ZAMBIA CASSAVA SECTOR DEVELOPMENT STRATEGY

2010-2015

STRATEGY

All ACP Agricultural Commodities Programme

CASSAVA

A STRATEGY for ZAMBIA

Submitted to the Government of Zambia by the Coordinating Committee

December 2009

Lusaka, Zambia Final print: October, 2010

Vision for the cassava sector

A viable cassava industry contributing to wealth creation and food security for improved livelihoods by 2015

iii

Acknowledgements

Special thanks go to more than 50 farmers that participated actively in providing their inputs and contributed to the definition of the way forward together with the other value chain stakeholders during participatory workshops.

Additionally, under the ACP programme, the Food and Agriculture Organization of the United Nations (FAO) in support of ITC provided substantial collaboration for the development of the current strategy. Other cooperating partners such as the EU delegation, International Institute for Tropical Agriculture (IITA), Agricultural Consultative Forum (ACF), Common Fund for Commodities (CFC), International Labour Organization (ILO), International Fund for Agricultural Development (IFAD), WFP, UNDP and COMESA Secretariat also contributed significantly to the development of the cassava sector strategy.

A full list of participants in the development of this strategy is included in Annex 4 on Page 85. In addition, special thanks go to the following individuals and institutions:

A. Coordinating Committee members

Name Organization

Emmanuel Chileshe E.Q. (Chair) Private Sector Processor -Authentic Foods

Sylvia Banda Private Sector - Sylva Catering

Hargreaves Sikwibele (Vice-Chair) Ministry of Agriculture and Cooperatives

Maureen Chitundu Programme Against Malnutrition

Kapaya Phiri Private Sector- Farmer

Charles Mulombwa Zambia Development Agency

Miyoba Lubemba Zambia Development Agency

Christopher Kambole (Secretary) Agricultural Consultative Forum

Godfrey Musukwa Finance Sector- NATSAVE

B. Other supporting individuals

Name Organization

Kaunda Kapepula Ministry of Agriculture and Cooperatives

Prisca M. Shapole Zambia Bureau of Standards

Glyne Michelo Zambia Development Agency

Ivor Mukuka Zambia Research Institute

Kelvin Saili Zambia Bureau of Standards

George Kaumba Farmer

Ronald Msoni RAPIDS – World Vision Zambia

Jealous Chirove International Labour Organization

Adamson Mbale Nchile Cassava Crop Development Ltd

Ahmed Nkonde PECO

C. Resource persons:

Name Organization

Dr. Pheneas Ntawuruhunga CFC/IITA

Dr. Adebayo Abass CFC/IITA

Nicholaus Chrome Common Fund for Commodities

Dr. Dick Siame IFAD Country Director

D. International Trade Centre (ITC)

Name Role/Title

Hernan A. Manson (Team Leader) Associate Adviser for Value chain and Strategy Development

Charles Roberge Associate Programme Officer

Antonio Lopez Montes Senior Consultant Cassava sector

Angela Mulenga Regional Agro Foods Coordinator

Kwibisa Liywalii National Consultant

iv

E. Food and Agriculture Organization (FAO)

Name Role/Title

Dr. Federica Angelucci (Team Leader) Consultant ESTT division

Brighton K Mulonga Cassava Project Manager, Zambia

Dr. Nigel Pool Resource Person, SOAS University, UK

Mrs. Paola Cadoni Consultant ESTT division

The National Co-coordinating Committee would also like to recognize the following institutions for their input and the resources provided:

F. Collaborating and partner institutions

International Labour Organization

Food and Agriculture Organization of the United Nations

International Institute of Tropical Agriculture

World Food Programme

Agricultural Consultative Forum

Common Market for Eastern and Southern Africa

United Nations Development Programme

International Fund for Agriculture Development

With support from:

All ACP Agricultural Commodities Program

Financed by:

The European Commision

ACF

v

Foreword

His Excellence: President

“Government will therefore encourage cassava production and the development of Agro-Industries to add value to this crop” His Excellency the President of the Republic of Zambia, Mr. Rupiah Bwezani Banda. Press Conference June 24th 2009, State House.

“Encouraging the Production of Cassava will obviously improve the Food Security Situation especially when our climatic conditions are sometimes unfavorable.” Hon. Brig. Gen. Dr. Brian Chituwo (Rtd).M.P - Minister of Agriculture and Cooperatives 11th December, 2009, Cassava Strategy Launch , Mulungushi International Conference Centre - Launch workshop

“We do not want any more feasibility studies, we need action. The majority of our farmers are women.” Minister of Gender-Hon. Sara Sayifwanda 11th December, 2009, Cassava Strategy Launch, Mulungushi International Conference Centre - Launch workshop

“Cassava has a very high potential to contribute to the economy of the nation by contributing to export revenues.” Hon. Felix Mutati M.P. - Minister of Commerce Trade and Industry 12th August, 2009, Cassava Strategy Design, Workshop 1, Garden House Hotel, Lusaka

“I look forward to the day when Zambia will exploit the full potential of cassava, not only as a food crop, but as an important industrial crop that will generate income for the farmer, create employment for our people, earn foreign exchange for the country and contribute greatly to economic growth of our country. As a long time advocate of cassava commercialization, I cannot wait to see the dream come true.” Hon. Ben Kapita – Special Assistant to the President for Policy Implementation and Monitoring 30th March 2010, Message on Cassava Commercialization

vii

Note to the Reader

As part of the EU funded All ACP Agriculture Commodities Programme, the Ministry of Agriculture and Cooperatives (MACO), the Ministry of Commerce, Trade and Industry (MCTI) and the sector stakeholders in collaboration with the International Trade Centre (ITC) in Geneva, Switzerland, have undertaken the development of a Comprehensive Sector Strategy for Cassava.

The decision to place emphasis and resources on the cassava sector was adopted during the ACP kick-off workshop (KOW) held in Dar-es-Salaam, Tanzania in June 2008 and responded to a request from the Zambian Ministry of Agriculture and Cooperatives. In this Kick off Workshop, areas and sectors of priority were identified to implement sustainable commodity strategies for the Eastern and Southern African region in the case of Zambia, the representatives from the region prioritised cassava.

The comprehensive Sector Strategy for Cassava was developed in line with existing initiatives such as, the Fifth National Development Plan (FNDP) for the period 2006 to 2010, the National Conference (indaba) on the global and economic crisis and its impact on the Zambian economy and with the Ministry of Agriculture and Co-operatives’ National Agricultural Policy for the period 2004 to 2015. This strategy has also contributed inputs for the development of the Sixth National Development plan for 2011-2015.

The Sector Strategy for Cassava is also in line with the principles inspiring regional and international initiatives such as: the CFC and IITA project for cassava processing and commercialization in ESA countries (Madagascar, Mozambique, Uganda, Zambia and Tanzania); the CAADP framework; and the Global Cassava Development Strategy.

The ITC employed a market-led participatory stakeholder approach. The consultation process undertaken with representative stakeholders from the public and private sector focused on domestic, regional and international market opportunities.

The emphasis was put on contributing to food security and taking the sector a step further by trying to revitalise cassava value added products through a participatory value-chain approach.

This was the first time that the Cassava sector stakeholders came together under the same roof to develop their own strategy and decide the way forward, The main participants and contributors to the strategy were private sector actors (individual farmers, farmers associations, enterprises, processors, buyers) policy makers and support institutions.

viii

Official Supports to the strategy

Message from the Ministry of Agriculture and Cooperatives

The finalization of the cassava sector strategy has come at the right time as the Ministry of Agriculture and co-operatives is in the process of reviewing the National Agricultural Policy and also the government is formulating the Sixth National Development Plan. The Ministry of Agriculture and Co-operatives commits to include cassava in its further policy formulation.

Message from the Ministry of Commerce, Trade and Industry

“I wish to congratulate the Cassava sector coordinating committee appointed by the Hon. Minister of Agriculture and Cooperatives on the successful works undertaken so far” Hon. Felix Mutati, M.P.

“This Government is committed to ensuring diversification of the country’s exports and reduction of dependence on metal export revenues, so as to reduce the vulnerability of the economy to external shocks. It is through initiatives such as the Cassava Sector Strategy development and implementation that diversification shall be achieved” Hon. Felix Mutati, MP.

Message from COMESA Secretariat

COMESA acknowledges with pride, the support from International Trade Centre (ITC), FAO and CFC/IITA under the EU-ACP All Agricultural Commodities program in the development of the Zambia cassava strategy. The strategy is also well aligned with the CAADP framework and countries priorities as stipulated by the national CAADP compacts and national investment plans which COMESA fully supports.

In conclusion, the Cassava strategy is with no doubt one such strategy that COMESA is committed to support as it is a viable crop that promotes food security and income generation both at production, value addition and trade levels. For coherence, synergy and complementary to the strategy will also attract other key COMESA Regional programmes such as CAADP.

Message from the Coordinating Committee

Over the past five years much work was undertaken by various Institutions and actors including the Acceleration of Cassava Utilization (ACU) Task Force for the analysis and development of the Cassava sector in Zambia. Result of this work has increased stakeholder’s awareness of the potential and the interest to contribute in developing the cassava sector in Zambia.

The committee wishes to salute the commitment and hard work of more than 120 individuals representing farmers, processors, buyers, support institutions and government officials that participated in this strategy development process. The cassava sector has now a visible face and can claim that for the first time met under the same roof to decide its future.

This strategic plan for the cassava industry has empowered the beneficiaries by including them in three key areas; the evaluation of potential markets, the related analysis of performance gaps and the design of response activities.

The Strategy is a private sector led initiative and has started articulating the private, public and implementing partner actors along the value chain with the shared objective of better responding to the market and development opportunities.

Cassava is a crop that is particularly close to our hearts and culture. It has the potential to contribute substantially to social and economic development both in the rural and urban areas.

The committee wishes to reaffirm its engagement to the sector stakeholders and Government Authorities. It will continue to work harder than ever before into implementation of the strategy to ensure successful impact and coordination of interventions.

ix

Message from the International Trade Centre

ITC wishes to congratulate all the stakeholders from farmers to traders, government officials, processors, exporters and support service providers that participated in the development of the cassava sector roadmap for Zambia.

In particular we wish to acknowledge the work of the coordinating committee who provided leadership on an ad-honorem basis and in many cases prioritized the work for the strategy to attending to their business and regular work and obligations.

Results are visible already. Over a period of 8 months ITC recognized that the sector had come together regularly under the same roof and managed to successfully decide the way forward. Through this process, farmers, traders, processors and support service providers understood their interdependencies as well as their collective and individual roles. Together with buyers, Farmers who felt neglected in all activities in the past took ownership of the strategy. Development partners came together to cooperate for the design and joint implementation of the cassava strategy.

The strategy development process together with the coordinating committee has contributed to the articulation of the value chain and its actors. It has also provided the framework the private sector and the public sector to make decisions concerning the governance of the development activities in the sector.

The challenge now remains for the coordinating committee to ensure the implementation is also done using a participatory value chain based approach and that the priorities highlighted in the strategy are communicated and disseminated throughout all sector stakeholders and implementing partners.

ITC also wishes to recognize the Government of the Republic of Zambia through the championship of the Office of the President as well as for the involvement of the Ministry of Agriculture and Cooperatives, the Ministry of Commerce Trade and Industry and the Ministry of Gender.

xi

Table of contents

1. Introduction ............................................................................................................................................ 1

Anticipated outputs and beneficiaries of the strategy implementation ............................................................. 3

Income generation, food security and diversification from single crop dependency ........................ 3

Import substitution and increase in competitiveness for domestic industry ..................................... 3

Existing projects and available resources ........................................................................................ 4

Background and sector particularities .............................................................................................. 5

Regional priorities for cassava ......................................................................................................... 6

Zambia: snapshot of the macro situation, ........................................................................................ 6

Overview of cassava in Zambia ........................................................................................................ 6

Land allocation: evolution of cultivated area .................................................................................... 7

Supply side evolution: cassava and maize production dynamics .......................................................... 8

Farmers: production systems and their characteristics ......................................................................... 9

Demand side evolution: creation of markets for cassava commercialization ...................................... 10

Institutional and policy dynamics ......................................................................................................... 10

The ACU task force.............................................................................................................................. 11

2. Value chain performance ..................................................................................................................... 12

Production ....................................................................................................................................... 12

Processing ...................................................................................................................................... 13

Crosscutting issues......................................................................................................................... 13

Value chain commercialization channels........................................................................................ 14

The future for the cassava sector ................................................................................................... 16

3. Target markets ..................................................................................................................................... 17

Short-term targets (2011-2012) ........................................................................................................... 18

Mid-term targets (2013-2015) .............................................................................................................. 20

4. Main focus areas: strategic objectives and interventions .................................................................... 21

Objective 1- Improve information flow and knowledge management for enhanced decision making in the cassava sector .................................................................................................... 22

Objective 2: Improve access to finance to 80% of sector stakeholders by 2014 and ensure necessary funding for the implementation of the strategy ......................................................... 25

Objective 3- build capacity to improve value chain performance and sustainability in responding to the projected demand of 4 metric tonnes by 2015 ............................................. 28

Objective 4- Enable strategy implementation by establishing a platform for private public dialogue by 2011 ....................................................................................................................... 31

Objective 5 – Improve linkages within the value chain and increase global production, processing and commercialization to respond to a demand of 4 million metric tonnes by 2015 ...................................................................................................................................... 33

Objective 6 - Strengthen research, development and extension services in order to respond to demand of 4 million metric tonnes by 2015 ........................................................................... 36

Resources needed ............................................................................................................................... 45

5. Implementation framework .................................................................................................................. 46

Implementation framework ............................................................................................................. 46

6. Cassava Strategy Implementation and Monitoring Committee Members ........................................... 48

Framework performance activities ....................................................................................................... 48

xii

Annexes

Annex 1: Progress toward the Millennium Development Goals and Target .................................................. 50

Annex 2: Past and current development activities ........................................................................................ 54

Annex 3: international market dynamics........................................................................................................ 57

Regional Market .................................................................................................................................. 59

Cassava Based Products .................................................................................................................... 62

Additional list of cassava based products ...................................................................................... 62

Annex 4: List of stakeholders for workshops: ................................................................................................ 63

Tables

Table No. 1. Proportion of planted cassava area and proportion of household by scale growing cassava by groups of province ...................................................................... 7

Table No. 2. Diet composition (%) in terms of Dietary Energy Supply - DES (ranked on the latest 3 year period) ............................................................................................... 9

Table No. 3. Release of New Cassava Varieties in Zambia .......................................................... 12 Table No. 4. Value chain channels and agro-processors using cassava in Zambia 2009. ........... 15 Table No. 5. Market segments and development driver priority and product destination .............. 17 Table No. 6. Short term targets 2011 – 2012 ................................................................................. 19 Table No. 7. Mid-term targets 2013 - 2015 .................................................................................... 20 Table No. 8. Detailed activities for each sub-objective as shown in the implementation

plan ............................................................................................................................ 23 Table No. 9. Exporters of cassava, fresh or dried, whether or not sliced or pelleted

between 2003 and 2007. ........................................................................................... 57 Table No. 10. Importers of cassava, fresh or dried, whether or not sliced or pelleted

between 2003 and 2007. ........................................................................................... 58

Figures

Figure No. 1. Dynamic of cassava and maize production (Mt) associated to the cassava crises and cassava take-off phases ............................................................................ 8

Figure No. 2. Cassava, fresh or dried, whether or not sliced or pelleted imported by the European Union (EU 15) from Africa and the world (USD thousand) ....................... 58

Figure No. 3. European Union (EU 15) cassava flour imports from the world (USD Thousand) ........................................................................................................ 59

Figure No. 4. Cassava starch import quantity (Metric tonnes) in Africa and Zambia ...................... 60 Figure No. 5. Africa and Zambia wheat flour imports (Metric tonnes) ............................................. 60 Figure No. 6. Frozen potatoes imported to Africa ........................................................................... 61 Figure No. 7. Chicken Meat Imported to Africa (tones) ................................................................... 61 Figure No. 8. Cassava based products from roots .......................................................................... 62

xiii

List of Abbreviations

ACP Africa Caribbean Pacific Countries ACU Acceleration of Cassava Utilization Task Force ADB African Development Bank BADEA Arab Bank for Economic Development in Africa BDS Business Development Services CAADP Comprehensive Africa Agriculture Development Programme CASPP Centre for Advanced Studies in Professional Practice CATISA Cassava Transformation in Southern Africa CFC Common Fund for Commodities CGIAR Consultative Group on International Agricultural Research COMESA Common Market for Eastern and Southern Africa CSSCC Cassava Sector Strategy Coordinating Committee DANIDA Danish Development Agency DBZ Development Bank of Zambia DES Dietary Energy Supply DRC Democratic Republic of Congo ESA Eastern and Southern Africa Region EU European Union FAO Food and Agricultural Organization FNDP Fifth National Development Plan FoDiS Diversification Support Project for Enhancement of Food Security FRA Food Reserve Agency GAP Good Agricultural Practice GART Golden Valley Agricultural Research Trust GDP Gross Domestic Product GEF Global Environment Facility GIS Geographic Information System GMP Good Management Practice HACCP Hazard Analysis Critical Control Point HQCF High Quality Cassava Flour IBRD International Bank for Reconstruction and Development IDA International Development Agency IFAD International Fund for Agricultural Development IFC International Finance Corporation IITA International Institute of Tropical Agriculture ILO International Labour Organization ITC International Trade Centre JICA Japanese International Corporation agency KFW Entwicklungsbank M Million M.P Member of Parliament MACO Ministry of Agriculture and Cooperatives MATEP Market Access, Trade and enabling Policies Project MCTI Ministry of Commerce Trade and Industry Mt Metric Tone NATSAVE National Savings and Credit Bank NORAD Norwegian Agency for Development PaViDIA Participatory Village Development in Isolated Areas PECO Proc-Pres Enterprises Company Ltd PLARD Programme for Luapula Agricultural and Rural Development PPP Private Public Partnerships PROFIT Production, Finance and Improved Technologies Project RESCAP Rural Extension Capacity Advancement Project RTIP Root and Tuber Improvement Programme SADC Southern Africa Development Community SAPP Support to the Agribusiness Promotion Programme SHEMP Small Holder Enterprise and Marketing Programme SIP Small Scale Irrigation Project SMS Text Messaging Service SOAS School of Oriental and African Studies

xiv

SSA Sub Sahara Africa UNDP United Nations Development Programme USAID United States of America International Development Agency WB World Bank WFP World Food Programme ZABS Zambia Bureau of Standards ZANACO Zambia National Commercial Bank ZNFU Zambia National Farmers Union

xv

Executive summary

The Strategy development process:

The present strategy is a private sector led effort undertaken under the overall championship of the Ministry of Agriculture and Cooperatives and the support of the Special Assistant to the President Honourable Ben Kapita and the Ministry of Commerce, Trade and Industry.

More than 120 cassava value chain stakeholders representing farmers, traders, processors, buyers, support institutions, NGO’s and government agencies were involved in the development and validation of the strategy.

The strategy is meant to be a dynamic process that will attempt to resolve many of the questions and issues raised by the sector stakeholders. The strategy design and implementation will need to roll on and be reviewed periodically as external and internal changes occur. As such it is meant to be a continuous initiative with flexible targets and time bound implementation.

Most importantly the strategy process represents a platform for stakeholder decision making and participatory implementation together with the support institutions.

For the first time, a participatory approach and methodology was used to establish a mechanism and platform for the cassava sector articulation. This approach is an innovative and ambitious mechanism for Zambia. Other cassava producing countries such as Colombia, Ecuador, Costa Rica and Venezuela have successfully used it in achieving significant changes in terms of approaches to technical assistance and donor funding as well as development of industries and empowerment of rural communities.

The sector:

In Zambia, cassava has traditionally been -and still is- associated with subsistence fragmented production and poor rural households.

Without doubt, the current cassava sector situation is a result of colonial history, cultural and social issues, and government policy and food security aspects.

In fact, after maize, cassava is the most important crop being grown and commercialized in Zambia. According to stakeholder estimations based on Ministry of Agriculture and Cooperatives Statistics the total cassava volume produced since 2007 is approximately 1 million Metric Tons of fresh roots per year.

Overall, cassava is largely grown by small scale farmers, 35.5% and 32% of whom are found in Luapula and Northern provinces respectively (FRSP, 2008). The country has an estimated total number of 397,185 cassava farmers who in 2009 cultivated a total land area of 337,536 ha. The average area of cassava plantations varies between 0.5 to 2 hectares.

Cassava production systems play a key role for farmers and have considerable proportion household involvement including women both in farming, primary processing and trading. In fact, in some regions within the Cassava Belt more than 80% of the farmer household population depends on Cassava for food security and the cropping system includes mainly maize and beans as cash crops.

In 2009, the national average yield was approximately 9 metric tons per hectare. The propagation of cassava planting material is mainly done by farmers and in some areas such as Luapula, Southern and Lusaka Provinces, by government and donor supported seed multiplication in research stations.

Unfortunately from the supply side, the reality is that producers have been growing cassava for several decades, spreading diseases and pests through the continued use of infected and infested planting material.

As explained by Haggblade and Zulu (2003), the importance of maize in Zambian agricultural policy date to the independence period where agriculture was simply considered as a vehicle to feed the mine workers whose staple food crop was maize. Hence, the few Government resources devoted to agriculture were concentrated on maize. In 2009 more than 60% of the annual resources from the Ministry of Agriculture were allocated to maize is just an example of the above and is attributed to the Governments development priorities and to the importance of maize.

Over the past decade many efforts have been made in Zambia by the international donor community and national institutions with the objective of developing the cassava sector and providing sustainable opportunities to increase food security and increase rural income.

Stakeholders have agreed that despite all the effort and analysis done, impact and sector development seem to be very fragmented.

xvi

Value chain dynamics: Articulation of actors, disconnection between demand and supply, integration of small farmers and lack of an entrepreneurial drive in the sector seem to be part the main underlying value chain issues.

Despite the relative availability of cassava planting material (distributed for free by development partners and research institutions or by farmers who sell cuttings) most of the Zambian farmers in the cassava growing areas primarily grow maize. Farmers complain that whilst maize has an assured market, cassava does not and therefore, they only harvest when they need to eat or when they can sell, in some cases 2 years after planting. Stakeholders have identified that cassava production and yield is based on farm household necessity and not on market demand.

On the other hand, most of the interested buyers also complain that production areas are far or that price is high due to high transport charges but most importantly that there is not sufficient production at the required volumes, quality and consistency.

Since cassava is not yet categorized as a viable sector from a business point of view, investment by private sector processors and buyers is inexistent. In fact, the potentially big volume buyers (mainly in the animal feed industry) have not invested in moving towards the growing areas. The only processors in the cassava areas are relatively small and little efforts have been made to support them for growth.

There is a lot of cassava risk aversion in the industry due to the perceived lack of quality, volume and consistency in supply. The aversion to investment in cassava is also related to fact that the whole sector and industry have limited knowledge in cassava processing and product development as well as limited information on market opportunities and on how to reduce costs by substituting maize inputs and starches with cassava.

A financial support for production and processing has not been considered by financial institutions and therefore the sector has been surviving without access to credit. Support to credit has been lacking because of no financial savings at household levels and lack of collateral.

As a result, the general characterization of the cassava sector is typified by a lack of articulation of the value chain actors both at local and national level.

The target markets:

More than 200 processed products can be derived from cassava roots and leaves and as identified in the participatory workshops by buyers, processors and farmers there is significant market potential domestically and internationally.

In Zambia as well as in many other cassava growing countries across the COMESA region this potential remains largely untapped. The key question is: If there is no perceived market or demand as there is for other crops such as maize, why would farmers produce cassava other than for self consumption?

The strategy prioritizes domestic markets particularly thinking of the existing processors (animal feed and flour) and the potential for substitution of maize and imported starches. The strategy is also considering the expansion into more developed human consumption segments and in the mid term and in the long term towards the bio-energy and the export markets. Target quantities have been agreed for the mid and long term and more detail is provided in the market section of the present document.

The future: cassava sector strategy

The implementation of the objectives is necessary to respond to the demands and needs of the markets identified. For each component, sub-objectives have been prioritised and potential implementation partners identified

1.

The way forward in achieving the strategy vision also assumes the role of the state institutions as facilitators allowing for a more market driven knowledge and support provision system to generate growth of social, human and economic capital.

Along these lines, the strategy for cassava will improve farmers and processors organizational capabilities. It will integrate the later into a market driven approach, putting people first, connecting farmers to markets contributing to the improvement of sector stakeholder livelihoods.

As estimated in the resources needed section, it is anticipated that the full implementation of the present strategy will require 12 million USD.

1 For details of implementing partners, costing of activities and indicators for measuring performance and progress, see the detailed

Implementation Plans.

xvii

The six objectives are outlined below:

1. Improve information flow and knowledge management for enhanced decision making

2. Improve access to finance to 80% of sector stakeholders by 2015 and ensure necessary funding

for the implementation of the strategy

3. Build capacity to improve value chain performance and sustainability in responding to the projected

demand of 4 million Mt by 2015

4. Enable strategy implementation by establishing a platform for private public dialogue by 2011

5. Improve linkages within the value chain and increase global production, processing and

commercialization to respond to a demand of 4 million Mt by 2015

6. Strengthen research and extension services in order to respond to demand of 4 million Mt by 2015

Agribusiness centres and managing framework: priorities for implementation

A detailed priority map characterizing all sub-objectives can be consulted in the strategy. However at an objective level, the driving objective and first priority in the strategy is number 5. It is designed to be commercially driven and to set up agribusiness service Centres that will improve coordination and business transactions within the value chain.

