperation,zonal/district irrigation officers and other related staff are supported to conduct irrigation schemedevelopment and to improve the Irrigators Organization’s (IO’s) scheme Operation and Maintenancesystem through enhanced utilization of “The Comprehensive Guidelines for Irrigation Scheme
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Development under DADP”. It should be noted that the TANCAID is strongly related withimplementation of DIDF. The project framework is summarized in Table 3.4.
1 Scheme Technical cooperation project
2 Project name Project for Capacity Development for the Promotion of Irrigation Scheme Developmentunder the District Agricultural Development Plan (TANCAID)
3 Implementing agency Irrigation Technical Services Division, Ministry of Agriculture Food Security andCooperatives (MAFC)
4 Target area All the seven Irrigation Zones
5 Target groups Zonal /District staff in all the seven irrigation Zones and Irrigators Organizations in theselected irrigation schemes
6 Duration December 2010 to June 2014 (3.5 years)
7 Overall goal Irrigation schemes developed under DADPs are improved and promoted
8 Project purpose Capacities of Zonal /District irrigation staff as well as Irrigators Organizations (IOs)trained by the project in all the seven Irrigation Zones are enhanced.
9
1) The supporting system for the implementation of the irrigation scheme development (i.e.planning and institutional set up, feasibility study, design, tender and contract management,and construction supervision) by zonal/district irrigation staff is improved, in line with theComprehensive Guide Line.
102) The supporting system for IO's Operation and Maintenance (O&M) system of irrigationschemes by Zonal Irrigation and Technical Services Units (ZITSUs) and district irrigationstaff, is improved.
Table 3.4 Project summary on irrigation development for DADPs
Narrative summary
Outputs
(3) Technical cooperation project on planning and implementation of DADPsA technical cooperation project named “Project for Strengthening the Backstopping Capacities forthe DADP Planning and Implementation under the ASDP” was implemented from March 2009 toMarch 2012 for 3 years. As a result, the capacity of the relevant government organizations includingRegions has been strengthened in terms of backstopping LGAs in their DADP planning andimplementation. Based on the achievement, the phase 2 project was requested by GoT and istargeting more strategic and comprehensive DADPs with focus on private sector involvement inDADPs. The phase 2 project framework is summarized in Table 3.5.
1 Scheme Technical cooperation project
2 Project name Project for Strengthening the Backstopping Capacities for the DADP Planning andImplementation under the ASDP Phase-2
3 Implementing agencyMAFC, MLFD, MIT and Department of Sector Coordination of the PMO-RALG PrimeMinister’s Office – Regional Administration and Local Government and other relatedministries, i.e. MAFC*, MLFD and MIT Administration and Local Government
4 Target area Tanzania Mainland5 Target groups DADP P&I TWG, NFT, PMO-RALG ASU, RSs, DALDOs in pilot LGAs6 Duration August 2012 – June. 2016 (4.0 years)
7 Overall goal Higher agricultural productivity, profitability, and farm incomes are achieved.8 Project purpose LGAs effectively plan and implement strategic DADPs
9 1) Backstopping activities for the planning, implementation and monitoring of strategicDADPs are improved.
102) DADPs of pilot LGAs become strategic and comprehensive with special focus oncollaboration with private sector including NGOs.
Note: MAFC will be responsible for leading the overall process of the project by coordinating within the ASLMs.
Table 3.5 Project summary on the DADP planning and implementation for ASDP
Narrative summary
Outputs
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(4) Technical cooperation project on monitoring and evaluation for ASDPAnother technical cooperation project has been implemented to strengthen the Agricultural RoutineData System from villages, wards, districts, regions to the central government. The name of theproject was “Project for Capacity Development for the ASDP Monitoring and Evaluation System.” Itwas done from 2008 to 2011 for 3 years. Based on the achievement, the phase 2 project wasrequested by GoT and it has been implemented from 2011 to 2015 for 4 years. The phase 2 projectframework is summarized in Table 3.6.
1 Scheme Technical cooperation project
2 Project nameProject for Capacity Development for the ASDP Monitoring and Evaluation System Phase-2
3 Implementing agency Division of Policy and Planning of MAFC, MLFD, MIT and PMO-RALG
4 Target area Tanzania mainland (all the districts)5 Target groups ASDP M&E TWG (Monitoring and Evaluation Thematic Working Group), ASLMs6 Duration August 2010 to June 2015
7 Overall goalASDP Monitoring and Evaluation (M&E) is improved through interactive operation ofrelevant activities such as National Sample Census of Agriculture, National Panel Surveyand Agricultural Routine Data System (ARDS).
8 Project purposeASDP M&E is conducted on the basis of national agricultural data collected throughimprovement of ARDS
9 1) ARDS is rolled out nationwide and operational.10 2) Backstopping activities for ARDS by M&E TWG are strengthened.11 3) Coordination of ASDP M&E to implement ARDS is enhanced
Narrative summary
Outputs
Table 3.6 Summary of project on monitoring and evaluation for ASDP
3.4.2 Other donors’ assistanceMajor assistances on rice are summarized below.
(1) Eastern Africa Agricultural Productivity Project (EAAPP) 7
EAAPP is a project implemented with the assistance of the World Bank over the period 2010 to 2015.It is designed to invest in regional approaches to agricultural research through supporting thestrengthening and scaling up of agricultural research in Eastern Africa, focusing on Dairy, Wheat,Cassava and Rice. Four countries have been tasked to establish Regional Centres of Excellence(RCoEs) for agricultural research by investing in commodities identified by the Association forStrengthening Agricultural Research in Eastern and Central Africa (ASARECA) as being of sub-regional importance to mitigate food insecurity. An RCoE is a leading agricultural technologyprogramme with established research, dissemination and training capacity that distinguishes it as aleader in the region and beyond. There are three assistance fields, i.e. 1) infrastructure and humanresource development, 2) research to generate appropriate technologies addressing regional issues incrops & livestock, 3) improvement of availability of seed and livestock germ plasm. Each of theparticipating countries receives a credit from the World Bank. Outline of EAAPP is shown in Table3.7.
Table 3.7 Outline of EAAPP16
Objective 1) To upgrade existing national agricultural research institutions in Ethiopia,Kenya, Tanzania, and Uganda into RCoEs.
2) To support regional research, training, and dissemination activities as wellregional coordination of these activities.
3) To support increased availability of improved genetic material (seeds andbreeds) in the selected products in those countries.
Period Year 2010 – 2015Main Crop 1) Rice in Tanzania; 2) Wheat in Ethiopia; 3) Cassava in Uganda; and
4) Dairy industry in Kenya
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Components 1) Component 1: Strengthening Regional Centers of Excellence (RCoEs)The institutional capacities that are needed to establish RCoEs are strengthened.Capacity strengthening focuses on the physical facilities and human resourcesneeded to sustain programme objectives and outcomes at both the regional andnational level.2) Component 2: Support for Research, Training and DisseminationThis component finances technology generation, training and dissemination atthe national and regional levels.
3) Component 3: Improving the Availability of Seeds and Planting MaterialsThis component supports multiplication of seeds, strengthening the enablingenvironment for regional seed trade, and improving the capacity of company andinformal seed producers for the four commodities selected in the RCoEs.
4) Component 4: Project Coordination and ManagementThis component finances management and coordination at the national andregional levels. At the national level, the project is managed under thecoordination units of the linked country project.
(2) Feed the Future7
This is a global food security initiative carried out by the USAID. Total 20 focus countries wereselected with five criteria of level of need, opportunity for partnership, potential for agriculturalgrowth, opportunity for regional synergy and resource availability. In Tanzania, the assistance haslaunched in June 2011 for increasing sustainable market-led growth across the entire food productionand market value chains, preventing and treating under-nutrition and increasing the impact ofhumanitarian food assistance and social safety nets. It is reported that one training course wasimplemented as a joint activity of JICA, USAID and MAFC during TANRICE-130.
(3) OthersThere are some more other assistances such as Marketing Infrastructure, Value Addition and RuralFinance Support Programme (MIVARF), which is implemented in collaboration with InternationalAgriculture Development Fund, African Development Bank and Alliance for a Green Revolution inAfrica, according to the DailyNews online edition on May 25, 2013. We, however, have not yetfound the specific relation between these other assistances with rice, and thus we have not includedit here.
3.4.3 Relations and FindingsThere are visions, strategies, initiatives, programs and projects. In order to describe the relations,there are two figures cited from TAFSIP26 and Agricultural Working Group Development Partners.We selected the latter figure and show it in Figure 3.2.
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TAFSIP ASDP 2 ExpandedAgriculture Sector Development Strategy
KILIMO KWANZA
Figure 3.2 Tanzania’s landscape of agricultural developmentSource: Agricultural Working Group Development Partners.
The above literature survey of visions, strategies, initiatives, programs and projects reveals thefollowings:
1 Agricultural sector is important for growth and poverty reduction in Tanzania.2 There are a lot of challenges and opportunities with high potential on agriculture in Tanzania.3 In order to improve the situation, the ASDS suggests transformation from subsistence to
commercial agriculture.4 The ASDP will realize the transformation with two objectives, i.e. a) better access to
agricultural services and other effective elements for higher productivity and profitabilityand b) improving regulations and policy environment to promote private investment.
5 Donors financially support the ASDP with basket funds.6 JICA technically supports the ASDP; especially on rice.7 JICA also technically supported the formulation of NRDS under the CARD multilateral
initiative.8 Other donors such as the WB and USAID also support the ASDP including assistance on
rice.Since rice is a cash crop and Japan has extended long term support on rice up to the present, the GoTrequested the GoJ for further technical cooperation, TANRICE-2.
4. CURRENT SITUATION AND PROBLEMS TO BE ADDRESSED
4.1 Identification of Specific IssuesA project is designed by analyzing the current situation of the target issue, which in this case is “riceindustry development” according to the request for Japan’s technical cooperation project submittedon September 3, 2010, by GoT. In order to analyze details of the current situation, specific issues inrelation to the target issue are identified, data and information on them are then collected followedby analysis. The major parts of the GoT request are shown below.
Background1) Taking into account the present strategy, namely NRDS, the Tanzanian Government puts the
highest priority on irrigation development, in particular small scale irrigation, and withpotential paddy production areas over increasing, it is essential that further expansionand extension of paddy production techniques be promoted in order to ensure the
15
achievement of NRDS production target of 2 million tons of paddy rice in 2018.2) Since NERICA can be cultivated even in areas where rainfall is relatively low, stakeholders’
expectations for taking up “new” varieties for NERICA-related activities to be furtherpromoted.
3) In order to achieve a substantial increase in paddy production, it is essential for rain-fedlowland rice production to be developed, it follows that appopriate cultivation techniquesfor rain-fed lowland must be studied and broadly extended over the entire country in thefuture.
Project purpose and outputs1 Project purpose: Appropriate rice production techniques are extended and productivity
increase in target rice production areas is achieved in each agro-ecological zone.2 Outputs
Rice cultivation techniques are extended in irrigated areas.Rice cultivation techniques are extended in rainfed lowland areas.Rice cultivation techniques are extended in rainfed up land areas.
Implementating agencyMAFC through Training Division will be the primary implementation agency.District Councils will be key collaborators.Five (5) Agricultural Training Institutes (under MAFC), four of which are currentlyimplementing TC-SDIA (TANRICE) plus a fifth institute (MATI Tumbi), will implementkey training components of the TC (During the Detailed Planning Survey, MATI-Mtwara was added, and the total number of institutes are six under MAFC.)
Although preliminary project design is shown in the above request, analyses of the current situationwere to be done during the Detailed Planning Survey; as a result the project design defined in theR/D was suggested. Since the R/D indicates three specific issues on the outputs, i.e. dissemination ofirrigated rice cultivation technologies, dissemination of rainfed rice cultivation technologies andtraining on value chain, it is easily assumed that the discussions in the Detailed Planning Surveyindicated three specific issues, i.e. rice, dissemination and value chain. Hereinafter, the word“extension” is applied to show the specific issue instead of “dissemination,” which is applied todescribe actions of extension.
Problems and constraints are identified from analyses of current situation and institutionalframework on these specific issues in the following Sub-chapters. Constraints are legal, institutionaland financial problems that cannot be solved by technical cooperation, and thus they are consideredas given conditions in project formulation.
4.2 Current Situation and Problems Addressed for Specific Issues4.2.1 Rice(1) Significance of rice6
The annual milled rice production in the last ten years ranged between 530,000 and 818,000 tonsaccording to the NRDS in 2009. With the population of about 45 million, annual population growthrate of 2.8 % and annual milled rice consumption per capita of 25.3kg, the forecasted production tomeet demand is expected to increase annually to around 100,000 tons of milled rice. Identifieddeficits to meet local demand are usually met through imports. For example to meet the domesticdemand in 2001-2005, 50,000 to 100,000 tons of milled rice was imported according to theInternational Trade Centre-UNCTAD WTO 2005. Table 4.1 indicates data of the deficits. Therefore,the GoT is considering increasing the self-sufficiency level of rice.
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Year Areaharvested('000ha)
Yield (t/ha) Production('000t)
Self-sufficiency
ratio
Per capitaconsumption
(kg/year)1998 490 1.08 530 82.3 20.51999 475 1.08 511 67.1 23.62000 500 1.02 511 67.1 23.02001 530 1.07 569 76.5 22.02002 500 1.29 645 76.3 24.42003 570 1.26 720 78.3 26.02004 650 0.86 556 69.0 22.32005 688 0.83 573 76.6 20.32006 650 1.21 785 81.8 25.62007 665 1.23 818 84.5 25.42008 675 868
Note: The year includes the period between July of the year and June of the nextyear. For instance, "2009" shows the year 2009/2010.Source: USDA 2009 World Rice Statistics and Graphics: Tanzania PS&D OnlineJanuary 2009 USBC International Data Base
Table 4.1 Trends of milled rice production and consumption
In addition to meeting consumption demands, the rice sector is a major source of income andemployment in rural areas.
(2) Rice cultivation6, 7, 29
LandForty four (44) million hectares out of the 94.5 million hectares that Tanzania is endowed with areclassified as suitable for agriculture. The proportion of land suitable for rice is estimated to be 21million hectares; however, the rice cultivation area in 2010 was 1,142,000 hectares (ref. Table 3.2),which is about 5% of the suitable land. Of the 1,142,000 hectares under rice cultivation, 777,000 ha(68.0%) were under rainfed lowland ecosystem, 346,000 ha (30.3%) irrigated lowland ecosystemand 19,000 ha (1.7%) rainfed upland ecosystem. The leading regions on rice production areShinyanga, Tabora, Mwanza, Mbeya, Rukwa and Morogoro. Others are Kilimanjaro, Arusha,Manyara, Iringa, Mara, Tanga and Kigoma.
FarmerThe majority of rice farmers are smallholders who produce rice for home consumption and sellsurplus directly to consumers or through cooperatives where there is a warehouse receipt system inoperation. Size of farms ranges from 0.5 to 3.0 hectares.
SeedAvailability of recommended seed varieties having tolerance to drought, cold weather, major insectpests and diseases are major problems facing the rice sub-sector. There are hundreds oflocal/traditional rice varieties grown by farmers in the three ecosystems. However, most of thesevarieties have low yield potential and are late maturing and prone to lodging when improvedmanagement practices such as application of fertilizers are utilized. Improved seeds have beenadopted by only 10 % of farmers although quality seeds have been recommended and disseminated.The use of self-saving seed is common among small scale farmers and these seeds affect yield andquality of rice; the low quality results in low prices of rice.
Soil fertilityResearch on soil fertility has been done to establish optimum rates of inorganic fertilizers forlowland rice in some areas. More rates of fertilizer application are recommended for both organicand inorganic fertilizers, from the research. More areas need the research to establish the optimum
17
rates, particularly in intensive rice producing areas. In view of the increasing prices of fertilizers andnew balance of fertilizers being introduced into the market, more work is required for revisingfertilizers recommendations. Training packages for controlling soil erosions are available and will beadapted to conditions of the ecosystem.
LabourNinety five per cent (95%) of farm operations in paddy production are done manuallyp1. Theseoperations are coupled with intensive labour requirements. Planting is mainly done manually duringdirect sowing/broadcasting, seeding and transplanting of seedlings. Likewise harvesting, threshingand cleaning of paddy are done manually. Transportation of paddy from the field to storage(home/market) is by direct head loading and sometimes ox-carts or motor vehicles are useddepending on availability. The Labour input during puddling is heavy, requiring between 300 and350 man-hours/ha. Similarly manual transplanting and weeding are labor intensive; each operationrequiring between 200 and 300 man-hours/ha. JICA carried out technology transfer on agriculturalmachinery through Kilimanjaro Agricultural Development Center (KADC) Project, KilimanjaroAgricultural Development Project (KADP) and Kilimanjaro Agricultural Training Center Project(KATC) Phase-1 for 21.5 years7.
Cultivation practicesThe following cultivation problems are indicated for each ecosystem.
1) Irrigated lowland ecosystem is the most productive, and most of improved rice varieties areadapted, e.g. IR64 and SARO5 (TXD306). Yield ranges from 2.0 to 4.0 tons/ha.Intensification of rice production is possible and the areas under this ecosystem can beexpanded as more irrigation schemes are constructed and/or rehabilitated. Pests and diseasesattacks common in rainfed lowland ecosystem also appear in this ecosystem. Fertilizers,pesticides and herbicides are excessively applied in some irrigation schemes. The precedingJICA projects have prepared training modules and materials for these problems althoughcontinuous revision of modules and materials is necessary for technical updating.
2) Upland ecosystem is prone to drought (severe moisture stress), weeds infestation and attacksby pests and diseases. Soils are not very fertile and phosphorus deficiency cases arefrequently reported. Yield ranges from 0.5 to 1.0 t/ha of paddyp2. In this ecosystem, ricecompetes with other food crops such as maize, sorghum and cassava for land and labour.The preceding JICA projects however, have not done much with regard to studying theseproblems except on NERICAp3. It has been proved that NERICA series is more adaptable tothis ecosystem.
3) Rainfed lowland ecosystem is prone to floods during heavy rains, severe water shortageduring drought, weeds infestation and heavy attacks by pests and diseases resulting to lowyields. Nutrient status of the soils is generally low and supplementation through fertilizerapplications is often required. In comparison with the upland, soils are more fertile. Yieldsrange from 1.0 to 1.5 t/ha of paddyp2. Rice competes with other food crops for land andlabour in this ecosystem. The preceding JICA projects have, however, not done much withregard to studying these problemsp3.
Paddy production and yield of each ecosystem is summarized in Table 4.2.
'000 ha) (%)Irrigated lowland 200 29 2.13 426Rain-fed upland 17 2 0.50 9Rain-fed lowland 464 69 1.00 464Total 681 100 1.30 899Source: National Rice Development Strategy Final Draft6
Table 4.2 Paddy production and yield of each ecosystem in 2008Area Yield (t/ha) Production ('000 tons)Ecosystem
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Problem-1: Manual operation of paddy production (referred to underline p1)Problem-2: Low productivity of rainfed upland & low land rice (referred to underline p2)Problem-3: Insufficient basic studies for rainfed upland & low land rice (referred to underline p3) .
(3) IrrigationWater availability 6, 8
Availability of water is a prerequisite for rice production. Most of the rice production in Tanzaniadepends on rainfall. Annual variation in the amount and distribution makes the rainfed riceproduction susceptible to flooding and/or drought, often within the same season. Drought riskreduces incentives for investment, causing production to stagnate at subsistence level.
On Tanzania’s irrigation potential, it is reported that there are 2.3 million hectares of high irrigationdevelopment potential, 4.8 million hectares of medium potential, and 22.3 million hectares of lowpotential. The area under irrigation is, however, small; for example total irrigated area was only306,745 hectares (only 13% of the high potential area) in 2008/2009 although it has increased from289,245 hectares in 2007/08 through rehabilitation and development of new irrigation schemes. Itshould be noted that irrigated agriculture is dominated by smallholder traditional systems producingmainly rice and vegetables. Although the smallness of the irrigated area is a problem, it will besolved by another JICA project, “TANCAID.”
Irrigation schemes 6, 8
Number and classification of irrigation schemes (ISs) is summarized in Table 4.3
Totalnumberof ISs
Number ofISs underirrigation
Number of ISscultivating rice
Number ofsmallholder
ISs*
Number of ISsunder general
surface irrigation
Number of ISsunder gravityirrigation***
Number of ISsirrigating 100
ha or more2,762 2,330 938 908 830 796 424
Note: * Private schemes and public schemes are excluded.** General surface irrigation is the irrigation excluding flood irrigation and drip irrigation.***Gravity irrigation is the general surface irrigation excluding pump irrigation.Source: Source: Irrigation Planning and Design Section of Irrigation and Technical Services Division ofMAFC
Table 4.3 Number and classification of schemes under irrigation
Out of the 938 irrigation schemes cultivating rice (ref. Table 4.3 above), the number of schemescultivating rice only is 525. Details and characteristics of the 525 are shown in Table 4.4
525 504 442 432 205
Number of smallholderISs cultivating rice
only
Number of ISs cultivatingrice only for the irrigationscale of 100 ha or more
Total number ofISs cultivating
rice only
Source: Draft of Detailed Planning Survey report on TANRICE-2 (in Japanese) 16, p. 14
Table 4.4 Details and characteristics of irrigation schemes cultivating only riceNumber of ISs
cultivating rice onlywith gravity irrigation
Number of ISs cultivatingrice only with general
surface irrigation
The total of 2,762 irrigation schemes are classified into 19 categories, which can be summarized intothree major types, i.e. 1) Modern schemes, 2) Traditional schemes and 3) Improved traditionalschemes. According to data available in 2012, the number of schemes on each of three major types isreported as shown in Table 4.5.
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Name of majortypes Modern Traditional Improved Traditional Others Total
Categoriesincluded*
3. Modern irrigationscheme, 13. Dam and15. Charco Dam
1. Traditional and2. Traditional RainWater Harvest (RWH)
4. Improved traditional,6. Improved partially and11. Improved Traditional RWH
Other categoriesthan the leftcolumns
-
Number ofschemes 97 1,603 742 320 2,762
Source: Irrigation Planning and Design Section of Irrigation and Technical Services Division of MAFC
Table 4.5 Categories of three major types of irrigation schemes
1) Modern irrigation scheme (IS) involves New IS and Upgraded IS.2) New IS is an IS that is developed in an area that has never been provided with irrigation infrastructure.3) Upgraded IS is an existing IS that is subjected to works resulting into better irrigation infrastructure and performance.4) Traditional IS is an IS with irrigation system comprising of temporary infrastructure and/or facilities that are not technicallyconstructed/installed.5) Rain water harvest (RWH) means a scheme whereby farmers construct water retaining bunds, harvest rain water and store thewater at the foot of mainly paddy crop.6) "Improved" means a condition resulted from activities that are subjected to works resulting into better irrigation infrastructure andperformance.
Note: *Categories are those defined by the Irrigation Planning and Design Section as follows 31.
Irrigated lowland is also, however, indirectly influenced by inadequate rains, which cause shortageof water for irrigationp5. Scheme rehabilitation is also an issue for irrigation.
Problem-4: Limited/insufficient modern irrigation schemes (referred to Table 4.5)Problem-5: Influences of irrigated lowland from inadequate rain (referred to underline p5)
Operation and Maintenance (O&M) of irrigation schemes6, 9
There are three types of legally registered farmers’ organizations, i.e. Cooperatives, IrrigatorsOrganizations (IOs) and Private Corporations. Most of the organizations are IOs.
Generally, it is also reported that efficient use of water and easy access of irrigation water by allfarmers irrespective of differences in socio-economic status, age group and gender is sometimes aproblem. Therefore, it can be said that there are some problems on farmer group’s O&Mp6.
Problem-6: Weak O&M of irrigation schemes (referred to underline p6)
4.2.2 Extension(1) Extension service9
Generally, “extension service” includes not only delivering agricultural inputs but also servicesgiven by agricultural extension officers on crop cultivation technologies and transferring marketinginformation. In the ASDP, agricultural services are classified into public services and private services.The private services are those conducted by private research institutes (e.g. Tea Research Institute),NGOs, private enterprises and farmers’ organizations. The public services are those conducted byagricultural extension officers, MATIs and ARIs.
Institutionally, the extension services issues are dealt by two separate Ministries, i.e. MAFC andPrime Ministers’ Office, Regional Administration and Local Government (PMO-RALG); this maycause difficulties in coordination and supervisionc1.
(2) Extension channels6, 17
Extension channels in current use include 1) “Training and Visiting” by extension officers, 2)Contact farming, 3) Farmer to farmer (FTF) extension, 4) Farmer Field School (FFS), 5) Adoptingthe Farming systems approach, 6) Extension via mass-media prepared by the Farmer Education &Publicity unit of MAFC, 7) Training of farmers conducted by four Farmer Training Centres (FTCs),8) Trainings conducted at Ward Agriculture Resource Centres (WARCs), 9) Training done by theCentre for Agricultural Mechanization and Rural Technology (CAMARTEC) in Arusha, and 10)
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Farmer trainings conducted by seven Zonal Information & Extension Liaison Units (ZIELUs). Theseextension activities are sustained not only by LGAs but also by other providers includingdevelopment partners, NGOs, the private sector and villages.
For rice, according to NRDS paper, there are five channels commonly applied for rice technologydissemination in Tanzania.
1) Involving stakeholders in development, verification and exchange of technologies throughparticipatory approaches in variety selection and use of FFSs
2) Exchange visits of rice scientists, extension officers, processors and farmers frominstitutes/areas within the country and other East and Central African (ECA) countries
3) Training key and intermediate farmers, processors, extension officers and other stakeholdersin rice technologies at the MATIs/ research centers
4) Applying publications such as annual report, Journal articles and proceedings of scientificmeeting/workshops; Newsletters, Extension materials such as leaflets, brochure andposters, Radio and TV programmes, Exhibitions/Agricultural shows/ Seed fairs andWebsites
5) On farm training of paddy farmers in irrigation schemes
(3) Availability of extension officers17
Currently (2012/2013) there are 7,974 extension staffc2 and in 2013/14 the MAFC will employ 1,804extension officers making a total of 9,778. (Source: Extension Section at MAFC). A total of about11,137 extension officers would be required to meet ASDP target of assigning one extension officerper village, thus there will be shortage of around 2,000 extension officers in 2014c2 c2. This shortageis bound to impact on performance of agricultural households including those in key rice growingregions like Mwanza, Shinyanga and Mbeya. As a result, the farmers are not being able to accessextension services on a regular basis through village agricultural extension officers (VAEOs) anddistrict extension officers.
Constraint-1: Difficulties of supervising extension services due to services by two separateMinistries (referred to underline c1)Constraint-2: Shortage of extension officers (referred to underline c2)
4.2.3 Value chain(1) Definition13
“Value chain” is a comprehensive concept of several aspects, which include overlappingcomponents. It is, thus, impossible to draw a clear distinction among these aspects. According to theWorld Bank, “value chain describes the full range of value-adding activities required to bring aproduct or service through the different phases of production, including procurement of rawmaterials and other inputs, assembly, physical transformation, acquisition of required services suchas transport or cooling, and ultimately response to consumer demand (Kaplinsky and Morris 2002).”
(2) Actors of value addition6, 13
Around 90% of the rice production in Tanzania is by smallholders who produce rice for homeconsumption and sell surplus directly to consumers or through a cooperative society. Size ofsmallholder farms ranges from 0.5 to 3.0 hectares. The rice subsector is highly fragmented withprocessors (millers) and traders playing a central role in the trading process. The characteristics ofthese processors and traders on rice are as follows.
1) Processors are located in production areas and range from medium to large scale productionareas and owned by male and female entrepreneurs. Some processing machines canproduce white stone-free rice of unbroken ones, standards (half broken) and regular (threequarter broken) grades. Large scale processors are three, i.e. Kapunga and Mbarali ricefarms in Mbeya region and Madibira rice farm in lringa region. These processors processtheir farm produce and paddy from other farmers in the vicinity.
2) Traders in paddy and milled rice are scattered all over the country. Both male and female
21
entrepreneurs are involved in this trade. Paddy trading is concentrated in production areaswhile trading in milled rice is usually done at wholesale and retail levels in production anddistant markets. Price for milled rice is relatively higher than price for paddy of samequantity irrespective of wholesale or retail market. Physical mixing of aromatic and non-aromatic rice is often practiced by some traders in order to obtain higher price. Rice sold atretail shops and open markets is usually put into jute sacks. Export trading of milled rice iscommon particularly to neighboring countries and men are the dominant actors. Crop levyat not more than 5% is charged by officials of District Councils to both paddy and milledrice traders in producing areas.
(3) Channels and values added13
The supply channels of rice are generally long and the produce changes with many hands beforereaching the final consumer. It is reported that a few more structured supply chains are emerging andthere is increasing interest from large (foreign) investors.
On the profitability – simplified gross margin (SGM) of rainfed smallholder farmers varies fromnegative to modest returns of 27%, which suggests the profits are negligible and most producersremain at a subsistence level. The irrigated farms are much more productive and profitable withSGMs varying from 2% to 61%. The producers’ main cost drivers are labour (60-80%), inputs (10-30%) and local transport costs (5-10%). The other main actors (millers, traders and retailers) realizepositive gross margins varying from 9 to 25%. The main cost drivers for traders/millers are rawmaterial (paddy): 60-80%, transport costs: 6-12%, milling: 5-10%, Loading-unloading 2-3%, taxes2-3% and for the bigger traders, storage rental: 20-30%.
(4) Vulnerabilities and opportunities6,13
Focusing on the chain after leaving producers, critical weaknesses of the chain are inadequatestorage capacityp7, high post-harvest losses due to poor post-harvest handling and uses of inefficientmilling machines and high transport costsp8. Although a general lack of transparency, enforcement ofregulations, traceability and a conductive business environment is indicated to be vulnerable points,these are legal matters and the solutions will not be found in the technical context of the precedingprojects.
Especially on processing, inadequate post-harvest technologies influenced limited use of the crop.Processing is done by inferior processing machines except for large scale production farms and thusthe quality of milled rice is low. Consequently, in the market, this fetches as low as 600 TSH(US$0.4) per kilogram compared to premium price of 1,200 TSH (US$0.8) per kilogram
Problem-7: Inadequate storage capacity (referred to underline p6)Problem-8: Inadequate post-harvest technologies (referred to underline p7)
4.3 Institutional FrameworkSince the GoT suggests that the Training Division (TD) of MAFC is primary implementation agencyand district councils are key collaborators (ref. Sub-chapter 4.1), the institutional frameworks ofnational and local government organizations are discussed here.
4.3.1 National government (Tanzania Mainland)(1) Ministry of Agriculture Food Security and Cooperatives (MAFC) 15
Mandate and organizationThe Ministry is mandated for formulation, monitoring, evaluation and implementation of agriculturalsector policies to ensure food security for all citizens. MAFC’s vision is to be a nucleus for providingpolicy guidance and services to a modernized, commercialized, competitive and effective agricultureand cooperative system. The mission is to deliver quality agricultural and cooperative services,provide a conductive environment to stakeholders, provide technical backstopping to LGAs andfacilitate the Private Sector to contribute effectively to sustainable agricultural production,
22
productivity and cooperative development. In order to carry out the functions efficiently andeffectively, a total ten (10) divisions and seven (7) units have been put in place. Figure 4.1summarizes the organization chart and the details are described below.
Figure 4.1 MAFC organization chartDivisions
1) Agricultural Research and Development Division2) Crop Development Division3) National Food Security Division4) Agricultural Land Use Planning and Management Division5) Irrigation and Technical Services Division6) Agricultural Mechanization Division7) Training Division8) Administration and Human Resources Management Division9) Policy and Planning Division10) Procurement Management Division
Units1) Plant Breeders’ Rights unit2) Finance and Accounts unit3) Internal Audit unit
23
4) Legal Service unit5) Government Communication unit6) Information and Communication Technology unit7) Environmental Management unit
Among 10 divisions, three divisions are described here for the following reasons.1) Training division is suggested as the implementing agency in the GoT’s request (ref. Sub-
chapter 4.1).2) Agricultural research and development division is to be collaborated because the problem-3
indicates insufficient basic studies for rainfed upland & low land rice.3) Crop development division is related to one of the specific issues, i.e. extension.
(2) Training Division15
ObjectiveThis division is tasked with conducting long and short term pre-employment and in-employmenttraining for MAFC staff as well as offering tailor-made training to youth and farmers.
FunctionsThe division is mandated with fulfilling the following functions:
1 Facilitate management and development of the MAFC’s training institutes.2 Carry out pre-employment and in-employment training to technical staff of the agricultural
sector.3 Develop strategies and programmes for Training Institutes’ sustainability.4 Facilitate review and updating of curricula in line with client demands.5 Carry out tailor made training courses in different agricultural disciplines for extension staff
in Regional Secretariats (RSs) and LGAs.6 Carry out tailor made agricultural training courses for farmers and youth.7 Facilitate staff exchange programmes within and outside the country for farmers and
technical staff in the agricultural sector.8 Build capacity of sector staff working with RSs and LGAs.9 Enforce National Council for Technical Education (NACTE) standards within Agricultural
Training Institutes.
StructureThis division is headed by a Director and has two sections, i.e. Curriculum development section andInstitute management section. This division manages 14 MATIs, six of which have been nominatedas TANRICE-2 implementing agents for key training components as discussed in Sub-chapter 4.1.These institutes are shown in Table 4.6. One agricultural institute from Zanzibar, which is KizimbaniAgricultural Training Institute (KATI), is also a TANRICE-2 implementer and shown in Table 4.6.TANRICE-1 training records and training field availability on rice in Table 4.6 indicate constraintsof limited number of tutors and field availability for rice production in some MATIs.c3
Constraint-3: Training capacity constraints in some MATIs (referred to underline c3)
24
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(3) Agricultural Research and Development Division15
ObjectiveThis division is tasked with developing appropriate agricultural technologies using participatoryapproaches.
Functions1) Undertake research in farming systems, crops and environmentally friendly agricultural
technologies.2) Collect, document and disseminate agricultural research findings.