The strategy equally recognizes that implementation will need to be managed by a strong implementing framework as detailed in objective 4 and in the implementing framework section. (Value chain based stakeholder private and public partnership united in an implementing coordinating committee).

Without the 4th objective in place many of the exiting coordination, articulation and governance problems

will continue to impinge the sector development. It is clear that to ensure success of the implementation, a coordinating committee needs to be in place. The role of support institutions (government, non government and donors) is to provide support to this committee to empower them to manage the strategy implementation.

The remaining objectives are complementary and are designed to provide support to objective 5; a detailed description of them is provided in this strategy document.

The agribusiness Centres will be commercially driven and can be implemented at a village/community level. The decision on location, size and scope will be subject to detailed feasibility assessments including land capability to produce cassava, business feasibility, market demand, agro-economical fit, farmer characterization, and physical and social capital. It is also clear that the strategy and its priorities will also need to be adapted and customized to each of the piloted agribusiness centres and to the needs of the farmer communities and buyers operating through them.

As stated above, once the business Centres are organized, the strategy implementation plan will be validated at this level. As a result and according to the physical, social, natural and financial capital characteristics, specific requirements for the government, support institutions and for the supply and demand sides will be negotiated.

The agribusiness centre function will be to enhance production, processing and commercialization of cassava products. The final decision where the pilot business Centres should be organized will be led by the Cassava Coordinating Committee, based on the best proposal from potential implementing partners (national and international level). The main ACP programme implementing partners in Zambia will also provide direct support to the committee.

As agreed by stakeholders, this objective will be implemented based on the targeted markets and will capitalize on existing systems as well as new ones, enhancing PPP strategy. The main role of the agribusiness service centers will be to bulk demand and supply, collect/process from farm gate and deliver to market with the necessary quantity at the right quality and in a consistent manner.

Specific support by government and support institutions to the agribusiness Centres will allow the value chain actors to develop their activities under a more reliable commercially viable base, generating new jobs and opportunities to the local communities.

xviii

Importance of implementing the strategy

The overall development goal of the strategy is to improve the livelihood of the Zambian people through improved production, processing and commercialization of cassava. The cassava sector can contribute significantly to both national and local economies particularly in the Luapula, northern, western and north-western provinces of Zambia.

As estimated by the Programme for Malnutrition (PAM) cassava provides employment, income and food security to some 700,000 people and accounted for 42 percent of total food availability in the 2007/2008 Zambia National Food Balance Sheet. In addition, cassava contributes 38 percent of Zambia’s total human consumption requirements and is a staple food for at least 30% of the Zambian population.

Finally the strategy can contribute to the reduction of costs in Zambian fuel imports by gasoline substitution with 10% of ethanol from cassava. This will need around 19,000 new hectares with the actual low yield.

In terms of people, in the short term, almost 700,000 smallholder farmers will be beneficiaries of the cassava strategy.

Beneficiaries

The implementation of the strategy will benefit all sector stakeholders. Therefore, the primary beneficiaries will include 50% of Zambian households involved in growing, trading and processing cassava. This shall improve delivery and quality of cassava not only for consumers but also processors who will increase returns from diversified products through sustainable development options for Zambia.

Other beneficiaries will include industrial manufacturers such as paper industry, bakery and agro-processing industry and animal feed industry.

Implementation framework process

The Implementation Framework is divided into two categories namely; The Implementation Framework process and the Implementation Monitoring Action Plan.

The process of elaborating the cassava sector strategy was guided by the International Trade Centre (ITC) and supported by FAO under the All ACP program, applied a participatory approach since June 2009.The strategy formulation process was spear headed by the Cassava Sector Strategy Coordinating Committee (CSSCC) and comprised of stakeholder representatives drawn from both the private and public sectors (Farmers, Processors, Government, NGOs, Traders, Financing Institutions) .These worked under the auspices of the Acceleration of Cassava Utilization (ACU) Task Force and were appointed by the Honourable Minister of Agriculture and Cooperatives (MACO) with the main purpose of “developing a national cassava sector strategy and to formulate the implementation plan”.

Following the development of the cassava sector strategy, the cassava sector strategy committee has been transformed into a cassava sub-sector committee whose main role is to oversee the implementation of the strategy and to plan at national level. The cassava sub-sector committee reports to the Minister in charge of Agriculture through the Permanent Secretary.

The sub-sector committee comprises representatives from the following constituencies: government, processors, producers, traders, NGOs and financial institutions.

1

1. Introduction

Over the past decade many efforts have been made in Zambia by the international donor community and national institutions with the objective of developing the cassava sector and providing sustainable opportunities to increase food security and increase rural income.

Despite all the efforts and analysis done, impact and sector development seemed to be very fragmented. Although substantive achievements in terms of successful projects have been undertaken the sector reality in 2010 is shows the fact that Cassava has traditionally been and is still associated with subsistence fragmented production and poor rural households.

The fact that in 2009 more than 60% of the annual resources from the Ministry of Agriculture were allocated to support maize production is an example of the Government’s development priorities being inclined to the support in maize production.

Most of the Zambian farmers in the Cassava growing areas primarily grow maize2. Despite the relative

availability of cassava planting material (distributed for free by development partners and research institutions or by farmers who sell cuttings) Cassava as compared to maize does not have a market outlet and is therefore harvested to meet household needs or occasionally to supply the market. Hence, Cassava is kept on the ground and harvested only if it can be sold or eaten, in some cases 2 years after planting. On the other hand, most of the interested buyers also complain that production areas are far or that price is high due to transportation costs but most importantly that there is not sufficient production at the required volumes, quality and consistency.

If the answer to sector development would only imply an increase in production or yield or even policy perhaps the cassava sector would by now be articulated and self sufficient.

3

Perhaps the biggest challenge ahead is that, the response to developing the cassava sector is comprehensive and dynamic and requires a private sector driven approach to ensure the effective participation of the value chain actors in decision making. Most importantly, this strategy proposes that the human factor needs to be emphasized and requires an evolution of the perception and attitude to cassava not only from the growers perspective but also from the other value chain stakeholders such as policy makers, processing firms, traders and most importantly support institutions and development partners.

Vision, Purpose and Time Frame of the Strategy

The vision was developed and validated by more than 100 sector stakeholders during the second participatory workshop in November 2009.

The Strategy vision is: A Viable Cassava Industry Contributing To Wealth Creation and Food Security for Improved Livelihoods By 2015.

As the vision is suggesting, many of the changes and actor articulation required cater for both food security and commercialization needs.

2 The Recent Cassava Surge in Zambia and Malawi (Haggblade and Zulu 2003) explores the historical reasons behind the government

resource allocation to maize in Zambia. “At independence, in 1964, government orders for growing cassava fell into disuse along with a

host of other colonial edicts. Maize, the reigning king among the commercial farmers, came to rule of all of Zambian agriculture. Agriculture

remained a low priority for the new government. As before, mining and industrial development held highest priorities in government policy

and planning. Agriculture held interest only as a vehicle for ensuring cheap food to the mines. And the preferred food there was maize. So

the few government resources allocated to agriculture focused largely on maize.” “Through a growing network of farmers’ Haggblade and

Zulu (2003) also explain that Government only started to pay attention to cassava when food security was threatened by pest and disease

(seriously attacking cassava) during the end of the 1970’s. In fact the government’s response to the cassava crises was by providing

priority to research and development (disease resistant varieties) during the 1981-1991 period. This response also helps in the

understanding of the strong historical linkage between Cassava and the research driven development for cassava in Zambia. cooperatives,

government supplied subsidized fertilizer and seeds on credit as well as guaranteed outlets for the maize.” “As a result, maize area, yields

and production all soared, even in regions where cassava, millet and sorghum were traditionally grown. In the face of substantial input

subsidies and guaranteed outlet, even farmers in the cassava zones of Zambia put land into maize cultivation (Kokwe, 1997). The heavy

maize subsidies and omnipresent government marketing machine made maize preeminent as both a food and a cash crop rolled into one.

Cassava, like sorghum and millet, languished under this maize-oriented push (UNZA, 1999).”

3 Haggblade and Zulu (2003) also explain that Government only started to pay attention to cassava when food security was

threatened by pest and disease (seriously attacking cassava) during the end of the 1970’s. In fact the government’s response to the cassava crises was by providing priority to research and development (disease resistant varieties) during the 1981-1991 period. This response also helps in the understanding of the strong historical linkage between Cassava and the research driven development for cassava in Zambia.

2

The time frame for implementation of the strategy is 5 years starting in 2010 and ending in 2015.It is anticipated that major activities are implemented in the first 3 years. Regular implementation progress and monitoring meetings to sector stakeholders will take place quarterly and the strategy will be reviewed and adapted as needed.

Given the dynamic nature of strategy, markets and implementation it is already anticipated that the strategy implementation period could roll and be extended to 5 more years until 2020 and that several strategy and target review workshops will need to be organized as implementation happens.

The overall purpose of the strategy is to empower sector beneficiaries to achieve the vision statement and to improve overall sector performance by using an effective value chain based participatory approach in the design, identification of market opportunities and implementation.

The Zambia cassava sector strategy is based on current and future market potential and all the analysis and recommendations were done through value chain diagnosis against market and buyer requirements. Using available information and analysis, industry buyers and farmer organizations were making decisions on the strategy targets and objectives together with government.

The development of the strategy is also intended to serve four main objectives that contribute to social and economic development but gravitate around production, processing and commercialization. These are:

1. To enable the sector to become a more significant contributor to the Zambian economy by capitalizing on existing and future market opportunities and attracting direct investment.

2. To articulate and empower value chain actors to address the main issues and challenges faced by the sector in order to respond to market requirements.

3. To engage and mobilize government and development assistance partners for support in the Implementation of the strategy

4. To provide an overall public-private decision making framework for cassava and cassava-related interventions in Zambia.

3

Anticipated outputs and beneficiaries of the strategy implementation

The overall development goal of the strategy is to improve the livelihood of the Zambian people through improved production, processing and commercialization of cassava. Annex 1 shows the relationship between the strategy objectives and the achievement of the Millennium Development Goals for Zambia.

The strategy targets as precisely as possible the social and economic sectors and if implemented it is anticipated that the impact be as follows:

Social: Increase livelihood of Zambian households particularly in the rural areas as well as by generating incentives for Women and the youth to earn their income by investing in agriculture

Economic: Increase farmer earnings, stimulate & boost the rural economy, contributes to the GDP, and increase investment by private sector through value added products.

Implementation of the strategy is also expected to contribute significantly to the sustainable development of the country as it provides for food security and for household stability by providing cash generation opportunities in rural communities.

The anticipated outputs, outcome and overall impact of the proposed strategy objectives are illustrated in the future sector situation section of this document together with the illustration of the activities under each objective.

In line with the above stated, it is expected that overall anticipated outputs will relate to:

Income generation, food security and diversification from single crop dependency

It is anticipated that if implemented fully 700,000 women and men involved in farming, processing and commercialization activities will be directly and indirectly benefited by the cassava strategy.

The cassava sector can contribute significantly to both national and local economies particularly in the Luapula, Northern, Western and North-Western Provinces of Zambia.

As estimated by the Programme Against Malnutrition (PAM) and based on the MACO 2008/2009 crop forecast survey, cassava related activities currently provide employment, income and food security to some 324,532 small holder crop growing households and to 1745 large scale farmers. Their total cassava production accounts for 42 percent of total food availability in the 2007/2008 Zambia National Food Balance Sheet.

Cassava also contributes to 38% of Zambia’s total human consumption requirements and is a staple food for at least 30% of the population.

Cassava can also contribute significantly to healthy and nutritional eating by using the right varieties and by including cassava leaves (cassava based foods that are rich in energy, proteins and vitamins A, B1, B2 and C).

Finally the development of cassava as a viable commercial cash crop for the farmer can diversify his or her risk to price fluctuations, single buyer, or pest and disease by developing other business generation alternatives and diversifying his portfolio.

Import substitution and increase in competitiveness for domestic industry

The development of a cassava processing industry increased returns will be captured within Zambia reducing financial leakages through imports of raw and finished products.

The effect of reducing raw material costs by using cassava based inputs as substitutes to wheat flour or corn starch have also significant potential because it can increase the performance of related industries. This could be the case for example for expanding and improving competitiveness of enterprises in aquaculture, (25-30% substitution), livestock (100% substitution with cassava leaves and roots), poultry (up to 20% substitution with cassava) and pig raising at industrial level (20% to 40% substitution by cassava).

Finally the implementation of the strategy can contribute to the reduction of costs in Zambian fuel imports by effectively substituting up to 10% gasoline substitution with 10% of ethanol derived from cassava.

The analysis and feasibility of the potential for substitution will require several trials and experiments that are included in the strategy as part of the activities.

4

It is also anticipated that during the first five years of implementation the primary beneficiaries of the strategy will be:

1. About 50% of the Zambian households that are involved in cassava production and all additional people linked to cassava trading and processing.

2. Women carry many of the farm labour, primary processing and trading jobs and it is expected that they

will benefit substantially from the strategy and play a leading role in its implementation.

3. The implementation of the sector strategy shall improve delivery and quality of cassava not only for the

consumers but also the processors increasing returns from commercialization and improved

sustainable development options for Zambia.

4. The consumers of Zambia will benefit from better more diverse and added value products choices on

offer contributing to improvements to health and nutrition needs.

5. Indirectly, implementation of the strategy would benefit producers and suppliers of farm inputs and equipment, training institutions, governments’ tax revenues and other stakeholders.

6. Other beneficiaries will also include industrial manufacturers such as paper industry, bakery and agro-

processing industry and animal feed industry.

Existing projects and available resources

Annex 2 shows a list of projects and development activities that are related or have any impact on the cassava sector.

In the background and current sector situation section of the present strategy more details is being will be provided on the existing initiatives undertaken by government and private sector association such as cooperatives and other farmer organizations.

As per the participatory stakeholder workshop outputs it is important to bear in mind that one of the major challenges highlighted by value chain actors was the coordination among development partners and the capitalization of synergies whenever programmes were designed with similar components. The present strategy through its stakeholder driven coordinating committee made an effort to align and coordinate the donor support and activities by using the value chain approach for the design and implementation.

Regarding the main activities undertaken by donor partners a list of the most relevant activities (recent and ongoing) is provided below.

IFAD: The International Fund for Agriculture Development (IFAD) plays a leading role in the funding of both bilateral and multilateral projects aimed at cassava sector development.

IFAD and SIDA have funded the Small Holder Enterprise and Marketing Programme (SHEMP) (2007) that had as a main target cassava growing small holders. IFAD is also implementing the Rural Finance and Agribusiness Development Programme aimed at facilitating access to finance for the agricultural sector. At present, IFAD will start an Agricultural support programme targeting 9 commodities including cassava by means of out grower schemes and business development.

ACF: The Agricultural Consultative Forum together with the University of Michigan have been instrumental in facilitating the creation of the Acceleration of Cassava Utilization (ACU) Task Force which was the first attempt to bring together support institutions and partners in order to coordinate and prioritize work on the Cassava . The ACU produced very important research regarding the current situation of cassava and presented priority areas for development. In March 2010 the ACU which had more than 30 members handed over its functions, giving leadership to the strategy development coordinating committee which comprise the private sector and NGO representatives, who used to be part of the ACU, among its members.

IFC: The International Finance Corporation is supporting the Zambia National Farmers Union to develop and support agribusiness linkages between farmers and large scale buyers (dairy industry, animal feed industry). The IFC activities include financial schemes and technical support for successful linkages between farmers and buyers.

FAO: The Food and Agriculture Organization (FAO) has also done some work in supporting integrated production and processing of cassava for increased food security and income through an Italian funded project for Malawi and Zambia. FAO has mainly targeted increase in production in the cassava producing areas as well as the creation of linkages to the animal feed industries.

5

FAO has also committed to implement the access to finance and risk management components of the current strategy through the piloting of innovative financial schemes that will enable cassava stakeholders to obtain credit.

ILO: One of the Initiatives that are fully aligned to the present strategy is the business linkage programme from the International Labour Organization (ILO).

WFP: In Zambia, the World Food Programme (WFP) has traditionally provided market opportunities for millers in Zambia and has supported Programme Against Malnutrition (PAM) in the establishment of cassava milling plant called Tute Milling. Currently, the Purchase for Progress Programme is considering expanding its cassava based sourcing.

Citizen Economic Empowerment Commission fund ( CEEC) and Africare are also active partners that are promoting agribusiness by providing matching grants and by providing technical inputs for capacity building.

USAID: has also undertaken activities related to Agribusiness development through out grower and rural finance schemes through the PROFIT programme.

The Governments of Norway and Finland have mainly concentrated their (CASPP ) and (PLARD) programmes in strengthening extension services through a community public-private delivery model and through Direct support to Research and plant propagation stations in the cassava growing areas respectively.

JICA: the Government of Japan through JICA is providing support in: food crop diversification (development and multiplication of improved varieties and propagation systems), strengthening of MACO extension officers through training (PaViDIA, RESCAP). The Embassy of Japan facilitated the establishment of the cassava processing plant in Kanakantapa, Chongwe district.

ITC: The International Trade Centre is currently supporting the Zambia Development Agency in the validation and implementation of the National Export Strategy for Zambia. Cassava is one of the selected priority sectors. Additionally, ITC is the implementing agency for the provision of support to commercial banks in the evaluation and creation of innovative financial schemes for agriculture. Under this present strategy, ITC has committed itself to support the coordinating committee with capacity building activities such as market orientation. ITC will also support the coordinating committee in the piloting of the agribusiness centres for the improved trading of cassava.

Background and sector particularities

The present section is intended to provide a holistic background describing some of the particularities of the cassava sector in Zambia.

The first two sections describe the regional priorities for cassava as well as a brief overview of the overall economic situation in Zambia.

The third section intends to provide a specific overview of cassava in Zambia and examines the following dimensions:

1. Land allocation; evolution of cultivated area

2. Supply side evolution; cassava and maize production dynamics

3. Farmers; production systems and their characteristics

4. Demand side evolution; creation of markets for cassava commercialization

5. Institutional and policy dynamics

The present strategy has taken the above dimensions as part of the analytical framework because each one of them has contributed to the reality of the sector and its evolutionary path. It is important to clarify that in addition to the statistics and baseline information portrayed below; abundant analysis and diagnosis reports exist on the sector as a result of the Accelerated Cassava Utilization Task Force research and of the previous development activities.

Having the latter in mind, it is also pertinent to state that the existing information was also factored into the framework and participatory process for the design of this strategy.

Finally and to complete the background picture, Annex 3 provides a brief overview of cassava market trends in the world and in Africa.

6

Regional priorities for cassava

Cassava production in Africa has more than tripled since 1961, from 33 million metric tons to 101 million metric tons in 2008, making the continent to be among the largest producers in the world. In the Eastern and Southern African region the current production is estimated to be 28 million metric tons with the main cassava producing countries in the sub-region being Democratic Republic of Congo (21 million Mt), followed by Uganda (4.0 million Mt) and Madagascar (2.5 million Mt). Most of the cassava products are consumed domestically within the producing countries. However; there is a small but growing export trade in dried cassava chips and other industrial products.

The assurance of a new wave of cassava production; that it will go a long way to alleviate the food situation and contribute to economic development at all levels has attracted a lot of support both from ESA countries and cooperating partners. For instance, In the ESA region, commitment and willingness to develop the industry have been noted from Zambia, Uganda, Malawi, Mozambique, Zimbabwe, and Tanzania. Additionally, COMESA member countries have also identified cassava as a priority sub-sector for poverty reduction given its high involvement of women along the value chain.

The present strategy is also well aligned with the CAADP framework and countries priorities as stipulated by the national CAADP compacts and national investment plans which COMESA fully supports.

In terms of ongoing initiatives for the cassava sector at the regional level “the Cassava Transformation in Southern Africa (CATISA)” project has among its main objectives the creation of a network among the cassava producing countries in the Southern Africa region aimed at facilitating spill-overs from the different cassava production and commercialization pathways in the different countries. CATISA aims at facilitating the exchange in areas like commercial development of cassava-based products through technology exchanges, food safety analysis and training, and comparative policy analysis.

Zambia: snapshot of the macro situation

The Zambian economy faced a number of challenges during the year 2008 and part of 2009, arising from both internal and external forces. The major one was the economic crisis that has affected the country’s economic performance as was reflected in the depreciation of the Kwacha and the fall in portfolio investment. This also had implications on the execution of the budget arising from unexpected expenditures.

Most economies experienced economic challenges emanating from the impact of the global financial crisis. This resulted in the decline in global demand for export commodities such as copper and cobalt, which eventually led to steep falls in their prices, thereby impacting negatively on the export revenues of commodity exporting countries like Zambia.

However, despite these challenges, the country managed to record positive economic growth rate in 2009, estimated at 6.0% against the targeted 7.0% GDP growth. This growth was driven by growth in the manufacturing, construction, transport, mining, and wholesale as well as retail trade sectors.

Overview of cassava in Zambia

Without doubts, the current cassava sector situation is a result of colonial history, cultural and social issues, and government policy and food security aspects. This section will try to portray information produced by different stakeholders and support institutions so that the above elements can be understood and connected to the actual situation.

In this regard, Haggblade and Zulu, (2003) have done one of the most comprehensive research on the subject and have defined four phases of the cassava sector in the period between 1930 and 2002.

Phase I. Cassava as a famine reserve (1930 to 1963) Phase II. Maize as king (1964 to 1981) Phase III. The cassava crises (1982 to 1990) Phase IV. Cassava takes off (1991 to 2002).

During Phase II, cassava, like sorghum and millet, languished under a maize-oriented push (Haggblade and Zulu, 2003). The total maize area, yields and production increased, even in regions where cassava was traditionally grown. This was mainly due to substantial input subsidies and guaranteed outlets (mainly as food for mining workers). The heavy maize subsidies and omnipresent government marketing policy made maize preeminent as both a food and a cash crop.

7

Phase III is referred to as the cassava crises. It was originated by the effect of introduced pests, the cassava mealy bug and the cassava green mite from South America. The impact of the pest attack was colossal and reached reductions of yield between 60% and 100%. The immediate government response due to food security concerns was a substantial increase in research and development. Efforts were focused initially on identification of the most resistant local varieties and rapid distribution of cleaned, improved cuttings.

In the fourth phase, the combination of clearly superior cassava varieties and depressed maize markets produced an increase in cassava cultivated area as shown in the table below. With a reduction in subsidized seeds and fertilizer, and with the maize marketing apparatus in disrepair, farmers in the traditional cassava, sorghum and millet-producing regions rapidly reduced the area they planted to maize (Zulu et al., 1998; UNZA, 1999).

Land allocation: evolution of cultivated area

At the end of phase 4, the cassava sub sector did show greater growth, with national area planted of cassava crop increasing by 44% from 290,952 hectares in the year 2000 to 418,000 hectares planted in the year 2003 as sown in Table 1.

After 2004, the planted area for cassava has decreased slightly; however during the last three years, the decreasing rate slowed down (19%, 13% and 6% respectively as shown in Table 1).

As already stated in the introduction, cassava roots in Zambia have been mainly produced by small scale farmers’ households. Additionally, as this crop has been playing the role of food security it has been cultivated in the entire nine provinces. However the great majority of the roots produced in the country, has taken place in four provinces of the country.

Table No. 1. Proportion of planted cassava area and proportion of household by scale growing cassava by groups of province

Group of provinces

Period and land allocation in % Household Scale (*)

2002-2003 2006-2007 2007-2008 2008-2009 SMHH LSHH

Luapula 67 69 67 67 100 0

Northern

North western 26 28 26 26 100 0

Western

Central 4 2 4 4 99 1

Copper belt 2 1 2 2 100 0

Eastern

1 1 1 1 90 10 Lusaka

Southern

National (hectares.)

418,000 338,000 361,000 394,000 322,786 1,746

Source: Prepared from MACO/CSO, Household Survey 2008/09.

(*): SMHH: Small and Medium Scale Household; LSHH: Large Scale Household

From phase IV reported by Haggblade and Zulu, (2003), consistently Northern regions (Luapula and Northern Provinces) have been accounting for the majority of the planted area, whilst the Western regions (Western and North Western Provinces) accounted for almost a third of the total planted area in Zambia (Table 1).

One of the key challenges the strategy has highlighted is that in general, yield and production information are not consistent among the sources (Official MACO statistics for 2008/2009 refer to an average yield of 11.7 Mt per hectare where other sources such as PAM or ACF refer to average yields of 7 Mt / ha). Having this in mind; it makes common sense that national yield is low when it is compared with traditional cassava grower countries in the world.

8

Supply side evolution: cassava and maize production dynamics

Apart from moderate spikes, cassava production has been steadily increasing but at a low pace due to a combination of issues (Figure 1). Firstly, the area planted under cassava as presented in Table 1 after 2002 have been decreasing steadily, secondly the effect of the two introduced pests affected negatively both yields and expansion of the cropping area; however the production trend was sustained in this period, possibly as a consequence of the distribution of planting material of improved varieties. From 2002 and 2007 there was a reduction of 19% of the planted area; however between 2007-2008 and 2008-2009, the number of planted hectares steadily increased as a consequence of the reduction of maize subsidies and a new approach about cassava as an industrial crop, supported for several international organizations, the government and NGOs.

Figure No. 1. Dynamic of cassava and maize production (Mt) associated to the cassava crises and cassava take-off phases

Source: Elaborations on data from FAOSTAT, 2010, and (Haggblade and Zulu, 2003). ..