StructureThis division is led by a Director and has three sections, i.e. Crop research section, Farming systems andsocio-economic research section and Special programmes research section. This division has 18agricultural research institutes (ARIs) in 7 agro-ecological zones, i.e. 15 directly managed institutes, and2 private institutes. Research on rice is carried out by 5 ARIs, i.e. ARI Ukiriguru in Mwanza region,Kilombero Agricultural Training and Research Institute (KATRIN) and ARI Dakawa/Cholima inMorogoro region, ARI Mikocheni in Dar es Salaam (DSM) and ARI Uyole in Mbeya. KATRIN is thecenter of excellence for rice research under EAAPP. These institutes carry out not only research anddevelopment of specific crops but also training of farmers and extension officers for example ARIUkiriguru, Uyole and Ilonga. Although Tanzania hosts the Regional Rice Center of Excellence in theEAAPP the total number of rice researchers is only 20c4.
Constraint-4: Small number of rice researchers (referred to underline c4)
(4) Crop Development Division15
ObjectiveThis division is tasked with providing expertise and services on crop development.
Functions1) Develop, review and monitor implementation of crop development strategies and programmes.2) Develop crop development strategies and programmes and implement them.3) Promote sustainable agriculture.4) Build capacity of RSs and LGAs in crop development.
StructureThe division is led by a Director and has four sections, i.e. Extension services section, Plant healthservices section, Agricultural inputs section and Crop promotion section. Whereas provision of extensionservices is the mandate of this division, salaries of extension officers at LGAs are disbursed from theRegional Administration and Local Government section of the Prime Minister’s Office (PMO-RALG).Moreover, extension activity budgets are disbursed from Districts.
4.3.2 Local Governments (Tanzania Mainland)Local units are classified into four levels, i.e. District, Sub-district or Division, Ward and Village. LGAsconsist of district councils and village councils. Table 4.7 shows the budget from ASDP/DADP for LGAson 2012/13. Formerly, another budget item called “Extension Block Grant (EBG)” was provided tosupport dissemination activities by extension officers, but it has been suspended for recent two year, i.e.2011/12 and 2012/13c5.
26
Budget Source Local Foreign SumBasic DADG 4,998,000,000 4,998,000,000Basic A-CBG 3,843,217,500 3,843,217,500Top- up DADG 31,806,955,700 31,806,955,700
DIDF 25,714,285,714 25,714,285,714Total 4,998,000,000 61,364,458,914 66,362,458,914Source: ASDP Basket Fund Steering Committee (July 2012)
Table 4.7 ASDP - Local Level Component for 2012/13 (Tshs.)
Constraint-5: Reduced budget source for extension activities (referred to underline c5)
4.4 TANRICE-1’s Performance and Challenges4.4.1 Project performanceThe project summary shown in Table 4.8 indicates that the TANRICE-1 aimed at increasing riceproductivity through strengthening service delivery systems of irrigated agriculture. The methodology ofthe strengthening has been provided during the preceding five projects (ref. Table 3.3). Through thepreceding projects, a technical package of the basic rice production was prepared, improved package ofhigh yield technologies was developed, tutors of rice cultivation were fostered through training farmersand extension officers, and then the training-based FTF extension approach (hereinafter referred to as“trainining-based extension approach”) was established30. TANRICE-1 applied this approach over thecountry and disseminated rice production technologies in 40 irrigation schemes.
1 Scheme Technical cooperation project
2 Project name Technical Cooperation in Supporting Service Delivery Systems of Irrigated Agriculture(TANRICE-1)
3 Responsible agency Training Division of Ministry (TD) and Agricultural Research and Development Division(ARDD) of Agriculture, Food Security and Cooperatives (MAFC)
4Colloborationagency
Zonal Irrigation and Technical Services Units (ZITSUs) and Districts
5 Implementing agency KATC and other MATIs (Igurusi, Ilonga, and Ukiriguru), Agricultural Research Institutes(ARIs ) Rice Research Programme
6 Target area Fourty (40) Irrigation schemes in Tanzania7 Target beneficiaries Smallholder rice farmers (15,000 farmers)8 Duration 2007 to 2012, five (5) years
9 Overall goal
1) The training developed by the Technical Cooperation (TC) is implemented in otherirrigation schems.2) The income from rice production among smallholder rice farmers in priority irrigationschemes is increased.
10 Project purpose Productivity of rice cultivation in priority irrigation schemes is increased throughstrengthening service delivery systems of irrigated agriculture
11 1) Rice cultivation practices are improved in priority irrigation schemes through thefarmer-to-farmer extension approach.
122) Technical capacities of the research, training and extension institutions are enhanced tofurther promote rice production in future.
Note: A similar PDM for Zanzibar was also provided separately.
Outputs
Table 4.8 Project summary on TANRICE-1
Narrative summary
Specifically, TANRICE-1 carried out standard training courses to disseminate rice productiontechnologies through FTF extension. Besides, TANRICE-1 carried two sets of special courses, i.e. 1)subject matter training courses on gender, marketing and irrigation scheme management for therelatively high yield irrigation schemes and 2) NERICA cultivation training course for rainfed uplandareas. As a result, TANRICE-1 has realized a big performance on capacity development as reported
27
below.1 Forty (40) irrigation schemes completed residential training, 38 each completed the first
infield training and second infield training, 23 completed the third infield training, 28completed the first monitoring and 17 completed the second monitoring by 10 May 2012.
2 Out of 23 irrigation schemes, there were between 26 and 720 farmers who participated inthe field day.
3 Out of 44 basic rice cultivation technologies, more than 50% of key farmers adoptedbetween 8 and 43 technologies during the training period and between 15 and 44 in the nextcropping year.
4 Out of 44 basic rice cultivation technologies, more than 50% of intermediate farmersadopted between 7 and 44 technologies during the training period and between 12 and 43 inthe next cropping year.
5 The Tanzanian side contributed more than one half of the cost for the TANRICE-1 standardtraining course. There were 6 NERICA varieties submitted to the seed release committee 5of which were released in December 2009. For Zanzibar, 3 varieties were released inNovember 2009; it was supported by African Institute for Capacity Development (AICAD).
In particular, the increases of rice yields are reported as shown in Table 4.9 and 4.10
Less than 1t/ha 1 t/ha or more
KATC, Moshi 0 1 3 (2) 4 (2)MATI-Ilonga 1 2 (1) 4 7 (1)MATI-Igurusi 4 3 2 9MATI-Ukiriguru 2 2 1 5KATI, Zanzibar 1 0 2 3Total 8 8 (1) 12 (2) 28 (3)(%) 29 29 43 -
Total
Note: Values in parentheses are those in the second crop season
Table 4.9 Changes of paddy yield after TANRICE-1 training as of 5 Dec. 2011
IncreasedNumber of schemes
Same ordecreased
Training institute
Source: Training Division of MAFC (2012)21
2008/09 2009/10 20010/111 Mahande-Monduli district 1.6 2.9 4.9 3.92 Mussa Mwinjanga-Hai 3.8 (2.6) NA 3.2 (3.2) 4.8 (4.2)3 Kitivo-Lushoto district 2.9 5.1 5.3 NA (4.2)4 Kwemkwazu-Lushoto 2.6 NA NA 3.6
Yield before(tons/ha)
Table 4.10 Yield increase data for four irrigation schemes
Name of schemeNo. Yield after interventions (tons/ha)
Note: Values in parentheses are those in the second crop seasonSource: Training Division of MAFC (2012)21
4.4.2 Description of the training-based extension approachThe main extension approach is FTF through conducting “standard training courses.” The standardtraining course consists of four steps, i.e. baseline survey, residential training, infield training andmonitoring and field day. Figure 4.2 describes these steps with expected participant numbers.
28
Figure 4.2 Description of standard training course
The applied extension method is based on cascade dissemination as follows.1) For baseline survey, about 50 farmers are selected with gender and age taken into consideration.
Representatives from the district government and the village government also attend thebaseline survey.
2) Total 16 key farmers (KFs) are selected after the baseline survey considering the selectioncriteria suggested by MATIs tutors.
3) MATIs’ tutors conduct residential training for 20 participants including 16 KFs, 2 extensionofficers and 2 scheme leaders. At the end of training, improved variety seeds are distributed.
4) KFs select intermediate farmers (IFs) at 3 to 5 IFs /KFs, and then conduct field training for theIFs at three times throughout a cropping season.
5) IFs conduct technical guidance to other farmers (OFs) at 2 OFs/ IF.
Figure 4.3 describes the extension structure and Figure 4.4 shows relation between the standard trainingcourse and dissemination.
3days, 50 ParticipantsParticipatory tools to get basic information
12 days at training institute20 Participants (Key farmers)Practical & Lecture
3days each, 70-100Participants(Key + Intermediatefarmers)Practical training atNursery preparation,Transplanting, Harvestingtime.
Field Day: 200-300Participants (Key +Intermediate + Otherfarmers)
50 ParticipantsMonitoring of indicators etc
Baselinesurvey
ResidentialTraining
1st In-FieldTraining
2nd In-FieldTraining
3rd In-FieldTraining
Cultivation Season of Rice
1st
Monitoring& Planning
2nd
Monitoring& Planning
2 months 4 – 5 months 1– 2 months 1 year
19– 21 months
29
OOther farmers
Key farmers
ARI for Rice researchKATRIN
MAFC (Training Division)
6 MATIs +
Trainingneeds fromdistricts
Training designation and assignment
Rice variety
Farmer-to-farmer
Research
Intermediate farmers
Districtextension
DAICO
Irrigated
Extensio
Use of research
Guidance and advicefrom the Japaneseexpert team
KATCIITraining
Trainin
Figure 4.3 Implementation structure of extension applied in TANRICE-1Source: Modified from the Mid-term review report on TANRICE-111
Figure 4.4 Relation between the standard training course and dissemination in TANRICE-1Source: Training Division of MAFC (2012), p.821
There are several constraints for extension as identified above. Studying the training-based extensionapproach, we found that the approach can release the disseminating activities from the constraints asshown in Table 4.11. It will be one of the reasons of the big performance.
30
No. Constraints Effect to reduce influences from the constraint1 Shortage of extension officers KFs and IFs were applied to supplement extension officers on rice.
2Training capacity constraints in someMATIs
Applying KFs as trainers in field training, number of trainers iseconomized despite limit of scientific parts of agricultural practices
3 Small number of rice researchers Researchers were fostered in the technical cooperation.4 Reduced budget source for extension Applying KFs and IFs, extension costs were tried to be reduced.
Table 4.11 Constraints and releasing effects by the TANRICE-1 approach
4.4.3 Challenges(1) Challenge of training cost11, 12
The higher the effect, the higher the cost. Since one standard training course is a series of several trainingactivities, the total cost is high as shown in Table 4.12.
KATC* Ukiriguru** Ilonga* Igurusi**1 Baseline survey 2,982,600 1,089,400 4,532,900 1,800,4002 Residential training 12,818,500 14,875,400 14,310,700 9,654,1503 First infield training 4,895,584 2,319,300 5,163,200 2,339,0004 Second infield training 4,895,584 1,424,100 4,677,200 2,026,0005 Third infield training 5,082,484 2,141,500 5,751,900 2,636,5006 Monitoring and planning 3,812,376 1,740,000 3,977,400 1,765,500
34,487,128 23,589,700 38,413,300 20,221,550Note: *Costs include travel costs.
KATC's travel costs are base on Bahi Irrigation shceme in Dodoma (Bahi district).Ilonga's travel costs are based on Kitere Irrigation scheme in Mtwara (Rural) district.
:**Costs do not include travel costs.: The costs of MATI-Igurusi are based on their last review in July 2012.
No. Item descriptionTotal cost per item (Tsh)
Grand total
Source: Presentations made for TANRICE-2 workshops held at MAFC training institutes of KATC,Ukiriguru, Ilonga and Igurusi on Jan. 23-24, 2013, Jan. 30-31, Feb. 6-7 and Feb. 13-14, respectively.
Table 4.12 Summary of standard training costs as of January/February 2013
According to the Terminal evaluation report on TANRICE-1, Tanzania organizations’ efforts of obtainingthe training budgets were acknowledged that about 60% of the total was shared by these organizations. Itwas, however, also noted that actual delivery of the budgets had been delayed and some budgets had notbeen actually disbursedp9. Since the standard training is carried out according to the crop cultivationstages, delayed budget delivery caused inefficient implementation of the trainings. Tanzaniaorganizations, thus, tried to carry out down-sized standard training courses. For increasing the extensionby the training-based extension approach, budget deficiency was also recorded to be a constraint in theterminal evaluation. Considering these facts, it was recommended to develop Modified StandardTraining courses for cost-effectiveness.
Problem-9: Unprompted delivery and deficiency of the training budget (referred to underline p9)
(2) Challenge of quantitative achievementsTable 4.13 summarizes the achievements and evaluation of TANRICE-1. There are partial achievementsof the target indicators.
31
No. Project Design Matrix (PDM) Indicators Achievements Evaluation
1
Project purposeRice yield per unit area is increased atleast by 1 ton/ha in each priority irrigationscheme.
Total 16 schemes out of 30 (53%)increased the paddy yields more than1 t/ha.
It was partlyfulfilled.
2
Annual monitoring and planning on ricefarming is continuously conducted by therelevant district officers and farmers inpriority irrigation schemes.
So far continuous monitoring andplanning on rice farming has beenconducted using JICA’s localbusiness fund. It may be necessary todevelop a simpler method ofmonitoring which is implementablewithin limited resources of thedistricts or irrigation schemes.
Not known
3
Target groupFifteen thousand (15,000) and 600smallholder rice farmers for TanzaniaMainland and Zanzibar, respectively.
Excluding those who areparticipating in the modified trainingcourse, there were 594 KFs (315men and 279 women) and 2,371 IFs(1,293 men and 1,078 women)trained in 38 irrigation schemes.Total number of direct beneficiaries,including those who participated inthe farmer field days was 5,255although total number of rice farmersin the 38 irrigation schemes is17,267.
It was partlyfulfilled.
4
Overall goalsOverall goal-1: The training developed bythe TC is implemented in other irrigationschemesIndicator-1: The trainings are conducted inat least 12 other irrigation schemes by2015.
There is a high prospect ofconducting the standard trainingcourse for 12 other irrigationschemes or more by 2015 if financialresources are assured. Downsizingof the standard training course(modified standard training course)together with playing respectiveroles of key-stakeholders of riceindustry development is worthtrying.
Highprospect
5
Overall goal-2: The income from riceproduction among smallholder ricefarmers in priority irrigation schemes isincreased.Indicator-2: The income from riceproduction among smallholder ricefarmers is increased by 40% in eachscheme by 2015.
Based on the increasing the paddyyield in many irrigation schemes aretrend of increasing the paddy price,it is expected that this indicator willbe fulfilled.
Not known
Source: "Implementation and Achievements of Technical Cooperation in Supporting Service DeliverySystems of Irrigated Agriculture (TC-SDIA/TANRICE) under ASDP by Training Division, on June2012, pp. 21-24.
Table 4.13 Achievement summary of TANRICE-1
32
In order to study the reasons for the partial achievement of target number of farmers, desireddissemination and actual are compered in Table 4.14. It can be said that the main reason for the partialachievements on extension was due to “low effectiveness” of dissemination from IFs to OFs.
Cascade stage Frequency of standardcourses per year
Standard trainingof KFs
Number of IFsdisseminatedfrom one KF
Number of OFsdisseminatedfrom one IF
Design 16 4 2Actual results 2.6 15 4 1Actual/Design (%) 94 100 50Note 1: KF=Key farmer, IF=Intermediate farmer, OF=Other farmerNote 2: The actual results are computed by TANRICE-1 Chief advisor (CA)
Table 4.14 Comparison of design and actual results
It was also specifically studied at the design stage of TANRICE-2; a survey was carried out in fourschemes involving 399 farmers (KFs, IFs and OFs) to study the effectiveness/impact of FTF extension 10.The survey report is hereinafter referred to as “T-report.” A researcher studied the effect of FTFextension by questionnaire survey of 339 farmers applying three disseminated techniques as indicators.The three techniques were straight row transplanting, bund making/repairing and plot leveling. Thesurvey results indicated that the rate of dissemination from IFs to OFs was only 30% whereas that fromKFs and extension officers to OFs was 50 to 60%. From the results in the T-report, the followings wereobserved:
1) FTF extension from IFs to OFs is not effective as designedp10 although IFs were expected as theimportant dissemination players.
2) FTF extension is effective not as by cascade dissemination from IFs to OFs but directdissemination from KFs, IFs and extension officers to OFs.
According to the T-report, the reason of the low effectiveness is that KFs were strictly selected withindicated criteria under KATC (MATI) whereas IFs were not strictly selected.
Besides, the survey’s results indicate the dissemination channel from field employees who were trainedby the KFs also disseminate techniques to other farmers when they were employed by the other farmers.
Problem-10: Ineffectiveness of dissemination from IFs to OFs (referred to underline p10)
(3) Challenges of qualitative achievements6, 10
Generally, it is reported that irrigation efficiency is quite low, estimated at 14 to 20 %. In order toimprove this condition, trainings were carried out in TANRICE-1. In the T-report, the training result forfield water management was also studied on two key techniques, i.e. bund making/repairing and plotleveling. It is reported that the actual technical levels of these two techniques were observed to be farbelow the acceptable levelp11. It means that more improvements are necessary for field watermanagement in the training.
Problem-11: Unqualified application of bund making/repairing and plot leveling (referred to underlinep11)
4.5 Reasons for Assistance from JapanJapan has placed Tanzania as an important targeted country for its official development assistance inAfrica, and defined the assistance purpose as “sustaining its economic development and povertyreduction.” Japan’s Country Assistance Programme (CAP) for Tanzania that was revised in June 2008prioritizes the area of its cooperation in agriculture as one of the important sectors. JICA has also statedto put the importance on economic development for poverty reduction in “Rolling Plan for Tanzania”
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revised on June 2012, and has prioritized agriculture as one of the important issues. The implementationplan for agriculture has been done through the ASDP promotion support programme and rice productioncapability strengthening programme. As described in Chapter 3, JICA has carried out both financialassistances and technical assistances in these programmes on rice under NRDS. Technical cooperationon rice is defined in this framework and thus the efficient implementation is expected in collaborationwith other complementary activities.
Furthermore, JICA has historically carried out a total of six technical cooperation projects on rice since1974. The KATC has been established; the package of rice production technologies and the trainingmodules have been formulated and MAFC & MANR tutors have been fostered at KATC, KATI andother MATIs through these projects. Dissemination over the country was also conducted andeffectiveness of the training-based extension approach has been proved. By applying and building onthese past assets, implementation of this technical cooperation on rice will be more efficient.
5. PROJECT STRATEGY
5.1 ObjectivesProjects are implemented to solve the problems. We studied the objectives to solve the problemsidentified in chapter 4. Table 5.1 summarizes the objectives together with the problems and constraints.We conducted objective analysis to clarify the mean-end relationships among the objectives, and theobjective tree was made as shown in Figure 5.1. We have to achieve the objectives avoiding influencesfrom the constraints.
No. Problem Objectives Constraints
1 Manual operation of paddy production0-1 Increase application of agriculturalmachinery
2 Low productivity of rainfed upland & lowland rice
0-2 Increase productivity of rainfed upland& low-land rice
3Insufficient basic studies for rainfed upland& low land rice
0-3 Increase number of studies on rainfedrice for training and extension
4 Limited/insufficient modern irrigationschemes
0-4 Develop modern irrigation schemes*
5Influences of irrigated lowland frominadequate rain 0-5 Inrease irrigation efficiency
6 Weak O&M of irrigation schemes 0-6 Improve O&M of irrigation schemes7 Inadequate storage capacity 0-7 Improve storage capacity8 Inadequate post-harvest technologies 0-8 Improve post harvest technologies
9Unprompted delivery and deficiency of thetraining budget
0-9 Apply modified training to efficientlycope with delayed and/or deficient budget
10 Ineffectiveness of dissemination from IFs toOfs
0-10 Increase dissemination effectivenessfrom IFs to OFs
11 Unqualified application of bundmaking/repairing and plot leveling
0-11 Improve quality of bund making andplot leveling
Note: Since another JICA project "TANCAID" includes this objective, it is omitted from objective analysis.
Table 5.1 Summary of problems and objectives to solve the problems and constraints
Difficulties of supervising extensionservices due to services by two separateMinistriesShortage of extension officersTraining capacity constraints in some
MATIsSmall number of rice researchersReduced budget source for extension
activities
From the objective analysis, the following ranked objectives were identified.The first rank objective: Improved rice farming technologies are adopted by farmers.The second rank objectives:
1) Improved production technology of irrigated rice is disseminated.2) Improved rice production technology of rainfed upland & low-land rice is developed and
disseminated.3) On-farm value loss/addition is improved.
34
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35
According to the theory of Project Cycle Management, the first rank objective is the project purposeand the send rank objectives are outputs. Since, however, the objective analysis was done aftermaking the project design, there is a small discrepancy between the purposes and outputs shown inthe R/D and those produced from the above objective analysis as shown in Table 5.2.
Table 5.2 Comparison of the project framework from the objective analysis and that from the R/DItem Objective analysis R/D
Project purposeImproved rice farming technologiesare adopted by farmers.
Rice farming technologies are adopted byfarmers in the priority rice productionareas.
Output-1
Improved production technology ofirrigated rice is disseminated.
Training approach for disseminating theappropriate irrigated rice cultivationtechnologies (standard training) isstrengthened nationwide.
Output-2Improved rice production technologyof rainfed upland & low-land rice isdeveloped and disseminated.
Training approach for disseminating theappropriate rainfed rice cultivationtechnologies is developed.
Output-33) On-farm value loss/addition isimproved.
The subject-matter training programs onthe value chain of rice industry arestrengthened.
5.2 StrategyIn order to achieve the objectives avoiding the serious influences from constraints, we have toestablish a strategy. Three methods were suggested for the strategy during the Detailed PlanningSurvey.
5.2.1 Apply TANRICE-1’s training-based extension approachTANRICE-1 adopted training-based extension approach to disseminate rice production technologiesthrough FTF, and performed big production increase as discussed in Sub-chapter 4.4.
However, in order to achieve the targeted number of farmers to be capacitated with rice cultivationtechnologies in TANRICE-2, there are challenges as discussed in Sub-chapter 4.4. TANRICE-2needs to improve the approach and/or employ other approaches.
5.2.2 Enhance use of the cost-effective approach by adopting “Modified Standard Training Course”This method is discussed at the Detailed Planning Survey of TANRICE-2. The shorter period andlower cost training will be added to the standard training course focusing on the more effectivecomponents of the training course. This new course is called “Modified Standard Training Course.”The number of trainings per year will be increased with the additional new type of courses asestimated in Table 5.3.
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Training MATI No oftraining
Duration(year)
Targetirrigationscheme/site
Total
Standard Training 6 1 5 1 30Modified Standard Training 6 2 4 2 96Subject Matter Training 6 3 5 1 90Upland Training 10 5 1 50Rainfed Low Land Training*Total 266Note: *The number is decided within two years from the TANRICE-2 start.Source: JICA Detailed Planning Suvey Team
Table 5.3 Expected training courses in TANRICE-2
Other methods of realizing cost-effectiveness can be suggested such as conducting joint trainingcourses for plural irrigation schemes, reducing frequency of visit for in-field training by tutors andothers.
Based on the dissemination data from TANRICE-1, we estimated the number of farmers to becapacitated assuming that the number of trainings can be increased by applying the cost-effectiveapproach. In addition, spreading out of technologies from trained farmers to others can also beassumed at about 20%, which is cited from a reference18. Figure 5.2 describes the estimation results.Since the number of target farmers is 36,000 (this is discussed later), we have a shortfall of roughly12,000 farmers (36,000 23,816). We need to increase capacitated number of farmers from the IFsby enhancing the FTF extension.
5.2.3 Enhance farmer-to-farmer extension approachAnother approach of the enhancement is conducting training courses for extension officers andexpecting them to enhance field training of IFs. However, one of the constraints on extension isshortage of extension officers. Other approaches can be suggested such as providing new extension-effective subject matter training courses, application of effective extension materials (posters,flipcharts, etc.), etc.
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Differencebetweentarget andestimation
Figure 5.2 Estimation of number of farmers to be capacitated via the cost-effective approach andspreading out of technologies
6. PROJECT DESIGN
The design is summarized in the Project Design Matrix (PDM) and Plan of Operation (PO) as shownin Annex-1 and -2 respectively, and the details are described below. It should be noted that theposition name of District Agriculture and Livestock Development Officers (DALDOs) has beenchanged to be District Agriculture Irrigation and Cooperative Officers (DAICOs) although theabbreviation “DALDOs” is used in the PDM attached.
6.1 Target NumbersTarget numbers are defined as follows.
1) Number of farmers to be introduced to farming technologies is 36,000 or more. This figurewas suggested from computation shown in Table 6.1.
No. Item TANRICE-2 estimationNumber of MATIs and KATC 6.0Training frequency per year 4.0Number of years for conducting trainings 5.0Number of KFs participating in one standard training course 20.0Number of IFs disseminated from one KF 4.0Number of OFs disseminated from one IF 2.5
36000Total target number= × × × × × ×
Table 6.1 Computation of the target number of farmers to be disseminated
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2) Number of rice production areas is 200 schemes, which are suggested by rounding 266 inTable 6.1.
3) Number of irrigation schemes is 120.
On the number of irrigation schemes, it was written during the Detailed Planning Survey that theestimated target figures might not be so deeply discussed and the number of schemes would bedecided considering the following points:
1) Priority of district office and Zonal Irrigation and Technical Services Units (ZITSUs).2) Priority of central government.3) Capability of district or central government to share the cost of the training course.
Actual implementation of the training courses will also be determined by the amount of cost share bydistrict or central government. The standard amount of the cost sharing will thus be set in the courseof the project as a starting point though, 50% of the total cost for standard training course isproposed at the Minutes of Meetings signed in the Detailed Planning Survey on May 23, 2012.
6.2 Overall GoalConsidering the nationwide approach, the goal is stated to be “Rice production is increased in therice production areas across the country.” The objectively verifiable indicators are stated as follows.
1 The annual rice production exceeds 1.96 million tons per year across the country by 2018.2 The annual rice production exceeds XX* million tons per year across the country by 2021.
The target value shown with “XX” will be established in Tanzania Mainland and Zanzibarrespectively around two (2) years after the commencement of TANRICE-2.
6.3 Project PurposeThe purpose is defined to be “Rice farming technologies are adopted by farmers in the priority riceproduction areas.”
IndicatorsThe objectively verifiable indicators are stated as follows.1) The number of farmers adopting at least XX rice farming technologies introduced by the project
exceeds 36,000 farmers in the priority rice production areas in 2018.2) The percentage of farmers who realize a production increase exceeding 80% on average in the
priority rice production areas in 2018.3) The percentage of productivity increment observed in selected irrigation schemes (120 schemes)
per cultivation season exceeds 25%.
DescriptionsThe first indicator is set to evaluate directly the level of achievement; that the number of farmersadopting rice farming technologies is increasing. Priority rice production areas include the irrigationschemes (output 1) and rainfed upland rice areas (output 2) identified by the project as well as thepriority areas for the subject-matter training course (output3). The second indicator is set to evaluatethe increment of rice production as a consequence of adopting the technologies. The third indicatoris set since the probability of improving productivity by the standard training course is very highjudging from the achievement of TANRICE-1.
Means of verificationThe following two methods were suggested in the R.D.1) Monitoring sheet prepared in the Activity 1-8, 2-9, and 3-6 (these are shown later).2) Questionnaire surveys to the key, intermediate, and other farmers
6.4 Project Outputs and ActivitiesThe outputs together with the objectively verifiable indicators and activities are shown below
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6.4.1 Output-1: Irrigated rice(1) OutputTraining approach for disseminating the appropriate irrigated rice cultivation technologies(standard training) is strengthened nationwide. “Appropriate irrigated rice cultivation technology”indicates the technologies developed/improved by the project and utilized in the training.
(2) Indicators and means of verificationObjectively verifiable indicators
1-1The number of standard trainings conducted by each MATI and KATC is increased.1-2The number of instructions on the technologies from key/intermediate farmers to
intermediate/other farmers respectively is increased through the training approach in theselected irrigation schemes.
1-3The percentage of the monitoring sheets submitted to MATIs/KATC/DAICOs from theselected irrigation schemes exceeds XX% every year.
1-4The participation rate of women farmers (key and intermediate) exceeds 45% in the training.
Description1) On indicator 1-1, the project will conduct the existing standard training course flexibly
responding to the needs and financial situation of districts. In addition, the standard trainingcourse will be modified without changing basic training methodology for expansion ofoutputs to increase the number of irrigation schemes/districts with less costs than those ofthe standard training course. The total number of existing standard training courses andmodified standard training courses is set as the indicator for the project purpose.
2) On indicator 1-2, as mentioned before, it was found that technology transfer especially fromIFs to OFs did not work properly as designed in FTF extension mechanism. Therefore, it isnecessary to strengthen it and the indicator 1-2 is set to evaluate the increment of thenumber of instructions on the technologies as a result of improved FTF extension.
3) On indicator 1-3, the follow up by districts is also very important not only for promotingFTF extension but also for sustainability of the TANRICE training system. It is planned toconduct training of monitoring for extension officers to strengthen linkage between districtsand MATIs. The ratio of total number of monitoring sheets submitted by districts, i.e. XX%,will be set by around two (2) years after the commencement of the project.
4) On indicator 1-4, continuous activities for gender mainstreaming contributed effectively toachieve project purpose in the past technical cooperation. Indicator 1-4 was set to verify ifboth men and women participate and benefit equally.
Means of verification1) Training records2) Monitoring sheet prepared in the Activity 1-8 (shown below)3) Monitoring sheet prepared in the Activity 1-8 (shown below)4) Training records
(3) Activities1-1Organize sensitization workshops on the rice cultivation technologies and the value chain of
rice industry for key stakeholders in priority rice production areas.1-2Clarify the roles and functions of stakeholders in the context of rice industry development
including DAICOs and agricultural extension officers.1-3Review and modify the standard training based on the requests and financial conditions in
districts.1-4Study the existing conditions of irrigation schemes.1-5Identify irrigation schemes for the standard training course.1-6Conduct training of trainers (TOT) on irrigated rice cultivation technologies for
agricultural tutors and agricultural extension officers.
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1-7Conduct the standard training course in the identified irrigation schemes by involvingDAICOs and agricultural extension officers in the identified irrigation schemes.
1-8Monitor rice cultivation activities in the irrigation schemes with the agricultural extensionofficers.
1-9Examine and improve the management of the standard training course.1-10 Promote dissemination activities of rice development technologies across the country.
6.4.2 Output-2: Rainfed rice(1) OutputTraining approach for disseminating the appropriate rainfed rice cultivation technologies isdeveloped.
(2) Indicators and means of verificationObjectively verifiable indicators
2-1The productivity of rainfed lowland rice cultivation technologies verified by the Projectexceeds XXX tons/ha.
2-2The number of instructions on the technologies from key/intermediate farmers tointermediate/other farmers respectively is increased through the training approach in theselected rainfed upland rice areas.
2-3The percentage of the monitoring sheets submitted to MATIs/KATC/DAICOs from theselected rainfed upland rice areas exceeds XX% every year.
2-4The participation rate of women farmers (key and intermediate) exceeds 45% in the training.
Description1) On indicator 2-1, specific activities have not been conducted in rainfed lowland in
TANRICE-1; therefore, it is not known whether a uniform technical package similar to thatused for irrigated rice cultivation would work since the situation of the ecosystem is highlydiversified. It is necessary to verify feasible technologies within 2 years afterimplementation of the project. If the validity of the technologies is high, formulation andimplementation of training course for rainfed lowland on pilot scale will commence in the3rd year of the project.
Indicator 2-1 is set to verify whether or not the technologies developed and confirmedfeasibility through verification study can improve productivity of rice cultivation in rainfedlowland conditions.
2) On indicators 2-2, 2-3 and 2-4 of upland rice, the project will conduct NERICAcultivation training courses developed by TANRICE-1 for rainfed upland. Besides,indicators 2-2, 2-3, 2-4 are set for improvement of FTF extension, strengthening follow upactivities by districts and emphasizing the gender mainstreaming as output 1.
Means of verification1) Results of verification trials2) Monitoring sheet prepared in the Activity 2-9 (shown below)3) Monitoring sheet prepared in the Activity 2-9 (shown below)4) Training records
(3) Activities2-1Collect basic information on rainfed lowland rice areas.2-2Clarify issues and challenges on rainfed lowland rice cultivation technologies.2-3Conduct verification trials for rainfed lowland rice cultivation.2-4Examine the results of trials for the feasibility of training on rainfed lowland rice cultivation.2-5Review/develop the training on rainfed upland rice cultivation technologies.2-6Study and identify rainfed upland rice areas for the training.
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2-7Conduct TOT on rainfed upland rice cultivation technologies (including NERICA) foragricultural tutors and extension officers.
2-8Conduct the training on rainfed upland rice cultivation technologies by involving DAICOsand agricultural extension officers in the identified rainfed upland rice areas.
2-9Monitor the rice cultivation activities in the rainfed upland rice areas in with theagricultural extension officers.
6.4.3 Output-3: Value chain(1) OutputThe subject-matter training programmes on the value chain of rice industry are strengthened.
(2) IndicatorsDefinition
3-1Participants’ degree of understanding the subject-matter training programme contentsexceeds XX% on average regarding the subject-matter training programme contents.
3-2The percentage of the monitoring sheets submitted to MATIs/KATC/DAICOs from thepriority areas/groups exceeds XX% every year.
3-3The number of teaching materials, pamphlets, etc. for the subject-matter training isincreased.
3-4The number of the subject-matter training on gender conducted by MATIs/KATC isincreased.
Description1 On indicator 3-1, the project will conduct value chain analysis on rice industry and
develop new subject matter training course as necessary. Existing subject matter trainingcourse shall be improved and conducted as needed. The level of understanding is mostly todo with 3-3.