As can be seen in Figure 1, maize production trends are still a legacy of colonialism preference for maize. This preference is observed in the consumption of these two crops maize and cassava in Zambia (Table 2).

Cereals and Roots and Tubers constitute almost 80% of the energy in the diet of the Zambian population; however the share of cassava in terms of Dietary Energy Supply (DES), as opposed to maize, has been increasing in the last 15 years, having a steady increase of around 2.2%. Meanwhile maize contribution in terms of DES has been accounting for a decreasing proportion of 8.2% in the same period.

Several factors could be influencing these trends, such as the price of maize compared with the price of cassava flour. This situation could be indicating a favourable consumption trend for cassava, opening the possibilities to diversify the end products adding value and making these affordable for the majority of the population.

Cassava and Maize Production (MT tons)

-500,000

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

1961

1963

1965

1967

1969

1971

1973

1975

1977

1979

1981

1983

1985

1987

1989

1991

1993

1995

1997

1999

2001

2003

2005

2007

cassava maize Linear (cassava)

The cassava crises Cassava takes off

9

Table No. 2. Diet composition (%) in terms of Dietary Energy Supply - DES (ranked on the latest 3 year period)

Major food commodities Consumed

Period

1990-92 1995-95 2000-02 2004-06

Maize flour 58.9 59.1 55.4 50.7

Cassava 11.7 11.3 12.8 13.9

Oil of palm 0 0.1 1.2 2.6

Share of cereals and

Roots & Tubers in DES 77.2 79.5 77.1 75.6

Share of oils and fats

in DES 4 3.3 5.4 6.5

Source: FAOSTAT, 2010

Farmers: production systems and their characteristics

In Zambia, cassava is largely grown by small scale farmers, 35.5% and 32% of which are found in Luapula and Northern provinces respectively (FRSP, 2008). The country has an estimated total number of 397,185 cassava farmers who cultivated a total land area of 337,536 ha in 2006/2007 season representing a 19 % reduction in cultivated land between 2003/04 and 2006/07 seasons (CSO/MACO/FSRP Supplemental Survey, 2004 & 2008).

The overall national average cassava farm size in 2006/07 was 1.2 ha and traditionally, smallholder households plant cassava split into 3 – 5 fields (Chitundu M, 2009). Planting is staggered resulting in different maturity and harvesting periods. Farmers grow seven (7) recommended varieties i.e. Bangweulu, Nalumino, Kapumba, Mweru, Chila, Tanganyika and Kampolombo in addition to their own local varieties. Farmers do not apply any chemical fertilizers to the crop.

Across the country, differences in farm size are observed which are due to social, economic and demography factors etc. (Simwambana, 2009). Farmers who grow cassava for consumption and marketing tend to have larger land area under cassava cultivation as opposed to those that grow the crop for food security purposes only. Depending on the scale of production, cassava is either mono cropped or intercropped with maize, sorghum, legumes or pumpkins. Available statistics indicate that more than 75% of the households in traditional cassava growing areas intercrop cassava with other crops while 50 % would do so in the maize belt.

Cassava production is not spread evenly throughout Zambia. Production is concentrated in the northern and western cassava belt (Luapula, Northern and Western Provinces), but Zambia can be divided in three different zones where different cassava versus maize production patterns can be observed

The maize belt (including Agro ecological zones 1 and 2a, the south and along the regions at the border

with Zimbabwe and Mozambique), where over 75% of households grow maize and less than 25% grow

cassava.

The dual staple zone (including agro-ecological zones 2b and 3a the Northern regions of the country),

where over 50% of households grow cassava and maize.

The cassava belt (including Agro ecological zone 3b, the northern and northwest corners of Agro Ecological Zone 3), where over 90% of households grow cassava. In this region, cassava commercialization is most highly developed and cassava prices are lowest.

Differentiation in commercialization patterns can also be observed. It is reported that on average, only 8–10 % of cassava harvested is marketed (ACU, 2009), but significant differences are found in proportions marketed across household types and by district. About 25 % of cassava-growing farmers sell a portion of their cassava crop, but that share changes across zones. Farmers in the maize belt who grow cassava tend to consider cassava not only as a staple food but also as a cash crop. They sell about 10% of their cassava production mostly to the fresh market; representing a higher marketed share than for maize in terms of the fresh market produce.

10

Demand side evolution: creation of markets for cassava commercialization

Considering the four phases reported by Haggblade and Zulu, (2003), cassava markets have been created and developed by the government. Although the subsidy policy has been favouring the maize sector, cassava markets have survived without generating significant increases in value addition while commercialization has mainly been driven by the government regulations.

Although several donor interventions have been oriented to improve the commercialization process and market development, the top down approach of these interventions has been a limiting factor to the sustainability of the initiatives.

In this regard it is important to make reference to the Smallholder Enterprise and Marketing Programme (SHEMP 2007) and its agribusiness development component which was oriented to cassava.

Lessons learned from this intervention indicated a positive correlation between market awareness (when the market is comprehensively shown to the traders and producers) and increase in hectarage under cassava cultivation. This strongly indicates that guaranteed market demand not only stimulates increased production amongst smallholder farmers but also sets good grounds for commercialization of cassava products. (SHEMP made available to stakeholders a comparison of cost and gross margin between cassava and maize which became an eye opener to both the traders and farmers).

The main conclusion under SHEMP was that top down led interventions needed to be replaced with a more free market and market driven approach, allowing the value chain actors to determine business according to the market demands and supply side opportunities.

Institutional and policy dynamics

Maize policy and its impact on the cassava sub sector As explained by Haggblade and Zulu, the importance of maize in Zambian agricultural policy dates back to the independence period where agriculture was simply considered as a vehicle to feed the mine workers whose staple food crop was maize. Hence, the few Government resources devoted to agriculture were concentrated on maize.

Initially, the support to the maize sub sector was granted through the National Marketing Board (NAMBOARD) which guaranteed input supply and output markets for maize by fixing a pan territorial price. Maize subsidies favoured the growing of a network of farmers cooperatives, government supplied subsidized fertilizer and seeds on credit as well as guaranteed outlets for the maize.

The maize promotion through subsidies had also a significant crowding out effect since maize area, yields and production increased also in those regions where cassava, millet and sorghum were traditionally grown. Even farmers in the cassava zones started to take advantage of the substantial maize input subsidies and the guaranteed outlet by putting part of their land into maize cultivation (Kokwe, 1997). Due to Government intervention maize became both a food and cash crop while crops like cassava, sorghum and millet assumed a marginal role especially as cash crops. (UNZA, 1999).

In the 1990’s Zambia went through a radical and complex process of liberalization and market reform, and the Food Reserve Agency (FRA) was being planned as a sort of post-liberalization parastatal with a strictly defined role - to manage a large stock of former Government and cooperative warehouses (leasing them out to the public), and running a national food security reserve, the purpose of which was to provide a buffer for emergency relief (but without a mandate for price stabilization) (Coulter, 2009).

Through the Agency the Government could address food security issues by ensuring maize supplies either through internal production or through imports and donors aid. A recent surge of activity by the FRA, since 2005, had once again raised government’s intervention in the staple food markets. The FRA bought cassava, as well, at a price of 500 Kwacha per kilogram, well above the market price of 15,000 to 20,000 per 50 kg bag (equivalent to 300 to 400 Kwacha/kilogram). During the 2006 season, because the FRA offered a price higher than the prevailing market price, they were able to procure its entire 2,400 ton quota in less than two weeks.

To better accompany the process of maize liberalization the Zambian Agricultural Commodity Exchange (ZAMACE) was established in May 2007 and officially launched in March 2009. ZAMACE is a private sector entity, supported by USAID. White maize, wheat, soya beans and sunflower are traded.

The significant reduction of subsidies for maize production and marketing coupled with the government’s withdrawal of a guaranteed maize market, from the early 1990s onward, clearly reduced farmer incentives to grow maize (Howard and Mungoma, 1996).

11

Policy interventions on cassava

From independence to present, two main initiatives have been undertaken by the Government to help accelerate commercial development of cassava and cassava-based products at the national level:

1. The recurring droughts and the recognition that many regions depended on cassava led the Government of Zambia to establish the root crop research and support program called Root and Tuber Improvement Programme (RTIP). Thanks to the German Technical Assistance to Zambia (GTZ) and the Swedish Assistance through SIDA (Swedish International Development Agency), the hectarage under cassava increased (Table 1).

2. Zambia’s Agricultural Consultative Forum (ACF) was assigned to initiate an Acceleration of Cassava Utilization (ACU) Task Force that began work in August 2005 (see Chitundu, Droppelmann and Haggblade, 2008).

The ACU task force

The Acceleration of Cassava Utilization (ACU) Task Force was established in 2005 by cassava value-chain stakeholders drawn from both the public and private sectors upon realizing the immense potential of cassava in contributing to improved food security particularly in drought prone areas of Zambia. Following the drought conditions experienced in the 1990s, some NGOs began to distribute cassava cuttings as part of the food security packs to mitigate the effects of the drought. During this period, the overriding objective of the ACU Task Force was to facilitate speedy commercialization of cassava with a view to contribute to increased household food security and incomes.

During the period of its existence, the ACU Task Force recorded a number of achievements. Notably among these, was the formulation of cassava standards in 2008 through the Zambia Bureau of Standards. In addition, livestock feed trials supported by SARRNET and FSRP in collaboration with Tiger Animal Feeds were conducted with a view to promote cassava-based feeds. This was on the premise that cassava substitution in livestock feeds had a potential to lower the cost of feed and free maize for human consumption. Further, similar trials were conducted for cassava-based products for human consumption with support from SARRNET, Government and FoDiS.

Further collaboration and lobbying with Government and international institutions led to the establishment of the IITA Regional hub in Lusaka and the need to develop the Zambia Cassava sub-sector Strategy in close collaboration with IITA. A committee was later constituted from among the ACU Task Force appointed by the Minister of Agriculture and Cooperatives to spearhead the development of the cassava sub-sector strategy. This process was facilitated by ITC, CFC, FAO and a local consultant. A summary version of the strategy was officially launched in December 2009. Following the successful launch of the strategy, a meeting of the ACU Task Force was convened during the first quarter of 2010 at which the functions of the Task Force were handed over to the Cassava Subsector Strategy Coordinating Committee. The Committee was further strengthened by co-opting other key stakeholders to oversee the implementation process.

3. The soaring food prices in 2008 and the historical variability affecting both maize prices and production contributed to a stronger recognition of the importance of cassava as a staple food crop and as a more drought tolerant crop. This has lead to several donor interventions aimed at: the diffusion of improved varieties, improvement of processing facilities, boosting commercialization of cassava. Up to now donor interventions have been characterized by isolated initiatives that were not guided by a cassava-specific policy framework.

4. Seed multiplication programmes supported by donor resources, have atrophied as well. As a result, distribution of the four new varieties released in 2000 has been limited (Table 3). Given the considerable productivity gains available in these new varieties, and given that three of the four are sweet varieties, whose adoption proves most rapid outside the cassava belt, this genetic pool represents a significant but currently under-utilized resource (Haggblade, 2007).

12

Table No. 3. Release of New Cassava Varieties in Zambia

Source: Chitundu and Soenarjo (1997) and Simwambana et al. (2004). All yields refer to research station observations using no purchased

inputs but following recommended agronomic practices. Yields were measured 16 months after planting.

The Fifth National Development Plan 2006-2010 has fixed the following strategic objectives with regard to food crops:

“Maize, cassava, sorghum, millet, sweet potatoes, beans, wheat and groundnuts will be targeted for

increased production and productivity;”

“It is expected that an increased number of small-scale farmers will be fully integrated into commercial

production throughout grower arrangements or as individuals”;

The Government will also endeavour to promote the formation of co-operatives and strengthen their

operations so that they become the main conduit for socio-economic development, contributing to

poverty eradication.”

“Overall, crop production increases will come from expansion of area under cultivation; expansion of land

under irrigation from the current estimated 100,000 hectares to 200,000 hectares by 2010; increased

productivity through improved variety research releases and better research/extension linkages;

increased use of better and sustainable farming practices, including conservation farming and low input

agriculture; and increased use of animal draught power. Further, post-harvest crop losses will be

reduced from the current level of 30 percent to less than 10 percent by 2010.”

The present strategic document for the sector will contribute to the definition of the cassava potential in terms of production and productivity enhancement; development of cooperative and farmer groups among the smallholder farmers; fix targets in terms of contribution of cassava sector to the growth of the agricultural sector, in line with the Government strategic framework.

2. Value chain performance

This section is mainly reflecting the outputs of the participatory workshops regarding the main issues and challenges across the value chain. The issues have been validated by farmers, processors, traders, support institutions, government officials and researchers and in many cases have allowed each actor to understand the interdependencies and links. The issues are of course related to the required performance of each stage (including support institutions) so that the strategy market targets can be met.

The issues were categorized in three areas: Production, Processing and Cross-cutting issues.

Production

From the supply side, producers have been growing cassava for several decades, spreading diseases and pests through the continued use of infected and infested planting material. As a result the yield potential of the existing varieties in the field has been depleted. Another factor contributing to the low yield is also the low fertility of soils.

Technological innovation has been absent and the majority of international organizations co-financing cassava projects have been supporting the extractive food security approach (produce cassava for food of farmers’ household).

Variety Type Released Yield (tons/ha) Taste

Bangweulu Cleaned 1993 31 Bitter

Kapumba cleaned 1993 22 Sweet

Nalumino cleaned 1993 29 Bitter

Mweru bred by RTIP 2000 41 Sweet

Chila bred by RTIP 2000 35 Bitter

Tanganyika bred by RTIP 2000 36 Sweet

Kampolombo bred by RTIP 2000 39 Sweet

Traditional local variety 7 Bitter

13

Since cassava is not categorized as a viable sector from a business point of view, financial support for production and processing has not been considered by financial institutions and therefore the sector has been surviving without access to credit, no savings at household levels and lack of collateral.

As a result, the general characterization of the cassava sector is typified by a lack of articulation of the value chain actors both at local and national level.

In particular, stakeholders have identified that cassava production and yield is based on farm household necessity and not on market demand. Farmers usually plant a crop and start harvesting according to their needs (leaving the root underground until the market is there or until they need to eat). This affects considerably the root quality, because the lignin content increases, together with the fibre content (resulting in woody roots). Stakeholders have signalled that in many cases, harvest is done two years after planting.

Low yields are also explained by farmer’s practice and knowledge. It is indeed believed by many farmers that planting material becomes mature only after two years. This may be indicating that farmers are cultivating late maturity landrace varieties, accompanied by low temperatures during the growth cycle, (increasing the lateness) and dry season (between April and November).

In addition to the above, the low quality of existing planting material is derived from diseases, lack of uniformity in terms of maturity and pest infection.

Although planting material has been distributed by research institutions and donor agencies, planning is inexistent and distributed varieties are not market oriented. Finally, in many cases where planting material has been distributed, there has not been any monitoring of the multiplication done by farmers and consequently, many farmers do not have access to the new planting material.

Processing

Cassava processing in Zambia is mainly characterized by artisanal techniques and the main distribution channel is targeted to fill local demand of convenience food and glue. In almost all cases, farmers are also processing and in some cases processors are also integrated into farming as well.

From the supply side, stakeholders highlighted that there is not enough secondary and value added processing taking place in Zambia. They also agreed on the low capacity for existing commercial processors to fetch and source cassava.

Established industrial processors that could use cassava (animal feed, bakeries, and glue and wood companies) have clearly stated that there is no cassava available or that the volumes are low and do not meet the required qualities. It was also considered that the lack of product diversification for cassava (into new food products or other) was a consequence of inadequate farm gate prices and no management of bulking by farmer organizations.

From the demand (processors) side, the main issues regarding quality of sourced cassava was associated with problems of colour (dry root), because the roots are dried using uncontrolled fire from wood.

Additionally investment into first and second processing has not been demand driven and first processing equipment is very expensive. Consequently there is a stagnant cassava industry together with scarce product development in Zambia.

Crosscutting issues

As stated above, there is a lack of articulation of the cassava value chain: From the producers’ side, there is no perceived demand for cassava roots and the lack of buyers is one of the main constraints highlighted. However, the fact that producers also considered the distance to markets (Lusaka) as one of the main issues indicate that they also perceive that there is a market there.

The main cross-cutting issues behind the above are: no market research and lack of skills to develop markets, (along with the fact that farmers planting and cassava decision-making model depends on price information) and lack of articulation and low knowledge of existing commercialization channels.

Another cross cutting issue is associated with access to finance. From the producer side, funds to grow cassava are not available and farmers feel they are locked out as they do not have land ownership as collateral. Additionally there is also very little access to credit for agricultural based business. Although farmers want to sell their roots at farm gate, the lack of finance is also constraining the commercialization and processing process, because there is no available cash for farmers to become middle-men or for existing middlemen to finance their operations and deliver to processors.

14

The other cross-cutting issue is the role of support institutions and their actual support to stakeholders involved in production and processing processes. The link between training and provision of support with communication, awareness building and sensitization is inexistent.

Processors are concerned about lack of training on how to use machines to add value. Paradoxically, the main activity from the support institution point of view has been the cutting and distribution of improved varieties but these have been targeted to support poor farmers and no commercially driven training has been implemented to connect farmers to the market or to plant varieties that can be better used by processors.

Farmers and extension officers have not been trained on proper cassava agronomic knowledge to improve production. The fact that extension officers are few, and they have no resources available (cash and transport) has contributed to a very low efficiency and efficacy of the extension service.

Additionally, the few existing extension activities for cassava do not have proper planning and are not market driven or oriented. Farmers and processors have consequently complained of the inefficiency of the service.

Farmers usually have high expectations regarding extension services; however the low efficiency and efficacy of the service has contributed to a reduction of the motivation to grow cassava. This has also affected farmers’ entrepreneurship and organizational skills to produce and face the challenges of a competitive sector. In fact, stakeholders considered that farmers are not organized to deal with buyers, because they have not been empowered and consequently middlemen have taken advantage of this situation to exploit the farmers.

Finally and as expressed by stakeholders, cassava has not traditionally been a priority for the government and consequently, there has not been policy for the increase of cassava production and consumption and there are no incentives to be a cassava grower or processor from a business point of view.

Cassava has been mainly considered as a “fall back” crop when maize fails as a result of prolonged drought periods. This has been done using a top down policy and cassava policy is oriented to sustain cassava as a food security crop by the extension services of MACO.

Support institutions and social capital of the value chain: Support for the value chain has been based on government institutions (MACO and ZARI). Recently NGOs started to contribute with programmes which according to stakeholders are based on institutional goals and priorities (rather than on social and human capital development at community level). These programmes are mainly oriented to food security as a governmental policy and the institutional approach of extension services has mainly been oriented to perpetuating intervention as opposed to promoting a market driven approach.

Value chain commercialization channels

Is there sufficient market for improved quality cassava products? This was one of the main areas that the strategy tried to clarify during the workshops and subsequent interviews with buyers.

Currently, in Zambia four main distribution channels offer opportunities for commercialization. These are:

Industrial Food for Human Consumption,

Animal Feeds,

Industrial Uses of non food based products, and

Artisanal Food and relish.

Industrial Food for Human Consumption: Fresh cassava, dried chips and flour are used as substitutes of mainly wheat and maize, both in industrial baking and small scale retail business. Main products are biscuits, muffins, processed leaves (for example soups) and cassava flour for home baking (either pure or mixed with wheat).

Animal feeds: peels, dry leaves, and dried root chips are incorporated into industrial stock feeds. Cassava is used in the animal feed industry as a substitute of mainly maize in mixed feeds formulas.

Industrial uses of non food based products: dried root chips and flour are used by different manufactures, such as the paper and card box, glue and wood industry, as a substitute for maize and corn starch.

Artisanal food: raw and processed cassava (dried chips, flour, grates) of both sweet and bitter varieties offer an alternative to maize and wheat as sources of carbohydrates. In addition to the latter, low starch content products derived from artisanal techniques could be used to explore the nutra-ceutical industry.

15

Table 4 below was elaborated based on the information provided by existing processors4 and with the

contributions from the Coordinating Committee members.

The table provides a map of the existing processors that are currently sourcing cassava as an input (or are willing to do so provided the supply is available). It is important to highlight that currently the processors are sourcing the equivalent to approximately 37,000 Mt of raw cassava and that there is a gap of 114,000 Mt between what they buy and what they could buy based on their business demands and potential.

The window of opportunity is equivalent to an increase of 208% given that consistent supply of quality cassava and in the required quantities is provided.

Table No. 4. Value chain channels and agro-processors using cassava in Zambia 2009.

1

1 Source: FAO and Perfect Milling Enterprises.

Industrial processors in Zambia and in the other African countries mainly use maize and wheat in their human consumption segments and animal feed industries as well as corn starch in their paper, printing and textiles industries. Therefore cassava mainly has to compete with wheat and maize/corn.

The majority of the cassava commercialized (equivalent raw - projected per year) in Zambia is demanded by animal feeds (69%, while demand for food is 20% and non food industrial uses is demanding 11% of the total raw cassava). Of the total, approximately 140,000 Mt of raw cassava are commercialized in the three main open markets in Zambia. However, there is not available information about the proportion of this raw cassava sent to export and sold as raw in the main markets (Soweto, Lusaka and Nakadoli in Kitwe)

2009 (Average consumption

per month Mt/Month)

Equivalent raw

2009

Projected requirements (Mt/year) working assumptions based on interviews

Equivalent Raw -

Projected per year

Conv ratio to

raw

Animal feed Chips 30 360 900 2,000 5000 2.5

Animal feeds Chips

n/a

12,000 30000 2.5

Nutri feeds Animal feeds Chips 750 1875 7,000 17500 2.5

Animal feeds Dry roots/chips 500 12,000 30000 18,000 45000 2.5

Biscuit, snacks HQCF n/a n/a n/a 700 2,450 3.5

HQCF 5 60 210 240 840 3.5

Biscuits Soups Flour/dry roots

Raw Cassava 0.1 1.2 1.2 10 10 1

Flour Raw Cassava n/a n/a n/a 960 3360 3.5 Flour Dry Cassava 50 250 625 10,000 25,000 2.5 Flour Dry Cassava 30 360 1260 600 2,100 3.5

Flour Biscuits Bread

HQCF 2 24 84 250 875 3.5

Gari Couscous

Raw Cassava 0.2 2.4 2.4 160 160 1

Paper Flour/starch 50 600 1680 6,000 16,800 2.8 Paper Cardboard Flour/starch 10 120 336 600 1,680 2.8

Processed Wood Flour / Starch for glue

1 12 33.6 67 187.6 2.8

37,007 TOTAL RAW Mts/year 150,963

Difference projected vs. 2009

113,955

Increase as % of 2009

308%

Company

Cassava based input needed Product

Produced

Estimated consumption per year (Mt/year)

Biscuit, snacks

n/a n/a n/a

Numbers in red are the best estimates: for 3 processors, no data was available (National milling, Yielding Tree and Chiko Biscuits

Numbers in black are based on information provided by the companies.

Volumes (Mts)

Perfect /Amazing feeds

Tiger Animal Feeds

Novateck / ZamChicks

Sunrise biscuits

Lamise/BIBIBiscuits

Sylva Catering

Jamas Milling Tute Milling Valley Side Foods

PECO / Procpress

Authentic Foods

Zambezi Paper Mills

Unity Packaging

Wood Africa processing

16

Although this is the base of the strategy implementation, a more deep economic and biophysical feasibility study oriented to establish business centres will probably confirm or re-define the prioritized channels to implement the strategy.

The future for the cassava sector

As portrayed in the anticipated impact section of the present document, cassava has the potential to contribute to the achievement of substantial social and economic development opportunities in Zambia.

From an industrial point of view, the interest in cassava has been growing domestically due to its potential to be a competitive input for agro-processing. In Zambia as well as in many other cassava growing countries this potential remains largely untapped due to the farmers not connecting effectively to the market. The key question therefore is: If there is no perceived market or demand as there is for other crops such as maize, why would farmers produce cassava other than for self consumption?

From the demand point of view, more than 200 processed products can be derived from cassava roots and leaves and as identified in the strategy development participatory workshops there is a significant market potential (both domestic and export) for diversification through value addition. As clarified in the current sector situation, the market demand is already present and unsatisfied at the current price levels.

In order to achieve the sector vision this strategy proposes the use of a multi-channel distribution approach for commercialization both at the producer and processor levels. This approach is fundamental to a commercially driven and viable implementation of the strategy and is further explained in Objective 5 of this strategy.

At the producer level, the multichannel approach implies the linkage of farmers at different production areas to different market segments and buyers. The strategy establishes the selection of the type of segment and channel as a factor of the biophysical and economic return potential exclusively. It is important to highlight that the latter implies that prioritization of markets will not depend only on the proximity to a buyer or on the buyers intent to purchase but on the overall profitability for the producer when comparing to other competing crops (i.e.: maize) and buyers (i.e. traders or other industries).

Both at the producer and processor levels, the multichannel approach also implies the development of new value chains to respond to existing demands, even if it implies the creation of new cassava production areas (based on value addition and profitability as well as on social and agro-environmental fit) and the creation of new markets and distribution channels.

The way forward in achieving the vision, also assumes the role of the state institutions as facilitators allowing for a more market driven knowledge and support provision to generate growth of social, human and economic capital.

Along these lines, the strategy for cassava will improve farmers organizational capabilities based on the existing social capital. It will integrate the later into a market driven approach, putting people first, connecting farmers to markets and making business to improving income and consequently contribute to the improvement of farmers livelihoods.

The present section is divided into the following chapters:

Target Markets and Segments

Strategic Objectives and Interventions to achieve Targets

Sub-Objectives in Order of Priority For Implementation

Implementation Plans (Detailed Activities For Each Objective)

Resources Needed

Managing Framework

17

3. Target markets

The target markets for cassava in Zambia have been analyzed as a set of opportunities resulting from the articulation of the domestic value chain and its actors as the first priority.

Given the vicinity of the major cassava growing areas with border countries and the existing ongoing informal cross border trade dynamics as well as the high international demand the stakeholders have also analyzed the opportunities to connect effectively with international and regional markets. Table 5 below highlights the target markets validated in the participatory workshops by all stakeholders.

Table No. 5. Market segments and development driver priority and product destination

Based on the workshop outputs, the committee and private sector stakeholders have examined current and potential markets for cassava and cassava based products at national and international levels.

The immediate priorities set by stakeholders were to concentrate first on the domestic market developing the processing and value added segments.

Regarding the quantification of the potential markets, the committee decided to plan based on market targets set for each of the different segments. However as clarified in the previous section the decision and prioritization between channels and opportunities would be in connection to Objective 5 of the present strategy and to detailed localized feasibility studies examining factors related to social (farmer and industry characterization, business model including buyer location), economic (price, cost of goods sold including transport, margin) and biophysical (soil, climate, crop management/technology) viability.

Making reference to the multi-channel dynamic, the priority would also come when comparing the feasibility for all opportunities as opposed to one or two only.

Development

Driver PriorityDestination Markets

Dried roots Households Domestic market

Waxed Retail

Home,Soweto, Tute ( Luapula), PECO, Tiger,

Carnival,Midle men, Millers, FRA

Fresh leaves FRA SPAR, processors

Hospitatlity Export- roots, DRC-Congo/informal

Processors

Beer Import substitutionFood security and Nutrition

Domestic-SPAR, Soprite, Melissa, Restaurants/hotels,

Hospitals, Army

Bakery/biscuits

Gari

Export- Congo DR, Angola, Namibia,Botswana, South

Africa, Zimbabwe..

Snacks Leaves- Begium, Congo, Mozambique and Angola

Fermented fllour

Canned Food (Leaves)

Nshima (fresh, frozen)

Remedies/nutrifiers

HQCF Flour Flour for human consumption

Import substitution for

Wheat Domestic and Export

ANIMAL FEEDStems

-Poultry processing Association, other processorsFarmersExport- South Africa, SADC, Congo, Angola, Zimbabwe,

Malawi

Leaves

Cost/ energy

Marsh

Paper/ Millers

Flour animal

Cakes

Pellets

STARCHES AND INDUSTRIAL USE distilled

Glue

medicines

ETHANOL BIOFUELS Fuels

Fertiliser Import substitution

Sub products

Market Segments

Fresh Cassava

Processed Food Cassava

Import substitution

Cheaper animal feed

for rural population

Development of animal industry

Import substitution -Paper, Wood and Glue Processors,Pharmaceutical Industry

Households using fossil fuelCarsIndustrial users

18

Even though the feasibility studies are part of the strategy implementation phase, the coordinating committee together with the private sector have established the following targets for the short term 2011-2012 and mid-term 2013-2015. The targets are meant to direct the strategy implementation and are to be treated as dynamic working assumptions that were validated by stakeholders in the strategy launch event

5.

Short-term targets (2011-2012)

As seen in Table 6 below, the implementation of the strategy should enable stakeholders to produce approximately 1.3 million Mt of raw cassava per year, accounting for approximately 533,630 tones which are to be sourced commercially and approximately 800,000 tones for self consumption by Zambian rural households. If we compare the 2009 estimated amount of commercialized raw cassava

6 (170,000 Mt) with the target set

(533,630 Mt) an increase of 214% is needed.

If the export target of 250,000 Mt of dried chips is removed, the lead segments are convenience foods based on raw cassava (46% of total target), followed by Animal feed (26% of total target) and by HQCF for bakeries with (22%). It is important to highlight that the main percentage of the target set for the short term is related to human consumption (66%).

5 Estimates were based on official country statistics (ERB), FAO production statistics, ITC Statistics, CFC statistics and consultancies to producers of animal feed. Raw material quantities were estimated using the following conversion ratios: Raw to Dry Chip (2, 5:1); Dry Chip to HQCF (1,4:1); Raw to HQCF (3, 5:1). Estimates for ethanol were based on average yields of 150 lt/ton of fresh roots

In order to attain production levels of 2,601,153 tonnes a total 173,410 farmers with 1 ha each will need to be supported, at an estimated yield of 15 tonnes/ha. This means that an intensive capacity building process need to be implemented to twofold the actual yield in 3 to five years. 6 Estimation done by Coordinating committee and validated by research undertaken by ACU 2008, Haggblade 2003 and Chitundu 2009

19

Table No. 6. Short term targets 2011 – 2012

20

Segment Target Quantities of RAW CASSAVA (Mt)

based on Market Potential Equivalent Target DRY Chips (Mt)

Conversion

Rate

HQCF as a substitute of 10% of imported

Wheat to Eastern and Southern Africa 2,466,812 704,803

3.5

Starch for Zambia and export to Eastern Africa

and Great lakes Region 6,050 2,420

2.5

Cassava frozen chips as a substitute of 5% of

the imported frozen potatoes. (Domestic

Market)

1,600 X

Ethanol for Zambia (33,119,787 litres / year)

(10% substitution of 16,958,507 imported litres

of Gasoline

100% substitution of 16,161,279 imported

litres of Kerosene).

220,799 X1:150 from

raw to

ethanol

TOTAL 2,695,261

MID Term TARGETS 2013-2015

Mid-term targets (2013-2015)

Free Market Access to the COMESA and SADC countries with over 400 million people provides the best market opportunity for the commercialization of the sector. Key opportunity markets include; DRC, Angola, Tanzania, Rwanda and Burundi. Currently, dried cassava roots are informally exported to DRC and Angola where the average market margin for traders is generally higher than sold domestically.

As part of the strategy implementation, Zambia Development Agency is undertaking market research for cassava in the great lakes region.

From the mid-term scenario as shown below the strategy is targeting to produce and sell approximately 2.6 million Mt of raw cassava. This is mainly through the export of HQCF and starch as well as the substitution of potatoes with cassava based convenience foods. The ethanol and energy market is also targeted domestically.

Table No. 7. Mid-term targets 2013 - 2015

Altogether the targeted quantities per year for 2015 sum up to approximately 4 million metric tones of raw cassava produced and sold in Zambia.

If we compare the 4 million Mt of cassava with the 2009 production of maize of 2 million Mt (2008/2009 MACO survey) it is clear that even if the market is there, increase in yields will be required as well as increase in quantity of farmers planting cassava.

21

4. Main focus areas: strategic objectives and interventions

This section presents the six strategic objectives for the Zambia Cassava Strategy and related sub objectives and specific activities under each objective.

The implementation of the objectives is necessary to respond to the demands and needs of the markets identified. For each component, sub-objectives have been prioritised and potential implementation partners identified

7.

The Six objectives:

1. Improve information flow and knowledge management for enhanced decision making 2. Improve access to finance to 80% of sector stakeholders by 2015 and ensure necessary funding

for the implementation of the strategy 3. Build capacity to improve value chain performance and sustainability in responding to the projected

demand of 4 million Mt by 2015 4. Enable strategy implementation by establishing a platform for private public dialogue by 2011 5. Improve linkages within the value chain and increase global production, processing and

commercialization to respond to a demand of 4 million Mt by 2015 6. Strengthen research and development and extension services in order to respond to the demand of

4 million Mt by 2015

Figure 2 below is an accurate summary of the interrelation between objectives in the strategy.

To have a complete understanding of the strategy it is important to highlight the diagram below, all of the objectives (1,2,3,4,6) are gravitating around the objective 5 which consists mainly of pilot agri-business centres.

Figure 2: Zambian cassava strategy

Therefore the focus for each objective in the strategy and in the description below will be in relation to the objectives’ contribution to making the agribusiness centre feasible and operational.

7 For details of implementation partners and other details like indicators for measuring performance and progress, see the detailed

Implementation Plan in the end of this section.

22

Objective 1- Improve information flow and knowledge management for enhanced decision making in the cassava sector

The objective focuses on information and communication resources aspects. The sub-objectives are:

1.1 To define data and information needs and improve their collection

1.2 Ensure high quality of data and information and set commercial targets per segment

1.3 To disseminate updated data on a timely and targeted basis

1.4 To develop and enhance promotional campaigns for Cassava

A consistent improvement of information flow and knowledge management will support the decision-making process of the value chain stakeholders running each business centre. To achieve this, an immediate definition of data and information needs, improving their collection, need to be undertaken; markets research for conventional and non conventional cassava products will help to target markets for the short, mid and long term vision; complementary information requested from supply and demand side will lead this component of the strategy. A gender balance will be assured.

One of the main concerns is the quality of the information to be generated. The strategy needs to ensure high quality data; in this sense, cassava census as a base to use statistical significance will allow to generate information through the use of an updatable relational database as a key tool for planning and decision making. High quality information will therefore fill gaps through a consistent dissemination through different media at national, local and community media for different stakeholder, policy makers and support institutions.

As a result, informed stakeholders will be able to develop, support and promote campaigns for cassava. These campaigns will be covering the development of a communication branding and promotional strategy to raise awareness and stimulate consumption, development of promotional materials to be displayed in hotels, restaurants and supermarkets to communicate contribution of cassava sector to farmer community livelihood and to consumer benefit among other activities will be the core of the promotional scope. Government, private investors, processing firms, hospitality industry users of cassava and the Zambian households will be the target of campaigns.

The anticipated outputs and impact:

No. Strategy Objective Outputs Outcomes Impact by 2015

1 Improve Information Flow and Knowledge Management for Better Decision-making

Effective information management system in place Characterization of Cassava sector actors by GIS Commercial targets set based on information on market Improved dissemination and analysis Seasonal promotional campaigns developed for cassava

Information dissemination reaching at least 50% of the cassava sector stakeholders Improved access to information / data and performance management Improved policy environment for the subsector Verified value chain based stakeholder participation and ownership

Better decision making leads to increase in commercial operations responding to the projected demand of 4 million Mts Cassava awareness and domestic consumption increase by 50%

23

Detailed activities for each sub-objective as shown in the implementation plan

To define data and information needs and improve their collection

1.11 - Year 1

Identify Value Chain Actors: Create a database with the names and contact information of all actors in the value chain, including buyers using different channels, support services and organizations, and processors (actual and potential) to be periodically updated. Define type of data to be collected, review available sources of information and develop an updatable cassava relational database. Data and information will have to be organized as follows: -Supply Side Information Total acreage of planted cassava per year and per province Total estimated production (volume and yields) of cassava per year and province Farmers to provide information on cassava varieties planted, ZARI must provide varieties developed, released and adopted Update farmer listings and farmers register with a focus on cassava Mapping of current farming organizations and services provided Mapping of current production systems and socio-economic characteristics of farmers' types -Demand Side Information: Existing and potential buyer listing, buyer requirements (price, timing of delivery, quantity required and varieties, availability of transport, intermediaries used) Define survey tools by adapting existing census questionnaires and creating additional targeted surveys and other tools to elicit data from wholesalers, processors, commercial farmers and consumers to create baseline information and update the relational database and other existing data bases

1.12 - Year 2

Define and undertake three types of market research 1. On an annual basis, survey investigate the total quantities of cassava and sub-products consumed in Zambia for each of the existing distribution channels (human consumption, animal feed, industrial) 2. Market potential and demand survey at domestic and international levels (Angola, Namibia, Great Lakes Region, Europe, Asia and USA) 3. Consumer preferences to understand consumer patterns of cassava products and those which can be substituted by cassava (volume bought, price, type of consumer buying etc) Market research to be done by adopting a value chain approach for all analysis and processing procedures to generate information, using a holistic value chain map

1.13 - Year 2

Identify existing government agencies or sector associations that could collect, maintain and/or disseminate identified components of database information and establish agreements and commitment to this role in the cassava strategy. Assess possibility of private sector provision of data collection, maintenance and/or dissemination, select potential partners, and establish agreements and commitment to this role in the cassava strategy. Develop a strategy for the provision of market intelligence and its use in the development of cassava value chain through participation and equity among stakeholders

24

Ensure high quality of data and information and set commercial targets per segment

1.21 - Year 2

Adopt the value chain approach and run periodic focus groups with different value chain actors to validate analysis and information

1.22 - Year 2

To develop a decision-support system for all segments of the value chain, integrating biophysical (GIS) and Socio-economic components to make decisions based on a value chain approach (This system should be maintained with a consistent data input from market, services, infrastructure on local basis)

1.23 - Year 3

Build capacity in data collection and analysis for all the value chain actors to improve knowledge and contribute to effective participation in the development of the sector. Identify and select recipients for training on data analysis in the private/public sectors and training institutions. Identification and selection must be based on a high capacity of effective participation and commitment

Dissemination of updated data on a timely and targeted basis

1.31 - Year 2

Identify existing key players in information dissemination using a two way participatory approach. Develop dissemination techniques according to the targeted stakeholder and the type of information to be supplied: -Develop appropriate dissemination techniques for farmers and farmers associations. -Identify targeted and sample information (like prices) and disseminate through radio, SMS and community meetings

1.32 - Year 3

Validate, adapt or develop dissemination techniques and approaches, considering their cost-effectiveness and success. Create a multi-level approach for information dissemination that starts from regular meetings among representatives of value chain stakeholders in order to provide information on quantities supplied and demanded, varieties and prices for farmers to be able to plan their production and be aware of market outlet Employ different channels of information dissemination: - Radio (national and community) and television - Media institutions (public and private) - Group fora and farmer associations - Investigate on the feasibility of dissemination through the web or via mobile phones

To develop and enhance promotional campaigns for cassava

1.41 - Year 1

Develop a participatory communication branding and promotional strategy to raise awareness and stimulate consumption at national and international levels. Target of campaign: Government, private investors, hospitality industry and other users of cassava. Develop promotional materials to communicate contribution of cassava sector to farmer and consumer community livelihoods.

1.42 - Year 1

Develop and deliver awareness raising materials and activities related to use, process, retail and business benefit, and market potential for cassava.

1.43 - Year 1

Undertake a cassava based food buffet for high level policy makers.

1.44 - Year 1

Promote food recipes that use cassava through mass media, super-markets and hospitality industry. Organize `cassava campaigns` for the public and private sector

25

Objective 2: Improve access to finance to 80% of sector stakeholders by 2014 and ensure necessary funding for the implementation of the strategy

The objective focuses on finance and the financial environment - the sub-objectives are:

1.1 Undertake a finance and risk profile for cassava

1.2 Develop financial services for the sector and ensure delivery mechanisms target all stakeholders

1.3 Investment promotion in the cassava sector to ensure necessary funding for the strategy

implementation

Improving access to finance to ensure necessary funding for the strategy implementation, sector operations and business development must be the basic fuel to operate the business centres.

To address it successfully, this component of the strategy will combine a finance and risk profile for cassava including the needs of the different stakeholders and the development of financial services together with investment promotion.

The financial profile will include: overview of the current situation on the supply of finance to the agricultural sector including cassava, review financial schemes available and possibility of extending those schemes to the cassava sector (functioning, type of products, interest rates, required collateral obligations), demand side assessment of finance needs of all stakeholders in the cassava value chain (short term financing with a focus on; hired labour, acquisition of improved varieties and long term financing with a focus on needs for storage facilities and first processing machinery).

The risk profile will include: overview of the risks affecting cassava value chain stakeholders such as weather and other vagaries affecting production such as flooding, price fluctuations affecting both buyers and farmers earning, pest and diseases affecting cassava yields, and any other source of risk affecting cassava sector functioning at the different levels, micro (household level), meso and macro; review of existing market linkages (farmer and buyer) and ways to enhance and stabilize them in order to boost access to finance and investment in the sector. Gender balance will be addressed to determine women risk compared with other members of the family and how they will contribute to face the risks.

Emphasis should be placed on financial mechanisms that allow banks to provide money to farmers through the agribusiness centres upon delivery of products. A risk management and financial strategy for the cassava sector and for the agribusiness centre described in Objective 5 will be developed.

26

The anticipated outputs:

No. Strategy Objective Outputs Outcomes Impact by 2015

2 Improve access to finance to 80% of sector stakeholders by 2015 and ensure necessary funding for the implementation of the strategy

Survey on demand and supply of financial and other related services helps better design financial schemes

Increase in offer of finance delivery mechanisms adapted to cassava

Investment promotion activities target cassava sector

Availability of information and Access to funding to 80% of stakeholders

At least 2 financial institutions offer financial schemes to the cassava stakeholders directly or through the agribusiness Centres

Resources needed for strategy implementation are secured by 2012

Finance of activities to ensure demand target of 4 million Mt is met by 2015

Sustained growth of the cassava sector enabled by improved access to finance for stakeholders

Detailed activities for each Sub-Objective as shown in the implementation plan:

Undertake a finance and risk profile for cassava

2.11 – Year 1

Undertake a finance and risk profile for the cassava sub-sector. The finance profile will include: - Overview of the current situation on the supply of finance to the agricultural sector including cassava. - Review financial schemes available and possibility of extending those schemes to the cassava sector (functioning, type of products, interest rates, required collateral obligations) - Demand side assessment of finance needs of all stakeholders in the cassava value chain (short term financing with a focus on: hired labor, acquisition of improved varieties and long term financing with a focus on needs for storage facilities and first processing machinery) - Review of existing market linkages (farmer and buyer) and ways to enhance and stabilize them in order to boost access to finance and investment in the sector. Emphasis should be placed on financial mechanisms that allow banks to provide money to farmers upon delivery of products The risk profile will include: - Overview of the risks affecting cassava value chain stakeholders: weather and other vagaries affecting production such as flooding; price fluctuations affecting both buyers and farmers earnings; pest and diseases affecting cassava yields; any other source of risk affecting cassava sector functioning at the different levels, micro (household level), meso and macro

2.12- Year 1

Undertake a finance and risk profile for the Agri-business Centres as described in Objective 5.1 of the Strategy

27

Develop financial services for the sector and ensure delivery mechanisms target all stakeholders

2.21- Year 2,3

Develop a risk management and financial strategy for the cassava sector and for the agribusiness centres described in Objective 5.1: - Drawing from the "Risk and Finance Profile" in Sub-Objective 2.1, design specific tools to mitigate stakeholder’s risks and develop alternative forms of collateral to compensate the lack of guarantee (land titles) to access credit. Among the tools to be investigated: - Mutual funds - Guarantee funds, - Production contracts, - Tripartite agreements between banks, processors and farmers, - Saving and credit groups at community level and other mechanisms for securing funding to the sector at community level - New technologies, -Trade and structured finance - Revolving fund - Price financing mechanisms - Insurance

2.22- Year 2,3

Validate proposed strategies with the different farmers communities, buyers, processors and financial institutions (The identified risk management and finance mechanisms will be evaluated through pre-feasibility studies and used to make farmers and processors/ buyers more bankable and also be able to access public funds for business development (e.g. the Zambian Development Bank loans, the Citizen Economic Empowerment Commission Fund and financial institutions' facilities and other resources available for piloting and start ups)

Investment promotion in the cassava sector to ensure necessary funding for the strategy implementation

2.31 – Year 1

Lobby for mobilization for guaranteed facility. - Investigate on the availability of this facility both in terms of injection of funds by the World Bank and definition of the framework, terms and conditions to use these resources - Identify specific business initiatives and business plans who could benefit from DBZ loans and organize sensitization workshops with DBZ representatives and selected private stakeholders

2.32- Year 1

Promote investment for technology development at community - farmer level - Assessment on primary processing needs, with a focus on women - Assessment of secondary processing needs - Analysis of the implications of transferring technology to farmer groups also in terms of financial arrangements needed (machinery leasing through farmers credit groups).

2.33- Year 1

Establish Public sector cassava fund to boost research and development: The fund should provide support to: - analysis and trial (shelf life of products, nutritional values) of new products at the processing level (NISIR/ZABS) - support Research institutions in the development of new varieties as a response to the requirements of the industry - explore the opportunity of establishing a public/private partnership

2.34- Year 1

Development of a business plan for the commercial agribusiness centres in the strategy targeting the following: - International donors; - Government and funding agencies - NGOs; - Private sector - Others

28

Objective 3- build capacity to improve value chain performance and sustainability in responding to the projected demand of 4 metric tonnes by 2015

The objective focuses on capacity building, quality and management to achieve the market targets. The sub-objectives are:

3.1 Training Needs Assessment and Planning

3.2 Delivery of Training to Trainers

3.3 Delivery of Training to Farmers

3.4 Delivery of Training to Processors

3.5 Delivery of Training to Extension Service Officers

3.6 Develop Training Programmes on Finance for Financial Institutions and Sector

Stakeholders

3.7 Capacity Building to Ensure Effective Management of Safety and Quality Standards

Building capacity to improve value chain performance and sustainability will be supporting the operation of the business centres through:

Assessment of needs by men and women,

Delivery of training to trainers,

Delivery of training to farmers,

Delivery of training to processors,

Delivery of training to extension service officers, and

Capacity building to ensure effective management of safety and quality standards.

The strategy clearly defines the main areas of capacity building needs and these ones will be validated once the agribusiness centre feasibility study is complete.

The anticipated outputs and impact:

No. Strategy Objective Outputs Outcomes Impact by 2015

3 Build capacity to improve value chain performance and sustainability in responding to the demand of 4 million Mt by 2015

Capacity building plan for the subsector

Trained farmers, processors, extension service providers and financial institutions

Improved safety and quality of cassava products

Improved knowledge and skills for 20% of sectors stakeholders by 2015

Quality products on the market for local and export

Enhanced policy environment

Efficiency in production of goods and services results in increase in profitability and overall distribution of income

29

Detailed activities for each sub-objective as shown in the implementation plan:

Training needs assessment and planning

3.11 - Year 1,2,3

Conduct a value chain training needs assessment on the basis of the "business centre" using participatory approaches (cross check training needs)

PROCESS: Identify the key value chain stakeholders based on the value chain analysis, develop needs assessment tools and draw conclusion on the training needs.

3.12 - Year 1,2,3

Develop a comprehensive and participatory training strategy for the different value chain stakeholders for short and medium term goals. -Assess existing training packages, material and capacity.

- Identify training institutions that have had successful approaches and explore opportunities for replication. -Adapt training packages and materials.

-Build on indigenous knowledge

3.13 - Year 1,2,3

Formulate a comprehensive training plan covering AGRONOMIC and, ENTERPRISE MANAGEMENT for the different value chain stakeholders, based on needs assessment.

Delivery of training to trainers

3.21- Year 1,2,3

Identify people to be trained as trainers from relevant institutions (farmers' and processors' associations and NGOs etc.)

3.22- Year 1,2,3

Conduct tailor made training at national level to strengthen capacity of both public and private sector stakeholders

3.23- Year 1,2,3

Conduct training of trainers with different stakeholders.

Conduct performance assessment using a participatory monitoring and impact evaluation system.

Delivery of training to farmers

3.31- Year 2

Establish pilot training sites at Agro-Business Centres in cassava production areas

3.32 - Year 2

Facilitate farmers’ attendance of regional and international trade fairs or hosting foreign country buyer missions.

3.33- Year 2,3

Promote participatory approach and integrated crop management models, to improve farmers knowledge and skills about high technology for cassava production

3.34- Year 2,3

Promote participatory approach and processing models at agribusiness Centres, to improve farmers knowledge and skills about high technology for cassava integral processing

3.35- Year 2,3

Promote participatory approach following agro-enterprise models to improve farmers’ knowledge and skills about planning, creation, development and management of cassava based businesses including social capital and economic aspects of the agro-enterprise.

Delivery of training to processors

3.41- Year 2,3

Deliver capacity building through modular training with practical on-factory hands on. Determine number and development of modules (Quality, Management, GMP, HACCP food health and hygiene standards, processing techniques, operations, sales and marketing, packaging)

3.42 - Year 2,3

Implement a specific technology transfer programme on processing by agri-business Centres based on training needs assessment and product development:

Promote processing technologies: Assist enterprises develop and promote improved recipes, which match consumer's needs, and are compatible with the use of existing equipment and reduce production costs. Distribute information on technologies & best practices for processing

Increase processing ratio and production performance (increased volumes and quality, reduction of losses).

Sales and Marketing: Estimate the cost of production and margins to analyze the profitability and pricing of the product portfolio.

Develop a relevant marketing strategy and business plan, establish a customer satisfaction index to make sure that the final product satisfies "expressed and implied customer needs".

Management: Collect operational data daily to generate key performance indicators hence

providing management, a fast and accurate view of the production processes and monitor operational activities.

30

3.43 - Year 2,3

Facilitate processors’ attendance of regional and international trade fairs or hosting foreign country buyer missions.

3.44 - Year 2,3

Improve processors’ knowledge and skills about planning, creation, development and management of cassava based agro-enterprises. This includes social capital and economic aspects of the agro-enterprise.

Delivery of training to extension service officers

3.52- Year 2,3

Develop a participatory programme designed to train extension workers from private, public and NGO's on cassava processing:

- respond using an integrated participatory approach to demands from farmers, businesses and exporters on compliance with market and buyer requirements / standards by agro-business centre and by type of cassava derived product.

- Integrate resources in farms: participatory plant breeding trials, research station trials and integrated crop management models by business centre

3.53- Year 2,3

Train extension officers in GAP and GMP.