2 On indicator 3-2, it is set for strengthening follow up activities by districts.3 On indicator 3-3, This output will be also evaluated by the types of technical materials
developed by the participants of the Subject Matter Training (SMT) courses are set asindicator 3-1.
4 On indicator 3-4, it is set to increase number of the SMT for gender mainstreamingconducted by MATIs/KATC.
(3) Activities3-1Review the value chain of rice industry, such as irrigation scheme management, marketing,
gender, etc.3-2Review/develop the subject-matter training.3-3Identify the priority areas/groups for the subject-matter training.3-4Conduct TOT on the value chain of rice industry for agricultural tutors and extension
officers.3-5Conduct training on the value chain of rice industry for the DAICOs, agricultural extension
officers, farmers, etc. in the priority areas.3-6Monitor the outcomes of the training with the agricultural extension officers.
6.5 Phasing of ImplementationIt is assumed that the JICA training budgets of the first year are partially disbursed, those of thesecond year are yet fully disbursed for two newly involved MATIs although those are fully for all theother MATIs, and those of the third and the following years are fully disbursed. The followingphasing will be suggested under this assumption. Details of the contents and required period will bedefined by each task groups.
6.5.1 Output-1: Irrigated ricePhase-1: Conduct pilot trial of standard and subject matter training, develop the modified trainings
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based on monitoring the past training results, and carry out TOT of two MATIsPhase-2: Conduct all the training courses and carry out monitoring.
6.5.2 Output-2: Rainfed riceLowland rainfed ricePhase-1: Conduct study the situation of rainfed lowlandPhase-2: Conduct verificationPhase-3: Develop training coursesPhase-4: Implement training courses
Upland rainfed ricePhase-1: Conduct monitoring of the previous trainings and modify the coursePhase-2: Conduct training with modificationPhase-3: Conduct training
6.5.3 Output-3: Subject matter trainingPhase-1: Develop course contents and trial (2 years)Phase-2: Conduct training courses.
6.6 Points to be considered in TANRICE-26.6.1 Operation system of training courses
1 Cost sharing for implementation of training course It is agreed to share the training cost byGoT and JICA to secure the sustainability of TANRICE-2. However, it was quite difficult forTANRICE-1 to foresee the allocation of the budget from district and even the timing ofallocation was not predictable, which greatly influenced the implementation of the project. Ifthe TANRICE-2 expects cost sharing too much by district, TANRICE-2 may not achieve thetargets such as the number of training courses implemented and beneficiaries of the training.It will be very important to balance the consideration for sustainability and achievability ofthe targets. It is necessary to discuss cost sharing arrangements at the beginning ofTANRICE-2.
2 Consideration for tranfer of training costs to MATIs: Seven (7) Institutes namely KATC,MATI-Ukiriguru, MATI-Igurusi, MATI-Ilonga, MATI-Mtwara, MATI-Tumbi and KATI willopen bank accounts which will be used to transfer the budget from JICA for the Project. Alsofollowing points are confirmed and guaranteed by MAFC/MANR.
MAFC/MANR will supervise and take responsibility in the management of the transferredbudget to the account, and reimburse
Financial report will be submitted to JICAVouchers and receipts will be checked directly by JICARemaining balance of the transferred budget will be reimbursed immediately upon request.Ineligible use of transferred budget should be reimburse to JICA
It is worthwhile to consider for MATIs to open exclusive accounts for TANRICE-2, if theaccounting becomes complicated. It will also be important for TANRICE-2 and JICA Tanzaniaoffice to consider provisional payments for smooth implementation of the training course byMATIs.
6.6.2 Strengthening monitoringBasically, TANRICE-1 collected information for monitoring & evaluation from farmers by groupinterview. TANRICE-1 spent so much time and effort to collect accurate information, in which eventutors sometimes made mistakes of calculation of paddy yield. In addition, it is not known how thetechnologies introduced by TANRICE-1 were disseminated from the direct beneficiaries who couldparticipate the training to indirect beneficiaries who could not participated it since the informationwas limited. It is, therefore, necessary to consider modified/additional monitoring methods to collect
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accurate information and understand the situation of dissemination from direct beneficiaries toindirect beneficiaries by conducting monitoring irrigation scheme which was a target in TANRICE-1.
6.6.3 Seed productionIn the 2nd year of TANRICE-2, the NERICA cultivation training course will be conducted 10 timesper year by 6 MATIs. The amount of seeds distributed for 1 training course will be 340 kg((1VAEO+4KFs+12 IFs)×4 villages×5kg including amount for practical training). It is necessary tostart seed production of NERICA1 immediately after commencement of TANRICE-2 since the totalamount of the seeds required for 10 training courses will be 3,400 kg. It is also important to consideralternative seed production systems e.g. Quality Declared Seed (QDS) of which farmers themselvesproduce QDS in their community for not only NERICA but also other varieties. For seed productionby MATI or by farmers under MATI guidance, MATI needs permission from Agricultural SeedAgency (ASA) and supervision by Tanzania Official Seed Certification Institute (TOSCI).
6.6.4 Others1 Capacity building of researchers: TANRICE-1 had co-operated with researchers under the
output of “technical capacities of the research, training and extension institutions areenhanced to further promote rice production in the future” TANRICE-2 however has so farnot planned concrete activities with research institutions though research institutions areregarded as collaborators in TANRICE-2. It will be very effective to collaborate withresearch institutions since it already engages studies on rainfed lowland areas and valuechain analysis on rice. TANRICE-2 will consider actual collaboration after confirming theassistance and progress on research by other donors like EAAPP. It will also beworthwhile for the capacity building component to consider dispatch of short term expertsfrom Japanese research institutes and universities to explore the possibility of jointresearch activity/activities between Tanzania and Japan.
2 Value chain analysis (collaboration with DADPs): Districts currently select prioritycommodity crops and conduct value chain analyses on the selected crops for formulationof DADPs. If TANRICE-2 can be involved in this process, it would be possible not only toacquire the information on value chain of the district but also to contribute to improvementof value chain on rice in the area by proposing effective training course/courses related tothe value chain.
3 Strengthening extension capacity of districts: The number of extension officers has beenincreasing from the year 2007. However, it is not clear how the extension system hasstrengthened as a result of this increment. In TANRICE-2, it is designed to improveefficiency of operation of training courses by strengthening extension capacity of districts.To start with, TANRICE-2 needs to study the actual situation of extension in the priorityrice production areas and examine how to strengthen the extension capacity of the district.
4 South-South cooperation: TANRICE-1 received two experts from Philippine RiceResearch Institute (PhilRice) in accordance with CARD, in which South-Southcooperation is regarded as an effective approach. TANRICE-2 will positively promoteSouth-South cooperation if the resource is appropriate in some technical areas (e.g.dissemination of simple threshing machines).
5 Collaboration with other donor supports: There are several cases in which KATCconducted training courses sponsored by different donors such as USAID. TANRICE-2will make an effort to expand its impact in collaboration with such and other donors.
6 Gender mainstreaming: Gender mainstreaming was one of the most important features inTANRICE-1 and it had generated a good impact on rice producing farmers. Since gendermainstreaming is long term process, it is necessary for TANRICE-2 also to continuegender mainstreaming in all the relevant training courses and activities.
7 NERICA extension in Zanzibar: NERICA extension in Zanzibar has been conducted byZARI and is different from mainland where training institutes are disseminating NERICAby giving cultivation training courses to farmers. TANRICE-2 will consider furtherpromotion of NERICA in Zanzibar under framework of the project.
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8 Special consideration on environment: Environmental issues should also be considered inorder to ensure sustainable agriculture.
6.7 Project Inputs6.7 .1 Inputs from the Tanzania side
1) Counterpart personnel2) Office space for expert;3) Supply or replacement of machinery, equipment, instruments, vehicles, tools, spare parts
and any other materials necessary for the implementation of the project other than theequipment provided by JICA;
4) Available data (including maps and photographs) and information related to the project;5) Running expenses necessary for the implementation of the project;6) Expenses necessary for transportation within Tanzania of the equipment provided by JICA
as well as for the installation, operation and maintenance thereof;7) Necessary facilities for the remittance as well as utilization of the funds introduced into
Tanzania from Japan in connection with the implementation of the project in case it isrequired
6.7.2 Inputs from the Japanese side1) Dispatch of experts: Experts are dispatched in the specialty of Chief Advisor, Coordinator,
Rice Cultivation Technology, Rice Cultivation Extension, Water Management/Farmers’Organization, Marketing & Post-harvest Processing, Irrigation Scheme Management,Gender Mainstreaming and Other field experts according to necessity. The terms ofreference on the long-term experts are shown in Annex-3.
2) Training: Training of task group members in Japan and/or third countries3) Machinery and equipment: Necessary and mutually agreed machinery and equipment for
the implementation of the project such as vehicles, bus for the transportation of participantsin training and others
4) Facility: Improvement of training facility according to necessity5) Local expenses for the project activities which are not covered by GoT such as expenses for
training/workshop/seminar, teaching materials and others
6.8 Important Assumptions and Other Conditions6.8.1 Important assumptions(1) Assumption for outputsOne assumption is stated in the PDM, i.e. “During the cooperation period, the DAICOs, agriculturalextension officers, and farmers capacitated by the Project continue working in the target areas.”Whereas farmers usually continue working at the same fields, officers may be transferred to otherassignments. According to the experiences in TANRICE-1, however, the transfer is within thedistrict and it did not influence much. This assumption will, thus, be ensured in TANRICE-2.
(2) Assumptions for the project purposeThree assumptions are stated in the PDM, as follows.
1) Annual rainfall is not largely reduced.2) Natural disasters, such as droughts, floods, etc., do not have a profound effect on the project
activities.3) Outbreaks of serious rice diseases do not occur.4) Exit of experts’ organization of task groups can be achieved at the end of TANRICE-2.
On the natural conditions, according to the TANRICE-1, these natural disasters happened and theyinfluenced the rice production in some years. However, in the long run, the influences did not bringprofound effect on the project activities. On the rice diseases, Rice Yellow Mottle was observedduring TANRICE-1, but it happened in limited area. These assumptions will, thus, be ensured inTANRICE-2. The exit assumption can, however, not be foreseen at the beginning stage.
45
(3) Assumptions for the overall goalTwo assumptions are stated in the PDM, as follows.
1 Price of rice does not drastically decline.2 Resources necessary for the rice industry development are continuously allocated.
On the rice price, according to TANRICE-1, price down did not happen. On the resource allocation,no serious problem was experienced in TANRICE-1. These assumptions will, thus, be ensured inTANRICE-2.
6.8.2 Other conditionsAny risk and prior obligations and prerequisites are not described in the PDM.
6.9 Project Implementation Structure6.9.1 Project organization structureThe Project organization chart is given in the Figure 6.1. The roles and assignments of relevantorganizations are as follows:
Figure 6.1 Project organization chart
(1) Implementing agency on Tanzanian sideResponsible personnel for project management1) Responsibilities for overall administration and implementation of the Project will be taken by
Permanent Secretary of MAFC as the Project Director.2) The Director of Training Division of MAFC will support Project Director for regular-basis
managerial and technical matters and make a coordination with other related institutions asProject Manager.
46
Implementers of the ProjectSeven (7) institutions namely KATC, MATI-Ukiriguru, MATI-Igurusi, MATI-Ilonga, MATI-Mtwara,MATI-Tumbi and Kizimbani Agricultural Training Institute will take responsibilities to implementthe trainings in the Project.
Collaborators of the ProjectAgricultural Research Institutes, Zonal Irrigation and Technical Services Units, and Districts willcooperate as collaborators for the smooth and effective implementation of the Project.
Task GroupGOT will provide necessary personnel to ensure the smooth operation of the Project by theImplementers described above as Task Group Members. The Director of Training Division of MAFCwill be assigned as the leader of Task Group Members and Principal of KATC will be assigned asassistant leader of Task Group Members. Terms of references of the Task Groups are described inAnnex-5 and the members are shown in Annex-6. Task group members are counterparts (C/Ps) ofJICA experts.
(2) JICA ExpertsThe JICA experts will give necessary technical guidance, advice and recommendations toMAFC/MANR on any matters pertaining to the implementation of the Project.
6.9.2 Project management structureThere are several committees/groups according to the several level of government structure. Theseare generally summarized in Figure 6.2, and specifically described below.
(1) Joint Coordinating CommitteeJoint Coordinating Committee (hereinafter referred to as “JCC”) will be established in order tofacilitate inter-organizational coordination. JCC will be held at least once a year and whenever it isdeemed necessary. JCC will approve an annual work plan, review overall progress, conductmonitoring ad evaluation of the Project, and exchange opinions on major issues that arise duringthe implementation of the Project. A list of proposed members of JCC is shown in the Annex-4
(2) Steering CommitteeSteering Committee (hereinafter referred to as “SC”) will be established in order to share, monitorand facilitate the progress of actual project activities. SC will be held twice a year and whenever it isdeemed necessary. A list of proposed members of SC is shown in the Annex-4.
47
Training DivisionResearch Division
KATC
MATI-Igurusi, Ilonga, Ukiriguru,Mtwara, Tumbi
ARIDakawa
Key Farmers
Study on rainfed lowland ricecultivation and so on.
Farmerto
FarmerExentionApproac
h
Technical backstopping of 5MATIs
OtherFarmers
IntermediateFarmers
Ministry of Agriculture Food security andCooperatives
ResearchOutputs
ImplementingTraining
(StandardTraining, SMT,NERICA, etc.)
Joint Coordination Committee
- To approve the Annual Work Plan- To review the overall progress and annual expenditure- To review and exchange views on major issues
District
ExtensionScheme
Allocationof DADPFunds to Extension
Activities
DALDO
Interventionby JICA
KATIZanzibar
AgriculturalResearch
Farmers
Ministry of Agriculture and Natural Resources(Zanzibar)
Extension Officers Scheme ManagerImplementing ofStandard
Trainining Course(Residential
training at KATC)
Implementing ofNERICA Seed
Multiplication &NERICA Cultivation
at KATC)
Steering Committee
- Monitoring day to day activities
Department ofIrrigation
Department ofAgriculture
ARIUyole
Extension activities
Farmer to Farmer Extension approach employedin Standard Training Course in Zanzibar as well
ARIUkirigu
ARINariendele
KATRIN
AbbreviationsPMO-RALG: Prime Ministor's Office- Regional Administration andLocal GovernmentKATRIN: Kilombero Agricutural Training and Research InstituteARI: Agricultural Research InstituteNERICA: New Rice for AfricaKATC: Kilimanjaro Agricultural Training CentreMATI: Ministry of Agriculture Training InstituteSMT: Subject Matter TrainingDALDO: District Agriculture and Livestock Development Officer
DADP: District Agricultural Development PlanKATI: Kizimbani Agricultural Training Institute
Ministry of FinanceMinistry of Water
Ministry of Natural Resources and TourismPMO-RALG
Zonal IrrigationTechnical Service Unit
Figure 6.2 Project implementation structure.
6.9.3 Project sites and beneficiaries(1)Target Sites of the ProjectTarget sites of the Project will be priority areas producing irrigated rice, upland rice and rainfedlowland rice all over Tanzania. The actual locations will be determined in the course of the Projectin mutual consultation at JCC.
(2)Beneficiaries1) Key, intermediate, and other farmers in the priority areas2) District officers including DALDOs and agricultural extension officers3) Agricultural tutors
6.9.4 Report, review and evaluation(1) ReportsMAFC/MANR and JICA experts will jointly prepare the following reports in English.
1) Progress Report on annual basis until the project completion.2) Project Completion Report at the time of project completion.
(2) Review and evaluation1) Mid-term review at the middle of the cooperation term2) Terminal evaluation during the last six (6) months of the cooperation term.
7. PROJECT APPRAISAL
7.1 RelevanceThis is to question whether the Outputs, Project purpose and Overall goal are still in keeping with
48
the priority needs and concerns at the time of evaluation. As discussed in Figure 2.1, TANRICE-2 isdefined in all the related strategies and programmes. The relevance is thus evaluated to be high.
7.2 EffectivenessThis concerns the extent to which the project purpose has been achieved, in relation to the outputsproduced by the project. As discussed in Section 4.2.1, TANRICE-1 approach will be effective fordissemination; however target numbers will be challengeable as discussed in Section 4.2.2.
7.3 EfficiencyThis is the productivity of the implementation process; it means to evaluate how efficiently thevarious inputs were converted into outputs. The target numbers are very big and the outputs will bemuch more than in TANRICE-1 despite only increase of long-term experts by 50%. Since theeffectiveness is challengeable; efficiency is evaluated to be challengeable.
7.4 ImpactThis includes changes, intended and unintended, direct and indirect, positive and negative, whichwere made as a result of the project. Since almost all the activities are the same as TANRICE-1, thehigh impact is also to be expected in TANRICE-2.
7.5 SustainabilityThis is to question whether the project benefits are likely to continue after the external aid has cometo an end. The sustainability will be high since the tremendous assets from the preceding JICAtechnical cooperation can be applied, except financial aspect. Not all training costs were met byTanzania side even in TANRICE-1, and thus the financial sustainability will be challengeable.
49
REFERENCES
1) Tanzania Five Year Development Plan (2011/12 to 2016/17) in website, p.112) Ministry of Finance and Economic Affairs (July 2010): National Strategy for Growth and
Reduction of Poverty II (NSGRP II), pp. 40-44.3) Government programme document (May 2006): Agricultural Sector Development Programme
(ASDP), pp. 1, 9, 11-12, 15-25.4) AGRA/JICA (Oct. 21, 2008): “The Coalition for African Rice Development: CARD” pp. 1-2.5) Hiroshi Hiraoka (2012): Delivered power point slides at JICA TV meeting held on November
19, 2012 for his terminal report titled “Coalition for African Rice Development InformalReview 2008-2012.”
6) Ministry of Agriculture Food Security and Cooperatives (May 2009): National RiceDevelopment Strategy Final Draft, pp. 5-6, 8-19, 21
7) Japan International Cooperation Agency (JICA) (May 2001):Implementation Survey Report onKilimanjaro Agricultural Training Center (KATC) Phase II Project (in Japanese), pp. 1, 7-12,16, 22-23, 27-29, 39-43.
8) JICA(1993) Preliminary survey report on Kilimanjaro Agricultural Training Center (KATC)Phase I (in Japanese), pp. 5-9, 13-27, 34-38, 46-51, 54-57, 80, 88-89, 91-95.
9) JICA(May 2007) Ex-ante study team report on Technical Cooperation in Supporting ServiceDelivery Systems of Irrigated Agriculture (TANRICE-1) (in Japanese), Annex IV pp. 1-28, 33,Technical cooperation document, p. 22
10) Kenji Tamura (2012): Survey report on farmer to farmer extension for the Detailed planningsurvey on “Project for Supporting Rice Industry Development in Tanzania” (TANRICE-2)during May 18, 2012 to June 28 (in Japanese), pp. 8-19.
11) JICA(2009) Mid-term review report on Technical Cooperation in Supporting Service DeliverySystems of Irrigated Agriculture (TANRICE-1) (in Japanese), pp.9-10, 21-25
12) JICA (2012): Terminal evaluation report on Technical Cooperation in Supporting ServiceDelivery Systems of Irrigated Agriculture (TANRICE-1) (in Japanese), pp. pp. 7-22, Appendix4.
13) C. Martin Webber and Patrick Labaste (2010): Building Competitiveness in Africa’s Agriculture,the Guide to value chain concepts and applications, the World Bank, p.9.
14) Match Maker Associated Limited with Study Commissioned by Act-Tanzania AgriculturalPartnership funded by EU-EC Food Facility Grant No. 2009/213-569 (2010 November fromwebsite): Value chain analysis of rice and maize in selected districts in Tanzania, Volume I:Introduction, context analysis and recommended way forward; Final report, pp.1-2.
15) President’s Office Public Service Management (June 2011): The functions and organizationstructure of the Ministry of Agriculture Food Security and Cooperatives (MAFC) Approved bythe President on 3rd June, 2011, pp. 1-11,
16) JICA (2012): Detailed planning survey report on “Project for Supporting Rice IndustryDevelopment in Tanzania” (TANRICE-2) Draft (in Japanese), pp. 11-37
17) JICA (2010): Provisional survey report on Program for strengthening rice production capability,(in Japanese), 2. Agricultural extension structure and farmer training, pp. 8-11.
18) Smith, Clarence Beaman (1930): The agricultural extension system of the United States, J.Wiley & Sons. Inc., New York, pp. 255-315.
19) The President’s Office (2011): Report on the fifty years of independence of Tanzania Mainland1961-2011, p.77-78
20) Statistics Unit of MAFC (2012): Basic Data: Agriculture and Cooperatives Sector 2005/06 –2009/2010, Tanzania Mainland, pp. 7-8, 21-22, 69
21) Training Division of MAFC (2012): Outputs, Impact and Future of the Technical Cooperationin Supporting Service Delivery Systems of Irrigated Agriculture (TC-SDIA/TANRICE) UnderASDP, Proceedings of a Seminar held at Blue Pearl Hotel in Dar es Salaam, 17-19 April 2012,pp.8-9, 26
22) ILO paper (2012) Economic Growth: In United Nations Tanzania Development Assistance Plan2011- 2015
50
23) Africa human development report 2012: Towards a Food Secure Future, p. 157.24) Revelian S. Ngaiza (2012): Presentation slides at FAO-University of Nairobi-Regional
Workshop on an Integrated Policy Approach to Commercializing Smallholder MaizeProduction at Norfolk Hotel in Nairobi-Kenya on June 6-7, 2012 by the Head Unit ofInvestment Policies and Private Sector Development of Department of Policy and Planning,MAFC (taken from website).
25) Ministry of Agriculture and Natural Resources of Revolutionary Government of Zanzibar(2011): Agriculture Sector Strategic Plan 2011-2014, pp. i, v.
26) TAFSIP drafting team (2011): Draft of Main Document of Tanzania Agriculture and FoodSecurity Investment Plan (TAFSIP), pp. 7-8, 14, 16 (sourced from website)
27) The New Partnership for Africa’s Development (NEPAD) website information on CAADP(http://www.nepad-caadp.net/about-caadp.php)
28) The World Economic Forum (2011): Southern Agricultural Growth Corridor of TanzaniaInvestment Blueprint, pp. ‘I, 2, 7, 17-19, 21, 39.
29) Crop Development Division, Ministry of Agriculture Food Security and Cooperatives (2013):Tanzania Food Crop Production Forecasts …
30) Expert team (2012): Project completion report of the Technical Cooperation in SupportingService Delivery Systems of Irrigated Agriculture (TANRICE) (in Japanese), pp.1, 6
31) Ministry of Water and Irrigation (2010): The National Irrigation Policy, pp. ix to xvi.
51
Ann
ex1:
Proj
ectD
esig
nM
atri
x(P
DM
)Pr
ojec
tTitl
e:Pr
ojec
tfor
Supp
ortin
gR
ice
Indu
stry
Dev
elop
men
tin
Tanz
ania
Proj
ectP
erio
dO
ctob
er,2
012
–D
ecem
ber,
2018
(Six
(6)Y
ears
)Ve
rsio
nN
o.1.
0Ta
rget
Are
as:P
riorit
yric
epr
oduc
tion
area
s*1
acro
ssth
eco
untry
Targ
etG
roup
:Far
mer
sin
the
targ
etar
eas
Dat
eSe
ptem
ber1
,201
2N
arra
tive
Sum
mar
yO
bjec
tivel
yVe
rifia
ble
Indi
cato
rsM
eans
ofVe
rific
atio
nIm
port
antA
ssum
ptio
nsO
vera
llG
oal
Ric
epr
oduc
tion
isin
crea
sed
inth
eric
epr
oduc
tion
area
sacr
osst
heco
untry
.1.
The
annu
alric
epr
oduc
tion
exce
eds
1.96
mill
ion
tons
pery
eara
cros
sth
eco
untry
by20
18.
2.Th
ean
nual
rice
prod
uctio
nex
ceed
sX
X*3
mill
ion
tons
pery
eara
cros
sth
eco
untry
by20
21.
1.St
atis
ticsR
epor
ts
Proj
ectP
urpo
seR
ice
farm
ing
tech
nolo
gies
are
adop
ted
byfa
rmer
sin
the
prio
rity
rice
prod
uctio
nar
eas.
1.Th
enu
mbe
roff
arm
ers
adop
ting
atle
astX
Xric
efa
rmin
gte
chno
logi
esin
trodu
ced
byth
ePr
ojec
texc
eeds
36,0
00fa
rmer
sin
the
prio
rity
rice
prod
uctio
nar
easi
n20
18.
2.Th
epe
rcen
tage
ofth
efa
rmer
sw
hore
cogn
ize
the
prod
uctio
nin
crea
seex
ceed
s80%
onav
erag
ein
the
prio
rity
rice
prod
uctio
nar
easi
n20
18.
3.Th
epe
rcen
tage
ofpr
oduc
tivity
incr
emen
tobs
erve
din
sele
cted
irrig
atio
nsc
hem
e(1
20sc
hem
es)p
ercu
ltiva
tion
seas
onex
ceed
s25%
1.M
onito
ring
shee
tpre
pare
din
theA
ctiv
ity1-
8,2-
9,an
d3-
6
2.Q
uest
ionn
aire
surv
eyst
oth
eke
y,in
term
edia
te,a
ndot
her
farm
ers
1.Pr
ice
ofric
edo
esno
tdr
astic
ally
decl
ine.
2.R
esou
rces
nece
ssar
yfo
rth
eric
ein
dust
ryde
velo
pmen
tare
cont
inuo
usly
allo
cate
dO
utpu
ts1.
Trai
ning
appr
oach
for
diss
emin
atin
gth
eap
prop
riate
irrig
ated
rice
culti
vatio
nte
chno
logi
es*2
(sta
ndar
dtra
inin
g)is
stre
ngth
ened
natio
nwid
e.
2.Tr
aini
ngap
proa
chfo
rdi
ssem
inat
ing
the
appr
opria
tera
infe
dric
ecu
ltiva
tion
tech
nolo
gies
isde
velo
ped.
3.Th
esu
bjec
t-mat
ter
train
ing
prog
ram
mes
onth
eva
lue
chai
nof
rice
indu
stry
are
stre
ngth
ened
.
1-1.
The
num
bero
fsta
ndar
dtra
inin
gco
nduc
ted
byea
chM
ATIa
ndK
ATC
isin
crea
sed.
1-2.
The
num
ber
ofin
stru
ctio
nson
the
tech
nolo
gies
from
key/
inte
rmed
iate
farm
ers
toin
term
edia
te/o
ther
farm
ers
resp
ectiv
ely
isin
crea
sed
thro
ugh
the
train
ing
appr
oach
inth
ese
lect
edirr
igat
ion
sche
mes
.1-
3.Th
epe
rcen
tage
ofth
em
onito
ring
shee
tssu
bmitt
edto
MAT
Is/K
ATC
/DA
LDO
sfro
mth
ese
lect
edirr
igat
ion
sche
mes
exce
edsX
X%
ever
yye
ar.
1-4.
The
parti
cipa
tion
rate
ofw
omen
farm
ers
(key
and
inte
rmed
iate
)exc
eeds
45%
inth
etra
inin
g.2-
1.Th
epr
oduc
tivity
ofra
infe
dlo
wla
ndric
ecu
ltiva
tion
tech
nolo
gies
verif
ied
byth
ePr
ojec
texc
eeds
XX
Xto
ns/h
a.2-
2.Th
enu
mbe
rof
inst
ruct
ions
onth
ete
chno
logi
esfro
mke
y/in
term
edia
tefa
rmer
sto
inte
rmed
iate
/oth
erfa
rmer
sre
spec
tivel
yis
incr
ease
dth
roug
hth
etra
inin
gap
proa
chin
the
sele
cted
rain
fed
upla
ndric
ear
eas.
2-3.
The
perc
enta
geof
the
mon
itorin
gsh
eets
subm
itted
toM
ATIs
/KAT
C/D
ALD
Os
from
the
sele
cted
rain
fed
upla
ndric
ear
ease
xcee
dsX
X%
ever
yye
ar.
2-4.
The
parti
cipa
tion
rate
ofw
omen
farm
ers
(key
and
inte
rmed
iate
)exc
eeds
45%
inth
etra
inin
g.3-
1.Pa
rtici
pant
s’de
gree
ofun
ders
tand
ing
exce
eds
XX
%on
aver
age
rega
rdin
gth
esu
bjec
t-mat
tert
rain
ing
prog
ram
me
cont
ents
.3-
2.Th
epe
rcen
tage
ofth
em
onito
ring
shee
tssu
bmitt
edto
MAT
Is/K
ATC
/DA
LDO
sfro
mth
epr
iorit
yar
eas/
grou
psex
ceed
sXX
%ev
ery
year
.3-
3.Th
enu
mbe
rof
teac
hing
mat
eria
ls,p
amph
lets
,etc
.for
the
subj
ect-m
atte
rtra
inin
gis
incr
ease
d3-
4.Th
enu
mbe
roft
hesu
bjec
t-mat
tert
rain
ing
onge
nder
cond
ucte
dby
MAT
Is/K
ATC
isin
crea
sed.
1-1.
Trai
ning
reco
rds
1-2.
Mon
itorin
gsh
eetp
repa
red
inth
eAct
ivity
1-8
1-3.
Mon
itorin
gsh
eetp
repa
red
inth
eAct
ivity
1-8
1-4.
Trai
ning
reco
rds
2-1.
Res
ults
ofve
rific
atio
ntri
als
2-2.
Mon
itorin
gsh
eetp
repa
red
inth
eAct
ivity
2-9
2-3.
Mon
itorin
gsh
eetp
repa
red
inth
eAct
ivity
2-9
2-4.
Trai
ning
reco
rds
3-1.
Que
stio
nnai
resu
rvey
sto
the
key
farm
ers
3-2.
Mon
itorin
gsh
eetp
repa
red
inth
eAct
ivity
3-6
3-3.
Teac
hing
mat
eria
ls,p
amph
lets
,et
c.3-
4.Tr
aini
ngre
cord
s
1.A
nnua
lrai
nfal
lisn
otla
rgel
yre
duce
d.2.
Nat
ural
disa
ster
s,su
chas
drou
ghts
,flo
ods,
etc.
,do
noth
ave
apr
ofou
ndef
fect
onth
epr
ojec
tact
iviti
es.
3.O
utbr
eaks
ofse
rious
rice
dise
ases
dono
tocc
ur.
52
Act
iviti
es1-
1O
rgan
ize
sens
itiza
tion
wor
ksho
pson
the
rice
culti
vatio
nte
chno
logi
esan
dth
eva
lue
chai
nof
rice
indu
stry
fork
eyst
akeh
olde
rsin
prio
rity
rice
prod
uctio
nar
eas.
1-2
Cla
rify
the
role
sand
func
tions
ofst
akeh
olde
rsin
the
cont
exto
fric
ein
dust
ryde
velo
pmen
tinc
ludi
ngD
istri
ctA
gric
ultu
rean
dLi
vest
ock
Dev
elop
men
tOffi
cers
(DA
LDO
s)an
dag
ricul
tura
lext
ensi
onof
ficer
s.1-
3R
evie
wan
dm
odify
the
stan
dard
train
ing
base
don
the
requ
ests
and
finan
cial
cond
ition
sin
dist
ricts
.1-
4St
udy
the
exis
ting
cond
ition
sofi
rriga
tion
sche
mes
.1-
5Id
entif
yirr
igat
ion
sche
mes
fort
hest
anda
rdtra
inin
gco
urse
.1-
6C
ondu
cttra
inin
gof
train
ers(
TOT)
onirr
igat
edric
ecu
ltiva
tion
tech
nolo
gies
fora
gric
ultu
ralt
utor
sand
agric
ultu
rale
xten
sion
offic
ers.
1-7
Con
duct
the
stan
dard
train
ing
cour
seby
invo
lvin
gD
ALD
Osa
ndag
ricul
tura
lext
ensi
onof
ficer
sin
the
iden
tifie
dirr
igat
ion
sche
mes
.1-
8M
onito
rthe
rice
culti
vatio
nac
tiviti
esin
the
irrig
atio
nsc
hem
esw
ithth
eag
ricul
tura
lext
ensi
onof
ficer
s.1-
9Ex
amin
ean
dim
prov
eth
em
anag
emen
toft
hest
anda
rdtra
inin
gco
urse
.1-
10Pr
omot
edi
ssem
inat
ion
activ
ities
ofric
ede
velo
pmen
ttec
hnol
ogie
sacr
osst
heco
untry
.2-
1C
olle
ctba
sic
info
rmat
ion
ofra
infe
dlo
wla
ndric
ear
eas.
2-2
Cla
rify
issu
esan
dch
alle
nges
onra
infe
dlo
wla
ndric
ecu
ltiva
tion
tech
nolo
gies
.2-
3C
ondu
ctve
rific
atio
ntri
alsf
orra
infe
dlo
wla
ndric
ecu
ltiva
tion.
2-4
Exam
ine
the
resu
ltsof
trial
sfor
the
feas
ibili
tyof
train
ing
onra
infe
dlo
wla
ndric
ecu
ltiva
tion.
2-5
Rev
iew
/dev
elop
the
train
ing
onra
infe
dup
land
rice
culti
vatio
nte
chno
logi
es.
2-6
Stud
yan
did
entif
yra
infe
dup
land
rice
area
sfor
the
train
ing.
2-7
Con
duct
TOT
onra
infe
dup
land
rice
culti
vatio
nte
chno
logi
es(in
clud
ing
NER
ICA
)for
agric
ultu
ralt
utor
san
dex
tens
ion
offic
ers.