3.54- Year 2,3

Involve extension officers in the participatory breeding and integrated crop management sub-programmes to facilitate dissemination of technologies under development.

3.55- Year 2,3

Develop specific publications (papers, booklets, books, audio-visuals, radio) translated local languages for extension workers and decision-makers

Develop training programmes on finance for financial institutions and sector stakeholders

3.61- Year 2,3

Develop training modules for farmers - undertake specific knowledge transfer programmes at agro-business Centres on:

- How to elicit, process and analyze costs of operation;

- How to manage an agro-business centre and associated financial activities;

Development and delivery of the training modules for farmers should be the result of collaboration between financial institutions and extension on the information needed especially in terms of stakeholders cost structure.

3.62- Year 2,3

Sensitize financial institutions on cassava value chain functioning, focusing on:

- production activity

- peculiarity of crop cycles and cash flows

- potential business opportunities

- appropriate technology as a support for competitiveness and low risk

3.71- Year 2,3

Identify, procure and install laboratory equipment

3.72- Year 2,3

Integrate cassava quality and food safety into existing regulatory framework after trials have been performed, defining quality cassava products.

3.73- Year 2,3

Integrate indigenous and scientific knowledge to develop and adapt standards for planting materials, processed products.

3.74- Year 2,3

Conduct sensitization on cassava products (e.g. chips & flour) standards for various stakeholder groups

3.75- Year 2,3

Establish farmer business and field schools, associated with high yielding and clean (free of synthetic inputs) production techniques.

31

Objective 4- Enable strategy implementation by establishing a platform for private public dialogue by 2011

The objective focuses on enhancement of policy framework and facilitation of an enabling Environment. The sub-objectives are:

4.1 Strategy Implementation Coordination and monitoring through a sector wide association

4.2 Planning and review implementation progress with stakeholders

4.3 Develop policies and regulations to foster the development of a national cassava industry

The strategy implementation, coordination and monitoring through a sector wide association, will be based on the establishment of a participatory, monitoring and impact evaluation system to ensure that the objectives of the strategy will be achieved.

This system will be complemented by planning and review implementation progress with stakeholders including development of an information dissemination plan, developing policies and regulations to foster the development of a national cassava industry, ensuring inclusion of cassava sector strategy in the National Agricultural Policy and Sixth National Development Plan in order to attain the "Vision 2030".

One basic sub-objective of this component consists of developing policies and regulations to foster the development of a national cassava industry.

This will include establishment of a policy dialogue framework to define

a) Private sector and research role in informing policy making with reference to the different issues that require policy intervention,

b) Create thematic groups to address the different chapters of the policy framework, and

c) Analyses of current legislations, policies, regulations, and any strategies that impinge upon cassava sector strategy and determine areas of conflict and potential synergies, and investigate alternative formulations (if need be) that will contribute positively to the success of the sector.

The anticipated outputs and impact:

No. Strategy Objective Outputs Outcomes Impact by 2015

4 Enable strategy implementation by establishing a platform for private public dialogue by 2011

Coordinating Committee as national focal point for cassava development

4 annual meetings for implementation planning and reviewing with stakeholders

Policies developed as output of coordinating committee activities

Sound policy and regulations improving the enabling environment for cassava and resulting from sustained private public dialogue

Enhanced policy and strengthened cassava sector value chain approach support the achievement of commercial and development targets

Stakeholders (including rural population) are empowered to communicate their priorities and needs to Government

32

Detailed activities for each Sub-Objective as shown in the implementation plan

Strategy Implementation coordination and monitoring through a sector wide association

4.11- Year 1,2,3

Establish implementation & monitoring framework to ensure that the objectives of the sector are achieved and to conduct an impact evaluation system for all in the implementation plan

4.12- Year 1,2,3

Develop a mechanism that will enable value chain actors to regularly submit information that can be converted into regular progress reports on the implementation of the cassava sub-sector strategy.

4.13- Year 1,2,3

Mobilize necessary resources for implementation, coordination and monitoring of the strategy.

4.14- Year 1,2,3

Develop and implement information dissemination plan.

- Set up regular stakeholder meetings.

-disseminate strategy & objectives of cassava sub sector implementation plan

- validate ownership of strategy and objectives at the smallholder and commercial level

- Review Performance

4.15- Year 1,2,3

Define qualitative and qualitative indicators to be used for a regular review of value chain and to monitor progress and assess impact

4.16- Year 1,2,3

Sensitize & mobilize cassava stakeholders to form sector wide association at both local and national level

Planning and review implementation progress with stakeholders

4.22- Year 1,2,3

Identify & use potential opportunities such as agricultural shows or trade fairs for communicating strategy information to all the chain actors

Develop policies and regulations to foster the development of a national cassava industry

4.31- Year 1

Advocate inclusion of cassava sub sector in the National Agricultural Policy and Sixth National Development Plan in order to attain the "Vision 2030".

- Confirm coherence of the above mentioned plans with the strategy for the cassava sub-sector

- Confirm consistency of the approaches adopted in the plans (e.g. is value chain approach considered).

- Lobby for the inclusion of cassava in the Commodity Exchange.

4.32- Year 1,2,3

Establish policy dialogue framework and define the role of the private and research sector in informing policy making with reference to the different issues that require policy intervention. - Analyze current legislations, policies, regulations, and any strategies that impinge upon cassava sector strategy and determine areas of conflict and potential synergies, and investigate alternative formulations (if need be) that will contribute positively to the success of the sector. Areas for policy interventions that have been already identified: (i) strengthening Phytosanitary Regulation with the participation of value chain stakeholders;

(ii) Policy directives on the blending of cassava with other products and as

substitute for wheat flour, to increase market share (iii) Policy directives to facilitate fabrication and supply of commercial processing equipment. (iv) Policy directives to facilitate establishment of large scale companies to add value to cassava and generate income, employment and rural development. (v) Policy directives for the creation of the cassava exchange bureau and the cassava agribusiness service centre - Create thematic groups with value chain representation to address the different chapters of the policy framework

4.33- Year 1,2

Formulate legislation to promote commercialization & utilization of cassava.

4.34- Year 1,2

Lobby Government local, national, regional and international bodies (EU, COMESA, hotel chains, super-market chains) for incentives to potential producers, processors and other actors in the value chain once the business plan for the different market options are designed and opportunities for public/private partnerships have been identified.

33

Objective 5 – Improve linkages within the value chain and increase global production, processing and commercialization to respond to a demand of 4 million metric tonnes by 2015

Objective 5 is the core component of the strategy as illustrated in Figure 2 below which contextualizes the relationships between the strategy objectives. Its focus is on actual production, processing and most importantly, commercialization.

The sub-objectives are:

5.1 Pilot commercially driven collection and distribution Centres for cassava to increase volume, quality and consistency of supply

5.2 Encourage Agro-Processing of Cassava

The strategy is designed to be commercially driven and emphasizes the setting up agribusiness service Centres that will improve coordination and business transactions within value chain, enhancing production, processing and commercialization of cassava products.

Figure 2: Zambia Cassava Strategy

As agreed by stakeholders, objective 5 will be implemented based on the target markets described above and will capitalize on existing systems as well as new ones such as agribusiness service centres that will be able to bulk demand and supply, collect from farm gate and deliver to market with the necessary quantity at the right quality and in a consistent manner.

The other remaining objectives will be supporting this central component. Financial support to develop production and processing is the first support the strategy needs, not only to implement the model of the Centres, but also to implement the other objectives. Once the business centres are operating, based on needs, the capacity building, and the research and extension components will provide production and processing knowledge to train all the value chain actors.

However, considering this strategy as a PPP initiative, market driven and lead by private sector, the State through the government must align policymaking to the sector needs.

The pilot commercially driven centres are conceived as business operations that will connect men and women farmers to the market and buyers to supply.

For them to survive, the centres will have to be run by professional management and will find their own buyers (bulk demand) and consequently bulk supply. The centres will have to collect fresh and dried cassava using a two tier approach close to areas where production happens (tier two receiving agents working for the centres, tier one the centres). The centres will also encourage cassava production by ensuring a market, by providing

34

cash payments to farmers upon delivery, by providing training, technical assistance and agronomic support for production and processing.

It is envisaged that the centres’ model is defined based on a decision-making process to be done in cooperation with buyers, farmers and bankers.

To be competitive, the centres must define a scope and services, quantifying markets demand and planning accordingly, not only in terms of production but also in terms of support needed from the other components of the strategy.

Finally, other possible areas of impact will be to increase overall volume and integrate independent farmers, empower farmer community bargaining skills, maximize efficiency by working together and sourcing commonly, share market and buyer demand information, encourage first stage food processing in communities and reduce quality loss risks.

The anticipated outputs and impact:

No. Objective Outputs Outcomes Impact by 2015

5 Improve linkages within the value chain and increase global production, processing and commercialization to respond to a demand of 4 million Mt by 2015

Self sustainable agribusiness Centres established that link demand with fragmented supply

Increased agro-processing of cassava through agribusiness centres

Demand of 4 million Mt of cassava satisfied

Improved Competitiveness in the sub sector

Increased employment opportunities and investments

Contribution to GDP and poverty reduction especially in rural areas, (contribution to Millennium Development Goals)

Detailed activities for each sub-objective as shown in the implementation plan

Pilot commercially driven collection and distribution Centres for cassava to increase volume, quality and consistency of supply

5.11-

Year 1

- Conduct feasibility studies for the agro-business centres.

- Develop business plans for the five Centres and terms of reference for its managers and function.

- Establish five commercially driven collection and distribution Agro-Business Centres to encourage production and processing close to production areas.

- Define roles of and type of services that will be provided to value chain operators and the structure in which these Centres will be operated and managed.

5.12-

Year 1

- Explore and validate the relevance of the following outputs of the stakeholder thematic groups:

- Business centre functions: Bulking of supply, provision of training and finance to farmers, distribution to several markets and types of buyers, price negotiation (with farmers and with buyers) and marketing

- Business centre platform: set up an electronic platform that will enable real time information on volume, availability, quality and price. This would enable the centre to bulk demand from different buyers in different segments and then split it into different suppliers. Suppliers structured at the block level and at ultimately at the farmer level (two levels, at the camp or village and at the block)

- Supply side network: Depending on the location area/district, explore whether the best structure for the agro-business centres is through strengthened farmer associations and market intermediaries or processors.

- Scope: Define the geographical coverage for each Agro-Business Centre and develop a cropping strategy to ease business transactions (Use information such as market, agricultural census, road and infrastructure quality, DACO's office advise and knowledge at the district level)

- Transactions with farmers: The Centre should enter into contracts with farmer groupings regarding quantities, varieties and hectarage to be planted. Contract should include minimum guaranteed price to be paid upon delivery, transport costs to be borne by the Centre, provision of credit and training. The final price will be set closer to harvest date under common understanding between buyer, Centre and farmer (Negotiation). Price to be set with floating bands.

35

Pilot commercially driven collection and distribution Centres for cassava to increase volume, quality and consistency of supply

Scope: Define the geographical coverage for each business centre and develop a

cropping strategy to ease business centre and individual production plans. (Use information such as market, agricultural census, road and infrastructure quality, District Agricultural Coordinator's (DACO) advise and knowledge at the district level) Transactions with Farmers: The Centres should subscribe contracts with farmer

groupings regarding quantities, varieties and hectarage to be planted. Contracts should include minimum guaranteed price to be paid upon delivery, transport costs to be borne by the centre, provision of credit and training. The final price will be set closer to harvest date under common understanding between the buyer (centre) and farmer (Negotiation). Price to be set with floating bands.

5.13-

Year 1,2

Business Centre Staff: Selection of staff will be the result of consultations

between buyers and farmers and emphasis will be placed on the ability and knowledge of professional personnel to provide services for both farmers and buyers. Recruitment of professional management would be through a competitive tender process to be advertised in local business media. Interviews would be conducted by the committee and by an independent panel composed of buyers and farmers’ representatives. The panel for the renewal of managers of the Centres should be held every 2 years or when needed. Business Centre Governance: Centre to be overseen by a board composed of farmers, processors and the strategy coordinating committee

5.14-

Year 1,2

Design operations manuals for the five centres.

Activities that can be implemented by means of the Agro-Business Centres:

Indentify buyers, Establish a direct link with buyers from different distribution channels, distribution channels (radio, SMS and direct visits)

Identify potential intermediate processors for a consistent supply to the end product processor

Fix a minimum guaranteed price on a short term basis and when placing orders to farmers and buyers.

Provide finance for farmer operations using the produce as a guarantee.

Deliver practical training to farmers on quality and type of cassava needed, Workout selling prices with farmers and buyers.

Planning of production based on agro economic fit and demand (linkage to distribution)

Provision of Extension services and Agronomic support to farmers. E.g. high yielding varieties)

5.15-

Year 1,2

Develop a Funding strategy for the Centres so that it is autonomous and can cover the initial cost of set up.

5.16-

Year 1,2

Facilitate, explore additional social protection services that could be provided (i.e. Medicare, insurance) in order to motivate farmers to make partnerships under a trust relationship

Encourage Agro-Processing of Cassava

5.21-

Year 1,2,3

Disseminate information regarding Agro-Business Centres' functions and availability of raw materials.

5.22-

Year 1,2,3

Conduct technical audits on cost benefit analysis of substituting cassava for maize and other commodities.

Conduct trials on how and in which quantities cassava can be combined with other ingredients.

Demonstrate cost saving benefits of substituting cassava.

- Improve processes (GMP): hygiene, drying, labelling - Increase processing capacity and diversification

36

Objective 6 - Strengthen research, development and extension services in order to respond to demand of 4 million metric tonnes by 2015

The objective focuses on Research and Development (R&D) and extension services. The sub-objectives are:

6.1 To enhance breeding and agronomic practices

6.2 To develop or validate technologies for processing and product development.

It is anticipated that research and development will support both the capacity building and training and the technological needs of the agribusiness Centres. This support will be provided through a general approach of aligning research, development and extension support to market requirements for competitive innovation. This will be achieved by developing technologies for production using the value chain approach, developing or adjusting technologies for processing and product development.

Developing technologies for production using the value chain approach means that researchers and extension workers with high knowledge ability about cassava need to validate the research and capacity building needs by agribusiness centre. The production of cassava target market will need an initial characterization of the local and improved varieties farmers have been cultivation so far. Farmers’ agro-ecological knowledge differentiated by men and women will complement this characterization. Special programmes to develop new varieties along with the proper agronomic packages will be supporting need of the business centres. Strong participatory approaches based on gender balance will be the core of the implementation of this programme. Farmers’ criteria differentiated by men and women along with data registered by researchers and extension workers knowledge will generate information to select new varieties and its agronomic packages. Complementary, this participatory and gender based approach will lead the implementation of research and extension for processing and product development.

The anticipated outputs and impact:

No. Objective Outputs Outcomes Impact by 2015

6 Strengthen Research & Development and extension services in order to respond to demand of 4 million Mt by 2015

Research linked to Market Requirements

Knowledge management infrastructure

Participation of stakeholder in developing technologies

Increased knowledge/information on products, technologies, market requirements etc

Improved production and processing , packaging technologies

Improved yields and superior agronomic practices

Increased local , regional and global competitiveness, of cassava products

37

Detailed activities for each sub-objective as shown in the implementation plan

To enhance breeding and agronomic practices

6.11-

Year 1,2

Identify suitable agro-environments for breeding and integrated crop management sub-programmes.

6.12-

Year 1,2

Incorporate and document stakeholders’ indigenous knowledge on agro-environments and decision-making models for cassava production, processing and commercialization in the planning of an integrated crop management (ICM) programme and the decision support system

6.13-

Year 1,2,3

Establish a Participatory Plant Breeding (PPB) and Participatory Varietal Selection (PVS) sub-program for rapid release of varieties.

6.14-

Year 1,2,3

Establish a participatory integrated cassava crop management (ICM) programme to develop agronomic packages

6.15-

Year 1,2,3

Develop disease and pest control mechanism

Enhance phyto-sanitary compliance.

To develop or validate technologies for processing and product development.

6.16-

Year 1,2,3

Establish a decentralized participatory planting materials production system (three tier system).

Enhance production and distribution of clean materials

6.21-

Year 1,2,3 Characterize all local and improved varieties using value chain requirements.

6.22-

Year 1 Develop and adapt appropriate mechanical harvesting methods

6.23-

Year 1,2,3

Evaluate suitability of existing processing methods on the quality of primary products for the targeted markets of the strategy as a baseline.

6.24-

Year 1,2,3 Develop, Improve, and prioritize new processing technologies

6.25-

Year 1,2,3

Develop cassava based products for the food and non food industries (glue, bio fuel etc) for the targeted markets based on national and regional market requirements

6.26-

Year 1,2,3 Develop quality control and assurance and food safety surveillance methods

6.27-

Year 1,2,3

Develop, adapt and validate methods of preserving fresh cassava roots and leaves

6.28-

Year 1,2,3 Develop appropriate methods for storage of primary processed cassava products

38

Sub-objectives and activities in order of relative priority for implementation

Notes on the diagram -Most activities overlap into subsequent years and therefore not confined to any one year -Activities in the first column with no links relate to the entire implementation timeframe

Strategy Implementation coordination and

monitoring through a COMM /sector wide

association

Pilot commercially driven collection and distribution

Centres for cassava to increase volume, quality

and consistency of supply

To enhance breeding and

agronomic

practices

To define data and information needs and improve their collection

Ensure high quality of data and information and set commercial targets per segment

Dissemination of updated data on a timely and targeted basis

Training Needs Assessment and Planning

Undertake a finance and risk profile for

cassava

Develop financial services for the sector and ensure delivery mechanisms

target all stakeholders

Develop training programmes on finance for Financial Institutions and sector

stakeholders

Delivery of Training to

trainers Delivery of Training to Farmers

Delivery of Training to Extension Service Officers

To develop and enhance promotional campaigns for

Cassava

Encourage Agro -

Processing of Cassava

Delivery of Training to processors

Capacity building to ensure effective management of safety and quality

standards

To develop or validate technologies for Processing and Product Development using

the value chain approach

Planning and review implementation progress

with stakeholders

Develop policies and regulations to foster the development of

a national cassava industry

Investment promotion in the cassava sector to ensure necessary

funding for the strategy implementation

Implementation in year 1-3 Implementation in year 1 - 2 Implementation in year 2-3

39

Objecti

ve

sub-

objectiveActivity Beneficiaries Leading Institution Potential Implementing partners Resources needed Progress indicators TOTAL USD

1.11 -

Year 1

Identify value chain actors:

Create a database with the names and contact information of all actors in the value chain, including buyers using different channels, support services and organisations, and

processors (actual and potential) to be periodically updated.

Define type of data to be collected, review available sources of information and develop an updatable cassava relational database. Data and information will have to be

organized as follows:

-Supply side information

Total acreage of planted cassava per year and per province

Total estimated production (volume and yields) of cassava per year and province

Farmers to provide information on cassava varieties planted, ZARI must provide varieties developed, released and adopted

Update farmer listings and farmers register with a focus on cassava

Mapping of current farming organisations and services provided

Mapping of current production systems and socio-economic characteristics of farmers' types

-Demand side information:

Existing and potential buyer listing, buyer requirements (price, timing of delivery, quantity required and varieties, availability of transport, intermediaries used)

Define survey tools by adapting existing census questionnaires and creating additional targeted surveys and other tools to elicit data from wholesalers, processors, commercial

Farmers, processors, consumers, traders,

industrial usersMACO- Dept of Planning & Policy/ Agribusiness.

ACF,FSRP, PAM, Millers Association, Farmers

Association, CSO, ITC, CORPODRP, CODER

Consultancy, human resource, office

equipment, stationery, vehicles

Data to be collected identified, Database developed

(Development stages of an updatable and relational

database)

20,000.00

1.12 -

Year 2

Define and undertake three types of market research

1. On an annual basis, survey investigate the total quantities of cassava and subproducts consumed in Zambia for each of the existing distribution channels (human consumption,

animal feed, industrial)

2. Market potential and demand survey at domestic and international levels (Angola, Namibia, Great Lakes Region, Europe, Asia and USA)

3. Consumer preferences to understand consumer patterns of cassava products and those which can be subsituted by cassava (volume bought, price, type of consumer buying

etc)

Market research to be done by adopting a value chain approach for all analysis and processing procedures to generate information, using a holistic value chain map

Sector stakeholders ZDA, MACO ITC, FAO, CODER Consultancy, Market research fees 3 mkt briefs in 2010 updated every 5 months 120,000.00

1.13 -

Year 2

Identify existing government agencies or sector associations that could collect, maintain and/or disseminate identified components of database information and establish

agreements and commitment to this role in the cassava strategy.

Assess possibility of private sector provision of data collection, maintenance and/or dissemination, select potential partners, and establish agreements and comminment to this

role in the cassava strategy.

Develop a strategy for the provision of market intelligence and its use in the development of Cassava Value Chain through participation and equity among stakeholders

Sector stakeholders Cassava Sector Coordination Unit (CSCU) ACF Administartive, Communication tools

No. of broadcasts done, No and type of IEC materials

produced

No of identified institutions and achived agreements to

play the role

Information provided by the strategy to improve the

value chain development

20,000.00

1.21 -

Year 2Adopt the value chain approach and run periodic focus groups with different value chain actors to validate and analyse information All stakeholders MACO ZDA, ITC, ILO None

Value chain approach incorporated in both support

institutions and stakeholders organizations 20,000.00

1.22 -

Year 2

To develop a decision-support system for all segments of the value chain, integrating biophysical (GIS) and Socio-economic components to make decisions based on a value

chain approach (This system should be maintained with a consistent data input from market, services, infrastructure on local basis)All stakeholders Central Statistical Office, ZDA. MACO Sector stakeholders, ITC, CORPODRP Training consultants/fees

No of components of the decision support system

developed and being used by others objectives of the

strategy

120,000.00

1.23 -

Year 3

Build capacity in data collection and analysis for all the value chain actors to improve knowledge and contribute to effective participation in the development of the sector.

Identify and select recipients for training on data analysis in the private/public sectors and training institutions. Identification and selection must be based on a high capacity of

effective participation and commitment

All stakeholders MACO ZDA and Central Statistical Office None No of selected potential participants 40,000.00

1.31 -

Year 2

Identify existing key players in information dissemination using a two way participatory approach.

Develop dissemination techniques according to the targeted stakeholder and the type of information to be supplied:

-Develop appropriate dissemination techniques for farmers and farmers associations.

-Identify targeted and sample information (like prices) and disseminate through radio, SMS and community meetings

Producers, processors, MarketersMACO-NAIS

ZDA

Farmer associations, ZAMCOM, Community radio

stations, PLARD

Human resource, Communication

equipment, IEC material

No. of key players identified

No of disemination techniques for each stakeholder and

No of radio messages, sms agreemennt to be used by

stakeholders and No of community meetings to

disseminate information

50,000.00

1.32 -

Year 3

Validate, adapt or develop dissemination techniques and approaches, considering their cost-effectiveness and success.

Create a multi-level approach for information dissemination that starts from regular meetings among representatives of value chain stakeholders in order to provide information on quantities supplied and

demanded, varieties and prices for farmers to be able to plan their production and be aware of market outlet

Employ different channels of information dissemination:

- Radio (national and community) and television

- Media institutions (public and private)

- Group fora and farmer associations

- Investigate on the feasibility of dissemination through the web or via mobile phones

Producers, processors, Marketers MACO-NAISFarmer associations, ZAMCOM, Community radio

stations, PLARD

Human resource, Communication

equipment, IEC material

Techniques developed, multi-level approach

dissemination approaches developed 100,000.00

1.41 -

Year 1

Develop a participatory Communication branding and promotional strategy to raise awareness and stimulate consumption at national and international levels.

Target of campaign: Government, Private investors, Hospitality industry and other users of cassava.

Develop promotional materials to communicate contribution of Cassava sector to farmer and consumer community livelihoods.

Consumers,processors, Government Cassava Sector Coordinating Unit

PAM, ZNFU, Sylva catering, Animal feed companies,

Millers, NFNC, MACO-Agribusiness and Marketing

dept, ITC

Lobby groups, forum

No. of components of the communication and branding

strategy

No of promotional material developed, published and

distributed among targets of campaings

160,000.00

1.42 -

Year 1Develop and deliver awareness raising materials on activities related to use, process, business benefit, and market potential for Cassava. Consumers,processors, Government MACO-Agribusiness and Marketing dept

PAM, ZNFU, Sylva catering, Animal feed companies,

Millers, NFNC, CORPPODRP

Consultancy, Promotional materials,

Broadcasting services,(mass media)

Increased usage of Cassava products, No. of

awareness activities.

No of awareness raising materials and activities

develope and delivered

100,000.00

1.43 -

Year 1Undertake a cassava based food buffet for high level policy makers. All stakeholders Cassava Subsector Committee

PAM, ZNFU, Sylva catering, Animal feed companies,

Millers, NFNC, CORPPODRPNone No. and type of IEC materials distributed 20,000.00

1.45 -

Year 1

Promote food recipes that use cassava through mass media, super-markets and hospitality industry.

Organise `cassava campaigns` for the public and private sectorAll stakeholders Cassava Subsector Committee

PAM, ZNFU, Sylva catering, Animal feed companies,

Millers, NFNC, CORPPODRP, WFP, ILOPromotional Materials

Selected and disseminated recipies

No of encouraged Chef and designed menus

No of treained cooks

50,000.00

1

IMP

RO

VE

IN

FO

RM

AT

ION

FL

OW

AN

D K

NO

WL

ED

GE

MA

NA

GE

ME

NT

FO

R E

NH

AN

CE

D D

EC

ISIO

N-M

AK

ING

IN

TH

E C

AS

SA

VA

SU

B S

EC

TO

R

To

de

fin

e d

ata

an

d in

form

ati

on

ne

ed

s a

nd

im

pro

ve

th

eir

co

lle

cti

on

En

su

re h

igh

qu

ality

of

da

ta a

nd

in

form

ati

on

an

d

se

t c

om

me

rcia

l ta

rge

ts

pe

r s

eg

me

nt

Dis

se

min

ati

on

of

up

da

ted

da

ta o

n a

tim

ely

an

d t

arg

ete

d b

as

is

To

de

ve

lop

an

d e

nh

an

ce

pro

mo

tio

na

l c

am

pa

ign

s f

or

Ca

ss

av

a

ZAMBIA CASSAVA SECTOR STRATEGY DEVELOPMENTIMPLEMENTATION PLAN FINAL DRAFTJUNE 2010

40

Objecti

ve

sub-

objectiveActivity Beneficiaries Leading Institution Potential Implementing partners Resources needed Progress indicators TOTAL USD

2.11 -

Year 1

Undertake a Finance and Risk profile for the Cassava sub-sector.

The finance profile will include:

- Overview of the current situation on the supply of finance to the agricultural sector including cassava.

- Review financial schemes available and possibility of extending those schemes to the cassava sector (functioning, type of products, interest rates, required collateral obligations)

- Demand side assessment of finance needs of all stakeholders in the cassava value chain (short term financing with a focus on: hired labour, acquisition of improved varieties and long term financing with a

focus on needs for storage facilities and first processing machinery)

- Review of existing market linkages (farmer and buyer) and ways to enhance and stabilize them in order to boost access to finance and investment in the sector. Enphasis should be placed on financial

mechanisms that allow banks to provide money to farmers upon delivery of products

The risk profile will include:

- Overview of the risks affecting cassava value chain stakeholders: weather vagaries affecting production such as flooding; price fluctuations affecting both buyers and farmers earnings;pest and diseases

affceting cassava yields; any other source of risk affecting cassava secctor functioning at the different levels, micro (household level), meso and macro

The entire Cassava sector

(farmers, processors, retailers,

financial institutions,

Ministry of Finance and

Ministry of Agriculture)

MACO-Agribusiness and Marketing dept, Zambian

Development Agency, Zambian Development Bank

Ministry of Commerce, Trade and industry. FAO,

AFRICARE, Madison Premier FinanceConsultancy

A finace and risk profile for the cassava sector at the

end of the second quarter 20,000.00

2.12-

Year 1Undertake a finance and risk profile for the Agri-business Centres as described in Objective 5.1 of the Strategy

The entire Cassava sector

(farmers, processors, retailers,

financial institutions,

Ministry of Finance and

Ministry of Agriculture)

MACO-Agribusiness and Marketing dept, Zambian

Development Agency, Zambian Development Bank

Ministry of Commerce, Trade and industry. FAO,

ITC, AFRICARE, Madison Premier FinanceConsultancy

A finace and risk profile for the business centers at the

end of the second quarter of 2010 20,000.00

2.21-

Year 2,3

Develop a risk management and financial strategy for the cassava sector and for the agribusiness centres described in Objective 5.1:

- Drawing from the "Risk and Finance provile" in Sub-Objective 2.1, design specific tools to mitigate stakeholders risks and develop alternative forms of collateral to compensate the lack of guarantee (land

titles) to access credit. Among the tools to be investigated:

- Mutual funds

- Guarantee funds,

- Production contracts,

- Tripartite agreements between banks, processors and farmers,

- Saving and credit groups at community level and other mechanisms for securing funding to the sector at community level

- New technologies,

-Trade and structured finance

- Revolving fund

- Price financing mechanisms

- Insurance

The entire Cassava sector

(farmers, processors, retailers,

financial institutions,

Ministry of Finance and

Ministry of Agriculture)

MACO-Agribusiness and Marketing dept, Zambian

Development Agency, Zambian Development Bank

Ministry of Commerce, Trade and industry. FAO,

ITC, UNDP, ILO, AFRICARE, Madison Premier

Finance NATSAVE, Micro Bankers Trust,

ZANACO

ConsultancyA risk management and financial strategy developed at

the end of the first year 70,000.00

2.22-

Year 2,3

Validation of the proposed strategies with the different farmers communities, buyers, processors and financial institutions

(The identified risk management and finance mechanisms will be evaluated through pre-feasibility studies and used to make farmers and processors/ buyers more bankable and also be able

to access public funds for business development (eg. the Zambian Development Bank loans, the Citizen economic empowerment fund and financial istitutions' facilities and other resources

available for piloting and start ups)

The entire Cassava sector

(farmers, processors, retailers,

financial institutions,

Ministry of Finance and

Ministry of Agriculture)

IFAD, FAO, Africare, Citizen Economic

Empowerment Fund, ITC

MACO-Agribusiness and Marketing dept, Zambian

Development Agency, Zambian Development Bank

Ministry of Commerce, Trade and industry. FAO, ITC,

UNDP, ILO, AFRICARE,, IFAD Madison Premier

Finance, NATSAVE, Micro Bankers Trust, ZANACO

Consultancy and meetings witih relevant

stakeholders to validate results and plan for

piloting activities

Financial mechanisms identified and validated

Financial mechanisms tested 145,000.00

2.31 -

Year 1

Llobby for mobilisation for guaranteed facility.

- Investigate on the availability of this facility both in terms of injection of funds by the World Bank and definition of the framework, terms and conditions to use these resources

- Identify specific business initiatives and business plans who could benefit from DBZ loans and organize sensitization workshops with DBZ representatives and selected private stakeholders

Farmers, processors

Representatives from the private sector/

associations

MACO Agribusiness and Marketing

Department

ACF, Ministry of Finance and National Planning, Rural

Finance Programme, commercial Banking sector

Funds for mobilizing farmers, and other

stakeholders

Increased loan disbursement to farmers, Credit

Guarantee facility in place 10,000.00

2.32-

Year 1

Promote investment for technology development at Community farmer level

- Assessment on primary processing needs, with a focus on women

- Assessment of secondary processing needs

- Analysis of the implications of transfering technology to farmer groups also in terms of financial arrangements needed (machinery leasing through farmers credit groups).

Farmers, processors, traders Cassava sector coordinating committee GIDD in collaboration with UNDP Funds for registration of association Farmer association registered 500,000.00

2.33-

Year 1

Establish Public sector cassava fund to boost research and development:

The fund should provide support to:

- analysis and trial (shelf life of products, nutritional values) of new products at the processing level (nisa/zabs)

- support Research institutions in the development of new varieties as a response to the requirements of the industry

- explore the opportunity of establishing a public/private partnership

Framers, processors Technology Development Advisory Unit (UNZA), School of Agric ., (Food technology) UNZA Consultancy No. of Farmers and processors access technology 450,000.00

2.34-

Year 1

Development of a business plan for the commercial agribusiness centres in the strategy targeting the following;:

- International donors;

- Government and funding agencies,

- NGOs;

- Private sector

- Other

Create a database to Identify and classify potential funding partners

All sector stakeholders Cassava Strategy Coordinating Committee ITC and CORPODRPBusiness plan aproved by the committee at the first

quarter of 2010 50,000.00

2

Inv

es

tm

en

t p

ro

mo

tio

n in

th

e c

as

sa

va

se

cto

r t

o

en

su

re

ne

ce

ss

ary

fu

nd

ing

fo

r t

he

stra

te

gy

imp

lem

en

ta

tio

n

Imp

ro

ve

ac

ce

ss

to

fin

an

ce

to

80

% o

f s

ec

to

r s

ta

ke

ho

lde

rs

by

20

15

an

d e

ns

ure

ne

ce

ss

ary

fu

nd

ing

fo

r t

he

im

ple

me

nta

tio

n o

f t

he

stra

te

gy

Un

de

rta

ke

a f

ina

nc

e a

nd

ris

k p

ro

file

fo

r c

as

sa

va

De

ve

lop

fin

an

cia

l s

erv

ice

s f

or t

he

se

cto

r a

nd

en

su

re

de

liv

ery

me

ch

an

ism

s t

arg

et a

ll s

ta

ke

ho

lde

rs

41

Objecti

ve

sub-

objectiveActivity Beneficiaries Leading Institution Potential Implementing partners Resources needed Progress indicators TOTAL USD

3.11 -

Year 1,2,3

Conduct a value chain training needs assessment on the basis of the "business center" using participatory approaches (cross check training needs)

PROCESS: Identify the key value chain stakeholders based on the value chain analysis, develop needs assessment tools and draw conclusion on the training needs.

Producers, marketers(sell raw

products), processors, retailers(sell

processed products), consumers,

extension staff, Youths, Agricultural

training institutions

Cassava Coordinating Committee

SARRNET, FAO, In-Service Training Trust (ISTT),

NRDC, Zambia Bureau of Standards, UNZA, MACO,

MCDSS, Ministry of Education, Ministry of Health, Seed

Control and Certification Institute, FSRP, buyers

associations, farmers associations, PAM, IITA,

SARRNET, JICA, UNZA, ZDA, ILO

Consultancy fees, Human resource,

transport, computers and accessories ,

Stationery, financial resources (DSA,

venue, accommodation)

A detailed profile of needs by business center to be

supported by training and knowledge. 100,000.00

3.12 -

Year 1,2,3

Develop a comprehensive and participatory training strategy for the different value chain stakeholders for short and medium term goals.

-Assess existing training packages, material and capacity.

- Identify training institutions that have had successful approaches and explore opportunities for replication.

-Adapt training packages and materials.

-build on indegenous knowledge

All stakeholders – national document Cassava Coordinating Committee

In-Service Training Trust, UNZA, ACF, ZABS, National

Institute of Science and Industrial Research, MACO,

MCDSS, MOE, MoH, PAM, IITA, SARRNET, JICA,

NRDC, ILO, FAO, ZDA

Consultancy fees, finances for meetings

and workshops

Specific training programmes and projects by

business center aproved by stakeholders 50,000.00

3.13 -

Year 1,2,3Formulate a comprehensive training plan covering AGRONOMIC and, ENTERPRISE MANAGEMENT for the different value chain stakeholders.based on needs assessment. stakeholders and support institutions Cassava Coordinating Committee

In-Service Training Trust, UNZA, ACF, ZABS, National

Institute of Science and Industrial Research, MACO,

MCDSS, MOE, MoH, PAM, IITA, SARRNET, JICA,

NRDC, ILO, FAO, ZDA

Consultancy fees, finances for meetings

and workshops An specific programme by each busines center 5,000.00

3.21-

Year 1,2,3 Identify people to be trained as trainers from relevant institutions (farmers' and processors' associations and NGOs etc.)

Producers,

Marketers,Processors,Retailers,

Consumers,Extension staff,Youth,

Agricultural Training Institutions

ACF, National Cassava Sector Coordinating

Commiitte

MACO, MCTI, MCDSS, MOE, MOH, MCDSS, PAM,

ZNFU, ISTT, Farmers Associations, CODER,

CORPODRP

Human resource, communication,

stationery, finances No. of potential people to be training in TOT 1,000.00

3.22-

Year 1,2,3Conduct tailor made traing at national level to strengthen capacity of both public and private sector stakeholders

Producers, marketers(sell raw

products), processors, retailers(sell

processed products), consumers,

extension staff, Youths, Agricultural

training institutions

Cassava Coordinating Committee and

member of the alliance by business center

CORPODRP, IITA, CIAT, CLAYUCA, CODER,

CIRADNone

TOT plans by business center and number of conducted

events 70,000.00

3.23-

Year 1,2,3

Conduct training of trainers with different stakeholders

- Conduct performance assessment using a participatory monitoring and impact evaluation system. GRZ Cassava Coordinating Committee FAO, ILO, WFP, ZDA None No of trained persons with performance objective 70,000.00

3.31-

Year 2Establish pilot training sites by Agroi-Business Centers in cassava production areas.

Producers, marketers(sell raw

products), processors, retailers(sell

processed products), consumers,

extension staff, Youths, Agricultural

training institutions

ISTT MACO/PAM FAO, JICA, CORPODRP, PRGA_SYSTEMWIDETransport, stationery, human & financial

resourcesNo of Conducted events on the matter 250,000.00

3.32 -

Year 2Facilitate farmers attendance of regional and international trade fairs or hosting foreign country buyer missions. Farmers

Cassava Coordinating Committee and

member of the alliance by business centerITC, ZDA, CORPODRP,FAO None

No of stablished piot sites with objectives and working

plan 300,000.00

3.33-

Year 2,3Promote participatory approach and integrated crop management models, to improve farmers knowledge and skills about high technology for cassava production Farmers

Cassava Coordinating Committee and

member of the alliance by business centerCIAT, JICA, CLAYUCA, CORPODRP, IITA None

Number of farmers by business center attending each

mission 750,000.00

3.34-

Year 2,3

Promote participatory approach and processing models at Agro-Business Centers, to improve farmers knowledge and skills about high technology for cassava integral

processing Farmers

Cassava Coordinating Committee and

member of the alliance by business centerCLAYUCA, IITA, CORPODRP, ITC None

Number of farmers to be trained in correspondence

with training needs by business center, including an

evaluation system of trained farmers

200,000.00

3.35-

Year 2,3

Promote participatory approaches following agro-enterprise models to improve farmers knowledge and skills about planning, creation, development and management of cassava

based businesses including social capital and economic aspects of the agro-enterprise. Farmers

Cassava Coordinating Committee and

member of the alliance by business centerCLAYUCA, IITA,CIAT, MACO None

Number of farmers to be trained in correspondence

with training needs by business center, including an

evaluation system of trained farmers

200,000.00

3.41-

Year 2,3

Deliver capacity building through modular training with practical on-factory hands on.

Determine number and development of modules (Quality, Management, GMP, HACCP Food health and hygiene standards, processing techniques, operations, sales and

marketing, packaging)

FarmersCassava Coordinating Committee and

member of the alliance by business centerMACO, FAO None

Number of farmers to be trained in correspondence

with training needs by business center, including an

evaluation system of trained farmers

200,000.00

3.42 -

Year 2,3

Implement a specific technology transfer programme on processing by Agro-Business Center based on training need assessment and product development:

Promote processing technologies: Assist enterprises develop and promote improved recipes, which match consumer's needs, are compatible with the use of existing equipment

and reduce production costs. Distribute information on technologies & best practices for processing

Increase processing ratio and production performance (increased volumes and quality, reduction of losses).

Sales and marketing: Estimate the cost of production and margins to analyze the profitability and pricing of the product portfolio. -Develop a relevant

marketing strategy and business plan, establish a customer satisfaction index to make sure that the final product satisfies "expressed and implied customer needs".

Management: Collect operational data daily to generate key performance indicatorshence providing management, a fast and accurate view of the production process and

monitor operational activities.

ProcessorsCassava Coordinating Committee and

member of the alliance by business centerCLAYUCA, CIAT, IITA, UNIVERSITY, UNIDO None Number of developed modules 200,000.00

3.42 -

Year 2,4Facilitate Processors attendance of regional and international trade fairs or hosting foreign country buyer missions. Processors

Cassava Coordinating Committee and

member of the alliance by business centerCLAYUCA, CIAT, IITA, UNIVERSITY, CODER None

Number of transference events and contents by

business center 200,000.00

3.42 -

Year 2,5

Improve processors knowledge and skills about planning, creation, development and management of cassava based agroenterprises. This includes: social capital and economic

aspects of the agro-enterprise. Farmers

Cassava Coordinating Committee and

member of the alliance by business centerCIAT, JICA, CLAYUCA, CORPODRP, IITA None Number of processors attending missions annually 200,000.00

3.52-

Year 2,3

Develop a participatory programme designed to train extension workers from private, public and NGO's on cassava processing:

- respond using an integrated participatory approach to demands from farmers, businesses and exporters on compliance with market and buyer requirements / standards by Agro-

Business Center and by type of cassava derived product.

- Integrate resources in farms: participatory plant breeding trials, research station trials and integrated crop management models by business center

Extension service personellCassava Coordinating Committee and

member of the alliance by business center

NRDC, ISTT, ZDA, CIAT, JICA, CLAYUCA,

CORPODRP, IITA

Stationery, finances, transport , DSA,

venue, accommodation, technical

equipment

Number of processors to be trained in correspondence

with training needs by business center, including an

evaluation system of trained farmers

100,000.00

3.53-

Year 2,3Train extension officers in GAP and GMP. Extension service personell

Cassava Coordinating Committee and

member of the alliance by business center

NRDC, ISTT, ZDA, CIAT, JICA, CLAYUCA,

CORPODRP, IITA

No. of trained extensionist and knowledge adquisition

effectiveness 100,000.00

3.54-

Year 2,3Involve extension officers in the participatory breeding and integrated crop management sub-programmes to facilitate dissemination of technologies under development

Extension officers, Farmers,

Processors, Consumers

Cassava Coordinating Committee and

member of the alliance by business centerIITA, CIAT, University, CIRAD, CORPODRP

Funds, Training Materials, Human

Resource, Transport, Equipment

No. of trained extensionist and knowledge adquisition

effectiveness 200,000.00

3.55-

Year 2,3Develop specific publications (papers, booklets, books, audo-ivisuals, radio) translated local languages for extension workers and decision-makers

Extension officers, Researchers,

farmers, Processors, Consumers,

Policy-markers

Cassava Coordinating Committee and

member of the alliance by business centerCORPODRP, CLAYUCA

Funds, Human Resource, Transport,

Technologies, Equipment

No. of extensionist being part of both sub-

programmes with specific role and

responsibilities, and knowledge adquisition

effectiveness

70,000.00

3.61-

Year 2,3

Develop training modules for farmers

- undertake an specific knowledge transfer programme at Agro-Business Center on:

- How to elicit, process and analyse costs of operation;

- How to manage an Agro-Business Center and associated financial activities;

Development and delivery of the training modules for farmers should be the result of a collaboration between financial institutions and extension on the informtion needed especialy

in terms of stakeholders cost structure.

Extension officers, farmers,

processors, Consumers

Cassava Coordinating Committee and

member of the alliance by business center

NFNC, NRDC, PAM,WVI, UNZA, MCDSS, MoE,

NISIR, ZARI, ZABS, MoH, CORPODRP,

CLAYUCA

Funds, Land, Human Resource,

Transport, Equipment

Annual No. and types of publications by business

center 100,000.00

3.62-

Year 2,3

Sensitize financial institutions on Cassava value chain functioning, focusing on:

- production activity

- peculiarity of crop cycles and cash flows

- potential business opportunities

- appropriate technology as a support for competitiveness and low risk

Farmers and banksCassava Coordinating Committee and

member of the alliance by business centerFinancial and extension institutions Human resource, stationery, Administrative Validated modules in farmers language 20,000.00

3.71-

Year 2,3Identify, procure and install laboratory equipment Entire Sub sector players

MACO Agribusiness and Marketing

Department, private sector/associations

Madison Premier Finance, NATSAVE, Micro Bankers

Trust, ZANACO, Development Bank of ZambiaConsultancy, meetings, seminars

Number of Institutions sensitized, No. of seminars and

meetings conducted, technical documents supporting

sensitization

500,000.00

3.72-

Year 2,3Integrate Cassava quality and food safety into existing regulatory framework after trials have been performed, defining quality cassava products. All stakeholders ZABS TDAU, NISIR, UNZA, SCCI, ZARI, OPPAZ Financial and human resources, stationery

No. & types of lab equipment identified, procured,

installed and/or rehabilitated.Reports 230,000.00

3.73-

Year 2,3Integrate indegenous and scientific knowledge to develop and adapt standards for planiting materials, processed products. All stakeholders ZABS

Food Science dept., Animal science dept.,(UNZA), FDL,

MoHConsultancy, Administrative costs Enforcement of safety and quality standards 100,000.00

3.74-

Year 2,3Conduct sensitization on cassava products (e.g. chips & flour) standards for various stkeholder groups. All stakeholders ZARI, CORPODRP, ITC

ZABS, PECO, OPPAZ, TDAU, NISIR, SCCI, FDL,

UNZA, MACO, ZABS

Human and financial resources,

appropriate equipment, inputs products,

resource materials from ZABS and

international institutions,

No. & types of standards developed, Progress reports 80,000.00

3.75-

Year 2,3Establish farmer business and field schools, associated with high yielding and clean (free of synthetic inputs) production techniques. All stakeholders ZABS MACO, MCTI, MOH, NFNC, NRDC, UNZA,

Electronic and print media, drama, IEC

materialsNo. of sensitization meetings held.Reports 300,000.00

3

Bu

ild

ca

pa

cit

y t

o im

pro

ve

va

lue

ch

ain

pe

rfo

rma

nc

e a

nd

su

sta

ina

bilit

y in

re

sp

on

din

g t

o t

he

pro

jec

ted

de

ma

nd

of

4 M

t b

y 2

01

5

De

liv

ery

of

Tra

inin

g t

o

Ex

ten

sio

n S

erv

ice

Off

ice

rs

De

liv

ery

of

Tra

inin

g t

o

tra

ine

rs

Tra

inin

g N

ee

ds

As

se

ss

me

nt

an

d

Pla

nn

ing

De

liv

ery

of

Tra

inin

g t

o F

arm

ers

De

liv

ery

of

Tra

inin

g t

o p

roc

es

so

rs

Ca

pa

cit

y b

uild

ing

to

en

su

re

eff

ec

tiv

e m

an

ag

em

en

t o

f s

afe

ty

an

d q

ua

lity

sta

nd

ard

s

De

vlo

p t

rain

ing

pro

gra

mm

es

on

fin

an

ce

fo

r F

ina

nc

ial

Ins

titu

tio

ns

an

d s

ec

tor

sta

ke

ho

lde

rs

42

Objecti

ve

sub-

objectiveActivity Beneficiaries Leading Institution Potential Implementing partners Resources needed Progress indicators TOTAL USD

4.11-

Year 1,2,3

Establish implementation & monitoring framework to ensure that the objectives of the sub sector are achieved. Develop

an Impact evaluation system for the Implementation plan CSA, GRZ, Cooperating partners Cassava Coordinating Committee ACU, MACO

Personnel/Consultancy, transport,

communication, stationeryImplementation & monitoring framework in place by 300,000.00

4.12-

Year 1,2,3

Develop a mechanism that will enable value chain actors to regularly submitt information that can be converted into regular progress reports on the implementation of the cassava

sub-sector strategy.Sector stakeholders Cassava Coordinating Committee ACU, MACO

Personnel, transport, communication,

stationeryNumber of reports produced 200,000.00

4.13-

Year 1,2,3Mobilise necessary resources for implementation, coordination and monitoring of the strategy. Sector stakeholders Cassava Coordinating Committee ACU, MACO Personnel/Administrative costs

Effectiveness ratio of fund raising activity and

scured funds 30,000.00

4.14-

Year 1,2,3

Develop and implement Information dissemination plan.

Set up regular stakeholder meetings.

-disseminate strategy & objectives of cassava sub sector implementation plan

- validate ownership of strategy and objectives at the smallholder and commercial level - Review

Performance

Sector stakeholders Cassava Coordinating Committee ACU, MACOPersonnel, transport,communication,

stationeryNumber of people inlfuenced by the messages 300,000.00

4.15-

Year 1,2,3Define qualitative and quantitative indicators to be used for a regular review of the Value chain and to monitor progress and assess impact. Cassava Coordinating Committee

MACO-DoA, PPD,ABM and Cassava sector

Association

Personnel, transport,communication,

stationery

relation between IP objectives and achievements

by period 11,000.00

4.16-

Year 1,2,3Sensitize & mobilize cassava stakeholders to form sector wide associations at both local and national levels Sector stakeholders MACO-ABM, CoopD farmers/Traders/Processors Associations

Office accommodation, transport,

communication, personnel

Cassava sector Association Registered and

active, supporting the coordinating committee 150,000.00

4.31-

Year 1

Advocate inclusion of cassava sub sector in the National Agricultural Policy and Sixth National Development Plan in order to attain the "Vision 2030".

- Confirm coherence of the above mentioned plans with the strategy for the cassavasub sector

- Confirm consistency of the approaches adopted in the plans (e.g is value chain approach considered).

- Lobby for the inclusion of cassava in the Commodity Exchange.

Sector stakeholders MACO PPD, Coordinating Committee

MoFND, MCTI, MENR, PAC-cabinet office, Land

& Agriculture, Cassava committee and Sector

Associaion

NoneCassava sector included in the NAP, SNDP &

Vision 2030 12,000.00

4.32-

Year 1,2,3

Establish policy dialogue framework and define the role of the public and private sectors in informing policy making.

- Analyse existing plocies, legislations, regulations, and any strategies that impinge upon Cassavasub.

- Identify areas of conflict and potential synergies, and investigate alternative formulations (if need be) that will contribute positively to the success of the sector.

Areas for policy interventions that have been already identified:

(i) strengthening Phytosanitary Regulation with the participation of value chain stakeholders;

(ii) Policy directives on thefortification, blending of cassava with other products and as substitute for wheat flour, to increase market share

(iii) Policy directives to facilitate fabrication and supply of commercial processing equipment.

(iv) Policy directives to facilitate establishment of companies to add value to cassava and generate income, employment and rural development.