2-8
Con
duct
the
train
ing
onra
infe
dup
land
rice
culti
vatio
nte
chno
logi
esby
invo
lvin
gD
ALD
Osa
ndag
ricul
tura
lext
ensi
onof
ficer
sin
the
iden
tifie
dra
infe
dup
land
rice
area
s.2-
9M
onito
rthe
rice
culti
vatio
nac
tiviti
esin
the
rain
fed
upla
ndric
ear
easw
ithth
eag
ricul
tura
lext
ensi
onof
ficer
s.3-
1R
evie
wth
eva
lue
chai
nof
rice
indu
stry
,suc
has
irrig
atio
nsc
hem
em
anag
emen
t,m
arke
ting,
gend
er,e
tc.
3-2
Rev
iew
/dev
elop
the
subj
ect-m
atte
rtra
inin
g.3-
3Id
entif
yth
epr
iorit
yar
eas/
grou
psfo
rthe
subj
ect-m
atte
rtra
inin
g.3-
4C
ondu
ctTO
Ton
the
valu
ech
ain
ofric
ein
dust
ryfo
ragr
icul
tura
ltut
orsa
ndex
tens
ion
offic
ers.
3-5
Con
duct
train
ing
onth
eva
lue
chai
nof
rice
indu
stry
for
the
DA
LDO
s,ag
ricul
tura
lex
tens
ion
offic
ers,
farm
ers,
etc.
inth
epr
iorit
yar
eas.
3-6
Mon
itort
heou
tcom
esof
the
train
ing
with
the
agric
ultu
rale
xten
sion
offic
ers.
Inpu
ts:
Tanz
ania
nsi
de(M
AFC
/MA
NR
)(a
)Cou
nter
part
pers
onne
l(b
)Offi
cesp
ace
fore
xper
t;(c
)Sup
ply
orre
plac
emen
tofm
achi
nery
,equ
ipm
ent,
inst
rum
ents
,veh
icle
s,to
ols,
spar
epa
rtsan
dan
yot
herm
ater
ials
nece
ssar
yfo
rthe
impl
emen
tatio
nof
the
Proj
ecto
ther
than
the
equi
pmen
tpro
vide
dby
JIC
A;
(d)
Avai
labl
eda
ta(in
clud
ing
map
san
dph
otog
raph
s)an
din
form
atio
nre
late
dto
the
Proj
ect;
(e)R
unni
ngex
pens
esne
cess
ary
fort
heim
plem
enta
tion
ofth
ePr
ojec
t;(f)
Expe
nses
nece
ssar
yfo
rtra
nspo
rtatio
nw
ithin
Tanz
ania
ofth
eeq
uipm
ent
prov
ided
byJI
CA
asw
ella
sfo
rthe
inst
alla
tion,
oper
atio
nan
dm
aint
enan
ceth
ereo
f;(g
)N
eces
sary
faci
litie
sto
for
the
rem
ittan
ceas
wel
las
utili
zatio
nof
the
fund
sin
trodu
ced
into
Tanz
ania
from
Japa
nin
conn
ectio
nw
ithth
eim
plem
enta
tion
ofth
ePr
ojec
tin
case
itis
requ
ired.
Japa
nese
side
(JIC
A)
(a)D
ispa
tch
ofex
perts
inth
esp
ecia
ltyof
:C
hief
Adv
isor
,Coo
rdin
ator
,Ric
eC
ultiv
atio
nTe
chno
logy
,Ric
eC
ultiv
atio
nEx
tens
ion,
Wat
erM
anag
emen
t/Far
mer
s’O
rgan
izat
ion,
Mar
ketin
g/Po
st-
harv
est
Proc
essi
ng,
Irrig
atio
nSc
hem
eM
anag
emen
t,G
ende
rM
ains
tream
and
Oth
erfie
ldex
perts
acco
rdin
gto
nece
ssity
.(b
)Tra
inin
gTr
aini
ngof
Task
Gro
upM
embe
rsin
Japa
nan
d/or
Third
Coun
tries
(c)M
achi
nery
and
Equi
pmen
tN
eces
sary
and
mut
ually
agre
edm
achi
nery
and
equi
pmen
tfo
rth
eim
plem
enta
tion
ofth
ePr
ojec
t-V
ehic
les
-Bus
fort
hetra
nspo
rtatio
nof
parti
cipa
ntsi
ntra
inin
g-O
ther
s(d
)Fac
ility
-Im
prov
emen
toft
rain
ing
faci
lity
acco
rdin
gto
nece
ssity
(e)
Loca
lex
pens
esfo
rth
epr
ojec
tac
tiviti
esw
hich
are
not
cove
red
byTa
nzan
ian
side
-Exp
ense
sfor
train
ing/
wor
ksho
p/se
min
ar,t
each
ing
mat
eria
ls,e
tc.
-Oth
ers
Dur
ing
the
coop
erat
ion
perio
d,th
eD
ALD
Os,
agric
ultu
ral
exte
nsio
nof
ficer
s,an
dfa
rmer
sca
paci
tate
dby
the
Proj
ectc
ontin
uew
orki
ngin
the
targ
etar
eas.
Pre-
cond
ition
*1 :Prio
rity
rice
prod
uctio
nar
easi
nclu
deth
eirr
igat
ion
sche
mes
(out
put1
)and
rain
fed
upla
ndric
ear
eas(
outp
ut2)
iden
tifie
dby
the
Proj
ecta
swel
last
hepr
iorit
yar
easf
orth
esu
bjec
t-mat
tert
rain
ing
(out
put3
).*2 :“
App
ropr
iate
irrig
ated
rice
culti
vatio
nte
chno
logy
”in
dica
test
hete
chno
logi
esde
velo
ped/
impr
oved
byth
ePr
ojec
tand
utili
zed
inth
etra
inin
g.*3 :E
ach
targ
etva
lue
ofth
eab
ove
indi
cato
rsw
illbe
esta
blis
hed
inTa
nzan
iaM
ainl
and
and
Zanz
ibar
resp
ectiv
ely
arou
ndtw
o(2
)yea
rsaf
tert
heco
mm
ence
men
toft
hePr
ojec
t.*4 :
The
othe
rlo
cal
expe
nses
are
cove
red
byth
eJa
pane
sesi
deon
lyif
the
Tanz
ania
nsid
eis
not
able
tose
cure
the
budg
etfo
rth
epr
ojec
tac
tiviti
es.
53
Ann
ex-2
:Pla
nof
Ope
ratio
n(T
hem
onth
sare
adju
sted
star
ting
Dec
.201
2in
stea
dof
Oct
.201
2.)
5556
5762
63
34
56
78
910
1112
6465
6667
6869
67
89
1011
121
29
21
4950
51
34
5
5253
54
127
810
1011
4142
46
3536
67
37
Y201
4
48
121
23
9 46
1112
4344
4547
12
34
55
112
34
78
910
78
910
1112
15
62
3
2-3
Cond
uctv
erifi
catio
ntri
alsf
orra
infe
dlo
wla
ndric
ecu
ltiva
tion.
Prin
cipa
lsof
KA
TCan
dM
ATI
s
2-1
Colle
ctba
sic
info
rmat
ion
ofra
infe
dlo
wla
ndric
ear
eas.
Prin
cipa
lsof
KA
TCan
dM
ATI
s
Prin
cipa
lsof
KA
TCan
dM
ATI
sD
ALD
Oss
uper
visi
ngirr
igat
ion
sche
mes
16
121
1415
Dire
ctor
ofTD
,MA
FCPr
inci
pals
ofK
ATC
and
MA
TIs
Dire
ctor
ofTD
,MA
FCPr
inci
pals
ofK
ATC
and
MA
TIs
2-7
Cond
uctT
OT
onra
infe
dup
land
rice
culti
vatio
nte
chno
logi
es(in
clud
ing
NER
ICA
)for
agric
ultu
ralt
utor
sand
exte
nsio
nof
ficer
s.
3413
Resp
onsi
ble
pers
ons/
orga
niza
tions
Dire
ctor
ofTD
,MA
FCPr
inci
pals
ofK
ATC
and
MA
TIs
1-4
Stud
yth
eex
istin
gco
nditi
onso
firr
igat
ion
sche
mes
.Pr
inci
pals
ofK
ATC
and
MA
TIs
1-6
Cond
uctt
rain
ing
oftra
iner
s(TO
T)on
irrig
ated
rice
culti
vatio
nte
chno
logi
esfo
rag
ricul
tura
ltut
orsa
ndag
ricul
tura
lext
ensi
onof
ficer
s.Pr
inci
pals
ofK
ATC
and
MA
TIs
1-7
Cond
uctt
hesta
ndar
dtra
inin
gco
urse
byin
volv
ing
DA
LDO
sand
agric
ultu
rale
xten
sion
offic
ersi
nth
eid
entif
ied
irrig
atio
nsc
hem
es.
Prin
cipa
lsof
KA
TCan
dM
ATI
s
1-9
Exam
ine
and
impr
ove
the
man
agem
ento
fthe
stand
ard
train
ing
cour
se.
Dire
ctor
ofTD
,MA
FCPr
inci
pals
ofK
ATC
and
MA
TIs
Dire
ctor
ofTD
,MA
FCPr
inci
pals
ofK
ATC
and
MA
TIs
2138
3940
1-3
Revi
ewan
dm
odify
the
stand
ard
train
ing
base
don
the
requ
ests
and
finan
cial
cond
ition
sin
distr
icts.
OU
TPU
T2.
Trai
ning
appr
oach
ford
issem
inat
ing
the
appr
opria
tera
infe
dric
ecu
ltiva
tion
tech
nolo
gies
isde
velo
ped.10
Mid
-term
Revi
ewan
dTe
rmin
alEv
alua
tion
8
2-4
Exam
ine
the
resu
ltsof
trial
sfor
the
feas
ibili
tyof
train
ing
onra
infe
dlo
wla
ndric
ecu
ltiva
tion.
Dire
ctor
ofTD
,MA
FCPr
inci
pals
ofK
ATC
and
MA
TIs
7071
7258
5960
6173
3031
1-8
Mon
itort
heric
ecu
ltiva
tion
activ
ities
inth
eirr
igat
ion
sche
mes
with
the
agric
ultu
ral
exte
nsio
nof
ficer
s.
OU
TPU
T3.
The
subj
ect-
mat
tert
rain
ing
prog
ram
son
the
valu
ech
ain
ofric
ein
dust
ryar
est
reng
then
ed.
Prin
cipa
lsof
KA
TCan
dM
ATI
sD
ALD
Oss
uper
visi
ngra
in-fe
dup
land
rice
area
s
Prin
cipa
lsof
KA
TCan
dM
ATI
s
Yea
r
14
4 512
23
Mon
thTo
talm
onth
116
78
9
#Y2
013
56
2-6
Stud
yan
did
entif
yra
infe
dup
land
rice
area
sfor
the
train
ing.
Prin
cipa
lsof
KA
TCan
dM
ATI
s
2829
1819
2022
1-5
Iden
tify
irrig
atio
nsc
hem
esfo
rthe
stand
ard
train
ing
cour
se.
2324
2526
27
Dire
ctor
ofTD
,MA
FCPr
inci
pals
ofK
ATC
and
MA
TIs
2-5
Revi
ew/d
evel
opth
etra
inin
gon
rain
fed
upla
ndric
ecu
ltiva
tion
tech
nolo
gies
.
Dire
ctor
ofTr
aini
ngD
ivis
ion
(TD
),M
inis
tryof
Agr
icul
ture
Food
Secu
rity
and
Coop
erat
ives
(MA
FC)
Prin
cipa
lsof
KA
TCan
dM
ATI
s
OU
TPU
T1.
Trai
ning
appr
oach
ford
issem
inat
ing
the
appr
opria
teirr
igat
edric
ecu
ltiva
tion
tech
nolo
gies
(sta
ndar
dtr
aini
ng)i
sstr
engt
hene
dna
tionw
ide.
Dire
ctor
ofTD
,MA
FC
2-2
Clar
ifyis
sues
and
chal
leng
eson
rain
fed
low
land
rice
culti
vatio
nte
chno
logi
es.
1732
33
Y201
5Y2
016
Y201
7Y2
018
1-1
Org
aniz
ese
nsiti
zatio
nw
orks
hops
onth
eric
ecu
ltiva
tion
tech
nolo
gies
and
the
valu
ech
ain
ofric
ein
dustr
yfo
rkey
stake
hold
ersi
npr
iorit
yric
epr
oduc
tion
area
s.
1-2
Clar
ifyth
ero
lesa
ndfu
nctio
nsof
stake
hold
ersi
nth
eco
ntex
tofr
ice
indu
stry
deve
lopm
ent
incl
udin
gD
istri
ctA
gric
ultu
rean
dLi
vesto
ckD
evel
opm
entO
ffice
rs(D
ALD
Os)
and
agric
ultu
ral
exte
nsio
nof
ficer
s.
2-8
Cond
uctt
hetra
inin
gon
rain
fed
upla
ndric
ecu
ltiva
tion
tech
nolo
gies
byin
volv
ing
DA
LDO
san
dag
ricul
tura
lext
ensi
onof
ficer
sin
the
iden
tifie
dra
infe
dup
land
rice
area
s.
1-10
Prom
ote
diss
emin
atio
nac
tiviti
esof
rice
deve
lopm
entt
echn
olog
iesa
cros
sthe
coun
try.
2-9
Mon
itort
heric
ecu
ltiva
tion
activ
ities
inth
era
infe
dup
land
rice
area
swith
the
agric
ultu
ral
exte
nsio
nof
ficer
s.
Dire
ctor
ofTD
,MA
FCPr
inci
pals
ofK
ATC
and
MA
TIs
Mid
-term
revi
ewT
erm
inal
eval
uatio
n
54
Ann
ex-2
:Pla
nof
Ope
ratio
n(C
ont.)
Not
eTh
esta
rtof
the
Proj
ect,
sche
dule
sdes
crib
edin
this
char
t,an
dso
onar
esu
bjec
tto
mod
ifica
tions
thro
ugh
furth
erex
amin
atio
nsan
ddi
scus
sion
sin
futu
re.
Y201
5Y2
016
Y201
7Y2
018
3-2
Revi
ew/d
evel
opth
esu
bjec
t-mat
tert
rain
ing.
Dire
ctor
ofTD
,MA
FCPr
inci
pals
ofK
ATC
and
MA
TIs
2829
1819
2022
2324
2526
2717
3233
Yea
r
14
4 512
23
Mon
thTo
talm
onth
116
78
9
#Y2
013
56
Prin
cipa
lsof
KA
TCan
dM
ATI
s
3-6
Mon
itort
heou
tcom
esof
the
train
ing
with
the
agric
ultu
rale
xten
sion
offic
ers.
Prin
cipa
lsof
KA
TCan
dM
ATI
sD
ALD
Os
7071
7258
5960
6173
3031
3-4
Cond
uctT
OT
onth
eva
lue
chai
nof
rice
indu
stry
fora
gric
ultu
ralt
utor
sand
exte
nsio
nof
ficer
s.
OU
TPU
T3.
The
subj
ect-
mat
tert
rain
ing
prog
ram
son
the
valu
ech
ain
ofric
ein
dust
ryar
est
reng
then
ed.
Prin
cipa
lsof
KA
TCan
dM
ATI
s
3-3
Iden
tify
the
prio
rity
area
s/gr
oups
fort
hesu
bjec
t-mat
tert
rain
ing.
Dire
ctor
ofTD
,MA
FCPr
inci
pals
ofK
ATC
and
MA
TIs
3-5
Cond
uctt
rain
ing
onth
eva
lue
chai
nof
rice
indu
stry
fort
heD
ALD
Os,
agric
ultu
rale
xten
sion
offic
ers,
farm
ers,
etc.
inth
epr
iorit
yar
eas.
13Re
spon
sibl
epe
rson
s/or
gani
zatio
ns21
3839
4010
82
3
16
121
1415
3-1
Revi
ewth
eva
lue
chai
nof
rice
indu
stry,
such
asirr
igat
ion
sche
me
man
agem
ent,
mar
ketin
g,ge
nder
cons
ider
atio
n,et
c.Pr
inci
pals
ofK
ATC
and
MA
TIs
DA
LDO
s
34
23
47
89
107
89
1011
121
56
67
37
Y201
4
48
121
23
9 46
1112
4344
4547
12
34
55
119
21
4950
51
34
5
5253
54
127
810
1011
4142
46
3536
78
910
1112
6465
6667
6869
5556
5762
63
34
56
67
89
1011
121
2
:To
com
plet
epr
ojec
tact
iviti
esw
ithin
the
solid
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55
Annex-3 Terms of Reference of Long-term Experts
1. Chief Advisor/Marketing1.1 Purpose of dispatch1 Manage overall progress of the project.2 Strengthen a framework to help disseminate rice production technologies in Tanzania.3 Follow up on subject matter training (SMT) on value chain.
1.2 Expected outputs1) Progress report is prepared and presented without delay.2) Appropriate advice and guidance are given on the future directions of the project through
discussion with the Tanzanian side and contribution is made to the sustainable development.3) Results are produced to achieve the desired goal as measured by Indicators specified in the
PDM, which was agreed with the Tanzanian implementing agency prior to the commencementof the project.
4) A network is established with related institutes including aid donors.5) Activities by experts on short-term missions are followed up regarding the SMT on value chain.