- Create thematic groups with value chain representation to address the different chapters of the policy framework

Sector stakeholdersMACO PPD

Coordinating CommitteeCSA, SCU Administrative

Framework for dialogue established & well

functioning 50,000.00

4.33-

Year 1,2Formulate legislation to promote commercialization & utilization of cassava. Sector stakeholders MACO PPD ACU, CSA, PAC- Land & Agric

Personnel/Consultancy,

Admin/LogisticsLegislation put in place

Number and type of incentives offered, Number

of producers, processors and participating in the

cassava chain

175,000.00

Identify & use available opportunities such as agricultural shows or trade fairs for communicating strategy information to stakeholders.4.22-

Year 1,2,3 150,000.00 A plan of potentiality for communicating strategy

Personnel, transport, communication,

stationery

farmers/Traders/Processors Associations &

MACOCoordinating committeeSector stakeholders

4.34-

Year 1,2

Lobby Government local , national, regional and international bodies (EU, COMESA, Hotel chains, super-market chains) for incentives to potential producers, processors and

other actors in the value chain once the business plan for the different market options are designed and opportunities for public/private partnerships have been identified. Cassava Association

Government through job and wealth

creation, farmers, processors

Sector Coordinating Unit, MACO-ABM, MCTI,

MoFNP, FARMER ORGANISATIONS, ZDA,Adminstative

En

ab

le s

tra

te

gy

im

ple

me

nta

tio

n b

y e

sta

blis

hin

g a

pla

tfo

rm

fo

r p

riv

ate

pu

blic

dia

log

ue

by

20

11

4

Stra

te

gy

Im

ple

me

nta

tio

n c

oo

rd

ina

tio

n a

nd

mo

nit

orin

g t

hro

ug

h a

se

cto

r w

ide

as

so

cia

tio

n

Pla

nn

ing

an

d

re

vie

w

imp

lem

en

ta

tio

n

De

ve

lop

po

lic

ies

an

d r

eg

ula

tio

ns

to

fo

ste

r t

he

de

ve

lop

me

nt o

f a

na

tio

na

l c

as

sa

va

in

du

stry

43

Objecti

ve

sub-

objectiveActivity Beneficiaries Leading Institution Potential Implementing partners Resources needed Progress indicators TOTAL USD

5.11-

Year 1

Conduct feasibility studies for the Agro-Business Centres.

Develop business plans for the five centers and terms of reference for its managers and funaction.

Establish five commercially driven collection and distribution Agro-Business Centers to encourage production and processing close to production areas.

Define roles of and type of services that will be provided to Value Chain operators and the structure in which these centers will be operated and managed.

Farmers, processors Coordinating Committee, ZDA, MACO ITC, ILO, CORPODRP

Administrative, human resource,

computers, stationery and other

accessories,

Number and type of centres established and

services provided (transport, sorting, grading,

processing, waxing, packaging and distribution)

2,500,000.00

5.12-

Year 1

Explore and validate the relevance of the following outputs of the stakeholder thematic groups:

Business centre functions: Bulking of supply, provision of training and finance to farmers, distribution to several markets and types of buyers, price negotiation (with farmers and

with buyers) and marketing

Business centre platform: set up an electronic platform that will enable real time information on volume, availabity, quality and price. This would enable the centre to bulk demand

from different buyers in different segments and then split it into different suppliers. Suppliers structured at the block level and at ultimately at the farmer level (two levels, at the camp

or village and at the block)

Supply side network: Dependingon the location area/district, explore whether the best structure for theAgro-Business Centres is through strengthened farmer associations and

market intermediaries or processors.

Scope: Define the geographical coverage for each Agro-Business Center and develop a cropping strategy to ease business transactions (Use information such as market,

agricultural census, road and infrastructure quality, DACO's office advise and knowledge at the district level)

Transactions with farmers: The Centre should enter into into contracts with farmer groupings regarding quantities, varieties and hectarage to be planted. Contract should include

minimum guaranteed price to be paid upon delivery, transport costs to be borne by the Center, provision of credit and training. The final price will be set closer to harvest date

under common understanding between buyer, Centre and farmer (Negotiation). Price to be set with floating bands.

Farmers, processors Coordinating Committee, ZDA, MACO ITC, ILO, CORPODRP NoneCenter structure and center price policy and bulk

demand by period 50,000.00

5.13-

Year 1,2

Business Centre staff: Selection of staff will be the result of consultations between buyers and farmers. Empahasis will

be placed on the ability and knowledge of professional personnel to provide services for both farmers and buyers.

Recruit professional management through a competitive process to be advertised in local business media. Farmers and buyers should be represented on the panel. The panel foe

the renewal of contracts for mangers of the centers should be held every two years or when need arise.

Business centre governance: A board composed of farmers, processors should oversee center operations.

Farmers, processors Coordinating Committee, ZDA, MACO ITC, ILO, CORPODRP Resources for advertising A simple organiztion of the member of the

alliance by center 360,000.00

5.14-

Year 1,2

Design operations manuals for the five centres.

Activities that can be implemented by means of theAgro-Business centers:

Indentify buyers,

Establish a direct link with buyers from different distribution channels, distribution channels (radio,SMS and directdircet visits)

Identify potential intermediate processors for a consistent supply to theend product processor

Fix a minimum guaranteed price on a short term basis and when placing orders to farmers and buyers.

Provide finance for farmer operations using the produce as a guarantee.

Deliver practical training to farmers on quality and type of cassava needed, Workout selling prices with farmers and buyers.

Planning of production based on agroeconomic fit and demand (linkage to distribution)

Provision of Extension services and Agronomic support to farmers. E.g high yielding varieties)

Farmers, processors Coordinating Committee, ZDA, MACO ITC, ILO, CORPODRP None Feasinbility indicators

5.15-

Year 1,2Develop a Funding strategy for the Centers so that its is autonomous and it can cover the initial cost of set up. Farmers, processors Coordinating Committee, ZDA, MACO ITC, ILO, CORPODRP None Fund raising plan

5.16-

Year 1,2

Facilitate, explore additional social protection services that could be provided (ie Medicare, insurance) in order to motivate farmers to make partnerships under a trust

relationship.. Farmers, processors Coordinating Committee, ZDA, MACO ZAMACE, ZNFU, FRA, PVT Companies

Administrative, funds for mobilization

of stakeholdersAdditional services portfolio by business center 60,000.00

Sensitization campaigns held with processors 100,000.00

PAM, Cassava sector Association, Sector

Coordinating Unit,

Financial institutions, CEEC, ZDANone

Food safety and quality standard requirements

to be achieved by period by business center 50,000.00

5.23-

Year 1,2,3

Conduct technical audits on cost benefit analysis of substituting cassava for maize and other commodities. Conduct

trials on how and in which quantities cassava can be combined with other ingrediates.

Demonstrate cost saving benefits of substituting cassava.

- Improve processes (GMP): hygiene, drying, labelling

- Increase processing capacity and diversification

Traders, Farmers,

Farmer groups and processorsCoordinating Committee and members of the

alliance by Business CenterBoard of the alliance by Business Center None

Disseminate information regarding Agro-Business Centers' functions and availability of raw materials. 5.21-

Year 1,2,3

Processing companies, farmers,

consumers

Coordinating Committee and members of the

alliance by Business Center

En

co

ura

ge

Ag

ro

-

Pro

ce

ss

ing

of C

as

sa

va

Pilo

t c

om

me

rc

ially

driv

en

co

lle

ctio

n a

nd

dis

trib

utio

n c

en

te

rs

fo

r c

as

sa

va

to

in

cre

as

e v

olu

me

, q

ua

lity

an

d

co

ns

iste

nc

y o

f s

up

ply

Imp

ro

ve

lin

ka

ge

s w

ith

in t

he

va

lue

ch

ain

an

d in

cre

as

e g

lob

al p

ro

du

ctio

n, p

ro

ce

ss

ing

an

d c

om

me

rc

ializa

tio

n t

o r

es

po

nd

to

a d

em

an

d o

f

4 m

illio

n M

t b

y 2

01

5

5

44

Objecti

ve

sub-

objectiveActivity Beneficiaries Leading Institution Potential Implementing partners Resources needed Progress indicators TOTAL USD

6.11-

Year 1,2Identify suitable agro-environments for breeding and integrated crop management sub-programmes.

Farmers, researchers, extension workers,

processors, industry Coordinating Committee, ZARI/NISIR

MACO – DoA, GART, UNZA, SCCI, PAM, Seed growers,

FoDiS, FAO, CORPODRP

Human resource, germ plasm, transport,

research funds, equipment, chemicals

Established and enhanced Suitable agro-environemnts

prioritised for breeding and Business center 150,000.00

6.12-

Year 1,2

Incorporate and document stakeholders’ indigenous knowledge on agro-environments and decision-making models for cassava production, processing and commercialization in

the planning of an integrated crop management (ICM) programme and the decision support systemFarmers, Researchers, Industry, Processors Coordinating Committee, ZARI

MACO -DoA UNZA, GART, NISIR, MCTI, NGOs,

CORPODRP

Funds, transport, human resource,

materials,

An IPM programme stablished with defined

environments to be undertaken 100,000.00

6.13-

Year 1,2,3Establish a Participatory Plant Breeding (PPB) and Partcipatory Varietal Selection (PVS) sub-program for rapid release of varieties.

Farmers, researchers, extension workers

Industry, Processors Coordinating Committee, ZARI

MACO -DoA, GART, UNZA, SCCI, PAM, Seed growers,

FoDiS NGOs,, IITA, CIAT, CIRAD, CORPODRP

Human Resource, Materials, research

funds, Transport, Equipment

An stablished a PPB and PVS programme.

No and Types of stakeholders participating,

No. of varieties released

No of years taken to release

150,000.00

6.14-

Year 1,2,3Establish a Participatory Integrated cassava Crop Management (ICM) programme to develop agronomic packages

Farmers, Extention workers, Processors,

industryCoordinating Committee, ZARI

MACO - DoA, GART, UNZA, SCCI, PAM, Seed growers,

NGOs, (IITA, CIAT, CIRAD,FoDiS), CORPODRP

Human Resource, Materials, Funds,

Transport, Equipment

No of agronomic packages developed per agro-

environment 100,000.00

6.15-

Year 1,2,3

Develop disease and pest control mechanism

Enhance phytosanitary compliance. Farmers and Extension Staff ZARI, UNZA MACO- ACCI, FORDIS

Funds, transport, human resource,

planting materials, LandReduced prevalence of cassava crop diseases 500,000.00

6.16-

Year 1,2,3

Establish a decentralised participatory planting materials production system (three tier system).

Enhance production and distribution of clean materials

Farmers, researchers, extension workers ,

ProcessorsCoordinating Committee, ZARI

MACO, GART, ZNS, UNZA, SCCI, PAM, Seed growers,

FoDiS, CORPODRP

Human resource, transport, research

funds, land, materials, equipment –

irrigation, computer hardware and

soft ware

No of cutting distributted

No. of seed growers

No. of farmers benefiting from clean planting material

Hectares planted using clean material

150,000.00

6.21-

Year 1,2,3Characterize all local and improved varieties using value chain requirements.

Farmers, Researchers,Processors, Industry,

ConsumersCoordinating Committee,, NISIR/ ZAR/ProcessorsI

MACO - DoA, SARRNET, GART, UNZA – Food Science,

PAM, FAO, FoDiS, CORPODRP/TDAU

Human Resource, Raw Materials, Funds,

Transport, equipment, chemicals

characterized Number of varieties according to market

demands

Characteristics of quality of varieties

60,000.00

6.22-

Year 1,2,3Develop and adapt appropriate mechanical harvesting methods Farmers, Researchers, Industry Coordinating Committee, UNZA, School of Agric/TDAU

UNZA, ZARI, GART, NTBC, IITA / SARRNET, MACO –DoA,

CORPODRP

Human Resource, Materials, Funds,

Transport, Land, prototypes,

mechanical harvesting methods acepted and adapted

by farmers 100,000.00

6.23-

Year 1Evaluate suitability of existing processing methods on the quality of primary products for the targeted markets of the strategy as a baseline.

Farmers, processors,

Researchers,Industry,traders, Consumers Coordinating Committee, UNZA- TDAU

ZARI, MACO- DoA, NFNC, SARRNET, IITA, UNZA, PAM,

FAO, NTBC, ZABS, Tiger Animal feeds, AFZ,

CORPODRP

Human Resource, Raw Materials, Funds,

Transport, prototypes, facilities, Equipment,

Chemicals, software

Parameters affecting quality of primary products by

processing method 30,000.00

6.24-

Year 1,2,3Develp, Improve, and prioritize new processing technologies

processors, Researchers, traders, Industry,

ConsumersCoordinating Committee, UNZA- TDAU

ZARI, MACO- DoA, NFNC, SARRNET, UNZA, PAM, FAO,

NTBC, ZABS, Tiger Animal feeds, FRESHPIK, PECO,

CORPODRP

Human Resource, Funds, Transport,

facilities, Equipment,

No. harvesting equipment developed or adapted/ or

purchased 100,000.00

6.25-

Year 1,2,3Develop cassava based products for the food and non food industries (glue, bio fuel etc) for the targeted markets based on national and regional market requirements

Researchers, Industry, processor and

Consumers Coordinating Committee, NISIR, FDA, Food Science

SAB Miller, Milling Co.s, Wood processors, Authentic

foods, Tiger feeds, NTBC, ZARI, MACO, NFNC, WFP,

IITA/SARRNET, CIAT, LDT, PAM, FAO, ZABS, NRDC,

MEWD , CORPODRP,HCAZ/ IOH

Human Resource, Raw Materials, Funds,

Transport, Equipment, facilities, Chemicals,

computers

Processing technologies developed /purchased or

adapted 160,000.00

6.26-

Year 1,2,3Develop quality control and assurance and food safety surveillance methods

Processors, Researchers, Industry,

Consumers

Coordinating Committee, ZABS, FDA + NISIR, Food

Science,

Food and Drug Laboratory, ZARI, MACO, NISIR, ZABS,

NFNC, Tiger feeds, LDT, Consumer Association, FAO,

MoH, CORPODRP,NNC (National Nutrition Commission

Zambia )

Human Resource, Raw Materials, Funds,

Transport, Equipment, Chemicals,

computers

Methods developed, validated by market responses

and acepted 50,000.00

6.27-

Year 1,2,3Develop, adapt and validate methods of preserving fresh cassava roots and leaves Farmers, Processors Coordinating Committee, ZARI, GART, MACO

IITA, DoA, ZABS, SARRNET, UNZA, MoE, NFNC, PAM,

fOdIS, Fresh Mark, Freshpikt, CORPODRP

Human Resource, Raw Materials, Funds,

Transport, Equipment, Chemicals,

Information

No. of methods investigated, adapted and accepted 60,000.00

6.28-

Year 1,2,3Develop appropriate methods for storage of primary processed cassava products Farmers, Extention workers, Coordinating Committee, MACO UNZA, PAM,

Human resources, training materials,

Transport, No. of farmers and extension workers trained. 120,000.00

TO

E

NH

AN

CE

B

RE

ED

ING

AN

D A

GR

ON

OM

IC

PR

AC

TIC

ES

To

de

ve

lop

or v

alid

ate

te

ch

no

log

ies

fo

r P

ro

ce

ss

ing

an

d P

ro

du

ct

De

ve

lop

me

nt.

6

ST

RE

NG

TH

EN

RE

SE

AR

CH

AN

D D

EV

EL

OP

ME

NT

AN

D E

XT

EN

SIO

N S

ER

VIC

ES

in

ord

er t

o r

es

pn

d t

o d

em

an

d o

f 4

millio

n M

t b

y 2

01

5

45

Resources needed

In order to fully implement all the activities under the strategy and implementation plan, a 3-year budget has been prepared by the Coordinating Committee. The total amount of resources needed to implement all activities in the plan is 11,679,000 US dollars.

It is acknowledged also that some resources to fund some activities are available in existing programmes and projects.

Resource requirement for implementation of strategy

Item Total in USD Year One Year Two Year Three

Objective 1 980,000 350,000 430,000 200,000

Objective 2 1,365,000 1,150,000 108,000 107,000

Objective 3 4,596,000 145,668 2,523,666 1,926,666

Objective 4 1,578,000 497,667 483,667 496,667

Objective 5 1,450,000 790,000 450,000 310,000

Objective 6 1,710,000 485,000 445,000 340,000

SUB TOTAL 3,418,335 4,440,333 3,380,333

GRAND TOTAL 11,679,000

46

5. Implementation framework

The implementation framework is divided into the following two categories;

1. The Implementation Framework process

2. Implementation Monitoring Action Plan

Implementation framework

In the initial formulation of the cassava strategy, the Cassava subsector Strategy Coordinating Committee (CSSCC) comprised of stakeholder representatives drawn from both the private and public sectors who were part of the Acceleration of Cassava Utilization Task Force and consequently appointed by the Honorable Minister of Agriculture and Cooperatives with the main purpose of “developing a national cassava sector strategy and the formulation of an implementation plan.”

The process of elaborating the cassava sector strategy funded and guided by International Trade Centre (ITC) and FAO under the All ACP program, applied a participatory consultative approach since June 2009. This process involved a cross-section of participants ranging from farmers, processors, government, NGOs, traders, financing Institutions, etc and was by and large supported by cooperating partners.

Pursuant to the development of the cassava sector strategy, the cassava sector strategy committee has been transformed into a cassava sub-sector committee whose main role is to oversee the smooth execution of the Strategy and implementation plan at national level.

At the ministerial level, the Minister of Agriculture and Cooperatives shall be The Champion with the overall responsibility for providing direction and guidance for the Strategy implementation in Zambia. In order to ensure to guarantee success, strong collaboration between MACO and other key line ministries and the ITC and IITA would be cardinal. Some of these key line ministries would include: Ministry of Commerce, Trade and Industry (MCTI); Ministry of Gender (MoG); Ministry of Livestock and Fisheries Development (MLFD); Ministry of Finance and National Planning (MoFNP) etc. At the core of the Zambia cassava implementation framework would be the Cassava Subsector Committee (CSC) with strong collaboration with subsector players such as traders, Non Government Organizations (NGOs), financial institutions, processors, producers and cooperating partners. The CSC shall report to and be responsible to The Champion. In turn, the CSC will provide direct oversight over the Coordinating Unit at the lower echelon of the implementation framework.

The implementation Chart is illustrated in the next page.

47

48

6. Cassava Strategy Implementation and Monitoring Committee Members

The representation comprises of government, processor, producer, trader, NGO and financial institution. Further a steering committee of four members is present to carry out initial works prior to main committee meetings. Below are the members of the committee.

Position Organization/Institution Category

Chairman Authentic Foods of Zambia Ltd Private

Vice Chairman Ministry of Agriculture and Co-operatives (MACO) Government

Secretary Agriculture Consultative Forum (ACF) NGO

Member Farmer Private

Member Programme Against Malnutrition (PAM) NGO

Member PECO Private

Member Ministry of Commerce Trade and Industry (MCTI) Government

Member National Savings Bank (NATSAVE) Public Financial

Member Sylva Professional Catering Private

Member Zambia Development Agency (ZDA) Government

Framework performance activities

Their specific roles include:

1. Mobilizing all resources for the implementation of the plan

2. Coordinating and building synergies with all existing projects and programs involved in the implementation of the cassava sub-sector activities

3. Networking with all the cassava sub-sector stakeholders

4. Monitoring the implementation of the cassava sub-sector strategy

5. Lobbying for policy reforms concerning cassava implementation plan

6. Reporting to MACO, government and all stakeholders on the progress of activities

7. Supervising all the operations of the coordinating unit

49

50

Annex 1: Progress toward the Millennium Development Goals and Target

Strategy Objectives

Eradicate extreme poverty and hunger

Promote gender equality and empower women

Combat HIV/AIDS, Malaria and other diseases

Ensure environmental sustainability

Global partnership for development

Objective 1:

( improve information flow and knowledge management for better decision-making)

Information systems on Cassava crop and its contribution to address acute and chronic vulnerability must be developed and implemented.

Malaria and HIV/AIDS results in chronic illness and death for numerous people. This loss has dire consequences for overall development and particularly for food production in the agricultural sector. Poverty leads to undernourished people who become less productive and child malnutrition has severe, permanent consequences for physical and intellectual development, hunger can lead to or help entrench poverty. Plans should be made on communicating the impact of HIV and malaria on the farmers engaged in cassava production.

The lack of information to make informed decisions in identifying alternative and environmentally friendly technologies in agriculture e.g. cassava production.

51

Objective 2: (Improve access to finance)

Small and medium farmers and rural producers equipped to access micro-finance, cassava agricultural inputs for increased production and productivity. Poor access to business finance and seed capital for small scale farmers entrenches poverty.

Objective 3: (Build capacity to improve sector performance and sustainability)

Coordination mechanisms established to support women’s empowerment and participation in economic, social, cultural and political spheres.

Initial evidence from Zambia suggests that HIV/AIDS prevalence makes a small but statistically significant contribution to area expansion of cassava among affected households. Long-term trials suggest that cassava can maintain steady yields over 30 years on the same plot without fertilizer.

. Inadequate data and weak to absent monitoring systems, related to forest inventories, animal populations, pollution and emissions data, presents a major challenge for effective environmental planning and management.

Objective 4: (Align policy making and strategy implementation to enable sector competitiveness)

National plans, policies and programmes include strategies for addressing HIV-related vulnerabilities of communities involved business related activities e.g. cassava processing and marketing.

There is Need for National Policy on Environment to be approved to support mainstreaming of principles of sustainable development throughout all sectors of the economy

Policy reforms have proved instrumental to cassava expansion in Zambia. Initially Zambia, heavily subsidized Maize through the 1980s artificially inflated profitability and area planted to maize. When government withdrew these subsidies in the early 1990s, cassava production surged as farmers’ substituted cassava for maize.

52

Objective 5: (To improve linkages within value chain to enhance production, processing and commercialization of cassava products)

Zambia is in the 10 worst performing countries for the Global Hunger Index. Poverty is a rural phenomenon. The poorest of the poor often live in rural areas. They neither have access to, agricultural extension services or urgently needed health care. During bad weather many villages lose their crop and can only be reached with difficulty because there are no streets (poor infrastructure). Cassava has been known to perform very well in bad weather (Drought or floods) and can contribute to food security in rural areas.

Cassava proves financially profitable for smallholders in a wide variety of settings. It requires no purchased inputs. Its flexible planting and harvesting calendar enables households to fit in labour requirements around other obligations, making cassava one of the easiest crops for labour constrained HIV/AIDS households to grow.

High poverty levels and the lack of alternative sources of livelihoods in rural areas exert pressure on land and associated resources, which threaten rural and urban livelihoods from a changing environment. Cassava production and commercialization will contribute to rural livelihoods diversification thereby reduce environmental degradation.

Agricultural growth is crucial for enhancing food security, and accelerating pro-poor growth. Cassava commercialization has great potential to contribute to agriculture growth. After decades of policy neglect and underinvestment in public goods such as agricultural science, rural infrastructure, and information and monitoring, high food prices have provided some positive incentives for policymakers, farmers, and investors to increase agricultural productivity. The variability of food prices, however, has been an obstacle to long-term planning. At the same time, farmers in developing countries who took advantage of rising agricultural prices to invest in expanding production may now find themselves unable to pay off their debts because of falling output prices. As banks cut lending because of the financial crisis, it is harder for small farmers to make new investments. Broader plans for investment in agriculture, especially in low income and emerging economies, are also at risk of being scaled back.

53

Objective 6: (Align research, development & extension to market requirements for competitive innovation)

Targeted institutions equipped for improved data collection, analytical research and market analysis to inform the design and implementation of the Cassava strategies on production and commercialization.

54

Annex 2: Past and current development activities

Organization Project name and duration Project budget (USD)

IFAD Smallholder Enterprise Market Development Programme (SHEMP) 2000 – 2008

17, 400, 000 (SIDA contribution 4,500,000)

IFAD Rural Finance Programme

2007 - 2013 13,000,000

IFAD SAPP Agribusiness Development Programme 2010-

20,000,000

FAO

Regional support to alleviate the impact of soaring food prices on the most affected vulnerable farming families of the Southern African Sub region

2009-2010

495,628

FAO Support to integrated production and processing of cassava for increased food security and income generation 2007-2009

335,000

FAO

Country: African Union Member

countries

Assistance to the formulation and initiation of the African Seed and Biotechnology Programme and Action Plan for its implementation

2007-2009

250,000

FAO

(Zambia and Malawi)

FAO/ Trust Fund for Food Security and Food safety Italian Contribution 1,500,000

ADB

Zambia and Malawi

Small-Scale Irrigation Project

(SIP)

2002-2009

6,400,000

Citizen Economic and Empowerment

Commission

Citizen Economic Empowerment fund to Support development of broad based economic empowerment programmes

Established in 2006

Organization Project Name and Duration Project budget (USD)

Africare

The Market Improvement and Innovation (Facility MIF)

Agribusiness Matching Grant

IDA and IBRD

Support for Economic Expansion and Diversification (SEED)

2004-2011

EUROPEAN

COMMISION

Food security and agriculture diversification

2008-2013 30,000,000

European Commission

Trade Related Support 2,000,000

Netherland, Finland, ILO

BDS Voucher Project

2007-2010 3 648 000

UNDP, Ireland, the Netherlands,

Norway and the Government of the Republic of Zambia

Joint Gender Support Programme (JGSP) for Zambia.

Started in 2008

11,000,000

CGIAR

SSA countries Root and Tuber Systems Programme, 2009-2011, 13,391,000

55

UNDP, Ireland, the Netherlands,

Norway and the Government of the Republic of Zambia

Joint Gender Support Programme (JGSP) for Zambia.

Started in 2008

11,000,000

Japan

(Japan International Cooperation

Agency - JICA

Technical Cooperation: Food Crop Diversification Support Project for Enhancement of Food

Security（FoDiS)

Oct 2006/2011

Japan (Embassy of Japan)

Cassava Processing Plant in Kanakantapa area 79,350

Organization Project Name and Duration Project budget

Finland Support to Zambian Rural Development

2006-2010 EUR 10 327 000

Finland

Business Development Services for Small and Medium Enterprises

2008-2010

EUR 1 400 000

United States

Production, Finance and Improved Technologies (PROFIT) project

2005-2010

EUR 15, 000, 000

United States

Market Access, Trade and enabling Policies (MATEP) Project

2005-2010

EUR 10, 000, 000

IBRD, IDA, GEF, EU Zm: Increased Access to Electricity

2008-2013 USD 80, 500, 000

National Road Fund Agency

WB, NORAD, EU, JICA, BADEA, KFW,

DANIDA, ADB

ROADSIP II USD 1,634,062,141

GEF,UNIDO, UNDP

Renewable Energy-based Electricity Generation for Isolated Mini-grids

2006-2012

USD 7,831,000

IBRD Poverty Reduction Support Credit I USD 25, 000, 000

IBRD Irrigation Development and Support Project USD 68, 000, 000

56

NGO Related Activities

Heifer International

Cattle inputs

Improved goat breeds restocking

Improved goat and housing management trainings

Provision of goats, cattle, dairy animals

PAM

Training in food security and cash crops i.e. cassava, groundnuts, soya beans

Processing/value addition training

Provision of credit through input supply

Provide radio communication and transport facilities to consumer and production centres.

Promotion of winter crops i.e. maize

Cassava, groundnuts and soya beans production

Focuses on honey, livestock and fish farming in Game Management Areas (GMA)

Have set up bulking centres called Consumer Production Centres for the purpose of bulking produce from Satellite depots.

World Vision

Training

Food security

Food relief

Agribusiness specific according to the project

Care international groups

Training

Food security

Food relief

Agribusiness specific according to the project

GART

Research on a number of commodities

Implementation of agricultural development programs (dairy, etc.)

Conservation farming

Dairy

Goats

Sorghum

Millet

Legumes

Livestock Development Trust

Trainings

Information dissemination in livestock farming

Supply of breeding stock and applied research

Development services

Targets small scale livestock farmers

Income generation through livestock production

Fish and Dairy farming

Animal Draught power

57

Annex 3: international market dynamics

The global cassava consumption performs an increasing trend overall the past two decades. Within this, Asia and Europe are showing the main increased consumption driven by non-food uses, special animal feed. Four main cassava products are leading the international market of this crop (Figure 3). The trends in exported and imported volumes of chips, pellets, starch and flour can also be attributed to the same players as before. After 1990 subsidies paid to the cassava imported from Thailand were removed; consequently imports went down until 2000 when Chinese market contributed to the upward trend of processed cassava products. This situation may be indicating that cassava as an industrial crop could play a very important role in under developing countries with a traditional culture of growing cassava for local consumption.

Figure 3. Evolution of World Cassava Chips, Pellets, Starch and Flour Imports Between 1970 and

2004

Table 8 shows the evolution of cassava roots exports in the world during 2003-2007. It can be noted that most of the dynamics of cassava exports could be attributed to Thailand’s, Vietnam’s and Indonesia’s exports. In terms of growth in value during this period, however countries such as Indonesia, Ghana and Vietnam reached the highest value; meanwhile, growth in value during the period 2006-2007, indicates a very dynamic sector. This means that although the export value is quite low compared with Thailand, there is an international market which could be explored as an opportunity to increase the contribution of cassava to the national income.

Table No. 8. Exporters of cassava, fresh or dried, whether or not sliced or pelleted between 2003 and 2007.

.

Source: ITC

In terms of fresh or dry whether or not sliced or pelleted cassava imports between 2003 and 2007 only China and USA had a positive proportion of annual growth in quantity. The rest of the considered traditionally importers had a negative annual growth in quantity. However during the year 2007 the increased proportion of annual growth in value was considerably high in all the importers countries.

Exporters

Trade Indicators

Value exported in 2007, in USD

(m)

Trade balance in 2007 in USD

(m)

Tonnesexported in

2007(000)

(USD/ton)Annual growth in

value between 2003-2007, %

Annual growth in quantity between

2003-2007, %

Annual growth in value between 2006-2007, %

Share in world

exports, %

'World 909 -166 6560 139 21 5 38 100

'Thailand 557 556 4559 122 19 3 23 61.22

'Viet Nam 189 189 1334 142 34 20 40 20.79

'Netherlands 48 -84 146 332 28 -1 469 5.33

'Costa Rica 41 41 90 454 10 5 19 4.52

'Indonesia 31 31 210 149 68 48 111 3.44

'Belgium 23 -34 114 201 -30 -43 1970 2.53

'Ghana 3 3 3 962 38 1 -11 0.34

'Ecuador 2 2 22 107 40 75 252 0.26

'Fiji 2 2 2 887 8 5 29 0.17

'Uganda 1 1 21 61 41467 0.14

58

Table No. 9. Importers of cassava, fresh or dried, whether or not sliced or pelleted between 2003 and 2007.

Source: ITC

When figures are analyzed to understand how Africa has been participating of these markets, the results should be considered as a great challenge to connect cassava growers and processors to the world market rather than an indicator of low participation (Figure 4). There is a great opportunity to develop a national cassava sector market driven and then be able to penetrate European Union Markets. Intensive and rational policy making should be the support of a comprehensive development of innovation, finance, capacity building and knowledge acquisition to move forward the sector in order to achieve this vision.

Figure No. 2. Cassava, fresh or dried, whether or not sliced or pelleted imported by the European Union (EU 15) from Africa and the world (USD thousand)

Importers

Trade Indicators

Value imported in 2007, in USD

(m)

Trade balance in 2007 in USD

(m)

Tonnesimported in 2007 (000)

(USD/ton)

Annual growth in value between 2003-2007, %

Annual growth in quantity

between 2003-2007, %

Annual growth in value

between 2006-2007, %

Share in worldimports, %

'World 1075 -166 6829 157 20 6 43 100

'China 659 -659 4619 143 35 19 6 61.32

'Netherlands 132 -84 701 188 4 -17 1044 12.28

'Spain 69 -69 437 159 -13 -24 230 6.46

'Belgium 57 -34 345 164 -21 -33 1070 5.26

'Rep.Korea 43 -43 302 141 7 -1 36 3.96

'USA 42 -41 63 660 9 4 10 3.9

'Italy 15 -15 70 221 11 -16 2763 1.44

'Germany 12 -12 49 250 31 -8 7875 1.14

'Chinese Taipei 11 -11 67 166 -37 -53 558300 1.04

'Portugal 9 -8 54 160 -23 -33 112 0.81

0

50000

100000

150000

200000

250000

300000

350000

Value in 2005 Value in 2006 Value in 2007

European Union (EU

15)'s imports from

Africa

European Union (EU

15)'s imports from

world

0.95%

59

Figure No. 3. European Union (EU 15) cassava flour imports from the world (USD Thousand)

Regional market

Cassava consumption in Africa shows an upward trend (FAOSTAT, 2008) and there are clear indications it will continue increasing up to 2020 (FAO and IFAD, 2004). At regional markets, Africa has the greatest growth potential for the use of cassava as human food (FAO and IFAD, 2004). However, considering the regional markets and the set of products which are traditionally imported and could be potentially substituted by cassava flour, starch etc, the potential markets include not only human food, but also feed and industrial products. To penetrate or develop these regional markets, the Zambian cassava sector, will necessarily need a comprehensive, coordinated, participatory and market oriented strategy.

Regional markets for cassava in Africa are based on a great potential to substitute imports of wheat and other crops. Starch is one of the main products which can be substituted by cassava starch in the region. As can be seen in Figure 6 there is an upwards trend in four of the main sub-regions of Africa and Zambia until 2006. In general, from 2004, the upwards trend indicates an expanding market for cassava. Particularly; Eastern Africa a near sub-region to Zambia is showing the highest import quantities.

0

100

200

300

400

500

600

700

800

900

1000

2000 2001 2002 2003 2004 2005 2006

FAOSTAT | © FAO Statistics Division 2009 | 06 August 2009

60

Figure No. 4. Cassava starch import quantity (Metric tonnes) in Africa and Zambia

Wheat flour imports represent one of the biggest markets for HQCF as a substitute. The potential is derived from approximately 800,000 tonnes imported by Northern Africa, 550,000 imported by Middle Africa, some 400,000 tonnes imported by Western Africa and around 250,000 tonnes imported by Eastern Africa. In less quantity Southern Africa is importing between 50,000 and 100,000 tonnes (Figure 7). In terms of a more possible trade, Middle, Southern and Eastern Africa could represent an opportunity to introduce HQCF in those markets. Of course, regional policy about cassava flour quota as a substitute of wheat flour needs to be formulated; which means one of the bigger challenges for the Cassava Coordinating Committee and support institutions is to assume the leadership of this process.

Figure No. 5. Africa and Zambia wheat flour imports (Metric tonnes)

0

500

1000

1500

2000

2500

3000

3500

2000 2001 2002 2003 2004 2005 2006

--Eastern Africa +

--Northern Africa +

--Western Africa +

--Middle Africa +

Zambia

FAOSTAT | © FAO Statistics Division 2009 | 06 August 2009

0

200000

400000

600000

800000

1000000

1200000

1400000

2000 2001 2002 2003 2004 2005 2006

Zambia --Eastern Africa + --Middle Africa +

--Northern Africa + --Southern Africa + --Western Africa +

FAOSTAT | © FAO Statistics Division 2009 | 06 August 2009

61

Cassava as a frozen chip could be a perfect substitute of potato chips which are imported to Africa. Southern Africa, from 2003 imported around 4,000 tonnes of frozen potato. This figure rose to almost 33,000 tonnes in 2006 (Figure 8). This growing market could be a real opportunity to introduce cassava frozen chips or cassava croquettes which as have been demonstrated in Latin-American countries like Colombia, can perfectly substitute the potato chips.

Figure No. 6. Frozen potatoes imported to Africa

Africa is a great importer of chicken meat. During the year 2006, Southern Africa and Middle Africa imported around 230,000 tonnes, whilst Western Africa imported 10,000 tonnes and Southern Africa around 25,000 tonnes (Figure 9). Cassava flour can substitute maize between 25 and 40% of the total diet (Clayuca and Fenavi, 2005). When broilers are fed using cassava diets, they grow with 2.06 as feed conversion. To produce all this meat in Africa, using the feed conversion value of 2.06 and a 25% of cassava flour in diets, a total of 301,275 tonnes of cassava flour need to be produced. This quantity implies that 1,054,462 tonnes of fresh roots need to be dried and processed in flour, and considering the actual yield of 7 ton/ha, a total of 151,000 hectares will be needed to be planted.

Figure No. 7. Chicken meat imported to Africa (tones)

0

5000

10000

15000

20000

25000

30000

35000

2000 2001 2002 2003 2004 2005 2006

Zambia Eastern Africa Middle Africa

Northern Africa Southern Africa Western AfricaSource: ITC

Source: ITC

0

50000

100000

150000

200000

250000

2000 2001 2002 2003 2004 2005 2006

Middle Africa Southern Africa Western Africa

Eastern Africa Northern Africa Zambia

62

Cassava based products

As can be seen in Figure 10, cassava based products are diverse. Roots are the main source of carbohydrate to prepare a broad base of products for human, animal and industrial consumption.

Figure No. 8. Cassava based products from roots

Source: TIPS., AusAid., 2007, Trade Information Brief: Cassava, SADC Trade.

Additional list of cassava based products

1. Processing for direct human consumption:

Sweets, fried chips, croquets, slices and French fries.

2. Processing for food industry:

Native starch, modified starch, flour as a substitute for wheat flour, monosodium

glutamate, sorbitol, high fructose syrup, L-Lysine and citric acid.

3. Processing for the animal feed industry:

Cassava chips and pellets.

4. Processing for other industries:

Ethanol, biodegradable plastics, high water absorbing polymers and cyclodextrin.

63

Annex 4: List of stakeholders for workshops:

September 2009, workshop 1:

NO NAME ORGANIZATION E- MAIL

1 Mr. E. Chileshe A. F. Z. afzhde@gmail.com

2 M. Simwambana FAO Consultant msimwambana@yahoo.com

3 C. Bendela Farmer

4. G. Kaunda Farmer

5 Jonathan Kombe Farmer

6 Billy T. Tembo Galamukani Group

7 Stazio Daka Lubaneni F. Group

8 Imbuwa Mushebwa MACO mushebwa@yahoo.com

9 Jack Mwale Farmer

10 Kampamba Kelvin MACO K_kampamba@yahoo.co.uk

11 Alikhadio Maseko MACO Alikhadio21@yahoo.co.uk

12 Misheck Jere Farmer

13 Grace Phiri Farmer

14 Michael Chishimba MACO gnruraldevelopment@yahoo.co.uk

15 Gaston Phiri MACO Gastonphiri@yahoo.co.uk

16 Ahazi Kalota MACO

17 Kamalonga Patrick MACO

18 Kelvin Saili ZABS Ksaili2002@yahoo.co.uk

19 Dr. Abass A. B. C F C a.abass@cgiar.org

20 Dr.Pheneas Ntawuruhunga IITA - MALAWI p.ntawuruhunga@cgiar.org

21 Dr. Victor Mulopa MACO mulovictor@yahoo.com

22 Mr. P. Chibbamulilo JICA patrickchibbamulilo@jica.gojjp

23 Robby Mwiinga CARE mwiinga@carezam.org

24 Maggie M. Kaunda DWDA Maggie.kaunda@yahoo.com

25 G. M. Mutolo Farmer

26 Kasweka Chinyama FSRP / ACF kaswekac@iconnect.zm

27 Brighton Mulonga FAO Brighton.Mulonga@fao.org

28 H. B. Moonga UNZA bmoonga@unza.zm

29 Aaron Simwanza MACO aasims2002@yahoo.co.uk

30 Atsushi Suzuki FODIS / JICA fodis@microlink.zm

31 Mr. Glynn Michelo ZDA gmichelo@zda.org.zm

32 Chrispin Biemba Kadfa Farmer

33 Liberty Habeenzu AFRICARE lhabeenzu@africare.org.zm

34 Martin M. Sibeta L D T sibetam@yahoo.co.uk

35 H. S. Sikwibele MACO hsikwibele@maff.gov.zm

36 Christian Chomba MoFNP cmchomba@maff.gov.zm

37 Kaunda Kapepula MACO kaundak@maff.zm

38 Yotam Mkandawire GTAZ Yotmka2002@yahoo.com

39 Stella Mapipo Madison Premier mapipos@premierfinance.com.zm

40 Robinson Daka Madison Premier robinsondaka@yahoo.co

41 David Daka Farmer Daviddaka’s@yahoo.com

64

42 Charles Mulombwa ZDA cmulombwa@zda.org.zm

43 Ronald Msoni RAPIDS ronaldmsoni@gmail.com

44 Sylvia C. Banda Sylva Catering Lanku2001@yahoo.com

45 Robert Kasonde Sylva Catering

46 Ahmed Chikonde PECO Ltd

47 Martin Chiona PLARD martinchiona@yahoo.com

48 Christopher Kambole ACF christopherkambole@yahoo.com

49 Miyoba Lubemba ZDA miyobaml@yahoo.com

50 Mr. Hernan Manson ITC manson@intrace.org

51 Ms. Mucha Banda ZACCI membership@zacci.co.zm

52 Nicholas Mwale NAIS / MACO nichomwale@yahoo.co.uk

53 Kambani Banda NAIS / MACO bkambani@yahoo.com

54 Annettee Malulu CARITAS Zambia acmalulu@zec.org.zm

55 Lynn Chinene UNDP Lynn.chinene@undp.org

56 Carol Chirwa ZBF cchirwa@zbf.org.zm

57 Aaron Mutale MCTI aaronmutale@yahoo.com

58 Phillip Siamuyoba MACO Phill_siamuyoba@yahoo.co.uk

59 Mr. Paul Kapotwe PAM

60 Isabel Tembo PAM Isabel_tembo@yahoo.com

61 Abraham Maimbo PAZ

62 Alfred Mkonda FRA amkonda@yahoo.co.uk

63 Maureen Chitindu PAM pam@zamnet.zm

64 Mulale Francis Farmer

65 Mapili Bernard Farmer

66 Chulu Andrew Farmer

67 Kapaya Phiri Farmer

68 Liywalii Kwibisa CSSD Consultant lkwibik2000@yahoo.com

69 Federica Angelucci FAO - Rome Federico.angelucci@fao.org

70 Jacqueline L. Walusiku Farmer

71 Mukaka Ivor ZARI mukukaivor@yahoo.co.uk

72 Hambulo Ngoma MATEP Ngoma_Hambulo@fai.com

73 Friday Sililo Farmer

74 Mulambwa Imasiku TDAU / UNZA Imasiku2000@yahoo.co.uk

75 Mvula Sandford Farmer

76 Phoebe Kabemba Farmer

77 Mwansa Juliet Precious Women

78 Misael Kokwe FAO

79 M. Simemba ZDA/CPBOD msimemba@hotmail.com

80 Chungu Mwila COMESA cmwila@comesa.int

81 Frank Mugyenyi ITC/COMESA fmugyenyi@comesa.int

82 Mushiba Lorraine Mushiba ACF mushiba.mushiba@acf.org.zm

83 Antonio Jose Lopez ITC - Colombia mijuamarel@gmail.com

84 Nigel Poole FAO/University of London N.Poole@soas.ac.uk

85 Paola Cadoni FAO/Rome paola.cadoni@fao.org

86 Lt. Col. C. Siamalambo ZNS

87 Major P. Kalesu ZNS

65

November 2009, workshop 2:

NO NAME ORGANIZATION E-MAIL

1 Edwin Mulenga ZANACO edwin.mulenga@zanaco.co.zm

2 Cosmas Katunta Access Bank cosmas.katunta@accessbankplc.com

3 Morgan Chipopu Slyva Catering morganchipopu@yahoo.com

4 Tendezu N. Mulenga Fanyate Milling Ltd

5 Kennedy Mulenga MACO/Serenje mulenga_kennedy@yahoo.com

6 Henry Haabowa Farmer

7 Kapimpa John Farmer

8 Alick Ngosa Farmer

9 Nyirenda Leonard MACO/Petauke

10 Bwalya Panga MACO/Mwinilunga joachim6panga@gmail.com

11 Alikhadio Maseko MACO/Kabompo alikhadio21@yahoo.co.uk

12 Yotam Mkandawire GTAZ yotmka2002@yahoo.com

13 Bernard Mapili Farmer/Chibombo

14 Andrew M. Chulu Farmer/Chibombo

15 Anayawa Mutemwa MACO anayawamutemwa@yahoo.co.uk

16 Dora Mutakwa Phiri MACO pddconsultdora@yahoo.com

17 Webster Lungu NISIR weblungu@yahoo.co.uk

18 Billy T. Tembo Farmer/Petauke

19 Maureen Chitundu PAM pam@zamnet.zm

20 Eliejon F. Mulale Farmer/Mumbwa

21 Kambani Banda NAIS

22 Amos Douglas Zulu NAIS/journalist

23 P. Cadoni FAO paola.cadoni@fao.org

24 Charles Mulombwa ZDA cmulombwa@zda.org.zm

25 Miyoba Lubemba ZDA mlubemba@zda.org.zm

26 Kelvin Saili ZABS ksaili2002@yahoo.co.uk

27 Aaron Simwanza MACO asimwanza@maff.gov.zm

28 Stephen Kabwe FSRP kabwestephen@yahoo.co.uk

29 Musukwa Godfrey NATSAVE godfremusukwa@yahoo.co.uk

30 Oswin Chibinga UNZA ochibinga@yahoo.co.uk

31 Elizabeth M. Simonda ILO simonda@ilo.org

32 Atsushi Suzuki FODIS/JICA fodis@microlink.zm

33 K. Munyinda (Dr.) UNZA kmunyinda@unza.zm

34 Mulambwa Imasiku TDAU/UNZA imasiku.mulambwa@unza.zm

35 Mvula Sandford Farmer

36 Moses Simemba ZDA/CBPOD m_simemba@hotmail.com

37 Ernest B. Lungu GIDD ernest.lungu@gender.org.zm

38 Bright Chalwe NTBC brightchalwe1976@yahoo.com

39 Enerst Shamano NBTC enerstshamano@gmail.com

40 M. Kanyemba MACO/DOA mkanyemba@maff.gov.zm

41 Doris Musonda PAM dorismusonda@ymail.com

42 Dr. Kayoya Masuhwa MACO/DoA kmasuhwa@maff.gov.zm

43 Estella Bwembya Farmer

44 Evelyn Nachilima Farmer

46 Stubbs M. Malambo NAIS/MACO stubbs_malambo@yahoo.com

66

47 Allan Kalepa Farmer allan_kalepa2008@yahoo.com

48 Frank P. Chimanga AFRICARE fchisamanga@africare.org.zm

49 Richard S. Mubiana Novatek Feeds ZAMBEEF pbafanc@novatek.com.zm

50 Stanley Mushingwani MACO/ABM smushingwami@maff.gov.zm

51 Mushiba Lorraine Mushiba ACF mushiba.mushiba@acf.org.zm

52 Prisca M. Shapole ZABS pmshapole@zabs.org.zm mbimbi22@yahoo.com

53 Brighton K. Mulonga FAO mulongbk@yahoo.com brighton.mulonga@@fao.org

54 Kaunda Kapepula MACO/DABM kaundak@maff.gov.zm

55 Evans Mwengwe WFP evans.mwengwe@wfp.org

56 Emmanuel Chileshe AFZ afzltd@gmail.com

57 Christopher Kambole ACF christopherkambole@yahoo.com

58 Liywalii Kwibisa CSSD lkwibisa2000@yahoo.com

59 Drinah Nyirenda UNZA bandanyirenda@yahoo.com

60 Hernan Manson ITC manson@intracen.org

hmanson@gmail.com

61 Federica Angelucci FAO federica.angelucci@fao.org

62 Antonio Jose Lopez ITC mijuarel@gmail.com

63 Eben Sibbuku ZDA esibbuku@zda.org.zm

64 Dorothy Nthani NRDC nthanid@yahoo.com

65 Mathews Ngosa PAZ mngosa2002@yahoo.co.uk

66 Aaron Mutale MCTI aaronmutale@yahoo.com

67

Working groups, January-March 2010

NO NAME ORGANIZATION E-MAIL

1 Kelvin Saili ZABS ksaili2002@yahoo.co.uk

2 Robinson Daka MOF robinsondaka@yahoo.com

3 Luke Mugode NISIR lmugode31@yahoo.com

4 Aaron Mutale MCTI aaronmutale@yahoo.com

5 Ahmed Chikonde PECO Ltd

6 Dorothy Nthani NRDC nthanid@yahoo.com

7 Musonda Mofu NFNC mofu@nfnc-gain.co.zm

8 Ivor Mukuka ZARI mukukaivor@yahoo.co.uk

9 Mulambwa Imasiku TDAU Imasiku2000@yahoo.co.uk

10 S. Mushingwani MACO smushingwani@maff.gov.zm

11 Munshimbwe Chitalu OPPAZ gmchitalu@gmail.com

12 Joseph Simbaya UNZA-AGRIC simbayajoseph@yahoo.co.uk

13 Ronald Msoni RAPIDS ronaldmsoni@gmail.com

14 Moses Simemba ZDA/CBPOD m_simemba@hotmail

15 Brighton Mulonga FAO mulongabk@yahoo.com

16 Kwibisa Liywalii CSSD-Consultant lkwibisa2000@yahoo.com

17 Maureen Chitundu PAM pam@zamnet.zm

18 H. S. Sikwibele MACO hsikwibele@maff.gov.zm

19 Kunda Mwila ZNFU kunda@znfu.org.zm

20 Mathew Ngosa PAZ mngosa2002@yahoo.co.uk

21 Atsushi Suzuki FODIS/JICA/ZARI fodis@microlink.zm

22 Charles Mulombwa ZDA cmulombwa@zda.org.zm

23 Stubbs M. Malambo NAIS Stubbs_malambo@yahoo.com

24 Prisca M. Shapole ZABS pmshapole@zabs.org.zm / mbimbi22@yahoo.com

25 Christopher Kambole ACF christopherkambole@yahoo.com

26 Mushiba Mushiba ACF mushiba.mushiba@acf.org.zm

27 H. B. Moonga UNZA bmoonga@unza.zm / himoongam@yahoo.com

28 Kapaya Phiri Farmer

For information about ITC’s methodology used for the development of this strategy, please contact:

International Trade Centre Division of Country Programmes Export Strategy Section Tel: +41 22 730 0111 Fax: +41 22 730 0575 Web: http://www.intracen.org E-mail: exportstrategy@intracen.org

In partnership with:

Street address: ITC, 54-56, rue de Montbrillant, 1202 Geneva, Switzerland

Postal address: ITC, Palais des Nations, 1211 Geneva 10, Switzerland

Telephone: +41-22 730 0111 Fax: +41-22 733 4439E-mail: itcreg@intracen.orgInternet: www.intracen.org

Street address: FAO, Viale delle Terme di Caracalla, 00153 Rome, Italy

Telephone: +39 06 57051 Fax: +39 06 570 53152E-mail: FAO-HQ@fao.orgInternet: www.fao.org

The Food and Agriculture Organization of the United Nations