1.3 Activities1) Manage the project team as Chief advisor to ensure smooth operation of all project activities.2) Confer with the experts to plan technology transfer and support the implementation by the
experts.3) Where deficiencies or weaknesses that could affect the smooth operation and efficiency of the
project are identified, communicate with related institutes and coordinator to address them.4) Confer with the Tanzanian side on improving the sustainability of the project.5) Confer with the C/P on project operation/monitoring.6) Assist with the capacity development of the C/Ps through the activities 2) and 3) above.7) Regularly report on the project to the related institutes including donors.8) Follow up on activities by the experts dispatched on short-term missions regarding the SMT on
value chain.
2. Coordinator2.1 Purpose of dispatch1) Manage financial transactions of the project (input management/accounting control).2) Manage information sharing within the project-related staff/organizations.3) Support activities involving the promotion of gender mainstreaming in districts where training
is conducted.
2.2 Expected outputs1) Project inputs are conducted as planned inputs by the Japanese side and other related parties
including arrangement of C/Ps and budgets to cover expenditures in localities, etc. and projectactivities are implemented as scheduled.
2) The Japanese side’s administrations/accounting/general affairs are conducted effectively and incompliance with rules and regulations.
3) Smooth communication among all the project-related parties and smooth information sharingon progress and outcomes of the project are carried out.
4) Support to Chief advisor’s activities is provided towards fulfilling the project purposes.5) Support is provided to effectively incorporate a gender perspective in training.
2.3 Activities(1) Main activities1) Manage progress of annual action plan (expert dispatch, the acceptance of trainees, equipment
supply, execution of expenses for reinforcing project activities, cost burdened by recipientcountry etc.).
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2) Manage public funds, goods, administration/counting/general affairs involved in activities bythe Japanese side, and execute them in a systematized way.
3) Support the Chief advisor in operating and managing the project and prepare a cooperation plan(implementation plan and annual action plan) reflecting discussion with the recipient country’srelated institutes.
4) Collect information and analyze the recipient’s project implementation plan (input, etc.)through attending Joint Coordination Committee, etc.
5) Support the Chief advisor in preparing reports.6) Actively advertise the project via various communication mediums.7) Where deficiencies or weaknesses that could affect the smooth operation and efficiency of the
project are identified, liaise with related institutes and Chief advisor to address them.
(2) Support activities1) Pay due attention to deficiencies or weaknesses that could affect the progress of annual action
plan (custom clearance of equipment, arrangement of C/Ps, the recipient’s budget, etc. and ifand when an issue is identified, consult with the recipient government, the Embassy of Japan,the JICA office, etc., to address it and promote appropriate solutions
2) Act as a liaison officer/coordinator between the recipient government, JICA and Japanese exerts,and confer with the JICA office to maximize the effectiveness of project activities.
3) Ensure that all trainings under the project are conducted smoothly.4) Monitor all trainings from a gender perspective.5) Coordinate with related parties to ensure the arrange issues and support the improvements on
training of gender mainstreaming in the SMT.6) Provide TOT to tutors at MATIs centers in terms of gender mainstreaming, and assist with
training for extension officers/district officers conducted by the tutors.
3. Rice cultivation extension/monitoring3.1 Purpose of dispatchProvide technical support in dissemination and irrigated rice farming for the project purpose.
3.2 Expected outputs1 Standard training methods are improved in terms of rice production technologies.2 Rainfed lowland and upland rice production and SMT program are improved in terms ofdissemination.
3.3 Activities(1) Main activitiesStandard training1) Review cultivation status in irrigated rice cultivation schemes over the country.2) Grasp the resources available for rice production farming (human resources, infrastructure and
budget) of the related institutes (the central government, district governments, researchinstitutes, MATIs, etc.).
3) Streamline the roles and responsibilities of MAFC, MATIs and district agricultural offices todisseminate standard training nationwide, and help improve training methods.
4) Examine monitoring methods for training results and help establish a framework for sustainablemonitoring.
5) Provide TOT to tutors at MATIs in terms of dissemination, and assist with training forextension officers/district officers conducted by the tutors.
(2) Support activitiesTraining on rainfed rice cultivation1) Sort out issues of training on rice production in rainfed fields where necessary and provide
assistance in solving problems.2) Provide TOT to tutors at MATIs and assist with training for extension officers/district officers
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conducted by the tutors.
Subject matter training (SMT)1) Support the improvement of the SMT in terms of dissemination and the farm management.
Contribution to project operation and management1) Support the improvement and implementation of standard training/training on rainfed lowland
as deemed necessary.2) Actively liaise with other aid donors in cooperation with the JICA offices.3) Conduct all activities from the aspect of gender mainstreaming in rice production.4) Cooperate with other experts to help ensure smooth project operation and management.
4. Water management/Farmers Association4.1 Purpose of dispatchProvide technological support in water management/farmers’ association of rice production for theproject purpose.
4.2 Expected outputs1) Standard training method is improved in terms of water management/farmers association.2) SMT program is improved in terms of water management/farmers association.
4.3 Activities(1) Main activitiesStandard training1) Review water management/farmers’ association in irrigated rice-growing areas in Tanzania.2) Grasp the resources available for water management/farmers’ association (human resources,
infrastructure and budget) of the related institutes (the central government, district governments,research institutes, training institutes, etc.).
3) Streamline the roles and responsibilities of MAFC, MATIs and district agricultural offices todisseminate standard training nationwide, and help improve the training method.
4) Examine monitoring methods for training results and help establish a framework for sustainablemonitoring.
5) Provide TOT to tutors at MATIs in terms of water management/farmers’ association and assistwith training of extension officers/district officers conducted by the tutors.
(2) Support activitiesSubject matter training (SMT)Assist with the improvement of SMT in terms of water management/farmers’ association.
Contribution to project operation and management1) Assist with the improvement and implementation of standard training and training on rainfed
lowland as deemed necessary.2) Contribute promotion of cooperation with other aid donors in cooperation with the JICA office.3) Conduct all activities from the aspect of gender mainstreaming.4) Cooperate with other experts to ensure smooth project operation and management.
5. Rice production technology5.1 Purpose of dispatchProvide technical support in rainfed lowland/upland rice production for the project purpose.
5.2 Expected outputs1) Training program on rice cultivation in rainfed lowland is established.2) Training program on rice cultivation in upland is improved.3) Standard training is improved in terms of rice cultivation technologies.
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5.3 Activities(1) Main activitiesRainfed lowland rice cultivation1) Assist with the design/planning, implementation and summarization of basic survey on rice
production in rainfed lowland.2) Analyze issues found in the above and help prepare training program regarding rice production
in rainfed lowland.3) Assist with rice cultivation experimentation by research institutes and MATIs.
Rainfed upland rice cultivation1) Provide technical input to MATIs in improving the training plan/training curriculum/teaching
materials for their training.2) Provide technical support for rice seed production for training of upland farming by MATIs.
(2) Support activitiesStandard training1) Review cultivation status in irrigated rice-growing areas across the country.2) Grasp the resources available for rice production (human resources, infrastructure and budget)
of the related institutes (the central government, district governments, research institutes,MATIs, etc.)
3) Provide technical input and support to MATIs in improving the training plan/trainingcurriculum/teaching materials for their standard training.
4) Provide TOT to tutors of MATIs on rice cultivation technologies and assist with training forextension officers/district officers conducted by the tutors.
Contribution to project operation1) Assist with the improvement/implementation of training on rice cultivation in upland fields, as
deemed necessary.2) Facilitate cooperation in rice cultivation research among research institutes, training centers and
agricultural research institutes inside and outside Tanzania.3) Actively liaise with other aid donors in cooperation with JICA offices.
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Annex-4: Members of Committees
1. Joint Coordination Committee(1) Chairperson: Project Director (Permanent Secretary of MAFC)(2) Secretary: Project Manager (Director of Training Division)(3) Members:1) Tanzanian side:MAFC- Director of Policy and Planning Division- Director of Irrigation and Technical Services Division- Director of Agricultural Research and Development Division- Director of Crop Development Division- Director of Agricultural Mechanization Division- Director of National Food Security Division- Director of Agricultural Land Use Planning and Management Division- Assistant Director of Training Division- Principals of KATC, MATI-Ukiriguru, MATI-Igurusi, MATI-Ilonga, MATI-Mtwara, MATI-
Tumbi,- Representatives of Zonal Irrigation and Technical Services Units- Representatives of Rice Research
Other Ministries- Representative of Ministry of Finance- Representative of Ministry of Water- Representative of PMO-RALG- Representative of Ministry of Natural Resources and Tourism
Zanzibar- Principal Secretary of MANR- Director of Planning, Policy and Research of MANR- Director of Agriculture of MANR- Director of Irrigation of MANR- Director of Kizimbani Agricultural Training Institute- Representatives of Rice Research- Commissioner of Development Planning, President’s Office Finance Economy and
Development Planning (POFEDP)
2) Japanese side- Japanese experts of the project- Chief Representative of JICA Tanzania office
3) OthersChairperson can invite the representatives of other institutions in accordance with necessity.
2. Steering committee
(1) Chairperson: Project Manager (Director of Training Division)(2) Members:1) Tanzanian side:MAFC- Representatives of Training Division-Representatives of KATC, MATI-Ukiriguru, MATI-Igurusi, MATI-Ilonga, MATI-Mtwara,
MATI-Tumbi,- Representatives of Rice Research- Representatives of DALDOs
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MANR (Zanzibar)- Representatives of Kizimbani Agricultural Training Institute- Representatives of Rice Research
2) Japanese side- Japanese experts of the project
Note: Chairperson can invite the representatives of other institutions in accordance withnecessity.
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Annex-5: Terms of References of Task Groups
1. Extension and monitoring1.1. Task groupTutors of teaching the related extension are main task group members for extension and monitoring.The Term of Reference (hereinafter referred to as TOR) is indicated below.
1.2. Expected outputs1) Extension system of districts is evaluated to involve extension officers more in the training
courses developed by TANRICE-2.2) Outputs/impacts of the training courses are evaluated/monitored and the important points are
clarified to improve the training courses especially for “modified standard training course.”3) Monitoring system is developed to collect accurate information on the outputs/impacts from the
training courses.
1.3. Main activities1) Planning of activities to evaluate extension system of districts.2) Planning of monitoring on outputs/impacts of some irrigation schemes where TANRICE-1
conducted training courses.3) Conducting of evaluation and monitoring planned.
2. Irrigated rice cultivation2.1 Task groupTutors of crop science and production section or related sections for teaching rice cultivationtechnologies are main task group members for irrigated rice cultivation technologies in the standardtraining course. Crop science and production section of KATC is main task group as a backstop forother MATIs. TOR is indicated below.
2.2 Expected outputs1 The standard training courses are conducted as planned.2 Contents on rice cultivation technologies in the standard training course are improved.3 Modified standard training course developed considering issues (cost, monitoring methods,
farmer to farmer extension and etc.) of the standard training course is conducted as planned.
2.3 Main activities1) Planning of activities to achieve the outputs2) Conducting of training of tutors for new MATIs.3) Conducting of the standard training course.4) Identifying of the issues of the standard training course.5) Improving/modifying of the standard training course considering the issues identified.6) Conducting activities planned considering issues identified, i.e. training of extension officers
for strengthening of farmer to farmer extension system.
3. Rainfed lowland rice cultivation3.1 Task groupTutors of crop science and production section or related sections for teaching rice cultivationtechnologies are main task group members for rainfed lowland rice cultivation technologies.Researchers of national rice research programme are also involved in task group as a backstop fortraining institutes. TOR is indicated below.
3.2 Expected outputs1) The information of situation in rainfed lowland is collected and analysed.2) Contents on training for rainfed lowland rice cultivation are developed.
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3.3 Main activities1) Planning of activities to achieve the outputs.2) Conducting of survey on situation of rainfed lowland rice cultivation.3) Analysis of the information on rainfed lowland rice cultivation.4) Conducting of verification trial in rainfed lowland area.5) Developing of training of rainfed lowland rice cultivation technologies.
4. Upland rice cultivation4.1 Task groupTutors of crop science and production section or related sections for teaching rice cultivationtechnologies are main task group members for upland rice cultivation technologies. Crop science andproduction section of KATC is main task group as a backstop for other MATIs. TOR is indicatedbelow.
4.2 Expected outputs1) Upland rice cultivation training courses are conducted as planned.2) Contents on upland rice cultivation technologies are improved.
4.3 Main activities1) Planning of activities to achieve the outputs.2) Conducting of training of tutors for new MATIs.3) Conducting of upland rice cultivation training course.4) Identifying of the issues of the training course.5) Improving/modifying of the training course considering the issues identified.6) Conducting seed multiplication of NERICA varieties.
5. Subject matter training course (gender, marketing, irrigation scheme management etc.)5.1 Task groupTutors teaching related area of subject matter training course (hereinafter referred to as SMT) aremain task group members for SMTs.
5.2 Expected outputs1) SMTs are conducted as planned.2) Contents of existing SMTs (gender, marketing and irrigation scheme management) are improved.3) New SMTs of specific items of rice industry are conducted.
5.3 Main activities1) Planning of activities to achieve the outputs with mainly JICA short term experts.2) Conducting of training of tutors for new MATIs.3) Conducting of SMTs.4) Identifying of the issues of SMTs.5) Improving/modifying of SMTs considering the issues identified.
6. Value chain6.1 Task groupTutors represent from all section are task group members for value chain. TOR is indicated below. Itshould be noted that the training contents developed on the value chain are not overlapped with anyother training contents of TANRICE-2.
6.2 Expected outputs1) Information on value chain of rice industry is compiled.2) New SMTs are developed considering value chain.
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6.3 Main activities1) Planning of activities to achieve the outputs.2) Collecting information on value chain of rice industry.3) Identifying of the issues of the value chain.4) Developing and conducting new SMTs for the issues.
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Annex-6: Task Group Members
Nominated members are summarized in Table A6-1 showing the relations with PDM outputs andexperts in charge. It is noted that task group members have not yet been nominated for value chainbecause the concrete contents have not been defined.
Extension Rice agronomy Irrigation schememanagement
Gender Marketing Valuechain
Mr. W. Ndoro Mr. E. Zablon Mr. Shedrack H.Msemo
Ms. M. Mtika Mr.E. Mkojera
Mr. B. Mwakipesile Mr. Fitta S. Sillo Mr. P. Mawere Ms. U. Nkya Ms. P.SitembelaMs. Rukia Chapile Mr. L. Shoo Mr. P. KabeleloMr. Naswiru T.Tibanyendela
Mr. John Ngailo Mrs Theresia Shang'a Mr. Mnega Chogohe Ms.Zawadi Kilonji Mr. Noah MrishoMr. Musa Mwigune Mr Fadhili Kilikaya Mr. Zahabu Mbiu Ms. Martha Mbifile Mr. Lucas Mundewa
Mr Innocent ImanIlomo
Ms Zaituni SalminMziray
Mr Bahati KagosiManyama
Mr Laison GilbertNzunda
Mr TimotheoRichard Mushi
Mr William AdelardLaswai
Mr Barnabus LameckMakavu
Mr Jaspa AbihoodSalum
Mr Ellis LucasNdelemba
Mr Francis GodfreyKwetukia
Mr. Benito Mwenda Mr. Eliphas Msemo Mr. Tryphon Bayona Mr. Kiva Mbemba Mr. Winza Nzaga
Mr. Samson Mwijage Ms. MwajumaMasolwa
Mr. JuvenalMwoshezi
Ms. Mary Sayi Mr. Raymond SRaymond
Mr. James Ndossi Mr. Erick Kibona Mr. DicksonChihamba
Mr. TimotheoChillewa
Mr. PatsonMwalonde
Mr. Wilbroad Mosha Mr. Beno Kiwale Mr. SaidiMakalamangi
Ms. Joan Lwali Ms. Georgina Philipo
Mr. Luka Chihwalo Mr. Daudi Kasabuku Mr. Muhaji Lenga Ms. Mgeni Shomari Ms. Doroth MoshaMr. MohamedNangameta
Mr. SelemaniNannume
Mr. Kennedy Siame Ms. Pendo Yaredi Mr. Idd Nandala
Mr. Juma Omar Mr. Salum AbdullaSalum
Mr. Mahmoud Vuai Ms. Hamima Mzee Ms. Salma Yahya
Ms. Sada Seif Mr. Burhan Said Mr. Shaame Matta Mr. Foum Garu Mr. Othman Ahmed
Extension andmonitoring &Irrigated ricecultivation
Rainfed lowland ricecultivation & Uplandrice cultivation
Irrigated ricecultivation & SMT(irrigation schememanagement)
SMT (Gender) SMT (Marketing) SMT(Valuechain)
Main RiceEx RCT WM Short Short Short
Support RCT RiceEx RiceEx Coordinator CA CA
Output-1 Output-2 Output-1&3 Output-3 Output-3 Output-3
KATI
Task groupconcerned
Expe
rt
Output mainlyin chargeNote: CA=Chief advisor, RiceEX=Rice cultivation extension, WM=Water management/farmers' organization, RCT=Ricecultivation technology, Short=Short term expert, SMT=Subject matter training
Task force
Task
forc
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rs
Ilonga
Ukiriguru
Mtwara
Table A6-1 Group members
Igurusi
Tumbi
KATC